Lower Manhattan Development Corporation
Memorial Design Competition Administration
Process Management and Project Management
The centerpiece of LMDC’s effort to redevelop the World Trade Center site is the creation of a lasting memorial. Working closely with LMDC, Landair developed a clearly defined process to guide the development of a memorial that is closely coordinated with the redevelopment process for the World Trade Center site. Landair provided process management the Memorial competition to select the design for a permanent memorial that will remember and honor all loss of life on September 11, 2001, and February 26, 1993. 13,683 prospective participants from 94 countries and all fifty states registered to compete and 5,201 Memorial design submissions were received, with a winning design by Michael Arad and Peter Walker
Reflecting Absence” announced January 14, 2004.
Landair’s day-to-day coordination and overall process management of the competition process utilized our expertise in complex public endeavors. Landair oversaw the guideline and protocol development, created, designed and administered a web based registration site, communicated with registrants, designed and oversaw the archival strategy for the 5,201 submissions, secured and operated the jurying facility overlooking the World Trade Center site, provided support throughout the jury process, and coordinated the safe and secure art storage of the collection.
The assignment involved a very tight eight month timeframe (the web site and corresponding complex data base were launched eight weeks into the project) and was complicated by extremely close scrutiny from the press, enormously interested constituent groups, the inspector general, and political leaders.
Times Square Redevelopment
New 42nd Street Inc.
Owner’s Representation and Government Services
The renewal of Times Square as an international destination for culture, commerce and entertainment involves cultural properties comprising over 300,000 square feet of both new and landmark facilities. Landair has been involved with the redevelopment of Times Square since 1993, working with The New 42nd Street, Inc., Corporation to realize one of the most publicized cultural and commercial urban development plans in the country. From program development to occupancy, Landair has performed an extensive range of technical and project management services for this portfolio of dynamic projects totaling more than $200 million in development.
Times Square Redevelopment
New 42nd Street Inc.
Owner’s Representation and Government Services
For the Empire State Development Corporation and NYC Economic Development Corporation, a joint venture, Landair protected ESDC in its negotiation with Disney Development Corporation for the $34 million restoration of the New Amsterdam Theater. In addition to on-going representation, Landair’s team also provided in-depth scope and budget review, review and approval of contracts and payments to the developer, and value engineering. To establish the definition of a first class Broadway Theater production standard, we conducted analysis to enable 42DP to negotiate substantial savings on production related costs, to be borne by the developer.
For LaSalle Partners/AMC Multiplex Theater ($80 million), Landair provided conceptual cost estimating to determine the financial feasibility of developing a 25 multi-screen complex by integrating multiple levels of new theaters into an existing landmark theater structure; we utilized several scenarios with and without public subsidies.
Landair offers a wealth of experience and knowledge regarding technical issues surrounding theaters and performing arts facilities. For The New Victory Theater, Landair performed architectural, engineering, and code review, and provided cost estimating, value engineering analysis, and construction monitoring for the $11.5 million modernization of this turn of the century landmark multi-use theater for children.
Lincoln Center for the Performing Arts
Project Management/Owner’s Representation
Landair has provided consulting expertise to both Lincoln Center for the Performing Arts and several of its primary constituent organization.
Lincoln Center, the nation’s busiest performing arts complex, embarked on a renovation of the main plaza and north plaza reflecting pool. Millions of people traverse this space each year, and it is the location of major events from spring through autumn. Landair represented Lincoln Center in the preparation, negotiation, and expediting of execution of funding agreement with the City of New York for public construction funds. Landair’s knowledge of public processes helped to advance this project to enable its completion within the very tight window of opportunity to minimize operations interference. Landair also provided cost estimates based on assembled plans and specifications.
Landair provided technical consulting to Lincoln Center Theater which is one of 12 constituents on the Lincoln Center for a $4 million mechanical retrofit to its Vivian Beaumont Theater. As The Lincoln Center Theater (LCT), has undergone facility enhancement to its theaters and entrance two phases of construction, including the HVAC system and the theater’s acoustics and lobby.
For the Mitzi Newhouse Theater, also housed under the Lincoln Center Theater umbrella, Landair reviewed and advised on access for the handicapped and box office improvements and negotiated public funding agreements.
Designed in 1964 by Philip Johnson, in close collaboration with George Balanchine, the New York State Theater is the home of the New York City Ballet and the New York City Opera, Landair is representing the organization in its $4 million interior and exterior project task included bidding process management, securing agency approvals, expediting and team coordination, selection of a construction manager. We continue to lead the City Center for Music and Drama through construction.
The Intrepid Museum Foundation
The (USS) Intrepid Sea Air Space Museum
For a major $100 million expansion, the foundation oversees the Museum, the world’s largest privately operated maritime museum. Landair is serving as owner’s representative as a major $75 million expansion and renovation program for the USS Intrepid (CV-11), a National Historic Landmark, and the pier on which it is docked, Pier 86. The Master Plan addresses the daunting task of transforming a 900-foot long, 35,000-ton facility into a public museum while retaining its historically significant features and complying with the Board of Standards and Appeals. The Pier plan also invests over $10 million in improvements in Hudson River Park, a 550-acre open space and waterfront property under multiple jurisdictions between the city and State. Landair has assembled the project team, defined and monitored the project scope, budget, schedule and funding, and provided project communications, and coordination services, for the approvals process for multiple jurisdiction issues and provided grants management.
The Society for the Preservation of
Weeksville and Bedford Stuyvesant History
Management Consulting/Owner’s Representation
A freed slave settlement that thrived from the 1830′s to the 1890′s, Weeksville is now a National Register Historic Site of four original farmhouses along the remains of the Hunterfly Road. Landair provided a full spectrum of services on a $20 million interpretive site master plan for The Society’s multi-acre property.
The site is being developed to enhance the entire visitor experience: a programmatic and education plan has been established to explore and interpret the150-year span of events, people, and cultural materials that tell the story of Weeksville and its place in our national history. The significant wood structures have been restored. Domestic landscape features such as kitchen gardens, and features based on archaeological findings are to now re-created. A new education and visitor’s center designed on green architecture principles will be built to explore and interpret a specific historical journey of African American history and culture.
The Landair team developed a “campus-wide” scope, project budgets and cost estimates, scheduling and cash flow projections for multiple funding sources. We negotiated agreements with funding sources, managed consultant selection and oversaw master planning, design and the construction of the historic site restoration.
Alliance for Downtown New York and the Battery
Conservancy Castle Clinton Revitalization Strategy
Real Estate Development Consulting
Castle Clinton, located at Battery Park, is an extraordinary example of creative adaptive reuse development. It has served as a military fort, a 19th century restaurant, an immigrant landing depot and it then became the New York Aquarium in 1896. In the context of this illustrious history, Landair was engaged to conduct a feasibility assessment to provide recommendation adaptive reuse of the unusual historic structure as a 20th century attraction. Through testing, financial analysis and due diligence study, we provided a concept of a tourism center to include a ticket office, gallery and cafe. Designs have been completed and Phase One construction is complete.
The analysis process involved waterfront issues, traffic and access, linkage to parks and other public spaces, transportation hubs by rail, land and water, linking lower Manhattan with Brooklyn, New Jersey and to other nearby attractions.
Because of the political jurisdiction and land use realities of the public site, Landair addressed the issues, concerns, requirements and approvals of a large body of stakeholders including The Alliance, the Conservancy, the National Park Service, the Economic Development Corporation, and the New York City Parks Department.
NYS Division of Housing and Community Renewal/Housing
Trust Fund Corporation
As master contractor for the New York State Division of Housing & Community Renewal and the Housing Trust Fund Corporation from 1993-1999, Landair provided:
- Program coordination of the statewide technical assistance program
- Program coordination of the statewide outreach and seminars.
- Evaluation of the capital program process and agency design criteria
Landair managed consultant-provided technical assistance for not-for-profit developers, rural and neighborhood preservation companies and municipalities engaged in New York State’s loan program for the development of low income, affordable and special needs housing.
Landair coordinated DHCR’s outreach and seminar series that provided training to hundreds of not-for-profit developers throughout New York State. To achieve these programs, Landair developed an inter-relational data-base that tracked all aspects of the process including work orders, scheduling, vendor assignments, invoicing and billing.
Landair was asked to evaluate two components of the agency’s capital program process. Our analysis focused on how and when projects are funded, determined an appropriate level of shared risk between the public and private sector, and streamlined the process in order to a balance projects efficiently, with recommendations for management procedures, leadership and training.
Stamford Cultural Development Corporation
Economic development consulting Public outreach services
For the Stamford Cultural Development Corporation in Connecticut, Landair provided real estate development, economic development consulting, and public outreach services to assist the City in its revitalization strategy for arts and culture.
Landair proceeded with a citywide cultural asset based survey to gather the inventory data on arts and cultural resources and venues in Stamford—a public outreach process involving the arts constituents, their users and stakeholders. From this initial investigation, the South End, one of the four quadrants in the City, was indicated as an area of density and then targeted for a broad based cultural development analysis.
Landair’s development analysis incorporated an examination of the existing physical inventory of South End, a market demand study, and a needs assessment of every cultural and arts organization and group. Landair formulated a prioritized matrix of specific development strategies and development opportunities in the South End. Many involved creative adaptive reuse, with considerations such as mixed use development, multiple real estate users, industry cluster advantages, a 24/7 activities mix, technology and transportation access, housing and access. The analysis and resulting recommendations, including public policy, legislation and incentive recommendations, resulted in a road map for the City to move to encourage a cohesive thematic attraction in its downtown.