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(b.1942)TheKing ofNewYork--and15th-richest manintheworld--rulesovermultiplespheresofinfluence:politics,mediaandphilanthropy.Themayorhasone yearleftinhis third andsupposedly final term,but nooneexpectshimtodisappearafterleaving office.After astarturnnavigatingNYC throughHurricaneSandy,ahigh-profileendorsementofPresidentObamaproved hisinfluenceextendsbeyond thecity'sborders.2012HIGHLIGHT:Advancedfight onobesity bypushing through banonoversizesugary softdrinks.

MichaelBloomberg.http://www.forbes.com/profile/michael-bloomberg/Accessed December10,2012

(b.1966)the speakerof theNewYork City Council,thefirstwomanand first openly gay official elected tothatposition.

Herrootswere inwhat arewidely consideredprogressivepoliticsand advocacy onbehalf of gay NewYorkers.Shewasan aidetoCity CouncilmanThomasK.Duane,thefirstopenly gay memberof theCity Counciland wentonto serveasexecutivedirector of theNewYorkCity Gay and LesbianAnti-ViolenceProject.

Ms.Quinnwas elected totheCouncil in1999,representing aManhattandistrict thatincludesChelseaand Greenwich Village.By thetime shebecamespeakerin2006,she had established herself asa frequentallyof Mayor Michael R.Bloomberg onanumber of issues,including supporting themayoron hisbanon smokinginmostrestaurantsand bars.

In2011,Ms. Quinnbrokewith MayorBloomberg overhowtoclose amultibillion-dollarbudgetgap, proposing$75millionin cutsto theDepartment of Educationsbudgettotake theplaceof someof thethousandsofteacherlayoffsplanned by themayor.Thepl anmarkedashiftin Ms.Quinnsclose relationship with themayor,forwhich shehas received criticism.

Times Topics:ChristineQuin.http://topics.nytimes.com/top/reference/timestopics/people/q/christine_c_quinn/index.htmlAccessed December10,2012

(b.1969)After abruising runfor mayorended ina humiliating lossand aself-imposed retreat from thepublic stage,Gifford Millertheformer CityCouncil speaker knownfor hisbattles with MayorMichael Bloombergisemerging againtotry hishand at another rough-and-tumbleindustry:realestatedevelopment.Mr.Miller islaunching hisfirst project with alongtime friend and otherpartners.They envisiontransforming aderelictsectionof theBronx with 10new"affordable"apartmentbuildingsnear theSheridanExpressway.

At41 yearsold,Mr. Millerisno longer theambitiouspreppiewunderkind wholed arebellious City Council against Mr.Bloomberg and seemed poised forpolitical success.

Gifford Millers Next Step.http://online.wsj.com/article/SB10001424052702303661904576454402264062770.htmlAccessed December10,2012

(b.1960),a Democrat,elected in 2006and was previously am e mbe ro f t h e Ne w Y o rkS t a te A s se m bly . ( He i s ) a l i ke lycandidatefor mayor,(and) has recruited prominent nationalDemocratstojoin his2013campaign.

Mr. Stringerhas beencritical of theadministration of MayorMichael R.Bloomberg. But Mr.Stringerhas supported themayorsplan tomake thecity moreenvironmentally sustainableand had collaborated with him onland useand otherissues.

InJuly 2011,Mr. Stringer called fortheabolitionof the$49millionpot of money theCity Council distributeseach yeartononprofitgroups,saying theprocessforgiving out thegrantshadbecomeoverly political.Mr. Stringer,whoseoffice conducted a

yearlong study of thefunds, said thecurrent system had led tovast economic disparities.

Mr.Stringer, a native NewYorker,was bornand raised inWashingtonHeights.In 2010he and hiswife, ElyseBuxbaum,refused toget married inNewYorkbecausethestate at that timedid notallowgay couplestomarry.Instead, they chosetowed inConnecticut wheregay marriagehad already been legalized.

In1999 Mr.Stringer wasarrested during protestsagainst thepolicekilling of Amadou Diallo,and inthe1980swhile calling onExxontocease doing businessinapartheid South Africa.

Hegraduated from JohnJay Collegeof Criminal Justice

Times Topics:Scott Stringer.http://topics.nytimes.com/topics/reference/timestopics/people/s/scott_m_stringer/index.htmlAccessed December10,2012

(b.~1957)served asanOfficioMember at LincolnCenterfor thePerforming Arts Inc.Serves as a Trustee at Central ParkConservancy;Directorof TheBig AppleCircus,Ltd.;Member ofCourtsof DreamsAdvisory Board at Pinnacle ManagementCorp.;served Commissionerof NewYork City Departmentof Parks &Recreation.1

BenepeleftNew YorkCity Dept.of Parkstowork attheTrust forPublic Land.2

1.Adrian Benepe.http://investing.businessweek.com/research/stocks/private/person.asp?personId=28606397&privcapId=7940299&previousCapId=4224923&previousTitle=Accenture,%20Inc.Accessed December10,20122. His Domain Transformed,Parks Chiefis Leaving.http://www.nytimes.com/2012/06/19/nyregion/adrian-benepe-nyc-parks-chief-quits-to-join-trust-for-public-land.html?ref=adrianbenepe&_r=0Accessed December10,2012

(b.1944)Ms.Burden,whospendsher leisuretimewalkingthecity, boating orbirding, arguesthatgood designis goodeconomic development, and I know thisis true. Sheunabashedly callstheadministrationpro-development,andpointsto theHigh Line,which thecity sayshas generated $2billion inprivateinvestmentin theareaand has created12,000jobs.WhatI havetried todo, and thinkI havedone,shesaid,iscreatevaluefor thesedevelopers,every singleday of my term.

...

Ms.Burdenargues thatgentrificationismerely apejorativeterm for necessary growth.Improvement of neighborhoods somepeople call it gentrification providesmore jobs,provides housing, much of it affordable, and privateinvestment,which istax revenuefor thecity,she said.Onher watch, the administration hasundertaken financing165,000unitsof affordable housing by 2014,of which morethan130,000 havebeen built,and hascreated projectslikeV i a V erde, t h e h an dso m e, e co- fr i en dly s ubs i di zeddevelopmentin theSouth Bronx.Weare making somanymoreareasof thecity livable,shesaid.Now, young peoplearemoving toneighborhoodslikeCrown Heightsthat10yearsagowouldnthave beenpartof thelexicon.

AmandaBurden Wants toRemakeNew York.SheHas 19Months Left.http://www.nytimes.com/2012/05/20/nyregion/amanda-burden-planning-commissioner-is-remaking-new-york-city.html?pagewanted=allAccessed December10,2012

(b.1971)Beyond working tooverhaul theCityseconomy,Sethseffortshavealso included modernizing NYCEDCsproperty managementportfolio;overseeing $2.5billionincapital investmentsranging from basic infrastructureimprovementstonewparks and streetscapesacrosstheCity;and helping tonegotiateand structuretheCitys involvementinsomeof themost complex development projectsinrecent

years,including theWorld TradeCenter,YankeeStadium,and Citifield.UnderSeth,NYCEDC hasfurthercontinued itseffortstoimplement several of theAdministrationsmostambitiousarea-wideredevelopment projects,bringing newhousing,infrastructure,and job opportunitiestounderservedneighborhoodsthroughouttheFiveBoroughs. Examplesoftheseprojectsinclude:creation of theCitysfirstLEED-certified neighborhood inWilletsPoint,Queens;upgradesto theSouth Bronx Greenway toimproveairqualityand recreational opportunitiesinsome of theCityspoorestneighborhoods;revitalizationof the27-acreamusementdistrictand surrounding community inConey Island,Brooklyn;and projectsattheSouth BrooklynMarineTerminal and NewYorkContainerTerminal inStatenIslandtohelp revivethe Citysworking waterfront.Additionally,underSethsleadership,the City becamethefirstmunicipality inthenationto develop aselectionprocessandmakeallocationsundera federal stimulusprogram designedtospur employmentand encouragedevelopmentduring therecentdownturn.

Anattorney by training,prior tojoining NYCEDC,Seth wasanassociateatthe lawfirm of Cleary Gottlieb,Steen&Hamiltoninthe Real Estatepracticeand afinancial analystattheMergers& Acquisitionsboutique,JamesD.WolfensohnIncorporated.Seth isagraduateof ColumbiaCollege,wherehemajored inAncientHistory,and Harvard LawSchool.

President -SethW.Pinsky.http://www.nycedc.com/about-nycedc/presidentAccessed December10,2012

(b.1945)graduated from HamiltonCollegein1967and YaleSchool ofDramain1972, wastrained asan artsadministrator.Hemanaged theAlwinNikolaiand Murray Louisdancecompaniesin the1970'sand, asadirectorof aUnescoagency,organized conferenceson dancecopyrightissuesand thesocial welfareof dancers.

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In1982, heventured ontoasectionof abandoned elevated rail linethathad oncerunfrom theold WashingtonMarketin lowerManhattantoSpuytenDuyvil atthenorthernend of theisland.The lineoncecarriedfreightcarsloaded with produce,meat,fabrics and newsprint towholesalemarketsand factoriesinHarlem and theWestSide,but itcarried itslasttrain --threebox-carsof frozenturkeys--in April 1980.

Mr.Obletzbought atwo-milesectionof thelinethrough ChelseafromConrail for$10. Hefigured thatforabout $250,000,hecould leasealocomotiveand somesecond-hand parlorcarsand carry tourists,commutersand park-and-ridevisitorsto theJacob K.JavitsConventionCenter,which wasunderconstructionthen.

Tobring thelinebackto life,heset up theWest SideRail LineDevelopmentFoundation.Buttheblare of trainwhistlesand therumbling of locomotiveswereneverheard. After fiveyearsinvariouscourts,fighting thestate,thecity and property ownersalong theline

whowanted thelinedemolished,he turned thetracksback toConrail.Peter E.Obletz,50,aLover ofOld Trains,Dies.http://www.nytimes.com/1996/05/04/nyregion/peter-e-obletz-50-a-lover-of-old-trains-dies.htmlAccessed December10,2012

attorney and formerWhiteHouseadviserunder President Bill Clinton.

http://www.huffingtonpost.com/richard-socarides/Accessed December10,2012

Manhattanparty planner.

A-List Parties:More Taste,LessFlash.http://www.nytimes.com/2010/12/16/fashion/16close.htmlAccessed December10,2012

Actor.

GoldmanSachsmanaging director and head of Leveraged Finance.Hewill haveresponsibility forthebank loanand high yield bond businessesintheFixed Income,CurrenciesandCommoditiesDivisionand report toDavid M.Solomon, managing directorand head of Credit Product

GOLDMANSACHSHIRESDONALDR.MULLEN TO HEADLEVERAGEDFINANCE.http://www.goldmansachs.com/media-relations/press-releases/archived/2001/2001-07-11.htmls.Accessed December10,2012

NewYorkPublic Library memberof theBoard since1993and Chairmansince2004,hasled theLibrary torecord levelsof user accessibility,hoursof service,and digital expansion,aswell asa greatly enhanced presenceincommunitiesthroughout NewYorkCity.Underher watch,fivenewlibraries werebuilt,including theLEED-certified Bronx Library Center,and anewoverarching strategy wasannounced,including transformationplans fortheStephen A.SchwarzmanBuilding tobecometheworlds largest researchand circulating library.Shehasoverseena $1.2billioncampaign,now underway,forCreating theLibrary for theFuture,and alsoled an $18millionpost-9/11emergency campaign.During hertenureas Chairman,theLibrarysendowment increased by almost 70percent.

Catherine Marron Succeeded by NeilL.Rudenstineas Chairman oftheBoardofTrustees ofThe New York PublicLibrary.http://www.nypl.org/press/press-release/2011/09/14/catherine-marron-succeeded-neil-l-rudenstine-chairman-board-trustees-Accessed December10,2012

isa Co-Founder of KPS Capital Partners.TheKPS Fundsareprivateequity fundswith $2.6billionof assetsunder management focused onconstructiveinvesting inrestructurings,turnarounds,bankruptciesand otherspecial situations.Mr.Keilinpreviously served onthe Board of Directorsof WeirtonSteel Corporationand numerousKPS Fund I and KPS Fund II PortfolioCompanies.Mr.Keilinwas alsothefounding Principal of Keilin& Co.LLC, aleading investment banking firm specializing inproviding advisory servicesinconnectionwith financial restructuring and bankruptcy transactions.Priortofounding KPS in1997and co-founding Keilin& Co.in1990, Mr.Keilinwas aGeneral Partnerof Lazard Frres& Co.Mr.Keilinwas formerly Chairmanof theMunicipal AssistanceCorporationfor theCity of NewYork,anagency created in1975to deal with NewYorkCity'sfinancial crisis.HewasChairmanof theCitizensBudget Commissionfrom 1999to 2002.Mr.Keilin graduated from RiceUniversity and Harvard LawSchool.

Eugene Keilin,Co-founder Emeritus.http://www.kpsfund.com/eugenekeilin.aspAccessed December10,2012

president of RubensteinCommunications-oneof Americasleadingstrategiccommunicationsandmediarelationscompanies.Togetherwith hisfather,HowardRubenstein,Stevenoverseestheday-to-dayoperationof theagency.

Steven Rubenstein.http://www.rubenstein.com/bio_sr.htmlAccessed December10,2012

SeniorVicePresidentandChief AdministrativeOfficerof IAC inFebruary2005.Inhis capacity,heisresponsibleforcorporateinformationtechnology,global real estate,strategicsourcing and operations,travel,events,facilitiesand corporateservices.Mr.Stewartpreviouslyserved asIAC'sVicePresidentof Operationsfrom March 2002and,inthecompany'sformativestages,astheDirector ofCorporateCommunicationsand Operations,wherehe

beganin1995.IACsreal estateportfolioencompassesover 8.5millionsquarefeetin 172cities,38statesand 15countries.ThisincludesIACsnewFrankGehry-designedheadquartersinManhattan,aproject Mr.Stewartmanaged fromconception.He alsoinitiated IACsstrategicsourcing program in2003toaggregatecross-company purchasingand assured bestoperational practicesacrossall IACsbusinesses.Theprogram hasgeneratedover $100millioninincremental savingstoIACsbusinessestodate.

About IAC -Management -JasonStewart.http://iac.mediaroom.com/index.php?s=20&item=114Accessed December10,2012

leadsthe(Ford)foundation'sEducation,Creativity and FreeExpressionprogram.Asvicepresidentof oneofthefoundation'sthreemajorprograms,heguidesworldwidegrantmaking inpubliceducationreform,highereducation,arts,film,media,sexuality andreproductivehealth andreligion.Healso overseesthefoundation'sregionalprogramming inWestAfrica,EasternAfrica,SouthernAfrica,andMiddleEast and NorthAfrica.

AboutUs -Leadership-DarrenWalker.http://www.fordfoundation.org/about-us/leadership/darren-walkerAccessed December10,2012

Chairman,Chief ExecutiveOfficerand aDirectorof Smith & Wollensky RestaurantGroup Inc.since1997. Mr.Stillmanserved asInterim Chief Operating Officerof Smith & Wollensky RestaurantGroupInc.sinceMay 2004.Mr.StillmanfoundSmith & Wollensky RestaurantGroup Inc.in1997.HewasalsothePresidentofSmith & Wollensky RestaurantGroup Inc.from 1977to1997.He developed andfounded hisfirst restaurant,T.G.I.Fridays,in1965. In1975,Mr. Stillmansold hisinterestsintheconcept andfocused onthehigh-end market,foundingSmith & Wollensky in1977.Mr.Stillmanhasalsoserved asaDirectorof MealsonWheelsUSAfor over20 years.

http://www.huffingtonpost.com/richard-socarides/

(b.1966)Noonehas arsumlike VishaanChakrabarti,aplannerwhohas darted betweenthep ublic and privatesectors:asa top executiveat Related Companies;a director attheNewYorkCity Planning Commission;anassociatepartner atSkidmore,Owings& Merrill;atransportationplanner forthePort

Authority of NewYorkand NewJersey;and,mostrecently,as thedirectorof ColumbiaUniversitysCenterforUrban Real Estate(CURE).InMarch,Chakrabarti becameapartner at SHoPArchitects.Hewill retainhispositionat ColumbiawhilehelpingsteertheManhattanfirm responsiblefor such projectsastheAtlantic YardsdevelopmentinBrooklyn.

Newsmaker:Vishaan Chakrabarti.http://archrecord.construction.com/news/newsmakers/2012/1204-Vishaan-chakrabarti.aspAccessed December10,2012

focusesondevelopmentfinance,the revitalizationof urbancommunities,regional economic development,waterfrontredevelopment and assetplanning forinstitutions.Johnscoreskillsinclude structuring public-privatepartnerships,developmentfinance,building parklands,and creating innovativedevelopment strategies.

Johnswide-ranging practiceisnational and international inscoperanging from NewYorktoCincinnati,SanAntonioto London.Hiswork focusesonlarge-scaleurbantransformations,as well asdiscreet real estatetransactions.Sincefounding theNewYorkofficeof HR&Ain 1984,hehas led tobold plansthathave reshaped importantwaterfronts,downtowndistrictsand neighborhoods.Johnhas:

Our Team -John H.Alschuler,Jr., Chairman.http://www.hraadvisors.com/team/john-h-alschuler-jr-chairman/Accessed December10,2012

In1991, Philip Aaronsformed Millennium Partnerswith ChristopherJeffriesto develop the$275millionfirst-phaseof themajor West Sidedevelopmentthat wouldbecomeLincolnSquare.The company hascompleted majormixed-usedevelopmentsinNew York,Boston,WashingtonDC,San Franciscoand Miamiata costinexcess of$4billion.

Mr.Aaronsbegan hiscareeras anassociateata majorNewYork City lawfirm whereheconcentrated inreal estatetransactionsand finance.Inearly 1978,he joined theAdministrationof Edward I.Koch asAssistant totheMayor.

Inmid 1979,Mr.Aarons wasnamed Presidentof theNYC Public DevelopmentCorporation,apositionhe held through 1983.Underhis leadership,thecompany grewtobecometheCity'slead developmentagency,overseeing projectsincluding theSouth Street Seaport,theMarriott MarquisHotel,theJoyce Theatre,and theCarnegieHallRestoration.

Inlate 1983,Mr.Aarons moved from public serviceand becamePresidentof General Atlantic Realty Corporation,thereal estatesubsidiary of General Atlantic,aprivately held investment firm.Inpartnershipwith ChristopherM.Jeffries,Mr.Aarons wasapioneer inthe constructionof low-incomehousing,financed through itslinkagetoluxury housing,building over1,000 unitsof affordablehousing throughout theCity.

Today,Mr.Aaronsis activeonthe numerousboards.He graduated from ColumbiaCollegein 1973,wherehe majored inart history and theColumbiaUniversity School ofLawin1976 wherehewas anEditorof theLawReview.

About Millenium Partners -PhilipE.Aarons.http://millenniumptrs.com/about-mp/Accessed December10,2012

Sheand Bill created thePershing SquareFoundationand theWilliam and KarenAckman Foundation.Whenthey married in1994,Karenwasa landscapearchitectattheCentral ParkConservancy inNewYork.

TheHottest HedgeFund Wives On WallStreethttp://www.businessinsider.com/hedge-fund-wives-2010-8?op=1

Managing Director,is head of BlackRock'sFinancial InstitutionsGroupwithintheGlobal Client Group.Ms.Dickey overseesthemanagement of theclient serviceand businessdevelopment team.Specifically,sheis responsiblefordelivery of BlackRockservicetothe firm'sinsuranceand taxableclients.Ms.Dickey alsoworks closely ondeveloping newrelationshipsand productswithintheinsuranceindustry.In addition,Ms.Dickey isa member of BlackRock'sLeadership Committee.Prior tojoining BlackRockin1996,Ms. Dickey spent oneyearasamunicipal bond underwriting analystwith Merrill Lynch Capital Markets.Ms.Dickey'sprior experienceincludesworking intheBusinessStrategy and Development Group of Christie'sFine Art Auctioneersand asaprivate art dealer.

Ms.Dickey sitsonthe Photography Committeeforthe Whitney Museum and isanactivefundraiserfor The High Linedevelopment inLowerManhattan.Sheearned aBAdegreein political scienceand art history from Pitzer Collegein1991, and anMBAdegreein financefrom theUniversity ofCaliforniaat LosAngelesin 1996.

Kristen Dickey,ManagingDirectorBlackRockhttp://littlesis.org/person/92427/Kristen_DickeyAccessed December10,2012

seniorvicepresident forbusinessdevelopment inthe NewYorkofficeof WillisGlobal, aLondon-based insurancebrokeragefirm; hespecializesininsuring commercial real estateand otherrisks.He isa trusteefrom 2008to2009 of theWildlifeConservationSociety.Hegraduated from theUniversity of Georgia.

Weddings/Celebrations -Bill White and Bryan Eurehttp://www.nytimes.com/2011/10/23/fashion/weddings/bill-white-bryan-eure-weddings.htmlAccessed December10,2012

(Lisais)an emerging NewYorkarts philanthropist.Herhusband,PhilipFalcone,is theseniormanaging directorand co-founderof HarbingerCapital PartnersFundsand isranked No.296 ontheForbes list of theworld'sbillionaires.

Times Topics:LisaMariaFalcone.http://topics.nytimes.com/topics/reference/timestopics/people/f/lisa_maria_falcone/index.htmlAccessed December10,2012

Managing Directorat Goldman,Sachs& Co.inthe Investment Management Division.Johnjoined theFirm in1983as afixed incomeinvestment banker.In additiontoserving ontheBoard of theJackieRobinsonFoundation,John isonthe Board and ChairstheDevelopment CommitteefortheFriendsof theHigh LineinNewYork City.Heis Co-Chair of hisclassfor theHarvard CollegeFund and isonthe Harvard University CommitteeonUniversity Resources.Johnalsois ontheBoard of theAcademy of AmericanPoetry wherehechairsthe CommitteeontheBoard and servesontheFinanceCommittee.Johngraduated from Harvard Collegeand from theHarvard BusinessSchool.

About -John Blondel.http://www.jackierobinson.org/about/JohnBlondel.phpAccessed December10,2012

Jim isrecognized asoneof NewYorkspremier urbanproblem-solving strategists.Hisbackground combinesseniormanagement rolesin government,public relations,real estate,and constructionmanagement,with extensivepublic sectorexperienceat seniorlevelsof New YorkCitygovernment.Prior toestablishing Capalino+Company hefounded TheGrowthStrategy Group helping seniorcorporatemanagersto refinegrowth strategy,managechangeand increasereturns and served asCOO of AJ Contracting,one of thenationslargest minority owned contractors,increasing itsrevenuesfrom $125millionto $400millionin threeyears.Jimsgovernment careerbeganin1972 whenhejoined thestaff of CongressmanEdward I.Koch.In 1977,heco-managed themayoral campaignof CongressmanKochwhenhewas elected the105th Mayorof theCity ofNewYork.He wasnamed Commissionerof General Services,a2,000+employee,$750 millionagency,at theageof 28 (still,theyoungest commissionerinCity history).Jim managed theMayorssuccessful third term re-election,which hewonby the largest marginintheCityshistory.

Jim holdsanM.A. inManagement and UrbanAffairsfrom theNew School University,and aB.A. inPolitical Science,cum laude,from ColgateUniversity.Hecurrently sitsonthe boardsof SafeSpaceand Friendsof the HudsonRiver Park.

About -Principals -James F.Capalino, ChiefExecutiveOfficer

http://www.capalino.com/james-capalinoAccessed December10,2012

BruceA. Beal,Jr.is President and ageneral partner of Related Companies.Mr.Beal joined Related in1995and is responsibleforoverseeing theday-to-day development processfor projectsacrossall asset classesthroughout thecountry including acquisition,financeand constructionactivities.Inaddition,Mr. Beal overseesRelatedsexisting operating portfolioand thecompanysaffordablehousing initiatives.

Mr.Beal isa trusteeforNew York-PresbyterianHospital,the CitizensBudget Commissionand St.Bernards School.Healso servesonthe Board of Directorsof Friendsof theHigh Line,theAdvisory Board of Harvard UniversitysTaubmanCenterforStateand Local Government and REBNYsExecutiveCommittee,Board of Governorsand Housing Committee.Mr.Beal graduated from Harvard University with aBachelorof Artsdegree.

Our People-ExecutiveTeam -Bruce A.Beal,Jr.http://www.related.com/ourcompany/executives/3/Bruce-A-Beal-Jr/

Greenhood +Company helpsitsClientssucceed intheDigital Agethrough theapplicationof BestPractices.From toplevel strategy,tohands-ondevelopment,weprovidebusinessenablingsolutionsthat drivesalesandmarketing.WeempowerClientsto"make therubbermeettheroad."

http://www.greenhood.com/Accessed December10,2012

isresponsiblefor Millennium Partner'scommercial assets.The$2billionreal estateportfoliocontainsMillennium'soffice,retail,sports club,theater,extended-stay and parking assetsthroughoutthecountry.Mr.Palumboisalso responsibleforMillennium'sinvestmentsinthe luxuryfitnessbusiness,which currently consistsof six clubsoperating underTheSportsClub/LAbrand name and managed by Millennium'sBoston-basedsubsidiary,Millennium PartnersSportsClub Management.

About Millenium Partners -MarioJ.Palumbo,Jr.http://millenniumptrs.com/about-mp/Accessed December10,2012

istheChief InvestmentOfficer and Founder of Ranger Global Advisors,afamily officefocused on opportunistic value-based investing.Previously,Alex wasthe Co-Managing Memberand Chief InvestmentOfficerof ArrowCapital Management,LLC,a privateinvestmentfirmfocused onglobal public equitieswhich annualized at 22.4%overan8

yearperiod.

Biography -Alexvon Furstenberg.http://alexvonfurstenberg.com/biography/Accessed December10,2012


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Just

shortoacenturylater,theterrorendedwiththeelevationotherailline,whichopenedin1934.Butlessthan

ityyearslater,thelinewouldbeabandoned.hemodeotransportingoodwouldbecomeobsolete.

Testructurewouldcontinuetostandasaweathering,rustingagosurrendertothehighwaytheofspringo

NewYorkplanner

h eH i g hLine isan urban structurerepurposed from anelevated rail line in Man-hattan. The original, street-

level railway was built in 1847,the same year that BrighamYoung & Co. arrived in Utah andYerba Buena was renamedSan Francisco.The railway transporteddairy and meat along thewest side of Manhattan,from the eponymous

Meat Packing Districtto Hells Kitchen wheresaid meat would be prepared,cooked, and subject to otherkitchenly operations before

feeding the masses ofthe island.

Con-trary to the rails ostensibly

nourishing role, the street-levellocomotive resulted in enoughmortalities to endow 10th Avenuewith the monicre Death Ave-nue, which redundantly coin-

cidedwith the streets lesser-knownname, Amsterdam Avenueremembering theislands European colonizersa n dh a r -b i n -g e r s

of theinfectious diseases that would

ultimately decimate the former

inhabitants,

the

Lenape.

Robert Moses.


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New Yorkers have an inconsistent history o destroying prized structures, such as Penn Station, and bemoaningthe deconstruction o urban eyesores, such as the High Line. While the inaccessible top terrain was given to wildowersand seedlings, the underbelly housed barbed-wire parking compounds, the citys pigeon population, and empty lots

expecting investors.

Between syncopated billboard, the oxidized steel beam penetrated buildings at mid-block, like a tetanus nail in a spasmingneighborhood skyline. Its location between avenues rather than above either seems to have been a consideration

o the urban caverns that can be created below above-ground tracks. Prior to SoHo galleries migrating to Chelseaor cheaper rent, the rail structure delineated where developers simply lost interest.

14th through 32nd Street, between 9th and 10th Avenue, are fully inhabited. Residents include: London Terrace, the once largest apartmentbuilding in the world; a halo of churches surround London Terrace; rowhouses border the treelined streets. But beyond the railway the neighborhood is one

of industry. And the contrast is not recent.

Te reclamation o west Chelsea by the commercial art world was possible by the superstitiousbarrier. he magic would be later called upon or invented pricetags that seemed obliviousto the reality that existed just across the street. For the inhabitants o Chelsea the structure

was a horizontal social ladderseen but insurmountable.

BARRIER


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Thestructuremarkedtheboundarywherethecurrencygenerated at workand quantiedby the square-footageof their apartment no longer applied;a barrier wherethelogic ofthe rest oftheislandspace, congestion,and capitallost toephemeral trends, prestige,lega-cy,oresoteric histories. Ifentrance into this realmis as freelyand easilyaccessibleas astroll beneaththe rustingbelt,sotoo entrance to each gallery is

free of charge.Yet sucha short migrationwarrantsthe suspicionofwhyany distinctionshouldorcouldexistbetweentheseworlds.

Supercially, many valuesare shared:

THEBARRIERHADTOBEREMOVED

Thepicturesquestreets andcorner parks linedwith wrought-iron

fences are a cleardeclaration

of aesthetic concern.Supercially, visual arts purport

aesthetics.

Proximity, no less adjacency, articulated

what was already on the minds ofpedestrian developers:


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Tere is plenty o literature explaining how

the deconstruction o the structure detouredinto a governmentally supported pseudo-public space;this essay is not the place or that ocus. Instead, thecentral ocus is bodies rom which these claims are spokenand the ears through which the speech is heard. Tis is an analysisand review o the re-iteration and representation o an allegedly

bottom-up, grassroots, neighborhood-activist led struggle against blind,bureaucratic governmental looting o a neighborhood treasure. Te starting pointo this analysis arose rom the suspiciously simplistic deviation o the ormula thatrule the rest o the island. Moreover, there was a doubt that that any city would goabout nancing such deconstruction without a) a plan b) motivation and c) a goal.Its my conjecture that the High Lines auspicious beginnings ound themselves

intimately instrumental and akin to the realization o parts b and c, yet with simplydeemed an alternative plan.


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Te rst section o the High Line Park opened in 2009. According to Robert Hammond,co-ounder o Friends o the High Line, it is estimated to raise about hal a billiondollars in tax revenue or the city. Tis is a conservative estimate and based on amisclassication o the High Line. Te High Line is predominantly reerred to as a

park, and like parks it should attract people, acilitate conviviality, give sanctuary romthe oppressions o urbanitysuch as joint- shattering concrete, harshexposure to the sun and wind, or sufocating tail-pipe exhaust. Conservatively, a parkwould generate real-estate revenue rom people who want to live near the park, onthe verge o urban and rural realities. But the High Line shouldnt be called a park; itails as a park; it unctions as a promenade and only by a lack o civic taxonomy doesit maintain park classication.

New York has no promenades. Te Hudson River Greenway, a version o apromenade with nodes o park area, serves as an exercise and bicycle-commuter saezone away rom the maniacal taxi-drivers whoselast interest in preserving pedestrian lie is borne rom thepossibility o the earning the latters uture ares. TeGreenway is a sanctuary away rom taxis: thebicycle lanes recently introduced on manyo the avenues are mostly vacant o

cyclists due to constant trespassby veering vehicles, parked de-l i v e r y t r u c k s a n d

pedestrians whosecellular reception is apparently

optimal in the street, as opposedto the twenty or so eet o sidewalk

paralleling these lanes.


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raditionally,promenades lie ad-

jacent to public areas,such as beaches or harbors, guaran-

teeing something to be seen, surveyed,moved around, or entered. Promenade

conjures the French Riviera, orange-pinkevenings, sea-

scape, and breeze giving cool relie aer

a stagnant workday.


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Forthe neighboringnuclear families of

Chelsea, the path is a parentswet dream.

The tall grass and narrowwalkway as well as the slowmoving dense foot-trafcwork in concert to create

an easily supervised bubblefor the their child.

The child would have to beexceptionally ambitiousto penetrate thevegetation, scale

the hiddenhand-

rails,

andleap

to his death.Yet an adult who has notbeen ambitious enoughand now contemplatess u i c i d e w o u l d b edeterred by the possibility

that the height may notbe sufcient to entailan exacting death andinstead result in anexponentially moredepressing life ofhospital beds.


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At lunchtime one finds visitors scrambling

for seating that is almost as scarce as tree-given

shade. But it isnt simply scarcity that dictates

action and location: it is the sheer impossibility

of veering, moving off the flowing path that has

allocated which way one travels and what one

sees, what is possible to do with the stark contrast between

concrete and planted life. The trail turns out

to be a rendition of a synthetic

nature that harkens Central Park while for-

getting any sense of human experience, thesublime or pleasure. And yet the popularity

of this structure is testament of the even

harsher surroundings.


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Rem Koolhaas should be proud: Te High Line is authoritative maniestationo a culture o congestion. Finalizing the dream o Raymond Hood,this elevated sidewalk evidences the logistics o a layered city in which the pe-

destrian trafc is separated above the circulating automobiles. Tis 2011 re-denition o the utopian ideal ca. 1920 shows the need or desire or greeneryand escape rom the roving machines o displacement.

Following the logic o a culture o congestive, there are on and o times.

Aer work and on the weekends, the High Line becomes the high wait-in-line, as the happily mandated crawling pace is exacerbated by the impossibilityto pass, due to width restrictions on the path. Backpack-laden tourists nd

repose from scolds and scoffs toward their foreign walking speeds andexcessive attempts to photograph what theyve seen in the guidebookswhile interering with New Yorkers oot racing. New Yorkers adapt tothe situation by wearing sandals or bringing their children.

What was a tiresome burden on the ground becomes a strategic exercise on

the High Line.


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Where entrances and exits fromCentral park have become hubs ofcommercial activity, the High Linepromises an even more focusedconfluence by guarded precipice.

Currently, there are nine points ofaccess along the trail.

Unexpectedly, one is more fre-

quently asked how to get on topof the High Line than one is askedhow to descend back to New Yorks

version of Planet Earth.


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Tepromenade is the quint-

essential gentrication mechanism.Who else but thepsudeo upper-class, the vacationers burdened with oreign unds, has time to strollamidst this caldron o toil?In the case o the High Line, there is no dierence.We must ask, Who but the aristocracy would abricate a path or the sublime while thecrumbling global economy withholds gratication comparable to Lysistrataoil warring minds?


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Unlike most promenades, the High Line is not on ground level. One hasnt thefreedom to dash into the sand or cast a stone into the harbor. This elevatedpromenade mandates the visitors direction, speed, activity and, by extension,their money. A few sanctioned stands vend to visitors, but a growing infrastructureof formal and informal economies are inevitable if not predicted. Atop, theHigh Line has its own lemonade stand with books and souvenirs; already atthe end of the second section, a makeshift food court, in proper FEMA fashion

of makeshift trailers and tents, solicits to the descending tired, thirsty,and hungry wayfarers. If vultures gave off the stench of hydrogenated cookingoil, the simile would be too tting.


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Te areas wherethere is sufcient space to overtake

other ambulatory masses reads as the pathbecoming seating. Backpacks come o and

cameras come out. Te hikers take out their waterbottles; the in-laws adjust their anny packs; the

couples embrace. Te tear-less trail takes a break. But notor too long: the lack o shaded areas, re-constitutes the

desire and need to keep moving. With the idea o park,in their mind, the visitors are certain that, just beyond the

bend up ahead, there will be comort. Te largest con- tinually shaded area, beneatha buildings perpendicular extension on 17th St., lacks sufcient seating on o days.Tis shadow oasis, part tunnel, part cave, has the ves- tiges o a ew trees

just above the architectural canal.


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So obvious is the intended ambulatory use that basic humanenjoyments like shade or a place to restthings a park mightofferare absent here. Everything centers around walking.The movement is want of the horizontal escalators found in airports.The New Jersey-oriented sunbather chairs are in such proximity to thepath that shadows of passersby fall up to the bikinied pallid breasts of thoseat rest. The concrete fooring recalls sidewalks and steps. Funneled

down this corridor, basic needs are nearly extortedthrough the awaiting consumptionstands.


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At variouspoints throughout

the walk, there are

locations to stop and look,vista points, similar to those conceivedduring the great highway expansion o the1950s, the same extension o R. Moses thatrst put this conglomeration o iron and

steel to rust. Te walkway becomes a long thetrail, these vistas oer a zen-like view betweenoverlooking streets or the High Line itsel.Like the Maniest destiny that sent pioneers

on wagon and oot into the west, later

automobiled, are again set to oot,this time to venture north eastrom the cobble-stone streets

o the Meat Packing districtto Hell s Kitchen.


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T Hi h Li k itti ti b t billb d d E li h l d hi


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Te High Line makes an unwitting connection between billboards and English landscape archi-

tecture. Hammond explains the idea o the vistas emerged rom thinking how the structure once bore

billboards. Here rather than raming advertisements, itll rame people and views o the city, the High

Line seeks to unction like the bucolic designs o the Olmstead

Brothers. While the Olmsteads sought to draw attention to nat-

ural beautiesthough oen articially arrangedthe High Linerames urban lie in the throws o development.

Between 18th & 19th streets, orchestra seating rises above a glass-

ramed view o 10th avenue.

Likeall rames, this seeks tocompartmentalize both a

location and a time n n contrast to t s areas oca story av ng on y years ago een


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n n contrast to t s areas oca story, av ng on y years ago eena crime-ridden industrial wasteland, the vista is an aggrandizemento the change that has occurred and continues to occur with the lie

o the High Lineitsel.

Each taxi thatdrives throughthe apertureushers in or outnational andi n t e r n a t i o n a ltourist moniesthat stack alongthis corridor. Tevista is as much

a mirror o theHigh Line projectas it is i nt o t h eneighborhoodsrecent present

eclipsing its past.


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On Christmas Day 2011 Mayor Bloomberg announced that or the rst time in history New York City


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On Christmas Day, 2011, Mayor Bloomberg announced that or the rst time in history New York Cityhad attracted 50 million tourists in one year; in the nal week another 2 million were expected.

As a tourist attraction, the High Line promenade leverages the monies o tourists to artiiciallyinate the cost o the living in the adjacent neighborhoods. Te result is a machine whereby the City canavoid the tax-breaks oen given to developers or corporations in exchange or the generation o jobs.

Te High Line acts as a placeholder where the City can increase the value o surrounding properties andconcomitant tax revenues based on the expected interest rom o non-locals.

Tis was a seminole point in the projects existence. By investing $150 million into therennovation, the City is expected

to gain nearly three times that.I one sees the reality o there-purposing o this structureas giving people access tosomething that already existed,

i.e. a walkable alternative tothe terranean level sidewalks, it becomes clear that this attraction is really a site o anotherNew York nancial tool; one neednt even look at the Board o Directors ties to GoldmanSachs to reach a less-than-grassroots conclusion.

Te purpose o the repurposing is clear: once a track or transporting materials is now a

track or people to walk. Te people have become the commodity.


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But does the community need a place to walk?Is walking a path more urgently needed than otherthings? Of the activities that are allowed here, whoenjoys them? And those which are prohibited, who

would enjoy those? How might other things or usescome about?By controlling the use of the path for walking, seeing,pausing or sitting, rather than allow the community

to dictate its purpose, the City has perfectedexporting the desire to use this structure to non-localswho might be satisfied with a singular experiencethat could be checked off of their Lonely Planetguide.

Financially is existence is self justified But there isnt anything inherently


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Financially, is existence is self-justified. But there isnt anything inherentlymonetarily valuable in the place itself, or even peoples desire to be there.The resulting tax revenue is a function of the City deciding to value the parkb a s e don the

expecta-tion thatothersd e v e l -o p e r s ,

businessowners,hotelsmay tryto exploitthe sur-roundingenvironsi n a nattemptto

capitalize on the tourists and the fabricated imaginary available to them.


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And they will.


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The

nal stretch of the High Line is to surround theold rail yards, the largest relic of the locomotive era andthe industries it supported; the nal destination for theconstructed above-land bridge. The rail yards existbehind a blind wall of high-rises that all but amputate thedisregarded space from the island. The construction partitions

that surround the exposed earthlook like billboards prophesyingwhats to come:


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Conceiving o the High Line as a linear mall,with a publicly accessible transportation corridor at the center,

anked by a series o retail uses along its length, might appealto economic development interests and provide a revenue

stream to support the public space, but it would compromisemany o the lines most appealing eatures: itscontemplativequality, its ability to convey its history otransportationuse, and

its sense o a place apart rom the city as we commonly experienceit. It would be unappealing to the community, which values open-space

that is not over-commercialized.

Reclaiming the High Line: a Project o the Design rustor Public Space with Friends o the High

Line. Ivy Hill Corporation, an AOL ime Warner Company.2002, Design rust or Public Space, Inc.


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H u d s o nYards will be,

when completed, oneof the largest urban devel-opments on Manhattan island.

Te wooden wall of advertise-ments surrounding its territory touts its

future: Hudson Yards New Yorks Next Great

Neighborhood, by the creators of ime WarnerCenter. ime Warner Center is the loci of commerce

at Columbus Circle; i t s a v e r t i c a l r e n d i t i o n o f 5 t hA v e n u e a n d h o m e o f P e r S e , t h e o n c e m o s t - e x p e n -

s i v e restaurant in New York, with a prix fixe tasting menu of $275.

Per Se boasts viewsof Columbus Circle and Central

Park; one for one: views of theHudson River and the

High Line.


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Hudson Yards

i s w h e r e

New York

w o u l d h a v e

implemented its

bid for the 2010summer Olympics.

Yet even after

losing the bid the

investors could notbe denied.

Fuck it; this is New York.


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But none o this is new. Its old. And noneo it is a secret. Its spoken. Te dubiouselement o this park is how it has become

a model o purportedly grassroots,community organized improvementeorts that are being exported to othercities; its representation is calcied with eachpresentation.

W t t e tra conc u ng at Hu son


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W t t e tra conc u ng at Hu sonYards, the biodiversity of the plantlife installed throughout thepromenade will be juxtaposed withthe homogeneity of chain luxury

brandsfound around the world. Thebusiness suits pouring out of theconvention center just across thestreet from Hudson Yards might finda stroll down the High Line to bethe perfect dessert to dining on

the company dime.A coworker escapes on holidayto New York with her familyaccidentally encountering her acolleague whos in town at a convention:

business and personal collide; theforced introduction of the spouseand offspring; theres an awkward moment;getting together in the near futureis mentioned; then the flow of 50million other people dislodge theobstruction

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High Line Sm