COMPREHENSIVE PLAN 2035 Prepared by Metropolitan Urban Design Workshop Urban Matrix Architecture and Planning PC

ADOPTED | FEB 2017 TRANSFORM UNIFY THRIVE

EASTON COMPREHENSIVE PLAN 2035 Prepared by Metropolitan Urban Design Workshop Urban Matrix Architecture and Planning PC

Contributing consultants AKRF Inc John Shapiro

This report was made possible by contributions from Sustainable Communities Grant through the US Department of Housing and Urban Development (HUD), the Municipal Assistance Program (MAP) grant through the Pennsylvania Department of Community & Economic Development (DCED), and the Certified Local Government (CLG) grant through the Pennsylvania Historical and Museum Commission (PHMC).

KEY CONSULTING AGENCIES AND ORGANIZATIONS

Local agencies Not-for-profit ELECTED OFFICIALS AND BODIES organizations • Greater Easton Development • Mayor’s Office Partnership • Easton Main Street Initiative • Easton Planning Commission • Easton Recreation Bureau • West Ward Neighborhood • Easton City Council • Easton Police Department Partnership • Easton Housing Authority • College Hill Neighborhood • Easton Public Works Association Department of PLANNING and zoning Department • South Side Neighborhood • Easton Parking Authority Association • Tina Roseberry, Director • Easton Environmental Advisory • Easton Business Association • Carl Manges, Chief Planner Council • Coalition for Appropriate • Michael Handzo, Planner • Easton Historic District Transportation Commission • Safe Harbor • ProJect Easton CONSULTANT TEAM

Regional agencies • Shachi Pandey, Principal Urban Designer and Author Institutions and Private • Christopher Stienon, Managing Principal • Greater Lehigh Valley Chamber Organizations • John Shapiro, Planning Advisor of Commerce • Christian Michel, Principal Economist • LANTA (regional public transit • Crayola Experience • Rebecca Gafvert, Sr. Planner agency) • Lafayette College • Rosa Munar, Urban Designer • Lehigh Valley Planning • Grand Eastonian Hotel • Abhimanyu Prakash, Urban Designer Commission • State Theatre • Andy Harmon, Film Maker CONTENTS

4 COMPREHENSIVE PLAN RESOLUTION

7 Foreword

9 Introduction Purpose of the Easton Comprehensive Plan 2035 Existing Planning Context and Relationship with Other Planning Initiatives Planning Process Overview Public Outreach Advancing Onward | Historic Past and The Next 20 Pictographic Representation of Easton’s History and Present

35 Plan Vision 1 : Transform 2: Unify 3: Thrive

99 Plan Implementation, phasing and monitoring Ranking and Phasing Process Phasing of Recommendations / Yr. 2017 Map of Priority Capital Projects and Related Actions Plan Monitoring

111 Afterword

112 AppendiCES A: Comprehensive Plan Alignment with the Pennsylvania Municipalities Code B: Special Note on Sustainability C: List of Hyperlinks D: Image Sources

3 Easton Comprehensive Plan 2035

4 5 Easton Comprehensive Plan 2035

View of Easton’s Historic Centre Square

6 FOREWORD

Dear Friends,

Welcome to the City of Easton’s Comprehensive Plan. Although we are experiencing a tremendous renaissance in our City, now is not the time to rest on our accomplishments; it’s a time to plan for our future. The proposed Plan, a revision of Easton’s 1997 Comprehensive Plan, offers a framework for guiding future growth and development in our City over the next 10 to 20 years. It was developed using input from residents and stakeholders gathered from a survey and numerous public meetings held over the last several years. The Plan maintains our commitment to a Clean and Safe City with livable neighborhoods while also ensuring the quality and economic vitality of our business district and neighborhood businesses.

We are an administration and community that has high development and zoning standards, believes in good planning, and supports actions to ensure the community’s long term viability, sustainability and quality. This is a community of people that supports those high standards... because we want Easton to be a special place, not just another place.

The plan was developed with the general purpose of guiding and accomplishing a coordinated and harmonious development of our City and its environs that will best promote health, safety and the general welfare of our residents, as well as efficiency and economy in the process of development.

Thank you for taking the time to read this plan, our road map for the future, and I ask that you become engaged in the development of your City so that Easton can realize its full potential as a place where people want to live, work and raise a family.

Sincerely

Office of the Mayor Salvatore J. Panto, Jr. Mayor

7 Easton Comprehensive Plan 2035

Aerial image of Easton at fork of Delaware and Lehigh Rivers

8 INTRODUCTION

PURPOSE OF THE EASTON COMPREHENSIVE PLAN 2035

From being a key destination in the coal and iron works region of the 20th century, Easton has taken concrete steps toward redefining its place in the Lehigh Valley (LV) Region. Over the last couple of decades, attractions such as the Crayola Experience, Sigal Museum, The State Theatre, Farmers’ Market, the many festivals at Centre Square, and close collaborations between the City and Lafayette College have attracted people from the immediate region and beyond. This new influx of energy and investments predicts a revived urban focus that will help to bring the City’s population back to its peak of 35,000 people by the year 2040.

These statistics and planning efforts represent a key juncture in Easton’s history. Looking forward 20 years and beyond, this comprehensive plan provides the opportunity to define Easton’s identity and its path toward a sustainable and prosperous future. With this overarching goal in mind, the plan making process and the plan itself serve a number of purposes for Easton’s residents.

1. A Shared Vision for Easton’s Future

During the process of developing the comprehensive plan, the people of Easton engaged with the City Planning department and consultants to express their aspirations and ideas about the kind of place they would like to see Easton become. This community engagement process, which is detailed further in the report, included techniques such as public meetings, focus groups, online surveys, one-on-one interviews with key community leaders, public presentations and design workshops. Extending over a period of two and a half years, this engagement process helped define a cohesive vision for Easton’s future, and strategies and actions that will help achieve this vision by 2035.

2. Overall Framework to Guide all Plans, Initiatives and Investments

In recent years, the City of Easton has initiated and completed a number of projects and programs, several of which are currently underway. Some of these include the Simon Silk Mill, Neston Heights, new residential buildings on E. Saint Joseph Street, 13th Street corridor planning, Lafayette College’s Film and Media Center in partnership with Lafayette College, and a number of initiatives for a cleaner and safer city. City Council and City Leaders have had to make decisions about budget allocations and prioritizing one project over another without the advantage of having a framework through which to evaluate citywide implications. The Easton Comprehensive Plan 2035 provides a consistent evaluation framework to ensure the coordination of efforts and investments toward a common future for Easton.

9 Easton Comprehensive Plan 2035

3. Actionable Plan that Establishes of plan monitoring will then allow for these Synergies Between Distinct Function priorities to adapt to Easton’s changing Elements circumstances.

The Easton Comprehensive Plan 2035 sets forth a number of actions and strategies EXISTING PLANNING CONTEXT AND that highlight the interrelatedness RELATIONSHIP WITH OTHER PLANNING among typical comprehensive plan INITIATIVES function elements: transportation, land use, zoning etc. This approach is rooted In accordance with the Pennsylvania in, and articulates community input to Municipalities Planning Code Act of 1968, determine synergies between these the comprehensive plan recognizes Easton ‘function’ elements versus describing them as a city and a distinct political entity / independently, as has been the case in the jurisdiction. However, Easton is a part of the traditional approach. larger LV region that is interconnected to its neighboring jurisdiction by natural and 4. Platform for Ongoing Dialogue and economic influences. Monitoring Located at the confluence of the To realize a long-term vision for the City Delaware and Lehigh Rivers, the City of Easton, it is important to make sure all of Easton has enjoyed the status of a stakeholders work in coordinated ways regional transportation hub during the to monitor and influence how their City industrial era. Today as the lands along changes over time. The comprehensive the former Delaware and Lehigh canal plan provides a platform to bring together and rail corridors have transformed into community, political and technical national heritage sites, Easton enjoys its stakeholders, and lays out a framework position as a major tourist destination. Its for building consensus. This framework attractions such as the Crayola Experience, provides a structure to establish priorities, Sigal Museum, Farmers’ Market, rich monitor progress and identify partners architectural history, State Theatre that can support the implementation of the shows, National Canal Museum, diverse comprehensive plan under the leadership of restaurants and Centre Square programs the City Government. are all regional in their reach and bring over 500,000 visitors to the City each year. This 5. Next Steps and Blueprint for Success economic interdependency is especially important given that tourism is a significant The comprehensive plan has ranks and source of income and revenue for the prioritizes a series of short-, medium- residents, and the government. and long- term actions that can be taken to ensure steady progress toward the In addition to tourism, over 80% of community’s shared vision for Easton’s residents are employed in the larger LV future. These priorities, determined in May region, tying the City even more closely to 2015 through active participation from its region. Easton is also the county seat the Planning Commission, City Council, of Northampton County and home to one City Planning Department and the people of the top ranked liberal arts schools in the of Easton, provide a blueprint for steady country: Lafayette College. progress over the next year. The process

10 Easton Comprehensive Plan 2035

Regal Northampton Northampton Crossings Giant Food

Target and Wegmans 10 Min Drive Radius 248

Palmer Park Mall Hillcrest Mall 22

Street

25th Street Northampton Street Shopping Phillipsburg Mall Center < To Allentown

William Penn Plaza Palmer Town Center C-Town Pohatcong Mall

Redner’s Warehouse Markets

INTERSTATE 78

> k r o Y

ew N o T

Easton’s regional setting showing major roadway network and destinations in neighboring municipalities Major Roads Administrative Boundaries Destinations / Shopping Centers

Over the last few decades, Easton has fast region, so it can continue to attract visitors emerged as a creative and arts center, and and residents by leveraging its current attracted new resident population from the position and firmly establishing itself as an New York-New Jersey region. Even though it attractive urban place to live, work and play. is the smallest of all cities in the LV Region, The following section investigates existing its scenic setting, rich architectural stock plans and projects within the LV region to and recent renaissance with projects such ensure consistency with ongoing planning as the Simon Silk Mill have positioned it as efforts. one of the most desirable places to live in the LV Region.

The opportunity for Easton will be to coordinate its plans and investments with neighboring municipalities and the larger

11 Easton Comprehensive Plan 2035

Lehigh Valley Planning Commission in the comprehensive plan, through an (LVPC) Comprehensive Plan analysis of best practices from around the United States and the world. The Lehigh Valley Planning Commission (LVPC) comprehensive plan forecasts DC 2: New growth contiguous with major population growth in suburban townships existing urban areas on the perimeters of Allentown, Bethlehem During the ongoing comprehensive plan and Easton. The plan identifies sprawl as a outreach with the community, the City’s growing problem, and the key development Planning agency and the Comprehensive concepts advocated in the plan protect Plan Consultant Group were able to clearly natural areas and promote higher density identify the inter-relationship among urban areas. The Easton Comprehensive Easton and the surrounding communities Plan 2035 aligns with LVPC’s of Forks Township, Palmer Township, comprehensive plan by promoting infill Wilson Borough, West Easton Borough, development, strategies to reduce blight Glendon Borough, Williams Township and and vacancies, protecting natural resources Phillipsburg, NJ. A number of Eastonians and integrating them with the community, commute for work, convenience and and by identifying existing underdeveloped destination shopping, as well as for areas that can accommodate higher recreational needs to these neighboring densities. Below is a comparison of all areas. The comprehensive plan provides the development concepts (DC) laid out recommendations for strengthening in the LVPC comprehensive plan with key the core transportation networks concepts of the Easton Comprehensive between these areas and identifies new Plan 2035. development areas along these routes. In addition, it promotes Downtown Easton as DC 1: Conservation of important natural the main commercial district for Easton and areas neighboring areas. Easton’s location along the Delaware and Lehigh Rivers, and the Bushkill Creek DC 3: New growth in designated urban renders it a very scenic setting that sets areas where community utilities already it apart from other cities in the LV region. exist or can be expanded These natural areas are an important asset Easton, which is a part of the LV region’s and amenity for residents of Easton. The designated urban area, expects to comprehensive plan provides strategies accommodate an additional 7,000 people to enhance the recreational potential of within its City limits by the year 2040, Easton’s waterways and integrate it more bringing its population to 35,000, matching closely with upland communities. The its peak in the 1950s. plan also recommends integrating parks and waterways into a network of open DC 4: Increased residential densities in space systems that can be accessed designated urban areas easily on foot and by bicycle. Further, The housing analysis in the comprehensive since the land along these waterways plan has identified the need for multifamily is currently underutilized, low impact housing typologies to support higher and environmentally responsible water densities and the needs of the emerging dependent activities and development that demographic profile. The Downtown and will increase the attractiveness of the rivers West Ward neighborhoods are targeted for as a destination have also been proposed higher residential densities, and the Black

12 Easton Comprehensive Plan 2035

Zoning map showing the major road network and permitted uses across the Lehigh Valley Region Source: Lehigh Valley Planning Commission

Diamond Coal Factory in the South Side DC 6: Extensive infill, redevelopment and has been identified as a potential medium reuse of properties in cities and borough density residential development. There are a number of underutilized, blighted and vacant sites in Easton that DC 5: No urban growth areas in designated have been documented by the individual natural resources (or farmland where neighborhood associations and the Easton applicable) Planning Bureau. The comprehensive plan The City’s River Corridors are designated has created multiple strategies addressing as natural resources in the LVPC general infill, redevelopment and adaptive reuse. land use plan and are to be protected. These strategies identify incentives, The comprehensive plan encourages potential for public-private partnerships environmentally sensitive development in and best practices from around the these areas to enhance the recreational country that can transform derelict areas potential of the River Corridors for the and integrate them with adjacent urban community and the region. This type of fabric. In addition, the comprehensive development will continue to protect these plan also identifies key vacant sites to be natural resources and integrate them more transformed into community amenities closely with upland communities. that will promote strong and well-balanced neighborhoods.

13 Easton Comprehensive Plan 2035

DC 7: Combined economic and community At the northern edge of the township and development efforts to provide well along I-78 and Cedarville Road, residential paying jobs and improve the tax base of and industrial development has taken municipalities in distress place. In fact most of the township’s The economic analysis conducted for the commercial and industrial development comprehensive plan provides a data driven is concentrated in this area. To the west baseline to encourage further economic and immediate east of Morgan Hill Road, development. It identifies tourism as an and along Easton’s boundary, there are a important economic sector. In addition, the number of industrial and commercial uses comprehensive plan puts forth multiple including Glendon Green Energy Business strategies to connect residents with Park, Sarco Inc., Heritage Guild of Easton, employment and workforce training centers fireworks companies and auto related in the LV region, and to take comprehensive establishments. The residential and light steps towards creating a business ready industrial areas in Easton that lie directly to environment to attract new businesses to the north of these uses are not impacted Easton. negatively by adjacency to such types of establishments. Most of these areas have DC 8: Continued development of access from I-78 and collector roads such transportation facilities, community as Hilton Street or Industrial Drive, which utilities and public parks to meet the minimizes traffic intrusion on Easton’s needs of the region as it grows in the roads. To the far east of Morgan Hill Road, future residential developments along Cedarville Easton has taken a number of steps Road share access with residential areas in over the last two decades to further southeast Easton. Morgan Hill/Philadelphia this development concept. Some of Road and Cedarville Road/South Delaware the initiatives include development of Drive are two traffic routes that connect the multimodal transit center on South Easton with Williams Township, and Third Street, 13th Street corridor study, the Easton Comprehensive Plan 2035 community gardens in the West Ward proposes model streetscape solutions that neighborhood, and many more initiatives. will minimize traffic impacts, noise and The comprehensive plan builds on these pollution. initiatives and highlights additional areas of improvement, new facilities and utilities Wilson Borough Comprehensive Plan that match Easton’s projected population growth and market needs. Wilson Borough lies along the western edge of the City of Easton at 15th Street Williams Township Comprehensive Plan from Butler Street to Bushkill Street. The boundary between Wilson and Easton is Easton shares most of its southern barely perceptible except perhaps for the boundary with Williams Township, majority change in street signage. The 2010 census of which is made up of open farmland, recorded a population of about 7,900 villages, woodlands and rolling topography. persons, and it is one of the most densely The township adopted its comprehensive populated areas the Northampton County. plan in 1989, which highlighted the desire for a balanced, well planned and controlled The borough’s comprehensive plan, growth, as well as a high quality of life for published in 1998, address issues the town residents. similar to those of Easton’s West Ward

14 Easton Comprehensive Plan 2035

Future land use plan for Wilson Borough Source: Council of Borough of Wilson

neighborhood: traffic congestion, lack of spaces throughout the borough that can parking, aging housing and infrastructure, eventually connect with the Delaware and a growing population and the need for Lehigh Canal Heritage Corridor. additional parks, new bikeways and a community center. The Easton Hospital is Forks Township Comprehensive Plan located in Wilson, and one of the primary recommendations of the comprehensive Forks Township lies along Easton’s northern plan is to encourage health care related boundary and adopted its comprehensive businesses and services. The plan also plan in 2010. Between 2000 and 2007, the recommends substantial commercial population of Forks Township grew by 67%, development. However, since land is and it is no surprise that the comprehensive limited, it does so on light industrial plan emphasizes preservation of farmland, properties. Along Butler and Northampton environmental management, traffic Streets, Wilson Borough’s plan calls for mitigation and improved park facilities. infill development and further densification of residential land use if possible. This is The boundary between Easton and Forks consistent with Easton’s planning efforts Township marks a transition from the that maintain medium- to high-density urban and pedestrian characteristics of development along these streets, and College Hill to the auto-centric development proposes infill development and a mixed patterns in Forks Township. However, both land use character for these corridors. Like communities are predominantly low-density Easton, Wilson Borough also emphasizes a residential development along their shared system of interconnected parks and open boundary, which does not pose conflicts.

15 Easton Comprehensive Plan 2035

Forks Township follows state mandated also proposes to maintain its housing flood control regulations along the Bushkill variety, which will provide greater variety for Creek, and is considering an expansion of Easton’s diverse demographic. the 100 year flood boundary along River Corridors. The comprehensive plan also A major open space goal of the Palmer recommends creating and expanding Township comprehensive plan is to acquire vegetated drainage swales to slow runoff additional public open space to allow trail and filter out pollutants. This is consistent access along the rivers and creeks to with Easton’s comprehensive plan connect existing parks and neighborhoods. recommendations of complete streets This directly complements Easton’s goal to that incorporate stormwater management integrate its open spaces and waterways systems. closely with upland communities, and suggests a long-term potential for region- Palmer Township Comprehensive Plan wide trail access along the River Corridors.

Palmer Township adopted its most recent Glendon Borough comprehensive plan in 2003 and revised it in 2011. The township shares a boundary Glendon Borough shares a boundary with with Easton at Hackett Park, where it Easton at its southwestern edge on the primarily consists of single family residential south shore of the Lehigh River, adjacent to and agricultural land uses. Although Hugh Moore Park. Since Glendon Borough the LVPC comprehensive plan identifies does not have a comprehensive plan, Palmer Township as one of the top five the borough’s 2006 code of ordinances growth municipalities of Northampton was reviewed concerning land use and County, the township comprehensive plan zoning in areas adjoining Easton. Most of recommends balanced urban development the Glendon Borough has mixed-density and discourages high-density development residential uses except for the northwestern along its River Corridors, natural resource part of the borough that is zoned as protection areas and agricultural areas. industrial-office space. For the most part Future urban development in the township the residential uses are compatible with is contingent on extensions to public water the park and light tourism activities at Hugh and sewer infrastructure, and greater road Moore Park, which are seasonal. The areas capacity. This is consistent with Easton’s zoned as industrial do not necessarily pose plan along its natural corridors, which a threat to Hugh Moore Park recreational emphasizes environmentally responsible activities, as long as they do not rely on development to enhance the recreational Easton’s road network (particularly West potential of its waterways. Canal Street and Glendon Avenue) for their industrial traffic movement. One of the ways in which the Palmer Township comprehensive plan proposes West Easton Borough to accommodate future growth is by reconfiguring and subdividing lot patterns West Easton is a small community located to increase residential densities and at the southwest corner of the West Ward accommodate neo-traditional neighborhood neighborhood. The borough of West Easton patterns that encourage pedestrian activity is predominantly residential; the area and provide a greater variety of housing directly adjacent to Easton’s boundary and choices. Easton’s comprehensive plan along the Lehigh River has light industrial

16 Easton Comprehensive Plan 2035

uses. This is consistent with the pocket the Delaware River as one of its primary of light industrial uses directly adjacent to underutilized assets. West Easton Borough. In general, the Riverfront Redevelopment Town of Phillipsburg, New Jersey plan is a move away from Phillipsburg’s previous light industrial riverfront toward Although the town of Phillipsburg is one that promotes public access, separated from Easton by the Delaware recreation and tourism. This more closely River and lies across the State line, it is complements the recommendations connected to Easton both socially and of Easton’s new comprehensive plan economically. Most importantly, the two and opens the potential for coordinated communities share a common connection activities and events on both sides of the to the Delaware River, and in 2013, the Delaware River. The plan recommends new Town of Phillipsburg adopted a Riverfront residential neighborhoods, Riverfront Redevelopmentredevelopment Plan Redevelopment Plan that recognized of underutilized and nonproductive

3.6 District 3 – Recreational/Heritage Phillipsburg Riverfront Redevelopment Plan Source: Revised Riverfront Redevelopment Plan, Phillipsburg Town Council Riverfront Redevelopment Plan

Riverfront Redevelopment Plan 3.4 District 1 – Industrial

The intent of this district is to relocate businesses that 3.5 District 2 – Union Square have operational needs that can’t be properly met at This district incorporates the original Union Square their current location and redeveloping/rehabilitating Redevelopment Plan as well as several modifications to the older industrial sites in the area to more modern This is a new district consistingoriginal redevelopment of the areaoriginal Union Square Subarea 2 (see SectionRecreational 3.5) and the standards; and to introduce a new residential northern portion of theand 2005zoning standards.Riverside There District – primarily the railroad rightsand-of Heritage-way and are also detailed design and District facing component with associated structured or surface Delaware River Park (greenarchitectural area standards above for thisand on Map 1). As indicated by the title, thisSouth new Side district district. The intent for this Neighborhood parking. is focused on recreationdistrict and is railroad/canalto strengthen the heritage uses and is intended primarily for public core of the historic downtown Riverfront Redevelopment Plan recreational use such byas providing parks a well and-designed trails and associated tourism activities. It can also commercial base with Union Square Access to and through the waterfront portion of this accommodate certain opportunitiesprivate tourfor mixedism-use enterprises that complement the recreation/heritageDistrict facing district needs to be addressed. Third Street dead-ends experience such as the3.8commercial Districtexcursion 5-residential – Riverside train. Residential This district will also be the hub for theDowntown Riverfront buildings to provide for an Easton Area “after-hours” presence. This at the railroad. Riverside Way dead-ends at the toll Heritage Trail systemThe discussed 2012 Riverfront in R edevelopmentSection 3.10. district is also strongly aligned with and anchors the eco-tourism opportunities associated with Study recommended that the the river, canal, and railroads. bridge at the entrance to the Gulbranson property (Lot central portion of the original

Riverside District – the site of the 2 in Block 301). Since additional access to the north side Note: The original RiversideThis revisedDistrict version has of the been redevelopment reconfigured plan reconfigures into the the five followingsubareas found newin the 2005districts: District 3 – proposed Delaware Station version of the Union Square District into three subareas as illustrated on Map 1. In some Recreational/Heritage; residentialDistrict development 5 – Riverside – be split Residential; and District 6 – Riverside Commercial, to better of the Union Square district is an important component instances the distinctions among the original subareas were minimal and difficult to parse out. In off as a new “District 5 – Riverside define the vision for theseorder areas. to clarify See the Sections requirements 3.8 in this and district 3.9 and for to detailsaccount for on the Districtsimprovements 5 thatand have 6. of the area’s redevelopment, Riverside Way should be Residential” and that the current taken place in Union Square since 2005, Subareas 1 and 4 have been combined; and Subarea 5 residential use and design was shifted to a new “Recreational/Heritage District” (see Section 3.6). The basic intent and extended through to Third Street, requiring an standards be maintained. standards of the original district remain the same. 3.6.1 Permitted Uses additional rail crossing to connect the two roads The district provides for mid-rise behind Lot 4 in Block 301. residential buildings to be The following uses areconstructed permitted primarily in alongthis thedistrict: Riverside Howard Street frontage and low- Residential rise residential buildings to be District facing constructed between the mid-rise South Side (1) Railroads and relatedbuildings and activities the Bel-Del right for-of passenger,- freight, and tourist operations. Neighborhood 3.4.1 Permitted Uses (2) Parks and outdoorway. Therecreation mid-rise buildings facilities. will front on Howard Street and may (3) River, railroad andincorporate canal a first related story retail tourismcomponent as facilities.well as structured parking for residents. The mid-rise A. Principal buildings will buffer the existing light industrial uses and provide vistas of the Delaware River. (4) Interpretive displDevelaysopme nt forin this distrtheict shpurposesould also enhance of and enhancing provide access to thethe adjoining heritage park and and recreational17 experience of therecreation riverfront facilities including district. the proposed trail system described in Section 3.10.

(1) Industrial uses per the I-1 Zone, e.g. manufacturing,(5) fabrication, Educational and facilities 3packaging,.8.1 Permitted related Uses research to local and regional heritage and/or river ecology. laboratories, office buildings, and wholesale businesses on 15,000 square foot lots. A. Principal

(2) Multi-family and attached residential dwellings3. on6.2 propertiesDevelopment with Standards Novemberdirect 4, 201waterfront3 9 (1) Mid-rise residential buildings not to exceed 50 feet above the centerline elevation of access. Howard Street or other street immediately abutting the proposed building. The mid-rise buildings may include first-story retail as well as structured parking for residents. (3) Attached residential dwellings (townhouse) on propertiesDevelopment fronting and on design Broad(2) Low s tandardsStreet-rise residential. for buildings this not district to exceed 40 will feet above be thedetermined lowest floor elevation by ofthe each Town Council and (4) Parks and recreation facilities. building. Planning Board during(3) the Retail approval establishments process and office usesoutlined on the first in floor Secti of mido-risen 5. buildings only, to serve the immediate needs of the residential component of the district. (4) Museums, cultural, and educational facilities on the first floor of mid-rise buildings only, or B. Accessory in free-standing buildings. (5) Parks and recreation facilities. (6) Railroad rights -of-way and trackage. (1) Surface and structural parking that serve a principal use.

(2) Retail establishments that are related to and serve users of a principal use. (3) Offices that service a principal use. November 4, 2013 23

3.4.2 Bulk Standards November 4, 2013 20

A. Industrial

Same as the I-1 Light Industrial standards in the Phillipsburg Zoning Code.

November 4, 2013 6

Easton Comprehensive Plan 2035

properties, improved riverfront access, emphasize the regional scale and refer to including the use of railroad properties, the Comprehensive Plan for Lehigh and for new trails and bike paths. The plan Northampton Counties as a clear guide for also puts greater emphasis on tourism their future growth in the larger region. As and attracting more educational and arts business and entertainment centers, they related uses to the waterfront, which is influence commuting patterns and offer consistent with Easton’s goal of integrating retail alternatives for Easton residents. Both its waterway more closely with the upland communities are seeking to improve inter- communities. Furthermore, the plan also municipal cooperation, which is viewed as recommends that the Town encourage the key to implementing coordinated growth and aid the relocation of incompatible strategies, regional transportation planning nonresidential uses to more appropriate and region-wide flood management. Most locations. importantly, these cities offer leadership to address many of the challenges facing Cities of Allentown and Bethlehem Easton in the future: population growth, low-income housing, coordinated mass Allentown and Bethlehem do not share a transit strategies, and the preservation boundary with the City of Easton, but it is of natural resources, agricultural lands worth considering their comprehensive and character and quality of life that is plans as these two cities have the bulk shared by all residents of the Lehigh Valley. of population of the greater Lehigh Easton should continue to participate in Valley region of which Easton is the third regional planning efforts through the LVPC, largest municipality. Both the Allentown alongside Allentown and Bethlehem. and Bethlehem comprehensive plans

3-D build out of Lehigh Valley City Center in Allentown, PA Source: City Center Lehigh Valley

18 Easton Comprehensive Plan 2035

PLANNING PROCESS OVERVIEW At the end of the community assessment sessions, the City of Easton floated a The process of preparing the request for proposal (RFP) to retain the comprehensive plan began in 2013 and services of a planning firm. In January was initiated by the Planning Bureau. Prior 2014, after a competitive process, to initiation of the process, the Planning the Urban Matrix Team, consisting of Commission appointed a Comprehensive Metropolitan Urban Design Workshop, AKRF Plan Rewrite Community Taskforce, Inc., and John Shapiro, were retained as the comprising the Planning Commission, consulting team to create a graphically rich Planning Bureau, City Administration, City comprehensive plan with visualizations that Council, citizens and business owners. The help envision Easton’s future. process essentially consisted of two distinct stages of work: community assessment and Comprehensive Plan Document listening sessions and the comprehensive Preparation plan development phase. The second stage of the work, which Community Assessment and Listening was led by the consultant team, involved Sessions technical analyses, outreach and recommendations to influence current Over a period of 14 months, the Planning trends and achieve goals envisioned by Bureau met with over 800 individuals Easton residents. including residents from each neighborhood group, business owners, school students Technical Analysis: During the first four (from grade school to college), the arts months of the comprehensive plan rewrite community and special focus groups in over process, the consultant team conducted 40 listening sessions to determine high- numerous reconnaissance surveys, one- level concerns and desires that citizens of on-one outreach with key stakeholders, Easton have from their City. and a detailed technical analysis including demographic and economic projections,

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Data initial community vision, final plan PLAN EASTON Gathering strategies engagement projects & developmenT ADOPTION COMP and Analysis Best Practice PLAN 35

Design & Design & Plan Final Sub- Final Stakeholder Interviews Planning Planning Priorities Draft Committee Plan 2013 Listening Sessions Workshops Workshops Workshops Plan Workshops Jan 2016 City Hall Presentation Jan 2017 Jan 2014 2014 Aug 2014 Nov 2015 Feb 2015 May

Easton Comprehensive Planning Process Overview and Community Outreach

19 Easton Comprehensive Plan 2035

and updating existing maps and drawings 2. Projects and Actions based on latest GIS information and site Specific projects and action items that surveys. This technical analysis, which support the objectives of the planning resulted in a detailed Strength Weakness themes were identified during the Opportunity Threats (SWOT) assessment, planning and design workshops and are was packaged into an existing conditions described with their respective themes. report for further input from the Planning Commission. 3. Phasing, Implementation and Plan Monitoring Community Outreach: Upon reviewing Using parameters such as project costs, the findings of the technical analyses community aspirations, etc., the plan and feedback from the Comprehensive phasing and implementation section Plan Rewrite Community Taskforce, the provides a framework for ranking each Planning Commission recognized the project and action, and setting priorities need for additional community outreach for each year. These priorities and to envision specific projects in light of progress are recommended for review this new information. This community each year, and the framework provides outreach process, which was designed in for an opportunity to continually re- the form of workshops, design charrettes evaluate priorities in light of changing and interviews with key stakeholders, is circumstances. The section on Phasing described in greater detail in the next and Implementation describes this section. framework for phasing and monitoring as well as determines the first set of Plan Organization: The technical analyses short-, medium-, and long-term projects and community outreach were packaged and actions for implementation. by the consultant team into specific projects, strategies and overall themes Lastly, the comprehensive plan provides that speak to the citizens’ aspirations for appendices including data sets and a the future of Easton. Members from the complete documentation of the existing Planning Commission, Planning Bureau, City conditions technical analysis and Administration and City Council were then community outreach. An important part of engaged in prioritizing these projects and this is the alignment with the traditional creating an action plan for the future. The function elements of a comprehensive resultant comprehensive plan has three plan described in the Pennsylvania main sections: Municipalities Code. This alignment matrix has been created to categorize the different 1. Comprehensive Planning Themes The projects under these function heads for comprehensive plan has three basic future granting purposes. themes - Transform, Unify, Thrive - that communicate the vision of the people of Easton. These themes have emerged from specific objectives ascertained during community outreach and are described in greater detail in the following chapters.

20 Easton Comprehensive Plan 2035

PUBLIC OUTREACH Focus Groups and One-on-One Interviews

Beginning in 2013, the comprehensive At the onset of the comprehensive plan rewrite process engaged Easton’s diverse rewrite, the consultant team held a series community and constituencies, over a of phone and in-person interviews with key period of over two years, in developing stakeholder agency groups, LVPC, not-for- a vision for the City’s future. The public profit organizations, Crayola and Lafayette outreach process had two distinct phases. College to determine their future goals and The first phase, consisting of listening current plans. These interviews, conducted sessions and developing broader goals, was over a period of two months, informed led by the Planning Bureau. the current planning context and efforts already underway in Easton. The consultant The second phase of the public outreach team used this feedback to develop the that took place at the beginning of the local planning context and align it with the comprehensive plan rewrite process was recommendations of the comprehensive led by the Urban Matrix and MUD Workshop plan to ensure the close coordination consultant team (‘the consultant team’) among the many different ongoing efforts. and was designed to achieve the following These interviews are documented in the objectives: appendices of this report.

1. Consolidate broader goals into planning The technical analysis that was conducted themes that reflect community in parallel to these interviews revealed the aspirations, and define specific different socio-economic characteristics of objectives that support these themes Easton’s four broad neighborhoods. Since 2. Determine actions and projects that the pattern of development and future further the objectives in consultation projections are also quite varied among with relevant stakeholders. these neighborhoods, the consultant team 3. Closely align ongoing planning efforts engaged with neighborhood association with the comprehensive planning leaders in separate focus groups to recommendations determine neighborhood specific issues. 4. Engage potential partners in the implementation of the comprehensive Design and Planning Workshops plan 5. Create a blueprint for implementation The consultant team held a series of and ongoing monitoring three design and planning workshops that provided the opportunity for community To achieve these objectives, the consultant members to review ongoing work and team developed a innovative set of refine their goals into specific projects and techniques for outreach and engagement initiatives. These workshops employed that maximized and maintained citizen a number of creative techniques that involvement throughout the planning included presentations, breakout sessions, process. These techniques are described in and drawing and planning activities. greater detail in the following pages. These workshops were held on different days and at different times of the day to ensure participation from all communities. The workshops were held at the Council Chambers in City Hall, which is conveniently

21 Easton Comprehensive Plan 2035

accessible from all neighborhoods. 2. SWOT Ranking Though most of the workshops had The listening sessions conducted by specific neighborhood focus, an additional the Planning Bureau in 2013 were citywide workshop was also held to ensure organized into five preliminary goals participation from members who may have that emerged from the analysis of these been unable to attend prior workshops. community sessions. Each community member ranked the top three strengths, Workshop 1: The first workshop was held weaknesses, opportunities and threats to define community aspirations and that Easton faced for the advancement areas of consensus on the most important of these preliminary goals. These SWOT issues facing the future of Easton. To set rankings were analyzed to refine the the context for outreach, the workshop goals and determine common planning began with a presentation of the findings themes for the comprehensive plan. of technical analyses, existing trends and community feedback received in 3. Breakout Sessions various listening sessions conducted by The planning exercises were followed the Planning Bureau prior to beginning by breakout sessions that organized the comprehensive rewrite. Community the community members into smaller members were then asked to participate in groups. These smaller group sessions the following planning activities: used neighborhood scale drawings to map place-based urban design, traffic 1. Mark Your Neighborhood and public realm issues. In this exercise community members drew loops around the City area that Workshop 2: The second workshop built they perceived as their neighborhood. on the first workshop to develop specific The prime objective of this exercise urban design ideas for physical sites and was to determine patterns of driving, specific programs for issues identified in shopping, recreation and how City of the first workshop. This workshop began Easton depends on its neighboring with a presentation that summarized municipalities. and recapped the findings from the first

Eastonians providing feedback at the planning and design workshops; Eastonians and EAC member Tess Mondello advising on challenges faced Mark Your Neighborhood and SWOT Ranking by property owners in the maintenance of street landscapes

22 Easton Comprehensive Plan 2035

Map of feedback from a community break out session

workshop. Following this presentation These precedents were provided to the community was introduced to the community as a deck of cards, precedents and best practice examples where each card highlighted lessons from around the United States and the learned from a single precedent. The world, to demonstrate how projects in community used these precedent cards similar contexts have addressed issues to visualize and refine their ideas about that Easton is facing currently. These specific sites and programs in their precedents were then used as a tool neighborhoods. Using stickers and to visualize the type of development, colored markers they matched each public realm improvement, environmental precedent with specific sites, streets management and programs in Easton. and public realm locations.

1. Precedents Analysis 2. Projects Prioritization The precedents analysis included Following the mapping, a preliminary best practice examples on waterfront prioritization categorized projects and development, transit-oriented programs into short-, medium- and long- development, designing for flood risk, term goals. public realm improvement, streetscapes and right-of-way distributions, as well as numerous programs on blight revitalization and infill development.

23 Easton Comprehensive Plan 2035

Workshop 3: Workshops 1 and 2 were Each focus group member used the conducted individually for each of Easton’s prioritization framework and matrix to rank neighborhoods; the third and final workshop individual projects that resulted in the final was left open to all citizens who were short-, medium- and long-term opportunities unable to participate in the first two for the City. workshops. This workshop, which was similar to the second workshop, conducted Interactive Website a precedents analysis and focused on gathering specific place-based feedback. To reach out to community members of all ages, interests and abilities, the consultant Phasing and Implementation Workshop team set up an interactive website to capture the participation of Easton’s The phasing and implementation workshop younger demographic including students was limited to members from the and professionals. The website, featuring Planning Bureau, Planning Commission, a place-based survey, is accessible on representatives from City Council and the mobile phones and computers and provided City Administration. The focus group started input on public realm. Along with providing with a presentation of comprehensive updates, the website also linked with the plan themes and touched upon individual City of Easton Facebook page and Twitter projects and programs supporting feeds, giving the opportunity for ongoing each theme. The consultant team then feedback. The website now hosts digital introduced the ranking parameters and versions of all plan documents. framework for prioritizing action and projects on an ongoing basis.

G SESSIONS NIN (40 TE ) IS L 3 1 0

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N A ub L S IN eadership C w (8) Intervieommunitytervie s (M (23) g & any ommittee (8) C ) ws w esign (10) Workshops lannin Place-Based Web Survey: D s P An online place-based survey gave respondents the opportunity to interact with a live map and draw specific spatial / physical localities, providing ‘place-based’ input. Workshops

Website visioneaston.org hosts information on plan development, place-based community survey and Distribution of Outreach Techniques information updates.

24 Easton Comprehensive Plan 2035

Leadership and Community Voices Interviews with the planning and community leadership were used to represent the voices of the City’s diverse community and are featured on the website.

“...Easton is the fastest growing municipality of all the 65 “...mixed income is important to us. We want people to municipalities in the Lehigh Valley in age group 25 to 35. move here, neighborhoods rehabbed, and we want them We’re hip! I’m happy about that. When you walk around our to be cleaner and safer but we don’t want to gentrify. We City, it’s a small City with a big City feel...” want to be a place where we remain affordable for people to live...” - Salvatore J. Panto, Jr., Mayor of Easton - Dr. Elinor Warner, Council Member

“...Easton is becoming another important jewel for people “...we’re really at a pivotal moment both broad societally to look at and reinvest. Housing prices are more than and in particular for the City. I think we are poised to reasonable, and people are looking at buying a house and capitalize on a shifting movement toward an increasing rehabbing it...” urban life...”

- Glenn Steckman, City Administrator - Charles Elliott, Chair, Easton Planning Commission

“...Easton has a very diverse neighborhood character and “...we’re developing more connections to NY and Philly by a beautiful place to live with a very well-preserved historic the day as more people work in those cities. I love that I architectural character. We’ve invested in some large-scale can just hop on a bus straight on the street and be into projects including the Simon Silk Mill which when complete Manhattan in 90 minutes and am looking forward to the will connect West Ward, College Hill and Downtown and intermodal transit center which’ll make that even easier...” essentially create a new neighborhood...” - Mike Handzo, Planner, Easton Planning Bureau - Carl Manges, Chief Planner, Easton Planning Bureau

25 Easton Comprehensive Plan 2035

Advancing onward | HISTORIC PAST day transportation pattern functions at AND the next 20 a much greater scale than the smaller, pedestrian scale of the earlier city and Easton is situated at a dramatic confluence has become so ubiquitous that even the of the Delaware and Lehigh Rivers at a closure of the city’s only rail station seems point where the river valleys open out on to have happened without much concern. a wider flatter landscape. All cities evolve Automobiles travel further and faster, so differently, but the seeds for their future the context of the city has expanded far are embedded in the context of their away from the original downtown core. In placement. With Easton, the topography fact, in the case of Easton, like many cities and the land form have had a tremendous throughout the region, perception of where effect on the shape and organization the center is located has changed. It is not of the city, leading to the four distinct inconceivable that a resident of the South neighborhoods that comprise the modern Side or from College Hill will commute to City of Easton. destinations far outside City boundaries to conduct business, meet with friends The Rivers were also responsible for or simply to buy groceries. In addition Easton’s early prosperity as the canals to expanding the scale of the city, the and then the rails followed the river automobile prompted many people to move valleys and all converged here. Easton out of the city, which appealed to those was a key destination between the coal looking to live in a more rural, or sub-urban regions and the iron works as well as a environment, but also diminished the role of transportation hub connecting the steel the city as the primary center and meeting industries of the Lehigh Valley to the cities point for its citizens. of Trenton, Philadelphia and New York City. Although there were several industries and The movement away from cities during the mills along the Bushkill Creek and in the 20th century took place at the same time downtown, and the railroads skirted the as industrialization throughout the Lehigh city along the Lehigh River, Easton itself Valley entered a steep decline. This had a was less an industrial town than it was a profound effect on the relationship among center of trade, commerce and learning. the cities of the region, particularly the As a regional capital, it was also a seat of relationship of Easton to the larger urban government, which explains its selection centers on the coast. As factories and mills for one of the first public readings of the were shuttered, transportation to these Declaration of Independence at the outset destinations tapered down to the point of the Revolutionary War. where even the passenger rail linking cities of the Lehigh Valley was closed. Today, the Were Easton still a stand-alone city in the region is emerging from its industrial past wilderness, its current form might resemble and looking to reinvent itself into something a hilltown settlement such as Sienna, Italy, new. where separate, independent communities joined together to develop a common city Easton’s strength lies in the diversity of its center between them. But our modern day neighborhoods. The four areas of Easton cities are actually part of a much larger - College Hill, West Ward, South Side and urban region knit together by a framework Downtown - are all distinctly different from of roads and highways designed almost each other. This can be seen at all scales exclusively for the automobile. This modern including architecture, property sizes, road

26 Easton Comprehensive Plan 2035

Lafayette College’s Arts Plaza at the foothill of College Hill

patterns, landscaping, landforms, land College Hill sits on the highest part of the uses, history of the places and people that city overlooking Downtown, the Delaware inhabit these neighborhoods. River and Bushkill Creek. The neighborhood takes its name from Lafayette College, The Downtown is the oldest part of the which is located directly on axis with Third City and as such is included entirely in a Street and Center Square. The College historic district. Founded at the river edge, Hill neighborhood extends outward to the portions of Downtown are highly prone to east and west and effectively touches the flooding. It contains the tallest buildings Delaware River and Bushkill Creek. At these and a concentration of commercial lower levels are opportunities to reach and government uses. The undisputed the riverfront parks and trails. College Hill middle of Downtown is Centre Square, was historically an area for the wealthy around which the entire downtown plan is and today has many larger houses built organized, and to which lead all primary during an era of prosperity. Many parts of roads in the City. These roads form the this neighborhood are considered historic backbone of the circulation pattern for the so there is a greater emphasis here on entire City and run across the rivers and neighborhood preservation and retaining over ridges to connect Downtown with the the existing neighborhood character. Of all other neighborhoods of Easton and to the the neighborhoods, College Hill is perhaps communities beyond. the most isolated from the rest of the City.

27 Easton Comprehensive Plan 2035

It is on higher ground, and there are only is sitting expands outward, so several a few streets that lead up the hill. As a streets branch out from Northampton to student, it is possible to attend school and form sub-communities along either side never leave College Hill, so it is fortunate of the Northampton corridor. One of these the College has recently built a new theater is the Gallows Hill area, south of West and performing arts center at the bottom of Ward, where the county courthouse and the hill in Downtown. This means students associated government buildings and legal will be more likely to leave College Hill and offices are located. go into the downtown now that there is a major destination for them. Absent this The neighborhoods of the West Ward draw, students and residents are as likely consist of a variety of different groups, to head north to shop and do business in incomes and activities. The West Ward Palmer or Forks Townships. is more closely connected to Downtown than the other neighborhoods, and it is The West Ward lies directly west of less apparent where one neighborhood Downtown with Northampton Street passing ends and the other begins. Because of the directly through its center. As Northampton topography, the only continuous streets run heads west, the land on which the City east-west. Nearly all north-south streets

Ninth Street Houses in the West Ward Neighborhood

28 Easton Comprehensive Plan 2035

dead end at the edges of the ravines, or at street. Most activity in the South Side the Easton Cemetery and Easton Heights happens along Berwick Street, which Cemetery that occupy a large part of the runs perpendicular to the more trafficked northern edge of the West Ward. Other than streets of Philadelphia and St. John – so North 13th Street, there are no connections is somewhat invisible to those who pass directly from the West Ward to either through the neighborhood on the way to College Hill or the South Side. This lack of Downtown. road connections and the steep topography of the ravines limit access to the riverfront The neighborhoods are what define Easton. parks and trails along the Lehigh River and In addition to activities that occur there and Bushkill Creek. The topographic constraints characteristics of the resident population, and the orientation of the roads yields a the character of the City is a product of the condition where West Ward residents find connectedness of the individual parts. If the that areas to the west of Easton are more City is perceived to be divided it will evolve accessible for shopping and other business as separate parts, whereas if residents see activities than downtown Easton. their community as an integral part of the rest of the City, then the City’s future growth The South Side was the last area to be and economic activity will advance further. annexed to the City of Easton. It is only In many ways, the recommendations aim connected to the downtown by the South to bring the City together and reduce the Third Street bridge over the Lehigh River. It perception of separate communities. is closely situated next to I-78 and so has Although each neighborhood has its own great vehicular access to New Jersey and unique priorities and concerns, each can the rest of the Lehigh Valley. The South contribute to the broader challenges facing Side is predominantly a working class the City of Easton. neighborhood with a smaller housing type than in other parts of the city. One of the The future image of Easton will include a earlier industries in the neighborhood new immigrant population settling in the was the Black Diamond Coal Factory, West Ward and South Side neighborhoods. which now sits vacant at the approximate Both these areas house a working class middle of this community. The South community, some of whom are veterans Side encompasses a wide area and is of the industrial activity that took place somewhat divided by the series of roads nearby. that connect downtown Easton to the Interstate. Because of recent residential Residents in these immigrant communities development to the east of these roads, are poorer than their predecessors but the neighborhood almost appears to be no less driven to build a new life for two different places. As with the other themselves. If given the opportunity and the Easton neighborhoods, the South Side resources, it is quite possible to imagine is accessible by only a few streets, but these groups completely rebuilding the there are more ways to reach the rivers derelict areas of the City. Another face of and associated parks and trails than from the future can be seen in the students any of the other neighborhoods. What the and recent graduates of Lafayette College South Side lacks, however, is a clear sense and other schools and universities in the of a middle. The main road leading to the region. This younger population is also downtown tends to divide the neighborhood geared to build new lives for themselves more than creating an identifiable main and ideally, they will choose to do so within

29 Easton Comprehensive Plan 2035

Movies at the Mill: Silk Mill

the City itself. The key to empowering this urban population in the U.S. expands, a next generation of citizens is in creating the growing number of people will be looking for conditions needed to facilitate this process exactly the type of urban environment that of renewal – whether through grants, low Easton has to offer. interest loans or tax deferrals for new business investments, there needs to be a It is perhaps not a question of ‘if’ people mechanism to equip these different groups will come to Easton, but rather ‘when?’. with tools to move forward. Demographic projections anticipate Easton returning to its peak population of 35,000 There is great value in the City as it stands in the next 20 years, and this shift toward today when compared to many cities that Easton could happen very quickly for a fell to ruin during nearly a century of anti- variety of reasons. Therefore it is critical at urban sentiments and a movement away this time that the City begin to anticipate from cities. Unlike many of its peers, Easton a much larger population and more robust has benefited by not undertaking expensive urban condition in the years ahead. This renewal efforts like the ones that destroyed preparation entails much more than simply the downtowns of many American cities providing more housing as has been done and turned them into vast parking lots. in some parts of the South Side. It also With an intact urban infrastructure and requires thinking of wider variety of housing despite an aging building stock, the City of types and of putting into place alternative Easton stands to benefit from the spillover means to move about the City, considering of neighboring metropolitan regions. As the where people will want to go, what park

30 Easton Comprehensive Plan 2035

space is accessible to them, and what will seeds of an image of Easton as an Arts and be needed to support a stronger business Entertainment destination. community. The next chapter of Easton’s history Fortunately, many of the pieces are already must cope with a changing environment. in place: an authentic pedestrian scaled Though we can dispute the reasons for downtown, a well reputed college, new arts this change, the trend toward a warming facilities, public parks and open spaces, planet, larger and more powerful storms, a riverfront and extensive recreation an exhaustion of nonrenewable energy opportunities, the potential for a revived sources and a growing population is rail station. As well the City has shown the indisputable. Easton by its very nature propensity to nurture new features such stands as a remedy for these conditions as the Crayola Experience, the Easton simply by providing the urban infrastructure Intermodal Transportation Center, Sigal needed for a population to live comfortably Museum, Larry Holmes Drive, the Simon with fewer resources. In order to facilitate Silk Mill and public realm investments along this, Easton will need to become a city the Delaware River. But what is needed where pedestrians and bicyclists can move now is to build on these strengths and freely along roads and in public spaces this heritage to create conditions that are as motorists do today. Easton will need conducive for the next 10 years of growth to become a place where one can shop and that will appeal to the next generation for groceries and basic staples by simply of citizens. walking there. It will need to become a place where young entrepreneurs and start- Easton will need to consider its role within a up companies will find it easier and more changing context. The City of Allentown, for pleasant to conduct business in Easton example, is just completing construction of than somewhere else. It will be a City where City Center, which includes an aggressive the past and the present can co-exist and development of new commercial office still maintain the beloved character that space, a hotel and a new 10,000 seat Easton has today. It will be a place where arena. This move will change the image of the river is not an edge, but rather an Allentown and is anticipated to reverse the integral part of how the city functions and suburbanization trend of the 20th century, is experienced. The citizens of Easton can luring residents back to a new and dynamic achieve all these things and must do them downtown. in order to set the stage for what is an inevitable next chapter to its history. Easton is a different type of city than Allentown and should cast itself as the place where people come for a higher quality of cultural entertainment such as can be found at the State Theatre or Lafayette College. Add to this a diversity of restaurants and boutique retail establishments, and there is an environment already in place that is generating more foot traffic in the evenings than Crayola Experience. Herein lies the

31 Easton Comprehensive Plan 2035

PICTOGRAPHIC REPRESENTATION OF EASTON’S HISTORY AND PRESENT

1/ Thousand Acre Tract: Place at the 2/ Declaration of Independence: Forks: Founded in 1752 by Thomas Penn. Robert Levers reads the Declaration The town was laid out with the same of Independence on the City’s Centre innovative concept used in Philadelphia: Square, July 8, 1776. Easton is one of a grid around a “Great Square.” three places where this iconic document was announced publicly. Century: Early Foundations th 18

3/ Transportation Center: In the first 4/ Educational Foundations: Lafayette half of the 19th century the City gained College, founded in 1826, and State importance as a transportation and Theatre constructed in 1910, laid the industrial center. The rivers and canals cultural and educational foundations for played significant roles in shaping the the City. economic and social activity of the City. Century: The Canal and Industrial Years th 19

5/ Railroads: Four railroad lines built 6/ Manufacturing Capital: Easton through Easton after the 1850s, and formed its first industrial association Easton prospered as a center for in 1883. Robert and Herman Simon industry, manufacturing, commerce and Silk Mills located here and provided culture at the Forks of the Delaware and employment to 1,200 workers. along the great rail lines.

32 Easton Comprehensive Plan 2035

7/ Architectural Heritage: The economic 8/ Commercial Downtown: Northampton success of Easton is reflected in Street emerged as the central architecturally rich buildings that exist in commercial spine and shopping place for College Hill and were once concentrated the City of Easton. in Downtown and along Northampton. Century: Economic Boom And Bust th 20

9/ Sprawl: Advent of the car and 10/ Suburbs+Shopping: Opening of suburban lifestyles led to movement of Palmer Park and Lehigh Valley Malls led people to outer city areas. Businesses to the contraction of downtown as a retail followed the migration of people, and as center, and many businesses closed in in any other American City, this area too the City. witnessed an era of sprawl.

11/ The Crayola Experience: In an 12/ New Visions: Strategic investments effort to revive its vitality, the City made such as the Silk Mill development along strategic investments such as the Bushkill Corridor, Farmers’ Market, Main Crayola Experience in 1996, which have Street Program and close partnership since attracted hundreds of thousands of with Lafayette College have initiated the visitors to the City. era of Easton’s regeneration Present Day: Revitalization Present Day:

33 Easton Comprehensive Plan 2035

1: 2: 3:

TRANSFORM UNIFY THRIVE

1.1 Establish area around 2.1 Re-envision public right 3.1 Attract new businesses Centre Square as Easton’s of ways for multimodal through a ‘business ready’ premiere business district travel and sustainable environment 1.2 Connect and redevelop infrastructure 3.2 Promote strong and well- Easton’s River Corridors as 2.2 Adapt and reuse critical balanced neighborhood an integral part of the City sites at the seam of centers 1.3 Manage and reduce neighborhoods 3.3 Connect residents with vacancy, underutilization 2.3 Integrate Delaware employment and workforce and blight throughout the and Lehigh Rivers, and training centers, and City Bushkill Creek with upland increase resident earning 1.4 Discourage irresponsible communities through capacity development and a connected system of 3.4 Diversify and strengthen renovation, and prevent pedestrian, bike and open economic activities, deterioration of historic space networks entrepreneurship buildings 2.4 Improve access to and opportunities and tourist create new parks and open attractions spaces 3.5 Promote closer regional 2.5 Manage parking and ties promote sustainable 3.6 Strengthen emergency transportation response and services throughout the City

34 Plan Vision

The Easton Comprehensive Plan 2035 is a planning and urban design framework that embodies the aspirations of Eastonians, and sets forth a collective vision and action plan to develop the City into a vibrant place to live-work-play for its residents and visitors. Three themes that are reinforced by a set of 15 strategies and 52 supporting initiatives phased over a period of 20 years will work synergistically to inform this vision.

1: TRANSFORM Building on Easton’s rich architectural heritage, ongoing revitalization efforts in West Ward and Downtown’s recent resurgence as Easton’s retail center, the plan recommends a series of actionable strategies to define Easton’s identity as its region’s cultural and economic hub. 1.1 Establish area around Centre Square as Easton’s premiere business district 1.2 Connect and redevelop Easton’s River Corridors as an integral part of the City 1.3 Manage and reduce vacancy, underutilization and blight throughout the City 1.4 Discourage irresponsible redevelopment and renovation, and prevent deterioration of historic buildings

2: UNIFY Capitalizing on Easton’s scenic setting at the fork of the Delaware and Lehigh Rivers, and on strategic opportunity sites at the seams of its four neighborhoods, site-specific urban development, transportation infrastructure and public realm projects integrate urban and natural landscapes, create an open space network with urban amenities, and provide integrated solutions for sustainable development, stormwater management and climate resiliency. 2.1 Re-envision public right of ways for multimodal travel and sustainable infrastructure 2.2 Adapt and reuse critical sites at the seam of neighborhoods 2.3 Integrate Delaware and Lehigh Rivers, and Bushkill Creek with upland communities through a connected system of pedestrian, bike and open space networks 2.4 Improve access to and create new parks and open spaces 2.5 Manage parking and promote sustainable transportation

3: THRIVE Neighborhood scale investment in urban conveniences and social services, citywide scale investments in infrastructure and closer partnerships with key stakeholders lay the groundwork for increasing livability, attracting new businesses and building a strong economy. 3.1 Attract new businesses through a ‘business ready’ environment 3.2 Promote strong and well-balanced neighborhood centers 3.3 Connect residents with employment and workforce training centers, and increase resident earning capacity 3.4 Diversify and strengthen existing tourist attractions 3.5 Promote closer regional ties 3.6 Strengthen emergency response and services throughout the City

35 1 : TRANSFORM Building on Easton’s rich architectural heritage, ongoing revitalization efforts in West Ward and Downtown’s recent resurgence as Easton’s retail center, the plan recommends a series of actionable strategies to define Easton’s identity as its region’s cultural and economic hub.

TRANSFORM / CAPITAL PROJECTS (and related actions)

1 Retrofit vacant office spaces in 6 Create master plans for the City’s River Downtown Corridors

2 Install highway signage on Route 22 7 Implement Neighborhood and PA Route 611 Revitalization Plan (reduce vacancy, blight and underutilization) 3 Design and install consistent signage for Downtown business district 8 Prioritize development of Black Diamond Site 4a Southern Gateway into Downtown 4b Gateway into Easton 9 Evaluate the feasibility of creating a (signage, landscape improvements, walking trail on the historic trestle that lighting and development guidelines) crosses the Delaware River

5 Remodel Centre Square

36 Symbols Key

Primary urban corridors Existing nodes that need densification River Corridor area (Downtown) Gateways Comprehensive signage S leading to Downtown Key development nodes Revitalization area Downtown area for comprehensive signage Priority revitalization area program

FORKS TOWNSHIP

LAFAYETTE ST

D CATTELL ST E

R A W A L E D

HIGH ST

13TH ST WOOD AVE

3 A

5 1 SPRING GARDEN ST R

R ON ST PHILLIPSBURG THAMPT NOR 4b

7 WALNUT ST WILSON 4a 9 BORO S D E L A 6 W A R E BUTLER ST D R

V E R R I W CANAL ST H G I H NESQUEHONING ST E L

WEST SEITZ ST FOLK ST

EASTON CENTRE ST

W LINCOLN ST ST JOHN ST W BERWICK ST

PHILADELPHIA RD

LINE ST

TRANSFORM: CAPITAL PROJECTS

37 Easton Comprehensive Plan 2035

Objective 1.1 ESTABLISH AREA AROUND CENTRE SQUARE AS EASTON’S PREMIERE BUSINESS DISTRICT

1.1a / Centre Square has limited space Encourage active uses and storefronts availability; however, visitors, residents that enhance Downtown’s image as a and workers would like to see increased place to visit and do business retail and entertainment opportunities in Downtown. And while Centre Square’s Over the last decade, the area around attractions have been successful at Centre Square has become the focal point drawing Easton residents and visitors of Easton’s commercial activity, drawing from throughout the region, there still isn’t residents and visitors to its cultural events, enough threshold of activities to retain this dining and entertainment establishments. temporary population Downtown. Crayola Experience was an early leader in this trend, attracting crowds to the City’s In order to continue to attract visitors center at a time when retailers were looking and support the residential and worker for more suburban locations. Following population in this commercial district, the success of Crayola Experience, Easton Centre Square should be a place of vibrant capitalized on Centre Square’s resurgence commercial activity that offers high-quality with events like the Garlic and Bacon amenities for all ages. Attracting and Festivals and new retail and restaurant retaining retail and active uses at street establishments. Today Downtown Easton is level, Centre Square can be a destination gradually on its way to becoming a mixed- even when there is not an event or crowd use neighborhood with day- and nighttime at Crayola Experience. Filling in gaps in activities. The appeal of urban living and the retail frontage will help to create a attraction of historic building stock have more consistent stream of foot traffic and led to a rise in residential development in potential customers, supporting existing Downtown, which also offers ample office businesses and helping ensure their space to support a worker population. continued presence in the area.

Blank opaque walls along side walk Non-retail services Existing uses and urban design conditions at Centre Square that do not contribute to a vibrant commercial environment and street life

38 Easton Comprehensive Plan 2035

Sette Luna, a refurbished building hosting a business owned by native Eastonians

1.1a / Projects and Actions • Recruit a recreation/entertainment • Identify and attract retailers, such as tenant (e.g., bowling, arcade, sports restaurants, bars, grocery stores and bar, movie theater) in Downtown to local services that generate high foot encourage recreational opportunities traffic for all age groups • Limit uses that are inward-looking • Retrofit existing vacant office spaces and do not engage with the street. like empty spaces in the Wells Fargo Discourage uses such as pawnshops building, building opposite Sette Luna that threaten the vibrancy of Downtown and others to accommodate remote and its image as Easton’s premiere offices for larger corporations and, business district where possible, create mixed-use • Work with property owners, brokers opportunities and businesses to identify obstacles in building code and other difficulties 1.1a / Potential Implementation Partners with retail space in Centre Square, and • Easton Main Street Initiative develop financial incentives and support • Private Sector for desired tenants • Greater Easton Development • Discourage speculation through fines Partnership and fees on vacant properties • Easton Planning Bureau • Develop a program to support pop-up • Lehigh Valley Chamber of Commerce retail in vacant spaces to encourage • Easton Business Association new businesses and showcase empty • Easton Redevelopment Authority storefronts

39 Easton Comprehensive Plan 2035

1.1b / Creating and installing a consistent Install effective signage at highway exits signage system that provides information and entrances to the City, and within the about Downtown’s amenities, parking and Downtown area, to steer people toward walking distances will give more visibility Centre Square and inform them about to businesses, guide visitors to discover Easton’s main business district’s diverse multiple offerings and encourage walking by offerings creating an identifiable and easily navigable Downtown district. Regional and interstate traffic moving on Route 22 and PA Route 611 have 1.1b / Projects and Actions convenient access to Easton’s Downtown • Install highway traffic signs that clearly via off-ramps that lead to North Fourth indicate off-ramps on Route 22 and Street and Larry Holmes Drive respectively. PA Route 611, and direct traffic to However, given the drastic topography, Downtown Downtown’s modest built form and lack of • Create an inviting and welcoming any directional signage on the off-ramps, gateway including lighting, landscape, it is difficult for fast moving traffic on inviting pedestrian access and visible the highway to visually connect with and street signage to direct traffic and access Downtown. This is especially true for pedestrians to Centre Square and occasional visitors and tourists who don’t Downtown parking facilities frequent Easton on a regular basis. • Design and install a consistent signage to demarcate the Downtown business In addition to these highway entrance district and provide information on points in the north and east, St. John locations and walking distances for Street, South Side’s main traffic artery, major attractions and amenities carries regional traffic and intersects with South Third Street and Larry Holmes Drive, 1.1b / Potential Implementation Partners at the southern gateway to Downtown. This • PennDOT gateway has a modest and inconspicuous • Easton Main Streets Initiative sign welcoming visitors to Easton, and is not • Easton Business Association effective in orienting traffic and pedestrians • Lehigh Valley Chamber of Commerce toward the City’s main shopping area. • Discover Lehigh Valley • Greater Easton Development Over the last decade, Centre Square and Partnership surrounding area have attracted a number of diverse establishments featuring restaurants, theaters, museums, retail, events, and educational and recreational amenities, all within a short walk from each other. The area around Centre Square is emerging as the prime district with well- balanced urban activities for all age groups. However, given the many restrictions on signage in the Downtown historic district, it is often hard to locate these amenities, and perceive the compactness – and thus Entrance gateway from PA 611 with no directional signs walkability – of this urban scale downtown. leaves unfamiliar motorists disoriented.

40 DestinationDestinationPhiladelphiaPhiladelphia

DirectionDirection Philadelphia Philadelphia In 1985In 1985the Foundation the Foundation for Architecture for Architecture (FFA) (FFA)held heldAfter Aftera prototype a prototype installation installation by the by University the University of of a publica public forum forum dedicated dedicated to examining to examining Philadel- Philadel- PennsylvaniaPennsylvania in 1989 in 1989the first the signs first signswere wereinstalled installed phia’sphia’s public public information information system. system. The interest The interest in thein Historic the Historic Area inArea 1992. in 1992.These These were werefollowed followed sparkedsparked by this by meeting this meeting led to led the to formation the formation of a of a by signsby signsin the in Parkway/Museums, the Parkway/Museums, Convention Convention steeringDeststeering committeeinatio committee composedn composed Philad of city of agencies, cityelphia agencies, CenterCenter and Avenue and Avenue of the of Arts the areas. Arts areas. Separate Separate area touristarea tourist attractions, attractions, local businesseslocal businesses and insti- and insti- but relatedbut related projects projects were wereinstalled installed in Fairmount in Fairmount tutionstutions and organizations and organizations such assuch the as American the American Park, Park,at the at Sports the Sports Complex, Complex, in University in University City City InstituteInstitute of Graphic of Graphic Arts. ThisArts. com- This com- and inand Manayunk. in Manayunk. mitteemittee formed formed a public-private a public-private Easton Comprehensive Plan 2035 In 2001In 2001new criterianew criteria were wereestablished established for a for a partnershippartnership that examined that examined the the neighborhoodneighborhood wayfinding wayfinding program program in in Ride!Philadelphia potentialpotential for a vehicularfor a vehicular sign sign Germantown,Germantown, Mount Mount Airy and Airy Chestnut and Chestnut Hill. Hill. Bus Shelter Postersprogram programand uniqueMaps unique to Philadel- to Philadel- phia, closelyphia, closely examining examining The fabricationThe fabrication and installation and installation of these of thesesigns signswas was See the other side for a map of eastbound buses on JFK Boulevard The purposefunding, of thisfunding, bus ownership, shelter ownership, sign systemand main- and is to main-financedfinanced by a combination by a combination of stakeholder, of stakeholder, city, city, PhiladelphiaOn this block in center city district signageenhance system andtenance promotetenance issues.public issues.transit In 1988 options In 1988the while the state stateand federal and federal monies. monies. More Morethan 700than such 700 such giving importantWilliam informationWilliam Penn PennFoundationto those Foundation waiting sup- for a sup-signs signsare now are locatednow located throughout throughout Philadelphia. Philadelphia. bus or passing by. This application is for the bus portedported the committee the committee with awith a The Broad Street Station opened shelter route maps due to their unique graphic at 15th Street and Filbert Street 1889 on December 5, 1881. The orig- Since Since1992 1992maintenance maintenance of the of signs the signshas been has been inal building was a four story design, a bus route map on one side and historic Gothic brick structure, as shown three-yearthree-year grant grantto develop to develop in this image from 1889. The construction of eight tracks cov- Hyperlinks ered by two arched sheds were Phil Phil adel adel phia images phia of what once stood on the street on the fundedfunded by the by organizations the organizations listed listedon the on signs. the signs. Regarded as one of the mostconsidered an incredible engi- and provide directions for visitor neering feat. Initially 80 trains the signthe program. sign program. arrived and departed daily but other side. within a short time the daily schedule increased because of Each stakeholderEach stakeholder is assessed is assessed a yearly a yearly fee of fee $140 of $140 trains servicing nearby cities, comprehensive signage such as Wilmington and Balti- attractions - all while adding color • Center City Philadelphia, Signs and more. By 1894, the station was A hostA ofhost partners, of partners, chief amongchief among them themthe Cali- the Cali- per listing.per listing. These These funds fundshelp defer help deferthe costs the costsof of expanded to 16 tracks following TheBanners need for a simple bus shelter map created a the designs for additions and systems in the United States,alterations by the famous Phila- and excitement to downtown delphian architect Frank Furness. ConceivedConceived and sup- and sup- great opportunity, a blank reverse side, which the Four hundred fifty trains oper- fornia-basedfornia-based graphic graphic design design firm of firm Sussman/Prejza of Sussman/Prejzaannualannual survey survey work workand routine and routine repairs repairs and and ated into and out of the Broad Street Station each day, but once Suburban Station was built in ported byported over by300 over 300 Center City District has used to inform the public the program has three 1930, the number of daily trains streets. Initially concentrated in • Direction Philadelphia was reduced. & Co.,& developed Co., developed criteria criteria for vehicular for vehicular directional directional cleaning.cleaning. The city’s The city’sStreets Streets Department Department provides provides After the train station burned in private stakeholders,private stakeholders, and visitors about our rich historic past. 1923, plans for the development of an office district included the demolition of the station. The DirectionDirection Philadelphia Philadelphia funds fundsto replace to replace badly badlydamaged damaged signs signsand capital and capital components: Walk!Philadelphia,last day of service for the station Center City, the program hassigns. nowsigns. These These criteria criteria ranged ranged from dividingfrom dividing the city the city was April 27, 1952 and 5,000 • Walk!Philadelphia people attended a special cer- emony that was also broadcast vehicularvehicular signs lead signs lead The 90 easy‐to‐read bus shelter signs, produced in over the radio. into distinctinto distinct districts, districts, developing developing a hierarchy a hierarchy of of dollarsdollars for new for signnew projects. sign projects. Ride!Philadelphia and Direction spreadmotorists tomotorists to other Philadel- to Philadel-neighborhoods partnership with SEPTA, PATCO and the Central signs,signs, establishing • establishingPhiladelphiaRide!Philadelphia standard Transportation standard typefaces Managementtypefaces and sizes, and Associa sizes,- Philadelphia. Together these andphia’s engaged mostphia’s prestigious most multiple prestigious stakeholders In lateIn 2002 late the2002 Center the Center City District City District assumed assumed attractions.attractions. and coordinatingand coordinatingtion (the a colortransportation a palette.color palette. arm From of the Fromthis Center work this City work District), and with financial support from Pennsyl- create a sense of district, 2007 In 1889 Eventsattracting Moneyboth matters public and private responsibilityresponsibility for the for Direction the Direction Philadelphia Philadelphia program. program. President: Grover Cleveland (D) April 22—At high noon, thou- I.M. Singer Company introduced Plumber’s daily wage: $3.59 Benjamin Harrison (R) sands rushed to claim land in the the first electric sewing machine. Nutmeg grater: 25¢ Land Run of 1889. Within hours the “Directionthe “Direction Philadelphia” Philadelphia” wayfinding wayfinding system system Mayor: Edwin Henry Fitler (R) the cities of Oklahoma City and Aunt Jemima pancake flour 25 gram ball of yarn: 15¢ vania Department of Transportation (PennDOT), Gatewayinvented in St. Joseph,Gateway MO. signs introduce signs introduce Philadelphia population: 847,170 Guthrie, Oklahoma were formed New York Times: 2¢ with populations of at least University of Pennsylvania’s 10,000! Museum of Archaeology and Upright piano: $100 Since Sincethen morethen morethan 400than signs 400 signshave beenhave been July 8—The first issue of the Wall Anthropology embarked on the first Toothbrush: 6¢ encourage transit use and walking expedition to the Middle East. The Streetfunding. Journal was published. were installed at bus shelters along JFK Boule- visitors tovisitors theGame of checkers:system 5¢to the system dig was at Nippur, an ancient city was born.was born. November 8—Montana was of the Sumerians and Akkadians, Geese feather pillow: $2.19 admitted as the 41st U.S. state. which today is located in Iraq. 1 lb. of chocolate: 38¢ Electric lights installed in the White House. and provideand providea visually a visually vard, Chestnut, Market, Walnut, and Arch streets refurbishedrefurbished and new and listingsnew listings added added for destinations for destinations

Map © 2007 by Center City District, Philadelphia; Design by Joel Katz Design Associates dynamicdynamic greeting greeting at key at key from 4th to 22th streets as well as north-south Images: Print and Picture Collection, The Free Library of Philadelphia. Timeline information: ushistory.org, timelines.ws, wikipedia.com, spiritus-temporis.com, brainyhistory.com, kclibrary.nhmccd.edu, such assuch the as Kimmel the Kimmel Center, Center, Independence Independence decades.com. Booker, Janice L. Philly Firsts: The Famous, Infamous, and Quirky of the City of Brotherly Love, Camino Books Inc.: Philadelphia, Pa. 1999. Price information: The Value of a Dollar: Colonial Era to the Civil War: 1600–1865 and The Value of a Dollar: Prices and Incomes in the United States, 1860-2004, Scott Derks (editor), phillytrolley.org, and foodtimeline.org. Text sources: prrths.com, wsbcos.com entrancesentrances to the city. to the city. numbered streets and Broad Street from Spring Garden to Pine streets. The two‐sided panels, VisitorV Centerisitor Center and National and National Constitution Constitution Center. Center. Walk!Philadelphia Ride!PhiladelphiaDistrict DistrictDirectional Directional Directionmeasuring 25 ½”Philadelphia x 36”, sport a transit map on signs pointsigns the point way the to way to one side and an historic street scene image on major areasmajor such areas as suchthe as the the reverse side. They were designed by Joel Katz IndependenceIndependence Historic Historic Design Associates and fabricated in embedded Area, Penn’sArea, Landing, Penn’s Landing, fiberglass by PANNIER. and Parkwayand Parkway Museums. Museums. The historical interpretive panels focus on urban DestinationDestination Directional Directional planning and development in Philadelphia from the signs guidesigns visitors guide tovisitors to earliest days of America’s history to current day. A individualindividual attractions. attractions. number of themes flow through the different panels including transportation, commerce, politics, Finally, ArrivalFinally, SignsArrival Signs culture, architectural achievement and changing indicateindicate when visitors when visitors styles, preservation efforts, religious institutions, have reachedhave reached an attrac- an attrac- ethnic communities, prominent architects and tion. tion. builders, and the role of technology.

This comprehensiveThis comprehensive The Ride!Philadelphia bus shelter signage was system ofsystem large, of colorful large, colorful financed by a grant from the U.S. Federal Highway signs helpsigns make help make Administration through PennDOT and DVRPC. Philadelphia’sPhiladelphia’s diverse diverse cultural culturalattractions attractions more more accessibleaccessible and visible and to visible to motorists.motorists. The signs The signs work in worktandem in tandemwith with city’s pedestriancity’s pedestrian wayfindingwayfinding program, program, Walk!Philadelphia.Walk!Philadelphia.

Key Features Key Features Key Features 1. Organizes navigation around 1. Route maps and information 1. Conceived and supported by the presence of distinctive panels at bus stops provide over 300 private stakeholders City Districts information to those waiting for 2. Lead motorists to City’s most 2. Signage emphasizes the ease a bus or passing by prestigious attractions of walking in the City 2. Historical interpretive panels 3. Four distinct hierarchies - 3. Color-coded “heads-up” disk on the reverse focus on urban Gateway, District Directional, maps highlight destinations planning and development Destination Directional within 10-minute walking radii 3. Financed by a grant from and Arrival Signs - provide 4. Directional arrows orient the U.S. Federal Highway a common identity to all pedestrians and enforce route Administration through destinations in the City choice PennDOT and DVRPC

41 Easton Comprehensive Plan 2035

1.1c / includes recommendations for façade Update existing guidelines to encourage design, signage and street level businesses in Downtown and on engagement for Easton’s business Northampton Street to create a visually district engaging and inviting environment for • Extend Downtown business activity their customers on Northampton between Sixth and 15th Streets, and redesign/rebrand Given the restrictions imposed by the streetscape beyond Sixth Street strict signage and development guidelines of Easton’s historic district, businesses 1.1c / Potential Implementation Partners struggle for greater visibility. In some cases, • Easton Main Streets Initiative these guidelines also restrict Downtown’s • West Ward Neighborhood Partnership potential to develop into a visually • Easton Business Association attractive and engaging neighborhood that • Greater Easton Development encourages active street life and walking. Partnership • Pennsylvania Historical and Museum Though Centre Square and the surrounding Commission blocks are attracting more businesses, they are not very successful in engaging with the streets. A compilation of urban design 1.1d / strategies that includes recommendations Redesign Centre Square for better and best practices for responsible building access to pedestrians and as a place for façades design, use of sidewalks as an recreation extension for active street level retail and restaurants, street furniture, unobtrusive Centre Square serves both as an open yet effective signage, will equip business space for Easton’s visitors and residents, owners with guidelines to make their as well as the traffic junction from where business more visible and attractive for all of Easton’s neighborhoods can be easily their customers. accessed. High traffic volumes in this area restrict the enjoyment of this historical These strategies will also equip City site by visitors and residents alike. As authorities and Easton Main Street Initiative Centre Square draws more people through to ensure businesses that locate in the its active programming, it also faces the Downtown district engage actively with the possibility of additional traffic volume street and encourage an attractive walkable generated by the new transit hub being environment for pedestrians. Furthermore, developed on South Third Street. This could they can become the basis of selecting further take away the peace and tranquility the kind of retail and commercial activity this central open space has to offer. suitable for promoting active street life in Easton’s business district. To balance traffic and pedestrian needs, currently, the City makes use of orange 1.1c / Projects and Actions traffic cones for directing vehicles. • Review and update existing guidelines However, an integrated open space design and identify issues that limit street and transportation plan that provides engagement guidelines for potential expansion of Centre • Develop a compilation of urban design Square and limiting traffic could provide guidelines and best practices that a more permanent solution to balancing

42 Easton Comprehensive Plan 2035

pedestrian, parking and traffic movement in 1.1d / Projects and Actions this area. • Conduct an integrated community space and transportation study to assess the Along with this integrated study, a feasibility for expanding Centre Square simultaneous urban and landscape • Create a plan and design for remodeling design plan that visualizes planting, Centre Square as a central recreation seating, materials, information signage place with easy pedestrian access and pedestrian access plan for the entire square will greatly enhance the value of 1.1d / Potential Implementation Partners surrounding properties and the experience • Easton Main Streets Initiative of this place for shoppers, visitors, office • PennDOT workers and business owners. • Easton Business Association • Greater Easton Development Partnership

The Uptown Circle Normal, IL

The Uptown Circle in Normal is a roundabout intersection connecting five streets while calming traffic. The Circle acts as a gateway for people entering Normal from the adjacent Amtrak station. The design features a central park, which provides a gathering space with seating and shade. This central park is surrounded by a water feature and open Aerial view of The Circle plaza. One of the most creative and sustainable elements of the Circle is its extensive stormwater system, which captures rainwater and treats it through natural processes by pumping it from a cistern beneath the streetscape into a series of filtration bogs. This water is then returned to the site in the form of a fountain Stormwater management system that is used both aesthetically and for irrigation purposes and later recycled to irrigate the Hyperlinks adjacent street planting. • The Uptown Normal Circle, “A Living Plaza” • Uptown Normal, Normal IL • Sustainable Stormwater in Public Space

43 Easton Comprehensive Plan 2035

Objective 1.2 Connect and Redevelop EASTON’S River Corridors as an Integral Part of the City

1.2a / trails on both sides of the river, taking full Develop master plans for Easton’s advantage of spectacular views. River Corridors 1.2a / Projects and Actions Historically, Easton’s riverbanks have had • Identify development sites and conduct residential (mixed use), industrial and a market potential study for housing, recreational developments creating a well- tourism and mixed-use development balanced mix of uses that attracted people along Delaware and Lehigh Rivers, and to the rivers. Today, a number of sites Bushkill Creek along the Delaware and Lehigh Rivers, and • Conduct preliminary urban design Bushkill Creek lie underutilized due to threat analysis to determine environmental of flooding, lack of development incentives and infrastructure challenges and and perceived high barrier to entry given development potential the strict laws for development in flood • Engage in a public planning process to zones. However, these sites still present develop a vision for each River Corridor great potential for waterfront recreation, • Create an urban design master plan tourism and housing development that that outlines community vision, together can greatly enhance economic sustainable development guidelines, activity and quality of life for Eastonians. site-by-site development program and public-private partnership mechanisms A comprehensive master plan, outlining • Conduct a feasibility analysis for the development guidelines for flood zones, reuse of abandoned rail bridge on permissible uses and mechanisms for Delaware River as a pedestrian trail public-private partnerships will help achieve connecting existing trails on Delaware the development potential of these areas and Lehigh Rivers in a responsible way. It is recommended that this master plan envision a community 1.2a / Potential Implementation Partners centric sustainable development strategy • Easton Planning Bureau that successfully knits urban and natural • Easton Public Works Department landscapes for Easton, and promotes • Greater Easton Development tourism development in coordination with Partnership the Phillipsburg waterfront. • Lehigh Valley Economic Development Corporation The City should also work with the U.S. • Lehigh Valley Planning Commission Environmental Protection Agency (EPA) and • Town of Phillipsburg key local stakeholders to obtain data and • D&L National Heritage Corridor develop a conceptual plan evaluating the • Morris Canal Greenway feasibility of a walking trail on a historic rail • National Canal Museum trestle that crosses the Delaware River. This project would link existing and proposed

44 Easton Comprehensive Plan 2035

1.2b / 1.2b / Projects and Actions Establish a waterfront development • Simultaneous with River Corridors committee dedicated to soliciting master planning, identify waterfront proposals, marketing, and finding funding stakeholders including leaders in for development of River Corridors business, government partners, residents, property owners, and other As part of the previous initiative, Easton’s community members waterfront development should be guided • Form a committee of professionals and by a committee dedicated to realizing community stakeholders, charged with the vision of the River Corridors master marketing the River Corridors master plan. The committee, consisting of both plan and actively seeking funding for professionals and community stakeholders, development should be the point of contact between the • Develop RFPs with detailed City and private developers, and work with development program for publicly the City to conceive the best development owned sites and guide development of structure on both public and privately privately owned sites owned land. This committee should also • Identify funding, including public, be responsible for marketing the River private, and philanthropic sources Corridors master plan and developing • Explore the feasibility of forming a non- requests for proposals (RFPs) for any City- profit development corporation to guide owned parcels that best reflect the City’s the process in the long term goals and concerns along the waterfront. The committee should engage with 1.2b / Potential Implementation Partners developers to solicit competitive responses • Easton Main Street Initiative to the RFPs and ensure that design and • Representative Robert Freeman development of these parcels furthers the • D&L National Heritage Corridor vision of the River Corridors master plan. • Easton Business Association • Greater Easton Development Partnership

Underutilized and vacant lots at the fork of Delaware and Lehigh Rivers and gateway to Downtown Easton

45 Easton Comprehensive Plan 2035

Chattanooga waterfront revitalization

The City of Chattanooga Multifamily Housing riverfront revitalization extends Aquarium and Rivercenter Continuous Riverwalk over 129 acres and has raised Boat Launch and Water Access $120M in funds. The project uses the Tennessee River as a primary resource to revive the City’s downtown.

A former industrial center, the riverfront was once a highly polluted and uninhabitable area. Over a period of two decades, the riverfront has become the primary tourist attraction. Coolidge Park

Key Features Renaissance 1. Long-Term Vision: Ongoing Park civic input guided by Continuity along waterfront through mixed-use development and recreational activities professionals who use urban design to spur long- term revitalization. One master plan (vs. piecemeal development) for the entire waterfront that gave the waterfront district a common identity and coordinated all future developments 2. Urban Design Elements: Mixed-use development, pedestrian friendly waterfront district, continuity along waterfront through Opportunities to get down to the water, launch boats and use water for transportation activities and connectivity to downtown 4. Partnerships: Used public 5. Catalytic Sites: Development 3. Local Development investment as a catalyst for on strategic sites with Corporation: River City private development e.g., greatest potential and Company, a not-for-profit public space, art and three ability to catalyze additional organization funded through museums used State and City development in adjacent foundations, was formed to dollars, and River Pier Landing areas was prioritized guide redevelopment, raise received support from private Hyperlinks funding and market the developers, for retail and area. residential. • River City Company

46 Easton Comprehensive Plan 2035

Designing in flood zones

Lower Venice Island water in the urban environment. costs through flood hazard This five acre island located 3. Recreational Elements: between Manayunk Canal and Key Features Structured, active landscape Schuylkill River, is prone to 1. Site Design: Central to the is complemented by flooding and designated for plan is the Performing Arts and a program of passive a 3M gallon combined sewer Recreation Center, elevated 7Ft landscapes that include a overflow tank by the EPA. The above the floodway children’s water garden and community saw this area as 2. Protecting Infrastructure: riverbank restoration. a recreational resource and Central spine located safely conceived a master plan with beyond the floodway manages Hyperlinks high-performance landscape pedestrian traffic, stormwater • Philly Watersheds focused on sustainable flow and lighting – crucial to • Viva Venice management and display of lowering long-term mitigation

Performing Arts Center located 7Ft above the floodway

Integrated stormwater management and recreational landscape

Flood Resistant Design Key Features Cities faced with high risk of 1. Locate all mechanical flooding have incorporated equipment above design flood structural and programmatic elevation (DFE) requirements within their 2. Use of dry flood-proofing up building codes. These simple to DFE requirements do not limit the 3. Materials and structural development potential but requirements instead prescribe methods to prevent and reduce impact of Hyperlinks damage caused by flooding. • Designing for Flood Risk

47 Easton Comprehensive Plan 2035

Objective 1.3 MANAGE AND REDUCE VACANCY, UNDERUTILIZATION AND BLIGHT THROUGHOUT THE CITY

1.3a / process is a step in the right direction, it is Prioritize development of vacant lots largely reactive and can be slow. and rehabilitation/revitalization of Renovation and infill development can vacant buildings throughout the City, prove challenging in Easton, where existing and establish policies for neighborhood buildings and infrastructure are often over sustainability 100 years old and parcels are small. At the same time, Easton’s density can be an Vacancy has been a persistent problem in advantage, as transportation infrastructure Easton for decades and is a major obstacle and community services are already in for growth. In 2000, the residential vacancy place, and existing retail can support new rate was 9.5% for Easton as a whole, uses in otherwise vibrant communities. but the rate was over 10% in West Ward and approximately 15% in Downtown. By Vacant and blighted lots should be 2012, residential vacancy reached 20% systematically targeted for revitalization. in Downtown and doubled in West Ward. Financial incentives should be developed Blight works in direct opposition to efforts to encourage commercial and residential of growth in the City and it is often seen development as well as historic as a precursor to crime. In response to preservation where appropriate. The City this problem, the Easton Redevelopment should prioritize development, offering Authority reactivated a Certificate of Blight incentives for private developers where Process, by which the City can flag for feasible, and partnering with private renovation and in some cases condemn sector developers to tackle larger, more and resell blighted properties. While the challenging parcels.

Boarded up properties of historic and architectural value on Northampton Street

48 Easton Comprehensive Plan 2035

1.3a / Projects and Actions • Where necessary escalate fines and fee • Create and maintain a neighborhood on vacant/abandoned lots to encourage scale inventory of underutilized / vacant reuse and discourage speculation buildings and lots • Work with property owners and • Educate property owners on property neighborhood residents to host maintenance; create informational programs such as the better block videos for homeowners and promote project, artistic board up and beaux arts recycling/’RecycleBank’ program ball to generate interest and raise funds • Identify specific challenges to for improvements renovation / redevelopment (e.g., • Finalize and implement a zoning, contamination, etc.) and comprehensive Neighborhood create programs and incentives (e.g., Revitalization Plan for West Ward and grants, tax incentives) to target these South Side neighborhoods including challenges on vacant buildings and lots 1. Systematic assessment of blighted • Identify areas with high concentration and vacant properties of blighted properties to create 2. Creation of an acquisition fund revitalization zones and target State 3. Potential land banking program and Federal funding for revitalization 4. Development of strategic • Partner with Lafayette College to disposition strategies assess possibility of developing • Establish policies for walkability, green homeownership programs for post- spaces and plantings, urban nodes and grads, young professors and non-faculty uses, child care, garbage handling and staff in revitalization zones block watch • Prioritize acquisition of and refurbish abandoned, vacant and tax defaulting 1.3a / Potential Implementation Partners properties at important nodes such as • Neighborhood Associations Northampton Street and Centre Square • Private property owners • Use rigorous tenant ownership • Lehigh Valley Economic Development programs, gap financing, development Corporation bonuses and other public incentives • Easton Planning Bureau to attract small-scale developers and • Greater Easton Development interested homeowners Partnership

The better block project

Community led temporary urban blighted areas as well as increase improvements required to interventions and demonstration the potential for pre-leasing increase the project’s financial projects that bring greater while sites await redevelopment. returns for developer and overall attention to underutilized areas In addition, this exercise attractiveness of the property and / or redevelopments prior can help test infrastructure and tenant quality of life. to buildout. These interventions improvements in partnership Hyperlinks promote revitalization by with future developers and get a • The Better Block Project envisioning the true potential of better understanding of priority • How to Build a Better Block

49 Easton Comprehensive Plan 2035

1.3b / 1.3c / Increase capacity to accelerate Conduct assessment and rehabilitation transformation of blighted properties of the six public housing projects in Easton and create more opportunities for Beyond issues that private developers affordable housing face in renovating and redeveloping infill lots, problems persist in the public sector While there is significant demand for due to the fact that no one department or new housing units in Easton, there are agency is charged with fixing the problem. also pressing needs in the existing public While the work to mitigate blight largely housing portfolio. An integrity study depends on efforts of private developers, revealed that many of the 50-year-old City authorities can better facilitate this structures are in need of renovation to process, working as a partner. ensure they can continue to serve residents in Easton for years to come. Although the Easton Redevelopment Authority has had successes in the past, The renovation of public housing the process of transforming blighted developments has an important role to play properties needs to be accelerated. As part in mitigating blight conditions. Because of the previous initiative, City authorities the City has a compact development should consider increasing capacity in this pattern, conditions within public housing area by creating a dedicated position to developments have the potential to affect centralize efforts of multiple departments the larger community. Problems of neglect and direct all efforts related to blight. In and blight in public housing are problems addition, the individual at this position for the neighborhoods in which they are should be responsible for creating and located as a whole. At the same time, maintaining up-to-date information on public housing developments provide vacant, abandoned and tax-defaulting the opportunity for public investment to buildings and lots, available incentives for directly address blight. The success of the private developers, targeting funding at all Home at Neston Heights is a testament to government levels, and innovating site- the potential for public housing to lead to specific revitalization strategies. positive change.

1.3b / Projects and Actions 1.3c / Projects and Actions • Create and maintain up-to-date records • Conduct inspections and produce an on vacant, abandoned and tax- assessment of the capital improvement defaulting buildings and lots needs of Easton’s public housing • Increase capacity dedicated to fighting Prioritize improvements, identify funding blight and continually explore site- sources and rehabilitate public housing specific revitalization strategies • Create a citywide affordable housing task force that identifies and 1.3b / Potential Implementation Partners promotes the City’s most affordable • Easton Redevelopment Authority neighborhoods and units • Greater Economic Development Partnership 1.3c / Potential Implementation Partners • Easton Planning Bureau • Housing Authority • Vacant Property Committee • Greater Economic Development • Easton Planning Commission Partnership

50 Easton Comprehensive Plan 2035

BLIGHT REDUCTION and management PROGRAMS

VACANTS TO VALUE Penn homeownership Decades of population decline program in the City of Baltimore has left Deeply rooted in an understanding over 16,000 properties boarded that the health and vitality of the up or vacant. The ‘Vacants to University is inextricably linked to Value’ program encourages maintaining a diverse, safe and redevelopment of targeted thriving urban community, the properties and buildings. Penn Homeownership Program is The City classified vacancies an urban revitalization initiative by location into three broad of University of Pennsylvania categories: without development (UPenn). The program provides demand (65%); with direct financial assistance and Revitalization and program boundaries for development demand (31%); educational programs as incentives each incentive created by urban and real and emerging markets (4%) and to full-time employees of UPenn or estate analysis by Penn Homeownership enforced a six-point strategic UPenn Health Systems (including Services plan to reduce vacancies. all affiliated health institutes and hospitals). These incentives Six Point Plan are targeted to properties within COMBATING PROBLEMS OF 1. Streamline the disposition the predetermined revitalization VACANT AND ABANDONED process boundary. Since its inception PROPERTIES 2. Streamline code (1965), 1,400 families and In June 2006, the United States enforcement on ‘transitional individuals have participated in the Conference of Mayors Task blocks’- areas mostly program and in the transformation Force on Vacant and Abandoned occupied but challenged by of West Philadelphia neighborhood. Properties compiled a report on scattered vacant structures best practices and successful 3. Facilitate investment in Summary of Incentives efforts to combat the problems emerging markets 1. $7,500 in forgivable loans of vacant and abandoned 4. Offer targeted incentives toward home improvements properties in cities throughout to home buyers and 2. $7,500 in forgivable loans the United States. developers toward a home purchase 5. Support large-scale 3. Closing Cost Reduction Hyperlinks development in distressed Program offers mortgage • Combating Problems of Vacant and areas with little demand financing options with Abandoned Properties 6. Maintain, clear, hold and discounted closing costs for the identify non-housing units in purchase and refinancing of a distressed areas (includes home demolition, land banking and marketing to create Hyperlinks long-term value) • Penn Homeownership Services

Hyperlinks

• Vacants to Value

51 Easton Comprehensive Plan 2035

Objective 1.4 DISCOURAGE IRRESPONSIBLE DEVELOPMENT AND RENOVATION, AND PREVENT DETERIORATION OF HISTORIC BUILDINGS

1.4a / associations, the Easton Planning Bureau Conduct a study to identify areas and and the Historic District Commission. buildings of historic significance, and define clear guidelines for their 1.4a / Projects and Actions renovation and development • Develop a neighborhood level inventory of historic and architecturally significant Though Easton’s Downtown indisputably buildings and areas has the highest concentration of • Recommend State historic districts historic and architecturally significant where applicable and designate buildings, many areas in the City’s other preservation districts in areas with high neighborhoods also have rich history and up- /incoming development potential build form that are worth preserving. Since • Create development guidelines for the current historic district ends on Sixth preservation districts Street, many buildings in West Ward that are over a century old are either being 1.4a / Potential Implementation Partners renovated without proper consideration to • Easton Planning Bureau their architectural character, or being razed • Neighborhood Associations to the ground for new development. Without • Historic District Commission the benefit of clear guidelines to preserve the character of existing development, the appeal of these areas is bound to gradually 1.4b / erode. Explore City, State and Federal incentives for preservation of historic architectural To balance demand for new growth character with protection of historic character, preservation districts that are a lot less Maintenance, development and renovation restrictive to development should be works for historic buildings is often cost designated where necessary. Beginning prohibitive for private developers, forcing with West Ward neighborhood, a them to use cheap methods or neglecting comprehensive inventory of historic their properties. A number of grants at City, and architecturally significant buildings State and Federal levels are available that should be created. Where historic districts can be utilized for historic preservation. are necessary, State guidelines should In addition to these grants, development be used as the basis for creating this incentives such as permit and fee inventory. However, in areas with high waivers, parking requirement reductions, growth potential, preservation guidelines development bonuses such as heights, to uncover and preserve original building Floor Area Ratio (FAR), density, etc., can details and provide recommendations mitigate development costs and encourage for new additions should be developed responsible development. in coordination with neighborhood

52 Easton Comprehensive Plan 2035

In some cases e.g., Northampton Street, 1.4b / Projects and Actions where building codes restrict development, • Create, maintain and make available relaxation of requirements that do not fit to developers and private owners, a within the framework of historic structures categorized list of applicable City, State can prevent further deterioration and and Federal grants available for building incentivize development. Many cities across maintenance, façade improvements the U.S. have adopted special Historic and renovations Building Codes, that allow rehabilitation • Create and adopt Historic Building and restoration of buildings without strict Codes that allow rehabilitation of conformance to all requirements of the historic structures to be made without uniform construction code. This has conformance to all requirements of incentivized development and prevented uniform construction code deterioration of historic areas, and Easton • Encourage use of historic tax credits should consider protecting its historic fabric by adopting its own Historic Building Code. 1.4b / Potential Implementation Partners • Easton Planning Bureau • Neighborhood Associations • Historic District Commission

REHAB CODE, NJ

Most building codes are be rehabilitated in a reasonable designed with new construction and fair manner in mind, requiring existing buildings to take on expensive 1. Maintaining building safety retrofits that can be a barrier 2. Predictability - establishes a in renovation and adaptive clear set of requirements reuse. In an effort to reduce 3. Proportionality - does not this barrier, the State of New impose requirements that Jersey adopted a “Rehab Code” would significantly extend the in 1999. This code requires owner’s scope of work structural and safety regulations that work with an existing In the first year of implementation, building’s height, area and fire the amount of money dedicated to resistance ratings. renovation in New Jersey increased by 41%. The code has resulted in Example of a historic building rehabilitated The Rehab Code is based on reduced costs for building owners into residential use using the Rehab Code three basic premises intended to and increased historic preservation Hyperlinks make sure that buildings built to efforts in many older cities across this code are safe, and yet can the state. • NJ Rehab Code

53 2: UNIFY Capitalizing on Easton’s scenic setting at the fork of Delaware and Lehigh Rivers, and on strategic opportunity sites at the seams of its four neighborhoods, site- specific urban development, transportation infrastructure and public realm projects integrate urban and natural landscapes, create an open space network with urban amenities, and provide integrated solutions for sustainable development, stormwater management and climate resiliency.

UNIFY / CAPITAL PROJECTS (and related actions)

1 Prioritize streetscape redesign 5 Develop underutilized lots 9 Showcase the ethnic for Butler, Ferry, Lehigh, at South Third gateway as a diversity of South Side along Wood, Washington, Cattell mixed use TOD the Lehigh River, through and Northampton Streets temporary programming 6 Create guidelines for 2 Continue Line Street across appropriate development 10 Explore pedestrian Philadelphia Road scale at Northampton and connections between Nevins North 13th Streets Park and Karl Stirner Arts Trail 3a Redevelop Black Diamond Site to accommodate-mixed 7a Connect to D&L Trail 11 Use part of prison parking lot use development 7b across Delaware Drive at for passive recreation 3b Acquire and redevelop Nesquehoning and Highlands Quonset Huts site 12 Reintroduce pedestrian bridge 8 Create bike and pedestrian over Lehigh River connecting 4 Create secondary gateway friendly connection to D&L South Side and West Ward at Wood Avenue and trail Neighborhoods Northampton Street

54 Symbols Key

Existing paths on ‘blue- Existing buildings on proposed green’ network redevelopment areas Proposed paths on ‘blue- Priority streetscape green’ network improvements Proposed redevelopment Priority intersection areas improvements (safety) New or infill development Crosswalks / connections to waterfront

FORKS TOWNSHIP 10

LAFAYETTE ST

D CATTELL ST E

R A W A L E D

HIGH ST

13TH ST WOOD AVE

SPRING GARDEN ST 4 R

6 E

R ST PHILLIPSBURG AMPTON NORTH

WILSON WALNUT ST 5 BORO S D 11 8 E 1 L A W A R E BUTLER ST D R 12 V E R R I W CANAL ST H 9 7a G I H NESQUEHONING ST E L

WEST SEITZ ST FOLK ST

EASTON CENTRE ST 7b

W LINCOLN ST ST JOHN ST W BERWICK ST 3a 3b

PHILADELPHIA RD 2 LINE ST

UNIFY: CAPITAL PROJECTS

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Objective 2.1 RE-ENVISION PUBLIC RIGHT OF WAYS FOR MULTIMODAL TRAVEL AND SUSTAINABLE INFRASTRUCTURE

2.1a / cannot accommodate every mode of Create guidelines for balanced use transportation, and a citywide study of public right of way to ensure safe documenting existing street characteristics and efficient travel by all modes of such as ROWs, materials, etc., can help transportation, landscaping and create a multimodal network plan. In stormwater management addition, Easton should consider adopting a street classification system that is based A number of cities across the United on the urban function a street serves: e.g., States are embracing walking and biking residential, market, community collector as popular modes of transportation, and etc. This system of classification that Easton has the right size and compact addresses adjacent land use, level of urban form to encourage this. These pedestrian activity and urban functions non-polluting modes are not only cost versus just traffic volume will provide a effective, but also contribute to a healthy more holistic and effective approach in population, improved air quality and lower planning for different modes and parking. household costs. However, most of Easton’s streets are predominantly designed for the 2.1a / Projects and Actions movement of motor vehicles and parking • Prepare a set of ‘complete streets’ and other than these two primary functions, guides with standards for re-adapting there are very few streets that cater to existing streets to accommodate all pedestrian movements, biking or other modes of transportation infrastructure. Since bicyclists and walkers • Adopt a system of classification based remain the most vulnerable users of our on type of urban function the street roadway system, in order to encourage serves versus volume of traffic it walking and biking in Easton, the right of carries: e.g., residential street, market way (ROW) of the City’s streets will need street, community collector, etc. to be reconfigured to make it safe and • Conduct a citywide study to classify comfortable for all modes of transportation. streets based on the new classification Easton is already exploring the concept system, and based on this information, of ‘Complete Streets’ for its 13th Street create a citywide plan of multimodal corridor, that’ll accommodate all modes transportation network of transportation as well as sustainable • Review potential for two-way travel on methods of stormwater management. This one-way streets throughout the City concept can be extended to all City streets • As streets are reconstructed, redesign for a safer walking and biking environment and rebuild them based on the and sustainable infrastructure. complete streets guide and where streets are not being rebuilt in the near Given that a large part of Easton was future, improve quality of sidewalk and developed before the automobile era, add bike racks where necessary there are many narrow streets that • Create a pedestrian (and business)

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friendly environment by concealing 2.1b / overhead utilities under street ROWs Create friendly and safe environments for • Adopt guidelines for handicap pedestrians and bicyclists, and reduce accessibility for street infrastructure traffic speed in residential neighborhoods and public building access from streets • As a priority, re-envision and redesign Along with balancing the distribution of Butler, Ferry, Lehigh, Wood, Washington ROWs to accommodate non-motorized and Northampton Streets. If needed, transportation, one can encourage more reassess on-street parking on these bicyclists and pedestrians on the streets by streets and potentially provide parking minimizing conflict points, reducing traffic for buildings from rear entrances speed and increasing safety measures. • Establish a ‘goods delivery system and plan’ to reduce truck traffic in the City 2.1b / Projects and Actions • Maximize pedestrian and bicyclist 2.1a / Potential Implementation Partners comfort; use proper lighting, signage, • PennDOT crosswalk marking, curb extensions etc. • Coalition for Appropriate Transportation • Promote urban character by eliminating • Environmental Advisory Council front set-backs and requiring buildings • LANTA to ‘build to street edge’ • Department of Environmental • Determine the City’s urban forestry Protection needs, particularly on roads that carry • Infrastructure companies such as through traffic Met-Ed, Verizon, UGI, Easton Suburban • Wherever needed, limit driveways and Water Authority, RCN, Service Electric parking lots in front of commercial establishments to protect sidewalks and minimize points of conflict between pedestrians and motor vehicles • Employ traffic calming methods to slow traffic and increase safety for all users, especially Cattell and 13th Streets • Identify and redesign intersections that have high accident rates: e.g., Berwick and Iron Streets intersection • Provide crosswalks and traffic stop signs / pedestrian crossing signs at end of all step streets • Promote pedestrian crossings enforcement during peak travel times • Redesign the Route 22 and 13th Street intersection to accommodate increased traffic from Simon Silk Mill

2.1b / Potential Implementation Partners • PennDOT • Coalition for Appropriate Transportation Upgraded streetscape on South Third Street showing curb bump outs for safer pedestrian crossings and new street • Lehigh Valley Planning Commission planting with infiltration for stormwater • LANTA

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Existing Right of Way (ROW) of 13th Street featuring traffic centric distribution of space that favors speeding and discourages pedestrian and bicyclists (Total ROW ranges from 52Ft to 60Ft)

Redistributed ROW accommodating all modes of travel, utilities and stormwater management

Underground 1 3 utilities 2

7’ - 11’ 30’ 15’ - 19’

3’ - 5’ 4’ - 6’ 10’ 2’ 10’ 8’ 4’ - 6’ 6’ 5’ - 7’ Landscaped sidewalk One lane traffic One lane traffic On-street parking Landscaped sidewalk and bike lanes

Stormwater management systems Tree trench system that collects Permeable on-street parking that Rain garden that infiltrates water 1 runoff for irrigation and infiltration, 2 infiltrates water into the ground 3 and restores natural habitat redirecting overflows to CSOs reducing runoff

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Preliminary urban street classification based on land use These typical street sections accommodate stormwater management and non-motorized transportation modes along with cars and parking

Curbless / Civic Street Community / Neighborhood Collector These streets double up as public space/plaza that host events These streets are the nexus of neighborhood life, with high and festivities on special days and support daily spillover pedestrian and car volumes and bicyclists all fitting within the same recreational and retail activity from the primarily commercial right of way. These generally host schools, hospitals, neighborhood context. The leveled surface promotes easy pedestrian movement shops or other major community facilities on them. and maintains emergency vehicle access. E.g., 13th Street Corridor E.g., Northampton between Larry Holmes Drive and Centre Square. (See page 67 for a rendering of curbless street at this location)

Typical City Arterial Street Local Streets (Option A) Major streets that connect neighborhoods. They have significant These streets are primarily in residential environments where automobile traffic volumes at peak hours but also provide for drivers are expected to travel at low speeds. They have safe pedestrian and bike movement for access to community/ infrastructure that has a safe pedestrian realm and may be neighborhood arterial streets and community destinations. Note configured to include a shared bike lane / sharrow. On-street separate bike lane marking, which can be made on a sharrow. parking can be provided on either side of the street.

E.g., Philadelphia Road and St. John Street E.g., Ferry Street

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2.1c / • Educate and encourage private building Incorporate green infrastructure to owners to employ building systems such manage storm runoff and improve quality as green roofs, green walls, cisterns, of waterbodies rain barrels, etc. • Promote use of pervious surfaces, In urban areas, water originating from storm vegetation and other natural infiltration events and snow/ice melt is a major source mechanisms to manage stormwater of water pollution and urban flooding. • Undertake a detailed utilities Impervious surfaces on our streets limit infrastructure study to replace infiltration, and stormwater runoff carries combined sewer systems with separate with it surface pollutants, discharging sanitary sewer, and stormwater them into nearby water bodies. In addition networks in the long run to delivering high loadings of surface • Undertake preparation of a Total pollutants, increased stormwater flow can Maximum Daily Load (TMDL) Plan for lead to stream erosion, encourage weed stormwater management invasion and disturb the natural habitats for aquatic flora and fauna as well as 2.1c / Potential Implementation Partners paths of migratory birds. It can overwhelm • PennDOT the capacity of traditional urban drainage • Environmental Advisory Council systems in periods of high precipitation. • Department of Environmental Protection Street and roadway systems equipped with green infrastructure are becoming important sites for stormwater management 2.1d / across U.S. cities. Green Infrastructure has Connect the two portions of Line Street been successfully employed in many urban directly with Philadelphia Road and areas to increase infiltration, reduce runoff, prevent through traffic from using mitigate water pollution, reduce pressure residential street on traditional urban drainage systems and restore natural habitat. In addition Line Street is a collector road that runs to these many environmental benefits, through the residential South Side green infrastructure greatly enhances the neighborhood and feeds into the City’s visual appeal of our urban streets. The new major arterial Philadelphia Road, eventually ROW on South Third Street, featuring rain leading to I-78. However, to the east of gardens, is a great example of integrated Philadelphia Road, Line Street is interrupted urban green infrastructure, and Easton between Davis Street and Philadelphia should explore and employ all typologies of Road, and it runs from Folk Street to the stormwater management on its streets and C-Town parking lot, where traffic is routed open spaces. south along the northern edge of the parking lot to connect to Davis Street. As 2.1c / Projects and Actions a result of this interruption, there is no • Along with the classification of Easton’s direct connection to the main arterial road, street network, conduct a study to and through traffic is routed onto other create and manage a network of green residential streets (Palmer Street and streets and sidewalk that employ green Williams Street). As Easton’s traffic grows in infrastructure the future, to avoid congesting residential

60 Easton Comprehensive Plan 2035

Demonstration of natural stormwater management strategies on Ferry Street (view looking west from intersection of Ferry and Ninth Streets)

1 12’ 1 Sharrow: One-way drive lane with shared bike path Stormwater management systems Permeable pavement and on-street 2 1 parking that infiltrates water into the ground reducing runoff 8’ 8’ Landscaped sidewalk 4’ On-street parking Rain garden that infiltrates water and 2 restores natural habitat

streets, the City should work with property Green stormwater owners and look into mapping the eastern infrastructure side of Line Street all the way through to connect with Philadelphia Road. This will provide direct access to I-78 and keep Philadelphia’s Water Department through traffic out of residential areas. developed the Green City, Clean Waters plan to revitalize the City by protecting 2.1d / Projects and Actions and enhancing its watersheds, using • Work with private owners to map Line innovative green infrastructure systems Street and connect it to Philadelphia that assist or mimic natural processes. Road Strategies promote economic and social growth, and meet environmental, 2.1d / Potential Implementation Partners ecological and business missions. • Private Property Owners Hyperlinks • PennDOT • Green City Clean Waters

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Objective 2.2 ADAPT AND REUSE CRITICAL SITES AT THE SEAM OF NEIGHBORHOODS

2.2a / 2.2a / Projects and Actions Redevelop Black Diamond Site to • Conduct a visioning session for the accommodate mixed-use development design and development program of the with residential units site • Work with owner to accept potential The property owned by Black Diamond developers as partners Enterprises at 620 Coal Street has been • Work with Lehigh Valley Land Recycling vacant and in a state of blight for a long Initiative to facilitate the environmental period of time. It is an approximately 4-acre investigation work and provide report as former mill complex that occupies a full an incentive to the developer block in South Side neighborhood. The site • In consultation with potential is adjacent to Cheston Elementary School developers, implement site-specific and is surrounded by residential uses. It rezoning or planned unit development is located in close proximity to I-78. While zoning that encourages a mix of uses the site poses significant challenges for at a scale appropriate for surrounding redevelopment, including grade changes South Side neighborhood and and environmental contamination, it is represents community vision for this a designated Pennsylvania Keystone area Opportunity Zone (KOZ), which reduces state and local taxes for the owner. 2.2a / Potential Implementation Partners • Black Diamond Enterprises Despite the KOZ incentives and multiple • Lehigh Valley Economic Development proposals for redevelopment, the site Corporation remains vacant. Redevelopment of the site • Greater Easton Development must be integrated with the surrounding Partnership South Side neighborhood, and should include a mix of uses at a scale appropriate for the surrounding area. The site is located in the South Side zoning district, which does not allow commercial uses as-of-right. As the site is privately owned, the City should work with potential developers and provide incentive by rezoning it to allow for mixed- use development. To ensure that the uses, scale and type of development respect the surrounding urban fabric, the City should conduct a community visioning session for the design and development program of this site in coordination with the developer. View of Black Diamond Enterprises from Storm Street showing limited existing activity

62 Easton Comprehensive Plan 2035

View of Black Diamond Enterprises from West Milton Street showing potential for rehabilitation into medium-scale residential / mixed use development

2.2b / 2.2b / Projects and Actions Acquire and redevelop Quonset Huts site • Explore options for site acquisition • Coordinate with planning effort Just south of Black Diamond Enterprises for Black Diamond Site to target site is a lot containing two vacant Quonset complementary uses for the site huts. The site is underutilized and vacant buildings create opportunities for crime and 2.2b / Potential Implementation Partners have a blighting effect on the surrounding • Easton Planning Bureau area. The site should be redeveloped • Greater Easton Development in coordination with Black Diamond Partnership Enterprises site, to include a mix of uses appropriate for the surrounding South Side neighborhood.

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2.2c / levels. These scenarios will help market Create a secondary gateway at a community vision to private developers intersection of Wood Avenue and and assist the City in identification of any Northampton Street regulatory obstacles that might hinder development. Based on this development Wood Avenue is an entryway into Easton study, the City should assess incentives from Route 22, and leads directly into the that could accelerate development. The City West Ward neighborhood, and is a gateway should also consider public investments into Downtown. A number of residents and such as reconfiguration of the five-way visitors use this street as a bypass to get to traffic junction, a potential new public plaza, main commercial areas of Easton. However, signage, planting, street improvements, and as this avenue intersects with Northampton temporary interventions to draw interest. and North Seventh Streets, there is little activity and a number of vacant lots and 2.2c / Projects and Actions buildings around the intersection that do • Create development scenarios for not provide a welcoming arrival experience. mixed-use medium-density development Though there are a few small buildings with in coordination with private property street level retail at this intersection, they owners and the community are interspersed with larger underutilized • Identify any planning / technical or vacant buildings and lots such as the obstacles in development of these sites Armory Building, its adjacent lot and Jacob’s and provide incentives to overcome Produce. these obstacles • If needed, create a Local Development Although there have been a few proposals Corporation that can work with the for the larger sites, the community in this community or envision a Planned Unit area hasn’t been satisfied with them and Development and make use of tools would like to see this area develop as a such as transfer of development rights, mixed-use medium-density development reconfiguration of lots, etc., to maintain with community centric facilities and retail. character and make parcels more In recent years, this area has also seen an developable influx of young singles and families looking • Create a welcoming environment for residences. Given the street corridor through public investments and overlay here, sites at this location provide generate interest in the area through the opportunity for infill development, which temporary events and programming can cater to both residential demands and • Create a comprehensive strategy to the community desire for facilities such attract active street level uses, grocery as a grocery store and community center, store and community center to this area helping establish this area as a welcoming secondary gateway to the City. 2.2c / Potential Implementation Partners • Easton Planning Bureau The City should involve private property • Greater Easton Development owners and the community to map and Partnership create preliminary development scenarios • Lehigh Valley Economic Development for these sites visualizing continuous Corporation retail and light industrial uses such as • West Ward Neighborhood Partnership studios and workshops at street level, • Private property owners and residential developments on upper • Easton Business Association

64 Easton Comprehensive Plan 2035

MEDIUM-SCALE ADAPTIVE REUSE

RICE SILK MILL takes advantage of downtown were designed to fit in with Rice Silk Mill is a former factory location and transit access. surrounding traditional Victorian complex in Pittsfield, MA, that 2. Remediation: The site had architecture and provide a was converted to a multifamily leakage from underground variety of housing types and residential development. The storage tanks, and volatile prices. The development site was remediated, several organic compounds were encourages walking to work by non-historic buildings were found under the site related providing office space on site demolished to create green to chemicals used at the and residential development space, and the 132-year-old former factory. The project located within walking distance main building was re-purposed used brownfield tax credits to of downtown Doylestown. as a 45-unit residential building remediate the site. with 43 affordable units (below 3. Creative financing: (See above) Key Features 60% of AMI), and two market 1. Mixed-use development Hyperlinks rate units. and context specific form: • History and Development In contrast to many other Creative Financing • Financing mixed-use developments Federal low-income housing that favor denser tax credits awarded by the development patterns, this state Department of Housing LANTERN HILL project was developed as and Community Development A mixed-use and traditional a traditional neighborhood, (DHCD) played a major role in neighborhood development where various uses were financing the development. In (TND) in historic Doylestown, PA, integrated within their low- addition, the City of Pittsfield Lantern Hill is located on an 18- rise context. provided financial incentives to acre brownfield site. The site was 2. Remediation: This was a build smart growth-consistent formerly occupied by an automobile major effort involving State housing, near downtowns part production facility and had and Federal agencies. and transportation centers. groundwater contamination. Prior Remediation began in 1995, The city also provided a total to development, the site was and the site received grant of $525,000 through federal remediated to residential standards money from Pennsylvania block grant and stimulus funds. and cleared by the PA Department Department of Community A $300,000 State grant was of Environmental Protection and and Economic Development provided to construct new EPA. The site employed sewage through the Industrial Sites water and sewer connections facility upgrades building floodplain Reuse Program. and sidewalks. The project modifications, and TND zoning also received state historic ordinance to allow mixed uses. The Hyperlinks tax credits and brownfield tax TND district was created in 2000, • PA Residential Site Development Best credits. and the site was developed into Practices 117 market rate units of detached • DVRPC Report on Residential Key Features homes and townhomes, as well Investment in Centers 1. Transit-Oriented as 62,400 square feet of office • DVRPC Report on Financing Mixed-Use Development: Project and retail space, pocket parks and Development combines a mix of uses and walking paths. Residential units

65 Easton Comprehensive Plan 2035

2.2d / support 21st-century small- and medium- Develop the underutilized and vacant scale businesses, co-working space for lots on South Third and on Lehigh River start-ups, residential on higher floors, a as a mixed-use TOD with medium-rise new higher quality hotel and conference/ buildings including residential, offices banquet center, and continuous retail on and co-working places street level. Transit-oriented development can bring in new businesses, residents Easton has recently invested in a regional and retail activity to Easton and its main transportation center and new garage on commercial area, create a much needed South Third Street that will attract a number gateway at the intersection of Larry Holmes of commuters to this area in coming years Drive and South Third Street, and promote and help grow the developing mix of retail the use of waterfront, integrating it with the and commercial establishment on this upland. street. This new transportation hub is within a short walking distance from the 2.2d / Projects and Actions Lehigh Valley Railroad Passenger Station, • Conduct a community visioning session located at South Third and Canal Streets, to determine uses, type and scale of which has been lying unused for a few development decades. Though the passenger rail line • Explore options for site acquisition and has been unused for a long time, there is assemblage, or alternatively identify overwhelming support from the community and work with private developers to work toward bringing this rail connection • Create a transit-oriented development back to the City. Together the transportation district, in consultation with private center, parking garage, and bike and owners, and implement site specific pedestrian connections proposed in this rezoning that encourages mixed-use, comprehensive plan can turn this area into transit-oriented development a true multimodal transit hub. • Work with regional organizations to generate higher level interest in As the area gradually develops, it is bound restoring the Lehigh Valley Railroad to attract new economic development Passenger Line activity, offices, commercial uses • Develop low lying areas along the and demand for more housing and Lehigh River for active and passive entertainment options – a mix that can recreation: e.g., skate park, dog park easily support a walkable transit-oriented etc. district. Currently there are a number of underutilized parcels in this area including 2.2d / Potential Implementation Partners the old bowling alley, Third Street garage • Private property owners building, gas station site with a large • Easton Planning Bureau parking lot and store, Quality Inn site and • Greater Easton Development McDonalds site. The City should consider Partnership developing a compact medium-density • LANTA transit-oriented development taking into • SEPTA account all of these underutilized parcels • Lehigh Valley Economic Development that currently discourage pedestrian Corporation movement toward the waterfront. Uses at this TOD should include modern office spaces and infrastructure needed to

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Wyandanch village, Babylon, NY

Wyandanch Village is a 40-acre of development includes two oriented-development (TOD) development in Babylon, NY. mixed-use buildings containing with the need for housing The area includes former strip 177 residential units and 37,500 and economic development malls and auto repair shops, and square feet of retail, restaurant and 3. Implementation and is adjacent to a regional train gallery space, as well as a 77,000sf Financing: Incorporated station. The project involves commercial building. funding from all levels redevelopment of a number of of government including brownfield sites and creation Key Features Federal tax credits, of a new transit-oriented 1. Political Will and Leadership: brownfield subsidies and residential, civic and commercial Supported by State, County, Local tax abatements core for Wyandanch. The project and Local leaders who kept has been designed to reflect the spotlight on and ensured Hyperlinks traditional villages in the region funding commitments from • New York Times Report and to have a mix of public and government agencies • Wall Street Journal Report private space. Currently under 2. Long-Term Vision: Connected • Architect Magazine’s Feature construction, the first phase the opportunity for transit-

2.2e / the intersection of Northampton and North Provide guidelines for development 13th Streets, the City should work with of appropriate scale and uses at West Ward Neighborhood Partnership to intersection of Northampton and North develop a set of guidelines including mix of 13th Streets uses, type and scale of development.

The intersection of Northampton and 2.2e / Projects and Actions North 13th Streets serves is a gateway to • Work with West Ward Neighborhood Easton from the west. In addition, the 13th Partnership to develop guidelines for Street corridor is an important north-south development at Northampton and North connector, providing a vital link between 13th Streets intersection College Hill and new Simon Silk Mill • Develop incentives to encourage retail development in the north and residential uses in ground floor storefronts neighborhood West Ward in the south. • Identify any technical obstacles / Efforts are now underway to re-purpose this barriers for developers and make use street on the complete streets model and of planning tools to overcome these cater to multiple modes of transportation, obstacles utilize green infrastructure and simplify intersections. These improvements and 2.2e / Potential Implementation Partners activity nodes are bound to attract higher • Easton Planning Bureau uses at key locations in the future. To deter • Private property owners speculation and encourage appropriate • West Ward Neighborhood Partnership development in high growth areas such as

67 Easton Comprehensive Plan 2035

Objective 2.3 INTEGRATE DELAWARE AND LEHIGH RIVERS, AND BUSHKILL CREEK WITH UPLAND COMMUNITIES THROUGH A CONNECTED SYSTEM OF PEDESTRIAN, BIKE AND OPEN SPACE NETWORKS

2.3a / 2.3b / Create safer pedestrian access to Improve and where possible create Delaware River across Larry Holmes Drive additional waterfront access points from upland areas Larry Homes Drive is predominantly a vehicular street that carries high volumes Easton’s dramatic topography separates of fast-moving traffic and is a physical its upland from the waterfront and limits barrier for pedestrians who want to access access to its rivers. In some cases, existing recreational amenities on the Delaware access points, such as those across West River. In the future, as underutilized Canal Street and the train tracks on South parcels along the waterfront become Side, are inconspicuous and unsafe. more developed and attract higher traffic Other areas such as the boat launch at volumes, pedestrian movement will be Municipal Beach in the north are in a state further restricted across Larry Holmes of disrepair and unfit for access. And yet Drive. Street improvements, including traffic others such as the connection to the D&L calming, safe crosswalks, landscaping and trail from Lehigh Bridge are not integrated proper signage, will need to be employed with upland pedestrian and bike networks. to minimize risk for accidents and integrate Given the proximity to its waterbodies and Delaware River with upland areas. new developments such as Karl Stirner Arts Trail and 13th Street Complete Street 2.3a / Projects and Actions Corridor, Easton has a unique opportunity • Simultaneous with the River Corridor to create an integrated ‘blue-green’ system master planning, plan and execute to link its urban and natural landscapes. traffic calming measures on Larry Along with waterfront programming, this Holmes Drive blue-green system could have the potential • Provide for wider sidewalks and to become a major attraction for residents, pedestrian plazas wherever possible tourists and natural lovers, and provide • Provide proper marking, stop signs and both recreation and environmental learning traffic signals, and signage leading to for its users. river amenities 2.3b / Projects and Actions 2.3a / Potential Implementation Partners • Conduct a feasibility study and • Easton Planning Bureau community visioning session to • PennDOT create a continuous ‘blue-green’ path • Coalition for Appropriate Transportation linking urban open spaces, bike and pedestrian paths with waterfront access points, and the waterfront

68 Easton Comprehensive Plan 2035

Rendering of Northampton Street between Centre Square and Northampton Bridge. The concept features active storefronts and a curbless street favoring use of space for events and uninhibited pedestrian connection to the Delaware Waterfront. The right of way (ROW) accommodates for emergency vehicle movement

• Design and install signage in dense • Use events, awareness campaigns and urban areas directing people to ‘blue- marketing methods to promote use green’ path, and along this ‘blue-green’ of ‘blue-green’ network and increase path directing people to waterfront awareness about Easton’s waterfront access points and amenities amenities • Install directional signage along D&L trail to lead visitors to urban 2.3b / Potential Implementation Partners destinations in Easton • Parks and Recreation Board • Develop broken or missing links in • Environmental Advisory Council ‘blue-green’ network and make it a • PA Department of Environmental continuous circuit Protection • Create new waterfront access points • Easton Planning Bureau across 611 S / Delaware Drive and at • D&L National Heritage Corridor the end of Nesquehoning Street and • Pennsylvania Department of Highland Boulevard Conservation and Natural Resources • Create a bike and pedestrian friendly • Coalition for Appropriate Transportation connection from Lehigh Bridge to D&L trail below • Improve and increase safety for existing upland connections to the waterfront and D&L trail

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2.3c / Additionally, events such as the Shad Establish a waterfront committee Festival have drawn thousands of people dedicated to programming and from the region each year, but are no development of the waterfront longer hosted. The committee should work with concerned agencies to upgrade There are a few revenue generating infrastructure for such popular events and waterfront attractions that are currently continually maintain all waterfront facilities. underutilized. As an example, the Delaware River has two amphitheaters – a 400-seat 2.3c / Projects and Actions open-air amphitheater in Scott Park just • Establish a waterfront committee for south of Northampton Street Bridge; and marketing and programming the River a 568-seat covered-stage amphitheater Corridors of the City at Spring Garden Street, in Riverside Park. • Establish partnership with Nurture While these areas and parks are utilized Nature Center as center for flooding and for events such as Riverside Festival of environmental quality information for the Arts, concerts and performances, the region the amphitheaters and other existing • Create an inventory of improvements to infrastructure still remain underutilized. be made to waterfront infrastructure They could host events throughout the • Work with D&L National Heritage year and be marketed in the larger region. Corridor and parks and recreation The City along with Easton Main Street to maintain and continually improve Initiative should consider a dedicated team waterfront amenities focused on marketing the amphitheaters and its facilities within the region and host 2.3c / Potential Implementation Partners as many events as possible throughout • Easton Main Street Initiative the year. Along with marketing, this team • D&L National Heritage Corridor should provide guidance as well as ground • Easton Planning Bureau assistance with hosting events and • Nurture Nature Center facilitate any permits that might be needed, e.g., food trucks, power needs, etc.

Municipal Beach Pier in College Hill in a state of disrepair with invasive plants overgrowing onto pedestrian pathway

70 Easton Comprehensive Plan 2035

2.3d / 2.3e / Market potential of the passive Showcase the ethnic diversity of recreation corridor on lands and South Side along Lehigh River, through escarpment areas as described by temporary programming existing plans The canal along the south side of Lehigh The lands and escarpment areas along the River switches from one side of the land to north side of Lehigh River are underutilized the other providing unique opportunities to and prevent access to the waterfront from program the banks in this area. Though this West Ward and Downtown. In addition, low lying area may not be fit for permanent topography and issues of flooding limit development, temporary programming development in these areas. However, the that showcases the ethnic diversity of lands are accessible via Lehigh Drive, and South Side neighborhood will connect the there are multiple potential access points community back with its waterfront. As the to the waterfront through escarpment City draws the blue-green plan described areas. The historic railroad bridge provides above, South Side Civic Association should a potential connection to the D&L Trail and work with its community and Easton Hugh Moore Park on the south side of the Planning Bureau to determine and host Lehigh River. Building on the Urban Ecologic programming such as festivals, ethnic food Park concept advanced by the Community trucks, crafts and arts along Lehigh River, Action Committee of the Lehigh Valley and making this area a destination for residents the West Ward Neighborhood Partnership, and tourists alike. the City should examine new uses for this environmentally sensitive area. 2.3e / Projects and Actions • Conduct community workshop to 2.3d / Projects and Actions envision sustainable development and • Investigate ownership of railroad right programming along the south banks of of way, escarpment areas and adjacent Lehigh River vacant parcels, and study feasibility of • Engage professional design and recreational, commercial, cultural and engineering consultants to study educational uses feasibility and determine sites for • Conduct environmental remediation temporary programming urban where feasible and restore riparian intervention edges with native vegetation as needed • Work with D&L National Heritage • Study existing structures and potential Corridor to secure funding and for adaptive reuse, potential changes to implement project RC zoning district in this area 2.3e / Potential Implementation Partners 2.3d / Potential Implementation Partners • South Side Civic Association • D&L National Heritage Corridor • Parks and Recreation • Discover Lehigh Valley • D&L National Heritage Corridor • Northampton County • Easton Planning Bureau • West Ward Neighborhood Partnership • Environmental Advisory Council

71 Easton Comprehensive Plan 2035

Objective 2.4 IMPROVE ACCESS TO AND CREATE NEW PARKS AND OPEN SPACES

2.4a / • Create list of priority actions to make Create a recognizable network of this network pedestrian and bike recreational and entertainment amenities friendly in College Hill • Work with PennDOT to execute priority actions College Hill neighborhood has a number • Explore pedestrian connections of recreational and neighborhood between Nevins Park and Karl Stirner entertainment destinations such as Nevins Arts Trail as a priority Park, Karl Stirner Arts Trail and restaurants • Better integrate Eddyside Pool with on Cattell Street. Though these destinations neighborhood are within easy reach from one another, they exist in independent pockets that are 2.4a / Potential Implementation Partners not interconnected through a recognizable • College Hill Neighborhood Association network. In addition, the pedestrian • Easton Planning Bureau infrastructure outside the Lafayette • Parks and Recreation College Campus is weak and neighborhood • Coalition for Appropriate Transportation streets are designed primarily for vehicular • Family YMCA circulation, making pedestrian and bike access to these destinations challenging.

College Hill Neighborhood Association should work with Easton Planning Bureau and Lafayette College to create a network map connecting existing destinations and future development projects. This map should be made the basis of determining priority connections, e.g., connection between Nevins Park and Karl Stirner Arts Trail, and priority actions, e.g., streetscape design for bikes and pedestrians, intersection design for safe crossings, signage, etc.

2.4a / Projects and Actions • Conduct a neighborhood workshop Nevins Park in the eastern part of College Hill is disconnected from other public realm improvements such to create a network map linking as the Karl Stirner Arts Trail recreational and entertainment amenities

72 Easton Comprehensive Plan 2035

2.4b / 2.4b / Potential Implementation Partners Create a catalog of empty/underutilized • Easton Neighborhood Associations parcels throughout the City and where • Lafayette College possible, create new open space • Greater Easton Development Partnership Throughout the City, there exist a number • City Departments for Recreation, of parcels currently underutilized or Planning, and Public Works vacant. Some of these spaces, especially ones that are publically owned, can be transformed into new community open 2.4c / space. Additionally, given that Easton’s Revive and protect pocket parks within zoning ordinance authorizes the zoning West Ward officer to issue temporary certificates of use and occupancy, parcels that aren’t West Ward neighborhood has about nine publically owned can also be temporarily pocket parks of which four are not in use. activated to house community gardens, These pocket parks provide much needed parks, community activities and events. open space for the neighborhood and are in This will provide neighborhoods access to need of a formal maintenance program that open spaces, make them safer, potentially can ensure their upkeep. The Parks and increase value of properties and provide a Recreation Board should work with West voice to the community in future planning of Ward Neighborhood Partnership to revive these sites. existing pocket parks, explore funding and resources for ongoing maintenance, and West Ward neighborhood has a few potentially create new pocket parks to successful examples of community gardens activate vacant lots. In addition, the board in partnership with Lafayette College. In should team with West Ward Neighborhood addition to all the benefits outlined above, Partnership to explore the possibility of these community gardens have also establishing a park trust that will preserve engaged neighborhood youth, educating shared open spaces and prevent their them about urban farming. This program conversion to other uses. can be extended to other neighborhoods and taken on formally at a citywide level 2.4c / Projects and Actions for greater neighborhood vitality. The City • Make an assessment of maintenance should work with each neighborhood to needs for Bushkill Street, Jackson create an inventory of empty parcels, Street, North Seventh Street and explore funding and forge partnerships to Raspberry Pocket Parks activate underutilized spaces. • Explore funding opportunities and resources to reopen and maintain all 2.4b / Projects and Actions pocket parks in West Ward • Create a catalog of empty/underutilized • Establish a park trust with goal of parcels throughout the City that might protecting shared open spaces and be suitable as future recreation spaces. acquiring new land for new parks • Work with neighborhood associations and property owners to determine 2.4c / Potential Implementation Partners temporary programming • Parks and Recreation • Explore funding and partnerships for • West Ward Partnership activating these vacant areas • Lafayette College

73 Easton Comprehensive Plan 2035

2.4d / 2.4e / Open Cottingham Stadium to West Ward Use part of the County parking lot for Neighborhood residents passive recreation

Cottingham Stadium is a centrally located The County parking lot on the south side active recreation use that can serve an of Washington Street between South entire neighborhood and beyond. However, Fifth Street and Wolf Avenue, is located it is currently gated and primarily used by at a high elevation and has potential for students of Paxinosa Elementary School providing uninhibited and expansive views and Easton Area High School. Since there over the Lehigh River. The large parking are limited recreational opportunities for area that flanks both the north and south residents in West Ward neighborhood, sides of Washington Street is seldom full Parks and Recreation Board should work and has higher utilization in the north due with the Easton Area School District to to its proximity to the Government Center. determine ways in which residents can The section of parking in the southeast access this facility. These conversations is potentially underutilized and should be could include security requirements, access explored for passive recreation and seating. on certain days / times of days, access IDs, etc., so that use of this facility doesn’t 2.4e / Projects and Actions interfere with student schedules and • Conduct a parking assessment to security measures. determine daily parking needs • Explore alternative parking locations for 2.4d / Projects and Actions peak events • Work with Easton Area School District • Explore feasibility of a passive park in to increase residents’ accessibility to southeast corner of parking lot Cottingham Stadium • Research funding and work with the County for implementation 2.4d / Potential Implementation Partners • Parks and Recreation Board 2.4e / Potential Implementation Partners • West Ward Partnership • Northampton County • Lafayette College • Easton Planning Bureau • Parks and Recreation Board

View of Cottingham Stadium from North 12th Street

74 Easton Comprehensive Plan 2035

2.4f / 2.4f / Projects and Actions Reintroduce pedestrian bridge over • Engage designers and engineers to plan Lehigh River connecting South Side and pedestrian bridge connecting South West Ward neighborhoods Side and West Ward • Explore funding opportunities A suspension footbridge called the and partnerships for design and Upper Suspension Bridge once provided implementation pedestrian connectivity between South Side and West Ward neighborhoods. In 2.4f / Potential Implementation Partners the absence of this bridge, the only direct • Parks and Recreation connection between South Side and the • West Ward Partnership rest of the City is via South Third Street, • South Side Civic Association and this is primarily a vehicular connection. • D&L National Heritage Corridor The City should consider investing in reconstructing a pedestrian bridge to connect 10th Street in West Ward with Centre Street in South Side. This bridge will provide expansive views of the Lehigh River and provide pedestrian continuity between the City’s neighborhoods and its green (parks) and blue (waterfront) networks.

Historic image of Upper Suspension Bridge over Lehigh River

Liberty Bridge, Greenville, SC

Liberty Bridge connects the two twin inclined towers and a single Hyperlinks parts of Greenville’s downtown suspension cable, allowing for • Metropolis Magazine Feature bisected by falls of the Reedy unobstructed views. Capital funds • Falls Park on the Reedy River. It navigates a dramatic for this bridge came from the City topography while allowing for of Greenville’s Hospitality Tax, to be programming both above and spent on tourism related facilities. below the bridge. Costing an overall $4.5 M, this bridge replaced a six lane highway bridge and is located just downstream from Reedy River falls. The clear, curved span of this foot overpass provides visitors with an aerial platform to view the falls and park below.

The span is supported by View of Liberty Bridge over Reedy River and Falls

75 Easton Comprehensive Plan 2035

2.4g / 2.4g / Potential Implementation Partners Explore possibility of programming St. • West Ward Partnership Anthony Church parking lot on Walnut • Church Diocese of Allentown Street for community uses such as a park • Parks and Recreation Board or weekend events

The parking lot on Walnut Street is a large 2.4h / fenced off area seldom used, even for Develop an improvement strategy for the parking. West Ward Partnership has had City’s swimming pool facilities some initial conversations with Church Diocese of Allentown to consider possible The City should assess the condition of its alternative uses for this parking lot, right swimming pool facilities and create a plan across from Easton Community Center, but for maintenance and upkeep of all its pools. has not had any formal outreach. Park and Recreation Board should work with West 2.4h / Projects and Actions Ward Partnership and formally reach out • Conduct a study to determine longevity to Church Diocese of Allentown to develop implications for each pool alternative programming that can benefit the surrounding community. These uses 2.4h / Potential Implementation Partners could include park space, community • YMCA garden space, active recreational • Pool Management and Swim Team programming and activation through event Coaches programming. • Easton Public Works Department

2.4g / Projects and Actions • Reach out to and hold conversations with Church Diocese of Allentown • Explore funding and partnerships for programming the parking lot

View of St. Anthony Church parking lot at intersection of Walnut and Washington Streets

76 Easton Comprehensive Plan 2035

Objective 2.5 Manage parking and promote sustainable transportation

2.5a / 2.5b / Improve parking infrastructure Encourage alternative transportation such as walking and biking As an old and densely developed City, Easton faces challenges accommodating Easton’s age and density also create auto-oriented uses in the CBD, and parking advantages for alternative modes of is a constant challenge for visitors and transportation. Despite some topographical businesses. In Downtown Easton, parking challenges, Easton’s neighborhoods needs are driven by the many restaurants, are walkable and bikable. With bridges cultural attractions and events. The City connecting to South Side, stairs providing and Easton Parking Authority completed connections to College Hill, and connections a parking study in March 2012. Specific available to D&L Trail, Easton’s geography improvements already identified for the naturally encourages walking and biking. Downtown area should be implemented, Easton should build on these advantages by and further study should be conducted including these modes of transportation in once Easton Intermodal Transportation right-of-way improvements. Shifting to these Center is in use. Alternative modes of greener and health-focused transportation transportation should be encouraged in options could also help alleviate Easton’s Downtown and throughout the City, with parking challenges. programs focused on walking and biking. 2.5b / Projects and Actions 2.5a / Projects and Actions • Market and encourage use of proposed • Implement recommendations of ‘blue-green’ way previous parking studies (e.g., rate • Incorporate bike facilities with street changes, wayfinding, enforcement, etc.) rehabilitation and other right-of-way • Upon completion of Easton Intermodal improvements, where appropriate Transportation Center, monitor usage • Study feasibility of a bike share program and conduct a follow up study as or other programs to encourage biking necessary • Educate Easton’s population and • Build people friendly bus stop especially youth about health benefits infrastructure that offers seating and of walking and biking shelter and encourages transit use • Develop parking strategies for all City 2.5b / Potential Implementation Partners neighborhoods and encourage off- • Coalition for Appropriate Transportation street parking where possible • PennDOT

2.5a / Potential Implementation Partners • Coalition for Appropriate Transportation • PennDOT

77 3: THRIVE Neighborhood scale investment in urban conveniences and social services, citywide scale investments in infrastructure, and closer partnerships with key stakeholders lay the groundwork for increasing livability, attracting new businesses and building a strong economy.

THRIVE / CAPITAL PROJECTS (and related actions)

1 Expand free public Wi-Fi beyond 4a Attract light manufacturing and small Centre Square and develop high-speed 4b industries within existing underutilized internet infrastructure 4c and vacant buildings, and enhance 4d River Corridors with appropriate uses 2a Develop a South Side neighborhood 2b center serving neighborhood level 5 Develop Butler Street into a secondary commercial and retail needs for entire commercial corridor for the City neighborhood 6 Add more frequent bus service and 3 Develop comprehensive signage sheltered bus stops system to reinstate historic neighborhood and street names in 7 Develop new lodging facilities in West Ward neighborhood Downtown

8 Integrate Crayola building and facilities with Centre Square

78 Symbols Key

Proposed commercial West Ward historic corridor neighborhood boundaries Potential areas for creative / Proposed hotel / lodging light industries facility R Proposed River Corridors Proposed wi-fi expansion New bus shelters and stops

FORKS TOWNSHIP

LAFAYETTE ST

D CATTELL ST E

R A W A L E D

4a HIGH ST

Easton Heights

Hay W

13TH ST WOOD AVE

Addition 1 A

Dutchtown 7 R

SPRING GARDEN ST Cottingham R

8 R PHILLIPSBURG ON ST 6 HAMPT NORT

Olive WALNUT ST WILSON Traill Green Courthouse Park BORO S D E Franklin L 5 A W A R E BUTLER ST D 3 R 4b V E R R I W CANAL ST H G I H NESQUEHONING ST E L

WEST SEITZ ST 2a FOLK ST

EASTON 4c CENTRE ST

2b W LINCOLN ST ST JOHN ST W BERWICK ST

PHILADELPHIA RD 4d LINE ST

THRIVE: CAPITAL PROJECTS

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Objective 3.1 ATTRACT NEW BUSINESSES THROUGH A ‘BUSINESS READY’ ENVIRONMENT

3.1a / inventory of these programs will facilitate Establish a business outreach center the City’s business recruitment and within City Hall equipped with an retention efforts. inventory of business incentives and a new economic development liaison to aid In addition, establishing a business, new and existing business owners which might include renovation or new construction, requires navigating multiple While Easton Main Street Initiative regulatory and approval processes promotes and assists businesses in controlled by various agencies and Downtown Easton, there is no party departments. The City should channelize responsible for providing these services these processes for aspiring business to businesses throughout the City. There owners to establish their operations in is also no single point of entry for new Easton. By providing a single and direct businesses interested in establishing point of communication, maintaining operations in Easton. Since navigating the business inventory and creating customized regulatory process necessary for starting incentive packages, the City can save a business can be a challenge, the City prospective businesses time and money should partner with new and existing and accelerate process of establishing a businesses to proactively market Easton as business. a place to do business. The City should also proactively market There are multiple incentives at Federal, the City as a place to do business and State, County and Local levels that can help recruit businesses in targeted industries. businesses grow and succeed in Easton. Information should be regularly collected These include tax credits, grants, loans and disseminated online and in person- and loan guarantees. For example, the City to-person consultations about current and community groups offer façade grants economic conditions in Easton, including and sidewalk grants, the City offers partial the industry mix and workforce information. tax abatements for properties in the Local The economic development liaison could Economic Revitalization Tax Assistance maintain information about available (LERTA) district and Keystone Opportunity inventory of commercial space, rental Zone (KOZ), and Lehigh Valley Economic rates, and property taxes. Based on a Development Corporation offers loans market study, the City should identify target through a revolving fund. However, it can industries and develop a plan to actively be difficult for business owners to identify recruit them. which funding programs and incentives are applicable to their business, and for 3.1a / Projects and Actions City staff to track funding availability and • Compile an inventory of Local, eligibility requirements for each program. County, State and Federal incentives Creating and maintaining an accessible for businesses. Organize an online

80 Easton Comprehensive Plan 2035

database to be easily searchable using 3.1b / a variety of criteria, so that business Expand free public Wi-Fi and build high- owners can find programs that match speed internet infrastructure their circumstances • Increase capacity to provide single Currently, there is no readily available and direct point of contact for business-class high-speed internet communications with aspiring business infrastructure in Easton, which limits the owners and assist them with identifying ability to attract commercial and industrial funding and navigating the approvals establishments to the City. As Easton and permitting process focuses on urban projects such as Simon • Conduct an updated citywide market Silk Mill, Multimodal Transportation Center, study to identify suitable target infill developments and public realm industries programming, it is also generating greater • Develop a more robust plan to market interest among the commercial / office / Easton to businesses and actively industrial communities that are looking recruit businesses in target industries to locate in urban areas. For Easton’s community, this is an opportunity to attract 3.1a / Potential Implementation Partners high quality jobs, promote a close knit live- • Easton Main Street Initiative work relationship in its urban fabric, and • Easton Business Association leverage these projects to foster overall • Lehigh Valley Economic Development economic development. To accelerate the Corporation process, Easton should focus on developing • Greater Easton Development contemporary infrastructure systems such Partnership as business-class high-speed internet and • West Ward Neighborhood Partnership work with private companies to overcome • Pennsylvania Department of Community obstacles in developing these. In addition, and Economic Development the City should also expand its free Wi- • Discover Lehigh Valley Fi network to as many public places as possible and encourage its use.

EGRSO, AUSTIN TX 3.1b / Projects and Actions • Work with private companies to identify obstacles in development of high-speed The Economic Growth and internet and partner with them to Redevelopment Services Office overcome these obstacles (EGRSO) of Austin, TX, has several economic development functions, 3.1b / Potential Implementation Partners including business recruitment, small • Service Electric business development and expanding • Residential Communications Network Austin’s reputation as a cultural arts (RCN) center. EGRSO has been successful, • Verizon in part, by collaborating with Greater • Lehigh Valley Economic Development Austin Chamber of Commerce, that has Corporation similar goals. • Greater Easton Development Partnership Hyperlinks

• Economic Development Department, Austin TX

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3.1c / 3.1c / Projects and Actions Streamline the process of starting a • Conduct an assessment of approval business in Easton and permitting processes, and identify areas that can be made more efficient Starting a business in Easton requires • Develop a process to counsel business coordination with various City departments owners through approval and permitting and involves multiple approval and process permitting processes. While there is information about these processes and 3.1c / Potential Implementation Partners contacts for each department potentially • Greater Easton Development involved in the “Ready Set. Easton Partnership Pennsylvania Business Guide” document, • Easton Main Street Initiative the process can still be cumbersome for • Easton Business Association business owners. • Greater Easton Development Partnership The City should work to streamline these • West Ward Neighborhood Partnership approval and permitting processes, working with existing business owners and economic development partner agencies (such as West Ward Partnership and Easton Main Street Initiative) to identify regulatory burdens and potential solutions. The City should work to consolidate overlapping licenses, permits and rules. Materials should be accessible online and in multiple languages. City staff should work with businesses to counsel them through the regulatory process.

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Objective 3.2 PROMOTE STRONG AND WELL-BALANCED NEIGHBORHOOD CENTERS

3.2a / Two such opportunities would include the Investigate opportunities and appropriate Armory building and the intersection of locations for a grocery store that is Northampton and Ninth Streets. Given the central to West Ward neighborhood compact urban fabric of Easton, it should focus on creating a multistory urban model A number of Eastonians currently rely on grocery store that can minimize its parking neighboring municipalities for their grocery requirements. needs and have to drive to get to them. C-Town, the only full scale grocery store in 3.2a / Projects and Actions Easton, is located at the southern tip of • Determine a feasible location to Easton and is popular among South Side attract a grocery store in West Ward residents but is not in close proximity to neighborhood other neighborhoods. Given that West • Work with private owner and grocery Ward is projected to be one of the fastest store operator to determine an growing neighborhoods and also has a appropriate model for grocery store in a lower median income than the rest of the dense urban fabric City, many of its residents rely on public • Identify and appropriately address code transportation and cannot afford to access related issues for development supermarkets outside the City. The City should try to attract a grocery store that 3.2a / Potential Implementation Partners is centrally located in West Ward but can • Easton Planning Bureau serve a catchment area beyond West Ward • Greater Easton Development and also attract shoppers from Downtown, Partnership College Hill and nearby municipalities. • West Ward Neighborhood Partnership

The Armory Building and adjacent lot could potentially be rehabilitated for a grocery store and other community facilities.

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3.2b / share program located at bus stops and Better connect Easton’s neighborhood other neighborhood nodes would encourage centers by providing enhanced residents and visitors to use a wider variety multimodal transit options of transit modes, improving connectivity throughout the City and promoting a LANTA buses run primarily north-south healthier lifestyle. along St. John, Third, and Cattell Streets, and east-west along Northampton Street, 3.2b / Projects and Actions Walnut Avenue, Washington Street and • Consult with Lafayette College to Lehigh Street in Easton. These routes provide more frequent LCAT service to provide connections between South Side, Downtown and to extend shuttle service Downtown and College Hill neighborhoods, to other areas in Easton circulators in College Hill and South • Coordinate with LANTA to add new Side neighborhoods, and connections to bus routes circulating Easton’s neighboring municipalities to the west. neighborhoods and longer and more Lafayette College Area Transportation frequent service (LCAT) shuttle provides supplemental • Develop a plan to add bike racks to service for Lafayette College students to bus station and neighborhood nodes or Downtown, however, during weekends, explore creation of a bike share system the LCAT provides shuttle service between College Hill and neighboring malls. 3.2b / Potential Implementation Partners • LANTA Easton’s neighborhoods would benefit • PennDOT from better and more frequent transit • Lafayette College connections between its neighborhoods. • Easton Coach This would increase the likelihood of Easton • Coalition for Appropriate Transportation residents patronizing local businesses, rather than depending on retail and services outside of the City. Easton should 3.2c / improve cross-town bus service to increase Develop a South Side neighborhood access for residents to employment centers center serving neighborhood level and to better connect Lafayette College to commercial and retail needs for the the rest of the City. The City should work entire neighborhood with Lafayette College to provide more frequent LCAT access to Downtown and South Side neighborhood historically had extend it to other Easton neighborhoods. a number of stores that offered a variety In addition, the City should coordinate with of choices that served the needs of its LANTA to create bus routes connecting all diverse resident groups. These stores neighborhoods, including a possible route were located all over the neighborhood but along 13th Street connecting West Ward to mainly concentrated along Berwick Street. Simon Silk Mill redevelopment. For narrower Today, only a handful of these remain, and streets, the City should work with LANTA South Side residents depend on C-Town, to explore the option of narrower shuttles. CVS and neighboring municipalities for their A neighborhood circulator service should regular shopping needs. There is no central include bus stops at all neighborhood area within the neighborhood that provides nodes and run until at least midnight. In a community focus as well as caters to addition, bike racks and a potential bike residents’ shopping, entertainment and

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convenience needs. Through outreach, program and preferred location of a residents expressed a strong desire to have neighborhood center on South Side a central location within the neighborhood • Based on community vision, work that could serve for both entertainment with property owners and community and convenience shopping needs, and leaders to develop urban design and highlighted the area around the new CVS architecture concepts that fit the urban store on St. John Street as a possible node fabric with presence on both St. John Street and • Use development incentives and target Philadelphia Road. Another potential node State and Local grants to leverage is the area around the current King Mart on public position in attracting appropriate West Holt Street. In addition to exploring retailers and shops to the community these nodes as potential neighborhood node and on Berwick Street centers, the City should also focus on reviving smaller retail establishments and 3.2c / Potential Implementation Partners providing necessary infrastructure for • South Side Civic Association attracting restaurants along Berwick Street. • Easton Planning Bureau • Greater Easton Development 3.2c / Projects and Actions Partnership • Conduct a focused community • Private property owners visioning session to determine uses,

C-Town Grocery Store, located at the southern most edge of the City, is the only full scale fresh food grocery store in South Side neighborhood. Most of the small stores located on Berwick Street that served daily convenience needs are no longer operational.

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3.2d / • Work with consultants to develop Reinstate historic names of smaller signage design and final map of neighborhoods and of streets within West locations for installing signage Ward neighborhood • Work with Easton Planning Bureau and PennDOT to install and signage program West Ward neighborhood is originally made up of eight smaller neighborhoods, each 3.2d / Potential Implementation Partners with a distinct architecture, history and • West Ward Neighborhood Partnership identity, and there is a strong desire among • Easton Planning Bureau residents of West Ward neighborhood to • PennDOT revive the local identities of these smaller areas. West Ward Partnership should work with the City to create a signage program 3.2e / that will help to break up West Ward into its Continue to work with Lafayette College original neighborhoods and promote better to have more physical presence outside navigation for residents and visitors. This of College Hill signage system will help orient visitors and residents in West Ward, call out places of Lafayette College recently completed the interest and provide information on transit Williams Visual Arts Building at 248 North access to promote walkability. Third St., and the Film and Media Studies/ Theater Building is currently underway at 3.2d / Projects and Actions 219 North Third St., south of main campus • Conduct a community visioning session in Downtown. Collectively, the arts campus to develop a map of preliminary project is helping to connect the campus to locations to install signage Downtown, linking students in the arts with

Hay Addition Easton Heights

Fifteenth St

Wood Avenue

Dutchtown Church St

Cottingham Northampton St Pine St Ferry St Fourth St

Tenth St

Thirteenth St

Seventh St

Franklin Courthouse

Olive Park Traill Green Lehigh St

Map of historic neighborhoods in West Ward. Source: West Ward Neighborhood Partnership

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artists in Easton. These efforts recognize 3.2f / that the future of the College and the City Address health concerns within the City are inextricably linked, and that each has much to gain from close collaboration. The City of Easton has health concerns stemming from opiates, lead paint, The College recently leased space for over asbestos, homelessness and mental health 80 employees in the City’s Downtown disorders. While these issues are mitigated Centre Square Area. The College has also through various non-for-profit agencies, property along the Bushkill Creek, near their City authorities can better facilitate this campus. The College intends to renovate an process, working as a partner. existing building for their plant operations department and provide for student 3.2f / Projects and Actions parking. • Increase awareness and capacity dedicated to alleviating health concerns Building on these recent investments the with opiates, lead paint, asbestos, College has made within the City, Easton homelessness and mental health should continue to work with Lafayette disorders College on other community initiatives. With a physical presence Downtown, Lafayette 3.2f / Potential Implementation Partners College students and employees will be • City of Easton more likely to patronize local businesses • ProJect of Easton rather than leaving the City to spend money • Safe Harbor elsewhere. In addition, students would be • Northampton County exposed to opportunities to be involved civically and professionally in the City. This would help blur the line between the City and the campus, creating a situation in which Lafayette students can both benefit from and build on Easton’s economic success.

3.2e / Projects and Actions • Maintain a positive working partnership with Lafayette College with regard to future campus planning, economic development initiatives and services needed for students and faculty • Study potential sites and identify community incentives/opportunities to work together with Lafayette College

3.2e / Potential Implementation Partners • Lafayette College • Easton Planning Bureau

87 Easton Comprehensive Plan 2035

Objective 3.3 Connect residents with employment and workforce training centers, and increase resident earning capacity

3.3a / and should leverage this advantage to spur Attract environmentally responsible new economic activity. and creative businesses and industries within existing underutilized and vacant Building on momentum of Simon Silk Mill, in buildings, that will enhance the River those areas targeted for light industrial use, Corridors the City should discourage development of new housing, unless it can be planned for Easton has pockets of established mixed-use that includes creative industries, industrial areas along Bushkill Creek, artist live-work studios, retail featuring Lehigh River, and south of Line Street local crafts, etc. The City should also in South Side, but these uses don’t tap encourage renovation of existing buildings into the creative capital that the City has that are appropriate for light industries attracted over the last decade. A citywide and commercial uses, and conversion of strategy for investing in and attracting existing warehouse space into more job- creative businesses and industries that intensive uses. The Pennsylvania KOZ engage with artists and traditional forms program and other incentives to reuse of industries alike could create a number existing brownfields for a mix of uses can of job opportunities and activate existing be useful resources for adaptive reuse of underutilized and vacant buildings in certain qualifying sites. Where light industrial uses areas of the City. In addition, developing are created, the City should proactively the River Corridors along Bushkill Creek work with property owners and businesses and Lehigh River with appropriate water to mitigate parking problems and provide dependent uses that create greater recommendations for site enhancements. environmental awareness and preserve the serenity of these environs, while attracting In addition to providing jobs, introduction tourists and residents, can bolster Easton’s of new creative businesses and emerging tourism and creative economy. industries provides opportunities to train underemployed residents with knowledge The City should develop a River Corridors and skills to match the new economic Plan which will determine types of creative activity. Best practice examples include businesses and industries to target • Brooklyn Navy Yard, Brooklyn, NY: and geographical areas that are most Provides an on-site employment center appropriate, considering factors such as to place local residents with its tenants benefits of clustering similar uses, proximity • Etsy (peer-to-peer e-commerce): to workforce, and importance of green Partnered with 15 cities through its industries. For example, light industrial Craft Entrepreneurship program to facilities would be complementary to support adult self-sufficiency and Easton’s already thriving arts and food student entrepreneurship education in scenes. Easton already has the creative lower income communities capital in place to build a “maker” economy,

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Belmont Street in West Easton is adjacent to South Side and is attracting a number of light and specialty industries, e.g., Anvil Craft Corporation featuring metal fabrication. Emerging industrial pockets in South Side shoud be incentivized to attract creative industries and light manufacturing and can take advantage of the emerging industrial cluster.

3.3a / Projects and Actions • Conduct education and jobs skill GMDC, Brooklyn, NY training within the City • Conduct outreach and visioning to determine best uses for enhancing Started in the 1980s, the Greenpoint Bushkill and Lehigh River corridors Manufacturing and Design Center • Pinpoint the best geographical areas, (GMDC) has two main goals: reclaiming businesses and industries for growth, derelict factories in North Brooklyn’s including an inventory of vacant Greenpoint neighborhood and buildings and land appropriate for sustaining industry and manufacturing future development in New York City. The organization • Identify and correct any zoning / has been successful at renovating building code barriers preventing this manufacturing buildings in Brooklyn planned development and employ and occupying them with small guidelines to protect such uses manufacturers, artisans and artists. • Offer incentives for businesses in target industries to redevelop properties The non-for-profit developer focuses • Explore possibility of including on underutilized industrial properties workforce training and acts as planner, developer and real estate manager to support small 3.3a / Potential Implementation Partners industrial businesses and committed • Lehigh Valley Economic Development artists. Corporation • Northampton County Hyperlinks • Greater Easton Development • GMDC Partnership • Easton Planning Bureau • Private property owners

89 Easton Comprehensive Plan 2035

3.3b / activity. Street furniture and pedestrian Develop Butler Street into a secondary elements could encourage street life. The commercial corridor for the City City should study the possibility of traffic calming converting Butler Street into a Butler Street is an important east-west two-way street east of South 13th Street to corridor for the City, carrying traffic into accommodate westbound traffic. Easton from West Easton, Wilson, Old Orchard and Palmer Heights. Butler Street 3.3b / Projects and Actions is in a Street Corridor Overlay district, but • Inventory vacant lots and storefronts is lined primarily with residential uses along Butler Street west of South 13th Street, where it carries • Study the possibility of making Butler two-way traffic. East of South 13th Street, Street a two-way street east of South residential uses are interspersed with 13th Street, and ways to address any local-serving retail, several vacant lots and new parking demand that could be vacant ground floor spaces appropriate for created by new retail retail. This portion of Butler Street is one- • Work with property owners and any way eastbound into the City. community partners to target existing buildings and vacant lots for retail or While some corners along Butler Street are mixed use - new development should occupied by longstanding restaurants and have a retail frontage requirement bars, there are few storefront spaces in the • In conjunction with recommendations existing buildings. However, the high volume about the flats and escarpment areas of traffic along this corridor represents along Lehigh River, create wayfinding expenditure potential that could be connections that lead people to the captured by existing and new businesses. waterfront from Butler Street New retail could mix with these established • Design transportation and urban businesses to cater to traffic coming from design improvements to attract and outside the City as well as local residents. accommodate new retail The City should find opportunities in existing buildings and on vacant lots, and 3.3b / Potential Implementation Partners target these properties for active retail use • West Ward Neighborhood Partnership or infill mixed-use development, utilizing • Easton Business Association incentives and collaborating with local • Easton Planning Bureau development corporations as appropriate. • PennDOT In order to facilitate the conversions of • Private sector residential buildings to commercial or mixed use, the City should create an inventory of properties that can feasibly be converted. 3.3c / By reaching out to property owners and Add more frequent bus/transit service for offering incentives for conversions and and between the City’s West Ward and mixed-use infill development, the City could South Side neighborhoods encourage retail along this corridor. West Ward is a gateway from other areas In addition to new retail, the corridor west of Easton to Downtown, and is should be reconfigured with transportation Easton’s most populous neighborhood. At and urban design improvements to the same time, the neighborhood currently accommodate and attract new retail suffers from high unemployment, and

90 Easton Comprehensive Plan 2035

median income is lower than in the rest 3.3d / of the City. While LANTA provides bus Set up a business incubator in routes east-west through West Ward, the collaboration with Lafayette College northern route along Northampton Street is not easily accessible for residents who While Easton has a steady stream of live up to six blocks north of Northampton college students and graduates at Lafayette Street. In addition, since the bus serves College, few remain in Easton after communities outside of Easton, it does not graduation. This exodus of Lafayette College circulate within the City, and as a result graduates represents a missed opportunity service is infrequent. While many City for both the City and the College. residents depend on the bus to commute to jobs outside of Easton, the bus schedule The City should collaborate with does not reflect this commuting pattern. Lafayette College and local businesses For example, for many people who work and entrepreneurs to create a business late shifts, there is no bus for the return incubator in the City that is focused on commute since service ends at 11 pm. industries of mutual interest to the City and College. The business incubator should The City should work with transit provide resources and services designed agencies to improve bus service in all to support successful development of City neighborhoods, increasing access small businesses and also allow college to employment and institutional centers, students to gain meaningful work and expanding bus service to more riders. and entrepreneurial experience in a Alternative routes should be studied to collaborative environment. access areas of the City that are farther away from Northampton Street. Bus routes The incubator should be modeled to should reflect commuting patterns of offer mentorship with industry leaders, residents, with specific attention paid to and financial and technical assistance night commuting. In addition, bus stops to both students and entrepreneurs, should be built with appropriate shelters helping them to build skills, craft business for harsh weather conditions and to provide plans and raise capital. The incubator a place of refuge with proper seating for could serve a new “class” of students commuters waiting for buses. and entrepreneurs each year and would benefit a wide audience. This facility could 3.3c / Projects and Actions include flexible co-working spaces with • Conduct a study of bus service basic common amenities such as Wi-Fi, throughout the City to determine the electric, conference facilities, etc., so that most appropriate improvements to a variety of businesses could use the better connect residents to employment space. Ultimately the incubator would aim • Work with LANTA and PennDOT to to position fledgling businesses for longer- implement improvements term growth and help them transition their operations from the incubator facility to 3.3c / Potential Implementation Partners other locations in the City. This could be • LANTA facilitated with an annual prize offered by • PennDOT the City in the form of low-cost real estate • Coalition for Appropriate Transportation or other business incentives.

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Such an effort would support local charged with creating successful new businesses and entrepreneurs, and provide ventures and generating economic impact Lafayette College students with valuable measured as new jobs created, products real-world professional experience. The launched and capital raised. The NYUPoly accessibility of the City to students would incubators support ventures in the fields of provide a more meaningful internship technology, media and clean energy, half or co-op experience than the traditional of which come from the school and half of internship in another location, and would which come from the City. foster connections with the City and Easton businesses. In addition, the business 3.3d / Projects and Actions incubator could include on-site production • Engage Lafayette College in a planning space and/or retail space, leading to new process to develop a business jobs and economic activity. incubator • Identify local businesses and/or Virginia Commonwealth University (VCU), business associations to partner with in partnership with the state of Virginia and find a suitable site in the City and City of Richmond, created the Virginia • Launch the incubator and Biotechnology Research Park in the accompanying programs, enrolling both 1990s. VCU faculty research has led to students and entrepreneurs new companies in the research park, and the business school contributes support 3.3d / Potential Implementation Partners services for new ventures. The research • Lafayette College park has led to new businesses and jobs, • Lehigh Valley Economic Development and VCU has been recognized as a leader in Corporation Richmond’s revitalization. NYU Polytechnic • Greater Easton Development School of Engineering (NYUPoly) operates Partnership three incubators in New York City, each • Easton Business Association

NYU Poly incubator

New York University Polytechnic the incubators align with NYU’s incubator have created more School of Engineering (NYUPoly) research strengths in urban than 1,250 jobs, raised more operates three incubators systems, information technology, than $145M in capital, and had in NYC to encourage new and health and wellness. In its an overall local economic impact successful ventures in three locations the program of $352M. technology, media and clean provides preferred access to energy. The incubators are talent and capital, below market 50:50 joint ventures between rate space, shared administrative Hyperlinks NYU and the City of New York services, and support software • NYU Poly Incubator Program and focus on innovation and and office infrastructure. Since its commercialization of R&D. inception in 2009, the companies Companies represented in launched at the NYUPoly

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Objective 3.4 DIVERSIFY AND STRENGTHEN economic activities, entrepreneurship opportunities and tourist attractions

3.4a / resources, Easton has a concentration of Expand role of Department of Community tourist destinations in its relatively small and Economic Development to market geography. The restaurant industry is a City’s tourist attractions complementary economic engine for the City, and Easton’s food culture has become Tourism is an economic driver in Easton. a draw of its own. With multiple attractions, including State Theatre, Crayola, waterfront open space, However, Easton lacks a centralized party Lafayette College events, Centre Square responsible for marketing all of these events, Hugh Moore Park, Karl Stirner disparate attractions. In addition, Easton Arts Trail and a concentration of historic does not have a large supply of hotel

Rendering showing infill development, street level retail and streetscape improvements on Northampton Street. These improvements will attract greater tourism and economic development to Easton.

1 Stormwater management systems Permeable pavement and on-street 1 parking that infiltrates water into the 2 ground reducing runoff

12’ - 15’ 8’ 24’ 2 Rain garden that infiltrates water and Landscaped sidewalk On-street Two way drive lanes restores natural habitat with bioswales parking Retail / entertainment or other similar 3 uses that actively engage the street One-way bike lane and support pedestrian movement

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rooms to keep tourists in the City overnight to invest in the City’s Downtown and to provide a significant source of tax • Work with business owners, institutions revenue to fund marketing work. Working and cultural destinations to understand with existing businesses, institutional current marketing needs and issues and cultural partners, Department of • Conduct a study of tourism industry Community and Economic Development in Easton, including an assessment of (DCED) should explore complementary potential for new lodging ways of generating revenue for tourism • Explore creation of a Tourism Marketing marketing, including formation of a District (public-private model) to provide Tourism Marketing District, which would funding for tourism marketing efforts utilize assessments on businesses and and explore ways to market Easton attractions within the District to fund attractions and increase visitors and tourism marketing efforts. their length of stays

In addition, DCED should explore ways to 3.4a / Potential Implementation Partners increase visitors and their length of stays. • Discover Lehigh Valley Possible strategies include developing and • Easton Main Street Initiative marketing overnight or weekend visits to • D&L National Heritage Corridor Easton, attracting new tourist attractions • Lafayette College that complement existing tourism • State Theatre attractions (e.g., children’s museums to • Crayola complement Crayola Experience), and • Sigal Museum organizing historical or environmentally • Easton Business Association themed walks. Along with these strategies, • Greater Easton Development planning for bread and breakfast facilities Partnership will provide more choices and price points to tourists for overnight stay.

An example includes the City of New Hope that has successfully marketed itself as a heritage tourism destination. New Hope Chamber of Commerce developed a website and guidebooks, and organizes historic house tours. The City also promotes local events related to the City’s history and culture, including local artists and artisans.

3.4a / Projects and Actions • Create a citywide marketing plan including business retention and recruitment strategies, development of City’s River Corridors, and promotion of events and attractions • Establish a marketing plan work group that routinely updates the plan • Encourage employers, businesses, residents and College faculty/students ‘Artists in the Alley’ Festival on Bank Street

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3.4b / to develop closer tourism ties, integrating Integrate Crayola and its ancillary uses opportunities for all age groups as well as with Downtown providing incentives for greater presence on Centre Square. Crayola Experience alone attracts close to a half million visitors each year to 3.4b / Projects and Actions Easton. However, all of Crayola’s facilities • Work with Crayola to determine an are inward looking with little presence on urban design strategy and incentives Centre Square, which prevents visitors from to encourage greater presence of its exploring other attractions the City has to ancillary uses on Centre Square offer. Ancillary uses to the museum such as restaurant, gift shops, etc., if located 3.4b / Potential Implementation Partners along the street frontage can provide better • Crayola Experience presence for Crayola on Centre Square. In • Easton Planning Bureau addition Crayola’s integration with Centre • Easton Main Street Initiative Square will provide tourism opportunities for adults, potentially increasing duration of stay for both children and adults in Easton. The City and Easton Main Street Initiative should work closely with Crayola

Crayola Experience, located at one of the most prominent locations in Easton’s Centre Square, is very inward looking with little presence or activity on the street.

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Objective 3.5 PROMOTE CLOSER REGIONAL TIES

3.5a / to market all its assets aggressively and Define and market Easton’s role in the shape its role as creative capital of the region and work with regional authorities Lehigh Valley Region. to realize large-scale projects 3.5a / Projects and Actions Easton is fast growing as the creative hub of • Continue to work with Phillipsburg in the Lehigh Valley Region, attracting creative creation of a walking trail on a historic types by its charming scenic setting, rail trestle crossing the Delaware River contemporary housing developments, and • Market and update information on all walk-to-work compact urban form, which will Easton’s assets in the wider region be complemented by innovative industrial • Maintain a list of and create competitive initiatives laid out in this comprehensive applications for funds to realize projects plan. The City’s population diversity has that will impact entire region provided the base for a number of diverse • Work with other cities in the region and festivals, foods and cultures, all adding to create an environment of competitive the vitality of Easton. collaboration and complement their offerings to market the region as a In consultation with Eastonians, the complete package comprehensive plan has crafted long-term • Strengthen cultural ties with initiatives and development such as River neighboring municipalities Corridors Master Plan, Transit-Oriented Development District, industrial attraction 3.5a / Potential Implementation Partners and retention strategies, and more to grow • Lehigh Valley Planning Commission a diverse economy and position Easton as • Easton Planning Commission a place that offers high quality of life for • Easton Planning Bureau residents and many attractions for visitors. • Lehigh Valley Economic Development These initiatives will require coordination Commission with and support of regional agencies, • Surrounding Municipalities neighboring municipalities and the larger cities in the Lehigh Valley. Easton should continue to have presence at all regional assemblies, meetings, events, and promote closer ties with regional agencies and funding organizations. The City should work with other major players in the region to complement their offerings and foster an atmosphere of competitive collaboration to grow and promote the region as a whole. Easton should also work closely with initiatives such as Discover Lehigh Valley

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Objective 3.6 STRENGTHEN Emergency RESPONSE AND Services THROUGHOUT the City

3.6a / the 110-year-old South Side Fire Station Continue to Improve Emergency Services • Renovate College Hill and West Ward for the City fire stations with male and female bathrooms, kitchen upgrades and Given the changing needs of the City training rooms as well as State and Federal service • Purchase equipment that modernizes requirements, emergency services needs police and fire departments have become a difficult and costly topic • Discuss and evaluate joint training for of discussion. In 2016, Easton Police fire and police services needs Department is constructing a new police • Develop stronger coordination regionally station on North Fourth Street. This new with surrounding Municipal Public station will be outfitted with offices, firing Service Departments range, ammunitions room, interrogation room, equipment and parking for patrol 3.6a / Potential Implementation Partners vehicles and visitors. As a part of the • City of Easton Comprehensive Plan outreach process, • Lafayette College an interview with the Easton Fire Chief • Easton Emergency Squad highlighted site-specific priority renovations • Northampton County for the City’s three fire stations. • PA DCED • State and Federal Emergency 3.6a / Projects and Actions Management Agencies • Complete renovation or replacement of • Surrounding Municipalities

Easton and Phillipsburg across the Delaware: Partnerships with Phillipsburg can help establish synergies to create a unified Riverfront Corridor across the Delaware.

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Citizens brainstorming ideas for the future of Easton

98 PLAN IMPLEMENTATION, Phasing and MONITORING

Realizing the vision set forth by Eastonians in this comprehensive plan will require the support of many stakeholders – community members, businesses, institutions, not-for- profits and City government. Through careful planning, project phasing and coordination of efforts between different agencies, Easton Comprehensive Plan 2035 will be able to guide development and growth of the City over the coming decades as well as serve as an important framework for City leaders in making decisions about priorities and fund allocations

The previous section described projects and actions (“projects”) that’ll advance the comprehensive plan vision and identify potential partners for implementation. The plan implementation section provides a framework for phasing, identifies next steps, and outlines the potential plan monitoring methodology.

Since the comprehensive plan addresses only the current political, social and economic contexts, the success of this plan will depend on its ability to adapt to changing circumstances. Therefore, along with recommending next steps, key to the implementation section are the frameworks and methods used to arrive at the next steps. These frameworks should be used as tools in future decision making and determining priorities based on current circumstances by City leaders.

RANKING AND PHASING process

While all projects and actions described under the three themes are critical in realizing the comprehensive plan vision in its entirety, some of these projects have a higher probability of being realized than others. This is because of varying levels of stakeholder support, funding availability and various project feasibility parameters such as costs, partnerships, time frame, etc.

Capturing early successes that build momentum for implementation of the comprehensive plan will require clearly defined short-, medium-, and long-term actions that can guide and differentiate between immediate next steps versus long-term initiatives. To achieve this, the consultant team developed a ranking framework that can help provide a well- informed and logical sequence for project implementation within current political, social and economic landscapes. This framework was used by the City leadership including Planning Commission, City Council, Mayor’s Office, and Planning Bureau to determine next steps.

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Criteria for Ranking realm amenity, and creates a healthy and memorable image of Downtown (strong and Implementation of each project will largely healthy core). Since this project fulfills three depend on a number of key factors such as community aspirations, it received three the support each project will receive (both points for this parameter. from the community and municipal leaders), available funding through either public Project Duration and Project Costs: Project and/or private sources, and complexity of duration and project costs were used the project itself. More complex projects as direct feasibility parameters. At this tend to require more resources and time to comprehensive planning stage, determining implement. actual costs and schedules for each individual project / initiative was premature, These factors directly translate into and the consultant team used a broad quantifiable parameters such as funding range for time and cost considerations. amount, implementation costs, project Both cost and time considerations were time frame, etc. However, at this stage, indirectly proportional to scores awarded accurate information on these criteria is to each project. So, the longer and costlier not available, and therefore the ranking a project, the lesser its score, as it would framework employs a simplified and relative require a long-term investment and scoring system based on information greater funding. For example, projects obtained through community outreach such as additional recommended studies, session. Ranking parameters include signage projects, and projects to improve community aspirations, partnership collaboration and communication received opportunities, project duration and project the highest ranking in this category as they costs. require less time and money investment. On the other hand, projects that require Community Aspirations: Ongoing an extensive planning process and a large engagement with community and amount of resources, such as neighborhood stakeholders groups, and an assessment redevelopment projects, received a lower of the listening sessions conducted by score. the Planning Bureau in 2013 revealed five major community aspirations that Partnership Opportunities: To implement were common to all neighborhoods, City projects, initiatives need strong support, agencies, institutions, not-for-profits and not only from planning officials and businesses. These are 1) Quality of Life, municipal leaders but also from within the 2) Growth Management, 3) Resiliency, community. To account for this aspect, 4) Tourism, and 5) a Strong and Healthy the study ranked the amount of support a Core. Each project was awarded one point project is expected to receive by introducing per community aspiration that it fulfilled. the Partnership Opportunities ranking Projects can fulfill multiple community criterion. Projects that have so far only aspirations and receive a higher score. garnered informal support (e.g., they are on For example, the project “Redesign Centre the wish list of a community organization) Square for better access to pedestrians received the lowest score. Projects that and as a place for passive recreation for have already received official support were citizens” makes Centre Square appealing given a medium score. For example, the to tourists, improves quality of life of recommendation ‘Establish area around residents by providing a better public Centre Square as Easton’s premiere

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business district’ is on the radar for the complexity, greater political, financial and City, Easton Main Street Initiative and time commitment and therefore require College Hill Neighborhood Association and careful planning upfront and need to be therefore received a medium score. Lastly, spread out over a period of time. These projects that have support of multiple lower scored projects were phased later for agencies received the highest score. implementation. Example, ‘Define market opportunities and development program for a new downtown All initiatives and projects were scored district’ that received one of the highest by members representing Easton’s City scores is on the radar for a number of not- Council, Planning Commission, Planning for-profit groups, agency groups as well as Bureau, Mayor’s Office and City Manager’s the City. office. Based on the cumulative scores for each project, they were phased as short-, Cumulative Ranking and Phasing medium- and long-term projects and are included in the following section. However, To develop a cumulative ranking, numerical it is recommended that during annual plan values were assigned to all the criteria. monitoring, the ranking framework be used Score ranges are given below. Higher scores to reassess phasing based on changing represent ‘low-hanging fruits’ or projects circumstances. that can easily be taken up in the short term to set momentum for other projects. Lower scores represent greater project

Scoring System Parameter Score Value Definition Project Duration Low 1 > 5 years Medium 2.5 1 to 5 years High 5 < 1 year Project Cost Low 1 > 10 M Medium 2.5 500K to 10M High 5 < 500K Potential Partners Low 1 Informal Support Medium 2.5 Formal Support High 5 Strong Support Community Aspirations 1 to 5 Each community aspiration that the project fulfilled, it received one point

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Phasing of Recommendations / Yr. 2017

Overall Points Details on S. No. Description Phasing (Max. = 5) Pg. No.

Objective 1.1 Establish area around Centre Square as Easton’s premiere business district

Encourage active uses and storefronts that enhance 1.1a 3.98 Short-term 36 Downtown’s image as a place to visit and do business Install effective signage at highway exits and entrances to the City, and within the Downtown area, to steer 1.1b 3.44 Short-term 38 people toward Centre Square and inform them about Easton’s main business district’s diverse offerings Update existing guidelines to encourage businesses in Downtown and on Northampton Street to create a 1.1c 3.34 Short-term 40 visually engaging and inviting environment for their customers Redesign Centre Square for better access to 1.1d 2.88 Medium-term 40 pedestrians and as a place for recreation Objective 1.2 Connect and redevelop Easton’s River Corridors as an integral part of the City

1.2a Develop master plans for Easton’s River Corridors 3.54 Short-term 42 Establish a waterfront development committee 1.2b dedicated to soliciting proposals, marketing, and finding 2.82 Medium-term 43 funding for development of River Corridors Objective 1.3 Manage and reduce vacancy, underutilization and blight throughout the City

Prioritize development of vacant lots and rehabilitation/ 1.3a revitalization of vacant buildings throughout the City, 3.97 Short-term 46 and establish policies for neighborhood sustainability Increase capacity to accelerate transformation of 1.3b 2.83 Medium-term 48 blighted properties Conduct assessment and rehabilitation of the six 1.3c public housing projects in Easton and create more 2.13 Medium-term 48 opportunities for affordable housing Objective 1.4 Discourage irresponsible development and renovation, and prevent deterioration of historic buildings Conduct a study to identify areas and buildings of 1.4a historic significance, and define clear guidelines for their 2.81 Medium-term 50 renovation and development Explore City, State and Federal incentives for 1.4b 2.97 Medium-term 50 preservation of historic architectural character

Color Key 102 Transform Unify Thrive Easton Comprehensive Plan 2035

Overall Points Details on S. No. Description Phasing (Max. = 5) Pg. No.

Objective 2.1 Re-envision public right of ways for multimodal travel and sustainable infrastructure

Create guidelines for balanced use of public right of way to ensure safe and efficient travel by all modes 2.1a 3.36 Short-term 54 of transportation, landscaping and stormwater management Create friendly and safe environments for pedestrians 2.1b and bicyclists, and reduce traffic speed in residential 3.22 Short-term 55 neighborhoods Incorporate green infrastructure to manage storm runoff 2.1c 2.84 Medium-term 58 and improve quality of waterbodies Connect the two portions of Line Street directly with 2.1d Philadelphia Road and prevent through traffic from using 1.54 Long-term 58 residential street Objective 2.2 Adapt and reuse critical sites at the seam of neighborhoods

Redevelop Black Diamond Site to accommodate mixed- 2.2a 3.16 Short-term 60 use development with residential units 2.2b Acquire and redevelop Quonset Huts site 1.53 Long-term 61 Create a secondary gateway at intersection of Wood 2.2c 2.99 Short-term 62 Avenue and Northampton Street Develop the underutilized and vacant lots on South Third and on Lehigh River as a mixed-use TOD with 2.2d 2.79 Medium-term 64 medium-rise buildings including residential, offices and co-working places Provide guidelines for development of appropriate scale 2.2e and uses at intersection of Northampton and North 2.54 Medium-term 65 13th Streets Objective 2.3 Integrate Delaware and Lehigh Rivers, and Bushkill Creek with upland communities through a connected system of pedestrian, bike and open space networks Create safer pedestrian access to Delaware River 2.3a 3.23 Short-term 66 across Larry Holmes Drive Improve and where possible create additional waterfront 2.3b 3.10 Short-term 66 access points from upland areas Establish a waterfront committee dedicated to 2.3c 2.94 Medium-term 68 programming and development of the waterfront Market potential of the passive recreation corridor on 2.3d lands and escarpment areas as described by existing 2.69 Medium-term 69 plans

Color Key Transform Unify Thrive 103 Easton Comprehensive Plan 2035

Overall Points Details on S. No. Description Phasing (Max. = 5) Pg. No. Showcase the ethnic diversity of South Side along 2.3e 2.14 Medium-term 69 Lehigh River, through temporary programming Objective 2.4 Improve access to and create new parks and open spaces Create a recognizable network of recreational and 2.4a 2.98 Medium-term 70 entertainment amenities in College Hill Create a catalog of empty/underutilized parcels 2.4b throughout the City and where possible, create new 2.91 Medium-term 71 open space 2.4c Revive and protect pocket parks within West Ward 2.81 Medium-term 71 Open Cottingham Stadium to West Ward Neighborhood 2.4d 2.28 Medium-term 72 residents 2.4e Use part of the County parking lot for passive recreation 1.98 Long-term 72 Reintroduce pedestrian bridge over Lehigh River 2.4f 2.17 Medium-term 73 connecting South Side and West Ward neighborhoods Explore possibility of programming St. Anthony Church 2.4g parking lot on Walnut Street for community uses such 1.84 Long-term 74 as a park or weekend events Develop an improvement strategy for the City’s 2.4h N/A N/A 74 swimming pool facilities Objective 2.5 Manage parking and promote sustainable transportation

2.5a Improve parking infrastructure 3.73 Short-term 75 Encourage alternative transportation such as walking 2.5b 3.73 Short-term 75 and biking

Objective 3.1 Attract new businesses through a ‘business ready’ environment

Establish a business outreach center within City Hall equipped with an inventory of business incentives and 3.1a 3.33 Short-term 78 a new economic development liaison to aid new and existing business owners Expand free public Wi-Fi and build high-speed internet 3.1b 2.80 Medium-term 79 infrastructure 3.1c Streamline the process of starting a business in Easton 2.73 Medium-term 80

Objective 3.2 Promote strong and well-balanced neighborhood centers

Investigate opportunities and appropriate locations for a 3.2a 3.74 Short-term 81 grocery store that is central to West Ward neighborhood

Color Key 104 Transform Unify Thrive Easton Comprehensive Plan 2035

Overall Points Details on S. No. Description Phasing (Max. = 5) Pg. No. Better connect Easton’s neighborhood centers by 3.2b 3.05 Short-term 82 providing enhanced multimodal transit options Develop a South Side neighborhood center serving 3.2c neighborhood level commercial and retail needs for the 2.70 Medium-term 82 entire neighborhood Reinstate historic names of smaller neighborhoods and 3.2d 2.15 Medium-term 84 of streets within West Ward neighborhood Continue to work with Lafayette College to have more 3.2e 1.83 Long-term 84 physical presence outside of College Hill 3.2f Address health concerns within the City N/A N/A 85 Objective 3.3 Connect residents with employment and workforce training centers, and increase resident earning capacity Attract environmentally responsible and creative businesses and industries within existing underutilized 3.3a 3.88 Short-term 86 and vacant buildings, that will enhance the River Corridors Develop Butler Street into a secondary commercial 3.3b 2.85 Medium-term 88 corridor for the City Add more frequent bus/transit service for and between 3.3c 2.58 Medium-term 88 the City’s West Ward and South Side neighborhoods Set up a business incubator in collaboration with 3.3d 2.50 Medium-term 89 Lafayette College

Objective 3.4 Diversify and strengthen economic activities, entrepreneurship opportunities and tourist attractions

Expand role of Department of Community and Economic 3.4a 3.20 Short-term 91 Development to market City’s tourist attractions 3.4b Integrate Crayola and its ancillary uses with Downtown 2.74 Medium-term 93 Objective 3.5 Promote closer regional ties Define and market Easton’s role in the region and work 3.5a 2.67 Medium-term 94 with regional authorities to realize large-scale projects

Objective 3.6 Strengthen emergency response and services throughout the City

3.6a Continue to Improve Emergency Services for the City N/A N/A 95

Color Key Transform Unify Thrive 105 Easton Comprehensive Plan 2035

Map of PRIORITY Capital projects and related actions

Priority Projects (Numbers Key) TRANSFORM

1 Retrofit vacant office spaces in 9 Create secondary gateway at Wood Downtown Avenue and Northampton Street 2 Install highway signage on Route 22 10 Connect to D&L Trail across Delaware and PA Route 611 Drive at Nesquehoning and Highlands 3 Design and install consistent signage 11 Create bike and pedestrian friendly for Downtown business district connection to D&L Trail and historic rail 4a Southern Gateway into Downtown trestle 4b Gateway into Easton 12 Explore pedestrian connections (signage, landscape improvements, between Nevins Park and Karl Stirner lighting and development guidelines) Arts Trail 5 Develop master plan for River Corridors and proritize development of Riverfront THRIVE Area in Downtown 6 Implement Neighborhood Revitalization 13 Attract light manufacturing and small Plan (reduce vacancy, blight and industries within existing underutilized underutilization) and vacant buildings, and enhance River Corridors with appropriate uses UNIFY 14 Add more frequent bus service and sheltered bus stops 7 Prioritize streetscape redesign for 15 Develop new lodging facilities and Butler, Ferry, Lehigh, Wood, Cattell, tourism in Downtown Washington and Northampton Streets 8 Redevelop Black Diamond Site to accommodate mixed-use development

106 Symbols Key

Primary urban corridors Proposed paths on ‘blue- green’ network River corridor area (Downtown) Priority intersections for Comprehensive signage lead- improvements (safety) S ing to Downtown Priority streetscape Revitalization area improvements FORKS Priority revitalization area Crosswalks / connections to TOWNSHIP waterfront Existing nodes that need densification New or infill development Gateways Proposed River Corridors

Key development nodes R Potential areas for creative / light industries Existing paths on ‘blue-green’ network New bus shelters and stops 12

LAFAYETTE ST

D CATTELL ST E

R A W A L E D

HIGH ST

13TH ST WOOD AVE

3 A

15 E

9 1 SPRING GARDEN ST R

E PHILLIPSBURG R ON ST THAMPT NOR 4b 14 WILSON WALNUT ST 6 11 BORO 4a 7 S D E L A 5 W A R E BUTLER ST D 13 R V E R R I W CANAL ST H 10 G I H NESQUEHONING ST E WEST L

SEITZ ST EASTON FOLK ST

CENTRE ST 10

W LINCOLN ST ST JOHNS ST W BERWICK ST

PHILADELPHIA RD

LINE ST

PRIORITY CAPITAL PROJECTS AND RELATED ACTIONS

107 Easton Comprehensive Plan 2035

Plan monitoring In addition to presenting results of the evaluation, Planning Bureau should provide Without evaluation, a plan is little more than information about changes to background an aspirational list. Consistent evaluation conditions since prior review, such as of Easton Comprehensive Plan is crucial to changes in demographics, economic and its effectiveness as a planning document fiscal condition of the City, or changing and a tool to successfully implement trends in the larger region. Planning Bureau recommendations. Plan monitoring should then submit a report on results of will ensure that Planning Commission, the evaluation to the Planning Commission City Council, other City agencies and for approval or modification. Planning departments, partner organizations, and Commission should use the adjusted/ the community as a whole stay informed modified Plan recommendations as input about the Plan’s progress and have the when advising on recommended capital opportunity to adjust and recalibrate the projects. City’s response to its planning needs. It will give all parties the opportunity to reevaluate After every two years of internal review, the Plan’s recommendations based on the Plan should be reviewed by an external effectiveness, progress and changed party. The City should engage a consultant circumstances. In short, it will serve as a or other external source to conduct a gauge of success, call for feedback, and similar evaluation of the Plan’s progress. prod to action. Like the internal review, the external review should rate progress of the specific A combination of internal and external recommendations and should involve reviews will be the most efficient and public feedback. The external review effective approach. Internally, the Plan should also consider whether projects and should be reviewed on an annual basis actions that have been implemented as by Easton Planning Bureau. During this part of recommendations have achieved or process, the Planning Bureau should advanced the larger goals of the Plan, and ensure that the Plan’s recommendations if not, work with the City to develop new are still in line with needs of the community. recommendations, projects and actions. It should also note progress of each The external review should assess public recommendation and assign a value of participation in the monitoring process, “no progress,” “advancing” or “complete” and make recommendations to improve to each recommendation. Easton Planning the process if necessary. The goal of the Bureau should consult with community external review is to capture a broader view groups and other stakeholders and seek of the Plan’s progress and to gain insight their input when evaluating progress of the from an impartial source. The external recommendation and overall alignment of reviewer should work with the Planning the plan with community needs. Based on Bureau to produce a report for approval or this feedback, recommendations should be modification by the Planning Commission. revised as necessary, and the revised list In addition, the City should consider outside should be re-scored according to process consulting to aggressively pursue funding described earlier in this section. for plan implementation.

108 Easton Comprehensive Plan 2035

Potential Organization Structure for Plan Monitoring and Implementation

Note: Participants in EASTON the organization Planning structure are only Commission Public Works representative and EASTON Economic and should be updated City Community Development to include more Council CITY Parks and Recreation organizations / AGENCIES individuals as the plan implementation IMPLEMENTATION Others advances. CIRCLE City administrator EASTON External of Commerce LV Chamber PLANNING Consultant BUREAU HeritageD&L Corridor National

LVPC Regional Agencies PARTNERSHIPS AND FEEDBACK LOOP Others College Hill Neighborhood Associations Lafayette College West Ward

South Side

STAKE- Downtown Crayola HOLDERS

Special Historic focus District

Others groups Commission State Theater Environmental Advisory Council Coalition for Appropriate

Transportation Others

109 Easton Comprehensive Plan 2035

View of Easton’s Historic Centre Square from College Hill

We seek an America where our cities, towns and neighborhoods are financially strong and resilient. There is no shortcut to that kind of enduring prosperity. It must be built, block by block, day after day, by people who care about the places they live in.

- Charles Marohn, Strong Towns Vision Statement

110 AFTERWORD

In the two decades that have followed the adoption of our 1997 comprehensive plan, Easton has made remarkable progress. Since 1998, we reversed a long population decline and are now poised to bring our population back to its historic peak of 35,000. We have successfully transformed Easton from a declining industrial center into a celebration of tourism, arts and community. We have strengthened our relationships with Lafayette College and others into strong and enduring partnerships that are powerful engines for development and positive changes in every neighborhood of the City. We have witnessed a rebirth of civic engagement, community spirit and creative activity that generates excitement across the region, draws nearly a million visitors every year, and has encouraged tens of millions of dollars in new investment. Major Downtown buildings that were vacant or underutilized for decades have been revitalized and redeveloped into full occupancy mixed retail and residential uses. The City has significantly expanded its parkland with the addition of the 2.4 mile Karl Stirner Arts Trail along Bushkill Creek. Smart growth policies were adopted along with a form-based zoning code that respects our historic urban form. A downtown historic district was established to protect our beautiful historic architecture. New bike-and pedestrian-friendly infrastructure has been created, emphasizing the City’s intention to become a model of a truly walkable community. A new intermodal transportation and parking facility is nearing completion, incorporating new City Hall facilities that herald a new beginning for Easton.

The City’s 1997 comprehensive plan was but one catalyst for this remarkable change, along with a creative economic development plan for the central business district, whose recommendations have been faithfully followed. We have the singular advantage of building on Easton’s inherent assets: its strategic location, its magnificent natural setting at the Forks of the Delaware, its beautiful historic districts and architecture. Yet we would never have fared so well were it not for the City’s greatest asset: the energy, commitment and engagement of its people. Easton’s prosperity as a strong town has been “built, block by block, day after day, by people who care about the place they live in.”

As this new 2017 comprehensive plan shows, there is much work to be done. The new plan is intended to be a guide and framework for action. It identifies a range of projects and ideas that are crucial to carry forward the vital momentum of Easton’s progress. It should be implemented, not with a myopic focus on its text, but with a broad view and resilient adaptation to changing conditions. The expected two decade lifespan of the plan is embedded in its subtitle: Easton Comprehensive Plan 2035. In an age of ever-accelerating change, two decades is a very long time. We cannot truly see that far into the future. Yet Easton is poised to become the City its people envision at its best. We believe that this plan can encourage and inspire us to actualize that vision, so that we may “transform, unify and thrive.”

111 Easton Comprehensive Plan 2035

APPENDICES

A: Comprehensive Plan Alignment with the Pennsylvania Municipalities Code

Similar to most other states, Pennsylvania in its Municipalities Code addresses comprehensive plan requirements / expectations in discrete planning topics (parks, transportation, natural resources, economic development, etc.), each of which includes its own maps, charts and textual matter. This type of an approach often tends to consider issues and their solutions in isolation and without an appropriate understanding of the interrelationship between these elements, which is pertinent to full comprehension of any urban context.

The Easton Comprehensive Plan 2035 seeks to overcome limitations of this siloed approach and capitalize on synergies that can be created by working across the discrete plan elements. Hence, while existing conditions and analysis for the comprehensive plan have been done in accordance with Pennsylvania Municipalities Code, for recommendations, instead of focusing on distinct plan elements, the Consultant Team has developed strategies that straddle multiple comprehensive plan elements and as a result are more effective in leveraging limited resources to steer the City in the desired direction.

The following tables highlight the overlap and interrelationship between traditional planning elements and Easton Comprehensive Plan Strategies. Aligning Easton Comprehensive Plan Strategies with Pennsylvania Municipalities Code Details on S. No. Goal / Objective Description Overlapping Planning Element Pg. No.

Objective 1.1 Establish area around Centre Square as Easton’s premiere business district

Economic Development, Urban Encourage active uses and storefronts that enhance 1.1a Design and Built Environment, 36 Downtown’s image as a place to visit and do business Tourism Install effective signage at highway exits and entrances Economic Development, Urban to the City, and within the Downtown area, to steer Design and Built Environment, 1.1b 38 people toward Centre Square and inform them about Historic Preservation, Easton’s main business district’s diverse offerings Transportation Update existing guidelines to encourage businesses Urban Design and Built in Downtown and on Northampton Street to create a 1.1c Environment, Zoning, Economic 40 visually engaging and inviting environment for their Development, Tourism customers Parks and Recreation, Urban Redesign Centre Square for better access to 1.1d Design and Built Environment, 40 pedestrians and as a place for recreation Transportation, Tourism

Color Key 112 Transform Unify Thrive Easton Comprehensive Plan 2035

Details on S. No. Goal / Objective Description Overlapping Planning Element Pg. No.

Objective 1.2 Connect and redevelop Easton’s River Corridors as an integral part of the City

Economic Development, Land Use, Zoning, Transportation, 1.2a Develop master plans for Easton’s River Corridors 42 Urban Design and Built Environment Establish a waterfront development committee Urban Design and Built 1.2b dedicated to soliciting proposals, marketing, and finding 43 Environment funding for development of River Corridors Objective 1.3 Manage and reduce vacancy, underutilization and blight throughout the City

Prioritize development of vacant lots and rehabilitation/ Economic Development, 1.3a revitalization of vacant buildings throughout the City, 46 Housing, Zoning, and establish policies for neighborhood sustainability Increase capacity to accelerate transformation of 1.3b Economic Development 48 blighted properties Conduct assessment and rehabilitation of the six Housing, Urban Design and 1.3c public housing projects in Easton and create more 48 Built Environment opportunities for affordable housing Objective 1.4 Discourage irresponsible development and renovation, and prevent deterioration of historic buildings Conduct a study to identify areas and buildings of Historic Preservation, Economic 1.4a historic significance, and define clear guidelines for their 50 Development, Tourism renovation and development Explore City, State and Federal incentives for 1.4b Economic Development 50 preservation of historic architectural character

Objective 2.1 Re-envision public right of ways for multimodal travel and sustainable infrastructure

Create guidelines for balanced use of public right of way to ensure safe and efficient travel by all modes Transportation, Parks and 2.1a 54 of transportation, landscaping and stormwater Recreation, Environment management Create friendly and safe environments for pedestrians Transportation, Land Use, 2.1b and bicyclists, and reduce traffic speed in residential 55 Zoning neighborhoods Incorporate green infrastructure to manage storm runoff Environment, Natural 2.1c 58 and improve quality of waterbodies Resources Connect the two portions of Line Street directly with 2.1d Philadelphia Road and prevent through traffic from using Transportation 58 residential street

Color Key Transform Unify Thrive 113 Easton Comprehensive Plan 2035

Details on S. No. Goal / Objective Description Overlapping Planning Element Pg. No.

Objective 2.2 Adapt and reuse critical sites at the seam of neighborhoods

Economic Development, Urban Redevelop Black Diamond Site to accommodate mixed- Design and Built Environment, 2.2a 60 use development with residential units Housing, Historic Preservation, Land Use, Zoning Urban Design and Built 2.2b Acquire and redevelop Quonset Huts site Environment, Parks and 61 Recreation Economic Development, Urban Create a secondary gateway at intersection of Wood Design and Built Environment, 2.2c 62 Avenue and Northampton Street Housing, Historic Preservation, Land Use, Zoning, Tourism Develop the underutilized and vacant lots on South Economic Development, Urban Third and on Lehigh River as a mixed-use TOD with Design and Built Environment, 2.2d 64 medium-rise buildings including residential, offices and Housing, Historic Preservation, co-working places Land Use, Zoning, Tourism Provide guidelines for development of appropriate scale Urban Design and Built 2.2e and uses at intersection of Northampton and North Environment, Land Use, Zoning, 65 13th Streets Transportation, Tourism Objective 2.3 Integrate Delaware and Lehigh Rivers, and Bushkill Creek with upland communities through a connected system of pedestrian, bike and open space networks Create safer pedestrian access to Delaware River Transportation, Community 2.3a 66 across Larry Holmes Drive Facilities, Parks and Recreation Improve and where possible create additional waterfront Transportation, Community 2.3b 66 access points from upland areas Facilities, Parks and Recreation Natural Resources, Establish a waterfront committee dedicated to 2.3c Environment, Community 68 programming and development of the waterfront Facilities, Parks and Recreation Market potential of the passive recreation corridor on Natural Resources, 2.3d lands and escarpment areas as described by existing Environment, Community 69 plans Facilities, Parks and Recreation Economic Development, Showcase the ethnic diversity of South Side along 2.3e Natural Resources, 69 Lehigh River, through temporary programming Environment

Objective 2.4 Improve access to and create new parks and open spaces

Urban Design and Built Create a recognizable network of recreational and Environment, Parks and 2.4a 70 entertainment amenities in College Hill Recreation, Community Facilities

Color Key 114 Transform Unify Thrive Easton Comprehensive Plan 2035

Details on S. No. Goal / Objective Description Overlapping Planning Element Pg. No. Create a catalog of empty/underutilized parcels Economic Development, 2.4b throughout the City and where possible, create new 71 Community Facilities open space Parks and Recreation, 2.4c Revive and protect pocket parks within West Ward 71 Community Facilities Open Cottingham Stadium to West Ward Neighborhood Community Facilities, Parks 2.4d 72 residents and Recreation Community Facilities, Parks 2.4e Use part of the County parking lot for passive recreation 72 and Recreation Reintroduce pedestrian bridge over Lehigh River 2.4f Environment, Transportation 73 connecting South Side and West Ward neighborhoods Explore possibility of programming St. Anthony Church Community Facilities, Economic 2.4g parking lot on Walnut Street for community uses such Development, Parks and 74 as a park or weekend events Recreation Develop an improvement strategy for the City’s Community Facilities, Parks 2.4h 74 swimming pool facilities and Recreation

Objective 2.5 Manage parking and promote sustainable transportation

2.5a Improve parking infrastructure Transportation 75 Encourage alternative transportation such as walking 2.5b Transportation, Environment 75 and biking Objective 3.1 Attract new businesses through a ‘business ready’ environment

Establish a business outreach center within City Hall equipped with an inventory of business incentives and 3.1a Economic Development 78 a new economic development liaison to aid new and existing business owners Expand free public Wi-Fi and build high-speed internet 3.1b Economic Development 79 infrastructure 3.1c Streamline the process of starting a business in Easton Economic Development 80 Objective 3.2 Promote strong and well-balanced neighborhood centers

Economic Development, Urban Investigate opportunities and appropriate locations for a Design and Built Environment, 3.2a 81 grocery store that is central to West Ward neighborhood Land Use, Zoning, Historic Preservation Better connect Easton’s neighborhood centers by Transportation, Economic 3.2b 82 providing enhanced multimodal transit options Development Develop a South Side neighborhood center serving Economic Development, 3.2c neighborhood level commercial and retail needs for the 82 Community Facilities entire neighborhood

Color Key Transform Unify Thrive 115 Easton Comprehensive Plan 2035

Details on S. No. Goal / Objective Description Overlapping Planning Element Pg. No. Reinstate historic names of smaller neighborhoods and Urban Design and Built 3.2d 84 of streets within West Ward neighborhood Environment Continue to work with Lafayette College to have more Economic Development, 3.2e 84 physical presence outside of College Hill Tourism Economic Development, 3.2f Address health concerns within the City 85 Community Facilities, Zoning Objective 3.3 Connect residents with employment and workforce training centers, and increase resident earning capacity Attract environmentally responsible and creative businesses and industries within existing underutilized 3.3a Economic Development 86 and vacant buildings, that will enhance the River Corridors Develop Butler Street into a secondary commercial Economic Development, 3.3b 88 corridor for the City Tourism Add more frequent bus/transit service for and between Transportation, Economic 3.3c 88 the City’s West Ward and South Side neighborhoods Development Set up a business incubator in collaboration with 3.3d Economic Development 89 Lafayette College

Objective 3.4 Diversify and strengthen economic activities, entrepreneurship opportunities and tourist attractions

Expand role of Department of Community and Economic Tourism, Economic 3.4a 91 Development to market City’s tourist attractions Development Urban Design and Built 3.4b Integrate Crayola and its ancillary uses with Downtown Environment, Tourism, 93 Economic Development

Objective 3.5 Promote closer regional ties

Define and market Easton’s role in the region and work Tourism, Economic 3.5a 94 with regional authorities to realize large-scale projects Development

Objective 3.6 Strengthen emergency response and services throughout the City

Community Services, Urban 3.6a Continue to Improve Emergency Services for the City 95 Design, Economic Development

Furthermore, in accordance with the requirements of the Pennsylvania Municipalities Planning Code, it is recognized that: 1. Lawful activities such as extraction of minerals may impact water supply sources and such activities are governed by statutes regulating mineral extraction that specify replacement and restoration of water supplies affected by such activities 2. Commercial agriculture production may impact water supply sources

Color Key 116 Transform Unify Thrive B: Special Note on Sustainability

The Easton Comprehensive Plan 2035 Adapt and reuse critical sites at seams has proposed a number of forward-looking of neighborhoods, and Objective 3.2 strategies that balance development with / Promote strong and well-balanced conservation and environmental protection. neighborhood centers. This balance is embedded in all the plan’s strategies, actions and projects. Below is Historic Preservation a preliminary and non-exhaustive list of • Strategies for historic preservation and key sustainability concepts proposed in adaptive reuse of antiquated building the Easton Comprehensive Plan 2035. stock and infrastructure prevent sprawl A number of these concepts align with and maintain character. Examples of the Environmental Advisory Council’s strategies and action items are included (EAC) Environmental Vision for Easton’s under Objective 1.4 / Discourage Comprehensive Plan. irresponsible development and renovation, and prevent deterioration of Land Use historic buildings. • Emphasis on compact development patterns and infill development not Parks and Recreation only reduces blight and vacancy but • Throughout the document and also promotes walkability. For example, especially under the theme Unify, strategies under Objective 2.2 / Adapt there are a number of strategies and reuse critical sites at seams of to protect parks, where possible neighborhoods, and under Objective create new or revive existing open 1.3 / Manage and reduce vacancy, spaces, increase access to parks and underutilization and blight throughout recreational facilities, and closely the City, address these concepts. create an interconnected system of • Urban design guidelines and wayfinding public realm that includes the three increase security, character and major waterbodies of Easton. Multiple attractiveness of place, thereby further strategies can be found throughout promoting walkability. Key concepts can the document, but a few key objectives be found in strategies under Objective such as Objective 2.3 / Integrate 1.1 / Establish area around Centre Delaware and Lehigh Rivers, and Square as Easton’s premiere business Bushkill Creek with upland communities district. through a connected system of pedestrian, bike and open space Neighborhood Development networks, and Objective 2.4 / Improve • Proposals for mixed-use development access to and create new parks and in key areas, promotes development open spaces, list the key action items of urban nodes that celebrate and implementation partners. neighborhood character, provide neighborhood scale centers and Transportation convenience facilities, mixed income • While the City of Easton has made housing, and potential for planned unit headway into creating its multimodal development models with reduced transit hub on South Third Street, automotive dependency and greater visions for a sustainable use of street walkability. For example, Objective 2.2 / infrastructure have been provided

117 Easton Comprehensive Plan 2035

for all types of streets and roadway • Urban stormwater management systems in the City. Furthermore, systems that protect the quality of our the comprehensive plan emphasizes water bodies and mitigate effects of multimodal transportation, addressing flooding are closely integrated with bike and parking infrastructure, and transportation systems. In addition strategies that campaign health building infrastructure including green benefits of using non-motorized means roofs, stormwater cisterns, etc., are also of travel. Some of the action items and encouraged. strategies can be found under Objective 2.1 / Re-envision public right of ways Energy Conservation for multimodal travel and sustainable • While the comprehensive plan infrastructure, and Objective 2.5 inherently encourages green / Manage parking and promote concepts and practices such as LEED sustainable transportation. certification, use of energy efficient • Public transit infrastructure City vehicles, lighting fixtures, low flush improvements suggested in the toilets, etc., it is out of the scope of this comprehensive plan are also tied to document to provide recommendations economic development strategies. at this micro scale as they would Example includes Objective 3.3 / lack analysis of development costs, Connect residents with employment building typologies, market availability, and workforce training centers. etc., needed to create meaningful • Lastly, keeping in mind that Lehigh green strategies. Therefore, while Valley Passenger rail system may the comprehensive plan supports all become functional once again, the recommendations in EAC’s Greening comprehensive plan proposes a transit- Easton document, it proposes oriented development (TOD) that additional studies of building typologies, includes the passenger rail station site market and development analysis to into a vibrant mixed-use development create cost-effective strategies for both including commercial, residential and public and private developers. entertainment programming. • However, even as detailed energy conservation strategies need more Natural Features and Environmentally research and development efforts, Sensitive Areas, and Resource Protection organizations such as Pennsylvania • The plan provides recommendations to Energy Development Authority have integrate Easton’s waterbodies closely begun to provide grants to local with upland areas, maintaining them as governments, schools and businesses “no-build” zones that can be used for for alternative and clean energy low-impact and water related recreation projects. Easton could lead by example purposes. Example includes Objective and renovate public buildings into 2.3 / Integrate Delaware and Lehigh energy efficient green buildings, or Rivers, and Bushkill Creek with upland even employ simple strategies such as communities through a connected energy efficient / LED lighting on its system of pedestrian, bike and open streets. space networks.

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C: List of Hyperlinks

Pg. No. Text Reference URL Center City Philadelphia, Signs and 33 http://www.centercityphila.org/about/Signs.php Banners http://www.centercityphila.org/docs/directionphila_ 33 Direction Philadelphia infosheet.pdf http://www.centercityphila.org/docs/walkphila_infosheet. 33 Walk!Philadelphia pdf http://www.centercityphila.org/docs/ridephila_infosheet. 33 Ride!Philadelphia pdf http://www.hoerrschaudt.com/project/uptown- 35 Uptown Normal, Normal IL normal/?parent=90 35 The Uptown Normal Circle, “A Living Plaza” http://www.normal.org/DocumentCenter/View/4409 http://www.illinoisfloods.org/documents/2011_IAFSM_ Conference/2%20Wednesday/3D_Water%20Feature%20 35 Sustainable Stormwater in Public Space Fed%20by%20Stormwater%20Runoff%20in%20 Normal,%20IL.pdf 38 River City Company http://www.rivercitycompany.com/new/rcc http://www.phillywatersheds.org/category/blog-tags/ 39 Philly Watersheds venice-island http://hiddencityphila.org/2013/04/viva-venice-how-a- 39 Viva Venice water-department-project-is-transforming-manayunks- social-civic-hub/ http://www.nyc.gov/html/dcp/pdf/sustainable_ 39 Designing for Flood Risk communities/designing_flood_risk.pdf 41 The Better Block Project http://betterblock.org/ 41 How to Build a Better Block http://betterblock.org/how-to-build-a-better-block/ http://archive.baltimorecity.gov/OfficeoftheMayor/ 43 Vacants to Value NewsMedia/tabid/66/ID/691/Mayor_Announces_ Vacants_to_Value_Plan_to_Reduce_Blight.aspx http://cms.business-services.upenn.edu/ 43 Penn Homeownership Services homeownership/closing-cost-reduction-program.html Combating Problems of Vacant and http://www.usmayors.org/bestpractices/ 43 Abandoned Properties vacantproperties06.pdf http://www.state.nj.us/dca/divisions/codes/codreg/ 45 NJ Rehab Code pdf_regs/njac_5_23_6.pdf http://phillywatersheds.org/what_were_doing/ 53 Green City Clean Waters documents_and_data/cso_long_term_control_plan http://preservationmass.org/2014/08/success-story- 57 History and Development sunday-rice-silk-mill-apartments/ http://www.mhp.net/rental_financing/news.php?page_ 57 Financing function=detail&mhp_news_id=479

119 Easton Comprehensive Plan 2035

Pg. No. Text Reference URL http://www.clintoncountypa.com/PA%20Wilds/ PA Residential Site Development Best 57 PA%20Standards%20for%20Residential%20Site%20 Practices Development%20Guide/1%20ResDev_Final.pdf DVRPC Report on Residential Investments 57 http://www.dvrpc.org/reports/04011.pdf in Centers DVRPC Report on Financing Mixed Use 57 http://www.dvrpc.org/reports/08037.pdf Development http://www.nytimes.com/2014/10/01/business/in- 59 New York Times Report a-long-island-hamlet-a-downtown-is-being-built-from- scratch.html?mwrsm=Email&_r=2 http://www.wsj.com/news/articles/SB10001424127887 59 Wall Street Journal Report 324600704578400733512237030 http://www.architectmagazine.com/project-gallery/ 59 Architect Magazine’s Feature wyandanch-rising-5825 http://www.metropolismag.com/Point-of-View/June- 67 Metropolis Magazine Feature 2015/Site-Visit-A-River-Corridor-Renaissance-Frees-the- Falls-and-Transforms-Downtown-Greenville/ 67 Falls Park on the Reedy http://www.fallspark.com/167/Falls-Park Economic Development Department, https://austintexas.gov/department/economic-growth- 73 Austin TX and-redevelopment-services-office 81 GMDC http://www.gmdconline.org/ 84 NYU Poly Incubator Program http://engineering.nyu.edu/business/incubators

120 D: Image Sources

Unless listed below, or in the image captions, all rendering, visuals and images were created by Metropolitan Urban Design Workshop and Urban Matrix

Pg. No. Image Source Aerial image of Easton at fork of Panoramio, Google Maps 06 Delaware and Lehigh Rivers Link: http://www.panoramio.com/photo/42467748 Zoning map showing the major Lehigh Valley Planning Commission 11 road network and permitted uses Link: http://www.lvpc.org/pdf/maps/generalizedZoning.pdf across the Lehigh Valley Region Council of Borough of Wilson Future land use plan for Wilson 13 Link: http://elibrary.pacounties.org/Documents/Northampton_ Borough County/1908;%20Wilson%20Borough/4209585592mcp.pdf Revised Riverfront Redevelopment Plan, Phillipsburg Town Council Phillipsburg Riverfront 15 Link: http://www.highlands.state.nj.us/njhighlands/warren_ Redevelopment Plan county/phillipsburg/adopted/RiverfrontRedevelopmentPlan.pdf City Center Lehigh Valley 3D build out of the Lehigh Valley 16 Link: http://www.keystoneedge.com/features/ City Center in Allentown, PA centercityallentown0613.aspx Leadership and Community Video stills from interviews shot by Andy Harmon, Best Wishes 23 Voices Studio Arch Daily Lafayette College’s Arts Plaza at 25 Link: http://www.archdaily.com/355593/lafayette-college-arts- the foothill of College Hill plaza-spillman-farmer-architects Easton is Home: A blog about local flavors Ninth Street Houses in the West 26 Link: http://www.eastonishome.com/newsite/wp-content/ Ward Neighborhood uploads/2014/07/IMG_4464.jpg 28 Movies at the Mill: Silk Mill Movies at the Mill Historical development along the 42 Sigal Museum Historical Archives Delaware River Historic image of Upper 73 Suspension Bridge over Lehigh Sigal Museum Historical Archives River Map of historic neighborhoods in Drawing created from original ‘Map of Canton Areas’ provided by 84 West Ward West Ward Neighborhood Partnership ‘Artists in the Alley’ Festival on 92 Easton Main Street Initiative Bank Street Easton and Phillipsburg across the Delaware: Partnerships with Phillipsburg can help Altered Panoramio, Google Maps Image 95 establish synergies to create a Link: http://www.panoramio.com/photo/42467748 unified River Corridor across the Delaware

121 Easton Comprehensive Plan 2035

NOTES

122 Easton Comprehensive Plan 2035

NOTES

123 EASTON COMPREHENSIVE PLAN 2035 www.visioneaston.org

contact | Easton Bureau of Planning, 123 South Third Street, Easton, PA 18042 Prepared by | Metropolitan Urban Design Workshop and Urban Matrix Architecture and Planning PC contributing consultants | AKRF Inc and John Shapiro