The Pittsburgh Downtown Plan a Blueprint for the 21St Century This Is a Living Plan

The Pittsburgh Downtown Plan A blueprint for the 21st century This is a living plan

Why Now? for growth and development—one that recognizes complexity as a It’s been more than 35 years since great asset, especially in a city as compact, diverse and distinguished Pittsburgh last undertook a comprehensive by history as Pittsburgh. Rather than shy away from competing inter- Downtown planning process. Since then, ests and demands, we embrace them. Only then can we identify and the city and region have undergone major inspire the most creative solutions. economic and social changes, diversifying its economy and growing a more entrepre- This is a living plan because it provides a flexible, market-based frame- neurial economy, driven by technologies work for development over the next ten years. A primary goal of this and knowledge-based enterprise. Plan is to expand Downtown life to that of an 18- to 24-hour city, the current focus of national development interest, while preserving and Through it all, Downtown has remained expanding its role as the business and governmental capital of the the center of business and employment for region. This blueprint must coordinate the many ongoing projects, as the region. When the Plan process began, well as set future priorities, while remaining adaptable to the stress points in the Downtown fabric were inevitable alterations and unforeseen opportunities that confront such beginning to show: a resolute but vulnera- ble retail corridor, an underachieving a document. entertainment sector, a negligible residen- It is a living plan also because it represents the aspirations and hard tial population, worsening traffic and work of the citizens of Pittsburgh. Through a year-long process that parking shortages and limited riverfront involved hundreds of Downtown stakeholders in dozens of meetings access and amenities. To address these and and workshops, a consensus emerged on where the future of the city other issues, a comprehensive develop- lies, and how we might work to get there. Residents, businesses, non- ment strategy is needed, one, which will steer and coordinate public and private profits and government agencies worked alongside an expert planning investments guiding the location and types team to develop this Plan. It would not exist without them, and its rec- of future improvements. ommendations will not be realized without their continued, enthusiastic support and commitment to its principles. The ten-year development strategy for Downtown seeks to strengthen and enhance retail, office, residential and entertainment choices within the Golden Triangle. Stronger connections between the Triangle and adjacent shores will place the rivers and riverfront activity at the center of the Downtown experience. Planning 1753 1754 1758 1800 1812 1845 Pittsburgh: George Washington French troops Pittsburgh named Pittsburgh develops War spurs iron, rope, Great fire destroys A Chronology urges fort at “Forks construct Fort for English Prime its first industry— glass and boat-build- nearly all of down- of the Ohio.” Duquesne. Minister William salt. ing industries. town. Pitt.

Project Scope The Golden Triangle, the area bounded by the Monongahela, Ohio The development strategy builds from the straightforward observation and Allegheny Rivers and the Crosstown Expressway, has traditional- that people attract people and that a multiplicity of activities—work- ly deﬁned “Downtown.” Early on, participants in this study recog- ing, residing, shopping, and recreating—are mutually reinforcing, cre- nized the North Shore of the Allegheny, the South Shore of the ating a whole greater than the sum of parts. Another fundamental Monongahela and the adjacent areas of the Strip, Hill and Bluff as principle is that the rivers and riverfronts should serve as the central

Rethinking the boundaries: Downtown integral parts of the center city, both now and in the future. The features, uniting rather than dividing a greater Downtown. This doc- includes the North and South Shores, the Strip and Lower Hill District. group also agreed that Downtown serves a regional role—as trans- ument outlines an aggressive ten-year program to invest in the devel- portation hub, symbol of national and international recognition and opment of all of these activities, as well in the public infrastructure of identity, and a main stage for business, sports and cultural achieve- transit, parking and public spaces to unite the city and the region. ment. Current conditions and future demand were measured in three Proposed Projects main areas: economic viability and growth; Downtown’s transporta- Major projects to be completed in this period should include: a tripling tion requirements, now and in the future; and how best to comple- in size of the Convention Center, a new baseball park and football sta- ment Pittsburgh’s natural features and physical form, using design dium, a comprehensive revitalization of the traditional retail core of the guidelines and other available tools. Golden Triangle and the extension of the light rail transit system to the Development Strategy North Shore. Numerous smaller projects, equal in importance to these Two cardinal objectives guide the ten-year development strategy for major undertakings, are projected to include: up to 3,000 new housing Downtown Pittsburgh. First, to fortify and enhance the retail, ofﬁce, units, mostly in renovated historic buildings; new hotels and destina- dining, residential and entertainment choices with the Golden tion restaurants and clubs; and continued development of the Cultural Triangle. Second, to realize Downtown’s full visitor potential by devel- District, Station Square and the Strip. Transit improvements would oping an invigorated 24-hour city that connects existing and planned include new parking facilities, a comprehensive reorganization of the development to form a vital and notable urban environment. bus system, and the initiation of a Downtown shuttle bus system.

4 THE PITTSBURGH DOWNTOWN PLAN 1873 1907 1911 1936 1943 1946 1958 1967 First steel-making Acquisition of U.S. Geographic Flood waters crest Pittsburgh boasts Plan to reclaim area at Renaissance I Penn Theater (now facility opens at Allegheny City makes Board of Names at 46.4 feet above record wartime steel the Point set in motion. completed. Heinz Hall) acquired Braddock’s Field. Pittsburgh the nation's restores “h” in ﬂood stage. production. for the Pittsburgh sixth largest city. spelling of Pittsburgh. Symphony.

The Downtown Plan considered all aspects of current land use in the city (inset) before making its recom- Downtown: mendations for projected development (numbered areas in large image). The Next Ten Years

Phase One (1–4 years): First build on existing retail, entertainment, and business activities on Fifth and Forbes Avenues, Grant Street, the Cultural District and at the Convention 3 Center. New initiatives for adaptive reuse housing in First Side and the Cultural District. Redevelop the North Shore 13 through two new stadiums for football and baseball. Establish a strong link 15 between the North Shore and the heart 2 of the Golden Triangle via the Sixth 12 Street Connection. 14 1 Convention Center Expansion 2 New Pirates Ballpark 3 New Steelers Stadium 6 4 Fifth & Forbes Retail 5 Adaptive Reuse Loft Housing 5 8 6 Sixth Street Connection 18 9 7 Corporate Centers 1 8 Allegheny Riverfront Park 17 9 O'Reilly Theater 10 10 Hotels 5 4 13 11 New Housing Construction 16 Phase Two (5–10 years): 5 Recreate the North Shore as a new mixed-use district. A new grid of streets that could contain a major "first-day" entertainment destination, new large floorplate office buildings, housing, hotels 7 and retail will organize this area. Complete the system of Downtown river- 7 front parks by redeveloping Roberto Clemente Park and constructing Fort Pitt Park along the Monongahela. 18 11 12 "First-Day" Attraction 13 Offices 14 Hotels 15 "Science & Art" Park 16 Fort Pitt Park 17 Station Square Master Plan 18 New Construction Housing 5 1967 1970 1975 1979 1984 1985 1987 1996 Plan unveiled for a Three Rivers City officials plan Developers reclaim Renaissance II: PPG Rand McNally Cultural Trust opens City announces new terminal at Stadium opens on David L. Lawrence abandoned freight opens its gothic, Post- names Pittsburgh Benedum Center in plans for new Greater Pittsburgh the North Side. Convention Center. yard and terminal to Modern corporate Most Livable City new 14-block Lazarus depart- Airport. create Station headquarters. in the U.S. Cultural District. ment store. Square.

7 4 6 5 2 3 11 1 10 8 9

1 FIFTH & FORBES 2 GATEWAY 3 SIXTH STREET CONNECTION Create a focused district to revitalize the Add recreational uses and connections to Connect the North and South Shores traditional retail heart of Downtown. this, the city’s ceremonial center. with commerce and entertainment. Downtown’s Districts The planning process identiﬁed eleven coherent districts that call for individual- ized design and development approaches. Transportation and urban design improvements enhance the physical connection and synergy between districts. The complete Plan document (found on the accompanying CD-ROM) provides detailed descriptions of each district, and clearly delineates what an investor could 4 NORTH SHORE 5 CULTURAL DISTRICT 6 CONVENTION CENTER 7 STRIP DISTRICT expect to be supported in that district. Capitalize on investments in major pro- Develop new residential while growth Exploit the riverfront setting and make Preserve the existing character while sup- jects to establish a new, urban district. continues in the region’s cultural center. connections to the surrounding areas. porting new development near Downtown.

8 SOUTH SHORE 9 FIRST SIDE 10 GRANT STREET CORRIDOR 11 CIVIC ARENA / LOWER HILL Improve the transportation nexus with Establish a new residential neighborhood Continue to expand Downtown’s corpo- Reinvigorate the Arena and connect to mixed-use development. through adaptive reuse and inﬁll housing. rate address. neighborhoods and employment centers. 6 THE PITTSBURGH DOWNTOWN PLAN Page 8 1998 2001 2003 The Plan’s Focus Areas RETAIL & ATTRACTIONS Funding plan unveiled Pirates Ballpark Phase Two of the for two new sports opens. plan begins. Like the precision workings of a time- Measuring market demand for a major infusion of new Downtown facilities and Convention piece, Downtown’s major sectors only retail, dining and entertainment activities. Center expansion. work well when they work in coopera- tion with one other, and for the sake of the whole. Each Focus Area section outlines general strategies and speciﬁc district proposals.

Page 12 BUSINESS CLIMATE Charting a plan for meeting the changing office space and support From Focus Areas to Districts needs for Downtown companies, large and small. The Plan content moves from the general to the specific, reflect- ing task force discussions. Agreement was first reached on broad principles for each of the six focus areas. Those ideas became the Page 16 foundation for a General Development Strategy. Detailed imple- HOUSING mentation of this strategy was then carried out for each of the 11 Identifying opportunities for developing architecturally distinct housing, with an eye for showcasing the waterfront, and other amenities. districts. Within each focus area, we present specific Phase One and Phase Two objectives, preceded by a summary of initiatives and assignments—how we plan to achieve them.

Page 20 Planning Process INSTITUTIONS Hands-on planning and public input have guided the develop- Honoring the longstanding contribution of our Downtown institutions, and looking at ways to meet their evolving needs. ment of the Downtown Plan. Six task forces—corresponding to the six focus areas of this document—provided leadership, ideas and feedback. The planning team invited public participation, and conducted detailed research and analysis to inform the Plan’s Page 22 proposals. Market studies for retail, attractions, business climate TRANSPORTATION Suggesting innovative ways to balance the growing demands of riders and housing; analysis of various transportation and parking needs; and the need to keep Downtown attractive for business. and urban design studies were undertaken in support of this study. At every step, from research and analysis to interim findings and final proposals, information was checked against the specific Page 26 local knowledge of participants and public officials who led the URBAN DESIGN task forces. Examining critical design issues and how attention to streets, parks and open space helps to define the “public realm.” Bridges have always been a fact of life in our city of rivers—but the way we view them continues to change.

The Sixth Street Bridge

(above and right), well-suited for pedestrian trafﬁc, could become a festive marketplace on game days—evoking the

Ponte Vecchio of sixteenth- century Florence. RETAIL & ATTRACTIONS Destination: Downtown!

All potential visitors to Downtown, whether they originate in additional 300,000 to 500,000 square feet of new retail space the outlying suburbs or in a neighboring county or state, are during the next five years, including another “better quality” drawn by a distinctly urban experience: the opportunity to sam- department store; one Downtown megaplex cinema with 14-20 ple and choose from a variety of retail, performing arts, profes- screens; development of several destination/icon restaurants. sional sports and destination dining and night life options all within walking distance of one another. While Downtown has In addition to the captive audience of 120,000 weekday many important pieces in place, we fall short of a true critical employees, an expanded menu of Downtown retail and enter- mass of stores and attractions. A ring of significant visitor desti- tainment choices could draw from more than 3 million resi- nations—the North Shore’s museums and sports teams, the dents living within a 50-mile drive, and a largely untapped visi- Strip’s music and club scene, the Civic Arena and Cultural tor market of 6 million consumers living within a 100-mile District—surround the inner Triangle, and yet there is no signa- radius. Also, the expansion of the David L. Lawrence ture entertainment or dining attraction in the core. Convention Center promises to generate significant increases in event attendance and delegate spending.

Research Results Development Approach A careful retail and entertainment market analysis conducted for The Pittsburgh Downtown Plan recognizes that attracting the Downtown Plan concludes that the overall mix of stores and investment by national retail and entertainment developers entertainment options must be strengthened if Downtown requires a coordinated strategy and effort. That coordination hopes to keep employees in the area beyond working hours, and should extend past ground breaking to see the formation of a attract suburban residents, meeting and convention groups and centralized retail management and marketing group that would regional visitors, both day-trippers and overnight guests. apply the joint promotion, parking and customer service func- That same analysis compared Pittsburgh’s market proﬁle with tions found in suburban malls in the urban setting. those of comparable cities and found sufﬁcient demand for the following developments, each one closely tied to the other: an Downtown’s average shopper is 35, earns $40,000, has at least some college, and spends 22% of his or her non-grocery budget downtown.

VISITORS Who shops down- Downtown’s retail town? Together, core, similar in

RESIDENTS WORKERS downtown workers scale to a typical and area residents suburban mall such comprise 95% of as Monroeville Mall downtown shoppers. WAY (solid blue line, dot- Only 5% are from ted blue outline out of town. indicates mall parking), is well-suited to become a shopping nexus. 9 RETAIL & ATTRACTIONS PHASE ONE

NORTH SHORE FIFTH & FORBES

The Plan proposes a revi- talized retail core in the Development Build Better Create a Shopping Fifth and Forbes district, and a spectrum of family- Objectives Stadiums Destination oriented entertainment attractions on the North Shore, linked by the Sixth Street corridor. Red indicates new and expanded retail and attractions The 10-year strategy achieves its An intimate baseball park and a larger A new Lazarus department store and (including hotels), beige buildings are existing facili- goals in two phases. Phase One football stadium should boost revenue proposed Market Square cineplex will ties. (1–4 years) concentrates on for Pittsburgh’s franchises, ensuring serve as catalysts in Pittsburgh’s strengthening the retail, office and long-term viability on and off the field. broad strategy to expand Downtown At the same time, a number of urban design and transportation entertainment base within the Year-round crowds will attract sports- retail, dining and entertainment improvements will strengthen the connection between the Golden Triangle, with key connec- themed restaurants and attractions. options. Unlike festival marketplaces Triangle area retail and entertainment and adjacent centers of tions to the sports and entertain- Development should complement the or enclosed malls, the planned devel- activity—sports and sports-related development on the North ment activities on the North Shore. built-in audience and avoid duplicating opment, management and marketing Shore, performing arts venues and the Convention Center in the Phase Two (5–10 years) moves the offerings already found at Station of Downtown will be focused on exist- Cultural District, the burgeoning night scene in the Strip, and emphasis to the North Shore, fur- Square or in the Strip District. ing streets and users. Store and the well-established visitor attractions of Station Square. ther enhancing its unique drawing Improved pedestrian routes, regional restaurant facades will complement Throughout, pedestrians will enjoy a new level of convenience power. highway access and intermodal transit the established Downtown character, and a more pleasing street-level environment. Recommended and parking options should reduce and streets will connect the Triangle changes include: traffic snarls and ease flow. and adjacent commercial districts.

• Rerouting buses to relieve congestion, expanding LRT connections, and establishing short-route direct service between attractions.

• A new ﬁve-tier parking strategy that encourages short-term use for visitors and shoppers, and that calls for free or reduced price off-peak parking in the Triangle core.

• High-quality open space and pedestrian environments—wider sidewalks, clear wayﬁnding signage—that help people walk more easily to and from key activity centers.

10 THE PITTSBURGH DOWNTOWN PLAN RETAIL & ATTRACTIONS

PHASE TWO

SIXTH STREET CONNECTION CULTURAL DISTRICT NORTH SHORE Link the Triangle Provide Amenities Create a First-Day, to the for the Family Destination North Shore 24-Hour City

Pedestrian-friendly urban design and a Westward expansion of Pittsburgh’s The Cultural District will see recon- Development on the North Shore will regional and national appeal. A combi- revamped and festive Sixth Street David L. Lawrence Convention Center struction of Fort Duquesne Boulevard, position this area as a regional sports nation of retail, destination restau- Bridge will provide a relaxed and nat- will triple exhibit capacity, upgrade facade changes for river-facing build- and entertainment draw. Upon comple- rants, an outdoor performance space ural transition between the existing meeting space and attract new visitor ings and a dramatic new linear river- tion of new sports facilities,Three and various recreational activities restaurant row and performing arts spending.The adjacent Cultural front park extending to Point State Rivers Stadium would be demolished, should have broad family appeal, and venues in the Triangle and new dining District and Strip should enjoy Park. creating a large, contiguous area. A complement—not compete with— and entertainment options on the improved pedestrian access and new new high-caliber, first-day attraction existing retail strengths and program- North Shore. Sports-related develop- transit links to both the Convention The O’Reilly Theatre, a new 650-seat will find its place along a restored ming in the Triangle, Strip, and Station ment on the North Shore and a multi- Center and Triangle. Dry cleaners, shoe venue, will add new programming to street grid. Square.Transportation improvements screen movie theater in the Triangle repair and other neighborhood ameni- the Cultural District calendar. should be made so this new entertain- will provide bookend attractions. A ties will service both residents and While a number of possible development niche is easily accessible via Opportunities exist for small, mid- program of facade and streetscape overnight guests. ment scenarios have emerged for this regional highways, pedestrian routes priced European-style hotels of any- improvements should lend visual conti- second phase of North Shore growth, and expansion of light rail service. where between 80 and 400 rooms. nuity and promote a pedestrian prome- the common denominator is the desire nade of public spaces. to reposition this area using a high- quality, first-day visitor attraction with

11 Pittsburgh’s growth as a corporate center traces back to its days as a frontier town and bustling river depot.

Today, some of the world’s leading names in ﬁnance, metals, packaged goods and advanced technologies continue to add jobs and expand operations in the Triangle, and throughout

Downtown. BUSINESS CLIMATE Tenants Seek a Tailored Fit

Approximately 120,000 employees arrive Downtown each work economies of scale. This trend is likely to result in a shortage of day. They help to secure Pittsburgh’s role in the global economy large floorplate flexible space in the Triangle, just at the time of and give Downtown a notable cadence and energy. With two- growing demand. thirds of the region’s office spaced located within the study area, Downtown holds several competitive advantages as a business Our market study projects Downtown employment to grow to location. Situated at the hub of a regional highway and mass 139,600 by the year 2010 from 120,000 in 1990. This repre- transit system, Downtown provides the best possible access for sents a 16-percent increase which is greater than the projected its employees, especially the more than 50 percent who com- regional employment growth of 10 percent during the same mute each work day by mass transit or car pool. Downtown period. Growth will be strongest in the finance, insurance, real amenities (world-class performing arts, professional sports, fine estate and construction industries, consistent with national hotels and restaurants) and business support services also set it trends. That growth rate translates into a demand for an addi- apart from low-rise complexes in the Airport or I-279 corridors. tional 250,000 square feet of Class A office space during the next five years. Projections also call for an additional 750,000 Industrial icons ALCOA, USX and PPG share the Downtown square feet of large floorplate office space likely to be situated skyline with international brand names such as Heinz, and primarily outside the Triangle. These projections amount to growing financial powers Mellon and PNC. Less visible but absorption rates of 200,000 to 400,000 square feet per year. equally important are international corporations, which have established U.S. or world headquarters in Pittsburgh, like the recently relocated Philip Services Corporation.

A small cadre of tenants (less than 10 percent) occupy some 70 percent of Downtown’s total multi-tenant space. Recent trends indicate further consolidation among large tenants looking for

Two-thirds of all C ofﬁce space, into OTHER B the region including LOCATIONS a majority of all A prime Class A ofﬁce space, is found DOWNTOWN Downtown. LOCATIONS

Downtown serves as a hub for the region’s highway and mass Freeways transit network. Future employ- Busways ment growth, driven by the need to HOV Facilities attract and retain employees, will LRT's cluster around mass transit stops. Proposed Existing 13 BUSINESS CLIMATE PHASE ONE

GRANT STREET CORRIDOR

Recent land acquisitions in the Golden Triangle by Development Accommodate New PNC and Mellon for large- floorplate operations cen- Objectives Consolidations ters mean that future demand will look to the North and South Shores, and the Strip District to find similar sites. Blue indicates proposed office build- Phase One (1-4 years) concentrates Changes in organizational design and Fifth Avenue and Ross Street, and the ings, with existing buildings in beige. on upgrading older offices to Class A the demands of back-office computer 374,000-square-foot Penn Liberty space within the Triangle, and devel- operations are two reasons that com- Plaza near the Convention Center— oping the remaining large parcels to panies give for consolidating opera- demonstrate the demand for large Development Approach satisfy large floorplate demand. tions. A new office paradigm is taking floorplate office development. Public Pittsburgh’s business center strategy follows parallel tracks: one Phase Two (5–10 years) will see new hold, free from the real and perceived money has been added for parking focuses on developing remaining parcels and upgrading of exist- office development and the re-estab- barriers of the traditional corporate structures to offset anticipated staff ing Class B and C space to accommodate expansion within the lishment of historic street grids on tower. Four major building projects— increases. Companies seeking similar Triangle. While large space users dominate the market, those the North Shore, South Shore and the ALCOA world headquarters, the large floorplate offices will face a with smaller space needs—small and start-up businesses, and the Strip District. 400,000-square foot PNC bank opera- shortage of potential sites within the smaller firms in areas such as law, real estate, accounting, engi- tions center at First Avenue and Grant Triangle. Demand will likely shift to neering, and advertising—comprise 70 percent of all tenants. Street, the 500,000-square foot adjacent areas. These companies and firms perform a vital service, and the Plan Mellon Bank operations center at recognizes the importance of providing a full range of office environments. A second track seeks to identify new large floorplate sites on the North Shore, South Shore, Lower Hill, and Strip District, where office development will be guided by the re- establishment of historic street grids.

Equally important is a series of transportation and parking improvements designed to satisfy demands for parking and reduce vehicle congestion around major office towers and retail centers. The Plan recognizes that while employers value Downtown as the best and most central location for consolidating operations, improvements in vehicle and pedestrian flow, and street environments will be necessary to improve Downtown’s overall efficiency and comfort.

14 THE PITTSBURGH DOWNTOWN PLAN BUSINESS CLIMATE

PHASE TWO

DOWNTOWN-WIDE DOWNTOWN-WIDE STRIP DISTRICT / SOUTH SHORE / NORTH SHORE Upgrade for the Keep Pace with Accommodating New Information Age Employment Growth Ofﬁce Designs

Many older Downtown buildings, clus- With two-thirds of the 120,000 daily Large floorplate office development Historic street grids, some of which tered in along First Side, Fifth & downtown workers traveling from out- will extend from the Triangle to have been lost over the years, will be Forbes and the Cultural District, once side the City, issues of regional com- Downtown’s outer ring—the North restored to preserve the urban charac- belonged to housewares and furnish- muter access and parking capacity Shore, Strip and South Shore areas— ter. Mixed-use residential and ings merchants.Today, a new genera- have become central to the continued where some 75 percent of future retail/entertainment development tion of start-up businesses—many economic growth and vitality of demand is expected to be met.The would complement such areas. A good designing virtual environments for the Downtown. Expansion of LRT and need for prominent sites that can example of this synergy is found on the information age—may look to these busway routes, new highway construc- accommodate floorplates between North Shore, where The Andy Warhol same buildings to expand their opera- tion, and a re-evaluation of bus routing 30,000 and 75,000 square feet, relat- Museum and ALCOA world headquar- tions.These historic structures repre- will increase overall capacity without ed support services and adjoining ters helped attract and later lease up sent a great opportunity for upgrading sacrificing convenience or affordability. parking will further narrow the search Lincoln at the North Shore, 230 mar- and customizing office space for small A middle tier of parking, more accessi- to a few key sites in these areas. ket-rate apartments with river views to mid-size companies. ble than fringe lots, will help meet and easy access to the Triangle. increasing demand.

15 Living downtown—a necessity for millworkers earlier in the century—is fast becoming a convenient and prestigious alternative for modern workers, made all the more appealing by distinctive spaces and prized waterfront views. HOUSING A High-Rise Revival

Attracting new residents and improving neighborhood amenities ers. As Pittsburgh attracts a critical mass of Downtown resi- may be seen as window dressing by those who view Pittsburgh’s dents, retail services such as small grocers and dry cleaners Downtown as a “work and get out” proposition. And yet it is should follow. the downtown resident—out for a late-night sandwich or morn- ing walk—who supports the vitality of city living. Residents Our research finds potential for expanding Downtown housing strengthen the web of people, buildings, and businesses that during the next decade, at the rate of 300 units per year. A mix support the 24-hour city. While Downtown Pittsburgh can sur- of rental and owner-occupied stacked flat condominiums should vive without a significant resident population, and the human- be concentrated within two areas of the Triangle, First Side and scaled banks, shops, and restaurants they support, it will very the Cultural District, and should fall along a continuum of likely not thrive. price points. As downtown services and parking expand, and the market strengthens, the tenure will likely shift toward owner- Pittsburgh, and particularly the Golden Triangle, contains the ship. High land values make single-family detached housing right ingredients for urban living: a compact street grid, plenty prohibitive within the Triangle, but such housing might be of historic buildings, and access to an emerging waterfront. accommodated in later phases on the North and South Shores, Those same conditions existed more than a century ago, prior and in the Strip District. to industrialization, when Downtown served as a primarily residential neighborhood. While the habit of living Downtown Downtown’s housing strategy will benefit from overall city-life gave way to the mass and fury of the railroad and blast furnace, improvements: new streetscapes, more retail and entertainment the underlying incentives—convenience, nature’s amenities, and options, and a better supply and management of parking. In proximity to both work and attractions—remain. return, additional Downtown residents will fuel a more vital retail and entertainment economy, further reduce traffic conges- Until recently, little effort was made to provide the kind of 24- tion, and anchor the 24-hour city. hour vitality and range of services that Downtown residents require. Recent developments, including Lincoln at the North Who lives downtown? Most would be Number of Units 4781 The plan’s Shore, 429 First Side Lofts, and Crawford Square in the Hill Allegheny County residents, two-thirds of implementation them risk-tolerant singles and couples, as well is predicted to District, found an eager supply of market-rate renters and buy- as empty nesters and retirees. potentially produce three times as many housing units than exist Crawford Square currently. brought new, mixed- type housing to the Lower Hill District, within walking distance of Downtown. 1851

1375

1988 1998 2007 HOUSING PHASE ONE

FIRST SIDE

Historic buildings in the Cultural District, First Development Attract Developers Side and the Strip District offer the right mix of loca- Objectives with Steamboat-Era tion and charm to attract apartment and condomini- Ambiance um dwellers to Downtown. Sites for new construction are on the North and South shores and the Phase One (1-4 years) concentrates A prime target for new Downtown tion plans call for a riverfront highway Lower Hill. Yellow are renovated and new housing. on the Cultural District and First housing will be First Side, a ten-block to drop one level and be shielded by an Beige are existing ones. Side. Long-term housing development area bounded by the Boulevard of the upper-level promenade. will target the North Shore, South Allies and the Monongahela River.The The successful development of an Development Approach Shore and the Strip District. district, marked by long, narrow build- eight-unit condominium, 429 First We have several ways to encourage and leverage new housing ings and playful facades that evoke Side Lofts, shows strong market development within the study area. These implementation tools Pittsburgh’s steamboat era, shows demand for innovative Downtown include: great potential for loft apartments and condominiums. First Side benefits housing. Developers used building code • A comprehensive Adaptive Reuse Study, led by architects expe- from a central location, a short walk variances to preserve vital living space. rienced in the development of loft housing in older structures, from Pittsburgh’s financial and gov- Each unit occupies an entire floor, will help develop new building codes for more effective housing ernment center, and close proximity to allowing direct elevator access and a design and construction, clarify the building code approval the historic, elegantly-restored sweeping waterfront view. process and demonstrate project viability through case studies. Smithfield Street bridge, a strong pedestrian and visual connector to the • Selective application of tax abatement and exemption and shopping, dining and entertainment at aggressive financing tools—combining public and private sup- Station Square. Long-term transporta- port—will help transform many older and smaller buildings into creative and attractive residential units.

• Each development will demand a detailed study of the need for free or reduced overnight parking, and residential permits for nearby on-street parking.

• Continued infrastructure improvements will bring new pedestrian comforts and amenities including: a riverfront park in the Cultural District, expanding running and walking trails along Second Avenue and on the North Shore, and brighter streetscapes along Liberty, Forbes and Fifth Avenues, and Wood Street.

18 THE PITTSBURGH DOWNTOWN PLAN HOUSING

PHASE TWO

CULTURAL DISTRICT STRIP DISTRICT SOUTH SHORE NORTH SHORE Keep Tune with Support Housing Link Main Street Complement Broad an Up-Tempo Beat in Old and New Convenience, Old- Changes Structures World Charm

Pittsburgh’s 14-block Cultural District Ongoing streetscape improvements Recent success by risk-tolerant private The South Shore may provide some The quick lease-up of the new 232- is an ongoing success story. It's also a have laid important groundwork for developers shows the Strip District to long-term opportunities for the devel- unit, Lincoln at the North Shore, a prized location for its ability to link future development. Numerous build- be a leading candidate for residential opment of new housing units.The market-rate apartment complex, has the success of Downtown housing with ings along Penn and Liberty Avenues adaptive reuse projects. Stretching amenities of the waterfront, the enter- helped to demonstrate and satisfy an expanded Convention Center and qualify as candidates for adaptive from the northeast edge of the Triangle tainment and shopping at Station near-term market demand. Future the city’s premier cultural attractions. reuse for loft apartments and condo- to the neighborhood of Lawrenceville, Square, and the proximity and access North Shore residential development Patrons and residents could support a miniums—all within walking distance the Strip may also accommodate new to the downtown office core—includ- should both complement and benefit variety of restaurants, shops and com- of Heinz Hall for the Performing Arts, housing construction, including a vari- ing an existing subway station—make from the changes—sports stadiums, mercial services in and around the Benedum Center for the Performing ety of multi-family housing types, such the South Shore a potentially attrac- entertainment, shopping. First it will Cultural District, thus ensuring the Arts, the Byham Theater and the inti- as single-family, detached construction. tive location for households.The avail- be necessary to re-configure a variety sustainability of the 24-hour city. mate Harris Theatre. A fifth new per- This in-fill housing would target a dif- ability of land for new construction of transportation and parking needs, formance space, the O’Reilly Theatre, ferent buyer than that sought by Phase may generate a mix of housing devel- and to re-establish the urban street Like First Side, the Cultural District will house the Pittsburgh Public I residential development. opment, including multi-family and grid, in order to pinpoint potential res- offers access to major employers, Theatre company. possibly even single-family construc- idential sites and the appropriate mar- upscale shopping and other amenities tion, different from what is possible in ket niche. at Fifth Avenue Place and Penn other downtown locations. Avenue Place, and river views.

19 Throughout Downtown’s history, churches have con- tributed stability, historical presence and a reliable inﬂux of visitors to the Downtown mix. INSTITUTIONS Keepers of Time and Place

Some 23,000 students attend three private colleges and universi- Not all of Downtown’s institutions are distinguished simply by ties (Duquesne University, Robert Morris College and Point age. At the corner of Fourth Avenue and Wood Street, the Park College), and more than 10 private career schools (includ- Library Center, a collaboration between The Carnegie and Point ing the Art Institute of Pittsburgh and two culinary academies) Park College, has breathed new life into a collection of turn-of- within the Downtown study area. The collective student body, the-century bank buildings. The new Library Center has along with faculty, staff and visiting friends and parents, use become a bright new focal point for students and other Downtown as an extended campus, both during peak weekday Downtown information users. times, and nights and weekends. The Downtown retail, entertainment, and housing strategies consider this group—a young, Other institutions include government entities, the courts, hos- diverse audience accustomed to setting trends and willing to pitals and various social service agencies. The Pittsburgh spend a significant share of their disposable income—as an Downtown Plan recognizes the strategic and essential roles that important customer base. Students also represent a potential these and all institutions and their constituents play in the long- pool of part-time employees needed to attract and sustain key term growth of Downtown and the region as a whole. Attention elements of the 24-hour city. Nurturing and targeting this mar- will be paid to their particular needs regarding city-life issues ket segment is particularly important given the outmigration of such as the need for off-peak parking, improved transit service, young people from the region. affordable quality housing, longer retail hours and the appropriate store and entertainment mix. Congregation members and frequent visitors to Downtown’s six historic churches and various social institutions form a second important constituency. While few congregation members still Downtown schools, live in the shadows of the bell tower, the role of churches and churches and other institutions (indicat- other Downtown institutions remains critical. Places such as the ed in purple) help to Duquesne Club and the Harvard-Yale-Princeton Club carry on give Pittsburgh a centuries-old traditions and remind passers-by of a stature found deep sense of rooted- only in older cities. Collectively, Downtown’s institutions bring ness in time and place, and attract a a welcome tempo change to street life. We acknowledge that significant year-round schools and churches, and the activities they sponsor, can serve Downtown’s growing student body stream of students, includes representatives from four-year congregation mem- as beacons of safety and comfort for families, especially those colleges and universities, and numerous bers and visitors. making their first trip Downtown. In a similar sense, the fine private art, culinary and business train- ing schools. collection of older church buildings provides an architectural The Library Center, a Carnegie Library counterpoint to the predominant commercial buildings. branch, creates a new day and night crossroads for Downtown information users.

21 Freight hauling dominated transportation plans when

Downtown was the transfer point between river and rail.

Today, intermodal transfers are more likely to involve commuters—as in the LRT stop planned for the North

Shore. TRANSPORTATION Capacity to Grow

Shuttling 160,000 daily workers, shoppers, students and visitors The challenge of redirecting and managing Downtown traffic between home and Downtown strains the region’s roads, flow is made even more complex by geography. The same rivers bridges, busways, and LRT lines to capacity. For Downtown to and hills that reward Pittsburgh with unmatched beauty and attract new jobs, residents and visitors, planning agencies and breathtaking vistas provoke nightmares for transportation plan- the private sector will have to rethink, and in some cases rein- ners and engineers. The great river basin surrounding vent, the transportation network that supports Downtown. Downtown functions like the tip of a transportation funnel where all roads, rail lines, mass-transit routes and pedestrian Research Results walkways meet. This convergence both supports Downtown’s More than 50 percent of Downtown workers rely on mass tran- role as the commercial center of the region, and at times limits sit or car pools for their daily commute, a figure well above the its ability to grow. average for similar large urban centers. The challenge in coming years will be to sustain and improve upon mass transit ridership levels. At the same time, proposed highway improvements will speed access to Downtown from previously remote corridors of the region, further adding to the volume. On the other side of the equation, new developments slated for Downtown require a much more pedestrian-friendly environment, but will also con- sume hundreds of surface parking spaces that currently serve employees. Balancing the competing demands of the vehicle and One sixth of all parking is on the pedestrian will require new levels of diligence and innovation. North Shore, but many of these spaces occupy land slated for redevelopment. Replacement garages would be built along the highway.

A majority of Development pro- Downtown work- 41% jections indicate AUTO ers arrive by mass six to eight thou- 54% transit, carpool, TRANSIT sand new parking bicycle or by foot, spaces will be according to a needed by 2020, 5% 1996 study. unless transit rider- OTHER ship climbs. Brown buildings are existing parking and transit facilities. New parking facilities will need to be added mostly in less congested areas outside the core of the Triangle 23 TRANSPORTATION PHASE ONE

The Plan proposes a reorganization and refocus of Development Reduce Congestion our current transportation system. Increased ridership Objectives to Enable New of public transportation and a new parking struc- Streetscapes ture are its major goals. Grey indicates existing parking and transit facilities. Phase One (1–4 years) includes the Pittsburgh’s ability to attract national the same time, new stores and attrac- reconstruction of principal streets with retailers and destination restaurants tions could spur additional ridership. landscaping and other pedestrian into a unified entertainment and shop- Furthermore, a more efficient system amenities, the reprogramming of bus ping corridor hinges, in part, on the of through-routing, along with Development Approach routes and the creation of new transit ability to redirect high bus volumes improved direct service between large The transportation component of The Pittsburgh Downtown options linking the Triangle with other away from the most traffic-sensitive residential areas and high-ridership Plan describes in detail the changes needed to realize other areas of Downtown, particularly the streets: Forbes and Fifth Avenues, pockets like the Oakland university and aspects of the Plan, most importantly the retail and entertain- North Shore and Strip District. A Wood and Smithfield Streets, and medical district, could further reduce ment, housing and business center development strategies. The revamped menu of Downtown parking cross streets in the Cultural District. bus volume on Downtown streets. An bulk of transportation recommendations fall into three types: locations and pricing is also underway The challenge is to restructure additional system of small pedestrian- in Phase One. Phase Two (5–10 Downtown bus routes without compro- friendly shuttle buses should help to • Improving key pedestrian connections; years) will focus on expansion of the mising ridership or service. By shifting circulate visitors as well as workers LRT to the North Shore, and on sever- routes to wider boulevards, most daily and shoppers around the greater • Reprogramming the mix of vehicle traffic on Downtown al new intermodal (parking and LRT) riders will still enjoy easy access. At Downtown. streets to achieve this while enhancing the role of transit and facilities to be located at First Avenue maintaining vehicular access; and on the North Shore. • Increasing the number and range of parking options.

Responsibility for these changes falls on several public agencies: the Port Authority, PennDOT, the Pittsburgh Parking Authority, and the Urban Redevelopment Authority and

Departments of City Planning and Engineering and WAY Liberty Avenue Construction. The Pittsburgh Downtown Partnership, the Fifth Avenue Pittsburgh Cultural Trust, private developers and the business Boulevard of the Allies

community all have a role to play in moving transportation Grant Street Proposed Changes changes from concept to reality. in Bus Volume Increased Bus Volume Decreased Bus Volume

24 THE PITTSBURGH DOWNTOWN PLAN TRANSPORTATION

PHASE TWO

Implement Five-Tier Provide Parking Help Commuters Expand Fringe Parking Strategy to support the Connect via the “T” Parking 24-Hour City

Downtown’s current parking inventory structured and surface lots, is still The development of permanent A plan to extend light rail service (or a Currently, about half of Downtown’s and price structure should evolve into walkable, and will be supported by reserved parking at affordable rates people mover) from the Triangle to the 42,000 total parking spaces are in a five-tier parking system designed to transit connections to major office will be an important marketing tool North Shore would support new devel- fringe areas. As parking demand more closely match employment and concentrations. Remote Fringe Parking for developers interested in building opment on the two shores of the grows, the City will face an urgent development trends. Core Parking will is not walkable and requires transfer new Downtown housing.The need for Allegheny River. An intermodal garage need to add new spaces.The new give shoppers and business visitors bet- to regular transit or dedicated shut- such parking will be felt most immedi- and transit stop would provide parking Second Avenue lots establish a trend. ter short-term rates close to their des- tles. Park and Ride surface parking ately in and around the Cultural relief, a direct transit link and a high They will combine garages integrated tination, while charging executives a lies well outside the urban core and District and First Side districts. It is level of regional highway access. As with a “T” stop, fringe parking with premium for convenience. Perimeter links directly with regional transit ser- also important to recognize and cap- the North Shore develops as a regional shuttle service and a pedestrian/bike- Parking lies within the Triangle but vice. All designs for major new ture the potential for off-peak, on- sports and entertainment hub, a transit way linking it all to the Golden outside the inner loop, and is usually Downtown projects—Lazarus, PNC street parking and shared parking in connection could more quickly move Triangle and East End. less than five blocks from a destina- Operations Center, Mellon Operations these housing development zones. visitors between Station Square, the tion. Perimeter pricing will target mid- Center—feature below-ground or adja- Strip and Triangle and help increase dle-management, event attendees and cent parking and direct transit links. visitor spending. residents. Near Fringe Parking, both

ITC/Ballpark Proposed Remote Fringe General Robinson Near Proposed Fringe Convention Center Stadium/Science Center Proposed Proposed Liberty Center Perimeter Proposed

WAY Wood Gateway Near Core Fringe Steel Plaza

Extension Options for LRT Existing LRT Stations Near Proposed LRT Stops First Avenue Fringe Proposed LRT Extension Options Remote Fringe Existing LRT Lines Station Square 25 Just as Point State Park was transformed into an inviting public space, so Downtown’s streets can become exciting places for pedestrians to linger and enjoy. URBAN DESIGN A Vocabulary of Experiences

Pittsburgh, like the world’s most enduring cities, came artfully With the beauty though come real challenges and barriers. pre-cut by nature's hand. The flow of three rivers created a great Downtown sits at the center of a regional transportation system basin, the defining feature for Downtown. Within the basin, that supports its role as the region’s commercial center. Those landforms collide—bottom lands occupied by the Golden same roads and rail lines also bring high traffic volumes and Triangle and the North and South Shores; steep wooded slopes; competing uses, and have long denied people access to and and the upland terraces of Mt. Washington, the Hill and Bluff. experience of the City’s waterfront. These landscape relationships connect Downtown with surrounding neighborhoods and should be preserved and enhanced.

Our urban design strategy determines how transportation and infrastructure improvements, and the developments they support, impact the City’s physical character. That character is what sets Downtown apart from other cities and nearby suburbs. People arriving from any direction—by car, train or mass transit—travel by various gateways, bridges and portals onto a visu- "Golden Triangle" ally stunning urban landscape. was ﬁrst used to describe Pittsburgh 20 min in a 1914 Saturday Evening Post fea- 10 min ture.Today, as then, pedestrians can WAY reach any point in the Triangle within a short 10-minute walk.

Walking Time

Pittsburgh boasts many examples of the Pittsburgh, PA 8.58 traditional tripartite pattern of skyscraper design, with clear differentiation between the Cleveland, OH 7.1 base, middle and top of each building.These signiﬁcant works of architecture serve as Portland, OR 5.6 identifying features and contribute to the high quality of the city skyline. Baltimore, MD 4.1 St. Louis, MO 2.4

0 2 4 6 8 Riverfront in Miles

8.5 miles of waterfront sets Pittsburgh’s Downtown apart from comparable cities. 27 URBAN DESIGN

The Plan proposes a more family-friendly and inviting Implement Design Complete urban landscape through a series of public space Guidelines and a District Plans improvements, including new open spaces, brighter Review Process street and sidewalk treat- ments, and greater access to the waterfront.These improvements will knit High-quality urban design honors the Accentuating the City’s rootedness in Although the Plan articulates broad together the various proposed developments (red, sound principles of early town plan- time and place by preserving the his- development strategies and general blue, yellow). ning. In the case of Pittsburgh, some toric context of each development design guidelines, a second and more objectives include: site, in part by respecting the city’s detailed development and design existing street and block patterns; and study is needed for certain districts. Development Approach Putting the needs of pedestrians first ensuring that all new public infra- The Plan recognizes that all trips to Downtown begin and end by placing buildings at the edge of the structure projects meet historically Studies for the North Shore, Civic as pedestrian trips. Each decision regarding transportation and sidewalk, consistent with other build- high standards for design quality and Arena/Lower Hill, and Fifth & Forbes parking, building design and placement should ultimately ings to preserve the streetwall; pro- represent public space improvements. districts would: inventory resources, enhance, not detract from the pedestrian experience. The Plan’s viding setbacks above the fourth story including historic structures and open design guidelines and policies pursue the following objectives: to allow penetration of light and air The City will develop a separate space; establish street and block orga- to preserve historic buildings and the traditional pattern of to street level; eliminating blank walls design review process, applicable to nization, and transportation and park- streets and sidewalks that constitute our principal public spaces; by requiring public or semi-public both public and private development, ing needs; delineate mixes of land to call attention to signature elements, especially Pittsburgh’s uses for ground floor spaces and by that would govern these and other uses and densities; and set building elegant bridges, with dramatic lighting and other improve- creating welcoming public facades considerations for the Downtown envelope, the massing and setbacks ments; to encourage concentrated, mixed-use development; and and generous entries that link interior study area. and establish a coherent system of to give pedestrian use the highest priority. spaces with the street. public spaces to organize the new district improvements. It’s been shown time and again that exceptional urban design adds value to both specific developments and places in general. The design considerations and ideas presented here are intended The Strip North Shore as a siren call to developers that Pittsburgh values both its natural and man-made assets. WAY Civic Arena/ Fifth & Forbes Lower Hill

Study Area

S 16TH 28 THE PITTSBURGH DOWNTOWN PLAN URBAN DESIGN

Streetscape Develop Parks and Promote Reuse Improvements & Public Spaces and Historic Signage Preservation

Several streetscape projects, some Bridge lighting and underpass New and improved public open space The Adaptive Reuse and Building promise for attracting residents underway, will improve pedestrian improvementsthat would showcase will be developed, with emphasis on Code Study, conducted as part of the downtown and for securing other key ﬂow, make streets friendlier for visi- Pittsburgh’s river dimension and riverfront sites. Point State Park’s Downtown Plan, tries to resolve the elements of the 24-hour city. Early tors and residents, and better accom- brighten key entry points into role as a central recreation spot will confusion and frustration expressed success by private developers indi- modate many elements of the 24-hour Downtown. be enhanced with better access and by owners and developers over appli- cates the potential these buildings city.They include: more family-friendly activities. A sep- cations of the building code to certain hold as economic catalysts. Pedestrian-oriented improvements arate Riverfront Development Plan older downtown buildings. New sidewalks, lighting and curbs designed to reduce confusion and side- lists the following development princi- The Adaptive Reuse and Building Code along Liberty, Fifth and Forbes walk clutter, and give consistency to ples and design guidelines: These so-called “sliver” buildings, Study highlights alternative and equiv- Avenues and Wood Street to expand paving, landscaping, lighting and pedes- often underoccupied or vacant, enjoy alent means of building code compli- capacity on these major retail and trian directional signs. Encourage linear development and prime locations in the Cultural ance that make redevelopment more entertainment arteries. public access.The Allegheny District, First Side and retail corri- attractive and feasible; an improved Riverfront Park, for example, will dors.These structures hold great project review and appeal process; A boulevard system that would sup- extend access from Point State Park technical assistance grants for assess- port a shift of mass transit to toward the Convention Center. ing complex code issues and general Downtown’s wider streets, and bring a project planning; and a cost proﬁle consistent and inviting look to Establish the riverfront as a front database for reuse projects Liberty, Stanwix and Grant Streets, CULTURAL doorto the City with land use and DISTRICT and the Boulevard of the Allies. design, such as placing the baseball- only park on the North Shore at the foot of the Sixth Street Bridge.

Heinz Sustain a diverse river habitat and Hall improve its recreational appeal.

Harris Create perpendicular access to the Theater riverfrontfrom the City center.The Sixth Street connection, for example, Byham visually links the Triangle and North Theater Shore. 29 Development Initiatives

In order to accomplish the objectives we Market Strategy Transportation Urban Design Follow-Up Meetings have described previously, the following initiatives have been proposed. Initiatives Initiatives Initiatives

Note: In each action item, the Leadership Role is assigned to the agency that will be the motivating force pushing for the implementation of the proposed action, not neces- sarily the implementer itself. Retail Development Strategy Re-route Buses in Downtown Design Review Guidelines & Commission Task Force Follow-Up Meetings Mayor’s Office 11 20 32 PDP 11 12 14 23 DCP 2 7 13 26 DCP/PDP 21 Coordinate a strategy for the revitalization Reduce bus congestion and provide Downtown Develop design guidelines and an adminis- Establish a regular schedule (approximately of the downtown retail district with an ini- circulation while improving level of service and trative and review procedure in order to every 6 months) of follow-up meetings to tial focus on retail and entertainment along ridership and produce a higher quality of assure a high quality of design and develop- assess progress in implementation of the Participants Fifth/Forbes corridor. pedestrian and retail street environments. ment within the Downtown area. plan, which encourages on-going participa- 1 Banks tion in implementation by stakeholders 2 Building Owners and Managers Association Centralized Retail Management Restructure Parking Rates to Support Streetscape Improvements 3 Bureau of Building Inspection PDP 18 25 27 Short-Term & Fringe Uses DCP 2 4 10 19 Monitoring the Economic Health of 4 Business Community Manage Downtown retail as a single entity PDP 18 19 24 Reduce the visual clutter and unsightly Downtown 5 Chamber of Commerce with business recruitment, joint promotions, Restructure parking rates to provide avail- nature of some streets, thereby improving PDP 2 5 10 11 16 18 23 6 Civic Arena and advertising to compete with suburban ability of parking for short-term visitors and the quality of street environments as an eco- Establish a mechanism to annually up-date 7 Civic Groups 8 Community Design Center malls and produce higher-grade retail and shoppers in the core of Downtown, while pro- nomic development tool and supporting information databases developed by the 9 County higher level of occupancy rates. viding affordable fringe parking facilities for transit usage. Downtown Plan and others in order to facil- 10 Cultural Trust all-day commuters. itate investment, marketing and decision- 11 Department of City Planning (DCP) Downtown Marketing Strategy Pedestrian Wayfinding System making. 12 Department of Engineering and Construction PDP 4 16 22 Residential Parking Permit Program DCP 2 4 10 19 13 Design Community Project a new image of Downtown and PDP 10 11 18 19 Provide directional information and clarity North Shore District Plan 14 Developers 15 Foundations Pittsburgh which will change local and Study the feasibility of a Downtown permit for downtown visitors and improved “user- DCP 7 14 17 18 29 16 Greater Pittsburgh Convention & Visitors’ national perceptions of the city. district to provide support for new housing friendliness” of Downtown for visitors. Develop detailed redevelopment master plan Bureau development. for the area in anticipation of construction 17 Institutions Promote Large Floorplate Office Riverfront Development Plan projects and future development. 18 Mayor’s Office of Economic Development Developers/Real Estate Community 11 18 20 32 Incentives for Resident Parking DCP 14 15 32 19 Parking Authority Identify and market sites for both infill and Mayor’s Office 14 19 20 24 32 Establish standards for high quality river- North Shore MIS Study 20 Pittsburgh Downtown Partnership (PDP) DCP 14 19 28 29 21 Task Force Participants new district developments that will accom- Study the feasibility of reduced rate, resi- front development and support greater use 22 Pittsburgh Regional Alliance modate the current demand for large floor- dent-oriented lease structures for city and of the rivers as amenities. Develop a plan for expansion of transit ser- 23 Port Authority Transit plate office buildings. Make Downtown private garages. vice from the Golden Triangle to support 24 Private Companies attractive for buildings and businesses that Building Code Simplification for redevelopment of the area through 25 Property Owners now typically go to suburban sites. Increase On-Street Parking Meters with Adaptive Reuse increased access and connections. 26 Real Estate Community Free Saturday Rates DCP 2 3 8 13 15 32 27 Retailers Civic Arena/Lower Hill District Plan 28 Southwestern Pennsylvania Regional Planning Gap Financing for Small Housing PDP 11 12 18 19 Streamline the administration of building Commission Projects Increase the availability of parking in off- codes to facilitate redevelopment of historic DCP 6 7 17 29 29 Sports Teams SIF/URA 1 15 peak hours. structures and support the preservation and Develop a plan for underutilized sites within 30 Strategic Investment Fund (SIF) Fill in gaps in available funding for smaller reuse of historic buildings. the district, which focuses on better integra- 31 City Treasurer’s Office adaptive reuse projects and increase the Develop Downtown Circulator Shuttle tion of neighborhoods with downtown and 32 Urban Redevelopment Authority (URA) ability to finance housing conversions. Service the long-term viability of major facilities. PDP 4 19 24 Rationalize and Expand Tax Abatement Increase amenities for visitors and com- CBD Bus Routing Study Options for Housing Development muters while connecting attractions, business PDP 11 12 19 DCP/Mayor’s Office 9 14 20 31 32 locations and parking supplies within the Implement Downtown Plan bus-routing poli- Revise and expand current tax abatement greater Downtown area. cy recommendations in order to reduce con- system to be more user-friendly and create gestion, improve level of service and rider- financial incentives for housing conversions. Universal Transportation Validation System ship, and produce a higher quality pedestrian PDP 4 19 23 street environment. Provide a universal parking/bus validation system from Downtown businesses to their customers to improve access to parking and 30 THE PITTSBURGH DOWNTOWN PLAN use of transit. Acknowledgments

Tom Murphy PITTSBURGH CITY COUNCIL CONSULTANTS TASK FORCE CHAIRS MANAGEMENT COMMITTEE Mayor, City of Pittsburgh Bob O'Connor, President Market Strategy Advisory Committee Sala Udin, Council District 6 ZHA, Inc. Herb Burger, Speedwell Eloise Hirsh Dan Cohen Transportation Enterprises Harold Miller, Allegheny Michael Diven Neal Irwin, IBI Group Retail and Attractions Conference on Community Jim Ferlo Communication Design Brian Kerr, Langholz Wilson Development Alan Hertzberg Agnew Moyer Smith Inc. Housing Herb Burger, Speedwell Valerie McDonald Computer Modeling Alan Weiskopf, Perfido Weiskopf Enterprises Dan Onorato John Decker Associates Robert Stephenson, Strategic Gene Ricciardi Adaptive Reuse Code Study Institutions Investment Partnership Pfaffman and Associates Dean George Werner, Trinity David Auel, Synergy Real CITY PLANNING Writing Cathedral Estate Corp. COMMISSION Todd Erkel Business Climate Ran Mitra, Councilman Udin's Thomas Armstrong, Chair Renderings Jack Norris, Galbreath Company Office John Doherty Edge Architecture Transportation Maureen Hogan Marilyn Detwiler Don Carter, UDA Architects Jerry Dettore, Urban FUNDERS Cindy Esser Steve Nesterak, Forest City Redevelopment Authority Jeffrey Letwin Benedum Foundation Enterprises Terry Lorince and Clifford Levine Buhl Foundation Urban Design Harry Finnegan, Pittsburgh Thelma Lovette Grable Foundation Seddon Bennington, Carnegie Downtown Partnership Ed Sweeney Heinz Endowments Science Center Sherry Schurhammer, Hillman Foundation Allegheny Conference on PROJECT TEAM McCune Foundation Community Development The Downtown Plan relied Eloise Hirsh Pittsburgh Cultural Trust John Straub, Mayor's Office of heavily on Task Force members Director, Department of The Pittsburgh Foundation Economic Development from every walk of life who con- City Planning RK Mellon Foundation Lynn Heckman, Allegheny tributed many volunteers hours Michael Stern, Project Director Strategic Investment Fund County Department of and invaluable ideas to this doc- and Urban Designer City of Pittsburgh Development Maureen Hogan, Manager, ument. These same Task Force Department of City Planning volunteers will help guide and Josette Fitzgibbons, Project implement the Plan in the years Manager to follow. Sallyann Kluz, Urban Designer

For more information, or to obtain a CD-ROM of the complete Downtown Plan and supporting documentation, please contact the Department of City Planning at (412)-255-2473. 31 City of Pittsburgh Department of City Planning 200 Ross Street, 4th Floor Pittsburgh, PA 15219

Tom Murphy, Mayor