Contents

Introduction 2 Acknowledgements 4 Resolution 5 Function and Form 7 Planning Context 11 Existing Plans 12 Data Trends 14 Vision and Objectives 21 Elements 25 Connectivity 27 Vibrant Core 64 Prosperity 74 Resilience 92 Character 102 Investment 110 Implementation Tools 117 General Action Steps 119 Future Land Use Map 120 Opportunity Sites Map 122 Summary of Ordinance Updates 124 Summary of Strategies 128 Appendices 135 The Planning Process 136 Public and Stakeholder Outreach 138 Additional Provisions 141 Redevelopment Administration and Finance 143 Funding Sources 147 Port Authority Guidelines 157 Parks Assessment Action Plan

Refer also to companion documents: Background Studies Implementation Workbook Survey Results and Other Submitted Input Acknowledgements The preparation of the Comprehensive Plan was made possible through the contributions of time, expertise and advice from a wide variety of public, private and nonprofit stakeholders as well as valuable input from Bethel Park residents and business owners. The following individuals led the plan’s development.

Comprehensive Plan Steering Committee Leonard Corazzi, Bethel Park School District Angela Fischer, Ameri-Source Lorrie Gibbons, Municipal Council Peter Grandillo, Planning and Zoning Commission Mayor Shane Kunkle, Berkshire Hathaway Honorable Jack Allen Ashley Moore, Former Municipal Planner Cyndia Rios-Myers, Planning and Zoning Commission Municipal Council Marc Schein, Developer Ward 1 — Joseph A. Consolmagno Linsday Smith, Planning and Zoning Commission Ward 2 — Dr. Timothy Campbell TJ Willetts, Zoning Hearing Board Ward 3 — Jim Hannan Ward 4 — Todd S. Censi Ward 5 — Don Harrison Ward 6 — Mark O’Brien Ward 7 — Jim McLean Ward 8 — Timothy Moury, President Ward 9 — Lorrie Gibbons

Planning and Zoning Commission Mark Viehman, Chair Rick Raeder, Vice Chair Cyndia Rios-Myers, Secretary The Comprehensive Plan was Heather Cready prepared with assistance from: Tony Fisher Harry A. Fuehrer Peter Grandillo Mackin Engineering Company 103 Technology Dr., Suite 200 Frank Mingrone Pittsburgh, PA 15275-1005 Lindsay Smith www.mackinengineering.com Reserved for signed resolution

5 With a 10-year horizon, the plan envisions the best possible future for all Bethel Park residents, including the youngest. Photo:6 DaveBlueprint Cable Bethel Park Function and form

Charting the future Plan elements Blueprint Bethel Park is the municipality’s 2020 This document is designed primarily as a decision- Comprehensive Plan. Authorized by the Pennsylvania making guide for elected and appointed officials of the Municipalities Planning Code (MPC), a community’s Municipality of Bethel Park. It is a playbook of projects Comprehensive Plan lays out strategies for the and strategies that will help the community realize a nature, pace and location of physical development and collective vision for its future. redevelopment as well as plans for future economic The project’s Steering Committee spent roughly eight and social conditions. months gathering input and research to build a In short, a comprehensive plan is: consensus understanding of the community’s most important issues and how they should be approached. • An educational tool for understanding Details on the planning process, including stakeholder current conditions, issues and opportunities, and public participation, appear in the appendices. • An assessment and prioritization of needs, The vision statement appears in the following section. • A statement of the optimally desirable The document is then organized across six elements, vision of future growth, development and community development objectives that the public and redevelopment stakeholders determined to be especially important • A public policy guide to community decision- to the future. Each element contains a set of strategies making adopted by the governing body. with associated action steps contextualized with opinions of cost and feasibility, ways in which elected In keeping with the implementable plan model and appointed officials, staff and community partners promoted by Pennsylvania’s Department of Community can immediately begin making progress. They are a and Economic Development, this plan used extensive blueprint for community prosperity. public and stakeholder outreach to identify and Finally, the Implementation Tools section provides characterize key issues facing Bethel Park during the detail on how the municipality can set this plan into next 10 years and frames each issue within the context motion. of all of the planning topics it touches.

7 Plan tools Strategies and actions to implement Blueprint Bethel Each action step also includes benchmarks, which were Park begin on Page 31. Each strategy is supported by devised to be readily measurable indicators of progress one or more action steps, each of which come with the in implementing Blueprint Bethel Park. The staff or following metrics: committee members responsible for reporting on plan progress can check activities annually against the plan’s Cost and Timeline: These are ballpark estimates of: benchmarks to record progress and and stake out what • The financial effort level that local government steps come next. should expect to be involved in carrying out action steps, whether funds come from the General Fund budget or from other sources. The Appendix includes a collection of grant opportunities that may be available to support action steps. • The general outlook for how long an action step would take to achieve, given known constraints (personnel, funding, political realities, etc.). These estimates appear next to each action step as follows:

Cost $ Staff time, outside funding < $5,000 $$$$ $$ $5,000 to $20,000 $$$ $20,001 to $100,000 Timeline $$$$ More than $100,000  $V Varies depending on project scope

 Ongoing  Short term: 1-2 years  Mid term: 2-5 years  Long term: More than 5 years

8 Blueprint Bethel Park Topping the list Of the 19 total strategies this plan includes, the following eight qualified as the highest priorities, HIGH PRIORITY based on comprehensive public outreach efforts (see Appendix for details). These strategies received strong support and, as a result, represent Bethel Park’s most important initiatives from a comprehensive planning perspective during the next 10 years. Each strategy is fully laid out and accompanied by action steps within the plan’s following chapters. In no particular order:

Expand and connect the sidewalk network within Bethel Park.

Support small business.

Improve efficiency and effectiveness of public services.

Mitigate flood risk.

Ensure that local regulations enable a downtown retrofit.

Formalize municipal redevelopment efforts.

Address regulatory barriers to desired development/redevelopment types.

Eliminate blight throughout the community.

9 Photo: Dave Cable

10 Blueprint Bethel Park 11 Existing plans

Picking up progress Blueprint Bethel Park incorporates and builds upon the research and direction established by various planning studies completed on behalf of the municipality. Recommendations from these documents were considered and, where relevant, have been carried forward into the analysis and recommended action steps for this project. These documents included, but were not limited to: 2010 Comprehensive Plan Update Bethel Park’s most recent Comprehensive Plan, adopted in May 2010, offers detailed recommendations for future land use, physical development, housing, infrastructure planning, economic development, environment, administrative service and community services and facilities. In preparing for the 2020 plan update, the planning team determined which recommendations had been implemented, which had not and which were relevant to carry forward. The transportation improvements and Future Land Use Map in this document are fairly straight-forward updates from their 2010 editions, 2016 Park Assessment which should make them easy to put into context. The municipality’s Park Assessment inventories With regard to the Opportunity Sites Map, about one- resources and needs across 14 public parks spanning third of the 25 listed sites were developed according to 134 acres, including five smaller neighborhood parks, recommendations. An updated edition of this map also six larger athletic facility/community parks and three appears in Blueprint Bethel Park. natural areas. Public and stakeholder outreach helped shape recommendations for enhancing policies, facilities and facility usage. Action steps from this plan are included as an appendix.

12 Blueprint Bethel Park Ultimately, the purpose of the assessment was to evaluate the condition of the man-made components and natural areas of each of Bethel Park’s municipal parks and identify needed repairs/upgrades, Americans with Disabilities Act (ADA) deficiencies and green practice/sustainability deficiencies. The document includes recommendations and action plans designed to be achievable within 10 years. 2002 Northern Route 88 Corridor Study Since the plan’s adoption, the municipality has begun work to implement its recommendations. This plan This study envisioned three neighborhoods within the carries forward the recommendations and action plan target area: transit village, residential neighborhood by reference. While the action plan for parks is not and commercial neighborhood. The report organized in terms of priority, its actions are organized recommended a complementary and cohesive set of by time-frame, identifying immediate, short-term, transportation and civic amenity recommendations intermediate-term and long-term projects. A list of all to transform the area accordingly. In the long run, the recommended projects is included in the appendix of ideas generated in the plan have not taken hold as this document. envisioned, though development activity has occurred. Blueprint Bethel Park carries forward relevant 2004 Comprehensive Plan Update recommendations. A set of planning documents dated between 2002 Environmental plans and 2004 provide updates to the 1997 Long Range Develpoment Plan, including zoning classifications The municipality develops and maintains pollutant and transportation improvements. The work includes reduction plans and total maximum daily load plans conceptual roadway improvement plans for 17 locations in compliance with its municipal separate stormwater within the municipality, many of which were carried system permit applications. Plans were submitted in forward into the transportation improvement priority 2017 for Brush Run, Saw Mill Run, Piney Fork Creek and table that was updated for this 2019 plan. Chartiers Creek.

13 Data trends

Settlement patterns in Bethel Park reflect rapid growth in the years following the municipality’s incorporation as a borough 2017 Census estimates: in 1949 followed by stabilization starting in the 1970s. While dramatic population swings impacted many communities within Population: 32,179 the metropolitan region during the 1980s and 1990s, the total number of Bethel Park residents remained relatively level. However, the composition of residents has changed. Trends here Land area: 11.7 sq. miles reflect ongoing regional and national generational change, such as households becoming smaller (young couples deferring or deciding against having children, more people living alone). The Households: 13,489 aging of the Baby Boomer generation creates new challenges for the municipality, which will experience demand for both smaller, Median household income: lower-maintenance and energy-efficient housing types as well as $73,735 community amenities to help people age in place.

Municipal population

1950 1960 1970 1980 1990 2000 2010

Total residents 34,758 34,755 33,823 33,556 32,313

23,650

11,324

14 Blueprint Bethel Park Total households in Bethel Park are According to the Southwestern Projections Pennsylvania Commission’s 2016 forecasts, expected to increase from Bethel Park’s population will grow by 4.6% between 2020 and 2030, below the 13,530 in 2020 to expected countywide rate of 5.3%. in 2030, a change of 2020 Total 2030 Total % Change 14,249 5.3%. Bethel Park 31,790 33,257 4.6% Baldwin Borough 19,928 20,752 4.1% The rate of growth in total Castle Shannon 8,616 8,984 4.3% households will outpace Mt. Lebanon 34,097 34,059 -0.1% Peters 26,209 30,665 17.0% growth in population, South Park 13,560 14,059 3.7% as smaller households Upper St. Clair 20,140 21,171 5.1% continue to proliferate. Whitehall 14,273 14,823 3.9% Allegheny County 1,253,792 1,320,571 5.3%

Household In keeping with a regional and national trend, non-family households represent an increasing share of all Bethel Park households. These include non-related people type living together and people living alone. Non-family households now represent 31%, compared to 29% in 2000. At the same time, the total number of households with children fell by nearly one-third, from 3,615 in 2000 to 2,494 in 2017. Allegheny County experienced an even more pronounced growth in non-family households (from 38% to 43%) and similar decline in married households with children.

40%

35% Single-person 30% households are

25% on the rise

20% 2000

15% 2017

10%

5%

0% Married Couples with Married Couples Female Households Female Households Male Households Male Households Non-Family Children without Children with Children without Children with Children without Children Households

Planning Context 15 Age Bethel Park’s median age increased from 42.1 in 2000 Within the overall context of an estimated 4.1% population loss between 2000 and 2017, Bethel Park’s age distribution to 46.2 in 2017, reflecting a has shifted older, reflecting a loss of 1,816 working-age people (25 to 64) and a gain of 1,679 people age 60 and up. loss of working-age residents This amounts to an 11% loss of working-age population and and gain in senior citizens. a 22% gain in seniors. Bethel Park’s median age of 46.2 years in 2017 was notably higher than the 40.9 median across Allegheny County. 2000 2017

80 to 84

7070 toto 7474

6060 toto 6464

5050 to 5454

40 to 44

3030 toto 3434

20 to 24

1010 to to 14 14

Under 5

3,000 2,500 2,000 1,500 1,000 500 0 0 500 1,000 1,500 2,000 2,500 3,000

With a 2017 median resident age of 46.2 years, Bethel Park’s On the whole, Bethel population is older than the population in neighboring Park has aged more communities, with the exception of Whitehall. Bethel Park’s median has climbed quickly since 2000 relative to other dramatically since South Hills communities, as shown below.

2000 than many 2000 Median Age 2017 Median Age Change in Years other South Hills Bethel Park 42.1 46.2 4.1 communities. Baldwin Borough 42.6 41.2 -1.4 Castle Shannon 39.3 41.6 2.3 Mt. Lebanon 41.8 44.6 2.8 Peters 40.6 43.9 3.3 South Park 37.6 44.7 7.1 Upper St. Clair 42.0 43.6 1.6 Whitehall 43.8 46.4 2.6 Allegheny County 39.6 40.9 1.3

16 Blueprint Bethel Park Local economy of working Bethel Park residents have Bethel Park functions both as a traditional 88% jobs outside of the municipality. bedroom suburb and as a busy local economy — most of those who live in the municipality leave for work, and most of those who work here come from somewhere else. The diagram at right illustrates the volume of people flowing into and out of Bethel Park each day for work. The census estimates that there were 11,757 total 9,922 1,835 13,941 jobs in Bethel Park in 2015, roughly two-thirds of which offered earnings below $40,000/year. The largest category of jobs within the municipality was retail, which employed 3,054 workers (26%). By contrast, Bethel Park residents were more concentrated in higher-earning health care and Live in Bethel Park and work elsewhere professional or technical services roles. Live and work in Bethel Park Bethel Park’s workforce is well-educated, with 96% of those age 25 and over having attained at least Work in Bethel Park and live elsewhere a high school diploma and 46% with a bachelor’s degree or higher, outpacing the rates across Allegheny County (94% and 40%, respectively). Regional job concentrations, 2015

1 - 4,956 jobs 4,597 - 19,811 jobs 19,812 - 44,570 jobs 44,571 - 79,231 jobs 79,232 - 123,797 jobs

Planning Context 17 Commute

Bethel Park’s workers scatter to a variety of destinations across the region. About 27% (4,296) commute to Pittsburgh each day, while 12% remain in Bethel Park and others work in assorted smaller hubs within the region 62% (Monroeville, Green Tree, West Mifflin). About half work in other locations. of residents 27% work within 10 to 24 miles Commuting is relatively quick for the 62% of 10 miles of Bethel Park workers who travel 10 miles or less home each day, as shown at right.

3.7% Strongest sectors: 25 to 50 miles Health care and social assistance, professional, scientific and technical 7.3% services, retail tradee 51+ miles

Income

Just over half of household incomes Households by income level, 2016 in Bethel Park fall between $25,000 $200,000 or more and $100,000 per year, as shown at right. An additional 13% of $150,000 to $199,999 households made less than $25,000, $100,000 to $149,999 and 33% make more than $100,000. $75,000 to $99,999 The median income across Bethel $50,000 to $74,999 Park households was $73,735 in 2017, substantially higher than the $35,000 to $49,999 Allegheny County median ($56,333). $25,000 to $34,999 In 2017, 4.5% of municipality $15,000 to $24,999 residents age 18 and over fell under $10,000 to $14,999 the poverty threshold, compared to 11.5% at the County level. This Less than $10,000 translated to an income below 0% 5% 10% 15% 20%%25% $11,880 for a single person or $24,300 for a family of four.

18 Blueprint Bethel Park Housing units

The Census Bureau counted 13,989 total housing units in Bethel Park in 2017, compared to 13,362 in 2000, a net gain of 627 homes. This includes new units in single-family or multi-unit configurations minus any units lost to demolition, abandonment or conversion. Growth in total homes during a period of population loss (absent an increase in vacancy) indicates that households are becoming smaller. Bethel Park’s homes are As the graph below illustrates, permits locally issued for new housing starts have fluctuated according to owner-occupied. general industry trends. The census estimates that 79% most of Bethel Park’s homes (78%) were built prior to This represents stability since 1980, while 698 (5%) were built in 2000 or later. 2000, when the rate was 80%.

Building permits issused for new housing follow regional industry trends: 400

300

200

100

0 2011 2017 1981 1991 1987 2013 2015 2012 2014 1997 1983 1985 1982 1984 1993 1995 1992 1994 2016 1988 2010 2001 1998 1986 1989 2007 1980 1996 1999 1990 2003 2005 2002 2004 2008 2006 2009 2000

Units in All Multi-Family Structures Units in Single-Family Structures

Costs

Across the region, household incomes have not Housing costs v. income, 2000 and 2017 kept pace with rising housing costs since 2000, Median which has caused an increasing affordability Median Median gross household housing value rent problem for many. Adjusted for inflation, the income median income of Bethel Park residents has actually fallen by 5% since 2000. However, housing 2000 $167,269* $969* $77,565* costs have remained relatively stable, with 2017 $170,900 $916 $73,735 inflation-adjusted values level at 2% and the value Change 2.2% -5.5% -4.9% of rent falling 5.5%. Thus, while the actual median dollar amount of rent or home value in Bethel * Adjusted for inflation Park has climbed substantially since 2000 (from $672 and $116,000, respectively), housing has not become drastically less affordable.

Planning Context 19 Migration

Bethel Park’s exceptional residential stability is evident in the share of residents who remained in their homes between 2016 and 2017: 92%. During the same year, 4.7% moved in from elsewhere within Allegheny County, 2% moved in from a different county and 1.4% moved from a different state or country. The migration rate is higher than across the county, where 86% of residents had been in their homes for at least a year.

Allegheny Bethel Park County Same house,

86.4% Same house, 92.2% Moved from abroad, 0.7%

Moved from different state, Moved within 2.1% county, 4.7% Moved from Moved from different PA Moved within county, 1.8% different PA county, 9.0% county, 1.8% Moved from different state, 1.2%

Housing type and occupancy

Three in every four Bethel Park homes are single-family detached structures. The next most common type is units in large buildings (50 or more apartments or condominiums), of which there were 861 in 2017. Smaller multi-family buildings are also prevalent, containing 803 units. Overall, Bethel Park has 2,780 homes in multi-family buildings. As of 2017, the Census counted 500 vacant homes in Bethel Park. Most of these (389) were vacant due to being for rent, for sale or rented/sold but not yet occupied. An additional 32 homes were vacant for seasonal, recreational or occasional use, and the remaining 79 vacancies were for “other” reasons, a category that tends to correlate with abandonment.

See the appendices for further data analysis.

20 Blueprint Bethel Park Vision and objectives

Undertaking a comprehensive plan represents an The vision statement for a community’s comprehensive opportunity for a community to envision and evaluate plan should satisfy (at least) the following three future scenarios on a grand scale. The vision statement purposes: below is the foundation for the rest of the plan, crafted • It will provide guidance to elected and by the Steering Committee during months of collecting appointed officials and staff in selecting, and parsing input from residents and stakeholders. designing and funding future projects. The vision is broad consensus view of the future, based • It will guide municipal employees in the on conversations about Bethel Park’s identity. It was provision of quality local government services. important to determine: • Most importantly, Municipal Council, its • What distinguishes Bethel Park from other advisory bodies and the community as a whole communities? will proceed with a common understanding of • Why do people choose to live here? what is important to Bethel Park residents. • What type of place is Bethel Park? • What core values do its residents share?

The vision:

Bethel Park will provide an inclusive, safe and “well-connected community that fosters economic development and innovation, protects and enhances environmental resources and respects local heritage while addressing the challenges of the future.

” Planning Context 21 The vision sets up six long-term community development objectives that can be advanced by short-term actions. The objectives form the major elements of this plan, and more consequentially, they form the basis for future changes to and application of the municipal zoning ordinance. The following objectives also took shape based on public and stakeholder input during the planning process.

Connectivity Vibrant Core Prosperity

A transportation An attractive, A strong and diverse network enhanced walkable downtown local economy by increased area with commercial supported by healthy connectivity and diversity and neighborhoods intelligent system regional draw management, with more safe and viable alternatives to driving

This plan element This element envisions This element focuses addresses the safety a multi-faceted central on fortifying the and efficiency of road gathering place in Bethel municipality’s local systems within Bethel Park where residents economy and cultivating Park, broadening route and visitors can enjoy redevelopment that options for vehicular and local retail, restaurants supports existing and non-vehicular travel and and public amenities in future needs. encouraging mode shift a traditional downtown to reduce congestion setting. and increase active transportation.

22 Blueprint Bethel Park The objectives advance the vision, describing a desired set of future conditions that would ultimately bring it into reality. Each objective comes with a set of strategies that lay out specific action steps for implementation.

Resilience Character Investment

Established An engaged, Continued protection and educated citizenry provision of capital enhancement of that actively improvements and open space and cultivates a sense of public facilities natural resources community, mutual and services that trust and belonging enhance quality of life

This plan element views This element has to do This element examines the municipality’s with providing residents ways in which Bethel resources in the long transparent, reliable Park should responsibly range, addressing flood access to government and steward public resources mitigation as well cultivating community to continue to anticipate as the expansion of connections and civic and meet public needs. natural features and the pride. sustainable use of land and energy.

Plan Elements 23 24 Blueprint Bethel Park Plan Elements 26 Blueprint Bethel Park Connectivity

A transportation network enhanced by increased connectivity and intelligent system management, with more safe and viable alternatives to driving

The physical design of a community’s street network should create a consistent and coherent framework to support local goals: to foster a thriving local economy, to cultivate a safe and friendly place for families to grow and play. Public input received during the planning Our roads are not safe for process articulated two directives for the future of “walking. Bethel Park’s street system: It must be less congested, and it must do a better job of accommodating people - Survey response who are on foot or bike. Bethel Park was principally built out between 1950 and 1970, during which time its population tripled. Its street network layout is typical of post-war suburbs, characterized by disconnected curvilinear streets as opposed to a rectangular grid. Here and in most Strategic improvements to Bethel Park’s street” network communities where this is the case, reducing traffic should aim not only to improve the function and in residential plans was a conscious effort to enhance efficiency of arterials, but to open up new route and quality of life. mode choices that will mitigate congestion. Beyond The effect of this pattern in the aggregate is low traffic this, designing the street with recognition of its volumes within residential plans, but also relatively potential as a public realm can help create lively and isolated neighborhoods with limited route choices meaningful shared spaces in Bethel Park, strengthening that funnel most traffic onto congested arterial and defining neighborhoods, supporting public safety roads. This can make for inefficient routes between and encouraging a sense of community. destinations that make driving frustrating and reduce the practicality of walking.

Connectivity 27 Figure 1: Transportation System Map

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Lim Dr wood v Transit Routes l estone rl Dr e lage Ln e uit l P Do v e r h T un o Iris Dal paz C F Mc Murray Rd Av t ck A Hershire Dr e R s Dr ace Montour Trail do l le Dr Dr l Hollyda r ou Ave Gre r n n G Mur Wa t ood enh C Grea so e se Ru es Ave a d ew a u Boulde ven c R t o her rn at Rock r Av Rail Lines P r a Mi D Gr Sl Dr e B Beagl y rrier Dr Ridge D r e Mc o r ett e Dr Library Rd B y s s

r d D r G ox T a ock ra D C o F nd Ri B D R dge D a ! e Oak Park Dr irn Dr! v r e e Average Daily Volume wo Bo A e yerview St an an s Av r ay wood D p D xer Dr Stone r o r Fai C ro at Bo u

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Dr N Castle # More than 500 spaces #

28 Blueprint Bethel Park Figure 2: Bethel Park “T” Stops

System overview Bethel Park’s transportation system involves roads, rail, shared-use trailway and pedestrian paths. Stakeholders noted that the municipality generally has routes that move vehicles north and south, less so east and west. Its highest-volume segment is Fort Couch Road near Route 19 and South Hills Village, which carries more than 23,000 vehicles on an average day. Other roads with high-volume segments within Bethel Park (with average annual daily traffic above 10,000 vehicles) include: • Library Road/Route 88 (17,430) • Broughton Road (17,128) • South Park Road (15,134) • McMurray Road (12,566) • Baptist Road (12,547) • Bethel Church Road (12,059) N According to Google traffic data, congestion tends to be — Port Authority of Allegheny County worst during the evening rush, backing up especially at the intersection of Bethel Church and Broughton roads Figure 3: Collisions, 2008 to 2018 with Route 88. Public and stakeholder input identified other choke points that are largely focused on South Park Road, such as the Industrial Park entrance. Most of the municipality’s reported traffic problems occur on these major thoroughfares, including collisions, peak-hour congestion, speeding and the impacts of truck traffic. The municipality averages 191 reported collisions per year. Since 2008, 11% of them are known to have caused injuries, and 14 incidents were fatal. An handful of incidents each year (41 since 2008) involve pedestrians. The intersection of Irishtown, Logan and Patterson roads was the area most commonly identified as dangerous in survey results. Bethel Park benefits from location along multiple Port Authority light rail lines serving the South Hills, which provide regular service to Downtown Pittsburgh from South Hills Village (Blue and Red lines) and a spine through the municipality’s center (Blue Line - Library). Bus Route 36 (Banksville) connects South Hills Village to Downtown via Mt. Lebanon. N — PennDOT PCIT

Connectivity 29 Figure 4: Typical Evening Rush-Hour Traffic

N

This 2019 Google traffic data is a point-in-time snapshot of traffic at its worst in Bethel Park: on a Friday at 5:20 p.m.

30 Blueprint Bethel Park Strategy 1: Improve the safety and function of road systems within the municipality.

Action Address identified priority road improvements. Cost Major projects in recent years have dramatically changed traffic flow within $$$$ the municipality, including improvements to Logan Road and Route 88 (2010), Timeline 1a Baptist and Broughton roads (2011), Hillside Drive and Route 88 (2011) and the intersection of South Park, Brightwood and West Library (2018).  Continued improvements to the system can make it safer and more efficient, addressing identified traffic problems and capitalizing on opportunities to incorporate new technology for better signal coordination.

Plan for and schedule completion of projects on the Priority Transportation Projects list. Advocate for the inclusion of high-priority projects on the Southwestern Pennsylvania Commission Transportation Improvement Program (TIP). Seek and apply for funding from a variety of sources to support transportation improvements. (See Funding Sources in Appendix.) Review the Priority Transportation Projects list annually as a part of the general and capital budgeting process. Update the list to show completed projects, projects scheduled for work during the next year and any new projects to be added. Seek opportunities for partnership with PennDOT, South Hills Area Council of Governments, neighboring municipalities and other agencies to study and address coordination issues along major corridors. Continue to incorporate adaptive technology into traffic control systems, as well as sensors that facilitate inter-vehicle communication and bicycle/ pedestrian detection. Review and update all signal permits on file in conjunction with this.

Benchmark 1a • Projects initiated • Projects completed • Average commute time (per Census)

Connectivity 31 Figure 5: Priority Transportation Projects Estimated Location Description Status Cost Logan Road (state), Irishtown Road Most commonly identified dangerous intersection. PennDOT’s South Hills Corridor $2.6M (local) and Patterson Road (local) PennDOT has studied constructing two roundabouts Study (Corridor H: Logan Road) - $3.9M to create “dumbbell” interchange, in which Logan examined alternatives depending maintains its existing location and roundabouts on design are placed at its intersections with Patterson and alternative Irishtown. selected

Broughton Road (state), Locust Road Install traffic signal Warrant study complete. Signal not $180,000 (local) and Paxton Drive (local) installed as of October 2019.

South Park Road (state) and Logan Left turn lanes to be added to both sides of South Public Meeting January 2018. $2,000,000 Road (state) Park Road, new traffic signal, ADA curb ramps Construction TBD as of October installed, drainage improvements, pedestrian 2019. upgrades Route 88 (state) between Kings Construct left turn lanes on Route 88 and upgrade Completion expected in December $2,000,000 School Road (local) and Logan Road traffic signal. Continue three-lane cross-section 2019. (state) northbound on Route 88 to Logan Road and construct left turn lanes on Route 88 at Logan Road and upgrade traffic signal.

McMurray Road (state) and South Intersection upgrade associated with new New ped heads and crosswalk To be Park Road (state) development complete. Status of any futher determined improvements unclear.

McMurray Road (state) and Clifton Widen McMurray Road to three-lane cross section Widening and signal upgardes $2,000* Road (state) from Clifton Rd to South Park Road. Signal upgrades complete. Retiming scheduled, & retiming status unknown.

McMurray Road (state) and Construct left turn lane on McMurray Road, right turn New signal installed in 2018. Status $350,000 Limestone Drive (local) lane on Limestone Drive and install traffic signal of turn lanes unknown.

South Park Road (state) and Drake Reconstruct intersection to remove island separating Preliminary engineering for traffic $470,000 Road (county) left turn and right turn movements and signalize signal complete as of October 2019.

Bethel Church Road (county) and Construct left turn lanes on Bethel Church Road and Unknown $3,030,000 Logan Road (state) right turn lane on Logan Road, realign Brookside Blvd opposite Logan Road and install traffic signal

Route 88 Adaptive Traffic System Install an adaptive traffic signal system along 2.1 Project in final design. Scheduled $650,000* (state) (Connor to Corrigan) miles of Route 88 from Connor Rd to Corrigan Drive. for completion in 2020. Complete signal upgrade of Library Rd / Brightwood Rd and Library Road / Paxton Drive.

* Mackin Engineering judgment (continued on next page)

32 Blueprint Bethel Park The intersection of Irishtown and Patterson roads with Logan Road continues to present safety problems. Image via Google Streetview

Priority Transportation Projects (continued) Estimated Location Description Status Cost Route 88 (state) at Clifton Road Construct left turn lanes on Route 88 at Clifton Road Work originally scheduled for 2019, $5,000,000 (state) and Churchill Road (state) and Churchill Road, right turn lane on Clifton Road status unclear as of October 2019. at Route 88. New box culverts, drainage, traffic signal and guide rail.

Route 88 (state) and Brightwood Traffic signal replacement To be completed in PennDOT’s $200,000* Road (county) at Bethel Park Route 88 Adaptive Traffic Signal Shopping Center System project

Fort Couch Road (county) and Oxford Traffic signal upgrades & pavement markings Greenlight Go funding request 2018, $15,000* Drive (local) grants not awarded as of October 2019.

Brightwood Road (county) and West Redesigning right-of-way to incorporate additional Conceptual. Next step would be To be Library Avenue (local) Corridor street parking, bike/pedestrian facilities and master plan/design with survey. determined streetscape redesign (see p. 58)

* Mackin Engineering judgment This project could be competitive for PennDOT’s Multimodal Transportation Fund grant program.

Connectivity 33 A caveat: Building one’s way out of congestion doesn’t work

Faced with the problem of overwhelming traffic volume during peak hours, it seems logical to reason that adding capacity to a busy road would improve traffic flow. It generally does not. Decades of traffic analysis across and beyond the United States have found that adding road capacity does not help traffic move any faster. The classic example is the I-405 freeway in Los Angeles, the nation’s busiest highway. A highly disruptive six-year project with a total cost exceeding $1.6 billion added a 10-mile carpool lane that opened in 2014, along with new ramps and bridges. The end result? Rush-hour commute times increased by one minute.1 Economists studied this phenomenon in urban areas across the U.S. between 1980 and 2000, comparing the amount of new roads and highways built with the total vehicle miles traveled in those areas. The increase had a 1:1 relationship: For every 10% expansion in capacity, there was a 10% increase in miles driven.2 The reason is the law of induced demand, which holds that the perception of a faster, more convenient trip causes people to drive more miles, either by way of more trips or longer trips. Traffic is the result of countless individual decisions: The decision to visit a store farther away, to drive a few blocks rather than walk, to purchase a home farther from work, or to reroute truck traffic onto newer, improved Adding highway lanes routes. The aggregate effect of all of these “to deal with traffic decisions is increasing traffic to fill new capacity, bringing a road back to its original self-limiting congestion is like equilibrium. Bethel Park and its partner agencies can loosening your belt to address congestion in the long term, but should not attempt to do so solely by adding lanes cure obesity. to existing arterials. Projects should seek to - Lewis Mumford, 1955 broaden route options and safety for all users ” and encourage mode shift, as detailed elsewhere in this chapter.

1 https://bit.ly/2HPE9tm 2 https://www.nber.org/papers/w15376

34 Blueprint Bethel Park Action Identify priority areas for traffic-calming interventions. Cost Traffic calming recognizes streets as a shared space, balancing vehicle traffic $-$$ with the use of streets as public spaces where people can walk, gather, play Timeline 1b and otherwise enjoy the community. Many relatively inexpensive and flexible technical improvements are proven to slow vehicles down, creating a safer and  more inviting environment.

Ensure that the Subdivision and Land Development Ordinance includes flexibility that would allow for traffic-calming measures such as narrow lanes under certain circumstances. Coordinate with the Fire Chief to ensure that emergency equipment can adequately navigate all needed areas. Consider design interventions, especially in combination, for streets where speeding is an ongoing concern. Signs, markings and configuration changes work best in concert to heighten awareness of safety and improve travel conditions.

Benchmark 1b • Reductions in measured speed at identified problem locations

Narrowing streets and traffic lanes Lane widths on a local road should be determined by intended function, traffic volume, intensity of adjacent uses and neighborhood design (lot sizes, setbacks, parking needs, etc.). Local and internal roadways tend to fall into one of three categories: Primary distributor • Primary distributor: Moves traffic from neighborhoods to larger arterial or collector roads at speeds of 25-45 mph and daily volumes of 750-2,500. Access should be relatively limited. On-street parking is inappropriate. 10’ - 12’ 10’ - 12’ • Secondary distributor: Moves traffic through a neighborhood or subdivision to a primary distributor, Secondary distributor or directly to larger roads, at speeds of 15-25 mph and daily volumes of 200-1,500. • Local access: Speeds should be 15 mph or less, daily volumes below 500. Design features will vary: A narrow 10’ - 11’ 10’ - 11’ cartway is appropriate for a subdivision of large lots Local access with off-street parking, not necessarily for a local access street serving large commercial or industrial development.

Lanes as narrow as nine feet can be safe for driving on certain local 9’ 9’ roads, particularly local access. Primary and secondary distributors can carry traffic safely in lanes of 10-12 feet. Bethel Park’s current cartway minimum requirements vary, but can be as low as 24’ to back of curb.

Connectivity 35 Other traffic-calming approaches

Curb extensions, chokers, bulb-outs Extensions of sidewalk and/or landscaping at intersections narrow the road to about 20 feet for two-way traffic, which improves pedestrian safety and typically reduces speeds by up to 14%. Some applications use an island that allows drainage and bicyclists to continue between the choker and original curb line. Islands also represent an opportunity to incorporate stormwater infiltration features.

Neighborhood traffic circles Small roundabouts can replace intersections of local or collector streets to reduce mid-block speed by about 10% and impact an area about 200 feet upstream and downstream. Traffic is only minimally diverted, and collisions are typically sharply reduced by this configuration.

Raised medians Elevated islands splitting traffic lanes provide the opportunity for beautification, also encouraging slower vehicular traffic and providing a refuge point for pedestrians crossing the street. This could be appropriate for some of Bethel Park’s arterials, such as the northern Library/Route 88 corridor.

Speed Trailer

Image: streetsmartrental.com

36 Blueprint Bethel Park Potential cost and funding sources

The table below reports the inflation-adjusted costs of various traffic-calming measures in 2013 dollars, based on bid letting sheets and cost summaries from states and cities across the country. It is useful for getting a relative comparative idea of cost, though the cost of any specific intervention will vary widely with location and actual project specifications (size, materials, whether right-of-way needs to be purchased, etc.). The figures below include engineering, design, mobilization and installation. In addition to liquid fuels funding and other borough sources available for roadway improvements, support for traffic-calming projects could be available through PennDOT and Southwestern Pennsylvania Commission sources such as the Transportation Alternatives Program.

Rapid Traffic Calming Tool Median Average Minimum Maximum Unit Rectangular Flashing Beacon Chicane $8,050 $9,960 $2,140 $25,730E Eachach Curb Extension/Choker/ $10,150 $13,000 $1,070 $41,170E Eachach Bulb-Out Flashing Beacon $5,170 $10,010 $360 $59,100E Eachachh

Raised Median $6.00 $7.26 $1.86 $44 Sq. Ft.Ft. Rapid Rectangular $14,160 $22,250 $4,520 $52,310 EachEach Flashing Beacon Roundabout $27,190 $85,370 $5,000 $523,080E Eachach

Speed Bump* $1,670 $1,550 $540 $2,300E Eachach

Speed Hump* $2,130 $2,640 $690 $6,860 EachEach Image: Speed Table* $2,090 $2,400 $2,000 $4,180Eac Eachh TSSCO

Speed Trailer $9,480 $9,510 $7,000 $12,410Eac Eachh

Chicane *These are all vertical diversions; the primary difference is in the width. Bumps are abrupt, tables raise the entire wheelbase of a vehicle, and humps fall between the two.

Source: Bushell, Max; Poole, Bryan; Rodriguez, Daniel; Zegeer, Charles. (July, 2013). “Costs for Pedestrian and Bicyclist Infrastructure Improvements: A Resource for Researchers, Engineers, Planners and the General Public.”

Image: NACTO

Connectivity 37 Action Seek opportunities to connect neighborhoods. Cost As suggested in the introduction to this section, the disconnected, curvilinear $V configuration of Bethel Park’s street network is a major contributor to arterial Timeline 1c congestion and a reason why walking between destinations often doesn’t make sense. Finding additional ways to connect neighborhoods will help the  municipality disperse vehicle trips throughout its network and reduce the total amount of vehicle travel by increasing the convenience of walking and biking. Connecting roadways between existing housing plans via culs-de-sac or dead ends will be difficult or infeasible in many cases due to resident preferences and land ownership. Nonetheless, finding and capitalizing on links in any form — and ensuring the connectivity of new development — remains important.

Ensure that residential development and redevelopment provide short, direct, public right-of-way routes to connect residential uses with nearby neighborhoods, attractions and community facilities. Update the Subdivision and Land Development Ordinance to promote compact, well-connected street design. Seek opportunities to engage property owners in high-priority connection areas to determine feasibility of creating footpaths or shared trail links to adjacent neighborhoods, attractions or community facilities.

Benchmark 1c • Number of new connections made • Decreased emergency response time • Intersection density or link/node ratio

Traditional grid Curvilinear loop Beginning of cul-de- Cul-de-sac design (pre-1900) design (-1930-1950) sac (-1930-1950) (since 1950) - cnu.org

38 Blueprint Bethel Park Strategy 2: HIGH PRIORITY Expand and connect the sidewalk network within Bethel Park.

Action Develop and annually fund a program to build and improve sidewalks Cost according to the Sidewalk Priority Map. $$$ 2a Residents identified investment in the municipality’s sidewalk network as an Timeline important priority for the next 10 years, especially given the impact that creating more safe, pleasant walking routes can have on accessibility for those who cannot  or prefer not to drive (children, seniors, people with disabilities), public health and safety, congestion and the appeal of Bethel Park as a place for families to thrive. Public input revealed broad agreement that more sidewalks are needed near schools, transit stops and high foot traffic areas such as community amenities and business nodes, and that these areas are more appropriate for their installation than some of the municipality’s lower-density neighborhoods.

Annually allocate budget to expand and improve the sidewalk network. Use the maps and tables included with this report to identify and select high- priority projects each year. Evaluate whether the Public Works Department could conduct or contract for repair (as needed) of sidewalks in key areas. While municipal sidewalk maintenance is relatively uncommon in Pennsylvania, maintenance in most of New England covers the entire right of way.* The municipality could also consider a cost-sharing program for repairs, especially on the basis of need. Evaluate options for reducing the burden on homeowners for snow and ice clearance. This might include a “snow angels” program similar to one in the City of Pittsburgh, where volunteers sign up to regularly clear snow for elderly or disabled neighbors, or contracting with people or organizations with suitable equipment to clear key thoroughfares. Ensure that existing sidewalk delay agreements between the municipality and property owners are called in as the network expands, compelling affected owners to start constucting sidewalks as agreed upon within 60-90 days or contribute to a sidewalk construction fund.

Benchmark 2a • Linear feet of new or improved sidewalk • Increased walk score

* The average cost per square foot of sidewalk repair ranges from $3 (small do-it-yourself projects) to $18. Average cost projects total $500-$600, though major reconstruction can be over $2,000.

Connectivity 39 Figure 6: Walk Score and Existing Sidewalks Map

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dependent” overall. A score of 50 means thatCastle some Dr errands can # More than 500 spaces be completed on foot, and a score of 90 denotes a “walker’s # paradise” where daily errands do not require a car. — walkscore.com

40 Blueprint Bethel Park What’s walkable?

Public outreach for the plan revealed a strong desire A walkable community, generally, is one that supports for Bethel Park to be more “walkable.” More than walking as a part of residents’ daily travel through one-quarter of survey respondents identified a lack of providing a safe, suitable environment. This involves pedestrian and bicycle amenities as the municipality’s not only space for pedestrians, but also: biggest transportation problem, citing safety, • A compact mix of buildings, public spaces and environmental reasons and a desire for the community landscapes to be more neighborly. More specifically: • An environment that is pedestrian-scale, with • 76% of respondents agreed that the sidewalk architectural and urban design features meant network should be improved within a 1.5-mile to be appreciated by people traveling slowly radius of each school • A highly connected, multi-modal circulation • 76% agreed that the sidewalk network should network, ideally with a fine “grain” of relatively be improved in the vicinity of public transit short blocks with safe, continuous and balanced stops features for pedestrians, bicycles, transit riders • 70% agreed that the sidewalk network should and drivers be improved in business/commercial areas

• 68% agreed that the sidewalk network should — “Designing Walkable Urban Thoroughfares: be improved more generally within and A Context-Sensitive Approach.” ITE/CMU, 2010 between neighborhoods

Where do we go from here?

Light rail riders who use the Kings School Road stop (shown at left) immediately encounter unsafe pedestrian conditions in every direction. Image via Google Streetview

Connectivity 41 Sidewalk priority mapping Instead of showing even distances “as the crow flies” from each destination, these maps use network analysis The following series of maps shows a walkshed of five to reflect real-life conditions, taking into account the minutes and 10 minutes from categories of places connections between roads, topography and other within Bethel Park where residents said they would like features that make routes more or less passable on foot. to walk. Categories include: This is why each walkshed has a different shape. • Recreation attractions, such as municipal parks Figure 13 on Page 49 displays all of the walksheds and entrances to South Park and the Montour layered together. To get a sense of how the destinations Trail and walksheds are concentrated, Figure 14 presses all of the layers together into a composite heat map showing • Bus and “T” light rail stops operated by the the demand for walking in general. Port Authority of Allegheny County and bus stops operated by the Mid Mon Valley Transit The table on Page 50 includes a list of sidewalk Authority improvement priorites based on these maps, with the • Elementary, middle and high schools understanding that local knowledge and additional site- specific research will need to inform the feasibility of • Local commercial nodes, such as Millennium each project. Shops, South Park Shops, Hillcrest Plaza, Rutherford Market, etc. • Significant places, including the Municipal Building/Library, Community Center and St. Clair Hospital Outpatient Center.

42 Blueprint Bethel Park Figure 7: Walkshed Map for Recreation Attractions

Richard Dr

Connor Rd

Lucille Dr Andrea Dr Wells Dr Hamilton Rd Valley Dr Caswell Dr

Abbeyville Rd Mollyhill Park Hillside Dr Windsor Pl Prescott Dr Highland Rd Oregon Trl Santa Fe Dr Hillcrest St Cross St US Hwy 19 Superior St Village Green Park Millennium Park Koeffler Dr

Stuart St VillaHaven Dr Fort Couch Rd Broughton RdHorning Rd UPMC Field Sylvania Dr Kevin Dr Diann Dr Gardenville Rd Milford Dr Tracy Dr Lutz Ln Lawrence Rd

N St

Lindermer Ave Village Dr Donati Rd Summit St Bethel Church Rd Paxton Dr Pine Tree Park Lenox Dr Surry Woods Rd Seneca Rd Oak Tree Park Higbee Dr Graeser Ave Library Ave W Comanche Rd

Slater Rd Apache Rd Church Rd Sansue Dr Hillcrest Rd Broad St Arapahoe Rd Lytle Rd Jonathan Dr South Park EntrancesWillis Rd Oakhurst Rd Rolling Green Dr

Orchard Ave Windgate Rd Peter Page Park BrightwoodRd Baptist Rd Linhart Dr Brookside Park Greenwald Rd Montour Ave Eastview Rd E Park Dr Bertha St OneHundred Dr Acre Madison Ave Leis Ln Sylvan Rd Aljean Dr

Lento Blvd S Park Rd ParkAve

Altherton Dr Thornwood Dr Crestview Dr

Oaklyn Rd Drake Rd Main St South Park Cypress Dr Industrial Blvd Cedar St ChessbriarBarlyn Dr Rd Logan Rd Stoltz Rd Corrigan Dr Florida Ave Cherry St

Glenrock Dr Beverly Ct Patterson Rd Miner's Memorial Park South ParkFalla Entrances Dr Twin Hills Rd

Johnston Rd Sunset Dr Florence St Wilamit Dr Forest Rd O Neill Dr Sarah St Holly Hill Dr Fairview Dr Greenbriar Rd Myrna Dr Library Rd Maplevue Dr Birch Tree Park Ashland Dr Mimosa Dr

TrailheadParkridge Dr Cork Dr Corral Ct Irishtown Rd Elm Tree Park Grandview Dr Sarvis Dr Clark Ave Saddlebrook Dr Dashwood Dr Willow Terrace Rd Highfield Rd Keystone Dr Smith Dr Palomino Dr Mc Murray Rd Tidewood DrTidewood Hull Dr Wilson Dr Galway Dr Dublin Rd Leprechaun Dr

Glen Hill Dr Penwood Ct Wilson Dr Fruitwood Dr Willow Glen Dr Kings School Rd Horseshoe Dr Brian Dr Tralee Dr

Dalmatian Dr McMurrayTrailhead Rd Limestone Dr Dorlyn Dr Copsewood Dr Hollydale Dr Colonial Ln Sandstone Ct Shamrock Park Wallace Ave

Boulder Dr Rocky Ridge Rd Long Ave Barnes Ave Grand Ridge Dr State Rte 88 Boyer Ave Fox Terrier Dr

Bassett Dr Stonewood Dr Cairn Dr Timberidge Rd

Bluestone Dr Boxer Dr

Clifton Rd Murray Ave Iron Run Rd Airedale Dr Maple Springs Rd Montour Trail Brush Run Rd Cocker Dr

Murray Ave Walkshed Simmons Park 5
˜”™¡ ž Braun Rd

Irishtown Rd 10
˜”™¡ ž Betsy Dr Churchill Rd N Castle Dr Sidewalks

Connectivity 43 Figure 8: Walkshed Map for Port Authority Stops !! !! Richard Dr !! ! !!

! r ! ! ! ! a D ! re Connor Rd Dr O ! Anna St ! Lucille Dr verhill And W ley Hamil ells Dr Val ! ! Casw t ! l St o ! ! 1st St n ! r P ell Dr ! Rd !! Abbeyville Rd Hill ! gon Trl side Dr ! e St y! 19 Windso Or e Dr 3rd Santa F lford Dr High Mi Dr ! ! ! Hil Cross St ! US Hw land Rd S ert ! !! uperior lcrest St ! Koeffler Dr Rob S !! !! a Dr t uart St Criss Haven Dr t a lici S l A Rd l

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r Mu Walkshed !! Berringt 5 minutes

htown Rd Bra s u on Iri n Ct 10 minutes Betsy Dr Rd Churchill Rd N Castle Dr Sidewalks

44 Blueprint Bethel Park Figure 9: Walkshed Map for Mid Mon Valley Transit Authority Stops

Richard Dr

e Dr Connor Rd !

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Connectivity 45 Figure 10: Walkshed Map for Schools

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rdenvi Rd Rd Ln Lawrence Rd Tracy Dr Lutz r mmit St n Pl ge Dr Su o N St lle Rd lla Lindermer Vi Donati l Church Rd axton D Bethe P Independence Middle School umbart " D Surry Slater Rd Woods Rd Seneca Rd raeser Ave H r G Center St igbee Dr Comanche Rd Broad St Dr

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ch Rd A d ar e Blvd Rd tist Brooksid Windgate Rd ld Rd Orchard Dr Bap Linh eenwa T

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Washington Elementary Mimo Monongahela Ave Ave Parkr " d l Dr Cor Irishtown Rd Sout Grandview D Sarvis Dr ral Ct Clark Saddlebrook Dr Glen Hil Willow Ter Dashwood hampton Dr Highfield Rd Dr r Happy Hills DKeystone Dr Smith Dr Mc Murray R Tid Wilson Dr Galway D wood Dr e Leprechaun Dr u n wo Penwood Ct r r blin Rd Ba gs School Rd n Dr Fr od Dr Wil Kin orseshoe Dr uitwood Dr Dr Pudd H low ing Ston Bria Tral e Dr Neil Armstrong Middle School n Dr

y Glen ee Dr " Dal McMurray Rd Rd A ve Lim llandale Dr Dorl Copsewood Dr Dr eston ge matia Hollydale Dr Colonial Ln e Dr use Run Ave Sand o cky Rid n Dr stone Ct Gr Lon Wallace A Boulder Dr Ro g Ave yer Ave Barnes Grand Ri dge Dr State Rt Bo Ave y Stonewood Dr Oak Park Dr William Penn Elementary a Bl n Rd e 88 " ue u C " Schools sto lift Murr Iron Run Rd ne Dr on Rd

Maple erDr Spr Collie Dr Brush R ings Rd

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rishtown Rd etsy Dr I B Montour Trail d Churchill Rd N Castle Dr Sidewalks

46 Blueprint Bethel Park Figure 11: Walkshed Map for Local Commercial Nodes

Richard Dr

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t Criss Rd Haven Dr cia Dr a Ali Stuart r n Dr Vill For nia Brough Horn Pickwick Dr Sylva t Couch Rd Oxford D i Avon L to n Kevin Dr g R Dian n Rd n Dr Garde d er Ave Tracy Dr i Rd Lawrence Rd Lutz Ln nville Rd r Dr N llage D Linderm rton Pl Vi Donat l Church Rd Summit St St Sherwood d Bethe Paxton Dumba ry Ave W

Orchard Ave Leno Surry Woods Rd Seneca R x Dr H r Graeser Ave Rd i Libra gbee r Rd Dr Comanche Rd r st Rd nsue D Apach Slate Sa e Rd llis Rd Hillcre Broad St i Jonathan D W Arapahoe R Church Rd Lytle Rd d Oakhurst Rd rest Dr ood Rd ood Ro

w lling Green Dr

thel C e Dr e e Blvd e Rd redAcr

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ld Rd Orchardhler Dr Br Ba Linhart Dr reenwa Texas Av G Tisc Alton Dr Sylvan Rd iew Rd Hund e Eastv E Pa Bertha St On n Dr M Leis Ln Aljea rk Dr adison Av e

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Blvd s Rd Dr Johnston Rd Cl eill O N t a r t Rd rene Dr Sa Holly Hill Dr ores rah S F ry Rd Dr Gree t Myrna Dr n r briar R ibra d L land h Maplevue Dr As ahela Ave

Mimosa D arkridge Dr ista Glen Dr V Monong P Cork Dr w Terrace Rd l Dr Corral Ct Iris Sout Grandview Dr Sarvis Dr Clark Ave Saddlebrook Dr Glen Hil th Dr Willo Dashwood htown Rd hampton Dr i Highfield Rd Dr Happy Hills Keysto Sm ne Dr Palomino Dr r Mc Murray Rd Tidewood DTidewood Wilso D Gal Dubl n Dr Penwood Ct Lepr Dr r way Dr n D in gs School Rd Fruitwood Dr echaun Wil Kin R Pudd Horseshoe Dr low ing S Bria T d tone Dr r rale Gl

e Dr en Dr Dalm McMurray Rd Lim Dr Ln r Dorlyn Copsewood Dr estone Dr ge Rd d ce Ave Hollydale Dr atian Dr Colonial ve e A San d cky Ri ier Dr stone o Walla Boulder D R Long Ave Ct yer Av Barnes Grand Ridge Dr State Bo Fox Terr

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d Mu Walkshed

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Connectivity 47 Figure 12: Walkshed Map for Significant Places

Ri

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t Stuar ss Rd VillaHav Fort C St. Clair Hospital Outpatient Center Bro Hor ught ning Rd Ke o on R vin Dr Diann Dr uch Gard d

Rd Tracy Dr enville Rd ermer Ave ti Rd Lutz Ln ist Rd n Pl ch Rd nd i nce Rd o apt N mit St L Village Dr Dona Sum B St Sherwoo W axton Dr wre ve P Bethel Chur La Ave umbart D

Orchard Le n Surry Woods Rd d Rd o Seneca Rd Higbee Dr Graeser x Dr Library A r Comanche Rd ter Rd t Rd Ave a s Rd res ansue Dr i Apache Rd llc Sl S Hi Broad St Jonathan D Will Ch

Arapahoe Rd Dr re Oakhurst Rd Municipal Building ur Rolling Green Dr

ch Ac d Blvd art Dr side R h Brook Bethel Crest Dr Community Center dre d d ler Rd Orchardh Dr Lin T isc Greenwald R e T Alton Dr Syl xas Ave Rd ghtwood van Rd tview Rd E

Eas Park Bri Bertha St Ln OneHun Aljean Dr Ave Madis Leis

d S Park Rd

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Thor Cres ock St Ave tview Dr aklyn R Blvd Heml O l a Progres Drake Rd nwood Dr Corr Cy Industri Cedar St press Dr ChessbriarBarlyn Rd L Main St Stolt igan ogan Ent Flo One Hundred Acre D s D t Blvd Cherry S rid z Rd r e St rprise Blvd Dr Rd a Glenrock Dr MunroeAnn Ave Beverly Ct W Falla Dr Twi Patterson Rd n etta Hills R Rd d nston Dr Joh Clarene Dr O Neill Dr r t Rd Sa Holly ores rah St na D F Greenbri Hill Dr Myr ar Rd and Dr Dr Library Rd a Dr s len ve idge Dr Maplevue Dr Ashl mo

onongahela A Ave Mi Vista G M Parkr Co rk Dr rk d llow Terrace Rd Corral Ct Irisht S Grandvie Sarvis Dr out Cla Sad Glen Hill Dr Wi Dashw hampt w Dr dlebrook Dr Highfield ood Dr own Rd Happy Hill Keystone Dr Smith Dr P r alomino Dr Mc Murray R on Dr Tidewood DrTidewood Wilson Dr Galway Dr Dublin Rd oe D Leprechaun Dr s Dr Rd h ol Rd s Penwood Ct e Frui Willow Glen Dr Kings Scho P Hors t udding Stone Dr Brian Dr wood Tra D lee r Dal McMurray Rd Ln Limes D Dorlyn Dr Copsewo r matia Hollydale Dr tone Colonial

Sandstone Dr r Dr o n Wallace Ave d Dr Boulder Dr Rocky Ridge Rd Dr Long Ave C arnes Ave t B Grand Ridg State Rte 88 Boyer Ave e Dr Fox Terrie

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Blu Bo eston n Montour Trail Clifton R Mu Iron Run Rd Ai ber e Dr Map d redale Dr le S ! idge Rd Significant Places Brush Ru pring Cocker s Rd ay Ave r D r Mur Walkshed 5 minutes Ber Braun Rd rington Ct

rishtown Rd I 10 minutes Betsy Dr Churchill Rd N Castle Dr Sidewalks

48 Blueprint Bethel Park Figure 13: Composite Walkshed Map

Richard Dr

Connor Rd

Lucille Dr Wells Dr Lincoln Elementary Valley Dr Caswell Dr

Abbeyville Rd Mollyhill Park Hillside Dr Hamilton Rd Windsor Pl Prescott Dr Highland Rd Oregon Trl Santa Fe Dr Hillcrest St US Hwy 19 Superior St Village Green Park Millennium Park

Stuart St VillaHaven Dr Fort Couch Rd Broughton RdHorning Rd UPMC Field Sylvania Dr Kevin Dr Diann Dr Gardenville Rd Milford Dr Tracy Dr Lutz Ln Lawrence Rd

Summit St N St Lindermer Ave Village Dr Donati Rd Bethel ChurchIndependence Rd Middle School Paxton Dr Pine Tree Park Surry Woods Rd Seneca Rd Oak Tree Park Center St Slater Rd Higbee Dr Graeser Ave Comanche Rd Broad St

Apache Rd Church Rd Sansue Dr Hillcrest Rd Bethel Park High School Arapahoe Rd Lytle Rd Jonathan Dr South Park EntrancesWillis Rd Oakhurst Rd Rolling Green Dr

Windgate Rd Peter Page Park Baptist Rd Linhart Dr Brookside Park Greenwald Rd Montour Ave Sunnyside Rd Eastview Rd BrightwoodRd E Park Dr Bertha St OneHundred Dr Acre Aljean Dr Leis Ln

Sylvan Rd ParkAve Lento Blvd S Park Rd Appel Rd Altherton Dr Crestview Dr Franklin Elementary Drake Rd Memorial Elementary Main St South Park Cypress Dr Cedar St ChessbriarBarlyn Dr Rd Industrial Blvd Stoltz Rd Corrigan Dr Florida Ave Logan Rd Cherry St

Glenrock Dr Beverly Ct Patterson Rd Miner's Memorial Park Falla Dr Twin Hills Rd

Johnston Rd Clarene Dr O Neill Dr Wilamit Dr Sarah St Holly Hill Dr Thornwood Dr Montour Trail Greenbriar Rd Myrna Dr Ashland Dr Maplevue Dr Library Rd Significant Places Birch Tree Park Delaware Ave 5 minutes Washington Elementary Mimosa Dr Cork Dr Corral Ct Irishtown Rd Elm Tree Park Grandview Dr Sarvis Dr 10 minutes Clark Ave Saddlebrook Dr Dashwood Dr Willow Terrace Rd Highfield Rd Keystone Dr Smith Dr Recreation Mc Murray Rd Tidewood DrTidewood Hull Dr Wilson Dr Galway Dr Dublin Rd 5 minutes Leprechaun Dr

Glen Hill Dr Penwood Ct Barnwood Dr Fruitwood Dr Willow Glen Dr Kings School Rd 10 minutes Horseshoe Dr Brian Dr Tralee Dr Armstrong
”— " Schools

Dalmatian Dr McMurrayTrailhead Rd Allandale Dr Limestone Dr Dorlyn Dr Copsewood Dr Hollydale Dr Colonial Ln Schools Sandstone Ct

Shamrock Park Grouse Run Wallace Ave 5 minutes Boulder Dr Rocky Ridge Rd Long Ave Barnes Ave Grand Ridge Dr State Rte 88 Boyer Ave 10 minutes Stonewood Dr William Penn Elementary Bluestone Dr Local Commercial Nodes

Clifton Rd Murray Ave Iron Run Rd Maple Springs Rd Collie Dr 5 minutes Brush Run Rd Cocker Dr Boxer Dr Boxer 10 minutes

Murray Ave Transit Stops Simmons Park Braun Rd 5 minutes

Irishtown Rd Betsy Dr Churchill Rd 10 minutes N Castle Dr Sidewalks

Connectivity 49 Figure 14: Walkshed Composite Heat Map

Each shape in this map represents a five- or 10-minute walkshed from one of the attractions shown in the previous set of maps. Stacked together, the layers show concentrations, with the darkest colors showing where land uses have the greatest demand for sidewalks in Bethel Park.

Existing sidewalk network

N

50 Blueprint Bethel Park Figure 15: Priority Sidewalk Connections: School Areas

School Location Priority Reason

Abraham Valley at Melia toward Lucille Secondary Connect to existing sidewalk Lincoln Lucille at Melia toward Valley Secondary Connect to existing sidewalk Andrea toward school Primary Connect to existing sidewalk Hamilton at Marge toward Cool Springs property Secondary Make connection to future sidewalk network Benjamin California at Oneill toward South Pennsylvania Primary Franklin South Pennsylvania at Floridia toward existing sidewalk on Primary FL. South Pennsylvania Primary Connect existing sidewalk to school West Munroe at California toward Brightwood Primary Connect existing sidewalk to school Annetta at Fera toward West Munroe Secondary West Munroe at Clark toward Denise, Denise Secondary Connect existing sidewalk to school Denise at Florida toward West Munroe Secondary Connect existing sidewalk to school Bethel Park Oakhurst at Marbury toward Greenwald Secondary Connect existing sidewalk to school High School Oakhurst at Carlton toward Greenwald Secondary Connect existing sidewalk to school Greenwald at Marbury toward Church Secondary Connect existing sidewalk to school Bethel Church toward Church Primary Connect existing sidewalk to school George Brentwood Bank sidewalk down South Park to Parkridge Secondary Connect existing sidewalk to school Washington South Park at Parkridge to Turngate at Maplevue Secondary South Park at Parkridge to Maplevue at Parkridge Secondary Ashland at Maplevue toward walking path Primary To connect to existing pathway Memorial Drake at South Park to South Park at Patterson Secondary Connect neighborhood commercial to school Patterson at South Park to South Park at Chessbriar Secondary Connect neighborhood commercial to school Block covering South Park, Thornwood, Elderwood and Primary Connect block to school entrance and pathway Chessbriar Neil McPherson at Phillippi toward walkway Primary To connect Long and Phillipppi to existing pathway Armstrong Centerman at Boyer toward school Secondary Sidewalks would be ideal here if there were a pathway on the property.

Centerman at Murray toward school Secondary Centerman connecting Murray and Boyer Secondary Bethel Green, Wallace and pathway to school Secondary Connect neighborhood to school William Copsewood at Oak Park toward school Primary Connection from sidewalk to walking path. Penn Copsewood at Oak Park toward walking path Primary Clifton to Irishtown Intersection Secondary Connection between school and neighborhood commercial district Clifton at Irishtown to Copsewood Secondary

Connectivity 51 Figure 16: Priority Sidewalk Connections: “T” Stops

Location Priority Users

South Hills Village Station Primary 1,859 Average Weekday Ons 2017 - Inbound 1,563 Average Weekday Offs 2017 - Outbound Dorchestor Secondary 57 Average Weekday Ons 2017 - Inbound 54 Average Weekday Offs 2017 - Outbound Bethel Village Secondary 79 Average Weekday Ons 2017 - Inbound 93 Average Weekday Offs 2017 - Outbound Highland Tiertiary 45 Average Weekday Ons 2017 - Inbound 46 Average Weekday Offs 2017 - Outbound Casswell Tiertiary 26 Average Weekday Ons 2017 - Inbound 27 Average Weekday Offs 2017 - Outbound Washington Junction Primary 695 Average Weekday Ons 2017 - Inbound 688 Average Weekday Offs 2017 - Outbound Hillcrest Tiertiary 36 Average Weekday Ons 2017 - Inbound 43 Average Weekday Offs 2017 - Outbound Lytle Primary 397 Average Weekday Ons 2017 - Inbound 367 Average Weekday Offs 2017 - Outbound Mesta Tiertiary 26 Average Weekday Ons 2017 - Inbound 24 Average Weekday Offs 2017 - Outbound South Park Secondary 49 Average Weekday Ons 2017 - Inbound 48 Average Weekday Offs 2017 - Outbound West Munroe Tiertiary 27 Average Weekday Ons 2017 - Inbound 22 Average Weekday Offs 2017 - Outbound Sarah Tiertiary 34 Average Weekday Ons 2017 - Inbound 26 Average Weekday Offs 2017 - Outbound Logan Secondary 60 Average Weekday Ons 2017 - Inbound 43 Average Weekday Offs 2017 - Outbound Kings School Primary 55 Average Weekday Ons 2017 - Inbound 45 Average Weekday Offs 2017 - Outbound Beagle Tiertiary 27 Average Weekday Ons 2017 - Inbound The planning 23 Average Weekday Offs 2017 - Outbound process identified Sandy Creek Tiertiary 28 Average Weekday Ons 2017 - Inbound serious pedestrian safety issues along 21 Average Weekday Offs 2017 - Outbound King’s School Road. West Library Primary 159 Average Weekday Ons 2017 - Inbound 134 Average Weekday Offs 2017 - Outbound

52 Blueprint Bethel Park Figure 17: Priority Sidewalk Connections: Commercial, Civic and Other Significant Areas

Site Location Priority Reason

Municipal Bethel Crest Dr Secondary Connect Bethel Crest residential area to Municipal Building Building Community Brightwood Rd, South Park Road between Brightwood Primary Increase safety and appeal of walking between Center and Park Ave destinations within the area Ohio St Tertiary Connect residential to Library Rd sidewalk Park Ave south of South Park Tertiary Connect additional residential to Community Center Bertha St Tertiary Connect residential to Library Rd sidewalk Library Rd Primary connect to existing sidewalk South Hills Pickwick Dr between Avon & Stratmore Secondary Connect residential to commercial area Village Stratmore Ln between Pickwick&Graeser Secondary Connect residential to commercial area Most of Donati Rd Secondary Connect residential to commercial area Oxford Dr Secondary Connect residential to commercial area Highland Rd Tertiary Connect residential to commercial area Sprucewood Dr Tertiary Connect residential to commercial area Millennium Hillside Dr Tertiary Connect residential to commercial area Shops Ridgeway Dr Tertiary Connect residential to commercial area Robert Dr Tertiary Connect residential to commercial area Molenaur Dr Tertiary Connect residential to commercial area Valley Dr Tertiary Connect residential to commercial area Railroad St Secondary Connect residential to commercial area South Park Baptist Rd between Library Rd& Higbee Dr Primary Connect residential to commercial area Shops Slater Rd Secondary Connect residential to commercial area Rolling Green Dr Tertiary Connect residential to commercial area Wal-mart/Giant Paxton Dr Primary Connect residential to commercial area Eagle Lennox Dr Tertiary Connect residential to commercial area Broughton Rd Secondary Connect residential to commercial area Hillcrest Plaza Library Rd between Bethel Church and Brightwood Rd Primary Connect residential to commercial area Lindermer Ave Secondary Connect residential to commercial area Rutherford Drake Rd Secondary Connect residential to commercial area Market Patterson Rd Secondary Connect residential to commercial area

Connectivity 53 Figure 18: Priority Sidewalk Connections: Recreation Attractions

Attraction Location Priority Reason

Millennium Park Baptist Rd Primary Connect to existing sidewalk Hillside Dr Secondary Connect recreation to Library Rd and residential areas Miner’s Park Cherry St Secondary Connect park to existing sidewalk Willow Street Tertiary Connect residential to recreation Elm Street Tertiary Connect residential to recreation Hemlock Street Tertiary Connect residential to recreation and existing sidewalk Main Street Primary Connect sidewalk to other sidewalk network Mollyhill Park Santa Fe Dr Secondary Connect residential to recreation Overhill St Tertiary Connect residential to existing sidewalk Wells Dr Tertiary Connect residential to recreation Casswell Dr Tertiary Connect residential to recreation Willowheath St Tertiary Connect residential to recreation Simmons Park Clifton Rd Primary Connect existing sidewalk to park Airedale Dr Secondary Complete rest of sidewalk on street Cocker Dr Tertiary Connect residential area to park Montour Trail Logan Rd leading to Irishtown Rd Primary Safer access for nearby residents Irishtown Rd between Vista and Logan Primary Safer access for nearby residents South Park South Park Rd between Brightwood and Corrigan Primary Connection between “downtown” area and park Crossing to park from Library Road at Stoltz Road Primary Safer access for nearby residents Crossing to park at Twin Hills Road entrance Primary Safer access for nearby residents

54 Blueprint Bethel Park Sidewalk network policy aims In selecting, funding and designing sidewalk expansion and improvement projects, the municipality should employ a fair, transparent policy based on identified needs and community values. Comprehensive plan input can guide the policy, as public engagement throughout the process identified strong support for the following needs: • Provide students a healthy, safe and expedient walk to school • Provide pedestrians another mode of transportation to get to community amenities including parks, community destinations and commercial areas • Provide senior citizens an opportunity to walk safely in their neighborhoods • Link points of interest within the municipality School Zones Although the Bethel Park School District started to offer bussing in late 2018 for elementary, middle and high school students who live within 1.5 miles of school (who previously were required to walk), the municipality should offer safe routes to school for those who would like to walk. Walking to school has proven health, emotional and social benefits for kids, and increased pedestrian activity benefits the community.

Recreation Zones Public outreach revealed a strong desire to increase safe routes to access the Montour Trail from nearby neighborhoods. Walking along Clifton Road, for instance, is unsafe. Additionally, community parks like Simmons and Village Green are lacking in access and safer routes for residents. One of the results of the 2016 Parks Assessment was the desire for more access to park and recreation facilities.

Transit Zones Bethel Park has 18 Port Authority light rail stops. Increasing safe, appealing pedestrian access to stations will benefit residents who live nearby and could walk, potentially freeing up space at the park and ride facilities to accommodate more transit users.

Commercial and Community Amenity Zones Some of the commercial properties throughout the municipality have sidewalks, but in other places the infrastructure is sporadic and can lead to nowhere. Having a well- connected network encourages residents and visitors to spend more time exploring local retail and services, and it increases the safety and appeal of walking to community features such as the library, community center and other facilities.

Connectivity 55 Action Adopt and implement a Sidewalk Petition Program. Cost With the understanding that the Sidewalk Priority Map recommended in Action $$$ 2a focuses on the areas surrounding community amenities, transit, schools 2b Timeline and commercial nodes, the municipality should also provide a means by which residents can establish support for and formally request sidewalk improvements  within neighborhoods. For example, Greensboro, NC authorizes sidewalk installation on low-speed local streets according to receipt of petitions from residents living in the vicinity showing at least 51% in favor. Such a program would help Bethel Park officials determine where neighbors want sidewalks versus where, for reasons of maintenance demands, low density or lack of space, residents are not in favor.

Evaluate similar policies in other communities to determine what standards and procedures would be appropriate for the municipality. Determine a fair, transparent ranking and selection process for submitted petitions that fits within the municipality’s overall sidewalk expansion program. Formally adopt and establish the program. Publicize the program through typical channels, as well as through outreach to groups that may have interest.

Benchmark 2b • Policy adoption • Applications submitted, approved

Action Review and update Subdivision and Land Development Ordinance for Cost consistency with sidewalk best practices. $ 2c Ensure that municipal regulations set a high standard for quality design and Timeline require sidewalk installation where it is needed.  Review the ordinance and consider concept suggestions in the Implementation Tools chapter for inclusion. Avoid granting waivers, especially on the basis of expected low pedestrian activity. For sites where physical hardship would make sidewalk installation infeasible, allow applicants to provide equal or greater pedestrian accommodation through amenities such as off-street trails.

Benchmark 2c • Ordinance update • Number of waivers granted

56 Blueprint Bethel Park Strategy 3: Make active transportation choices easier, safer and more pleasant.

Action Develop and adopt a Complete Streets ordinance. Cost A Complete Streets policy is one that considers the needs of all users — of all ages $ and abilities, whether driving, walking, cycling or riding transit — in planning, 3a Timeline designing, operating and maintaining safe and functional roads and rights-of-way as required to improve the existing network and support development.  This takes different forms in different urban, suburban and rural contexts: Beyond sidewalks and bike lanes, which are appropriate in specific settings, considerations could include transit stops, active road shoulders, crossing opportunities, medians, curb extensions, making pedestrian signals accessible, streetscaping, landscaping, reconfiguring vehicle lanes or other elements. Adopting such a policy allows Bethel Park to formalize a goal and guidelines to create a connected network for all modes of travel.

Connect with any interested local advocates and stakeholders as well as regional groups interested in active transportation (SPC, Bike Pittsburgh) for input. Review existing adopted policies to determine which provisions are appropriate for Bethel Park. Craft, introduce and adopt Complete Streets ordinance. Consider using “context zones” to define ideal conditions for each type of area within Bethel Park. Streets within quiet residential neighborhoods, for instance, should have features and character different from commercial corridors with heavy truck traffic. Pedestrian lanes such as this make low-density areas more safe and appealing for residents Benchmark 3a on foot. — Rendering: Alta • Adoption, Planning + Design implementtationation of ordinancence • Mode shift,t, viavia Census (smallermaller percentagee ofof people drivingving alone to wwork)ork)

ConnectivityConnectivity 57 The math of moving people

Street space is a valuable limited commodity, so care should be taken to use it efficiently. Shifting trips to more efficient travel modes is the most direct way to upgrade the performance of this space. Capacity is typically judged by the speed and volume of vehicle traffic, but considering its throughput of people offers a more complete picture of how people move around. The following graphic illustrates the capacity of a single 10-foot travel lane by mode at peak conditions with normal operations. Space dedicated to the “T” has the greatest potential for efficiently conveying people through Bethel Park (subject to the frequency of Port Authority service and capacity of trains), though shifting people from driving alone to any other mode increases efficiency and mitigates vehicle congestion. — NACTO

58 Blueprint Bethel Park Action Work with the Port Authority to advance transit-oriented redevelopment. Cost The Port Authority of Allegheny County published Transit-Oriented Development $ (TOD) Guidelines in 2016 that underscore the agency’s commitment to good 3b Timeline design that attracts residents to neighborhoods and riders to transit stations. The Authority represents a strong partner in redeveloping targeted, transit-adjacent  areas of Bethel Park as thriving walkable mixed-use neighborhoods. In general, TOD has an aim of maximizing space within walking distance of transit facilities to integrate a balance of residential, commercial and leisure uses, creating compact, active neighborhoods with safe and inviting public spaces.

Engage the Port Authority as: • A sponsor for joint development of sites connected physically or functionally to light rail stations • A stakeholder for any redevelopment occurring within 1/2 mile of current or future light rail stations • An advocate and resource for transit-oriented design Incorporate principles and design suggestions from Port Authority’s Transit- Oriented Development Guidelines in any major municipal (or partner agency) project within 1/2 mile of a “T” station. Incorporate these principles and design suggestions for areas within 1/2 mile of a “T” station in a Zoning Ordinance update, potentially through creation of a TOD overlay. Advocate for redesign and improvement of existing “T” stations and nearby features for pedestrians. (Examples: Add crosswalks to South Hills Village garage entrance, make all stations accessible and comfortable.) Seek opportunities for parcel acquisition to facilitate TOD projects.

Benchmark 3b • Zoning Ordinance update • TOD projects underway or complete

The southbound “T” platform at South Park Road is not especially recognizable as a modern light rail station.

Connectivity 59 Port Authority’s TOD Guidelines include illustrative design suggestions specific to Lytle Station and South Hills Village.

Full versions of these pages appear in the Appendix.

60 Blueprint Bethel Park Action Extend the trail network within Bethel Park, with a particular emphasis on Cost connecting the Montour Trail with local destinations and other pedestrian and $ bike thoroughfares. 3c Timeline Bethel Park benefits tremendously from connection to the Montour Trail, the nation’s longest suburban rail trail. The system spans 63 miles, including its four  branches, and connects with the Great Allegheny Passage and Panhandle Trail. The Bethel Park Branch of the Montour Trail traverses 2.8 miles from the Peters Township section of trail to the Logan Road trailhead. The Montour Trail Council, the active volunteer base responsible for the trail’s development and maintenance, has proposed creating trailway through Central Bethel Park to Cool Springs. Land assembly efforts promise to be challenging, but public feedback received during the planning process suggests that further extending and connecting the trail is highly important to residents.

Partner with the Montour Trail Council to actively assist planning, site control, design and installation for proposed trail extensions. Adopt an Official Trail Map to preserve first right of refusal for any land that becomes available in an area prioritized for future extension or connection. Promote trail volunteerism by including Montour Trail Council information on municipal website and any newsletter/email dissemination

Benchmark 3c • Land/right-of-way acquisition • Length of new trail

The many benefits of community trails

• Trails promote increased physical activity and improved public health. • Trails are a desired local amenity often associated with higher property value, especially when a trail is designed to provide neighborhood access and maintain residents’ privacy. • Trails can generate business impacts and create new jobs by attracting visitors. • Local trail users often use community trails multiple times per week, and trails are a valuable part of residents’ quality of life. • By providing a safe means of travel for bikers and pedestrians, a multi-use trail design provides an alternative to vehicle travel that is emission and cost-free. • Flood risk decreases where wetland areas and floodplains are protected and allowed to function naturally. — railstotrails.org

Connectivity 61 [This page left intentionally blank]

62 Blueprint Bethel Park Figure 19: Trail and Greenways Map

Mollyhill Park Baptist Rd

Village Green Park Millennium Park

Broughton Rd Fort UPMC Field

Couch Rd

Pine Tree Park Bethel Church Rd Oak Tree Park

Brookside Park Peter Page Park Park Avenue Field

Missing link South Park

Miner's Memorial Park

S Park Rd

Birch Tree Park

Elm Tree Park

Mc Murray Rd Shamrock Park

Library Rd

Proposed Trail Extension Simmons Park Existing Montour Trail Municipal Parks N Other Designated Greenways

Connectivity 63 Vibrant Core

An attractive, walkable downtown area with commercial diversity and regional draw

Nearly two-thirds (63%) of respondents to a plan survey indicated that it is “very important” or “extremely important” for Bethel Park to develop to district in the style of a traditional downtown, with buildings uniformly fronting a sidewalk and a variety of We need a downtown. A destinations located in close proximity, somewhere that “place to gather and for is easy to navigate on foot. From the earliest stages of the planning process, community. the most obvious candidate location for this type of development has been the vicinity of Brightwood Road - Survey response and West Library Avenue between the Lytle Station park-and-ride and South Park Avenue. The area is saturated with community amenities, including three light rail stations, the Municipal Building and Library, the Community Center and nearby recreational features (including the splash park under development). It The most advantageous time for Bethel Park to have is home to small-scale local businesses, including ” calibrated its regulations to encourage traditional the iconic Bethel Bakery, as well as sites with future downtown development was 50-60 years ago. The redevelopment potential. second best time is now. Setting the initiative in motion From an urban design perspective, West Library involves steps that are relatively inexpensive for the and Brightwood also have good traffic level-of- community (revising ordinances, building coalition), service ratings, meaning that feasibility is high for followed by steps that will require partnership reconfiguring the lanes to add sidewalks, parking lanes, (infrastructure design and installation, marketing) and landscaping or other traditional downtown elements. proactive possibilities for big impact (site acquisition, Brightwood Road has a 50-foot right-of-way, some of enhancing attractions, staging events, etc.). which is currently covered by private parking.

64 Blueprint Bethel Park Reimagining Brightwood Road Existing conditions

2 4 1 3

1 Undefined parking along shoulder, scruffy vegetation 3 No sidewalk 2 Block is roughly 1,000 feet long: Cross at own risk 2 No access control via curb, a free-for-all

Enhancing walkability

1 2 3 5 4

6

1 Trees every 15-30’ (except in front of business doors) 4 Additional parking lane 2 Mid-block ped crossing with bump-outs 5 Zoning change removes minimum setback requirement 3 15’ sidewalk on business side, 5’ on “T” side 6 Shared driveways, limited curb cuts for continuous sidewalk

Vibrant Core 65 HIGH PRIORITY Strategy 1: Ensure that local regulations enable a downtown retrofit.

Action Update the Zoning Ordinance to allow for traditional downtown mixed-use Cost development. $$$ 1a All of the model districts considered during the planning process would be Timeline illegal to build using Bethel Park’s current Zoning Ordinance. Oakmont’s Central Business District was a commonly cited point of comparison, as like the West  Library/Brightwood corridor, it includes two parallel roads bifurcated by a railway. However, buildings in Oakmont’s CBD line the sidewalk. Bethel Park’s ordinance requires that buildings in this area be set back at least 50 feet.

Recalibrate dimensional requirements in the Zoning Ordinance for this area, such as setback, height, minimum floor area, etc. (It may require redefining the existing zoning district or carving it out as an additional district.) Incentivize mixed-use buildings with upper-floor residential and active ground-floor uses. Limit scale of uses. Re-evaluate parking provisions, including mimimum stall requirements, location and design of facilities, as well as shared parking. Provide design guidelines to illustrate and encourage desired quality of place. (Note: If considering using form or performance as a primary organizing principle of a Zoning Ordinance update, as discussed later in the report, it would be especially appropriate in this district.)

Benchmark 1a • Zoning Ordinance update

66 Blueprint Bethel Park Retrofitting a downtown Public outreach for the plan, as well as conversations with property owners in the vicinity of Brightwood Road and West Library Avenue between the Lytle park- and-ride and South Park Avenue, identified features that would be desirable for a traditional walkable downtown area in Bethel Park.

The central business district in Brightwood and South Park Oakmont Borough emerged as an obvious point of comparison for this area, as it is also suburban in nature and bifurcated by a rail line. Some key attributes of Oakmont’s district that could benefit the Brightwood/West Library vicinity include: • Limited curb cuts • Coordination/easement Allegheny Avenue, Oakmont with rail owner for planting • Build-to line at sidewalk • Parking protected with curb extensions at mid- block crossings • Outdoor patio dining • Community features (railroad pavilion)

Public survey: “If such a district were to take shape, which of the following features do you think would be important to its success? (Select all that apply.)”

Continuous safe, accessible sidewalks

Adequate parking

Redesigning confusing intersections

Street furniture (benches, lighting, planters)

Street trees

Bicycle infrastructure

More curbs/access control

Creating more pathways/shorter blocks

Other

Sense of enclosure, buildings close to street

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Vibrant Core 67 Action Identify and address any provisions of the Zoning Ordinance, Subdivision and Cost Land Development Ordinance (SALDO) or other local regulations that conflict $$$ with the development of a traditional downtown pattern in this area. 1b Timeline Local land uses ordinances are very powerful tools for shaping the built environment. Just as large minimum lot sizes and deep minimum setbacks in  the Zoning Ordinance control density, the SALDO can require certain dimensions within the public right-of-way that control the appearance and function of streets in ways that conflict with local goals. The first step in enabling creation of a traditional downtown in Bethel Park is making sure local regulations set the table for desired outcomes.

Review and evaluate zoning and SALDO best practices for traditional downtown development at the scale and character desired for Bethel Park. For instance, considerations might include: • Incentivizing/requiring shared driveways to reduce drive aisle conflict points • Controlling the types, number and size of signs • Prohibiting the use of space between a building frontage and the street for parking • Prohibiting franchise architecture • Requiring screening for service/trash areas • Providing for sidewalk cafes • Creating a streamlined pre-approval process for desired building types Complete SALDO updates for consistency with the Comprehensive Plan and Zoning Ordinance.

Benchmark 1b • SALDO update

68 Blueprint Bethel Park Strategy 2: Accelerate redevelopment of the target area as a traditional downtown.

Action Transform the public right-of-way. Cost Currently, public space along both Brightwood Road and West Library Avenue is $$$$ functioning far below its potential. In the block immediately north of South Park 2a Timeline Road, where Bethel Bakery is located, the public right-of-way spans 50 feet. This is sufficient to support two parking lanes, a vehicle lane in each direction, and  a wide sidewalk. West Library Avenue, where the right-of-way is 40 feet, could include a dedicated bike lane as well as two-way vehicle traffic and a natural buffer from the rail tracks. Redesigning these streets can completely change the way they are used, making them a safe, inviting and interesting place to spend time. Local investment in this change would see returns, not only in intangible forms such as community pride and excitement, but also in the form of elevated land values in the improved area. Complete the area traffic study (currently underway by Carnegie Mellon University’s Smart Mobility Challenge and Mackin) to determine feasibility of lane reconfigurations. Research potential funding sources (see Appendix) and seek support for the design and implementation of lane reconfigurations and streetscaping, to include as deemed appropriate: • Pedestrian/bicycle facilities • Lane reconfiguration • Crosswalks • Lighting • Landscaping and street trees • Street furniture (trash/recycling cans, benches, etc.)

Benchmark 2a • Completion of traffic study • Project conceptualization and grant application • Issue RFPs for design, construction • Project completion

Vibrant Core 69 Brightwood Road Street cross-sections The following images present conceptual options for reconfiguring W. Library Ave the right-of-way for Brightwood Road and West Library Avenue. While preliminary traffic analysis indicates that either of the two roads could be converted to one-way vehicle travel (to further free up space for wider sidewalks, dedicated bicycle infrastructure or angled parking), maintaining two-way traffic represents a means of traffic calming as well as more incrementally transitioning users to a pedestrian-centered public realm. Brightwood Road in particular should become a safe and attractive place to walk, shop and linger, enhanced by lighting, street trees and bump-outs at mid-block crosswalks.

50’ right-of-way < “T” tracks businesses > Brightwood Road looking north

7’ parallel 10’ drive 10’ drive 7’ parallel 5’ sidewalk 11’ sidewalk parking aisle aisle parking

40’ right-of-way < Homes, church “T” tracks > West Library Avenue looking north

10’ drive 10’ drive 8’ green 6’ sidewalk 6’ bike lane aisle aisle buffer

South Park Road

70 Blueprint Bethel Park Action Energize the area’s transformation. Cost There are plenty of fun, exciting ways to engage residents and local property $-$$ owners in taking ownership of the creation and improvement of a downtown 2b Timeline district. In many cases, these undertakings are relatively low-cost and require mostly efforts to organize and coordinate programs and events. 

Convene a group of local property owners to help steer the process. This group could eventually become a Business Improvement District that plans and funds maintenance and improvements. At least initially, it should be involved with plans for how the area should look and function. Prior to any lane recongfiguration or streetscaping construction, launch a “tactical urbanism” project to generate interest in and feedback for the project. Tactical urbanism is typically a low-cost temporary pop-up project with a goal of changing how a place is perceived. Such a project could involve a temporary take-over of space with a means for collecting input, as in the case study below. Work with interested stakeholders or agencies (Chamber of Commerce, property owners’ group, economic development agencies) to name and market the downtown district. ... continued

Case study: Tactical urbanism in San Marcos

In 2014, the City of San Marcos, Texas, kicked off development of a form-based code with an exercise in tactical urbanism that involved converting two street blocks from one-way to two-way traffic using temporary paint, installing a temporary two-way cycle track, closing a block to create a farmer’s market and creating pop-up parks built onto parking areas. More than 3,000 residents and visitors experienced the project, evaluating its safer streets, local food, public spaces, and worry-free bicycling, all for a mere $1,300, or less than 50 cents a person. — cnu.org

Vibrant Core 71 Plan and annually host an Open Streets event in the target area. As shown in the case studies on the following page, these one-day events have great potential for generating local pride and providing fun, safe ways for residents and visitors of all ages and ability levels to enjoy the community. They also represent an opportunity for creative connections among residents, business owners and cultural outlets. Create a public art program, focused initially on the downtown area with an intention to expand across the municipality. This would involve identifying priority locations, recruiting business sponsors, issuing an RFQ and working with selected artists to create themes and images consistent with community goals.

Benchmark 2b • Formation of local property owners group • Plan and host tactical urbanism event (up to one week), gain feedback on proposed changes • Name concept approved for district • Marketing efforts completed • Plan, host Open Streets event

Buffalo’s public art boom A recent expansion in murals in the City of Buffalo was led by the Albright-Knox Art Gallery, which hired a public art curator and engaged public- and private-sector partners to commission an international cast of artists. The mural at right is Betsy Casañas’s Patria, Será Porque Quisiera Que Vueles, Que Sigue Siendo Tuyo Mi Vuelo (Homeland, Perhaps It Is Because I Wish to See You Fly, That My Flight Continues To Be Yours) — citylab.com

72 Blueprint Bethel Park Reclaiming the streets Open Streets events have grown in popularity locally and nationally, allowing communities to reclaim streets for active transportation, attract visitors and spur local economic activity.

OpenStreetsPGH Hosted by BikePGH, OpenStreetsPGH is a community-building, family-friendly, city-transforming event series held every summer in Pittsburgh. The events connect neighborhoods together with safe spaces where friends and families can experience the best the city has to offer on a summer day. All programs are free of charge and open for all to participate. The annual event brings together tens of thousands on the last weekend of May, June and July to run, walk, bike and skate in some of Pittsburgh’s most iconic streets. OpenStreetsPGH offers something for everyone, from fitness workshops to kids’ activities, shopping, brunch, community arts, and special promotions presented by over 100 local businesses and organizations. Three event hub stages around the routes feature free fitness classes by the YMCA of Greater Pittsburgh providing dance, strength and mind/body workshops. https://openstreetspgh.org/

Philly Free Streets Philly Free Streets is a people-powered initiative of the City of Philadelphia. Managed by the City’s Office of Transportation & Infrastructure Systems, the event temporarily closes streets to cars, inviting people to walk, bike and play. Free Streets Philly provides an opportunity to educate participants on how street design can promote, “healthy, livable neighborhoods,” by making walking and biking in the city easier. Organizers also include educational programming on benefits of good street design. http://www.phillyfreestreets.com/

Open Streets Carnegie Open Streets Carnegie offers residents and visitors an opportunity to see what Main Street looks like without vehicles. The event closes West Main and East Main Streets to allow individuals to choose what they would like to do in a safe environment such as walking, running, biking, skating, etc. Many local and surrounding businesses and organizations offer demonstrations and lessons that will include yoga, dance, physical therapy, skateboarding, bicycling, and other activities, including a scavenger hunt.

openstreetspgh.org

Vibrant Core 73 Prosperity

A strong and diverse local economy supported by healthy neighborhoods

Bethel Park functions both as a traditional bedroom suburb and as a local economy in its own right — most of those who live in the municipality leave for work, and most of those who work here come from somewhere else. It is a community where a strong I believe cooperation sense of local pride unites households who enjoy “between businesses and generally quiet suburban neighborhood life near a full complement of retail and services. local neighborhoods is Because the municipality is largely built out and land is a finite resource, Bethel Park’s focus is on improving tantamount to attracting and redeveloping in ways that maximize value to its residents. As public and stakeholder input indicated, it and maintaining a must also remain mindful of sustaining a tax base with the capacity to support high-quality public facilities and thriving community. services while keeping property tax levies affordable. - Survey response One way of looking at this is to evaluate the expected local revenue, or land productivity, of future redevelopment projects. Revenue-dense development is an alternative to raising taxes or cutting services, and facilitating it can be as simple as strategic zoning updates. walkable development styles tend to yield more” An example is illustrated at right: The large community public wealth and jobs per acre than low-density shopping center anchored by Wal-Mart and Giant development. This suggests that Bethel Park can Eagle is a high-value property at $15.6 million in shape future redevelopment to support future fiscal assessed value, but on a per-acre basis has less assessed sustainability, finding areas where density can fit into value than the Bethel Bakery parcel. Compact, more the neighborhood fabric and produce greater value.

74 Blueprint Bethel Park Shopping Center

Figure 20: Local Assessed Value per Acre Castle Shannon Castle Shannon Mount Lebanon Whitehall

W A R D 5 Acres: 23.4 Assessed value: $15.6M

Baptist Rd AV per acre: $665,812 Local Retail

Baldwin Fort Couch Rd W A R D 8

Upper St. h Rd Broughton Rd Clair Bethel Churc W A R D 4

Acres: 0.24 Assessed value: $204,600 W A R D 7 AV per acre: $857,454

S Park Rd

brary Rd W A R D 1 Li Bethel Park

W A R D 6

W A R D 3

Mc Murray Rd South Park

W A R D 2 W A R D 9 Wards Local Assessed Value per Acre Below< -0.50 average Std. Dev.

Peters -0.50Within - 0.50range Std. of averageDev. 0.50Above - 1.5 average Std. Dev. N Highly> 1.5 Std. above Dev. average Union

Prosperity 75 Figure 21: Retail Analysis for “Suburban Neighborhood” Areas along “T”

— Dover Kohl and Partners

The Market Value Analysis (MVA) map on the following With regard to the local economy and neighborhoods, page show results from a study commissioned for plan outreach indicated that Bethel Park residents Allegheny County in 2016 to describe residential market would like to see: conditions by block group.1 The MVA category of • A wider variety in the types of businesses each block group is assigned according to a formula here. Many cited an oversaturation of auto combining housing indicators such as sales price and parts stores, mattress stores, pharmacies and variance from assessed value, vacancy and foreclosure, storage facilities and a desire for more local age, condition, occupancy and subsidy. restaurants and local retail. This is borne out According to this analysis, Bethel Park’s block groups by market data, shown above, in which the area range in market strength from B (“robust,” with is far overserved by vehicle and parts dealers elevated values and little distress) to E (“steady,” and underserved by eating and drinking with slightly low-than-average values and less new establishments. construction). In other areas of Allegheny County, block • Removal of blight, both commercial and groups range further downward to H and I, “distressed.” residential. Commercial blight was a commonly All told, Bethel Park’s neighborhoods fall within the cited problem, with many respondents pointing upper half of markets countywide. out that businesses look “run down.” Metrics such as MVA can help inform policy, providing • A facelift for the Industrial Park. information to more effectively assign different types of • Ensuring that economic development is in interventions (or non-interventions) to areas based on sync with community character and attractive their characteristics. For instance, some communities to families looking for a place to live in the target weaker-market neighborhoods for programs South Hills. and resources such as rehabilitation assistance and redevelopment, and some seek to broaden • Maintaining a diverse, high-quality housing access to housing opportunities in stronger-market stock that can meet the changing needs of neighborhoods. current and future residents.

1 “Allegheny County Market Value Analysis (MVA).” Reinvestment Fund, July 2017. Available at www.alleghenycounty.us/ economic-development/docs/

76 Blueprint Bethel Park Figure 22: Market Value Analysis Map Castle Shannon Castle N Shannon Mount Lebanon Whitehall

W A R D 5

Baptist

R d Baldwin Fort Couch Rd W A R D 8

Upper St. Broughton Rd Clair Bethel Church Rd W A R D 4

W A R D 7 Steady market “C” markets have above- ark Rd average housing values, S P about average levels of Bethel Park new construction, have Library Rd high levels of owner W A R D 1 occupancy and experience little housing distress.

W A R D 6

W A R D 3

Mc Murray Rd South Park

W A R D 2 Wards W A R D 9 Allegheny County MVA 2016 A Robust markets B Robust market C “B” marketsPeters have elevated housing D Steady markets values, experience substantial amounts E of new construction, have high levels of Non-residential owner occupancy, and experience little Union housing distress. Outside of extent: F and G “Transitional markets,” H and I “Distressed markets”

Prosperity 77 Strategy 1: HIGH PRIORITY Formalize municipal redevelopment efforts.

Action Evaluate establishing a Municipal Economic Development Authority. Cost Organizing a municipal authority focused on redevelopment and economic $ development in Bethel Park represents a tool that could help accelerate these efforts. Timeline 1a Depending on how the authority is set up, it could initiate and fund a wide variety of projects, including public infrastructure as well as commercial or mixed-use  development. Reasons why municipalities choose to organize authorities for such purposes include: • Delegating oversight of a complex function to a group of citizens spreads the responsibility and workload for providing public services to a wider base in the community • An authority can raise and spend money without reference to the immediate wishes of the electorate: Removal of authority’s business from popular control allows it to make decisions that benefit the public in the long term but may be unpopular in the short term • Ability to attract and involve well-qualified board members • Relative freedom from political pressure

Appoint staff or subcommittee to research the need for some type of economic development authority in Bethel Park, alternatives for providing this service, how such an authority should work and what functions it should have. Seek public and stakeholder input. Adopt a resolution or ordinance expressing the intention to create such an entity, specifying projects to be undertaken. Draft articles of incorporation to be filed with the Secretary of the Commonwealth of Pennsylvania. Publish the resolution or ordinance in the local newspaper and legal periodical, along with notice of the day the articles of incorporation will be filed.

Benchmark 1a • Completion of needs assessment and recommendations • Filing of articles of incorporation, if determined to be appropriate

78 Blueprint Bethel Park Action Develop and adopt an overall economic development strategy for Bethel Park, Cost including the use of development incentive programs. $ 1b Programs such as Local Economic Revitalization Tax Assistance (LERTA), tax- Timeline increment financing (TIF), Neighborhood Improvement District (NID) and other incentive approaches (fee abatement, process shortcuts) can spur the redevelopment  of targeted sites or districts. Bethel Park should review and consider each of these programs to determine whether enabling them within the municipality or working them into large-scale redevelopment efforts would help meet local goals. This could be accomplished using staff, a local economic authority (see previous page) or an ad hoc committee. The latter was recommended in the 2009 plan but was not implemented. It could potentially involve engaging the Industrial Park, Bethel Park Community Foundation, Municipal Council, Planning and Zoning Commission, Bethel Park School District, the Chamber of Commerce and major business and developer representatives in meeting to develop an economic development strategy for the community.

Assign staff to analyze whether and how these programs offer opportunity to the muncipality within the context of long-range redevelopment and future land use. If LERTA is determined to be worthwhile, develop and adopt an official local policy in concert with Allegheny County and Bethel Park School District. If TIF is determined to be potentially appropriate, ensure that it is considered as a tool in large-scale redevelopment plans. (For instance: Should large parcels become available in the West Library/Brightwood vicinity, a TIF could help finance major infrastructure to support a transit-oriented development project.) Ensure that local business groups and other stakeholders are aware of business/ neighborhood improvements districts as a tool for jointly funding localized improvements.

Benchmark 1b • Strategy recommendations submitted to Council • Consideration, use of these or other redevelopment incentive programs

More details See the Redevelopment Administration and Finance section within the Appendix (p. 143) for details on forming a municipal authority, tax abatement policies and improvement district programs.

Prosperity 79 Strategy 2: Modernize the Industrial Park, make its facilities more accessible and attractive.

Action Partner with the Association to improve the Industrial Park. Cost Bethel Park’s Industrial Park is both an economic engine and historic asset, located $V on the former Coverdale Mine dump inside of the Montour Railroad right-of-way. It 2a Timeline is one of the oldest business/industrial parks in Southwestern Pennsylvania, ranking 12th in size among the area’s top 25 office and industrial parks.  While sites within the park are individually owned, maintained and leased, the park has an active and accomplished Business Association that is dedicated to working with the municipality to advance mutual goals. Consultation with this group indicated a continued desire to create an overlay zoning distrist specific to the Industrial Park, as well as a need to address traffic/access management, promotion, facade improvement, beautification and improvements that would bring in the flexibility to meet changing business demands.

Consider creating a grant or loan program to assist Business Park owners with facade improvements. Federal or state funds for community/economic development could supplement any local funding sources for this purpose. Implementation would require a well-defined set of program eligibility criteria and list of eligible (and ineligible) activities. Update the Zoning Ordinance to create a base or overlay district providing for specific conditions within the park, to address building height, parking, signs, lighting, stormwater management and other issues. Assist the Association with beautification, modernization and marketing efforts. This might include helping to marshal volunteers, offering staff time to help with economic development planning or cross-promoting events. One submitted suggestion, in light of the business mix: Change the park’s name! ... continued

80 Blueprint Bethel Park The Bethel Park Industrial Park, a hub of local economic activity, is a cluster of privately owned and managed properties that vary in site design, access/management and maintenance.

Address traffic back-up on South Park Road related to the park entrance (see Connectivity chapter). Evaluate creating an emergency access road into the park, possibly in coordination with trail extension efforts. Enlist the Association’s help in informing owners and tenants of property maintenance requirements according to local ordinances (for example, screening junk and raw materials). Continue to work with the Association to implement recommendations of the Bethel Park Industrial Park Revitalization Effort.

Benchmark 2a • Consideration, implementation of commercial facade improvement program for Industrial Park • Zoning Update to address specific Industrial Park issues • Provision of staff support for Industrial Park improvement activities • Resolution of traffic problem on South Park Road

Prosperity 81 Strategy 3: HIGH PRIORITY Address regulatory barriers to desired development/redevelopment types.

Action Calibrate the Zoning Ordinance to make desired redevelopment more feasible, Cost undesired conditions less feasible. $$$ 3a Local land use regulations form the framework for the future shape, function and Timeline character of communities. Its most common form in the United States, conventional Euclidean zoning, isolates land uses into zones by type, representing an effort to  avoid the externalities of incompatible land uses existing together (noise, glare, pollution, etc.). Recognizing that the result of this type of regulation has largely been the creation of landscapes where most trips must be made by a private vehicle, many suburbs are now rethinking the approach and retooling their ordinances to promote a mix of compatible land uses in designated areas and more human-scaled development patterns. Ultimately, the Zoning Ordinance should establish a clear, efficient method to create buildings that are market-viable and meet community goals.

Consider reducing (or eliminating) minimum lot sizes and large minimum yard requirements, especially in areas that are appropriate for more dense and/ or mixed-use development. Using gross density instead as a guiding principle allows for more flexibility, allowing the market to respond to consumer demand. In the case of housing, this could increase the economic feasibility of smaller unit sizes such as patio homes in walkable configurations. Consider using form, as opposed to use, as a primary regulating principle in certain districts. Form-based codes typically regulate uses by district, but this intent takes a backseat to establishing how the built environment will look and function, via prescriptions for the three-dimensional shapes of buildings and the public realm (building frontage, placement, etc.). Train building and fire officials in interpreting the International Existing Building Code to review the renovation or adaptive reuse of older structures.

82 Blueprint Bethel Park Build in incentives to redevelop vacant and/or blighted commercial uses and address existing building code violations. These could include height or density allowances, fee abatement, review fast-tracking and/or design flexibility. Continue open space protections in the ordinance such as the Open Space Overlay. A strong directive from plan input was to limit any further consumption of undeveloped green space within Bethel Park, so to the extent natural areas can be preserved, this should be a priority reflected in the Zoning Ordinance. Ensure that the ordinance provides flexibility for compatible use mixing in areas where it is appropriate and desired. (For example, a corner coffee shop in a medium-density residential area.) Carry forward C-1 treatment of small vs. large businesses. As recommended in the Connectivity chapter, enable transit-oriented development near “T” stations, possibly through a base or overlay district specifically for this purpose. Density, mixed uses and multi-modal connections should be a focus in these areas, with provisions for high-quality pedestrian environments. Review and recalibrate parking requirements, ensuring that developers are not required to provide drastically more stalls than the market would. Enable shared parking and other creative approaches to make sure needs are met. Require parking ares of a determined scale to incorporate green features. Address the Prohibited Uses Ordinance, which exposes the municipality to legal challenge under the “fair share” doctrine, part of the more general Pennsylvania rule that a zoning ordinance may be held invalid if it is exclusionary in effect. Refine use table as a tool for guiding location and scale of future uses by district, given the landscape of existing development and neighborhood-specific goals.

Benchmark 3a • Zoning Ordinance update • Increase in assessed (or market) value per acre • Open space preservation

Prosperity 83 Strategy 4: Enable and promote quality housing stock that meets current and future needs.

Action Update the Zoning Ordinance to allow for a broader variety of housing options that Cost will serve changing household demand. $$$ 4a The data in this report and the experience of stakeholders confirm that Bethel Park’s Timeline housing stock is ill-suited to serve the expanding number of small households. This includes seniors that demand accessible, low-maintenance affordable units that will  help them sustain independence. It also includes Millennials, who in general have deferred marriage and child rearing and are less likely to buy a home than previous generations. Market research for both groups indicates a preference for smaller energy-efficient, easily maintained living spaces in walkable communities. In order to respond to these changes and provide housing opportunities to those at both ends of the age spectrum, Bethel Park should consider permitting a wider array of housing structure types where appropriate.

Revise the Zoning Ordinance to permit “missing middle” housing types in a variety of districts and settings. Many homes at this scale offer low-rise density and diversity that enhances neighborhood character. “Missing middle” refers to types somewhere between large-lot single-family detached homes and large apartment complexes, of which there are many: • Patio homes • Small-lot single-family homes and townhouses • Stacked townhouses and flats • Duplexes, triplexes, quadplexes • Courtyard housing • Small apartment buildings

84 Blueprint Bethel Park These ranch homes in Denver, CO, are part of a master-planned mixed-use community on the site of the former Stapleton International Airport. The project was eventually planned to include 8,000 for-sale homes and 4,000 rental units, including 800 of each priced as workforce housing. — Boulder Creek Neighborhoods

Revisit the ordinance’s treatment of “servant’s quarters” and non-paying guest house. These units could be permitted as accessory dwelling units to broaden housing options. Allowing owners to build “granny flats” or rent out garage apartments, for example, drastically expands affordable housing opportunity without changing a neighborhood’s existing character. Accessory dwelling units are gaining popularity in many metropolitan regions, as they offer property owners a way to extend affordable housing to down-sizing older relatives. Establish a municipal stance on “limited lodging,” or AirBnB-style temporary rental, and add regulations accordingly in the Zoning Ordinance. Some communities allow homeowners to generate income via limited lodging if it is responsibly managed; others (especially in expensive markets) restrict it to preserve affordable rental housing.

Benchmark 4a • Zoning Ordinance update • Diversity in units by structure type (Census) • Permits issued

Prosperity 85 Action Improve the transparency and effectiveness of code enforcement. Cost Bethel Park’s building and property maintenance codes represent the bedrock of $$$ community health, safety and welfare. Input received during the plan’s development 4b Timeline indicated an ongoing frustration with the ability of municipal code enforcement to mitigate violations at both commercial and residential properties. Expanded  education and assistance for property owners could help, along with improcements to the local system.

Transition from tracking code violations in a stand-alone database to maintaining this information within a holistic, municipal-wide GIS-based data system that will allow for coordination across departments. This will improve the consistency and efficiency of public service delivery, further empower data-driven decision-making and allow for robust data collection that will, for instance, strengthen cases before judges. In addition to the pursuit of major insidious and threatening code violations, consistently follow up on minor violations (overgrown grass, abandoned vehicles, etc.) to establish community standards and potentially prevent the manifestation of more serious violations. Continue to ensure that Public Works and other municipal employees are cross- trained to recognize and report violations. Develop and distribute a resource guide for violators that contains information on how to address the situation. This document should contain a summary of key compliance standards, contact information for landscaping, towing, utility and junk removal contractors and an explanation of possible consequences for not addressing violations.

Benchmark 4b • Creation of map-based code enforcement database • Outcome of issued violation notices (by percentage) • Resource guide designed, printed, issued

86 Blueprint Bethel Park Strategy 5 HIGH PRIORITY Support small businesses.

Action Increase municipal support for a variety of local ventures. Cost Bethel Park’s local businesses are critical to community character and quality of life, $ as was indicated in public survey responses. Residents highly value unique retail and 5a Timeline service experiences and would like to see growth in local business opportunities. The municipality can directly and indirectly support the founding and growth of  businesses within its borders.

Simplify and streamline the development process: • Map the current set of procedures and review processes required to open a new business in Bethel Park. Then redesign the system to reduce the delays and cost that a local entrepreneur must navigate. • Appoint a staff person as a local government liaison and point of contact for the local business community. • Consider reducing or waiving fees for small projects with low impact, such as infill that requires no new roads, sidewalk, street lights, etc. Add a page to the municipality’s website to provide direction for people who want to locate a business in Bethel Park, detailing permitting and other requirements, Chamber links, local and County resources, etc. Update the Zoning Ordinance to allow for incubator/creator space, live/work units and shared workspace, especially in transit-oriented development areas. ... continued

Prosperity 87 Enable pop-up restaurants and food trucks within defined parameters. Meet periodically with Allegheny County Economic Development to ensure that the municipality is taking advantage of all possible County resources and programs to support economic development. Recruit a volunteer panel of local business professionals (accountants, attorneys, marketers, etc.) to provide technical assistance to the municipality’s small businesses. A partner agency such as the Chamber could help facilitate.

Benchmark 5b • Analysis, publication of procedures/processes • Staff person appointed as liaison • Municipal website update • Zoning Ordinance update • County engagement • Volunteer panel created, active

88 Blueprint Bethel Park Strategy 6 Connect with emerging technology.

Action Equip Bethel Park to support advancing technology. Cost While it is impossible to anticipate how evolving technology will impact government $V 6a services and life in general in Bethel Park during the next 10 years —autonomous Timeline snow plows or “T” cars? robotics? digital service delivery? — the municipality should strive to incorporate advantages that will enable business to be done more efficiently  and effectively. It should also ensure that residents and businesses continue to have reliable access to high-speed internet.

Ensure that businesses and residents can access scalable high-speed broadband and internet services. Maintain Wi-Fi hotspots in key gathering places (library, community center, etc.) Work with public and private partners to create a makerspace. A partnership with Bethel Park School District could be especially advantageous for this purpose.

Benchmark 5b • Maintain, expand WiFi hotspots • Creation of makerspace • Incorporation of new technology in municipal service delivery

Prosperity 89 Strategy 7 HIGH PRIORITY Eliminate blight throughout the community

Action Proactively address blighted properties. Cost Pockets of blight exist along some of Bethel Park’s commercial corridors and in its $ neighborhoods. Distressed properties present a challenge due to the higher cost and 7a Timeline complexity of their potential redevelopment, especially when taking into account local market constraints. Bethel Park must compete for new investment with nearby  municipalities that have developable greenfield land. Blight and abandonment are expensive and contagious and, if left unaddressed, can undermine the social and economic cohesion of a community. Beyond code enforcement efforts (discussed in Strategy 4B), fighting blight can be complicated and expensive. Developing a plan to fight blight helps communities prioritize proven strategies and target resources to turn around blighted properties, and in doing so, increase property values and tax revenue, improve public safety and support thriving and healthy neighborhoods.

Appoint a task force to identify high-priority blighted areas for intervention and inventory available community resources and tools to develop individual strategies. Cultivate capacity to acquire key sites through the County’s Vacant Property Recovery Program, which conveys vacant, blighted properties to applicants who have developed a concrete reuse plan and the capacity to implement it. This could be a project for a future Municipal Economic Development (or similar) Authority. ... continued

90 Blueprint Bethel Park Utilize tools available through recent legislation to strengthen enforcement of the property maintenance code in tough cases. Including: • Municipalities can file actions against property owners for failure to repair deteriorating property and to deny municipal permits due to deteriorating property and failure to pay property taxes or municipal claims. • Under the Neighborhood Blight Reclamation and Revitalization Act (Act 90), persons with at least two convictions for the same code violation where the violation remains unabated; threatens health, safety, property; and no reasonable attempt to abate may be charged with a 2nd degree misdemeanor (1st degree for three or more convictions). • Under the Municipal Code and Ordinance Compliance Act, any purchaser of a building with known code violations must correct the violations or demolish the building within 12 months (or longer by agreement with the municipality), a requirement enforceable with fines ranging from $1,000 to $10,000. Inspection of property is required at sale and again at 12 months from date of sale to enforce abatement. This law would only apply if Bethel Park had an ordinance in effect requiring pre-settlement inspection of properties. • Under the Blighted and Abandoned Property Conservatorship Law, a court- appointed third party (municipality, nonprofit or nearby neighbor or business owner) may take control of a blighted property when the owner has died or refuses to act. • Under the Real Estate Delinquency Act, municipalities may coordinate the waiver of municipal, school and county tax claims upon receipt by one of them of donated tax delinquent property.

Benchmark 7a • Appointment of task force • Identification and mitigation of priority blighted properties

Prosperity 91 Resilience

Established protection and enhancement of open space and natural resources

Public input for the plan indicated that Bethel Park residents strongly value the quality of their local living environment and feel that the municipality should take proactive steps to ensure that natural systems continue to appear and function naturally for decades to come. As a renter, how the Green space, trees and natural vegetation make the “municipality handles community a more scenic, attractive and pleasant living environment, but they also serve important ecological flooding and landslides functions, regulating water quality, mitigating flooding and storing carbon. will dictate whether it’s Development patterns, including an increase in worth investing in buying impervious surface cover, are a likely contributing factor to the increasing severity of flood damage in a home here. recent years. Given a new normal of more frequent extreme weather events, Bethel Park must invest - Survey response in mitigating current infrastructure problems and enhance the ability of its natural infrastructure to protect community value. ”

92 Blueprint Bethel Park Figure 23: Flood Hazard Map, FEMA 2016

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• Zone A areas are subject to inundation by the 1%-annual-chance flood event generally determined using approximate methodologies. Mandatory flood insurance purchase requirements and floodplain management standards apply. • Zone AE areas are subject to inundation by the 1%-annual-chance flood event determined by detailed methods.Base flood elevations, mandatory flood insurance purchase requirements and floodplain management standards apply. • Zone X areas (everywhere not shown in blue) are comparatively minimal risk places where flood insurance is not mandatory.

Resilience 93 Strategy 1: HIGH PRIORITY Mitigate flood risk.

Action Provide education on and enforcement of the new Stormwater Managment Cost Ordinance. $ 1a In the wake of a Summer 2018 flood event that caused $900,000 in damage to public Timeline property and incalculable further damage to private property, the municipality adopted a Stormwater Management Ordinance that manages stormwater  impacts close to the runoff source by maximizing use of natural processes. This comprehensive ordinance, based on Allegheny County’s Act 167 model ordinance, provides procedures, performance standards and design criteria for stormwater planning and management.

Publish a summary of the ordinance on the website as part of any efforts to pull together and clarify development requirements. A frequently-asked-questions section would be helpful, clarifying which types of projects trigger which requirements. Create a document or website containing information on stormwater best management practices that property owners can implement (such as rain barrels, pervious pavers, bioswales, etc.). Review Subdivision and Land Development Ordinance to ensure consistency with Stormwater Managment Ordinance and appropriate uses of and/or construction of properties in flood zones.

Benchmark 1a • Consistent enforcement of the ordinance • Public education efforts • SALDO review, amendment if needed

94 Blueprint Bethel Park Flash flooding in June 2018 caused severe damage to many homes and businesses, including the Trolley Stop Inn. The Inn’s owners observed that this was the worst flood in their 35 years of running the restaurant: “We’ve had a half inch of water here and there, but we’ve never had flooding like this.” — WXPI

Action Strengthen the effectiveness of MS4 compliance activities. Cost The National Pollutant Discharge Elimination System (NPDES) requires Bethel Park to $$$$ obtain a permit from the state Department of Environmental Protection to operate Timeline 1b its separate storm sewer system (MS4). This requires the municipality to identify best management practices and measurable goals for public outreach, runoff control and  other responsibilities. The Engineering Department has identified about 10 stormwater management projects, many of which are located in parks, to include features such as underground detention basis and rain gardens. The municipality also plans to upgrade existing infrastructure at the Industrial Park retention pond.

Continue to identify and fund stormwater management projects in areas where they will have the greatest impact, prioritizing natural systems over new “grey” infrastructure (pipes, pumps, etc.) where possible. Seek grants (from such sources as Growing Greener and PennVEST) to supplement capital investment in stormwater solutions. Provide and publicize opportunities for the public to meaningfully engage with the municipality’s MS4 program. Prioritize Public Works maintenance projects that impact the flow of stormwater, such as repairing and clearing catch basins.

Benchmark 1b • Completed stormwater management projects • Addressed catch basin complaints • Events/opportunities for MS4 public engagement

Resilience 95 What are best management practices? Best management practices, as defined for purposes of the NPDES permitting program, are: • Schedules of activities • Prohibitions of practices • Structural controls (such as infiltration trenches) • Design criteria • Maintenance procedures • Other management practices to prevent or reduce pollution Peak rate control is a classic form of stormwater BMP (detention ponds, tanks, etc.). Volume controls (such as infiltration trenches) remove water from the runoff path, Rain gardens such as this help control the and quality controls (such as treatment via filtering or volume of water entering the runoff path. settling) remove pollutants. The most proactive form of stormwater BMP is the type of control that avoids the problem: low-impact development principles. These would include such measures as reducing impermeable surface area (removing parking minimums, reducing street widths, promoting reduced building footprints, preserving green spaces) as well as promoting green infrastructure such as bioswales, rain gardens, rain barrels, porous pavement and green roofs. On the whole, it is far less expensive to handle excess runoff Rain barrels by implementing green solutions than to expand water capture and store treatment facilities. stormwater for uses such as watering gardens or filling up wash buckets

96 Blueprint Bethel Park Strategy 2: Keep Bethel Park green.

Action Support and expand the activities of the Shade Tree Commission. Cost In 2017, the municipality established a Shade Tree Commission as an advisory body $-$$ for all public trees on public property or in the public right-of-way. The Commission 2a Timeline may formulate a Shade Tree Master Plan within Shade Tree Districts, to include an inventory of existing trees and recommendations for their care. The Commission  may assist Council with the solicitations of grants and contributions, and they may provide advice regarding land development plans or major capital renovation projects or other special matters. The Commission is just getting started, but represents an important resource to protect and expand Bethel Park’s tree canopy.

Build capacity through partnership with other agencies and experts, such as Allegheny County Parks and the Western Pennsylvania Conservancy. The Conservancy’s TreeVitalize program currently serves the City of Pittsburgh, but could benefit Bethel Park in the future (or now, in the form of shared expertise). Complete a Shade Tree Master Plan. Recruit a volunteer base and assemble funds to complete tree planting projects, to include a plan for maintenance for each type of planting (i.e. Public Works, area property owners, etc.). Encourage and educate private property owners to plant and properly care for appropriate tree species.

Benchmark 2a • Full appointment to Commission • Completion of Master Plan • Number of trees planted and cared for

Resilience 97 Action Focus development and redevelopment in built-up areas. Cost To the extent that development pressure exists in Bethel Park, it should be focused $ on infill and redevelopment in areas that are already developed, as opposed to 2b Timeline being allowed to consume the limited natural greenfield space remaining in the municipality. This may require allowing increased density and intensity in places  where it would be most appropriate, such as transit-oriented areas.

Ensure that the Zoning Ordinance includes policies that will effectively preserve open space and natural features, specifically those of environmental or ecological significance (including but not limited to wetlands, streams, steep slopes and wooded areas). Build incentives into the Zoning Ordinance for infill development, redevelopment and adaptive reuse of existing buildings.

Benchmark 2b • Future land cover map shows a steady or increased percentage of green space within the municipality

Action Identify opportunities to preserve key properties. Cost While municipal funds are limited and acquiring property or rights to permanently $V preserve as open space can be expensive, Bethel Park should evaluate such 2c Timeline opportunities as they arise and look for potential partnerships to accomplish this aim. 

Work with Allegheny Land Trust on its greenways project, and/or with other conservation agencies to promote the purchase, protection and maintenance of priority open spaces. Priorities should include land of strong ecological value and land that is connected (functionally or geographically) with the network of trails and parks within the community. Identify opportunities to negotiate conservation easements with property owners.

Benchmark 2c • Expansion in permanently preserved open space.

98 Blueprint Bethel Park Figure 24: Average Annual Household Carbon Footprint by Zip Code

For context The average carbon footprint of American households is 48 tons CO2e. In suburban areas of the country’s largest metro areas, it approaches 100 tons CO2e. Tons CO2e/household by ZIP

This map shows the results of a metric that approximates greenhouse gas emissions resulting from the energy, transportation, food, goods and services consumed by the average household in each zip code. It suggests that despite Bethel Park’s high proportion of workers driving to jobs, its greater carbon contribution is in the form of household utilities. — https://coolclimate.berkeley.edu/maps

Action Conserve energy. Cost Whether the impetus for energy conservation is cost savings or working against $-$$ climate change, the goal is important and is often inexpensive to address. The 2d Timeline municipality can take direct actions to make its facilities and services more energy efficient as well as enabling community members to conserve resources.  Implementing recommendations from previous chapters (right-sizing parking requirements, focusing density and use mix in transit-oriented development areas and expanding safe routes for walking and biking) will also serve this aim.

Conduct an energy audit of municipal facilities to identify energy- and cost- saving measures to implement. Adopt a Municipal Energy Efficiency and Conservation Policy (see following page). ... continued

Resilience 99 Energy Efficiency and Conservation Policy Municipal policies for energy efficiency can increase • Examine maintenance bills and malfunction community self-sufficiency, save money and help reports to compare the costs of ongoing to protect natural resources. Bethel Park’s 2010 repairs to the price of a new system. Comprehensive Plan recommended adopting an • Encourage behavioral change, by means such Energy Efficiency and Conservation Policy, though such as training employees to conserve materials a policy has not yet been crafted. and energy Generally, such an undertaking requires determining The American Council for an Energy-Efficient Economy the policy’s scope (only municipal operations, or has created an Excel-based calculator for various also saving energy through policies that impact policy types (public buildings, commercial buildings, residents and business owners?) assessing current residential buildings and transportation) that may energy use and problems, evaluating the potential also be useful as a jumping-off point. The calculator is for greater efficiency, developing energy-efficiency available at aceee.org. goals, and developing action plans that are clear and feasible. Partner agencies may be interested and Additionally, the U.S. Environmental Protection willing to provide resources or assistance to help the Agency has published a comprehensive set of guides municipality achieve its goals. for developing emissions reduction strategies for energy efficiency, transportation, community planning In its guidance for municipalities, the Pennsylvania and design, solid waste and materials management, Department of Environmental Protection recommends and renewable energy. The 2011 publication, “Energy the following: Efficiency in Local Government Operations,” is • Consult the Energy Star Portfolio Manager available at epa.gov. tool (at energystar.gov) to enter and track data on energy and water consumption, as well as greenhouse gas emissions. Use it to benchmark the performance of a single building or a whole portfolio of buildings. • Evaluate “building envelopes” before considering capital equipment costs. Building envelope components — those physically separating the conditioned and unconditioned environment of a building, such as windows and insulation — are often overlooked but can be financially consequential.

100 Blueprint Bethel Park Continue replacing street lights and traffic signals with LED (light emitting diode) fixtures, which are typically 40% to 60% more efficient than traditional lighting.

Benchmark 2d • Completion of audit, implementation of its recommendations • Adoption of Energy Efficiency and Conservation Policy • Percentage LED conversion

Action Promote waste reduction and recycling participation. Cost Municipal recycling programs across the country are dealing with challenges related $V to global markets, particularly the difficulty of finding markets to accept glass and 2e Timeline certain types of plastics. Accordingly, Bethel Park has stopped collecting glass in its curbside program. The municipality has sought to provide alternatives, including a  free three-month pilot collection program at a private facility. Resident input made clear the importance of having convenient, cost-effective options available for materials recycling. Continue to seek ways to connect residents with these services. Educate residents on creative reuse options, recycling facilities in the area, program specifics (what is, is not recoverable).

Benchmark 2e • Continued service provision • Steady or increased participation rates

Action Support local food programs. Cost “Local” food typically refers to food grown within 100 miles of where it is sold. Within $ 100 miles of Bethel Park are an abundance of growers and producers of healthy, fresh 2f Timeline seasonal fare. Increasing access to local food has many benefits, including supporting the local economy and environment and creating community connections. The  municipality should continue to support its Farmer’s Market and expand ways in which residents can connect with local food providers.

Identify local farmers, engage in temporary outdoor events each season. Promote and expand access to the Farmer’s Market.

Benchmark 2f • Number and variety of vendors involved in Farmer’s Market and other community events

Resilience 101 Character

An engaged, educated citizenry that actively cultivates a sense of community, mutual trust and belonging

What do Bethel Park residents have in common? Where does community pride come from, and how does it translate into residents and business owners feeling a sense of responsibility for a shared future? The critical issues in Bethel Bethel Park is a geographically large and diverse Park all have to do with community, in terms of land use and scale. One survey “ respondent commented that it “needs to feel more like building a true community a hometown and less like a suburban retail mecca with houses in it.” This chapter focuses on establishing how. where neighbors know one The community was at its best in responding another, where municipal collectively to victims of the Summer 2018 flood. Neighbors helped one another clean and rebuild; officials and officers they connected one another with resources; they gave communicate with all to hear selflessly and they organized a lively fundraiser event to benefit victims. Public input for the plan revealed a issues and respond to issues desire for more of this type of connection. Residents want to live in a community they feel is safe and close- while building trust and knit, and they want transparency from a responsive local government in which their involvement is reliance... meaningful. - Submitted comment ”

102 Blueprint Bethel Park Figure 25: Coverdale Company House Plans, circa 1921

Evidence of Bethel Park’s rich industrial heritage still stands in Coverdale, the former coal patch town where these two-story company houses were built for workers in the No. 8 mine. — coalcampusa.com

Community character can be found in a place’s: • Pattern and style of buildings, streets and open spaces • Natural features and terrain • Interpersonal and institutional relationships • Shared experiences

It can be difficult to define, but residents tend to understand it on an intuitive level: They know it when they see it. The municipality can facilitate community pride and engagement both directly, by intentionally involving more people in civic life, and indirectly, through preserving and promoting the community’s shared Volunteers assisted the Bethel Park Historical Society to restore the Bethel heritage, underscoring Bethel Park’s sense of place and Grade School building, circa 1905, the municipality’s most recognizable public the ways in which it is unique among places to live and structure. work in the South Hills. — Photo: thealmanac.net

Character 103 Strategy 1: Increase citizen engagement in public life

Action Use technology to facilitate and promote a two-way exchange of information with Cost residents and businesses. $-$$ Bethel Park should strive to provide an online municipal service system that provides 1a Timeline for: • Reporting issues and requesting public services, along with a mechanism to  track case status • Electronic payment of fees and charges • Online application for required permits, licenses and registrations, with a mechanism to track status • Notifying users of municipal news and meetings

Allocate funds to add capacity to website. Design and test new website features, seeking input from would-be users (residents, permit applicants, etc.). Publicize roll-out of new features, along with tutorial for their use. Create website tool to build and organize a volunteer community (similar to Pittsburgh Cares).

Benchmark 1a • Launch of new website features • Increase in web traffic, business completed online

104 Blueprint Bethel Park Action Involve more citizens in local decision-making. Cost A public meeting commentor observed that many Bethel Park residents seem to be $ detached from local government, whether due to cynicism, confidence in elected Timeline 1b officials or the general sense that they would be unable to make a difference. The municipality should seek ways to get more (and a wider variety of) people  involved in conversations about public decisions, ranging from the work of its appointed commissions to debate on the merit of budgets, development plans and other proposals.

Create an Inclusion and Accessibility Committee to advise Council on establishing Bethel Park as a welcoming community that promotes and honors diversity. Connect with Bethel Park School District and homeschoolers to explore ways to involve interested students in local government activities or events. Students, who participated in the development of this plan, represent the community’s future and therefore offer an especially valuable perspective. Provide residents participating in community-focused social media and online forums with a means of more directly connecting with local decision-making. Comprehensive Plan outreach involved many residents who were civically engaged and deeply care about Bethel Park but are not likely to participate by attending evening meetings.

Benchmark 1b • Creation and appointment of Inclusion and Accessibility Committee • Number of students involved in municipal events • Development/implementation of strategy to tap into online community conversations

Action Expand and enhance access to local history and culture. Cost Bethel Park Historical Society is leading the charge to discover and celebrate the $-$$ area’s unique heritage. They are one of many local and regional groups that could Timeline 1c help enrich a sense of community among residents.  Inventory and strengthen connections with existing arts and culture groups. Seek opportunities to host and provide venues for existing arts and culture groups. ... continued

Character 105 With the partnership of other local agencies, seek funding to increase events, exhibits and learning opportunities for residents.

Benchmark 1c • Expansion in number and/or variety of local cultural events, performances or exhibits

Action Facilitate local volunteerism. Cost The municipality should use its website and social media tools to build capacity for $ local volunteer work, capturing voluntary street-by-street, ward-by-ward data on Timeline 1d people with resources (time, talent, materials to donate) as well as project needs. This would enable the municipality to serve as a clearinghouse to connect people with  projects as they arise.

Set up framework for residents, business owners and others to register for potential future volunteer projects. Promote registration in the volunteer network, collect and organize submitted information. Work with community nonprofits, leaders to identify projects and connect them with volunteers.

Benchmark 1d • Creation of volunteer network • Use of network to connect volunteers and resources with projects

106 Blueprint Bethel Park Strategy 2: Enable and invest in community- defining enhancements

Action Create high-impact community gateways to emphasize a sense of local identity Cost and pride. $$$ 2a Gateway signs signal key entrances to a community, reinforce local identity and Timeline provide navigational information. They represent an opportunity to provide a clear and strong first impression of Bethel Park to visitors.  Gateway signs do not necessarily need to mark the precise municipal boundary along major routes, especially if those places are topographically challenging, held by owners who do not wish to participate or are visually unappealing. Bethel Park should identify its most important entrance points and then look for ideal points nearby where signage could be installed and easily seen. In the long term, especially as compact, mixed-use areas continue to develop, the municipality should plan a larger network of signage, including smaller directional signs in its most walkable areas denoting attractions, restaurants, restrooms, etc. This would help support community identity as well as make the public realm more user-friendly.

Continue to implement the recommendations of the Northern Route 88 Corridor Study. Determine feasible and appropriate priority locations for gateway features. Negotiate with property owners as needed to obtain permission, easement or other arrangement to install and maintain gateway signage. Create a concept for welcome signage that incorporates and is visually consistent with the municipality’s logo and branding. Install signage and complementary landscape features in visually prominent (but traffic-safe) locations. Create a plan for ongoing maintenance, either through the Public Works department or by creating a partnership with a local school or community organization willing to volunteer. The Western Pennsylvania Conservancy’s Community Gardens and Greenspace program also represents a possible resource.

Benchmark 2a • Completion of recommended Corridor Study tasks • Installation of gateway signage at key locations

Character 107 Action Create a community that is intentionally age-inclusive. Cost The age-friendly movement recognizes that people essentially want the same things: $V Safe, affordable places to live where it’s easy to get around, proximity to our daily 2b Timeline destinations and the opportunity to fully enjoy life by doing what interests us. However, providing equal access to these things requires a proactive examination of  how communities are built. Recommendations in prior chapters (such as expanding the sidewalk network in priority areas and broadening the types of housing units that can be built in various neighborhoods) will help advance this aim, in addition to the following steps:

Provide information about available resources, such as transit and paratransit services and volunteer agencies that provide assistance to seniors. Posting information on the municipal website is necessary, but not necessarily sufficient to reach seniors or those with limited internet access. Brochures and flyers should be available in well-visited locations such as the library and the community center. Encourage (and if possible, incentivize) developers to include visitability features (such as a no-step entrance, 36”-wide hallways and wheelchair- accessible restroom with lever handles) in new construction or rehabilitation. Cultivate gathering spaces and cultural programs that can bring together older and younger residents.

Benchmark 2b • Increase in age diversity of participation in community events (such as those hosted at the Bethel Park Community Center)

108 Blueprint Bethel Park Per the Project for Public Spaces, third places are “stages for public life and should reflect the people who live, work and play nearby.” — pps.org

Action Promote the creation of “third places.” Cost “Third places” are those where people spend time between home and work. $-$$ Neighborhood gathering spaces such as community gardens, libraries, parklets and Timeline 2c walking paths can promote intergenerational interaction, increase public safety (eyes on the street) and promote enjoyment of the natural environment. They can also  host activities that make people feel more engaged in community life. Creating public “third places” does not necessaily call for land purchase and installation of expensive features, though this represents a potential use for any publicly owned parcels with development limitations. Bethel Park could enhance sites within existing public spaces to create gathering spaces — for instance, adding seating, lighting and art to a streetscape or additional programming at a park.

Revise the Zoning Ordinance to allow community gardens as a principal use. Seek opportunities for creative, low-cost “third place” creation. Find and empower neighborhood champions to take ownership of marshaling volunteers to create and maintain “third place” sites. People who want to use the space should play an active role in shaping it.

Benchmark 2c • Expansion of “third place” spaces within Bethel Park

Character 109 Investment

Continued provision of capital improvements and public facilities and services that enhance quality of life

Municipal leaders face the difficult task of setting millage rates with consideration for achieving a revenue level sufficient to sustain the budget, balancing political pressure to keep levies low with Bethel Park needs to make the practical realities of ever-increasing costs and “sure it is catering to younger unfunded mandates. Additionally, fluctuation in a new residents as well as an community’s assessed value can drive changes in millage rates. aging population. With so many retirement communities Many public comments submitted during the development of the Comprehensive Plan identified popping up it is essential demand for community improvements that come to ensure that new families with considerable price tags: Expansion of the aren’t going to be left behind sidewalk network, a community swimming pool, intersection improvements to help traffic safety in the future planning of the and efficiency. Municipal Council must choose community. among these and other possible projects in a way - Survey response that represents sound stewardship of financial resources in the long run. ”

110 Blueprint Bethel Park South Hills Tax Effort/Yield Comparison Total property tax levies in the area consist principally of school taxes. In Bethel Park, for instance, the school millage rate is more than eight times the municipal levy. Overall, tax rates are a function of a community’s assessed value and the budget adopted by elected officials. A community with a large tax base could levy relatively high rates to provide a maximally competitive High effort High effort complement of facilities and services (Mt. Lebanon) or Low yield High yield use the advantage to keep rates low (Peters).* Bethel Castle Shannon Mt. Lebanon Park, with a large tax base of $2.5 billion, falls between the two. Communities with smaller tax bases, especially Assessed Value compared to service costs, must often choose between paring down a budget or imposing high millage rates. Low effort Low effort Low yield High yield 2019 Millage Rates South Park Peters Municipal School County Total

Bethel Park 2.78 22.8763 4.73 30.3863 Rate Millage

Baldwin Borough 6.78 21.05 4.73 32.56 *Note: This illustration only generally and relatively classifies Castle Shannon 9.1789 19.306 4.73 33.2149 communities within the context Mt. Lebanon 4.71 24.32 4.73 33.76 of the eight included in this analysis, based on qualitative Peters 1.622 13.5 2.43 17.552 comments regarding service types and levels across the South Park 3.062 25.38 4.73 33.172 communities. This does not Upper St. Clair 3.83 25.8603 4.73 34.4203 reflect an analysis of service expenditures. Whitehall 4.42 21.05 4.73 30.2

Tax Base and Burden Comparison Taxable Value Exempt Value Total Taxes/$100K Property Median Value Total Taxes/Median Value Bethel Park $2.5B $299M $3,039 $145,000 $4,406 Baldwin Borough $936M $64M $3,256 $101,000 $3,289 Castle Shannon $397M $22M $3,321 $100,800 $3,348 Mt. Lebanon $2.8B $349M $3,376 $189,000 $6,381 Peters $3.1B* * $1,755 $293,000* $5,143 South Park $765M $170M $3,317 $124,000 $4,113 Upper St. Clair $2.3B $213M $3,442 $226,200 $7,786 Whitehall $811M $91M $3,020 $127,650 $3,855 * 2018 figures. Exempt valuation not reported. Sources: Allegheny County Real Estate, Peters Township budget documents

Investment 111 Strategy 1: Anticipate and complete facility upgrades as needed

Action Coordinate operation and maintenance and improvement priorities with sewage Cost treatment agencies. $V 1a While one-third of Bethel Park is within the jurisdiction of Allegheny County Sanitary Timeline Authority, the remaining two-thirds receives service from the Bethel Park Municipal Authority. The municipality provides logistical support and ongoing maintenance and  operations as part of its long-term lease agreement with the Bethel Park Municipal Authority, consistent with the Authority’s capital improvements program and signed consent orders.

Annually coordinate with the Municipal Authority on programming and funding needed capital improvements. Keep the municipality’s Act 537 Plan current (every five years), ensuring that it remains consistent with the Future Land Use map in this plan. The Act 537 Plan guides the development and management of public sewers and on-lot systems.

Benchmark 1a • Completed capital improvements • Updates to Act 537 Plan

Action Implement recommendations of the 2016 Parks Assessment. Cost The municipality’s public parks system spans 134 acres of public land, including 14 $$$$ designated parks with a mixture of neighborhood parks, athletic/community parks Timeline 1b and natural areas. The Parks Assessment provided a thorough look at the conditions and needs for each facility and a set of recommended actions to improve the system. 

Seeking grant funds to supplement capital improvements in the parks system. (See Appendix for funding sources.) Annually review the Action Plan to select, coordinate and budget for projects to be completed.

Benchmark 1d • Progress according to Action Plan

112 Blueprint Bethel Park Action Monitor use of new splash pad facilities and ongoing public preferences regarding Cost public aquatics facilities. $ 1c One of the most commonly mentioned and most divisive issues during the planning Timeline process was the need for Bethel Park to have its own public pool. After the issue arose repeatedly in early public input, a survey midway through the process  specifically asked: Council has determined that public subsidy for a swimming pool is infeasible at this time, given capital costs that could range from $10M to $30M in addition to annual staffing and maintenance costs. Aquatic facilities of various types are available in and near the community, and the municipality is planning to add a splash pad near the community center. Nonetheless, a public swimming pool has ranked highly among desired features for Bethel Park in input for the plan so far, and it is important to determine why. Which of the following sentiments describe how you feel about aquatic facilities in Bethel Park? The response breakdown was as follows. Respondents were able to select as many sentiments as they felt were appropriate. A total of 482 respondents selected 1.6 sentiments, on average:

Sentiment #% Bethel Park residents need a pool to call their own. 207 43% Existing and planned aquatic facilities in and around Bethel Park 170 35% already meet the need for water recreation. Existing options are priced too high (membership, non-resident 151 31% fees, etc.)

Even if it translates to a tax increase, municipal funding for a pool 96 20% should be a budget priority.

Existing options are too far from my home. 67 14% Other 67 14%

These results cannot reasonably be interpreted as a mandate to incur the capital expense of a community pool, but they also should not be dismissed.

Keep lines of public input open regarding use of the new splash pad and continued need for a community pool. Should the issue remain important to residents, issuing a mailer to every household would yield more representative survey results. Seek ways to increase awareness of and access to other aquatic facilities within Bethel Park.

Benchmark 1c • User statistics and feedback for splash pad • More comprehensive public input on cost/benefit

Investment 113 Strategy 2: Calibrate services to meet needs and demand

Action Broaden access to and appeal of recreation programming. Cost Many public survey responses indicated that the Community Center feels exclusive, $ catering to Bethel Park seniors without accommodating families with children. 2a Timeline Overall, the Recreation Department should review policies and programming with a goal of reaching and involving as many residents as possible.  Examine ways in which the Community Center could be perceived as less than welcoming and accessible, particularly to families with children; address any findings. Enhance public programming and activities to engage a variety of audiences: Families with children, seniors, young adults, etc. Programming that mixes populations among these groups is ideal from the perspective of developing a close-knit, age-inclusive community. Add a recreation events calendar with online registration to the municipal website and/or a mobile app.

Benchmark 2a • Demographic changes in program participants • Total program attendance or enrollment

114 Blueprint Bethel Park Strategy 3: HIGH PRIORITY Improve efficiency and effectiveness of public services

Action Ensure consistency of budget with policy priorities. Cost The capital budget and capital improvement program represent powerful means of $ implementing the Comprehensive Plan, so the two documents should be consistent. 3a Timeline Capital projects would include those involving facilities – streets, sidewalks, parks, utility infrastructure and other public amenities – as well as equipment and less  obvious investments such as land purchase. Annually review progress of the Comprehensive Plan’s priorities and incorporate addressing them into the municipal budget.

Benchmark 3a • Completed Comprehensive Plan actions

Action Coordinate service delivery across agencies. Cost Stakeholders identified a need for better coordination among municipal $ departments, utility providers and others making improvements within the public 3b Timeline right-of-way: For instance, a water line project that involves excavation in the road would be well scheduled prior to (not after) a road resurfacing.  More generally, Bethel Park can expand the ways in which it communicates and cooperates with neighboring governments and other local service providers.

Follow the development of Coordinate PA, an online platform operated by PA One Call to track various projects and identify opportunities for collaboration. Contact utility providers to set up a system for comparing and coordinating schedules as possible. Seek opportunities to collaborate with neighboring municipalities and other service providers for individual projects as well as general operations.

Benchmark 3b • Agreements for interagency cooperation or coordination

Investment 115 Strategy 4: Address emerging public health issues

Action Help connect residents with health and human services. Cost The Municipality of Bethel Park has established policies and programs to improve $ various aspects of public health, including but not limited to environmental quality, 4a Timeline active transportation and access to recreation, food access, aging, public safety and emergency response, which in recent years has challenged local government  to respond to the impacts of natural disaster (flooding) and infectious disease (COVID-19). Building on the Allegheny County Health Department’s Plan for a Healthier Allegheny, Bethel Park can further improve resident lives by providing support for initiatives that identify and address gaps in and barriers to accessible and affordable, person-centered, high-quality health care.

Serve as a conduit for information between residents and public and nonprofit health agencies, ensuring that residents have access to clear information on preventative care, public health options and resources for vulnerable populations. Where appropriate, help to negotiate public health and transportation collaborative interventions based on known gaps and barriers, such as consierge services, non-emergency medical transportation options, family support vans or car seats.

Benchmark 4a • Percentage of residents with health insurance • Increased availability of non-emergency medical transportation alternatices

116 Blueprint Bethel Park Investment 117 118 Blueprint Bethel Park General action steps

Successful implementation of the Comprehensive Plan will require continued commitment from the municipality, specifically the following: Assign the Planning and Zoning Commission or a specific Blueprint Bethel Park committee to oversee the implementation of the Comprehensive Plan. This group would not be responsible for directly carrying out actions, but would initiate tasks and coordinate with agencies, volunteers, staff, local organizations and/or other groups to help carry them out. Submit priority implementation projects as part of municipal budget discussions. If projects require municipal approval and/or funding, ensure that they are presented to Council with plenty of time for deliberation. Continue efforts to secure funding for projects and initiatives through lobbying state/federal officials and agencies. Annually evaluate implementation of the Comprehensive Plan, documenting actions taken during the past year to help achieve the vision and address goals, and make recommendations to Council of modifications to the Comprehensive Plan. Append the annual update to the Plan document to create an ongoing record of progress. Use the subdivision and land development application process as a means of implementation, requiring that applications demonstrate consistency with the Comprehensive Plan. This could involve revising applications to expressly require an explanation of consistency, or a checklist to ensure that the application addresses the Plan’s objectives. Update the Zoning Ordinance to achieve consistency with the Comprehensive Plan. Specific methods to implement the plan’s goals are included in this chapter. Undertake a review of other municipal ordinances to reconcile inconsistencies, improve organization and identify the need for changes to achieve consistency with the Comprehensive Plan.

Investment 119 Future Land Use Map

The Future Land Use Map represents a long-range Potential development pattern changes anticipated vision of how Bethel Park should develop. It is a guide during the next 10 years include: for future decisions to encourage orderly growth and • Business district revitalization along the Route redevelopment, not to be confused with current legal 88 corridor, particularly between Lytle Road mechanisms for regulating development (such as the and Corrigan Drive, Logan Road and Kings zoning ordinance). School Road The map establishes a picture of the community that • New permanently protected greenway (shown elected and appointed officials can use to channel as Community Facility along Bethel Park’s market forces in directions that the residents have northern border) determined would be desirable, as would result from the successful implementation of other • Transit-oriented development surrounding recommendations in the plan. select “T” stations, referring to walkable, higher-density mixed-use patterns As shown on the following page, the future land use • The modernization and improvement of the map does not represent a drastic departure from Industrial Park current land use patterns. Nor does it represent a drastic departure from the 2009 Comprehensive • Conservation subdivision design to preserve Plan Update, as areas targeted in that plan are still and protect environmental resources in transformations in progress. undeveloped areas adjoining residential neighborhoods The vast majority of land area in the municipality will continue to be devoted to low- and medium-density residential neighborhoods. Pockets of commercial activity at varying scales line key arterials, with major regional centers located in and around South Hills Village and Route 88/Library Avenue near Broughton Road.

120 Blueprint Bethel Park Figure 26: Future Land Use Map

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Investment 121 Investment Priority Map

This map represents catalytic points for change. Not to Because Bethel Park is largely built out, the realization be confused with current mechanisms for regulating of its vision is necessarily gradual, at least as it development, such as the zoning ordinance, the relates to the built environment. However, this map Investment Priority Map identifies areas the planning establishes a picture that local leaders can begin process identified as ripe for redevelopment or to create by channeling market forces in desired improvements as indicated. directions and by collaborating with partner agencies to focus funding and efforts in these targeted areas.

Location Type Notes 1 Village Square Mall and big-box store parking lots Infill Multiple owners, approx. 20 acres 2 Between Milford Drive and “T” line Redevelopment 5 acres, multiple owners, public utilities 3 North of railroad tracks behind homes on Melia Dr. Redevelopment 3.6 acres, multiple owners, near “T” station 4 Office buildings along Library Rd. Enhancement Multiple owners, approx. 1.9 acres 5 Vacant lot, intersection Bethel Church and Library Infill: Park and ride? Partially owned by municipality, approx .75 acres 6 Shopping center, int. Brightwood and Library Infill Private owner, approx. 21.6 acres 7 Industrial storage yard near Horning Road Brownfield 9 acres, contamination possible, public utilities 8 Commercial corridor along South Park Rd. Enhancement Multiple owners, 6.5 acres 9 Brightwood/W. Library corridor Enhancement Identified future downtown focus, multiple owners 10 Industrial Park Enhancement Light industrial, multiple owners, limited parking 11 McMurray Road greenfield at western border Greenfield 15 acres, private owner, slope issues, no sewer 12 McMurray Road greenfield near Montour Trail Greenfield 7.5 acres, partially cleared, sewer a problem 13 McMurray Road greenfield at southern border Greenfield 27.5 acres, multiple owners, trail access, no sewer 14 Brush Run Road and Irishtown Road extension Greenfield 35 acres, wooded with terrain and slope, public util. 15 Commercial corridor along Library Road Enhancement Multiple owners 16 Kings School Road between Horseshoe and Jasmine Infill 20 acres, wooded and rolling, public util. 17 Commercial corridor along lower Library Road Enhancement Multiple owners 18 Kings Court area near Library Rd. and Berryman Av. Infill 8.5 acres, wooded with terrain and slop, public util.

122 Blueprint Bethel Park Figure 27: Investment Priority Map

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Investment 123 Summary of Ordinance Updates

The following list is a summary of ordinance change • The ordinance should provide design standards recommendations pulled from various sections of and guidelines that address amenities such the plan. In addition to these changes, a full Zoning as street trees, wide sidewalks and building Ordinance update should evaluate existing provisions design standards. The standards should within the context of the Community Development be consistent with best practices in urban Objectives contained within this plan to ensure design and downtown revitalization, creating consistency. For instance: conditions that foster retail prosperity and attract pedestrian activity. • The sign regulations will need revision to reflect the nuance needed for different types • An update should ensure that the of business districts (pedestrian-scale vs. Zoning Ordinance is consistent with new Business Park vs. auto-oriented corridors). developments in case law and best practices (such as the 2015 Reed vs. Gilbert court • District types and boundaries may require decision). adjustment, as well as uses and dimensional standards. • An update could consider providing incentives (gross floor area increase, height increase or yard setback decrease) for surface parking areas located behind or beside buildings (as opposed to between a building and its street frontage).

124 Blueprint Bethel Park Summary from previous sections: • Review and evaluate zoning and SALDO best practices for traditional downtown • Ensure that the Subdivision and Land development at the scale and character Development Ordinance (SALDO) requires that desired. Considerations might include: residential development and redevelopment » provide short, direct, public right-of-way Incentivizing/requiring shared routes to connect residential uses with nearby driveways to reduce drive aisle conflict neighborhoods, attractions and community points facilities. » Controlling the types, number and size • Update the SALDO to promote compact, well- of signs connected street design. » Prohibiting the use of space between • Verify that sidewalk requirements are a building frontage and the street for appropriate and likely to be enforced. parking » • Ensure that developers who do not provide Prohibiting franchise architecture sidewalks are either responsible for a fee in » Requiring screening for service/trash lieu or may propose alternative pathways, i.e. areas crushed stone/permeable material trails, in » Providing for sidewalk cafes areas where sidewalks may not be necessary (low-density residential subdivisions, » Creating a streamlined pre-approval industrial parks, etc.). process for desired building types • Incorporate TOD principles and design • Complete SALDO updates for consistency suggestions for areas within 1/2 mile of a with the Comprehensive Plan and Zoning “T” station in a Zoning Ordinance update, Ordinance. potentially through creation of a TOD overlay. • Update the Zoning Ordinance to create a • Recalibrate dimensional requirements in the base or overlay district providing for specific Zoning Ordinance for the Brightwood/West conditions within the Industrial Park, to Library corridor, such as setback, height, address building height, parking, signs, minimum floor area, etc. (It may require lighting, stormwater management and other redefining the existing zoning district or issues. carving it out as an additional district.) • Consider reducing (or eliminating) • Incentivize mixed-use buildings with upper- minimum lot sizes and large minimum yard floor residential and active ground-floor uses. requirements, especially in areas that are Limit scale of uses. appropriate for more dense and/or mixed-use development. Using gross density instead as • Provide design guidelines to illustrate and a guiding principle allows for more flexibility, encourage desired quality of place. (Note: If allowing the market to respond to consumer considering using form or performance as demand. In the case of housing, this could a primary organizing principle of a Zoning increase the economic feasibility of smaller Ordinance update, as discussed later in the unit sizes such as patio homes in walkable report, it would be especially appropriate in configurations. the the Brightwood/West Library area.)

Investment 125 • Consider using form, as opposed to use, as • As recommended in the Connectivity chapter, a primary regulating principle in certain enable transit-oriented development near districts. Form-based codes typically regulate “T” stations, possibly through a base or uses by district, but this intent takes a backseat overlay district specifically for this purpose. to establishing how the built environment Density, mixed uses and multi-modal will look and function, via prescriptions for connections should be a focus in these areas, the three-dimensional shapes of buildings with provisions for high-quality pedestrian and the public realm (building frontage, environments. placement, etc.). • Review and recalibrate parking requirements, • Train building and fire officials in interpreting ensuring that developers are not required to the International Existing Building Code (IEBC) provide drastically more stalls than the market to review the renovation or adaptive reuse of would. Enable shared parking and other older structures. creative approaches to make sure needs are • Build in incentives to redevelop vacant and/or met. Require parking areas of a determined blighted commercial uses. These could include scale to include green features. height or density allowances, fee abatement, • Address the Prohibited Uses Ordinance, which review fast-tracking and/or design flexibility. exposes the municipality to legal challenge • Continue open space protections in the under the “fair share” doctrine, part of ordinance such as the Open Space Overlay. A the more general Pennsylvania rule that a strong directive from plan input was to limit zoning ordinance may be held invalid if it is any further consumption of undeveloped exclusionary in effect. green space within Bethel Park, so to the • Refine use table as a tool for guiding location extent natural areas can be preserved, this and scale of future uses by district, given should be a priority reflected in the Zoning the landscape of existing development and Ordinance. neighborhood-specific goals. • Ensure that the Zoning Ordinance provides • Revise the Zoning Ordinance to permit flexibility for compatible use mixing in areas “missing middle” housing types in a variety where it is appropriate and desired. (For of districts and settings. Many homes at this example, a corner coffee shop in a medium- scale offer low-rise density and diversity that density residential area.) Carry forward C-1 enhances neighborhood character. “Missing treatment of small vs. large businesses. middle” refers to types somewhere between large-lot single-family detached homes and large apartment complexes, of which there are many:

126 Blueprint Bethel Park » Patio homes • Enable pop-up restaurants and food trucks » Small-lot single-family homes and within defined parameters. townhouses • Ensure that the Zoning Ordinance includes » Stacked townhouses and flats policies that will effectively preserve open space and natural features, specifically those » Duplexes, triplexes, quadplexes of environmental or ecological significance » Courtyard housing (including but not limited to wetlands, » Small apartment buildings streams, steep slopes and wooded areas). • Revisit the ordinance’s treatment of “servant’s • Build incentives into the Zoning Ordinance quarters” and non-paying guest house. These for infill development, redevelopment and units could be permitted as accessory dwelling adaptive reuse of existing buildings. units to broaden housing options. Allowing • Revise the Zoning Ordinance to allow owners to build “granny flats” or rent out community gardens as a principal use. garage apartments, for example, drastically expands affordable housing opportunity without changing a neighborhood’s existing character. Accessory dwelling units are gaining popularity in many metropolitan regions, as they offer property owners a way to extend affordable housing to down-sizing older relatives. • Establish a municipal stance on “limited lodging,” or Airbnb-style temporary rental, and add regulations accordingly in the Zoning Ordinance. Some communities allow homeowners to generate income via limited lodging if it is responsibly managed; others (especially in expensive markets) restrict it to preserve affordable rental housing. • Update the Zoning Ordinance to allow for incubator/creator space, live/work units and shared workspace, especially in transit- oriented development areas.

Investment 127 Summary of Strategies

Connectivity A transportation network enhanced by increased connectivity and intelligent system management, with more safe and viable alternatives to driving

Strategy 1 Improve the safety and function of road systems within the municipality.

Action Cost Timeline Task Owner

1a Address identified priority road improvements. $$$$  Council 1b Identify priority areas for traffic-calming interventions. $ - $$  PD, PW 1c Seek opportunities to connect neighborhoods. $V  Staff

Strategy 2 Expand and connect the sidewalk network within Bethel Park. HIGH PRIORITY

Action Cost Timeline Task Owner

Develop and annually fund a program to build and improve sidewalks Staff, PZC, 2a  according to the Sidewalk Priority Map. $$$* Council 2b Adopt and implement a Sidewalk Petition Program. $$$*  Staff, Council Review and update Subdivision and Land Development Ordinance for Staff, PZC, 2c  consistency with sidewalk best practices. $ Council

* Capital budget available for sidewalk improvements could be divided among these categories

128 Blueprint Bethel Park Strategy 3 Make active transportation choices easier, safer and more pleasant.

Action Cost Timeline Task Owner 3a Develop and adopt a Complete Streets ordinance. $  Staff, Council

3b Work with the Port Authority to advance transit-oriented development. $  Staff

Extend the trail network within Bethel Park, with a particular emphasis on MTC, Support 3c connecting the Montour Trail with local destinations and other pedestrian and $  from Staff and bike thoroughfares. Council

Vibrant Core An attractive, walkable downtown area with commercial diversity and regional draw

Strategy 1 Ensure that local regulations enable a downtown retrofit. HIGH PRIORITY

Action Cost Timeline Task Owner Update the Zoning Ordinance to allow for traditional downtown mixed-use Staff, PZC, 1a  development. $$$ Council

Identify and address any provisions of the Zoning Ordinance, Subdivision Staff, PZC, 1b and Land Development Ordinance or other regulations that conflict with the  $$$ Council development of a traditional downtown pattern in this area.

Strategy 2 Accelerate redevelopment of the target area as a traditional downtown.

Action Cost Timeline Task Owner

2a Transform the public right-of-way. $$$$  Staff, Council 2b Energize the area’s transformation. $-$$  Staff

$ Staff time, outside funding < $5,000  Ongoing $$ $5,000 to $20,000  Short term: 1-2 years $$$ $20,001 to $100,000  Mid term: 2-5 years $$$$ More than $100,000  Long term: More than 5 years $V Varies depending on project scope

Investment 129 Prosperity A strong and diverse local economy supported by healthy neighborhoods

Strategy 1 Formalize municipal redevelopment efforts. HIGH PRIORITY

Action Cost Timeline Task Owner 1a Evaluate establishing a Municipal Economic Development Authority. $  Staff, Council Develop and adopt an overall economic development strategy for Bethel Park, 1b  Staff, Council including the use of development incentive programs. $

Strategy 2 Modernize the Industrial Park, make its facilities more accessible and attractive.

Action Cost Timeline Task Owner 2a Partner with the Association to improve the Industrial Park. $V  Staff, Council

Strategy 3 Address regulatory barriers to desired development/redevelopment types. HIGH PRIORITY

Action Cost Timeline Task Owner

Calibrate the Zoning Ordinance to make desired redevelopment more feasible, Staff, PZC, 3a  undesired conditions less feasible. $$$ Council

Strategy 4 Enable and promote quality housing stock that meets current and future needs.

Action Cost Timeline Task Owner

Update the Zoning Ordinance to allow for a broader variety of housing options Staff, PZC, 4a  that will serve changing household demand. $$$ Council 4b Improve the transparency and effectiveness of code enforcement. $$$  Staff, Council

130 Blueprint Bethel Park Strategy 5 Support small business. HIGH PRIORITY

Action Cost Timeline Task Owner 5a Increase municipal support for a variety of local ventures. $  Staff, Council

Strategy 6 Connect with emerging technology.

Action Cost Timeline Task Owner 6a Equip Bethel Park to support advancing technology. $V  Staff, Council

Strategy 7 Eliminate blight throughout the community. HIGH PRIORITY

Action Cost Timeline Task Owner 7a Proactively address blighted properties. $  Staff, Council

Resilience Established protection and enhancement of open space and natural resources

Strategy 1 Mitigate flood risk. HIGH PRIORITY

Action Cost Timeline Task Owner Provide education on and enforcement of the new Stormwater Management 1a  Staff Ordinance. $ 1b Strengthen the effectiveness of MS4 compliance activities. $$$$  Staff, Council

$ Staff time, outside funding < $5,000  Ongoing $$ $5,000 to $20,000  Short term: 1-2 years $$$ $20,001 to $100,000  Mid term: 2-5 years $$$$ More than $100,000  Long term: More than 5 years $V Varies depending on project scope

Investment 131 Strategy 2 Keep Bethel Park green.

Action Cost Timeline Task Owner 2a Support and expand the activities of the Shade Tree Commission. $ - $$  Council 2b Focus development and redevelopment in built-up areas. $  PZC, Council 2c Identify opportunities to preserve key properties. $V  Staff, Council 2d Conserve energy. $ - $$  Staff, Council 2e Promote waste reduction and recycling participation. $V  Council 2f Support local food programs. $  Staff

Character An engaged, educated citizenry that actively cultivates a sense of community, mutual trust and belonging

Strategy 1 Increase citizen engagement in public life.

Action Cost Timeline Task Owner Use technology to facilitate and promote a two-way exchange of information 1a  Staff, Council with residents and businesses. $ - $$ 1b Involve more citizens in local decision-making. $  Council 1c Expand and enhance access to local history and culture. $ - $$  Staff, Council 1d Facilitate local volunteerism. $  Staff

Strategy 2 Enable and invest in community-defining enhancements.

Action Cost Timeline Task Owner Create high-impact community gateways to emphasize a sense of local identity 2a  Staff, Council and pride. $$$ 2b Create a community that is intentionally age-inclusive. $V  Staff, PZC, Council 2c Promote the creation of “third places.” $ - $$  Staff, Council

132 Blueprint Bethel Park Investment Continued provision of capital improvements and public facilities and services that enhance quality of life

Strategy 1 Anticipate and complete facility upgrades as needed.

Action Cost Timeline Task Owner Coordinate operation and maintenance and improvement priorities with 1a  Council sewage treatment agencies. $V 1b Implement recommendations of the 2016 Parks Assessment $$$$  Staff, Council

Monitor use of new splash pad facilities and ongoing public preferences 1c  Council regarding public aquatics facilities $

Strategy 2 Calibrate services to meet needs and demand.

Action Cost Timeline Task Owner 2a Broaden access to and appeal of recreation programming. $  Staff

Strategy 3 Improve efficiency and effectiveness of public services. HIGH PRIORITY

Action Cost Timeline Task Owner 3a Ensure consistency of budget with policy priorities. $  Council 3b Coordinate service delivery across agencies. $  Staff

Strategy 4 Address emerging public health issues.

Action Cost Timeline Task Owner

4a Help connect residents with health and human services. $  Staff, Counci

$ Staff time, outside funding < $5,000  Ongoing $$ $5,000 to $20,000  Short term: 1-2 years $$$ $20,001 to $100,000  Mid term: 2-5 years $$$$ More than $100,000  Long term: More than 5 years $V Varies depending on project scope

Investment 133 Photo: Mackin 134 Blueprint Bethel Park Investment 135 The Planning Process

Bethel Park’s Municipal Council initiated an update to It was important to the Steering Committee and Council the 2010 Comprehensive Plan to continue proactively that the development of the plan be as transparent as charting a course for future stability and prosperity and possible, so all plan meetings were advertised and open to provide a fact base to inform the location, timing and to the public. type of future development. Additionally, the plan was The process unfolded according to the timeline on intended to provide local leaders with a clear sense of the opposite page, focusing heavily on public and direction based on robust community outreach. The PA stakeholder outreach during the first half of the process Municipalities Planning Code requires that municipal (See Page 126 for details). This was intentional on comprehensive plans be reviewed at least every 10 the part of the Steering Committee, whose members years. preferred to gather as much feedback as possible before This plan ultimately belongs to the residents of Bethel forming opinions about a consensus community vision Park. Understanding this, appointed a diverse volunteer or priorities for the municipality in the long term. Steering Committee to lead the development of the The group carefully reviewed both quantitative survey plan, which was facilitated by Mackin Engineering results as well as more than 1,000 qualitative comments Company. The Steering Committee met monthly submitted for their review. throughout the plan’s development with the following The major components of the plan — vision, objectives, responsibilities: strategies and future land use map — were presented • Identify opportunities for public and to the public at the March public meeting, which was stakeholder outreach, helping ensure that streamed live and allowed for remote participation. participation is as expansive, accessible and Public feedback factors into this draft of the plan, and it inclusive as possible will continue to shape the document prior to its official • Provide direction for the planning process and adoption by Council following a 45-day public and how to frame and explore the key local issues agency review period and final public hearing. it reveals Following adoption will come the most exciting part • Review and synthesize plan research, public of the process: Implementation, carrying forward the and stakeholder outreach to form a commonly momentum of partnerships and projects discussed as shared vision, community development the plan began to unfold. objectives and priority strategies.

136 Blueprint Bethel Park Milestones:

June 2018 Project Kickoff, Steering Committee formed July 2018 Launched plan at July 4th Spectacular, website live Summer 2018 Additional public events, focus groups

Sept 2018 Visioning at Community Day Oct 2018 Live Polling at Town Hall

Winter 2018 Identified, developed key issues, vision

March 2019 Second public meeting

April 2019 Steering Committee completes draft

Summer 2019 Planning Commission and Council review and revise plan

Winter 2019 Plan circulates for public review

Spring 2020 Council adopts plan following public hearing Community members provided input on broad and specific topics at a variety of community events and targeted focus groups.

Investment 137 Public and Stakeholder Outreach

Blueprint Bethel Park involved a concerted effort to Web presence engage as many citizens and stakeholder groups as possible. The municipality used the following means The plan’s website served as its central public to disseminate and collect information throught the clearinghouse for information and updates. It also planning process. provided a lively discussion forum and hosted three public surveys. Blueprintbethelpark.com went live early Community events in the process and was regularly updated with new Blueprint Bethel Park conducted various forms of events and plan developments. outreach on topics both broad and specific at the The plan also had its own social media pages on following events: Facebook and Instagram. The Facebook page became a • July 4 Spectacular (2018) reliable means of reaching many residents with surveys and announcements, including the advertising of the • Farmers’ Market (August 2018) second public meeting. The ad reached more than 4,200 • Flood Relief Fun Festival (August 2018) users living, working in or visiting the municipality. • Community Day (September 2018) Cross-posting with established social media groups within the community boosted the plan’s signal. • Tree Lighting Ceremony (December 2018) • Gold Card Club Valentine’s Day Event (2019)

Young residents provide input at Community Day

138 Blueprint Bethel Park Attendees of a March 2019 public meeting weighed in on priority goals

Public meetings The second public meeting benefited from a variety of publicity efforts, including a meeting preview in The Two public meetings collected input during the Almanac, posters and flyers distributed around the planning process: community, advertisement at the Community Center and paid social media advertising. • Town Hall (October 15, 2018): Following a well-attended presentation of updates Stakeholder engagement from municipal department heads, the comprehensive plan comprised the evening’s In addition to individual interviews with people and second half, involving a presentation about organizations the Steering Committee determined could the plan and a live polling exercise. Attendees provide valuable expertise and perspective, planners voted on priority issues facing Bethel Park conducted the following focus groups: during the next 10 years. • Independence Middle School Student Council • Public Meeting (March 14, 2019): This single- • Brightwood/West Library Corridor Property purpose meeting held at the Community Center Owners allowed interested citizens and stakeholders • Bethel Park Industrial Park the opportunity to respond to developing plan materials, including a draft vision statement, • Bethel Park Chamber of Commerce community development objectives and future • Rotary Club of Bethel Park land use map. In addition to submitting ideas via text message to form live word clouds shown on screen, participants voted on the importance of draft strategies by inserting a limited provided amount of “Bethel Bucks” among them. The public’s selection of priorities using this exercise tracks closely with the “high-priority” goals chosen by the Steering Committee.

Investment 139 The plan website hosted updates at BlueprintBethelPark.com.

Surveys Three major public surveys generated a valuable volume of results that the Steering Committee carefully reviewed and weighed during its discussions. Results were collected both online and on paper. Hard copies were made available at meetings and community events as well as select locations, such as the Municipal Building and Community Center. Online surveys were available at BlueprintBethelPark.com and heavily promoted using social media. Results of all three surveys are included as a companion document to the plan, including all (anonymous) comments submitted. • Preliminary Survey: Open August 9, 2018, to April 22, 2019. 154 responses. • Community Assets Survey: Open October 1, 2018, to February 6, 2019. 485 responses. • Vision and Objectives Survey: Open February 6, 2019 to April 22, 2019. 269 responses.

140 Blueprint Bethel Park Additional Provisions

This section includes themes and language incorporated The county’s future land use map identifies into Bethel Park’s comprehenisve plan to comply with Bethel Church Road south of South Hills Pennsylvania’s Municipalities Planning Code (MPC). Village as a future “corridor,” defined as The Code was the primary framework for the plan’s “relatively intense mixed-use hubs” with formulation, and its process was designed to satisfy and good transporation access. The municipality’s exceed MPC requirements. future land use map includes a variety of designations within that area, some of which Adjacent communities is still envisioned as remaining single-family As per Article III, Section 301 (5) of the MPC, the residential. Otherwise, areas the county relationship of the existing and proposed development envisions as future greenways are current in Bethel Park should be analyzed in relation to the public parks or located along the Montour existing and proposed development in adjacent Trail, all of which the municipality intends to communities and the region. The planning process for preserve and enhance during the next 10 years. Bethel Park involved review and consideration of the • “Baldwin Borough Comprehensive Plan,” following documents: updated in 2015. • “Smart Moves: For a Changing Region,” • Castle Shannon Borough Comprehensive Plan, Southwestern Pennsylvania Commission adopted in 1996. regional long-range transporation and • “Elevate Mt. Lebanon,” adopted in 2013. development plan. DRAFT edition reviewed • “Plan Peters,” adopted in 2013. May 2019. Select long-range projects are beyond the 10-year horizon of Blueprint Bethel • South Park Township Comprehensive Plan, Park, but are consistent with its land-use updated in 2005. and transportation goals. The municipality’s • “Investing in Our Quality of Life: 10-Year intentions to expand mode shift and promote Community Vision.” Upper St. Clair Township, active transportation also support regional adopted in 2015. goals. • No plan was located for Whitehall Borough. • “Allegheny Places,” County Comprehensive Plan, 2008. Blueprint Bethel Park localizes many of the plan’s goals, particularly related to economic development, housing and parks, open space and greenways.

Investment 141 Interrelationship The synthesis of interrelated activities to resolve issues and problems is an important foundation to good community planning. In this regard, there are linkages among the elements, goals and action items of the Blueprint Bethel Park. The organization of the document supports this: Issues are examined at the intersection of all of their components (housing, environmental impact, transportation, etc.) rather than considered in isolation. State water plan In recognition of the Pennsylvania Municipalities Planning Code, Article III, Section 301 (b), Blueprint Bethel Park supports efforts to provide a reliable supply of water and provisions aimed at adequately protecting water supply sources. These should be developed in consideration of current and future water resources availability and its uses and limitations. The Comprehensive Plan is in conformance with the Pennsylvania State Water and recognizes that: • Lawful activities such as extraction of minerals 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. • Commercial agriculture production impacts water supply sources.

142 Blueprint Bethel Park Redevelopment Administration and Finance

Pennsylvania municipal authority primer

In Pennsylvania, authorities are bodies corporate Redevelopment authorities may be organized and politic authorized to acquire, construct, improve, only by cities and counties; however, the maintain and operate projects, and to borrow money Urban Redevelopment Law defines “city” to and issue bonds to finance them. An authority can also include any borough with a population be established by ordinance by any municipality. The large enough to qualify for a charter as a city, governing body of the parent unit of local government separately from any town, township or other appoints the members of the authority’s board. If borough, under section 201 of the act of June incorporated by one unit, the board has five members. 23, 1931 (P.L. 932, No. 317),2 known as “The Third Class City Code.” As a home rule municipality Relevant types with its own charter, Bethel Park can exercise • Economic development authorities represent any power or perform any function not denied the smallest category of authority across by the state constitution, the General Assembly the state, in terms of numbers of projects, or its charter. The municipal solicitor should total revenues and outstanding debt. These determine whether Bethel Park can legally authorities are involved in tourist promotion, organize its own redevelopment authority. economic development promotion, industrial • Business district authorities are generally parks and small business incubator projects. small authorities that operate within • Redevelopment authorities are governed by designated business improvement districts 35 P.S. PA ST Ch. 18A, Urban Redevelopment within commercial areas, develop a plan for Law. They have the power to condemn the improvements and administrative services properties in designated blighted areas under and, with the approval of the municipal eminent domain and to clear the land and governing body, levy assessments to pay their resell it to private interests for redevelopment. costs. Business improvements are capital Additionally, Act 33 of 2018 authorized certain improvements designed to make the district counties and municipalities to designate their more commercially attractive and functional, redevelopment authorities to act as their land including sidewalks, street paving, street banks. lighting, parking facilities, trees and plantings, pedestrian walks, sewers, waterlines, rest areas and rehabilitation or clearance of blighted structures.

Investment 143 • Industrial and commercial development authorities are governed by 73 P.S. 371, Economic Development Financing Law. They finance, construct and lease projects for industrial or commercial development using tax exempt revenue bonds. Projects could include manufacturing, research and development, warehouse, distribution and headquarters facilities and tourist and recreation complexes, wholesale, retail and mercantile facilities, office buildings, hotels or motels, shopping centers, department stores and headquarters facilities.

—”Municipal Authorities in Pennsylvania, Ninth Edition.” Governor’s Center for Local Government Services, PA DCED Case studies • The Mt. Lebanon Industrial Development Authority (IDA), incorporated in 2006, exists to enhance and promote development, redevelopment and economic activities and fund a wide variety of projects, including housing, commercial and industrial development, to create public infrastructure and mass transit systems, or to fund education and health care facilities. • Ashley Borough (Luzerne County) created a seven-member Economic Development Authority in 2018 to implement an “enhanced development plan” for the community through making business and economic improvements and providing administrative services. • The Moon Industrial Develpoment Authority was created in 1980 to provide tax-exempt financing for qualifying project construction. MIDA can offer low interest costs because the interest on the loans it obtains is exempt from federal and state taxes. • The City of Chester created the Chester Economic Development Authority in 1995 to serve as the administrative agent for the city’s economic, housing and community development programs. The authority works to promote business growth and attract new investment.

144 Blueprint Bethel Park Toolbox: Tax abatement and improvement district programs

Local Economic Revitalization Tax Assistance The Local Economic Revitalization Tax Assistance (LERTA) Act enables communities to facilitate revitalization of deteriorated properties within designated areas. It allows local taxing bodies to exempt improvements to certain deteriorated industrial, commercial and other business property. The program provides up to 10 years of real property tax exemption for all or a portion of increased assessment attributable to the cost of either new construction or improvements made to eligible properties. The municipality would need to establish a LERTA program in partnership with Allegheny County and Bethel Park School District.

Tax Increment Financing Tax increment financing (TIF) allows for the capture of increases in property taxes resulting from new development to pay for public improvements. All or a portion of new tax revenues generated above the initial tax base can be diverted to fund eligible project costs. Typically, an eligible authority of the sponsoring municipality issues a revenue bond to provide up-front financing. Investments can also be reimbursed from the flow of annual tax revenues diverted and captured within the district. Creation of a TIF district could facilitate implementation of large-scale redevelopment plans. TIF can be utilized to fund a portion of necessary public improvements, including both site-specific and district-wide infrastructure upgrades. This local funding can be leveraged in an effort to attract other public funding assistance. The nearest TIF project to Bethel Park is Castle Shannon’s Brentwood Town Square. TIF financing was also involved in The Waterfront (Homestead/West Homestead/Munhall), South Side Works and Bakery Square (Pittsburgh), Robinson Mall (Robinson) and Mt. Nebo Pointe (Ohio Township), among others.

Business/Neighborhood Improvement District Figure 28: TIF Timeline These districts, enabled by state law, enable property owners and businesses in a defined geographic area to jointly plan and manage a funding source (special assessments) for improvements that will benefit the area. A business improvement district could finance features and services beyond what the municipality can afford, such as capital improvements, streetscape beautification or marketing/research services, while promoting a sense of unity and pride among participants. This could be especially effective in concert with other efforts to create a traditional — City of Fort Worth, TX walkable downtown in the West Library/Brightwood vicinity.

Investment 145 146 Blueprint Bethel Park Grants and loans American Greenways Eastman Kodak Awards (conservationfund.org) AARP Livable Community Challenge (https://www. The program provides small grants of $500 to $2,500 aarp.org/livable-communities/about/info-2017/aarp- to groups and individuals planning and designing community-challenge-submission-instructions.html) greenways throughout the United States. Grants can This “quick action” grant program seeks to improve be used to cover planning, technical assistance, legal housing, transportation, public space, smart cities and or other costs associated with greenway projects. other community elements. Grants range from several Grants may not be used for academic research, general hundred to several thousand dollars. institutional support, lobbying, or political activities. The deadline for submitting applications is June 1, and Allegheny County Community Infrastructure and awards will be presented in early fall. Tourism Fund (https://www.alleghenycounty.us/ economic-development/authorities/citf-grant.aspx) American Hiking Society’s National Trails Fund (www. americanhiking.org/NTF/) This source offers financial assistance to facilitate economic development through infrastructure American Hiking Society’s National Trails Fund is assistance, to stabilize or correct existing infrastructure the only privately funded national grants program or to plan and prepare sites and buildings for future dedicated solely to building and protecting hiking use. trails. Created in response to the growing backlog of trail maintenance projects, the National Trails Fund has Allegheny County Gaming Economic Development helped hundreds of grassroots organizations acquire Fund (https://www.alleghenycounty.us/economic- the resources needed to protect America’s cherished development/authorities/gedf-fund.aspx) hiking trails. To date, American Hiking Society has This fund supports large (budget $500,000+) economic funded 174 trail projects by awarding over $500,000 development projects, infrastructure, job training, in National Trails Fund grants. Only non-profits with community improvements, public safety and public 501(c)(3) designations and AHS Alliance Members are interest projects. ELIGIBLE to apply. Allegheny Together This program, seeking new municipal applicants for 2019, provides downtown-based communities with a host of dynamic services aimed toward the sustainable revitalization of their business districts over a three- year period. Selection is a competitive process. The annual application cycle begins in May. Details are available through the Department of Economic Development.

Investment 147 Appalachian Regional Commission (www.arc.gov) for the collection of beverage container recyclables in public settings. Grant recipients will receive actual Supplemental infrastructure grants for projects funded recycling bins instead of funding. through other federal programs $100-$300K (50% of program; unless access roads than will fund 80%). Community Development Block Grant (CDBG) (www. Applicants may be nonprofit economic development newpa.com/find-and-apply-for-funding/funding-and- organizations or municipalities. program-finder/community-development-block-grant- cdbg) Authority for Improvement in Municipalities (alleghenycounty.us/economic/communities/ Grants and technical assistance for federal designated grantsloans.aspx) municipalities for any type of community development, such as housing rehabilitation, public services, This source provides low-interest loans for Allegheny community facilities, infrastructure improvement, County municipalities to obtain capital improvements development and planning. Eligibility is two and equipment. components: entitlement program, which provides Bike Belong Coalition Grants Program (bikesbelong. annual funding to designated municipalities, and the org/) competitive program, available to all non-federal entitlement municipalities. Entitlement funding is The Bikes Belong Coalition is sponsored by the bicycle set by formula. Competitive Program is $500,000 industry, with the mission of putting more people on maximum. Seventy percent of each grant must be used bicycles more often. The Bikes Belong Coalition Grants for activities that benefit low- and moderate-income Program provides grants of up to $10,000 to nonprofit persons. organizations and public agencies at the national, regional, and local level for facility, capacity, and Congestion Mitigation and Air Quality Improvement education projects. Priority is given to organizations (CMAQ) Program (http://www.fhwa.dot.gov/ that are directly involved in building coalitions for environment/air_quality/cmaq/) bicycling by collaborating the efforts of bicycle industry Jointly administered by the Federal Highway and advocacy groups. Requests are reviewed quarterly, Administration (FHWA) and the Federal Transit please see the website each year for application Administration (FTA), the Congestion Mitigation and deadlines and guidelines. Air Quality Improvement (CMAQ) Program provides a Claneil Foundation, Inc. (www.claneilfoundation.org/ flexible funding source for transportation projects and mission.php) programs that help improve air quality and reduce congestion. Purpose and activities: Giving primarily for the arts, education, health, the environment, and community Conservation Easement Assistance Program development in Pennsylvania. Contact: Executive (conserveland.org/ceap/guidelines) Director Cathy M. Weiss The Conservation Easement Assistance Program 630 W. Germantown Pike, Ste. 400 Plymouth Meeting, provides small grants to conservation organizations PA 19462-1059 to help cover the costs of conservation as well as trail and fishing access easements; amending and Coca-Cola Foundation Public Space Grant (bingrant. restating older easements; establishing or updating org/public-space-grant-overview/) baseline documentation; and installing signs on eased The Coca-Cola/KAB Recycling Bin Grant Program properties. The program seeks to increase the quantity supports local community recycling initiatives by of easements and special places protected and increase providing selected grant recipients with receptacles the quality and long-term viability of easements.

148 Blueprint Bethel Park Do Something Seed Grants (www.dosomething.org/) The Home Depot Foundation was created in 2002 to further the community building goals of The Home DoSomething.Org provides $500 Do Something Seed Depot Company by providing additional resources to Grants every week to individuals ages 25 or under for assist nonprofit organizations throughout the United community action projects or programs. States and Canada. To better support its mission, The Fiskars Project Orange Thumb (www2.fiskars.com/ Home Depot Foundation will award most of its grants Community/Project-Orange-Thumb) by directly soliciting proposals from high-performing nonprofit organizations with the demonstrated Fiskars believes in contributing to the growing ability to create strong partnerships, impact multiple community garden effort and all it represents — communities and leverage grant resources. In order to creative expression, beautiful outdoor spaces, civic identify potential future nonprofit partners or respond and community collaboration, healthy hand-grown to unique community revitalization opportunities, a food and sustainable living. To help support the limited amount of funding is set aside to be awarded community garden movement, we’ve created Project through a competitive process. Preference will be given Orange Thumb. Since its inception, Fiskars’ Project to grant requests that offer volunteerism opportunities Orange Thumb has provided over $1.3 million to 140 and encourage community engagement. community groups and helped to complete fourteen garden makeovers in the U.S. and Canada. Winners Keep Pennsylvania Beautiful (keeppabeautiful.org/ receive $5,000 in cash and tools to help support their GrantsAwards/FreshPaintDays.aspx) goals of neighborhood beautification and horticulture Fresh Paint Days Pennsylvania is a program designed education, and one lucky applicant will receive a to provide community groups with paint and painting complete garden makeover. supplies enabling them to renew a community Gannett Foundation Community Action Grant (www. structure in need into something beautiful through gannettfoundation.org/guidelines.htm) the application of fresh paint and a lot of elbow grease. This annual event is held in partnership with The Gannett Foundation supports local organizations support from BEHR and The Home Depot. During a in communities served by Gannett Co., Inc. Our month-long period, eight grant awardees along with community action grant priorities include education, their volunteers will be eligible for up to 20 gallons neighborhood improvement, economic development, of exterior paint and $75 for painting supplies. Any youth development, problem-solving, assistance to tax-exempt group within the Commonwealth of disadvantaged people, conservation and cultural Pennsylvania is invited to apply. Private property enrichment. Our average grant amount is in the $1,000 owners or individual applicants are not eligible. to $5,000 range. We consider grant applications twice a year. Kresge Foundation Arts and Culture Program (www. kresge.org/programs/arts-culture) GardenABC’s (gardenabcs.com/Grants.html) Projects designed to revitalize neighborhoods or To help you get funding for your garden project, we’re improve the conditions of low-income people work best keeping track of every youth and community garden when arts and cultural activities are fully integrated and grant we come across. Interested persons can sign up a part of a comprehensive community strategy. Through to receive the GardenABC’s monthly e-mail or visit the a collective approach, we will invest and share in our website, which provides links to a variety of grant and local partners’ aspirations for resilient, thriving and resource sites. equitable places. Home Depot Foundation (www.homedepotfoundation. org/)

Investment 149 Laurel Foundation (www.laurelfdn.org/grants_ National Endowment for the Arts - Our Town Program program.html) (www.arts.gov/grants/apply/OurTown/index.html) Since inception in 1951, Laurel Foundation has Grants ranging from $25,000 to $200,000 available concentrated its grantmaking in Pittsburgh and to support creative placemaking projects in rural southwestern Pennsylvania. With an emphasis on communities. Town will invest in creative and outcomes and accountability, grants will focus on innovative projects in which communities, together programs that offer long-term benefits for participants with their arts and design organizations and artists, and the community. The Foundation favors programs seek to: that foster individual responsibility and self-sufficiency, • Improve their quality of life; exhibit a commitment to sound fiscal and program management, implement collaborative efforts, and • Encourage greater creative activity; demonstrate measurable outcomes. The Foundation • Foster stronger community identity and a awards grants only to organizations that are classified sense of place; and as tax-exempt under section 501(c)(3) of the Internal • Revitalize economic development. Revenue Code. Individuals are not eligible for funding, nor are grants made for scholarships or fellowships. National Gardening Association (grants.kidsgardening. Social and cultural organizations whose services fall org) outside the Greater Pittsburgh area are not encouraged The NGA offers several grant programs for community to submit a request. Laurel Foundation does not and youth gardens. ordinarily approve multi-year grants, preferring instead to monitor the status of a program prior to additional Neighborhood Assistance, Neighborhood Partnership funding approval. Program (NAP/NPP)(www.newpa.com/find-and- apply-for-funding/funding-and-program-finder/ Local Government Academy – Multi-Municipal neighborhood-assistance-neighborhood-partnersh) Planning and Community Sustainability Grant (www. localgovernmentacademy.org/main.asp?ID=40) Fosters the development of collaborations among business firms, neighborhood organizations, local To date, more than $500,000 in grants have been government entities and residents to encourage awarded to more than 30 groups of municipalities. high impact long term investments in distressed The purpose of this program is to support the creation areas. Projects must fall under one of the following and implementation of multi-municipal plans in categories: affordable housing, education, health and conformance with the Pennsylvania Municipalities social services, community economic development, Planning Code (MPC). Applicants are eligible for grants job training, crime prevention and neighborhood up to $8,500 per municipality for one or more of the assistance. Sponsorship consists of contributing a following: substantial amount of cash (minimum $50,000) per • Multi-municipal comprehensive planning; year for a minimum period of five years. Tax credit equals 75 percent of approved project. Total tax credit is • Implementing multi-municipal planning limited to $500,000 annually. priorities; • Community sustainability assessments by Outdoor Nation—Paddle Nation Project Grants individual or teams of municipalities Program (www.outdoornation.org/grants) Paddle Nation Projects Grants support pioneering projects and initiatives that are youth-developed and that result in increased paddling participation. Projects

150 Blueprint Bethel Park should reinforce the idea that recreational paddling Pennsylvania Department of Community and is one of the most accessible and impactful ways in Economic Development—Infrastructure Development which young Americans are introduced to the outdoors. Program (www.newpa.com/find-and-apply-for- Applications are being accepted from individuals funding/funding-and-program-finder/infrastructure- between the ages of 18 and 28 and 501c3 non-profits. development-program) Outdoor Nation—Take Me Fishing (www. Grant and low-interest loan financing for public outdoornation.org/grants) and private infrastructure improvements including Transportation facilities, airports; Clearing and The Take Me Fishing Awards support pioneering preparation of land and environmental remediation; projects and initiatives that are youth-developed that Water and sewer systems, storm sewers; Energy result in increased fishing participation. Projects should facilities; Parking facilities; Bridges, waterways; Rail and reinforce the idea that recreational fishing is one of Port facilities; At former industrial sites only: land and the first and most important ways in which young building acquisition, construction and renovation by Americans are introduced to the outdoors. Applications private developers; Telecommunications infrastructure. are being accepted from individuals between the ages Provides loans and grants up to $1.25 million; no more of 18 and 28 and 501c3 non-profits. than 20% of the annual appropriation for a single PA Conservation Corps (http://www.paworkforce. municipality. state.pa.us/portal/server.pt/community/grants/14632/ Pennsylvania Department of Community and pennsylvania_conservation_corps_(pcc)_project_grant_ Economic Development—Keystone Communities program/598231) Program (www.newpa.com/find-and-apply-for-funding/ Local political subdivisions may apply for PCC grants to funding-and-program-finder/keystone-communities- carry out projects related to conservation, recreation program) and historical preservation. Non-profit agencies in Assists Pennsylvania’s communities in achieving cities of the first class may also apply, but only for revitalization. The program designates and funds projects related to graffiti removal and the repair of communities that are implementing Main Street, Elm institutional vandalism. Grantees receive the services Street, Enterprise Zone efforts or other community of a PCC crew for one year, and may also receive up to development efforts by supporting physical $15,000 for the purchase of necessary materials and improvements and/or other communities that contracted services. Political subdivisions must supply are undertaking revitalization activities within the a 25-percent cash match. Applications are available community., provides accessible modifications for the in October, and must be submitted by the following homes of persons with physical disabilities. January. Projects begin on July 1 and end on June 30. Pennsylvania Department of Community and Pennsylvania Council on the Arts (PCA) (www. Economic Development—Municipal Assistance pacouncilonthearts.org/) Program (MAP) (http://www.newpa.com/find-and- At established deadlines throughout the year, the apply-for-funding/funding-and-program-finder/ PCA accepts applications for state arts funding from municipal-assistance-program) arts organizations, non-arts organizations with arts Provides funding to assist local governments to plan programs or arts projects, schools, school districts, for and efficiently implement a variety of services and intermediate units and other educational settings, and improvements, and soundly manage development other entities through nonprofit conduit organizations. with an emphasis on intergovernmental approaches. Funding is available for three groups of activities:

Investment 151 shared services; community planning; and floodplain In addition to other aims, this source establishes management. MAP funds up to 50% of eligible dedicated funding for bicycle and pedestrian costs. Counties and municipalities may apply; shared improvements and allows targeted funding for priority service activities require two or more participating investments in any mode. municipalities. Pennsylvania Fish and Boat Commission (PFBC) Pennsylvania Department of Conservation and (http://www.fish.state.pa.us/grants.htm) Natural Resources—Community Conservation The Commission has a number of grant programs that Partnership Program (C2P2) (www.dcnr.state.pa.us/brc/ provide funding in support of fishing, boating and grants/index.aspx) aquatic resource conservation; including the Boating The DCNR Bureau of Recreation and Conservation Facility Grant Program, the Boating Infrastructure Grant (BRC) builds connections between the citizens and the Program, and the Coldwater Heritage Partnership. outdoors through recreation enhancement, natural Pennsylvania Historical & Museum Commission— resources conservation and community revitalization Historic Preservation Program (www.portal.state.pa.us/ efforts. BRC partners with communities and portal/server.pt/community/grants_and_funding/3748) organizations across Pennsylvania to provide technical assistance and financial support for these efforts. The Keystone Historic Preservation Grant program provides funding support for projects that identify, Pennsylvania Department of Environmental preserve, promote and protect historic and Protection—Environmental Education Grants (www. archaeological resources. Maximum grant award from portal.state.pa.us/portal/server.pt/community/ PHMC to an organization is $25,000. Grants require a environmental_education/13903/grants/588549) 50/50 cash match. Administered through DEP, the funds are used for Pennsylvania Humanities Council (www.pahumanities. projects ranging from creative, hands-on lessons for org/programs/grants.php) students, teacher training programs, and outdoor learning resources education for adults. The program Humanities Grants foster collaborative learning funds environmental education projects that address: through public projects that involve humanities Watersheds; Air Quality; Brownfields; Energy Education; experts and feature a strong discussion component. Environmental Literacy; Formal and Non-formal EE Examples of humanities projects include discussion Certification; STEM Education; Curriculum Revision or groups exploring books or films, workshops, walking Integration; and Other Environment and Ecology Topics. tours, panel discussions, exhibitions with interpretive programs, and craft demonstrations integrating Pennsylvania Department of Environmental conversations about the craft. Humanities Grants are Protection—Growing Greener (www.depweb. available to all nonprofits, including arts organizations, state.pa.us/portal/server.pt/community/growing_ history groups and public libraries. greener/13958) Pennsylvania Safe Routes to School Program (www. PADEP offers Watershed Protection and Surface Mining saferoutespa.org/) Conservation and Reclamation grants to municipalities, watershed organizations, nonprofit organizations, Safe Routes to School is a federal initiative that educational institutions, and municipal authorities. helps to enable and encourage students, including those with disabilities, to walk or bicycle to school. PennDOT Multimodal Transportation Fund Grant Safe Routes to School (SRTS) programs are built on (https://www.penndot.gov/ProjectAndPrograms/ collaborative partnerships among many stakeholders, MultimodalProgram/Pages/default.aspx) including educators, parents, students, elected

152 Blueprint Bethel Park officials, engineers, community planners, business historic sites in Philadelphia and the region, and the and community leaders, health officials, and bicycle Philadelphia History Exhibitions Initiative has assisted and pedestrian advocates. Since 2005, the federal Philadelphia-area history museums in producing high- government has provided funding for all 50 states and quality, innovative exhibitions. Such programs could the District of Columbia to implement a SRTS program. be used to fund interpretation of trail related historic In Pennsylvania, the Department of Transportation resources and sites. is responsible for encouraging, promoting, and Port of Pittsburgh Commission (www.port.pittsburgh. supporting SRTS activities across the state. pa.us/home) PENNVEST (http://www.portal.state.pa.us/portal/ The Port of Pittsburgh Commission has created a server.pt/community/pennvest/9242) small grants program, of $5,000 to $20,000, for non- PENNVEST has been empowered by Pennsylvania profits and local units of government in southwestern state law, Pennsylvania Infrastructure Investment Pennsylvania. The grants may be used for sustainable, Authority Act 16 of 1988, to administer and finance port-related economic development projects. Projects the Clean Water State Revolving Fund (CWSRF) and the may be educational, recreational, environmental or Drinking Water State Revolving Fund (DWSRF) pursuant touristic in nature or support some other economic to the federal Water Quality Act of 1987, as well as to development activities related to the rivers or streams administer the American Recovery and Reinvestment of the 12-county Port of Pittsburgh district. Act of 2009 (ARRA) funds. PENNVEST also finances, State Farm Good Neighbor Citizenship Company through the issuance of special obligation revenue Grants (www.statefarm.com/aboutus/community/ bonds, water management, solid waste disposal, sewage grants/company/company.asp) treatment and pollution control projects undertaken by or on behalf of private entities. The State Farm Companies Foundation provides grants to municipalities, nonprofit organizations, volunteer Pew Charitable Trusts (www.pewtrusts.com/grants/) fire companies, and chambers of commerce. Safety The Pew Charitable Trusts, based in Philadelphia, grants are available for auto and roadway safety and are a national philanthropy established 48 years community development grants are available for ago. Through their grantmaking, the Trusts seek to community revitalization and economic development. encourage individual development and personal Surdna Foundation (www.surdna.org/) achievement, cross-disciplinary problem solving and innovative, practical approaches to meeting the The Surdna Foundation seeks to foster sustainable changing needs of a global community. Each year, the communities in the United States - communities Trusts make grants of about $180 million to between guided by principles of social justice and distinguished 400 and 500 nonprofit organizations in six areas: by healthy environments, strong local economies and culture, education, environment, health and human thriving cultures. We seek to dismantle the structural services, public policy, and religion. In addition, the barriers that limit opportunity for many, helping to Venture Fund supports independent projects outside of create communities that are prosperous, culturally these six areas that take an interdisciplinary approach enriching, and sustainable. Grants are offered to broad issues of significant interest or concern. In in three areas: sustainable environments, strong particular, the Culture program selectively supports local economies, and thriving cultures. The Surdna programs for artists and cultural organizations in Foundation accepts letters of inquiry on a rolling basis Philadelphia and has funded history interpretive and invites a limited number of applicants to submit a programs—the Heritage Investment Program has full proposal. provided technical assistance and challenge grants to

Investment 153 Target Store Grants – Arts Grants (sites.target.com/ LABOR site/en/company/page.jsp?contentId=WCMP04-031819) Local Government Academy Municipal Intern Funds arts programs that bring the arts to schools or Program (localgovernmentacademy.org/interns-and- make it affordable for youth and families to participate careers/mip/) in cultural experiences, such as school touring programs, field trips to the theater or symphony, or The LGA provides a service to communities by placing artists residencies and workshops in schools. students from graduate and undergraduate programs at local colleges and universities in municipalities, The North Face Explore Fund (explorefund.org/) authorities and councils of governments to complete The Explore Fund will support organizations that 12-week summer internships. LGA assists municipalities encourage youth outdoor participation, focusing in finding an intern as well as paying half of interns’ primarily on creating more connections of children to wages. nature, increasing access to both front & backcountry Student Conservation Association (SCA) (http://www. recreation, as well as providing education for both thesca.org/) personal & environmental health. Grants will be given up to $2,500. SCA offers a Conservation Corps program, where college and graduate students and other qualified Three Rivers Community Foundation (http://trcfwpa. participants address specific, urgent conservation org) challenges. Projects may include mitigating wildland Three Rivers Community Foundation in southwestern fire risks, eradicating invasive plants while protecting Pennsylvania is the region’s only grantmaker dedicated native species, restoring desert lands scarred by off- solely to social change and justice. The Foundation’s road vehicles, or providing environmental education key issue areas include: Disability Rights; Economic in community classrooms. SCA Corps programs, some Justice; the Environment; Racial Justice; Women, Youth, of which are offered in cooperation with AmeriCorps, and Families; Lesbian, Gay, Bisexual, and Transgender run for up to 10 months, and members often share a Issues. In addition to making grants of up to $4,000 communal residence. in these action areas, TRCF also makes small Special Opportunity Grants of up to $500 throughout the year for unanticipated opportunities that may arise, for which organizations did not budget. Western PA Conservancy and Dominion (WaterLandLife.org/112) Watershed grants; operating, restoration and promotion ($1000- $5000).

154 Blueprint Bethel Park TECHNICAL ASSISTANCE Southwestern Pennsylvania Commission (SPC) Local Technical Assistance Program (www.spcregion.org/ Alliance for Biking and Walking (http://www. plan_ltap.shtml) peoplepoweredmovement.org/site/) In an effort to transfer transportation technologies Coalition of advocacy organizations focused on and procedures developed at the state and federal strengthening and uniting leaders in bicycle and level to local municipalities, PennDOT established the walking initiatives. Local Technical Assistance Program (LTAP) as part of a national initiative established by the Federal Highway League of American Bicyclists - Bicycle Friendly Administration. Community Program (www.bikeleague.org/programs/ bicyclefriendlyamerica/communities/) SPC, as the region’s Metropolitan Planning Organization (MPO) and PennDOT planning partner, organizes the The Bicycle Friendly Community Program (BFC) LTAP program in the-county region of Southwestern provides incentives, hands-on assistance and award Pennsylvania. This program’s mission is to share recognition for communities that actively support transportation knowledge, improve road maintenance bicycling. A Bicycle Friendly Community welcomes and safety skills, and put research and new technology cyclists by providing safe accommodation for cycling into practice at the local level. and encouraging people to bike for transportation and recreation. National Complete Streets Coalition (www. smartgrowthamerica.org/complete-streets) Instituting complete streets policy, which consider all means of transportation within a road corridor, to ensure that roadways are designed and operated with all users in mind.

Investment 155 156 Blueprint Bethel Park The following pages are excerpts from Port Authority’s Transit Oriented Development Guidelines that are specific to Bethel Park. The guidelines are meant to provide the entire community of stakeholders – transit agencies, local governments, regional planners, community groups, developers and others – with a common vocabulary and frame of reference. The guidelines contain what Port Authority of Allegheny County considers to be best practice standards based on local and national research.

Investment 157 158 Blueprint Bethel Park Investment 159 PAGE 102 ACTION PLAN

ACTION PLAN

OVERVIEW Bethel Park’s system of outdoor park and recreation facilities is an integral and valued element of the Municipality’s landscape. As part of the Community Parks Assessment planning effort, the Municipality focused on developing a long-term strategy to meet resident and visitor recreational needs through maintaining and/or improving existing Municipal facilities. The following Action Plan summarizes items for implementation across the system of outdoor facilities. This Action Plan considers public input, collaboration with Municipality staff and input from community leaders. Recognizing there is a finite amount of resources available to address the wide range of recommendations, a phased strategy for carrying out this plan is anticipated. Consequently, strategies are itemized with potential implementation timeframes and anticipated responsibility parties.

To implement complex recommendations, cooperation and collaboration among many will most likely be necessary. Varying recommendations and policies will require civic leaders’, municipal staff’s, authorities’, residents’ and the sports groups’ commitment within Bethel Park. Complex projects will also typically have a high level of direct Council and Municipality staff involvement. Recommendations with limited scale and/or complexity may provide opportunity for the Parks and Recreation Board to initiate efforts and the Public Works Department to implement them. Improvement/Investment Timeframe Legend for Action Plan: Immediate: 0-2 years Short-Term: >2-4 years Intermediate-Term: >4-7 years Long-Term: >7-10 years ACTION PLAN PAGE 103

TABLE: 11 - ACTION PLAN

Improvement Projected Improvement/ PARK Improvement/Investment /Investment Improvement/ Investment Responsibility Type Investment Cost Timeframe

Council, Parks and Rec Dept, Applies to All Parks Enact Action Plans Policy Immediate Recreation Board, Community Services Council, Parks and Rec Dept, Applies to All Parks Adopt Formal Park Typologies Policy Immediate Recreation Board, Community Services Host an Annual Spring Field Applies to All Parks Policy Immediate Parks and Rec Dept, Public Works Maintenance Training Workshop Identify a Smartphone Field Council, Parks and Rec Dept, Applies to All Parks Policy Immediate Scheduling/ Maintenance App Recreation Board, Public Works Council and Parks and Rec Dept, Applies to All Parks Enhance Park Security Policy Immediate Community Services, Police Field evaluation - turfgrass Council, Parks and Rec Dept, 3rd Party Millennium Park Capital $10,000 Immediate management and core samples Contractor

Field evaluation - turf grass Council, Parks and Rec Dept, 3rd Party Miners Memorial Park management & no mow Capital $15,000 Immediate Contractor implementation at Lower Field

Field evaluation - turfgrass Council, Parks and Rec Dept, 3rd Party Oak Tree Park Capital $3,500 Immediate management and core samples Contractor Field evaluation - turfgrass Council, Parks and Rec Dept, 3rd Party Park Avenue Capital $7,500 Immediate management and core samples Contractor Hockey court repurposing - Parks and Rec Dept, Recreation Board, Simmons Park Capital S0 Immediate Pickleball retrofit 3rd Party Contractor Field evaluation - turfgrass Council, Parks and Rec Dept, Simmons Park Capital $10,000 Immediate management and core samples Recreation Board

Simmons Park Drainage remediation - at back field Capital $10,000 Immediate Parks and Rec Dept, Public Works

Field evaluation - turfgrass Council, Parks and Rec Dept, Village Green Park Capital $5,000 Immediate management and core samples Recreation Board Playground equipment - new Parks and Rec Dept, 3rd Party Village Green Park Capital Immediate (funding currently in place) Contractor PAGE 104 ACTION PLAN

TABLE 11: ACTION PLAN CONTINUED

Improvement Projected Improvement/ PARK Improvement/Investment /Investment Improvement/ Investment Responsibility Type Investment Cost Timeframe

Adopt General Field Maintenance Council, Parks and Rec Dept, Applies to All Parks Policy Short-Term Goals/Standards Recreation Board

Increase the allocation of budget Council, Parks and Rec Dept, Applies to All Parks Policy Short-Term resources to parks and recreations Recreation Board, Community Services

Council, Parks and Rec Dept, Applies to All Parks Hire a 3rd Party Groundskeeper Policy Short-Term Recreation Board

Train an employee to become Council, Parks and Rec Dept, Applies to All Parks a Certified Playground Safety Policy Short-Term Recreation Board Inspector

Form Agreements between Parks and Rec Dept, Recreation Board, Applies to All Parks the Municipality and Sports Policy Short-Term Sports Associations Organizations

Basketball court rehabilitation - paint Birch Tree Park Capital $1,500 Short-Term Public Works backboards, new net

Birch Tree Park Benches - 2 Capital $1,000 Short-Term Public Works

Playground rehabilitation - minor Parks and Rec Dept, Recreation Board, Birch Tree Park - new swing seats, painting, new Capital $20,000 Short-Term 3rd Party Contractor surface, code compliance

Basketball court rehabilitation - paint Elm Tree Park Capital $750 Short-Term Public Works backboards

Elm Tree Park New Benches - 2 Capital $1,000 Short-Term Public Works

Playground rehabilitation - minor Parks and Rec Dept, Recreation Board, Elm Tree Park - new swing seats, painting, new Capital $20,000 Short-Term 3rd Party Contractor surface, code compliance

Millennium Park Entrance sign beautification Capital $1,500 Short-Term Parks and Rec Dept, Public Works

Upper front - fix rutting, Council, Parks and Rec Dept, 3rd Party Miners Memorial Park Capital $2,500 Short-Term fix edge condition Contractor Council, Parks and Rec Dept, 3rd Party Miners Memorial Park Upper front - backstop refurbishing Capital $3,500 Short-Term Contractor ACTION PLAN PAGE 105

TABLE 11: ACTION PLAN CONTINUED

Improvement Projected Improvement/ PARK Improvement/Investment /Investment Improvement/ Investment Responsibility Type Investment Cost Timeframe

Upper back - fix rutting, Council, Parks and Rec Dept, 3rd Party Miners Memorial Park Capital $2,500 Short-Term fix edge condition Contractor Council, Parks and Rec Dept, 3rd Party Miners Memorial Park Upper back - fence renovation Capital $1,500 Short-Term Contractor Lower field - fix rutting, fix Council, Parks and Rec Dept, 3rd Party Miners Memorial Park Capital $2,500 Short-Term edge condition Contractor Lower field - fence renovation, Council, Parks and Rec Dept, 3rd Party Miners Memorial Park Capital $500 Short-Term painting Contractor Lower field - new bleachers - Miners Memorial Park Capital $20,000 Short-Term Parks and Rec Dept, Public Works 2 sets

Mollyhill Park New benches - 2 Capital $1,000 Short-Term Public Works

New bleachers - 2 sets of new Oak Tree Park Capital $20,000 Short-Term Parks and Rec Dept, Public Works bleachers

Oak Tree Park Pavilion repair - minor Capital $1,500 Short-Term Public Works

Parks and Rec Dept, 3rd Party Oak Tree Park Baseball field - minor rehabilitation Capital $750 Short-Term Contractor Site furnishings at pavilion - picnic Park Avenue Capital $1,750 Short-Term Public Works table, 2 benches

Park Avenue Baseball field - 1 set of bleachers Capital $10,000 Short-Term Public Works

Park Avenue Flat field - players benches - 2 Capital $500 Short-Term Public Works

Playground rehabilitation - code Parks and Rec Dept, Recreation Board, Park Avenue Capital $2,000 Short-Term compliance, new shade trees 3rd Party Contractor

Peter J. Page Park New benches - 3 Capital $1,500 Short-Term Public Works

Basketball court rehabilitation - Pine Tree Park Capital $1,000 Short-Term Public Works new backboard PAGE 106 ACTION PLAN

TABLE 11: ACTION PLAN CONTINUED

Improvement Projected Improvement/ PARK Improvement/Investment /Investment Improvement/ Investment Responsibility Type Investment Cost Timeframe

Pine Tree Park Pavilion repair - minor Capital $2,000 Short-Term Public Works

Pine Tree Park Grill - new Capital $400 Short-Term Public Works

Pine Tree Park New benches - 3 Capital $1,500 Short-Term Public Works

Playground rehabilitation - minor Parks and Rec Dept, Recreation Board, Pine Tree Park - new swing seats, painting, new Capital $20,000 Short-Term 3rd Party Contractor surface, code compliance

Council, Parks and Rec Dept, Simmons Park Middle field - replace backstop Capital $12,000 Short-Term 3rd Party Contractor Council, Parks and Rec Dept, Simmons Park Back field - replace backstop Capital $12,000 Short-Term 3rd Party Contractor Parks and Rec Dept, Recreation Board, Simmons Park Volleyball court - edge construction Capital $1,000 Short-Term 3rd Party Contractor Tennis court rehabilitation - fix Parks and Rec Dept, Recreation Board, Simmons Park Capital $20,000 Short-Term cracks, repaint 3rd Party Contractor Playground rehabilitation - minor, Parks and Rec Dept, Recreation Board, Simmons Park Capital $10,000 Short-Term new swings, paint, code compliance 3rd Party Contractor

Simmons Park Pavilion repair - minor Capital $1,500 Short-Term Public Works

Front field - fix rutting, fix edge Council, Parks and Rec Dept, Simmons Park Capital $2,500 Short-Term condition 3rd Party Contractor Safety netting - to prevent foul balls Simmons Park Capital $3,000 Short-Term Parks and Rec Dept, Public Works hitting spectators Middle field - pavement repair Council, Parks and Rec Dept, Simmons Park Capital $3,500 Short-Term around restroom 3rd Party Contractor Back field - fix rutting, fix Council, Parks and Rec Dept, Simmons Park Capital $2,500 Short-Term edge condition 3rd Party Contractor Council, Parks and Rec Dept, Simmons Park Back field - fence renovation Capital $1,500 Short-Term 3rd Party Contractor ACTION PLAN PAGE 107

TABLE 11: ACTION PLAN CONTINUED

Improvement Projected Improvement/ PARK Improvement/Investment /Investment Improvement/ Investment Responsibility Type Investment Cost Timeframe

Council, Parks and Rec Dept, Simmons Park Middle field - infield replacement Capital $35,000 Short-Term Recreation Board, 3rd Party Contractor

UPMC Field Bleacher rehabilitation Capital $1,000 Short-Term Public Works

Council, Parks and Rec Dept, UPMC Field Backstop rehabilitation Capital $12,000 Short-Term 3rd Party Contractor Field rehabilitation - infield Parks and Rec Dept, Recreation Board, UPMC Field Capital $35,000 Short-Term replacement 3rd Party Contractor

UPMC Field Drainage remediation Capital $10,000 Short-Term Public Works

Site furnishings at lower Village Green Park Capital $3,000 Short-Term Parks and Rec Dept, Public Works pavilion - 4 picnic tables

Village Green Park New bleachers - 3 sets Capital $30,000 Short-Term Parks and Rec Dept, Public Works

Site furnishings at upper pavilion - 2 Village Green Park Capital $1,000 Short-Term Parks and Rec Dept, Public Works picnic tables Drainage remediation - at base of Council, Parks and Rec Dept, Village Green Park Capital $50,000 Short-Term outfield slope and swales Recreation Board, 3rd Party Contractor

Village Green Park Lower pavilion repair - minor Capital $1,500 Short-Term Parks and Rec Dept, Public Works

Council, Parks and Rec Dept, Village Green Park Restroom rehabilitation Capital $30,000 Short-Term Recreation Board, 3rd Party Contractor Council, Parks and Rec Dept, Village Green Park Concession stand rehabilitation Capital $35,000 Short-Term Recreation Board, 3rd Party Contractor

Establish a Capital Improvements Intermediate- Council, Parks and Rec Dept, Applies to All Parks Policy Program for Parks Term Recreation Board

Intermediate- Council, Parks and Rec Dept, Applies to All Parks Sports Field Lighting Additions Policy Term Recreation Board

Intermediate- Parks and Rec Dept and Sports Applies to All Parks Organization of Sports Tournaments Policy Term Organizations

Creation of a "Friends of the Park" or Intermediate- Applies to All Parks Policy Council, Parks and Rec Dept other volunteer-based park group Term PAGE 108 ACTION PLAN

TABLE 11: ACTION PLAN CONTINUED

Improvement Projected Improvement/ PARK Improvement/Investment /Investment Improvement/ Investment Responsibility Type Investment Cost Timeframe

Creation of a "Park Tenders" Intermediate- Applies to All Parks Policy Recreation Board program Term

Establish a program for Intermediate- Parks and Rec Dept, Community Applies to All Parks Policy Dog Walkers Term Services

Intermediate- Parks and Rec Dept, Sports Millennium Park New storage boxes - 12 Capital $6,000 Term Associations

Intermediate- Millennium Park Additional bleachers - 3 sets Capital $30,000 Parks and Rec Dept, Public Works Term

Intermediate- Council, Parks and Rec Dept, Millennium Park Restroom refurbishing Capital $30,000 Term Recreation Board, 3rd Party Contractor

Field rehabilitation - Intermediate- Parks and Rec Dept, Recreation Board, Millennium Park Capital $100,000 new infield mix at each ballfield Term 3rd Party Contractor

Lower field - new storage boxes - 3 Intermediate- Parks and Rec Dept, Sports Miners Memorial Park Capital $1,500 boxes Term Associations

Upper back - move fence location to Intermediate- Council, Parks and Rec Dept, 3rd Party Miners Memorial Park Capital $2,000 create 2 different sized fields Term Contractor

Lower field - fence addition to create Intermediate- Council, Parks and Rec Dept, 3rd Party Miners Memorial Park Capital $8,500 outfield Term Contractor

New concrete sidewalk - Intermediate- Parks and Rec Dept, Recreation Board, Mollyhill Park Capital $25,000 ADA accessible Term 3rd Party Contractor

Landscape buffer between Intermediate- Mollyhill Park Capital $10,000 Public Works park and trolley Term

Intermediate- Parks and Rec Dept, Sports Oak Tree Park New storage boxes - 12 Capital $6,000 Term Associations ADA accessibility - concrete sidewalk Intermediate- Parks and Rec Dept, Recreation Board, Oak Tree Park Capital $12,500 6' wide Term 3rd Party Contractor Intermediate- Peter J. Page Park New parking area - gravel Capital $3,000 Parks and Rec Dept, Public Works Term Intermediate- Council, Parks and Rec Dept, 3rd Party Simmons Park Middle field - fence replacement Capital $8,500 Term Contractor ACTION PLAN PAGE 109

TABLE 11: ACTION PLAN CONTINUED

Improvement Projected Improvement/ PARK Improvement/Investment /Investment Improvement/ Investment Responsibility Type Investment Cost Timeframe

Back field - new storage Intermediate- Parks and Rec Dept, Sports Simmons Park Capital $2,000 boxes - 4 Term Associations Intermediate- Simmons Park New bleachers - 6 sets Capital $60,000 Parks and Rec Dept, Public Works Term

Dugout rehabilitation - graffiti Intermediate- Parks and Rec Dept, Recreation Board, UPMC Field removal, roofing, concrete paving in Capital $12,000 Term 3rd Party Contractor dugout (x2)

Council, Parks and Rec Dept, Applies to All Parks Create a Risk Management Plan Policy Long-Term Recreation Board Baseball Fields - 2 new in former flat Council, Parks and Rec Dept, Millennium Park Capital $130,000 Long-Term field location Recreation Board, 3rd Party Contractor Concession stand and restrooms - Council, Parks and Rec Dept, Millennium Park Capital $120,000 Long-Term new near lower fields Recreation Board, 3rd Party Contractor Council, Parks and Rec Dept, Millennium Park Playground equipment - new Capital $75,000 Long-Term Recreation Board, 3rd Party Contractor Addition of perimeter trail - asphalt Council, Parks and Rec Dept, Millennium Park Capital $100,000 Long-Term 6' wide, permeable Recreation Board, 3rd Party Contractor Council, Parks and Rec Dept, Millennium Park Lighting at multi-use field Capital $75,000 Long-Term Recreation Board, 3rd Party Contractor Council, Parks and Rec Dept, Miners Memorial Park Lower field - dugouts Capital $30,000 Long-Term Recreation Board, 3rd Party Contractor Lower field - restroom facility (if Council, Parks and Rec Dept, Miners Memorial Park Capital $90,000 Long-Term water) Recreation Board, 3rd Party Contractor

Concrete walk 6' wide at lower area Council, Parks and Rec Dept, Miners Memorial Park Capital $35,000 Long-Term from concrete steps at parking lot Recreation Board, 3rd Party Contractor

Council, Parks and Rec Dept, Mollyhill Park New Pavilion Capital $35,000 Long-Term Recreation Board, 3rd Party Contractor Council, Parks and Rec Dept, Mollyhill Park Playground equipment - new Capital $30,000 Long-Term Recreation Board, 3rd Party Contractor New trail system - crushed limestone Mollyhill Park Capital $27,000 Long-Term Parks and Rec Dept, Public Works 6' wide Council, Parks and Rec Dept, Mollyhill Park New parking - ADA accessible Capital $20,000 Long-Term Recreation Board, 3rd Party Contractor PAGE 110 ACTION PLAN

TABLE 11: ACTION PLAN CONTINUED

Improvement Projected Improvement/ PARK Improvement/Investment /Investment Improvement/ Investment Responsibility Type Investment Cost Timeframe

Council, Parks and Rec Dept, Oak Tree Park Playground equipment - new Capital $40,000 Long-Term Recreation Board, 3rd Party Contractor Council, Parks and Rec Dept, Park Avenue Playground equipment - new Capital $75,000 Long-Term Recreation Board, 3rd Party Contractor New trail system - crushed limestone Peter J. Page Park Capital $55,000 Long-Term Parks and Rec Dept, Public Works 6' wide Middle field - push fence back and Council, Parks and Rec Dept, Simmons Park Capital $8,000 Long-Term make it 6' high 3rd Party Contractor Council, Parks and Rec Dept, Simmons Park Remove front field Capital $5,000 Long-Term Recreation Board, 3rd Party Contractor Parking - new in former front field Council, Parks and Rec Dept, Simmons Park Capital $175,000 Long-Term location Recreation Board, 3rd Party Contractor Concession stand with restrooms - Council, Parks and Rec Dept, Simmons Park Capital $120,000 Long-Term new Recreation Board, 3rd Party Contractor Council, Parks and Rec Dept, Simmons Park Cornhole - 3 boards Capital $3,000 Long-Term Recreation Board, 3rd Party Contractor Council, Parks and Rec Dept, Simmons Park Bocce Ball courts - 3 new Capital $50,000 Long-Term Recreation Board, 3rd Party Contractor Council, Parks and Rec Dept, Simmons Park Basketball courts - 1 new Capital $20,000 Long-Term Recreation Board, 3rd Party Contractor

Simmons Park Batting Cages - relocate Capital $2,000 Long-Term Parks and Rec Dept, Public Works

Council, Parks and Rec Dept, Simmons Park Sun Shades - 2 new Capital $50,000 Long-Term Recreation Board, 3rd Party Contractor Council, Parks and Rec Dept, Simmons Park Playground equipment - new Capital $75,000 Long-Term Recreation Board, 3rd Party Contractor Council, Parks and Rec Dept, Simmons Park Middle field - dugouts - 2 Capital $30,000 Long-Term Recreation Board, 3rd Party Contractor

Improved circulation to Front and Council, Parks and Rec Dept, Simmons Park Back field - permeable asphalt path Capital $15,000 Long-Term Recreation Board, 3rd Party Contractor 6' wide ACTION PLAN PAGE 111

TABLE 11: ACTION PLAN CONTINUED

Improvement Projected Improvement/ PARK Improvement/Investment /Investment Improvement/ Investment Responsibility Type Investment Cost Timeframe

Council, Parks and Rec Dept, Simmons Park Splash Pad - recirculating Capital $100,000 Long-Term Recreation Board, 3rd Party Contractor Council, Parks and Rec Dept, UPMC Field Restroom facilities Capital $90,000 Long-Term Recreation Board, 3rd Party Contractor Soccer fields - install 1 new Council, Parks and Rec Dept, Village Green Park Capital $30,000 Long-Term (180'x120') Recreation Board, 3rd Party Contractor Lacrosse Field - install 2 new Council, Parks and Rec Dept, Village Green Park Capital $150,000 Long-Term (330'x180') Recreation Board, 3rd Party Contractor Council, Parks and Rec Dept, Village Green Park Sun Shade Capital $25,000 Long-Term Recreation Board, 3rd Party Contractor Concession stand with restrooms - Council, Parks and Rec Dept, Village Green Park Capital $120,000 Long-Term new Recreation Board, 3rd Party Contractor Council, Parks and Rec Dept, Village Green Park Parking - expansion Capital $150,000 Long-Term Recreation Board, 3rd Party Contractor Council, Parks and Rec Dept, Village Green Park Lacrosse rebounding boards - new Capital $3,500 Long-Term Recreation Board, Public Works Council, Parks and Rec Dept, Village Green Park Perimeter Trail - new Capital $100,000 Long-Term Recreation Board, 3rd Party Contractor 160160 BlueprintBlBlueueprprinint BethelBeBeththell ParkParark