Legend Intersections Facade Improvement Corridor
Family D
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Vacant lots
Rite A id
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CLAIRTO N COMM U N D I T E Y S Design I V G I N S I Center O C N H Pittsbur I A N R G R gh | E E T T conomi c Devel E o pment
South
Library
School?
Boundary line
The City of Clairton in partnership with
Design Center Pittsburgh Economic Development South Jefferson Regional Foundation
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Clairton Chamber of Commerce Community Economic Development Corporation of Clairton Clairton School District Department of Community and Economic Development Greater Pittsburgh Food Bank Just Harvest Laurel Foundation 3
A special thank you to the architects who faciliated the table discussions and design process. 4
AE-7 Jeff Wetzel | Mark Ambtman | Corianne Andrews
Front Studio Art Lubetz | Deborah Kaplan | Sam Sanders
LGA Partners Scott Bofinger | Khari Peart
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Thank you to all of the community members that took time out of their evening to present their ideas during the charrette. This is the first stage for the revitalization of the commercial district.
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Summary The City of Clairton recently emerged from the state’s Act 47 designation of financial distress, and is working with state and local partners to explore new reinvestment opportunities in the community. In the past, Clairton’s strategy to address blighted property and attract investment was to demolish many of its abandoned buildings, leaving large voids in the city’s urban fabric. In some ways, this was the city’s only available strategy to do something about the problem. However, instead of alleviating the challenges in Clairton, this vacant land and the loss of the city’s architectural history only exacerbated a sense of abandonment and disinvestment in the community. As a result, there is a lack of local business and service activity along Clairton’s main street, with a large part of its building stock blighted and abandoned. The City of Clairton has partnered with Economic Development South (EDS) and Design Center Pittsburgh (DCP) to develop a data, design and implementation plan for their commercial corridor. Both groups hope to encourage investment in the main commercial district and use historic preservation strategies of the buildings that still stand along it, in the St. Clair and Miller Avenue.
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Through the design process, DCP and EDS want to develop a business district plan that focuses on the following community goals: • Identify equity and inclusion as the main design elements for redevelopment. • Prioritize historic preservation in the design strategy for the Main Street. • Highlight façade improvements that can enhance the unique physical characteristics of existing buildings. • Encourage a walkable district, safe intersections, and functional and fun public spaces. • Consider streetscaping, furniture, and strategic pop-up shops that can quickly activate the commercial Main Street. • Propose a gateway that reflects on the community’s identity and signifies an arrival to the commercial district. • Develop a “Destination District” that builds on the history of the neighborhood and includes the future community vision. • Transform the Main Street to a place for current and future residents and where business owners can thrive.
The initial design process began with a community walk-through of the St. CLair and Miller commercial district. Community leaders identified this area as the most intact and walkable corridor that still exists within the community and provided insights about possibilities for redevelopment. However, the City lacks information about the building conditions and the design opportunities that are present in the main commercial district. The goal of this process is the help Clairton evaluate its assets and draft a plan that reuses exitsting buidings, manages the demolition of blighted properties and enhances the current streetscape of the commercial district. Approximately 30 community leaders attended the walk-through of the commercial district and provided experienced insight on the influential history of the corridor and its context within the community. The purpose of the walk-through was to give project partners and community leaders a better understanding of the current urban conditions of the commercial district, gain additional knowledge about the architectural qualities of the building stock, identify physical spaces to implement easy rehabilitation projects, and envision stages of revitalization of the main commercial district over the years. Armed with this knowledge and the goals of the community, DCP staff prepared a design charrette to engage the community in the revitalization effort by helping them visualize the future of their commercial district. We invited three local firms to join our team and provide probono design services for the community design charrette. There were five main focus groups: the Miller corridor, intersection at Miller & St.Clair, intersection at 5th & St.Clair, vacant lot strategies, and the future identity of the city. This report highlights the main thoughts and concerns of community leaders and the result of the charrette conducted with architects and other community partners.
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Summary
5 urban nodes were
JAN
FEB
2.11 DCP/EDS Team Planning Meeting
identified for the design process: • Miller Corridor Street-scape • Miller and St. Clair Intersection • 5th and St Clair Intersections • Vacant Lot Strategies • Future Identity of the City
2.19 Community Walk-through
15 community leaders
provided their input at the main commercial district walk-through.
MAR
45 Clairton residents
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3.24 Community Visioning Design Charrette
APR
4.13 Architect’s Notes and Renders
3 architecture firms
partnered with DCP to facilitate the community Design charrette.
of diverse backgrounds participated in the community vision design charrete in addition to members of other community partners.
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Process: Research The City of Clairton Comprehensive Plan was developed in 2011 in assistance with many groups, organizations, and individuals including the City Council and School District Partnership, Youth Focus Groups, and the Department of Community and Economic Development. It highlights the background information on the demographics of the city: population, age, race, home ownership, value of homes, and other economic statistics. DCP used this report, along with the findings of the community walk-through, to inform the design needs of the community, and align the objectives of the charrette to the City’s long term goals. DCP focused on data-driven decision-making in the design process to reinvision the urban quality of the main commercial district.
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DCP staff helped the community understand the available data that characterizes Clairton’s social, economic, and architectural challenges. This information was already identified on the City’s aforementioned Plan, but to connect it more holistically to future redevelopment goals, DCP used the plan to analyze the data that would be most useful to drive the design process. In certain cases, some community members were not aware of the facts and figures in the city’s Comprehensive Plan and in other instances the Plan, now 5 years old, did not reflect the current trend of vacant properties along the main commercial district. Additionally, after identifying the main commercial district as a focus area for redevelopment, DCP created maps to help the community visualize the urban conditions present on their Main Street. Presenting this information and data as part of the design process ensures that the community understands how architects, designers, and neighborhood leaders can enact change, and highlights opportunities available within the neighborhood. The following pages contain some of the maps that DCP created:
Clairton Public vs Private Ownership
13 Legend Publically-Owned Privately Owned
Main Commercial District Public vs Private Ownership
14 Legend Publically-Owned Privately Owned
Main Commercial District Vacant Commercial and Industrial Land
15 Legend Vacant Commercial/Industrial Land Occupied Land
Process: Community Walk-through A holistic approach to reimagining Clairton’s main commercial district needs to allow designers, architects, government officials, and community members to experience the assets and challenges of the corridor first-hand. This is why DCP decided to conduct a walk-through of the district with community leaders and project partners, so that they could physically engage with the goals of the project and understand exactly what strategies needed to be targeted in their Main Street Plan. The walk-though traversed the challenges that had been identified and served as a platform to re-contextualize project goals and conversations among diverse stakeholders. The main goals of the walk-through included: get community leaders and project partners to focus on small opportunities for redevelopment that are actually available on the existing commercial district, listen to the wants and needs of community members, evaluate existing community assets, and informally envision the future opportunities for long term and short term redevelopment.
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The 15 participants were divided into three groups of five and led on a Main Street walk-through facilitated by a DCP representative. Each group stopped at all of the five identified urban nodes, where DCP asked participants to pay particular attention to the condition of the building facades, buildings needing immediate assistance, easy streetscape improvements that could be implemented, elements of the neighborhood that should be preserved, the history of those buildings, and incremental change that community members can take charge of. These conversations-on-the-move enabled the audience to be both witnesses and participants. Groups were divided in a diverse mix of community leaders (who provided valuable historical and first-person insight about their neighborhood), design professionals (who provided quick reinvisioning strategies and urban interventions), and government/community partners (who provided details about the initiatives and projects developing in the community).
Main Commercial District Walkthrough Findings Improve character of the St through Faรงade Improvement Programs
Place-making as a way to transform vacant lots
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Redevelop existing commercial spaces for useful community spaces
Prepare buildings for small business opportunities
Utilize sidewalks for streetscape improvements (benches, trees, etc)
Process: Design Charrette Clairton’s community visioning design charrette took place on March 18th at the Clairton Municipal Building. DCP developed and conducted all aspects of the charrette with the goal of bringing community members, architects and city officials together to determine the community identity of the City of Clairton and establish a feasible path for that vision to occur. As a facilitator, DCP coordinated with its network of partner architects, which agreed to provide pro-bono design expertise at the community visioning session. The architecture firms included: AE-7, Front Studio, LGA Partners. As an organizer, DCP coordinated the event with EDS and provided useful maps and materials to partner architects to use during their design session. Lastly, DCP secured that the charrette not only met the goals and objectives of the City of Clairton, but ran smoothly for all of the participants. DCP used the walk-through feedback and other community input to define 5 urban nodes in the Commercial District that were important for the redevelopment of the main commercial corridor. The purpose of this design charrette was to bring together architects and community members to rethink the specific interventions and urban strategies for these five urban nodes. As already mentioned, they included: the Miller Corridor Streetscape, Miller-St. Clair Intersection, the 5th-St. Clair Intersection, vacant lot strategies, and community identity.
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Stephanie Miller, Deputy Director of EDS, started the community session with introductory remarks highlighting the need for the design charrette in the process of re-envisioning Clairton’s main commercial district. Chris Koch, CEO of DCP, presented the data findings on The City of Clairton’s Comprehensive Plan. She provided a deeper-dive on the current population trends, like the median housing value and its cost, in order to allow participants to have a thorough background of the current context entering the envisioning session. In addition, Chris updated participants on the main findings of the community walk-through, summarized the goals and objectives of the project, and presented precedent projects that DCP has done in the past in which community visioning was an important catalyst for positive neighborhood transformation.
In addition to presenting research, DCP also highlighted the positive data points in the City of Clairton, which include: • “High rate of home ownership with 66.8 percent of residents owning their own home.” • “Most employed residents don’t travel far from home to work ... a sizable portion of residents work within the municipal boundaries.” • “More people graduate high school in Clairton than in Allegheny County” Lastly, Mayor of Clairton Richard Lattanzi addressed the group and highlighted the diverse attendance, reinstating his commitment to reinvisioning Clairton’s Main Street as a place for current and future residents. After the presentation, participants were divided into 5 different groups corresponding to each of the urban nodes identified earlier. Each table discussion was led by a partner designer or architect and had from 5 to 10 people actively participating in different design exercises. With 5 nodes as identified, DCP wanted to make sure that every participant was able to provide input in each station. Participants rotated every 15 minutes to a new table and were able to engage holistically in the transformation of the main commercial district. As the rotations occurred, groups were able to build off of the design goals of the previous group, allowing them to have greater learning opportunities and deeper development. In the end, DCP wrapped up the session and reiterated the charrette’s goal. The Mayor also addressed the group in some final words and answered a variety of questions. The results of the charrette can be explored in the following pages, which summarize the notes and design possibilities that participants and architects came up with during each envisioning exercises.
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Miller Corridor Streetscape
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Through initial community discussions and urban investigations, DCP and EDS identified the Miller corridor as an important node for future development because it contains some of the neighborhoods most historical buildings at the heart of Clairton’s commercial district. The corridor spans from the Clairton Public Library near Halcomb Ave, to the Family Dollar at Waddell Ave, both of which have become anchors in the community. In the past, this area was vibrantly bustling with commercial activity, hosting the local theatre, a bank, night clubs, and a hotel. As mentioned, the Miller corridor is also the area with the most historical character. For example, the Art Deco-style Union Trust Building dates back to 1929, when Clairton was a thriving industrial town, and is now a local landmark. Many facades on this strip share the same characteristic: the ambitions of the era are seen in the intricate emblems on the Steel City Appliance’s building, the original architectural motifs on other buildings, and the vintage “Skapik’s” sign. As Clairton plans for redevelopment advance, it is important to address a plan to preserve and maintain the old facades already in place. With large sidewalks and active intersections, DCP advised architects to consider the following design criteria: • Propose facade improvement strategies that preserve and enhance the historical characteristic of the current existing buildings. • Add streetscape furniture and trees to form a more enjoyable environment that increases walkability and public gathering. • Increase the overall safety and security of the area in order to promote an active walkway to and from the anchor points.
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In addition, designers identified and discussed additional development strategies focusing on: • Implementing bicycle accommodations:, including shared roadways, bike racks, signage and connections to nearby trails. • Utilizing resilient, and durable materials that are vandalism-resistant in all future improvements. • Establishing more connected transportation systems that get more people into the area. • Establishing a clear identity and incorporate it into the district through street light banners and entry gateways.
Service
Grocery Store
New Housing options: Upper level apartments & new market rate apartment buildings
Communal
Civic
Restaurants
Businesses that partner with local schools for vocational training
Retail Stores
Events/ Activities in the park
Police Substation
Coffee Shops
Public spaces for gathering
Fire Department
Bowling Alley
Banking Facilities
Recreational Center
Dry Cleaners
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Miller - St.Clair Intersection
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Congruent with previous meetings, the community is overwhelmingly invested in restoring the St. Clair and Miller commercial district. Most participants pointed out that this intersection marks the center of two of their most important, and highly-trafficked main roads. The intersection of St. Clair and Miller is both the gateway into Clairton from Route 837 and the community’s main commercial center. During the walk-through and charrette, many groups identified serious problems of blight, crime, lack of investment, and overall neglect that can be physically observed at this intersection. However, participants highlighted that strategically re-engaging this intersection can be a very important step in the redevelopment of the City of Clairton as a whole. While all of the groups agreed that revitalizing this area was a high priority, there were very few ideas that garnered a consensus. Many ideas that were applauded in one group were met with a “no way” in the next. Some of this opposition can be due to failed attempts or empty promises in the past. Residents readily expressed that ideas with high maintenance cost had high financial burdens and where unfavorable. In spite of these challenges, the wide range of main community priorities are summarized in the next page; they include issues from parking, to street trees, walkability, and even initiatives that can engage the community’s youth.
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The ideas that were consistently agreeable to the community are visualized in this section through Front Studio’s architectural sketches. Some of the most intriguing interventions included a satellite security station, restaurants, a bank, a late night-eatery, better public transit, filling vacant buildings and “sprucing up” the street. Overall, the architects noted that community showed an appropriate amount of frustration, but more importantly they also displayed a surprising amount of enthusiasm. The mayor’s sentiments that “everyone who is left in Clairton is truly invested in the place,” rings true. The community is willing to get behind ideas of reinvestment, especially around this intersection, so long as there is action.
Miller and St. Clair Intersection Main Ideas Unfavorable Idea
General Idea
Very Favorable Idea
Repaving the sidewalk with modern materials Improving the street lighting along the intersection Keeping traditional “Old-Timey” materials Including outdoor facilities including fountains, BBQ pits, playgrounds, etc Creating a place-making site that attracts more youth Transforming parking lot into a park with memorials and/or public art Building mixed-income apartments near the intersection Upgrading and adding better crosswalk signals Placing a public clock on the intersection Adding street furniture, especially to sit at the bus stop Incorporating “Welcome to” gateway signage Institute paid parking Innovative Idea
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5th - St. Clair Intersection
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Throughout the charrette, residents expressed frustration with Clairton’s distressed economy but they also came together to point out the importance of youth programming in the redevelopment of their community. For example, the Clairton High Bears, Clairton’s high school football team, is a beacon of light for the community. The team infuses a sense of community spirit and pride by virtue of winning their 60th consecutive game in 2012, placing them into the record books for most consecutive wins for any high school football team in Pennsylvania. Despite the success of the high school football team and recognizing that more teenagers graduate high school on average in Clairton than in Allegheny County, there is still a lack of spaces that support young people within the main commercial district. The community continuously brought up the idea that more needs to be done about youth in the community. Some teenagers that participated in the charrette commented that sports-centric programming is not enough, and instead that there should be more initiatives that connect youth to other elements of the redevelopment plan.
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The intersection at 5th and St. Clair sits right in the middle of that social and urban context. St Clair Ave is a main arterial road at the heart of Clairton and is highly trafficked by buses, cars and pedestrian activity. 5th St, which intersects St Clair, offers a direct iconic view and entryway of Clairton Public High School. Most community participants in the walk-through and the charrette pointed out that this intersection was important to the main commercial district because a lot young people crossed it to go to and from school everyday. In fact, most participants recognized that the streetscape of the intersection needed to be transformed into a more youth-friendly space and that buildings along this urban node could be great opportunities to incorporate youth programming into the commercial district. In other words, this intersection provides an active location for place-making and identity branding.
With large amounts of foot traffic, it was also important for the architects to consider a pedestrian-friendly design for this intersection. In rethinking the physical quality of the space, the architects at AE7 leading this session took advantage of the wide streets already present to improve this intersection’s safety. As you can see in their drawings, this intersection is already anchored on each corner by: the Post Office, vacant commercial space in great condition that is move-in ready, buildings with significant architectural character, and a unique smaller building that is flexible for creative reuse. Therefore, it was important to draft a plan for this intersection that not only maintains the facades but can also creatively transform the current infrastructure to be more community-friendly. In one design iteration, the group brainstormed the idea of including a “Clairton Bears� School Zone to increase the engagement of the school within the rest of the commercial district. In another group there was a greater focus on incorporating training programs as part of the rehabilitation of the current commercial spaces. As evidenced by the earlier analysis, the community seems committed on transforming its commercial and open space as a place where youth can thrive. However, transforming this intersection can also target other community goals that include walkability and beautification. In fact, since some of the commercial spaces along this node are in good condition, this is a prime area to secure the neighborhood amenities that the community wants, including a cafe, a restaurant, or a deli.
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Four Corners Anchored:
• Establish business at 3 corners • Create engagement with school • Create ‘Clairton Bears’ school zone: branded sidewalk, gateway signage at entry (orange & black colors), brand pedestrian crosswalks) • Open Space/ parklette anchors corner: spill-out space for adjacent establishments.
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Vo-Tech Training/ Application District
• Create school zone. • Create anchor businesses thay incorporate application of vo-tech training: Culinary, Health, Personal Care, IT, Mechanical, Construction, Automobile • Open space/ parklette: creates opportunity to engage outside, weekly markets/ music events can be hosted here, can act as a spill-out zone
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Food & Market District • • • •
Open market style concept Establish anchor businesses like bakery, deli, butcher Establish restaurants in district with diverse food options Parklette can host produce market seasonally.
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Vacant Lot Study
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When it came to the vacant lots already present in the Main Street, the community expressed varied opinions about what should be done with them. Because these lots represent a great opportunity to reimagine what new amenities could be in the Main Street, the community proposed ideas that addressed many of their main concerns, including reimaging Clairton as a market district and increasing the accessibility of open space for youth in the community. Every group proposed the universal idea that a grocery story is needed in the neighborhood. Clairton is characterized by Just Harvest as one of Allegheny County’s “food deserts,” in which low-income areas don’t have access to full-service grocery stores, a frustration that was vocally and consistently brought up throughout the charrette. Though it may not be economically viable to build a super market, food service should be the highest priority in the redevelopment process of vacant lots in the community. Many community members also supported the idea of a small-business incubator in which spaces could be accessed for little rent. As you can see in Front Studio’s notes in this section, the community worked with the architect to find useful ways to re-utilize vacant lots in the Main Street. Shockingly at first, however, many participants were in favor of completely bulldozing the district in favor of building something (anything) new. For example, before coaxing from professionals, many residents favored paving multiple vacant lots as extra parking. We believe these initial expressions were born out of frustration and a lack of expectation in the design process. Clairton has been blighted and under-served for a long time. As it appears, some community members still see many of its old bones as liabilities rather than opportunities. Crime and vandalism are serious issues in the urban core.
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Front Studio values including preservation, walkability, urbanism and infill in the urban plan for the City of Clairton. Once they expressed to community members that there is value in the existing infrastructure, and that it may be possible to positively invest in Clairton without demolition, the community rallied. After some discussion, groups welcomed the idea that infilling vacant lots and rehabilitating vacant and underutilized building can be instrumental in rethinking the physical character of the Main Street. Ultimately, there is a lot to be done regarding the large number of vacant lots in the commercial district. The community wants to see something new that reinvigorates the streetscape but changing the perception of blight is the first step in having the community reinvest in itself.
Main Topics of Concern Regarding a Vacant Lot Strategy
Address Crime and Safety
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Consider kids after school - where do they go? Places for kids to gather safely in the community An arcade- have kids move around from High School Bowling alley / gymnastics center Increase youth accountability and community investment
Include a high level security at farmers market Seminar in the high school each semester Street cameras / additional security Move police center closer to Miller ave & highway.
Build a Livable Environment
• • • • •
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4 Increase Neighborhood Amenities
Focus on Youth spaces
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Make St. Clair from parklet to Chinese restaurant a “Market District” Access to computers / wifi cafe Outdoor seating spaces Fountains and a passive park Pop up plaza in conjunction with active space Outdoor Amphitheater
• • • • • • • • •
Grocery store / farmers market Electronic store for kids Cosmetology school Movie theatre Bakery Butcher Shop Car wash Ice cream Parlor ex: Al’s Cone Zone Business incubator rental space at $400/ month (mayor’s idea)
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Clairton as a Market District
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St. Clair as a Farmer’s Market District
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Identity Discussion
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Currently Clairton is known as “The City of Prayer,” but that identity dates back to when the City had a peak population of 25,000 residents. Now, with less than 7,000 residents, Clairton’s population has decreased 20% since 2000 and has a very different demographic. However, churches and other religious groups are still in the forefront of leading initiatives in Clairton. Staff at DCP wanted to know the reason for this identity and if community members felt a strong connection to it. In the Identity Discussion, community members were prompted to link their history, neighborhood assets, and cultural traditions to the future vision of what they want Clairton to be.
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This final discussion group, which focused on the future identity of Clairton, was one of the most important conversations during the charrette. Some of the main urban challenges in Clairton transcend its blighted buildings. Because the community has seen disinvestment for decades, a plan for redevelopment must address a vibrant vision of what the community envisions to be. Without this discussion there would be a lack of cohesive strategy between what the community wants to see in the mainstreet and what is needed to spur economic developmnent. By allowing community members to discuss the future identity of their community, DCP staff was able to have a greater understanding of the community’s vision and goals. The purpose of this discussion was not only to identify a vision that informs redevelopment, but to train community members to think about how their vision could physically manifest itself in the commercial district: For example, DCP prompted community members to think about their community vision in the following way: what new businesses will be needed to support their vision? Where should they be located? How should they look like? The designers probed questions and design exercises around the following questions: How is the community perceived by community members versus someone who is an outsider? What do you identify as the assets in your community? If you had a visitor from out of town for a day where in Clairton would you take them? When you leave Clairton everyday, why do you leave? If you were to design a post card about Clairton how would it look like? What would it say? The next page summarizes the main perspectives that community members expressed during the identity discussion:
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A Shopping District This group envisioned Clairton as a place where people traveling to and from Pittsburgh can stop and shop in Clairton’s main commercial district. This identity emerged from the resident’s desire to have a grocery store and other anchor chain stores that can revitalize and increase investment in their Main Street. Residents in this group recognized that Clairton is well positioned to attract Route 837 commuters that would enjoy the idea of a shopping district instead of traveling to Pittsburgh’s city center.
A Place for Community & Youth This group envisioned Clairton as a family-oriented neighborhood where youth thrive, and with spaces where the community can interact with one another. This identity came about as residents recognized the lack of space currently on the Main Street to support youth and community development. Residents want the high school to be tightly connected to the neighborhood by having places and programs for young people as opportunities for professional training. Additionally, the residents want to see common spaces that can support the community activities that are already taking place in the community
2 A Vibrant Cultural District This group envisioned Clairton as a walkable and vibrant community that builds on its history, where you don’t have to leave the community to get things. In this identity the steel mill is recognized as an important institution in the past but seeks to modernize the current perception of it in the community. Residents want a vibrant commercial district, including diverse ethnic businesses, that enhance the culture of Clairton and gives residents the opportunity to enjoy commercial and social amenities inside of their community.
4 An Incubator for Small Businesses This group envisioned Clairton as a place that encourages young entrepreneurs to open their own businesses. In this vision the amount of vacant available commercial buildings and their affordable price is an opportunity for the redevelopment of the business district. This identity came from The Mayor’s idea that Clairton is wellsuited to have a business incubator and other programs where older business owners in the commercial district provide mentorship to young entrepreneurs. Residents want to see the Main Street that is occupied by new and innovative businesses.
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Next Steps and Conclusion
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As in many Mon Valley towns that have experienced the localized impact of the steel industry’s collapse, Clairton saw shops and community staples leave town, despite U.S. Steel’s continued presence. However, that hasn’t halted the ability for community leaders and government officials to come together and positively engage in the redevelopment of the main commercial district, the identity of their neighborhood, and the condition of the City as a whole. Like mentioned throughout this report, the work that was done during the City of Clairton’s community vision design charrette is only the beginning in a long term process of transforming the physical and social character of the community. The charrette was successful because of the valuable partnerships with various neighborhood groups that enhanced community conversations, the enthusiasm of Mayor Rich Lattanzi and his team, the help of Economic Development South, the assistance of the architecture firms, and the commitment of City of Clairton residents who actively participated as agents of transformation.
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Community leaders and residents have highlighted the main concerns that should inform the development plans moving forward. More importantly, however, they have also provided city officials, designers, and community partners their ambitions regarding their future vision of the community. Whether the focus becomes increased food access, an entrepreneurial hub for small businesses, or community engagement surrounding youth, the design exercises and conclusions that have been outlined in this document should be the main drivers in local decision-making initiatives in the future.
Main Design Ideas Identified by Community Members North Miller Corridor
• There is great architectural quality on Eastern side of the street could benefit from a façade improvement Program. • Adding benches, fixing lamps, and adding planters can transform the streetscape. • Help Skapiks make upgrades to their storefront and accentuating it as a historic business in the community. • Pop-up project opportunity on “Criket” space and the surrounding buildings. • Evaluate the interiors of the commercial buildings on the street and identify which are for sale and what potential use they can be reused for.
South Miller Corridor • • • • •
Improve the bus stop and parking lot into a public space with landscaping and street vendors. Refresh the Croatia Club façade to highlight its rich history and architectural details. Save architectural details in Steel City Appliances building and consider a potential space for a culinary school. Remove veneer off existing storefronts to prepare them for small business opportunities and other creative reuses. Utilize wide sidewalks for street scape improvements like benches and street trees.
Miller- St. Clair Intersection
• Instal gateway signage that highlights historical information at Clairton’s main intersection. • Add walking signals to the intersection. • Highlight the place of main bus stop.
5th- St.Clair Intersection • • • • • • •
Create an intersection design plan that considers children and seniors as main users. Use the storefronts near the intersection that vacant but well-maintained for improvement projects Enahce the bus stop shelter acress the Postal Office by conidering a bus shelter or street benches. Consider making car dealer building into ice cream shop or other family friend type of business Create a clear street vista that highlights the High School. Introduce landscaping elements around the Post Office building. Create a youth garden and green space on vacant lots present on the block.
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As the beginning of a long-term plan to revitalize Clairton, this report provides opportunities to inform initiatives and projects that can drive ahead the momentum of these conversations. It is our hope that the community of Clairton, its partners, and government officials can use this tool to advance the following objectives in partnership with DCP and EDS: Short Term
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Mid Term
Gather data that asseses the current architectural quality and maps the building stock of commercial properties along Clairton’s Main Street.
Create tools like design guidelines, rent abatement programs, adopt-a-lot, or other community programs that activate the Main Street.
Perform an architectural assessment for each identiffied vacant building with the opportunity for redevelopment.
Stabilize vacant commercial buildings with potential for redevelopment by boarding up windows, changing roofs, or fixing architectural elements.
Activate available commercial storefronts with pop-up projects that use creative placemaking strategies focusing on food.
Develop a Facade Improvement Program that focuses on restoring storefronts, improving the pedestrian environment, and encouraging economic development.
Design vacant lot projects that can quickly change the streetscape of the mainstreet and introduce public art and green space into the community.
Connect current business oweners with opportunities available to fix up their storefronts through County and State programs.
Organize community events to repaint Main Street elements and clean-up street trash.
Create youth engagement opportunities by drafting internship programs, mentorship initiatives with Main St business, and after school services. Draft a marketting and identity branding strategy that speaks to future development goals, including communications, banners and signage.
Long Term Develop a Streetscape Master Plan that prioritizes walkability, infrastructure improvements, street furniture, and instersection design.
Create partnerships with the school district to ensure youth spaces tied to educational programming.
Design a new residential or commercial mixed building in the mainstreet.
Secure permanent quality food options including grocery store, a cafe, or a restaurant on the Main Street.
Work with larger granting bodies on developing systematic approaches to economic development, including NPP plan development, program fundraising, and partnership development.
Recruit local and regional businesses that can start to occupy vacant commercial storefronts.
Rennovate a commercial space that can serve as a permanent business incubator and community space in the neighborhood. Connect marketting and branding with economic development to transform Clairton to a “Destination District.�
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