BEN2030Futures: Braddock, East Pittsburgh and, North Braddock Comprehensive Plan
Braddock, East Pittsburgh and, North Braddock Joint Comprehensive Plan
Final Report - April 2021
Braddock, East Pittsburgh and, North Braddock Joint Comprehensive Plan
Final Report - April 2021
BRADDOCK, EAST PITTSBURGH AND NORTH BRADDOCK
Joint Comprehensive Plan
BRADDOCK
BOROUGH
Mayor
Chardae Jones
Borough Manager
Deborah Brown
Borough Council
Rob Parker P
Lorne Berry V P
De Andrea Dudley
Charlotte Clark
Kevin Henderson
Planning Commission
Laura Zinsky
Carmella Mullen
Kathy Handza
Jarah Doose
Jay Leech
EAST PITTSBURGH
BOROUGH
Mayor
Markus Adams
Borough Manager
Seth Abrams
Borough Council
Mary Carol Kennedy P
Stacey Simon V P
Paul Borkowski
Earnest Frazier
Jonathan Reyes
NORTH BRADDOCK
BOROUGH
Mayor
Tom Whyel
Borough Manager
Douglas Marguriet
Borough Council
John Vahosky P
Michael Dobrinich V P
Jerome Sepesy
Christopher Roland
Lisa Franklin
Michael Breaston
Bridgette Cobbs
Teresa Parker
ACKNOWLEDGMENTS
The BEN2030Futures Team would like to thank municipal staff, our public, private, nonprofit, and institutional partners for your support and participation in the Joint Comprehensive Planning process. Also a special thanks to the generous hosts of our Collaboration Meetings - American Legion (former VFW Building, Braddock Carnegie Library, Brew Gentleman, Rivers Edge Volunteer Fire Department, and Unicentric.
The BEN Joint Comprehensive Plan was supported by Pennsylvania’s Department of Community and Economic Development (DCED), and the Allegheny County’s Economic Development Department (ACED)
COMPREHENSIVE PLAN CORE TEAM
Deborah Brown, Braddock Borough Manager
Tina Doose, Former Braddock Council Member
Lisa Franklin-Robinson, North Braddock Council Member
Vicki Vargo, North Braddock Council Member
Mary Carol Kennedy, East Pittsburgh Council President
Seth Abrams, East Pittsburgh Borough Manager
COMPREHENSIVE PLAN STEERING COMMITTEE
Chuck Starrett, Executive Director of the Enterprise Zone of Braddock
George Daugherty Act 47 Coordinator
Jacqueline Smith, Greater Valley Community Services
Laura Zinski, Braddock Planning Commission Chairperson
Lori Rue, Braddock Water Authority, Manager
Dennis Ham, East Pittsburgh Property Owner
Dennis Simon, Former East Pittsburgh Council Member
Diamond Ortiz Williams, East Pittsburgh Resident
CONSULTANT TEAM
evolve Environment :: Architecture 4Ward Planning
COVER IMAGE
View from Grandview Golf Course toward Downtown Pittsburgh
Source: Consultant Team
Lou Payne, Former East Pittsburgh Mayor
Monet Ham, East Pittsburgh Property Owner
Nate Carter, The Generation Connect Center
Pat Lanigan, East Pittsburgh Business Owner
Reverend Williams, Pastor of New Day Ministries
Lauren Beachom, North Braddock Planning Commission
Nathan Van Patter, North Braddock Planning Commission
Zack Huth, Huth Technologies
ACKNOWLEDGMENTS
APPENDICES (ONLINE ONLY)
P REVIOUS PLAN SCAN MARKET ANALYSIS
P HASE 01 SUMMARY
P HASE 02 SUMMARY
P HASE 03 STORYMAP
Braddock Mayor Chardae Jones discusses efforts to create a regional police force during a press conference
Source: Steve Mellon, Pittsburgh Post Gazette, SEP 2020
EXECUTIVE SUMMARY
The communities of Braddock, East Pittsburgh and North Braddock are at a pivotal moment.
They have experienced trauma that has affected the entire community but are committed to shared healing.
They have discussed how to work together and have seen promising leaders emerging to meet the challenges.
They have new and existing enterprises that contribute to the community and shape their identity for arts, culture, and business innovation.
They know that environment affects quality of life and are ready to address their issues.
They are ready to advocate for their beliefs and interests and shape their future.
About This Project
Vision for the Future
Braddock Community Day
Source: Carla Davis Lee
Chapter 1
About This Project
Communities in the state of Pennsylvania have the opportunity to imagine their future by updating their comprehensive plan. A comprehensive plan is a document that benchmarks current conditions, identifies future aspirations, and sets goals and strategies for local government and its partners.
The BEN comprehensive plan is a two year process to understand the current conditions and future aspirations of Braddock, East Pittsburgh, and North Braddock—the BEN communities.
THIS CHAPTER INCLUDES THE FOLLOWING
A Comprehensive Plan for the Future
Key Sections of the Report
Project Purpose
Historical Background
Planning Process
Engagement Strategy
A Comprehensive Plan for the Future
A Comprehensive Plan describes a community vision and the steps to make it a reality. Comprehensive Plans make recommendations that can inform land use regulations and help guide growth and development for up to a 10-year period.
The Braddock, East Pittsburgh, and North Braddock Joint Comprehensive Plan is an implementable comprehensive plan, focusing on revitalization and reinvestment in the Boroughs, business districts and neighborhoods and will take advantage of emerging economic drivers and community assets across the three communities.
A comprehensive plan: ...establishes a VISION and a SET OF VALUES for future growth and development.
...is an OFFICIAL DOCUMENT that will be adopted into law ...expresses and regulates PUBLIC POLICY on land use, transportation, recreation, utilities and housing.
The Pennsylvania Municipal Planning Code (MPC) Stipulates that a comprehensive plan must have the following elements:
• Statement of community development goals and objectives
• Housing Plan
• Transportation Plan
• Community Facilities Plan
• Estimation of Environmental, Conservation, Fiscal, Economic Development; and Social Consequences of the plan on the municipality
• Natural and Historic Resource Protection Plan
The community needs that emerged from the engagement process cut across the different elements required in the MPC. The BEN2030Futures plan follows the Pennsylvania Department of Community and Economic Development’s Implementable” comprehensive plan framework which emphasizes actionable steps to realize a community’s vision. This framework encompasses all of the required comprehensive plan elements within Urban Systems Topics that the community identified as priority and Neighborhood Plans that demonstrate how the plans would be applied in each Municipality.
Braddock Carnegie Library
Source: Kurt Miller, Flickr
A Comprehensive Plan describes a community vision and outlines the steps needed to make the vision a reality. Comprehensive Plans make recommendations that inform leaders how to use the land to guide future growth and development. More than just a document recording past and present land use trends with a proposed course of action, a Comprehensive Plan is a way to coordinate businesses, residents and organizations around a shared future.
The BEN communities can use this comprehensive plan as:
a reference document to grant writing
Regional funders pay special attention to projects that can demonstrate how its impact will build into something larger. This Comprehensive Plan nests specific strategies vetted by the community within a larger framework for development. Grant writers can use the text, graphics and data to pursue funding for implementation.
an action plan for a future task force
Through this process we found that their were many people doing great work for the community who may not have been in contact with each other previously. This Comprehensive Plan creates a framework for action that is broad enough to allow for community members to act together and specific enough to allow individual action with specific points for coordination and partnership.
an advocacy tool for community oriented development
This Comprehensive Plan elevates the priorities, projects, policies and programs that are data-driven and have gained consensus in the community. Community organizers and invested stakeholders are encouraged to use this report when negotiating what type of development they would like to see during future meetings.
Sections of the Report
SECTION 01
EXECUTIVE SUMMARY
The Executive Summary introduces the overall plan proposal and describes how and why the planning process has been undertaken.
SECTION 02
URBAN SYSTEMS
The five Urban Systems are a comprehensive way to understand the BEN Communities, and describe the forces and factors that enable change. Under each system is a Vision Statement, Goals and Strategies that lays out an action plan for anyone interested in that specific topic.
SECTION 03
NEIGHBORHOOD PLANNING
Neighborhood Planning contains recommendations for each community and addresses current character; places, policies, and programs that could meet community needs; and how changes could affect and improve the overall functioning of the Tri-Boro.
APPENDIX
The Appendix includes progress summaries and technical reports documents including:
Urban & Economic Analysis
Phase 01 Summary
Phase 02 Summary
Phase 03 Storymap
Urban System goals include:
Key investments in each community include:
MAINSTREET & MOBILITY RESILIENT SYSTEMS HOUSING STRATEGY
CREATE A SUPPORTIVE MARKET ENVIRONMENT
DEVELOP PLACEMAKING OPPORTUNITIES
ARTICULATE A DISTINCT IDENTITY
ENHANCE ORGANIZATIONAL CAPACITY
REINFORCE CORE COMMUNITY SUPPORT SERVICES
DEVELOP AND MAINTAIN INFRASTRUCTURE
ENABLE GREATER ACCESS TO FOOD
PROTECT AIR AND SOIL QUALITY
ENCOURAGE SUSTAINABLE RE-DEVELOPMENT
IMPROVE PUBLIC SERVICE DELIVERY
REHABILITATE VACANT PROPERTIES
ENABLE GREATER HOUSING QUALITY
ENABLE GREATER HOUSING DIVERSITY
MAINTAIN AFFORDABILITY AT ALL INCOME LEVELS
PROMOTE SOCIAL COHESION AMONG NEIGHBORS
BRADDOCK BOROUGH
RIVERFRONT DEVELOPMENT
INDUSTRIAL INNOVATION CAMPUS
BRADDOCK AVENUE COMMERCIAL CORRIDOR
BRADDOCK RESIDENTIAL FLATS
ECONOMIC VITALITY
DEVELOP PROPERTY INTO PRODUCTIVE USE
INCREASE LOCAL OWNERSHIP
BUILD ORGANIZATIONAL CAPACITY
SUPPORT BUSINESS ENTREPRENEURSHIP
CONNECT TO REGIONAL MARKETS
DEVELOP LOCAL WORKFORCE
EAST PITTSBURGH BOROUGH
KEYSTONE COMMONS SOUTH DEVELOPMENT
ELECTRIC AVENUE COMMERCIAL CORRIDOR
BESSEMER AVENUE COMMERCIAL CORRIDOR
EAST PITTSBURGH RESIDENTIAL HILLTOPS
Lifelong Learning
ENCOURAGE MENTORSHIP
SUPPORT WORKFORCE DEVELOPMENT
BRIDGE THE DIGITAL DIVIDE
ENSURE EQUITABLE OUTCOMES
NORTH BRADDOCK BOROUGH
NORTH BRADDOCK GREENWAYS
NORTH BRADDOCK RESIDENTIAL HILLSIDES
6TH AND HAWKINS DEVELOPMENT AREA
JONES-LIBRARY CAMPUS
BRINTON-LOCUST AVENUE COMMERCIAL DEVELOPMENT
Project Purpose
Tucked away between the Monongahela River and Turtle Creek, the communities of Braddock, East Pittsburgh, and North Braddock are excited to see signs of a pivot following decades of decline.
Though challenges remain, there are good things to build upon to improve the local economy, including a historic buildings, proximity to emerging job centers, and new investment in restaurants, micro-breweries, and a brownfield redevelopment. No community is without its challenges, and the Boroughs have identified areas for improvement which would contribute to an improved perception of the area and make it more competitive.
THE BEN COMMUNITIES WANT TO GROW BUT FACE CHALLENGES.
The BEN communities has only 20% of its peak population (in 1930) as a result of the nearcollapse of the region’s steel industry and the subsequent economic decline of communities located along the Mon Valley River. Although the Study Area’s population (8,630 residents) is just 20 percent of what it was at its peak in 1930 (42,335 residents), population growth has been relatively flat in recent years. Absent large-scale development, the Study Area’s population is expected to remain relatively flat over the next five years.
This will affect how we think about demand for goods and services. Retailers recognize flat population or household growth as cautionary. If population growth is flat so too will be demand.
THE REGION’S POPULATION IS AGING AND THEIR NEEDS WILL CHANGE.
Despite relatively flat general population growth projected through 2023, the Study Area and the PMA are expected to experience population growth among early-stage families (ages 35 to 44) and older empty nesters and mostly retired persons, who are partially represented by the baby boom generation (those born between 1946 and 1964, or currently ages 54 to 72). The shifting and aging of the region’s population will present opportunities for new housing types, as earlystage families seek to purchase homes (whether existing or newly built) and older empty nesters downsize from single-family housing to multifamily and townhouse units.
This influences demand for housing, especially senior housing, and impacts local public services.
THE BEN COMMUNITIES HAVE RELATIVELY LOW PURCHASING POWER.
Since median household income is strongly correlated with educational attainment, it is not surprising that median household income in the study area ($26,240) is relatively low compared to the PMA ($44,630). The Study Area’s relatively weak purchasing power is, likely, not attractive to national and regional retail businesses looking to relocate or expand within the PMA. This will influence the type and amount of retail and service establishments. Attracting new higherincome households, and by association, purchasing power to the area may be critical in attracting new retail businesses.
Plan View of the BEN Communities
Source: Google Image Base, Overlay by Consultant Team
THE AREA IS STILL A CENTER FOR COMMERCIAL AND INDUSTRIAL JOBS.
The Study Area remains rooted in industrial jobs. Across the Study Area Manufacturing is the largest source of jobs (39%); and Administration and Support is the second largest source (18%). Most of the jobs in the three communities are in the industrial sector. While some jobs may be based in manual labor, many of these jobs involve technical or advanced education.
THE COMMUNITY CONTINUES TO EXPERIENCE JOB LOSSES.
From 2003 to 2015, the BEN communities lost over half of its total jobs dues to the closure of the UPMC Hospital. Jobs lost in the administration and support sector, the manufacturing sector, and the health care sector represented approximately 56 percent of the number of primary jobs in 2003 (4,713 jobs) –meaning a large number of area people held more than one job. This has also affected how many residents both live and work in their neighborhood. From 2002 to 2015, the share of residents both living and working in the Study Area and in the PMA declined by 3.7 and 5.4 points, respectively.
HIGHER PAID JOBS ARE IN OTHER PLACES OR ARE NOT MATCHED TO RESIDENTS’ QUALIFICATIONS.
Still, the health care sector experienced the most employment growth in the 20-minute PMA, Allegheny County, and the Pittsburgh MSA (in contrast to the Study Area). Through 2028, the health care and social assistance sector is expected to remain the top industry by new job creation within the County, adding 16,410 new, relatively mid-wage jobs (average annual earnings of $55,080).
PROVIDING PUBLIC SERVICES IS A COMPLEX ENDEAVOR FOR THE BEN COMMUNITIES.
Public service needs are met through a complex network of shared agreements+assets. The municipalities cooperate with direct arrangements and through entities like Council of Government (COG) organizations. While each community has unique needs and processes, all three have shared categories of public safety, roads, public space maintenance, etc.
There are many organizations and institutions that serve BEN. Most do not serve a single community, but instead serve all three BEN communities or even the Mon Valley or region. Many of these organizations serve needs or fill gaps within the community.
There is a tight-knit, ecosystem of community service providers that fill municipal gaps. Residents of the three communities draw upon shared service providers. There is no formal central coordination of services. There may be gaps that are not known and the gaps may change as the population changes.
THE BEN COMMUNITIES HAVE A SHARED FUTURE.
The BEN municipalities depend on common resources. Municipal services are closely tied to its tax base, which is closely tied to real estate and economic development. Real estate and economic development systems are interrelated and do not stop at municipal boundaries.
A young girl selects a bike at the Red Lantern Bike Shop in Braddock, Pa
Source: Pete Marovich, Lenscratch, NOV 2016
Historical Context
Our past informs our future and we learn from major events and milestones in the BEN communities’ rich history.
Strategic Importance to a Nation
Local settlement and conflicts served as a proxy war of the European empires. The native population began to cede territory to the settlers.
1742
John Fraser establishes first permanent English settlement west of the Alleghenies at the mouth of Turtle Creek on land purchased from Queen Aliquippa of the Lenape people.
1750 - 1754
French declare control of region, construct Fort Duquesne at the confluence of the Monongahela and Allegheny and other forts throughout the area.
1755
British General Edward Braddock leads Braddock Expedition to seize control of Fort Duquesne. Battle of the Monongahela takes place in Braddock, kicking off the French and Indian War.
1758
British General Forbes seizes Fort Duquesne, establishing British control of the region. Braddock’s path with later was translated into area roads. www.legendsofamerica.com/braddocks-road/
The Westinghouse factory was one of the largest in the world. www.loc.gov/collections/films-of-westinghouse-works-1904/articles-and-essays/ the-westinghouse-world/the-westinghouse-electric-and-manufacturing-company/
Strategic Birthplace of Industry
The area was well-positioned as a producer of coal, iron, and steel. It was downstream and downhill of the coal-rich Monongahela River valley.
1835
First coal mine near 6th St.
1850
Barrel factory in Braddock creates products from lumber.
1852
Pennsylvania Railroad connects Pittsburgh and Philadelphia, replacing the canal.
1873
Andrew Carnegie builds Edgar Thomson Steel Works, in part to supply the burgeoning railroads with high quality rails.
1889
First Carnegie Library is constructed in Braddock by William Halsey Wood
Late 1800’s
Immigrant labor powers industry and books like Thomas Bell’s Out of This Furnace (1941), set in Braddock, describe the immigrant experience
Supplying the World
The area became a dominant force in building the infrastructure of the United States and around the world.
1873
Andrew Carnegie builds Edgar Thompson Steel Works, in part to supply the burgeoning railroads with high quality rails. One of the first steel plants to use Bessemer Process.
1880
Edgar Thompson Steel Works fires up first blast furnace.
1889
Andrew Carnegie builds first library in Braddock, pioneering a new type of philanthropy.
1893
Westinghouse Electric opens factory in East Pittsburgh
1920
KDKA pioneers radio transmission from the Westinghouse Laboratory.
1928
First demonstration of “television” technology at Westinghouse Laboratory.
Steel industry scales back as demand changes and the nation pushes for industrial decentralization and greater automation. The foundation of the community’s prosperity begins to crumble.
2010
UPMC Braddock Hospital closes, affecting over 650 employees
2018
ACHD fines US Steel over $1M for going above allowable air pollution levels
2020
RIDC occupancy is at 95%
US Steel announces $1B investment in Mon Valley Works, including a plant upgrade for a continuous rolling mill for Edgar Thomson.
Planning Process
Through the planning process, the BEN communities have distilled their concerns to make clear and data-informed decisions.
At a series of community meetings, community members, stakeholders, and experts exchanged information and cocreated the course of the future.
The full description of the process and results can be found in phase reports on the official plan page: www.BENCompPlan.org/planning-process 1 2 3 4
PHASES
community vision+values
MAR - OCT 2019
OCT - MAR 2020
the development principles, policies, and performance metrics that enable the change we would like to see
a set of shared issues and values for the future and identified how each Municipality can leverage each other’s assets community investments
MAR - JAN 2021
projects in the community that are implementable and help us meet our performance targets. community plan launch
JAN - MAY 2021
a framework for action that comprehensively and succinctly reflect the city’s vision community actions
Engagement Strategy
We believe that inclusive engagement yields inclusive implementation. During this process, particular attention to issues of equity and inclusion were considered both in the engagement activities and in the plan itself.
Communities must be uniquely adapted to their social, economic and environmental circumstances which contributes to the overall culture and identity. There are also core tenets that are shared amongst strong communities that are foundational to effectively manage change in any circumstance. This includes clear decision-making mechanisms, organizational learning, legal structure, and financial resources which also builds a sense of identity.
A Comprehensive Planning process allows for many community actors to work closely together on the future of their communities while also developing these core tenets together. This strategy is expected to continue even into the implementation of the plan elements.
Community Conversations
This three-part planning process is the community’s opportunity to shape municipal priorities for the future. The purpose of each community conversation is to introduce the project, share what progress has been made about the three communities, and gain input on strategies moving forward.
INTERVIEWS AND FOCUS GROUPS
62 community participants
Interviews and Focus groups were held with leadership and key stakeholders from each borough. This group represented regulatory agencies, major land actors and owners who have interests in what goes on in any of the BEN communities. These meetings gathered the existing initiatives happening in the community and developed the greater set of shared values for all three communities. Topics discussed included parks, transportation, family and youth, businesses, economic development, social services, and housing.
ACTION PLAN WORKSHOPS
47 community participants
Teams of local and regional stakeholders and content experts were convened to think about an action strategy that take into account the vision and values established by the community in phase one. These meetings were split over two days and two locations. Workshop participants built a shared understanding of the possibilities for community revitalization in the short- and long-term. These workshops were grouped by five action areas, including housing, economic vitality, resilient systems, lifelong learning, and main street and mobility.
MUNICIPAL COUNCIL UPDATES
28 BEN elected officials
~50 community participants
The continued involvement of local elected officials was critical to ensure understanding as the plan proceeds from issues, to ideas, to action. Representatives from each community in BEN shared regular updates with the Council about the Comprehensive Plan process. There was also a workshop with local municipal officials to present initial real estate analysis and broker and developer interview findings, suggest potential redevelopment opportunities, prospective public/private partnerships and possible funding structures.
PUBLIC MEETING
143 community participants across three meetings
We had three large community events, as advertised public meetings, two of which were held in person and one which was held virtually. Each borough hosted a meeting and the attendees included residents, business owners, nonprofits, elected officials, and local and state agency representatives. The feedback helped the team understand community priorities and the physical character of the neighborhoods.
Resources are available!
Social media posts can be found at: FACEBOOK.COM/BENCOMPPLAN
A Storymap helped people connect to the final plan and can be found at: BENCOMPPLAN.ORG/PLANNINGPROCESS/PHASE-03-PROJECTS
The comprehensive plan will be available for the next few years at: WWW.BENCOMPPLAN.ORG
Chapter 2 Vision for the Future
HOW TO READ THIS MAP
Strategic Planning Areas: Identified in this plan as potential future areas of economic growth, redevelopment, and/or community planning efforts
On-Street Bus Rapid Transit Route (BRT): Proposed routes for transit improvements that extend the reach of high frequency and high speed service from the Port Authority of Allegheny County (PAAC) Busway into the BEN communities
Mainstreet Improvement: Top priority streets for public realm improvements that serve as the community backbone for public transit service, truck traffic, cyclist and pedestrian needs.
Streetscape Improvement: Secondary streets for public realm improvements that serve as neighborhood circulation for primarily cyclists, and pedestrians.
Trailhead: a developed site that is designed to mark the entrance of a park or trail that provides amenities to trail users including signage, information kiosks, bike raks, street furniture, public art, or landscaping
THIS CHAPTER INCLUDES THE FOLLOWING
LAND USE MAP
Credit: Consultant Team
PROPOSAL
5 - Minute Walk from BRT Stop
10 - Minute Walk from BRT Stop
Proposed Parks
Strategic Planning Areas
Trailhead
BRT Route - Proposed
BRT Route - Existing
Proposed Trail
Mainstreet Improvement
Streetscape Improvement
BASE LAYERS
Community Facilities
Rivers and Streams
Municipal Parks
Municipal Blocks
Municipal Boundary
Introducing the BEN Tri-Boro
The BEN Tri-Boro is collaborative formed by Braddock, East Pittsburgh, and North Braddock boroughs to put together a community plan that focuses on revitalization and reinvestment in the communities, business districts and neighborhoods.
The Boroughs have committed to working together to make significant and sustainable change, working together as an interdependent market that can compete regionally. The Boroughs must act strategically to attract residents, businesses, and visitors to make change. This often begins with improvement of community perception, shifted through shortterm catalytic projects.
Neighborhoods have many people taking action to improve their community. To accomplish bigger things, we need ways to effectively to work together. By developing community capacity, we can take on larger and more complex projects. Comprehensive Plans needs to have expanding ripples of influence!
CORE TEAM ROLE
• REPRESENTS and reports to Municipality
• VISIONING creates/reaffirms project goals + connects efforts to future
• COMMUNICATIONS sets the table for project team and stakeholders
• PARTICIPATES in municipal meetings, action team meetings and public forum meetings as project stewards, and meeting conveners
ACTION TEAM ROLE
• REPRESENTS special interest groups and specialized local knowledge
• VISIONING aligns project goals with represented mission+future
• COMMUNICATIONS informs and invites constituents to project events
• PARTICIPATES in action team meetings and public forum meetings as project stewards and implementers
EXISTING CONDITIONS AND CONTEXT
Establish guiding principles and priorities
PHASE
Identify projects that support community goals
PHASE
CREATING THE PLAN
Identify people, policies, and processes that will help us meet our goals
PHASE 04 JAN 2021 LAUNCH TO ACTION!
Celebrate the plan and launch our efforts
NORTH BRADDOCK
BRADDOCK
Here are just a few of the collaborative efforts that have already taken place...
The Braddock’s Battle History Center
As we move forward in developing our communities, it is important to remember how we came to be here and the history behind our communities. We are proud of our legacy in industry and innovation that enable the melting pot of culture and diversity that we see today. The Braddock’s Battlefield History Center commemorates our shared history in the Mon Valley that has shaped our present day locally and nationally.
Braddock Library Renovation
Braddock Carnegie Library has remained a cornerstone of the BEN communities, as a center for educational and career development and services. By investing in the renovation of this facility, 50% more of the building will be usable and accessible.
RIDC is a strong partner for all of the communities in the Mon Valley, and have done extensive work introducing new employers and workforce development facilities in their Keystone Commons site. Career development programs and facilities can be housed at the southern end of the complex.
Credit: Nate Smallwood, Tribune Review, MAY 2019
Braddock East Pittsburgh North Braddock
Community Vision & Values
Our BEN communities will be thriving, safe, and accessible through our welcoming PLACES, our strengthened municipal PERFORMANCE, and our diverse PARTNERSHIPS.
What We Must Accomplish
As we move into the future, it is important that our decisions and actions embody our values.
To address our needs across municipalities
To prioritize mobility as an economic driver.
To protect public and ecological health
To advance triple bottom line manufacturing
To support the next generation of change makers
To center equitable redevelopment
To cultivate community wealth
Address Our Needs Across Municipalities
In order to have a greater presence, equity and power to reach our goals, we have to have a unified voice that can amplify our narrative, and share knowledge.
Why is this important?
Many times, communities with similar issues find themselves competing for the same resources, while also sharing resources in order to provide adequate municipal services. All three municipalities are interested in multi-municipal collaborative agreements and have worked together in this group and outside this group, to varying degrees of success.
Examples of inter-municipal cooperation include the existing regionalized police, fire, and school district, with the potential for a multi-municipal contract sharing program.
Prioritize Mobility As An Economic Driver
As we move into the future of transit, it will become increasingly important to better connect residents to the regions current economic and employment centers.
Protect Public And Ecological Health
As the public has become more aware of how environmental conditions affect human health and quality of life, there is a growing desire to ensure that the BEN communities are not environmentally burdened.
Why is this important?
Public transit is a basic need for many in the BEN communities. Improvements to bus routes that connect to the the busway allow the community to tap into economic activity in adjacent communities (Wilkinsburg, West Mifflin, Rankin, Homestead). The discussion of service quality should be nested in the greater discussion about future development potential and
overall economic development. It is important to link transportation and land use. Local and regional attractions in the municipalities and nearby, include the Carrie Furnace and other historic sites as well as emerging hospitality businesses. Coordination across communities would help leverage planning and construction dollars for visionary transit futures.
Why is this important?
New development must be strongly tied to creating more efficient and sustainable infrastructure; particularly around water and mobility. The future of the economy should be committed to cultivating a cohort of sustainable industry and manufacturing. Air quality is a major factor in achieving this goal, and the community has explicitly called for more tracking and monitoring to better manage their environment for health.
Effects on environmental and human health have long been a concern within the community. Being that BEN is in environmental justice zone, outreach efforts by industrial neighbors should more closely address concerns residents have about environmental impacts.
Advance Triple Bottom Line Manufacturing
It will be important to articulate the types of companies that the community would like to actively advocate for and attract into the neighborhood.
Support The Next Generation Of Change Makers
In addition to municipal leadership, many local organizations have established themselves within the BEN communities and are regarded as a trusted community source.
Why is this important?
Much of the existing urban fabric is remnants of a strong industrial legacy, with griddedwalkable streets.
Manufacturing is changing and needs a well educated and technically skilled workforce. In return, people expect more from companies, including a beneficial relationship with their community.
The history of manufacturing and industry is still strong and the skills and work ethic are still part of the spirit of the BEN communities. People are excited to be a part of economically, ecologically, and socially innovative enterprises that offer opportunities for growth.
Uncertainty in economic projections could swing positively with the redevelopment of fallow sites or negatively with the continued loss of existing employers. Existing regional employers at Edgar Thompson and RIDC site bring huge amounts of capital and resources into the communities, but not often in ways that the municipalities can mobilize on.
Why is this important?
There is a strong desire to come together to solve common problems. Individuals and organizations are partnering with the municipality to strengthen the patchwork of social services that help community members meet basic needs and grow.
The BEN communities hinge success on their ability to break silos and work together. By building a tribe within the municipalities, this part of the region will have greater presence and influence throughout the County.
All three communities agree that this means prioritizing the development of young people as well. By providing them opportunities to stay, the community can retain people who are invested in and continue the legacy of the community.
Center Equitable Redevelopment
Everyone can contribute to and experience shared benefits from making the BEN communities a better place.
Cultivate Community Wealth
Intentional programming enables existing resident to fully participate in long-term, stable economic opportunities through living wage jobs, entrepreneurial support or community investment support.
Why is this important?
The BEN communities have experienced disinvestment and loss of physical fabric and infrastructure due to aged and deteriorating buildings. The current lack of resources requires an incremental approach to ensure access to economic opportunity is protected.
Although new development and investment is critical to allow for economic growth in the BEN communities, the pursuit of those private investments
should be balanced with intentional construction of public spaces. Much of the conversation around public placemaking relates to more neighbors, more participation in public life and more places to convene and assemble. Being conscious about the character and capability of the available public space in a given community is important for the continuation of neighborhood culture.
Why is this important?
The community has prioritized good jobs and stable incomes. Education and training can give people more options to make a living wage and create stable households. Connecting people directly to industries and jobs in the BEN communities can multiply people’s opportunities.
Community members want to be able to invest in and benefit from their shared development future. In other communities, low property values enable residents to own property and invest in renovation / construction with sweat equity. This could be an opportunity for BEN residents, but they will need support to successfully navigate unfamiliar processes.
Community Action
Action Areas help us make things happen by grouping our “to do” list into manageable strategies. Each area has a goal that the community hopes to achieve in the next ten years.
MAINSTREET & MOBILITY
IN THE FUTURE BEN will be a destination center of makers that connects residents and visitors to “home-grown” entertainment, products and services!
RESILIENT SYSTEMS
IN THE FUTURE BEN will be a steward of the environment where all people are equally protected from health hazards and can participate in shaping our ecological future!
Community Goals
Mobility describes how we move between places, and having choices like walking, driving, or taking public transit are important factors that support a diverse community.
CREATE A SUPPORTIVE MARKET ENVIRONMENT THAT PROVIDES BUSINESSES WITH THE RESOURCES, NETWORKS AND CUSTOMER BASE THAT ALLOWS BUSINESSES TO THRIVE
DEVELOP PLACEMAKING OPPORTUNITIES THAT ENHANCE THE OVERALL EXPERIENCE OF THE STREET AND ENABLE GREATER USE
Community Goals
Communities thrive when their citizens have access to high quality systems that convey basic services like water, food, energy, green-space, and mobility.
DEVELOP AND MAINTAIN INFRASTRUCTURE TO ENHANCE THE OVERALL QUALITY OF PUBLIC SPACES AND UTILITIES LIKE PARKS, PUBLIC RIGHT OF WAYS, STREET TREES, AND PUBLICLY OWNED BUILDINGS
ENABLE GREATER ACCESS TO FOOD THAT IS HEALTHY, ACCESSIBLE AND AFFORDABLE
ARTICULATE A DISTINCT IDENTITY THAT CLEARLY COMMUNICATES HOW OUR MAINSTREET IS SET APART FROM OTHERS REGIONALLY
ENHANCE ORGANIZATIONAL CAPACITY TO COORDINATE EFFORTS ACROSS BUSINESS STAKEHOLDERS AND LEVERAGE THEIR EFFORTS TOWARDS LARGER INITIATIVES
REINFORCE CORE COMMUNITY SUPPORT SERVICES THAT ARE ABLE TO MEET THEIR MOST BASIC NEEDS, SUCH AS FOOD, HEALTH, OR CHILDCARE
PROTECT AIR AND SOIL QUALITY FROM SIDE EFFECTS OF DEVELOPMENT SUCH AS POLLUTION WITH GREATER MEASURES FOR COMPLIANCE
ENCOURAGE SUSTAINABLE REDEVELOPMENT OF ANY RENOVATED OR NEWLY CONSTRUCTED BUILDINGS TO IMPROVE HEALTH OUTCOMES AND MINIMIZE ENERGY AND WATER UTILITY BILLS
IMPROVE PUBLIC SERVICE DELIVERY OF ALL MUNICIPALLY MANAGED OR CONTRACTED OPERATIONS SUCH AS CODE ENFORCEMENT, WATER AND SEWAGE UTILITIES, AND PERMITTING
Credit: Google Maps
Credit: Consultant Team
HOUSING STRATEGY
IN THE FUTURE BEN will ensure that every citizen can live in a safe healthy and affordable home regardless of their socioeconomic status through thoughtful stewardship and cultivation of our assets!
ECONOMIC VITALITY
IN THE FUTURE BEN will be a regional economic hub that ushers in a new era in industry and supports rich and diverse partnerships!
Quality housing has effects on social cohesion, and the quality of service and maintenance municipalities are able to provide such as schools, roads, parks, etc.
REHABILITATE VACANT PROPERTIES TO CURB THE GROWTH OF BLIGHTED BUILDING THAT NEED TO BE DEMOLISHED AND SHIFT THEM BACK INTO A PRODUCTIVE USE
ENABLE GREATER HOUSING QUALITY THAT MOVES THE COMMUNITY FROM A PLACE OF CONVENIENCE TO A PLACE OF CHOICE
Community Goals
Communities with high economic vitality offer a variety of employment opportunities and encourage entrepreneurship.
DEVELOP PROPERTY INTO PRODUCTIVE USE TO ALLOW MORE PEOPLE OPPORTUNITIES TO OWN IN PROPERTY AND FOR TAX GENERATION
INCREASE LOCAL OWNERSHIP OF BUSINESSES AND PROPERTY WITH SUPPORT AND ACCESSIBLE FINANCIAL TOOLS
Community Goals
Education plays a pivotal role in all aspects of personal well being and a thriving community, including economic stability, civic action, and community cohesion.
ENCOURAGE MENTORSHIP TO ENHANCE ACADEMIC PERFORMANCE AND TO PREPARE RESIDENTS WITH NEW SKILLS
SUPPORT WORKFORCE DEVELOPMENT WHERE PROGRAMS THAT TRANSITION RESIDENTS INTO THE WORKFORCE AND ENTREPRENEURSHIP HAVE GREATER NEIGHBORHOOD PRESENCE
ENABLE GREATER HOUSING DIVERSITY TO ENABLE HOUSEHOLDS WITH DIVERSE HOUSING NEEDS TO BE ABLE TO FIND A SUITABLE PLACE IN THE COMMUNITY
MAINTAIN AFFORDABILITY AT ALL INCOME LEVELS TO MAKE SURE THAT AS THE COMMUNITY IMPROVES, LONG TERM RESIDENTS CAN MAINTAIN ECONOMICALLY VIABLE HOUSING OPTIONS
PROMOTE SOCIAL COHESION AMONG NEIGHBORS TO BE ABLE TO ACT TOGETHER
BUILD ORGANIZATIONAL CAPACITY AT THE MUNICIPAL LEVEL TO STREAMLINE ADMINISTRATIVE PROCESSES
SUPPORT BUSINESS ENTREPRENEURSHIP THAT CAN COORDINATE SUPPORT FOR BUSINESSES FROM START UP TO SUCCESSION PLAN
CONNECT TO REGIONAL MARKETS THAT HAVE CAN PROVIDE EMPLOYMENT OPPORTUNITIES FOR RESIDENTS
DEVELOP LOCAL WORKFORCE TO BE ABLE TO PARTICIPATE IN INDUSTRY GROWTH AND EVOLUTION
BRIDGE THE DIGITAL DIVIDE TO ALLOW EVERY RESIDENT THE OPPORTUNITY TO LEARN AND USE THE INTERNET
ENSURE EQUITABLE OUTCOMES BY PROVIDING STUDENTS WITH NEW PROGRAMS AND FACILITIES IN THE NEIGHBORHOOD
SUPPORT SCHOOL DISTRICT PARTNERSHIPS BY COORDINATING OPPORTUNITIES FOR SHARED SPACE AND PROGRAMS
Credit: Consultant Team
Community Investment
Here is an inventory of catalytic projects that will propel our communities toward the future we would like to see. Each project can include any combination of:
• Infrastructure Improvements
• Public or Private Development
• Programs or Institution Building
Braddock
RIVERFRONT DEVELOPMENT
Referenced on Page 98
INDUSTRIAL INNOVATION CAMPUS
Referenced on Page 100
BRADDOCK AVENUE COMMERCIAL CORRIDOR
Referenced on Page 102
BRADDOCK RESIDENTIAL FLATS
Referenced on Page 104
East Pittsburgh
KEYSTONE COMMONS SOUTH DEVELOPMENT
Referenced on Page 112
ELECTRIC AVENUE COMMERCIAL CORRIDOR
Referenced on Page 116
BESSEMER AVENUE COMMERCIAL CORRIDOR
Referenced on Page 118
EAST PITTSBURGH RESIDENTIAL HILLTOPS
Referenced on Page 120
North Braddock
NORTH BRADDOCK GREENWAYS
Referenced on Page 128
NORTH BRADDOCK RESIDENTIAL HILLSIDES
Referenced on Page 132
6TH AND HAWKINS DEVELOPMENT AREA
Referenced on Page 134
JONES-LIBRARY CAMPUS
Referenced on Page 136
BRINTON-LOCUST AVENUE COMMERCIAL DEVELOPMENT
Referenced on Page 138
BRADDOCK AVENUE COMMERCIAL CORRIDOR
Referenced on Page 102
Infrastructure investment could invite a cluster of main street businesses and create a destination for all three BEN communities.
RIVERFRONT DEVELOPMENT
Referenced on Page 94
New Riverfront Development along the Monongahela can better connect with intentional investment in new riverside parks, and streetscape improvements.
NORTH BRADDOCK RESIDENTIAL HILLSIDES
Referenced on Page 132
Investment around the gateways and hillsides would better connect to retail and transit in neighboring communities and increase visibility of the entire area.
ELECTRIC AVENUE COMMERCIAL CORRIDOR
Referenced on Page 116
This area is advantaged by its proximity to Keystone Commons and could become a local and regional center for career development programs and facilities.
and convenient access to the restorative benefits of nature for residents and visitors of the BEN communities.
EAST PITTSBURGH RESIDENTIAL
Referenced on Page 120
East Pittsburgh’s strong residential community is supported by infrastructure and maintenance programs for properties along the bluff.
TRI-BORO ACTION AREAS
The BEN communities need to organize around shared action items to meet their ambitious goals. The following pages outline the strategies that were prioritized through community conversations with citizens and subject experts. The Action Areas are a playbook to guide and align the efforts of BEN stakeholders as they work towards a shared vision.
Mainstreet & Mobility
Resilient Systems
Housing Strategy
Economic Vitality
Lifelong Learning
Chapter 1
Mainstreet & Mobility
VISION
BEN will be a destination center of makers that connect residents and visitors to “home-grown” entertainment, products and services.
The BEN communities were built when “main street” was the place to find goods and services. Changing demographics and retail services over the years has resulted in the loss of commercial vibrancy and sense of place. Mobility describes how we move between places, and having choices like walking, driving, or taking public transit are important factors that support a diverse community. Today, people want to be able to live, work, and play in their community, and main street is once again becoming active with new businesses and events.
GOALS
Create A Supportive Market Environment
Develop Destinations and Community Serving Places
Articulate a Unique but Shared Identity
Enhance Organizational Capacity
Cultivate A Diversity of Enterprises and Services
ACTION AREA PLAN
Credit: Consultant Team
PROPOSAL
5 - Minute Walk from BRT Stop
10 - Minute Walk from BRT Stop
Proposed Parks
Strategic Planning Areas
Trailhead
BRT Route - Proposed
BRT Route - Existing
Proposed Trail
Mainstreet Improvement
Streetscape Improvement
BASE LAYERS
Community Facilities
Rivers and Streams
Municipal Parks
Municipal Blocks
Municipal Boundary
MAINSTREET & MOBILITY
EXISTING CONDITIONS
HISTORICALLY BRADDOCK’S COMMERCIAL DISTRICT SERVED ALL THREE BEN COMMUNITIES.
Today a fraction of businesses remain on main street but new ones are opening, including restaurants, breweries, co working spaces, artists spaces, offices, and other businesses. It is encouraging that many are small businesses and start-ups.
MANY OF THE NEW BUSINESSES ATTRACT EMPLOYEES AND CUSTOMERS REGIONALLY.
Attracting local and regional customers is important for businesses to thrive. Some of the new businesses are employing local residents and many say they would like to increase the number of BEN residents that they employ. There is no strong network connecting businesses to residents for employment and no strong connections for businessto-business services (like connecting catering or restaurants with offices).
HILLY TOPOGRAPHY MAKES WALKING A CHALLENGE .
Steep and narrow roads challenge pedestrians who travel to commercial areas by foot. In addition, there are few public transit connections between the municipalities. The connection of Braddock to North Braddock has been trimmed as poor quality bridges are removed. Sidewalks and vehicular connections need to be intentionally created and maintained to minimize isolation and separation.
PORT AUTHORITY’S EAST BUSWAY CONNECTS BEN COMMUNITIES TO MAJOR EMPLOYMENT CENTERS IN UNDER 20 MINUTES.
However, it can take an additional 20 minutes or more to get from the Swissvale station to homes and businesses. The East Busway will have major infrastructure improvements in the coming years with public investment and private development. A few studies are examining how Braddock could become a node on a high frequency bus rapid transit (BRT) network.
ROUTE
30 AND REGIONAL COMMERCIAL CENTERS ARE EASILY ACCESSIBLE BY CAR.
Residents of BEN are within a 20-minute drive to the university and medical hubs in Oakland, the Monroeville Mall and the Jefferson Hospital. Some businesses have located in East Pittsburgh because it is directly adjacent to the highway, and is equidistant to key industrial and institutional partners in the downtown area and out to Butler County.
TRANSIT-ORIENTED
DEVELOPMENT CAN ACCOMMODATE BUSINESSES AND RESIDENCES THAT SERVE ALL INCOMES.
Equitable transit-oriented development (eTOD) is being considered in Wilkinsburg and other nearby communities on the East Busway. Equitable Transit-Oriented Development ensures that all residents, and in particular, low-income communities and communities of color can benefit from walkable and transit rich communities.
“Well maintained streets and buildings”
“More trash cans & cleaner streets”
“New and expanded businesses”
“Greater access to transportation”
“EXPAND THE EAST BUSWAY!”
“The shuttle bus that goes through BEN but wish it was more often”
“Water taxis”
Resident Ideas To Improve Mainstreet & Mobility From November 2019 Community Meeting
Credit: Google Maps
Source: Port Authority Of Allegheny County (PAAC)- 2019
16,589 ALL ROUTES THROUGH BEN
FUTURE BRT* (61A+61B)
EAST
BUSWAY (P3)
2017 Leakage/Surplus Factor
9,289
2,821
AVERAGE WEEKDAY RIDERS
AVERAGE WEEKDAY RIDERS
AVERAGE WEEKDAY RIDERS
MAINSTREET & MOBILITY
GOAL 01
Create A Supportive Market Environment
A supportive market environment helps businesses connect with other businesses, with their customers, and with the support services they need to perform at their peak.
GOAL 02
Develop Destinations and Community Serving Places
Unique and well designed places with ample transit access attract people to local businesses and become part of the community identity.
GOAL 03
Articulate a Unique but Shared Identity
Cultivate a common BEN identity that unites each distinct commercial area with a shared graphic identity and wayfinding system.
GOAL 04
Enhance Organizational Capacity
Main street can be a place for growing and established businesses to find support, whether through a chamber of commerce or other programs that help businesses thrive.
GOAL 05
Cultivate A Diversity of Enterprises and Services
Main streets need a variety of enterprises to support the community with jobs and services, from regionally attractive businesses to local organizations.
BUSINESS SUPPORT AND MENTORSHIP
AN EMERGING LOCAL CHAMBER OF COMMERCE
EASY-TO-ACCESS SMALL BUSINESS FINANCING
COMMERCIAL REAL ESTATE MATCHMAKING PROGRAM
MAIN STREET AND CORRIDORS TO THE RIVERFRONT
EASY-TO-USE PUBLIC TRANSIT
WAYFINDING & SIGNAGE
COMMUNITY SERVICES ON OUR MAIN STREET
PUBLIC WIFI ZONES
COMPLETE, ADAPTIVE, AND OPEN STREETS PROGRAM
A PLAN FOR CENTRALIZED PARKING
Our Mainstreet & Mobility Future
Braddock Avenue is poised to regain its role as the main street for North Braddock, East Pittsburgh, and communities beyond. Recent investment in large site infill projects and landmark buildings have complemented improvements made by small businesses and they are all served by frequent transit service. Innovative businesses have attracted local, regional, and even national attention and are able to hire people from the community. Local businesses gain advantage through their association with a chamber of commerce and other organizations that bring services and support to local businesses.
Bessemer Avenue functions like a smalltown main street, with a few locally serving businesses meeting community needs like fresh food and health services. The new municipal building and trails, and a park rejuvenation attract people to visit the area and it becomes the heart of the community.
The RIDC buildings open up to new development that bridges the dead zone between the warehouses and the commercial buildings along Electric Avenue. With this investment in buildings and pedestrian infrastructure, commercial activity is visible and is a welcoming gateway to people traveling via transit, car, or by foot.
When Braddock Avenue thrives, the businesses along Jones and 6th Street also do well and the currently vacant properties become more attractive to businesses.
North Braddock’s historic destinations also benefit from their association with a strong main street and they are able to grow to attract people from outside the region to visit nearby local businesses.
Signage to main street and to other destinations is blended into new community gateways that welcome people to North Braddock and the BEN communities.
MAINSTREET & MOBILITY STRATEGIES
BUSINESS SUPPORT AND MENTORSHIP
Businesses thrive when they support each other and can access mentorship. Connect businesses to entrepreneur and economic development programs that pair groups of businesses or individual owner with a mentor — either a seasoned businessperson, or an economic development representative — for easier access to resources and knowledge.
AN EMERGING LOCAL CHAMBER OF COMMERCE
A chamber of commerce is a voluntary partnership of businesses and professionals working together to build a healthy economy and improve the quality of life in a community. As a chamber works to accomplish these goals, it must champion many different functions: economic developer and planner, tourist information center, business spokesperson, economic counselor and teacher, government relations specialist, human resources adviser, and public relations practitioner. Recently business have organized to start a multi-municipal chamber organization that will serve businesses on and off main street and will connect business to BEN and beyond.
EASY-TO-ACCESS SMALL BUSINESS FINANCING
Small-business loans are especially important for young companies or those that carry inventory and there are many existing low interest loan programs accessible to emerging businesses. The BEN communities could help connect businesses to regional and state resources, including, low interest loan programs, the Business Opportunity Fund, and the PA Minority Business Development-Revolving Loan Fund Capitalization Program. A new revolving loan program under the BEN communities can be created with seed money from regional or state economic development funds and philanthropy.
COMMERCIAL REAL ESTATE MATCHMAKING PROGRAM
Businesses need spaces that suit them throughout the many stages of a business life cycle, from seed and development to startup, growth, expansion and maturity. The BEN communities can assist in the creation of and marketing of a variety of spaces that invite entrepreneurs to come and stay.
Startup companies with few employees, as well as individuals working “out of the office” often seek out shared work spaces. Collaborative spaces help expose entrepreneurs to new networks while allowing them to access available services.
For micro-manufacturing, such as a food entrepreneurs or makers, spatial needs could be met through a community kitchen or maker spaces. These small entrepreneurs might also benefit from shared retail spaces or virtual networks that help them sell their product.
Bridging the gap from startup to intermediary spaces looks different for different sized businesses. The BEN communities have larger warehouse and former industrial facilities that might be attractive to companies needing more space. Many of the spaces are ready for occupancy, such as the RIDC properties; others might require clean up or work, making them more difficult to occupy without extensive renovation.
The Enterprise Zone Corporation of Braddock (EZCB) provides financing for businesses in Braddock, North Braddock, Rankin and Swissvale. Go to www.ezcb.org for more information.
MAIN STREET AND CORRIDORS TO THE RIVERFRONT
Braddock Avenue, the main street for the BEN communities, can become a mobility street that stitches together people in the community and future development at the riverfront. Adding amenities for pedestrian crossings, bus shelters, signage, and landscape improvements will slow traffic and encourage more interaction with destinations on both sides of the road.
Streets that connect the mainstreet to the river need to be improved and special attention should be given to those that connect North Braddock to the river, such as 6th Street and 8th/ Jones Streets. Improved gateways at these mainstreet intersections should incorporate public transit improvements with safe, well lit routes into the existing neighborhood as well as into the riverfront area. Bus shelters should contain community information and orient visitors to Braddock’s many assets. Consider the improvements so that they serve the existing community and new development.
EASY-TO-USE PUBLIC TRANSIT
Connectivity and transit choices gives individuals more choices when looking for employment or operating a business. Identify ways to increase use of public transit by advocate for routes that connect people to job centers and services. The Port Authority’s consideration of an extension of on-street Bus Rapid Transit could have major implications for Braddock Avenue as a transit node. Work with Port Authority to understand ridership projections and consider improvements that help people navigate the “last mile” between their home and the bus stop. Safe sidewalks and crossings, shuttles, bike parking, and even parking can help improve the likelihood that someone uses the transit service.
WAYFINDING & SIGNAGE
A wayfinding strategy is a unifying set of markers and gateways that can orient people and create a distinguishable commercial district. Wayfinding might take place throughout the BEN communities, with a similar design language that makes each small community seem part of a greater whole. Working together is essential to be regionally competitive, and it is important that each community feels like they have a stake in main street, even if main street is across municipal boundaries.
For example, a series of signs that promote Braddock Avenue businesses could be placed at key locations within East Pittsburgh and North Braddock, bringing a sense of shared ownership of the regionally serving main street district. Similarly, signage on Braddock Avenue would direct people to institutions, businesses, or other destinations off main street, such as North Braddock’s library, historic sites, and the smaller main street business cluster in East Pittsburgh.
The markers should include vehicle and pedestrian-oriented signs and can direct people to businesses, parking, and can share information about special events or features. As the business district(s) grow more robust, it can include other smaller elements such as signs, banners, and maps. Funding to develop a signage program may be possible through business development grants, the state Department of Transportation (PennDOT), and in some cases, utility companies.
Heritage Community Transportation connects riders from BEN communities to employment, retail, healthcare and PAAC stops in 16 communities, including the Swissvale busway, for only .25 cents per ride. A full map and schedule can be found at www.heritageserves.org/ transportation.html
Photo by Scott Webb from Pexels.com
MAINSTREET & MOBILITY STRATEGIES (CONT.)
COMMUNITY SERVICES ON OUR MAIN STREET
Actively recruit businesses that the community has prioritized as important, such as healthy food stores, drug stores, etc. Seek funds like tax credits that can invite businesses to start or relocate to main street
PUBLIC WIFI ZONES
High quality Internet is essential to conducting business, learning, and connecting to key resources. It is estimated that nearly a 1 in 4 people in Pittsburgh do not have reliable Internet access. To equitably serve their residents and to create a vibrant business district, the BEN communities could each create a public wifi zone centered on their business district or institutional areas. This might attract businesses and customers and helps level the playing field for entrepreneurs, students, and those working remotely. Meta Mesh Wireless Communities could be a partner in these efforts.
COMPLETE, ADAPTIVE, AND OPEN STREETS PROGRAM
Complete streets , adaptive streets , and open streets describe ways that communities can make short-term and long-term improvements that prioritize pedestrian and bike safety, allowing for people to move throughout the community without the burden or cost of owning a car.
Complete streets describe streets that accommodate walking, biking, and driving—all essential for thriving business districts. Improvements should be prioritized around major destinations and connecting routes, such as parks and institutions, businesses and restaurants, and places that serve youth, elders, and people with disabilities. This is especially important on Braddock Avenue and PennDOT has a commitment and the technical knowledge to assist communities with complete streets initiatives.
Adaptive streets describe the temporary prototyping of longer term mobility projects such as intersection reconfigurations, traffic calming, and pedestrian plazas, making it less risky to invest in more expensive changes until the improvement is vetted with the community.
An open streets event is an example of adaptive streets and allows people to re-imagine their streets. Events can feature recreational uses, commercial uses, or can make room for essential services and functions. Open streets and adaptive streets are sometimes called “tactical urbanism” and there are many Online resources available for how to host these activities.
A PLAN FOR CENTRALIZED PARKING
As the business district on Braddock grows, there will be an increased demand for parking. Municipal lots exist behind Braddock Avenue and should be improved to make that an attractive and safe alternative for people looking to visit main street business. Lighting, signage, and trees and landscape can make the area more welcoming and can also decrease runoff and the heat island effect, improving the overall district experience.
Example of a prototyped intersection in South Bend, Indiana. (https://smartgrowthamerica.org/south-bend-in-demonstrationproject-neighborhood-traffic-calming/)
Examples of adaptive and Open Streets in NACTO Streets for Pandemic Response and Recovery Guide (https://nacto.org/wp-content/uploads/2020/05/ NACTO_Streets-for-Pandemic-Response-andRecovery_2020-05-21.pdf
Chapter 2
Resilient Systems
VISION
BEN will be a steward of the environment where all people are equally protected from health hazards and can participate in shaping our ecological future!
Resilient systems describe the infrastructure that conveys basic services like water, food, energy, and green-space. Communities thrive when their citizens have access to high quality and affordable resources, and they can avoid potential shocks and stressors.
GOALS
Reinvest In and Maintain Infrastructure
Connect and Protect Green Space Networks
Work Together to Protect Air and Water Quality
Encourage Sustainable Re-Development
Enable Greater Access to Healthy Food
ACTION AREA PLAN
Credit: Consultant Team
PROPOSAL
5 - Minute Walk from BRT Stop
10 - Minute Walk from BRT Stop
Proposed Parks
Strategic Planning Areas
Trailhead
BRT Route - Proposed
BRT Route - Existing
Proposed Trail
Mainstreet Improvement
Streetscape Improvement
BASE LAYERS
Community Facilities
Rivers and Streams
Municipal Parks
Municipal Blocks
Municipal Boundary
RESILIENT SYSTEMS
EXISTING CONDITIONS
INFRASTRUCTURE MAINTENANCE HAS BEEN DIFFICULT TO FUND.
Much of the infrastructure in the BEN communities was constructed in the late 19th and early 20th centuries and regular maintenance, repair, and replacement has not been possible with very limited municipal budgets.
THE BOROUGHS ARE SERVED BY WATER AND SEWER AUTHORITIES WHO HAVE MADE RELATIVELY RECENT UPGRADES.
The Wilkinsburg-Penn Joint Water Authority (WPJWA) serves all three BEN communities and is the fifth largest water authority in the County. Parts of Braddock are also served by the Braddock Water Authority. The WPJWA’s 2018 Water Quality Report states that the authority has had no significant water quality violations and the water meets lead standards per EPA requirements. However, there may be lead pipes on private property, and lead has been found in a handful of houses tested in Braddock.
THE BEN COMMUNITIES, LIKE OTHER COMMUNITIES ACROSS THE REGION, CONTRIBUTE TO THE REGION’S COMBINED SEWER OVERFLOW PROBLEM.
ALCOSAN’s North Side facility processes wastewater from the sewer system. During heavy rain events, the system cannot handle the quantity of water entering the combined sewer system, and instead results in a Combined Sewer Overflow (CSO), where wastewater overflows into the Monongahela River and Turtle Creek.
THE BEN COMMUNITIES ARE GROWING FOOD, BUT HEALTHY FOODS ARE STILL HARD TO FIND ON MAIN STREET.
Although there are full service and discount grocers nearby, many people rely on convenience stores and dollar stores which typically do not carry fresh produce. BEN communities do have small and large garden plots that serve the communities, ranging from home growers, to community gardens and education programs like those at Gardweeno, to small scale production with Grow Pittsburgh’s Braddock Farm. Recent industries like Robotany have constructed growing facilities in the communities, though they do not provide material for local consumption.
THE BEN COMMUNITIES HILLSIDES, CREEKS, AND RIVERS, CAN BECOME THRIVING PLACES FOR ANIMALS PLANTS, AND PEOPLE.
Many of these spaces are currently unimproved and industrial in character and are without trails or park-like amenities. These are opportunities to provide natural services like stormwater capture, create community amenities, and improve neighborhood networks and outdoor spaces, and connect to regional trail systems and parks.
“New and expanded businesses”
“The shuttle bus that goes through BEN but wish it was more often”
“Water taxis”
Resident Ideas To Improve Resilient Systems From November 2019 Community Meeting
Credit: Consultant Team
SLOPE AND FEMA FLOODPLANE
WATERSHED SLOPE
≤ 1 less steep
≤ 2
≤ 3
≤ 4
≤ 6 most steep
FLOOD ZONES
Floodway: Most risk
Medium risk
Lower risk: .2% annual chance flood hazard
PROTECTED AND UNPROTECTED OPEN SPACE
County registered wooded areas
Protected land
Unprotected land
Other Cemetery
MAJOR AND MINOR SEWER PIPES AND INLETS
BEN Boundaries
Mines & quarries
Heavy manufacturing
Medium manufacturing
Light manufacturing
Industrial land
Vacant land
RESILIENT SYSTEMS EXISTING CONDITIONS (CONT.)
ALL THREE BOROUGHS WERE IDENTIFIED IN THE EPA’S ENVIRONMENTAL JUSTICE INDEX FOR INFRASTRUCTURAL AND SOCIAL VULNERABILITIES.
According to the US Environmental Protection Agency (EPA), environmentally just communities have the same degree of protection for all people from environmental and health hazards and have equal access to the decision-making process, making a healthy environment in which to live, learn, and work.
The Allegheny County Health Department also identified the BEN communities as high priority. Allegheny County’s Environmental Justice Index Indicators include:
• Diesel particulate matter concentration
• Green Space accessibility
• High school Attainment
• Impaired Streams
• Particulate matter 2.5 concentration
• Percent of houses vacant
• Percent of the population below the federal poverty level
• Percent of the population identified as a racial minority
• Rail Road Tracks
• Traffic Density
All three BEN communities were ranked as high need. In fact, the level of exposure that the boroughs experience is unique to the region.
OUR REGION IS HAVING IMPORTANT CONVERSATIONS ABOUT AIR QUALITY. Although air quality has improved since the height of industrial production, Pittsburgh ranks as one of the top 10 most polluted cities with regard to year-round particle pollution (PM 2.5) and Allegheny County ranks in the top 2% nationally for cancer risk from air pollution1. More frequent weather-related inversions concentrate the pollutants at ground level, and the expansion of the fossil fuel industry, and movement of freight, trucks and trains through the municipalities also contribute to poor air quality. The BEN communities have more exposure than most other municipalities in the county. For example, Braddock is one of two communities that has two major rail lines in its borders.
These issues affect community health and the BEN communities were identified as having higher than the national average for lung cancer deaths (2010)2 . In addition, one of the region’s major emitters, US Steel’s Mon Valley Works located within and adjacent to the BEN communities and the Allegheny County Health Department has been in negotiations with US Steel regarding federal attainment of air quality standards and resulting violations. Major plant expansion is slated for the Mon Valley Works that will hopefully improve the emissions.
1 Air Quality Stats - Breathe Project https://breatheproject.org/resources/publichealth/#health-facts
LUNG CANCER: PERCENTAGE ABOVE NATIONAL AVERAGE zero or less
Major sources of pollution factories/ facilities power plants
SOURCE: Allegheny County Health Department
RESILIENT SYSTEMS
GOAL 01
Reinvest In and Maintain Infrastructure
Investment and ongoing maintenance in the aging sewer system would decrease the combined sewer overflows and would benefit the river users in the BEN communities as well as all those downstream.
GOAL 02
Connect and Protect Green Space Networks
The green hillsides and valleys provide valuable natural services, slowing stormwater, absorbing carbon, and cooling the community and can become a trail and park amenity.
GOAL 03
Work Together to Protect Air and Water Quality
The BEN communities are especially challenged by pollution that contaminates the air and water which should be controlled at the source and addressed with building systems that ensure it is safe.
GOAL 04
Encourage Sustainable Re-Development
As former industrial sites are no longer used, care should be taken to remove contaminants and future enterprise that prioritize the common good can help repair the ecology and economy.
GOAL 05
Enable Greater Access to Healthy Food
Although it is easy to drive to a nearby supermarket, providing easy access to healthy foods and education can help build a culture of health and wellness.
Timeline
NETWORKED GREENWAYS & WATER NETWORKS
GREEN INFRASTRUCTURE
EXPAND ACCESS TO CLEAN AIR
ALTERNATIVE FUEL VEHICLES
ALTERNATIVE TRUCK ROUTES
A SHARED NATURAL GAS POSITION
COMMUNITY BENEFITS AGREEMENT WITH LOCAL INDUSTRY
WEATHERIZATION & SOLARIZATION
PARTNER IN SUSTAINABILITY PROJECTS AND RESEARCH
Our Resilient Systems Future
Developing a continuous trail and greenspace along Braddock’s riverfront provides much desired access to the river for fishing and boating, as well as a riverside trail system that can connect people to places throughout the community and can encourage health and fitness activities. The riverfront park can connect with green street connections to main street and to North Braddock’s commercial sites. Park improvements will also help attract business who would like to be near the river.
The relocated East Pittsburgh Borough Building will become a center of activities, including connections to the hillside park and the possibility of a creekside park and future trails next to Turtle Creek. The Bessemer Avenue location is also the crossing point of on-street walking trails that lead to North Braddock’s greenways and eventually to Braddock’s riverfront and new highly efficient solar housing take advantage of East Pittsburgh’s street grid that allows for good southern solar access.
The greenways could improve how people move between different parts of neighborhoods or could become part of a favorite trail loop that connects unique locations. In addition to improving the quality of life for residents, an expanded greenway system could offer unique experiences like a view of downeown, and the possible sighting of a bald eagle in expanded habitat. A greenway network and new trailheads connect solar retrofitted neighborhoods with neighborhoods revitalized with new affordable housing. Valley areas like those near the golf club could become functional green spaces with natural services and park-like amenities.
RESILIENT SYSTEMS
STRATEGIES
NETWORKED GREENWAYS & WATER NETWORKS
The many green hillsides and valleys could be seen as separating the communities but if approached as greenway parks and trails, neighborhoods would feel more connected. The greenways can also become blueways to control stormwater and improve the boroughs’ streams, creeks, and rivers. The preservation of valleys also ensures that development does not occur in potentially flooded areas.
GREEN INFRASTRUCTURE
Green infrastructure can make the riverfront more livable by decreasing the number and severity of Combined Sewer Overflows (CSOs), and improving the quality of BEN’s waterways. The BEN communities should work to reduce stormwater entering the sewer system with green infrastructure like bioswales and rain gardens and by creating larger stormwater capture in the proposed valley park below the golf course. Funding for green infrastructure is currently available through ALCOSAN and can be used to leverage larger greenspace projects.
In addition to green stormwater infrastructure projects, policies can contribute to better water quality. Updated codes can ensure that new development is done to best practices and in some places, such as floodplain areas, proactive municipal floodway management can even qualify property owners for property insurance discounts. Lastly, a municipal monitor for river water quality can help people understand when it is safe to go in the river. An artful visual indicator at the river can signal good water quality and perhaps even record the progress resulting from green stormwater installations.
EXPAND ACCESS TO CLEAN AIR
Decreasing the sources of air pollution and making sure that people have access to living and working spaces that have clean air are ways to ensure the residents of BEN have expanded access to clean air. Municipal collaborations with regional air quality organizations can identify and monitor regional sources of pollution that affect the BEN communities, including manufacturing, rail, and river sources, as well as noncommercial vehicles. Perform air quality monitoring in a variety of locations within the boroughs to establish a robust local baseline.
Given the numbers of people with respiratory conditions in the BEN communities, the inside of homes and businesses offer respite from polluted outdoor air. Indoor air pollutants like mold and mildew need to be eliminated and air filters can help filter outdoor and indoor pollutants. Municipal partnerships with regional nonprofits can help connect residents with educational programming, weatherization, filters, and access to lead/mold/ asbestos abatement programs.
The Clean Air Fund is an Allegheny County Program that uses funds collected from pollution violations to invest in projects that improve air quality. More info: https:// www.alleghenycounty.us/Health-Department/ Resources/About/Board-of-Health/Clean-Air-Fund.aspx
Millvale Air Quality Monitoring Dashboard
Braddock’s current riverfront.
Green infrastructure - rain garden
ALTERNATIVE FUEL VEHICLES
Air quality is greatly affected by the transportation sector and the BEN communities have higher exposure than many others in the county due to railroads, heavy trucks, factories, and river traffic. Support for the electrification of vehicles for private and commercial uses would contribute to decreasing emissions and position the boroughs for electrification.
In the next decade there is likely to be large shifts in the way we travel, and the BEN communities can try to proactively position themselves for public and private investment. Electric vehicle opportunities in BEN include both industry and consumer use. Advocating for electric vehicles at the state level, including supportive policies, incentives, and legislation could help lessen the impact of emissions from industrial vehicles. The BEN communities can ready their infrastructure to consider how to manage the public and private infrastructure for charging by seeking municipal grants to electrify their fleets and for the purchase, installation, maintenance, and operation of EV charging stations.
ALTERNATIVE TRUCK ROUTES
Trucks have a large impact on Braddock’s main street and in other places in the community as industrial traffic travels to regionally serving truck routes just outside of the BEN communities. Alternative routes have been discussed previously and should be reconsidered or the traffic will remain an impediment to main street commercial growth. In addition, bike or pedestrian friendly routes should be designated and prioritized for improvement. Impact studies are recommended for any new industrial development proposal to consider the effects on the road system.
The TRB National Cooperative Highway Research Program’s NCHRP Research Report 943: Design and Access Management Guidelines for Truck Routes: Planning and Design Guide helps transportation agencies establish appropriate methods of choosing truck routes to ensure that the selected roads and streets are suitable for truck travel but do not decrease efficiency by increasing travel distance or crash risks.
RESILIENT SYSTEMS
STRATEGIES (CONT.)
A SHARED NATURAL GAS POSITION
The BEN communities and many others in the region have been in a dialogue with natural gas drillers. Because the impact of natural gas projects extend beyond the immediate site and affect neighboring communities, a project in any one of the BEN communities affects all three. The BEN communities can proactively determine their position through ongoing communications with each other, by engaging the public, by retaining a technical expert to advise as they make decisions, and by proactively crafting the policies that they need to create positive outcomes for their communities.
COMMUNITY BENEFITS AGREEMENT WITH LOCAL INDUSTRY
Consider establishing a Community Benefit Agreement that establishes a mutually beneficial relationship between the community and local industry. These agreements should address projects and programs that might benefit both and look for opportunities to jointly prioritize action, including community priorities for infrastructure improvements, services, employment, training, etc. The agreements help the municipality develop long-term policies and the companies can take augment their corporate sustainability report credentials, something essential for publicly traded companies.
At minimum, the municipalities should ask that large organizations that in the communities develop a strategy for their commitment to community collaboration, including ways to alleviate negative impacts on the communities, identification of opportunities to pursue mutually beneficial projects and programs together, and ways to improve access to jobs, resources, and other industry programs.
WEATHERIZATION & SOLARIZATION
Energy efficiency of homes and businesses is an important step toward resiliency. When a home is insulated and weatherized, lower energy bills decrease the pressure on household budgets and improve the survivability of extreme weather events like heat waves, cold snaps, and even power outtages. The municipalities can partner with energy efficiency organizations to develop an energy efficiency/weatherization program to reduce energy consumption and costs. Neighborhood-scale weatherization programs or programs that target a specific building type can more effectively reach individual households and increase adoption.
Solarization increases the resiliency of a home or business after the energy load has been minimized. On-site energy generation, especially with battery storage, can provide power in emergency situations and can provide an income stream to the owner. There are many different ways to purchase or finance panels and the cost of the technology is decreasing. Partnering with non-profits can help identify potential microgrid technology and opportunities for the municipalities to save money with panels on municipal properties.
Millvale Energy Hub photo by New Sun Rising
photo: breathe project
PARTNER IN SUSTAINABILITY PROJECTS AND RESEARCH
Look for opportunities where redevelopment projects can secure additional funds for energy projects or resiliency. Pitt, Penn State, and Carnegie Mellon often do research projects in sustainability issues like microgrids, mobility, and infrastructure and seek community partners. Be intentional in cultivating relationships with the universities and advocate for community participants to be paid as a contributing member of the research team.
View downstream in the Mon Valley with Pittsburgh in the distance.
Chapter 3
Housing Strategy
VISION
BEN will ensure that every citizen can live in a safe, healthy and affordable home, regardless of socio-economic status, through thoughtful stewardship and cultivation of our housing stock.
Quality housing is the backbone of any thriving community. Our decisions about where we live have huge social and economic implications. It has effects on the viability of local and regional business and industry, social cohesion, and the quality of maintenance and services that municipalities are able to provide such as schools, roads, parks, etc.
GOALS
Rehabilitate Vacant Properties
Enable Greater Housing Quality
Enable Greater Housing Diversity
Maintain Affordability At All Income Levels
Promote Social Cohesion Among Neighbors
ACTION AREA PLAN
Credit: Consultant Team
PROPOSAL
5 - Minute Walk from BRT Stop
10 - Minute Walk from BRT Stop
Proposed Parks
Strategic Planning Areas
Trailhead
BRT Route - Proposed
BRT Route - Existing
Proposed Trail
Mainstreet Improvement
Streetscape Improvement
BASE LAYERS
Community Facilities
Rivers and Streams
Municipal Parks
Municipal Blocks
Municipal Boundary
“For us to succeed, it is important to address: Conditions around vacant land and buildings, Absentee landlords and tenant needs, Having a place that I can afford”
“I want to be able to live somewhere where affordability does not equal living in deplorable, unsafe conditions”
“Energy efficiency improvements are ESSENTIAL as we work to address the climate crisis AND for LOWER UTILITY BILLS!”
“Access to low % home improvement funding/grants/ loans/in-kind”
HOUSING STRATEGY
EXISTING CONDITIONS
THERE IS DEMAND FOR HOUSING IN AREAS SURROUNDING THE BEN COMMUNITIES.
There is currently a net demand for approximately 4,550 residential units in the 20-minute Primary Market Area. By 2028, the projected net demand will be for approximately 4,250 additional residential units. Currently, approximately 72% of workers commute from outside of the Primary Market Area. An estimated 5% of workers around BEN communities would be willing to trade their commute for adequate housing choices.
MANY EXISTING VACANCIES IN THE COMMUNITY IS DUE TO POOR HOUSING CONDITIONS THAT LEGALLY PREVENT OCCUPANCY.
The existing vacancy rate for single family houses in the BEN communities is 24%, and 94% of that vacancy is classified as “other vacant.” This can mean that the owner does not want to sell, the house is being used for storage, the house is being foreclosed, or the house is being renovated. This accounts for 1,427 units in the study area.
Though there is high number of vacant units, there are many people who want affordable housing but cannot qualify for or afford the housing that is available. In addition, many BEN residents do not have access to capital or wages that would qualify them for homeownership, creating a mismatch between the units that are available and the financial capacity of those who need housing.
HOUSEHOLD
SIZE
DOES NOT MATCH AVAILABLE UNIT SIZES.
While the development of studio and one-bedroom units in the study area could help relieve the existing shortage of small housing units, relative to household size and based on interviews with real estate professionals, the greatest demand is for one-, two-, and three-bedroom units (particularly 2-bedroom).
ALLEGHENY COUNTY MARKET VALUE ANALYSIS, 2017
Based on an analysis of market indicators, Reinvestment Fund’s Allegheny County Market Value Analysis identified nine distinct market types in the County (from “Robust” to “Distressed”). According to the report, the residential parcels in Braddock, East Pittsburgh, and North Braddock are identified as either “Transitional” (“F” and “G”) or “Distressed” (“H” and “I”) markets. Many municipalities in the Mon Valley experience a weaker housing market. Distressed areas are defined by values below the median price and, while affordable, these houses often need a great deal of investment and owners are unable to get conventional loans because they do not appraise to their renovated value. Transitional or stable market areas are defined by steady or slightly increasing housing values that are at or above median value. Because the houses can appraise at a higher level, qualified homeowners in stable neighborhoods can often get loans or mortgages that enable them to maintain and renovate their older homes.
photo: Consultant Team
HOUSING STRATEGY
GOALS
GOAL 01
Rehabilitate Vacant Properties
Vacant properties can be renovated or rebuilt with new housing and can restitch the holes in the neighborhood fabric.
GOAL 02
Enable Greater Housing Quality
Create healthy and high performing houses with financial and administrative resources that help homeowners, landlords, and developers.
GOAL 03
Enable
Greater Housing Diversity
Maintain a variety of different housing types—from single family homes to multifamily, from rental to cooperative housing, and from family housing to elder housing—to meet current and future needs.
GOAL 04
Maintain Affordability at all Income Levels
The community welcomes residents of all income levels and is committed to maintaining affordability for all with programs and housing diversity.
GOAL 05
Promote Social Cohesion Among Neighbors
The BEN communities are committed to creating neighborhoods with strong social fabric by working together to increase housing security through education and collaboration.
Timeline
BEN HOUSING AND DEMOLITION STUDY
HOUSING RENOVATION PROGRAM
HISTORIC PRESERVATION PROGRAM
CONTROLLING “HARD-TO-SELL” PROPERTY
LAND BANK OR PACKAGED DEVELOPMENT SITES
BUILDING CODE ENFORCEMENT
ACCESSIBLE ELDER HOUSING
HOUSING AMBASSADORS AND CREATIVE FINANCING TRAINING
CREATIVE OWNERSHIP MODELS
TAX FORGIVENESS AND TANGLED TITLES
RENTERS’ RIGHTS AND BAN THE BOX
HIGH-PERFORMANCE HOUSING
Our Housing Strategy Future
New housing continues to be built in Braddock Flats, sparked by the reinvestment in signature historic buildings and the area near the river regains stability as a residential neighborhood. Along Braddock Avenue, additional multifamily housing brings more people within a five minute walk of the emerging business district, bringing more stores and services to serve the population.
East Pittsburgh’s residences remain fairly stable with existing homeowners reinvesting in their houses and will targeted new infill development. The affordable prices attract first-time homeowners to the community and the community’s reputation for its small-town character brings new people who want to contribute to the culture.
North Braddock adds to its diversity of housing with new multifamily housing, especially on the major roads that have transit. New high-performance houses fill the vacant lots in one of North Braddock’s historically dense neighborhoods, north of Hawkins Avenue. The sun exposure and views from the area make it ideal for low-energy, solar powered homes that are resilient and cost effective to own.
HOUSING STRATEGY STRATEGIES
BEN HOUSING AND DEMOLITION STUDY
Distressed and transitional markets are each defined by their property values, sales data, and “new mover” data. A study that charts these indicators can help the municipalities monitor the transitioning markets and would set a baseline, enable comparison of different communities, and track progress over time. This analysis could also provide information on the types of units that are needed to maintain stability and accommodate growth.
Another critical component a housing study is identifying the housing need of current residents of the BEN communities. This study would also give insights into the regional demand, how to prevent displacement, and would illuminate target rent ranges or sale prices based on the needs. The study would also identify areas where vacancy is expected to increase, where units will be lost to demolition, and where properties maybe aggregated and made more attractive for housing redevelopment.
HOUSING RENOVATION PROGRAM
BEN’s housing stock is older and most units need to update major systems like electrical or heating and be made code compliant, in some cases remedying work that has been deferred for years. Homeowners generally need funds to make improvements, knowledge of how to renovate their homes, or access to contractors, architects, and others who can do work. Partners with nonprofits to connect residents to these services and create a campaign across the three BEN communities to encourage people to take action. The program should include access to additional funds and could involve CBDG funds, philanthropic funds. Or even a forgivable/revolving loan fund that BEN homeowners can borrow and repay at sale.
HISTORIC PRESERVATION PROGRAM
The BEN communities each have a number of architecturally significant structures that contribute to neighborhood character, the cultural heritage, and the experience of the community. The BEN communities should work together to preserve the integrity of these structures, find sympathetic uses and developers, and identify possible funding sources. Architecturally significant structures may include:
• Historically or culturally significant buildings, such as the recently redeveloped Ohringer Building.
• Typologically significant buildings, such as an intact example of a worker home.
• High quality construction, such as buildings that are made of stone or durable materials.
• Q uirky or unique buildings that have unusual details or features.
• Urbanistically important buildings such as buildings on prominent corners or as part of clusters.
• Buildings that contribute to an intact streetscape.
Affordable housing
Affordable housing can be market or rental and can have different levels of affordability, from very low income (30% average median income or AMI) to missing middle housing (at or above average median income). Unfortunately the cost of construction makes it almost impossible to construct new housing that can be rented or sold as affordable without a subsidy like tax credits or other grants.
IMAGE: The Ohringer Building photographed by RJ Ketcham (source: www.ohringerarts.com)
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CONTROLLING “HARD-TO-SELL” PROPERTY
Certain properties may not be attractive investments for private developers or may be historic or otherwise important properties that would benefit from a community developer. Control key properties through a community development corporation and a real estate plan. Improvement of these properties will stabilize areas and can help achieve community goals such as affordable housing, architectural preservation, or the hosting of key services.
LAND BANK OR PACKAGED DEVELOPMENT SITES
Create or participate in a Land Bank program as a strategic approach to blighted properties throughout the city. Land banking is the process of gathering parcels of land for future sale or development. During property disposal, the land bank would not keep any rights to the property. A Land Bank would have the opportunity to gain site control of problem residential properties to end the cycle of vacancy, abandonment, and tax foreclosure. The Land Bank would be guided by a strategy focused on identifying both the best reuse of the blighted property or group of properties as well as the impact on the neighborhood.
BUILDING CODE ENFORCEMENT
Diligence in keeping buildings up to code will protect the safety and wellbeing of BEN residents. While code enforcement requires landlords to improve tenant conditions, other places have found that small landlords sometimes cannot recoup investments in weak real estate markets, leading to unintended consequences such as building abandonment, rising rents, displacement, or sales to predatory investors. The BEN municipalities can track any displacement that may occur due to rising rents or fees on already burdened households. Recommended practices to avoid this include a measured roll-out of the program, access to a revolving fund for renovation, or tax incentives. The municipalities can partner with organizations that assist homeowners to make the required upgrades.
Tools to enforce building codes for absentee landlords also exist at the state level. The Commonwealth of Pennsylvania has recognized the need that cities have for addressing blight and problem properties, and Act 90, the Neighborhood Blight Reclamation and Revitalization Act, empowers municipalities to take legal action against the owners of deteriorating properties and deny municipal permits or licenses in certain circumstances. The act provides for action against property owners whose property is in serious code violation or whose property is determined to be a public nuisance, and allows municipalities to put liens on both their business and personal assets. It also allows for extradition of out-of-state owners.
ACCESSIBLE ELDER HOUSING
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Many people in the BEN communities have been able to age in place but no longer want to care for their homes. Elder housing that is close to transit and services enables senior to live without the burden of a car and facilities can offer a variety of levels of care to age gracefully. Elder housing in the BEN communities should be within close range to bus lines, parks, and essential services, such as on Braddock Avenue in Braddock, near Bessemer Avenue in East Pittsburgh, or on Brinton Avenue in North Braddock.
HOUSING STRATEGY
STRATEGIES (CONT.)
HOUSING AMBASSADORS AND CREATIVE FINANCING TRAINING
BEN residents and organizations have expressed a desire to learn and act to create affordable and high quality housing. Affordability Ambassadors can help BEN residents understand housing processes, from how to buy a home to understanding their rights as renters and can help residents navigate the changing market and prevent displacement. This might include assistance with relocation, educational support for homeowners or renters’ rights, or connection to wealth-building initiatives.
Training on financing for community development and affordable housing would also help solidify a group of people to advocate for housing in the BEN communities. The training might touch on several sources of funding including federal sources such as Community Development Block Grants (CDBGs) available from the federal government, HUD housing grants for new housing, CDC funding for healthy homes and lead abatement, funds from the National Housing Trust Fund (NHTF) for rental and for-sale home construction, funding from the Office of Economic Development for resilience and sustainability projects, and funding available through Community Development Financial Institutions (CDFI). Other sources of regional of philanthropic funding should also be explored.
CREATIVE OWNERSHIP MODELS
Homeownership is one way to build community wealth and to lessen the risk of displacement. In the past, homeownership was not an option for many Americans, especially African Americans, and buying into the housing market today can be very difficult without the generational wealth captured by decades of homeownership. The low cost of housing and the current low interest rates offer a unique opportunity to bring more people into homeownership in the BEN communities, although care will be needed so they do not become burdened with units that are obsolete or overly expensive to maintain. The following are some models that can help achieve this goal. Permanently affordable housing refers to housing that has a deed restriction that requires it to be affordable for the long-term. One means of creating permanently affordable housing is a community land trust (CLT). CLTs are especially important in areas with rising property values, as the deed restriction on the land requires that the property only appreciate a certain amount each year and the land itself is owned by the land trust, thus preventing rapid conversion of affordable units to market rate units.
Cooperatives are another means of shared ownership that allows people to own a home for less money than might be required for a single-family home or a condominium. Cooperatives offer residents memberships or shares of ownership instead of owning their unit, however, increases in the property value accrues to all members, enabling residents to build equity.
First time home-buyer programs should also be encouraged and the community can work with banks to make loans and programs available to a broad swath of the community who has not owned in the past. Down-payments or second mortgages for repairs are often difficult to navigate and require special attention. Creating an onramp with credit counseling for people with poor credit scores is also a way to bring more people into home ownership.
TAX FORGIVENESS AND TANGLED TITLES
Many tax delinquent properties are in a gray zone where ownership is not clearly established due to death of the owner or informal ownership transfer in a family, leaving property titles “tangled” or unable to be transferred to a new owner. Consequently, they cannot be sold and deteriorate without someone who can take action. Land Banks help to clean titles, but the process takes a long time. It is often better to avoid the tangled title condition in the first place. Legal assistance for property owners and a one-time tax forgiveness may make the transfer of property to a responsible owner easier and, although it has a cost for the municipality, it may save money in the end.
RENTERS’ RIGHTS AND BAN THE BOX
To advance housing as a human right and to protect tenants from discrimination or exploitation in the rental market, cities and municipalities can align their laws and enforcement mechanisms establish basic protections, such as a “tenant bill of rights” and the “ban the box” initiative.
A “tenant bill of rights” establishes protections that deal with housing conditions, evictions, rent control, the right to organize, relocation assistance, and more. It can be supported by legal assistance and philanthropic investment and public enforcement. The “ban the box” initiative helps people who were formerly incarcerated find a place to live. Securing housing when one has a criminal record is difficult, if not impossible; 48,000 people entering homeless shelters yearly come directly from prisons or jails. People of color, disproportionately affected by America’s incarceration system, most acutely feel the impacts in the rental market. “Ban the box” legislation typically restricts landlords or employers from inquiring about a job applicant’s criminal background during the application process.
HIGH PERFORMANCE HOUSING
A high performance home is an efficient home that’s built or retrofitted in a way that respects resources, optimizes energy and water use, and will last longer with quality systems. It allows for a reduction in energy, water and waste utility costs over time, or improve air quality. Over the years many sustainable building standards have been created that help us understand how we can create sustainable building, and have informed national building code standards. The BEN communities have expressed a desire for high performance sustainable homes and funding, education, and collaborations with proactive developers can help the community achieve their goals. In addition, the communities can collaborate with area universities, nonprofits, or utilities to track building performance across the entire community and encourage energy saving retrofits and actions.
Chapter 4
Economic Vitality
VISION
BEN will be a regional economic hub that ushers in a new era in industry and supports rich and diverse partnerships!
Economic vitality describes the business environment in a community and how it contributes to a healthy and vibrant community. Economic vitality can be measured in easily accessible data that describes the “formal economy” such as number of existing and new businesses, income, number of new jobs, expenditure surplus, leakage, or diversity of businesses. Economic vitality can also be evaluated by informal economy services and indicators, such as jitneys, unregulated catering, or babysitting. Communities with high economic vitality offer a variety of employment opportunities and encourage entrepreneurship.
GOALS
Develop Local Workforce
Increase Local Ownership & Organizational Capacity
Support Innovation and Entrepreneurship
Connect to Regional Markets
Develop Property into Productive Use
ACTION AREA PLAN
Credit: Consultant Team
PROPOSAL
5 - Minute Walk from BRT Stop
10 - Minute Walk from BRT Stop
Proposed Parks
Strategic Planning Areas
Trailhead
BRT Route - Proposed
BRT Route - Existing
Proposed Trail
Mainstreet Improvement
Streetscape Improvement
BASE LAYERS
Community Facilities
Rivers and Streams
Municipal Parks
Municipal Blocks
Municipal Boundary
“Involve future business owners”
“Support manufacturing & industrial processes that promote renewable energy and clean industry”
COUNTY TRENDS FOR EMPLOYMENT SUGGEST JOB GROWTH IN PROFESSIONAL AND BUSINESS SERVICES, EDUCATION, HEALTH AND SOCIAL SERVICES, AND INFORMATION TECHNOLOGY. These trends can create jobs for a variety of education, skill, and experience levels. However, most require some type of training which may or may not be easily accessible to residents of the BEN communities.
BUSINESSES ARE INTERESTED IN LOCATING IN BEN COMMUNITIES. Keystone Commons (RIDC) in East Pittsburgh is at 95% occupancy. The riverfront in Braddock and the nearby Carrie Furnace site in Rankin are attracting large urban industrial businesses that are leaving the higher priced development in Pittsburgh. These businesses may or may not employ residents, or need access to main street services. Careful consideration should be given to encourage development to connect to or creates community amenities like parks, bike lanes, and a walkable main street.
US STEEL HAS PUBLISHED PLANS TO EXPAND THEIR ROLLING MILL CAPABILITIES.
The company is estimated to spend $1.2 billion on plant upgrades in the next two years. This will create a short term influx of construction jobs that may not benefit residents if they are not already in the needed industries. Very few BEN residents currently work in the mill, nor is there a community benefits agreement in place.
US Steel does not plan for any long term addition of jobs but some functions may move within the Mon Valley Works. Changing logistics patterns and construction may increase traffic in Braddock.
BY 2028 THERE WILL BE A NEW NET DEMAND FOR APPROXIMATELY 386,630 SF OF OFFICE SPACE WITHIN THE PRIMARY MARKET AREA (20-MINUTE DRIVE FROM BEN COMMUNITIES).
This includes 213,790 sf is medical office space, 105,990 sf is professional office space, and 66,850 sf is institutional space. Recently there has been little new construction for small businesses. Instead, small business are renovating old churches and commercial buildings into offices.
Many of the new developments have had some connection with Allegheny County or PA Economic Development. The level of unassisted, market rate development is unknown.
BUS RAPID TRANSIT AT THE PORT AUTHORITY’S EAST BUSWAY CONNECTS BEN COMMUNITIES TO MAJOR EMPLOYMENT CENTERS IN UNDER 20 MINUTES.
However, it can take an additional 20 minutes or more to get from the station to homes and businesses.
The East Busway will have major infrastructure improvements in the coming years with public investment and private development. A few studies are examining how Braddock could become a node on the network.
“Arts and culture facilitators that give patrons access to space for their talents and ambitions”
Ideas To Improve economic vitality From November 2019 Community Meeting
Percent Primary Jobs by Industry, 2015
% Educational Attainment Of Adult Population, 2018
The Study Area refers to the BEN communities
Percentage Change in GDP by Industry (2001-2018)
SOURCE: https://fred.stlouisfed.org/
ECONOMIC VITALITY
GOALS
Develop Local Workforce
As nearby economic hubs in the County continue to grow, there is an opportunity to leverage connections with BEN’s economic assets.
Increase Local Ownership & Organizational Capacity
Financial and administrative resources to not only bring existing homes up to code but push the envelope on high utility performance housing. GOAL 03
Support Innovation and Entrepreneurship
The community will increase its competitiveness, stabilize its economic base, accelerate growth by supporting small businesses and enreprepeurs. GOAL 04
Connect to Regional Markets
As nearby economic hubs in the County continue to grow, there is an opportunity to leverage connections with BEN’s economic assets.
Develop Property into Productive Use
Strengthening the community’s tax base is essential to provide necessary public services and goods such as health, public safety, and educational services
REDEVELOP EXISTING UNDERUSED BUILDINGS
EXPAND DEVELOPMENT INCENTIVES
STREAMLINE THE PERMIT PROCESS
COORDINATED MARKETING
ATTRACT COMMERCIAL AND RETAIL BUSINESSES
SMALL BUSINESS INCUBATOR PROGRAM
CO-LOCATED BUSINESSES
ESTABLISH A TAX INCREMENT
Our Economic Vitality Future
New development in the flats of Braddock and along the river will open additional employment opportunities. Residents would like to know more and be trained to take advantage of opportunities in their community. The Innovation Campus in Braddock is a place where one can go to learn or to work and a tech training center can be one of the main attractors. Shared places, such as community rooms in businesses, institutions like the library, and even restaurants and coffee shops are places where BEN residents can engage in formal and informal learning opportunities.
East Pittsburgh’s entry to RIDC will be open and welcoming and will connect to the transit, community spaces, and training and workforce resources housed along Electric Avenue and in the East Pittsburgh Mall (EPM). The welcoming and familiar environment of the small scale meeting rooms and co working spaces of Electric Ave and EPM are part of an ecosystem of training and education spaces and programs that connect BEN residents to employers inside the RIDC complex.
North Braddock’s most well known educational asset is its historic library that, with renovation, can become a center for 21st century learning. Nearby, the Braddock Battlefield Museum expansion attracts scholars and tourists alike and its programming makes it a center for informal learning for students and adults. Lastly, the administration building for Woodland Hills offers learning programs for the BEN communities and becomes more engaged as a lifelong learning educational anchor.
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ECONOMIC VITALITY
STRATEGIES
REDEVELOP EXISTING UNDERUSED BUILDINGS
Adaptive reuse has the potential to enliven neighborhoods and create interesting, walkable places that attract customers from the region while improving the tax base. Adaptive reuse is encouraged by the federal and state historic preservation tax credits which allow conversion to new and different uses, and flexible rehabilitation standards. Because buildings are being converted into a different use, elements such as floor plans, materials, and entry and exits may change. Adaptive Reuse projects are a great way to activate under-utilized structures throughout the BEN communities while maintaining their historic qualities. We see this in business districts where previously commercial space on the second floor is repurposed for residential use above retail locations.
EXPAND DEVELOPMENT INCENTIVES
2
Development incentives may or may not require a direct financial benefit to a business or private developer. In fact, most developers and businesses would much prefer a certainty of the land-use entitlement and development process than a financial incentive, such as a tax abatement or investment in infrastructure; this is true because project risk is directly and positively related to time and uncertainty. That is, the more time and uncertainty associated with getting a development completed or a business opened, the greater the risk of capital lost.
Consequently, and in recognition that Braddock, East Pittsburgh and North Braddock may be challenged to offer meaningful tax and financial incentives on a consistent basis, each municipality should endeavor to streamline their land-use entitlement and business permitting processes.
NEXT STEPS
• Engage planning and zoning staff (or outside professionals) to evaluate the average length of time it’s taken for developers and businesses to secure requested approvals;
• Compare the entitlement and business permitting process of your communities against those of other, similar sized communities in the Pittsburgh region to determine comparability;
• To the extent that your entitlement and business permitting processes are significantly longer than those of similar sized communities, make the necessary changes to these processes (perhaps, based on the best practices observed in other communities);
• Finally, after streamlining the entitlement and business permitting process, communicate the changes to area developers and business investors/entrepreneurs, such that they recognize this incentive.
STREAMLINE THE PERMIT PROCESS
The time or cost associated with obtaining approval for new construction can inhibit the amount of new development and CAN add significantly to its costs. A streamline permitting process can include a review of current technology/information systems to see if the community wants to invest in new technology to improve operations and interdepartmental communication and cooperation. This will prevent extensive delays in issuance of necessary approvals and entitlements, excessive requirements to obtain variances or special use permits, and unclear or conflicting guidance across or within agencies.
COORDINATED MARKETING
Distinct re-branding helps overcome negative perception of issues such as safety and should be paired with active measures to resolve the issues. Create a marketing campaign to brand, communicate, and control Braddock, East Pittsburgh, and North Braddock’s identities and stories, how they are viewed by the region and beyond. Planning processes uncover many assets and reveal aspirations of a community that can be used as the basis of a marketing campaign. The national community development organization NeighborWorks describes two different types of marketing campaigns: an internal campaign and an external campaign. A campaign for an internal audience helps to build pride and awareness in a community and encourage participation. This becomes the basis of a self-determined external identity.
ATTRACT COMMERCIAL AND RETAIL BUSINESSES
Commercial corridor revitalization requires a commitment to retaining existing businesses and attracting new ones that reflect the needs and culture of the community. To recruit new businesses, a new BEN committee focused on the commercial corridors may partner with an existing organization that is already doing business recruitment. Typically, these organizations include the county economic development authority, chamber of commerce, and local development district.
EZCB launched the EastShore Initiative in 2017 to market assets and opportunities in Braddock, North Braddock, Rankin and Swissvale: www.eastshorepgh.com
ECONOMIC VITALITY
STRATEGIES (CONT.)
SMALL BUSINESS INCUBATOR PROGRAM
Establish the BEN communities’ reputation as a place to start and grow a business. A business incubator can support and encourage entrepreneurs and local business enterprises to connect to the regional economy. Certain types of businesses such as shared office space and child care allow businesses and their employees to participate more in the community. Market these services as a package and consider a unique identity (either an interesting space, affordable price, or perhaps unique philosophy such as the development of BIPOC-owned businesses, green co working space and entrepreneurship incubation). Braddock is already home to a co-working space and business incubator for female entrepreneurs (The Hollander Project), which could act as a model for other themed incubators in the community.
CO-LOCATED BUSINESSES
Establish and grow business clusters that connect the community to the regional and global economy. The BEN communities currently have a cluster of metal working shops and other clusters including automotive services and building material businesses. New development is attracting innovation economy businesses, which at first look might seem to be very different. However, both materials-based and knowledge-based businesses are going through significant shifts and could benefit from being part of a larger regional conversation regarding these trends and their implications for the future. Coordinate with similar businesses to understand where clusters exist, how they connect to the regional economy, their future visions, and how the BEN communities can be part of their strategic advantage.
Launched in 2016, The Braddock Inclusion Project, is fighting for more economic opportunity for Black residents. The organization advocates for working-class Black individuals, families, businesses, institutions, educators, and entrepreneurs.
More info: thebraddockinclusionproject.com
The Hollander Project storefront located on Braddock Avenue
ESTABLISH A TAX INCREMENT FINANCING (TIF) DISTRICT(S)
Pursuant to Pennsylvania’s Tax Increment Financing Act (the “TIF Act”), 53 P.S. §6930.1 et seq., and in partnership with the Redevelopment Authority of Allegheny Count (RAAC), each municipality should consider the establishment of one or more TIF districts for the purpose of attracting and incentivizing commercial and residential development. The TIF Act provides local municipalities with a tool to combat blight while simultaneously promoting economic development where a municipality does not have other available financial resources. A TIF project typically involves the cooperation of three local taxing bodies—the county, the school district, and the local municipality (such as a township or borough). These taxing bodies agree to allocate all, or a portion of, the increased revenue (called the “tax increment”) to repay the bonds issued to fund the project.
NEXT STEPS
• Utilizing the comprehensive planning study and its key findings, collaborate with the RAAC to determine appropriate TIF district areas. This effort should require no cost by any of the municipalities;
• Reach out to school district and county administrative representatives to apprise them of the need and intention to establish one or more TIF districts and the estimated fiscal implications for doing so;
• Assuming there is cooperating from the school district and county to establish one or more TIF districts, commence the process for approving the establishment of the districts;
• Create a targeted marketing campaign to promote the establishment of the TIF district(s) and hold “Invest in Braddock, East Pittsburgh and North Braddock” events where prospective developers can learn how to take advantage of the incentive.
Chapter 5
Lifelong Learning
VISION
BEN will be a center for opportunity, innovation, and creativity at every age!
Lifelong learning describes the different ways we learn and apply knowledge from infancy through retirement and is the idea behind many education reforms and policies. As the region has navigated the economic downturn, our economy has shifted towards jobs and industries that value knowledge and innovation.
Education plays a pivotal role in all aspects of personal well being and a thriving community, including economic stability, civic action, accountability, and community cohesion.
THE CHILDREN IN THE BEN COMMUNITIES ARE TWICE AS LIKELY TO LIVE IN POVERTY THAN THE REST OF THE COUNTY AND THE WOODLAND SCHOOL DISTRICT IS CHALLENGED.
Compared to the County, the BEN communities have a higher share of preschool and grade school children, and are expected to experience population growth among early-stage families. Over 60% of students in the Woodland Hills School District are considered economically disadvantaged. Another 23% are children with special needs. Investment in public school educational programs targeted to disadvantaged populations have proven to increase academic performance.
BEN’S UNEMPLOYMENT RATE IS SIGNIFICANTLY HIGHER THAN THE COUNTY’S RATE.
Low median household income and high unemployment in the BEN communities is strongly correlated with low educational attainment. Many of the citizens in the area have a high school diploma or less; however, many of the jobs in the region require at least a certification. Employment and income level in the future will demand higher educational qualifications and high digital literacy.
AN INCREASE IN RETIREES NATIONALLY, AND IN SOUTHWESTERN PA WILL SHIFT THE JOB MARKET.
Nationally, it is expected that the medical industry will grow in response to the large boomer population heading into retirement age. Studies have shown that continued learning can stimulate and extend cognitive abilities.
LIFELONG LEARNING IS ESSENTIAL AND THERE ARE FEW PLACES IN BEN WHERE CLASSES CAN BE HELD.
Lifelong learning is pivotal in the overall quality of an individual’s or a community’s life, and can be gained through formal or informal instruction. We typically think of our formal educational institutions like public schools, universities and colleges, or technical institutions, but this can also include classes held by others in community recreation spaces, performance venues, community events on main streets or parks, construction sites or community gardens. The BEN communities have some institutions like the public library, but need more places to gather and institutions to program lifelong learning activities.
Younger kids need parks, older kids need ACTIVITY.
“If income is attached to educational attainment, then we need fully-funded and resourced
and investment in job training which will allow residents to live AND work here”
Woodland Hills School District
LEGEND SUB TITLE
K-12 School Grade School District Outline
BEN Community Outline
Age Distribution, 2018
Households Below the Poverty Line by Block Group
LEGEND SUB TITLE
25-80% Below Poverty
15-25% Below Poverty
10-15% Below Poverty
5-10% Below Poverty
0-5% Below Poverty
Annualized Age Distribution Change, 2018-2023
LIFELONG LEARNING
GOALS
GOAL 01
Encourage Mentorship
The BEN communities are proud of their ability to building circles of support for learning and self-betterment and would like to be intentional about doing so for young and old alike.
GOAL 02
Support Workforce Development
Pathways to meaningful work begins with education and training and the BEN communities would like to have more programs, places to learn, and to connect to employers in the community.
GOAL 03
Bridge the Digital Divide
Access to the Internet, computers that can adequately access it, and understanding of the potential of technology can open up new opportunities for people in the BEN communities.
GOAL 04
Ensure Equitable Academic Outcomes
Supporting students and families as they navigate their K-12 education will strengthen the BEN communities.
Timeline
EXPAND BUSINESS INCUBATORS AND PROGRAMS
DEVELOP A CAREER CONNECTION FACILITY
APPRENTICESHIPS
DEVELOP A NEW COMMUNITY CENTER
UNIVERSITY AND VOCATIONAL SCHOOL SATELLITES
DIGITAL LITERACY PROGRAMS
EXPAND OFFERINGS AT THE PUBLIC LIBRARY
PRE-SCHOOL, DAYCARE, AND AFTER-SCHOOL PROGRAMS
EXPAND ACCESS TO COLLEGE READINESS PROGRAMS
DEVELOP COMMUNITY PROGRAMS IN SCHOOLS
OPPORTUNITIES FOR ACTIVE PLAY
Our Lifelong Learning Future
Braddock’s riverfront and industrial areas are poised to grow but need to be guided to produce the type of neighborhood that the community wishes. More pedestrian access points to the river will benefit the public and create a more desirable riverfront that can attract new businesses. A variety of business types and sizes will bring people to the borough and enable more people to partake in the offerings of main street Braddock Avenue.
The strong performance of RIDC will continue to be an asset to East Pittsburgh, but making the facility less fortress-like will provide opportunity for growth into the community. The East Pittsburgh mall area can also serve as the anchor for community education and training and be programmatically and physically connected to businesses in the RIDC complex.
North Braddock’s residential neighborhoods can provide choices for people who want to move to the BEN communities to be near to employment opportunities or the communities green spaces and amenities. Development sites are fewer than in Braddock or East Pittsburgh, but they are unique and include historic sites and other regional attractions that could bring new people to the BEN communities.
LIFELONG LEARNING
STRATEGIES
EXPAND BUSINESS INCUBATORS AND PROGRAMS
There is a surprising diversity of businesses in the BEN communities, from large international corporations to small businesses. Additional incubators and maker spaces can add value to BEN’s budding entrepreneurial ecosystem and network of support. Spaces can be targeted to niche industries or specific demographic groups. For entrepreneurs who are starting businesses in incubators throughout the region, there is an opportunity to offer limited term leases in the BEN communities in partnership with existing property owners.
More interim spaces for small businesses could be established through refurbishing small and medium sized buildings and creating co-working spaces for office work and light manufacturing such as kitchens and maker spaces. Some communities have cultivated shared commercial kitchens or maker spaces as places to access expensive equipment, learn skills and how to run a business, and some even help find financial support or networks to develop, market, and sell product.
DEVELOP A CAREER CONNECTION FACILITY
Connecting Woodland Hills / BEN students to employers in their own community, from an early age, can help students find a pathway to a career after high school. Programs to connect students can include periodic visits to local enterprises or sponsored projects with employers and can create direct links and inspire students to pursue the required education. This is especially important given that many of the of the jobs currently in the BEN communities in IT, advanced manufacturing, financial services and healthcare require post-secondary education to participate.
APPRENTICESHIPS
An apprenticeship is a program that trains a worker to become skilled in a particular trade and apprenticeships are important career on-ramps for young people in the BEN communities. Apprenticeships combine education sessions, part time work, and payment for their work, bridging one of the impediments to learning--fear of the high cost of education. Apprenticeships are most often used in the trades and in manufacturing. The municipalities can connect residents with programs that are a first stop for job seekers in the region. These organizations help job seekers by supplying them with information about potential job opportunities, and the training needed to access these jobs.
DEVELOP A NEW COMMUNITY CENTER
Enhance existing community centers throughout the BEN communities and identify where additional facilities are needed to support residents, particularly those who are members of historically underrepresented groups. Community Centers provide key linkages between residents and existing resources such as healthcare, government systems, parent support as well as youth programs. Offering a single location, especially near public transit, can enable people to get health care, job information and other social services.
NEXT STEPS
• Before soliciting for new education programs, inventory the programs and providers that exist. Look for audiences that are underserved and to make sure that opportunities are available in all three communities.
UNIVERSITY AND VOCATIONAL SCHOOL SATELLITES
Community Education Centers that bring regional educational service providers into the heart of the community. The BEN communities already have a connection to both the University of Pittsburgh through the Dementia Epidemiology Program on the Braddock Avenue Commercial Corridor and the CCAC Center in Braddock Hills.
Collaborate with the University of Pittsburgh and others to create a Community Engagement Center (CEC) that brings programs and educational space to the community. Pitt’s CEC’s are where Pitt fulfills its commitment to the region by building capacity in community networks, improving residents’ quality of life with health and wellness services, supports young people with tutoring, STEM programs and college preparation, and where they conduct fair and transparent research with the community.
DIGITAL LITERACY PROGRAMS
Digital literacy is one of the most important skills in the COVID world of electronic communications and it is need by all age groups, including youth and the elderly. In order to keep up with the rapidly changing technology, there can be ongoing offerings of formal and informal education. For example, coding bootcamps are short, 6 to 12-week programs that teach basic skills in application development in a fun but formal learning environment. Similarly, a robotics team that competes in the First League would informally teach students technical and digital literacy skills and would give students a socially supportive environment tho thrive. Many institutions and nonprofits in the region offer digital literacy to different age groups and might partner with the municipalities. Digital access can also be improved by adding wifi to places that already are heavily frequented. In Detroit, the Mayor’s Office partnered with Libraries Without Borders and several other non-profits to host “Wash and Learn” a summer learning program that creates pop-up spaces in laundromats throughout the city.
EXPAND OFFERINGS AT THE PUBLIC LIBRARY
The library is a major community asset that benefits all three communities in BEN and currently is using only half of available space in the library. A comprehensive renovation could house many more programs in partnership with non profits or could house an extended collection or even serve as an incubator or flex space for early stage community nonprofits. The library needs major improvements to address accessibility, increase usable programmable spaces (code compliance), and design towards efficient building systems (HVAC, energy, water) and the expansion of the building and the programming create an opportunity to reboot the library as a community serving landmark that also lends books!
Modeled after the Harlem Children’s Zone, the Homewood Children’s Village is dedicated to improving educational outcomes for all Homewood children, regardless of where they attend school. https://hcvpgh.org/ourwork/full-service-community-schools/
LIFELONG LEARNING
STRATEGIES (CONT.)
PRE-SCHOOL, DAYCARE, AND AFTER-SCHOOL PROGRAMS
Even before the corona virus forced every parent to homeschool his or her child(ren), there was a need for preschool and daycare programs to provide high quality environments and prepare students for learning in the primary grades. When we return to old patterns after the virus retreats, it would be good to make these facilities a high priority for the BEN communities to allow parents to return to work.
Daycare, preschool, and after-school programs benefit the child, the working parent, and the community at large and the BEN communities could distinguish themselves with an approach to intentionally provide quality daycare for all residents who need it. The municipalities can partner with agencies or institutions like Pitt’s School of Education to cultivate high quality providers and to connect them to parents.
Prior to a full covid-free reopening, it is important to provide families with a safe and supportive option for school-age childcare due to continued remote learning during the pandemic. Educational support and wifi can be provided for children to access their on-line learning and it is recommended that programs follow all public health guidance including wellness screening, temperature checks and cleaning/sanitizing.
EXPAND ACCESS TO COLLEGE READINESS PROGRAMS
Graduates with a college degree earn more than students who do not have a degree. BEN students would benefit from work before and during college to make sure that they are adjusting to the college environment. College readiness is a multi-year process, including tutoring, creating on-ramps and guiding people once they are in college.
DEVELOP COMMUNITY PROGRAMS IN SCHOOLS
There is great interest in the community for more intensive partnerships between the community and schools. A community school is both a place and a set of partnerships between the school and other community resources. Its integrated focus on academics, health and social services, youth and community development and community engagement leads to improved student learning, stronger families and healthier communities.
Community schools have been successful in other cities and organizations like the Harlem’s Children’s Zone have assisted with models for community schools. According to the Coalition for Community Schools, “Schools become centers of the community and are open to everyone – all day, every day, evenings and weekends.” The lack of school buildings within the BEN communities means that community school activities will have to take place in other public facilities and community centers.
Heritage Community Initiatives has two education programs: the 4 Kids Early Learning Center (located on Braddock Avenue, in Braddock), and HOST - Heritage Out of School Time (located on Jones Avenue in North Braddock). Both programs are year-round, academically based and serve students from birth through 8th grade.
Outdoor Working Space Credit: L.L. Bean
OPPORTUNITIES FOR ACTIVE PLAY
Sports and active play are historically important to active learning and building camaraderie in a community, yet there are few updated facilities in the BEN communities. An indoor athletic facility like a YMCA, a Boys and Girls Club, or even a school gym is much needed in the BEN communities. If all three communities work together, they can create an ecosystem of different types of facilities that invite informal play, sports clubs and intramural teams to practice and play in their community.
Youth sports and activities are a great way to build physical health and resiliency and to activate underused spaces like vacant lots. The BEN communities should inventory their recreational facilities, and improve them where needed, and create an equity strategy that ensure such facilities are equally distributed.
Ensure that safe play spaces are easily accessible. Promote the benefits of and access to sports opportunities to youth and their families. Develop shared use agreements to increase access to sports facilities at schools and within the community. Locate sports facilities in areas that are safe and accessible via multiple transportation options, including walking, biking, and public transit.
Many Boys and Girls Clubs, like the Sarah Heinz House in Pittsburgh’s North Side, offer a variety of programming before and after school, such as robotics, gardening, crafts, and athletics. (https://archive.triblive.com/
Pitt refers to their multi-use community centers as their “front doors” and community members can make use of the meeting and learning facilities.
NEIGHBORHOOD PLANNING
Perception, culture and circumstances can all change as time goes on. With a clear vision, communities can set the tone for their future growth and development. A community generated vision and strategic plan proposal has been developed for each Borough with guiding principles and policies for action.
This section includes community specific opportunities and challenges, an action plan, a catalytic project, and recommendations for programmatic or physical changes across a given time for the:
Credit: Pete Marovich
A parishioner sits in the entrance to the church during Sunday Service at Saints Peter and Paul Byzantine Catholic Church in Braddock, Pa.
Braddock Borough
East Pittsburgh Borough
North Braddock Borough
Chapter 1
Braddock Borough
Braddock Borough has turned the corner, with new restaurants and retail on Main Street and people living in new housing and recently renovated historic buildings. Technologically driven employers have found a home on former industrial sites and there is a promise of investment in US Steel’s Edgar Thompson facility that dominates the skyline.
Braddock’s story is the story of the BEN communities and has garnered national attention for the community’s resiliency and desire for transformation. The community’s vision is to accelerate the progress and to make Braddock a healthy, economically vibrant, community of choice for current and new residents, business owners, and visitors.
COMMUNITY INVESTMENTS
RIVERFRONT DEVELOPMENT
INDUSTRIAL INNOVATION CAMPUS
BRADDOCK AVENUE COMMERCIAL CORRIDOR
BRADDOCK RESIDENTIAL FLATS
NEIGHBORHOOD PLAN
Credit: Consultant Team
PROPOSAL
5 - Minute Walk from BRT Stop
10 - Minute Walk from BRT Stop
Proposed Parks
Strategic Planning Areas
Trailhead
BRT Route - Proposed
BRT Route - Existing
Proposed Trail
Mainstreet Improvement
Streetscape Improvement
BASE LAYERS
Community Facilities
Rivers and Streams
Municipal Parks
Municipal Blocks
Municipal Boundary
B1
B2
B3
B4
B4
BRADDOCK BOROUGH
OPPORTUNITIES AND CHALLENGES
BRADDOCK AVENUE IS THE HEART(H) OF THE BEN COMMUNITIES
Braddock Avenue has long been the center of commercial and cultural activity in the BEN communities and in recent years the community has brought some fallow assets back to life, including the Ohringer Building, Superior Motors, and the former hospital site.
As a critical mass of businesses make their home on main street, it is important to encourage development in an area to create a walkable main street destination that can support clusters of community serving businesses and regional attractions.
Braddock can promote its burgeoning district through a branding campaign that attracts both customers and other businesses.
It is important to ensure that community services remain on main street in close proximity to accessible housing and ample public transit. As the density increases, more services, stores, and businesses will find the co-location attractive and will create a virtuous cycle.
BRADDOCK HAS BUILT A COMMUNITY OF INNOVATIVE BUSINESSES
Braddock’s fertile ground for innovative businesses at all scales, from light manufacturing to hospitality and retail. The community goal of supporting innovative triple-bottom line businesses reflects its desire to attract and retain businesses that make money while contributing to the community and caring for the environment. Many businesses like the Free Store, Superior Motors, and Brew Gentlemen have become national models in this regard--there is room for many more!
Businesses in Braddock have similar needs to others in the BEN communities and across the region. A chamber of commerce can help support local businesses and also recruit aligned businesses to the communities. Support for individual businesses, such as a mentorship program or access to low interest business financing will also help bring more businesses to Braddock. Lastly, support for workforce with development programs and training can close loops in the community, creating a pathway for local employment and entrepreneurship.
CONNECT TO THE MON TO BECOME A RIVER TOWN
Once exclusively for the use of industry, access to the riverfront has been informally maintained through a single portal at 11th street. Fewer and fewer businesses need direct river access for their processes and the riverfront should be planned as a continuous development area that provides community amenities and opportunities for economic development and business attraction.
Access should be improved and development should orient itself to the river, with public spaces, trails, and compatible uses that are safe and healthy for visitors. After decades of significant industrial activity, brownfield remediation will be needed and will require significant public/private investment to make the sites competitive with less environmentally burdened sites.
CHALLENGES REMAIN...
Braddock’s industrial past and present significant challenges to its future vision of a clean, healthy, and vibrant community. This is visible in the health outcomes of the community as well as the opportunities for investment on main street.
Credit: Consultant Team
After decades of significant industrial activity, brownfield remediation will be needed and will require significant public/private investment to make the sites competitive with less environmentally burdened sites.
In addition, the area’s high rates of asthma and respiratory conditions are indicators of the continued emissions from nearby industries and create conditions that make Braddock less attractive to live in or raise a family. Difficult conditions are a double edged sword--the less desirable conditions means that property values remain low and ensure affordability--however, they prevent necessary investment to create healthy environments indoors and out. As with many other environmentally burdened communities, the affordability attracts people who may be vulnerable economically and without adequate resources to overcome the environmental health challenges.
What We Heard...
INTERVIEW SUMMARIES
“Success of BEN municipalities would advance success”
“Infrastructure and transit are important”
“Events and activities build sense of community and attract others”
“Recent projects are remaking image and function”
“People are best resource, new people are adding resources, youth are important”
PUBLIC MEETING
O1 - HEADLINE ACTIVITY
“BEN Communities Work Together to Revive Braddock Junior High”
BRADDOCK Action Area Priorities
Resilient Systems
Mainstreet & Mobility
Lifelong Learning
Housing Strategies
Economic Vitality
Top Six RESILIENT SYSTEMS Strategies
Expand Air Quality Enforcement
Enhance Street Maintenance Program
Expand Landscape Conservation
Expand Water Quality Enforcement
Community Benefits Agreement W/Industry
Enhance Urban Greenways (linked parks and trails)
Top Six MAINSTREET & MOBILITY Strategies
Improve the Quality of the Bus Service
Develop Long Term Business Support and Mentorship
Redevelop Empty Commercial Buildings
Create More Pedestrian Friendly Streets
Develop Workforce Training
Improve the Quality of the Bus Stops
Top Six Lifelong Learning Strategies
Improve Braddock Carnegie Library
Increase Quality Pre-School and Daycare
Enhance Summer Job Youth Employment
Expand Arts and Cultural Programs
Develop Community Programs in Schools
Develop a Program for Apprenticeships
Top Six HOUSING Strategies
Build Mixed-Income Housing
Create a Housing Renovation Program
Build Affordable Housing
Building Code Enforcement
Provide Low Interest Loans and Mortgages
Create a Community Wide Housing Plan
Top Six ECONOMIC DEVELOPMENT Strategies
Develop an Efficient Transit Network
Expand Streetscape Improvements
Support Educational and Training Activities
Redevelop Existing Underused Buildings
Develop Property Near the Riverfront
Develop a Coordinated Marketing Strategy
BRADDOCK BOROUGH
Build on main street momentum and lay the groundwork for longer projects.
PRIORITY ACTIONS
Target development and recruit businesses for Braddock Avenue’s core.
Improve the existing riverfront access. Masterplan the riverfront trails and potential future development.
Monitor US Steel’s plans for plant improvement. Minimize impact on main
Begin clean up of former brownfield sites.
Build the inventory of affordable
PRIORITY ACTIONS
Encourage continued residential investment and infill development in the flats.
Recruit aligned businesses for the Industrial Innovation Campus.
Partner to establish a riverfront public
Establish public park area.
Monitor construction of US Steel plant
Welcome businesses to former brownfield sites.
PRIORITY ACTIONS
Continue development in residential and commercial areas and on main street.
Recruit businesses to the riverfront.
Complete the riverfront trail network and add riverfront amenities.
URBAN FORM FACTORS
Edges
Primary Connectors
Secondary Connectors
Tertiary Connectors
Pedestrian Connectors
PREVIOUS PLAN SUMMARY
Previous Plan Areas
Defined Trails
Defined Connections
2018
Nodes
Source: ESRI
INCLUDE
Allegheny Places: County-Wide Comprehensive Plan
Active Transportation Plan 3. Braddock Comprehensive Plan 4. East Pittsburgh and North Braddock Joint Comprehensive Plan 5. Corridor Revitalization Report
RIVERFRONT DEVELOPMENT
CATALYTIC PROJECT
BACKGROUND
“One of the most important ways to create accessibility to recreation both on shore and in the water, and add value to the neighborhood as a destination and not a place to just drive through”
“Park Space to gather from all communities seems most important”
The BEN communities envisioned a riverfront for business and everyday public access. When industry was at its height, Braddock’s riverfront was lined with storage yards and factories, as every square foot in town was valuable. Access to rail and barges were well suited for freight. Needless to say, there was little public access and no recreation historically.
Today and in the future there will be opportunities to re-imagine how the community reaches the water. River’s edge access can be improved with docks and other amenities at the current boat ramp. A river overlook park can connect the length of Braddock’s waterfront with trails and smaller parks.
DESIGN PROPOSAL
Credit: Consultant Team
Primary Road
Secondary Road
Tertiary Road
Proposed Trail
Other Plan Area
Strategic Plan Area
Development Area
Proposed Park
Community Asset
Boat Launch
Docking Area
Fishing Area
• Working with the Department of Conservation and Natural Resources and regional nonprofits, enhance the current river access with docks and other improvements to make it safe, healthy, and user friendly. Consider parking, seating, kayak access and storage, lighting, restrooms, and places for food vendors.
• Through acquisition or easement, preserve a development setback at the river’s edge to ensure public trail access.
• Acquire property for a significantly sized park area near to residents and businesses, ideally between 6th and 8th Streets, and create a series of smaller park areas along the river’s edge for views to the river valley.
• Like much of the region’s waterfronts, Braddock has many on-grade crossing that can be dangerous. Make sure all intersections are improved for safety.
• Connect to Carrie furnace and regional trails and make green streets that connect to Braddock Avenue and other community amenities.
FUTURE PLANNING PROCESS
A community vision plan for the riverfront will enable Braddock to be nimble when funding opportunities arise. Develop a community riverfront and green space vision through a public charrette process and design infrastructure to connect to the other of the BEN communities.
DEVELOPMENT TIMELINE DEVELOPMENT PRINCIPLES
Riverfront Vision Charrette
Improve The Current Landing Area Plan And Development Other Riverfront Public Spaces
Connect To Regional Trails
IMPORTANCE OF THE SITE
Braddock was originally occupied by the Lenape Indian tribe and the BEN communities were the sight of Braddock’s final battle. The riverfront and the Braddock’s Battlefield History Center can be connected to along a history walk through the communities.
LOCATION MAP
Credit: Consultant Team
5 - Minute Walk from BRT Stop
10 - Minute Walk from BRT Stop
Proposed Parks
Strategic Planning Areas
Trailhead
BRT Route - Proposed
BRT Route - Existing
Proposed Trail
Mainstreet Improvement
Streetscape Improvement
Riverfront Development
New Riverfront Development along the Monongahela can better connect with the community with intentional investment in new riverside parks, streetscape improvements, and floodfriendly building typologies.
DESIGN PROPOSAL
Credit: Consultant Team
Primary Road
Secondary Road
Tertiary Road
Proposed Trail
Other Plan Area
Strategic Plan Area
Area Proposed Park
RIVER TO RETAIL CONNECTIONS
ADVANCED MANUFACTURING DISTRICT
Referenced in the Resilient Systems chapter
The area between the river and Braddock Avenue has some active businesses that contribute to the community. The community would like to see businesses that align with neighborhood goals and attract businesses that do not have adverse environmental impact and are compatible with nearby homes and small businesses. Salvage yards and other land intensive businesses create visual blight and environmental hazards while yielding few jobs per parcel.
Credit: Consultant Team
CONNECTING TO BRADDOCK AVENUE
Referenced in the Mainstreet & Mobility chapter
Connecting green space to main street will make Braddock’s flats more attractive to redevelopment. Safe and pleasant pedestrian and bike routes would include accessible sidewalks and street trees that connect a park area at the river to green spaces and activities on Braddock Avenue and beyond to North Braddock.
Credit: Consultant Team
BRADDOCK RIVER EDGE PARK
Referenced in the Resilient Systems chapter
The current riverfront area is well used for boating and fishing, despite having very few amenities beyond a ramp and tables. The Borough and PA DCNR are working to develop docks in the rivers; other improvements can include kayak access and storage, lighting, seating, and safety accommodations.
Since the area adjacent at the river level is tightly constrained, the parcel at the top of the slope could provide space for parking, seating, restrooms, and places for food vendors and be a trailhead for Braddock river’s edge park.
Credit: Consultant Team
Riverfront Development
The current riverfront area is well used for boating and fishing, despite having very few amenities beyond a ramp and tables. The Borough and PA DCNR are working to develop docks in the rivers; other improvements can include kayak access and storage, lighting, seating, and safety accommodations.
Since the area adjacent at the river level is tightly constrained, the parcel at the top of the slope could provide space for parking, seating, restrooms, and places for food vendors and be a trailhead for Braddock river’s edge park.
URBAN GREENWAY CONNECTIONS
SAFE PEDESTRIAN-RAIL CROSSINGS
Referenced in the Mainstreet & Mobility chapter
Braddock has been disconnected from much of its riverfront for decades but can be connected with a network of pedestrian friendly streets and green spaces. Intersections at Norfolk Southern railroad, especially at 3rd, 6th, and 8th Streets should be “river portals” to physically connect people to the waterfront. Improvements might include: greenspace, accommodation for people and bikes, safe pedestrian crossings, lighting, and signage and wayfinding.
SUSTAINABLE CONSTRUCTION FOR FLOODING AND AIR QUALITY
Referenced in the Resilient Systems chapter
Establishment of a fund for a Flood Improvement District could facilitate access to funding and technical assistance for projects within the floodplain. A targeted redevelopment focus on this area could encourage property owners to invest in buildings and streetscape in the Braddock flats and create a unique identity for the area. Integration of funding for large and small projects enables diverse types of investment, from artists to industrial businesses.
Westhaven Promenade in Westhaven, Auckland by ASPECT Studios
Since the area adjacent at the river level is tightly constrained, the parcel at the top of the slope could provide space for parking, seating, restrooms, and places for food vendors and be a trailhead for Braddock river’s edge park.
Credit: Consultant Team
Industrial Innovation Campus
An innovation campus with advanced manufacturing supports one of the BEN communities’ main goals to attract “triple bottom line” manufacturing that is good for the environment, equity, and economy. Through strategic recruitment and development of business resources, the community would like to attract businesses that are attentive to environmental regeneration, are involved in the community and provide well paid job opportunities, and are a part of the economic revitalization of the region.
ADVANCED MANUFACTURING
Referenced in the Resilient Systems chapter
Advanced manufacturing is a term used to describe businesses that are using new or innovative technologies into products that may have a high level of design. These types of businesses are frequently discussed in innovation areas.
Advanced manufacturing and innovative businesses can occur at any scale, from the storefront small business to the large warehouse-based enterprise. Braddock has an ample inventory of buildings and sites that are inexpensive and ready for redevelopment.
By actively marketing these different building types as opportunities for investment, the business community can cultivate an entrepreneurial ecosystem where small businesses can grow or can support larger enterprises.
INDUSTRIAL BUILDING TYPOLOGIES
Braddock is fortunate to have a variety of building types that can host large and small businesses.
Storefronts on main street can serve as retail outlets, or when paired with warehouse spaces, are ideal for “front-of-house/back-of-house businesses” like brew pubs and breweries or artist spaces.
Larger warehouse spaces exist and are being built in the community and often have yard spaces for processes, loading, and other needs.
Riverfront development is likely to look different than past uses because industry is changing and the floodplain requirements make certain uses less likely to be viable. Future development on the river could include office or office/ high bay hybrid buildings for enterprises that may have material processing as well as office space requirements.
Braddock’s main street has seen signs of rebirth with new businesses and the redevelopment of anchor sites and buildings. This redevelopment plan for the corridor focuses on bringing in more businesses into mixed use and infill buildings and creating a walkable, transit-friendly streetscape. DESIGN PROPOSAL
EQUITABLE TRANSIT-ORIENTED DEVELOPMENT
BLACK-0WNED BUSINESS NETWORK
Referenced in the Economic Vitality chapter
There is community interest to creating a black-owned business incubator and support network. National statistics seem to suggest this could be a strong economic development strategy. According to US Census Data analyzed by think tank Black Demographics, Black-owned business payrolls increased over 30 percent in the past 8 years, with the top 3 types of Black-owned businesses including health care and social assistance, retail, and professional/technical services.
Given the diverse types and sizes of business types that could find a home in Braddock, a Black-Owned Business Network could be unique and lead the region Albuquerque, New Mexico actively promotes its Black-owned businesses like Q’s Cakes (below), tourism, food, retail, art, service and professional businesses.
Existing bus lines 59, 61A and 61B run through the communities but community groups are advocating to expand the reach of the existing East Busway with connections to an on-street Bus Rapid Transit (BRT) routes that connect the Mon Valley. BRT routes have fewer stops, which allows them to have shorter trip times. BRT stations and adjacent development should be near denser population areas like apartments, be accessible, and include amenities like food stores, daycare, or other services nearby. Two possible locations include 4th Street or 6th Street at Braddock Avenue.
Projects like the Ohringer Building renovation and the Overlook Apartments are places for people to live affordably, work, and shop in Braddock’s business district and the new construction is encouraging others to renovate or build. The large size of vacant lots on and near Braddock Avenue is an opportunity for multifamily, mixed-use housing. Two large parking lots (municipal and Port Authority) can supply parking for future development, but should be evaluated as development sites, open space opportunities, and less impactful parking lots with green infrastructure and tree coverage.
Ohringer Building Renovation by Rothschild Doyno Collaborative
Bordered by a reviving business corridor and access to the riverfront this area benefits the most from being close to the proposed on-street Bus Rapid Transit stop in 6th street. Staple community assets and services, transit, retail and park space are ideal land uses for new residential development. Affordability and equity targets within this district will be pivotal to navigating future negotiations around new development.
DESIGN PROPOSAL
Credit:
FLOOD RESISTANT REDEVELOPMENT
HOUSING RENOVATION PROGRAM AND FUND
Referenced in the Housing Strategy chapter
Many of the houses in BEN are lost to a lack of maintenance, code issues, or title/legal issues that prevent their owners from getting loans. A targeted housing fund could provide a lifeline for emergency repairs, coach homeowners on proper care and maintenance, and help people create and live in healthier homes. Coupled with landlord-tenant advocacy, a targeted program could stabilize BEN housing stock before it is lost.
The current lack of investment, the presence of pollution, and the market dynamics of the Mon Valley suggest that property values in the BEN communities will not peak at the same level as other communities in the region. However, the low property values can also make it difficult to get funding for the improvements needed to create healthy and safe housing.
Although the lower housing costs mean a lower risk of displacement, many residents currently depend upon extremely low housing costs and even a small increase could be challenging to some. Braddock would benefit from a multi-borough housing study to determine the level of need and the targeted housing types that would be ideal for the Braddock Flats and areas in the BEN communities.
Credit: Consultant Team
ADAPTIVE REUSE OF FORMER BRADDOCK JUNIOR HIGH SCHOOL BUILDING
The redevelopment of schools into residential units has been done well in many communities. Schools like the Morningside Elementary in Pittsburgh have converted into elder housing and community centers, affordable housing, or market rate housing, depending on the neighborhood, the market, and the need.
Morningside Crossing by Thoughtful Balance - an adaptive reuse of the former Morningside School building plus a new addition into 46 units of mixed-income senior housing, a new community center and a public plaza.
East Pittsburgh is small but mighty. Mostly intact neighborhoods sit aloft hilltops overlooking Westinghouse’s historic factory. Long-term neighbors live next to newcomers and the community is rebuilding some municipal structures to reinforce the small scale character of their main streets. In the next ten years, the community wants to ensure its residential fabric remains intact by connecting to Electric Avenue businesses and capturing benefit from the success of the businesses and innovation in the industrial complex.
COMMUNITY INVESTMENTS
KEYSTONE COMMONS SOUTH DEVELOPMENT
ELECTRIC AVENUE COMMERCIAL CORRIDOR
BESSEMER AVENUE COMMERCIAL CORRIDOR
EAST PITTSBURGH RESIDENTIAL HILLTOPS
NEIGHBORHOOD PLAN
Credit: Consultant Team
PROPOSAL
5 - Minute Walk from BRT Stop
10 - Minute Walk from BRT Stop
Proposed Parks
Strategic Planning Areas
Trailhead
BRT Route - Proposed
BRT Route - Existing
Proposed Trail
Mainstreet Improvement
Streetscape Improvement
BASE LAYERS
Community Facilities
Rivers and Streams
Municipal Parks
Municipal Blocks
Municipal Boundary
E1
E2
E3
E4
EAST PITTSBURGH BOROUGH
OPPORTUNITIES AND CHALLENGES
EAST PITTSBURGH WANTS A STRENGTHENED COMMUNITY.
East Pittsburgh would like to come together to heal and move forward with a re-energized purpose.
Institutions like churches and nonprofits paired with civic investment can lead the way by connecting people to resources, such as traumainformed training, and other community-serving programs. East Pittsburgh has made significant progress towards the establishment of a new regional police department.
EAST PITTSBURGH WOULD LIKE MORE BUSINESSES AND JOBS IN THE COMMUNITY.
Although the RIDC facility is near capacity, very few people live and work in East Pittsburgh. Many of the businesses in RIDC require advanced levels of education and the community would like to have a pipeline between youth, education, job training, and jobs.
EAST PITTSBURGH RECOGNIZES THAT YOUTH ARE ITS FUTURE.
East Pittsburgh has seen an increase in households with children and programs that serve those children have been well received. At young ages, youth should have opportunities to be active in their community. East Pittsburgh also hopes to attract young adults who value the small town feel, whether coming to work or to live.
EAST PITTSBURGH HAS GAPS TO FILL.
Most of the buildings and infrastructure in East Pittsburgh was constructed over 75 years ago and needs significant investment. The renewal of homes, sewers and roads, and municipal buildings are high on the priority list. In the valley where there are more vacant areas, redevelopment and new construction can bring newer buildings into the municipality.
EAST PITTSBURGH WOULD BENEFIT FROM GREATER TRANSPORTATION ACCESS.
Although East Pittsburgh has quick car access to PA Route 30, it doesn’t have robust public transportation choices, making the community a difficult place for people to live without the extra costs from owning a car.
Public Meeting 02 at American Legion Credit: Consultant Team
What We Heard...
INTERVIEW SUMMARIES
“People are best resource, the community is diverse & people care for each other, strong cohesion”
“Churches keep our community connected”
“Community space is important”
“We have strong physical assets” “There is currently little connection to RIDC”
“Youth are important”
“BEN Devises Plan to Improve Infrastructure in Communities”
[NEIGHBORHOOD] Action Area Priorities
Credit: Public Meeting 02
Results: “Important to Our Community”
Resilient Systems
Mainstreet & Mobility
Housing
Economic Vitality
Lifelong Learning
Top Six RESILIENT SYSTEMS Strategies
Credit: Public Meeting 02
Results: “Important to Our Community”
Air Quality Enforcement
Water Quality Enforcement
Street Maintenance Program
Green Infrastructure
Urban Greenways
Soil Quality Enforcement
Top Six MAINSTREET & MOBILITY Strategies
Credit: Public Meeting 02 Results: “Important to Our Community”
Commercial Building Redevelopment
Improved Bus Service Quality
Long Term Business Support and Mentorship
Community Services on Our Main Street
Low-Interest Business Financing
Pedestrian Friendly Streets
Top Six HOUSING Strategies
Credit: Public Meeting 02
Results: “Important to Our Community”
Building Code Enforcement
Affordable Housing
Community Wide Housing Plan
Mixed-Income Housing
Aggregated Vacant Lots for Easy Development
Housing Renovation Program
Top Six ECONOMIC VITALITY Strategies
Credit: Public Meeting 02
Results: “Important to Our Community”
Property Code Enforcement
Underutilized Building Redevelopment
Efficient Transit Network
Coordinated Marketing Strategy
Riverfront Property Development
Streetscape Improvement
Top Six Lifelong Learning Strategies
Credit: Public Meeting 02
Results: “Important to Our Community”
New Community Center
Summer Job Youth Employment
Quality Pre-School and Daycare
University and Vocational School Presence
Braddock Carnegie Library
Community Programs in Schools
EAST PITTSBURGH BOROUGH
Short Term
Stabilize and assess immediate needs while gathering resources for larger efforts.
PRIORITY ACTIONS
• Stabilize houses in distress.
• Actively market homes to people looking to move into affordable, quality housing.
• Write for funding for park renovation and trail connections.
• Advocate for increased bus access on Braddock Ave.
• Work with RIDC to connect business-to-business and employer-to-employee in East Pittsburgh.
Mid Term
Partner with RIDC and others to plan for bigger projects.
PRIORITY ACTIONS
• Perform an Electric + Braddock district plan to inventory vacant buildings and develop a way to market the existing buildings.
• Cultivate community serving businesses along Bessemer Avenue.
• Work with RIDC to envision warehouse facades that open to the community and to plan for the redevelopment of parking lots into transit-oriented development.
• Do a masterplan/inventory for improvements to the municipal hillside park and study the feasibility of Turtle Creek Park.
Long Term
Build on past successes to address the most difficult projects.
PRIORITY ACTIONS
• Build transit-oriented development and infill buildings in the Electric + Braddock district.
• Connect Hillside Park tot he new municipal building and implement other green spaces.
URBAN FORM FACTORS
Edges
Primary Connectors
Secondary Connectors
Tertiary Connectors
Pedestrian Connectors
OF KEY METRICS
Primary Nodes
Secondary Nodes Districts
Sub Districts
PREVIOUS PLAN SUMMARY
PLANS INCLUDE
Previous Plan Areas
Defined Trails
Defined Connections
1. Allegheny Places: County-Wide Comprehensive Plan
2. Active Transportation Plan
3. Braddock Comprehensive Plan
4. East Pittsburgh and North Braddock Joint Comprehensive Plan
5. Corridor Revitalization Report
Credit:
KEYSTONE COMMONS SOUTH DEVELOPMENT
CATALYTIC PROJECT
BACKGROUND
George Westinghouse had already advanced all industry by creating the first alternating current transformer when he built East Pittsburgh’s factories in the late 1800’s. Less than 10 years later, the factory employed close to 9,000 people and East Pittsburgh’s dense hilltop neighborhoods housed the factory workforce.
DESIGN PROPOSAL
Credit:
“I have a young son his education is very important to me & I myself want to continue my education & work in my community.”
Today the factory has been repurposed into a multi-tenant industrial park and most of the people who work there arrive by car from communities around the region. Buildings have been demolished to build a highway and the factory’s connection to Electric Avenue is not pedestrian friendly. In addition, the compound is fortress-like and makes it difficult to connect business-to-business or businesses to connect to consumers or employees.
Proposed
Other
Proposed
DEVELOPMENT PRINCIPLES
• Develop an Electric Avenue Business District identity. Inventory buildings and assist property owners in the renovation of their buildings and in the recruitment of new businesses
• Develop or participate in a business owners organization or a chamber of commerce that includes RIDC, Braddock, and others.
• Open up the Braddock Avenue facade of RIDC with windows and direct entries.
• Redevelop the parking lots on Braddock Avenue as a front door to both RIDC and Electric Avenue, with pedestrian friendly routes to Electric Avenue, green spaces, and BRT bus stations.
• Improve the railroad underpasses
• Activate the East Pittsburgh Mall area.
FUTURE PLANNING PROCESS
An Electric and Braddock District Plan could
1. Inventory vacant buildings and propose reuse/renovation
2. Develop specific design principles to guide RIDC improvements
3. Study the viability of new transit oriented development.
4. Masterplan for Electric + Braddock District including how to open up the RIDC facades, develop the Braddock Avenue parking lots, improve the Electric Ave and East Pittsburgh mall, and improve the railroad underpasses.
IMPORTANCE OF THE SITE
Westinghouse’s legacy is worth remembering as his aspirations to create better worlds through innovative technology is in line with the East Pittsburgh’s desire for jobs with cutting edge advanced manufacturing that serves the triple-bottom line of environment, equity, and economy. His innovations are memorialized on the bridge that bears his name.
LOCATION MAP
Credit: Consultant Team
5 - Minute Walk from BRT Stop
10 - Minute Walk from BRT Stop
Proposed Parks
Strategic Planning Areas
Trailhead
BRT Route - Proposed
BRT Route - Existing
Proposed Trail
Mainstreet Improvement
Streetscape Improvement
DEVELOPMENT TIMELINE
Electric Avenue Business District
Participate In A Business Owners Organization
Masterplan For Electric + Braddock District
Projects In Electric And Braddock District
Keystone Commons South Development
RIDC is a strong partner for all of the communities in the Mon Valley with their workforce development programs and attracting employers to their Keystone Commons site. By redeveloping the southern end of the former Westinghouse plant, businesses along Electric Avenue can better connect with one of the region’s strongest partners and assets.
RAILROAD UNDERPASS IMPROVEMENTS
Use art and lighting to enliven the railroad underpasses to make them pedestrian and bike friendly and also memorable to those visiting East Pittsburgh. The art could feature community and RIDC innovations, as a more recent version of the grand Westinghouse bridge.
In the short term, an exhibit like a light painting art show could transform the area between RIDC and the railroad, bringing new attention to the space
Source: https://streetartevolution.wordpress.com/
TRANSIT IMPROVEMENTS @ KEYSTONE COMMONS
If a rapid transit or express route connects East Pittsburgh to the major job centers closer to Pittsburgh, the area between RIDC and Electric Avenue needs to be rethought to make a pedestrian friendly route to each area. Ideally, infill development brings people to the bus and provides amenities and activities as well as an accessible route.
Sketch of future Keystone BRT station area
Source: evolveEA
TURTLE CREEK CROSSING
If the RIDC complex were more porous and open to the neighborhood, there is a possibility to create open space amenities for workers that are also accessible to the community. For example, a series of green spaces and pedestrian walks near the RIDC entrance could connect people to a creek-side greenspace and a bridge to West Wilmerding and North Versailles.
Credit: Consultant Team
Electric Avenue Commercial Corridor
Much of East Pittsburgh’s local businesses and youth centered organizations are located in the plaza/complex near the Borough building. This area is advantaged by its proximity to Keystone Commons and a proposed Bus Rapid Transit stop on Braddock Avenue. This area could become a local and regional center for personal and career development programs and facilities.
HOME-GROWN BUSINESS AND WORKFORCE DEVELOPMENT HUB
COLLABORATIVE BUSINESS CLUSTERS
Referenced in the Economic Vitality chapter Electric Avenue and East Pittsburgh Mall properties offer low-cost spaces and are ideal for businesses that do not need high visibility or are community serving. Currently there are municipal functions, nonprofits, and other services in the area.
Parking is always a challenge as businesses attract workers and customers to their premises. As the area grows, avoid requiring on-site parking for each parcel and consider zoning or other ways to create shared parking areas that encourage people to walk through the district.
NEW CENTER FOR EDUCATION AND SKILL BUILDING
Referenced in the Lifelong Learning chapter
Educated and well trained workers are needed to serve the Keystone Commons and Electric Ave job centers. Educational training facilities would be well positioned near transit, as a center to attract people into the community and to create common purpose between the two areas.
Bessemer Avenue is local neighborhood commercial corridor. It can support a tight cluster of stores selling groceries and other convenience goods as well as local services such as barber and beauty shops. The vibrancy of this area serves people living within a 10- or 15-minute walking distance.
DESIGN PROPOSAL
Credit:
CENTER OF THE COMMUNITY
Bessemer Ave and Centre Street are the heart of East Pittsburgh. They are the first streets that people visit when they enter from PA Route 30 or from Braddock and North Braddock via Bell Avenue. Although they have been largely converted to residential, there are a few remaining markets that serve the community.
HEALTH AND WELLNESS CENTERS
Referenced in the Lifelong Learning chapter
These corridors could become part of a health and wellness corridor. Convenience stores and markets could partner with local farmers markets to carry fresh produce. Farmers market sales could happen in the parking lots of the municipal buildings or other nearby lots.
The area could also be a connecting point for pedestrianfriendly routes through the community to upper and lower districts, on trails to the Hillside Park, and down to a possible future Turtle Creek Park.
With the construction of new borough building, it is becoming a center and might attract community driven entrepreneurship and nonprofits like the Main Street libraries created by small boroughs like Etna and Millvale, micro-eateries, and other businesses.
Tupelo Honey Teas in Millvale (next to the Community Library)
Source: www.tupelohoneyteas.com
East Pittsburgh Residential Hilltops
Although East Pittsburgh has been able to maintain a strong residential community with access to local and regional services, some parts of the community have struggled with maintenance or failing infrastructure. The residential hilltops have been vulnerable to disinvestment and need a special strategy.
HOUSING RENOVATION PROGRAM AND FUND
Referenced in the Housing chapter
Many of the houses in BEN are lost to a lack of maintenance, code issues, or title/legal issues that prevent their owners from getting loans. In addition, some of the East Pittsburgh homes are vulnerable to hillside erosion and landslides.
A targeted housing fund could provide a lifeline for emergency repairs, coach homeowners on proper care and maintenance, and help people create and live in healthier homes. Coupled with landlordtenant advocacy, a targeted program could stabilize BEN housing stock before it is lost.
The current lack of investment, the presence of pollution, and the market dynamics of the Mon Valley suggest that property values in the BEN communities will not peak at the same level as other communities in the region. However, the low property values can also make it difficult to get funding for the improvements needed to create healthy and safe housing.
Although the lower housing costs mean a lower risk of displacement, many residents currently depend upon extremely low housing costs and even a small increase could be challenging to some. East Pittsburgh would benefit from a multi-borough housing study to determine the level of need and the targeted housing types that would be ideal for the East Pittsburgh hilltops and other areas in the BEN communities.
TURTLE CREEK PARK
Following Main Street just past the bustle of Bessemer Avenue lies a berm that connects the community to Turtle Creek. Currently serving as a buffer to manage flooding in the nearby manufacturing parcels, with a new park and trail improvements along Main Street this area can become a new hidden gem for the community.
Although it is technically possible to reach the creek by walking roads and drives, this could be a future public access, connecting the main street areas with the municipal Hillside Park to Turtle Creek.
A Green Space study would inventory the condition of Hillside Park and should look at adjacent properties, as there is evidence of runoff and possible retaining wall failure that could limit the park’s use and life span. The Green Space Inventory could be done for all three communities concurrently to maximize opportunities to network trails and to limit duplicative facilities.
LANDSLIDE, WATER MAIN BREAK FORCE EVACUATIONS IN EAST PITTSBURGH
Credit: Jacob Tierney, Triblive, April 2018
Large buildings play host to a number of mixed income and affordable housing units
Source: Ben Filio, The Guardian July 2015
Chapter 3
North Braddock Borough
There is a place for everyone to live and play in North Braddock. The borough’s variety of housing, from coops to apartment towers to single family houses means that people can age-in-place, start a family, or live and work in the community and infill and renovation projects can bring new neighbors. North Braddock’s ample green space can also become a network and unique amenity that connects the neighborhoods to each other and to regional greenway networks.
COMMUNITY INVESTMENTS
NORTH BRADDOCK GREENWAYS
NORTH BRADDOCK RESIDENTIAL HILLSIDES
6TH AND HAWKINS DEVELOPMENT AREA
JONES-LIBRARY CAMPUS
BRINTON-LOCUST AVENUE COMMERCIAL DEVELOPMENT
NEIGHBORHOOD PLAN
Credit: Consultant Team
PROPOSAL
5 - Minute Walk from BRT Stop
10 - Minute Walk from BRT Stop
Proposed Parks
Strategic Planning Areas
Trailhead
BRT Route - Proposed
BRT Route - Existing
Proposed Trail
Mainstreet Improvement
Streetscape Improvement
BASE LAYERS
Community Facilities
Rivers and Streams
Municipal Parks
Municipal Blocks
Municipal Boundary
NORTH BRADDOCK BOROUGH
OPPORTUNITIES AND CHALLENGES
HOME IMPROVEMENT
Housing is at the heart of the community. The community would like to create new houses to replace the lost housing stock and to renovate the existing housing to create safe and affordable homeownership and rental options. There are areas where blight and abandonment have created unsafe or undesirable conditions and negligent landlords or tangled titles have been a source of the problem. For homeowners wanting to make repairs, it may be difficult to get loans if property values are low.
INVOLVED LOCAL LEADERSHIP
The residents of North Braddock are highly engaged in making their community, the region, and the planet a better place. The borough, the Mayor and other community activists have been asked to speak about their work in regional and national forums. Institutions like churches and the Braddock Carnegie Library have been involved and the borough has been home to nonprofits making a difference across the BEN communities, with educational opportunities and services.
MAINTENANCE AND INFRASTRUCTURE
North Braddock has been able to light and maintain its road infrastructure, despite fiscally challenging times and the sewage systems has recently been improved. Recently a bridge was demolished for a replacement bridge to be built and there remains much work to do, especially around the railroad underpasses and other structures.
NEW AND EXPANDED BUSINESSES
North Braddock does not have a traditional “main street” area but it does have a cluster of commercial and institutional businesses in the Jones-Library area and the 6th and Hawkins areas. These areas are heavily traveled by people going to through North Braddock to other destinations, as well as people moving within the community. To spark revitalization, consider how to orient people to the areas, create a sense of destination, and encourage coordinated redevelopment.
Despite difficult economic circumstances and no true “main street”, businesses have started and expanded in North Braddock. The Braddock’s Battlefield History Center has plans for expansion and to gain higher visibility and NB is home to a computer and technology center that serves all three communities.
The building that Great Start Daycare shares with a cellphone store and corner market
Credit: Michael M. Santiago, Post Gazette, FEB 2019
Credit: Consultant Team
What We Heard...
INTERVIEW SUMMARIES
“Economic opportunity is important, for individuals and the Borough” “We need to come together to solve common problems”
“We want to attract & keep people, youth are important”
PUBLIC MEETING O1 - HEADLINE ACTIVITY
“BEN Communities the Envy of Southwestern Pennsylvania”
[NEIGHBORHOOD] Action Area Priorities
Credit: Public Meeting 02
Results: “Important to Our Community”
Mainstreet & Mobility
Housing Strategies
Economic Vitality
Lifelong Learning
Resilient Systems
Top Six MAINSTREET & MOBILITY Strategies
Credit: Public Meeting 02
Results: “Important to Our Community”
Develop Properties that will Enable Riverfront Access
Improve the Quality of the Bus Service
Redevelop Empty Commercial Buildings
Develop Long Term Business Support and Mentorship
Transit Oriented Development Area
Workforce Training to Enable Local Employment
Top Six RESILIENT SYSTEMS Strategies
Credit: Public Meeting 02
Results: “Important to Our Community”
Enhance Urban Greenways (linked parks and trails)
Enhance Street Maintenance Program
Community Benefits Agreement with Local Industry
Enhance Stormwater and Sewer Flood Management
Expand Air Quality Enforcement
Expand Soil Quality Enforcement
Top Six ECONOMIC VITALITY Strategies
Credit: Public Meeting 02
Results: “Important to Our Community”
Develop an Efficient Transit Network
Redevelop Existing Underused Buildings
Develop Property Near the Riverfront
Expand Streetscape Improvements
Support Educational and Training Activities
Develop a Vacant Lot Strategy Toolkit
Top Six Lifelong Learning Strategies
Credit: Public Meeting 02
Results: “Important to Our Community”
Improve Braddock Carnegie Library
Increase Quality Pre-School and Daycare
Develop a Program for Apprenticeships
Develop Community Programs in Schools
Improve our Existing Sports Fields
Increase University and Vocational School Presence
Top Six HOUSING Strategies
Credit: Public Meeting 02
Results: “Important to Our Community”
Create a Strategic Demolition Program
Combine Small Vacant Lots for Easy Development
Building Code Enforcement
Build Mixed-Income Housing
Provide Low Interest Loans and Mortgages
Houses, Offices, and Retail Space close to Transit
NORTH BRADDOCK BOROUGH
OPPORTUNITIES AND CHALLENGES
Address housing needs early and plan for future greenways.
PRIORITY ACTIONS
Identify individuals or a small committee to work with a BEN housing task force to work with regional housing groups. Write for greenway grants.
Improve the gateway areas with signage. Do outreach in vulnerable housing areas to assess the extent of the issues.
BEN housing task force to assess the issues, identify and connect people to appropriate programs, and to identify and forward catalytic projects.
Add to housing and create the greenway system one project at
PRIORITY ACTIONS
Recruit a housing developer to create housing infill/new development.
Inventory and assess greenway and trail opportunities in a greenway plan.
Build on successes to complete the networks and take on the more difficult projects.
PRIORITY ACTIONS
Support the design and construction of larger housing projects.
Implement the greenway plan.
URBAN FORM FACTORS
Tertiary Connectors
Pedestrian Connectors
4. East Pittsburgh and North Braddock Joint Comprehensive Plan
5. Corridor Revitalization Report
SUMMARY OF KEY METRICS
NORTH BRADDOCK GREENWAYS
CATALYTIC PROJECT
BACKGROUND
“Since growing up as a child in the community, the youth have always made use of the local wooded areas for exploring, bike riding and hiking.”
“How can golf course be engaged as partner in development?”
North Braddock’s hillsides and valleys connect its neighborhoods and stitch it to Braddock and East Pittsburgh and people have traveled on informal paths for many years. An greenways plan would identify ways to make the informal network into a linear park for the community and create opportunities for fitness activities and connecting to nature. With increasingly extreme weather events, slope stabilization and flooding remain some of the regions highest priorities. Greenways are natural spaces set aside for environmental protection or for recreational use. Greenways can activate places that are difficult to develop, such as hillsides and narrow valleys and can create zones to preserve slope stability, implement stormwater management and improve air quality.
Many treasures are hidden in the green areas of NB, including quiet valleys and dramatic views up and down the Mon Valley. Gateways or trailheads into the greenway can serve as parklets within a neighborhood. When connected through on-street routes through Braddock and East Pittsburgh, it may be possible to create a trail network that extends from the Mon to Turtle Creek.
DEVELOPMENT PRINCIPLES
• Identify narrow valleys and hillsides where stormwater management or slope stabilization is a priority and zone areas to discourage development where flooding or landslides are an issue.
• Plan a network through all three BEN communities. Connect the trail network to regional networks, possibly along rivers and creeks.
• Identify special places as destinations along the trails, whether they are views, historical artifacts, or natural attractions. Connect to nearby destinations when possible, such as museums, libraries, or businesses.
FUTURE PLANNING PROCESS
Planning grants are often available through a variety of sources, including funds dedicated to resiliency, open space preservation, mobility, and recreation. North Braddock can lead a grant that includes the other adjacent communities to make a stronger case for funding. A planning grant would: inventory land suitability and ownership, propose a trail network, and make recommendations for implementation and maintenance.
There are many open space and trail advocacy groups like Allegheny Land Trust, Western PA Conservancy, and others who advocate for and assist communities with trail and greenway establishment.
Dooker’s Hollow Bridge was a key connector across North Braddock’s green valleys to East Pittsburgh.
Equity Greenways promote social equity by improving access to green space and passive recreation
Ecology Greenways preserve, protect, and restore habitats and create
ecological corridors. Greenways can also manage stormwater, enhance slope stability, and improve local air quality.
Economy Greenways can mitigating the negative impacts of blighted vacant parcels, provide opportunities for workforce development in their care and maintenance, and create opportunities for funding.
Placemaking Greenways can protect the aesthetic character of communities, create neighborhood gateways, and can even be places where cultural and historical assets are preserved.
Connectivity Greenways can bridge gaps in pedestrian and cyclist networks while also connecting green spaces for plant and animal movement.
LOCATION MAP
Credit: Consultant Team
5 - Minute Walk from BRT Stop
10 - Minute Walk from BRT Stop
Proposed Parks
Strategic Planning Areas
Trailhead
DEVELOPMENT TIMELINE
Secure a planning grant
Identify greenway network and park locations
Begin to assembly properties
Construct trail infrastructure
Acquire larger parcels or parks
BRT Route - Proposed
BRT Route - Existing
Proposed Trail
Mainstreet Improvement
Streetscape Improvement
North Braddock Greenways
The BEN communities are designated as “Environmental Justice Areas” by the PA Department of Environmental Protection and a greenway would provide equitable, safe, and convenient access to the restorative benefits of nature for the residents and visitors to the BEN communities and would create a mobility network that connects community destinations.
DESIGN PROPOSAL
Credit:
N 1/8-mile
Learning FROM OTHERS
CHURCHILL VALLEY GREENWAY
After the closing of the Churchill Valley Country Club, the community rallied around a greenway project to permanently preserve the meadows, woodlands and paved trails of the golf course. Allegheny Land Trust and PA Department of Conservation and Natural Resources (DCNR) have partnered with the community and together they have raised more than $2 million dollars to acquire and develop the 148-acre greenway for public recreation and environmental education.
Churchill Valley Greenway
PITTSBURGH’S GREENWAY PROGRAM
The City of Pittsburgh has identified close to 15 greenways that are designated as Conservation, Passive, or Active Greenways to determine the level of activity that should be allowed in the Greenways. The Greenways are not maintained at the same level as public parks to spread more resources across the system. Each Greenway has an active neighborhood group that helps in the maintenance and care of the greenway and the City partners with organizations like Landforce and the Western PA Conservancy for establishment and trail building.
Phipps Run in Schenley Park
Source: https://pittsburghparks.org/phipps-run/
STORMWATER MANAGEMENT AND TRAILHEAD AT NORTH BRADDOCK HEIGHTS
This area of open space is typical of a possible trailhead location with a small parklet or gateway area. A community process would enable residents identify opportunities or concerns and decide the character of the neighborhood gateway. This area can also address runoff and stormwater issues. A preliminary assessment by a team of landscape architects, engineers, and ecologists could assess the extent of the problem and opportunities for improvement.
North Braddock functions as a residential community for more industrial and commercial corridors that it borders. The pockets of residential neighborhoods are gifted with valley views and are somewhat distanced from the biggest impacts of nearby industry. There is still room for more people to live in North Braddock. Investment around the gateways and hillsides would better connect to retail and transit in neighboring communities and increase the viability of the entire area.
HOUSING STABILIZATION
HOUSING RENOVATION PROGRAM AND FUND
Referenced in the Housing chapter
Many of the houses in BEN are lost to a lack of maintenance, code issues, or title/ legal issues that prevent their owners from getting loans. A targeted housing fund could provide a lifeline for emergency repairs, coach homeowners on proper care and maintenance, and help people create and live in healthier homes. Coupled with landlord-tenant advocacy, a targeted program could stabilize BEN housing stock before it is lost.
The current lack of investment, the presence of pollution, and the market dynamics of the Mon Valley suggest that property values in the BEN communities will not peak at the same level as other communities in the region. However, the low property values can also make it difficult to get funding for the improvements needed to create healthy and safe housing.
TARGETED REDEVELOPMENT AREAS
These areas currently have the highest level of vacancy, tax liens, and foreclosures and present some opportunities and challenges for redevelopment.
Opportunities include: Vacant lots can be assembled for redevelopment. These areas have positive attributes like views, tree cover, etc.,
Challenges include: Steep slopes can be costly to build on and infrastructure improvements like roads and sewers might be needed to support new construction.
Alternative funding sources will likely be needed to build either market-rate or affordable housing.
Credit: Consultant Team
Although the lower housing costs mean a lower risk of displacement, many residents currently depend upon extremely low housing costs and even a small increase could be challenging to some. North Braddock would benefit from a multi-borough housing study to determine the level of need and the targeted housing types that would be ideal for the North Braddock Hillsides and areas in the BEN communities.
6th and Hawkins Development Area
The area around 6th and Hawkins serves as a fulcrum that connects North Braddock to many of its neighboring communities. Sixth Avenue is a major throughway for businesses located throughout the Mon Valley--with improvements to the public realm it can be a memorable entrance into North Braddock. It can also create a front door for destinations like the History Center and make the area more attractive for housing and commercial areas. DESIGN
One of the signature experiences of North Braddock is walking or driving under the rail lines that are portal to the community. The underpasses exist in varying conditions and changing murals or art pieces, signage, lighting, and/or other articulation could create memorable gateways and orient people to the things that make the community special.
Crossing from Bell to Hawkins is not straightforward due to tight intersections and one way streets and there have been some discussions on the realignment of streets in the area of Penn and Baldridge Streets. Realignment should create parcel shapes that allow for and encourage redevelopment.
HISTORICAL CENTER EXPANSION
Braddock’s Battlefield History Center is a nationally significant destination that would benefit from an expansion of their programming onto the adjacent sites. A masterplan for this area would identify co-benefits to improving the Center’s site, the compatible uses for adjacent sites, and the public realm improvements like sidewalks and signage that would assist in the success of the area.
INFILL DEVELOPMENT
There is a cluster of vacant lots and unoccupied houses in this area. Sites could be assembled for multi-unit housing such as townhouses. The area is close to transit and may also be a good location for denser, multistory housing.
Color Tunnel in
Outer Wall of the Trumbell Street
Jones-Library Campus
The intersection of Jones Avenue and Bell serves as North Braddock’s center for local and regionally serving civic institutions like the Braddock Carnegie Library and Woodland Hills School District Administration. In addition, the area has a public park and a elder housing tower that creates a cluster of public serving facilities.
CORRIDOR OF OPPORTUNITY
BOROUGH BUILDING IMPROVEMENTS
Referenced in the Lifelong Learning chapter
The mid-century borough building is centrally located, has some thoughtful period details, and is heavily used. Future improvements are being considered.
HERITAGE BUILDINGS
Referenced in the Housing chapter
This area of North Braddock also has some of the more spectacular buildings with the Braddock Carnegie Library, 541 Jones Avenue that is a spectacular end to Bell Ave, and vacant and occupied churches. These buildings might be considered as part of a history trail and possibly collaborate to pursue funding opportunities for heritage preservation.
INFILL DEVELOPMENT
Referenced in the Economic Vitality chapter
There are a few vacant lots of varying sizes where duplexes or townhouses might be appropriate. This area might be desirable due to its location close to transit and services.
PARKS DISTRICT
This area of North Braddock has a variety of different types of open spaces, from small memorial parks, to nonprofit gardens, to larger fields for athletics. These facilities might be positioned as a park cluster and could possible qualify for grants or funding for park establishment, heritage sites preservation, and active lifestyle and health funding.
Recycle Park Drawing by CMU SoA Urban Design Build Studio
Source: https://soa.cmu.edu/udbs/recyclepark
Heritage buildings in North Braddock
Source: Google Earth
Borough Building
Source: Consultant Team
Brinton-Locust Avenue
Commercial Development
Brinton Road at Locust Street is an entry point into North Braddock and is a seam that connects neighborhoods of single family homes, townhouses, and apartment buildings. There is an opportunity to better connect these neighborhoods with infrastructure and transit and possible locations for future development.
DESIGN PROPOSAL Credit:
COMMUNITY GATEWAY
BRINTON ROAD/WOLFE AVENUE IS A SPINE FOR NORTH BRADDOCK AND OTHER COMMUNITIES
As a ridge road, it organizes small businesses, restaurants, churches, parks, and other community facilities. It also intersects roads that lead to the river as well as routes to the major commercial thoroughfare of PA Route 30.
Brinton Road is also the preferred route for bus lines and currently the stop serves many community members. Improving the bus stop with a shelter, better lighting, crosswalks, and a continuous sidewalk would make it safer encourage transit use. In addition, signage could welcome people to North Braddock
IMPROVED TRANSIT STOP WITH UNIFIED BRANDING
A creative partnership with an artist can create a unique entry sign for North Braddock and be a functional and safe bus stop.
The same artist or design language might help create markers for all entry points that North Braddock would like to mark.
Credit: Consultant Team
TRANSIT ORIENTED DEVELOPMENT
The location near a transit stop and available vacant land could be ideal for transit-oriented development, with multifamily housing that welcomes young people, elders, and families who might want to take advantage of the transit and nearby amenities. In addition, the buildings would add to North Braddock’s identity of renewal.
The building front on Brinton would bring activity to the block and the parking at the rear of the building would limit the curb cuts, with fewer opportunities for backout accidents on Brinton.
Multi-modal Connectivity
Source: Port Authority of Allegheny County TransitOriented Development Guidelines
