A Comprehensive Plan Lower Merion Township

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January 2016 l e m e n t E

i l i t i e s ennsylvania c a t u r e , P c F c o u n t y

r a s t r u f n e r y o m m u n i t y I m C o n t g o A COMPREHENSIVE PLAN COMPREHENSIVE A of and Redevelopment Infill, Preservation, for the TOWNSHIP MERION LOWER M

A COMPREHENSIVE PLAN FOR LOWER MERION TOWNSHIP Montgomery County PA COMPREHENSIVE ii PLAN

ACKNOWLEDGEMENTS T o w n s h i p o f L o w e r M e r i o n B o a r d o f C o mm i s s i o n e r s ( 2 0 1 6 )

Paul A. McElhaney Anna Durbin President Ward 8 Ward 3 George T. Manos, AIA Daniel S. Bernheim, Esq. Ward 9 Vice President Ward 1 V. Scott Zelov Ward 10 Joshua L. Grimes, Esq. Ward 2 Tiffany O’Neill Ward 11 Steven K. Lindner Ward 4 Brian A. Gordon, Esq. Ward 12 Cheryl B. Gelber, Esq. Ward 5 C. Brian McGuire Ward 13 Philip S. Rosenzweig, Esq. Ward 6 Rick Churchill Ward 14 Elizabeth S. Rogan Ward 7

T o w n s h i p o f L o w e r M e r i o n P la n n i n g C o mm i s s i o n e r s ( 2 0 1 6 )

Charles B. Howland Brian O’Leary Anthony Vale Harriet Ruffin Richard P. Pasquier, Esq. Catherine Cantlin George Ross

This plan was prepared for the Planning Commission with local and Community Development Block Grant Funding Administered through the Department of Building and Planning under the Supervision of Christopher Leswing, P.P., A.I.C.P. Assistant Director, Building and Planning 75 E. Lancaster Avenue, Ardmore, PA iii

Comprehensive Plan Committee Chairs Alan S. Ritterband, Land Use Committee Robert W. Gray, Land Use Committee Harriet Ruffin, Circulation Committee Brian E. Hirsch, Circulation Committee Brian O’Leary, Housing Committee Marc D. Vitale, Community Facilities Committee Anthony Vale, Community Facilities Committee Charles B. Howland, Water Resources Committee

Technical Support Staff Lower Merion Township Building & Planning Department Robert E. Duncan, Director Christopher Leswing, P.P., A.I.C.P., Assistant Director, Planning Angela Murray, A.I.C.P., Assistant Director, Community Development & Economic Development Andrea Campisi, Senior Planner Colleen Hall, Planner/GIS Technician Carissa Hazelton, Planning Technician Jillian Puleo, Planning Technician Joe Newby, Planning Technician Eric Persson, Economic Development Specialist Kathy Morris, Community Development Technician Michael Wylie, Zoning Inspector

Consultants Montgomery County Planning Commission Anastasia Somers, Principal Designer John Cover, A.I.C.P., Section Chief, Community Planning–Land Use Element Eric Jarrell, Asst. Section Chief, Community Planning–Land Use Element Marley Bice, A.I.C.P., Planner–Land Use Element CHPlanning David Schwartz, P.E., A.I.C.P., P.P., Senior Associate–Circulation Element Campbell, Thomas & Co. Robert P. Thomas, AIA, Partner–Circulation Element COMPREHENSIVE iv PLAN

C o n t e n t s

List of Tables and Figures ...... vii List of Maps viii Executive Summary x

INTRODUCTION Vision ...... 1 Community Development Objectives 4 Approach 6 Plan ...... 17 Structure ...... 22

BACKGROUND INFORMATION AND COMMUNITY DEMOGRAPHICS Regional Setting 25 Local Setting ...... 26 Transportation Infrastructure ...... 33 Land Use Analysis 36 Demographic Analysis ...... 42

GLOSSARY OF PLANNING TERMS Glossary Gi

RESOLUTION Resolution Ri

CIRCULATION ELEMENT Background/Introduction ...... 55 Vehicular Mobility & Safety ...... 71 Pedestrian and Bicycle Mobility ...... 86 Public Transportation ...... 105 Aviation and Freight 112 Relationship of the Circulation Element to Other Planning Elements ...... 114 Overall Recommendations ...... 114 Implementation ...... Ci

WATER RESOURCES ELEMENT Background/Introduction ...... 115 The Policy 134 Regulatory Codes ...... 135 Infrastructure 139 Retrofits/Education ...... 143 Relationship to Other Planning Documents ...... 147 Summary of Water Resource Recommendations 148 Implementation ...... Wi v

LAND USE ELEMENT Background/Introduction ...... 149 Residential Land Use ...... 162 Institutional Land Use ...... 195 Commercial Land Use ...... 243 Historic Preservation ...... 280 Relationship of the Land Use Element to Planning Documents . . 294 Open Space Plan 294 Relationship Between Land Use Chapters ...... 298 Conclusions 299 Implementation ...... Li

HOUSING ELEMENT Background/Introduction 301 Neighborhood Preservation ...... 311 Transition Areas 316 Affordability 322 Special Needs Populations 334 Relationship of the Housing Element to Planning Documents 344 Conclusions 344 Implementation ...... Hi

COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT Background/Introduction 345 Community Infrastructure ...... 351 Roadways and Bridges ...... 351 Sanitary Sewer, Storm Drainage, Street Trees 357 Solid Waste and Recycling ...... 365 Community Facilities and Services ...... 370 Fire Services and EMS ...... 370 Public Safety ...... 374 Libraries ...... 378 Public Schools 384 Township Holdings ...... 392 Organizational/Governmental Coordination ...... 395 Relationship of the Community Facilities and Infrastructure Element to Other Planning Documents . . . . 405 Conclusions 405 Implementation ...... CFi COMPREHENSIVE vi PLAN

L i s t o f T a b l e s a n d F i g u r e s TABLE 1.1 COMMUNITY DEVELOPMENT OBJECTIVES . . . . . 5 FIGURE 3.11 LANCASTER AVENUE AND CHURCH ROAD FIGURE 1.2 PUBLIC PARTICIPATION PROCESS ...... 7 CONCEPTUAL IMPROVEMENTS 77 TABLE 1.3 VILLAGE POPULATION CHANGE 2000-2010 - FIGURE 3.12 MONTGOMERY AVENUE AND OLD LANCASTER ROAD ULTIMATE BUILD OUT ...... 19 CONCEPTUAL IMPROVEMENTS 77 TABLE 2.1 LARGEST MUNICIPALITIES IN MONTGOMERY COUNTY 2010 25 TABLE 3.13 PUBLIC PARKING SPACES IN LOWER MERION TOWNSHIP 80 TABLE 2.2 LOWER MERION TOWNSHIP CENSUS TRACTS 26 FIGURE 3.14 PARKING LOT CONSOLIDATION ...... 83 TABLE 2.3 SOIL TYPE 29 TABLE 3.15 SIDEWALK IMPLEMENTATION CRITERIA 87 TABLE 2.4 WATERSHEDS IN LOWER MERION TOWNSHIP 32 TABLE 3.16 POTENTIAL SIDEWALK IMPLEMENTATION STRATEGIES . . .93 FIGURE 2.5 HISTORIC LAND USE PLANNING IN LOWER MERION . . .37 FIGURE 3.17 CITY AVENUE DISTRICT PEDESTRIAN WAY 94 TABLE 2.6 LOWER MERION TOWNSHIP FIGURE 3.18 BUMP OUTS ...... 99 ZONING DISTRICTS AND OVERLAY DISTRICTS 39 FIGURE 3.19 TOWNSHIP TRAIL PLAN ...... 100 TABLE 2.7 DISTRIBUTION OF PUBLIC PARKLAND ...... 41 TABLE 3.20 2014 DAILY AVERAGE WEEKDAY RIDERSHIP: TABLE 2.8 DECENNIAL POPULATION TRENDS AND POPULATION SEPTA TRANSIT ROUTES THROUGH LOWER MERION . . 106 FORECASTS IN LOWER MERION TOWNSHIP AND TABLE 3.21 SEPTA PARKING LOTS AND UTILIZATION . . . . . 107 MONTGOMERY COUNTY 1980-2040 42 TABLE 3.22 PROPOSED TRANSIT FACILITY IMPROVEMENTS . . . 109 TABLE 2.9 POPULATION DENSITY BY CENSUS TRACT FIGURE 4.1 1851 MAP OF LOWER MERION TOWNSHIP . . . . 115 LOWER MERION TOWNSHIP 2010 42 FIGURE 4.2 WATER CYCLE ...... 116 TABLE 2.10 POPULATION DENSITY LOWER MERION TOWNSHIP & FIGURE 4.3 FLOODPLAIN ...... 118 SURROUNDING MUNICIPALITIES PERSONS PER SQUARE MILE .44 FIGURE 4.4 TWO MAJOR U.S. WATER STATUTES 121 TABLE 2.11 POPULATION 65 AND OVER ...... 45 FIGURE 4.5 ENACTMENT OF LOCAL REGULATORY CONTROLS TABLE 2.12 AGE COMPOSITION LOWER MERION 2000 & 2010 46 AND POLICIES INVOLVING STORMWATER MANAGEMENT . 121 TABLE 2.13 MEDIAN AGE: LOWER MERION, MONTGOMERY COUNTY, TABLE 4.6 LOWER MERION TOWNSHIP CAPITAL IMPROVEMENT PENNSYLVANIA 1990-2010 ...... 46 PROGRAM 2006-2014 STORM DRAINAGE . . . . . 125 FIGURE 2.14 LOWER MERION SCHOOL DISTRICT HISTORICAL ENROLLMENT .46 FIGURE 4.7 LOWER MERION TOWNSHIP WATERWAYS AND POLLUTANTS . 129 TABLE 2.15 LOWER MERION TOWNSHIP: CHANGE IN FIGURE 4.8 MAIS GRAPH ...... 131 HOUSING UNITS 1990-2010 ...... 47 TABLE 4.9 IMPERVIOUS ROADWAYS IN LOWER MERION TOWNSHIP 141 TABLE 2.16 HOUSING UNITS PROPOSED OR CONSTRUCTED TABLE 4.10 LOWER MERION TOWNSHIP SUB-BASINS AND BETWEEN 2010 AND 2015 ...... 48 BUILDING COVERAGE ...... 143 FIGURE 2.17 LOWER MERION HOUSING COMPOSITION 2010 51 TABLE 5.1 LAND USE TYPOLOGIES ...... 150 FIGURE 2.18 COMPOSITION OF NEW AND PROPOSED FIGURE 5.2 LAND USE COMPOSITION ...... 152 HOUSING UNITS 2010-2015 ...... 51 FIGURE 5.3 DEMOLITION PERMITS ...... 158 FIGURE 2.19 STATUS OF NEW AND PROPOSED HOUSING UNITS (NET) 51 FIGURE 5.4 BUILDING PERMIT ACTIVITY 1997-2014 . . . . . 158 FIGURE 2.20 POTENTIAL OWNERSHIP OF NEW AND TABLE 5.5 NUMBER AND VALUE OF PERMITS FOR NEW PROPOSED HOUSING UNITS NET 51 STRUCTURES 2004-2014 ...... 158 TABLE 2.21 FORECASTED EMPLOYMENT CHANGE 2010-2040 . . . 52 TABLE 5.6 ZONING REQUIREMENTS FOR A SINGLE-FAMILY TABLE 2.22 LOWER MERION TOWNSHIP TOP 10 EMPLOYERS: DETACHED DWELLING ...... 165 2013 EMPLOYEES ...... 53 TABLE 5.7 MIXED-USE AREAS ...... 170 TABLE 3.1 CURRENT ROADWAY REQUIREMENTS AND PERMITTED USES . .60 TABLE 5.8 OVERALL RESIDENTIAL BUILD-OUT SCENARIO & TABLE 3.2 RECOMMENDED CHANGES TO THE OFFICIAL HIGHWAY MAP . .63 POTENTIAL OPEN SPACE ...... 172 FIGURE 3.3 PRIMARY ARTERIALS 64 TABLE 5.9 RESIDENTIAL BUILD-OUT SCENARIO FOR FIGURE 3.4 SECONDARY ARTERIALS 65 INSTITUTIONAL PROPERTIES ...... 172 FIGURE 3.5 TERTIARY ROADS 65 TABLE 5.10 RESIDENTIAL BUILD-OUT SCENARIO OF PROPERTIES FIGURE 3.6 LOCAL ROADS 66 OVER FIVE-ACRES* ...... 174 FIGURE 3.7 MAIN STREET FOCUS AREAS ...... 66 FIGURE 5.11 MIXED USE BUILD OUT SCENARIO METHODOLOGY 175 FIGURE 3.8 CYNWYD HERITAGE TRAIL CROSS SECTION . . . . .68 TABLE 5.12 SUMMARY OF OVERALL MIXED-USE BUILD-OUT SCENARIO 177 TABLE 3.9 RECOMMENDED TRAFFIC CALMING MEASURES TABLE 5.13 MIXED-USE BUILD-OUT SCENARIO AND OPEN SPACE . . 178 BY ROADWAY CLASSIFICATION ...... 74 TABLE 5.14 RESIDENTIAL LAND USE RECOMMENDATIONS 184 TABLE 3.10 POTENTIAL APPLICATION OF TARGETED TABLE 5.15 LARGEST EMPLOYERS TRAFFIC CALMING MEASURES 75 LOWER MERION TOWNSHIP 2013 ...... 197 vii

TABLE 5.16 MEDICAL AND HEALTHCARE INSTITUTIONS . . . . 204 FIGURE 6.10 CDBG ALLOCATION 1989-2014 ...... 325 TABLE 5.17 CEMETERIES ...... 208 FIGURE 6.11 AGE OF HOUSING STOCK 2010 ...... 326 TABLE 5.18 SOCIAL CLUBS, FRATERNAL ORGANIZATIONS, TABLE 6.12 RESIDENTIAL REHABILITATION PROGRAM . . . . 327 RECREATION-ORIENTED CLUBS, AND COMMUNITY CENTERS . 211 TABLE 6.13 AFFORDABLE HOUSING INCENTIVES BY ZONING DISTRICT . 329 TABLE 5.19 ENVIRONMENTAL CONSERVATION 214 FIGURE 6.14 IMPORTANT FEDERAL DISABILITY RIGHTS LAWS . . . 334 TABLE 5.20 ELDERLY HOUSING ...... 217 TABLE 6.15 PERMITTED FACILITIES AND USES TO SUPPORT TABLE 5.21 PRIVATE SCHOOLS IN LOWER MERION TOWNSHIP[1] . . 221 SPECIAL NEEDS POPULATION IN LOWER MERION . . . 336 FIGURE 5.22 SHIPLEY ZIPS 222 FIGURE 6.16 AGE PROFILE BY VILLAGE 2010 337 TABLE 5.23 PRIVATE SCHOOL LAND DEVELOPMENT ACTIVITY 2000-2010 223 TABLE 6.17 LOWER MERION TOWNSHIP: TABLE 5.24 COLLEGES AND UNIVERSITIES IN LOWER MERION TOWNSHIP 224 ELDERLY HOUSING INVENTORY 2015 . . . . . 338 TABLE 5.25 CULTURAL, RELIGIOUS AND OTHER PRIVATE TABLE 6.18 DISABILITY STATUS OF THE CIVILIAN EDUCATIONAL INSTITUTIONS ...... 228 NON-INSTITUTIONALIZED POPULATION 341 TABLE 5.26 RELIGIOUS INSTITUTIONS 230 TABLE 7.1 CAPITAL IMPROVEMENTS PROGRAM CIRCULATION TABLE 5.27 INSTITUTIONAL LAND USE: RECOMMENDATIONS 235 IMPROVEMENTS 2015-2020 ...... 352 FIGURE 5.28 TOWNSHIP REAL ESTATE TAX REVENUE BY LAND USE 243 FIGURE 7.2 CAPITAL IMPROVEMENT PROGRAM FIGURE 5.29 PERCENT COMMERCIAL CIRCULATION PROJECTS 2010 - 2015 353 PROPERTY TAX REVENUE BY LAND USE . . . . . 244 FIGURE 7.3 FULL-DEPTH RECLAMATION ...... 354 FIGURE 5.30 PERCENT TOTAL COMMERCIAL NET LEASABLE FIGURE 7.4 CITY AVENUE BRIDGE AT BALA STATION . . . . . 356 AREA BY LAND USE 244 TABLE 7.5 LOWER MERION TOWNSHIP PUMPING STATIONS 358 TABLE 5.31 COMMERCIAL AREA SURVEY RESPONSES . . . . . 245 TABLE 7.6 LOWER MERION TOWNSHIP SANITARY SEWER FUND . . 358 TABLE 5.32 COMMERCIAL LAND USE BREAKDOWN BY FIGURE 7.7 ILLEGAL SANITARY SEWER CONNECTION 360 COMMERCIAL AREA TYPOLOGY ...... 248 TABLE 7.8 SANITARY SEWER MAINTENANCE 360 FIGURE 5.33 PERCENT COMMERCIAL TABLE 7.9 LOWER MERION TOWNSHIP SHADE TREE INVENTORY . . 364 PROPERTY TAX REVENUE BY TYPOLOGY . . . . . 248 FIGURE 7.10 LOWER MERION TOWNSHIIP STREET TREE SIZE (2007) . . 364 TABLE 5.34 PERCENT OF TOTAL JOBS BY NAICS INDUSTRY SECTOR . 249 FIGURE 7.11 CONDITION OF STREET TREES IN LOWER MERION (2007) . 364 FIGURE 5.35 IMPLEMENTATION OF RECOMMENDATION LC1 . . . 250 TABLE 7.12 SOLID WASTE FEE SUBSCRIPTIONS ...... 366 FIGURE 5.36 COMMERCIAL AREA TYPOLOGIES CHART . . . . . 253 TABLE 7.13 LOWER MERION FIRE SERVICES APPARATUS INVENTORY 373 TABLE 5.37 HISTORIC DISTRICTS 282 TABLE 7.14 SERIOUS CRIMES IN LOWER MERION 2005-2014 . . . 376 FIGURE 5.38 ENACTMENT OF REGULATORY CONTROLS AND FIGURE 7.15 BURGLARY (2005-2014) ...... 376 POLICIES INVOLVING HISTORIC PRESERVATION . . . 285 FIGURE 7.16 POLICE DEPARTMENT ORGANIZATIONAL CHART . . . 376 FIGURE 5.39 HARB AND HISTORICAL COMMISSION TABLE 7.17 LOWER MERION LIBRARY SYSTEM COLLECTION . . . 378 APPLICATION APPROVAL PROCESS ...... 286 TABLE 7.18 LOWER MERION LIBRARY SYSTEM STATISTICS (2013) . . 378 TABLE 5.40 HISTORIC PRESERVATION RECOMMENDATIONS . . . 291 FIGURE 7.19 VOLUNTEER HOURS CONTRIBUTED TO LMLS . . . . 379 FIGURE 6.1 POPULATION DENSITY OF LOWER MERION TABLE 7.20 LOWER MERION LIBRARY SYSTEM MEETING SPACE 379 TOWNSHIP VILLAGES (PERSONS PER SQUARE MILE) . . 303 TABLE 7.21 LOWER MERION LIBRARY SYSTEM FACILITIES 381 FIGURE 6.2 LOWER MERION HOUSEHOLD INCOME DISTRIBUTION 2010 . 304 FIGURE 7.22 LOWER MERION SCHOOL DISTRICT AND FIGURE 6.3 AGE OF MULTI-FAMILY HOUSING LOWER MERION TOWNSHIP (2015) 384 STRUCTURES IN LOWER MERION TOWNSHIP 2010 304 TABLE 7.23 TAX RATES-MILLAGE HISTORY 385 FIGURE 6.4 STRAWBRIDGE ESTATE 306 TABLE 7.24 LOWER MERION SCHOOL DISTRICT FIGURE 6.5 COMMUNITY AMENITIES OLDER ADULTS WANT PUBLIC SCHOOL CAMPUSES 2014-15 . . . . . 385 CLOSER TO HOME ...... 309 TABLE 7.25 LOWER MERION SCHOOL DISTRICT LAND TABLE 6.6 MONTHLY OWNER COSTS AS A PERCENTAGE OF DEVELOPMENT ACTIVITY 2000-2015 . . . . . 386 HOUSEHOLD INCOME 2010 LOWER MERION . . . 322 FIGURE 7.26 DISTRIBUTION OF LOWER MERION TAXES 2014 387 TABLE 6.7 GROSS RENT AS A PERCENTAGE OF FIGURE 7.27 LOWER MERION SCHOOL DISTRICT PROJECTED ENROLLMENT 387 HOUSEHOLD INCOME 2010 LOWER MERION . . . 322 TABLE 7.28 COMMUNITY FACILITIES 391 TABLE 6.8 LOWER MERION TOWNSHIP MEDIAN HOUSEHOLD INCOME & POVERTY 323 TABLE 6.9 LOW- AND MODERATE-INCOME HOUSEHOLDS 324 COMPREHENSIVE viii PLAN

L i s t o f M a p s

INTRO 1 AGRARIAN CHARACTERISTICS MAP ...... 9 L5 RESIDENTIAL LOW DENSITY MAP ...... 167 INTRO 2 RAILROAD SUBURB MAP ...... 10 L6 RESIDENTIAL MEDIUM DENSITY MAP ...... 168 INTRO 3 STREETCAR/COMMUTER MAP 11 L7 RESIDENTIAL HIGH DENSITY MAP ...... 169 INTRO 4 EARLY AUTO SUBURB MAP ...... 12 L8 LOW, MEDIUM, AND HIGH DENSITY POTENTIAL BUILD OUT MAP . . 171 INTRO 5 LATE AUTO SUBURB MAP 13 L9 RESIDENTIAL PROPERTIES OVER FIVE ACRES IN INTRO 6 CONSERVATION/OPEN SPACE MAP ...... 14 BUILD-OUT SCENARIO MAP ...... 174 INTRO 7 PRESERVATION, INFILL, & REDEVELOPMENT MAP . . . . .16 L10 SUMMARY OF OVERALL MIXED-USE BUILD-OUT SCENARIO MAP . . 176 INTRO 8 BUILD OUT SUMMARY MAP ...... 20 L11 MILL CREEK CONSERVATION AGREEMENT MAP 180 B1 WARD BOUNDARIES MAP 27 L12 TRADITIONAL NEIGHBORHOOD DEVELOPMENT MAP . . . . . 181 B2 CIVIC ASSOCIATION BOUNDARIES MAP 27 L13 MODFICATIONS TO THE R1 ZONING DISTRICT MAP . . . . . 185 B3 CENSUS TRACT BOUNDARIES MAP ...... 27 L14 POTENTIAL TND DISTRICTS MAP ...... 186 B4 POSTAL CODE BOUNDARIES MAP ...... 27 L15 AREAS SUSCEPTIBLE TO SUBIDIVISION OUTSIDE TND AREA MAP 186 B5 SURFACE GEOLOGY MAP ...... 28 L16 R6A TOWNHOUSES MAP 187 B6 SLOPE RELIEF MAP ...... 28 L17 MILL CREEK WATERSHED MAP 188 B7 NATURAL FEATURES SOILS MAP 29 L18 FLOODPLAIN PENALTIES MAP ...... 189 B8 AGRICULTURAL SOILS MAP ...... 30 L19 ENHANCEMENTS TO THE OPEN SPACE B9 HIGH WATER TABLE SOILS MAP 30 PRESERVATION DISTRICT (OSPD) MAP 190 B10 NATURAL FEATURES: WOODLANDS MAP ...... 31 L20 INSTITUTIONAL USES MAP ...... 191 B11 NATURAL FEATURES: FLOODPLAINS MAP ...... 31 L21 INSTITUTIONS IN LOWER MERION TOWNSHIP MAP . . . . . 201 B12 WATERSHEDS IN LOWER MERION TOWNSHIP MAP . . . . . 32 L22 MEDICAL AND HEALTHCARE INSTITUTIONS MAP . . . . . 204 B13 FLOODPLAINS AND WOODLANDS COMPARED TO L23 CEMETERIES MAP 208 POPULATION DENSITY MAP ...... 33 L24 CLUBS, LODGES, AND COMMUNITY CENTERS MAP 210 B14 EXISTING OFFICIAL HIGHWAY MAP ...... 34 L25 ENVIRONMENTAL CONSERVATION MAP ...... 214 B15 ZONING MAP ...... 38 L26 ELDERLY HOUSING MAP 217 B16 CURRENT LAND USE MAP ...... 40 L27 PRIVATE EDUCATIONAL INSTITUTIONS MAP 220 B17 POPULATION DENSITY PERSONS PER SQUARE MILE 43 L28 RELIGIOUS INSTITUTIONS MAP 232 B18 HOUSING UNITS PER ACRE MAP ...... 43 L29 INSTITUTIONS OVER FIVE-ACRES MAP ...... 236 B19 HOUSING UNITS PER RESIDENTIAL ACRE 2010 (REGIONAL) MAP . . 44 L30 LOWER MERION TOWNSHIP POPULATION DENSITY AND B20 POPULATION 65 AND OVER MAP 45 FOOD STORE DISTRIBUTION MAP ...... 249 B21 POPULATION UNDER 18 YEARS OF AGE MAP 47 L31 COMMERCIAL AREA TYPOLOGIES MAP ...... 255 C1 ROADWAY JURISDICTION MAP ...... 57 L32 VILLAGES MAP ...... 257 C2 OFFICIAL HIGHWAY MAP 59 L33 NEIGHBORHOOD MAIN STREET MAP ...... 261 C3 AVERAGE DAILY TRAFFIC VOLUME MAP ...... 61 L34 PROPOSED FUTURE LAND USE MAP OF ROCK HILL ROAD 267 C4 RECOMMENDED CHANGES TO THE OFFICIAL HIGHWAY MAP 62 L35 TRADITIONAL MAIN STREETS MAP 270 C5 FUNCTIONAL CLASSIFICATION: MAIN STREET FOCUS AREAS MAP . . .67 L36 REGIONAL CENTER MAP 276 C6 FUNCTIONAL CLASSIFICATION: SCENIC CORRIDORS AND VIEWSHEDS MAP .68 L37 CITY AVENUE OFFICIAL MAP ...... 277 C7 FUNCTIONAL CLASSIFICATION MAP 69 L38 HISTORIC RESOURCE OVERLAY DISTRICT AND HISTORIC DISTRICT MAP 284 C8 TRAFFIC CALMING MAP ...... 74 H1 LOW TO MODERATE INCOME HOUSEHOLDS MAP . . . . . 305 C9 CITY AVENUE OFFICIAL MAP ...... 76 H2 TEARDOWN/REBUILDS 2003-2014 MAP ...... 307 C10 PRIORITIZED VEHICULAR IMPROVEMENTS MAP 82 H3 TRANSITION AREAS MAP ...... 308 C11 PRIORITIZED PEDESTRIAN IMPROVEMENT MAP RAIL STATIONS . . .87 H4 TRADITIONAL NEIGHBORHOOD DEVELOPMENT MAP . . . . . 312 C12 PRIORITIZED PEDESTRIAN IMPROVEMENT MAP LIBRARIES 88 H5 CONTINUING CARE FACILITIES AND MULTI-FAMILY STRUCTURES MAP 340 C13 PRIORITIZED PEDESTRIAN IMPROVEMENT MAP PUBLIC SCHOOLS 88 CF1 ROADWAY JURISDICTION MAP ...... 352 C14 PRIORITIZED PEDESTRIAN IMPROVEMENT MAP PARKS . . . . .89 CF2 TERTIARY STREETS MAP 354 C15 PRIORITIZED PEDESTRIAN IMPROVEMENT MAP COMMERCIAL AREAS 89 CF3 BRIDGES IN LOWER MERION TOWNSHIP MAP . . . . . 357 C16 PRIORITIZED PEDESTRIAN IMPROVEMENT MAP ...... 91 CF4 SANITARY DRAINAGE AREAS MAP 359 C17 BICYCLE LEVEL OF SERVICE MAP 95 CF5 PERCENT TREE COVER MAP 362 C18 PROPOSED BICYCLE CONNECTIVITY IMPROVEMENTS MAP . . . . 97 CF6 STREET TREE INVENTORY MAP 363 C19 BIKE CONNECTIVITY MAP ...... 101 CF7 FIRE COMPANY RESPONSE DISTRICT MAP ...... 371 C20 PUBLIC TRANSPORTATION MAP 105 CF8 FACILITIES MAP ...... 391 C21 PUBLIC TRANSPORTATION ACTION MAP 106 W1 WATERSHEDS MAP 118 W2 PARCELS WITHIN FLOODPLAIN MAP ...... 119 W3 TOWNSHIP STORM SEWER SYSTEM AND OUTFALLS MAP 120 W4 PROPERTIES DEVELOPED AFTER ENACTMENT OF STORMWATER REGULATIONS MAP ...... 124 W5 STATUS OF AQUATIC LIFE USE MAP 128 W6 TROUT RUN: EXISTING CONDITIONS AND LAND USE MAP . . . 144 W7 TROUT RUN: STORMWATER CONVEYANCE SYSTEM AND TOPOGRAPHY MAP 144 L1 PRESERVATION, INFILL AND REDEVELOPMENT MAP . . . . . 161 L2 FUTURE LAND USE MAP ...... 161 L3 ENVIROMENTAL PROTECTIONS MAP 166 L4 HISTORIC PROTECTIONS MAP 166 PLAN PROCESS ix

ISSUES REPORT

Community Profile Community Map

PREHENSIVE PL COM AN

Housing Element Issues mend Recom ations Strategies

COMPENDIUM t C n ir e Reco R c s te mm u n ua e e m al n l o v d c a e i E a o l / t t t e io S m E a i s s n n I o i t s e d e f s r m e i e FT PLA s n u n A a s g R R N u s e D t e e E s e e n U I t s m g d l a e i a d r e m m t t n s o i S o a e c

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CIRCLULATION WATER RESOURCES LAND USE HOUSING COMMUNITY FACILITIES Vehicular Infrastructure Institutional Neighborhood Preservation Roadways & Bridges Fire Services/ems Pedestrain & Bicycle Codes Commercial Transition Areas Sanitary Sewer Public Safety i ces erv Public Transportation Retrofits Education Residential Affordability Storm Drainage Libaries

Solid Waste & S Air & Freight Historic Preservation Special Needs Shade Trees Public Schools Open Space Recycling Township Holdings ac i l t es

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C Parks and Recreation COMPREHENSIVE x PLAN

E x e c u t i v e S u mm a r y

On January 6, 2016 the Lower Merion Township Board of Commissioners unanimously adopted a Comprehensive Plan to guide fiscal and land use policies for the next ten to twenty years. The Township’sComprehensive Preservation, Infill and Redevelopment Plan is based upon the fundamental assumption that the Township is primarily a low-density residential suburb and that local government actions should reinforce the vision of Lower Merion as “a great place to live”. The Comprehensive Plan is the final product of a multi-faceted process undertaken by the Township’s Building and Planning Department with assistance from CH Planning, Campbell, Thomas, & Co., the Township Planning Commis- sion, the Montgomery County Planning Commission and significant input from Township residents, business owners and stakeholders, and the Board of Commissioners. The recommendations addressing land use, circulation, stormwater management, community facilities and housing forwarded to the Board of Commissioners for review in September 2015 were developed and refined by five citizen committees comprised of over 60 volunteers. The citizen committees worked for approximately two years reviewing issues and trends facing Lower Merion and working with the Township’s Planning Commission and planning staff to prepare the final document. The Lower Merion Comprehensive Plan is a reflection of the hopes, dreams, and aspirations of residents, stakeholders and leaders of the Township. The Plan is broad (comprehensive) in scope and addresses a wide range of issues impacting each of the Township’s villages in one way or another. The Comprehensive Plan was prepared to be publically accessible and to help residents better understand the history behind many of the current public policy discussions. The Plan provides background information necessary for informed consideration of a broad range of complex issues by all members of the community. Recognizing the numerous policy topics facing the Township the Plan is formatted to be easy to use. The Plan begins with a short introduction of purpose and flows into more detailed discussion of issues. Each Element is color coded and includes photographs, maps, charts, and illustrations to explain issues and concepts. A digital version of the Plan is available on the Township’s website and printed copies are available at the Township Administrative Building and in each of the Township’s library branches. The Plan is divided into the following sections: Introduction/Background and Plan Elements. The Introduction and Background sections establish the purpose, vision, goals, assumptions and principles which guide the Plan. The five Plan Elements identify issues, opportunities, and trends relating to the key focus of areas of Circulation, Water Resources, Land Use, Housing, and Community Facilities. The Plan Elements each contain a detailed analysis of issues and recommendations to address the issues. Each of the Elements is further divided into topical chapters relating to specific planning areas, such a residential land use, public transportation, historic preservation or community infrastructure.

INTRODUCTION The Introduction Section establishes the Vision of Lower Merion Township as “a Great Place to Live” and provides a planning framework of Principles, Community Development Objectives, Planning Assumptions and Defining Land Use Characteristics to guide the analysis of challenges facing the Township over the next generation. The Plan is based on several assumptions including: Lower Merion has a well-developed land use pattern primarily consisting of single-family residential neighborhoods of different scales and character and that the residential sections of the Township are substantially at capacity and new development will occur through modifications to existing buildings infill of vacant properties or redevelopment of existing properties. The Defining Land Use Characteristicssection establishes the planning framework to guide future zoning revisions, which will ensure that future land development is consistent with the established community character. The Introduction concludes with a summary of the Future Land Use Approach that:

Lower Merion is an established, high quality diverse first-ring suburb with strong established residential neighborhoods with educational, institutional, and commercial uses interspersed through it and that future growth strategies should focus on fulfilling the original design intent of neighborhood patterns and commercial districts, which make the Township such a uniquely wonderful place. xi

The Plan’s Future Land Use Approach divides the Township into three primary focus areas (Preservation, Infill and Redevelopment) based upon the established pattern, relationship to natural environment and proximity to transportation and employment.

Background Information and Community Demographics The Background Section provides the demographic information needed to understand the dynamic make up of the community and explains how the geography of the Township and its regional location on the ‘Main Line’ affects development patterns and trends in the community. Lower Merion is the largest of the 62 municipalities in Montgomery County and is the 10th most populous municipality in Pennsylvania with a population of 57,825. The Delaware Valley Regional Planning Commission projects that the Township’s population may increase by approximately 3.6% (2,057) between 2010 and 2040, while the nine-county region is forecast to increase by 11%. The prime location of the community in the region will continue to drive redevelopment of older neighborhoods. Preservation of the existing community character in light of local and regional growth will be a major challenge in coming years. The current land use composition includes approximately 75% residential uses, 13% institutional uses, 4% public parkland, 4% commercial uses, 2% public lands, over 1% public utilities, and approximately 0.3% industrial uses. The land use pattern is well defined and is not likely to change substantially in the next 20 years. While Lower Merion initially developed as a bedroom community, it has become an employment center in its own right with the second highest number of jobs in Montgomery County. The prevalence of large institutions directly affects the Township’s economy as institutions comprise six of the top 10 largest employers within the Township. The Delaware Valley Regional Planning Commission projects that the Township will see an employment gain of approximately 7% (3,464 jobs) between 2010 and 2040.

CIRCULATION ELEMENT The Circulation Element recognizes that the western portion of the Township is comprised of primarily low- density, auto-oriented, residential neighborhoods. The Element focuses on building upon the Township’s historic character as a compact, walkable, and transit-accessible community. This presents a notable shift from past planning efforts, which focused on automotive improvements. While automobiles are an important component of suburban mobility, this plan is based on the assumption that the best way to reduce congestion is to develop land use policies and physical infrastructure that make it safer and more convenient for people to use public transportation, walk, and bike for local trips. The Circulation Element is comprised of four sections, including: Vehicular Mobility and Safety; Pedestrian and Bicycle Mobility; Public Transportation; and Aviation and Freight. For 50 years the Township has followed a traditional approach to circulation planning, which employed separate infrastructure for cars, bikes, transit, and pedestrians. This element adopts a Complete Streets approach that breaks down the traditional separation between planning and designing for driving, transit, walking, and bicycling. Instead, it aims for an integrated, comprehensive transportation system that supports safe travel for people of all ages and abilities, whether walking, bicycling, using public transportation, or driving. The Vehicular Mobility and Safety chapter supplements the traditional Official Highway Map with a new Functional Classification of Roads Map, which may be used to develop design standards to guide future maintenance and retrofitting of Township roadways to better accommodate all modes of transportation. The Pedestrian and Bicycle Mobility chapter developed a set of criteria to determine prioritized locations for sidewalk installation and bicycle routes. The Prioritized Pedestrian Improvement Map highlights areas within easy walking distance to popular pedestrian destinations including public libraries, commercial areas, public parks, public schools, and train stations. Areas located in close proximity to more than one destination are considered high priority locations for sidewalk installation. The Township’s bicycle network plan consists of four components: low volume local roads, tertiary roads, multi-use sidewalks through commercial areas, and off-road trails as shown on the Proposed Bicycle Connectivity Improvements Map. The bicycle network plan provides a variety of potential routes based on the user’s comfort level and ultimate destination, rather than a fixed route. Implementation of the bicycle network plan is intended to be incremental and installed as opportunities arise. The Public Transportation chapter recognizes that the key to increasing the number of transit users in the Town- ship is to improve commuter access, i.e. not limit public parking on the surrounding residential and commercial streets, including enhancements to the bicycle and pedestrian infrastructure that lead from the train stations and bus COMPREHENSIVE xii PLAN

stops into the residential neighborhoods. The Aviation and Freight chapter inventories freight rail infrastructure in the Township and complies with federal aviation regulations. It also identifies opportunities to remove bicycle/ pedestrian obstacles associated with freight rail. The plan recommends improving public access to the Schuylkill River by planning rail to trail improvements as rail facilities expand or contract by continuing to partner with Norfolk Southern and other appropriate agencies.

WATER RESOURCES ELEMENT The Water Resources Element is unique in that it not only provides a plan for the reliable supply of safe drinking water; it also establishes a framework to promote the equitable management of stormwater on all properties within the Township. The element contains three primary chapters, including: Regulatory Codes; Infrastructure; and Retrofits/Education. The Township uses a variety of Regulatory Codes to ensure adequate stormwater management and to preserve natural features. Many of the requirements were prepared when the Township was facing significant Greenfield development. Many of the large properties and estates have since been developed and the requirements no longer speak to the built-out nature of the community. This plan recommends updating the Stormwater Management Code and rewriting the Natural Features Code to address the community’s current needs. The Township has an aging infrastructure and the continued maintenance is a costly venture. The Infrastructure Chapter identified the need toprepare a comprehensive Township-wide Stormwater Management Plan to guide the development and implementation of innovative methods to efficiently and economically manage municipal stormwater. The vast majority of the properties in the community were developed prior to the enactment of requirements to manage stormwater on-site. Retrofits and Education could significantly improve stormwater runoff issues in the community. Residents can take an active role in improving water quality by using rain barrels to capture rainwater, installing rain gardens and native plantings to slow and reduce stormwater runoff, or by using alternative pavement, such as pavers to allow water to soak through them into the ground below.

LAND USE ELEMENT The Land Use Element focuses on the Township’s well established land use pattern, which includes large swathes of single-family residential neighborhoods complemented with clusters of multi-family developments, commercial districts and institutional uses of various scales. Overall, the Township’s land use pattern works well. The Land Use Element includes strategies to maintain and improve upon the existing land use pattern. It is comprised of the following chapters: Residential Land Use; Institutional Land Use; Commercial Land Use; and Historic Preservation. The Land Use Element also incorporates the recommendations of the Open Space Plan into the Comprehensive Plan. The Residential Chapter includes a build-out analysis of the residential areas throughout the community and identifies areas susceptible to change. The plan includes recommendations to modify the zoning regulations to maintain the existing character of established neighborhoods, enhance protections for open space and environmentally sensitive areas, while also encouraging appropriately scaled infill and mixed-use development near transit and shopping. Institutions collectively comprise over 13% of the Township’s land area. The Institutional Land Use Chapter includes an inventory of the 100+ institutions in the community and recommends the creation of specific zoning provisions for institutions to add predictability and transparency to the land development process and ensure that proper protections are in place for the residential neighborhoods abutting the institutions and for the institutions themselves. Commercial areas are for the most part, village scaled, evenly distributed throughout Lower Merion Township and conveniently provide for local needs. The City Avenue District, which occupies the southeast corner of the Township, serves as a regional employment center and a location for regional shopping attractions and higher density residential development. The Commercial Chapter recommends the rezoning of many of the commercial areas throughout the Township to ensure that new development is compatible with the existing built environment while promoting investment in the commercial cores located within the community. xiii

HOUSING ELEMENT The Housing Element focuses on balancing the various housing issues associated with a geographically-large and socially and economically diverse community. The Housing Element consists of the following chapters: Neighborhood Preservation; Transition Areas; Affordability; and Special Needs Populations. The key recommendations of the Housing Element include the future use of Traditional Neighborhood Development (TND) zoning in established residential neighborhoods to ensure new infill residential development complements the existing built environment. Additional strategies in the Neighborhood Preservation Chapter include the creation of historic districts where appropriate, the residential conversion of institutional buildings in established neighborhoods, and modernization of the aging housing stock. Specific recommendations in the Transition Areas Chapter will ensure these unique areas can continue to evolve without compromising their essential character and livability. These strategies employed together achieve the goal of preserving the character, form and scale of Lower Merion’s neighborhoods. A primary finding of the Affordability and Special Needs Chapters was that housing options for residents at all stages of life may be provided by maintaining and enhancing the existing, established housing stock. Recommen- dations include innovative measures, such as the potential use of accessory dwelling units to address affordable and elderly housing needs, and the establishment of a local affordable housing trust fund to ensure the continuation of the successful Residential Rehabilitation Program that offers financial assistance to income-eligible home owners to maintain their homes and adjustments to facilitate creation/retention of affordable rental housing.

COMMUNITY FACILITIES & INFRASTRUCTURE ELEMENT The Community Facilities & Infrastructure Element coordinates the development, maintenance, and enhancement of a diverse range of public services and infrastructure necessary to support the Township’s high-quality suburban character. A primary goal of the Community Facilities and Infrastructure Element is to provide high-quality, cost efficient community facilities and public infrastructure to meet the changing needs and expectations of Township residents. The reality is that costs will increase and the Township will have to continue to carefully and creatively manage additional improvements. The most pressing issue is the sustainability of the volunteer-based firefighter/ EMS systems, which has evidenced decreased levels of volunteerism. The element identified opportunities toimprove coordination with the Lower Merion School District on land use and long range planning issues. The element also includes a recommendation to establish a training program for government officials, staff, and civic associations to improve efficiency/functionality of government/community groups.

CONCLUSION The Comprehensive Plan provides a coordinated framework to evaluate future public policy and investments. The Plan also provides background information for the public and policy makers to make informed decisions on complex, often conflicting issues. The Comprehensive Plan was prepared as ‘a living document’ to further the open, productive civic tradition that Lower Merion is known for. As the specific recommendations of the Plan are implemented over the next generation, the vision, goals and principles articulated within the Plan will ensure that each action furthers the vision of Lower Merion Township as “A Great Place to Live”. COMPREHENSIVE xiv PLAN Circulation Committee Water Resources Committee Harriet Ruffin, Ardmore,Committee Chair Charles B. Howland, Wynnewood, Committee Chair Brian E. Hirsch, Wynnewood, Committee Chair Barry Jeffries, Ardmore Alan Escott, Wynnewood Bonnie Kauffman, Wynnewood C.D. Graham, Wynnewood Brian Hoppy, Wynnewood Christina Miller Smith, Wynnewood Dolores Browne, Merion Station Colin R. Robinson, Wynnewood Joe Freudenberg, Villanova David Barnes, Bala Cynwyd Kate Galer, Ardmore Gerald Rineer, Bala Cynwyd Leon Levine, Bala Cynwyd JoAnn Magnatta, Wynnewood Matthew Rose, Wynnewood Nancy Herman, Merion Mike Gross, Merion Station Robert C. Hess, Wynnewood Nadine Kolowrat, Wynnewood Stephen P. Selinger, Penn Valley Patricia F. Thompson, Ardmore Terrence J. Foley, City Avenue Special Services District Timothy Lisle, Gladwyne Credits Lower Merion Planning Division Community Facilities & Infrastructure Committee Planning & Cartography Marc D. Vitale, Villanova, Committee Chair Montgomery County Planning Commission Anthony Vale, Haverford, Committee Chair Graphics & Commercial Land Use Planning Andrew Pasquier, Wynnewood CHPlanning Bryan Fenstermaker, Ardmore Circulation Planning Douglas Young, Ardmore Campbell Thomas & Company Kevin W. Robinson, Merion Circulation Planning Maura J. Bellaria, Wynnewood Michael R. Seiden, Merion Special Thanks Nahjee Grant, Ardmore Comprehensive Plan Committee Members Subha Robinson, Gladwyne Lower Merion Township Department Heads Lower Merion Conservancy Housing Committee Lower Merion School District Brian O’Leary, Wynnewood, Committee Chair Federation of Lower Merion Civic Associations Alison Graham, Wynnewood Mark E. Cassel, SEPTA Bill Cook, Bala Cynwyd Victor J. Donnay, Bryn Mawr College David Feldman, Merion David Ross, Bryn Mawr College David R. Oser, Bala Cynwyd Rich Kerr, Haverford Township, Bicycle Advocate Donna D. Lisle, AIA, LEED, AP, Gladwyne Deborah Levine, Wynnewood Geraldine A. Fisher, Penn Valley* Roderick Swan, Planning Intern Helen Aster, Ardmore Brad Sherman, Planning Intern Joel Johnson, Ardmore *Denotes Historic Preservation Subcommittee member. Leslie Greenberg, Merion* Maryam Walker Phillips, Ardmore Michael Karmatz, Bala Cynwyd Victor Orlando, Ardmore

Land Use Committee Alan S. Ritterband, Merion, Committee Chair Robert W. Gray, Bala Cynwyd, Committee Chair* Brian McBride, Haverford Jack F. Kerr, Wynnewood James T. Stevenson, Narberth Janet Guiliani, Penn Valley Leigh Anne Smith, Bryn Mawr* Lori Salganicoff, Bala Cynwyd* Mark Kocent, Bala Cynwyd Philip Franks, Gladwyne* Regina Durante, Ardmore Scott Kalner, Merion Station* Ulf Akerblom, Penn Valley 345

C o m m u n i t y F a c i l i t i e s a n d I n f r a s t r u c t u r e E l e m e n t

The Community Facilities & Infrastructure Element coordinates the development, maintenance, and enhancement of a diverse range of public services and infrastructure necessary to support the Township’s high-quality suburban character.

INTRODUCTION Personal safety, excellent public schools, and access to quality public services are three important reasons why some people originally chose to live in suburban communities rather than residing in cities. Communi- ty facilities shape the character of a community by providing cultural and recreational amenities, as well as establishing common ground for social interaction and community building. Public facilities such as schools, parks, pools, and libraries are the physical improvements that trans- form municipalities into communities and give them character. By all indicators, Lower Merion structure and developed communi- al clubs, such as the Cynwyd Club Township does an exceptional job ty facilities in response to changing and the Philadelphia Country Club maintaining public safety, ensuring conditions and community desires. remain in the Township, most private the opportunity for a first rate pub- Physical development and popula- clubs such as the Penn Valley Wom- lic education, and providing a wide tion growth have been significant fac- en’s Club and the Odd Fellows Hall range of high quality recreational and tors driving public investments, but in Gladwyne have ceased operation. cultural amenities for its residents. All equally important is the desire of the Private recreation plays a much less of these efforts contribute to Lower community to develop community important role in the Township’s so- Merion Township’s status as a pre- infrastructure to retain Lower Mer- cial, cultural, and recreational needs miere residential suburb with a high ion’s character. than it has historically. quality of life and property values. The Township’s infrastructure and The 1937 Comprehensive Plan rec- Exceptional community facilities are facilities have evolved over time as ommended that the Township estab- a defining feature of this “Great Place subdivisions replaced estates as the lish a system of public parks distribut- to Live.” primary residential land use. Prior to ed throughout the Township to meet the 1937 Comprehensive Plan, recre- the recreational needs of a growing A Sense of Place ation was an individual responsibility population. By 2015, the Township’s Since its incorporation as a First and usually provided for in private park system has grown to include 47 Class Township in 1900, Lower Mer- clubs, such as the Merion Cricket parks. In recent years, the Township’s ion has steadily expanded its infra- Club. While a few private recreation- park system has also qualitatively COMPREHENSIVE 346 PLAN

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Guiding Principles of the Comprehensive Plan2 The guiding principles embody the qualitative characteristics of the Township which the community has expressed that it wants Lower Merion to be. Taken together, the five guiding principles define core values important to the Lower Merion community while also describing the essential qualities of a suburban place; a place which has the conveniences of urban living and the charms of rural life, but is not urban, nor rural. The Community Facilities and Infrastructure Element embodies these aspirational principles. Safety: Physical ‘safety,’ including freedom from crime, fire, and flood, is an essential function of local government and is one of the overriding reasons that many people choose to live in suburban environments, such as Lower Merion. Efficiency: Efficiency is a communal approach to maximizing the use of available funds and a broad commitment to maintaining and enhancing the high qualities and services which define the Township. Creativity: Many of the issues confronting the Township are complex and defy easy, off the shelf answers. Creativity is the open approach to new ideas, innovative tools and imaginative systems to most effectively meet the community’s needs and desires. Intimacy: Lower Merion’s compact commercial areas and neighborhood-oriented community facilities, such as libraries, parks and fire companies, reinforce the small town qualities that a majority of residents prefer. The neighborhood scale and orientation of community facilities creates a sense of local intimacy usually not found in municipalities the size of Lower Merion Township. Beauty: Much of the Township’s charm comes from the high quality of built environment combined with an attractive natural setting. The preservation and enhancement of the Township’s inherent beauty should remain a priority and be calculated into future maintenance, development, and service provision decisions. Beauty is not a discretionary quality of the community which can be ignored when convenient; beauty is integral to maintaining Lower Merion Township as a place worth continuing to care about. Taken together, the five principles articulate the essential qualities which define Lower Merion Township as a unique, primarily residential suburb within the Philadelphia metropolitan region. In order to retain the Township’s distinctive character and competitive position within the region, planning efforts should be directed towards achieving suburban- scaled solutions, which recognize the existing historic residential neighborhood patterns and direct future growth based on the principles of this plan.

2 Excerpt from the 2015 Lower Merion Township Comprehensive Plan Introduction, pages 2-3

evolved from an emphasis on passive vestment, philanthropic donations, destrian/bike extension over the Pen- recreation, towards more active recre- and developer contributions through coyd Bridge, were negotiated through ational uses to accommodate changing the land development process. The the land development process. In lifestyles. The Township’s 2006 Open Township library system was original- some cases the Township has assumed Space Plan and 2012 Parks and Recre- ly developed as individual, privately ongoing maintenance for the facilities, ation Plan have both been previously funded community libraries, which but in the case of the Rock Hill Road adopted as elements of the Compre- transitioned over time to public li- and Pencoyd Trail improvements, the hensive Plan. Both plans contain de- braries. Several former private estates, Township has negotiated public use, tailed analysis of open space and rec- including Ashbridge Park and Rolling while a private developer is required reational assets and present detailed Hill Park were donated to the Town- to maintain the improvement. Each recommendations for the evolution of ship or acquired by the Township at of these projects are examples of ways community facilities to meet changing a bargain sale. Shortridge Park was in which the Township has increased community needs. planned as part of the private devel- public amenities without unnecessari- opment of the Shortridge subdivision. ly burdening the public with addition- Well and Efficiently Managed Many of the additions to the Cynwyd al expense. Community Facilities and Heritage Trail, including the construc- While Lower Merion Township Infrastructure tion of the Rock Hill Road trailhead has a long tradition of planning and The Township’s current inventory with 18 parking spaces; the proposed investing in a wide range of com- of community facilities, particular- three-quarter mile waterfront trail munity infrastructure and services, ly parks and libraries, has developed (Pencoyd Trail); and the proposed pe- the Township also has a continued through a combination of public in- COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 347

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sewer; storm drainage; shade trees; munity Facilities and Infrastructure and solid waste and recycling. The Element is oriented towards address- Community Facilities section is coming the financial, technological, and prised of seven sections, including: organizational challenges required to fire services and emergency medical maintain high levels of infrastructure services; public safety; public libraries; in a projected climate of reduced re- public schools; township holdings; sources and increased costs. In order organizational/governmental coordi- to be in a better position to construct nation; and parks and recreation. The and maintain additional infrastruc- organizational and governmental co- ture projects, the Community Facil- ordination chapter includes the social ities and Infrastructure Element will infrastructure which embodies the hu- look for ways to achieve efficiencies man element of leadership, communi- to extend the life and reduce the cation, and cooperation necessary for maintenance costs of facilities and in- a diverse and complex community to frastructure. efficiently and successfully operate. The Parks and Recreation Plan was PLANNING PROCESS completed in 2012 and will be incor- Ashbridge Park 2014 The Community Facilities and porated into the Community Facilities Infrastructure Element was devel- organizational commitment to the section. The Community Facilities oped in a similar manner to the Land efficient management and creative section is unique in that it summarizes Use, Housing, Water Resources, and development of public amenities. the findings and recommendations of Circulation Elements. A citizens’ ad- The Township’s tradition of fiscal many existing individual departmental visory committee assisted staff in the prudence and creativity allows the plans. development of the Community Fa- community to stretch resources in or- Because Lower Merion is an es- cilities and Infrastructure Element. der to provide a diverse range of high tablished community with little va- The committee was comprised of 11 quality amenities and services charac- cant land for growth, the Township is Township stakeholders, including a teristic of a “Great Place to Live.” faced with the continuing challenge Lower Merion School District School of maintaining, upgrading, and re- Relationship to the Board Member, the Lower Merion placing aging infrastructure. While School District Communications/ Community Vision and ‘conventional’ comprehensive plans Guiding Principles Development Director, and a Lower focus on identifying future infrastruc- The quality, quantity, and char- Merion School District student. ture projects, the Township’s Com- acter of Lower Merion’s community facilities, services, and infrastructure are defining features of the Township. High quality and plentiful amenities compliment the vision of a “Great Place to Live.” Additionally, the Com- munity Facilities and Infrastructure Element reinforces the guiding principles of the plan.

STRUCTURE OF COMMUNITY FACILITIES AND INFRASTRUCTURE PLAN This plan has been divided into two sections to cover the topics relating to Community Facilities and Com- munity Infrastructure. Each section consists of separate topical chapters. The Community Infrastructure section includes five topical chapters, includ- In 2012, the citizens advisory committee toured numerous community facilities, including the Mill ing: roadways and bridges; sanitary Creek Pump Station, to kick-off their meeting schedule. COMPREHENSIVE 348 PLAN

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COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT GOALS AND OBJECTIVES

Goal 1: Cost Efficiency Provide high-quality, cost efficient community facilities and public infrastructure to meet the changing needs and expectations of Township residents. 1. Inventory capacity of community facilities in relationship to current conditions and growth projections. 2. Develop coordinated capital budgeting between the Township and School District. 3. Identify innovative financing strategies for community facilities and public infrastructure. 4. Identify opportunities to share resources to improve service delivery and to provide cost efficiencies. 5. Develop public outreach framework to periodically evaluate desired levels of community facilities.

Goal 2: Coordination Develop a coordinated community facilities planning structure linking the Township’s Capital Im- provement Program, Township departmental master plans, and Lower Merion School District Capital plans and master plans. 1. Develop an annual Capital and Maintenance Plan to accompany Township and School District Cap- ital Programs. The Capital and Maintenance Plan should include a prioritized matrix of anticipated Township-wide community facilities and public infrastructure over 5 and 10 year periods. 2. Coordinate the goals and objectives of the Community Facilities Element with the goals and objectives of the Land Use, Housing, Circulation, and Water Resources Elements of the Comprehensive Plan. 3. Integrate the system wide master plans to create the Community Facilities Element and consolidate departmental plans as individual chapters. 4. Establish a holistic GIS framework between various Township departments and the School District to improve planning effectiveness and to achieve cost efficiencies. 5. Incorporate the state mandated MS4 Stormwater Plan and Act 537 Sewerage Plans into the Com- munity Facilities Element. 6. Develop performance measures and long-term service delivery level needs for the Police and Fire Departments to ascertain whether additional and/or alternatively located facilities may be necessary or desirable, as recommended in the departmental plans.

Goal 3: Sustainability Promote the use of sustainable technological, construction, and land use practices to guide the maintenance, replacements and expansion of the Township’s community facilities and public infrastructure. 1. Implement stormwater best management practices to reduce load on Township infrastructure. 2. Explore ways to further reduce the amount of solid waste and to encourage recycling and composting in the Township. 3. Develop policies to ensure that future community facilities and public infrastructure improvements are consistent with the established and desired built environment. 4. Explore means to reduce the visual and functional impact of infrastructure upon the built environment, such as bundling or burying utilities and locating utilities on the edge of the right-of-way. 5. Explore alternative methods for accommodating necessary utilities while also providing dedicated areas for street trees and sidewalks along the right-of-way, such as the use of easements.

Goal 4: Partnerships Develop a framework to promote and encourage potential partnerships with governmental and extra-governmental organizations to maintain high quality community facilities and achieve cost efficiencies. COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 349

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MASTER PLANS, CAPITAL The Township began utilizing the OPPORTUNITIES, TRENDS & IMPROVEMENT PROGRAM, AND CIP as a long range planning/bud- CHALLENGES THE COMPREHENSIVE PLAN geting tool in the 1950’s based on Future municipal delivery and a recommendation from the 1954 maintenance of community facilities Master Plans and Technical and infrastructure will likely be im- Studies Comprehensive Plan. Comprehen- pacted by large-scale societal trends, The Township has an established sive Plans and Capital Improvement regional opportunities, and local practice of planning and budgeting Programs are complementary tools in challenges. community facility and infrastructure which projects are developed through a planning process and budgeted/ maintenance/upgrades many years in Trends implemented through the Capital advance through a master plan design Trends are macro forces impacting Program. The CIP provides many process and eventual incorporation local conditions. From a facilities and benefits to the Township. It allows in the Township’s annual Capital Im- infrastructure planning perspective, provement Program (CIP). Commu- improvements to be scheduled ef- the most significant trends facing the nity facility projects, such as library or ficiently and it encourages priority Township involve societal/market park improvements, are first developed setting and long range financial plan- forces increasing employee and ma- under departmental master plans that ning by the Township. The program terial costs and reductions in outside provide system-wide goals, and identi- enhances proper fiscal management infrastructure and facility funding fy system-wide issues and needs. After and it allows citizens to participate in sources as well as changing consumer departmental master plans are com- helping the Township meet its goals preferences for different types of completed, more detailed master plans are and objectives. The CIP is financed munity facilities. then developed to address individual through municipally issued bonds The maintenance and develop- facilities. A study committee consisting and individual projects are paid for ment of Lower Merion’s community of project consultants, Township staff, over time. infrastructure and services, including and community stakeholders develop The CIP largely funds brick and public schools, requires an annu- detailed master plans. Master plans mortar projects, but may also fund al investment of over a quarter bil- are often funded through grants. Upon large scale planning studies. Projects lion dollars, with the majority of the completion by the study committee, in the CIP generally have a useful life revenue derived from local property master plans are presented to the Board of twenty years (although some may taxes. A large proportion of annual of Commissioners for acceptance or be as low as ten years) and a unit or community expenditures (combined adoption. Master plans serve to guide project cost of $10,000 or more. A Township and School District) main- detailed improvements over many project may be multi-year in project tain existing high levels of service and years. Improvements identified within construction life or funding. infrastructure assets. The majority master plans are funded through the of maintenance expenditures result The Comprehensive Plan CIP. Where eligible, grant funding is from employee salaries and benefits. The Comprehensive Plan func- Over the past decade, governments sought to implement facility projects. tions as an organizing mechanism for Infrastructure maintenance and across the country have been impact- the numerous detailed master plans ed from rising employee healthcare improvements are identified through and technical reports which are pre- technical studies coordinated be- and retirement costs, which resulted pared each year to address individual in communities having to pay more tween the Public Works Department facilities, geographic areas or specif- for the same service level or to reduce and the Township Engineer’s office. ic infrastructure projects. The Com- service levels to make ends meet. Similar to facility master plans, tech- prehensive Plan coordinates specific Recent Federal efforts have begun nical studies include cost estimates. projects together to ensure that they to address rising employee health- The cost estimates are incorporated complement each other and are con- care costs. Over the past decade, the into the CIP. sistent with broader planning goals Township government initiated mea- The Capital Improvement and policies. The role of the Compre- sures to contain future retirement Program (CIP) hensive Plan is not to supersede the obligations. Despite these cost con- established master planning practice tainment efforts, local tax rates have “The programming and budgeting by proposing additional projects, but increased, particularly in regards to of capital improvements should be rather to establish policies to guide school taxes, which account for the initiated. The future fiscal policy of individual projects and studies, and majority of local tax levies. the Township will, to a great extent, to better coordinate and prioritize fu- The Lower Merion School Dis- be dependent upon such a program.” ture projects or improvements. trict has an excellent reputation and - 1954 Comprehensive Plan (page 13) performance record. The quality of COMPREHENSIVE 350 PLAN

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the Township’s public school system Opportunities mercial areas. These civic spaces can draws many families to the commu- Opportunities are regional cir- take many forms, such as permanent nity, contributes to high property cumstances, which if capitalized town squares, parks in commercial values, and enhances the quality of upon, may advance local efforts and areas, or pop up gardens in private life for Township residents. While a conditions. From a facilities and in- shopping centers. significant community asset, public frastructure planning perspective, the There are also potential oppor- school expenditures must be balanced most significant opportunities facing tunities to expand the Township’s with the need to provide other mu- the Township involve regional open public open space network through nicipal services. Formalized planning space and recreational initiatives such the transition of institutions and res- and intergovernmental cooperation as the regional trail network and the idential estates over time. Many cur- between the Township and School wave of small-scale, tactical retrofits rent Township facilities, such as Ash- District should be initiated to maxi- of unused parks, streets, and parking bridge Park were formally estates and mize municipal fiscal efficiencies. lots to create public gathering spaces. institutions. The Township should In addition to maintaining ser- Regional trail connections and public proactively anticipate the transition vice levels, the Township must also gathering spaces present the opportu- of important institutional and estate continue to maintain and upgrade nity to enhance the Township’s civic properties and plan for acquisition or its aging infrastructure. As a matter realm and to create attractive, sustain- partnerships with non-profit agencies of practice, the Township proactively able places for community gathering to ensure public access and commu- invests in infrastructure maintenance and interaction consistent with Lower nity use. Capitalizing upon opportu- and upgrades through the Capital Merion’s suburban vision. nities will require a different type of Improvement Program (CIP) rather An outcome of the 2006 Open planning, but will also result in the than by deferring maintenance and Space Plan was the Township’s par- modernization and enhancement of facing systematic replacements. It is ticipation in creating the regional the Township’s community facilities. likely that labor and material costs to trail network. The Township’s par- maintain existing infrastructure will ticipation has resulted in outside Challenges increase in coming years, especially funding opportunities that made the From a community facilities and in light of stricter state and federal construction of the Cynwyd Trail and infrastructure planning perspective, regulations, such as the Federal Clean the extension of trail linkages over the greatest challenges facing the Water Act. The Township as a whole the Manayunk and Pencoyd bridg- Township are balancing competing will face significant fiscal pressures to es possible. This core trail network infrastructure obligations with future simply maintain existing infrastruc- provides safe, easy connections from community needs and desires as well ture and service levels. the Township to the Schuylkill River as finding the resources to maintain It is also anticipated that new and Trail, the Wissahickon Trail, and the and expand high quality community upgraded services and facilities will East and West River Trails along Kelly resources. Towards that end, this plan be required to meet future commu- Drive and Martin Luther King Drive. offers integrated strategies to address nity preferences. The Township is in The Township’s trails are significant identified trends, opportunities, and the process of a generational modern- gathering spaces to themselves, while challenges. ization to the library system as well also providing connections to other as undergoing master plan improve- places. BIG PICTURE: FACILITY ments throughout the parks systems. There is the opportunity to signifi- AND INFRASTRUCTURE Several existing service delivery cantly expand upon the internal core PLANNING models may also change over time trail network by extending trails along The reality is that costs will in- as outside grants and alternative the Schuylkill River to Flat Rock Park, crease and the Township will have to funding sources become more com- through the City Avenue District, and continue to carefully and creatively petitive. An immediate concern is to the local bicycle network linking manage additional improvements. addressing the societal changes im- residential neighborhoods to trails in The Township has an excellent track pacting the Township’s volunteer Fire Bala Cynwyd and the bicycle network record of financial management and Services. The current model includes in Philadelphia. The local bicycle net- one of the highest municipal cred- a small staff of career (paid) fire ser- work is destination based, with the it ratings within the entire country. vice personal, but largely relies upon shopping districts, parks (including While the current municipal facility volunteers. Due to numerous factors, the Cynwyd Trail) and train stations and infrastructure budgeting system including the lack of workforce hous- as focal points. Over time there is the is effective for current circumstanc- ing in the Township, volunteer fire opportunity to enhance this network es, the Township government should service participation in the Township through the creation of civic nodes of consider expanding its financial plan- is declining. public gathering space within com- ning to consider the impact of the COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 351

Background/ Community Community Facilities Relationship to Other Conclusions Introduction Infrastructure and Services Planning Documents local school district operations upon ommended that this approach shift is fully supported and incorporated overall infrastructure and service de- to encapsulate the shade tree/storm- into this Element. It is further recom- livery. The current lack of integration water management interface. The mended that the Volunteer Coordina- between Township and Lower Mer- Urban Forester position will require tor position also be used to help re- ion School District operational and increased infrastructure planning as cruit volunteer firefighters, to manage financial planning creates municipal well as increased community inter- volunteers for the libraries, and assist inefficiencies. In order to continue action to better integrate shade trees in identifying additional opportuni- to provide existing levels of commu- and other natural elements into the ties to leverage community service nity-wide services and to maintain Township-wide stormwater manage- partnerships. existing levels of community-wide ment plan. infrastructure, long-range Township The Parks and Recreation Depart- Partnerships and school district budgets should ment faces the unenviable position of The Township utilizes numer- be more efficiently coordinated. Long doing more with the same amount of ous extra governmental partners to range, joint fiscal analysis between resources. Over the past decade, the extend its community service deliv- the Township and Lower Merion park inventory and service demands ery mission. These partners include School District will assist elected of- have increased while staffing and local business organizations, such ficials, residents and stakeholders to other resources have remained stat- as the Ardmore Initiative, the City prioritize future improvements and to ic. As a result, the Parks and Recre- Avenue Special Service District, and make potential difficult decisions. ation Department is able to provide environmental/cultural/educational base levels of service and park main- organizations, including the Lower Efficiencies tenance. The Parks Department has Merion Conservancy and Lower Mer- In addition to adjusting financial partnered with outside organizations ion Historical Society. Partnerships analysis and planning to better antic- such as the Lower Merion Conser- allow the Township to engage local ipate future conditions, the Township vancy and parks friends groups to residents and stakeholders in extend- can also continue to seek efficiencies provide supplemental maintenance of ing the quantity, diversity, and quality within the existing system to more specific parks. In order to meet future services beyond that can reasonably effectively and efficiently deliver ser- community expectations, the Parks be provided by a local government. vices and maintain the existing infra- Department will need to further cap- A continued organizational commit- structure. While there is a temptation italize upon the resources offered by ment to partnerships should be main- to do less, by eliminating services or friends groups and other volunteers. tained and Township staff should be personnel to reduce costs, this is of- In order to better utilize these re- provided with proper training to ef- ten short sighted and can undermine sources, a dedicated Volunteer Coor- fectively coordinate partners. community quality and place fur- dinator position should be created to ther strain on existing operations. A coordinate the various friends groups COMMUNITY better strategy is to continually seek and the vast potential of volunteers INFRASTRUCTURE efficiencies through reimagining and within the community. This section focuses on roadways adjusting to meet changing needs. The 2012 Lower Merion Town- and bridges and sanitary sewer, storm Two examples of potential organi- ship Parks and Recreation Plan states, drainage, shade trees, solid waste and zational efficiencies are the evolution “Volunteerism has become a major recycling. of the Township Arborist to an Urban positive aspect of parks and recre- Forester position in the Shade Tree ation. The number of organizations Division, and the establishment of a and individuals offering volunteer ROADWAYS AND BRIDGES Township-wide Volunteer Coordina- services has become so large that it is The Township owns and maintains tor position. Currently, the Township beyond the capacity of the Parks and approximately 250 miles of roadway Arborist is tasked with maintaining Recreation Department to manage the through the community, including 29 the Township’s Shade Tree Inven- range and number of volunteers. Vol- bridges.2 As the circulation system is tory. Shade trees encompass the ap- unteerism is expected to increase in largely established, roadway improve- proximately 30,000 trees within the the future. It is essential to manage ments primarily involve maintenance right-of-way of Township roads. The volunteerism in order to plan, direct, of the existing infrastructure. Due to Township Arborist currently man- sustain, and grow ways to support the regional interdependency of the ages and maintains shade trees as a community recreation in an alterna- transportation system, many of the physical infrastructure component. tive manner to tax dollars.” The Plan roadways through the community Due to an anticipated increase in the recommends that a volunteer coordi- use of shade trees as part of a storm- nator position be established, which 2 Lower Merion Township, Building & Planning Dept., water management strategy, it is rec- GIS 05/2015 and 2012 Lower Merion Township Bridge Maintenance Program COMPREHENSIVE 352 PLAN

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TABLE 7.1 CAPITAL IMPROVEMENTS PROGRAM CIRCULATION IMPROVEMENTS 2015-2020 Township County State Federal Other Total Ardmore Transit Center $2,500,000 $- $35,750,000 $- $39,500,000 $77,750,000 Bryn Mawr Improvements $2,450,000 $- $6,400,000 $3,000,000 $7,900,000 $19,750,000 Bridge Maintenance $2,142,000 $- $3,444,000 $8,354,000 $- $13,940,000 Bicycle and Pedestrian $1,870,000 $- $- $- $144,000 $2,014,000 Improvements Roadway Maintenance $6,570,000 $275,000 $- $- $- $6,845,000 Municipal Parking Lots $370,000 $- $20,000 $- $15,000 $405,000 Transit Improvement $- $275,000 $302,000 $- $- $577,000 Vehicular Improvements $3,510,000 $- $7,748,000 $23,452,000 $- $35,951,000 TOTAL $19,412,000 $550,000 $53,664,000 $34,806,000 $47,559,000 $157,232,000

Source: 2015-2020 Lower Merion Township Capital Improvement Program

CF1 ROADWAY JURISDICTION MAP

Conshohocken State Rd

W Montgomery Ave

Old Gulph Rd

Matsons Ford Rd Spring Mill Rd

Lafayette Rd

Old Gulph Rd

Spring Mill Rd

Lafayette Rd W Montgomery Ave

Conshohocken State Rd

Morris Ave

N Ithan Ave Waverly Rd

Williamson Rd N Ithan Ave Black Rock Rd Harriton Rd Youngs Ford Rd

Hagys Ford Rd

Hollow Rd

New Gulph Rd

Airdale Rd Old Gulph Rd Mill Creek Rd

N Roberts Rd Morris Ave

Lancaster Ave Conshohocken State Rd

County Line Rd Belmont Ave W Montgomery Ave Old Gulph Rd Lancaster Ave New Gulph Rd

Hagys Ford Rd Rock Hill Rd N Woodbine Ave

Bryn Mawr Ave

S Bryn Mawr Ave Old Lancaster Rd Haverford Rd Lancaster Ave Old Gulph Rd Conshohocken State Rd Manayunk Rd Gypsy Ln

Monument Rd

Mill Creek Rd

Presidential Blvd Levering Mill Rd Haverford Station Rd W Montgomery Ave N Wynnewood Ave W Lancaster Ave S Woodbine Ave Meeting House Ln Belmont Ave Montgomery Ave

E Montgomery Ave Legend RdPenn Montgomery Ave Conshohocken State Rd Anderson Ave Haverford Ave St Asaphs Rd

Ardmore Ave Church Rd St Asaphs Rd Winding Way E Lancaster Ave Old Lancaster Rd Roadway Jurisdictions Cricket Ave E City Ave Bryn Mawr Ave Bala Ave

N Highland Ave E Wynnewood Rd Bowman Ave E County Line Rd E Wynnewood Rd

Freeway Clothier Rd

ryeRdArgyle

W Wynnewood Rd E Wynnewood Rd Merion Rd State Lancaster Ave

Township Haverford Rd Morris Rd Private Remington Rd Haverford Rd

Manoa Rd

City Ave COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 353

Background/ Community Community Facilities Relationship to Other Conclusions Introduction Infrastructure and Services Planning Documents are controlled by PennDOT. Mainte- nance of freeways and state roadways FIGURE 7.2 CAPITAL IMPROVEMENT PROGRAM are technically the responsibility of CIRCULATION PROJECTS 2010 - 2015 PennDOT, but it is often a shared task with the municipality. Most of the roadways in the community connect neighborhoods and are under the Federal Township’s jurisdiction (Map CF1). Transportation projects are typically funded through a combination of State federal, state, local, and private funds (Table 7.1). The transportation infra- County structure in the Township includes the roadways and bridges, transit Township lines, public parking facilities, and bicycle and pedestrian infrastructure. A significant overlap exists between this Element and the Circulation Ele- ment. While the Circulation Element addresses future transit, bicycle, pedestrian, and public parking needs, Bridge this Element focuses more on the Transit Roadway Vehicular Municipal Pedestrian

maintenance and operation needed Bicycle and Parking Lots Parking Maintenance Maintenance Improvement Improvements to sustain the roadway infrastructure. Improvements

Roadway Maintenance * Figures are in thousands (000’s). Roadway maintenance will continue to comprise a significant portion of the Township’s operational and capital improvement budgets. Maintenance of local roads is almost exclusively funded through local tax dollars. Township roadways are maintained on a multi-year schedule and maintenance generally consists of paving and pothole repair, striping, and storm drainage repairs/improvements (Figure 7.2).

Rotomilling and Road Reconstruction/Stabilization The Township currently budgets $1 Million a year for rotomilling and road reconstruction through ship’s current practice is to repair the is anticipated that additional roadway the Capital Improvement Program. roads when the rating falls below 70. reconstruction will be required in the The Township employs a road rating The industry standard is to treat road- coming year due to another severe program to identify annual priorities ways on a 20- to 25-year cycle to en- winter.3 for work, and the type of treatment sure the integrity of the system. Over In recent years, the condition of required for the roadway repair. The the last 10 years, the Township has the Township’s roads has been affect- rating program is based on a scale of been resurfacing 5 to 7 miles of road ed by extended winter seasons and a 1 to 100. The Public Works Depart- annually. Approximately 15 miles of generational effort to upgrade water ment assesses defects, such as cracks, road were resurfaced in 2014 at a cost and gas distribution infrastructure rutting, and potholes, and assigns of approximately $2.7 Million due to 3 Lower Merion Township CIP 2015-2020, Adopted a score to each roadway. The Town- severe winter weather damage and it December 15, 2014 COMPREHENSIVE 354 PLAN

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by Aqua Pennsylvania, Inc. (water) and FIGURE 7.3 FULL-DEPTH RECLAMATION PECO (electric and gas), which involved replacing underground pipes on many Township streets. Additionally, older roadways, such as Mill Creek Road require periodic stabilization. The Public Works Department began using Geo- graphic Information System (GIS) software to track roadway improvements, and the continued use of this important database will enable the Township to plan for and prioritize roadway improvements in coming years. Annual roadway maintenance also presents an opportu- What is Full-Depth Reclamation? nity to maintain and enhance intersection and roadway striping to promote Full-Depth Reclamation (FDR) is a recycling method that pulverizes and blends deteriorated asphalt pavement structures with a predetermined pedestrian and bike safety. Intersection/ portion of underlying sub-base materials to rebuild the base. roadway striping is a key component of a “complete street” and is a cost effective • The RECLAIMER pulverizes average depths of 6-16 inches. way to achieve a safe, balanced transpor- • The GRADER shapes and profiles the newly reclaimed material. tation network. • ROLLERS compact the shaped, reclaimed material into place.

CF2 TERTIARY STREETS MAP

Matsons Ford Rd

Spring Mill Rd

Matsons Ford Rd Spring Mill Rd

Old Gulph Rd Lafayette Rd aaet Rd Lafayette

Spring Mill Rd

Conshohocken State Rd

Morris Ave

W Montgomery Ave

Waverly Rd

N Ithan Ave Black Rock Rd Rd Ford Youngs

N Ithan Ave

Williamson Rd olwRd Hollow

Youngs Ford Rd Hagys Ford Rd ilCekRd Creek Mill

New Gulph Rd Centennial Rd

Airdale Rd Rd Roberts N orsAve Morris Old Gulph Rd

Lancaster Ave

Conshohocken State Rd W Old Gulph Rd

New Gulph Rd

Lancaster Ave Old Gulph Rd W Montgomery Ave

Mary Waters Ford Rd

orsAve Morris

okHl Rd Hill Rock County Line Rd Ave Woodbine N McClenaghan Mill Rd

Old Lancaster Rd

Lancaster Ave

Conshohocken State Rd rnMw Ave Mawr Bryn S Bryn Mawr Ave

Old Lancaster Rd

Haverford Rd Lancaster Ave

rnMw Ave Mawr Bryn

ilCekRd Creek Mill odieAve Woodbine S

Manayunk Rd

Gypsy Ln Old Gulph Rd aefr tto Rd Station Haverford

Levering Mill Rd

Conshohocken State Rd

E Montgomery Ave

W Lancaster Av W Montgomery Ave Rd Creek Mill odieRd Woodside Meeting House Ln N Wynnewood Ave

e nesnAve Anderson E Montgomery Ave

Montgomery Ave

enRdPenn Haverford Ave

Montgomery Ave E Lancaster Ave Way Winding

Ardmore Ave

Church Rd Conshohocken State Rd St Asaphs Rd

Cricket Ave Old Lancaster Rd N Highland Ave Bala Ave Bryn Mawr Ave E City Ave

E Wynnewood Rd omnAve Bowman

Linwood Ave

Clothier Rd ynwo Rd Wynnewood W

ryeRdArgyle omnAve Bowman

Lancaster Ave E Wynnewood Rd Legend E County Line Rd

Merion Rd

Haverford Rd Rd Morris Classification Haverford Rd

Remington Rd Tertiary

Manoa Rd

City Ave COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 355

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The condition of the paved sur- grown landscaping, or inappropriate tenance costs.7 Additionally, in 2005, face impacts the functionality of a plant materials, or fencing. As was the Township enacted an ordinance roadway and has been identified as a recognized in the early 1990s, signif- mandating the use of underground major quality of life issue by Town- icant care must be taken to preserve cables for the placement of all new ship residents. In recent years, there the attractive views throughout the electric, telephone, and communica- has been community support to ex- Township. tion service facilities.8 Unfortunate- pend funds necessary to maintain The first line of sight from the ly, the new code provision does not Township roads at a higher level than roadway involves elements within address existing utility wires. As a currently exists. A major challenge the right-of-way. Property within the result, existing overhead wires will in the next five to ten years will in- right-of-way is needed to provide only be removed when the existing volve improving the Township’s Ter- necessary infrastructure and gener- utility is abandoned. The Township tiary Streets, many of which were not ally falls under the government’s ju- will continue to work with the util- built to a structural standard for to- risdiction. The right-of-way typically ity companies and explore enforce- day’s traffic.4 Tertiary Streets account consists of the roadway plus a strip ment measures to remove unnec- for over 30 linear miles of roadway of land on each side for curbs, side- essary overhead wires. Utility poles through the community.5 Many of walks, and buried/aerial utilities, such should also be placed in appropriate these roads will require a full depth as electric, communications, water, locations, so that they do not obstruct reclamation or reconstruction of the gas, sanitary sewer, and stormwater sidewalks and impede walkability, es- entire street (Map CF2). The Pub- drainage systems. In Lower Merion, pecially along commercial corridors. lic Works Department continues to the property owner is responsible for Landscaping and Fencing investigate alternative methods of the maintenance, repair, and/or re- As a community, it is important maintenance and reconstruction of placement of sidewalk, curbing, and to keep the right-of-way clear of ob- the aging roadway system. As the Ter- landscaping within the right-of-way; structions to allow for mobility of tiary Streets are improved, it is recom- however, trees within the right-of- vehicles, cyclists, and pedestrians. mended that the roadways be striped, way are the Township’s responsibility. Overgrown shrubs may encroach as proposed in the Circulation Ele- A concerted effort by local residents into walkways or reduce visibility at ment to complete the bicycle network and the various agencies responsible intersections. The Circulation Ele- through the Township.6 for infrastructure within the right-of- ment recommends that the Township way is needed to maintain the high should work through its Public Infor- Maintaining the Right-of-Way quality environment that Lower Mer- mation Office and civic associations From the bucolic country lanes ion is known for. to educate property owners of their lined with overarching trees, to the Utility Wires and Poles maintenance responsibilities. streetcar suburban roadways offer- Overhead utility wires and poles Implementing a Complete ing vibrant views of the communi- add visual clutter to the roadways, Streets Approach ty’s more urban areas, Lower Merion detract from the natural beauty of Planning improvements to the has an abundance of scenic views- the Township, and may conflict with Township’s roadways will continue heds that may be experienced while the growth of street trees. The 2008 to include a comprehensive approach driving through the community. The Township of Lower Merion Shade Tree moving forward. As roads are re- 1993 Scenic Viewshed Corridor and Inventory Management Plan indicat- paved, lane striping should be added Viewshed Analysis defined the pub- ed that approximately 31 percent of to delineate travel lanes for motorists lic viewshed as “everything you can shade trees in the community have and provide dedicated space within see from the road.” The study inven- utilities above or immediately ad- the cartway for the use of pedestrians toried scenic views in the communi- jacent to them. Approximately six and cyclists; particularly on Tertia- ty and identified intrusions into the percent of the Township shade trees ry Streets. The Township’s roadways viewshed that negatively impact the conflict with overhead utility wires. constitute a significant amount of im- aesthetics of the roadway. For the The Plan states that noting the pres- pervious surface, and creative solu- purpose of this element, intrusions ence of utility lines may help to iden- tions, such as the use of rain gardens into the viewshed may include an tify which sites are more suitable for should be explored, similarly to those overabundance of utility lines, over- small growth habit tree species that at the intersection of Linwood Avenue 4 Lower Merion Township, Public Works Dept, Power- will not interfere with utility lines and Athens Avenue. Point Presentation, May 6, 2015 when they mature. The use of the 5 Lower Merion Township, Building & Planning Dept., 7 Davey Resource Group. Township of Lower Merion GIS 05/2015 right tree in the right place will aid Shade Tree Inventory Management Plan. Page 28 6 View Circulation Element, Map C17: Proposed Bicycle in the reduction of unnecessary main- 8 § 135-41.2. Utilities. Added 5-11-2005 by Ord. No. Connectivity Improvements Map 3742 COMPREHENSIVE 356 PLAN

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Bridge Reconstruction FIGURE 7.4 CITY AVENUE BRIDGE AT BALA STATION Projects Over the next few years, the Township will need to undertake the reconstruction of the Union Avenue, Pennswood Road, Violet Lane, and Remington Road bridges. This is part of a multi-year project by the Public Works Department and Pennsylvania Department of Transportation (Pen- nDOT) to replace deficient bridges throughout the Township. After the project is completed, the Township will assume maintenance responsibility of many of the orphan bridges. While PennDOT is covering the majority of the replacement costs, the Township contributes a percentage of matching funds in accordance with each respective agreement. Pennsylvania has the third-largest number of bridges in the nation, but An orphan bridge is a roadway bridge that crosses over a railroad right- the Commonwealth leads the nation of-way, which is no longer owned or maintained by any railroad. There in the number of bridges classified are about a half a dozen orphan bridges within the Township, which were as “structurally deficient.”9 PennDOT originally constructed and maintained by the Pennsylvania Railroad (PRR) has created a Bridge Bundling Pro- until the company went bankrupt in 1970. After the bankruptcy of the PRR, gram, which is funded by Federal responsibility of orphan bridges was assumed by PennDOT and not transferred to the successors of the PRR, which include SEPTA and Conrail. Pennsylvania and State funds to reduce the number has approximately 7,100 orphan bridges and PennDOT has been working of bridges in Pennsylvania that are on with local governments to bring orphan bridges into a state of good repair. the structurally deficient list. Funding PennDOT has been transferring future maintenance responsibility for orphan is allocated to PennDOT Districts and bridges to local governments. Orphan bridges comprise a significant number of each district finds multiple bridges the approximately 4,000 structurally deficient bridges throughout Pennsylvania. that can be “bundled,” or designed and built as one project. In 2015, PennDOT District 6, the Township and are anticipated to tential roadway enhancements, such which includes Lower Merion, iden- be complete by December of 2016.10 as expanded turning lanes at nearby tified 12 bridges that met the require- Additionally, PennDOT will un- intersections. ments for the Bridge Bundling Pro- dertake the reconstruction of the In 2012, the Lower Merion Town- gram. These 12 bridges were all built City Avenue/US Route 1 Bridge over ship Bridge Maintenance Program with the same design; in this case, a the SEPTA Cynwyd Rail Line. While was prepared to inventory the 29 box beam structure. The reconstruc- the City Avenue Bridge project is not bridges owned and maintained by the tion of the bridges required little or Township funded, the project needs Township, assess the condition of the no environmental clearance, no spe- to be coordinated to reduce poten- bridges, and prepare a bridge main- cial permits from DEP, no Amtrak tial spill over traffic through adjacent tenance program. Nine of the bridges involvement, no abutment work, no neighborhoods by drivers seeking to owned by the Township have span widening, and minimal improvements avoid construction delays. lengths greater than 20 feet, which (i.e., guiderails). The two bridges in Bridge reconstruction projects are inspected regularly by PennDOT. the Township that made the list are present an opportunity to incorpo- Three bridges owned by the Town- the Remington Road Bridge and the rate improved bicycle and pedestrian ship with span lengths greater than Violet Lane Bridge. Both bridges will infrastructure into the design. Bridge 20 feet, require implementation of a be designed and built with no cost to reconstruction projects should be routine inspection schedule, and have 9 “Bridge Information.” Pennsylvania Department of properly planned to anticipate po- been added to PennDOT’s inspection Transportation. Web. 03/2015. . 10 Lower Merion Township Public Works Department, 03/2015 COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 357

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CF3 BRIDGES IN LOWER MERION TOWNSHIP MAP

small bridges and culverts with span SANITARY SEWER ment Plant in Philadelphia (Table 7.5).11 lengths less than 20 feet are owned The Township Public Works De- The Township currently operates and maintained by the Township. partment supervises the construc- under a 35-year agreement with the The Bridge Maintenance Program has tion, maintenance, and operation of City of Philadelphia for the provision been in effect since 2012. The ulti- the Township Sanitary Sewer System of waste water treatment services. Un- mate goal of the bridge program is to consisting of 285-miles of sewers and der this agreement, the Township is employ cost effective strategies and force mains. The Township sanitary required to pay capital contributions actions to maximize the useful life sewer system is separate from the to the City in order to maintain its re- of bridges by applying appropriate stormwater system. The Township’s served treatment capacity. The City of bridge preservation treatments and Infiltration/Inflow Program (I/IP) is Philadelphia is currently remediating activities at the appropriate time to an annual project to investigate and its combined sanitary sewer/stormwater extend the useful life of the bridge at renovate the sanitary collection sys- infrastructure, which may take many a lower lifetime cost. tem to prevent unmetered flow from years to fully resolve. It is possible that Proper bridge maintenance is cost- entering the system, such as ground- the required system improvements may ly, but it is a necessary investment. water infiltration and illegal connec- impact the cost of future regional waste The Township works effectively with tions. There are 17 public pump- water treatment services agreements. In the state and federal agencies to levering stations in the system network, the meantime, it is recommended that age funding for these important im- and three private pumping stations, the Township continue local efforts to provements and should continue to which are required to pump sewage reduce stormwater runoff into Phila- identify potential funding streams. from low areas to higher elevations, delphia, the Schuylkill River, and the where collecting lines carry the sew- Cobbs Creek watersheds. age to the Southwest Sewage Treat- 11 Lower Merion Township, Public Works Department (2015) COMPREHENSIVE 358 PLAN

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TABLE 7.5 LOWER MERION TOWNSHIP PUMPING STATIONS Name of Facility Address Village Ward Destination Public Pumping Stations Mill Creek 25 E Old Gulph Rd Wynnewood 1 Indian Creek Interceptor to City of Philadelphia Gulph Creek 704 Matsons Ford Rd Villanova 6 Mill Creek Pumping Station Fenimore* 1333 Youngs Ford Rd Gladwyne 2 Mill Creek Pumping Station Rose Glen 1247 Rose Glen Rd Gladwyne 2 Mill Creek Pumping Station Waverly Heights 1400 Waverly Rd Gladwyne 2 Rose Glen Pumping Station Spring Mill 1095 Mount Pleasant Ave Bryn Mawr 11 Mill Creek Pumping Station Appaloosa* 1501 Conshohocken State Rd Conshohocken 2 Spring Mill Pumping Station Wrenfield 925 Exeter Crest Villanova 6 Mill Creek Pumping Station Idlewild* Idlewild Rd Gladwyne 2 Mill Creek Pumping Station Ardmore 51 E County Line Rd Ardmore 4 Indian Creek Interceptor Cynwyd 376 Trevor Ln Bala Cynwyd 9 City of Philadelphia Belmont 113 Belmont Ave Bala Cynwyd 3 City of Philadelphia Glanraffon 505 Mary Waters Ford Rd Bala Cynwyd 3 Belmont Pumping Station Hollow Road 1500 Hollow Rd Penn Valley 2 Glanraffon Pumping Station Sandy Circle 375 Hidden River Rd Narberth 2 Hollow Road Pumping Station Glen Road 500 Glen Rd Bala Cynwyd 9 City of Philadelphia Righters Ferry 390 Righters Ferry Rd Bala Cynwyd 9 City of Philadelphia Private Pumping Stations Sydbury Glen Mill Creek Pumping Station Knights Bridge* Mill Creek Pumping Station Allen Estates Belmont Pumping Station

* Pump stations installed since the Act 537 Plan was adopted in 1992 to accommodate new developments.

The Township has a Sanitary Sew- TABLE 7.6 LOWER MERION TOWNSHIP SANITARY SEWER FUND er Fund, which is an enterprise fund Year Revenue Expenditure Fund Balance that is intended to be self-supporting 2015 Budget $7,519,800 $8,202,269 $14,458,823 through user fees (sanitary sewer rent bill) charged for services to residen- 2014 $7,757,100 $8,124,546 $14,826,269 tial, institutional, and commercial 2013 $8,362,849 $7,435,924 $13,899,344

customers (Table 7.6). The sanitary Source: 2015 Lower Merion Township Budget sewer rent bills are based on the property’s prior year water consump- percent, and remained unchanged in tion, as reported by Aqua Pennsylva- 2013, 2014, and 2015.12 Operational nia, Inc. The purpose of the Sanitary and maintenance costs related to the Sewer Fund is to account for revenue Township’s sanitary sewer system ac- and expenditures related to proper count for the expenditures. disposal of wastewater. The sanitary sewer rate is reviewed, and may be 12 2015 Lower Merion Township Budget modified annually, by the Board of Commissioners as part of the annual appropriation process. The rental rate was increased in 2012 to $4.51 (from $3.82) per 1,000 gallons of water consumed, or approximately 18 COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 359

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CF4 SANITARY DRAINAGE AREAS MAP

Legend 5 Pump Stations Sanitary Lines Additional EDU’s Unsewered Properties

Sanitary Drainage Areas Appaloosa Cynwyd Mill Creek Ardmore Belmont Glanraffon Gulph Creek Glen Road Hollow Road Rose Glen Fenimore Sandy Circle Haverford Spring Mill Indian Creek Righters Ferry Philadelphia Waverly Heights Sydburn Glen Idlewild Knights Bridge Allen Estates Wrenfield

Sanitary Sewer Extension ly extensions of community sanitary Sanitary Sewer Capacity Approximately 75% of the area of sewers in a manner consistent with Impact of Illegal Sanitary Sewer the Township, and 93% of the popu- the comprehensive plan and needs Connections lation, is served by the sewer system. of the whole area. The Township’s A major issue impacting the ca- New construction has averaged about Act 537 Plan was approved in 1992 pacity of the Township’s existing san- one mile annually.13 The sanitary and updates have been made to the itary sewer infrastructure is the num- system is comprised of roughly 238 plan since its approval. The Act 537 ber of illegal hookups throughout the linear miles of sanitary sewer pipes Plan identifies all of the areas that community. Contractors commonly located throughout the Township.14 do not have access to sanitary sewer, quote homeowners lower prices for Areas not sewered rely upon on-lot analyzes the existing sanitary sewer hooking the sump pumps or drains sewage disposal facilities, which han- system, evaluates the Township-wide to the sewer system. A single sump dle the problem satisfactorily under wastewater treatment needs, and pump can discharge 30 gallons per favorable soil conditions. These are identifies locations for potential minute or over 40,000 gallons per subject to inspection by the Town- sewer extensions (Map CF4: Sani- day into the sewer system. The ad- ship to assure adequate performance. tary Drainage Area). Due to the age ditional flow of 40,000 gallons into The Township of Lower Merion of the Act 537 Plan and the amount the sanitary sewer can cause capaci- is required by the Pennsylvania Sew- of development that has occurred ty issues.15 Under these conditions, age Facilities Act of January 24, 1966 since 1992, it is recommended that when several sump pumps are ille- (Act 537), to provide for the order- the Township undertake a new Act gally connected to the sanitary sewer 13 Lower Merion Township. Web Retrieved ship-wide waste water needs. Lower Merion Township, Public Works Sanitary Sewer 05/2015 Division. 2011 14 2015 Lower Merion Township Budget. Page 255 COMPREHENSIVE 360 PLAN

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FIGURE 7.7 ILLEGAL SANITARY SEWER CONNECTION the Township’s cost for extending the sanitary sewer shall be assessed upon all properties benefitted, improved, or accommodated by the extension, unless the Board of Commissioners decides otherwise for a particular project.

Sanitary Sewer Maintenance The sanitary sewer system requires constant maintenance to function efficiently and as the system ages, the amount of required maintenance increases (Table 7.8). In the past, pipe replacement involved digging large trenches, physically removing the deteriorated pipes, and installing new pipes. In recent years, the Town- ship has been extending the life of its aging infrastructure by slip lining the sanitary sewers with one of several trenchless rehabilitation methods, including cured-in-place pipe (CIPP) and slip lining. CIPP consists of a tube, or liner, that’s pulled into system, serious overflows can result cate when a property changes hands, the existing pipe and inflated by air at the mains and pumping station. but the interior of the home is not for- pressure or water to press the liner Additionally, the City of Philadelphia mally inspected by the Township. Us- against the pipe walls until it’s cured charges the Township by the gallon ing this honor-based system, only one in place. Slip lining consists of install- for waste water treatment. Illegally property owner has ever disclosed the ing a smaller, “carrier pipe” into the connected sump pumps place a tre- existence of an illegal hookup. Illegal larger, existing “host pipe” and plac- mendous strain on the Township’s hookups are typically found when ing grout between the two pipe walls. treatment system and results in in- plumbing permits are inspected, at These methods are less costly than creased costs, which in turn may lead which time, the problem is resolved. excavation, less disruptive to the pub- to rate increases for Township resi- lic, and it may extend the life of the dents. Clean water, such as that from IMPACT OF NEW pipes by up to 100 years. It is recom- sump pumps and roof drains, that is CONSTRUCTION mended that the Township continue managed on-site rather than being di- It should be noted that every land to employ this cost effective measure rected into the sanitary sewer system, development application is evaluat- to extend the life of the community’s reduces the total gallons received by ed by the Township Engineer. In the infrastructure and explore new tech- Philadelphia and saves money. event a sewer extension is required, nologies as they become available. In an effort to reduce the growing the Act 537 Plan must be updated. It Recent technologies have enabled number of illegal drainage connec- is the Township’s policy that 100% of better inspections of the below-grade tions in Lower Merion Township, the Public Works Sanitary Sewer Division has instituted a program aimed at TABLE 7.8 SANITARY SEWER MAINTENANCE eliminating these costly, non-compli- 2013 2014 2014 2015 ant drainage systems. Illegal hookups Actual Budget Projected Budget are generally discovered when a prop- Total linear feet 533,756 600,000 400,000 600,000 erty changes hands or when a plumb- maintained ing permit is issued. Property owners Cost per linear $0.79 $0.85 $1.13 $1.21 are requested to disclose if the sump foot pump is connected to the sewer sys- Total Cost $421,667 $510,000 $452,000 $726,000 tem on the Township’s resale certifi- Source: 2015 Lower Merion Township Budget COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 361

Background/ Community Community Facilities Relationship to Other Conclusions Introduction Infrastructure and Services Planning Documents infrastructure. The Township now approach to storm drainage, where dioxide; reduce runoff and erosion; sends a robotic video camera through “green infrastructure,” such as street and provide habitat for wildlife. The the pipes, which relays the images to trees and rain gardens, play an en- shade and beauty of street trees con- monitors in order to help the techni- hanced and integral role in the storm- tribute to the community’s quality of cians visualize, identify, and resolve water control and conveyance system life and soften the hard appearance of problems. The Sanitary Sewer Divi- to improve the overall functionality concrete structures and streets. Un- sion of the Public Works Department of the system and reduce stormwater like other components of the Town- also uses GIS technology to map im- runoff. Green infrastructure uses veg- ship’s infrastructure, the tree popula- provements. It is recommended that etation, soils, and natural processes tion, with proper care, will continue the Township continue to integrate to manage water and create healthier to increase in value with each pass- the camera inspection and GIS tech- urban environments. ing year. When properly maintained, nologies to capture data that will be trees return overall benefits and value used to plan for future maintenance to the community far in excess of the STREET TREES and improvement projects. Trees are an integral component time and money invested in them for Sewer blockages are a major chal- planting, pruning, protection, and of Lower Merion’s environment and 17 lenge in the maintenance of the ex- infrastructure system. They help removal. isting infrastructure. Sewer blockages cleanse pollutants from the air, pro- are most commonly caused by tree 17 Davey Resource Group. Township of Lower Merion duce oxygen, and absorb carbon Shade Tree Inventory Management Plan. Page iv roots, restaurant grease, and sediment contained in stormwater runoff. Blockages were previously removed The Value of Trees18 by pulling a cable through the pipes. Studies prove that trees have a positive effect on many aspects of people’s lives, including their Some of the Township’s pump sta- health, homes, businesses, communities, drinking water, and air quality. tions, such as the Mill Creek Pump Economic Contributions Station, have been modernized to support a jet truck that can pump a • Trees reduce runoff and erosion from storms by about 7% and reduce the need for erosion control structures. In urban areas with trees, the use of smaller drainpipes can significant amount of pressure (4,000 save cities on materials, installation, and maintenance. psi) through the pipes to remove the blockage. While the growth of tree • Amenity and comfort ratings were about 80% higher for a tree-lined sidewalk compared roots is an inevitable, naturally occur- with those for a non-shaded street. ring phenomenon, measures can be • Street trees raise property values. taken to reduce the amount of grease • Research shows that shoppers in well-landscaped business districts are willing to pay and stormwater runoff going through more for parking and up to 12% more for goods and services. the system. The Water Resources Ele- Environmental Contributions ment includes a number of strategies to address stormwater runoff that will • Leafy tree canopies catch precipitation before it reaches the ground, allowing some of it to gently drip and the rest to evaporate. This lessens the force of storms and reduces have the added benefit of reducing runoff and erosion. Research indicates that 100 mature tree crowns intercept about the amount of sediment impacting 100,000 gallons of rainfall per year, reducing runoff, and providing cleaner water. the Township’s sanitary sewer infrastructure.16 • Philadelphia’s 2.1 million trees currently store approximately 481,000 metric tons of carbon with an estimated value of $9.8 million. • A typical community forest of 10,000 trees will retain approximately 10 million gallons of STORM DRAINAGE rainwater per year. The Township’s stormwater con- Social Contributions veyance system is primarily designed to collect stormwater runoff from • Views of nature reduce the stress response of both body and mind when stressors of impervious surfaces, such as parking urban conditions are present. lots and roadways, using curbs, inlets, • Trees in urban parks and recreation areas are estimated to improve outdoor leisure and pipes, and other measures to convey recreation experiences in the United States by $2 billion per year. stormwater to nearby creeks, streams, • Americans travel about 2.3 billion miles per day on urban freeways and highways. Studies and/or the Schuylkill River. The Wa- show drivers exposed to roadside nature scenes had a greater ability to cope with ter Resources Element lays out a new driving stresses.

16 Locate photo of public works camera 18 This section is an excerpt from Bring Life to your Communities: Plant Trees prepared for the Urban and Community Forestry truck/GIS interface. Appreciation Tool Kit by the USDA Forest Service, publication number NA-IN-02-04. COMPREHENSIVE 362 PLAN

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Urban forestry is the careful care and management of urban forests (i.e., tree populations in urban settings for the purpose of improving the urban environment). Urban forestry advocates the role of trees as a critical part of the urban infrastructure. Urban foresters plant and maintain trees, support appropriate tree and forest preservation, conduct research, and promote the many benefits trees provide. Urban forestry is practiced by municipal and commercial arborists, municipal and utility foresters, environmental policymakers, city planners, consultants, educators, researchers, and community activists.

Arbor Day at Merion Elementary (2014)

CF5 PERCENT TREE COVER MAP

Legend Percentage of Tree Cover by Village Percentage (%) 10 - 20 20 - 30 30 - 40 40 - 50 50 COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 363

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Lower Merion Township has long Shade Tree Inventory commissioned the Shade Tree Inven- recognized the benefits of street A successful urban forestry pro- tory Management Plan to inventory trees, enacting its first shade tree gram requires a combination of orga- the public urban forest and evaluate ordinance in 1931, formally estab- nized leadership, comprehensive in- the current condition of its shade lishing the Shade Tree Commission. formation about the tree population, trees, so that an effective planning The Lower Merion Shade Tree dedicated personnel, and effective and management program could be Commission has exclusive custody public relations. Managing natural established for this valuable resource. and control of all trees on Township resources is challenging and finding The 2007 Shade Tree Invento- property and they are authorized to suitable space for trees among streets, ry Management Plan found that the plant, remove, maintain, and protect buildings, sewers, and utility lines Township’s public shade tree popu- all trees on public streets located can be difficult. In areas where there lation is comprised of 29,874 trees, within the right-of-way. Due in part is not enough room, or conflicts with stumps, and planting sites. Data was to the historic shade tree planning utilities exist, the Township should collected to identify the species com- efforts, the Township has a healthy explore ways to reestablish the tra- position, relative size, and health of tree canopy. According to the 2001 ditional street tree pattern outside of the shade tree population, which was data collected by the Pennsylvania the public right-of-way by working used to formulate recommendations Department of Conservation and with homeowners to plant appropri- for the ongoing care and maintenance Natural Resources Bureau of For- ate shade trees on private property. of the urban forest. The plan calculat- estry, seven of the 16 Census Tracts Providing adequate maintenance ed that the total value of the Town- in Lower Merion have tree cover in within budget constraints is also a ship’s shade tree population exceeded excess of 40 percent (Map CF5). challenge. In 2007, Lower Merion $70 Million, with an average value of

CF6 STREET TREE INVENTORY MAP

Legend Small Tree (6 in dbh or less) Medium Tree (7 to 24 dbh) Large Tree (25 in greater dbh) COMPREHENSIVE 364 PLAN

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TABLE 7.9 LOWER MERION TOWNSHIP SHADE TREE INVENTORY $2,736 per tree. These figures were Common Name Genus Name % of Total based on the tree valuation methodol- Maple Acer 22.89% ogy found in the Council of Tree and Landscape Appraisers’ publication, Oak Quercus 10.77% Guide for Plant Appraisal (Ninth Edi- Dogwood Cornus 5.50% tion). Pine Pinus 5.26% The inventory revealed that over Spruce Picea 5.25% 22% of the trees in the Township Ash Fraxinus 4.79% are maples, which indicates that the Township must continue planting Cherry/Plum Prunus 4.78% different species to increase its overall Sycamore/Planetree Platanus 4.42% diversity in the future (Table 7.9).19 Hemlock Tsuga 2.93% 19 2007 Lower Merion Township Shade Tree Inventory Tuliptree Liriodendron 2.65% and Management Plan

Source: 2007 Lower Merion Township Shade Tree Inventory and Management Plan

FIGURE 7.10 LOWER MERION TOWNSHIIP Shade Tree Inventory STREET TREE SIZE (2007) Management Plan Update Between 2007 and 2015, 49.87% approximately 741 shade trees were removed and 517 trees 24.77% have been planted. Removals are undertaken when a shade tree is poorly located or in when a shade tree is poor health and may Small (6 inches dbh and less) impact public safety. Many of the removals between 2007 and 2015 Medium (7 to 24 inches dbh) resulted from poorly located trees or inappropriate species which Large (25 inches dbh and greater) conflicted with underground utilities or overhead wires. Severe pruning of shade trees by utility companies compromise tree health and poorly located trees may lead 25.36% to utility service disruptions from broken branches. Since 2007, the Township has FIGURE 7.11 CONDITION OF STREET TREES annually removed an average of IN LOWER MERION (2007) 106 shade trees while planting 74 trees new plantings. Data 0.61% indicates that for every new tree planted approximately 0.72% 1.4 trees are removed every year. The discrepancy between 10.90% new planting versus removals is a 0.66% result of the advanced age of the Very Good (0.66%) Township’s Shade Tree Inventory Good Condition (19.26%) and the maintenance requirements associated with mature Fair Condition (67.85%) 19.26% trees. Roughly 40 percent of the Poor Condition (10.90%) trees removed have been Maple and 18 percent were Oak trees. Critical Condition (0.72%) Nearly 80 percent of the trees that Dead (0.61%) have been replanted are Linden, 67.85% Maple, Sycamore, and Oak. COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 365

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Species diversity will help avoid po- of 1988, which mandated municipal Composting tential catastrophic tree losses due curbside collection of recyclables. The Another cost-effective measure to disease outbreaks and/or insect first year of formal Township-wide to reduce the amount of solid waste infestations. It is important that the recycling was so successful that the generated in the Township by resi- Township continue to budget enough Township received the inaugural Re- dents and businesses is to encour- money each year for new tree plant- cycling Award from the Pennsylvania age and enhance composting efforts. ings, and these new plantings should Resources Council in 1991.20 By 2015, Composting uses the natural process include many different species of over 40% of Lower Merion’s municipal of decay to change organic wastes trees suited to the local climate. The solid waste was recycled.21 into a valuable humus-like material Township should continue to utilize The Township’s Solid Waste Trans- called compost. Examples of com- GIS to quantify and assess its green fer Station is located at the Robert J. mon household organic wastes in- infrastructure (Map CF6). Koegel Public Works Complex at 1300 clude yard trimmings, leaves, grass, The Public Works Department N. Woodbine Avenue in Penn Valley. and kitchen scraps. It is estimated and the Shade Tree Commission have The Transfer Station is a converted that 34% of landfill waste in Penn- actively implemented the Shade Tree incinerator building built in the ear- sylvania is food, and another 30% is Inventory Management Plan since its ly 1970s. It receives solid waste from paper.23 The most obvious environ- completion. The Township’s Shade various commercial and municipal mental benefit is that composting can Tree Division has performed recom- customers throughout southeastern significantly reduce the amount of mended tree removals and pruning, Pennsylvania, with approximately solid waste that would otherwise find and expanded the species diversity 90% of the waste originating in Low- its way into the trash collection and that currently comprises the commu- er Merion Township. The solid waste dumping cycle. Composting is also nity’s urban forest. The Shade Tree (non-recyclable) is compacted into great for the garden, and it’s an envi- Commission has run several public transfer trailers that are then hauled it ronmentally responsible way to reuse service announcements on the local to a designated disposal facility.22 organic nutrients. cable channel LMTV7 to educate res- Effective January 2015, Lower Merion Compost improves the soil, which idents about the benefits of trees and has a five-year contract with Covanta in turn supports healthier and more how to properly plant, maintain, and 4Recovery, LP (the operator of the productive plants. Compost provides care for trees. The Township should energy-from-waste, “Trash-to-Steam” virtually all of the essential nutrients continue to implement the Shade Tree plant in Plymouth Township) to haul for healthy plant growth, and gener- Inventory Management Plan to en- the solid waste from the Transfer ally releases those nutrients over time hance tree cover and expand the es- Station to the Trash-to-Steam Plant to give plants a slow, steady, consis- tablished street tree pattern as a com- at about $64 per ton for the initial tent intake of the elements essential ponent of the Township’s stormwater year, with a 2% price per ton increase for growth. Using compost to fertilize management system. each subsequent year. Lower Merion the lawn and garden also reduces the residents may actively work to reduce dependency on chemical fertilizers, the municipality’s solid waste fees by which may otherwise pollute local SOLID WASTE AND continuing to recycle and by enhanc- water resources. RECYCLING Lower Merion has a strong his- ing recycling efforts. The Township currently has two separate composting efforts: the tory of promoting recycling efforts 20 The Re-Greening of Lower Merion Township. Lower to reduce the amount of solid waste Merion Township Environmental Advisory Council. 2007 Public Works Department currently 21 2015 Refuse and Recycling Information. Lower Merion that winds up in a landfill. The Town- composts leaves in the fall; and the Township Public Works Department. January 2015 Building and Planning Department ship’s acclaimed recycling program 22 Municipal Waste Management Plan Revision 2006- was initiated as a grass-roots effort by 2015. Montgomery County Planning Commission. 2006. sells individual compost bins for use a group of 70 dedicated volunteers, by private homeowners. Yard waste who opened the original Township recycling (leaves and shrub/tree trim- Recycling Center at Suburban Square mings) is collected in biodegradable on Earth Day in 1970. Management of paper bags, placed at the curbside, the center was later assumed by Riv- and transported to a leaf composting erbend, the Lower Merion-Narberth site, where a private company later Watershed Association, and Harriton collects the composted leaves at no House. In 1979, the center moved to 23 Penn State College of Agricultural Sciences. “How the Township transfer station, where is Compost Made” web. it remained until passage of Act 101 Robert J Koegel Public Works Complex (2007). retrieved 06/2015 COMPREHENSIVE 366 PLAN

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TABLE 7.12 SOLID WASTE recommendations for maintenance, their household. A further incentive FEE SUBSCRIPTIONS repairs, and replacement for return- to reduce trash disposal was the cre- ing physical assets to a state of good ation of the “mini-can” option. This Description 2015 Fees repair and maintaining them in that option is available only to subscribers 1 Mini-Can $205 condition in the future. Some of the whose one-container level of service (20-gallon container) recommendations have been com- is a maximum 20-gallon capacity. 1 Container (up to $292 pleted, while others have been, or Recycling is incentivized as there is 45-gallons) will be, programmed for future imple- no fee and no limit on the amount 2 Containers $350 mentation, including considerations of recyclables that the Township will 3 Containers $408 regarding potential environmental collect. 4 Containers $466 and hazardous material issues (i.e., Approximately 40% of Township 5 Containers $524 asbestos) due to the age and original residents recycle thanks to extensive 6 Containers $582 use of the building as an incinerator. public education and outreach. Ed- Solid Waste Fund ucation efforts are ongoing and recy- 7 Containers $640 The Solid Waste Fund is an en- cling rates are anticipated to increase 8 Containers $698 terprise fund, which is intended to in the future. Recycling provides a Rear Yard Collection $210 be self-supporting through user fees stream of revenue for the Township. Fee charged for services to residential By separating recyclables instead of customers. The purpose of the Solid using a single-stream system that is cost to the Township. In previous Waste Fund is to account for reve- employed by other municipalities, years, the Township provided com- nues and expenditures related to the the Township is able to get the best post to residents at no charge, but state mandated disposal of refuse and financial return on its recyclables. has discontinued this practice due in recycling under Act 101. The solid Recycling revenue goes back into the large part to the cost of manning the waste fund is primarily supported Township’s General Fund. The recy- site. The sale of individual compost through solid waste subscription fees, cling system is self-supporting and it bins to residents at-cost was initiat- and grants and revenue generated provides income to the Refuse Divi- ed by the Environmental Advisory through the Township’s recycling pro- sion and the Township. Council. Since 2010, hundreds of gram. The Township provides collection compost bins have been sold. CONCLUSION and disposal services to all single-fam- Moving forward, enhancement The Township uses cutting edge ily dwellings, all two-family dwellings of the existing composting program and fiscally conservative methods to and all apartments containing four or could help to further reduce the maintain and improve the community fewer dwelling units. Collection by amount of solid waste generated by infrastructure. The Township should the Township is optional for residen- the community. Public education and continue to utilize Geographic Infor- tial buildings of five to fifty units, but outreach are extremely important in mation System (GIS) software to track not from dumpsters. The Township expanding composting efforts. There maintenance projects and costs to aid does not collect commercial waste. is a local demand for municipal com- in planning for future improvements Recycling is an important compo- post. As staffing permits, the Town- and to maintain a comprehensive in- nent of the Solid Waste Fund. Trash ship should make compost available ventory of the shade trees in the com- is collected once a week at the curb- for pick up by Township residents, munity. The Township should also side or from the rear yard by munic- Transfer Station continue to seek innovative methods ipal employees. Residents are also Lower Merion has one of five and new technologies to extend the required to recycle plastic, glass, alu- transfer stations in all of Montgom- life of the existing infrastructure, such minum food and beverage containers ery County. Although it is an expense as sewer lining measures that are cur- (comingled), and mixed paper, which and does require maintenance, it also rently used. enhances the longevity of the Town- is collected once every two weeks by ship’s refuse trucks, and buffers the municipal employees. Residents are Township from fluctuations in the charged a Solid Waste Fee based on cost of contracts with outside agen- their container subscription level (Ta- cies. ble 7.12). Charging increased fees for The 2007 Building Conditions As- each container set out for collection sessment Study of the Transfer Station is an incentive for citizens to decrease outlines immediate and long term the amount of waste generated at COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 367

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SUMMARY OF COMMUNITY INFRASTRUCTURE RECOMMENDATIONS

Issue Need to balance costs/service levels associated with maintenance/enhancement of the Township’s road infrastructure.

Recommendation Establish a systematic approach to update the road inventory every two or three years to re-rate the roads to reflect current conditions. Strategies a. Improve utilization of the tools provided by the GIS system to track maintenance and update the road conditions. b. Revisit the current road rating system policy.

Issue Costs of assuming maintenance of orphan bridges.

Recommendation Address the funding implications of the maintenance, and rehabilitation, or replacement of orphan bridges. Strategies a. Implement the Bridge Maintenance Program, which includes an inventory and assessment of all bridges owned and/ or maintained by the Township. Continue to work with PennDOT to identify funding and plan for improvements. b. Identify new funding streams, such as advertising and the use of naming rights, to fund bridge repair and replacement. Continue lobbying efforts for outside funding to replace/maintain orphan bridges.

Issue Need to improve coordinated roadway planning to efficiently integrate non-automotive transportation, stormwater management and utility transmission infrastructure into roadway infrastructure.

Recommendation Evaluate and institute ‘complete streets’ planning of township roadways, where possible to efficiently integrate non-automotive transportation, stormwater management and utility transmission infrastructure into roadway infrastructure. Strategies a. Explore means to reduce the visual and functional impact of infrastructure upon the built environment, such as bundling or burying utilities and locating utilities on the edge of the right-of-way. b. Interview public utilities to identify priority areas, which are susceptible to storm damage. c. Strengthen Township regulations requiring new electric, telephone and communications service facilities to be provided underground. d. Utilize advisory bodies, such as the Shade Tree Commission, to undertake outreach efforts to educate residents about how to properly locate shade trees to accommodate utilities and select alternative trees to plant under wires. e. Explore alternative methods for accommodating necessary utilities while also providing dedicated areas for street trees and sidewalks along the right-of-way, such as easements.

Issue Need to clarify and properly enforce property responsibilities for roadside maintenance.

Recommendation Clarify and properly enforce property responsibilities for roadside maintenance.

Strategies a. State Roads – The Township and PennDOT need to clearly define responsibilities for roadway maintenance. Township needs to determine how to communicate road maintenance obligations with PennDOT. b. Township Roads – Provide better public education of the responsibilities of homeowners to maintain the public right-of-way. Additional education is needed to encourage property owners to keep pedestrian pathways clear of overgrown vegetation. COMPREHENSIVE 368 PLAN

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Issue Continued inspection, maintenance, and replacement of the Township’s aging sanitary sewer and storm drainage infrastructure.

Recommendation Continue seeking innovative methods and new technologies to extend the life of the existing infrastructure. Strategies a. The Township organization should continue to provide training to current employees to keep staff up to date on the latest technologies that may lead to cost efficiencies in maintaining the community’s infrastructure. b. Continue the current pipe-lining procedure to extend the life of the pipes at a reduced cost to the Township until newer and potentially more cost effective technologies become available. c. Continue integrating camera inspection technology with GIS for storm and sanitary sewer infrastructure.

Issue Cost implications of responding to changes regarding regional sewer/solid waste authorities in Philadelphia and Montgomery County.

Recommendation Continue monitoring changes in federal/state regulations and changes to operations of regional sanitary sewer and solid waste facilities, for which the Township contributes. Strategies a. Continue efforts to increase recycling to reduce solid waste and increase composting within the Township. b. Continue to monitor the condition of the transfer station and implement the recommendations of the 2007 Building Conditions Assessment Study. c. Continue local efforts to reduce stormwater runoff into Philadelphia, the Schuylkill River and the Cobbs Creek watersheds to reduce stress on the City’s combined stormwater/sanitary sewer infrastructure. d. Continue regional partnerships to improve water quality in all watersheds within the Township.

Issue Local cost/environmental implications of illegal water hookups and discharges within the Township.

Recommendation Continue educating the public regarding illegal sanitary and storm sewer connections. Provide better enforcement of the Township’s regulations, especially regarding proper connections of restaurant facilities. Strategies a. Conduct a promotional campaign to educate the public regarding proper connections using LMTV7, the Township website and regular Township mailings to distribute educational materials and information. b. Establish targets either by date and/or number of public outreach initiatives. c. Expand enforcement efforts.

Issue Need to balance costs/service levels associated with solid waste, storm drainage and disposal/recycling/composting.

Recommendation Explore ways to further reduce the amount of municipal solid waste and encourage recycling efforts. Strategies a. Implement a recycling program on all Township-owned properties, including parks. This may require expanding the routes in place for the Refuse Department. Alternatively, institute a “take home what you bring in” program similar to state and federal parklands. b. Conduct a promotional campaign to educate the public regarding the benefits of recycling. c. Explore cost neutral composting program to offer compost to Township residents. COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 369

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Issue Cost implications of maintaining the Township’s street tree infrastructure. Impact upon the established character of the Township resulting from the alteration of the established street tree pattern.

Recommendation Maintain the Township’s established street tree pattern while adapting the Township’s ‘urban forest’ to emerging environmental and physical challenges. Strategies a. Continue implementation of the 2007 Township-Wide Street Tree inventory and Management Plan. Continue to utilize GIS or the latest technology to continue to locate, quantify and manage street trees. b. Maintain adequate funding and training of Township Shade Tree Division staff necessary to maintain public street trees. c. Continue adapting the role of the Township Arborist and the Shade Tree Commission to address changing realities regarding the maintenance of street trees, particularly regarding the role of educating the public about the importance of shade trees and how to plant shade trees on residential property. Advance staff’s advocacy role to preserve trees as a critical part of the urban infrastructure. d. Develop a program, similar to the established rain barrel and composter programs, to provide ‘at cost’ shade trees to Township residents to plant in locations approved by the Township Arborist. e. Explore program to create a street tree bank from properties where required plantings cannot be provided. f. Continue to refine the implementation of the Township’s approved street tree list through the land development process to promote proper street tree diversity. g. In areas where there is not enough room or conflicts with utilities, explore ways to reestablish traditional street tree pattern outside of the public right of way by working with homeowners to plant appropriate shade trees on private property. h. Implement the street tree/urban forestry/stormwater management strategies outlined in the Water Resources Element.

F10

Issue Stormwater runoff, air quality, and public health implications resulting from the loss of mature street trees.

Recommendation Maintain and expand the Township’s established street tree/shade tree pattern as a component of the Township’s stormwater management system. Integrate the Township’s street tree network into regional public health/air quality/climate change efforts. Strategies a. Emphasize the benefit of planting appropriate tree species along roadways to improve stormwater runoff and to promote air quality. b. Continue regional partnerships to increase tree cover in appropriate locations and to promote the health of the urban forest at a regional scale. c. Implement the street tree/urban forestry/stormwater management strategies outlined in the Water Resources Element.

F11

Issue Impact to Township street trees resulting from expansions/maintenance of utilities and/ or other infrastructure improvements.

Recommendation Continue efforts to plant appropriate trees in appropriate locations and to preserve the health of established street trees. Strategies a. Continue working with utilities to properly prune street trees. b. Expand public education regarding utilities and street trees. c. Work with utilities to replace inappropriate street trees with appropriate species of street trees where necessary. d. Promote bundling or burying utilities and locating utilities on the edge of the right-of-way. Review land development codes to reduce visual impact of utilities. COMPREHENSIVE 370 PLAN

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COMMUNITY FACILITIES AND SERVICES

FIRE SERVICES AND EMERGENCY MEDICIAL SERVICES (EMS) The Lower Merion Fire Depart- ment and the Volunteer Medical Ser- vice Corps of Lower Merion and Nar- berth (VMSC) serve a vital function in protecting Lower Merion residents, businesses, and institutions throughout the community and ensuring public safety. Both organizations are

primarily operated by volunteers and Merion Fire Company of Ardmore (2013) service levels depend heavily on the continued participation, training, fire stations are located in the Town- shals; but the Deputy Chief’s position and retention of these volunteers. ship and three full-time personnel are has remained vacant since 2010. The The emergency services are among employed at each station, in addition Chief Fire Officer/Fire Marshal may the most physically and mentally de- to the volunteer members. The sev- assume command at all fires or alarms manding volunteer activities one can enth fire station is located in Narberth when more than two fire companies undertake. The physical and time and they employ 2 full-time person- respond. The Chief Fire Officer/Fire demands associated with training; re- nel (Map CF7). Although separate Marshal also reviews requests for sponse to incidents; maintenance of and distinct, five organizations make funding of apparatus and equipment. facilities, apparatus, and equipment; up the department as a whole includ- Volunteer vs. Career Staffing and fundraising, can be grueling. In ing: the seven volunteer fire compa- Approach today’s hectic world, strong leader- nies; the Lower Merion Firefighters The most pressing issue facing the ship and aggressive recruitment is Relief Association; the Lower Merion Fire Department is the decline in vol- required to attract and retain volun- Paid Firefighters Pension Fund; the unteer firefighters. The fire compa- teers. Over the past several years the Professional Firefighters Local 2844; nies serving Lower Merion Township number of volunteer firefighters in and the Township of Lower Merion. have been staffed primarily by volun- the Township has steadily declined The Chief Fire Officer/Fire Mar- teer firefighters since they were first to a concerning point. This is a seri- shal is the Chief Officer of the Low- established, but declining numbers ous issue that needs to be addressed er Merion Fire Department and re- of volunteers have the department by the Township and the fire compa- ports to the Township Manager. The considering alternative approaches to nies working together if the current Fire Department Administrative/ ensure that adequate fire protection volunteer-based model is to be used Fire Marshal’s office is located in the is provided. In recent years the Fire moving forward. Lower Merion Township Adminis- Department has studied the impact of tration Building and is comprised of transitioning from a volunteer to a ca- Fire Services the Chief Fire Officer/Fire Marshal, reer fire program. Moving to a career Fire Services Organization Deputy Chief Fire Officer, one Office program, and consolidating some of The Lower Merion Fire Depart- Secretary and three Deputy Fire Mar- the stations, would reduce the over- ment is a combination fire department all number of firefighters needed, that is primarily comprised of volun- It is the mission of the Fire reduce the amount of fire apparatus, teer members and supplemented by and reduce the response time to calls. career personnel. In 2015, the depart- Department to provide the highest level of fire protection However, there is a lot of opposition ment consisted of approximately 160 coordination necessary to to that sort of change, because the fire volunteers and 24 full time paid per- minimize life and property losses companies were built around the ex- sonnel. The Fire Department has its through stringent regulations, isting communities and there is a lot own Board of Directors, as does each fire prevention, and improved of tradition in the Fire Department. of the seven fire companies distrib- suppression capability. Transitioning from a volunteer-based uted throughout the community. Six program to a career-based program COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 371

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CF7 FIRE COMPANY RESPONSE DISTRICT MAP

Gladwyne Fire District

Bryn Mawr Fire District Gladwyne

Legend Belmont Hills Fire District Narberth EMS Belmont Hills Public Safety Building Bryn Mawr Fire Stations Fire Hydrants Merion Fire District Fire Districts Narberth Fire District Union Fire District Ardmore Cynwyd Belmont Hills Fire District Narberth Bryn Mawr Fire District Gladwyne Fire District Merion Fire District Narberth Fire District Penn Wynne Fire District

Penn Wynne Fire District Penn Wynne Union Fire District

Bryn Mawr Fire Company (1903) Merion Fire Company of Ardmore (1890) Penn Wynne Fire Company (1928) Station 23, 901 Lancaster Avenue Station 25, 35 Greenfield Avenue Station 21, 1440 Manoa Road Bryn Mawr 19010 (Ward 10) Ardmore 19003 (Ward 4) Wynnewood 19096 (Ward 14) Square Footage: 13,500 square feet Square Footage: 11,400 square feet Square Footage: 17,600 square feet Year Built and Major Renovations: 1890 Year Built and Major Renovations: 1997 Year Built and Major Renovations: 1931, 1952

Belmont Hills Fire Company (1919) Union Fire Association of Lower Merion (1903) Gladwyne Fire Company (1944) Station 22, 4 S. Washington Avenue, Station 24, 1044 Black Rock Road, Station 28, 149 Montgomery Avenue, Bala Cynwyd 19004 (Ward 3) Bala Cynwyd 19004 (Ward 13) Gladwyne 19035 (Ward 2) Square Footage: 14,100 square feet Square Footage: 17,600 square feet Square Footage: 9,600 square feet Year Built and Major Renovations: 1926, Year Built and Major Renovations: 1903 Year Built and Major Renovations: 1950, 1976, 2008 1936, 1957, 1999 COMPREHENSIVE 372 PLAN

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able to effectively provide service to the community in the future, then the seven existing fire stations should continue to operate in their current locations. The Township should make every effort to retain the long-standing, successful volunteer program, but if volunteerism continues to drop, shifting to a career program and consolidating facilities may be required for public safety. Option 2: Expand upon Current Combination Career/Volunteer System If the volunteer levels continue to decline, the Township may need to reconsider its current approach and move to add additional paid staff to ensure adequate levels of service. If and consolidating fire companies is Financially supporting the vol- the current model changes, the loca- one of the most challenging prospects unteer recruitment and retention tion of the fire stations may require facing the Township and may have needs of the Lower Merion fire reconsideration and potential consol- significant financial implications. companies; idation should be evaluated. The cost Option 1: Maintaining the Current Implementing a full or part-time of additional personnel may be par- Volunteer/Career Approach paid volunteer coordinator posi- tially offset by consolidating resources In 2007, the Fire Services Study tion to provide a focus within Low- and reducing the number of fire sta- for the Township of Lower Merion, er Merion for the recruitment and tions and amount of apparatus within Pennsylvania provided a comprehen- retention of volunteer staffing; the community. sive inventory of staff, volunteers, Implementing an exit interview Funding and equipment and included recom- process to identify opportunities Funding for the Fire Department mendations to address issues such as for programs that would retain includes: an annual appropriation preservation of the volunteer com- volunteers; from the Commonwealth of Penn- ponent of the fire service, recruiting Implementing a comprehensive sylvania, which is paid for through and retention of volunteer members, volunteer recruitment and reten- the Foreign Insurance Tax for the and how to best utilize the current tion program, based on Study rec- Relief Association; state and federal paid Fire Department personnel. The ommendations; grants obtained by the individual fire study noted that fire service provid- Establishing a fire and rescue stu- companies; municipal funding from ers are being impacted by a number dent live-in program; Lower Merion Township’s General of changing requirements relating to Establishing a volunteer mentor Fund; funding from the Township’s training, safety, health and the envi- program for new fire company payment-in-lieu-of-taxes program ronment. The study also noted the volunteer members; (PILOT), which is primarily funded challenges with recruitment and re- Continuing to regularly/annually through voluntary contributions of tention. The study estimated that recognize the service and heroic local institutions; private contribu- it would cost at least an additional deeds of volunteer and paid ser- tions; and fundraisers administrated $17 million for personnel wages vice providers; by each individual fire company. for a fully paid service, assuming Establishing a fire and rescue high The Township generally provides staffing six fire stations and all of school cadet program; and slightly over half of the operational the currently deployed units, each Taking aggressive action to find costs of each of the fire companies, fiscal year. The following volunteer solutions to provide volunteer which leaves the fire companies to recruitment and retention recom- firefighters and officers with hous- raise the remaining amount. Many mendations were included in the Fire ing within the Township. of the fire companies in the Town- Services Study and are incorporated The study indicated that if the ship were significantly impacted by into this plan: existing volunteer-based program is decreased contributions following COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 373

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the 2008 economic downturn and by the Township. In a few instanc- complete the upgrades by 2019. It is have struggled to maintain services, es neighboring municipalities also recommended that the Lower Merion especially in light of increasing fuel, contribute to the maintenance of the Fire Department continue to work healthcare, vehicle maintenance, and facilities. For example, Radnor Town- with Montgomery County on the equipment costs. ship, the Bryn Mawr Fire Company county-wide radio system upgrade. The decline in funding makes it and the Township all contributed to Maintenance of Apparatus increasingly difficult to supply the the engine room floor reinforcement The Lower Merion Fire Depart- needs of firefighters and to maintain project at the Bryn Mawr Fire Com- ment fleet consists of over 30 various an effective firefighter force in the pany. pieces of equipment (Table 7.13). The community. For example, in 2014 the In 2009, the Township conduct- Township purchases all of the appara- Union Fire Association was unable ed a Buildings Condition Assessment, tus, but the deeds for the equipment to financially afford acquiring prop- which involved a thorough review are owned by the individual fire com- er gear compliant with National Fire and assessment of the six fire stations panies. The Township implements a Protection Association standards for located within the Township’s bor- Fire Apparatus Replacement Fund new members as well as replacing out ders. The assessment enables the Fire through the Capital Improvement of date (more than 10 years old) turn- Department to prioritize repairs and Program. The program is designed to out gear of existing members; exacer- renovations to each of the fire stations replace fire apparatus according to a bating an already unstable retention and will continue to be implemented 20-year replacement policy schedule. and recruitment effort. The Town- over the next several years. A new policy between the Township ship’s Economic Development Divi- Evolving technologies necessitate and its six volunteer fire companies sion currently assists the fire compa- continual upgrades to the Fire Ser- was adopted by the Board of Com- nies in securing outside grants and vices radio and communications de- missioners in 2011. This long-stand- funding. The Township should con- vices. Montgomery County currently ing program has provided the funding tinue to work with the fire companies plans to implement a county-wide to allow for the timely replacement of to ensure adequate funding levels are public safety radio system upgrade. If fire apparatus for the Township’s six provided to sustain adequate service the radio system upgrade satisfies the volunteer fire companies, including levels. Township’s needs, additional equip- the Bryn Mawr, Belmont Hills, Penn Maintenance of Facilities ment will be required as the older Wynne, Merion of Ardmore, Glad- The firehouses are owned by communication system will be dis- wyne, and Union Fire Association. each of the fire companies; not by banded. The 2015-2020 Lower Mer- In March 2013, a decision was the Township. Maintenance of the ion Township Capital Improvement made between the Bryn Mawr Fire firehouses is typically funded jointly Program estimates that $890,000 of Company and Lower Merion Town- by the individual fire company and municipal funding will be required to ship to replace their apparatus on an

TABLE 7.13 LOWER MERION FIRE SERVICES APPARATUS INVENTORY Heavy Incident Air/ Sport Utility Ladder Squad Utility Marine Station Rescue Engine Support Light Vehicle Truck Engine Truck Unit Truck Unit Truck (SUV) Penn Wynne Overbrook 1 1 1 0 1 1 0 0 0 Hills Fire Company Belmont Hills Fire 1 1 0 1 1 0 0 0 0 Company Bryn Mawr Fire Company 1 0 1 1 0 0 0 0 0 Gladwyne Fire Company 1 0 2 0 1 0 1 4 1 Merion Fire Company of 1 0 2 0 1 0 0 0 0 Ardmore Narberth Fire Company 1 0 3 0 0 0 0 0 1 Union Fire Association of 1 0 1 0 1 0 0 0 0 Lower Merion TOTAL 7 2 10 2 5 1 1 4 2

Source: Township of Lower Merion Fire Department, Annual Report (2013) COMPREHENSIVE 374 PLAN

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eight-year cycle, of which the Town- ing and security staff at institutions, over 6,000 calls each year.26 ship is responsible for 39.5% of the school staff, and surgical centers. The VMSC is primarily funded approved cost. Those funds, account- Over 1,200 people participated in through reimbursement for ambu- ing for $458,000, were expended in these training classes.25 Fire De- lance services by insurance providers, 2013. In 2014, the Township funded partment personnel also conducted which is supplemented by private the $803,000 purchase of a ladder fire drills in schools and medical fa- contributions, and municipal allo- for Merion Fire Company, and pro- cilities and presented over 185 Fire cations. Due to recent legislation re- grammed $500,000 for the Union Prevention and Fire Safety Programs quiring First Class Townships to be Fire Association engine. Funds are to students, community groups, and responsible for ensuring that fire and programmed in 2015 for the Union campers in Elementary and Middle emergency medical services are pro- Fire Association ladder; 2017 for the Schools. It is recommended that the vided within the Township, there is a Belmont Hills rescue truck and Bryn Fire Department continue its public concern that the insurance company Mawr Ladder; 2018 for the Penn education efforts and continue to im- reimbursements may be challenged Wynne ladder; and 2019 for the Penn plement a comprehensive public fire or eliminated altogether in the fu- Wynne engine.24 It is recommend- education program. ture.27 It is recommended that the in- ed that Township-wide apparatus tegration of the Fire Department and performance based specifications be Emergency Medical Service EMS be considered. established to provide supplemen- (EMS) Provider Although the Fire Department tal repair and maintenance funds as and the Narberth Ambulance work PUBLIC SAFETY appropriate. It is also recommended closely together, they operate as two The Lower Merion Police Depart- that the Fire Department coordinate completely separate and distinct ment strives to create a safe, crime- with the Public Works Department entities. The Emergency Medical free environment that enhances the to utilize the Township’s Fleet Main- Service (EMS) in Lower Merion is quality of life of Lower Merion resi- tenance staff to provide supplemental provided by the Volunteer Medical dents and maintains high property repair and maintenance support, as Service Corps of Lower Merion and values throughout the community. appropriate. Narberth (VMSC), which operates as This is only possible with the support Public Education Outreach a non-profit organization. The head- of the community. Over the course of A key component of a success- quarters was relocated from Narberth the past year, national attention has ful fire service is an educated public Borough to Lower Merion in the focused on events highlighting the that can aid in fire prevention. The 1990s, and is currently located at 101 need for better communication and Lower Merion Fire Department facil- Sibley Avenue in Ardmore. lasting collaborative relationships itates numerous educational events The service area of the VMSC in- between law enforcement and the throughout the year. In 2013, over cludes Lower Merion, Narberth, Con- communities they serve nationwide. 114 Fire Safety Training Classes were shohocken, and West Conshohocken. With the challenges that these various presented to various groups, includ- The VMSC has two stations, seven issues present, it also offers opportu- ing day care centers, scout groups, ambulances, two responder vehicles, nities to build better lines of commu- residential groups (condos), nurs- and one rehabilitation bus. The sta- nication to strengthen community 24 Lower Merion Township Capital Improvement Program tion in Ardmore covers the response policing and relationships between 2015-2020. Page 39 area of Lower Merion Township and law enforcement and the community Narberth Borough, while the second and to promote effective crime reduction while building public trust. “No number of firefighters, fire/rescue station at 500 East Hector Street in stations, apparatus and/or equipment Conshohocken covers the primary The Lower Merion Police Depart- will save the number of lives or reduce response area of Conshohocken, West ment works to engage with the public the loss of property from fire as well Conshohocken, and the western por- through various programs through- as an educated public. Complement tion of Lower Merion Township. out the year. In 2014, the Police the fire prevention function with The VMSC is an organization built Department implemented the use of an effective suppression force and on the countless hours of work from the Blackboard Connect communi- a municipality has the basis for a its volunteers and career staff. Today ty notification system, which alerts proactive, efficient, cost-effective, the staff includes 30+ full- and part- citizens to crime trends and enables municipal life and fire safety program.” time employees and over 80 dedicat- the police to partner with Township 2007 Fire Services Study for the ed volunteers. The VMSC responds to 26 Narberth Ambulance. Web < http://www.narberth- Township of Lower Merion ambulance.org/about-us/history/> Retrieved 06/2015 25 Township of Lower Merion Fire Department. Annual 27 The General Assembly of Pennsylvania House Bill No. Report. 2013. Page 18 1134. 2007 COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 375

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residents in crime prevention. The Police Department Various security forces also exist in Police Department also offers a Ride- The Lower Merion Township Police the community that aid in crime pre- Along Program to educate residents Department was created in 1900; the vention, such as the City Avenue Spe- about the daily routine of the police same year the community was incorpo- cial Services District’s team of full-time officers. National Night Out is also rated as a Township of the First Class. and part-time Community Service hosted annually by the Township and Although all municipalities in Pennsyl- Representatives (CSRs), which patrol is designed to heighten crime preven- vania are authorized to provide police the District in Bala Cynwyd on bicy- tion awareness, generate support for services, only first class cities, second cles and Segways. Each of the colleges and participation in local anti-crime class cities, and second class A cities are and universities also have security programs, and to strengthen neigh- required to provide them.28 The Police teams that collaborate with the Lower borhood spirit and police-community Department has done an exemplary job Merion Police Department to enhance partnerships. It is recommended that in maintaining low crime levels in Low- safety throughout the community. the Police Department continue to er Merion. The Lower Merion Police The Police Department initiates actively partner with the community Department received the Law Enforce- and/or participates in several pro- and seek ways to foster a trusting and ment Accreditation Award from the active outreach programs to reduce lasting collaborative partnership. Commission on Accreditation for Law crime in the community, includ- Enforcement Agencies, Inc. (CALEA) ing the Lower Merion Community Board of Commissioners on March Watch/Dog Walker Watch Program, It is the mission of the Lower Merion Police Department to improve the 21, 2015. The accreditation program the Vacant House Program, Proj- quality of life by providing the highest requires agencies to comply with state- ect ChildSafe, and the Montgomery professional police service through of-the-art standards in four basic areas: County Prescription Drug Dispos- a partnership with the community. policy and procedures, administration, al Program. Over the past 10 years, We are committed to creating a safe, operations, and support services. In the number of serious crimes has crime-free environment by enforcing Pennsylvania, there are 11 other agen- decreased by approximately 6.28% the laws of the Commonwealth of cies currently CALEA accredited out of (Table 7.14). Additionally, following Pennsylvania and the United States approximately 1,030, or 1%.29 a rash of burglaries in the Township Constitution. We will accomplish in 2013, the number of burglaries this by practicing our core values of 28 ---. Police Consolidation in Pennsylvania. Legislative integrity, professionalism, and respect. Budget and Finance Committee. 2013. Page S-1 dropped by over 31 percent in 2014 29 Lower Merion Police Department. http://www.lower- (Figure 7.15). merion.org/Index.aspx?page=40 retrieved 06/2015 COMPREHENSIVE 376 PLAN

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TABLE 7.14 SERIOUS CRIMES IN LOWER MERION 2005-2014 Year Murder Manslaughter Rape Robbery Agg. Burglary Theft Theft Theft of TOTAL Assault over $50 under $50 Auto 2005 0 0 5 41 10 147 553 243 35 1,034 2006 1 0 1 48 13 173 582 227 62 1,107 2007 0 0 3 43 17 142 612 199 47 1,063 2008 0 0 1 18 12 147 538 219 40 975 2009 0 0 3 22 7 133 523 181 38 907 2010 0 0 1 26 3 226 634 232 23 1,145 2011 0 0 0 28 24 185 620 183 38 1,078 2012 0 0 2 31 13 195 595 223 24 1,083 2013 0 0 2 25 11 257 591 208 35 1,129 2014 0 0 2 28 9 176 543 181 30 969 TOTAL 1 0 20 310 119 1,781 5,791 2,096 372 10,490 Source: Lower Merion Police Department Annual Report 2014

FIGURE 7.15 BURGLARY (2005-2014) FIGURE 7.16 POLICE DEPARTMENT ORGANIZATIONAL CHART

Police Department Organization ed States and the Commonwealth of of the Township’s General Fund. The The Lower Merion Police Depart- Pennsylvania. The Superintendent two primary divisions of the Police ment is headed by the Superinten- leads the police force whom abides by Department include Operations and dent of Police. The primary responsi- the Township Police credo of “Integri- Staff Services (view Figure 7.16). It bility of the Superintendent of Police ty, Professionalism and Respect.” The should be noted that the Parking is to protect all persons and property Lower Merion Township Police De- Services Department operates inde- and to preserve the peace and tran- partment has grown over time to in- pendently of the Police Department quility of the community. This is ac- clude 149 full-time and 10 part-time and is discussed in the Circulation complished through the fair and un- employees in 2014.30 Public safety Element of the Comprehensive Plan. biased enforcement of all local, state, accounts for approximately 40.7% and federal laws and the strict adher- 30 Lower Merion Township Police Depart- ence to the Constitutions of the Unit- ment Annual Report. 2014. Page 9 COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 377

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Trends Impacting the Police De- tutions can contract Extra Duty De- Funding partment tail through the Township for special The Township receives some state Regionalization events. funding to assist with police pension The Pennsylvania Department Technological Advancements costs and a portion of certain motor of Community & Economic Devel- Technology may have been one vehicle citation fines, but the munic- opment is assisting communities in of the most significant changes in the ipality is the primary funding source sharing services due to the savings past 5-10 years and it is anticipated to for the Lower Merion Police Depart- that municipalities can realize by continue evolving. Upgrades to elec- ment. consolidating various departments tronic equipment will continue to be Maintenance of Facilities and throughout the state. The Township necessary as technology evolves. For Apparatus researched sharing services with Nar- example, the Lower Merion Police The Police Department headquar- berth Borough, which also has its Department was one of the first in ters occupied the Township munic- own Police Department, but the con- the region to utilize mobile video re- ipal building in Ardmore between solidation was not pursued due to a corders in many of the patrol vehicles 1926 and 1982. In 1982, the head- lack of public interest and political in the 1990s. The videos can provide quarters moved into the newly con- will. Lower Merion’s location on the protection from violence, protection structed, two-story building at 77 edge of the county makes it more dif- in false claims against police officers, East Lancaster Avenue. In 2005, the ficult to connect with any other police and also provide valuable evidence in east end of the building containing department. In many ways, Lower DUI cases and others involving traffic the jail area was demolished and a Merion already acts as a regional po- stops. A five-year replacement cycle two-story addition containing a new lice department; covering 24 square is implemented through the Town- jail area was built on the west end miles and seven distinct villages. ship’s Capital Improvement Program, as part of the Administration/Public Population Growth which allocates $65,000 per year for Safety Building Expansion and Ren- The Township has experienced the replacement of older mobile re- ovations project. The 2005 addition modest population fluctuations over corders. A new five-year replacement connected the Public Safety Building the past several decades. Generally, plan will begin again in 2019 and the and the Township Administration acceptable staffing levels for police allocation is anticipated to increase to Building. The Public Safety Building departments are between 1.5 and 2.9 $70,000 per year. The Police Depart- has an approximate total gross area of officers per 1,000 people. Given the ment also utilizes various notification 13,670 square feet. number of proposed dwelling units in systems, including Nixle, Blackboard The original Public Safety Build- Bala Cynwyd, and particularly along Connect and ReadyNotifyPA, to con- ing is thirty-two years old. The Build- the Schuylkill River, it is possible tact residents about public safety ing Conditions Assessment in 2009 that the anticipated growth may im- threats, community events via web, revealed that many of the building pact staffing in coming years.31 The email, and phone. It is recommended components were worn and begin- Township previously considered the that the Police Department continue ning to fail. Outdated office spac- possibility of creating a substation to utilize new technological devices to es and technological equipment in Bala Cynwyd, but the Township is assist with daily operations. required a complete redesign and not large enough to warrant another site. Installation of technology in a new building and the construction of a new lock up facility would increase costs exponentially and it would not greatly reduce travel time. Impact of Colleges and Universities Each college and university in the community has its own security force. Villanova’s sporting events are covered by Radnor Township Police. The Lower Merion Police Depart- ment keeps in contact with all of the security directors. Additionally, insti-

31 “Community Facilities Element Commit- tee Meeting” December 31, 2012 COMPREHENSIVE 378 PLAN

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renovation to the building. In 2014- The LMLS has an impressive col- and volumes per capita. According 2015, the Public Safety Building was lection of 435,331 items ranging from to Pennsylvania statistics over time, completely renovated to improve the books, large print books, magazines, LMLS as a whole, and Ludington Li- functionality of the building, and im- music CDs, books on CD, and DVDs, brary in particular, have often led the prove energy efficiency. all of which may be borrowed free of county in circulation volume. Table Finding adequate parking for staff charge (Table 7.17). Each library also 7.18 summarizes the 2013 statistics and the fleet is the major challenge provides public access to the Inter- for the Lower Merion Library System, facing the Police Department. The net, Microsoft Office and a number and shows that over 1 million items Police Department’s fleet is currently of electronic databases. Many of these were circulated, which is particularly spread out at various Township fa- electronic databases can be accessed impressive since the Bala Cynwyd Li- cilities, including the lot at County from home through the LMLS web- brary was open only half of the year Line in Ardmore, but parking is still site. due to its significant renovation and challenging during the daytime. The LMLS has been nationally recog- expansion, and the Ardmore Library Ardmore Transit Center Project was nized by Library Journal (LJ) and by was open only the last third of the proposed to include a parking garage, Hennen’s American Public Library year due to a repair project. which could potentially alleviate the Ratings (HAPLR). Twice chosen a The high level of service and parking shortage faced by the Police “Star” library by LJ, LMLS also ap- availability of first class facilities at Department. While funding for the peared consistently in HAPLR’s top the LMLS is largely due to volunteer project is currently being sought, it 95 percentile for its population in contributions and funding initiatives is recommended that parking for the various categories.33 Library Journal undertaken by Township residents Police Department be incorporated and HAPLR focus on a combination at the grassroots level. Between 2006 into the project, if feasible. It is also of performance measures including and 2013, the LMLS has logged an recommended that the Township circulation per capita, circulation per average of 6,426 volunteer hours per evaluate the use of its holdings and hour, annual visits per capita, annual year, which roughly equates to three establish a parking plan to address visits per registered borrower, visits additional full-time (40 hour/week) the shortage at the Public Safety per hour, operating cost per capita, staff members (Figure 7.19).34 Building and the Township Adminis- 33 Lower Merion Library System Web Site. 34 Lower Merion Library System Annual Reports, 2008- tration Building. 2013

LIBRARIES Public libraries serve three core TABLE 7.17 LOWER MERION LIBRARY SYSTEM COLLECTION functions: promoting reading, offer- 2013 2012 2011 ing access to information, and anchor- Current Collection Size 435,331 426,719 418,305 ing communities. The Lower Merion Source: 2013 Lower Merion Library System Annual Report Library System (LMLS) is a dynamic group of six public libraries embed- TABLE 7.18 LOWER MERION LIBRARY SYSTEM STATISTICS (2013) ded in residential neighborhoods Internet Reference Program Branch Circulation Visitors throughout the community. LMLS is a Use Questions Attendance remarkable organization, which con- Ardmore 27,531 17,407 3,096 2,301 2,486 sistently ranks among the top libraries Library in the country. In addition to serving Bala Cynwyd 189,066 95,823 13,696 31,501 4,687 the approximately 60,000 residents Library of Lower Merion Township, LMLS Belmont 61,105 54,504 2,142 187 3,904 offers reciprocal borrowing to neigh- Hills Library boring residents through the ACCESS Gladwyne 100,074 54,183 5,385 8,391 3,354 Pennsylvania program. LMLS is a Library member of MCLINC, the Montgom- Ludington 584,306 306,323 50,622 122,806 13,040 ery County Library and Information Library Network Consortium, and is an active Penn Wynne 147,720 93,103 6,152 10,832 4,517 participant in interlibrary loan as well Library as other cooperative projects among TOTAL 1,109,802 621,343 81,093 176,018 31,988 libraries in the state.32 Source: 2013 Lower Merion Library System Annual Report 32 Lower Merion Library System. Annual Report 2013. COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 379

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The libraries will also continue to provide a valuable service as community gathering spaces. The recent expansions at Ludington Library and Bala Cynwyd Library enhanced the functionality and number of available meeting spaces, which are highly utilized by Township residents (Table 7.20). Accessibility improvements have targeted meeting space at the Penn Wynne, Ardmore and Glad- wyne Libraries. Proposed renovations to the Belmont Hills Library will add much needed meeting space as well. The library system is a vital component of the community fabric of Low- er Merion and will continue to enhance the quality of life for Township residents for years to come. Ludington Library (2012)

An important question that has FIGURE 7.19 VOLUNTEER HOURS CONTRIBUTED TO LMLS been asked is how libraries will function moving forward given technological advances and the use and availability of e-books. Often this question is asked as if technology and e-books were not part of libraries, which is not the case. A more practical question is how libraries can afford to maintain both a traditional and a virtual environment. As noted earlier, libraries provide access to knowledge, which is a vital civic function, and plays an important role in individual and community life. It is envisioned that the LMLS will continue to incorporate technologies and continue to excel at , , , , , , , , promoting reading, offering access to information, and anchoring the local neighborhoods with their inclusive TABLE 7.20 LOWER MERION LIBRARY SYSTEM MEETING SPACE gathering spaces. The library system has embraced Branch Meeting Space Seats Description technological advancements and uti- (Y/N) lized new technology to improve ac- Ardmore Library Y 30 Auditorium cess to materials for its card holders. 49 Auditorium Bala Cynwyd Library Y For example, in April 2015, the LMLS 8 Conference Room partnered with Hoopla Digital (hoop- Belmont Hills Library N 0 N/A ladigital.com) to offer its cardhold- ers access to thousands of movies, Gladwyne Library Y 45 Auditorium television shows, music albums and 120 Auditorium Ludington Library Y audio books, all available for mobile 7 to 8 Conference Room and online access 24/7, for instant Penn Wynne Library Y 30 Conference Room streaming or temporary downloading to their smart phones, tablets, com- Source: Lower Merion Library System. Web. 06/03/15 puters, and Apple TV. COMPREHENSIVE 380 PLAN

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A Message from the Director of Libraries35 Having worked in libraries for over 40 years and having been a user of libraries far longer, I confess to some amusement at the current fascination with declaring libraries dead, print defunct, and the electronic book and device the future, the whole future, and nothing but the future. I confess to mild annoyance as well when I realize that these statements are being made by some of our best journalists few of whom appear to have any genuine understanding of the public library, how it operates, and what it has meant to generations of Americans. The idea that technology has buried the library is especially trying to those in our field, given that libraries have been technical entities as long as technology has been around. Regardless of how a book is read or how information is retrieved, the library remains active and essential – a place to which people gravitate physically or electronically in order to read, think, learn and communicate. Public programs are presented there, free of charge. The Internet is provided, free of charge. Great art and great thought are offered on shelves and in databases, free of charge to everyone. This gift – the public library – is extraordinary and has to be one of the most profound gifts in the free world. Beginning in September 2013, all six libraries in Lower Merion Township were finally open again after more than three years of various closures for renovation and repair. At the end of the year, more than 621,000 visitors had come through the doors. Over 1.1 million circulation transactions had taken place; more than 65,000 reference questions had been answered, and 920 public programs had been offered to almost 32,000 adults and children. Those are pretty substantial numbers for a year of only partial operation and not the kind of report anyone would associate with a dead or dying institution. Yes, the library is changing. So are all of us, as we engage new technologies and seek new avenues for growth. Pundits may declare whatever they like. Come visit this lively enterprise, in person or online, and draw your own conclusions. Christine Steckel, Director of Libraries

35 2013 Lower Merion Library Report

Generational Library for adequate library space was one quired the 0.66-acre property adja- Improvements square foot per capita.36 In June 2015, cent to the Ardmore Library, which Generational improvements to the LMLS is comprised of 117,379 includes a 7,521 square foot build- the libraries were undertaken this square feet, which equates to approx- ing, and accessory parking lot, for past decade starting with the 2004 imately two square feet per capita, not this purpose. The recommendations Himmel & Wilson Facilities Master including the improvements at Ard- from the master plan have been im- Plan for the Lower Merion Library more, Penn Wynne, Gladwyne and plemented over the past several years System. During the public planning Belmont Hills. However, it should resulting in impressive technological process it was determined that the be noted that the one square foot per and space programming upgrades community wanted to maintain and capita standard assumes the efficien- and the implementation phase is an- improve their neighborhood-centric cies associated with larger, regional ticipated to continue well into 2017 library branches as opposed to creat- facilities. Smaller community librar- (Table 7.21). The libraries will require ing a single, regional facility. While a ies, such as those in Lower Merion, ongoing maintenance, but once the regional facility would have improved have a replication of space, such as proposed upgrades have been com- certain efficiencies, the potential loss functional areas including entryways, pleted, it is likely that the primary of these neighborhood amenities met mechanical rooms, restrooms, etc. focus for the next several years will stiff opposition. Residents and young The master plan included an ex- be on programming and technologi- students are able to easily walk to tensive assessment of library facili- cal advancements. Additional expan- their local branch, which also serves ties and provided a blueprint for the sions beyond those already planned as a community gathering space and renovation and further development are not anticipated in the near future. enhances the small town, village-feel of the six libraries in Lower Merion that enhances the quality of life in Township. The master plan also rec- Montgomery County Library Lower Merion. ommended the addition of a central and Information Network Consortium (MCLINC) The 2004 Himmel & Wilson Fa- repository for the collection of books The loss of over $370,000 in Ac- cilities Master Plan for the Lower Mer- to free up space at the crowded library cess PA funding and State Aid in 2009 ion Library System indicated that the branches. In 2006 the Township ac- commonly used planning standard encouraged the LMLS to investigate 36 Himmel & Wilson Library Consultants. A Facilities ways to save money, especially with Master Plan for the Lower Merion Library System. technology costs. One option which 2004, page 2 COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 381

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TABLE 7.21 LOWER MERION LIBRARY SYSTEM FACILITIES Branch Address Year Built HRI Building Area* Renovation Status as of June 2015 Ardmore Library 108 Ardmore Ave 1924 Y 7,832 Underway Bala Cynwyd Library 131 Old Lancaster Rd 1974 N 27,689 Completed 2013 Anticipated 2016/2017 Belmont Hills Library 120 Mary Waters Ford Rd 1965 N 3,716 Construction Anticipated 2016 Gladwyne Library 362 Righters Mill Rd 1921 Y 9,035 Construction Ludington Library 5 S Bryn Mawr Ave 1940 N 54,240 Completed 2012 Penn Wynne Library 130 Overbrook Parkway 1949 N 7,346 Underway Processing Center 104 Ardmore Ave 1981 N 7,521 Completed 2008 TOTAL 117,379 * Gross Building Area Figures Source: Montgomery County Board of Assessments and Appeals (6/2015) and Lower Merion Building & Planning Dept. quickly proved viable was to join the Merion. The Township is the largest programs for all ages. Estimated actu- Montgomery County Library and funder of library operations, provid- al local library funding for collections Information Network Consortium ing approximately 85% of all neces- and programs is projected for 2013 at (MCLINC). With its greater volume sary revenue. State funding held at $513,406.40 savings on data lines and hardware, $200,000 for 2013, down from an Supplemental private funding is joining MCLINC allowed the LMLS average of approximately $570,000 extremely important to the success to continue offering its current level per year over the past decade. The of the LMLS. The Lower Merion Li- of technology services to the public.37 primary loss was due to the state’s brary Foundation, founded in 1996, In 2010, the LMLS formally joined decision in 2009 to end ACCESS PA provides private sector funding sup- MCLINC. The partnership with MC- reimbursements. ACCESS PA funds port for the LMLS. Private donations LINC not only improved technology often topped $300,000 per year for are also accepted at each of the library provision at a reduced cost, it also Lower Merion. The Library System branches and through the LMLS web- allowed LMLS patrons to gain easy used all its state funding in 2013 to site. Moving forward these supple- access to the collections of approxi- pay for technology provision.39 The mental funding streams will continue mately thirty public libraries through- LMLS depends on funding from the to play an important role in the suc- out Montgomery County. With the six local libraries to cover books and cess of the library system. MCLINC merge and the opening of materials as well as to support public the LMLS database to most of Mont- 40 2013 Lower Merion Library Report. Page 34 39 2013 Lower Merion Library Report. Page 33 gomery County, the LMLS saw an increase of 50% in the delivery volume in 2010 alone.38 In 2013, MCLINC rolled out e-commerce functionality, enabling users to pay fines and fees by credit card from home. The LMLS plans on continuing this successful partnership in years to come.

Funding the Lower Merion Library System (LMLS) The LMLS’s operating budget comes from three funding sources: the Commonwealth of Pennsylva- nia, private support for the six local branches, and the Township of Lower

37 2011 Lower Merion Library Report. Page 24 38 2011 Lower Merion Library Report. Page 9 COMPREHENSIVE 382 PLAN

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“Generational Library Improvements”

Ardmore Library (Underway June 2015) • Newly repositioned elevator to allow full access to all three floors (including the renovated loft), creating more useable space. • Renovated program room for storytelling, literacy classes, and special events. • Creation of a designated area for preteens and teens. • Updated painting, furnishings and carpeting to restore this historic building’s beauty and viability.

Bala Cynwyd Memorial Library (Completed 2013) • New entryway, stairway, and elevator. • New circulation, reference, and children’s service desk locations to improve accessibility, eliminate congestion, and improve the serenity of the environment. • Expanded area dedicated to young adults to make the library more attractive to teen users. • A second floor, 5,000 square foot addition to BEFORE AFTER increase space for children’s programming.

2015 Rendering of Proposed Improvements (2015)

Belmont Hills Library (Anticipated 2016/17 Construction) • Redesigned and repositioned entrance area, driveway approach, and parking area to improve accessibility for young families and those with mobility challenges. • Addition of a meeting room to address the need for space for the growing children’s programming and for musical and performing arts presentations. • Addition of a garden patio and outdoor extension to take advantage of and preserve the spectacular sweep of green space that is unique to this library, adjacent to a Township park.

Gladwyne Free Library (Anticipated 2016 Construction) • Addition of an elevator to ensure accessibility of the meeting room space and the historic Pennsylvania Collection on the third floor, as well as the children’s collections on the lower level, which is currently below grade and only accessible by stairs. • Addition of accessible restrooms. • Creation of a new teen area to ensure that children have a dedicated space. BEFORE Rendering of Proposed Improvements (2015) • Addition of a courtyard garden and renovation of the dramatic glass-box vestibule on this historic structure to reinforce the community connection in the heart of the village. COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 383

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BEFORE After Renovations 2012

Ludington Library (Completed 2012) • Creation of a street-level presence to enhance the connection to the Bryn Mawr village commercial district, including two new, fully-accessible entrances, facilitated by a 10,000-square-foot addition. • Addition of a pleasant lounge area with access to snacks and beverages. • A repositioned large print/audio book area that is more easily accessible for older and visually handicapped persons. • A new “Internet Gateway” for easy and efficient public access computing. • An almost doubling of the space for children. • Creation of a dedicated area for young adult readers to promote collaborative study without interfering with adult quiet space. • Improved ADA accessibility throughout the building, as well as infrastructure, energy efficiency, and aesthetic upgrades.

BEFORE Rendering of Proposed Improvements

Penn Wynne Library (underway June 2015) Renovate existing building and add 1,600 square feet. Improve ADA accessibility. Remove second floor access. Create a first floor meeting room. Expand seating and collection space. Source: LMLS Capital Campaign – Project Highlights (2015) COMPREHENSIVE 384 PLAN

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PUBLIC SCHOOLS FIGURE 7.22 LOWER MERION SCHOOL DISTRICT AND The exceptional curriculum, LOWER MERION TOWNSHIP (2015) course offerings, and performance record of Lower Merion’s public 20% schools draws families to the Town- ship. High-quality public schools are 80% a hallmark of a First Class Township and contribute to the Township’s high property values. Public schools are administered LMSD Budget (80%) by the Lower Merion School Dis- trict, an independent local govern- LMT Budget (20%) mental agency, tasked by the State with the education of students within the Lower Merion School District (LMSD). The LMSD encompasses all of Narberth Borough and Low- er Merion Township. In September 2014, the LMSD had an enrollment of both high schools, as well as, re- which dictate tax percentages; as well of 8,053 students.41 The 2015-16 districting changes to redistribute as concerns from residents about the LMSD budget is $246,266,56542 and children throughout the district. It preservation of the low-density, sin- approximately four times the size of should be noted, that School District gle-family neighborhoods in which the 2015 Lower Merion Township facilities are more centrally planned the Township’s public schools are lo- budget of $60,420,929 (Figure 7.22). than Township community facili- cated (Table 7.23). It should be noted that the 2015-16 ties such as libraries and parks. The The fiscal impacts of increases in budget is intended to support a pro- centralization of public schools with- school population are different from jected 8,298 students, but the actual in the Township generally results in the fiscal impacts to other Township benchmark student enrollment will larger facilities dependent upon bus- facilities and services resulting from not be known until September 2015. ses and cars for access. population increases. Township fa- For years, the Township and Near the end of the modernization cilities, such as libraries and parks, School District administration have program in 2012, the LMSD began are able to absorb increased use with- informally worked together on mat- experiencing an increase in student out significant increases in staffing ters of joint interest, particularly in- population. This increase resulted in or changes in facilities. However, in cluding facility expansion. This co- the need to expand capacity in ele- order to maintain the School Dis- operation is necessary because the mentary and middle schools through- trict’s class size guidelines in face of Township government has authority out the District. The modernization increased enrollment, school facilities over local land use and public schools and expansion of School District must be expanded and additional must comply with local zoning regu- facilities has resulted in a steady in- staffing must be provided. lations. Over the past decade, the increase in local school millage rates, formal working relationship between the Township and School District has successfully managed generational modernization of school facilities to address changing technologies and state requirements. School modernization efforts included replacement

41 Lower Merion School District. 2015. Note: The LMSD bases the student enrollment figures on the number of students enrolled on the 10th day of the school year, always occurring in September. 42 PDE 2028 – Final General Fund Budget Fiscal Year 07/01/2015 – 06/30/2016. Lower Merion School Dis- trict. Web Retrieved 06/2015 COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 385

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TABLE 7.23 TAX RATES-MILLAGE HISTORY School District and identify strategies to address issues and projected Year School District Township County future land use needs. The Lower 2000 11.016 2.62 2.45 Merion School District (LMSD) was 2001 12.297 2.62 2.45 established as one of Pennsylvania’s 2002 13.385 2.62 2.84 first public school districts in 1834. 2003 14.523 3.2 2.84 It has been recognized as one of the finest school systems in the United 2004 15.47 3.34 2.84 States and provides a challenging, 2005 16.312 3.47 2.89 multi-disciplinary academic program 2006 18.072 3.47 2.89 and dynamic, co-curricular expe- 2007 18.878 3.54 2.84 rience to its 8,053 students.43 Both 2008 20.078 3.61 2.695 Lower Merion and Harriton High School ranked highly among the list 2009 21.402 3.68 2.695 of Top 100 Philadelphia-Area Public 2010 22.29 3.78 2.695 Schools of 2012 published by Phila- 2011 23.027 4.19 2.695 delphia Magazine. According to the 2012 23.484 4.19 3.152 Philadelphia Magazine article, high 2013 24.382 4.19 3.152 schools in Lower Merion Township have the best student to faculty ratios 2014 25.334 4.19 3.152 (Lower Merion 11:01 and Harriton 2015 26.231 4.19 10:1). They also have some of the Source: 2015 Lower Merion Township Budget highest SAT scores, and have among the highest percentage of graduates In order to address concerns re- mately 578 (low projection) to 1,556 going onto college in the Philadel- garding increasing enrollments, the (high projection) additional students phia region. Instructional spending is LMSD partnered with the Montgom- over the next decade. The impact of also the highest of the schools listed ery County Planning Commission the increased enrollment projections at $16,661 per pupil. Comparative- (MCPC) in 2015 to update enrollment upon LMSD facilities has not yet been ly, the average amount spent by the projections and to identify causes of determined. other 100 school districts studied is increased enrollment. In the LMSD/ $8,852 per pupil. The quality of the MCPC study there are three options, Background educational program provided by the and based on a range of projections This section is intended to il- from high to low, the study indicat- lustrate the short- and long-term 43 Lower Merion School District. 2015. Note: The LMSD facility needs of the Lower Merion bases the student enrollment figures on the number of ed a projected increase of approxi- students enrolled on the 10th day of the school year, always occurring in September.

TABLE 7.24 LOWER MERION SCHOOL DISTRICT PUBLIC SCHOOL CAMPUSES 2014-15 2014 Name Address Category Acres Zoning Enrollment Penn Wynne Elementary 250 Haverford Rd Elementary 7.7 R4/R5 682 Belmont Hills Elementary 200 School St Elementary 7.8 R5 468 Merion Elementary 549 S. Bowman Ave Elementary 8.7 R4 568 Gladwyne Elementary 230 Righters Mill Rd Elementary 10.8 R2 738 Penn Valley Elementary 301 Righters Mill Rd Elementary 16.5 R1 660 Cynwyd Elementary 510 Bryn Mawr Elementary 543 20.6 R4 Bala Cynwyd MS 510 Bryn Mawr Ave Middle 901 Welsh Valley Middle 325 Tower Ln Middle 38 R1 973 Lower Merion High School 315 East Montgomery Ave High School 41 R3 1,350 Harriton High School 600 N. Ithan Ave High School 50 R1 1,170 TOTAL 201.1 8,053

Source: Lower Merion Township Building & Planning Department, 2014, and Pennsylvania Department of Education, Oct 2014 Enrollment COMPREHENSIVE 386 PLAN

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LMSD is one of the primary reasons functions, and bus storage facilities. completed the final phase of a 14- families chose to live in Lower Merion The LMSD most recently acquired the year Capital Improvement Program Township. It is anticipated that Lower former St. Justin’s property on Hagys with the opening of the new Lower Merion schools will remain a draw for Ford Road in Penn Valley, which is Merion High School. The Capital families choosing to locate within the adjacent to the Welsh Valley Middle Improvement Program involved the Philadelphia region. School. modernization of all ten of the Dis- The boundaries of the LMSD fol- trict’s schools and the demolition and low the Township boundaries, except Enrollment Projections reconstruction of both high schools. that they also include the Borough of Public school enrollments are of- Today, just a few short years after Narberth. Currently, the District is ten reflective of the community com- the completion of these updates, the comprised of six elementary schools, position and general societal trends. school district is grappling once again two middle schools, and two high Over the years, the size of the school with how to accommodate a project- schools, which are situated on ap- district enrollment has fluctuated as ed enrollment increase. proximately 201 acres of land (Table demographics have evolved. A major Expanding and rehabilitating 7.24).44 The LMSD owns a total of consideration of the 1979 Compre- schools is a difficult issue for the 15 properties, which are dispersed hensive Plan involved the future use community to consider as school throughout the Township, and are of five school buildings scheduled to construction and operation rep- used for school buildings, athletic close due to a decline in enrollment resents a significant portion of local fields, administrative offices, support and the underutilization of the fa- property taxes (Figure 7.26). Addi- cilities. In September 2011, LMSD tionally, because all of the schools 44 Lower Merion Township GIS Data, March 2013

TABLE 7.25 LOWER MERION SCHOOL DISTRICT LAND DEVELOPMENT ACTIVITY 2000-2015 School Year Project Description Gross Square Feet Penn Valley Elementary School 2002 Construct additions to the existing library, classroom and 9,845 kitchen. Gladwyne Elementary School 2002 Construct additions to the cafeteria, administrative office 8,800 and classrooms. Merion Elementary School 2003 Construct addition containing a new gym, bathrooms, lobby 9,030 and offices. Harriton High School 2003 Construct a 15,000 square feet modular classroom facility. 0 (Note: The modular facility was demolished in 2009 as it provided temporary space during construction of the new high school.) Harriton High School 2006 Construct Phase I improvements including a temporary 0 student/staff parking lot, temporary bus driveway loop and install artificial turf in football stadium. Lower Merion High School 2006 Relocate utilities behind the existing high school and install 0 artificial turf on the football field. Harriton High School 2006 Demolish high school and construct a new high school. 328,000 Lower Merion High School 2007 Demolish all existing buildings except the District 336,600 Administration Office building, a historic resource, and construct a new high school. Reconfigure the parking lots. The proposal includes storage for 24 buses. Gladwyne Elementary School 2013 Construct classroom addition, six new parking spaces, 4,684 and an underground stormwater management facility. Lot consolidation of two parcels into one. Penn Valley Elementary School 2013 Construct classroom addition, and an underground 5,872 stormwater management facility. Six parking spaces held in reserve. Bala Cynwyd Middle School 2013 Construct two-story addition, and an underground 1,474 stormwater management system. Welsh Valley Middle School 2014 Construct classroom addition, lobby addition, multi-purpose 15,837 field. Remove rectory building and tennis courts. Lot consolidation of two parcels into one. COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 387

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FIGURE 7.26 DISTRIBUTION OF LOWER MERION TAXES 2014 Valley, Bala Cynwyd, and Welsh Val- ley. The study recommended that as 10% a growing district, the LMSD conduct another study or update the study ev- 13% ery two to three years. In April 2015, the Enrollment Study was prepared by the Montgomery County Planning County Commission for the LMSD, which Municipality contained ten-year enrollment projections for the public school system. School District The projections were based on a variety of factors, including: historical 77% enrollment, birth data, demographics and housing information. The report also included three options for projections; high, medium, and low (Chart 7.27). 45 Technological advances and an enhanced focus on extracurricular within the LMSD are located within and has increased more rapidly in activities have also contributed to the residential neighborhoods, expansion the last five years. Enrollment grew need to improve and upgrade District of school facilities has the potential to nearly 13% in the period 2008-2012. facilities. Both new high schools fea- impact surrounding residential land As a result, several schools are at or ture a variety of quality facilities to uses and be of concern to neighbors. nearing capacity and need additional support world-class educational pro- Between 2007 and 2011, both high classroom space to accommodate stu- grams, including an 850-seat audito- schools were demolished and rede- dents. rium/theater, a multi-purpose black veloped. Additions to existing build- In 2012, LMSD had a student en- box theater, a greenhouse for envi- ings and construction of new facilities rollment projection study prepared ronmental and horticultural studies, accounted for nearly 700,000 gross by consulting firm DeJong Healy, high-performance athletic facilities, square feet in new building area with- which showed enrollment growth television studios, multi-media pro- in this timeframe (Table 7.25). in future years. The study provided duction facilities, a musical instru- Student enrollment has steadily data that resulted in projects to add ment digital interface (MIDI) lab, increased in the LMSD since 1989, classroom space at Gladwyne, Penn open air courtyards, a lecture hall with tiered seating to help prepare FIGURE 7.27 LOWER MERION SCHOOL DISTRICT PROJECTED students for the college environment, ENROLLMENT a college-style library and fully-integrated technology.46 The LMSD also 10,000 offers world languages beginning in second grade and boasts a one-to-one laptop computer program at the high 9,500 school level. The extensive inventory Projection Option 1: High of programs offered by LMSD con- trasts with the program offerings of Projection Option 2: Medium 9,000 many other school districts through- Projection Option 3: Low out the region, that have reduced discretionary arts and athletic programs 8,500 in recent years due to budgetary constraints. In the past decade public school 8,000 systems across the country and 1 45 MCPC: Lower Merion School District Enrollment Study April 27, 2015 2015-16 2016-17 2017-18 2018-19 2019-20 2020-2 2021-22 2022-23 2023-24 2024-25 Source: Enrollment Projection Study, April 2015 46 ---. About LMSD [Lower Merion School District]. Retrieved March 8, 2012 from http://www.lmsd.org/ about-lmsd/index.aspx COMPREHENSIVE 388 PLAN

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demand for use the existing fields by Relationship between Private and Public Schools LMSD students and other communi- “While public school enrollment has been increasing over the last six years, the ty groups, such as the Lower Merion opposite appears to have occurred with private school enrollment for residents Little League. in Lower Merion and Narberth. National and district data sources both show a Improvements to the high school considerable decline for private school enrollment in recent years. campuses are imminent in the next The Census bureau 2000 data indicated that private school students were 4,174 five years. Most of the growth may be (38.7%) and the newer data from the American Community Survey in 2011- accommodated through conversion 2013 indicates 3,470 (32.6%). Such a decrease is a swing of approximately 700 of the District Administration Office students that could be in public school as opposed to private. However, we must also building on the Lower Merion High acknowledge that these American Community Survey figures are subject to a margin School campus into classroom and of error and the level of accuracy diminishes with shorter time frames and smaller educational space. Some of the ad- geographies. ministrative offices are proposed to be The Lower Merion School District also keeps data on residents that attend private relocated to the Rock Hill Road office schools through its monitoring of district bus records which include public and private building and currently underutilized school students. However, the data is incomplete as it only recognizes students who classrooms will be used to accommo- are using the district public buses. This data shows a gradual pattern of decline, but the numbers appear to drop by a similar margin assuming that non-district date much of the growth in the high transported students fell at a similar rate. school student population. While recently approved and The level of change in private school students compared to the gains in public school enrollment reveals a shift that has contributed to growth in the district. However this pending multi-family developments shift does not appear to be based on existing private school students enrolling in have been accounted for in the En- public school due to the economy. The district data on incoming students in grades rollment Projection Study, additional 2-12 coming from local private schools has gone down each of the last four years. residential development in the Town- The more likely situation is that families moving into the district with children just ship may continue to impact the ca- starting school or not yet there are moving with the intention of enrolling in public pacity of schools within the district. school over private at a greater ratio than in the past. While there is no specific data Additionally, as the aging population to verify this notion, it seems the most reasonable explanation for the increase in the moves on, young families are likely ratio of public school students to private school students within Lower Merion and to move into the community’s resi- Narberth.” dential neighborhoods and further Lower Merion School District Enrollment Study, page 11-12 increase the student population. Lower Merion is generally recognized as an affluent municipality, with a median household income of throughout the region have evolved school enrollment growth in coming $107,326 in 2010 and a per capi- with more students opting to home- years. Additionally, the poor perfor- ta income of $71,255. The median school or attend a charter school. mance of the Philadelphia public sales price for single-family detached Due to the high-quality educational school system may impact the LMSD houses in Lower Merion Township facilities available in Lower Merion if families move from the city to Low- in 2014 was $670,000.48 Nearly all Township, these recent trends have er Merion to take advantage of the of the public schools are sited in not impacted the District. According public school system. The excellent residential neighborhoods and are to the MCPC Enrollment Study there curriculum and programming avail- correspondingly surrounded by sin- were only 32 students living in the able for students with special needs gle-family homes. The developed district in 2014-15 that were enrolled will also continue to draw families nature of the neighborhoods and the 47 in charter schools. to Lower Merion from other nearby high cost of residential properties will The success of the school district communities. make further expansion of existing has made the community very at- However, future classroom and school facilities through acquisition tractive to young families across the educational expansions may involve of adjacent land increasingly chal- region. It is anticipated that the pro- the removal of playing fields to ac- lenging. The major contributor to gram offerings of the LMSD will con- commodate additional facilities be- the cost of housing in the area is the tinue to be a selling point for young cause of the limited size of school cost for land. Prices for undeveloped families, which may contribute to properties within the Township. or developable lots for residential This potential to lose playfields to 47 Montgomery County Planning Commission. Lower 48 Montgomery County Planning Commission. 2014 Me- Merion School District Enrollment Study, April 27, classroom space is particularly prob- dian Sales Prices for Housing by Municipality. www. 2015. Page 17. lematic considering the increased montcopa.org. Retrieved June 2015. COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 389

Background/ Community Community Facilities Relationship to Other Conclusions Introduction Infrastructure and Services Planning Documents purposes range from $250,000 to $800,000 per acre and those for commercial properties are even higher.49 The high cost of land, and the limited availability of land for development, will affect the District’s future ability to expand. Future expansion of existing public school campuses may have significant impacts upon adjacent neighbors who are concerned about increased traffic, stormwater runoff from additional impervious surfaces, loss of green space to buildings and parking, as well as potentially increased inten- sity of use.

Monitoring Demographic Shifts maintenance of playing fields. The The Township and the LMSD Due to the significant economic LMSD currently uses 31 school dis- should explore shared recreation fa- impact of school district expansions, trict play fields and eight Township cilities overall, since LMSD provides and the social impact of redistricting, park fields, including: South Ard- indoor facilities, mostly gymnasiums, the Township and the LMSD could more Park (two softball, one baseball, to support community programs and better coordinate efforts to explore and one practice baseball field); Ver- the Township is contemplating up- and monitor demographic changes non Young Park (one baseball field); grades to its community centers. that may impact school enrollment Gladwyne Park (one baseball field); Lower Merion is also fortunate to moving forward. The Township gov- McMoran Park (one baseball field); be home to a number of locally and ernment should continue partnering and Bala Cynwyd Park (one softball regionally significant private schools, with LMSD regarding demographics field). One way to meet Township colleges, and universities. In the fu- and growth projections. The Town- demand for playfields is to employ ture, the Township and the LMSD ship’s in-house GIS organization the use of artificial turf fields.- Ar will continue to actively partner with combined with the School District’s tificial turf fields provide several these local institutions to ensure that wealth of information could poten- benefits over natural grass fields, in- the active recreation needs of the com- tially be cross referenced to analyze cluding less daily maintenance and munity are met. These partnerships demographic data at levels of detail more use, because artificial turf fields may become increasingly important not previously available to either or- do not need to rejuvenate between if additional LMSD expansions in- ganization. Considering the poten- uses. Less time is required after rain- volve the removal of playfields. In tial consequences of future student storms before artificial turf fields can recent years, third party agreements population growth and subsequent be used. Turf fields also provide en- restricting the public use of private facility expansion, upon the property hanced stormwater management ben- institutional amenities have been put tax structure of the Township, every efits. On the other hand, artificial turf in place to mitigate concerns of adja- effort should be made to achieve the fields are expensive to construct and cent residential neighbors. However, most detailed level of demographic must eventually be replaced. There is in the future an enhanced focus may analysis possible. also concern from neighbors of play- need to be placed on the larger com- fields regarding externalities generat- munity benefit of the shared use of Opportunities ed by extended use of artificial turf these important facilities. Additional playing fields are need- fields. An externality is an outward One of the most commonly identi- ed in the community. The LMSD and effect, such as additional traffic or fied issues facing Township residents the Township’s Park & Recreation noise, which impact nearby proper- is traffic congestion, which is com- Department coordinate the use and ties. Many of the neighbors’ concerns pounded by single-vehicle trips to the 49 Gilbert Architects, Inc. Lower Merion School District: regarding the potential for extended schools as parents pickup or drop-off District-Wide Facility Study. September 2012. Page use by artificial turf fields are echoed their children. The School District S1, 5 – For planning purposes, the Township Building in their concerns over the potential advocates the use of its school buses, &Planning Department budgets land within the Town- ship at $1,000,000 an acre. lighting of playfields. which is the safest way for students COMPREHENSIVE 390 PLAN

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to travel to school. Bussing reduces municipality time to enter into nego- today. This could be a swing of as unnecessary traffic at schools and on tiations for the possible acquisition many as 600-700 students going local roads during peak hours from of a property prior to development. to public school that may not have parents individually driving their Under the Official Map, the munic- been ten years ago. children to school. Moving forward ipality has one year to acquire the Multifamily homes, mostly rental it will be important to also review necessary facility after receiving no- apartments, are providing a greater LMSD and Township policies and tice from the developer/owner of his number of public school children identify tools to discourage single-car intentions to develop. If the munici- than before. The rate has almost pick up/drop offs. The Circulation pality is not in a position to acquire doubled over the last eight years. Element also includes recommenda- the property, it can waive its right to Home sales have increased and a tions for sidewalk installation and it at any time during that one year greater rate of public school stu- bike route identification with a fo- period. If the municipality does not dents are now coming out of the cus on the areas surrounding schools acquire the property within one year homes that have sold, compared to encourage physical activity and of the notice to develop, the Official to those that have left the district. decrease automobile dependency. Map is considered amended and that To some degree, each of the en- Additionally, the Township should specific line or property is no longer rollment variables identified within encourage the School District to eval- designated on the map. the MCPC study is related to Town- uate its policies, such the designat- Understanding Transferable ship land use planning efforts, most ed walk zones and redistricting, to Development Rights specifically future levels of residen- promote walking and biking, where Transferable development rights tial growth. However, it must be ac- practical. (TDR) allows for the transfer of un- knowledged that future residential As developable land becomes ex- used development rights from one lot construction is only part of the rea- ceedingly scarce, the School District to another in limited circumstances, son for increased school enrollment. may need to employ planning tools usually to promote the preservation The Township’s large inventory of to accommodate future needs. As a of historic buildings, open space or single-family housing combined municipal agency LMSD may utilize unique cultural resources. A TDR re- with the quality and curriculum of police power to purchase property quires a “sending area” and a “receiv- the Lower Merion School District through eminent domain. While the ing area.” The “sending area” con- will continue to be significant rea- use of eminent domain by a munic- tains the resources to be maintained sons why families with school age ipal agency should only be used as or preserved. Property owners in the children locate within the Township a last resort, other tools authorized “receiving area” may purchase the and choose to send their children to by the Pennsylvania Municipalities development rights from those with- public school. To fully understand Planning Code should be considered, in the “sending area.” TDR is a tool future school district enrollments, such as the use of the Official Map to encourage development within the impact of shifting demographics and Transfer of Development Rights. desired growth areas, while also pre- upon existing residential stock must serving desired features. be coordinated with the impacts of Understanding the Official Map new residential construction. The Municipalities have been grant- Relationship to Township role of single-family housing upon ed the power to create Official Maps Planning Efforts school operations is particularly rele- through the Pennsylvania Municipal- The population of the Township vant since the MCPC study indicates ities Planning Code (MPC) to desig- has remained relatively flat, while the that single family homes within the nate areas for both current and future school population has increased. The Township contribute public school public land and facilities. The MPC MCPC Enrollment Study indicates children at a rate of ten times that of specifically spells out the following that the recent school district pop- new multi-family units (0.6 per single as being that for a public purpose or ulation increase results from three factors: family home compared with 0.06 per benefit: public streets, watercourses, 50 parks, playgrounds, open space, pe- Students in Lower Merion and new multi-family home) . destrian ways and easements, flood- Narberth have been enrolling in The fiscal, land use, and circu- ways, and floodplains. Any piece of private schools at an exceeding- lation impacts of significant public school enrollment increases upon land or facility that will provide a ly lower rate compared to public the Township cannot be understat- benefit to the public may be included school. Whereas about 38% of ed. However, at this time neither the on an Official Map. school-age children were in pri- Township nor the School District Designation of land or a facili- vate school a decade ago, only possesses the ability to independent- ty on the Official Map provides the about 32% attend private school 50 Lower Merion School District Enrollment Study, April 27, 2015 P.15. COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 391

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CF8 FACILITIES MAP

30 17

11 24

28 1 6 15 10 16 22 Legend 25 12 Township Adminstration Building 7 27 Public Safety Building 26

Public Schools 18 29 5 3 20 Public Works Facilities 19 8 Libraries 4 23 Fire Stations 2 9 Narberth EMS Community Centers Pump Stations Township Basins 21 Parking Lots 14 Township Parks 13

TABLE 7.28 COMMUNITY FACILITIES Map No. Name Map No. Name Map No. Name

Twp. Administration Building Narberth EMS Stormwater Basins

Public Safety and Jail Building Pump Stations

1 Robert J. Koegel Complex 11 Gladwyne Library 21 Penn Wynne Elementary 2 County Line Facility 12 Ludington Library 22 Belmont Hills Elementary 3 Ardmore Community Center 13 Penn Wynne Library 23 Merion Elementary 4 P.A.L.M. 14 Penn Wynne Fire Co. 24 Gladwyne Elementary 5 Levering Mill House 15 Belmont Hills Fire Co. 25 Penn Valley Elementary 6 Belmont Hills Community Center 16 Bryn Mawr Fire Co. 26 Cynwyd Elementary 7 Bryn Mawr Community Center 17 Gladwyne Fire Co. 27 Bala Cynwyd MS 8 Ardmore Library & Processing Center 18 Merion Fire Co. 28 Welsh Valley MS 9 Bala Cynwyd Library 19 Narberth Fire Co. 29 Lower Merion High School 10 Belmont Hills Library 20 Union Fire Association 30 Harriton High School COMPREHENSIVE 392 PLAN

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ly analyze and address the issues involved. The variables are too complex and the potential solutions are too interdependent for either administration to address independently. For- tunately, both recent Township and the LMSD land use and enrollment planning efforts have provided a solid foundation on which to better understand the potential impacts of future Township population and LMSD enrollment projections; the key will be to coordinate these efforts. Therefore, it is recommended that the Township and the School District establish formalized cooperative efforts to coordinate Township land use and School District enrollment planning. Township Administration Building (2013)

TOWNSHIP HOLDINGS Township Administration public and elected officials, particu- The Township’s holdings main- Building (Lancaster Avenue, larly regarding sound quality. ly consist of building complexes that Ardmore) The TAB has limited employee hold the core functions of the munic- The original portion of the Town- parking and some employees are re- ipal government’s daily operations. ship Administration Building (TAB) quired to park off-site. There may be The Township Administration and is a three-story building constructed opportunities to partner with the ad- Public Safety Buildings are essentially in 1925. In 2005, the original build- jacent car dealership to create struc- the Town Hall and Police Station lo- ing was renovated and a two-story tured parking as part of the redevel- cated in Ardmore, which function as addition was built, which connects opment of the dealership. the main public service point for resi- the TAB to its neighboring structure, dents of Lower Merion. The Robert J. the Public Safety Building (PSB), and Koegel Complex and the County Line totals approximately 45,650 square Fleet Maintenance Facility are mainte- feet. This building houses most of the nance facilities where the majority of administrative offices of the Town- the Township fleet vehicles are housed ship, which includes the Building and maintained. These complexes are and Planning Department, Parks Ad- less frequented by the public. Another ministration, Public Works Admin- crucial component to the Township’s istration, Finance Department, Fire holdings are the five community cen- Services Department, Tax Collector, ters that are weaved into the fabric of Township Secretary’s Office, Human the communities they serve. As de- Resources, Libraries Administration, fined, a community center is a facility and Information Services Depart- maintained principally as a multiple ment. purpose gathering place for members The TAB is the Town Hall of the of the general public, but the services Township and contains a Board Room that are provided in these spaces are on the 2nd floor where public gov- extremely important to Township res- ernment business and other public idents. The services provided in the meetings are conducted. The Board community centers are explored fur- Room contains television broadcast ther in the Special Needs Population and recording facilities. In order to chapter of the Housing Element. Map perpetuate and promote civic en- CF8 shows all of the Township’s hold- gagement, it is recommended that the ings, including parks, libraries, fire Board Room be periodically upgraded stations, and pumping stations. to enhance interaction between the COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 393

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Robert J. Koegel Public Works Complex (North Woodbine Avenue, Penn Valley) This multi-functional facility holds several Township Departments. The site is approximately 33-acres and includes several structures; Fleet Maintenance Complex, spreader storage barns, solid waste transfer station, refuse vehicle garage, domestic animal detention shelter, public works storage garage, paint and sign shop, salt storage dome, fire and police training centers, and fueling stations.

Aerial view of Robert J. Koegel Public Works Complex (2010)

Fleet Maintenance Garage-Highway Department. Highway, Parks, and Shade Tree Department Solid Waste Transfer Station - Converted Building. Incinerator Building built in the 1970. The building consists of three major areas: the incinerator/ office area; the pit, tipping floor, and transfer machinery; and the garage/locker room area.

Refuse Vehicle Garage - One long garage area steel Paint and Sign Shop (c. 2001) Steel Structures & Domestic Animal Detention Shelter & Adjoining framed structure with fiberglass overhead doors Salt Storage Dome. Storage - The original building was constructed in on each side of the rectangular building with five 1938 as a refuse incinerator building. This use was double bays. retired after the construction of a new incinerator facility (Solid Waste Transfer Station). An addition was constructed, which is used for storage by Public Works. This building was remodeled in 2004. COMPREHENSIVE 394 PLAN

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Public Safety Building (2013) County Line Road Public Works Complex (2013)

Public Safety Building maintenance building and auxiliary events and cultural activities. (Lancaster Avenue, Ardmore) building. The Ardmore Pumping Sta- The AACC has been in operation The Public Safety Building is a tion is also located on this site. since 1968, first as the “Soul Shack”, two-story building constructed in Fleet Maintenance Building in response to the need for a youth 1982. In 2005, the east end of the (c. 1935, 1978) center to provide a safe haven for building containing the jail area was The Neo-Georgian style building many of the families in the local area. demolished and a two-story addition was originally built around 1935. In The original building became a focal containing a new jail area was built 1978, the building was partially ren- point to area youth and quickly out- on the west end as part of the Admin- ovated to create an office area and a grew the house where the center was istration/Public Safety Building Ex- building addition was constructed founded. By 1977, the AACC required pansion and Renovations project. The to enlarge the garage/service bays. the construction of a new building. PSB has a total gross area of approx- The building contains several garage This not only represented the addi- imately 13,670 square feet. The PSB doors along the central yard and three tion of a new facility for the youth of is currently in a phased renovation facing County Line Road. Ardmore, but it marked the begin- project to update the failing building Auxiliary Building ning of a unique relationship between components of the 32 year old build- The one-story masonry building is the Township and the representatives ing. The lobby, stairwells, first floor used for storage needs. The building of the AACC. The Township and the hallway, the first and second floor is in need of repairs, and it should be AACC entered into an agreement de- restrooms, second floor offices, con- determined if this building is prop- signed to ensure the continuity and ference rooms, training rooms, and erly utilized and will justify the ex- development of the Center for the hallways will all be included in the pense to rehabilitate the structure, or residents of Ardmore. The AACC has renovation to improve the efficiency if demolition is warranted. been funded with Community Devel- of the building. opment Funds since 1985 and has As Ardmore is redeveloped, and Ardmore Avenue Community been a valuable service to the resi- structured parking is created, there Center dents of the Ardmore community. The Ardmore Avenue Communi- is an opportunity to develop some or Currently, the continued growth ty Center (AACC) offers a variety of all of the small parking lot in front of and usage of the AACC has once again recreational and educational activities the Public Safety Building into Civic exceeded the confines of the existing for residents in the Ardmore commu- Space. Currently this lot is used by 7,100 square foot facility. The 1977 nity. Youth activities include an after the Ardmore Farmers Markets on Sat- pre-fabricated style structure no lon- school tutorial program, clubs, piano urdays from May through November ger sufficiently houses the needs of the lessons, cooking and computer class- as a public market. programs and services, and the HVAC es, dances, group trips, reading pro- system and roof require significant re- County Line Road Public grams, a variety of athletic activities, a pairs as the age of the building increas- Works Complex (County Line summer day camp, and much more. es. The current layout of the AACC Road, Ardmore) Adult programs include but are not building includes a multi-purpose The multi-functional complex limited to aerobics, volleyball, and room, a Teen Room, a homework/ holds the Electric, Parking, and Main- group trips. The AACC also offers computer center, a game room/kitch- tenance Departments, and is a two- the community a number of special acre site with two structures; the fleet en/meeting room, and a gymnasium. COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 395

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Levering Mill House

Positive Aging in Lower seen and managed by Lower Merion ORGANIZATIONAL/ Merion (PALM) Center Township. The senior center closed GOVERNMENTAL The Positive Aging in Lower Mer- in 2012, and the building now occa- COORDINATION ion (PALM) Center mission is to help sionally hosts community meetings The Township has numerous part- adults 55 years of age and older main- and other similar functions. Its prom- nerships established with different tain a healthy, satisfying quality of life inent location near the intersection of governments, governmental agencies, by providing services and activities in Levering Mill Road and Montgomery and consortiums of local govern- a nurturing environment that enables Avenue makes it an anchor that has ments. These partnerships provide them to function more independent- served the community for nearly 100 for mutual cooperation on matters ly in the community. The Center is years. The building faces two key ranging from economic development, an advocate of unmet needs of older challenges that threaten its long-term to circulation, and infrastructure. It adults and is a repository of informa- viability; a deteriorating physical con- is recommended that the existing tion to assure their rights, benefits, dition and a lack of use. There is a approach to cooperation remain and and opportunities. The program has clearer need for a longer-term strat- that additional measures be added to been a five day a week program since egy for using and maintaining this identify intergovernmental partner- 1980. space.51 ship opportunities, particularly with Both these centers are extremely the Borough of Narberth, as appro- beneficial to the residents of Lower Bryn Mawr Community priate. Merion and provide a great service, Center There are several opportunities the Township is in the process of ac- Bryn Mawr Community Center is for future cooperation of joint land cessing the current and future facili- located on the same property of the use and circulation projects with ty space needs for both the Ardmore Ludington Library in the heart of the Borough of Narberth, particular- Avenue Community Center and the Bryn Mawr. The four-acre property ly along East Wynnewood Road and PALM Center. Due to the proximity of has tennis courts, a playground, a Montgomery Avenue, which serve as both facilities and the needed main- gazebo, and green space, a perenni- borders between the two municipal- tenance repairs for both buildings, it al garden maintained by Bryn Mawr ities. The Circulation and Land Use might be beneficial to create one fa- Beautiful, and meeting rooms. Lower Elements both propose investigating cility which would meet the need of Merion-Narberth Coalition on Aging converting Montgomery Avenue into both organizations. and Adult Services (ElderNet) also three lanes, instead of four. A three- operates the Ada Mutch Community lane configuration would create op- Levering Mill House Resource Center and Food Pantry in portunities for land use changes on In the 1920s, the Women’s Club the former Bryn Mawr VFW Building both sides of Montgomery Avenue of Bala Cynwyd built Levering Mill at this facility since 2009. and the establishment of an attrac- House to become the first Bala Cyn- tive, walkable downtown instead of wyd Library. The library served both the current auto-oriented commercial adults and children until 1974, when 51 Lower Merion Conservancy. Web < http://lmconser- vancy.org/levering-mill-house/ > Retrieved 6/2015 strip. This makes it clear that circula- it transitioned to a senior center over- tion and land use should be coordinated between the municipalities. COMPREHENSIVE 396 PLAN

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life and are a defining characteristic This plan has identified that due of great places. This comprehensive to the informal nature of many of the plan has identified numerous mutu- Township’s extra-governmental rela- al partnerships and shared interests tionships, and the natural turnover of between the Township and extra-gov- people in the process, that roles and ernmental agencies, such as business responsibilities become increasingly improvement authorities, environ- undefined over time. As roles become mental organizations, and civic as- less clear, effectiveness of partner- sociations. Extra-governmental or- ships deceases. ganizations provide types and levels Because of the importance of ex- of services desired by community tra-governmental agencies and civic residents above and beyond what can organizations to Township opera- be reasonably or cost-effectively de- tions, it is recommended that the livered by the municipal government. Township identify key areas of social Belmont Hills Pool For instance, local business organiza- infrastructure for investment. An im- tions such as the City Avenue Special mediate opportunity for social in- The bike plan included within the Services District and the Ardmore Ini- frastructure investment could focus Circulation Element includes Nar- tiative provide streetscape improve- upon leadership training for Town- berth Borough in the Township’s pro- ments and downtown programming; ship Commissioners, advisory bodies posed bike network. The Borough’s local environmental organizations, and civic associations to better define fine grained streets and Borough-wide such as the Lower Merion Conser- roles and responsibilities. The Town- speed limit of 25 miles an hour make vancy and Riverbend Environmental ship could capitalize upon leadership Narberth an ideal complement to Education Center provide camps, lec- and organizational training resources the Township’s low-stress bike con- tures, and educational programming; existing within the Township. In the nectivity plan. Safe bike/pedestrian and civic associations provide pro- end the goal would be not only to in- crossings at East Wynnewood Road gramming and civic improvements to crease civic participation, but to en- are of mutual interest to both mu- their respective communities. hance the effectiveness of civic partic- nicipalities, particularly in the area Lower Merion Township has a ipation and make civic participation between the Wynnewood Shopping long tradition of engaging and foster- more meaningful. Center/Train Station and Shortridge ing extra governmental partnerships Park. There is a very good opportu- including the establishment of the nity for multi-municipal traffic safety PARKS AND RECREATION City Avenue Special Services District improvements along the East Wynne- The Lower Merion Township as the first multi-municipal business wood corridor. Parks and Recreation Plan was accept- improvement district in the country While Lower Merion and Nar- ed by the Board of Commissioners in in 1998. Many of these partnerships berth are close neighbors, the two accordance with the requirements of between the Township and outside communities have historically not the Pennsylvania Municipalities Code organizations have informally devel- translated their geographic proximity in April 2012. The following section oped over time. Some partnerships into a close working relationship. The provides a summary of the over- are the result of formalized agreements lack of a good working relationship all recommendations relating to the between the Township and individual creates municipal inefficiencies for plan. Because the plan was complet- organizations. All of these partnerships both communities. In order to foster ed prior to the other chapters of the require some degree of interpersonal future government relations it is rec- Community Facilities and Infrastruc- relationships to function. ommended that once a year, elected ture Element, the plan has a slightly Effective interpersonal relation- officials and planning commissioners different framework. Detailed strate- ships are an important component of host a joint public meeting to iden- gies to implement the recommenda- the Township’s social infrastructure. tify and address matters of mutual tions may be found in the 2012 Parks Social infrastructure is the communi- concern. The meeting is anticipated and Recreation Plan on the Town- cative fabric necessary to navigate the to serve as a framework to guide joint ship’s website at www.lowermerion. increasingly complex and interrelated projects throughout the year. org. The Parks and Recreation Plan network of civic issues. As with any is incorporated as an element of this Social Infrastructure infrastructure, the better the resource Comprehensive Plan. High levels of civic participation is planned and understood, the more significantly enhance local quality of effectively the resource can be utilized. COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 397

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Vision Statement Our first class parks and recreation system blends active healthy living with the conservation of open space, natural resources, and scenic beauty to promote a way of life unique to Lower Merion Township.

Mission Statement Our mission is to help our citizens engage in active healthy lifestyles and to conserve our natural resources. We accomplish this by providing public service that is friendly, convenient, accountable, and exceeds public expectations, and by working in collaboration with public and private partners.

Goal 1: Enrich parks and recreation facilities as community destinations where residents can have fun, experience nature, socialize, and exercise.

Recommendations to support Goal 1 a. Increase the number and quality of sport fields. b. Continue to work with the Lower Merion School District on joint planning, development, use and maintenance of ball fields and game courts. c. Work with developers on potential location of additional recreational facilities near the Schuylkill River. d. Explore the potential of Flat Rock Park as a crown jewel in the Lower Merion Township parks and recreation system. e. Develop a playground planning and improvement program. f. Ensure that all parks include an environmental component as part of the park, design, operation, and programming. g. Evaluate, design, and upgrade parks with considerations of safety and security of users. h. Provide accessible trails, viewing areas, and other accommodations to meet the requirements of the Americans with Disabilities Act. i. Design, plan and implement a Township-wide signage system for parks and recreation facilities. j. Continue to work on improvements to public restrooms. k. Create destinations in parks where people can gather and socialize. l. Raise the bar on the design and construction of parks and recreation facilities. m. Improve and expand indoor recreation facilities. n. Continue to monitor large parcels of land for potential changes in use that could present opportunity to add more public parkland.

Goal 2: Conserve our natural resources by using best management practices in the parks for conservation, public education, and partnerships.

Recommendations to support Goal 2 a. Develop convenient access areas for passive parks. b. Increase public awareness about how to access and use passive parks. c. Establish a philosophy of environmental sustainability in the parks. d. Improve Lower Merion Township’s parks for environmental sustainability. e. Address environmental issues on Lower Merion Township’s parks. f. Develop strategies for solving Township environmental problems through solutions in the parks. COMPREHENSIVE 398 PLAN

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Goal 3: Ensure that a wide variety of recreational opportunities is available to people of all ages and interests in the community.

Recommendations to support Goal 3 a. Develop a program management plan. b. Focus on convenience and customer service as a way to make participation in community recreation opportunities an enjoyable, stress-free experience. c. Develop and implement an advertising program to enhance and increase community awareness about parks and recreation. d. Develop and implement a marketing strategy for parks and recreation. e. Build upon community nature based recreation opportunities. f. Continue to provide and promote recreation opportunities aimed at improving lifelong fitness and wellness. g. Take a leadership role in providing a forum for collaboration among community sports organizations. h. Continue to help facilitate community recreation services by other providers.

Goal 4: Work in collaboration with Township planners on the redevelopment of the villages regarding parks and recreation to ensure that public recreation facilities, opportunities, and partnerships in management are incorporated into the improvements.

Recommendations to support Goal 4 a. Incorporate parks and recreation planning into the Ardmore Redevelopment Area. b. Incorporate parks and recreation planning into the Bala Avenue Master Plan (2000) and Bala Cynwyd Retail Strategy (2006) implementations. c. Incorporate parks and recreation planning into the Bryn Mawr Master Plan. d. Incorporate parks and recreation planning into planning for the City Avenue District. e. Ensure the effective implementation of the recreation provision in §135-50.1 of the Subdivision and Land Development Code of Lower Merion Township in order to establish and maintain meaningful recreation facilities.

Goal 5: Provide operational excellence and financial sustainability that will garner widespread public support for parks and recreation.

Recommendations to support Goal 5 a. Develop a written formalized maintenance management system. b. Establish a Parks and Recreation Board for Lower Merion Township. c. Establish a Volunteer Coordinator position. d. Develop an annual report for parks and recreation. e. Establish a five-year employee development program. f. Make outstanding customer service a departmental goal and requirement of every position in the Parks and Recreation Department. g. Reconfigure the administrative staff to support future directions in parks and recreation such as on-line registration, credit card payments, web based promotion, and development of a customer database on which to build a marketing program. h. Develop a management plan for the park security force. i. Continue to support parks and recreation through a mix of public and private funding. j. Adopt a new organizational structure to reflect the changes to be phased into the Parks and Recreation Department over the next decade. COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 399

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SUMMARY OF COMMUNITY FACILITY AND SERVICE RECOMMENDATIONS

Fire and Emergency Medical Services (EMS)

F12

Issue Future sustainability of volunteer based firefighter systems and potential cost implications resulting from shifting to more career firefighters due to the declining volunteer model.

Recommendation Address the sustainability of volunteer based firefighter/EMS systems and potential cost implications of transitioning from a volunteer model to a career model.

Strategies to Address a Potential Transition from Volunteer Model to Career Model a. Conduct a study to explore the future sustainability of volunteer based firefighter/EMS systems and potential cost implications resulting from shifting away from a non-volunteer model. b. Evaluate fiscal and organizational implications of reorganization of the fire department facilities.

Strategies to Maintain Current Volunteer Model c. Set a goal for standard response coverage, to include staffing engines, ladders and heavy rescue units. d. Utilize a one-team approach to maximize efficiency and to utilize all LMFD fire and rescue company resources available and actively partner with the Volunteer Medical Service Corps of Lower Merion and Narberth. e. Establish the requirement for a memorandum of agreement with each of the fire companies to clarify roles and responsibilities. f. Actively seek methods to retain trained volunteer firefighters. Find solutions to provide affordable housing for volunteer fire personnel. g. Review and assess quarterly and annual volunteer activity information by the fire companies, to identify trends and opportunities for improvement. h. Establish a more effective volunteer recruitment and retention program i. Consider implementing a joint effort with local institutions to provide emergency service training. j. Take aggressive action to reduce the number of faulty alarm calls. Work with the Police and Finance Department to utilize strategies similar to those in place within those departments to reduce the number of faulty alarm calls. k. Consider the implementation of EMS quick response first responder units by fire companies in cooperation and support of Narberth Ambulance. l. Monitor and assess the incident staffing records systems to include on-unit, in personal vehicle, on scene and at station incident staffing. m. Use the existing Firehouse software gathering, maintaining and assessing hourly and daily records of active volunteer station staffing, by the fire company chiefs, to identify trends and opportunities for improvement. n. Develop in-station standby programs for operational volunteer members. COMPREHENSIVE 400 PLAN

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F13

Issue Continued need to maintain/upgrade Fire Service/EMS facilities and apparatus.

Recommendation Maintain/upgrade Fire Service/EMS facilities and apparatus and reduce cost of ongoing maintenance and replacement.

Strategies to Address a Potential Transition from Volunteer Model to Career Model a. Consider consolidating fire station facility needs if the volunteer availability declines substantially and further career staff are required to maintain quality of service levels. b. Evaluate the feasibility of integrating the Fire Department and the EMS into a single organizational unit.

Strategies to Maintain Current Volunteer Model c. Evaluate the current locations of fire stations in Lower Merion. d. Continue to fund justified fire station facility needs on a priority basis. e. Establish Township-wide apparatus performance based specifications to facilitate a more cost effective quality apparatus maintenance program for the future. f. Utilize the Township’s Fleet Maintenance staff to provide supplemental repair and maintenance support to the fire companies as appropriate. g. Implement the baseline fleet recommendation of the Fire Services Study, which suggested reducing the fire company apparatus fleet from 23 to 18.

F14

Issue Finding mechanism to maintain or increase the capital contribution by Township residents and institutions to Fire and EMS services to sustain their existing model of serving the community.

Recommendation Assess financial concerns to sustain Fire and EMS services to Township residents.

Strategies a. Expand the capital campaign and fund drives to include institutions. b. Undertake a public relations campaign to inform residents that the VMSC of Lower Merion and Narberth provides service to the entire Township and enhance public outreach for the Fire Department. c. Utilize the township’s existing databases of Township residents and institutional contacts to assist EMS in their capital campaign and fire departments in their fund drives.

Public Safety

F15

Issue Need for continued public involvement and community participation in partnering with police officers to advance public safety.

Recommendation The Lower Merion Police Department should continue to actively partner with the community seek ways to foster a trusting and lasting collaborative partnership. COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 401

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F16

Issue Continued need to explore and incorporate developments in technology and social media in order to streamline and enhance citizen and police communication and interaction and update/enhance public safety facilities/equipment in response to changing technologies and public safety needs.

Recommendation Update/enhance public safety facilities and equipment in response to changing technologies and public safety needs.

Strategies a. Continue to promote services, crime prevention programs, crime alerts, etc.

F17

Issue Lack of available parking at police headquarters.

Recommendation Evaluate the use of Township holdings and establish a parking plan to address the parking shortage at the Public Safety Building and the Township Administration Building.

Libraries

F18

Issue Continued maintenance of library facilities and materials.

Recommendation Continue maintaining and enhancing library facilities and materials.

Strategies a. Continue to implement the findings of the 2004 Himmel & Wilson Study and follow up studies and complete the suggested library facilities improvements. b. Create a process and policy for the six libraries to centralize the purchase of supplies in order to achieve both economies of scale and system-wide consistency.

F19

Issue Continued need to update/enhance library facilities and to adjust staffing levels/skills in response to changing technologies, customer desires and customer use patterns.

Recommendation Continue to update/enhance library facilities and adjust staffing levels/skills in response to changing technologies, customer desires and customer use patterns.

Strategies a. Update Himmel & Wilson Study to evaluate future library needs and develop strategies to maintain appropriate staffing and technological infrastructure to meet changing technologies, customer desires and customer use patterns. b. Partner with local organizations to carry out community-based programming that promotes Pennsylvania Library Association’s campaign of the five “literacies”—basic, information, civic/social, financial, and health— required for people to succeed. c. Find creative ways to raise funds for and promote One Book, One Lower Merion programs. d. Work with the Parks & Recreation Department, Lower Merion School District and other Township departments to coordinate appropriate use of Library Facilities for community activities/meetings. e. Upgrade website efforts for the Library System and the Capital Campaign, including monthly updates to Building for the Future, Kid Zone, Teen Page, and Boomers & Beyond. Create and publish both print and online booklists tied to special programming. f. Evaluate reference service in the Library System and create a five-year plan to include roles and resources for both the traditional and the virtual library. g. Complete radio frequency identification tagging at all library branches. COMPREHENSIVE 402 PLAN

Background/ Community Community Facilities Relationship to Other Conclusions Introduction Infrastructure and Services Planning Documents

F20

Issue Declining sources of federal and state funding and continued competition for local funds.

Recommendation Continue seeking outside financial contributions to enhance capital assets. Continue volunteer participation to supplement regular staffing levels.

Strategies a. Continue public information campaign to increase awareness of volunteer opportunities. b. Continue public awareness campaign to promote capital campaign.

Public Schools

F21

Issue Financial implications to both the Township and the School District resulting from local and regional demographic and economic changes. Lack of formalized coordination between Lower Merion Township and Lower Merion School District regarding common issues relating to long range planning and budgeting.

Recommendation Establish an intergovernmental structure to coordinate long range planning between the Lower Merion School District and Lower Merion Township.

Strategies a. Establish a schedule of regular town meetings to publically discuss issues common to both LMSD and Lower Merion Township. The meetings should be co-hosted by representatives of LMSD and Lower Merion Township. b. Work with the LMSD to understand land use implications resulting from public school facility needs. Develop options permitting public schools to evolve to meet the community’s needs while balancing larger municipal needs as well as land use concerns of neighbors resulting from expanded public school facilities. Evaluate current public school Zoning Code provisions against various future enrollment scenarios. c. Utilize the Official Map to identify large parcels for future public school facilities if necessary.

F22

Issue Lack of adequate recreational play fields to accommodate shared needs of local school children and adults.

Recommendation Continue working with LMSD on joint planning, development, use and maintenance of ball fields and game courts by Township residents.

Strategies a. Partner with local institutions to utilize existing, private recreational facilities to public use for the enjoyment of Lower Merion students and residents. b. Establish policies to promote appropriate use of local institutional recreational facilities by Township residents.

F23

Issue Potential to maximize service/learning/recreational opportunities between public, quasi-public, and institutional uses within the Township.

Recommendation Actively partner with local colleges and other local institutions to provide opportunities to students in the community.

Strategies a. Continue Township partnership with LMSD and local institutions to apply educational and institutional resources towards bettering the community. COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 403

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Township Holdings

F24

Issue Continued maintenance of public properties.

Recommendation Continue conscientious stewardship of public properties by funding facilities improvements, identifying opportunities for public private partnerships and seeing innovative cost recovery methods.

Strategies a. Create a database to track building maintenance occurrences and costs. b. Utilize sustainable building materials as facilities are developed, expanded and renovated. c. Design energy efficient building and facilities. Implement energy efficient improvements in existing buildings. d. Evaluate potential public-private partnerships to offset maintenance costs (i.e. allow for advertising).

F25

Issue Continued need to properly utilize public properties.

Recommendation Maximize the use of existing Township facilities and resources.

Strategies a. Evaluate all Township facilities to identify opportunities to utilize existing resources for the highest and best use. b. Evaluate the potential for one facility to house operations and meet the needs of the Ardmore Avenue Community Center and the Positive Aging in Lower Merion-PALM Center organizations. c. Utilize caretaker units at Township- owned properties for affordable housing options for volunteer fireman and their families. d. Potentially increase the number of caretaker units by renovating underutilized Township- owned structures.

Organizational/Governmental Coordination

F26

Issue Need to coordinate long-range planning through the comprehensive plan with capital budget through the Capital Improvement Program (CIP).

Recommendation Explore inter-departmental efficiencies.

Strategies a. Policy changes and organizational training may be required. b. Explore coordination of roadside maintenance and trash pickup at Township parks between the Public Works and Parks and Recreation Departments. c. Long-range departmental plans should be vetted by various Township departments to better coordinate plans and projects. d. Create a library of departmental long-range plans for reference on large projects. COMPREHENSIVE 404 PLAN

Background/ Community Community Facilities Relationship to Other Conclusions Introduction Infrastructure and Services Planning Documents

F27

Issue Fiscal/planning/public process inefficiencies resulting from the existence of two separate taxing authorities with complementary missions (Lower Merion Township and Lower Merion School District) within the same municipality.

Recommendation The Township should train and cultivate staff to gain the institutional knowledge needed to carry on when the older employee base retires and utilize the best available technologies.

Strategies a. Expand the use of the Geographic Information System (GIS) program within the Township for long range planning. b. Import all community infrastructure data into GIS to manage the data electronically for long range planning. c. Train employees to expand the utilization of GIS and establish a benchmark. d. Establish a training program for government officials, staff and civic associations to improve efficiency/functionality of government/community groups.

F28

Issue Need to establish administrative framework to maximize cross-departmental implementation of comprehensive plan recommendations.

Recommendation Annually review the progress made in implementing the Comprehensive Plan and update the plan as needed.

Strategies a. Include a statement regarding how each Capital Improvement Project (CIP) specifically relates to the Comprehensive Plan on each CIP sheet. The CIP should be reorganized to align with the Comprehensive Plan to make it more useful and easier to understand. The implementation section of the Comprehensive Plan should be updated annually by the Planning Department with the CIP. COMMUNITY FACILITIES AND INFRASTRUCTURE ELEMENT 405

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RELATIONSHIP OF Goal: Support a modern, eration between the Lower Mer- THE COMMUNITY resilient, green, and energy- ion School District and the Lower efficient infrastructure Merion Township government. FACILITIES AND network. INFRASTRUCTURE Establish a training program for The County plan indicates the government officials, staff, and ELEMENT TO importance of safe and clean sewer, civic associations to improve ef- OTHER PLANNING water, and stormwater systems and ficiency/functionality of govern- DOCUMENTS well-maintained roads and bridges ment/community groups. which protect the health and safety of Continue to reduce the amount residents, while providing a founda- RELATIONSIHP TO OTHER of municipal solid waste and en- ELEMENTS tion for economic development. courage recycling and composting The Community Facilities and Goal: Enhance community efforts. Infrastructure Element has been co- character and protect Institute ‘complete streets’ plan- ordinated with other elements of the neighborhoods. ning of township roadways to ef- Comprehensive Plan. The Commu- The County plan indicates that ficiently integrate non-automotive nity Facilities and Infrastructure Ele- fire, police, and ambulance services transportation, stormwater man- ment has been coordinated with the are critical for protecting neighbor- agement, and utility transmission Water Resource Element and Circula- hoods. The County Plan also advo- infrastructure into roadway infra- tion Element to ensure that stormwa- cates reinvigorating the urban tree structure. ter management and shade trees are canopy by properly maintaining ex- Seek innovative methods and new integrated with circulation planning isting trees and focusing on planting technologies to extend the life of and maintenance. The Community new trees in priority areas. the existing infrastructure. Facilities Element and Land Use El- Work as a conscientious steward ement have been coordinated to en- of public properties by dedicat- sure adequate space to accommodate CONCLUSIONS ing funding to ongoing facilities necessary and desired community The Community Facilities and improvement, identifying oppor- amenities and services. The Commu- Infrastructure Element recommenda- tunities for public private partner- nity Facilities Element and Land Use tions involve working most efficiently ships, and seeking innovative cost Elements address the inter-relation- as an organization to meet the needs recovery methods. ships of land use and public schools, of the community. The Comprehen- particularly regarding the impact of sive Plan provides the framework for additional residential construction. prioritizing future projects throughout the organization. It is recommended that each project included in RELATIONSIHP TO the Township’s Capital Improvement MONTGOMERY COUNTY Program include a statement indicat- COMPREHENSIVE PLAN ing how the project specifically relates The Community Facilities and to the Comprehensive Plan. Infrastructure Element is consistent with the following goals outlined in the Montgomery County’s Compre- MAJOR hensive Plan, Montco 2040: A Shared RECOMMENDATIONS Vision. Address the sustainability of the volunteer-based firefighter/EMS Goal: Support strong systems and potential cost impli- downtowns and community cations of transitioning from a vol- destinations, including mixed unteer model to a career model. use areas, arts and culture Establish a volunteer coordina- focal points, libraries, and other gathering places. tor position to manage volunteer/ The County plan indicates that community service as a resource despite popular perceptions, public to offset costs. libraries are being used more, partic- Establish an intergovernmental ularly for Internet access, e-govern- structure to coordinate long-range ment, e-commerce, civic engagement, planning and organizational coop- training, tutoring, and literacy. COMPREHENSIVE 406 PLAN

Background/ Community Community Facilities Relationship to Other Conclusions Introduction Infrastructure and Services Planning Documents COMMUNITY FACILITIES CFi

IMPLEMENTATION

The Comprehensive Plan sets forth an ambitious agenda and includes many recommendations and strategies to achieve the desired community vision. The recommendations are diverse and are intended to address the immediate and long-term needs of the Township. The following pages provide an Implementation Matrix of all Comprehensive Plan recommendations. The matrix provides the public and elected officials with information to evaluate the steps required to implement each recommendation, the cost and staffing implications of each recommendation, anticipated timing for implementation and responsible agencies. The matrix will assist decision makers in prioritizing each recommendation. The matrix includes four evaluation categories for each recommendation:

Action Required To the immediate right of each recommendation are eight columns indicating different actions that may be required for implementation. Some recommendations will require regulatory actions, such as a policy or an ordinance; others may require a capital expenditure. Some recommendations will require additional planning, changes in staffing, or public outreach. Many of the recommendations will require internal coordination between multiple Township departments or external coordination with outside agencies. Many recommendations will require more than one action to implement.

Impact upon Township Resources Implementation of every recommendation will require some allocation of resources. This section identifies recommendations requiring significant monetary expenditures above current resource allocations. This section indicates if a recommendation has a financial cost, if the cost is budgeted, and the source of funding. Some recommendation list no cost, which is categorized as having minimal existing operational costs. Funding sources are categorized as local (capital) or other (grants, fees, and other contributions). Explanations are provided for recommendations that are not currently budgeted.

Priority and Timing This section identifies the priority level for each recommendation (Low, Medium, and High) and anticipated timing (Immediate 0-5 years, Mid-Range 6-10 years, Long-Range over 10 years, or Ongoing).

Implementation Agencies This section identifies the lead department responsible for implementing each recommendation and also indicates other township departments required. The lead department is indicated on top and contributing departments are shown below the lead department. This section also lists outside agencies and partners required for implementation. Partners may include other government agencies, local non-profits, or civic associations. COMPREHENSIVE CFii PLAN

RECOMMENDATIONS AND STRATEGIES IMPLEMENTATION MATRIX Priority & Action Required to Implement Recommendation Impact of Recommendation on Township Resources Implementation Agencies Timing

Recommendations & Strategies

Number Budget Status Funding Source Explanation Regulatory Capital Planning Staffing Development Education/ Enforcement Internal Coordination External Coordination Priority Timing Department Responsible Partners

COMMUNITY INFRASTRUCTURE RECOMMENDATIONS

F1 Establish a systematic approach to update the road inventory every two or three years to re-rate the roads to reflect current conditions.

IS DVRPC Improve utilization of the tools provided by the GIS system to track Currently F1.a Local/Other Additional training of existing staff may be required. M O maintenance and update the road conditions. Budgeted PW, B&P MCPC

F1.b Revisit the current road rating system policy. No Cost NA - H I PW

F2 Address the funding implications of the maintenance, and rehabilitation, or replacement of orphan bridges.

Implement the Bridge Maintenance Program, which includes an inventory and assessment of all bridges owned and/or maintained by the Township. Currently F2.a Local/Other - H O PW PennDOT Continue to work with PennDOT to identify funding and plan for Budgeted improvements.

Identify new funding streams, such as advertising and the use of naming PW F2.b rights, to fund bridge repair and replacement. Continue lobbying efforts No Cost NA - L M for outside funding to replace/maintain orphan bridges. PIO

Evaluate and institute ‘complete streets’ planning of township roadways, where possible to efficiently integrate non-automotive transportation, F3 stormwater management and utility transmission infrastructure into roadway infrastructure.

Explore means to reduce the visual and functional impact of infrastructure B&P Utilities Cost Not F3.a upon the built environment, such as bundling or burying utilities and Local/Other Most likely implemented through Private development. M LR Budgeted locating utilities on the edge of the right-of-way. PW PennDOT

Interview public utilities to identify priority areas, which are susceptible to F3.b No Cost NA - H I PW Utilities storm damage.

B&P Strengthen Township regulations requiring new electric, telephone and F3.c No Cost NA - M M communications service facilities to be provided underground. PW

Utilize advisory bodies, such as the Shade Tree Commission, to undertake B&P STC outreach efforts to educate residents about how to properly locate shade F3.d No Cost NA - L O trees to accommodate utilities and select alternative trees to plant under wires. EAC

Explore alternative methods for accommodating necessary utilities while B&P F3.e also providing dedicated areas for street trees and sidewalks along the No Cost NA - M O right-of-way, such as easements. PW

F4 Clarify and properly enforce property responsibilities for roadside maintenance.

State Roads – The Township and PennDOT need to clearly define PW PennDOT F4.a responsibilities for roadway maintenance. Township needs to determine No Cost NA - M O how to communicate road maintenance obligations with PennDOT. B&P

Township Roads – Provide better public education of the responsibilities of PW homeowners to maintain the public right-of-way. Additional education is F4.b No Cost NA - M O needed to encourage property owners to keep pedestrian pathways clear of overgrown vegetation. B&P

F5 Continue seeking innovative methods and new technologies to extend the life of the existing infrastructure. COMMUNITY FACILITIES CFiii

RECOMMENDATIONS AND STRATEGIES IMPLEMENTATION MATRIX Priority & Action Required to Implement Recommendation Impact of Recommendation on Township Resources Implementation Agencies Timing

Recommendations & Strategies

COMMUNITY INFRASTRUCTURE RECOMMENDATIONS

F1 Establish a systematic approach to update the road inventory every two or three years to re-rate the roads to reflect current conditions.

F1.b Revisit the current road rating system policy. No Cost NA - H I PW

F2 Address the funding implications of the maintenance, and rehabilitation, or replacement of orphan bridges.

Interview public utilities to identify priority areas, which are susceptible to F3.b No Cost NA - H I PW Utilities storm damage.

B&P Strengthen Township regulations requiring new electric, telephone and F3.c No Cost NA - M M communications service facilities to be provided underground. PW

F4 Clarify and properly enforce property responsibilities for roadside maintenance.

F5 Continue seeking innovative methods and new technologies to extend the life of the existing infrastructure. COMPREHENSIVE CFiv PLAN

RECOMMENDATIONS AND STRATEGIES IMPLEMENTATION MATRIX Priority & Action Required to Implement Recommendation Impact of Recommendation on Township Resources Implementation Agencies Timing

Recommendations & Strategies

The Township organization should continue to provide training to current Currently F5.a employees to keep staff up to date on the latest technologies that may lead Local/Other Additional training of existing staff may be required. M O PW Budgeted to cost efficiencies in maintaining the community’s infrastructure.

Continue the current pipe-lining procedure to extend the life of the pipes Currently F5.b at a reduced cost to the Township until newer and potentially more cost Local - H O PW Budgeted effective technologies become available.

Continue integrating camera inspection technology with GIS for storm Currently F5.c Local - H O PW and sanitary sewer infrastructure. Budgeted

Continue monitoring changes in federal/state regulations and changes to operations of regional sanitary sewer and solid waste facilities, for which F6 the Township contributes.

Continue efforts to increase recycling to reduce solid waste and increase F6.a No Cost NA - H O PW composting within the Township.

Continue to monitor the condition of the transfer station and implement Currently F6.b Local/Other - M O PW the recommendations of the 2007 Building Conditions Assessment Study. Budgeted

Continue local efforts to reduce stormwater runoff into Philadelphia, the PW LMC Currently F6.c Schuylkill River and the Cobbs Creek watersheds to reduce stress on the Local/Other - M O Budgeted City’s combined stormwater/sanitary sewer infrastructure. B&P NLT

PW LMC Continue regional partnerships to improve water quality in all watersheds F6.d No Cost NA - M O within the Township. B&P NLT

Continue educating the public regarding illegal sanitary and storm sewer connections. Provide better enforcement of the Township’s regulations, F7 especially regarding proper connections of restaurant facilities.

Conduct a promotional campaign to educate the public regarding proper PW F7.a connections using LMTV7, the Township website and regular Township No Cost NA - M O mailings to distribute educational materials and information. PIO

PW Establish targets either by date and/or number of public outreach F7.b No Cost NA - M I initiatives. PIO

PW F7.c Expand enforcement efforts. No Cost NA _ H O B&P

F8 Explore ways to further reduce the amount of municipal solid waste and encourage recycling efforts.

Implement a recycling program on all Township-owned properties, P&R including parks. This may require expanding the routes in place for the Currently The recycling program in the parks was implemented in F8.a Local H I Refuse Department. Alternatively, institute a “take home what you bring Budgeted 2015. in” program similar to state and federal parklands. PW

PW Conduct a promotional campaign to educate the public regarding the F8.b No Cost NA L O benefits of recycling. - PIO

PW Explore cost neutral composting program to offer compost to Township Cost Not F8.c Local The program will require staff reorganization. M M residents. Budgeted P&R COMMUNITY FACILITIES CFv

RECOMMENDATIONS AND STRATEGIES IMPLEMENTATION MATRIX Priority & Action Required to Implement Recommendation Impact of Recommendation on Township Resources Implementation Agencies Timing

Recommendations & Strategies

Continue integrating camera inspection technology with GIS for storm Currently F5.c Local - H O PW and sanitary sewer infrastructure. Budgeted

Continue monitoring changes in federal/state regulations and changes to operations of regional sanitary sewer and solid waste facilities, for which F6 the Township contributes.

Continue efforts to increase recycling to reduce solid waste and increase F6.a No Cost NA - H O PW composting within the Township.

Continue to monitor the condition of the transfer station and implement Currently F6.b Local/Other - M O PW the recommendations of the 2007 Building Conditions Assessment Study. Budgeted

PW LMC Continue regional partnerships to improve water quality in all watersheds F6.d No Cost NA - M O within the Township. B&P NLT

PW Establish targets either by date and/or number of public outreach F7.b No Cost NA - M I initiatives. PIO

PW F7.c Expand enforcement efforts. No Cost NA _ H O B&P

F8 Explore ways to further reduce the amount of municipal solid waste and encourage recycling efforts.

PW Conduct a promotional campaign to educate the public regarding the F8.b No Cost NA L O benefits of recycling. - PIO

PW Explore cost neutral composting program to offer compost to Township Cost Not F8.c Local The program will require staff reorganization. M M residents. Budgeted P&R COMPREHENSIVE CFvi PLAN

RECOMMENDATIONS AND STRATEGIES IMPLEMENTATION MATRIX Priority & Action Required to Implement Recommendation Impact of Recommendation on Township Resources Implementation Agencies Timing

Recommendations & Strategies

Maintain the Township’s established street tree pattern while adapting the Township’s ‘urban forest’ to emerging environmental and physical F9 challenges.

Continue implementation of the 2007 Township-Wide Street Tree Currently F9.a inventory and Management Plan. Continue to utilize GIS or the latest Local - H O PW Budgeted technology to continue to locate, quantify and manage street trees.

Maintain adequate funding and training of Township Shade Tree Division Currently F9.b Local - M O PW staff necessary to maintain public street trees. Budgeted

Continue adapting the role of the Township Arborist and the Shade Tree Commission to address changing realities regarding the maintenance of street trees, particularly regarding the role of educating the public about Currently F9.c Local - M O PW STC the importance of shade trees and how to plant shade trees on residential Budgeted property. Advance staff’s advocacy role to preserve trees as a critical part of the urban infrastructure.

Develop a program, similar to the established rain barrel and composter PW STC The trees would be provided at cost and would not F9.d programs, to provide ‘at cost’ shade trees to Township residents to plant in No Cost NA H O include the cost of planting/maintaining trees. locations approved by the Township Arborist. EAC

Explore program to create a street tree bank from properties where Cost Not PW STC F9.e Local Costs may be incurred when trees are planted. required plantings cannot be provided. Budgeted B&P EAC

Continue to refine the implementation of the Township’s approved street B&P STC F9.f tree list through the land development process to promote proper street No Cost NA - H I tree diversity. EAC

In areas where there is not enough room or conflicts with utilities, explore PW STC, EAC ways to reestablish traditional street tree pattern outside of the public right Township assumes leadership role for out of box F9.g No Cost NA L LR of way by working with homeowners to plant appropriate shade trees on solution. private property. B&P Civic

Implement the street tree/urban forestry/stormwater management F9.h Please refer to the Water Resources Element. strategies outlined in the Water Resources Element.

Maintain and expand the Township’s established street tree/shade tree pattern as a component of the Township’s stormwater management F10 system. Integrate the Township’s street tree network into regional public health/air quality/climate change efforts.

B&P STC Emphasize the benefit of planting appropriate tree species along roadways F10.a No Cost NA - M O to improve stormwater runoff and to promote air quality. PW EAC

B&P Mont Co Continue regional partnerships to increase tree cover in appropriate F10.b No Cost NA - M O locations and to promote the health of the urban forest at a regional scale. PW TreeVitalize

B&P STC Implement the street tree/urban forestry/stormwater management F10.c Please refer to the Water Resources Element. strategies outlined in the Water Resources Element. PW EAC

Continue efforts to plant appropriate trees in appropriate locations and to F11 preserve the health of established street trees.

PW Utilities F11.a Continue working with utilities to properly prune street trees. No Cost NA - M O STC/EAC COMMUNITY FACILITIES CFvii