BRIDGEPORT 2035: bridging the divide Revitalization Plan
BRIDGEPORT 2035 Bridging THE DIVIDE Prepared By
Chelsea Beroza, Matt Fishman, Amie Patel, Jackie Weidman, Yijing Zhang, Yuchen Zhang, Zehua Zhang University of Pennsylvania | Master of City and Regional Planning Program - Workshop 2019
Acknowledgements
The authors of Bridgeport 2035 would like to thank those Borough officials and University of Pennslyania faculty who lent their knowledge and insight in developing this plan: Keith Truman (Borough Manager), Kyle Shenk (Council President), Meghan Nolan (Council member), Steve Wanczyk (Building Code Official) and Laura Ahramjian (Instructor)
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
TABLE OF Contents
04 Executive Summary 08 Existing Conditions 30 Issues & Opportunities 38 Goals & Objectives 42 Boroughwide Recommendations
44 46 48 50
Physical Divide Housing Divide Social Divide Keystone to Revitalization
58 Focus Area Recommendations 60 Memorial Park 66 Bridgeport Station 74 Waterfront
84 Implementation 92 Appendix + Sources
EXECUTIVE SUMMARY
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0.2 miles N
Figure 1.1: Regional context of Bridgeport
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
EXECUTIVE Summary Bridgeport 2035: Bridging the Divide is focused on revitalizing key areas of the Borough. The title was inspired by efforts to physically knit together disparate locations to improve the Borough’s walkability and strengthen connections between key destinations. It also addresses the need to create social spaces that bring together residents who were born and raised in Bridgeport with those who have recently moved into the Borough. Lastly, the plan builds on and unifies existing initiatives to improve the economic vitality and housing needs of Bridgeport. Bridgeport 2035 puts forth the following vision:
“Bridgeport is celebrated for its small-town charm, high quality of life and public
access to the Schuylkill River. Borough pride is evident throughout Bridgeport’s vibrant social spaces, which convey a strong sense of place and community.
”
The plan was developed in spring 2019 by students of the University of Pennsylvania’s City and Regional Planning graduate program. Bridgeport 2035 is intended to serve as a resource for Borough officials as Bridgeport embarks on its first-ever comprehensive plan.
EXECUTIVE SUMMARY
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BOROUGH OF BRIDGEPORT, MONTGOMERY COUNTY, PA Bridgeport at a Glance Bridgeport is a former industrial town that has evolved into a bedroom community. Two major fires in the 2000s wiped out more than 50 businesses along the waterfront, which had a severe impact on the local economy. Bridgeport has seen signs of resurgence in recent years and is now embarking on its first-ever comprehensive plan.
Key Statistics • Size: 0.71 mi2
Goal 1:
Bridgeport is a well-connected, walkable community
Goal 2:
• Population: 4,582 • Population Growth (2045): 25% • Median Household Income: $49,800 • 68% white
Bridgeport has an active & inviting commercial corridor
• 13% hispanic/latino • 13% black • 4% asian
Goal 3:
Key Trends LAND USE & HOUSING Bridgeport’s estimated population growth and owner-occupied housing vacancy rate of 0% requires additional development to accomodate new households. Bridgeport is nearly built out, but zoning allows mixed-use residential construction on the currently-vacant waterfront.
Bridgeport is an attractive home for young families
Goal 4:
DEMOGRAPHICS Bridgeport has seen an influx in newcomers, with 43% of current residents having moved in between 2000 and 2009. A decline in the average age to 36 years old and a rise in married family households indicate that Bridgeport is attracting young families.
ECONOMY Bridgeport’s main commercial center suffers from vacancies and incongruous uses that deter pedestrian traffic and spending.
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
Bridgeport has an active and accessible waterfront
Recommendations
Plan Implementation
To achieve these goals, Bridgeport 2035 focuses on bridging the physical, social and housing divide. The plan proposes a series of boroughwide actions with site-specific interventions for priority study areas.
The implementation table details specific funding sources, partners, and responsible parties for carrying out the recommendations. Proposed actions range from 1 to 15 years. Because 4th Street is key to unlocking development elsewhere in the Borough, those initiatives take priority for phasing the different elements of this plan. Although partners vary, the involvement of the Pennsylvania Department of Community and Economic Development is central to implementing Bridgeport 2035. In addition, the plan empowers Bridgeport Borough Council and existing committees and organizations including the Sustainability Committee and Bridgeport Business Association.
Boroughwide Boroughwide actions are focused on bridging Bridgeport’s physical, housing & social divide. Recommendations include: • Creating safe and accessible pathways between focus areas to encourage pedestrian activity • Leveraging vacant parcels to build new housing • Programming communal spaces in ways that bring together different generations • Adopting a Main Street America program to revitalize 4th Street, which is key to unlocking development elsewhere in the Borough, following each bullet above
Focus Area 1: Memorial Park Bridgeport 2035 proposes physical improvements to Memorial Park that strengthens access points. The plan also introduces activity zones and programming that better meets the needs of residents of all ages.
Vision Statement for Bridgeport 2035: Bridgeport is celebrated for its small-town charm, walkability, high quality of life, and public access to the Schuylkill River. Borough pride is evident throughout Bridgeport’s vibrant social spaces and thriving retail corridor, which convey a strong sense of place and community. The borough is a sought-after destination for families and small business owners who are committed to growing roots in Bridgeport.
Focus Area 2: Bridgeport Station A new high-density, transit-oriented development (TOD) by Bridgeport Station addresses the housing demand, especially if the King of Prussia Norristown High Speed Line (NHSL) moves forward. These recommendations also detail station upgrades, street and sidewalk safety improvements to increase public transit ridership.
Focus Area 3: Waterfront Bridgeport 2035 outlines a waterfront development strategy that differs from the current proposal. It calls for a mixed-use waterfront and is focused on establishing a gathering place for the community, creating a unique destination within the region, as well as providing housing options for existing and future residents.
EXECUTIVE SUMMARY
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
EXISTING Conditions 10 Bridgeport’s Roots 12 Bridgeport in the Region 14 Connectivity 16 Zoning & Land Use 18 Demographics 20 Housing 22 Economy 24 4th Street Commercial Corridor 26 Community Resources 28 Future Development
EXISTING CONDITIONS
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BRIDGEPORT’S ROOTS
1712
FARMING COMMUNITY
1851
INCORPORATION
mid-1900s
INDUSTRY DECLINES
1983
REVITALIZATION
1999
HURRICANE FLOYD
2001
DEVASTATING FIRE
2010
FIRE STRIKES AGAIN
2017
NEW LEADERSHIP
2019
COMPREHENSIVE PLANNING PROCESS BEGINS
Image 2.1: History of Bridgeport in Images
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
Precolonial Immigration Bridgeport’s history predates the signing of the Declaration of Independence only 18 miles downstream in Philadelphia. Settled in 1723, Swedish and Welsh immigrants chose the location on the banks of the Schuylkill River to establish a small farming community.1
Rise of Industry After Bridgeport was incorporated in 1851, the Borough experienced a rise in industry due to the introduction of a canal that allowed goods to be transported to and from the Borough.2 Companies also benefited from the development of the Reading Railroad freight line in the mid-1830s, which enabled businesses to ship goods more quickly and at a lower cost.3 Irish immigration in the 1860s and Italian immigration in the 1890s provided a ready workforce to thriving waterfront industries.4
Image 2.3: Bridgeport Station, 1912
Industrial Decline The precipitous decline of industry in the 20th century had a severe impact on the local economy. Companies closed, leaving behind buildings that were once booming with activity. These structures stood vacant until 1983 when the Bushar Corp. retrofitted the 26-acre complex along the waterfront into The Continental Business Center park.6 The Borough’s population began to decline in the 1960s, which caused Bridgeport’s public schools to be absorbed by the Upper Merion Area School District.7
A Series of Misfortunes
Image 2.2: Industry on waterfront
The Continental Business Center suffered numerous hardships since its opening.8 In 1999, Hurricane Floyd caused 50 inches of flooding in some buildings. This was followed by a devastating fire in 2001 that destroyed three buildings and led to the loss of 55+ businesses.9 In 2010, the remaining buildings burned to the ground in a second fire.10
Connecting to the Region
New Leadership
In 1911, the Philadelphia and Western Railroad (P&W) was granted permission to construct a high-speed trolley line through Bridgeport that provided a direct route to Philadelphia.5 Bridgeport residents continue to travel in its path, which is now the site of the Norristown High Speed Line (NHSL).
In 2016, Bridgeport appointed Keith Truman as Borough manager.11 This was followed a year later by the appointment of the Borough’s first openly gay and African American mayor, Mark Barbee.12 Under their leadership, Bridgeport has redefined its priorities to focus on strengthening the Borough’s economy and community assets. Bridgeport is also embarking on its first comprehensive plan in partnership with Montgomery County.
EXISTING CONDITIONS
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Image 2.4: Bridgeport in the Region
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
BRIDGEPORT IN THE REGION Occupying less than 0.8 square miles, Bridgeport is situated across the Schuylkill River from Norristown and is neighbored by King of Prussia to the west. Its small footprint and population size of 4,582 residents makes Bridgeport one of the smallest towns in Montgomery County. Bridgeport’s topography is characterized by hilly terrain in the southern part of the Borough which transitions into flat terrain in the areas surrounding the riverfront.
EXISTING CONDITIONS
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CONNECTIVITY
Figure 2.1: Public transit routes
Vehicular Accessibility Bridgeport is well connected to the surrounding communities and major job centers. U.S. Route 202 provides linkages to Norristown and King of Prussia, while PA Route 23 connects to I-76 to the east in Conshohocken. It takes 30 minutes to travel by car via I-76 to Philadelphia, and residents can connect to other regional highways including I-276 and I-476.
Figure 2.2: Highway connections through Bridgeport
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
Image 2.5: Highway signage on Fourth St
Public Transit Bridgeport benefits from multiple public transit options. It is served by the NHSL, with two stations located within the Borough boundary. NHSL’s southern terminus at 69th Street Transportation Center connects riders to the MarketFrankford Line (MFL) for rides to University City and Center City Philadelphia in 50 minutes. Residents can also travel to Center City via the regional rail Manayunk/Norristown line from the Norristown Transportation Center. The proposed King of Prussia Rail extension will connect to the NHSL, offering Bridgeport residents direct trains to King of Prussia in less than 10 minutes. Public transit is underutilized in Bridgeport. The two stations located within the Borough have a low weekday average ridership of 488 and 218 passengers, compared to 3,372 at the nearby Norristown Transportation Center.13 The reliance on cars is evident in the lack of pedestrians along the commercial corridor and in other areas of Bridgeport. The majority of residents drive to work (87%), and the percentage of residents who commute via public transit declined by 3% since 2010 (from 9% to 6%).
Image 2.6: SEPTA route 99
Walkability Bridgeport has a moderate walkability score of 67.14 Most residential streets consist of one or two lanes, with wide sidewalks. In 2007, 4th Street renovations brought benches, trash bins, lampposts, sidewalk and street crossing improvements to enhance the corridor’s walkability.15 Similar measures have not been introduced in other parts of the Borough. Pedestrian connections between key areas, including Memorial Park, 4th Street, and the transit stations could be strengthened. The safety of pedestrian pathways between the Bridgeport Station and 4th Street also need addressing due to the lack of crosswalk markings, insufficient lighting, as well as a broken pedestrian crossing signal at DeKalb Street.
Image 2.7: Bus stop on 4th Street
Image 2.8: Pathway to NHSL station
EXISTING CONDITIONS
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ZONING & LAND USE
Figure 2.3: Zoning map
ZONING LEGEND Open Space OS
Neighborhood Commercial NC
High Density Residential R3
Low Density Residential R1
General Commercial GC
Industrial/Residential INR
Medium Density Residential R2
Light Industrial Commercial LIC
General Industrial Commercial GIC
Mixed Use Riverfront MUR
Zoning Bridgeport is nearly built out with the majority of its land designated for residential use. In the wake of the Continental Business Park fire, Bridgeport officials rezoned the riverfront area to accommodate additional commercial and residential development.16 The mixed-use riverfront (MUR) requires a minimum 25% of land is dedicated to public recreation/ open use and 15% - 30% is designated for residential use.17 As shown in Figure 2.3, this unique district is one of two areas whose zoning allows for commercial retail. The other is located along Dekalb Street and 4th Street, which is Bridgeport’s main commercial corridor.
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
Most of the parcels are zoned R2, which is medium density residential use. The purpose of this zone is to encourage “one home, one lot” development. 4th and DeKalb Streets, as well as the south-western corner are zoned Neighborhood Commercial (NC) and Light Industrial Commercial (LIC). NC is intended to promote pedestrian-oriented activities in the downtown, to strengthen the downtown and commercial areas that are close to residences as opposed to highwayoriented commercial areas. LIC provides for light industrial, office and related commercial development in a manner that is compatible with residences.
Image 2.9: Aerial view
Image 2.10: View of Bridgeport with Norristown in distance
Image 2.11: Residential district along freight train tracks
Image 2.12: Current land use on waterfront
Image 2.13: (Wide) Residential Neighborhood Street
EXISTING CONDITIONS
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DEMOGRAPHICS 4.0%
1.9% 3.5% OTHER
ASIAN
MIXED
12.6% BLACK
67.9%
13.0%
WHITE ALONE
HISPANIC/ LATINO
Bridgeport has experienced a major influx of newcomers with 43% of current residents moving to the Borough between 2000 and 2009. Their arrival coincided with a drop in the average age of Bridgeport residents down to 36 years old and a rise in the number of married family households. These numbers indicate that Bridgeport is attracting young families, following a broader trend in the region. Bridgeport is projected to grow at a faster rate than the surrounding towns with the exception of Conshohocken. As long as the Borough can accommodate these new households, Bridgeport is expected to grow 26% from 20152045. Whereas the rest of Montgomery County is anticipated to grow 14% during the same period.
Figure 2.4: Race and ethnicity, 2017
Although increasing, the average median income of Bridgeport residents is below that of Montgomery County and the surrounding towns. The Borough also has a high poverty rate (11%) that is nearly double that of Conshohocken. Despite the modest incomes of residents, Bridgeport has a lower unemployment rate (4%) than the rest of the County (5.2%).
+136
As shown in Figure 6.6, lower-income residents are concentrated in the area adjacent to the Schuylkill River near the site of the fires. This area, which has a freight line that cuts it off from the rest of the Borough, has the highest unemployment rate (9.2%) and percentage of families living
-20 -7 -105
below the poverty line (48%).
-214 Total households
Female (no husband)
Married family
Non-family
Male (no wife) Figure 2.5: Change in households from 2010 - 2017
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Although Bridgeport remains a majority-white Borough, the white population decreased by 15% since 2010. Over the same period, the black population, which made up the second-largest racial group, was surpassed by the percentage of Hispanic residents in the community.
BRIDGEPORT 2035: BRIDGING THE DIVIDE
Bridgeport’s competitive edge within the region is its housing affordability for both owner-occupied and rental units. The attraction and retention of young families is a priority for growing Bridgeport’s tax base and the share of homeowners in the Borough.18 The majority of residents in Bridgeport rent their home, which is out of character for the region.
Figure 2.6: Median Income by block group
Figure 2.7: Bridgeport’s median income (2017) lags behind Montgomery County and United States
EXISTING CONDITIONS
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HOUSING
HOME VALUE AS A % OF HOUSING STOCK
45% 40%
% OF HOUSING STOCK
35% 30% 25% 20% 15% 10% 5% 0%
Less than $50,000
$50,000 $99,999
$100,000 $149,999 Bridgeport
$150,000 $199,999
$200,000 $299,999
$300,000 $499,999
$500,000 $999,999
$1,000,000 or more
Upper Merion School District Average
Figure 2.8: Home value as percentage of housing stock
The housing in Bridgeport primarily exists of two forms: semi-detached houses (50%) and single-family houses (16%). Single-family homes are not exclusively located within a specific neighborhood; however, there is a noticeable presence of this housing type in the area surrounding Memorial Park. This is also where the majority of new construction is clustered.19
Image 2.14: Single-family homes
Despite projected population growth, Bridgeport will have difficulty absorbing new residents. Bridgeport has a limited selection of housing for sale with an owner-occupied vacancy rate of 0% and renter-occupied vacancy rate of 3%. Whereas King of Prussia, Norristown, and Conshohocken are currently better-suited to accommodate growth due to their average owner-occupied vacancy rate of 3.3% as well as recent construction activity.
54% RENT Image 2.15: Semi-detached homes
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
Figure 2.9: Renters vs. owners
46% OWN
Figure 2.10: New homes built in the last 20 years
Image 2.16: Townhomes
Image 2.17: New construction homes
EXISTING CONDITIONS
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ECONOMY
Figure 2.11: Bridgeport within the region
Anticipating that Bridgeport will become the “next domino to fall in the region,” officials are committed to strengthening Bridgeport’s economy.20 However, Bridgeport is still recovering from the impact of the Continental Business Center fires on the local economy. And as city officials grappled with the aftermath of these events, the surrounding towns have strengthened their role in the marketplace.
Regional Competition Located between King of Prussia, one of the major job centers in the region, and the county seat of Norristown, Bridgeport has not shared the economic growth of its neighbors.21 In recent years, the surrounding towns have attracted major new development projects whereas development in Bridgeport has been stagnant.
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
Home to one of the largest shopping malls in the nation, King of Prussia added another 415,000 SF of new retail in 2016 alone, contributing to the city’s $11.3 billion in annual retail revenue.22 Among the new additions was the 260,000 SF King of Prussia Town Center, a mixed-use development featuring 2,500 residential units, office space, a hotel, and ample outdoor seating.23 The complex has positioned itself as “the region’s new downtown where outdoor shopping, dining and entertainment converge.” Economic growth is also being felt in the smaller surrounding towns. Norristown is entering Phase III of a $52 million project to beautify the area, reconfigure traffic patterns, enhance access to the Schuylkill River Trail, and connect to the Chester Valley Trail.24 Conshohocken has also experienced significant new developments. The 375-unit apartment complex “Riverwalk at Millennium” opened in 2005, expanding on riverfront development initiatives that began in the 1990s.25
Figure 2.12: Commuting patterns of Bridgeport residents
Top Employers
A Bedroom Community
As the economies of neighboring towns have grown in recent years, Bridgeport’s development has been uneven. The Borough hasn’t replaced the number of companies whose operations were affected by the 2001 fire.26 Today, Bridgeport’s top employers reflect the lack of manufacturing activity that once defined the riverfront. Exceptions include League Collegiate Wear, a manufacturer of college-branded apparel that rebuilt following the 2001 fire, as well as the tube manufacturer Tube Methods Inc., located in the heart of Bridgeport.27
Bridgeport has evolved into a bedroom community where 96% of residents work outside of the Borough limits. Due to its proximity to major job centers including Philadelphia and King of Prussia, residents are able to commute a short distance to access jobs. Most Bridgeport residents work within 24 miles of the Borough (91%) and only 5% commute more than 50 miles away.
Employer
Solid Waste Services
Tube Methods
League Collegiate Wear
Upper Merion Area School
Sky Oaks LLC
Conshohocken Brewing
Employees
132
115
78
50
41
39
Figure 2.13: Top employers within the Borough
EXISTING CONDITIONS
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4TH STREET COMMERCIAL CORRIDOR
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Figure 2.14: Commercial corridor uses
Bridgeport’s 4th Street is the Borough’s central thoroughfare and commercial corridor, home to legacy businesses like Muffins Diner and Suzy-Jo Donuts, as well as new establishments such as Taphouse 23 and Emily Rose Bakery. 4th Street suffers from a variety of factors that deter pedestrian activity and spending. Vacant stores and empty lots are interspersed throughout 4th Street. Additionally, incompatible establishments such as a pool store and a bakery occupy the same block. There is a lack of tree coverage and vibrant storefronts that would encourage residents and visitors to spend time and money on the corridor. The hodgepodge character of 4th Street stands in contrast to commercial corridors found along the Schuylkill River that attract visitors from throughout the region. Bridgeport’s small business establishments must also compete against chain establishments located in King of Prussia.
Image 2.19: Vacant lot on commercial corridor
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
COMMERCIAL CORRIDOR USES LEGEND Autoshops
“Traditional” Commercial
Industrial Buildings
Corridor Businesses
Vacant
Image 2.18: Warehouse next to small businesses
1 2 1
Image 2.20: Taphouse 23
Bridgeport has secured several new businesses in recent years. Since its 2017 opening, Taphouse 23 has become a popular destination for residents to listen to live music and participate in game nights.28 This new establishment was joined in 2018 by the Bridgeport Veterinary Hospital Pet Resort & Spa, which moved into a formerly-vacant bank that was built in 1928.29 Currently under construction, Reach Indoor Climbing & Fitness is slated to open on 4th Street and will offer the tallest climbing walls in the region.30The newlyformed Bridgeport Business Association is building on this new development by prioritizing business attraction and strategies to revive the corridor.
2
Image 2.21: Reach Indoor Climbing Fitness & Gym
3
Image 2.22: Veterinary Hospital Pet Resort & Spa
EXISTING CONDITIONS
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COMMUNITY RESOURCES
Figure 2.15: Community resources
COMMUNITY RESOURCES LEGEND Norristown Public Library
$
Bryn Mawr Trust
Bridgeport Elementary School
Convenience Stores
Private Schools/Academy
Bridgeport Family Practice
Civic Resources
Due to its small geographic and population size, Bridgeport does not contain the same mix and level of public resources typically found in larger towns. However, residents are able to easily access resources in the surrounding areas. Because a portion of taxes go towards the Norristown Public Library, residents can utilize its resources.31 Additionally, residents have access to the Upper Merion Township library system.32 Major hospitals and supermarkets such as Costco and Target are located right outside the Borough limits and are less than a 10 minute drive from Bridgeport.
Image 2.23: Free library outside Borough hall
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
Public Parks Bridgeport offers residents three public green spaces, the largest being Memorial Park, followed by Chiccino Athletic Field, and a portion of the Upper Merion Boathouse Park. Consisting of 18 acres, Memorial Park is an important gathering space for the Bridgeport community. But currently, the park is underutilized due to outdated areas, poor wayfinding and signage, and weak access points to the surrounding area. Additionally, trees that are dedicated to deceased community members are in need of replanting. Some of the tree tops have been cut off, and their placement blocks views of the Borough. There is also a lack of programming that engages residents with physical activities. Although residents have expressed a desire to increase recreational opportunities for children, enrollment in the summer 2018 summer program was so low that activities were cancelled.
Image 2.24: Memorial Park sign
Schools In addition to five private schools, Bridgeport has a public elementary school that is part of the Upper Merion School District, located next to Memorial Park. But in contrast with the district’s 3.5 - 4.5 star rating, Bridgeport Elementary is one of the worst-performing schools with only a 1-star rating.33 The rating system is connected to test scores, indicating a need to invest in students’ academic performance. However, Bridgeport Elementary students are subsequently sent to betterperforming middle and high schools in the Upper Merion School District, which are located outside of the Borough limits. School reputation often influences where families move, thereby impacting property values. An asset that can be leveraged to improve school quality is the Bridgeport Elementary Parent Teacher Committee (PTC), which is committed to maintaining a “unified community of faculty, staff, parents, and students through various social and educational programs, events, and fundraisers.”
Image 2.25: Chiccino field entrance
EXISTING CONDITIONS
27
ONGOING DEVELOPMENT
Figure 2.16: On-going developments
FUTURE DEVELOPMENT LEGEND Norristown High Speed Line King of Prussia Rail (proposed)
well as residential development. The project has the potential to reconnect Bridgeport residents with the waterfront for the first time since industry took over the area.
Chester Valley Trail Chester Valley Trail Planned Extension Bridgeport Loop (proposed) NHSL Stations (in service) KoP Rail Stations (proposed)
Bridgeview Development Bridgeview was proposed by O’Neill Properties in 2001 on the former site of the Continental Business Center fire. The project would introduce 550+ units and potentially increase Bridgeport’s population by 25- 30%. Although the 22-acre “Bridgeview Development” proposed by O’Neill Properties has stalled and was taken over by the lender in 2017, the Borough is in active conversation with Toll Brothers to resurrect the project.34 Bridgeport has recently rezoned the entire area as Mixed-Use Residential (MUR) to encourage commercial as
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
Chester Valley Trail35 There is a planned extension to the Chester Valley Trail that will lead users directly through Bridgeport. This 3.8 mile extension will connect to the existing 14.5 mile Chester Valley Trail that runs from Exton to King of Prussia. This new segment, set to open in 2020, will connect to the Schuylkill River Trail across the river in Norristown. This extension is an important feature that will bring up to 2000 trail users on the weekends. The “Bridgeport Loop”, which will go through the center of the Borough, is also proposed. The loop will run along the edge of the waterfront, cross the freight line and lead visitors to the south side of 4th Street. The loop is contingent on funding from the Bridgeview developers and Montgomery County. Sustainable Municipal.
Image 2.26: Proposed Bridgeview development
Sustainable Municipal Parking Lot On February 12, 2019, Bridgeport’s Sustainability Committee and Borough Council approved a new municipal parking lot to be built in the vacant lot adjacent to Borough Hall. This new parking lot will feature green elements such as rain gardens, porous pavement, and LED lights.
Privately-Led Redevelopment Local business-owner and Bridgeport resident, Gary Johnson, is an active participant in many revitalization projects in Bridgeport. Johnson’s company, Tube Methods, is one of the Borough’s largest employers and he has also been instrument in attracting new businesses, including Taphouse 23. In additon to his role as a business owner, Mr. Johnson has taken on two residential development projects. These investments entail demolishing church properties to build high-density residential townhomes. The first, located on Coates Street, will be the future site of 36 townhomes, the other is on Ford and Rambo Streets and may have a commercial elements in addition to residential.
Image 2.27: Municipal parking lot
Image 2.28: Mother of Sorrow demolition
EXISTING CONDITIONS
29
Image 3.1: View of 4th Street from the train tracks
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
ISSUES & Opportunities An examination of the current dynamics and conditions of Bridgeport uncovered issues that need addressing as part of the revitalization plan, as well as opportunities that can be leveraged to achieve positive outcomes.
ISSUES & OPPORTUNITIES
31
ISSUE: Underperforming commerial corridor Research into the existing conditions of 4th Street revealed that Bridgeport’s main commercial corridor is underperforming. This is evidenced by the number of store vacancies, lack of pedestrian traffic and destinations that appeal to both residents and visitors. Incongruous businesses, a discontiguous street wall, and scarce tree coverage also disincentivize spending time and money in Bridgeport’s downtown.
Image 3.2: Incongruous mix of businesses on 4th Street
OPPORTUNITY: Vacancies ready to be activated Despite 4th Street’s lack of business activity, the corridor has assets that can be leveraged with the right incentives. Vacant lots and storefronts provide an opportunity to launch an initiative aimed at creating a retail niche that will enable 4th Street to become competitive within the region and satisfy local demand for goods and services. Strategically working to paint this “blank canvas” will catch the attention of the local community and those traveling through 4th Street, which is situated along a major state road. Image 3.3: Vacant storefronts on 4th Street
Figure 3.1: Vacant storefronts and lots on 4th St
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
ISSUE: Second-highest municipal tax rate in Montgomery County
Image 3.4: Conshohocken corridor - $18 per square feet annually
One of the major barriers to attracting new businesses is Bridgeport’s municipal tax rate, which is the second-highest in Montgomery County at 12.3%.1 High taxes can be attributed to Bridgeport’s real estate mill rate, the cost of which is being passed onto commercial tenants in the form of a triple net lease, which requires business owners to pay for property taxes in addition to monthly rent. A comparison of new ground-floor retail in Bridgeport against existing commercial space in Conshohocken reveals that Bridgeport tenants are being charged a higher rate.2 Although the leasing cost per square foot is comparable, tenants must pay more due to the triple net lease arrangement.
OPPORTUNITY: Recently approved Local Economic Redevelopment Tax Abatement (LERTA) designation Image 3.5: Bridgeport corridor - $15 per square feet anually + property tax
In December 2018, Bridgeport Council unanimously voted to adopt a Local Economic Redevelopment Tax Abatement (LERTA).3 The incentive enables property owners to temporarily pay taxes based on their property assessment prior to rehabilitation. The abatement is designed to diminish by 20% over a 5-year period (property owners must pay full tax bill on 6th year). Those eligible must be located within the LERTA district, which applies to nonresidential properties on or adjacent to 4th and DeKalb Streets.4
N Figure 3.2: LERTA district boundaries
ISSUES & OPPORTUNITIES
33
ISSUE: Lack of housing availability and lack of options Currently, Bridgeport is not in a position to absorb new households despite anticipated growth of its population. With an owner-occupied vacancy rate of 0% and renter-occupied vacancy rate of 3%, Bridgeport will need to introduce new housing to accommodate demand. The lack of diverse housing stock also limits the type of households the Borough is able to attract.
Image 3.6: View showing housing density
OPPORTUNITY: Undeveloped waterfront As the largest undeveloped parcel in Bridgeport, the waterfront presents a unique opportunity to meet the rising demand for housing. The MUR zoning allows for mixeduse development, which supports residential, commercial, and public uses of the land. Such a project is supported by Montgomery County, who identified redevelopment of Bridgeport’s waterfront as a priority in its comprehensive plan MontCo 2040: A Shared Vision.
Image 3.7: Current view of waterfront
Figure 3.3: Bridgeport’s waterfront compared to others in the region
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
1% Chance of Flooding 2% Chance of Flooding
N Figure 3.4: 100 year floodplain
ISSUE: Waterfront development faces significant constraints
Image 3.8: Norfolk Southern rail track
Even though the area is ripe for development and would not require clearing existing residents or buildings, it lies within the 100-year floodplain.5 Additionally, the Norfolk Southern rail line separates the waterfront from the rest of the Borough, constraining access to potential new retail offerings and public space along the Schuylkill River. Apart from going over the Dekalb Street bridge, there are no reliable routes that will bring pedestrians to and from this area. There are also social implications related to new development, as this site is located adjacent to the census block with the lowest median household incomes. Rising rents or rapid changes to the character of their neighborhood, could have a potentiallynegative impact on these households.
OPPORTUNITY: Funding and development precedents to mitigate constraints
Image 3.9: Example of housing typology to deal with flooding issues
Some of these issues can be mitigated by drawing on funding and development precedents. A pedestrian bridge could be introduced over the rail tracks to provide efficient and safe access for residents. This can be accomplished by drawing a Tax Increment Financing District (TIF) around the site of future development and location of the pedestrian bridge. The future tax gains realized by the new development can be applied to the cost of building the bridge or to debt service related to constructing it.6 Additionally, the issue of flooding can be anticipated by elevating the entrances of residential homes.
ISSUES & OPPORTUNITIES
35
ISSUE: Pedestrian-unfriendly connections between key areas of Borough Although Bridgeport has a moderate walkability score of 67, reliance on cars is evident in the lack of pedestrian traffic throughout the Borough. A closer analysis of areas that connect to key destinations (Memorial Park, Bridgeport Station, 4th Street, and waterfront) highlights the need for pedestrian-friendly improvements. Examples include a freight line that separates residents from the waterfront, unsafe crossing conditions when walking from the Bridgeport Station to 4th Street, and unclear access points to Memorial Park.
Image 3.10: Pedestrian waiting for freight train
OPPORTUNITY: Has basic framework to become highly-walkable Even though there are areas in need of improvement, Bridgeport generally has high-quality pedestrian infrastructure. Sidewalks are wide and there are minimal cracks in the pavement. Recent and ongoing improvements to 4th Street prompted by the 2007 Revitalization Plan have greatly enhanced Bridgeport’s walkability, providing a strong foundation for future enhancements.
ISSUE: Low-performing elementary school Bridgeport has a low-performing elementary school with only a 1-star rating. This can hinder young families from moving to Bridgeport, as school quality is a significant factor for this demographic when choosing a home.
Image 3.12: Bridgeport Elementary School
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
Image 3.11: Improved pedestrian lanes on 4th Street
OPPORTUNITY: Bridgeport is within a topperforming school district Despite its low ranking, Bridgeport Elementary is part of the highly-reputable Upper Merion School District, which has an average rating of 3.5 - 4.5 stars. Bridgeport students are able to access better-performing middle and high schools located outside the Borough. Combined with Bridgeport’s relative housing affordability, the school offerings give Bridgeport a competitive edge to attract young families.
ISSUE: Lack of community gathering spaces and programming that bring residents together Another issue that may hinder families from moving is the lack of communal gathering spaces. While Bridgeport is home to a number of beloved establishments, the Borough’s amenities and resources for residents are limited. There is a lack of “third spaces” that are distinct from home and workplace that bring people from different generations together to relax and socialize (e.g. coffee shops). And although the Borough hosts seasonal events, such as the annual carnival and Twilight on the River, they take place only a few days of the year. Moreover, the existing parks and civic spaces are not programmed to meet the needs of the community. Memorial Park has areas that have outgrown their original purpose and lacks children-oriented programs. Recent public meetings have also revealed the recent dissolution of several social clubs and churches that were cherished by residents.7 Image 3.13: Underutilized infrastructure at Memorial Park
OPPORTUNITY: Commitment to building a better Bridgeport
Image 3.14: Non-profit community organization logo
There is growing momentum from the community to instigate positive change in Bridgeport. Established in 2018, Growing Bridgeport Together is a “ non-profit organization dedicated to promoting programs and events involving community organizations, artists, and musicians for the development and improvement of the community.”8 They are responsible for the Twilight on the River event, which attracts a large resident turnout. Additionally, the newly-established Sustainability Committee is committed to environmental initiatives such as stormwater management and rain garden concepts.
Image 3.15: Twilight on the River Logo
ISSUES & OPPORTUNITIES
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Image 4.1: Active commercial corridor in Conshohocken, PA
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
Goals & OBJECTIVES Based on the existing conditions, issues, and opportunities discussed in the previous chapters, goals and objectives were identified to guide Bridgeport’s future growth and development. Together, they create a framework for recommendations and strategies that will enable Bridgeport to realize the vision set forth by the revitalization plan.
GOALS & OBJECTIVES
39
GOAL 1
BRIDGEPORT IS A WELL-CONNECTED, WALKABLE COMMUNITY Objectives Increase walkability score Expand tree coverage Reduce car dependency within the Borough
The Revitalization Plan aims to improve Bridgeport’s walkability by strengthening connections between key destinations within the Borough. This goal addresses issues of car dependency, the quality of the pedestrian environment, safety measures, wayfinding, and street beautification.
GOAL 2
BRIDGEPORT HAS AN ACTIVE AND INVITING COMMERCIAL CORRIDOR Objectives Eliminate vacancies along commercial corridor Increase mix of retail & dining establishments Increase pedestrian traffic along 4th Street
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
This goal prioritizes revitalization initiatives targeted at the 4th Street commercial corridor. As the main thoroughfare, the 4th Street commercial corridor is indicative of the overall financial health of the Borough. Introducing a mix of vibrant businesses and eliminating vacant storefronts and parcels will indicate whether strategies to revive the downtown have been successful.
GOAL 3
BRIDGEPORT IS AN ATTRACTIVE HOME FOR YOUNG FAMILIES Borough officials have identified attracting young families as a primary goal. In order to do this, Bridgeport needs to be in a position to offer housing and educational resources that are competitive with surrounding municipalities. Public amenities such as parks must also appeal to young families and be programmed to enhance recreation opportunities for children.
Objectives Increase number of 3+ bedroom units Raise Bridgeport Elementary school rating to 4 stars Increase regularity of programming in public spaces
GOAL 4
BRIDGEPORT HAS A DYNAMIC AND ACCESSIBLE WATERFRONT As one of the only undeveloped waterfronts in Montgomery County, Bridgeport is in a unique position. Instead of pushing forth an exclusivelyresidential development, the objectives outlined here fully leverage the allowable components of the MUR district. This will create the conditions for all residents to take advantage of Bridgeport’s defining natural feature, the Schuylkill River.
Objectives Introduce permeable ground cover Designate land for public use Increase pathways to and from the waterfront
EXECUTIVE SUMMARY
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BRIDGING THE Physical D I V I D E
BRIDGING THE Housing D I V I D E
BRIDGING THE Social D I V I D E
THE Keystone OF REVITALIZATION 42
BRIDGEPORT 2035: BRIDGING THE DIVIDE
BOROUGHWIDE Recommendations The following recommendations leverage Bridgeport’s assets and address issues that emerged from the existing conditions analysis. The recommendations are focused on Boroughwide initiatives and three key study areas for revitalization. Recommendations correspond to one or more goals of Bridgeport 2035 and are intended to guide future programs, policies, and physical development.
Boroughwide recommendations focus on bridging the physical, housing and social divide. The ideas presented apply to all of Bridgeport and are discussed in greater detail in the recommendations for specific focus areas. 4th Street is considered the keystone of revitalization due to its central location and role as the economic and social hub of the community. By enlivening this commercial corridor, Bridgeport will be able to advance other objectives outlined in this plan.
BOROUGHWIDE RECOMMENDATIONS
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BRIDGING THE Physical DIVIDE RECOMMENDATIONS LEGEND Streets for pedestrian improvements Intersections for traffic calming measures Location of pedestrian bridge
Figure 5.1: Sites for bridging physical divide
Sidewalk Improvements
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Bridgeport has a network of sidewalks that can be improved upon. For example, recent streetscape and traffic calming enhancements on 4th Street provide a model for strengthening walkability throughout the Borough. A network of sidewalk improvements is proposed to enhance walkability and connections between Bridgeport’s most important assets. This includes landscape beautification to foster a pleasant walking environment. Pedestrian infrastructure recommendations are
made for three corridors, as indicated in figure 5.1, along 9th and Mill Streets, 5th and 6th street along DeKalb Streets, and Grove Street between 4th Street and Memorial Park. All three corridors will include upgraded sidewalks, and Grove Street will also include permeable pavement, green gutters, and rain garden bump outs to improve stormwater management.
PARTNERS:
FINANCING:
1. PA Dept of Transportation
1. PennDOT Grants
2. Montgomery County
2. Montgomery County Grants
3. Private Developer
3. Private investment
BRIDGEPORT 2035: BRIDGING THE DIVIDE
Figure 5.2: Pedestrian connection on Grove St by Memorial Park
Figure 5.3: Traffic calming interventions
Traffic Calming Traffic calming measures will also be taken to ensure pedestrian safety. There are a lack of crosswalk markings, signals and lighting between key areas of the Borough, specifically between Memorial Park, 4th Street and Bridgeport Station. In order to better connect these destinations and improve pedestrian safety, a series of traffic calming measures are proposed. Traffic calming recommendations are made for seven intersections, as indicated in figure 5.3. Traffic calming initiatives include repainting crosswalks across high-traffic streets, introducing raised crosswalks and crosswalk signals.
Image 5.1: Example of pedestrian bridge - Penn Park Weave Bridge
Pedestrian Bridge for Waterfront Access A pedestrian bridge across the freight line at Ford and 4th Streets will provide access to and from the waterfront. This bridge is located along the Bridgeport Loop, providing safe crossing for trail users and a gateway for entering the commercial corridor.
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BRIDGING THE Housing DIVIDE RECOMMENDATIONS LEGEND ADU Focus Area
Vacant lots
Figure 5.4: Vacant lots and proposed sites for ADUs
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Image 5.2: Example of TOD in Philadelphia, PA - Paseo Verde
Image 5.3: Example of flood resilient townhomes in Willoughby, BC
PARTNERS:
FINANCING:
1. Montgomery County Redevelopment Authority
1. Low-Income Housing Tax Credits (LIHTC)
2. Private Developers
2. Private investment
BRIDGEPORT 2035: BRIDGING THE DIVIDE
Strategic Infill Bridgeport should consider vacant lots for strategic infill that would help meet demand for housing. About 20 to 30 lots are currently vacant or unused. Working with private landowners, developers, and the Montgomery County Redevelopment Authority, Bridgeport can identify and consolidate ownership of these lots and prioritize them for future development. In addition to consolidating ownership, the Borough can promote accessory dwelling units (ADU) for property owners with open space on their land. ADUs, which are permitted under current zoning ordinance, provide a streamlined mechanism to increase density and the range of housing options.
Image 5.4: Example of infill in Denver, CO
To further encourage infill development, the Borough can work with the Montgomery County Redevelopment Authority to incentivize development of vacant properties. Two options include Low Income Housing Tax Credits or tax abatements that would hold property taxes at a constant for a period after construction or renovation. Philadelphia’s tax abatement program provides a model for this type of policy.
New Residential Multifamily Developments Two locations are proposed for new residential development: The waterfront and area adjacent to Bridgeport Station. Developing mixed-use, multifamily residential facilities provides an opportunity to take a thoughtful approach to expanding housing options.
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Figure 5.5: Example of ADU on double lot property
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BRIDGING THE Social DIVIDE Strengthen and Create New Committees Bridgeport’s Borough Council is comprised of several committees that help build community. Bridgeport 2035 empowers these groups, including the Bridgeport Business Association, Sustainability Committee and Parent Teacher Committee (PTC), to play a greater role with informing residents about existing programming, as well as creating events that can bring together residents. The Bridgeport Business Association and Sustainability Committee can work together to drive turnout for long-time Bridgeport events, like Twilight on the River and Bridgeport’s Annual Carnival. They can also form a marketing committee to promote programming within the borough and throughout the region. Image 5.5: Bridgeport’s seasonal Twilight on the River festival
Bridgeport Elementary Parent Teacher Committee (PTC) can ensure that parents are aware of educational resources. For example, Bridgeport residents can access Norristown Public Library and Upper Merion Township Library, both of which offer a variety of free classes and programs, including childhood literacy classes. Early childhood literacy and socialization can lead to successful academic outcomes, which could help improve the school’s rating (and positively impact property values). PTC can promote these offerings by inviting librarians to speak at meetings and hosting an informational booth at Twilight on the River.
RELEVANT EDUCATIONAL RESOURCES: Image 5.6: Existing Bridgeport Hall of Fame in Borough Hall basement
• Family Place Library, a center for early childhood information, parent education, emergent literacy, socialization and family support (Upper Merion Library) • 1,000 Books Before Kindergarten (Upper Merion Library) • Pennsylvania One Book, Every Young Child for preschoolers (Norristown Public Library) • Homework Helpers, connecting college students with elementary-age children (Norristown Public Library)
PARTNERS: 1. Growing Bridgeport Together 2. Bridgeport Elementary School 3. Upper Merion Township Library 48
BRIDGEPORT 2035: BRIDGING THE DIVIDE
FINANCING: 1. Montgomery County Grants
Showcase Bridgeport Hall of Fame One way of celebrating Bridgeport’s past and connecting new and existing residents with the Borough’s legacy is by installing a dedicated space along 4th Street for the Bridgeport Hall of Fame, a collection of Bridgeport memorabilia. Relocating the Hall of Fame from the basement of Borough Hall inside the proposed development on Ford and 4th Streets would increase public access.
Reprogram Existing Spaces In addition to improving the built environment throughout the Borough, creating social spaces for community gathering is essential to building a shared sense of place. By introducing third spaces where residents can gather on 4th Street and improving infrastructure and programming in existing public spaces such as Memorial Park, Bridgeport 2035 aims to bridge the social divide. This will involve the launch of a temporary park on 4th Street to increase foot traffic and provide a public area for residents to gather. The grassy area of the parking lot across from the new municipal lot would be an ideal location, as it is already being used for civic events, and is adjacent to existing businesses. Additionally, re-programing existing spaces in Memorial Park will encourage use of residents of all ages. Partening with regional organizations and committees will also encourage more community engagement and participation in seeing the excution of these space.
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Figure 5.6: Rendering of park on 4th Street
Figure 5.7: Sites identified for reprogramming
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Image 5.7: Aerial of 4th Street Commerical Corridor
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THE
Keystone TO REVITALIZATION 52 54 55 56
Adopt Main Street America Introduce Form-Based Code Strategically leverage LERTA Create third spaces
As the foundation of Bridgeport’s local economy, 4th Street is central to unlocking development potential throughout the Borough. This area should reflect the soul of Bridgeport’s community and serve an appealing destination for residents to eat, shop, relax, and create memories together. As such, Bridgeport 2035 recommends focusing on programmatic and physical improvements that will activate 4th Street as a destination for residents and visitors.
BOROUGHWIDE RECOMMENDATIONS
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THE Keystone TO REVITALIZATION Adopt Main Street America Program
Image 5.8: Main Street America logo
Image 5.9: Pennsylvania Downtown Center logo
PARTNERS:
The National Main Street Center offers national accreditation and training to implement the Main Street America model. The Pennsylvania Downtown Center serves as the state coordinator by providing resources and support for designated Keystone Main Streets. By obtaining accreditation at the national and state level, Bridgeport would become eligible for funds from the Pennsylvania Department of Community and Economic Development that can go towards revitalizing the corridor. To enact the program, Bridgeport would need to fund a portion (~$20k) of the main street manager’s salary (~$65K) and fundraise the remainder.
FINANCING:
1. Pennsylvania Downtown Center (PDC)
1. Borough of Bridgeport & Fundraising
2. PA Dept of Community & Economic Development
2. Keystone Communities Program Grants
3. The National Main Street Center 52
Main Street America is one of the most successful economic development programs in the country and has proven effective in municipalities that are similar in scale to Bridgeport. Main street programs often begin with one dedicated staff member, the main street manager, who is responsible for setting priorities, developing projects, overseeing volunteers, liaising with small businesses, and guiding the overall health of the commercial corridor. In Bridgeport, the main street manager would be responsible for finding short-term solutions to fill vacancies such as pop-ups, as well as long-term anchor tenants that respond to community needs identified through market research. Given the number of legacy businesses currently operating on 4th Street, the main street manager would work with owners to develop a succession plan to prevent future vacancies from occurring. A core component of the main street strategy is to develop a retail niche and secure businesses that serve as third spaces. These businesses encourage customers to linger, contributing to more activity and fostering a sense of place that positively impacts Bridgeport’s reputation and identity.
BRIDGEPORT 2035: BRIDGING THE DIVIDE
Precendents
Image 5.10: Livermore, CA downtown after adopting Main Street program
Image 5.11: Street fair in Arkansas town
Image 5.12: Example of planters in Caldwell, NJ
Image 5.13: Street banners in Wheeling, WV
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THE Keystone TO REVITALIZATION
Figure 5.8: LERTA district and vacant lots
RECOMMENDATIONS LEGEND Vacant LERTA limits & area for form-based code
Introduce Form-Based Code To address the issue of incompatible building types along 4th Street, a form-based code specifying acceptable building forms should be applied to the same limits as the LERTA designation along 4th Street. This will ensure that all future development and redevelopment is harmonious with the traditional scale and character of the downtown. The form-based code should necessitate that all new development adheres to the scale of a traditional main street. Important elements include: Building height: 2- 3 stories Facades are built to sidewalk with shallow setbacks Building entries face sidewalks Parking is located in rear of building
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
Strategically Leverage LERTA Designation The recently-approved LERTA designation is a tool for attracting businesses to fill vacancies and reducing the tax burden of commercial property owners. To fully leverage this policy, a plan identifying priorities for storefronts to reactivate and vacant lots to infill should be developed in collaboration with the main street manager. This plan would include a list matching potential tenants with development and rehab opportunities. The list should reflect the mix of dining, retail, and other uses identified by the main street manager as central to revitalizing the corridor. The main street manager (with the support of the Bridgeport Business Association) would be responsible for helping recruit these new businesses and pointing them towards available resources, including LERTA.
Image 5.15: Refurbish storefronts
Growing awareness of LERTA has several potential benefits. It incentivizes current and potential property owners on 4th Street to renovate and upgrade their buildings. This will make the corridor more attractive for additional businesses to move in. In addition, the tax savings for property owners means that additional taxes won’t be passed down to the tenant through a triple net lease. Instead, business owners will be paying the current tax amount but for a higher-quality space. In addition to vacant lots and storefronts, consideration should be given to surface parking lots on 4th Street. These sites interrupt the street wall, thereby deterring pedestrian traffic. Future development should be aimed at strategically infilling these spaces. A study evaluating parking needs following the opening of the municipal parking garage can help inform possible changes to metered parking costs as well as identifying lots that may be eligible for redevelopment.
Image 5.14: Goal would be to reduce tax burden on business owners
BOROUGHWIDE RECOMMENDATIONS
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THE Keystone TO REVITALIZATION WATERFRONT
NORTHFOLK SOUT
HERN TRAIL LINE
BRIDGEPORT LOOP
DRIVEWAY
LOADING
D ST
FOR 4TH ST
Figure 5.9: Site plan for Ford & 4th Streets Gateway Park
Create Third Spaces As the heart of Bridgeport, 4th Street should reflect the spirit of the community. Because there is a lack of places for residents to congregate, this strategy is intended to create a permanent public space that will spur additional pedestrian activity, engage the community in a placemaking activity that will infuse a greater sense of community ownership, and signal to visitors that Bridgeport residents enjoy a high quality of life. A permanent privately-owned public space located at Ford and 4th Streets can advance these objectives. This development will have areas for relaxation and businesses such as coffee shops, restaurants with outdoor seating, and a bike shop. The developer would be responsible for maintenance. This site was chosen based on its size and proximity to the proposed pedestrian bridge that will connect to the waterfront. It also falls along the pathway of the Bridgeport Loop in order to capitalize on bicycle traffic resulting from the Chester Valley extension.
Figure 5.10: Site plan for Ford & 4th Streets Gateway Park
PARTNERS: 1. PA Dept of Community & Economic Development 2. National Main Street Center 3. PA Downtown Center 56
BRIDGEPORT 2035: BRIDGING THE DIVIDE
FINANCING: 1. Keystone Communities Program Grants 2. PA Dept of Environment & Natural Resources: Community Parks & Rec Grants
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Bridgeport Station Bridgeport’s location in the region and access to major job hubs via the NHSL makes it a desirable place for young families. However, the NHSL station is difficult to access safely and easily. With population growth projected, this plan looks at station improvements and Transit-Oriented Development (TOD) to accommodate additional households.
Waterfront The undeveloped waterfront provides an opportunity to rebuild as a residential and community hub. This plan recommends introducing mixed-use development to reactivate the waterfront with sustainable features that will make it open and accessible to all Bridgeport residents, while addressing the demand for housing.
Memorial Park Memorial Park is Bridgeport’s largest public amenity. With relatively new play structures, a baseball field, basketball courts, tennis court and bocce ball court, Memorial Park has some of the infrastructure needed for a successful park, but lacks the programming to stimulate usership. This focus area looks at capital improvements to the park’s amenities, programs, entrypoints, and passageways.
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
FOCUS AREA Recommendations Recommendations for three focus areas were identified based on their ability to advance the goals of Bridgeport 2035, Interventions for each focus area further articulate how the boroughwide recommendations apply to specific destinations within the Borough. Together, they address the physical, social, and housing divide in Bridgeport.
FOCUS AREA RECOMMENDATIONS
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Image 5.16: Aerial of Memorial Park
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
FOCUS AREA A:
Memorial Park
62 Site Plan 64 Park Entrances & Pathways 65 Organized Programming
FOCUS AREA RECOMMENDATIONS
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treet 9th S
tree ve S Gro t
existing athletic facilities & lawn to remain
existing play structures
on Uni
N 0’
125’
250’
PARTNERS: 1. National Recreation & Park Association 2. Park Alliance 3. Montgomery County Parks & Recreation 62
Ave
BRIDGEPORT 2035: BRIDGING THE DIVIDE
FINANCING: 1. PA Dept of Environment & Natural Resources Community Parks Grants 2. Montgomery County Open Space Program Grants
FOCUS AREA A:
Memorial Park SITE PLAN
In addition to the Schuylkill River, the most notable natural feature in Bridgeport is the topographic incline from the river south toward Memorial Park. As the largest open space, the 18.45-acre Memorial Park has been used as a gathering space for the Bridgeport community for years. The park provides scenic views of the Schuylkill River due to a significant drop from the plateau of the park. Compared to other communities along the Schuylkill, Bridgeport is unique in that its view of the river is accessible from a public space.
redesigned parking lot & primary entrance new pedestrian sidewalk
pet-friendly zone
Bridgeport 2035 recommends a redesign of Memorial Park that will provide improved facilities and enhanced community programming. Redesigning Memorial Park can transform this currently underutilized space into a community asset used by all Bridgeport residents. Importantly, the utilization of the park is affected by connections to the rest of the Borough, especially 4th street. The pedestrian infrastructure and corridor improvements discussed in the Boroughwide recommendations section will ensure that residents can easily access Memorial Park from anywhere in the Borough.
adapative reuse of picnic pavilion
amphitheatre seating new signage
exercise zone
secondary formal entrance
Image 5.17: View of Memorial Park at the corner of Grove St & Union Ave
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FOCUS AREA A:
Memorial Park Park Entrances & Pathways 9th
St
St ve Gr o Figure 5.11: View of redesigned parking lot and entrance
Bridgeport 2035 recommends a series of improvements to Memorial Park’s entrances. This includes redesigning the two main entrances. The existing parking lot at 9th and Grove Street blocks pedestrian access to the park. That intersection also lacks crosswalks, making it dangerous for pedestrians to enter the park. Access at this point is particularly important for students from the adjacent Bridgeport Elementary School, which could use Memorial Park for recess or after school activities. The parking lot now accommodates 96 parking spaces, but Bridgeport 2035 proposes to reduce this to 54 spaces and using the remaining surface area to build sidewalks. The plan suggests converting one lane of parking on the south side of Grove Street into a wide sidewalk, and removing parking on the west side of 9th Street. A secondary entrance at the opposite end of the park should be designed as a pedestrian boulevard for visitors. Given it’s orientation, this entrance would likely be utilized by pedestrians traveling from 4th street or the waterfront. A new sign at Grove Street should be added to enhance wayfinding and point pedestrians and drivers towards various park amenities. In addition to redesigning formal park entrances, a series of pathways should be built to connect from the sidewalk on Grove street to different areas of the park. These pathways will improve pedestrian access, and allow for quicker access between park amenities.
Figure 5.12: New signage at corner of Grove St and Union Ave
Image 5.18: Amphitheatre style seating at corner of Grove St & Union Ave
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Figure 5.13: Adaptive reuse of existing picnic pavilion
Organized Programming The revitalized Memorial Park site plan envisions curated spaces for community gathering and social programming. These spaces will utilize existing amenities, like the athletic fields, playground, and picnic pavilion. For example, the picnic pavilion, located on the sloped section of the park along Grove street should be upgraded to include new picnic tables and grills, as well as pathways to the park and the Grove street sidewalk to improve access and promote use. The park should also include a station for exercise equipment near the playground, to promote multi-generational activity. A pet-friendly zone should be located near the parking lot for pet owners.
The Borough should seek opportunities to organize regular weekly or monthly events in these new spaces. For example, partnering with a local yoga studio to host monthly yoga nights, or hosting family movie nights. Bridgeport could also organize something similar to “Night Out in the Parks”, which is a series of free summer evening arts and cultural programs in Chicago’s neighborhoods, provides a good model for the types of programs that could appeal to Bridgeport residents.
Open space on the northeastern corner should be replaced with an open-air amphitheater for community programming. Currently, this part of the park isn’t developed because of the slope grade. The amphitheater could be built into the hill, utilizing previously inaccessible space while providing excellent views of the Schuylkill River.
FOCUS AREA RECOMMENDATIONS
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Image 5.19: Aerial of Bridgeport Station
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
FOCUS AREA B:
Bridgeport Station 68 70 71 72 73
Site Plan Ensuring Pedestrian Safety Improving Station Access Car & Bike Infrastructure Transit-Oriented Development
FOCUS AREA RECOMMENDATIONS
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ail
Merion Street
Tr lley a V r este
Ch
DeKalb Street existing tree buffer
existing tree buffer
existing tree buffer
N
PARTNERS:
68
FINANCING:
1. SEPTA
1. Public-private partnership
2. PennDOT
2. SEPTA
3. Private developer
3. Private developer
BRIDGEPORT 2035: BRIDGING THE DIVIDE
0’
50’
100’
FOCUS AREA B: raised crosswalk chester valley trail extension
Bridgeport Station SITE PLAN
Bridgeport’s central location within the region provides access to major employment hubs, making it a practical and desirable locale for young families. The Norristown High Speed Line (NHSL), which stops in the heart of Bridgeport, is a 5-minute walk from the 4th Street commercial corridor and is within a 10-minute walk from most residences. Despite its prominent location, Bridgeport Station has low ridership; this is likely because neither Bridgeport Station nor the networks leading to the station offer safe and dependable means of access. Additionally, the land neighboring the station is not currently being maximized; low-density buildings, a recreational facility, and a recycling center occupy the parcels surrounding Bridgeport Station, but some of this land could be used for high-density, transit-oriented development (TOD). Station upgrades, street and sidewalk safety improvements, and a transit-oriented development will improve Bridgeport’s public transit ridership and enhance the overall appeal of the Borough.
pedestrian connection 4th street elevator station platform widened sidewalk redesigned station entrance + parking
commercial space connection to station open space residential development parking lot
Image 5.20: View of Bridgeport Station
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FOCUS AREA B:
Bridgeport Station Ensuring Pedestrian Safety
Figure 5.14: Widened sidewalk with signage and landscape improvements
Merion St
NHSL TRACK
6th St
Figure 5.15: Sidewalked recommended to be widened
Figure 5.16: Section of elevator at station
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
Currently, a narrow walkway leads pedestrians from 5th and 6th Streets to the station entrance. The sidewalk is only 5 feet wide, making it difficult to accommodate multiple pedestrians, strollers, bikes, or wheelchairs during peak times. The width of the walkway should be increased to 10 feet. Additionally, small groupings of stairs, such as the three stairs that lead from 5th Street to the station, should be replaced with sloped paths that can accommodate bicycles, strollers, and wheelchairs. The station is not ADA accessible because of the 39-step staircase leading up to the platform. Due to the elevation of the station platform, it is not feasible for SEPTA to build an accessible ramp. Therefore, SEPTA should add an elevator on the north side of the staircase to ensure that everyone can access the station platform easily and safely. Though, given the cost of installing an elevator, a feasibility study will be part of a longer-term plan to upgrade the station and implementation should be combined with the adjacent TOD and the Chester Valley Trail. Beyond the pedestrian experience within Bridgeport Station, there is a lack of safe and efficient pedestrian connections from the rest of the Borough to the station. Traffic calming measures and street upgrades will improve the safety and accessibility of Bridgeport Station, which was illustrated as a part of the Boroughwide initiative to improve walkability throughout Bridgeport, and are outlined in greater detail here.
Figure 5.17: Secondary entrance off of Union Ave
Improving Station Access
op
o port L
e Bridg
y Trail r Valle
Cheste
Dekalb St
5th St
Bridgeport Station
Most pedestrians access Bridgeport Station from 5th and DeKalb Street, and the intersection currently has a blinking yellow light for crossing. Replacing the blinking yellow light with proper traffic and crossing signals will improve the safety of this active intersection. Additionally, the DeKalb and 6th Street intersection is an underutilized but important crossing for residents who live in the eastern and southeastern areas of Bridgeport. The one way stop sign should be replaced with a traffic light. Speed-slowing measures along DeKalb Street would also improve safety. Vehicle-activated speed signs along this stretch of DeKalb Street would also help enforce the speed limit. Merion Street, which runs parallel to Bridgeport Station between 5th and 6th Streets currently lacks a sidewalk, forcing pedestrians to walk directly on the active street. Installing a lighted sidewalk along the west side of Merion Street (closest to Bridgeport station) would ensure safe passage between 5th and 6th Streets.
4th St
6th St
Figure 5.18: Proposed traffic calming measures on DeKalb Street
FOCUS AREA RECOMMENDATIONS
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FOCUS AREA B:
Bridgeport Station Merion St
Car and Bike Infrastructure
5th St
Figure 5.19: Dedicated parking lot and drop off for NHSL riders
Beyond pedestrian considerations, it is important to acknowledge the prevalence of automobile use within Bridgeport and contemplate how to better accommodate the transit users who drive to the station. The J.P Mascaro & Son’s Recycling Center parking lot is currently being used as an ad-hoc drop-off and pick-up location for SEPTA riders. If SEPTA acquires part or all of the parking lot, it will be able to provide daily parking for transit riders as well as a dedicated dropoff area to encourage ridesharing. The designated drop-off zone should be closest to the station entrance, with 20-minute parking spots designed at an angle for ease of access. 33 daily parking spots can be housed within the remainder of the parking lot, with the inclusion of 3 accessible parking spaces. In order to generate funding for station improvements, SEPTA should study the feasibility of charging for daily parking or issuing monthly parking permits. Bicycle parking should also be added for residents who choose to bike to the station. Apart from alleviating the “last mile problem,” this addition would also benefit bicyclists traveling along the Chester Valley Trail, passing Bridgeport Station on the north side of 5th Street. Bridgeport should work with SEPTA to install covered bike racks next to the station entrance. A crosswalk through 5th Street that connects to the Chester Valley Trail will provide seamless connections to the trail system and will keep passing cars aware of pedestrian traffic.
Figure 5.20: Raised crosswalk for Chester Valley Trail users to cross 4th Street
Image 5.21: Bike parking at transit stations
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
Transit-Oriented Development To capitalize on an improved Bridgeport Station, Bridgeport 2035 proposes a transit-oriented development immediately adjacent to the station, on the current 7.5-acre Chiccino Athletic Field. Bridgeport has a high projected population growth, and the Borough needs to identify new locations for residential development. Transit-oriented development will help maximize the use and value of the land surrounding Bridgeport Station. Dense multi-family housing will provide affordable housing options for a diverse set of young professionals and families, particularly those commuting to Philadelphia. Introducing higher-density housing will require that the Borough rezone the land bordering Bridgeport Station so that it is suitable for mixed-use development. Directly adjacent to the station, Chiccino Athletic Field is owned by the Borough of Bridgeport and utilized by the Community Fund. Because the land is owned by the city, its use can be (relatively) easily changed by moving the athletic field to the waterfront district. In the long-term, Bridgeport can also evaluate the possibility of relocating J.P Mascaro & Son’s Recycling Center to potentially accommodate more housing around the station. Bridgeport can pass a TOD Ordinance that would change the zoning around the station from LIC to a “TOD special district”; this would encourage compact, mixed-use development near transit stations. Many towns along SEPTA’s regional rail lines, such as Lower Merion Township along the Norristown High Speed Line, have adopted a TOD ordinance to encourage such development. The potential extension of the King of Prussia Rail into Bridgeport Station further justifies the introduction of transit-oriented development within the Borough.
Figure 5.21: TOD development on existing Chiccino Field
Development Details: • 250,000-square-foot development • Four 4-story buildings separated by open space • 200 units: 150 market-rate, 50 affordable • 150-space surface level parking lot • Resident amenities; retail geared towards commuters
Once rezoned, Chiccino Athletic field can support a 250,000-square-foot development with over 200 units, 50 of which may be designated as low-income or supportive housing. As the prospective site plan and brief development outline demonstrate, the recommended project includes four 4-story buildings, a selection of ground floor residential amenities, such as a daycare, and a small corner store that will appeal to commuters. The Borough can partner with SEPTA and Montgomery County in marketing the project to potential developers, and the prospect of Low-Income Housing Tax Credits (LIHTC) will help guarantee the inclusion of affordable units.
FOCUS AREA RECOMMENDATIONS
73
Image 5.22: Aerial of Bridgeport’s waterfront
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
FOCUS AREA C:
Waterfront
76 Site Plan 78 Development 80 Protected Open Space 82 Community Facilities & Pedestrian Bridge
FOCUS AREA RECOMMENDATIONS
75
Chest er Va
s Town hom e
4th Street
Fron t
Stree t
lley T rail
Mixed Used
Mixed Used
N 0’
50’
100’
PARTNERS: 1. Private developer 2. PA Dept of Conservation and Natural Resources 3. PA Dept of Community and Economic Development 76
BRIDGEPORT 2035: BRIDGING THE DIVIDE
FINANCING: 1. Montgomery County’s Municipal Open Space Grant Program 2. PCED’s Waterfront Tax Credit Program
FOCUS AREA C:
Waterfront SITE PLAN
Once the nucleus of Bridgeport’s economy, the waterfront provides a unique opportunity to transform into a residential and community hub for Bridgeport residents. The waterfront includes over 30 acres of land and is by far the most developable area in the Borough. Thoughtful planning, development, and programming can transform the waterfront into an enduring asset for the Borough and community.
townhomes
mixed-use Recommendations for Bridgeport’s waterfront are centered on improving the land in an equitable, sustainable, and responsible manner to ensure that it is a place that attracts new residents while serving existing residents through public spaces and community amenities. Bridgeport should host a series of community visioning sessions that are open to the public to elicit community participation. Such an exercise will ensure that all residents, especially those currently living in the waterfront district, have an opportunity to engage in the planning process.
rain garden raised trail - bridgeport loop view point lawn area pedestrian path future development flood mitigation relocated chiccino field
pedestrian bridge community garden
Image 5.23: Existing land use along the waterfront
TIMELINE:
0 YRS
GOALS:
5 YRS
10 YRS
15 YRS FOCUS AREA RECOMMENDATIONS
77
FOCUS AREA C:
Waterfront Development Bridgeport’s waterfront is large enough to accommodate a new neighborhood, which can provide opportunities for housing, leisure, recreation, and commerce. Bridgeport 2035 outlines a waterfront development strategy that diverges from the original Bridgeview development plan. Instead of filling the site almost entirely multifamily dwellings, Bridgeport 2035 calls for a mixed-use development and is focused on establishing a gathering place for the community and a public park that is accessible to the broader region. Bridgeport should make sure that new development is aligned with the Borough’s vision of an active and accessible waterfront.
Image 5.24: Mixed-use development in Alexandria, VA
Figure 5.22: Bridgeport Loop
The waterfront land is privately owned and currently listed for sale with a brokerage firm; Bridgeport can work with the landowner and brokerage firm to help market the land as a viable development opportunity that is supported by the local government. To fully benefit from potential development, Bridgeport should provide development guidelines, such as restrictions on minimum density, design standards, and conceptual recommendations.
Proposed development details: 45-UNIT TOWNHOME DEVELOPMENT • 105,00 square feet • 3-story townhouses • One-car garage per unit on the ground floor • 400-unit mixed-use development • 236,000 square feet per building TWO 4-STORY BUILDINGS • Two 200-space residential parking garages housed within each of the structures’ first two levels • Ground-level retail for each building • 10-space surface level parking lot for retail in each building
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
Figure 5.23: Proposed mixed-use development
Because a development of this scale will have a lasting spatial impact on the waterfront, Bridgeport should carefully consider all aspects of the development and impose general design standards. Flood resilience should be considered when designing all residential and commercial components of the project. Providing general development guidelines would guarantee that the waterfront remains consistent with the Borough’s identity and is harmonious with the existing built environment. The Pennsylvania Department of Community and Economic Development’s Keystone Communities Program offers grants and technical assistance for the growth and stability of neighborhoods. This program could help fund the creation of a conceptual plan that would be used to attract and guide developers. Bridgeport should work alongside the current owner to secure a developer to follow through with the development concept.
To guarantee the development of its waterfront, Bridgeport should heighten the attractiveness of the site through financial incentives. While the Pennsylvania Department of Community and Economic Development’s Waterfront Tax Credit Program provides tax credits to firms that contribute to waterfront development projects, Bridgeport should offer its own incentives, such as temporarily reduced property taxes. Developers would be able to capitalize on the appropriate tax incentives, and Bridgeport would amplify its development appeal by offering reduced property taxes for active developments. Special consideration should be given to existing residents adjacent to the waterfront, where there is a concentration of low-income residents. A Community Benefits Agreement (CBA) is recommended to mitigate negative impacts. As part of the agreement, a revolving fund can be established for low-interest loans and small grants to lowincome residents located adjacent to the new development for home maintenance or purchases.
FOCUS AREA RECOMMENDATIONS
79
FOCUS AREA C:
Waterfront
Protected Open Space The current state of Bridgeport’s waterfront has left the Borough with a blank canvas, and there is an opportunity to employ resilient and innovative practices that contribute to the overall well-being of the residents and enhance Bridgeport’s character. The process of attracting a developer, agreeing on a development concept, and seeing the development through completion can likely take up to 10 years; therefore, other aspects related to the enhancement of the waterfront, such as protected open space, should be accomplished beforehand. Bridgeport should work with the Pennsylvania Department of Conservation and Natural Resources to designate 35% of the waterfront as protected parkland—this guarantees at least 10% more open space than what was promised with the Bridgeview development. Solidifying the protected open space prior to any large-scale development allows the Borough to strategize how best to incorporate municipal resources and amenities along the waterfront. In addition to ensuring that at least 35% of the waterfront has permeable ground cover, wetland restoration and the insertion of rain
gardens help align Bridgeport’s waterfront with its ecological commitments while combating flooding. Additionally, portions of the Bridgeport Loop which will run along the waterfront, should be elevated to accommodate wetland restoration. The Borough’s newly-formed Sustainability Committee can assist with the approvals and design process. Bridgeport should capitalize on Montgomery County’s Municipal Open Space Grant program, which provided funding to Bridgeport for Memorial Park in 1996 and is known for providing funding for the preservation of natural resources. Along with seeking preservation-related funding, Bridgeport can also benefit from grants pertaining to flood mitigation because the waterfront lies within the floodplain. The Pennsylvania Department of Community and Economic Development’s H20 PA Act provides single-year or multi-year grants for flood control projects, which can help Bridgeport finance the implementation of a flood control system.
Image 5.25: Example of raised trail through rain gardens
Raised Trail - Bridgeport Loop Wetland/Marsh Flood Mitigation 80
BRIDGEPORT 2035: BRIDGING THE DIVIDE
Pedestrian Path
Image 5.26: Example of publicly-accessible waterfront development
Open Lawn Area
Drive Lane
Drive Lane
Image 5.27: Example of raised retail plazas in Hood River, OR
Parking
Sidewalk
Elevated Mixed-Use Building
FOCUS AREA RECOMMENDATIONS
81
FOCUS AREA C: Community Facilities
Waterfront
The waterfront should have amenities and resources that cater to the broader Bridgeport community. Chiccino Athletic Field would be relocated to the waterfront to make room for the proposed TOD development near Bridgeport Station. Additional community resources should also be introduced including designated land for a community garden to promote interaction between residents. Bridgeport should work with various agencies to construct the community garden, and partnerships can assist with programing. For example, the Fiskars Foundation has been known to offer grants and equipment to help build community gardens. If the garden provides educational services, an Environmental Education Grants from the Department of Environmental Protection can be pursued. Bridgeport’s Sustainability Committee would be responsible for overseeing the programing and operations of the community gardens. The committee should also seek support from Penn State’s Master Gardener program, which supplies student volunteers to help maintain the gardens and teach classes.
PEDESTRIAN BRIDGE In addition to pedestrian safety concerns, the freight rail line hinders the ability to fully connect the waterfront with the Borough. Bridgeport should construct a pedestrian bridge over the rail line at the corner of Ford Street and East Front Street; this would provide safe pedestrian access and strengthen the Borough’s overall connection to the waterfront. The bridge would enhance access at a key juncture—providing Bridgeport Loop users with a safe path over the tracks and into the Borough’s commercial core. A pedestrian bridge is estimated to cost around $1.5 million, and tax increment financing (TIF) along with other funding sources should be considered to finance the construction of the bridge. PennDOT has established a Multimodal Transportation Fund to provide financial assistance to projects that enhance pedestrian safety, and the pedestrian bridge is an eligible project. The Commonwealth Financing Authority offers a Multimodal Transportation Fund as well. Lastly, if development is to occur on the waterfront, the developer may be willing to contribute to the funding of the pedestrian bridge.
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
Figure 5.24: View of community garden
FOCUS AREA RECOMMENDATIONS
83
84
BRIDGEPORT 2035: BRIDGING THE DIVIDE
PUTTING BRIDGEPORT 2035 INTO
Action
The following implementation table details specific funding sources, partners, and responsible parties for carrying out the recommendations. Proposed actions range from 1 to 15 years. Because 4th Street is key to unlocking development elsewhere in the Borough, those initiatives take priority for phasing the different elements of this plan. The waterfront is considered the transformative next step that will bolster public amenities, increase the tax base, and advance Bridgeport's reputation as a regional destination Although partners vary, the involvement of the Pennsylvania Department of Community and Economic Development is central to implementing Bridgeport 2035. In addition, the plan empowers local officials and existing committees including the Sustainability Committee and Bridgeport Business Association.
IMPLEMENTATION
85
Pedestrian Improvements Traffic Calming Waterfront Access Strategic Infill New Developments Strengthen & Create New Committees Highlight Bridgeport Hall of Fame
BOROUGHWIDE commercial corridor
Adopt Main Street America Program
FOCUS AREA memorial park
Reprogram Existing Spaces
Park Entrances & Pathways
FOCUS AREA bridgeport station
BOROUGHWIDE social
BOROUGHWIDE housing
BOROUGHWIDE physical
RECOMMENDATION
Pedesrian Safety
Introduce Form-Based Code Create Third Spaces
Organized Programming
Car & Bike Infrastructure Transit-Oriented Development
FOCUS AREA waterfront
Development Protected Open Space Community Facilities Waterfront Access 86
BRIDGEPORT 2035: BRIDGING THE DIVIDE
0 - 5 YEARS
5 - 10 YEARS
10 - 15 YEARS
GOALS
IMPLEMENTATION
87
RECOMMENDATION
STRATEGY Upgrade & Add Sidewalks
Pedestrian Improvements
BOROUGHWIDE physical
Landscape Improvements Repaint Crosswalks Traffic Calming
Raised Crosswalks Curb Bump Outs
BOROUGHWIDE housing
Waterfront Access
Build Pedestrian Bridge
Consolidate Ownership of Vacant Lots Strategic Infill Promote ADUs
BOROUGHWIDE social
Bridgeport Elementary PTC Strengthen & Create New Committees Create New Committees Highlight Bridgeport Hall of Fame
Move to Location on 4th Street
Reprogram Existing Spaces
Introduce Third Spaces
BOROUGHWIDE commercial corridor
Hire Main Street Manager Adopt Main Street America Program
Leverage LERTA Designation Create Third Spaces
88
Introduce Form-Based Code
BRIDGEPORT 2035: BRIDGING THE DIVIDE
Introduce Third Spaces in Vacant Stores/Lots
BOROUGH
PARTNER
FINANCER
Borough Manager
Montgomery County, SEPTA, PennDOT
Montgomery County, SEPTA, PennDOT, Borough of Bridgeport
Sustainability Committee
PA Urban & Community Forestry Council
TreeVitalize Grants
Borough Manager, Finance Committee
PennDot
PennDot
PennDOT, Montgomery County
PennDOT, Montgomery County
Borough Manager, Finance Committee, Building & Zoning Manager
PA State Association of Boroughs, PennDOT, Norfolk Southern
Multimodal Transportation Fund from PennDOT, Commonwealth Financing Authority
Finance Committee, Building & Zoning Manager
Montgomery County Redevelopment Authority
Montgomery County Redevelopment Authority, Borough of Bridgeport
Building & Zoning Manager, New PR Committee
Borough of Bridgeport, Montgomery County
Borough of Bridgeport, Montgomery County
Bridgeport Elementary School
Bridgeport Elementary School, Upper Merion School District
Bridgeport Elementary School, Upper Merion School District
Borough Council
Borough of Bridgeport
Borough of Bridgeport, Private Developer
Borough Manager, New Committee
Borough of Bridgeport
Borough of Bridgeport, Private Developer
Borough Manager, Small Business Association
Borough of Bridgeport, Growing Bridgeport Together
Montgomery County Grants
Borough Manager, Small Business Association
National Main Street Center, PA Downtown Center, PA Dept of Community and Economic Development
Borough of Bridgeport, Fundraising, Keystone Communities Program Grants
Main Street Manager, Building & Zoning Manager
Borough of Bridgeport, Montgomery County
Borough of Bridgeport
Main Street Manager, Small Business Association
Main Street Manager, Growing Bridgeport Together
Borough of Bridgeport Fundraising
Main Street Manager, Small Business Association
PA Dept of Community & Economic Development, Norristown Mural Arts Program
Keystone Communities Program Grants, PA Dept of Environment & Natural Resources: Parks & Rec Grants
Borough Manager, Finance Committee, Building & Zoning Manager Borough Manager, Finance Committee, Building & Zoning Manager
IMPLEMENTATION
89
RECOMMENDATION
STRATEGY Redesign Parking Lot
Park Entrances & Pathways
Create secondary entrance at Union Ave & Hurst St
FOCUS AREA memorial park
Introduce Wayfinding Signage Pet-Friendly Zone Adaptive Reuse of Picnic Pavilion Organized Programming Amphitheatre Seating Exercise Zone
Widen & Replace Sidewalks
FOCUS AREA bridgeport station
Pedestrian Safety
Build Elevator to Platform Intesection Improvements Parking Lot & Drop Off
Car & Bike Infrastructure Bike Parking Transit-Oriented Development
Build High-Density and Affordable Housing
Townhomes Development
FOCUS AREA waterfront
Mixed-Use Flood mitigation along Schuylkill River Protected Open Space Raised Bridgeport Loop Trail Relocate Chiccino Athletic Field Community Facilities Community Gardens 90
BRIDGEPORT 2035: BRIDGING THE DIVIDE
BOROUGH
PARTNER
FINANCER
Montgomery County, PennDOT
Liquid Fuel Funds from PennDOT
Building & Zoning Manager, Parks & Rec Committee, Sustainability Committee
PA Dept of Environment & Natural Resources Community Parks Grants, Park Rehab & Development Funding National Recration & Park Association, Park Alliance, Montgomery County Parks & Rec Park Rehab & Development Funding, Montgomery County Open Space Program Grant
Building & Zoning Manager, Parks & Rec Committee, Sustainability Committee
National Recration & Park Association, Park Alliance, Montgomery County Parks & Rec
PA Dept of Environment & Natural Resources Community Parks Grants, Park Rehab & Development Funding, Montgomery County Open Space Program Grant
SEPTA, PennDOT
SEPTA, PennDOT
SEPTA, Private Developer
SEPTA, Private Developer
PennDOT, Montgomery County
Liquid Fuel Funds PennDOT, Montgomery County
Building & Zoning Manager
SEPTA, PennDOT
SEPTA, PennDOT
Building & Zoning Manager
Private Developer
Public-Private Partnership, Private Developer
Building & Zoning Manager
PA Dept of Community and Economic Development, Private Developer
Keystone Communities Grants, PCED Waterfront Tax Credit Program, Private Developer
Building & Zoning Manager, Small Business Association
PA Dept of Community and Economic Development, Private Developer
Keystone Communities Grants, PCED Waterfront Tax Credit Program, Private Developer
Borough Manager, Sustainability Committee, Parks & Rec Committee
PA Dept of Conservation & Natural Resources, Montgomery County, PA Dept of Community & Economic Development
Building & Zoning Manager
Parks & Rec Committee
Montgomery County Municipal Open Space Grant Program, PCED H20 PA Act Grants, Montgomery County
Montgomery County
Montgomery County Municipal Open Space Grant Program
Montgomery County, Fiskars Foundation, Penn State’s Master Gardener Program
Environmental Grant from EPA, Placemaker Grant from PHS IMPLEMENTATION
91
92
BRIDGEPORT 2035: BRIDGING THE DIVIDE
APPENDIX + Sources
APPENDIX + SOURCES
93
Appendix: ALTERNATIVE PLANNING SCENARIOS An exercise analyzing alternative courses of action based on the aforementioned goals was undertaken as part of the planning process. It resulted in three distinct visions for future development in Bridgeport that would potentially strengthen its position in the region and enliven key areas of the borough. Although each alternative focused on particular outcomes, the exercise underscored which locations required the greatest level of attention and central aspects from each of the three scenarios to incorporate into recommendations.
Alternative 1: Small Business Incubator Bridgeport as a small business incubator is intended to kick
start business development, identify ways to reduce the tax burden, and reimagine the waterfront to attract business owners and their families.This scenario envisions Bridgeport as the affordable option for start-ups that want to grow their businesses but remain centrally located in the region. The scenario identifies strategies to attract and retain businesses along 4th Street, including launching a Main Street program and expanding the capacity of the Bridgeport Business Association to better anticipate and accommodate the needs of small businesses. It also calls for identifying alternative revenue streams, such as a municipal parking lot, as part of an effort to reduce the municipal tax rate. In regards to physical advancements, the alternative explores the conversion of existing warehouses into coworking and maker spaces, and a new mixed-use development on the waterfront that accommodates entrepreneurs and their families.
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
Alternative 2: Young Families This alternative imagines Bridgeport as the most sought-after destination in the region for young families. The scenario prioritizes expanding diverse housing options, which include transit-oriented development and low-income or supportive housing. Furthermore, the alternative highlights familyoriented businesses that could open in the borough, such as tutoring centers, daycares, or pop-up farmers markets. In this alternative, housing is introduced along a portion of the waterfront and the remaining land is reserved for open space and community amenities. Enhanced connectivity and pedestrian safety are crucial components, and are addressed through traffic calming measures and by introducing a pedestrian bridge over the rail line. A marketing campaign bolstering Bridgeport’s reputation as a destination for young families is also explored.
Alternative 3: Ride to Bridgeport The ride to Bridgeport alternative capitalizes on the planned Chester Valley Trail extension. This alternative calls for officially designating Bridgeport as a Trail Town, which helps market the borough to a broader audience and provides greater funding opportunities. The Bridgeport Loop traces Bridgeport’s waterfront, and the Ride to Bridgeport alternative has a park located along the waterfront that serves as a welcoming entry point and enticing destination for trail users. The loop continues on a detour through the heart of Bridgeport. Clear signage, thoughtful placement of bike infrastructure, and dining/retail options geared towards trail users guarantees that visitors feel comfortable exploring the borough. The Ride to Bridgeport alternative primarily focuses on increased cyclist traffic and developing the waterfront for public use.
SMALL BUSINESS INCUBATOR
Score Rating
ATTRACT AND RETAIN SMALL BUSINESSES ALONG RETAIL CORRIDOR -
Transform Bridgeport Business Association into one-stop shop for small business resources Reduce property tax by finding alternative revenue streams Appoint commercial corridor manager to initiate main street program Develop campaign positioning Bridgeport as affordable option for new businesses in region
Revitalize Corridor Adaptive Reuse New Construction Pedestrian Bridge
TRANSFORM AREA ADJACENT TO WATERFRONT INTO AFFORDABLE COWORKING AND MAKER HUB - Work with B Corporation to adapt existing warehouses into coworking and maker spaces - Partner with business schools within region to connect graduates with affordable work space - Introduce storefront on 4th Street featuring rotation of businesses based in the coworking and maker hub - Improve tech infrastructure to improve Internet connectivity
INTRODUCE NEW DEVELOPMENT ALONG WATERFRONT THAT WILL ATTRACT ENTREPRENEURIAL COMMUNITY TO LIVE AND WORK IN BRIDGEPORT - Engage developer to build resilient mixed-use campus geared towards entrepreneurs and their families - Improve access between waterfront development, retail corridor, and transit stations - Work with organization such as Art Space Consulting to introduce affordable live/work space for makers
APPENDIX + SOURCES
95
COMMUNITY FOR YOUNG FAMILIES
Score Rating
STRENGTHEN CIVIC ENGAGEMENT AND STRATEGICALLY ENHANCE BRIDGEPORT’S REPUTATION - Establish elementary school as a community center - Launch a mural art program - Develop community garden - Strengthen branding - Engage a PR firm
PROVIDE A VARIETY OF FAMILY-ORIENTED HOUSING CHOICES - Offer incentives for developers and investors - Market available land - Develop a variety of housing types - Develop low-income and supportive housing - Re-zone lots adjacent to the NHSL station to accommodate Transit-Oriented Development
NHSL
Waterfront Residential
TOD
Traffic Calming
School
Community Garden
Vacant
Scooter/Bike Share
Food Truck
Pedestrian Bridge
Welcome Sign
ATTRACT THE BUSINESSES AND SERVICES THAT YOUNG PEOPLE AND FAMILIES EXPECT - Encourage the opening of daycare and tutoring facilities - Allow for food trucks, farmers markets, and flea markets to operate - Attract prepared food and coffee shops
ARRANGE FOR SEAMLESS CONNECTIONS OUTSIDE OF AND WITHIN THE BOROUGH - Promote Transit-Oriented Development - Market all transportation options - Improve aesthetics of transit stations - Welcome a bike or scooter sharing program - Enact traffic calming measures - Build a pedestrian walking bridge over the freight rail
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BRIDGEPORT 2035: BRIDGING THE DIVIDE
RIDE TO BRIDGEPORT
Score Rating
MAKE BRIDGEPORT A TRAIL TOWN Work with Progress Fund and Montgomery County for funding Develop and connect Bridgeport Loop to regional trail network Install signage at trail connections highlighting points of interest Advertise Rail to Ride at Bridgeport Add Signage, Bike Racks, & Fix It Stations
R VALLE
Y TRAIL
Norristown Transportation Station
SCHU YLKIL
L RIV
CHESTE
-
ER TR
AIL SEP
TA M
202
Schuylkill River Upper Merion Boat
anay
unk/
Norr
House Park
isto wn
Line
W Fro
nt St
W 2n
d St
W 3rd
W 4t
E Front St
DeKa lb
St
h St
St
23
W 4th St
NORRISTOWN
St
t yS
Schuylkill River Trail
le Fra
WEST NORINTON
E 4th St
0.2
St
LOWER PROVIDENCE
Chiccino Athletic Field
rd Fo
)
55
30
in lste
W Rambo St
Bridgeport Station
(SR
Ho
Depot St
23
EAST NORINTON W 5t
h St
sh
Bu
St
rst
Hu
N
St
Miles
Pedestrian Pathway
Brewing + Beer Garden
Bridgeport Loop
Active Use Park Space
Chester Valley Extension
Ecological Learning Center
Boat Launch
Gateway
Bridge Crossing
Flood Mitigation
Water Fountain
Trail Head Signage
Bike Fix-It Station
Bike Racks
KING OF PRUSSIA Valley Forge Trail
40 MIN
Valley Forge
Valley Forge Historic National Park
ad
f Ro
Gol King of Prussia Mall
120
PHIL AD MIN ELPHIA
Chester Valley Trail Extension Gulph Mills Golf Club
tor
nec
Con
The Village at Valley Forge
CONSHOHOCKEN
Hanging Rock nter
g Ce
oppin
Sh way Gate
UPPER MERION TOWNSHIP
WEST CONSHOHOCKEN Stewart Fund Hall 2
Miles
N Trail Signage
Train Stations
Bike Fix-it Station
Proposed Restroom
Existing Restroom
Water Fountain
IMPROVE ACCESS BETWEEN WATERFRONT PARK AND BRIDGEPORT ALONG TRAIL - Bridge with view point at Ford Street - Adaptive Reuse of existing industrial buildings for an Ecological Community Learning Center
ACTIVATE WATERFRONT WITH RESILIENCY AND BUILD OUT TRAIL TOWN PROGRAMMING ON 4TH STREET - Implement flood mitigation interventions along waterfront - Implement best practices at waterfront park with Bridgeport’s Sustainability Committee - Create gateway into 4th street at vacant Lot along trail path - Activate vacant storefront for trail users and residents
APPENDIX + SOURCES
97
Sources Existing Conditions 1 2-5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39
98
Main Line Today. (August 2015). http://www.mainlinetoday.com/Main-Line-Today/ August-2015/Towns-on-the-Brink-Norristown-and-Bridgeport/. Jack. Coll, Bridgeport (Arcadia Pub, 2007). The Times Herald. (April 25, 2008). https://www.klinespecter.com/sites/www. klinespecter.com/files/Bridgeport-Fire-3.pdf. Jack. Coll, Bridgeport (Arcadia Pub, 2007). The Times Herald. (April 25, 2008). https://www.klinespecter.com/sites/www. klinespecter.com/files/Bridgeport-Fire-3.pdf. Philadelphia Business Journal. (May 16, 2001). https://www.bizjournals.com/ philadelphia/stories/2001/05/14/daily28.html. Main Line Media. (July 14, 2010). http://www.mainlinemedianews.com/ kingofprussiacourier/news/bridgeport-fire-still-under-investigation/article_8dac2db5259e-5b54-8071-975cc50f1a1b.html. The Times Herald. (September 21, 2016). https://www.timesherald.com/news/ new-borough-manager-reflects-on-doing-business-in-bridgeport/article_3c8dea74-dd17530f-be6a-33ce8f1ce262.html. Borough of Bridgeport Newsletter. (Fall/Winter 2017). http://www. boroughofbridgeport.com/localinformation/newsletter/2017_fallwinternewsletter.pdf Septa Route Statistics 2018 Walkscore.com Meeting with Keith Truman, Borough Manager, January 28, 2019. Meeting with Keith Truman, Borough Manager, January 28, 2019. Borough of Bridgeport, Zoning Code Meeting with Keith Truman, Borough Manager, January 28, 2019. DVRPC Meeting with Keith Truman, Borough Manager, January 28, 2019. Economy League of Philadelphia - Connecting KOP. (2015). http://economyleague. org/uploads/files/838139167444624574-connecting-kop-dec-2015-full-reportwebsite.pdf. Visit King of Prussia. (March 25, 2016). https://visitkop.com/kop-bid-celebratesunprecedented-development-kop/. IMC Construction. http://imcconstruction.com/sectors_retail/king-of-prussia-towncenter/. MontCo.Today. (December 15, 2017). http://montco.today/2017/12/lafayettestreet-corridor-project-expected-to-drive-revitalization-into-norristown/ Philadelphia Business Journal. (December 1, 2014). https://www.bizjournals.com/ philadelphia/blog/real-estate/2014/12/more-than-500m-in-new-developmentplanned-for.html?page=all ; Philadelphia Magazine. (December 2, 2014). https://www.phillymag.com/ property/2014/12/02/conshohocken-development/. Meeting with Keith Truman, Borough Manager, January 28, 2019. League 91. http://www.league91.com/our-company/heritage/. Taphouse 23. https://www.taphouse23.com. Main Line Media News. (September 5, 2018). http://www.mainlinemedianews. com/business/bridgeport-veterinary-hospital-reinvigorates-historic-bank-building/article_ b667e148-bb74-50f1-a76e-bb1131a70396.html. Philadelphia Magazine. (January 18, 2018). https://www.phillymag.com/be-wellphilly/2018/01/08/bridgeport-rock-climbing-gym/. Meeting with Keith Truman, Borough Manager, January 28, 2019. Bridgeport Borough Council Meeting, February February 19, 2019. Meeting with Steven M. Wanczyk, Director of Building and Zoning, March 12, 2019. Schooldigger.com. https://www.schooldigger.com/go/PA/district/24480/search. aspx. Meeting with Keith Truman, Borough Manager, January 28, 2019. Meeting with Keith Truman, Borough Manager, January 28, 2019. Montgomery County. https://www.montcopa.org/DocumentCenter/View/18544/ Frequently-Asked-Questions?bidId=. Bridgeport Borough Council Meeting, February February 12, 2019.
BRIDGEPORT 2035: BRIDGING THE DIVIDE
Issues & Opportunities 1 2 3 4 5 6 7 8
Montgomery County - County & Municipality Millage Rates. https://www.montcopa. org/622/County-Municipality-Millage-Rates. LoopNet.com. Times Herald. (February 8, 2019). https://www.timesherald.com/news/taxincentive-aims-to-bring-business-to-bridgeport/article_95440432-2b3e-11e9-84b10f408b74238b.html. Borough of Bridgeport. (January 30, 2019). http://www.boroughofbridgeport.com/ forms/formarchive/lertapressrelease.pdf. Pennsylvania Department of Environmental Protection 2019. PIDC. http://www.pidc.pidcphila.com/product/tax-increment-financing-tif. Bridgeport Borough Council Meeting. (March 23, 2019). The Times Herald. (August 2, 2018). https://www.timesherald.com/news/growingbridgeport-together-s-weekly-community-event-making-a-difference/article_623c81d22b62-53cd-b7ed-9379e0f0c1fb.html.
Recommendations 1 2 3 4 5 6 7 8 9
Borough of Bridgeport. (January 30, 2019). http://www.boroughofbridgeport.com/ forms/formarchive/lertapressrelease.pdf. Montgomery County. (2014). http://montgomeryconservation.org/wp-content/ uploads/2012/11/Tree-Canopy-Report-Montgomery-County.pdf http://www.boroughofbridgeport.com/localinformation/recreation/parks.html https://www.dvrpc.org/SmartGrowth/Maps/pdf/TOD_withRailLineStations.pdf Upper Merion Township Library. https://www.umtownship.org/departments/library/ children/. Upper Merion Township Library. https://www.umtownship.org/departments/library/ children/. Upper Merion Township Library. https://www.umtownship.org/departments/library/ children/. Norristown Public Library. http://www.eventkeeper.com/mars/xpages/M/ MONTCO/ekp.cfm?curOrg=MONTCO&curKey1=MC-Norristown%20Public%20 Library&curKey2=Children%27s%20Program&amp. Norristown Public Library. http://www.eventkeeper.com/mars/xpages/M/ MONTCO/ekp.cfm?curOrg=MONTCO&curKey1=MC-Norristown%20Public%20 Library&curKey2=Children%27s%20Program&amp.
Images Existing Conditions title page – Bridgeport Flickr Page 2.2 – Borough of Bridgeport Archives; Philadelphia Voice; Bridgeport Fire Department Archives; Images of America: Bridgeport (2007) 2.3 – Images of America: Bridgeport (2007) 2.4 – Images of America: Bridgeport (2007) 2.5 – Google Earth 2.10 – Google Earth 2.21 – www.phillymag.com 2.22 – www.yelp.com 2.23 – Borough of Bridgeport 2.28 – www.timesherald.com 2.29 – MLP Builders mlpbuilders.com 3.12 – Upper Merion School District 4.1 – Photo Credit: M. Kennedy 5.4 – Denver Infill 5.1 – University of Pennsylvania 5.2 – Urban Land Institute Philadelphia 5.3 – Langley Townhomes 5.4 – Denver Infill 5.5 – Flickr 5.7 – Google Earth 5.8 – Mainstreet.org 5.9 – Bridgeport Business Association 5.10 – Rick’s Rotary 5.11 – Arkansas Preservation 5.12 – NJ Caldwell 5.13 – ChiselBox 5.14 – Mainstreet.org 5.15 – Mainstreet.org 5.16 – Google Earth 5.18 – Flickr 5.19 – Google Earth 5.21 – Flickr 5.22 – Google Earth 5.24 – Revitalization.org 5.25 – Tripadvisor.com 5.26 – Flickr 5.27 – Flickr
** All other Images were taken by Authors ** All Figures created by Authors
APPENDIX + SOURCES
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