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BUSINESS DISTRICT REVITALIZATION PLAN
TABLE OF CONTENTS
Acknowledgements ...... 1 Executive Summary ...... 3 Consensus Plan ...... 7 Introduction ...... 7 Vision ...... 7 Priorities, Phasing, and Generalized Costs ...... 8 Goals, Critical Success Factors, and Actions ...... 17 Key Action Items & Strategies ...... 26 Administration and Annual Update ...... 26 Background and Purpose ...... 27 Public Participation and Outreach ...... 29 Visioning ...... 29 Collaboration ...... 30 Design Charrette ...... 30 Strengths, Weaknesses, Opportunities, and Threats ...... 34 Survey...... 36 Findings ...... 41 The Study Area ...... 41 Property Database ...... 41 Study Area Overview ...... 43 Land Use and Occupancy ...... 43 Building Condition and Occupancy ...... 45 Land Use Zone Analysis ...... 47 Opportunities and Constraints ...... 60 Context & Competition ...... 61 Business District Market Assessment ...... 63 The Business District Retail Market ...... 63 Market Attractiveness Factors ...... 68 General Economic Trends ...... 70
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Market Opportunities ...... 74 Key Market Considerations ...... 74 Key Planning Implications ...... 75 Building the Plan ...... 77 Land Use Budget Analysis ...... 77 Alternatives ...... 83 Integration ...... 96 Appendix A – Socioeconomic Characteristics and Trends ...... 97
Map 1 ‐ Final Consensus Plan ...... 5 Map 2 – Business District Consensus Plan ...... 10 Map 3 – Land Use and Occupancy ...... 44 Map 4 – Building Condition and Occupancy ...... 46 Map 5 – Land Use Zones ...... 48 Map 6 – Business District Regional Context ...... 61 Map 7 – Wilkinsburg Market Potential ...... 65 Map 8 – Location of Existing Retail Establishments...... 65 Map 9 – Town Center Alternative ...... 85 Map 10 – Town Center Image ...... 86 Map 11 – Town Center Image ...... 87 Map 12 – Center City Alternative ...... 89 Map 13 – Center City Image ...... 90 Map 14 – Center City Image ...... 91 Map 15 – Shovel‐Ready Alternative...... 93 Map 16 – Shovel‐Ready Image ...... 94 Map 17 – Shovel‐Ready Image ...... 95 Map 18 – Median Household Income and Population Density (2000) ...... 110
Table 1 – Consensus Plan: Program, Phasing, and Costs ...... 9 Table 2 – West Zone Building Use, Square Footage and Occupancy ...... 50 Table 3 – West Zone Parking Analysis ...... 50 Table 4 – North Central Zone Building Use, Square Footage and Occupancy ...... 52 Table 5 – North Central Zone Parking Analysis ...... 53 Table 6 – South Central Zone Building Use, Square Footage and Occupancy ...... 55 Table 7 – South Central Zone Parking Analysis ...... 56 Table 8 – East Central Zone Building Use, Square Footage and Occupancy ...... 57 Table 9 – East Central Zone Parking Analysis ...... 58 Table 10 – East Zone Building Use, Square Footage and Occupancy ...... 58 Table 11 – East Zone Parking Analysis ...... 59 Table 12 – Resident Spending Potential ...... 64 Table 13 – Estimated Surplus/(Leakage)of Resident Spending ...... 67 Table 14 – Industry Mix Comparison (% of Total Employment) ...... 70
WILKINSBURG, PENNSYLVANIA ii BUSINESS DISTRICT REVITALIZATION PLAN Table 15 – Location Quotient (Concentration of Business Sectors) ...... 71 Table 16 – Wilkinsburg Shift‐Share Analysis ...... 72 Table 17 – Allegheny County Shift‐Share Analysis ...... 73 Table 18 – Street Level Space ...... 77 Table 19 – Existing Vacant Street Level Space Compared to Demand ...... 78 Table 20 – Estimated Costs of Alternatives and General Improvements ...... 79 Table 21 – Overview of Alternatives ...... 83 Table 22 – Town Center Program and Costs ...... 84 Table 23 – Center City Program and Costs ...... 88 Table 24 – Shovel‐Ready Program Costs ...... 92 Table 25 – Community Comments ...... 96 Table 26 – Population Trends ...... 97 Table 27 – Population Comparisons ...... 98 Table 28 – Mobility in Wilkinsburg (2009) ...... 99 Table 29 – Median Age ...... 100 Table 30 – Population Age 65+ ...... 101 Table 31 – Trends in Diversity ...... 104 Table 32 – Comparison of Race by Geographic Area ...... 105 Table 33 – Trends in Median Household Income ...... 107 Table 34 – Median Household Income as Compared to U.S. Median ...... 108 Table 35 – Educational Attainment – Population Age 25+ (2000) ...... 112 Table 36 – Trends in Household Characteristics ‐ Wilkinsburg ...... 113 Table 37 – Detailed Comparison of Household Characteristics (2000) ...... 114
Figure 1 – Consensus Plan Image ...... 11 Figure 2 – Consensus Plan Image ...... 12 Figure 3 – Consensus Plan Concept – Save‐A‐Lot Parking Lot Renovation ...... 13 Figure 4 – Consensus Plan Concept – Penn Avenue ...... 14 Figure 5 – Consensus Plan Concept – Renovated Sperling Building ...... 15 Figure 6 – Consensus Plan Concept – Renovated Train Station ...... 16 Figure 7 – Public Opinion ‐ Streetscape Improvements ...... 36 Figure 8 – Redevelopment Focus ...... 37 Figure 9 – Public Opinion – Overall Importance of Housing Types in the Business District ...... 38 Figure 10 – Public Opinion ‐ Types of Housing by Importance in the Business District ...... 38 Figure 11 – Goods and Services Sought in Business District ...... 39 Figure 12 – West Zone Ground Floor Use and Occupancy ...... 50 Figure 13 – North Central Zone Ground Floor Use and Occupancy...... 53 Figure 14 – South Central Zone Ground Floor Use and Occupancy ...... 55 Figure 15 – East Central Zone Ground Floor Use and Occupancy ...... 57 Figure 16 – East Zone Ground Floor Use and Occupancy ...... 59 Figure 17 – Business District Opportunities and Constraints ...... 60 Figure 18 – Penn Avenue Estimated Daily Traffic ...... 68 Figure 19 – Existing Streetscape ...... 80 Figure 20 – Streetscape Upgrade ...... 81 Figure 21 – Population Age 65+ ...... 102 Figure 22 – Comparison of Race by Geographic Area ...... 106
WILKINSBURG, PENNSYLVANIA iii BUSINESS DISTRICT REVITALIZATION PLAN Figure 23 – Median Income ...... 109 Figure 24 – Household Types ...... 115
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AMCKNOWLEDGEMENTSAYOR The Honorable John Thompson
BOROUGH COUNCIL Barbara Ervin Denise Edwards Paige Trice Barbara Nicholas Eugenia Moore Tracey Evans Carl Lewis Jason Cohn Vanessa McCarthy‐Johnson
PLANNING COMMISSION Brenda Stewart Pamela Macklin Tina Stevens Brenda West‐Evans Patrick Shattuck
PROJECT STEERING COMMITTEE The Honorable John Thompson, Mayor of Wilkinsburg Eugenia Moore, Council President Ophelia Coleman, Chief of Police Marla Marcinko, Borough Manager Rev. David Keller, South Avenue United Methodist Church Brenda West‐Evans, Planning Commission Archie Perrin, Superintendent, Wilkinsburg School District Leon Haynes, Hosanna House Executive Director Janet Hellner‐Burris, Pastor, Christian Church of Wilkinsburg Vicki Cherney, Western Pennsylvania School for the Deaf Gail Mitchell Hall, Weed and Seed Program
COMPREHENSIVE PLAN/BUSINESS DISTRICT PLAN COMMITTEE Tracey Evans, Borough Council Patrick Shattuck, Planning Commission Dave Gilliland, Borough Engineer, Glenn Engineering Kate Luxemburg, Data Analyst, Wilkinsburg Borough Jean Kirkland Owen McAfee, Fire Chief Vanessa McCarthy‐Johnson, Borough Council
EARLY INTERVENTION PLAN COMMITTEE Jason Cohn, Borough Council Barbara Nicholas, Borough Council Dave Egler, Finance Director, Wilkinsburg Borough Mike Foreman, PA Department of Community and Economic Development
PA DEPARTMENT OF COMMUNITY AND ECONOMIC DEVELOPMENT Joy Wilhelm Brian Hayden
WILKINSBURG, PENNSYLVANIA 1 BUSINESS DISTRICT REVITALIZATION PLAN
CONSULTANTS Delta Development Group, Inc. Burt Hill John J. Clark & Associates Charles “Marty” Fleischer, Police Consultant
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EXECUTIVE The BoroughSUMMARY of Wilkinsburg is proud to present its Business District Revitalization Plan, a component of The Wilkinsburg Plan. The Wilkinsburg Plan is a strategic effort comprised of a Comprehensive Plan, an Early Intervention Plan, and a Business District Revitalization Plan. The intent of this unique planning effort is that the three plans will be mutually reinforcing and facilitate implementation. The following pages present a summary of the Business District Revitalization Plan.
VISION The community developed this vision for the Business District:
The Wilkinsburg Business District is an old‐style, main street commercial center, historic and walkable, that is prosperous, attractive, safe, and green, with convenient access and parking. Renovated buildings and new construction provide a mix of uses for • The community − with goods, services, and housing • Commuters and workers − with convenience commercial • The region − with specialty retail
PUBLIC OUTREACH Public participation was a hallmark of the planning process. Public outreach meetings, interviews, press releases, Web site postings, E‐mail blasts, and direct mailings were designed to reach all sectors and interest groups. The participation effort culminated in a week‐ long design charrette that involved residents, business and property owners, elected officials, and stakeholders in workshops, open houses, and individualized interaction about desires and aspirations for the Business District.
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THE BUSINESS DISTRICT MARKET There is the market potential in the Wilkinsburg area for additional retail, office, and restaurant uses. However, existing commercial centers and the proposed new development at the Wal‐ Mart and Lowe’s site will provide significant competition. The Business District has well over two million square feet of space, with about 900,000 total square feet on the ground floor, with about 150,000 square feet vacant. While buildings west of the Busway are fully occupied, parts of the eastern portion of the Business District approach a 50% vacancy rate. To make this vacant space more attractive, Wilkinsburg must position itself to mitigate negative factors and compete for its share of neighborhood retail, convenience retail, niche retail, food and entertainment, and office development.
CONSENSUS PLAN After a process that included research, public input, analysis, program and cost alternatives, and public participation in a design charrette, a Consensus plan was developed for the Business District. Priorities of the Consensus plan are as follows: • The focus area should be around Penn and Wood near the Municipal Building and the train station. • The train station should be renovated as a new Busway Station with both public and private commercial space. • The pedestrian underpass reopened near the train station should be reopened, and the vehicular underpass on Penn Avenue should be replaced with a widened entry, including public art. • TOD should be pursued around the focus area to take advantage of state programs and local foundation support. • The Penn and Wood streetscapes should be improved with new traffic signals, restored historic lighting, overhead wire improvements, amenities at intersections, entry features, and public art. • Historically or architecturally important buildings, particularly those in the focus area, should be renovated or stabilized. • Clusters of blighted, vacant, and tax‐delinquent buildings, with emphasis on those outside of the focus area, should be demolished, the land put into temporary reuse, and the lot made shovel‐ready for new development. • To complement the physical improvements, limited liquor licenses for specialized businesses, architectural design standards, upgraded zoning and land development ordinances, and a traffic study to improve vehicular circulation should also be pursued.
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MAP 1 ‐ FINAL CONSENSUS PLAN
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KEY ACTION ITEMS There are numerous actions, capital requirements, and hard work for Wilkinsburg to realize the market potential of the Business District and its positive impact for the Borough. Following are the actions considered to be the highest priority.
1. Initiate a major clean‐up and maintenance effort followed by regular street sweeping, litter removal, and sidewalk cleaning.
2. Renovate, stabilize, or demolish blighted buildings; hold property owners accountable for paying taxes and complying with building and maintenance codes.
3. Initiate the Main Street Program and hire a Main Street Manager and Wilkinsburg Community Development Corporation (WCDC) Executive Director.
4. Promote a major, visible project on Penn Avenue, such as renovation of the Penn Lincoln.
5. Engage in a marketing and media relations effort to rebrand Wilkinsburg Business District as a safe area, “the next big thing,” and a desirable place to own a business and shop.
ADMINISTRATION It is critical that a streamlined system exists for developer inquiries, project evaluations, decision making, etc. A key element of this leadership structure is to identify a key point of contact for Business District revitalization efforts, such as the Executive Director of the WCDC. In this capacity, the Executive Director would work closely with the elected and appointed officials, staff, the WCDC, the Chamber of Commerce, and the County and State, and would be the liaison among all parties to help assure that effective communications result in positive action.
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CINTRODUCTIONONSENSUS PLAN The Borough of Wilkinsburg is proud to present the Wilkinsburg Business District Revitalization Plan. The Plan is visionary, yet, because it is reality based and market driven, practical and attainable. The Plan integrates the aspirations of residents and business and property owners with physical and market opportunities. To develop the Plan, a systematic planning process was undertaken including: • Extensive public participation and outreach • Research and assessment of physical, functional, and market conditions • Exploration of alternative development, cost, and phasing scenarios • Integration of a vision, plan and implementation actions This section of this report describes the outcome of the planning process. The Consensus Plan includes the vision, priorities, generalized costs, and implementation recommendations. Following sections of this Report provide the details of the planning process that lead up to the Consensus Plan including the background, public participation, physical analysis, market assessment, and alternative scenario investigation.
VISION Implementation of the Wilkinsburg Business District Revitalization Plan will grow out of the vision statement developed and agreed upon by residents, business and property owners, elected officials, and all stakeholders.
THE WILKINSBURG BUSINESS DISTRICT • An old‐style main street commercial center, historic and walkable that is prosperous, attractive, safe, and green with convenient access and parking • Renovated buildings and new construction provide a mix of uses for the following: − The community – with goods, services, and housing − Commuters and workers – with convenience commercial − The region – with specialty retail
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PRIORITIES, PHASING, AND GENERALIZED COSTS
The community felt that the focus area of the Consensus Plan should be similar to that of the Town Center alternative, around Penn and Wood near the Borough Building and the train station. The train station should be renovated as a new Busway station with both public and private commercial space. The pedestrian underpass near the train station should be reopened, and the vehicular underpass on Penn Avenue should be replaced with a widened entry that includes public art. All the activity in the focus area should reinforce TOD to take advantage of state programs and local foundation support. In addition to the focus area, the Penn and Wood streetscapes should be improved with new traffic signals, restored historic lighting, overhead wire improvements, amenities at intersections, entry features, and public art. Historically or architecturally important buildings, particularly those in the focus area, would be renovated or stabilized. Clusters of blighted, vacant, and tax‐ delinquent buildings, with emphasis on those outside of the focus area, should be demolished, they are put into Priorities: temporary reuse, and the lot made shovel‐ready for new • Focus area: Town Square development. In addition to • Enhance the streetscape physical improvements, some • Renovate the Train Station studies and ordinance • Improve the Penn Avenue underpass improvements were suggested, • Stabilize vacant buildings including investigating the • Consider liquor licenses provision of limited liquor • Renovate the Penn Lincoln licenses for specialized • Develop architectural design standards businesses, developing • Selectively demolish buildings and reuse vacant lots architectural design standards, • Create green renovation jobs upgrading zoning and land • Facilitate façade improvements development ordinances, and • Investigate Transit Oriented Development conducting a traffic study to improve vehicular circulation.
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TABLE 1 – CONSENSUS PLAN: PROGRAM, PHASING, AND COSTS
PROGRAM ELEMENT PHASE 1 PHASE 2 PHASE 3 TOTAL
Enhanced streetscape $1,500,000 $1,000,000 $2,500,000 Renovate train station $3,000,000 $3,000,000 Penn Avenue underpass $200,000 $10,000,000 $10,200,000 Building stabilization $300,000 $300,000 Liquor licenses* * $0 Penn Lincoln renovation $3,000,000 $3,000,000 Architectural design standards* * $0 Vacant lot temporary reuse $500,000 $1,000,000 $1,500,000 Façade & interior renovations $2,000,000 $3,000,000 $5,000,000 $10,000,000 Job training for green redevelopment* * * $0 Public art strategy* * $0 Traffic circulation study * $0 Public open space near train station $500,000 $500,000 Transit‐Oriented Development* * $0 New office building $5,000,000 $5,000,000 *Guidelines, feasibility studies $700,000 $300,000 $1,000,000 Total $8,200,000 $8,800,000 $20,000,000 $37,000,000
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MAP 2 – BUSINESS DISTRICT CONSENSUS PLAN
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FIGURE 1 – CONSENSUS PLAN IMAGE
SOURCE: BURT HILL, 2009
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FIGURE 2 – CONSENSUS PLAN IMAGE
SOURCE: BURT HILL, 2009
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FIGURE 3 – CONSENSUS PLAN CONCEPT – SAVE‐A‐LOT PARKING LOT RENOVATION
Source: Burt Hill 2009
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FIGURE 4 – CONSENSUS PLAN CONCEPT – PENN AVENUE
Source: Burt Hill 2009
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FIGURE 5 – CONSENSUS PLAN CONCEPT – RENOVATED SPERLING BUILDING
Source: Burt Hill 2009
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FIGURE 6 – CONSENSUS PLAN CONCEPT – RENOVATED TRAIN STATION
Source: Burt Hill 2009
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GOALS, CRITICAL SUCCESS FACTORS, AND ACTIONS With input from the steering committee, the consultant team identified seven overall goals for revitalizing the Business District. These goals support the vision for the Business District. The critical success factors and action steps needed to achieve these goals are described in detail on the following pages. The goals and success factors overlap and reinforce others within this Business District Revitalization Plan, as well as those described in the comprehensive plan. However, each goal stresses a critical subject area as noted below. While these goals, critical success factors, and actions are stand‐alone, many of the subject areas, such as housing, are developed in greater detail in the Comprehensive Plan.
GOAL SUBJECT AREAS Goal 1: Aesthetics Goal 2: Economic vitality Goal 3: Marketing Goal 4: Sustainability Goal 5: Access and circulation Goal 6: Housing Goal 7: Process
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GOAL 1: AESTHETICS THE WILKINSBURG BUSINESS DISTRICT WILL BE A TRADITIONAL, HISTORIC, ATTRACTIVE, AND WALKABLE MAIN STREET COMMERCIAL CENTER. THE FOLLOWING SUCCESS FACTORS MUST BE IN PLACE TO MEET THIS GOAL: We must have… We must be… • A focus area for revitalization around Penn Avenue, • Attractive and convenient for residents, workers, Wood Street, and the Busway. commuters, and shoppers. • Storefronts that are appealing and engage • Responsible to property owners who maintain their pedestrians. property value. • Renovated historic buildings. • Pedestrian, bike, automobile, and transit friendly. • New buildings of compatible heights, setback, and • Rid of blighted properties. materials. • Stabilized vacant buildings. • An attractive streetscape with pedestrian amenities. • Direct pedestrian connections between the Business District, the Busway, and the neighborhoods. • Increased and improved public open space for gatherings and events. • Public art and public spaces that add to the character of the community. • Entry features welcoming visitors to the Business District. • Signage that is attractive, informative, and coordinated.
RESPONSIBILITY
TO ACHIEVE THESE SUCCESS FACTORS, WE WILL… Action 1A Prioritize improvements and target reinvestments Borough & WCDC (Wilkinsburg Community and redevelopment consistent with the Business Development Corporation) District Revitalization Plan. Action 1B Aggressively enforce the building code and property Borough maintenance code within the Business District.
Action 1C Facilitate façade improvements through grant WCDC applications, coordination, and support. Action 1D Maintain an inventory and create a database of WCDC & PHLF (Pittsburgh History & Landmarks visual, architectural, and aesthetic significance of Foundation) buildings. Action 1E Implement architectural design guidelines developed WCDC by the WCDC through distribution and support.
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RESPONSIBILITY
TO ACHIEVE THESE SUCCESS FACTORS, WE WILL… Action 1F Upgrade zoning, subdivision and land Borough development, and signage ordinances to achieve desirable building heights, setbacks, and uses. Action 1G Pursue funding for streetscape design and cost Borough estimating and develop and implement a capital improvements program. Action 1H Clean, maintain, and expand decorative historic Borough streetlights and remove duplicative high‐level lights. Action 1I Design and implement a program to acquire key Borough in partnership with appropriate vacant, deteriorated, and/or tax‐delinquent authority, etc. properties for redevelopment. Action 1J Design and implement a program to stabilize Borough in partnership with appropriate vacant significant buildings. authority, etc. Action 1K Provide short‐term cosmetic upgrades and longer‐ Borough, owner, PennDOT, etc. term replacement and widening to the Penn Avenue Busway/rail underpass. Action 1L Develop features at major entries to the Business WCDC District at Penn and the Busway, Penn and Swissvale, on Wood Street, and at other major portals. Action 1M Institute a public art program focused on Public Art Board streetscape elements such as the Busway/rail underpass, streets, and open space improvements. Action 1N Pursue reinstitution of a bus stop at the train Borough & Port Authority of Allegheny County station. Action 1O Renovate and reuse the train station for public and Allegheny County, Borough private use associated with the Busway; create a public open space around the train station. Action 1P Open pedestrian underpasses at the train station Borough and Franklin Avenue. Action 1Q Support the renovation of the Penn Lincoln. PHLF
Action 1R Investigate potential of moving overhead wires to Borough alleys. Action 1S Investigate existence, opportunities presented by Borough existing technology infrastructure.
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GOAL 2: ECONOMIC VITALITY THE WILKINSBURG BUSINESS DISTRICT WILL BE PROSPEROUS AND ECONOMICALLY SUSTAINABLE. THE FOLLOWING SUCCESS FACTORS MUST BE IN PLACE TO MEET THIS GOAL: We must have… We must be… • A range of businesses that provide goods, services, and • Supportive of existing businesses and attractive to new restaurants that target all markets: residents, workers, businesses. commuters, and specialty. • Shoppers, customers, and clients of businesses and • Code‐compliant space available for retail, office, and services in the District. residential use. • Affordable. • Businesses that are locally owned and that reinvest in the community. • Businesses that create jobs for local residents and add to the tax base. • Ongoing communications with existing businesses to facilitate retention and growth. • Clean, maintained, litter‐free streets, sidewalks, parks, and public spaces. RESPONSIBILITY TO ACHIEVE THESE SUCCESS FACTORS, WE WILL… Action 2A Establish a Main Street program and hire a manager to market, target and WCDC recruit key businesses, and schedule activities and events. Action 2B Maintain a real estate database of retail, commercial, and residential space by WCDC location, condition, ownership, jobs, units, and occupancy to facilitate marketing and redevelopment efforts. Action 2C Work with building owners to make space code‐compliant to respond to Borough & WCDC specific market demand. Action 2D Build on the success of the farmers’ market by engaging other businesses, WCDC & business owners expanding relationships with local urban agriculture, and increasing market capture of commuters. Action 2E Maintain a comprehensive list of groups and projects in the Business District. WCDC & Chamber of Commerce Action 2F Market redevelopment opportunities and provide incentives for developers WCDC and investors to reclaim existing space. Action 2G Have an active business retention/expansion program and communicate WCDC & Chamber of regularly with the Chamber of Commerce, major businesses, and property Commerce owners. Action 2H Pursue the opportunity to provide liquor licenses for a limited number of Borough & State specialized commercial establishments. Action 2I Get involved with the Workforce Investment Board, Career Link, and partner WCDC with the School District and other educational providers to create new jobs in the Business District and train residents for them. Action 2J Work with private lenders to create incentives for locally owned businesses. WCDC Action 2K Work to clear titles to make properties more attractive for private Borough, School District, & redevelopment. Allegheny County Action 2L Target a cluster of tax‐delinquent, vacant, blighted properties that are not WCDC & appropriate historically significant to aggregate into a shovel‐ready redevelopment parcel. authority Action 2M Pursue development of a new spec office building. WCDC & appropriate authority Action 2N Coordinate with the efforts of community‐based and non‐profit organizations WCDC and facilities to expand and connect with activities in the Business District. Action 2O Work to bring urban pioneers, artists, entrepreneurs, and urban gardeners WCDC into the eastern areas of the District. Action 2P Identify niche markets and reach out to related businesses, organizations, and WCDC institutions to identify and pursue opportunities.
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GOAL 3: MARKETING THE WILKINSBURG BUSINESS DISTRICT IS FRIENDLY, SAFE, AND ATTRACTS RESIDENTS, WORKERS, COMMUTERS, AND SHOPPERS FROM A REGIONAL MARKET. THE FOLLOWING SUCCESS FACTORS MUST BE IN PLACE TO MEET THIS GOAL: We must have… We must be… • A clearly defined image. • Convenient, accessible and inviting. • A marketing and communications strategy. • Regionally known for our market niche. • Positive media coverage. • Proud promoters of our Business District. • An attractive Business District. • Engaged in promoting a sense of safety. • Regular, aggressive cleanup activities. • Perceived as safe by outsiders. • Low crime rates. • Fun and energized. RESPONSIBILITY TO ACHIEVE THESE SUCCESS FACTORS, WE WILL… Action 3A Complete a branding effort and marketing program. WCDC & Chamber of Commerce Action 3B Appoint a media officer and promote positive media attention through high‐ Borough & WCDC visibility activities, press releases, articles, public service announcements, etc. Action 3C Create an e‐mail list and keep members apprised of good news, Web site WCDC & Chamber of postings, and volunteer opportunities. Commerce Action 3D Begin an urban pioneer blog to reach potential residents and business start‐ Invested Urban Pioneer ups regionally and nationally. Action 3E Improve the physical appearance of the Business District through code All interested owners, enforcement, streetscape improvements, renovation, and redevelopment. residents, etc. Action 3F Hold an annual public, large‐scale clean‐up within the Business District; WCDC maintain cleanliness through regular street sweeping, litter removal, and sidewalk cleaning. Action 3G Target a critical mass and mix of businesses, programs, and hours of WCDC operation that bring day life and nightlife to the Business District. Action 3H Provide adequate law enforcement and increase business owner awareness Borough & business owners of crime prevention opportunities; consider creation of a Business District crime watch.
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GOAL 4: SUSTAINABILITY THE WILKINSBURG BUSINESS DISTRICT WILL BE ENVIRONMENTALLY SUSTAINABLE AND PROMOTE GREEN DEVELOPMENT PRACTICES. THE FOLLOWING SUCCESS FACTORS MUST BE IN PLACE TO MEET THIS GOAL: We must have… We must be… • Redevelopment, infill development, and reuse of • A sustainable community led by sustainable municipal existing buildings and facilities. practices. • Dense development around the transit station in a TOD. • A walkable and bike‐friendly community. • A mix of land uses including residential, retail, • Water and energy efficient. commercial, institutional, and light industrial. • Convenient and attractive pedestrian, bike, and transit facilities. • Sustainable building and site development practices. • More open space, street trees, and landscaping. RESPONSIBILITY
TO ACHIEVE THESE SUCCESS FACTORS, WE WILL… Action 4A Adopt a “fix it first” policy promoting renovation and redevelopment. Borough & business owners Action 4B Upgrade zoning and subdivision and land development ordinances to allow Borough and encourage high density and a rich mix of land uses. Action 4C Pursue a TOD near the Wilkinsburg Busway station. Borough & WCDC Action 4D Incentivize development and renovation to meet LEED standards for Borough building and neighborhood development. Action 4E Identify and promote programs for development with water‐ and energy‐ Borough efficient fixtures, recycled materials, and energy production. Action 4F Renovate the Business District streetscape as a model of urban Borough & WCDC sustainability with best practices for materials reuse, energy efficiency, stormwater management, and vegetative cover. Action 4G Integrate bioswales, rain gardens, and pervious pavement into municipal Borough & WCDC parking lots as grants are available and development occurs over time. Action 4H Create a highly visible demonstration project to encourage reuse of vacant Borough & WCDC lots with urban agriculture, plant nurseries, or rain gardens. Harvest rainwater for plant irrigation. Action 4I Promote biodiverse, native, and drought‐tolerant vegetative cover through Shade Tree Commission street trees, green roofs, bioswales, rain gardens, and additional open space. Action 4J Engage Sustainable Pittsburgh to perform a Sustainability Assessment for Borough the municipality and implement its recommendations. Action 4K Provide trash receptacles for recycling. Borough Action 4L Replace street and traffic signal bulbs and luminaries with LED technology Borough to reduce energy consumption. Action 4M Continue to support and expand the farmers’ market and enhance it with Borough locally grown food.
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GOAL 5: ACCESS AND CIRCULATION VEHICULAR, PEDESTRIAN AND BICYCLE CIRCULATION TO AND AROUND THE WILKINSBURG BUSINESS DISTRICT WILL BE EFFICIENT, AND PARKING WILL BE ADEQUATE.
THE FOLLOWING SUCCESS FACTORS MUST BE IN PLACE TO MEET THIS GOAL: We must have… We must be… • Attractive, convenient, and safe pedestrian, bicycle and • Pedestrian, vehicle, and bicycle friendly. vehicular circulation systems, including connections • Convenient for commuters to stop and shop. through the Busway. • Good signage for Business District circulation and parking. • Convenient pedestrian access to the Busway. • Bicycle routes and racks. • A logical and efficient road network. • Sufficient parking dispersed throughout the Business District. • Overflow parking for commuters accessing the Busway. RESPONSIBILITY
TO ACHIEVE THESE SUCCESS FACTORS, WE WILL… Action 5A Consider the comfort, ease and safety of pedestrian circulation to be of equal Borough importance to vehicular circulation. Action 5B Develop a pedestrian and bike trail plan that creates a local trail system to link Borough parks, employment centers, transit facilities, and adjacent municipalities. Action 5C Provide convenient and well‐lighted pedestrian walkways through parking lots Borough and to the transit station. Action 5D Provide a pedestrian link between the Wilkinsburg Station to neighborhoods to Borough & Port Authority the east. Action 5E Meet with the Port Authority to explore the opening of the train station as an Borough & Port Authority additional stop. Action 5F Open pedestrian underpasses at the train station and Franklin Avenue. Borough & State Action 5G Commission a traffic study to examine vehicular circulation, signalization, and Borough pedestrian‐safety improvements. Action 5H Improve ease of cars entering, circulating, and leaving municipal parking lots. Borough Action 5I Develop a holistic parking strategy for employees, commuters, and shoppers Borough including off‐ and on‐street locations, number of parking spaces, and cost structure. Action 5J Establish a Transit Revitalization Investment District / TOD implementation Borough committee to focus on transit issues in the Borough. Action 5K Conduct a Transit Revitalization Investment District study to determine the Borough feasibility and location of a TOD and potential for commuter overflow parking.
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GOAL 6: HOUSING THE WILKINSBURG BUSINESS DISTRICT WILL HAVE ABUNDANT, ATTRACTIVE CODE COMPLIANT HOUSING.
THE FOLLOWING SUCCESS FACTORS MUST BE IN PLACE TO MEET THIS GOAL: We must have… We must be… • A range of housing sizes and prices for different • An alternative to suburban and higher‐priced housing markets: affordable, market rate, upscale, and senior. options. • Convenient and adequate amenities, goods, services and jobs to support residents. • TOD including medium to high‐density housing. • Housing on upper floors of commercial buildings. RESPONSIBILITY
TO ACHIEVE THESE SUCCESS FACTORS, WE WILL… Action 6A Make housing a key component of any TOD. Borough Action 6B Update the zoning code to allow for mixed residential use and density. Borough Action 6C Apply for the Elm Street program. Borough & WCDC Action 6D Work with Action Housing, Pittsburgh Partnership for Neighborhood Borough Development (PPND), and Allegheny County on housing funding and improvement programs.
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GOAL 7: PROCESS WILKINSBURG WILL HAVE THE ADMINISTRATIVE STRUCTURE AND HUMAN AND FINANCIAL RESOURCES TO IMPLEMENT THE BUSINESS DISTRICT REVITALIZATION PLAN.
THE FOLLOWING SUCCESS FACTORS MUST BE IN PLACE TO MEET THIS GOAL: We must have… We must be… • A plan with clear priorities. • Rigorous in implementing, updating, and being consistent • A process and structure for efficient decision making. with the Business District Revitalization Plan. • Partners and close relationships with funding agencies. • Staff dedicated to the Business District. RESPONSIBILITY
TO ACHIEVE THESE SUCCESS FACTORS, WE WILL… Action 7A Adopt the Business District Revitalization Plan, identify group Borough & WCDC responsible for implementation, and have a yearly review to review successes, identify priorities, and reconsider ineffective strategies. Action 7B Identify roles, responsibilities, interaction, and process for groups Borough, Chamber of involved in Business District revitalization efforts, including elected Commerce, WCDC, & officials, staff, Planning Commission, WCDC, and the redevelopment appropriate authorities authority and have a development process that is predictable, fair, and cost‐effective. Action 7C Meet regularly with the State, County, Port Authority, and Borough & WCDC foundations to review status and opportunities for grants and programs. Action 7D Continue to partner with universities to advance studies, pilot Borough & WCDC programs, and demonstration projects. Action 7E Hire an Executive Director for the WCDC and a Main Street Manager; Borough & WCDC provide a single point of contact for Business District activities. Action 7F Develop a capital improvements program for streetscape Borough & WCDC improvements, building stabilization, property acquisition, and demolition. Action 7G Research, coordinate, and apply for various government and private Borough & WCDC grants.
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KEY ACTION ITEMS & STRATEGIES Many action items are identified in the preceding section, but several emerge as being the most immediate for success in the Business District.
1. Initiate a major clean‐up and maintenance effort followed by regular street sweeping, litter removal, and sidewalk cleaning.
2. Renovate, stabilize, or demolish blighted buildings; hold property owners accountable for paying taxes and complying with building and maintenance codes.
3. Initiate the Main Street Program and hire a Main Street Manager and WCDC Executive Director.
4. Promote a major, visible project on Penn Avenue, such as renovation of the Penn Lincoln.
5. Engage in a marketing and media relations effort to rebrand the Wilkinsburg Business District as a safe, “the next big thing”, and a desirable place to own a business and shop.
ADMINISTRATION AND ANNUAL UPDATE Wilkinsburg has many committed residents, business and property owners, elected officials, and stakeholders, as well as numerous nonresident groups wishing to make positive contributions to the Borough. It is critical that a streamlined system exists for developer inquiries, project evaluations, decision making, etc. A clear process and defined leadership structure is essential to effective implementation. A key element of this leadership structure is to identify a key point of contact for Business District revitalization efforts, and an obvious choice would be the Executive Director of the WCDC. In this capacity, the Executive Director would work closely with the Mayor, Borough Council, Planning Commission, Borough staff, the WCDC, the Chamber of Commerce, the County, and the State, and would be the liaison among all parties to help assure that effective communications result in positive action. To keep the Business District Revitalization Plan a relevant and useful document, it should be reviewed and updated annually. The annual review offers an opportunity to acknowledge successes, adjust priorities, and revise strategies that are not achieving the desired effect. Having a “living” plan will be useful in many respects. It will keep the community actively engaged in the Business District revitalization efforts. As the market and outside influences change and evolve over time, a current plan will provide a touchstone to give direction toward a clear vision. The County and State have stated that local plans are key factors when determining priorities for funding and grants. Finally, funders, developers, and business and property owners will be more likely to invest because of the confidence inspired by community buy‐in of an adopted plan.
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BACKGROUND AND Located adjacentPURPOSE to the eastern neighborhoods of the City of Pittsburgh, the Borough of Wilkinsburg (the Borough) is currently home to an estimated 18,000 residents. It is generally agreed by historians that the Borough was named in honor of William Wilkins, a noted county court judge and state senator in the early 1800s. At one point during the 1950s, the 2.2‐square‐ mile Wilkinsburg was the most densely populated borough in the country, with a population of around 37,000. Historians note that Wilkinsburg has always been economically linked with Pittsburgh, with many of its residents traveling to Pittsburgh to work. This holds true today as well, with over half of the Borough’s residents working in Pittsburgh, and only 3.4% working in the Borough. Another observation is that the Borough has been a transitional area made up of mostly middle‐ class to upper‐middle‐class families. As families became more prosperous, they moved to other areas. With the steel industry as one of the core economic drivers of the regional economy, the industry’s massive decline during the 1970s and 1980s contributed to a decline in population for many communities in the Pittsburgh area. As a result, Wilkinsburg has experienced a steady population decline, and over the years has lost nearly half its peak population. With neighborhoods and a business district built out to support a larger population, this decline has left the Borough with significant vacancies and blight, as well as a significant decline in its tax base. In late 2008, the Borough, funded by the Pennsylvania Department of Community and Economic Development, embarked on an innovative, year‐long planning initiative known as The Wilkinsburg Plan. Delta Development Group, Inc., headquartered in Mechanicsburg, Pennsylvania, was engaged by the Borough to lead the planning effort, in partnership with Burt Hill; John J. Clark & Associates; and Charles “Marty” Fleischer, Police Consultant. Delta’s Cranberry Township office managed the planning efforts under the direction of a project steering committee appointed by Borough Council. The initiative consists of three separate but interdependent components: (1) an Early Intervention Plan that evaluates the Borough’s financial health and operational stability and recommends strategies that will facilitate fiscal and operational stability in the future, (2) an update to the Borough’s Comprehensive Plan, as required by the Pennsylvania Municipalities Planning Code, and (3) a strategic revitalization plan for the Borough’s Business District.
WILKINSBURG, PENNSYLVANIA 27 BUSINESS DISTRICT REVITALIZATION PLAN The Comprehensive Plan is designed to provide a general blueprint for the Borough over the next 10 years to ensure that the physical infrastructure is in place to best serve the Borough’s residents and to maximize the potential tax base. The five core considerations in the Comprehensive Plan include (1) current and future land use, (2) housing, (3) the movement of people and goods, (4) community facilities and utilities, and (5) the protection of natural and historic resources. The Business District Revitalization Plan provides a more strategic plan for revitalizing the business district and providing amenities that will serve the needs of local residents and commuters. The Early Intervention Plan provides a blueprint for efficient delivery of services to Borough residents, and the financial resources to fund operations and needed capital improvements. This document is the Business District Revitalization Plan and includes specifics about the planning process and details about the plan. The Comprehensive Plan contains a generalized summary of this document as well as some of the background information.
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PVISIONINGUBLIC PARTICIPATION AND OUTREACH A clear community vision for the Wilkinsburg Business District, the basis for the Borough’s new Business District Revitalization Plan, has emerged from a planning process that engaged residents, business and property owners, officials, and stakeholders. Its strength comes from the fact that the vision embodies the values and aspirations of the community. As the guiding principle of the Business District, the vision should guide decisions, set priorities, and spur actions of both the public and private sectors, as the Borough works toward revitalization, growth, and economic stability. Because implementation of the Business District Revitalization Plan will take time, and elements of the plan will occur in small steps, the Consensus Plan is likely to adjust to changing conditions, markets, and attitudes. The vision will remain the constant touchstone for all future development actions of the Borough.
BUSINESS DISTRICT VISION STATEMENT
The Wilkinsburg Business District is an old‐style, main street commercial center, historic and walkable, that is prosperous, attractive, safe, and green, with convenient access and parking. Renovated buildings and new construction provide a mix of uses for the following: • The community – with goods, services, and housing • Commuters and workers – with convenience commercial • The region – with specialty retail
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COLLABORATION The development of the Business District Revitalization Plan was a collaborative process. Public participation was essential, early, and targeted; details of that outreach follow. Ongoing and direct oversight, advice, and input was provided by several committees. Three committees representing key stakeholder groups were appointed by the Borough Council: • The Comprehensive Plan Committee directed both the Comprehensive Plan and the Business District Revitalization Plan. • Committee members provided a valuable service by acting as the liaison with other important groups such as the Borough Council, Wilkinsburg Community Development Corporation (WCDC), Planning Commission, staff, the business and religious communities, and the general public. In this way, interactive communication was accomplished in an efficient manner. The progress of the Business District Revitalization Plan was directed by the Comprehensive Plan and Steering Committees throughout the life of this process.
DESIGN CHARRETTE
WHY A DESIGN CHARRETTE? In close conjunction with the committees, Borough, and the Pennsylvania Department of Conservation and Natural Resources, it was determined that a design charrette would be a fresh, dynamic, and engaging method of public outreach for the Wilkinsburg community. A design charrette is a collaborative planning process that harnesses the talents and energies of all interested parties to create and support a visionary but realistic plan.
With a one‐week duration, the charrette was designed to create excitement from the public and momentum for the planning process. Charrettes work by having the public engaged in a process of short feedback loops during which community input and ideas are integrated into the plan. After a series of public interaction events, the design charrette culminated in a draft consensus plan for the business district.
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THE DESIGN CHARRETTE WORKS THROUGH SHORT FEEDBACK LOOPS
CONCEPTS ALTERNATIVES REFINEMENT PLAN
PREPARATION To prepare for the design charrette, initial tasks such as existing information gathering, base mapping, database preparation, field reconnaissance, and market feasibility analysis were completed by the consultant team. Further, the tools and components needed to analyze information, build alternatives, and evaluate trade‐offs were developed. Additionally, six neighborhood meetings were held at various locations throughout the Borough to gather initial public input and to advertise the design charrette. Work products from these efforts are discussed in the following sections of this report.
ADVERTISEMENT The charrette was publicized in local newspapers, on the Borough’s Web site, and through e‐ mail blasts to community members. Flyers were posted in the Borough Building, local businesses, the library, and other key locations, in order to notify and engage interest from members of the community. A personal letter invitation from the Mayor was mailed to business and property owners and key stakeholders.
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SCHEDULE AND AGENDA In order to offer a broad opportunity for community participation, the design charrette consisted of numerous events: • Committee and stakeholder work sessions • Public workshops • Open house • Design team work sessions • Plan presentation
WILKINSBURG, PENNSYLVANIA 32 BUSINESS DISTRICT REVITALIZATION PLAN The charrette was held at Hosanna House during the week of May 15, 2009. The following diagram shows the charrette activities and schedule. On the afternoons of Monday, May 15, and Wednesday, May 17, committee and stakeholder work sessions were held with business owners, elected officials, and committee members. The content of these afternoon sessions was repeated on the evenings of the same days at public workshops. The intent of the afternoon sessions was to provide key stakeholders alternative times to participate in the day’s activities. The charrette design team remained on‐site on Tuesday and Thursday in work sessions that incorporated the findings from the previous day into the work products. Additionally, on Tuesday and Thursday, open houses were held. At the open house, the public could view the work products displayed in the gallery and talk informally with the charrette design team. On Friday, the preliminary Consensus Plan was presented to the public for comments and feedback. The design charrette schedule and agenda follow, and the complete materials are attached as exhibits to this document.
DESIGN CHARRETTE SCHEDULE
BUSINESS DISTRICT CHARRETTE MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY Open house and Charrette setup design team work ORNING
M session Open house and
design team work Stakeholder and Open house and Stakeholder and Open house and session ORKSHOPS committee work design team work committee work design team work W
FTERNOON session session session session A UBLIC
P Public Meeting #1: Public meeting #2: Public Meeting #3:
VENING Workshop Workshop Plan Presentation E
DESIGN CHARRETTE AGENDA
MONDAY TUESDAY WEDNESDAY
Public Meeting #1: Public Meeting #2: Public Meeting #3: Workshop Workshop Plan Presentation
‐ Introductions ‐ Monday review and ‐ Draft Business District ‐ The Wilkinsburg Plan updates Consensus Plan ‐ The Business District ‐ Land Use budget ‐ Public comment Charrette ‐ Costs and priorities ‐ Initial public input ‐ Alternative site programs ‐ Goals and performance ‐ Alternative site concepts measures and enhancements ‐ Findings to date ‐ Preliminary plan ‐ Wednesday preview integration
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STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS Public input findings were built on previous, recently prepared Wilkinsburg studies and plans. These materials were summarized and presented for comment at a number of public participation events. The following Strengths, Weaknesses, Opportunities, and Threats section summarizes the previous studies and current opinions of the public.
STRENGTHS
• Historic buildings • Walkable • Penn avenue connections to the Busway, parkway, and Pittsburgh • Centralized business core with surrounding residential neighborhoods • On‐street and off‐street parking • Varying commercial and residential opportunities throughout the District • Supportive healthcare facilities • Diversity of businesses and owners • Open‐air farmers market
• Committed residents and business owners • Wood Street as a complement to Penn Avenue
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WEAKNESSES AND THREATS
• Minimal job training • Negative publicity and media coverage • Not a destination neighborhood • Lack of code‐compliant space and code enforcement • Vacant, abandoned, and blighted buildings • Busway is a physical, social, and psychological barrier • No awareness of existing businesses • Surrounding neighborhoods do not identify Penn Avenue as their Main Street • Litter • High taxes make the Business District uncompetitive • Competition from proposed Wal‐Mart and Lowe’s • Existing parklet is “a dump” • Crime and perception of crime • Tax delinquency • No movie theaters or local attractions • Business turnover • Traffic • Lack of parks, open space, and street trees • Inadequate type and number of stores • Negative perception of “ourselves as residents”
OPPORTUNITIES
• Penn Avenue area reinvigorated as a premier Main Street • Replace “absent” local businesses • Numerous grant opportunities • Busway park‐and‐ride/future transit center • Integrate public art into redevelopment • East Liberty, East Side, And Children’s Hospital momentum • Renovation of historic buildings • Educational campus • Promotion through publicity campaign • Available storefronts for a richer mix of goods and services • Wilkinsburg Community Development Corporation • Transformation into a major destination • Greening through additional street trees, parks, and open space • Vacant properties’ redevelopment potential • Grow smart and sustainable • Niche market development • Develop positive aspects of “small town” and “urban center”
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SURVEY The public was surveyed throughout the public participation process to gauge opinions about conditions in the Business District with regard to the streetscape, housing, provision of goods and services, and redevelopment. The following sections summarize the results of the survey; full questionnaires are provided as exhibits.
STREETSCAPE The most important physical improvement desired in the streetscape is storefront improvements. General beautification and improved safety and lighting were the next in priority. To the surveyed public, the least important improvements were street trees, landscaping, parks, open space, and parking.
FIGURE 7 – PUBLIC OPINION ‐ STREETSCAPE IMPROVEMENTS
Desired Streetscape Improvements
General Beautification
More Parks and Open Space
Store Front Improvements
1st More Street Trees and Landscaping 2nd Improved Safety 3rd
Improved Parking
Improved Lighting
0 1020304050
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REDEVELOPMENT The public was asked to vote for the statement that most accurately reflects their opinion about redevelopment in the Business District: maintain and renovate old or historic structures, balance renovation and new construction, or emphasize demolition of old buildings and construct new buildings. Overwhelmingly, the public felt that a mix of renovation and new buildings best suited their vision for a revitalized Business District.
FIGURE 8 – REDEVELOPMENT FOCUS
Desired Redevelopment Focus 45 40 35 30 25 20 15 10 5 0 Maintain & Renovate Old Mix of Renovation & New Emphasize Demolition & or Historic Structures Construction New Construction
HOUSING Housing exists on the upper floors of many buildings in the Business District, and much of it is not up to code. The public was surveyed to determine if housing was important in a revitalization plan. The results were clear, as 89% of responses supported the importance of some type of housing in the Business District. This is good news; housing is generally accepted as critical to successful business districts and mixed‐use developments. Regarding the types of housing considered important in the Business District, affordable housing was the clear preference, followed sequentially by market rate, senior, and upscale housing.
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FIGURE 9 – PUBLIC OPINION – OVERALL IMPORTANCE OF HOUSING TYPES IN THE BUSINESS DISTRICT
Overall Importance of Housing Types
Not Important 11%
Extremely Important 50%
Somewhat Important 39%
FIGURE 10 – PUBLIC OPINION ‐ TYPES OF HOUSING BY IMPORTANCE IN THE BUSINESS DISTRICT
Types of Housing
50
40
30
20
10
0
‐10
‐20 Affordable Market Rate Senior Upscale
Not Important Somewhat Important Extremely Important
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GOODS AND SERVICES
FIGURE 11 – GOODS AND SERVICES SOUGHT IN BUSINESS DISTRICT
Goods and Services Sought in Business District
Bakery Coffee Shop Home Improvement Grocery Store Liquor Store Clothing, Shoes, Jewelry Dollar Store Library Convenience Store Would Use Restaurant Currenty Use Furniture Post Office Gas Station Drugstore Doctor/Medical Human Services Hair & Nail Salon
0 1020304050 Number of Responses
In the survey, the public was asked to provide input about goods and services. The red bars indicate that respondents agreed with this statement: “I currently come to the Business District for these goods and services.” The blue bars represent agreement with this statement: “I would come to the Business District for these goods and services if they were available, improved, or expanded.” Most respondents currently come to the Business District and visit the post office, drugstore, gas station, library, and convenience stores. The results of the survey indicate that respondents would patronize, if available, new or improved goods and services including a bakery, coffee shop, home improvement store, and grocery store. (At the time of this survey, the Save‐A‐Lot grocery store was in existence for a year or more. The response seems to indicate that an expanded or improved grocery store is desired.)
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FTINDINGSHE STUDY AREA The Study Area was based on the traditional Main Street Business District as it exists today and was defined by the WCDC. The Study Area generally includes Penn Avenue from Bruston Avenue to Montier Street, Wood Street from Wallace Avenue to Rebecca Avenue, and several blocks of Hay Street and Center Avenue.
• 220 parcels • 70 acres • 11 blocks of Penn;
18 blocks total • 1 mile in length along Penn Avenue
• 2,280,000 SF of building • 1,800 parking spaces
PROPERTY DATABASE A master property database was compiled for the Data in Property Database Business District parcels by combining information • Map lot and block from six sources including the Allegheny County • Business name Property Assessment, the Community Technical • Street number Assistance Center, Glenn Engineering, the WCDC, and • Street name the Steering and Comprehensive Plan Committees, • Owner along with primary research and data collection. The • County land use code master property database is attached to this report, • County land use description along with property images. All information regarding • General land use land use, building occupancy, and condition used in • Ground floor land use the following maps, charts, and graphs was derived • Upper floor land use from the property database. • # residential units • # commercial units
• Base year value • Sale date • Sale price • Business occupancy • Off‐street business parking • Public parking lot • Building condition • Historical importance • Year built • Demolition priority WILKINSBURG, PENNSYLVANIA 41 BUSINESS DISTRICT REVITALIZATION PLAN
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SLANDTUDY USEAREA ANDO OVERVIEWCCUPANCY Map 1 provides an overview of land use and occupancy in the Business District. Vacancy at the ground floor is indicated with a diagonal hatch overlay. Vacancies are highest in commercial and mixed‐use parcels on the eastern blocks of Penn Avenue and the southern blocks of Wood Street. While this map provides a broad overview, detailed analysis of specific land uses is discussed in the “Land Use Zones and Parking” section of this plan. • The predominant land use is commercial, shown in red and includes retail, office, utility, and manufacturing. • Mixed use, typically commercial on the ground floor and residential or warehousing on the upper floors, is shown in pink. • Institutional uses, including government and religion, are indicated in dark blue, while medical use is indicated in light blue. • Parking lots are shaded light gray. • Parks and open lots are shown in green.
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MAP 3 – LAND USE AND OCCUPANCY
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BUILDING CONDITION AND OCCUPANCY Building condition is indicated by a range of colors from green (best condition) to red (worst condition). Parcels without buildings, primarily parking lots, default to green. Vacancies generally correlate with building condition. The buildings in the best condition are fully occupied, and buildings in the worst condition have higher vacancy rates. • Map 4 shows that properties west of the Busway are in the best condition. • Building conditions are mixed in the area around Penn Avenue, Hay Street, and Wood Street. • Building conditions are the worst in the eastern portion of the Wilkinsburg Business District.
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MAP 4 – BUILDING CONDITION AND OCCUPANCY
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LAND USE ZONE ANALYSIS The previous sections considered the Business District at two extremes: on an individual parcel basis through the property database, and in total in the Study Area overview. However, for a more detailed analysis, the parcel basis is too fine a grain and the Study Area overall is too broad. For purposes of this study, the consultant team took a middle‐ground approach to the analysis by dividing the Business District into zones. Analysis at a zone level keeps the data from becoming too detailed and aggregates information so that any discrepancies at a parcel should not be significant. With the help of the WCDC, the Business District was categorized into five zones: • West Zone • North Central Zone • South Central Zone • East Central Zone • East Zone Map 5 shows zone boundaries followed by descriptions of each zone.
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MAP 5 – LAND USE ZONES
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BUSINESS DISTRICT REVITALIZATION PLAN
WEST ZONE The West Zone, bordered by Pittsburgh and the Busway, is distinctly different than other zones in the Business District. It has a suburban feel, with large parcels, deep setbacks, and off‐street parking. Many of the businesses are newer, some are chains, and all are occupied. This area is more like Penn Avenue to the immediate west, which is in Pittsburgh.
Table 2 shows the detail of building use by the ground and upper floors. This differentiation was made because more accurate data was available for land use and occupancy on the ground floor. Consequently, figure 6 illustrates the use and occupancy of the ground floor. Table 3 shows an overview of total parking by location: on business lots, along the street, or in a municipally owned parking lot. A ratio of building space to available parking is shown, which is a standard measure to determine adequacy of total parking. The West Zone has a significant amount of building space, all of which is occupied. The dominant land use is medical, which accounts for 71% of the ground floor space due to the hospital, medical office, and nursing facility. Most of the parking in this zone is off‐street and provided on the businesses’ lots. The ratio of ground floor building to parking is 300 square feet to each parking space. This is a typical ratio for off‐street parking and seems to indicate a balance between built space and parking.
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BUSINESS DISTRICT REVITALIZATION PLAN
TABLE 2 – WEST ZONE BUILDING USE, SQUARE FOOTAGE AND OCCUPANCY
GROUND FLOOR UPPER BUILDING USE TOTAL OCCUPIED VACANT TOTAL FLOOR Retail 26,000 0 26,000 0 26,000 Office 0 0 0 0 0 Manufacturing/Warehouse 35,000 0 35,000 0 35,000 Utility 5,000 0 5,000 0 5,000 Institutional 0 0 0 0 0 Medical 163,000 0 163,000 510,000 673,000 Residential 0 0 0 0 0 Grand Total 229,000 0 229,000 510,000 739,000
FIGURE 12 – WEST ZONE GROUND FLOOR USE AND OCCUPANCY
West Zone Ground Floor Use and Occupancy
200,000
160,000 Footage
120,000
80,000 Square
40,000
0 Building
Occupied Vacant
TABLE 3 – WEST ZONE PARKING ANALYSIS
WEST ZONE PARKING ANALYSIS Off‐street business parking 688 Public parking lot 0 On‐street parking 24 Total parking 712 Ground floor non‐residential square footage / parking space 300 Total non‐residential square footage / parking space 1,000
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BUSINESS DISTRICT REVITALIZATION PLAN
NORTH CENTRAL ZONE The North Central Zone is east of the Busway and begins the more historic and urban portion of the Business District. While there are some newer one‐story structures with on‐lot parking, most of the buildings are older, multistory, and generally located adjacent to the street. Stone and brick are the predominant materials, with numerous windows and traditional decorative elements.
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BUSINESS DISTRICT REVITALIZATION PLAN In the North Central Zone, retail is the predominant ground floor use, accounting for over 60% of the space. The overall ground floor vacancy rate in the North Central Zone is 14%, and the retail ground floor vacancy rate is 25%. Parking spaces are provided at a rate of about one space for every 500 square feet of ground floor space. The number of parking spaces is lower than that found in suburban or strip commercial. However, given the urban nature of the zone, the parking and commercial space seems in balance.
TABLE 4 – NORTH CENTRAL ZONE BUILDING USE, SQUARE FOOTAGE AND OCCUPANCY
GROUND FLOOR UPPER BUILDING USE TOTAL OCCUPIED VACANT TOTAL FLOORS
Retail 126,000 32,000 158,000 70,000 228,000 Office 14,000 0 14,000 66,000 80,000 Manufacturing/Warehouse 33,000 0 33,000 13,000 46,000 Utility 14,000 0 14,000 29,000 43,000 Institutional 19,000 5,000 24,000 36,000 60,000 Medical 13,000 0 13,000 9,000 22,000 Residential 6,000 0 6,000 106,000 112,000 Grand Total 225,000 37,000 262,000 329,000 591,000
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BUSINESS DISTRICT REVITALIZATION PLAN
FIGURE 13 – NORTH CENTRAL ZONE GROUND FLOOR USE AND OCCUPANCY
North Central Zone Ground Floor Use and Occupancy
200,000 160,000 Footage
120,000 Square 80,000 40,000
Building 0
Occupied Vacant
TABLE 5 – NORTH CENTRAL ZONE PARKING ANALYSIS
NORTH CENTRAL ZONE PARKING ANALYSIS
Off‐street business parking 171 Public parking lot 234 On‐street parking 112 Total parking 517 Ground floor nonresidential square footage/parking space 500 Total nonresidential square footage/parking space 900
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BUSINESS DISTRICT REVITALIZATION PLAN
SOUTH CENTRAL ZONE The South Central Zone is the historic center of the Business District and contains the Borough Building, the train station, and most of the historically significant structures.
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BUSINESS DISTRICT REVITALIZATION PLAN In the South Central Zone, retail is again the dominant use, but institutional uses are also significant, accounting for 36% and 28%, respectively, of the ground floor spaces. Overall ground floor vacancy is 13%, similar to the North Central Zone. The retail land use shows the highest vacancy rate, at 23%. Again, similar to the North Central Zone, parking spaces are provided at a rate of about one space for every 500 square feet of ground floor space.
TABLE 6 – SOUTH CENTRAL ZONE BUILDING USE, SQUARE FOOTAGE AND OCCUPANCY
GROUND FLOOR UPPER TOTAL BUILDING USE FLOORS OCCUPIED VACANT TOTAL
Retail 47,000 14,000 61,000 1,000 62,000 Office 34,000 4,000 38,000 19,000 57,000 Manufacturing/Warehouse 10,000 0 10,000 8,000 18,000 Utility 0 0 0 0 0 Institutional 47,000 0 47,000 87,000 134,000 Medical 0 3,000 3,000 3,000 6,000 Residential 9,000 1,000 10,000 189,000 199,000 Total 147,000 22,000 169,000 307,000 476,000
FIGURE 14 – SOUTH CENTRAL ZONE GROUND FLOOR USE AND OCCUPANCY
South Central Zone Ground Floor Use and Occupancy
70,000 60,000 50,000 Footage
40,000 Square 30,000 20,000
Building 10,000 0
Occupied Vacant
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BUSINESS DISTRICT REVITALIZATION PLAN
TABLE 7 – SOUTH CENTRAL ZONE PARKING ANALYSIS
SOUTH CENTRAL ZONE PARKING ANALYSIS
Off‐street business parking 61 Public parking lot 235 On‐street parking 48 Total parking 344 Ground floor nonresidential square footage/parking space 500 Total nonresidential square footage/parking space 800
EAST CENTRAL ZONE AND EAST ZONE The East Central and East Zones have predominantly older‐style buildings, which are generally smaller and located on smaller lots. The buildings are at the sidewalk edge, and with very few exceptions, there is no off‐street parking. These zones have significant vacancy and contain many deteriorated structures.
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BUSINESS DISTRICT REVITALIZATION PLAN
EAST CENTRAL ZONE In the East Central Zone, retail is again the predominant ground floor use. The overall ground floor vacancy rate in the East Central Zone is 48%, with ground floor retail vacancy at 53%. Parking spaces are provided at a rate of about one space for every 900 square feet of ground floor space. The number of parking spaces is low compared to the overall space, but given the high vacancy rate, the low number of parking spaces is not an issue at the current time.
TABLE 8 – EAST CENTRAL ZONE BUILDING USE, SQUARE FOOTAGE AND OCCUPANCY
ROUND LOOR G F UPPER BUILDING USE TOTAL OCCUPIED VACANT TOTAL FLOORS
Retail 55,000 63,000 118,000 9,000 127,000 Office 23,000 3,000 26,000 14,000 40,000 Manufacturing/Warehouse 0 6,000 6,000 26,000 32,000 Utility 0 0 0 0 0 Institutional 0 0 0 0 0 Medical 0 0 0 0 0 Residential 0 0 0 138,000 138,000 Total 78,000 72,000 150,000 187,000 337,000
FIGURE 15 – EAST CENTRAL ZONE GROUND FLOOR USE AND OCCUPANCY
East Central Zone Ground Floor Use and Occupancy
140,000 120,000
Footage 100,000
80,000 Square
60,000 40,000 20,000 Building 0
Occupied Vacant
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TABLE 9 – EAST CENTRAL ZONE PARKING ANALYSIS
EAST CENTRAL ZONE PARKING ANALYSIS
Off‐street business parking 54 Public parking lot 24 On‐street parking 80 Total parking 158 Ground floor nonresidential square footage/parking space 900 Total nonresidential square footage/parking space 1,300
EAST ZONE In the East Zone, retail is also the predominant ground floor use. The East Zone enjoys lower vacancy rates than the East Central Zone, due to the presence of some longstanding businesses. The overall ground floor vacancy rate in the East Zone is 22%, with ground floor retail vacancy at 40%. Parking spaces are provided at a rate of about one space for every 800 square feet of ground floor space, which is low compared to the overall space. Additional parking could benefit this zone.
TABLE 10 – EAST ZONE BUILDING USE, SQUARE FOOTAGE AND OCCUPANCY
ROUND LOOR G F UPPER BUILDING USE TOTAL OCCUPIED VACANT TOTAL FLOORS
Retail 37,000 15,000 52,000 2,000 54,000 Office 3,000 2,000 5,000 13,000 18,000 Manufacturing/Warehouse 7,000 0 7,000 5,000 12,000 Utility 5,000 0 5,000 5,000 10,000 Institutional 2,000 0 2,000 0 2,000 Medical 0 0 0 0 0 Residential 5,000 0 5,000 36,000 41,000 Total 59,000 17,000 76,000 61,000 137,000
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FIGURE 16 – EAST ZONE GROUND FLOOR USE AND OCCUPANCY
East Zone Ground Floor Use and Occupancy
60,000
50,000 Footage 40,000
30,000 Square
20,000
Building 10,000
0
Occupied Vacant
TABLE 11 – EAST ZONE PARKING ANALYSIS
EAST ZONE PARKING ANALYSIS
Off‐street business parking 39 Public parking lot 0 On‐street parking 52 Total parking 91 Ground floor nonresidential square footage/parking space 800 Total nonresidential square footage/parking space 1,100
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OPPORTUNITIES AND CONSTRAINTS Figure 17 summarizes the opportunities and constraints identified through the public participation and outreach, and the previous findings. Following the diagram from left to right, in the West Zone there is a sizable medical cluster. Moving east, the Busway forms a significant barrier between the western and eastern portions of the Business District. This is made worse by closed pedestrian underpasses and the deteriorated condition of the vehicular underpass at the Busway. The Wilkinsburg Station is not oriented toward the Business District and seems to serve primarily commuters from outside of the Borough. Coming out from the underpass, is the entry view and arrival into the historic portion of the Business District. Around the Municipal Building there is an institutional cluster of land uses. This area also includes a significant number of buildings identified to be historically significant. In the center of the Business District is a cluster of municipal parking lots and the new Save‐A‐ Lot grocery store. Circulation into and around these lots is awkward, and makes it difficult to capture Penn Avenue commuters. Moving east, several blocks have many deteriorated, vacant, and tax‐delinquent properties. This distressed area does not provide a positive image of the Business District to commuters coming from points east outside of the borough. A major advantage to the Business District is the adjacent residential neighborhoods. With its street grid and sidewalks, residents can relatively easily walk into the Business District.
FIGURE 17 – BUSINESS DISTRICT OPPORTUNITIES AND CONSTRAINTS
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CONTEXT & COMPETITION The Wilkinsburg Business District is part of a larger, interconnected commercial Waterfront Town Center 20 acres system. Map 6 indicates surrounding competition, and the list to the right Edgewood Towne Center 30 acres shows the Wilkinsburg Business District’s Southside Works 35 acres size relative to the competition. The East Liberty Business District 35 acres successful and large Waterfront Town Center, along with Edgewood Towne Wal‐Mart & Lowe’s 40 acres Center, Ardmore Plaza provides the Wilkinsburg Business District 70 acres newer, strip and lifestyle retail opportunities. East Liberty has a blend of Monroeville Mall 100 acres new development along with a historic main street. Finally, additional competition will be coming soon at Bakery Square, currently under construction, and Wal‐Mart and Lowe’s, which are in the advanced planning stages.
MAP 6 – BUSINESS DISTRICT REGIONAL CONTEXT
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BUSINESS Wilkinsburg’sDISTRICT MBusinessARKET DistrictASSESSMENT currently stretches for approximately six blocks along Penn Avenue, with some concentration of businesses along adjacent blocks as well. As shown in the Land Use Zone Analysis section of this report, many of the commercial buildings in the Business District, especially in the eastern portion, are vacant. In addition to a high vacancy rate, many of the buildings are also in poor condition and need significant renovation to be code‐compliant and attractive to potential tenants. The purpose of the market assessment is to understand the capacity of the market to support the Business District to ensure that as physical plans are developed to revitalize the Business District, its size will be consistent with market demand. We approached the assessment of market demand by gaining an understanding of the following: 1. The geographic market area for retail 2. The factors that make the Borough attractive or unattractive to potential consumers 3. Spending patterns of residents within the market area 4. The number of employees working in Wilkinsburg who live outside the Borough 5. The daily traffic passing through the Borough 6. The opportunity for office development (or redevelopment) within the Business District The following pages present a summary of our findings.
THE BUSINESS DISTRICT RETAIL MARKET The market area for the Wilkinsburg Business District is the geographic area from which the Business District can expect to draw the majority of its patrons. Based strictly on the location of the Borough in relation to surrounding commercial centers, we estimated a realistic market area to be an approximate three‐minute drive time from the center of the Business District, with some additional potential reach out to around a five‐minute drive time. To validate this assumption, we utilized a gravity model to calculate the probability that residents living within a 30‐mile radius of the Borough would drive to Wilkinsburg to shop based on (1) the concentration of retail currently in the existing within the Borough compared to the concentration of commercial centers surrounding the Borough, and (2) the distance from their residence to the Wilkinsburg Business District. The gravity model confirmed residents within a one‐minute drive time are the most likely patrons of the downtown and provided estimates of the potential spending in the Business District by census block group. An overview of the socioeconomic characteristics of the market area can be found in Appendix A. Table 12 provides an overview of the current resident spending, and the potential for additional retail space.
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TABLE 12 – RESIDENT SPENDING POTENTIAL
Retail Assumed Assumed Total Estimated Assumed % Spending S.F. Spending Captured Captured Supported 1‐Minute Drive Time $22,869,399 50.0% $11,434,700 32,671 3‐Minute Drive Time $259,398,383 17.0% $44,097,725 125,994 5‐Minute Drive Time $618,941,487 2.5% $15,473,537 44,210 Total $901,209,269 $71,005,962 202,874 Restaurant Assumed Assumed Total Estimated Assumed % Spending S.F. Spending Captured Captured Supported 1‐Minute Drive Time $3,238,657 50.0% $1,619,329 4,627 3‐Minute Drive Time $35,786,326 17.0% $6,083,675 17,382 5‐Minute Drive Time $73,389,994 2.5% $1,834,750 5,242 Total $112,414,977 $9,537,754 27,251 Total Retail & Restaurant Potential $1,013,624,246 $80,543,716 230,125
Map 7 shows the estimated square footage of retail and restaurants, beyond what is currently occupied, that could potentially be supported by resident spending, and Map 8 shows the location of existing retail establishments.
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MAP 7 – WILKINSBURG MARKET POTENTIAL
MAP 8 – LOCATION OF EXISTING RETAIL ESTABLISHMENTS
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BUSINESS DISTRICT REVITALIZATION PLAN To further assess the market potential in the Business District, the consultant team obtained data from ESRI and InfoUSA that provided: (1) estimates of resident spending by type of retail goods; and (2) estimated annual sales of businesses in Wilkinsburg by type of store. The consultant team compared resident spending for specific goods with estimated sales of stores specializing in those goods to understand, to the extent possible, the market potential by type of retail goods. Table 13 shows the results of this analysis. Sales by Wilkinsburg businesses that are greater than resident spending indicate a “surplus,” which means that these businesses are likely drawing consumers from a larger area and are therefore exporting their goods. Conversely, resident spending that is greater than the sales of Wilkinsburg residents indicates spending that is “leaking” outside the Borough, and therefore represents retail opportunity. It should be noted that, as shown in Map 7, the Wilkinsburg businesses included in this analysis were located throughout the Borough, and not necessarily in the Business District. As shown in Table 13, it is estimated that residents within a 3‐minute drive time spend over $220 million each year for retail goods outside the Borough, and over $912 million is spent outside the Borough each year by residents within a 5‐minute drive time.
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TABLE 13 – ESTIMATED SURPLUS/(LEAKAGE)OF RESIDENT SPENDING
1‐Minute Drive‐Time 3‐Minute Drive‐Time 5‐Minute Drive‐Time Associated Store Sales Spending Spending Spending (Wilkinsburg Potential Estimated Surplus/ Potential Estimated Surplus/ Potential Estimated Surplus/ Resident Spending Category Establishments) Index Spending (Leakage) Index Spending (Leakage) Index Spending (Leakage) Apparel & Services $ 5,556,000 47 $ 2,426,284 $ 3,129,716 71 $ 28,802,063 $ (23,246,063) 81 $ 83,193,629 $ (77,637,629) Computer 13,377,000 47 218,090 13,158,910 80 2,917,446 10,459,554 89 8,350,036 5,026,964 Entertainment & Recreation ‐ 45 519,040 (519,040) 78 7,025,878 (7,025,878) 86 110,894,063 (110,894,063) (Fees & Admissions) Entertainment & Recreation 1,144,000 52 1,133,307 10,693 79 13,552,923 (12,408,923) 89 38,842,893 (37,698,893) (TV, Video, Sound Equipment) Pets 314,000 44 362,911 (48,911) 74 4,779,205 (4,465,205) 84 13,788,843 (13,474,843) Toys & Games ‐ 49 166,355 (166,355) 76 2,025,116 (2,025,116) 86 5,837,886 (5,837,886) RVs & Fees ‐36 304,227 (304,227) 70 4,707,949 (4,707,949) 80 13,605,470 (13,605,470) Sports/Recreation/Exercise Equipment ‐ 36 157,646 (157,646) 68 2,305,528 (2,305,528) 76 6,611,455 (6,611,455) Photo Equipment & Supplies ‐45 117,121 (117,121) 76 1,548,072 (1,548,072) 87 4,465,081 (4,465,081) Reading 601,000 48 193,176 407,824 79 2,491,845 (1,890,845) 91 7,233,943 (6,632,943) Food at Home 3,142,000 52 4,868,568 (1,726,568) 77 57,387,057 (54,245,057) 87 164,304,895 (161,162,895) Food Away from Home 8,070,000 51 3,238,657 4,831,343 78 39,024,983 (30,954,983) 88 112,414,977 (104,344,977) Alcoholic Beverages 2,261,000 53 613,853 1,647,147 81 7,386,869 (5,125,869) 92 21,280,300 (19,019,300) Nonalcoholic Beverages at Home ‐ 51 418,106 (418,106) 77 4,935,883 (4,935,883) 86 14,083,990 (14,083,990) Health (Drugs, Eyeglasses, Contact Lens) 6,588,000 50 743,482 5,844,518 77 8,969,457 (2,381,457) 88 25,706,883 (19,118,883) Household Furnishings 31,638,000 45 1,147,656 30,490,344 75 15,174,867 16,463,133 85 44,047,060 (12,409,060) Housekeeping Supplies ‐49 709,004 (709,004) 76 8,672,494 (8,672,494) 86 24,944,685 (24,944,685) Personal Care Products 419,000 51 453,087 (34,087) 79 5,492,974 (5,073,974) 88 15,680,289 (15,261,289) School Books & Supplies ‐50 113,941 (113,941) 86 1,527,115 (1,527,115) 93 4,205,785 (4,205,785) Smoking Products ‐ 59 530,537 (530,537) 79 5,640,848 (5,640,848) 88 15,958,142 (15,958,142) Vehicle Purchases 14,545,000 46 4,912,003 9,632,997 74 62,371,547 (47,826,547) 83 179,338,805 (164,793,805) Gasoline & Motor Oil 3,712,000 48 1,827,525 1,884,475 75 22,412,020 (18,700,020) 84 64,055,419 (60,343,419) Vehicle Maintenance & Repair ‐47 933,480 (933,480) 77 12,140,626 (12,140,626) 87 34,779,717 (34,779,717) Other Wilkinsburg Store Sales Convenience Stores 3,808,000 3,808,000 3,808,000 3,808,000 Florists 970,000 970,000 970,000 970,000 General Merchandise 2,520,000 2,520,000 2,520,000 2,520,000 Misc. Retail 1,171,000 1,171,000 1,171,000 1,171,000 Specialty Retail 1,382,000 1,382,000 1,382,000 1,382,000 Total $ 101,218,000 $ 26,108,056 $ 75,109,944 $ 321,292,765 $(220,074,765) $1,013,624,246 $(912,406,246) Source: Environmental Systems Research Institute (ESRI), InfoUSA, and Consultant Assumptions Consultant Assumptions: Wilkinsburg store sales were associate where possible with resident spending categories to estimate surplus/leakage. Other store sales represent stores not associated with a single resident spending category. Without sufficient information to link them to a spending category, these sales were considered in the overall surplus/leakage calculation.
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While Wilkinsburg residents are expected to be the primary users of the Wilkinsburg Business District, additional opportunities exist to capture spending from Wilkinsburg’s daytime population and from traffic that passes through the Borough on a daily basis. As of 2006, the U.S. Census Bureau estimated that there were approximately 3,260 jobs located in the Borough of Wilkinsburg, and around 3,000 of these jobs were held by people who live outside the Borough. There are around 875 parking spaces within the Borough associated with Pittsburgh’s East Busway. PennDOT estimates that approximately 25,000 vehicles pass through Wilkinsburg every day. Based on these statistics and the number of Wilkinsburg residents who own vehicles, the consultant team estimated that just over half of those vehicles represent people living outside the Borough. Figure 18 shows the estimated breakdown of Penn Avenue traffic.
FIGURE 18 – PENN AVENUE ESTIMATED DAILY TRAFFIC
Penn Avenue Estimated Daily Traffic 25,000 Vehicles per Day
Pass‐Through 23% Local Residents 47%
Daytime Workers 23% Commuters 7%
Nonresident traffic passing through Wilkinsburg represents an additional opportunity for commercial businesses in the Business District.
MARKET ATTRACTIVENESS FACTORS While the spending power of residents indicates that around 230,125 additional square feet of retail and restaurant could potentially be supported, it is necessary to examine additional market factors to understand the reality of the ability of the Business District to attract these consumers. Wilkinsburg has a number of features that can make it attractive to potential consumers. Based on input from local residents through the public input process, Wilkinsburg’s most attractive feature is its location. It is easily accessible from the I‐376 Parkway, and Penn Avenue is a primary corridor providing access from the eastern suburbs into the City of Pittsburgh. In addition to its location, the Business District features a traditional main street, with interesting historic architectural features. It was also evident during the public input process that the
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BUSINESS DISTRICT REVITALIZATION PLAN Borough has strong civic commitment and social networks among its residents, as well as among nonresidents who work in the Borough. Conversely, several negative factors can severely limit the Borough’s attractiveness to consumers and must be addressed and mitigated before the Business District can support additional business. Based on input from the public input process, these negative factors include negative media, lack of safety, blighted properties, vacancies, and poor lighting. In addition, it was noted that residents who live west of the Busway and in the eastern portions of the Borough do not necessarily identify with Penn Avenue as their business district, and do their shopping in other commercial centers. A declining population and lower‐than‐average median income are also factors that negatively affect the Business District market. Another key consideration in determining market realities for the Borough is the retail development in the planning stages in the East Hills neighborhood, which is expected to include a 110,000‐square‐foot Wal‐Mart store, a 100,000‐square‐foot Lowe’s store, and several outparcels that could potentially include up to 25,000 square feet of additional retail and/or restaurant establishments. If this planned development becomes a reality, it will likely mean stiff competition for new business opportunities in the Business District. Revitalization efforts should therefore be approached cautiously, balancing the need for a critical mass of businesses with the realities of the market.
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GENERAL ECONOMIC TRENDS The Health Care and Social Assistance sector is by far the largest industry sector in the Borough of Wilkinsburg, making up nearly 28% of the 3,261 jobs located in Borough. The Professional, Scientific, and Technical Services sector makes up over 14% of jobs in the Borough, and includes employees such as accountants, attorneys, engineers, and tax preparers. The retail sector makes up only 5% of Wilkinsburg’s employment.
TABLE 14 – INDUSTRY MIX COMPARISON (% OF TOTAL EMPLOYMENT)
Wilkinsburg Allegheny PA Agriculture, Forestry, Fishing and Hunting 0.0% 0.0% 0.4% Mining 0.0% 0.1% 0.4% Utilities 6.7% 0.5% 0.5% Construction 3.6% 4.3% 4.7% Manufacturing 2.9% 6.5% 12.3% Wholesale Trade 7.6% 4.3% 4.4% Retail Trade 5.0% 11.0% 11.8% Transportation and Warehousing 0.4% 3.8% 4.0% Information 6.4% 2.5% 2.0% Finance and Insurance 0.9% 6.8% 5.0% Real Estate and Rental and Leasing 3.1% 1.8% 1.3% Professional, Scientific, and Technical Services 14.7% 8.1% 5.8% Management of Companies and Enterprises 4.3% 3.4% 1.8% Administration & Support, Waste Management and Remediation 3.7% 5.4% 4.9% Educational Services 0.5% 9.5% 9.5% Health Care and Social Assistance 27.7% 17.4% 15.4% Arts, Entertainment, and Recreation 1.1% 1.3% 1.4% Accommodation and Food Services 3.9% 7.9% 7.4% Other Services (excluding Public Administration) 4.4% 3.7% 3.6% Public Administration 3.1% 1.7% 3.6%
Source: U.S. Census Bureau, Local Employment Dynamics (LED) – 2006 (latest data available) One of the most widely used methods of measuring the relative strength of the mix of business sectors in a local economy is a location quotient calculation. A location quotient compares the concentration of a given business sector in a municipality or county to the concentration of the same sector in a larger geographic area such as a state or the nation. For purposes of this study, the consultant team compared concentration of employment by sector in Wilkinsburg and Allegheny County to that in Pennsylvania. The location quotient is calculated by dividing a sector percentage in each geographic area by the same sector percentage in Pennsylvania.
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BUSINESS DISTRICT REVITALIZATION PLAN The results of the calculations inherently show Pennsylvania with a location quotient of 1.00. A location quotient greater than 1.00 indicates a higher concentration of a particular business sector than that in Pennsylvania, and a location quotient lower than 1.00 indicates a lower concentration of a particular business sector than that in Pennsylvania. Business sectors with a location quotient of greater than 1.00 are considered basic industries that are likely exporting goods or services outside the local economy, while a location quotient of less than 1.00 indicates that the local economy is likely importing the sector’s goods and services. Table 15 shows the location quotients for Wilkinsburg and Allegheny County as compared to Pennsylvania.
TABLE 15 – LOCATION QUOTIENT (CONCENTRATION OF BUSINESS SECTORS)
Allegheny Wilkinsburg County Pennsylvania Agriculture, Forestry, Fishing and Hunting ‐ 0.06 1.00 Mining ‐ 0.41 1.00 Utilities 12.55 1.00 1.00 Construction 0.77 0.91 1.00 Manufacturing 0.24 0.53 1.00 Wholesale Trade 1.72 0.97 1.00 Retail Trade 0.43 0.93 1.00 Transportation and Warehousing 0.10 0.95 1.00 Information 3.20 1.24 1.00 Finance and Insurance 0.17 1.38 1.00 Real Estate and Rental and Leasing 2.41 1.42 1.00 Professional, Scientific, and Technical Services 2.53 1.40 1.00 Management of Companies and Enterprises 2.45 1.90 1.00 Administration & Support, Waste Management and 0.75 1.10 1.00 Remediation Educational Services 0.05 1.00 1.00 Health Care and Social Assistance 1.79 1.13 1.00 Arts, Entertainment, and Recreation 0.81 0.97 1.00 Accommodation and Food Services 0.52 1.07 1.00 Other Services (excluding Public Administration) 1.21 1.02 1.00 Public Administration 0.87 0.48 1.00
Source: U.S. Census Bureau, Local Employment Dynamics (LED) – 2006 (latest data available), and Consultant Calculations Another widely used method for assessing the strength of a local economy is a shift‐share analysis. A shift‐share analysis calculates: (1) the actual change (or shift) in employment in a
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BUSINESS DISTRICT REVITALIZATION PLAN particular business sector over time; and (2) the change (or shift) that would have been expected had employment changed at the same rate as the state or the nation. The actual change less the expected change indicates the extent to which the change is primarily due to local factors, or the “local share”. Table 16 and Table 17 show the shift‐ share analyses for the Borough of Wilkinsburg and for Allegheny County.
TABLE 16 – WILKINSBURG SHIFT‐SHARE ANALYSIS
Expected Actual Change (at 2002 2006 Change State Rates) Local Share Employment Employment (A) (B) (A – B) Agriculture, Forestry, Fishing and Hunting 0 0 0 0 0 Mining 4 0 (4) 0 (4) Utilities 253 219 (34) (63) 29 Construction 199 119 (80) 5 (85) Manufacturing 123 96 (27) (18) (9) Wholesale Trade 355 248 (107) 25 (132) Retail Trade 289 163 (126) (13) (113) Transportation and Warehousing 41 13 (28) 3 (31) Information 258 210 (48) (31) (17) Finance and Insurance 97 28 (69) (1) (68) Real Estate and Rental and Leasing 105 100 (5) 0 (5) Professional, Scientific, and Technical 309 479 170 51 119 Services Management of Companies and 158 141 (17) 86 (103) Enterprises Administration & Support, Waste 134 120 (14) 4 (18) Management and Remediation Educational Services 294 17 (277) 39 (316) Health Care and Social Assistance 880 902 22 76 (54) Arts, Entertainment, and Recreation 91 36 (55) (1) (54) Accommodation and Food Services 170 126 (44) 9 (53) Other Services (excluding Public 153 142 (11) 9 (20) Administration) Public Administration 115 102 (13) (8) (5) Total 4,028 3,261 (767) 173 (940)
Source: U.S. Census Bureau, Local Employment Dynamics (LED) and Consultant Calculations
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TABLE 17 – ALLEGHENY COUNTY SHIFT‐SHARE ANALYSIS
Expected Actual Change (at 2002 2006 Change State Rates) Local Share Employment Employment (A) (B) (A – B) Agriculture, Forestry, Fishing and Hunting 171 182 (11) (0) (11) Mining 959 968 (9) 93 (102) Utilities 3,487 3,804 (317) (946) 629 Construction 27,902 32,460 (4,558) 829 (5,387) Manufacturing 42,404 52,244 (9,840) (7,628) (2,212) Wholesale Trade 27,775 28,148 (373) 1,946 (2,319) Retail Trade 71,202 75,977 (4,775) (3,410) (1,365) Transportation and Warehousing 24,337 27,789 (3,452) 2,106 (5,558) Information 16,170 18,726 (2,556) (2,277) (279) Finance and Insurance 44,281 42,433 1,848 (313) 2,161 Real Estate and Rental and Leasing 11,725 11,343 382 7 375 Professional, Scientific, and Technical 52,866 52,175 691 8,586 (7,895) Services Management of Companies and 21,752 15,658 6,094 8,537 (2,443) Enterprises Administration & Support, Waste 34,798 39,921 (5,123) 1,163 (6,286) Management and Remediation Educational Services 61,650 54,206 7,444 7,193 251 Health Care and Social Assistance 112,656 90,573 22,083 7,811 14,272 Arts, Entertainment, and Recreation 8,634 8,888 (254) (80) (174) Accommodation and Food Services 51,048 48,144 2,904 2,611 293 Other Services (excluding Public 23,846 24,031 (185) 1,489 (1,674) Administration) Public Administration 11,050 14,931 (3,881) (1,042) (2,839) Total 648,713 642,601 6,112 26,676 (20,564)
Source: U.S. Census Bureau, Local Employment Dynamics (LED) and Consultant Calculations A positive local share can be an indicator of the attractiveness of the local area for a particular type of business. The Utilities and Professional, Scientific, and Technical Service sectors are the only sectors in Wilkinsburg with a positive local share. However, Wilkinsburg could potentially leverage its high concentration in the Health Care and Social Assistance sector to take advantage of the growth that is occurring in that sector in Allegheny County, especially considering the opening of the new UPMC Children’s Hospital only a few miles away.
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MARKET OPPORTUNITIES While negative market factors may paint a bleak picture for the downtown Business District, the good news is that many of these factors can be mitigated. Media strategies can change the way the Borough is portrayed, blight can be eliminated, lighting can be improved, and safety issues can be aggressively addressed. In addition, businesses can be targeted for the Business District that would not necessarily compete with the planned East Hills development. For instance, target establishments could include the following: • Neighborhood retail and service establishments that serve the day‐to‐day needs of Borough residents • Convenience retail and services that would provide goods and services to commuters on their way to and from work (or other destinations) • Niche businesses that provide goods and services that are distinctive to Wilkinsburg – goods and services that cannot be found in other areas of the region • Food and entertainment venues that are distinctive to Wilkinsburg In addition to these establishments, there is also an opportunity to bring office space to the Business District. While no official records are kept of inquiries for office or retail space, anecdotal information obtained through interviews indicates that there is a current interest in at least 20,000 square feet of office space in Wilkinsburg, and that other inquiries have been made and opportunities missed because code‐compliant space was not available. Additionally, it was noted that as lease rates are increasing in surrounding areas such as East Liberty, existing businesses are interested in finding less expensive space. Wilkinsburg’s location within 10 minutes of downtown Pittsburgh could be an attractive alternative if code‐compliant space is made available.
KEY MARKET CONSIDERATIONS In developing a plan for revitalizing the Wilkinsburg Business District, some key market principles should be considered. • Vibrant urban centers are typically surrounded by dense residential. The level of public transit in Wilkinsburg (both existing and planned) presents the opportunity for residential development/redevelopment. • Distinctive amenities attract residential development – amenities such as the availability of jobs in close proximity, retail, entertainment, dining, parking, transportation, pedestrian orientation and linkages, green space, and recreation. • Build a “Place” – Not a “Project” – Keep in mind that a business district plan can transform the physical appearance in the business district, but the people build community and create a true sense of place. • Balance is critical – A business district should include a balanced mix of uses that includes retail, services, dining, entertainment, and offices.
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• Critical mass is also important – Consumers are more likely to be attracted to a business district with a wide variety of shopping options, as opposed to a limited number of options. • Day life and nightlife – It is important to remember that a business district has both a day life and nightlife. The mix of businesses and the hours of operation should support both. • Remember the 10‐10‐10 Rule – A vibrant urban center typically has 10 establishments that provide food, 10 establishments where people can shop, and 10 establishments that stay open after 6 p.m. • Residential “price points” – Residential options should include a variety of types and price ranges that can appeal to a diverse population.
KEY PLANNING IMPLICATIONS • The current market is not strong enough to support the size and configuration of the existing Business District. • The current market potential is severely limited by negative factors; however, many of those factors can be mitigated. • A strategy for the physical revitalization of the Business District should include concurrent strategies to mitigate negative market factors. • A strategy for the physical revitalization of the Business District should be phased over time so that components are achievable and can expand as market conditions improve.
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BLANDUILDING THE USE BUDGETPLAN ANALYSIS SUPPLY AND DEMAND A major component of the Wilkinsburg Business District Revitalization Plan is a physical improvement plan that addresses the large number of vacant and blighted buildings. Early work in this analysis uncovered that the Business District is relatively large and has numerous vacancies. Market analysis work indicated that with current projects outside of the Business District in construction or in the later stages of planning, current market demand is limited. A reasonable estimate is that if existing, negative factors in the Business District are mitigated, there could be demand in the near term for an additional 30,000 square feet of retail space and 30,000 square feet of office space. The following model indicates the magnitude of the difference between the demand for approximately 60,000 square feet of space and the supply of vacant space. There are 127 occupied and 42 unoccupied ground floor storefronts in the Business District. The average square footage of the unoccupied ground floor space is about 3,500 square feet. Thus, a demand of 60,000 square feet could fill about 17‐18 storefronts, leaving 25 to remain unoccupied. Options for how to deal with the 25 vacant buildings are a major part of the following section on program and costs.
TABLE 18 – STREET LEVEL SPACE
TOTAL STREET OCCUPIED STREET LEVEL VACANT STREET LEVEL LEVEL
AND SE SQUARE SQUARE L U TOTAL TOTAL STORE SQUARE FOOTAGE/ STORE SQUARE FOOTAGE/ STORE SQUARE FRONTS FOOTAGE STORE FRONTS FOOTAGE STORE FRONTS FOOTAGE FRONT FRONT
Retail 67 291,000 4,300 42 148,000 3,500 NA NA Office 15 74,000 4,900 Medical 10 176,000 17,600 Institutional 22 68,000 3,100 Manufacturing and 13 177,000 13,615 Utility Total 127 786,000 42 148,000 169 934,000
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TABLE 19 – EXISTING VACANT STREET LEVEL SPACE COMPARED TO DEMAND
EXISTING VACANT STREET LEVEL MARKET DEMAND EXCESS CAPACITY
SQUARE AND SE L U SQUARE STORE FOOTAGE/ SQUARE STORE SQUARE STORE FOOTAGE FRONTS STORE FOOTAGE FRONTS FOOTAGE FRONTS FRONT
Retail 148,000 42 3,500 30,000 9 88,000 25 Office 30,000 9 Medical Institutional NA NA NA NA Manufacturing and Utility NA NA NA NA Total 148,000 42 60,000 18 88,000 25
PROGRAM ELEMENTS AND GENERALIZED OVERVIEW COSTS The following table lists a number of program improvements that could be part of the physical improvement plan for the Business District. Each program element is followed by a listing of what would be included as well as a generalized estimate of probable cost. While this is a very broad‐brush estimate, it provides an understanding of the relative costs versus benefits. A current issue in the Business District is how to manage vacant properties. Since the market data indicates that there is insufficient demand to fill most of the vacant buildings in the short‐ term, something must be done with these buildings or they will continue to contribute to an overall feeling of blight in the Business District. The following program elements provide for three alternatives for the vacant buildings: • Building stabilization: Stabilize the buildings for future use • Vacant lot temporary reuse: Demolish the buildings and temporarily use the land for urban agriculture, stormwater management, open space, etc. • Community park or new building: Demolish the buildings and redevelop the lot with a new use.
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TABLE 20 – ESTIMATED COSTS OF ALTERNATIVES AND GENERAL IMPROVEMENTS
Improvement Estimated Cost Basic Streetscape $500,000 General cleanup New traffic signals, street trees, and signage Refurbish historic lighting and parking meters Remove duplicate high‐level lighting Enhanced Streetscape $1,500,000 Decorative pavement, furniture at intersections Relocate overhead wires Refurbish Busway underpass and reopen pedestrian underpass Develop 2 entry features Widen sidewalk and add rain gardens $1,000,000 Eliminate on‐street parking on one side of road Widen sidewalk and add rain gardens Building Stabilization $20,000 Roof maintenance Attractively secure entries Vacant Lot Temporary Reuse $150,000 Acquire property and demolish building Temporary reuse for stormwater management, biofuels, etc. Minor Building Renovation $200,000 Façade improvement Ground floor only for commercial use Community Park $500,000 One‐half acre, built to withstand heavy use Major Building Renovation $500,000 Façade improvement, multistory building Commercial ground floor, residential above Signature Building Renovation $3,000,000 Historic restoration Multistory building New Building $5,000,000 Larger floor plan to accommodate office and medical use 30,000 square feet on 3 floors
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STREETSCAPE The following sketches illustrate the existing streetscape and a potential streetscape if the full range of improvements is implemented.
FIGURE 19 – EXISTING STREETSCAPE
SOURCE: BURT HILL, 2009
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FIGURE 20 – STREETSCAPE UPGRADE
SOURCE: BURT HILL, 2009
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BENCHMARKING What’s new in business district revitalization?
Urban agriculture Energy‐efficient renovation Mixing new and old buildings Green roofs Green streets and parking lots Green jobs Public art Transit‐oriented development
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ALTERNATIVES
CONCEPTS Three alternative concepts described in the chart below show a wide range of different approaches for the Business District. No alternative is meant to be the preferred one; each is intended to show how a certain concept would play out in the Business District. With the understanding gained from looking at alternatives, a blend of the best parts of each alternative is combined as the Consensus Plan. Because the Business District is large, each alternative indicates a focus area. This would be the location where initial revitalization efforts would be concentrated to develop a critical mass. Each alternative identifies an economic driver, or the spark that makes things happen. Finally, the program elements necessary to support the alternative are described for each alternative. To force prioritization of program elements and make the alternatives comparable, each option is limited to physical improvements totaling $10,000,000. Programs, costs, and plans follow for each alternative.
TABLE 21 – OVERVIEW OF ALTERNATIVES
ALTERNATIVE TOWN CENTER CENTER CITY SHOVELREADY CONCEPTS
Streetscapes of FOCUS AREA Penn & Wood Area Central Penn Avenue Penn & Wood MARKET & • Train station • Urban Pioneer • Go green ECONOMIC • Transit connections • The Next Big Thing • Create sustainable jobs DRIVERS • Resident support • Build on Hubs & Quirks • New development Emphasize public space around Maximize public space Borough building and Create cluster of Penn improvement and building renovated train station; Lincoln renovation, new facades, demolish PROGRAM strengthen connections to construction, urban park, deteriorated building residential areas, parking, and and parking access clusters, creatively use lots transit until redevelopment
TOWN CENTER ALTERNATIVE Improvements in the Town Center alternative support its concept of focusing on the area around the train station and providing amenities that appeal to residents. Basic streetscape enhancements are shown throughout the Business District, but enhanced streetscape improvements are indicated on Penn Avenue and Wood Street around the train station. A renovated Busway underpass is included, along with Business District entry features on Penn Avenue. The cost estimate includes funds for renovating the train station into a Busway station, reopening the pedestrian underpass in this area, and developing a community park and open space connecting to the Borough Building, all done with an emphasis on public art. Façade renovations and a large multistory building renovation are proposed in the focus area. Outside of the focus area, buildings are stabilized, rather than renovated, for possible future use.
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TABLE 22 – TOWN CENTER PROGRAM AND COSTS
TRAIN STATION MARKET & ECONOMIC TRANSIT CONNECTIONS DRIVER RESIDENT SUPPORT SUPPORT & ATTRACT RESIDENTS AND CELEBRATE CULTURE
PROGRAM ELEMENT COST EACH # TOTAL COST
Basic streetscape $500,000 1 $500,000 Enhanced streetscape $1,500,000 1 $1,500,000 Building stabilization $20,000 20 $400,000 Vacant lot temporary reuse $150,000 6 $900,000 Façade improvement and first floor renovation $200,000 11 $2,200,000 Community park $500,000 1 $500,000 Large multistory building renovation with residential units $500,000 2 $1,000,000 Signature building renovation $3,000,000 1 $3,000,000 New building $5,000,000 ‐ $0 Total Cost $10,000,000
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MAP 9 – TOWN CENTER ALTERNATIVE
SOURCE: BURT HILL, 2009
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MAP 10 – TOWN CENTER IMAGE
SOURCE: BURT HILL, 2009
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MAP 11 – TOWN CENTER IMAGE
SOURCE: BURT HILL, 2009
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CENTER CITY ALTERNATIVE The economic driver in the Center City alternative is to build on the Business District’s existing hubs and quirks. The hubs, or existing commercial niches, include medical and health related services and automotive‐related services. These business types can be increased or expanded to develop a regionally significant cluster of such services. The quirks are the unexpected and unconventional businesses such as the custom metal fabrication design studio or the antique car restoration shop. The large number of vacant, preserved buildings presents an opportunity for nontraditional uses, start‐up businesses and urban pioneers to move into the Business District. The Center City alternative focuses on the area of Penn Avenue between Wood and Center Streets, with emphasis on development that can take advantage of existing municipal parking lots. This alternative shows only basic streetscape improvements, but includes the renovation of the Penn Lincoln Building as well as a new signature building near the municipal parking lots. The Center City alternative proposes an expansion of the existing park on Penn Avenue and includes a mid‐block crossing to connect the expanded park to the municipal parking lots. Pedestrian access is improved through the municipal lots and to the south of Hamnett Place. The potential market capacity for new space would be satisfied by the Penn Lincoln and the new building, so there are a significant number of vacant buildings being stabilized.
TABLE 23 – CENTER CITY PROGRAM AND COSTS
• URBAN PIONEER MARKET & ECONOMIC DRIVERS • THE NEXT BIG THING • BUILD ON HUBS AND QUIRKS
PROGRAM ELEMENT COST EACH # TOTAL COST
Basic streetscape $500,000 1 $500,000 Enhanced streetscape $1,500,000 ‐ $0 Building stabilization $20,000 25 $500,000 Vacant lot temporary reuse $150,000 ‐ $0 Façade improvement and first floor renovation $200,000 3 $600,000 Community park $500,000 1 $500,000 Large multistory building renovation with residential units (3) $500,000 ‐ $0 Signature building renovation (6) $3,000,000 1 $3,000,000 New building (6) $5,000,000 1 $5,000,000 Total Cost $10,100,000
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MAP 12 – CENTER CITY ALTERNATIVE
SOURCE: BURT HILL, 2009
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MAP 13 – CENTER CITY IMAGE
SOURCE: BURT HILL, 2009
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MAP 14 – CENTER CITY IMAGE
SOURCE: BURT HILL, 2009
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SHOVELREADY ALTERNATIVE The Shovel‐Ready alternative focuses on the entire Penn Avenue corridor. Not only are basic and enhanced streetscape improvements recommended, but also major changes to Penn Avenue in the form of sidewalk widening and/or the inclusion of bioswales along the street. Bioswales are visually attractive landscape elements that are designed to protect the environment by draining surface run‐off water in a way that removes silt and pollution. The Shovel‐Ready alternative is also radical in that 20 buildings are demolished and redeveloped into areas of urban agriculture, stormwater management rain gardens, bio‐retention areas, open space, pad‐ready sites, etc. In contrast to previous alternatives, no signature building is renovated or new building proposed. Instead, façade and building renovation is indicated for all remaining blighted buildings. Shovel‐Ready pushes the envelope for green redevelopment, and in so doing, presents the opportunity for green jobs for residents.
TABLE 24 – SHOVEL‐READY PROGRAM COSTS
• GO GREEN MARKET & ECONOMIC DRIVERS • CREATE SUSTAINABLE JOBS • NEW DEVELOPMENT
PROGRAM ELEMENT COST EACH # TOTAL COST
Basic streetscape $500,000 1 $500,000 Enhanced streetscape $1,500,000 1 $1,500,000 Widen sidewalk and add rain gardens $1,000,000 1 $1,000,000 Building stabilization $20,000 5 $100,000 Vacant lot temporary reuse $150,000 20 $3,000,000 Façade improvement and first floor renovation $200,000 20 $4,000,000 Community park $500,000 ‐ $0 Large multistory building renovation with residential units $500,000 ‐ $0 Signature building renovation (6) $3,000,000 ‐ $0 New building (6) $5,000,000 ‐ $0 Total Cost $10,100,000
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MAP 15 – SHOVEL‐READY ALTERNATIVE
SOURCE: BURT HILL, 2009
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MAP 16 – SHOVEL‐READY IMAGE
SOURCE: BURT HILL, 2009
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MAP 17 – SHOVEL‐READY IMAGE
SOURCE: BURT HILL, 2009
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INTEGRATION Through the design charrette process, community members made improvements and indicated their preferences and dislikes within each alternative, as shown in the table below. These results were integrated into a program for a Consensus Plan.
TABLE 25 – COMMUNITY COMMENTS
TOWN CENTER CENTER CITY SHOVEL READY
Renovate train station Basic streetscape Enhanced streetscape Penn Avenue underpass Building stabilization Penn Avenue underpass Enhanced streetscape Liquor licenses Vacant lot temporary reuse Façade improvements Penn Lincoln Demolish buildings Transit oriented development Architectural design standards Green renovation jobs The Consensus Plan is the culmination of the planning process described in previous sections. Moving forward, the Consensus Plan will be a working document guiding the revitalization of the Business District. As such, the Consensus Plan presented at the beginning of this report.
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APPENDIX POPULATIONA – SOCIOECONOMIC CHARACTERISTICS AND TRENDS From a population of 31,418 in 1950, the Borough of Wilkinsburg has seen a steady decline in population over the past five decades. The 1960s through the 1980s saw the greatest losses, averaging over 11% loss per decade. The rate of loss slowed to 8.9% in the 1990s, and the Southwestern Pennsylvania Commission (SPC) projects that the loss rate will stabilize significantly over the next 30 years. Table 26 shows the actual population changes between 1950 and 2000, and the SPC’s projections through 2035.
TABLE 26 – POPULATION TRENDS
POPULATION TRENDS
COMPOUNDED TOTAL DECENNIAL YEAR TIME FRAME ANNUAL POPULATION CHANGE CHANGE
1950 (Actual) 31,418 1960 (Actual) 30,066 1950s ‐0.4% ‐4.3% 1970 (Actual) 26,780 1960s ‐1.2% ‐10.9% 1980 (Actual) 23,669 1970s ‐1.2% ‐11.6% 1990 (Actual) 21,080 1980s ‐1.2% ‐10.9% 2000 (Actual) 19,196 1990s ‐0.9% ‐8.9% 2010 (Projected) 17,995 2000‐2010 ‐0.6% ‐6.3% 2020 (Projected) 17,681 2010‐2020 ‐0.2% ‐1.7% 2030 (Projected) 19,135 2020‐2030 0.8% 8.2% 2035 (Projected) 18,712 2030‐2035 ‐0.4% ‐2.2%
SOURCE: SOUTHWESTERN PENNSYLVANIA COMMISSION
Since 2000, it is estimated that Wilkinsburg’s population has decreased at a greater rate than that of its neighboring municipalities, and over 60% faster than Allegheny County as a whole. Table 6shows the actual population in 2000 and the projected changes in population through 2012 for Wilkinsburg, in comparison to the neighboring municipalities, Pennsylvania, and the United States, as estimated and projected by the Environmental Systems Research Institute (ESRI). It should be noted that ESRI’s projected growth rate is relatively similar to the SPC’s short‐term projection.
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TABLE 27 – POPULATION COMPARISONS
POPULATION COMPARISONS
% CHANGE % CHANGE COMPOUNDED 2000 2007 2012 2000 TO 2007 TO ANNUAL CHANGE (ACTUAL) (ESTIMATED) (PROJECTED) 2007 2012 2000 TO 2012 Wilkinsburg 19,196 18,206 17,654 ‐5.2% ‐3.0% ‐0.7% Braddock Hills 1,998 1,913 1,857 ‐4.3% ‐2.9% ‐0.6% Churchill 3,566 3,442 3,353 ‐3.5% ‐2.6% ‐0.5% Edgewood 3,315 3,196 3,112 ‐3.6% ‐2.6% ‐0.5% Forest Hills 6,831 6,677 6,525 ‐2.3% ‐2.3% ‐0.4% Penn Hills 46,809 44,915 43,680 ‐4.0% ‐2.7% ‐0.6% Pittsburgh 334,566 318,390 309,390 ‐4.8% ‐2.8% ‐0.7% Swissvale 9,649 9,270 9,019 ‐3.9% ‐2.7% ‐0.6% Allegheny County 1,281,666 1,240,864 1,210,673 ‐3.2% ‐2.4% ‐0.5% Pennsylvania 12,281,054 12,642,856 12,909,599 2.9% 2.1% 0.4% U.S 281,421,906 306,348,230 325,526,398 8.9% 6.3% 1.2% 1‐minute 4,748 4,398 4,234 ‐7.4% ‐3.7% ‐0.95% 3‐minutes 34,037 31,826 30,723 ‐6.5% ‐3.5% ‐0.85% 5‐minutes 85,294 80,684 78,160 ‐5.4% ‐3.1% ‐0.73%
SOURCE: U.S. CENSUS BUREAU AND ENVIRONMENTAL SYSTEMS RESEARCH INSTITUTE (ESRI)
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MOBILITY Around 47% of Wilkinsburg’s population in 2000 reported that they had moved into their current residence within the last five years, compared to 45% during the five years prior to the 1990 Census. The majority of people moving into residences in Wilkinsburg between 1995 and 2000 moved from within Allegheny County. Table 28 shows the rate of mobility and the origin of those who moved to Wilkinsburg.
TABLE 28 – MOBILITY IN WILKINSBURG (2009)
MOBILITY IN WILKINSBURG (2000)
MOBILITY FACTORS Population 5 Years & Older 17,965 Lived in Same House in 1995 9,530 Lived in Different House in 1995 8,435 Mobility Rate (% Movers) 47.0% MOVED FROM… Number % of Total Movers Allegheny County 7,049 83.6% Elsewhere in PA 426 5.1% Northeast U.S. 134 1.6% Midwest U.S. 167 2.0% South U.S. 308 3.7% West U.S. 137 1.6% Abroad 214 2.5% Total 8,435 100.0%
SOURCE: U.S. CENSUS BUREAU
AGE Wilkinsburg residents are somewhat younger than residents in most of the neighboring municipalities, with an average age of 37.8 in 2000. Pennsylvania has a higher percentage of its population over 65 years of age compared to the United States, and Allegheny County’s population in that age group is 14% higher than the Pennsylvania average. Wilkinsburg’s percentage of population over 65 years of age is lower than many of the neighboring municipalities, and it mirrors that in Pennsylvania. Table 29 , Table 30, and Figure 21 show the trends in median age and in the population over 65 years of age.
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TABLE 29 – MEDIAN AGE
MEDIAN AGE
COMPOUNDED % CHANGE % CHANGE ANNUAL 2000 2007 2012 2000 TO 2007 TO CHANGE 2000 2007 2012 TO 2012
Wilkinsburg 37.8 40.1 41.8 6.1% 4.2% 0.8% Braddock Hills 45.7 48.7 50.3 6.6% 3.3% 0.8% Churchill 48.0 51.6 52.5 7.5% 1.7% 0.7% Edgewood 40.2 43.2 44.3 7.5% 2.5% 0.8% Forest Hills 43.7 46.5 48.0 6.4% 3.2% 0.8% Penn Hills 42.0 44.4 46.0 5.7% 3.6% 0.8% Pittsburgh 35.5 36.6 38.1 3.1% 4.1% 0.6% Swissvale 39.1 40.7 42.0 4.1% 3.2% 0.6% Allegheny County 39.6 41.9 43.4 5.8% 3.6% 0.8% Pennsylvania 38.0 40.2 41.4 5.8% 3.0% 0.7% U.S 35.3 36.7 37.6 4.0% 2.5% 0.5% 1‐minute 35.9 37.1 38.3 3.3% 3.2% 0.5% 3‐minute 37.9 39.1 39.8 3.2% 1.8% 0.4% 5‐minute 39.1 40.5 41.1 3.6% 1.5% 0.4%
SOURCE: U.S. CENSUS BUREAU AND ENVIRONMENTAL SYSTEMS RESEARCH INSTITUTE (ESRI)
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TABLE 30 – POPULATION AGE 65+
POPULATION AGE 65+
COMPOUNDED % CHANGE % CHANGE ANNUAL AGE 65+ 2000 2007 2012 2000 TO 2007 TO CHANGE 2007 2012 2000 TO 2012
Wilkinsburg 15.9% 15.6% 16.5% ‐1.9% 5.8% 0.3% Braddock Hills 28.4% 28.2% 28.3% ‐0.7% 0.4% 0.0% Churchill 23.6% 27.4% 27.5% 16.1% 0.4% 1.3% Edgewood 13.9% 12.6% 14.2% ‐9.4% 12.7% 0.2% Forest Hills 21.2% 20.2% 19.3% ‐4.7% ‐4.5% ‐0.8% Penn Hills 19.7% 20.1% 19.7% 2.0% ‐2.0% 0.0% Pittsburgh 16.4% 15.3% 15.6% ‐6.7% 2.0% ‐0.4% Swissvale 17.4% 15.1% 15.4% ‐13.2% 2.0% ‐1.0% Allegheny County 17.8% 17.7% 17.7% ‐0.6% 0.0% 0.0% Pennsylvania 15.6% 15.6% 15.8% 0.0% 1.3% 0.1% U.S 12.4% 12.6% 13.1% 1.6% 4.0% 0.5% 1‐minute 14.6% 15.1% 15.4% 3.4% 2.0% 0.4% 3‐minutes 15.3% 14.7% 15.30% ‐3.9% 4.1% 0.0% 5‐minutes 16.7% 15.9% 15.5% ‐4.8% ‐2.5% ‐0.6%
SOURCE: U.S. CENSUS BUREAU AND ENVIRONMENTAL SYSTEMS RESEARCH INSTITUTE (ESRI)
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FIGURE 21 – POPULATION AGE 65+ Population Age 65+ Wilkinsburg 30.0% Braddock Hills 28.0% 26.0% Churchill 24.0% Edgewood 22.0% Forest Hills 20.0% Penn Hills 18.0% Pittsburgh 16.0% Swissvale 14.0% Allegheny County 12.0% Pennsylvania 10.0% USA 2000 2007 2012
SOURCE: U.S. CENSUS BUREAU AND ENVIRONMENTAL SYSTEMS RESEARCH INSTITUTE (ESRI)
RACIAL/ETHNIC DIVERSITY While overall diversity in Wilkinsburg is quite similar to that in the City of Pittsburgh and some of its neighboring municipalities, the racial makeup of the population is significantly different. The black population was the most prominent race in Wilkinsburg in 2000, representing 66.5% of the total population, compared to 27.1% in the City of Pittsburgh. This represented an increase of nearly 27% since 1990, when the black population represented 52.5% of Wilkinsburg’s total population. ESRI estimates that in 2007, the black population represented 71.8% of the total population, and projects that number to increase to 74.6% by 2012.
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TABLE 31 compares the diversity index in Wilkinsburg to neighboring municipalities, Allegheny County, Pennsylvania, and the United States. The diversity index measures the probability that two people from the same area will be from different racial/ethnic groups. Table 32 and Figure 22 present a comparison of the racial makeup of the same geographic areas.
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TABLE 31 – TRENDS IN DIVERSITY
TRENDS IN DIVERSITY
% CHANGE % CHANGE 2000 2007 2012 2000 TO 2007 TO 2007 2012
Wilkinsburg 48.4 44.0 41.3 ‐9.1% ‐6.1% Braddock Hills 34.5 41.9 46.0 21.4% 9.8% Churchill 22.7 29.6 34.4 30.4% 16.2% Edgewood 22.1 28.7 33.0 29.9% 15.0% Forest Hills 11.4 15.5 18.7 36.0% 20.6% Penn Hills 40.7 45.6 48.2 12.0% 5.7% Pittsburgh 48.2 51.9 54.3 7.7% 4.6% Swissvale 40.9 47.4 50.9 15.9% 7.4% Allegheny County 28.6 32.5 35.5 13.6% 9.2% Pennsylvania 30.7 34.1 36.6 11.1% 7.3% U.S 54.6 59.3 62.3 8.6% 5.1% 1‐minute 34.5 28.7 25.6 ‐16.8% ‐10.8% 3‐minute 50.5 49.5 72.5 ‐2.0% 46.5% 5‐minute 55.3 56.0 56.4 1.3% 0.7%
SOURCE: U.S. CENSUS BUREAU AND ENVIRONMENTAL SYSTEMS RESEARCH INSTITUTE (ESRI)
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TABLE 32 – COMPARISON OF RACE BY GEOGRAPHIC AREA
COMPARISON OF RACE BY GEOGRAPHIC AREA
ASIAN OR TWO OR AMERICAN 2000 WHITE BLACK PACIFIC OTHER MORE TOTAL INDIAN ISLANDER RACES
Wilkinsburg 29.3% 66.5% 0.4% 0.9% 0.5% 2.4% 100% Braddock Hills 79.4% 18.0% 0.3% 0.5% 0.2% 1.8% 100% Churchill 88.5% 8.4% 0.1% 2.0% 0.3% 0.7% 100% Edgewood 89.1% 7.9% 0.1% 1.6% 0.5% 0.8% 100% Forest Hills 94.7% 3.0% 0.0% 1.3% 0.7% 0.7% 100% Penn Hills 73.6% 24.2% 0.1% 0.6% 0.3% 1.2% 100% Pittsburgh 67.6% 27.1% 0.2% 2.8% 0.7% 1.6% 100% Swissvale 74.5% 22.1% 0.1% 1.0% 0.6% 1.7% 100% Allegheny County 84.3% 12.4% 0.1% 1.7% 0.3% 1.1% 100% Pennsylvania 85.4% 10.0% 0.1% 1.8% 1.5% 1.2% 100% U.S 75.1% 12.3% 0.9% 3.8% 5.5% 2.4% 100% 1‐minute 14.8% 80.5% 0.5% 0.6% 0.5% 3.1% 100% 3‐minute 36.0% 60.2% 0.3% 1.0% 0.5% 2.0% 100% 5‐minute 48.2% 47.4% 0.2% 1.9% 0.5% 1.7% 100%
SOURCE: U.S. CENSUS BUREAU AND ENVIRONMENTAL SYSTEMS RESEARCH INSTITUTE (ESRI)
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FIGURE 22 – COMPARISON OF RACE BY GEOGRAPHIC AREA
Comparison of Race by Geographic Area
0% 20% 40% 60% 80% 100%
Wilkinsburg Braddock Hills Churchill White Edgewood Black Forest Hills American Indian Penn Hills Asian or Pacific Islander Pittsburgh Other Swissvale Two or More Races Allegheny… Pennsylvania USA
SOURCE: U.S. CENSUS BUREAU AND ENVIRONMENTAL SYSTEMS RESEARCH INSTITUTE (ESRI)
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MEDIAN HOUSEHOLD INCOME The median annual household income in Wilkinsburg in 2000 was $26,543, slightly less than the median income in the City of Pittsburgh. In contrast, the median household income in neighboring Churchill is over 2.5 times that of Wilkinsburg. Table 33 presents a comparison of median household incomes in Wilkinsburg to those of neighboring municipalities, Allegheny County, Pennsylvania, and the United States.
TABLE 33 – TRENDS IN MEDIAN HOUSEHOLD INCOME
TRENDS IN MEDIAN HOUSEHOLD INCOME
% CHANGE % CHANGE 2000 2007 2012 2000 TO 2007 TO 2007 2012
Wilkinsburg 26,543 34,127 40,357 28.6% 18.3% Braddock Hills 18,546 24,215 29,634 30.6% 22.4% Churchill 67,311 87,801 106,868 30.4% 21.7% Edgewood 52,466 70,501 86,514 34.4% 22.7% Forest Hills 44,920 58,981 70,518 31.3% 19.6% Penn Hills 39,966 52,537 62,917 31.5% 19.8% Pittsburgh 28,660 36,723 43,490 28.1% 18.4% Swissvale 31,463 40,344 47,421 28.2% 17.5% Allegheny County 38,317 50,158 59,839 30.9% 19.3% Pennsylvania 40,108 51,375 60,635 28.1% 18.0% U.S 42,164 53,154 62,503 26.1% 17.6% 1‐minute 20,044 24,852 29,262 24.0% 17.7% 3‐minutes 28,513 36,826 43,711 29.2% 18.7% 5‐minutes 31,842 40,883 48,407 28.4% 18.4%
SOURCE: U.S. CENSUS BUREAU AND ENVIRONMENTAL SYSTEMS RESEARCH INSTITUTE (ESRI)
In addition to the level of household income, another key indicator of economic health is how income is growing in comparison to the rest of the country. As shown in Table 34 and Figure 23, the income gap between Wilkinsburg and the United States is expected to widen by over 40% between 2000 and 2012. Similar trends are expected in the City of Pittsburgh, Braddock Hills, and Swissvale.
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TABLE 34 – MEDIAN HOUSEHOLD INCOME AS COMPARED TO U.S. MEDIAN
MEDIAN HOUSEHOLD INCOME AS COMPARED TO U.S. MEDIAN
2000 2007 2012
Wilkinsburg (15,621) (19,027) (22,146) Braddock Hills (23,618) (28,939) (32,869) Churchill 25,147 34,647 44,365 Edgewood 10,302 17,347 24,011 Forest Hills 2,756 5,827 8,015 Penn Hills (2,198) (617) 414 Pittsburgh (13,504) (16,431) (19,013) Swissvale (10,701) (12,810) (15,082) Allegheny County (3,847) (2,996) (2,664) Pennsylvania (2,056) (1,779) (1,868) 1‐minute (22,120) (28,302) (33,241) 3‐minutes (13,651) (16,328) (18,792) 5‐minutes (10,322) (12,271) (14,096) U.S ‐ ‐ ‐
SOURCE: U.S. CENSUS BUREAU AND ENVIRONMENTAL SYSTEMS RESEARCH INSTITUTE (ESRI)
WILKINSBURG, PENNSYLVANIA 108 BUSINESS DISTRICT REVITALIZATION PLAN
FIGURE 23 – MEDIAN INCOME
Median Income (Compared to U.S. Median) Wilkinsburg 50,000 Braddock Hills 40,000 Churchill 30,000 20,000 Edgewood 10,000 Forest Hills ‐ Penn Hills (10,000) Pittsburgh (20,000) Swissvale (30,000) Allegheny (40,000) County 2000 2007 2012 Pennsylvania
SOURCE: U.S. CENSUS BUREAU AND ENVIRONMENTAL SYSTEMS RESEARCH INSTITUTE (ESRI) presents a comparison of median incomes by block group in Wilkinsburg and surrounding areas, contrasted to population density.
WILKINSBURG, PENNSYLVANIA 109 BUSINESS DISTRICT REVITALIZATION PLAN
MAP 18 – MEDIAN HOUSEHOLD INCOME AND POPULATION DENSITY (2000)
SOURCE: U.S. CENSUS BUREAU AND ENVIRONMENTAL SYSTEMS RESEARCH INSTITUTE (ESRI)
WILKINSBURG, PENNSYLVANIA 110 BUSINESS DISTRICT REVITALIZATION
EDUCATIONAL ACHIEVEMENT In 2000, 31.5% of Wilkinsburg residents had at least a high school diploma, 29.8% had some college education, and 22.4% had received a bachelor’s degree or higher. Another 16.3% of residents had less than a high school education. These statistics are consistent with the state average and slightly better than the national average. Among the neighboring municipalities, Wilkinsburg ranks seventh in the percentage of residents with at least a high school education, sixth in the percentage of residents with a bachelor’s degree or higher, and third in the percentage of residents with less than a high school education. Table 35 shows the Wilkinsburg education attainment compared to neighboring municipalities, Allegheny County, Pennsylvania, and the United States.
WILKINSBURG, PENNSYLVANIA 111 BUSINESS DISTRICT REVITALIZATION PLAN
TABLE 35 – EDUCATIONAL ATTAINMENT – POPULATION AGE 25+ (2000)
EDUCATIONAL ATTAINMENT – POPULATION AGE 25+ (2000)
BRADDOCK FOREST PENN ALLEGHENY WILKINSBURG HILLS CHURCHILL EDGEWOOD HILLS HILLS PITTSBURGH SWISSVALE COUNTY PA U.S.
Total Population Age 25+ 13,212 1,506 2,822 2,575 5,152 33,695 218,815 6,897 891,171 8,266,284 182,211,639 No Schooling 0.5% 0.6% 0.2% 0.0% 0.4% 0.6% 0.7% 0.6% 0.6% 0.7% 1.4% Nursery‐4th Grade 0.4% 0.4% 0.0% 0.0% 0.2% 0.2% 0.3% 0.1% 0.2% 0.3% 0.8% 5th‐6th Grade 0.7% 0.3% 0.0% 0.3% 0.4% 0.5% 0.8% 1.1% 0.6% 0.8% 1.9% 7th‐8th Grade 1.6% 4.1% 0.4% 0.4% 0.8% 1.6% 2.8% 2.0% 2.4% 3.7% 3.5% 9th Grade 2.0% 1.0% 0.2% 0.7% 1.0% 1.3% 2.4% 1.8% 1.7% 2.5% 2.5% 10th Grade 3.3% 5.0% 0.5% 0.5% 1.8% 2.7% 4.1% 2.8% 2.8% 3.6% 3.0% 11th Grade 2.8% 3.1% 0.2% 0.9% 1.2% 2.9% 3.7% 1.6% 2.5% 3.2% 2.8% 12th Grade/No Diploma 5.0% 3.1% 0.8% 1.4% 2.6% 4.3% 4.0% 3.6% 3.0% 3.4% 3.7% High School Grad 31.5% 43.3% 18.5% 15.8% 23.0% 35.8% 32.7% 35.1% 33.9% 38.1% 28.6% Some College/<1 Yr 7.3% 4.5% 4.8% 3.9% 5.1% 7.7% 5.5% 4.2% 6.1% 5.7% 7.1% Some College/1+ Yrs 13.3% 11.9% 10.8% 12.1% 10.6% 13.4% 10.7% 13.2% 10.9% 9.9% 14.0% Associate Degree 9.2% 5.8% 7.9% 8.0% 6.9% 7.9% 6.1% 8.9% 7.1% 5.9% 6.3% Bachelors Degree 13.7% 11.6% 29.3% 20.4% 26.2% 13.9% 13.7% 15.7% 17.3% 14.0% 15.5% Masters Degree 5.5% 4.1% 14.5% 18.0% 12.3% 5.1% 7.3% 6.4% 7.1% 5.4% 5.9% Professional School 2.0% 1.4% 7.3% 11.0% 4.6% 1.4% 2.9% 1.8% 2.6% 2.0% 2.0% Degree Doctorate Degree 1.2% 0.0% 4.7% 6.7% 2.8% 0.7% 2.3% 0.9% 1.3% 1.0% 1.0% Total 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
SOURCE: U.S. CENSUS BUREAU AND ENVIRONMENTAL SYSTEMS RESEARCH INSTITUTE (ESRI)
WILKINSBURG, PENNSYLVANIA 112 BUSINESS DISTRICT REVITALIZATION PLAN
HOUSEHOLDS Social characteristics in Wilkinsburg have changed markedly over the past two decades, with the percentage of family households declining from 57.7% of total households in 1980 to 49.0% in 2000, which represents a 15.8% decline between 1980 and 1990, and a 12.4% decline between 1990 and 2000. Married‐couple families also declined, but at a faster rate than family households. Married‐couple families declined from 39.8% of total households in 1980 to 24.3% in 2000, representing a 26.9% decline between 1980 and 1990, and a 27.4% decline between 1990 and 2000. In 2000, female‐headed family households represented 20.7% of total households, and male‐headed family households represented 4.0% of total households. However, male‐headed family households grew nearly three times faster than female‐headed households between 1980 and 1990, and nearly 2.5 times faster between 1990 and 2000. Wilkinsburg has a lower percentage of family households than neighboring municipalities, Allegheny County, and the United States, and the percent of married‐couple families in Wilkinsburg is less than half that in Pennsylvania and the U.S. Table 36, Table 37, and Figure 24 show the trends and comparisons of household social characteristics.
TABLE 36 – TRENDS IN HOUSEHOLD CHARACTERISTICS ‐ WILKINSBURG
TRENDS IN HOUSEHOLD CHARACTERISTICS – WILKINSBURG
1980 1990 2000
Family Households 57.7% 52.0% 49.0% Married Couples 39.8% 31.1% 24.3% Male‐Headed Households 2.4% 3.1% 4.0% Female‐Headed Households 15.6% 17.8% 20.7%
SOURCE: U.S. CENSUS BUREAU
WILKINSBURG, PENNSYLVANIA 113 BUSINESS DISTRICT REVITALIZATION PLAN
TABLE 37 – DETAILED COMPARISON OF HOUSEHOLD CHARACTERISTICS (2000)
DETAILED COMPARISON OF HOUSEHOLD CHARACTERISTICS (2000)
WILKINSBURG BRADDOCK CHURCHILL EDGEWOOD FOREST PENN PITTSBURGH SWISSVALE ALLEGHENY PA U.S. HILLS HILLS HILLS COUNTY Total Family Households 49.0% 50.3% 74.8% 50.2% 64.8% 68.1% 51.6% 51.2% 61.9% 67.2% 68.1% Married‐Couple Family: 24.3% 33.2% 67.2% 39.3% 53.3% 51.1% 31.2% 31.0% 46.1% 51.7% 51.7% With Own Children Under 18 8.4% 11.1% 21.5% 14.0% 19.7% 18.4% 11.4% 11.1% 18.6% 21.8% 23.5% Years Under 6 Years Only 2.4% 2.4% 5.7% 4.6% 5.0% 4.1% 2.9% 3.3% 4.4% 4.8% 5.6% Under 6 Years and 6 to 17 Years 1.6% 1.9% 4.1% 2.4% 3.2% 3.6% 2.2% 2.0% 3.6% 4.4% 5.0% 6 to 17 Years Only 4.4% 6.9% 11.7% 7.0% 11.5% 10.7% 6.4% 5.8% 10.7% 12.7% 12.9% No Own Children Under 18 15.9% 22.2% 45.7% 25.2% 33.6% 32.7% 19.7% 19.9% 27.5% 29.8% 28.1% Years Other Family: 24.7% 17.1% 7.6% 11.0% 11.5% 17.0% 20.4% 20.1% 15.8% 15.5% 16.4% Male Householder, No Wife 4.0% 3.9% 1.9% 2.6% 2.6% 3.5% 3.9% 3.7% 3.4% 3.9% 4.2% Present With Own Children Under 18 1.9% 0.7% 0.5% 1.3% 0.9% 1.4% 1.5% 1.3% 1.4% 1.9% 2.1% Years Under 6 Years Only 0.5% 0.0% 0.0% 0.4% 0.2% 0.3% 0.4% 0.2% 0.4% 0.5% 0.6%
Under 6 Years and 6 to 17 0.2% 0.3% 0.0% 0.2% 0.0% 0.1% 0.2% 0.2% 0.2% 0.2% 0.3% Years 6 to 17 Years Only 1.2% 0.4% 0.5% 0.7% 0.7% 0.9% 0.9% 0.9% 0.8% 1.1% 1.2% No Own Children Under 18 2.0% 3.2% 1.4% 1.3% 1.7% 2.2% 2.4% 2.4% 2.0% 2.0% 2.1% Years Female Householder, No 20.7% 13.1% 5.7% 8.4% 8.9% 13.5% 16.5% 16.5% 12.4% 11.6% 12.2% Husband Present: With Own Children Under 18 12.3% 7.9% 1.7% 4.1% 3.4% 6.6% 9.0% 8.8% 6.4% 6.2% 7.2% Years Under 6 Years Only 2.7% 2.2% 0.4% 0.9% 0.9% 1.4% 2.0% 2.0% 1.3% 1.2% 1.5% Under 6 Years and 6 to 17 2.8% 1.7% 0.1% 0.6% 0.4% 1.0% 1.8% 1.5% 1.1% 1.0% 1.2% Years 6 to 17 Years Only 6.8% 4.1% 1.3% 2.6% 2.2% 4.2% 5.2% 5.3% 4.0% 4.0% 4.5% No Own Children Under 18 8.5% 5.2% 3.9% 4.2% 5.5% 7.0% 7.5% 7.6% 6.0% 5.4% 5.1% Years
SOURCE: U.S. CENSUS BUREAU
WILKINSBURG, PENNSYLVANIA 114 BUSINESS DISTRICT REVITALIZATION PLAN
FIGURE 24 – HOUSEHOLD TYPES Household Types (2000)
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Wilkinsburg 51.0% 24.3% 4.0% 20.7%
Braddock Hills 49.7% 33.2% 3.9% 13.1%
Churchill 25.2% 67.2% 1.9%5.7%
Edgewood 49.8% 39.3% 2.6% 8.4%
Forest Hills 35.2% 53.3% 2.6% 8.9%
Penn Hills 31.9% 51.1% 3.5% 13.5%
Pittsburgh 48.4% 31.2% 3.9% 16.5%
Swissvale 48.8% 31.0% 3.7% 16.5%
Allegheny 38.1% 46.1% 3.4% 12.4%
PA 32.8% 51.7% 3.9% 11.6%
U.S. 31.9% 51.7% 4.2% 12.2%
Non‐Family Households Family Household‐Married Couple Family Household‐Male Householder Family Household‐Female Householder
SOURCE: U.S. CENSUS BUREAU
WILKINSBURG, PENNSYLVANIA 115