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3494 Ecoinnovation Plan

The document is an introduction letter for the Uptown/West Oakland EcoInnovation District Plan adopted on September 12, 2017. It outlines a bold vision to guide sustainable development and livability innovations in Uptown/West Oakland in a way that benefits the community. Over the past two years, community members have provided input through surveys, public events, interviews and a steering committee. The resulting plan is organized into four chapters covering community, development, mobility, and infrastructure, and includes projects, programs and strategies to strengthen the community and physical environment.

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0% found this document useful (0 votes)
144 views244 pages

3494 Ecoinnovation Plan

The document is an introduction letter for the Uptown/West Oakland EcoInnovation District Plan adopted on September 12, 2017. It outlines a bold vision to guide sustainable development and livability innovations in Uptown/West Oakland in a way that benefits the community. Over the past two years, community members have provided input through surveys, public events, interviews and a steering committee. The resulting plan is organized into four chapters covering community, development, mobility, and infrastructure, and includes projects, programs and strategies to strengthen the community and physical environment.

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© © All Rights Reserved
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ADOPTED SEPTEMBER 12, 2017

UPTOWN/
WEST OAKLAND
INTRODUCTION LETTER
Citizens of Pittsburgh,
Change is one of the key forces of nature in cities. Cities Uptown is one of the oldest parts of our city, and at One of the bold ideas would recast Boulevard of
and communities can work to guide change in ways the same time, full of new opportunities and fresh the Allies as Uptown’s riverfront by returning the
that realize bold community visions for the future, ideas. Sandwiched between Downtown and Oakland, highway back to the leafy boulevard envisioned by
or they can choose to respond to change with fear Pennsylvania’s second and third largest employment Olmsted when it was originally built. Fifth and Forbes
and struggle in vain to turn back the hands of time. centers, Uptown already has a rich tapestry of are invigorated with a new bus rapid transit system
Pittsburgh has gone down both paths in its history, community organizations and institutions including but and all the safety and livability improvements that
and in Uptown, we have the unique opportunity to test not limited to Uptown Partners, Duquesne University, come with it. And the plan builds on the wisdom of
our shared aspirations of sustainable development, UPMC Mercy Hospital and Avenu. These organizations previous projects, for example, by reimagining the
livability innovation and entrepreneurship in ways that are all actively using their diverse skills, expertise hillside between Uptown and the rest of the Greater
benefit us all. That’s what the Uptown EcoInnovation and resources to improve the community. Their Hill as a forested trail network that can reconnect these
District Plan is all about. investments in this planning process are matched two areas and provide residents with a healthy and
by their excitement to make this document a reality. natural escape from the city – an idea originating in
When we began this project two years ago, we also Even better, they’re not alone. This planning process the Greenprint Plan almost a decade ago. But this plan
started two other ventures: the City’s first resilience has included many voices and there are many in the doesn’t just propose new energy efficient buildings,
strategy, OnePGH, and the P4 partnership between community who can’t wait to get going. infrastructure and livability improvements – it also
the City and The Heinz Endowments. Taking on issues proposes the workforce development programs
of resilience, equity and growth at both citywide and Over the last two years, the community voice has been needed for residents of Uptown and the Greater Hill
community scales allowed us to understand the big central and powerful. Over 700 people completed Community to gain the skills needed to build and
issues all Pittsburghers will face and the opportunities surveys, 550 attended public events, 70 were involved maintain these improvements and start the small
these challenges create for each of our communities. in one-on-one interviews or focus groups, and a businesses to grow Pittsburgh’s clean tech economy.
This plan benefits from both citywide initiatives to community steering committee met 10 times to help
spur new programs and development opportunities guide the development of the plan. The resulting The result is a bold vision for the future where
that will meet community goals. New land use controls document is organized into four simple chapters that everyone is invited to come, to innovate, to build new
will translate the community vision into zoning code represent the opportunities and challenges facing businesses and to find a livable community to call
and provide a dynamic set of tools that ensure our Uptown: Community, Development, Mobility and home. The lessons we learn here, in Uptown, will shape
communities benefit from the development that Infrastructure. The plan includes a mix of projects, the next generation of neighborhood plans across the
happens in them. We’re piloting these strategies in programs and strategies that seek to build both a city.
Uptown with the intent to see what works and expand stronger community of residents and businesses as well
these successes citywide to benefit all communities. For as a better physical environment. Sincerely,
many reasons, Uptown is a great testbed.

William Peduto
Mayor, City of Pittsburgh
ACKNOWLEDGMENTS

This plan was the culmination of collaboration over CITY OF PITTSBURGH


the last two years and would not have been possible
without the time, knowledge and energy of those listed Raymond W. Gastil, Director, Department of City Planning
below and to the hundreds of stakeholders who came Andrew Dash, Assistant Director, Department of City Planning
to events, sat for interviews, joined focus groups and Justin Miller, Project Manager (former)
provided their invaluable input. Derek Dauphin, Project Manager (current)

CORE TEAM

Rebecca Davidson-Wagner, Urban Redevelopment Authority


Grant Ervin, City of Pittsburgh
Nicholas Fedorek, Urban Redevelopment Authority
Court Gould, Sustainable Pittsburgh
Tom Link, Urban Redevelopment Authority
Sean Luther, Envision Downtown
Breen Masciotra, Port Authority of Allegheny County
Jeanne McNutt, Uptown Partners
Susheela Nemani-Stanger, Urban Redevelopment Authority
Rebecca Schenk (former), Urban Redevelopment Authority
Jennifer Wilhelm, Urban Redevelopment Authority
Wanda Wilson, Oakland Planning and Development Corporation
Joseph Wingenfeld, Uptown Partners
Daniel Wood, Office of Councilman Lavelle
CONSULTANT TEAM

Scott Page and Jamie Granger, Interface Studio


Chris Reed and Alex Marchinski, Stoss
Mike Flynn and Sarah Kellerman, Sam Schwartz Engineering
Jason Baguet, Sci-Tek Consultants, Inc.
Steve Miller, Mondre Energy
Mike Pehur, Duane Morris Government Strategies
Kevin Hively, Ninigret Partners
Marc Coleman, Tactile Design Group

STEERING COMMITTEE

This project benefited from a 45-member Steering


Committee composed of representatives from resident
groups, non-profits, major institutions, businesses,
and government agencies. This group included
representatives from the Uptown, Downtown, Hill, and
Oakland communities and met throughout the project
to provide feedback on proposals as they formed
and to review early drafts of the plan. Additional
subcommittees met to discuss the financing of major
infrastructure and to review mobility proposals.

We thank our committee members for their dedication


and their time.
TABLE OF CONTENTS
LIST OF RECOMMENDATIONS
1.1 INVEST IN EXISTING RESIDENTS & PROTECT THE RESIDENTIAL
CORE OF THE COMMUNITY 50

1.2 PROMOTE DIVERSITY AND INCLUSION IN THE INNOVATION COMMUNITY 56

1.3 BUILD ON UPTOWN / WEST OAKLAND’S CHARACTER & IDENTITY 60

1.4 WORK TOGETHER TO TACKLE BLIGHT AND COMMUNITY SAFETY 64

1.5 EXPAND INSTITUTIONAL PARTNERSHIPS 68

2.1 DIVERSIFY HOUSING OPTIONS 78

2.2 CREATE SPACE FOR INNOVATION 82

2.3 REVIVE COMMERCIAL CORRIDORS 86

2.4 IMPLEMENT POLICIES TO PROMOTE SUSTAINABLE & AFFORDABLE


DEVELOPMENT 92

3.1 INCREASE TRANSPORTATION CHOICE TO DECREASE CONGESTION 116

3.2 CREATE A SAFE AND LIVABLE NEIGHBORHOOD STREET NETWORK 126

3.3 IMPLEMENT BUS RAPID TRANSIT ON FIFTH AND FORBES AVENUES 138

3.4 BUILD A SMARTER UPTOWN 144

3.5 ESTABLISH A DISTRICT PARKING STRATEGY 148

3.6 INVEST IN BICYCLE INFRASTRUCTURE & CULTURE 158


4.1 USE LANDSCAPING TO ENHANCE LOCAL QUALITY OF LIFE 172

4.2 UPDATE UNDERGROUND INFRASTRUCTURE 178

4.3 CREATE AND EXPAND OPEN SPACE AMENITIES FOR RESIDENTS 186

4.4 CREATE NEW GREEN CONNECTIONS 190

4.5 PURSUE DISTRICT ENERGY 194

4.6 BECOME A MODEL FOR INNOVATIVE WASTE MANAGEMENT AND UPCYCLING 204

IMPLEMENTATION APPROACH 208

DISTRICT MANAGEMENT 216

IMPLEMENTATION TIMELINE 218

IMPLEMENTATION MATRIX 226


CHAPTER

01

INTRODUCTION
Eco: “connected to the environment”

Innovation: “the act or process of introducing new ideas, devices or methods.”

Ecoinnovation District: an area dedicated to sustainability, innovative development practices and

WHAT IS AN ECOINNOVATION DISTRICT?

The EcoInnovation District in Pittsburgh is the first of >> INNOVATION DISTRICTS have sprouted across Simply put, THE ECOINNOVATION DISTRICT IS A
its kind. Focused on the Uptown and West Oakland the country in cities of all sizes. Focused on COMMUNITY PLAN WITH A FOCUS ON HEALING
communities, it is a groundbreaking initiative that economic opportunity, innovation districts are THE ENVIRONMENT, SUPPORTING THE NEEDS
combines the goals of both EcoDistricts and Innovation intended to help spur job growth by creating places OF EXISTING RESIDENTS AND EXPANDING JOB
Districts that have helped to positively transform where people can share ideas and establish new GROWTH.
communities across the country. and innovative businesses. They are typically
designed as walkable, bikeable, and transit-oriented To develop this plan, all members of the community –
>> ECODISTRICTS is an organization based in places with plenty of public spaces to bring people those who live, work, learn, and play in Uptown – were
Portland, OR that certifies places as EcoDistricts together. Pittsburgh is no stranger to innovation as welcomed participants. Through this process, residents
using their “EcoDistricts Protocol.” The EcoDistricts local institutions have helped to spur the growth and stakeholders created a vision for their community
Protocol emphasizes a bottom-up model of planning of new technology-related businesses throughout and identified the key actions for change to help make
and development to create a resilient and equitable the City. With all of this economic activity in and that vision a reality. There was no shortage of ideas
city. The intent is to promote an alternative near Uptown, there is an opportunity to support and opinions. Thank you to everyone who engaged
approach to development that is focused on and expand small businesses in the community and with this planning process so closely and in doing so
economic opportunity, smart and efficient create jobs for local residents. enriched the plan. Your words and ideas are present on
infrastructure, and green building practices, every page.
to name a few. Prior to this project launching,
Pittsburgh sent a delegation of planners, designers This project is the product of ongoing collaboration
and community activists to Portland to participate among Uptown Partners of Pittsburgh, Oakland
in an EcoDistricts Incubator. Their participation Planning and Development Corporation, City of
and the interests of local political leaders helped Pittsburgh, Envision Downtown, Sustainable Pittsburgh,
to drive the aspiration that Uptown should become Urban Redevelopment Authority of Pittsburgh, Port
the City of Pittsburgh’s first EcoDistrict. Authority of Allegheny County, neighborhood residents
and groups, universities, and other partners.
d inclusive job growth.

FIGURE 1: ECODISTRICT PROTOCOL


WHY UPTOWN/WEST OAKLAND?

Uptown and West Oakland are located between and West Oakland present unparalleled opportunities to impacts not only the quality of the air but also the
the 2nd and 3rd largest employment centers in encourage investment that supports new and growing safety along the community’s streets where crashes are
Pennsylvania, Downtown Pittsburgh with 153,224 jobs businesses, but also creates opportunities for existing far more likely than in the rest of the City. The legacy
and Oakland with 79,896 jobs.1 With significant growth residents. of disinvestment is visible in the area’s empty buildings
in surrounding areas, prices in Uptown and real estate and land and, underlying these challenges, are issues
speculation have grown over the last 30 years even Despite the opportunities, Uptown and West Oakland related to housing affordability, infrastructure, and
4 though little new development has occurred. In the last face some long-standing challenges. Often overlooked stormwater management. At just over 200 acres, the
decade, investments by major institutions and the work by outsiders, the area is a convenient pass-through, EcoInnovation District represents the typical challenges
of community non-profits have helped to attract new shuffling traffic both to and from Oakland and faced across Pittsburgh’s neighborhoods all within a
housing and businesses. For these reasons, Uptown Downtown. The sheer amount of cars in the area small footprint.

1 “Downtown Rebirth - Documenting the live-work


dynamic in 21st century U.S. cities.” Levy & Gilchrest - 2014
FIGURE 2: ECOINNOVATION DISTRICT STUDY AREA

The STUDY AREA is referred to as Uptown / West as “Uptown” but we recognize that the boundaries
Oakland and extends from I-579 on the west to are fuzzy and that many of the plan’s strategies were
Robinson Street on the east, the hillside and Colwell developed with adjacent partners to support their
Street on the north to Boulevard of the Allies on the ongoing work.
south. As shorthand, this plan refers to the study area
SPECIFICALLY, Coordinate and inform
Leverage public, private
THIS PLAN SEEKS TO: budgeting decisions by
and philanthropic dollars
the City, local institutions
by clearly signaling where
and private organizations
improvements will be made
potentially interested in
in the community;
investing in the community;

WHAT ABOUT BRT?


FIGURE 3: CONTEXT MAP
Given Uptown’s unique location between Downtown
and Oakland as well as some unique challenges with
respect to traffic and the existing bus service, an idea
was launched in 2011 to create a bus rapid transit (BRT)
system between Downtown, Oakland and communities
east of Oakland. The BRT planning process was put on
hold so that the EcoInnovation District plan could shape
potential transit improvements, and not the other way
around.

Throughout this plan, the design and future of the


Fifth and Forbes corridors were active topics of
discussion. Working closely with residents, a strategy
was developed to integrate dedicated bus lanes into
both Fifth and Forbes recognizing that this dedicated
lane opens the doors to Federal dollars that can help
to address the community’s many infrastructure
challenges, including poor sidewalks, a lack of
crosswalks, poor lighting and flooding basements, to
name a few.

The Port Authority, in partnership with the City,


County, and URA, is currently moving forward with
preliminary engineering related to this BRT system.
Key steps of developing the BRT project will be
reviewed by residents to ensure that the design reflects
the vision of the neighborhood development through
the EcoInnovation District (this process).
Empower local residents
Identify additional
and stakeholders
opportunities to raise funds
as partners in the
for implementation from
implementation of this
outside the City; and
plan.

WHY DO WE NEED A PLAN?


FIGURE 4: “INNOVATION DISTRICT” CONTEXT
Residents in Uptown and West Oakland have a lot of
ideas for the future of their community. Organizing,
prioritizing and implementing these ideas requires
a clear plan of action. This EcoInnovation District
planning process sought to answer several key
questions: What are the main critical problems the
community faces, and what are the ways that we can
solve them? What is most important to the community?
What can we achieve now and what should we do
long-term? These questions and more are the reason
we partnered closely with community members to craft
this plan.

While this document contains many specific ideas,


things can and will change. New development is
already occurring in Uptown and, catalytic public
investment along Fifth and Forbes including bus rapid
transit and improved infrastructure are in planning. It
is critical to have a common vision, developed by the
community, to help drive this change so it is compatible
with what the neighborhood wants for its future. As
living documents, plans often need to be updated based
on local conditions and/or larger economic trends like
recessions that can hamper even the best laid plans.
But while some of the specifics in this document may
change over time, effective planning establishes the
vision and core ideas that reflect the values of the
community.
HOW DOES THIS RELATE TO PGH, Pittsburgh’s Resilience Strategy, the Pittsburgh opportunities for entrepreneurship” (Hill District
Climate Action Plan, the p4 collaboration between the Master Plan)
PREVIOUS PLANS? City of Pittsburgh and the Heinz Foundation and, the
kk “Make the Hill District a green and well-designed
City’s comprehensive plan. These efforts seek to align
policy and resources to tackle some of Pittsburgh’s community” (Hill District Master Plan)
Of critical importance is ensuring that this work ongoing challenges around affordable housing, kk “New infrastructure should promote walkability,
supports and reinforces the plans completed by partner employment, mobility, open space, and the management street accessibility for the disabled, and access to
organizations. In recent years, several community- of the City’s vacant land. work, retail and social amenities.” (Hill District
driven plans have emerged that address different issues
Master Plan)
and opportunities within Uptown and West Oakland. In recent years, a number of specific development
8 proposals have garnered active discussion. These kk “Establish the Hill District as a healthy place with
These include: include development proposals for the Lower Hill, the better-than-average quality of life characterized
Dinwiddie Triangle (of which phase 1 is complete) by urban development, working in concert with
kk Find the Rivers! Kirkpatrick Park (2004) and proposals for the “Portal” in West Oakland. These natural assets and offering people daily access to
proposals among others were integrated into this plan’s nature, green spaces, walking/biking routes and
kk Uptown Community Vision (2009) parks” (Greenprint)
overall analysis and discussions with community
kk Greenprint, A Village in the Woods (2009) members.
kk “Identify opportunities for leadership and
innovation in a growing green local economy
kk The Greater Hill District Master Plan (2011) Most pertinent to Uptown, Uptown Partners and
that is connected to emerging markets and can
Avenu have developed working visions for the
kk Innovation Oakland (2011) catalyze practical local solutions to issues of local
community. Avenu provides a specific proposal for
and national scope, such as energy security and
parcels of land adjacent to the Birmingham Bridge.
kk Oakland 2025 (2011) food security.” (Greenprint)
These organizations worked with the planning
kk Avenu: Community Innovation Hub and team throughout this process to ensure this work kk “Establish model multi-modal ‘complete streets’
Entrepreneurial Village (2013) is adequately reflected in this community plan. In linked to enhanced transit systems.” (Oakland
addition, a day-long discussion organized by residents 2025)
kk Lower Hill Planned Development District (2014) at the outset of this project resulted in the “Keep SOHO
Real” report which emphasized the need to integrate kk “Reinforce neighborhood identity and increase
kk Centre Avenue Corridor Redevelopment and equity and transparency into this planning process. social capital through community consensus,
Design Plan (2015) social networks, stewardship, gathering places,
With respect to adjacent communities, the Greater Hill increased connectivity, and communication/
kk The Greater Hill District Housing Market Study District Master Plan, Greenprint, and Oakland 2025 access to information.” (Oakland 2025)
(2016) all provide detailed strategies for the heart of their kk “Invest in the existing community. Direct
kk Keep SOHO Real (2016) communities. In this work, there are ideas for specific financial and educational resources, as well
locations within Uptown including most notably as access to physical assets, into the hands of
kk City-Wide Green First PWSA Priority Sewershed potential mixed-use development along Fifth Avenue current residents.” (Keep SOHO Real)
Plan (2016) and the use of the Hillside as a park and trail system.
Many of the principles used to create these documents The quality and depth of work completed for the Hill
kk Soho Run (M-19) Sewershed Plan (2017) reflect those that the EcoInnovation District has taken District, Oakland, and Downtown is remarkable, and
to heart, including: has enabled this plan to truly focus on distinct needs
In addition to these plans, the City has produced of Uptown/West Oakland while reinforcing the shared
significant strategies that directly speak to many of kk “Provide quality rental and homeownership values and needs that cross neighborhood boundaries.
the challenges faced by the community including opportunities for a broad range of family sizes We thank those in the Hill District, Oakland, and
the Pittsburgh Roadmap for Inclusive Innovation, and incomes” (Hill District Master Plan) Downtown for their support and participation in this
the City of Pittsburgh Affordable Housing Task Force effort to create the EcoInnovation District Plan.
kk “Ensure jobs for community members,
Recommendations and Strategies to Mayor Peduto, One
the retention of current businesses, new
UPTOWN COMMUNITY VISION
DATE: 2009

GREENPRINT, A VILLAGE IN THE WOODS 9


DATE: 2009

THE GREATER HILL DISTRICT MASTERPLAN


DATE: 2011

OAKLAND 2025
DATE: 2011

LOWER HILL PRELIMINARY


LAND DEVELOPMENT PLAN - PLDP
DATE: 2014
PROCESS & PUBLIC OUTREACH
Starting in the Fall of 2015, the EcoInnovation District parcel evaluation of every property in the area. This and research undertaken for Uptown establishes a
plan was driven by both data analysis and active research was evaluated and presented to community baseline from which we can set targets and measure
listening to community members and stakeholders. members throughout the planning process to help set the performance towards achieving these objectives.
clear expectations for the how community could (and
The team’s work evaluated all different factors should) change. It is not enough to say that we want to The data analysis was coupled with discussions
impacting Uptown using existing City data, US Census, protect and expand space for jobs or more effectively with residents, business owners, city leaders, local
other third party data, as well as a detailed parcel by manage stormwater, for example. The data analysis institutions and anyone else who had concerns or

10

DATA ANALYSIS OPEN HOUSE 1


BY THE NUMBERS:
opinions about the direction Uptown was heading.
The commitment from the City and expectation from 700 + surveys 9 steering committee meetings
neighborhood leaders was that the planning for the
EcoInnovation District would be community-driven. 550 + public event attendees 8 neighborhood resident meetings
50 + interviews 3,100 + web page users
20 + focus groups

11

OPEN HOUSE 2
To ensure widespread and active participation in
developing this plan, the engagement process was
designed to reach a diversity of residents and voices,
offering multiple and unique opportunities to get
involved:

kk 700 + completed surveys by residents, students,


employees and visitors. The survey was
designed to help identify the key concerns held
by those that experience the community very
12
differently from one another. A full summary
of the surveys findings is included in the Base
Conditions Data Book.

kk 550 + attended 3 public events held during the


process.

kk To publicly launch the project, the first


“community open house” was held in February,
2016 in the former Forbes Auto Body garage on
Gist Street. The event featured local catering
and was designed as an exhibit of Uptown’s past
and present with multiple ways for residents to
share their ideas with the team. Opening night
attracted over 250 attendees with another 100
coming to the space over the next month.

kk A public meeting was held in June, 2016 as a part


of Uptown Partner’s community meeting. The
focus of this meeting was to share a draft vision
and objectives with residents.

kk The 2nd community open house was held in


October, 2016. Marketed as “Uptoberfest”, the
event served as a block party along Gist Street
in Uptown. The street was closed for the event
which included Uptown musicians, local catering
and food trucks. Exhibits were designed to help
communicate the potential future of Uptown/
West Oakland and gain insight into what the
potential priorities should be for improvements.

kk 50 + one-on-one interviews were conducted with


a mix of residents, business owners, employees,
local leaders, institutions, City representatives,
developers, real estate agents, architects and
advocates.
13

FIGURE 5: COLLABORATIVE MAP SUMMARY


14

kk 25 + focus groups were held to actively discuss kk 9 meetings were held with a steering committee kk 3,100 + distinct web page users (update) and over
specific issues and ideas around: Affordable of local residents, business owners, City 9,700 visitors to the www.econinnovationdistrict.
housing; Boulevard of the Allies; the future of the and County representatives, non-profits and org web site. This web site was used as an online
Fifth / Forbes corridors; retail and job creation; neighboring community organizations. The front door to the project with regular updates
zoning; the needs of local institutions both large steering committee was intended to help guide and postings of new materials to help keep
and small; traffic including the issues around the work and promote major public events everyone informed. The online (and hard copy)
Robinson Street in West Oakland; walking, ensuring that the process was driven by collaborative map helped to generate almost
bicycling and transit; the future potential of the community input. 6 additional meetings were 175 distinct ideas for intersections, blocks and
hillside to support the work of MLK Gardens help with three subcommittees of this group buildings in the community.
and the Landslide Community Farm; potential focused upon mobility, development & zoning
programming of existing and new parks in the and, finance. These subcommittees helped to test
community; accessing the Heritage Trail; district and advance the ideas around implementation
energy; land use regulations and new bonuses; toward the end of the process.
safety and; how to finance future improvements.
These discussions were designed to help connect kk 8 meetings were held with a cross-section of
and learn from distinct populations in Uptown residents in Uptown. These resident discussions
including residents, employees, business owners, were used as a way of understanding some of the
students and those with special needs in the community’s core challenges and the range of
community including the many social service potential solutions to address them.
and homeless non-profits that exist in Uptown.
15

In short, the process included formal events and


surveys, neighborhood parties and a lot of one-on-one
and small group discussions. We talked with residents
on the street, in their back yards, and in multiple
locations in the community. This could not have been
possible without the active support and hard work of
Uptown Partners and their board who helped connect
us to the right mix of local voices that needed to be
involved in creating this plan. Coupled with the efforts
of the Oakland Planning and Development Corporation,
Start Uptown, Envision Downtown, and many others,
this plan provided the opportunity for residents and
neighbors not just to talk with the planning team but
also with each other.
PUBLIC OUTREACH RESULTS

HERE ARE SOME OF THE MAJOR TAKEAWAYS FROM THE SURVEY & OPEN HOUSES

FIGURE 6: RESIDENT & BUSINESS SURVEY RESULTS

16
FIGURE 7: OPEN HOUSE RESULTS

17
THE DATA ANALYSIS AND PUBLIC OUTREACH PROCESS HAS BROUGHT TO LIGHT THE
FOLLOWING KEY ISSUES WITHIN UPTOWN & WEST OAKLAND

The critical result of the outreach is what was learned and applied to this plan. Each outreach technique was
designed to help us inform residents about what we were finding but also to learn from the local experts about the
day to day experience of the community. Results from the public engagement activities are distributed across this
document. However, here are a few common themes and highlights that often emerged in conversations:

18

Walkability, the affordability of housing, and location Safety remains a top concern for residents, business Safety is not just about real and perceived crime;
are the things residents like best about the community. owners, and employees. Although many people of critical concern is traffic. Residents noted traffic
Their concerns about the future often focus on the recognize that Uptown is safer than it once was, for and parking as daily issues. The collaborative map
ability to remain in the community as it changes. some, perception is reality, and the look and feel of the overwhelmingly revealed locations like Forbes Ave
community often reinforces negative perceptions. and Gist St as significant safety concerns for residents
where a number of crashes have occurred, even during
this planning process.

Uptown suffers from some unique transportation and When asked about transportation priorities in the More of everything! Residents and employees want
parking challenges, including event management community, residents opted for “more lively streets more things to do in Uptown. There are limited stores
with the PPG Paints Arena and commuter traffic. The and sidewalks” and “more attractive places to hang and places to eat in Uptown. Many older residents
consensus is that parking needs to be managed more out outside,” which would serve to directly combat the remember when Fifth Avenue was lined with
effectively and efficiently. negative perceptions of the community by providing community-serving stores and services.
places for neighbors to gather.
19

Residents were not afraid to talk about big ideas Residents are deeply proud of their community. They As the plan moved toward specific strategies, residents
like taming the Boulevard of the Allies, which is want the future of Uptown to reflect its present by and non-residents alike emphasized the need to:
a traffic and health hazard for Uptown. In many reinforcing the community’s local character, grittiness, reduce traffic; emphasize walking, bicycling, and
forums, residents raised the issues associated with the creativity, and diversity. This comes through in their transit; upgrade sidewalks and street conditions; create
Boulevard and suggested slowing traffic and creating a hopes for a tomorrow where “affordable,” “diverse,” new parks that also serve to manage stormwater;
green edge to the community. “green,” “fun,” and “art” are the key terms to describe and improve specific locations like the Armstrong
Uptown tomorrow. Tunnel for bikes and pedestrians. When asked to put
a limited number of dollars where their priorities are
in a budgeting game, the top three results include: 1)
Mixed-income housing development; 2) Safe sidewalks
and intersections and; 3) Tackle vacant and distressed
properties and community safety.
UPTOWN/WEST OAKLAND: WHERE WE ARE

UPTOWN BY THE NUMBERS:

204 acres 1,000 residents 22 lanes of traffic between Fifth Avenue


and the Monongahela River
81 businesses 27 institutions

20

HISTORY Mills along the riverfront, “The Bluff” in the background

Uptown’s beginnings are visible in the character of the The mills and factories in the area attracted a lot of
community today and worth quickly reviewing. James people, most notably immigrants from Eastern Europe.
Tustin built an estate in the community in the early These different cultures, along with a growing African-
1800s and called it “Soho” after his previous home American population in the 20th Century, all found a
in Britain. The estate included fruit orchards, and home in Uptown. Many shared services at the Fifth
according to the Pittsburgh Gazette Times in 1915, was Avenue High School, the 2nd high school built in the
regarded as “the most beautiful place in Pittsburgh.” City in 1894 and, the Forbes Elementary School. In the
These Soho Gardens, as they were referred to, remain mid-1900s, the Forbes school was home to the Adult
in the community in both spirit through Uptown’s and Immigration School preparing immigrants from 28
commitment to gardening but also in the recent countries for citizenship. The school was closed in 1973
development of Tustin Community Garden on Tustin to make way for a parking garage.
Street.
It was at this time that Fifth and Forbes Avenues
Annexed into the City of Pittsburgh in 1846, Uptown emerged as critical corridors connecting Downtown to
served a critical function during the Industrial the region with vibrant “main streets” filled with stores
Revolution. Mills lined the Monongahela River and the and services. They both served as vital links in the
goods from the river boats and products of the mills City’s trolley network. In addition to Fifth and Forbes,
were distributed to the rest of the region via Second the Boulevard of the Allies also played a prominent
Avenue. Uptown developed as a hub for moving goods national role in film garnering the name “film row.”
and people to other destinations, a characteristic that Film exchanges, including the current location
remains today. of Avenu, were facilities used by motion picture
companies for screening and selling films – stores for
theater owners.

SOURCE: David Rumsey Map Collection


21

Fifth Avenue in the early 1900s.

“When I was a child there


were a lot of stores up and
down Fifth and Forbes
Avenues- there were a lot
of mom and pop stores,
small businesses. There
are some opening up near
the university, but there
aren’t many stores left.”

SOURCE: Post Gazette


SOURCE: PITTSBURGH PRESS
DATE: May 22, 1960 “This helicopter shot
shows plenty of wide open
spaces. Only four years ago
it was the worst residential
22 slum in the City.”
- Caption from Pittsburgh Press Article FIFTH AVENUE

FORBES AVENUE

HISTORIC
CORE
URBAN
RENEWAL

23

Like the rest of Pittsburgh (and many cities across the With limited investment or development interest in
country), the community’s fortunes changed in the available land or buildings, a slower, privately-driven
mid-20th Century. Following WWII, a series of federal form of urban renewal has taken hold. Private owners
and local policy decisions were made that greatly have purchased properties and replaced many with
changed the character of Uptown and the surrounding surface parking lots to serve both the needs of the
areas including the Hill District. Redlining deepened arenas and commuters. Many of the 19th century
segregation in the Greater Hill District by limiting home rowhomes that characterized Uptown were lost to
buying options for African-Americans to only a few demolition, and what were once active uses are now
areas of the city including the Hill District. Uptown gaps in the neighborhood’s fabric. In response to
was outside this area and remained predominantly community concerns about the demolition of historic
white. This racial separation set the stage for projects building stock, the City created an Interim Planning
that sought to replace “blighted” areas in the Hill Overlay District (IPOD) that requires review and
District largely populated by African-Americans with approval prior to any demolition. The IPOD also
civic amenities that would serve predominantly white eliminates non-accessory surface parking lots as an
Pittsburghers from other parts of the region. During the allowable use. The IPOD was in effect from May 2015
1960s and 1970s, major investments in the interstate until May 2017—the maximum allowable time period,
freeway system allowed many white families to leave which coincided with the time this plan was developed.
Uptown and other inner city neighborhoods for more Developing a new zoning district to replace this IPOD
modern housing in other parts of the city and in permanently is an important part of this plan.
surrounding townships where they could commute to
work by car quickly and easily.
SURFACE PARKING LOTS HAVE REPLACED MUCH OF THE
HISTORIC COMMERCIAL CORRIDOR ALONG FIFTH AVENUE.

24

TOP: Redlining map of Pittsburgh.


MIDDLE: Vacant lot cleanup on Gist Street.
BOTTOM: Uptown gateway on Fifth Avenue.

Although Uptown faces many challenges, the past In addition, developers have started to discover
decade has brought a significant amount of community Uptown, recognizing its prime location. Affordable and
activism and community improvements. Uptown market-rate housing, including the reuse of the former
Partners, formed in 2007, has worked to ensure a clean, Fifth Avenue High School for market-rate apartments,
safe, green environment while pursuing equitable have filled empty spaces in Uptown. Finally, Uptown
Uptown neighborhood development. They are working to: is critical to the Mayor and County Executive’s vision to
is here
Rebuild a mixed-income population by reclaiming improve regional transit service with the creation of a
vacant, blighted properties and encouraging new bus rapid transit system. The opportunity to revitalize
residential housing opportunities; supporting existing Fifth and Forbes with new transit services and improve
residents through advocacy and resource linkages; the longstanding issues related to streets, sidewalks,
attracting new neighborhood retail and innovative and stormwater have made Uptown the ideal location
entrepreneurship opportunities, while supporting to set high expectations for inclusive development
existing business owners; fostering green, quality that meets the highest standards for environmental
design in all development projects; and creating an sustainability. From this, the idea for the EcoInnovation
environment where the arts flourish and are integrated District was born.
into the urban landscape. A key role throughout, is a
commitment to the neighborhood to provide robust
outreach and inclusive engagement in all matters
affecting the community.

REDLINING MAP SOURCE: Carnegie Museum of Art


UPTOWN IS NEGATIVELY IMPACTED BY
A NUMBER OF OUTSIDE FORCES

TRAFFIC 01 AIR QUALITY 02 STORMWATER 03


25

Uptown’s long history of disinvestment has left many those unique challenges is that the community is
scars but has also created opportunities to address negatively impacted all too often by outside forces.
the unique challenges the community faces. Nestled These include traffic, poor air quality from passing cars,
between economic anchors, historic neighborhoods, and stormwater backups from nearby hillsides and
highways and busy streets, and steep slopes, one of highways.
IN SHORT, UPTOWN/WEST OAKLAND FACES
MANY CHALLENGES THAT THE ECOINNOVATION
DISTRICT MUST ADDRESS

26 FIGURE 8: TYPE II CRIME DENSITY, 2011-2015

Crimes reported in
Uptown declined
12% from 2011-2016,
including 6.7% in
2016.

WE NEED TO PRIORITIZE SAFETY. UPTOWN DESERVES HIGH QUALITY


INFRASTRUCTURE.
A review of Pittsburgh Police Department data for Today, 23% of the community’s land area is vacant
Part I and Part II offenses was used to understand the and 12% is used for surface parking. At night, Upgrade the local infrastructure including streets,
reality of crime in Uptown. Overall, the data shows that these spaces are dark and often used for criminal sidewalks and storm sewers; all of which are in
crimes reported in Uptown declined 12% between 2011 activities. Even though Uptown’s overall crime rate extremely poor condition and need major investment.
and 2016, including 6.7% in 2016 alone – faster than the has improved faster than the rest of the city, the There are great opportunities to save money and
decline in crime across the rest of the city. So why do continued presence of highly visible crimes such as time by upgrading transportation, energy and sewer
people in Uptown report feeling unsafe? prostitution and drug dealing combine with the look infrastructure in unison.
and feel of the community to create a perception that
Drug violations and prostitution remain persistent Uptown is dangerous. Expanding on programs such as
problems. Prostitution was 13.7% of Uptown’s reported Uptown Partners’ “Safe Streets Uptown Initiative” and
Part II offenses compared to the city average of 1.4%. reactivating these spaces with new development are
Drug dealing was 31% of Uptown’s Part II offenses key to changing the way the neighborhood is perceived.
compared to 11% for the city. As the map above shows, Please refer to the data book for a complete crime
these offenses were concentrated in the mostly vacant analysis.
blocks around Fifth Avenue and Colwell Street between
Van Braam and Jumonville.
27

MITIGATE AND OFFSET THE Address the traffic and parking challenges that impact CONNECT TO EXISTING NATURAL AND
the community, most of which are not generated
ENVIRONMENTAL IMPACTS OF STEEP ENVIRONMENTAL ASSETS.
by those that live in the community. Black carbon
HILLSIDES, POOR SOILS, AND POOR levels that negatively impact air quality and health
are noticeably high along the Fifth / Forbes corridors Uptown is a community wedged between Pittsburgh’s
AIR QUALITY CAUSED BY REGIONAL
and Boulevard of the Allies. In addition, crashes are a characteristic hillsides and the Monongahela River.
TRANSPORTATION CORRIDORS.  Yet, it is cut off from these amazing resources due to
frequent occurrence in Uptown posing an additional
safety concern for residents. Integrated landscape a lack of access through the hillsides and substantial
strategies can help to improve stormwater management, boundaries like the Boulevard of the Allies that sever
air and water quality, the impacts of the urban heat the community from even enjoying views of the River.
island, public health, and overall quality of life.
FIGURE 9: OPEN SPACE COMPARISONS FIGURE 10: VACANT PARCELS
OAKLAND
AREA: 979 acres
OPEN SPACE: 45 acres
PERCENTAGE: 5%

CENTRAL BUSINESS DISTRICT (CBD)


AREA: 433 acres
OPEN SPACE: 36 acres
28
PERCENTAGE: 8%

HILL DISTRICT
AREA: 788 acres
OPEN SPACE: 37 acres
PERCENTAGE: 5%

SOUTH SIDE
AREA: 602 acres
OPEN SPACE: 24 acres
PERCENTAGE: 4%

UPTOWN
AREA: 204 acres
OPEN SPACE: 4 acres
PERCENTAGE: 2%

CREATE MORE PUBLIC, PARK SPACE. SITE CONTROL IS CRUCIAL.

Uptown has less park and public space than any of We need to work to gain access to land that has been
its neighbors, which results in limited opportunities difficult to assemble often limiting opportunities to
“Nothing is for sale. Everything
to bring neighbors together, to provide healthy green build, grow or improve existing amenities. Of the has already been torn down or
space, and to improve the image and quality of life in 615 vacant parcels, 133 are controlled by long-time somebody’s just sitting on it.”
the neighborhood. 169 empty parcels are unbuildable landowners. At the time this plan was published, a
due to steep slope restrictions and are often overgrown. variety of city groups are discussing the creation of
Usable park space for neighborhood residents amounts one or more land banks to hold lands for community
- Quote from Interview
to only 2% of Uptown’s 204 acres. The lack of park reuse. Because this work is ongoing, the results are not
access and poor park quality resulted in OpenSpace fully reflected in this plan, but it is expected that this
PGH to specifically call for additional park space in work will be updated when the land bank strategy is
Uptown. finalized.
FIGURE 11: POPULATION DENSITY MAP

29

ADDRESS THE QUALITY AND QUANTITY OF INTEGRATE MEASURES TO PROTECT


WATER THAT IMPACTS THE COMMUNITY. EXISTING RESIDENTS AND BUSINESSES.
“If all this does is replace the
Develop solutions to manage rainwater and protect The potential for rapid investment has raised concerns existing Uptown community with
residents from local flooding. The Pittsburgh Water and from residents about displacement and long-term a bunch of rich white people, then
Sewer Authority (PWSA) has recognized the need to housing affordability. Of the 691 households in the we’ve lost.”
address stormwater in sewershed M-19, and made it one area, just over 200 are potentially vulnerable to rising
of the City’s top priorities. The 2016 City-Wide Green housing costs, including 34 owners that pay over 30%
First Plan proposes a number of innovative new green of their income on housing and 173 households in - Quote from Interview
infrastructure projects that would greatly improve older housing not developed or protected as “affordable
stormwater management in Uptown. housing.”
30

MORE RESIDENTS ARE NEEDED TO PRESERVE WHAT REMAINS. PARTNERSHIPS ARE CRITICAL TO THE
SUPPORT MORE SERVICES. FUTURE OF UPTOWN.

Grow the residential population with housing Protect existing structures and help foster new small Forge stronger partnerships with nearby institutions to
opportunities for a range of families / individuals to businesses and employment opportunities for residents. help achieve mutually beneficial goals.
help attract more services and retail in the community. There are currently about 7,000-8,000 jobs in Uptown,
In 1940, there were almost 8,500 residents in Uptown most of which are at UPMC Mercy and Duquesne
however, between 1940 and 1990, the area lost over University. Attracting more jobs, particularly small
60% of its population that once served stores in the businesses, requires space at the right price point in the
community. Since 1990, the Census shows population community. There is currently about 300,000 sq. ft. of
growth but this is due to an increase in student unused commercial space plus an additional 66 vacant
population and construction of the County jail. Not homes that are all candidates for preservation.
including prisoners and students, there are currently
about 1,000 neighborhood residents in Uptown today.
FIGURE 12: NEIGHBORHOOD ASSETS

31

UPTOWN HAS A LOT OF UNIQUE


ASSETS TO BUILD UPON
CHAPTER

02

VISION
& GOALS
big picture
A VISION FOR THE ECOINNOVATION DISTRICT

34

U ptown/West Oakland will reinforce Pittsburgh as a hub of innovation and serve as a model for equitable
growth, economic opportunity and sustainability. As Pittsburgh’s healthiest community, Uptown/West
Oakland will test new tools and innovative techniques to improve the quality of the community’s air, water and
land for the benefit of its residents, businesses, employees and the Hill District at large. Anchor institutions,
working in partnership with residents, will continue to develop programs that serve to link local and regional
resources and knowledge with community needs. We will be intentional in fostering an inclusive and diverse
community while encouraging new housing that will support new stores, new businesses and new jobs for
residents. Strategic investments in our infrastructure will improve and expand the community’s green space,
create safe streets and, provide transportation choices for all.

The design and implementation of the EcoInnovation District will be dynamic and interactive, monitoring
the performance of each action and inviting community members to participate every step along the
way. The models for healthy living that are created here will serve the local community and provide other
neighborhoods and communities throughout the city with viable tools and projects for transformation there as
well.
GOALS
THE ECOINNOVATION DISTRICT PLAN REINFORCES PITTSBURGH’S
P4 INITIATIVE AND IS BUILT AROUND THE FOLLOWING GOALS:

35

EQUITY OPPORTUNITY health CHOICE IDENTITY CONNECTIVITY PERFORMANCE LEADERSHIP

PEOPLE PLANET PLACE PERFORMANCE


Foster a vibrant, diverse community Elevate individual, community and Reinforce Uptown’s unique character Pursue solutions for water, building
where the residents of Uptown/West environmental health in the planning, by protecting and reusing existing systems and district energy that will
Oakland are an active and vital part of design and development of Uptown/West buildings whenever possible, promoting enable Uptown/West Oakland to reach
the community’s future, benefit directly Oakland. excellence in design for new structures the highest levels of environmental
from improvements and don’t solely bear and expanding local arts and community performance and efficiency.
the burden of systems that largely serve Reduce traffic and offer real events.
other communities. transportation choices that are cost Create partnerships and a model for
effective, pleasant and safe for residents Create stronger connections to the Hill, sustainable local leadership that can
Encourage new businesses and and businesses including walking and Oakland, Downtown, the Monongahela continue to engage residents and
creative production, advance training bicycling. River, nearby parks and forested slopes, effectively take action in the community.
opportunities and, create a clear pathway and beyond.
for residents to access job opportunities. The remainder of this document is
organized into four chapters and an
action strategy for accomplishing the
community’s vision, goals and strategies.
EXISTING - TODAY PROPOSED - TOMORROW

FAST MOVING CARS and through traffic in your STREETS ARE REDESIGNED to move traffic
community causes many accidents. This is a real slowly in the community and improve safety for
safety issue for you and your neighbors. pedestrians.

Want to ride your bike? It can be unsafe to do so due New BIKE INFRASTRUCTURE provides a safe place
to a lack of BIKE INFRASTRUCTURE that helps to to commute by bicycle. Each bike on the road is one
protect cyclists from traffic. less car on the road.

While our neighborhood has good BUS ACCESS, the ENHANCED BUS SERVICE provides better bus stops
bus stops are in poor condition and the buses often and more reliability. Lights are timed to reduce time
get stuck in traffic. This adds time to your day. waiting in traffic.
VACANT BUILDINGS encourage illegal activity and REHABILITATED BUILDINGS eliminate the issues
negatively impacts you and your
36 neighbors.
neighbors face living next to vacant ones and help
the streets to feel safer.
It is challenging and sometimes unsafe for you to
NEW SIDEWALKS AND INFRASTRUCTURE help to
walk in the community due to POOR
create a safe and walkable community.
SIDEWALKS and crumbling infrastructure.
New STREET LIGHTING helps to address the
Poor STREET LIGHTING reinforces any concerns you
have about public safety in the community. real and perceived issues of safety at night in the
community.

The vacant lots you see in the community attract


ILLEGAL DUMPING. This results in rodents, bad VACANT LOTS ARE REUSED for gardening and
other community-driven greening activities.
smells and trash in your community.
NEW OPEN SPACES provide opportunities for your
A LACK OF USABLE OPEN SPACE limits the
kids to play nearby and for you to enjoy time o utside
opportunities for your kids to play nearby or for you
with neighbors.
to enjoy time outside with neighbors.
More bicyclists and transit users help to reduce car
The vast number of cars and buses driving and idling traffic over time and LOWER EMISSIONS in the
in your neighborhood decreases the QUALITY OF community.
THE AIR you breathe.
Redeveloped and reused surface parking lots plus
Large amounts of surface parking lots and few new trees and green spaces will help to COOL THE
trees create a HEAT ISLAND EFFECT where your COMMUNITY IN THE SUMMER.
community feels even hotter in the summer.
NEW RAIN GARDENS AND GREEN
Due to the lack of green space, rains cause street I NFRASTRUCTURE reduces street flooding, the
flooding, CLOGGED SEWERS and POLLUTION IN flooding in your basements and the amount of trash
YOUR RIVER. and pollution in the river.

Vacant lots replaced what was once a vibrant New stores, temporary markets, and expanded
shopping district - residents now have LIMITED community gardening helps to IMPROVE ACCESS
ACCESS TO FRESH FOOD TO FRESH FOOD.

Old HOMES ARE RETROFITTED to modern energy


Old and INEFFICIENT HOMES raise your utility
efficient standards reducing cooling/heating costs
costs in both the summer and winter.
and creating sustainable energy.
Due to steep hillsides and hard, impervious surfaces,
New GREEN INFRASTRUCTURE helps capture
FLOODING poses a serious challenge for your home
rainwater and prevent flooding.
and/or business.

NEW TREES AND LANDSCAPING reduces the heat


A LACK OF TREE COVERAGE increases the costs to
island effect, keeping home cooling costs low.
cool your home and/or business in the summer.

NEW BUSINESSES PROVIDE JOB OPPORTUNITIES


Empty businesses limit the LOCAL JOB
for local residents and create new active
OPPORTUNITIES for you and your neighbors.
communities.
HOW TO USE THIS PLAN

Recognizing that the City, County, and local Above all, the EcoInnovation District is about taking
leadership and organizations are focused on different action. Some strategies can be accomplished very
aspects of this plan, this document is designed to be quickly, while others will take time due to many
LOCAL comprehensive and flexible. Combined with this factors, including the availability of resources [time,
PARTNERS introduction and vision for the entire process, the plan people, and/or money]. This plan is designed to help
is divided into four separate sections that cover the local partners leverage various opportunities to help 37
major themes of the plan: make the vision a reality. To that end, the last chapter
of this plan is about how to manage, finance, and
implement the plan.

01  reserve and Strengthen the Existing


P
Community – Preserve affordable
housing, encourage job growth, support
Those that have provided their ideas and helped shape
this plan expect results. Uptown and West Oakland is
local institutions, address vacant/distressed poised for real change that will benefit their residents,
properties and safety, and encourage more and the City as a whole. Stay involved and work with
community events.  your neighbors to help achieve your vision.

02 Encourage Balanced, Equitable and


Green Development – Encourage both
new development and preservation, and
align zoning with community goals 
THE
PLAN

03 
Provide choice in Mobility – Calm
traffic, improve safety, encourage walking
and bicycling, and improve the Fifth /
Forbes corridor.

04 Invest in Sustainable Infrastructure


– Improve community health, upgrade
existing parks, create new parks and trail
connections, manage stormwater, and
IMPLEMENTATION implement district energy.
CHAPTER

03

RECO-
MMENDATIONS
COMMUNITY

DEVELOPMENT

MOBILITY

INFRASTRUCTURE
SEE RECOMMENDATION 3 - MOBILITY

40

SEE RECOMMENDATION 3 - MOB

SEE RECOMMENDATION 4 - INFRASTRUCTU


SEE RECOMMENDATION 4 - INFRASTRUCTURE
41

BILITY

SEE RECOMMENDATION 4 - INFRASTRUCTURE

URE

SEE RECOMMENDATION 4 - INFRASTRUCTURE


community
Preserve and Strengthen the Existing Community –
Preserve affordable housing, encourage job growth, support local institutions,
address vacant/distressed properties and safety, and encourage more community
events.

“When I was a child there were a lot of


stores up and down Fifth and Forbes
Avenues - there were a lot of mom and
pop stores, small businesses. There are
some opening up near the university, but
there aren’t many stores left.”

- Quote from Interviewee


KEY GOALS ADDRESSED:
EQUITY OPPORTUNITY health IDENTITY LEADERSHIP
Foster a vibrant, diverse community Encourage new businesses and Elevate individual, community and Reinforce Uptown's unique character Create partnerships and a model for
where the residents of Uptown/West creative production, advance training environmental health in the planning, by protecting and reusing existing sustainable local leadership that can
Oakland are an active and vital part of opportunities and, create a clear design and development of Uptown/ buildings whenever possible, and continue to engage residents and
the community’s future, pathway for residents West Oakland. expanding local arts effectively take action in
benefit directly from to access job and community the community.
improvements and opportunities. events.
don’t solely bear the
burden of systems
that largely serve
other communities.

43
KEY TAKEAWAYS:

kk THE PHYSICAL NEIGHBORHOOD HAS CHANGED DUE TO URBAN RENEWAL, INSTITUTIONAL GROWTH, AND POPULATION
DECLINE.
kk NEIGHBORHOOD IS EXTREMELY DIVERSE IN REGARDS TO RACE, EDUCATION LEVEL, INCOME, AND HOME-OWNERSHIP RATES.
kk RENTS RISING IN FROM 2014-15. METRO: 9%, CITY: 12.8%, GREATER HILL DISTRICT: 14%
kk THERE ARE APPROXIMATELY 207 HOUSEHOLDS “AT-RISK” OF BEING DISPLACED WITHIN THE NEIGHBORHOOD.
kk REPORTED CRIMES CONTINUE TO DECLINE WITH A DROP OF 12% BETWEEN 2013 & 2015.

POTENTIAL RESULTS:

kk A mixed-income community BY PROTECTING AFFORDABILITY & EXISTING RESIDENTS


kk SITE CONTROL AND THE REUSE OF VACANT, DELINQUENT PROPERTIES TO SUPPORT COMMUNITY PRIORITIES
kk REPAIRED AND WEATHERIZED HOMES SAVING RESIDENTS MONEY ON MAINTENANCE
kk PATHWAYS TO NEW CLEAN TECH JOBS
kk NEW PUBLIC ART AND COMMUNITY EVENTS
kk IMPROVED LIGHTING AND NO MORE ILLEGAL DUMPING
kk STRONGER PARTNERSHIPS BETWEEN LOCAL INSTITUTIONS AND NON-PROFITS
WHY IS THIS IMPORTANT?

44
O ver the past century, Uptown and West Oakland
have faced many significant challenges. What was
at one time a diverse community of about 8,500 people
In 2010, there were 281 housing units in this area of
which 96, or 34.4% are owner-occupied. When we look
at the Census Blocks for our entire study area extending
An analysis was conducted to understand the potential
number of at-risk households in Uptown. Currently,
there are 691 households in the study area. 132 are
in 1910, many of which worked in adjacent factories to Robinson Street and include the number of new units owner-occupied and 559 are renter-occupied. Of those
and mills, declined to 3,220 residents in 1990 of which constructed since 2010, there are 691 households in this renter-occupied units, 264 units or 47% are designed as
58% or 1,860 were students. During this decline, major area. Only 132, or 19% of this number, are occupied by “affordable” housing serving as transitional housing or
institutions stepped in to create campuses that today homeowners compared to the City homeownership rate developed with low income housing tax credits (LIHTC).
provide thousands of jobs to Pittsburgh residents. of 47% in 2014. 212 of these units were developed since 2010 of which
The result is not just a loss of population but of the 42% are designated as affordable. To determine
townhomes, small scale warehouses and structures that While the community for years was overlooked in potentially at-risk households, the analysis removed:
make Uptown unique. terms of investment and development compared to 1) Those units that are owner-occupied and not paying
other Pittsburgh neighborhoods, this trend is shifting as more than 30% of their income for housing costs; 2)
Of the 6,600 residents in the community according the pace of development picks up City-wide. The City Units protected as affordable and; 3) Market-rate units
to the 2010 Census, about 5,930 of these are either now generates nearly 25% of all permits in the region that were developed recently and cater to higher-
students living on Duquesne’s campus or prisoners in compared to just 3.4% in the years between 2005 and income individuals and families. From this analysis,
the Allegheny County Jail along the River. With new 2013.1 With a large rental population in Uptown, this there are 207 potentially at-risk units in the study area.
construction since 2010 and a slightly larger study area kind of development can have major impacts. Recent
that extends to Robinson Street, there are about 1,000 research indicates that “a rapid increase in rental rates The issues of affordability have taken center stage with
residents today in Uptown/West Oakland. is exactly what appears to be happening throughout the recent completion of the City’s Affordable Housing
the Pittsburgh area and within the Greater Hill District. Task Force recommendations that seeks to provide
According to the 2010 Census, for the block groups Rental rates in Metro Pittsburgh increased by 9.0% more resources toward addressing the City’s affordable
located completely within Uptown but excluding between 2014 and 2015, by 12.8% within the city, and by housing gap3 and prevent displacement. The Greater
Duquesne University and the County Prison, the 14.0% in the Greater Hill District.”2 Hill District Housing Market Study which includes
community is 51% white and 45% black. 10% have less Uptown is also designed to “provide recommendations
than a high school degree, 40% have completed high The increase in prices across the City along with on ways to avoid displacement as the area’s housing
school and 50% have completed some college or more. some dramatic examples of displacement in specific prices increase and new investment occurs in the
Not surprisingly, the incomes are extremely varied. communities have caused a lot of anxiety in Uptown. Greater Hill District (GHD).”4
The overall median income is $41,782 compared to How will we protect existing residents and ensure that
$52,353 for the City as a whole but Uptown includes the community can provide housing at prices available
many residents with incomes far below that median. to those that are the most vulnerable to displacement?
The community is changing and will continue to do 3 According to the Affordable Housing Task Force,
so. This chapter is focused on managing that change “Although over 10% of the city’s residential units are income-
to help address the needs of existing residents, the restricted, representing a substantial number of units preserved
for households earning a certain income, there remains an
very residents that help to make Uptown a unique affordability gap of 17,241 units for households earning up to 50%
community in Pittsburgh. of the city’s median household income,” page 6.
4 Greater Hill District Market Study, page 3.
1 Greater Hill District Market Study, page 50.
2 Greater Hill District Market Study, page 60.
HOW MANY HOUSEHOLDS ARE “AT-RISK”
OF BEING DISPLACED IN UPTOWN?

Rising taxes and/or rents are one threat to maintaining 45


PERCENT OF ALL RENTAL a diverse community but there are other challenges that
TOTAL RENTAL BREAKDOWN: HOUSEHOLDS need to be addressed. These include cost of utilities,
home maintenance, and limited job opportunities. In
Uptown, 32% of existing homes are either “distressed”
(28%) or “failing” (4%) and require action to protect
47%
existing residents if occupied and neighbors. The
opportunity is to put residents that can work on a
AFFORDABLE pathway to jobs to address these housing issues in the
(264 HOUSEHOLDS) community. As an example, new green or white roofs
for existing buildings require installation, maintenance
and monitoring. With access to the right training, these
are job opportunities for residents.
53%

MARKET RATE THREATS TO MAINTAINING A DIVERSE


RENTER HOUSEHOLDS:
559 TOTAL HOUSEHOLDS:
691 (295 HOUSEHOLDS) COMMUNITY:

kk RISING TAXES (HOMEOWNERS)


POTENTIALLY “AT-RISK” HOUSEHOLDS PERCENT OF ALL
HOUSEHOLDS kk RISING RENTS (RENTERS)

kk COST OF UTILITIES

kk HOUSING MAINTENANCE
30%
kk LIMITED JOB OPPORTUNITIES

5%
COST BURDENED OWNER
(34 HOUSEHOLDS)

25%
NON-AFFORDABLE RENTALS
(173 HOUSEHOLDS)
POTENTIALLY “AT-RISK” HOUSEHOLDS:
207 TOTAL HOUSEHOLDS:
691 *excluding new construction since 2010

FIGURE 12: “AT RISK” HOUSEHOLDS


46 In addition to housing and jobs, Uptown has many
other challenges and opportunities to address. The
perceptions of crime are starting to ease in Uptown but
the safety of the community is not just a concern for
those potentially willing to start a business but also to
existing residents who have expressed that addressing
safety is one of the most important issues to tackle.
Overall reported crimes continue to decline (by 12%
between 2012 and 2015) but the community continues
to outpace the City with respect to drug violations,
prostitution, aggravated assault and theft (largely
from parked cars). The location, amount of traffic and
vacant land and buildings unfortunately make Uptown
a great location for both drug sales and illegal dumping.

One of the most important opportunities in Uptown is to


bring everyone together. Residents of all backgrounds,
artists and the institutions that serve some of the City’s
most vulnerable population are all nestled within
Uptown. Too often, residents talked about the need to
have spaces and opportunities to get together and share
their experiences as neighbors. In truth, improvements
in the community need to be driven by those in the
community. This is what helped to create the MLK
community gardens, address dumping through clean-
up days and push forward the public art next to the
Birmingham bridge that welcomes everyone to Uptown.
These aspects of the community – the people, the public
art, the character of the varied building stock – are
essential ingredients to the future of Uptown.

“OLD & NEW” IN UPTOWN


FIGURE 13: NEIGHBORHOOD CHALLENGES

SAFETY HEALTH INCOME

47
community
VISION

MAJOR STRATEGIES

INVEST IN EXISTING RESIDENTS &


PROTECT THE RESIDENTIAL CORE OF
THE COMMUNITY

PROMOTE DIVERSITY AND INCLUSION


IN THE INNOVATION COMMUNITY

BUILD ON UPTOWN/WEST OAKLAND’S


CHARACTER AND IDENTITY

WORK TOGETHER TO ADDRESS


VACANCY AND COMMUNITY SAFETY

EXPAND INSTITUTIONAL
PARTNERSHIPS
49
1.1 INVEST IN EXISTING RESIDENTS & PROTECT THE RESIDENTIAL CORE OF THE COMMUNITY

D isplacement is a real fear that requires a number


of strategies to assist residents that are vulnerable
to changes in rents or rising rents. At the same time,
accomplish and demand for new units that is not being
met. For instance, if more students want to live close
to their university and there is not enough designated
CREATE A HOUSING ADVOCATE FOR
UPTOWN
doing nothing to address the community’s challenges is student housing available, some property owners and
The Greater Hill District Housing Study recognized
not an option. students will look for any opportunity nearby to rent
the need to have an on-the-ground advocate for local
and often at higher prices than other residents can pay.
housing issues. This housing “advocate” can play a
To address the issues that lead to displacement, we
critical role in upgrading the housing stock in Uptown,
need to understand the causes of escalating housing These factors require many different approaches
working with residents and addressing nuisance issues.
prices. Sometimes this is a matter of rising taxes but to addressing housing costs. Below are a series of
Working closely with Uptown Partners, this housing
it is many times a combination of inefficient and old strategies targeted toward helping to reduce housing
advocate would be responsible for a number of key
buildings that need money for repairs – often money cost burdens for residents. Other strategies including
activities.
that is not available for those with low incomes. incentives to create more housing affordable to a range
Utilities can also be a burden to those with fixed of individuals and families are included in Chapter 2
kk Maintain a list of available housing programs and
incomes. Finally, in Uptown there are high land prices focused on development and zoning.
helping residents that need assistance to access
that make building all housing more expensive to
these resources.

kk Work with residents to resolve credit issues


that prevent them from accessing capital
to make necessary home repairs. Mayor
HOME IN NEED OF REPAIRS IN UPTOWN.
Peduto’s executive order in February of 2017
specifically directs a “consortium of financial
support providers to expand and improve the
services offered to the residents of Pittsburgh
for improving their financial capabilities.” The
housing advocate would coordinate closely with
the Bureau of Neighborhood Empowerment on
this activity.

kk Work to connect residents with available


foreclosure prevention programs.

kk Monitor local housing conditions, maintain a


list of the top ten nuisance properties in the
community and, work with the City and local
Council to address these problem properties.
FIGURE 14: STRATEGIES/CHALLENGES AROUND DISPLACEMENT
EXPLORE TAX POLICIES TO PREVENT 51
TAXES
DISPLACEMENT

Rising taxes are a concern for residents, some of whom kk Next assessments are 2021
own their homes. The next assessment in Pittsburgh
kk On the books – HOMESTEAD EXEMPTION –
will not occur until 2021 leaving 4 years to address
needs adjustments
this concern. One of the most effective programs to
address this issue is the Longtime Owner Occupant kk Ideal – LONGTIME OWNERS OCCUPANTS
Protection (LOOP) program. LOOP is a real estate tax PROGRAM (LOOP) – Real Estate tax discount
discount program to protect residents from rapid jumps – requires coordination with State Government
in property taxes. It is designed for those that have
lived in their home for more than 10 years and meet LAND
income eligibility requirements. LOOP is currently in
use in Philadelphia but Philadelphia alone is currently
kk If you don’t own the land, there’s little that can
able to utilize this program. However, Mayor Peduto
be done
signed an executive order on February 14, 2017 for
the Department of Finance, Allegheny County and kk LAND BANK – work to secure property for
Pittsburgh Public Schools to evaluate the feasibility of affordable housing
bringing this program to Pittsburgh. Local advocates
in Uptown should actively support this move toward kk LAND TRUST – protect long-term
implementing this program or something similar prior affordability – managed by a non-profit
to the next assessments.
DEVELOPMENT

kk The Greater Hill District Housing Study


indicates a DEMAND FOR 500+ UNITS OF
STUDENT HOUSING

kk If we don’t meet this demand, it encourages


property owners to convert single-family
homes to student housing

kk ENCOURAGE DEVELOPMENT OF NEW


HOUSING – to help protect the existing
community
52 WORK WITH THE URA AND CITY TO
COORDINATE ACQUISITION OF KEY TAX
DELINQUENT PROPERTIES

Of the 623 vacant properties in Uptown, 169 are These include:


unbuildable due to steep slopes, a few are controlled by
local institutions and a large number are in the hands kk Vacant and available properties along the hillside
of long-term speculators that make acquisition of these should be reserved to support the transformation
properties expensive and extremely difficult. With of the hillside into a park, trail system and
development interest increasing in the community, it stormwater infrastructure;
is imperative that the community work with the City
to acquire and hold as many properties as possible kk Scattered properties within the residential core
to achieve this plan’s goals. Currently, the City owns should be held for the development of affordable
multiple properties along the hillside. In addition, the housing or, in some cases, stormwater parks in
URA owns a concentration of properties around Fifth line with PWSA’s strategy to help reduce flooding
and Dinwiddie which can potentially support a mixed- in the community; and
use development at that location. Uptown Partners
kk Specific properties should be assembled to create
should coordinate closely with the URA to set aside or
“community infrastructure hubs” described in
acquire properties in the community where possible for
Chapter 2 that combine resident and business
community uses.
parking with facilities to support district energy,
stormwater management, bike share and car
share.

The immediate step is to maintain the current list of


vacant, privately-owned tax delinquent properties
in the community. This master list should serve as
the basis for making requests for property at Sheriff
Sales, from the City and to foundations to help support
ABOVE: Vacant buildings within Uptown. potential acquisition costs.
FIGURE 15: ACQUISITION STRATEGY

53
54 EXPLORE THE POTENTIAL OF A LAND CREATE PROGRAMS TO SUPPORT
TRUST TO MAINTAIN AFFORDABILITY FOR EFFICIENCY RETROFITS AND BASIC
BOTH RESIDENTIAL AND COMMERCIAL SYSTEMS REPAIR FOR EXISTING
PROPERTIES BUILDINGS

A community land trust is a non-profit, community- Many properties in Uptown show signs of deferred The program should be designed to address the most
based organization that works to provide perpetually maintenance. These housing issues, if not addressed, common housing needs in the community including but
affordable home ownership or business opportunities. become even more costly to improve and often reduce not limited to:
The land trust acquires land and removes it from the the efficiency of a home leading to higher utility costs.
speculative, for-profit, real estate market. The land trust kk Typical system upgrades;
then holds the land it owns “in trust” for the benefit of Small grants to support these improvements for
the community by ensuring that it will always remain low-income families are available but often difficult kk Roof replacement / repair including best
affordable. The land trust provides permanently to access due to the demand for these services. practices such as white roofs that reduce up to
affordable housing by owning the land of a particular Foundations as well as the Affordable Housing Task 20% of annual air conditioning energy use;
property but selling the home on the land to an income- Force recognize the need to preserve housing and
kk Improvements for ADA accessibility;
qualified buyer. The homeowner then leases the land offer potential new funding sources to support more
from the land trust through a 99-year, renewable ground of this work. With respect to weatherization, Action kk Fixing a party wall; and
lease. Different than a land bank which helps to acquire Housing runs the City’s Weatherization Assistance
and hold vacant property for eventual reuse, the land Program, both Allegheny County and Duquesne Light kk Upgrading windows or sealing the home for
trust is community-driven and could act as the vehicle offer weatherization assistance, and Conservation efficiency.
to hold and reuse properties in Uptown. A land trust Consultants, Inc. (CCI) oversee the Grassroots Green
was recently launched in Oakland to combat some of Homes program. Working with local architects, Uptown
the same challenges faced in Uptown. Uptown Partners, Partners, OPDC and the housing advocate (described
local housing advocates and other partners should reach above) should align local programs and seek to
out to Oakland and open a dialogue with the City about “package” the rehabilitation of multiple units to save
the feasibility of this approach in the community. costs and more easily apply for funds.

LEXINGTON COMMUNITY LAND TRUST


“The Lexington CLT is a non-profit membership organization that is providing permanently affordable for-sale and rental homes for income-qualified people in Fayette
County.” The CLT is also working toward economic development by encouraging new retail that best serves the needs of the neighborhood. http://www.lexingtonclt.org

STATE COLLEGE COMMUNITY LAND TRUST


“The State College Community Land Trust assists individuals, couples, and families in buying affordable homes in the Borough of State College (PA).”
http://www.scclandtrust.org/
FIGURE 16: POTENTIAL SOLUTIONS TO NEIGHBORHOOD CHALLENGES
CREATE A HEALTHY HOMES PROGRAM FOR 55
UPTOWN AND THE HILL DISTRICT

Substandard housing conditions like mold, mildew,


lead paint, and pests create and perpetuate health
conditions like asthma and lead poisoning in those that
are most vulnerable. The results are more hospitable
visits, higher health care costs, and for kids, more days
missed from school. By strategically addressing these
housing issues, dozens of studies have shown that we
can dramatically improve the health of the families and
individuals living there and reduce the costs to local
hospitals that are often caring for health problems that
stem from the home. As shown by UPMC, preventive
care like their Community Treatment Team reduced
hospital readmission rate by 10% between August, 2014
and February, 2015.5

The Allegheny Health Department operates a Safe


and Healthy Homes Program that provides free home
assessments to qualified candidates. In addition, UPMC
through its Health for Success Program has provided
housing to the homeless which has reduced their
health risks. Given the challenges in Uptown and the
Hill District with respect to resident health, explore
the possibility of creating a partnership between the
County, City, UPMC Mercy and the community to
address health issues in homes.

5 https://www.upmchealthplan.com/about/
co m m u n i t y/my h e a l t h - co m m u n i t y/ i m p rov i n g - h e a l t h -
outcomes.aspx
1.2 PROMOTE DIVERSITY AND INCLUSION IN THE INNOVATION COMMUNITY

FIGURE 17: JOBS & EMPLOYEES ANALYSIS

B ased on the data from the local employment


household dynamics (LEHD) dataset, the vast
majority of employees in Uptown businesses come
WHERE PEOPLE WHO WORK IN UPTOWN - LIVE WHERE PEOPLE WHO LIVE IN UPTOWN - WORK

from outside the neighborhood. This is not surprising


given the size of the neighborhood population and the
existence of a large university and a major hospital in N
TY TY
U UN
Uptown. Uptown’s workforce could only support 6% Y
CO
Y
CO
EN EN
of the total employment needs of Uptown’s employers. LE
GH
LE
GH
AL AL
The LEHD dataset also revealed that most employed
residents in Uptown work nearby in either Oakland or
the Downtown area. As these areas play an increasing
role in the city’s burgeoning innovation economy, it
is essential to ensure that current and future Uptown JOBS/SQ. MILE JOBS/SQ. MILE
residents have the skills necessary to continue to work 5-7 5-7

in proximity to their homes. 8-16 8-16


17-30 17-30
31-49 31-49
The city’s Roadmap for Inclusive Innovation includes 50-75 50-75
a substantial commitment to the development of the
Clean Tech sector in Pittsburgh. Clean Tech refers to
initiatives like recycling, renewable energy, electric
motors, information technology and transit to name JOBS BY DISTANCE
a few. Given the alignment with strategies proposed WORK CENSUS BLOCK TO HOME CENSUS BLOCK HOME CENSUS BLOCK TO WORK CENSUS BLOCK
for Uptown, we analyzed the local Clean Tech sector
to understand potential job opportunities. The Clean TOTAL PRIMARY JOBS: 5,032 TOTAL PRIMARY JOBS: 351
Tech sector overall consists of 6 major sectors and 22 TOTAL JOBS: 5,649 TOTAL JOBS: 388
different potential market applications. Pittsburgh’s
leading sectors include energy efficiency technologies
for buildings, renewable energy and pollution control, 6%
and water technologies/services. Pittsburgh’s overall 6% LESS THAN 10 MILES
17%
Clean Tech sector has 17-21,000 jobs with compensation 4%
10 - 24 MILES
rates that are 4.8% higher than the average wage. 47% 26%
63% 13%
of these jobs do not require more than a high school 25 - 50 MILES
66%
degree. GREATER THAN 50 MILES
FIGURE 18: GREEN ENERGY JOBS
SOURCE: EuPD & KPMG (2013), Cleantech-Standortgutachten 2013,
Roland Berger Strategy Consultants (2012), GreenTech made in Germany 3,0

It is important to remember that every industry is 57


organized along a value chain. Value chains are sector
different steps in creating goods and services. For
instance, the value chain for real-time monitors that
relay data about how much stormwater is retained in a application
new park generally includes: 1) Design and engineering
of the monitor itself; 2) Installation; 3) Maintenance; and technology
4) Monitoring / replacement. Each step in this value
chain offers unique employment opportunities.

The EcoInnovation District Plan incorporates a number


of new solutions to be tested in the community to
address specific opportunities like reducing energy
costs or local flooding. Using Clean Tech solutions
as part of the redevelopment process creates the
opportunity for a wide range of job requirements
many of which are accessible with additional training.
By aligning training opportunities with the specific
improvements proposed for Uptown, residents become
an active and employed part of Uptown’s future
because they are helping to build it.

GREEN/CLEAN ECONOMY METRICS

$38K MEDIAN WAGE 46.7% JOBS


17-21K - 4.8% HIGHER THAN
REQUIRED HS
JOBS DIPLOMA OR
AVERAGE WAGE
LESS
Pittsburgh Energy Innovation Center

BECOME A HUB OF WORKFORCE


58
DEVELOPMENT PROGRAMS ACCESSIBLE
TO AND TARGETING A RANGE OF SKILL
SETS AND EDUCATIONAL BACKGROUNDS

The green infrastructure, distributed energy systems Job examples include:


and efficient building design and systems proposed
as part of this plan create a series of specific job ENERGY SYSTEMS JOBS
opportunities related to the development, deployment
and maintenance of these technologies. kk MicroGrid Engineers

In addition to the current job training initiatives, kk Power/Stationary Engineers System Operators
consideration should be given to working with the
appropriate building trades, training providers and kk HVAC Techs
community institutions to develop programs to kk Grid control technicians
help build qualifications and certifications for these
emerging fields. In this capacity, partner with local kk Electronics technicians
organizations like Landforce and build upon the
Energy Innovation Center’s capabilities to support kk Electrical contractors
Clean Tech training related to EcoInnovation District
initiatives. Further, work to support the creation of GREEN INFRASTRUCTURE CERTIFICATIONS
entrepreneurs with a focus on the deployment and
maintenance of these technologies. Creating focused kk Pervious Concrete Certifications
training and targeted programs to support contracting
kk GreenPlumbers
(e.g. performance bonding or working capital support)
to these entrepreneurs will help to create a competitive kk Green Roof Professional
group of Clean Tech companies that originate in the
community. kk EcoScaper certification

LOCAL EXAMPLE: LANDFORCE

SOURCE: http://www.eicpittsburgh.org/about/building/
INVITE DISADVANTAGED YOUTH TO
59
PARTICIPATE IN THE INNOVATION
COMMUNITY
FIGURE 19: PATH TO EMPLOYMENT
Programs that support youth entrepreneurship, provide
exposure to the emerging Clean Tech fields as well
as the expansion of internship opportunities can help
break down barriers to knowledge of opportunities
in the innovation economy. Coordinate closely with
TechHire to tap into their programs and services to
train and employ youth in Pittsburgh. Work with the
Pittsburgh Public Schools to align their after school
and training program goals with training and job
opportunities in Uptown where possible. Build upon
OPDC’s School to Career and Joblinks programs that
already serve Uptown and the Hill District.

CREATE AN ANNUAL UPTOWN JOB FAIR


WITH LOCAL BUSINESSES

To help promote job opportunities in the community


both with existing institutions and businesses as well
as new opportunities in the Clean Tech sector, organize
a job fair annually. The presence of major employers
as well as the many small institutions in Uptown can
all help to advertise local job opportunities and identify
potential employees for available jobs. In addition to
the fair, information should also be updated regularly
to ensure continual access to available employment
opportunities for residents.

“Landforce helps restore and maintain land and green assets by providing professionally skilled crews who can assist in environmental management. Our crews are made up
of people who have faced a variety of barriers entering the workforce — whether due to former incarceration, poverty, a lack of education, as a returning veteran, or as a new
refugee. We work together to address these barriers, establish an Individualized Employment Plan, and identify real long-term employment opportunities. Landforce is a multi-
organizational collaboration designed to maximize program self-sufficiency and impact, and is not bound to a particular land type or geography.” https://www.landforcepgh.org/
1.3 BUILD ON UPTOWN/WEST OAKLAND’S CHARACTER AND IDENTITY

U ptown represents one of the more diverse and


unique locations in Pittsburgh. No location is
closer to job centers in Downtown, Oakland and
a place of diverse races, incomes and building types.
Old and new residents value these aspects of the
community and have called for more opportunities to
PRESERVE THE COMMUNITY’S HISTORIC
CHARACTER
the growing Almono District but at the same time celebrate what is authentic about the community.
Existing buildings are essential to retaining what keeps
historically overlooked as a place to pass through. It’s
Uptown unique. Too many, unfortunately, have been
demolished either out of neglect or a desire to reuse
the property for surface parking. The Interim Planning
Overlay District (IPOD) enacted by the City placed a
moratorium on demolition of existing buildings in the
community. The new zoning proposed for Uptown
recognizes the need to preserve these structures by:
1) Requiring a formal review and engineering study
to determine the need for any demolition and; 2)
Providing incentives to preserve structures with new
development by offering additional density.
THE UNIQUE BUILDINGS AND TEXTURES OF UPTOWN

61
62 INVEST IN MORE PUBLIC ART LAUNCH A TARGETED MARKETING
STRATEGY
Uptown is already home to notable works of public kk Gateways to Uptown are critical “pinch points”
art. A number of artists, most visibly on Gist Street, where there are often back-ups of traffic. These While there is a strong sense of community in
are active participants in the community and areas often present a negative view (or very Uptown, some new residents would benefit from a
represent local talent that should be supported as the little at all) of the community. Working with the personal introduction to the neighborhood experience
neighborhood evolves. The Welcome to Uptown sign is BRT process, public art should be strategically from those who know it best. To develop stronger
just one example of the work that has helped others to integrated to improve these key transition points community connections, create welcome materials
recognize Uptown as an arts community. This process around the Birmingham Bridge, along Forbes for new residents and share these materials with area
has revealed a number of specific opportunities to under 579 and at the Armstrong Tunnel and, real estate agents, property owners, and developers.
integrate public art, and local artists, into neighborhood at Dinwiddie Street and Fifth Avenue to better This brochure should provide information on the local
improvements: connect with the Hill District. history, key facts about the community, recent news,
kk For those on the Boulevard of the Allies, Uptown neighborhood services, local contacts, and how to get
mostly appears to be blank walls and some run involved. This information can be used for a broader
down structures. To provide a better edge to the “living in Uptown” marketing campaign that could
“Welcome To Uptown” Gateway
Allies, the existing buildings and blank walls help to promote the community as a welcome location
can be a canvas for changing perceptions about for families and homeowners. In addition, work with
Uptown. existing neighborhood businesses to put together and
deliver welcome baskets featuring local goods and/or
kk Investments in new and existing parks to better gift certificates for new neighbors who register with
manage stormwater should integrate public art to Uptown Partners and other participating community
help residents better connect with these spaces organizations.
and the issues of water in their community.

kk Connect local artists with owners of vacant


retail / commercial space to provide temporary
installations that improve the property but also
highlights the talent of local artists.

kk Encourage businesses to hire local artists for


their graphic design and signage needs. Making
use of local talent to support this need is an
easy way to support artists, create stronger
connections within the community, and grow the
unique character of the neighborhood.
CREATE NEW COMMUNITY EXPAND LOCAL FITNESS PROGRAMS 63
“Uptoberfest” Block Party
PROGRAMMING
There is currently very little open space, let alone
Residents are seeking ways to connect and engage. active, recreational space in the community. Even local
Many expressed concerns that there are limited spaces trails like the Heritage Trail are disconnected from the
in the community that even provide this opportunity. community and require major physical improvements
Both of the “open houses” that took place for the to provide access. However, it is not uncommon to
development of this plan were intentionally designed see running clubs at Duquesne University using the
as community events – the first as an opportunity to sidewalk along Forbes for their exercise. In addition,
explore the Forbes Auto Body arts space and enjoy food local service providers like the Center for Hearing and
from a local caterer and the 2nd as a block party on Deaf Services and the Blind and Vision Rehabilitation
Gist with local music and food from local restaurants. Services offer their clients fitness programs and/
Reactions to these events were pretty straight forward or access to exercise equipment. To help improve
– “we should do this more often.” Uptown Partners and neighborhood health and create stronger connections
their partners do organize regular events to support in the community, expand fitness options in the
clean-ups, community gardening and other community community including:
issues. Where possible, expand the range of events
and maintain an events calendar to provide regular kk Coordinate where possible fitness / exercise
opportunities to bring community members together programs between local service organizations to
such as community dinners and block parties. expand access to existing exercise facilities and
programming; and

kk Develop a walking club in Uptown to help bring


neighbors together but also to provide more
outdoor activity which helps to deter crime. The
proposed trails through the hillside are a perfect
opportunity to create fitness opportunities and
connections between communities who would be
regular users of the trails.
1.4 WORK TOGETHER TO TACKLE VACANCY AND COMMUNITY SAFETY

37% of Uptown is vacant and underutilized.


These visible gaps in the fabric of what
were once homes and businesses reinforce the negative
The best solution to address issues around vacancy
and safety is to encourage more activity from the
redevelopment of empty lots to the improvement and
perceptions about the community and encourage the expansion of parks in the community that provide safe
kinds of activities like drug dealing and illegal dumping places for residents to get together. In the meantime,
that are serious day-to-day issues for residents. When there are some strategies that the community can
asked about the biggest concerns about the community, continue to pursue.
safety was the top choice even by residents many of
whom are familiar with the kinds of activities that occur
in the area and that conditions have improved.
FIGURE 20: UNDERUTILIZED PROPERTIES

65
ILLEGAL DUMPING IN UPTOWN

66 MONITOR & ADDRESS ILLEGAL DUMPING


AND NUISANCE PROPERTIES

The dumping and nuisance properties are not just


negative signals to outsiders but issues for residents
that must deal with the side effects. Community clean-
ups have been effective to address some significant
issues. For places out of view like Colwell Street behind
the Hearing and Deaf services, the problems, if not
addressed, can become major issues. One recent clean
up showed 88 tires had been dumped in this area. A
map should be created and maintained that locates the
current dumping locations and nuisance properties in
the community. This map should be regularly shared
with the Councilman’s office and the City to push
for assistance in addressing the problem but also the
underlying issues that create them. As a prevention
campaign, the intent is to push for regular citations
and investigations targeted toward the clear problem
locations in the community but also site-specific design
improvements including clear signage that indicates the
penalties and fines for dumping, lighting and/or video
cameras when possible, and landscaping strategies to
help create better visibility and management of the
space.

For nuisance properties, build on the example of the


Oakland Code Enforcement Project or “Oakwatch”
to bring together residents and partners to identify
problem properties and work to address nuisance
issues. This work should be done in coordination with
the activities of a potential housing advocate for the
community described in Objective 1.1.
UPGRADE LIGHTING Two supporting actions can help to address this issue: EXPAND COMMUNITY POLICING 67

Public safety can be greatly improved by the kk CREATE RESIDENT-ASSISTED PORCH/ Uptown Partners has developed a strong working
installation of better lighting in areas known for FACADE LIGHTING PROGRAM Installing relationship with the Pittsburgh Police and convenes a
high criminal activity. Pedestrian-scale lighting along low-cost porch/facade lighting in areas with high Safe Streets Committee in the community. Partnerships
commercial corridors and throughout residential areas concentrations of illicit activity will reduce crime with the local beat officers are essential in helping to
can enhance traffic for businesses, support placemaking and increase safety for neighborhood residents. address the key concerns that residents have about
goals, and increase the number of residents willing Identifying funding sources would be the first specific activities, properties and locations in the
to walk at night through their neighborhoods, while step in developing a program which will assist community. Continue to partner with police to improve
simultaneously deterring illicit activity. residents with the purchase of solar power community cleanliness and safety. Ensure that local
lighting that can be affixed to their porches or institutions and service providers are actively involved
During the planning process, residents expressed business facades. in the Safe Streets Committee to help align their
concern about the lack of proper lighting and its activities and with the ongoing work to address both
connection to criminal activity and vagrancy. Some kk INSTALL PEDESTRIAN-SCALE LIGHTING the real and perceived crime in Uptown.
of these areas include major corridors like Fifth and The typical cobra-style street lamps seen
Forbes, at neighborhood gateways and under the posted along main thoroughfares in the plan
highway overpasses. area do not provide sufficient lighting to deter
illegal behavior or enhance the streetscape.
Installing pedestrian-scale street lighting will
better illuminate walkways and public spaces
while eliminating the gaps between lit areas.
Work with UPMC Mercy, Duquesne University,
Duquesne Light and PPG Paints Arena to install
fixtures that would serve to improve lighting in
the community and address the safety concerns
expressed by employees and visitors to Uptown.
Duquesne is already undertaking this work
and has a project scheduled for the Summer
of 2017 to replace and add lighting on Forbes
between Shingiss and McAnulty. By utilizing
new LED-based lights, perhaps in partnership
with an interested manufacturer, the district can
further its energy efficiency goals and also pilot
technologies that can later be rolled out to other
parts of the city.
1.5 EXPAND INSTITUTIONAL PARTNERSHIPS

FIGURE 21: NEIGHBORHOOD ASSETS & INSTITUTIONS

I nstitutions play a prominent role in Uptown as a


source of employment, as anchor real estate holders
and contributors to the wellbeing of the community.
Institutions (including UPMC Mercy and Duquesne
University) represent 65 acres or 37% of the total
land area of Uptown. There are over 20 institutions
providing a range of services to community members
in Uptown and beyond including 6 that serve the City’s
homeless residents. These institutions, both large and
small, form an essential social fabric of the community
and contribute to needs far beyond the boundaries of
Uptown. Continuing to support their work and their
clients whether they are students, deaf or homeless,
should remain central to Uptown’s future. As one
resident said, “Uptown has a heart.”

UPMC Mercy and


Duquesne represent 65
acres or 37% of the total
land area in Uptown.
CONNECT LOCAL INSTITUTIONS 69

The existing local institutions serve a wide range of


needs and people in Uptown and throughout the City.
But while their clients and missions vary, many face
shared challenges associated with their location in
Uptown. Similar to neighborhoods and cities that form
chambers of commerce to bring businesses together,
the opportunity in Uptown is to create a “Chamber
of Services” to regularly bring the local institutions
together. This entity would act as a coordinated voice to
help tackle issues in the community like traffic, illegal
dumping, access to parks among others. This Chamber
can also serve to connect local resources and services
to residents and coordinate and share programs where
applicable – for instance shared fitness programs or
transportation services.

UPMC through its hospitals and health plan has a


number of programs on healthy lifestyles, parenting,
community based behavioral health among others.
The Neighborhood Improvement activity of the
UPMC MyHealth Community has several examples
of programs in other neighborhoods of Pittsburgh
that are also applicable to several initiatives in this
EcoInnovation District plan.
70 WORK WITH MAJOR INSTITUTIONS TO kk Tap the interest of students and faculty to kk A Knowledge Center focuses on research
undertake more work in the community which around specific topics typically with a test site
EXPAND THEIR RESEARCH, CURRICULUM
will further help to remove the “campus bubble” and a series of monitoring stations. These are
AND STUDENT ACTIVITIES INTO THE described by some students who are under the usually partnerships involving universities and
COMMUNITY WHERE APPROPRIATE impression the surrounding community is unsafe; community-based institutions around issues
like urban stormwater which is a common
Universities and hospitals across the country have kk Explore opportunities for public programming example. Extending models such as the Penn
recognized the value in partnering with their local (educational and entertainment); and State Pittsburgh Center Stormwater management
communities to help address those issues that program is a local example.
kk Link these institutions research capacities to
aligned with their mission. Hospitals, for instance, local challenges.
are a common resource and partner in developing These types of activities represent opportunities to
community-based health programs focused on capitalize on the strategies proposed in this Plan as
preventative care. Universities strategically invest research and engagement opportunities.
There are several examples of ways that major
in the community which helps in attracting students institutions can support the infrastructure,
and faculty while reducing the costs of things like Today, Duquesne University’s current and planned
environmental and development concepts proposed in
transportation. activities through the Center for Community Engaged
this Plan. Models include:
Teaching and Research (CETR), the Office of Mission
Both Duquesne University and UPMC Mercy offer and Identity, and the DU Volunteers student program
kk The Urban Living Lab uses urban sites to
unique resources establishing them as major employers fit perfectly within this framework. Current plans call
design, test, and learn from social and technical
and research institutions. UPMC Mercy is already for a greater degree of coordination between these three
innovation based real time activity. These
collaborating with the Energy Innovation Center around offices. The potential opportunity is to develop three
sites have sensors to monitor the impact of
job training and will continue to do so. Students at key programs within CETR: Center for Community
different interventions on items such as traffic,
Duquesne through specific classes already participate Health and Well-being; Sustainability Hub and; a
air pollution, energy consumption, storm water
in some Uptown activities including clean-up days and University-Community Alliance.
management, and physical activity. They allow
working with the MLK community garden. Regular for rapid prototyping or “proof of concept” to
coordination between community members and these scale up to create businesses and local jobs.
institutions is necessary to help define opportunities to: Examples include the Smart Cities Lab in
Lorraine France and the Sustainable Healthy
Cities Network in the US, among others. Locally
the Sensor Andrew project on the CMU campus
could be applied to the Uptown neighborhood.
71
development
Encourage Balanced, Equitable and Green Development –
Encourage both new development and preservation, and align zoning with community goals.

“Uptown can take a form with


multifamily and denser development
that no other neighborhood in Pittsburgh
can.”

- Quote from Interviewee


KEY GOALS ADDRESSED:
EQUITY OPPORTUNITY IDENTITY PERFORMANCE
Foster a vibrant, diverse community where the Encourage new businesses and creative Reinforce Uptown's unique character by protecting Pursue solutions for water, building systems and
residents of Uptown/West Oakland are an active production, advance training opportunities and, and reusing existing buildings whenever possible, district energy that will enable Uptown/West
and vital part of the community’s future, benefit create a clear pathway for residents to access job and expanding local arts and community events. Oakland to reach the highest levels of environmental
directly from improvements and opportunities. performance and efficiency.
don’t solely bear the burden of
systems that largely serve other
communities.

73
KEY TAKEAWAYS:

kk APPROXIMATELY 37% OF THE NEIGHBORHOOD IS UNDERUTILIZED (VACANT OR PARKING LOT)

kk VACANCY FOR OFFICE SPACE IN NEARBY NEIGHBORHOODS IS APPROACHING “FULL”


kk THE GREATER HILL DISTRICT HOUSING STUDY RECOGNIZES A DEMAND FOR NEW HOUSING IN UPTOWN.
kk THE EXISTING 1,000 FULL TIME RESIDENTS IN UPTOWN IS TOO SMALL TO SUPPORT NEIGHBORHOOD COMMERCIAL SPACES.

POTENTIAL RESULTS:

kk 300,000 SQ. FT. OF rehabilitated work space


kk A MIXED-INCOME COMMUNITY INCLUDING 30% affordable housing TO SERVE A RANGE OF FAMILY AND INDIVIDUAL NEEDS
kk 360,000 SQ. FT. OF NEW OFFICE AND RESEARCH SPACE
kk NEW STORES AND SERVICES AND SUPPORT FOR EXISTING BUSINESS OWNERS
kk BETTER MANAGED PARKING WITH NO REDUCTION IN THE TOTAL NUMBER OF SPACES
kk A NEW ZONING CODE TO ENCOURAGE DEVELOPERS TO BUILD WITH COMMUNITY GOALS IN MIND
WHY IS THIS IMPORTANT?

74
C ities across the country both large and small
are seeing new investment in their downtowns,
historic neighborhoods and around major institutions
There is not only potential for new businesses but also
new housing in Uptown. According to the Greater Hill
District Housing Study, demand exists for new housing
FIGURE 22: DEVELOPMENT CHALLENGES IN
UPTOWN

like universities. This rebound in what were once that is currently not met within the existing housing
WHY IT’S EXPENSIVE TO BUILD IN UPTOWN?
declining cities is no secret in Pittsburgh, which is stock.  In order to meet this demand and help prevent
frequently named one of America’s most “livable” a rise in housing costs, new development should be
cities. While Uptown has yet to experience a similar encouraged.  Through a mix of new construction as
level of investment as evident in other neighborhoods, well as rehabilitation of existing vacant buildings,
all the ingredients are in place for change. With this there is ample opportunity to meet the demand while
plan, Uptown has the unique opportunity to establish preserving Uptown’s existing character.
a framework to guide the future of the community
that reflects the priorities of its residents and In fact, encouraging development will help to address
businesses.  Chapter 1 identifies key strategies to help some of the major issues that residents are faced with
invest in existing residents and protect affordability in on a day-to-day basis including commuter parking on
the community. This chapter is focused on encouraging underutilized lots and illegal dumping.  Throughout
the kind of development that will help to preserve the the EcoInnovation process, residents consistently EXPENSIVE TO BUILD
character and diversity that exists in Uptown. expressed their desire for “more things to do” as well
as a desire for more stores and services.  Uptown’s
Given Uptown’s unique location, it’s remarkable current residential population of around 1,000 persons LOCAL NEIGHBORHOOD COMMERCIAL ZONING
that investment has, in many ways, bypassed the cannot support the retail that residents wish for their
community.  According to the land use survey analysis community. New stores and services will open as the EXISTING PROPOSED
conducted at the beginning of the EcoInnovation population in Uptown’s grows.
process, 37% of the land in Uptown is underutilized -
consisting of surface parking lots or vacant buildings/ Instead of encouraging new housing and commercial
land.  Pittsburgh’s office market is approaching “Full” space, a number of factors actually serve to discourage
(see Section 2.2) and Uptown is primed to absorb development. The tight urban grid in Uptown does
some of the spillover investment from Downtown and not allow for the large development parcels found in
Oakland.  As the City’s innovation economy grows, some other communities in Pittsburgh. Uptown’s close
small and growing businesses will need affordable proximity to Downtown and Oakland coupled with
space to succeed.  Uptown contains a mix of building great bus access have made Uptown a great place to
types that have historically supported a mix of small park for commuters and, by extension, a great place
scale manufacturing and light industry.  These buildings for investors to spend very little to create parking lots
are often well-suited for such start-up businesses that yield a healthy profit. The high prices some land
through reuse. To maximize the potential of Uptown as owners ask for their lots only serves to increase the
a home for small businesses, it is imperative to preserve property costs for everyone else looking to develop.
these buildings and work to fill them with new activity.   Finally, the current zoning only makes development
more difficult and expensive due to height restrictions FIGURE 23: VACANT COMMERCIAL BUILDINGS IN UPTOWN 75
and parking requirements that require many variances
to fully address.

The existing zoning is being re-written so that it works


for residents and those willing to invest in Uptown.
Before this process began, the City had the foresight
to employ an Interim Planning Overlay District or
IPOD.  The IPOD places restrictions on the demolition of
existing buildings and removes non-accessory surface
parking lots as a permitted use. The IPOD has expired
and been temporarily replaced by a resolution imposing
a temporary limitation on development through the end
of 2017. This temporary measure will be replaced with
a new set of zoning rules that extends these protections
and provides clear rules for new development.

Using the City’s p41 initiative as inspiration, the


new zoning includes the IPOD protections and the
community’s primary goals. The new Uptown Public
Realm District seeks to simplify the existing code but
also incentivize new development in ways that help to
address some major issues in the community including
affordability, stormwater, energy and preservation. VACANT COMMERCIAL BUILDING

Uptown is poised to encourage and guide development,


helping to re-establish the vibrant mix of uses that
once characterized the Fifth and Forbes corridors.
The following objectives and strategies are intended
to guide land use and development decisions for the
community. Based on engagement with residents and
market research, these reflect the key development
opportunities and needs in Uptown that need to be
incorporated into the new Public Realm District.
1 p4 - People, Place, Planet, Performance.   These
new metrics take into account a variety of issues including
sustainability, innovation, and affordability.
community
VISION
ENCOURAGE BALANCED,
EQUITABLE, & GREEN
DEVELOPMENT

MAJOR STRATEGIES

DIVERSIFY HOUSING OPTIONS

CREATE SPACE FOR INNOVATION

REVIVE COMMERCIAL CORRIDORS

IMPLEMENT POLICIES TO PROMOTE


SUSTAINABLE & AFFORDABLE
DEVELOPMENT
77
2.1 DIVERSIFY HOUSING OPTIONS

W hile the residential population in Uptown is


extremely diverse, the housing stock available is
much less so.  The overwhelming majority of the 1,000
Uptown. Due to its proximity to major job centers and
along the Fifth / Forbes corridors, Uptown can handle a
lot more density if it is encouraged in ways that do not
properties as rental investments – space that could
be improved or redeveloped by homeowners. To help
boost homeownership, Uptown needs better marketing
residents in the core of the neighborhood live in single threaten the remaining residential fabric. More density to attract families (see Chapter 1) combined with
family rowhomes.  While this housing stock works well also offers the opportunity to bring new residents who new suitably scaled apartment buildings that free up
for families, it is not ideal for single renters, students, can support more neighborhood commercial activity existing homes for ownership and new single-family
or seniors.  The Greater Hill District Housing Study and existing businesses. construction that fills in some of the gaps in the existing
recognizes that there is demand for these other housing blocks of rowhomes. The Greater Hill District Housing
types that is currently not being met.  While Duquesne At the same time, there are significant opportunities for Study recognizes the need to boost homeownership
University offers a consistent stream of student renters new single family housing in the neighborhood.  Single and offers suggestions including better access to
year-over-year, there are few suitable locations for them family homes are the best opportunity to increase homeownership training programs, expansion of the
to live within Uptown.  That is also true of a single homeownership in the neighborhood – a stated goal of URA’s Second Mortgage Financing Program and a
person who works Downtown or Oakland and would many existing homeowners. Of the 691 households in potential “letter of credit” program to help write down
love to live in Uptown due to its proximity and easy the community, only 19% are homeowners, compared the underwriting costs of loans for homeowners making
access.   to 47% citywide in 2014.  If renters want to be here the process of buying or repairing a home cheaper for
and can’t find suitable apartments in multi-unit qualified residents. In addition, we need to consider
To simply build out the neighborhood with the existing buildings, they create the market conditions that lead other critical factors to diversify the community’s
rowhouse typology would be a missed opportunity for for property owners to hold on to poorly maintained housing stock.
MAKE HOUSING OPTIONS AVAILABLE AND 79
AFFORDABLE TO A DIVERSE INCOME
RANGE

Inclusive growth requires that Uptown remain a The opportunity in Uptown is to provide housing for This approach would encourage potentially 400
location that a mix of incomes and backgrounds can what is commonly referred to as the “missing middle”. new units of affordable housing to be created in
continue to afford to call home. Today, 47% of the Uptown currently has a lot of units for low-income concert with the development of new, market-rate
housing currently within Uptown is designated as residents and units for those that can afford much units. To help guide and regulate new development,
“affordable”, a large percentage compared to many higher prices but very little for working individuals and the community and the City should ensure that 30%
other communities but keep in mind that this a families that can’t afford these higher prices nor qualify of Uptown’s total housing units be available for those
relatively small neighborhood. “Affordable” means that for LIHTC units. earning below 120% of AMI.
these units were developed with funds that protects
their affordability, typically for families earning up To truly incentivize the inclusion of units priced to the
Action Housing Developments along Fifth Avenue.
to 60% of the Area Median Income [AMI]. Most of missing middle and lower incomes, additional financing
the new construction in the neighborhood has taken will need to be made available. Even with density
advantage of Low Income Housing Tax Credits (LIHTC) bonuses, providing a percentage of units at reduced
with developments by Action Housing located at rents is still a cost that may discourage developers to
Fifth and Seneca, Fifth and Wyandotte, as well as the take this important step. The City’s Affordable Housing
redevelopment of the Mackey Building at Forbes and Task Force identifies a number of financing tools
Miltenberger. including use of the Housing Trust Fund and 4% LIHTC
credits that could be used to help finance these units.
This issue of affordability is of critical concern to
residents. But affordable housing is a difficult definition With an overall goal of encouraging more housing in
to pin down. What is affordable to one family is not Uptown for a wide range of incomes to support new
to another. Further, even if housing is priced to be services and retail, this plan recommends the following:
affordable it does not guarantee that the housing is in
good condition or meets the needs of modern families. kk Retain Uptown’s existing, income protected
housing units;
LIHTC’s are a useful but limited tool to address long-
term affordability. Uptown’s zoning should be designed kk Provide incentives and financing to encourage
to help provide new affordable units using incentives. the development of new affordable units for the SOURCE: Action Housing
Density bonuses can help encourage developers “missing middle” as a percentage of units within
to provide a certain percentage of units in each market-rate developments and;
development with rents affordable to those at different
kk Develop new income-restricted units where
income ranges according to the Area Median Income.
appropriate to serve families or seniors.
TRADITIONAL ROWHOUSE
DEVELOPMENT IN UPTOWN

80 LOOK FOR OPPORTUNITIES TO CREATE


NEW SENIOR HOUSING

With large front stoops and a lack of elevators, the


existing rowhomes in Uptown are not the ideal housing
stock to age in place. As existing long term residents
age, they are left with the difficult decision between
living in housing that can be detrimental to their health,
or move away from the neighborhood they have called
home.

In addition to the existing Uptown residents, there is a


nationwide trend of seniors and empty nesters moving
back into cities. With a variety of dining and cultural
amenities located within a quick taxi or bus ride away,
places like Uptown are an increasingly attractive place
for seniors to live. Uptown is a particularly attractive
to such development due to its close access to cultural
amenities, great transit access, and nearby medical care
with Mercy hospital.

New senior housing or ground up construction that


incorporate universal design principals that ensure
buildings are accessible to seniors or those with
disabilities, can help to provide real opportunities to age
in place and provide more customers for existing and
potential retail. The neighborhood should work with
developers and non-profits to build such housing within
Uptown.
CREATE STUDENT HOUSING TO RELIEVE 81
PRESSURE ON EXISTING HOUSING

Duquesne University has over 10,000 students with The Greater Hill District Market Study indicates a
a variety of housing needs.  The University has 5 demand for potentially 630 new student beds over
residence halls and over 3,750 students who live the next 5 years. Without action, students looking for
on campus. That leaves a majority of students who housing will continue to occupy (often illegally) homes The Greater Hill District
find their housing off campus. While some students
live at home and commute to campus, others live in
rented by the bed by landlords who recognize the
opportunity to make money. Code enforcement can Market Study indicates
neighborhoods across the City, particularly on the
South Side. Duquesne provides shuttles to pick up
help to address these issues but the best solution is to
offer students real housing options in buildings that are
demand for potentially
off-campus students, but many elect to drive to campus. built for their needs including the amenities like gyms 630 new student beds
and common spaces that make them more attractive
over 5 years.
The result is more traffic and more demand for parking.
In addition, a number of other universities including than a single family rowhome.
Carlow, the University of Pittsburgh and Carnegie
Mellon University are at Uptown’s doorstep, and Local universities should partner with private
Oakland is an increasingly difficult neighborhood to developers to build off campus, market rate housing.
find locations to build new student housing. These partnerships exist on campuses across the
country and have proven to be successful at providing
Throughout the planning process, students expressed purpose built apartment buildings to meet demand
a broad range of reasons for not considering Uptown and prevent the conversion of single family homes to
as a place to live including crime / safety and a lack of student housing. Development should be focused on
amenities like stores, bars and restaurants. One of the the western edge of the neighborhood, distinct from
biggest issues, however, is that Uptown simply does not the residential core of the community, but near campus
have the appropriate housing for students to live in. and the growing amenities and nightlife provided
Building housing for the needs of students in Uptown downtown.
can help to increase the population that supports local
stores but also can help to address some quality of life
issues faced by existing residents in the community.
2.2 CREATE SPACE FOR INNOVATION
FIGURE 24: PITTSBURGH AVAILABLE OFFICE
MARKET
SOURCE: NP Analysis of CoStar data

T he “innovation” part of this project recognizes that


Uptown is in a unique position near many research
institutions and start-up and technology-oriented
Downtown had the next lowest vacancy rate at 7.3%
with approximately 1 million sq. ft. of available space.
Sixty seven percent of this space was Class B space.
OAKLAND
2.0% vacant
businesses. Pittsburgh is experiencing a boom in this The remaining two markets had 3.8 million sq. ft. of
kind of activity earning national attention for research, available space. Less than 1 million sq. ft. is Class A Total Market Stats: 109k sq. ft. available
robotics and small information technology businesses. space. 2.2 million sq. ft. is Class B space of which 1.5
In fact, the interest has been so strong that these million is found in the Central Business District. Asking Rent Range: $13.59 - $31.79
traditional kinds of information technology businesses
and research activities are happening in many locations When real estate markets approach less than 10%
including Oakland, Downtown, the Strip District, vacancy the market is effectively “full”. The remaining
Almono and the North Shore. Uptown, too, is home to spaces are typically smaller “infill” situations. There GREATER DOWNTOWN
Avenu (formerly StartUptown and Revv Oakland) that are few remaining large floor plate spaces that can
supports small, start-up companies. In the context of accommodate a single user, and the ability for growing 7.3% vacant
all this activity around the City, what is Uptown’s role
companies to grow is limited. However, the ability to Total Market Stats: 1.035m sq. ft. available
in the innovation economy? With improved bus service
build new is in part dependent on rents and build to
on Fifth and Forbes, many of these other employment Asking Rent Range: $19.15 - $24.09
destinations are less than a 10-minute ride to Uptown. suit anchor tenants. For the most part, across the city,
As noted earlier the redevelopment needs of Uptown rents remain below $30 per sq. ft. for class A space and
present a unique opportunity to create a real life test class B space is in the low $20s.
platform to test and help bring to market products from
the city’s Clean Tech sector. Moreover, the proximity We assessed the Crunchbase database to examine PARKWAY EAST
of Uptown to the city’s major research institutions can Pittsburgh venture backed innovation sector to
help support some of their innovation space needs. understand the potential space implications based 10.0% vacant
However there is a substantial amount of innovation on their product and service offerings. Of the 168 Total Market Stats: 1.113m sq. ft. available
space development taking place in Pittsburgh. To companies in the database 79 or 47% require some type
help answer the question, we must examine Uptown’s of industrial space that can accommodate clean rooms, Asking Rent Range: $13.79 - $35.79
commercial market potential and real estate in relation wet labs, bioreactors, prototyping or fabrication space.
to the rest of the city By contrast 77 or 45% of their space needs can be met
some form of office space since they are in the digital
The Pittsburgh office market consists of 7 sub-market
geographies. Four of these geographies – Oakland,
tech sector. 12 companies are ecommerce-related some CENTRAL BUSINESS DISTRICT
of which may require a hybrid space that would allow
Greater Downtown, Parkway East, Central Business
for warehousing, order fulfillment and potential final 8.7% vacant
District – are indicators for Uptown’s potential. Uptown
is not considered as a separate market but is included assembly. Total Market Stats: 2.7m sq. ft. available
in the Greater Downtown submarket. At the time Asking Rent Range: $15.56 - $26.06
of this analysis, Oakland was the most in demand
commercial market in the City with a 2.0% vacancy CLASS A
rate and less than 110,000 sq. ft. of available space CLASS B
with essentially no Class A space available. Greater CLASS C 0 500K 1.0M 1.5M 2.0M 2.5M 3.0M
DEVELOPMENT & OFFICE/MAINTENANCE & IT / TECH SPACE
FABRICATION SPACE STORAGE YARD

Pittsburgh Kickstarter activity provides a different 30K 83


lens for its start up / entrepreneurial economy. 388
projects are tied to physical products. Approximately
1000 projects are media related. Space implications
for these activities include the need for creative space, MOST OF
performance space and manufacturing / fabrication 25K THE FIRST
space. FLOOR RETAIL
IS UNDER 2K
Given Pittsburgh’s mix of entrepreneurial activity, a SQ. FT.
range of space typologies are required to maintain these 20K
businesses inside Pittsburgh as they go through their
various stages of growth DISTRICT FLOOR AVERAGE: 3,680 sq. ft.
kk Industrial space capable of also becoming The vast majority of buildings have small floor plates under 5k sq. ft.
clean room wet lab space as well as space for
fabrication and testing 15K

kk Flexible space that can serve as warehousing,


final assembly, order fulfillment, design space
and office space
10K
kk A range of office spaces offerings at a range of
price points to accommodate the various digital
tech products being created in PGH
5K
kk Creative space to support the media and
entertainment entrepreneurial sectors

The existing real estate in Uptown raises some


important questions about the potential role it can play 0
in the evolving Pittsburgh innovation economy.  The 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37
average floor size for commercial properties in Uptown
SQUARE FEET

is 3,680 sq. ft. This small size makes Uptown less

P
SE

ED

TS

CH AGE

H
U
G

IC

IC
O

RC
U

EN
RA
H

AT
competitive for large research facilities but is ideal
FF

FF
K
O

AR
AC

U
AL

EV
TM
O

O
EH

G
ET

ST

for small or young businesses that need proximity to


W
IL

EL
AR

AR

AL
E-
TA
D

E-
neighboring Oakland or Downtown without the expense
W

AP
I
L

IC

CI
TA

RE

IC
AL

FF

ER
L
RE

FF
SM

O
TA

M
O

M
FIGURE 25: AVERAGE FLOOR SIZE
RE

CO
EXAMPLE OF A PROPERTY THAT COULD BE of actually being in those districts.  Businesses that are
rapidly growing would outgrow these spaces quickly and
RETROFITTED FOR CREATIVE WORKSPACE likely need to leave Uptown unless sites were developed to
retain them or a pipeline is created that links opportunities
to support small business in Uptown with larger buildings
in Almono for when they grow and need larger space. The
only three sites of any scale to support larger research,
office and fabrication space include the URA properties at
Fifth and Dinwiddie, the Duquesne Light owned property
next to the Birmingham Bridge and the “portal” in West
84
Oakland. All of these are opportunities to support new
and innovative businesses.

This analysis looked specifically at the real estate needs


of different types of businesses that could be well suited
for Uptown.  Three major development typologies were
identified during this study:

kk A fabrication space that facilitates small-scale


manufacturing or assembly (and can also be
used for warehousing and storing inventory).  Six
buildings are classified as warehouse space and
these spaces are fairly small with footprints under
10,000 sq. ft.  The warehouses in the district,
depending on their layout and design, are potential
spaces for fab/lab operations with upper floor
usage as offices, design and engineering work
or storage.  These spaces could help absorb the
estimated 82,000 ETSY products made in Pittsburgh
and the city’s active maker movement.

kk Opportunities related to contractor facilities for the


rehabilitation of housing and the construction of the
green infrastructure in this plan require facilities
with office, storage, and maintenance yards to
support those clean economy activities.

kk Finally, software, sensor monitoring and certain


types of retail, need open floor plans typically found
in open or “creative” office spaces.

Many of these typologies exist today within unused


buildings in Uptown. However, there is also 17 acres
of vacant land in the community with significant
development opportunity along Fifth Avenue. New
development along Fifth could create 338,000 sq. ft. of
new first floor space for start-up and small businesses.
CONNECT START UPS WITH FLEXIBLE WORK WITH DEVELOPERS TO PROVIDE
SPACES TO FIT THEIR NEEDS WORKSPACE

This activity requires several steps.  The first step is the lease arrangement would be with a development entity Development that receives substantial public financial
identification of a group of buildings and landlords with whose purpose is to facilitate these types of flexible support to help bridge the development financing
a willingness to create a flexible space arrangement.  It space arrangements.  Among the items to consider on gap could be linked to providing flexible lease
may require the creation of a business case for the this arrangement is the role of tenant improvement arrangements to small businesses and startups that
landlords to understand the opportunity and why it’s allowances (if any), standardized utilities particularly would not meet normal leasing and underwriting
worth considering.  It can be particularly effective digital services, and the development of a continuum of criteria.
if they have “migration space”, for example, space spaces that can accommodate a variety of requirements. 85
to accommodate tenant growth, which reduces their The sub lease would be at market rates with its primary
SUPPORT HOUSING TYPOLOGIES THAT
tenant marketing and leasing costs.  If willing landlords value being its flexibility.  A next step is to present this
cannot be found, a master lease arrangement may be portfolio through an electronic platform or web page to ALLOW FOR COLLABORATIVE CREATIVE
required that allows for subletting space.  The master help match companies with potential spaces.   PRODUCTION AND INNOVATION

Potential untapped space for small businesses and start-


ups exist within the current housing stock. Current
zoning regulations prevent live work type arrangements
that can provide the cheap workspace needed for
businesses that are just starting out. This is particularly
relevant to Uptown which holds a variety of building
types that are conducive to such arrangements.
Ranging from garages that are underutilized on Watson
and Tustin Streets, to former industrial buildings, there
is potential for new workspace scattered throughout
the neighborhood. Encouraging the retrofit of these
buildings for a wide range of uses, including new
workspace, will help to increase Uptown’s supply of
affordable workspaces and increase the retention of
existing homes and buildings that might otherwise be
demolished. Allowing live-work arrangements as an
allowable use in the new zoning will help to enable this
activity in Uptown.
2.3 REVIVE COMMERCIAL CORRIDORS

F ifth and Forbes Avenues once served as busy “main


streets.” Fifth Avenue, in particular, offered a range
of stores and local services for the local population.
SALES GAP ANALYSIS Retail Market Overview

Assessing market potential for a planning effort


With the decline in population, these corridors are typically involves a sales gap analysis to gain a
now vastly different. Too much pass-through traffic, sense of relative retail potential. Sales gap analysis
too many parking lots, too many vacant lots and a
perception the community is unsafe are all factors that
$9.5 involves examining the difference between existing
estimated retail sales (retail capacity) versus personal
million
make encouraging new retail in Uptown a challenge. expenditure potential (what people typically spend
However, Uptown is home to PPG Paints Arena and in different types of stores). More potential than sales
their thousands of visitors, as well as almost 8,000 1/4 mile radius means an opportunity for additional retail may exist.
employees. These populations are looking for more Using a 1/4 and 1/2 mile radius from Avenu on Fifth
places to eat or have a drink but ultimately, the as representative of walkable retail, at first glance it
population needs to grow to support additional stores appears there is the potential for retail. At 1/4 mile
that provide a wider range of services. To help frame there is $9.5 million in unmet demand (meaning
the strategies to increase the number and range of more potential expenditures than estimated sales) in
stores, a market assessment was conducted for retail in retail and $1.1 million in out of home food services
Uptown. (restaurants, fast food, coffee shop, bars/taverns etc). At

FIFTH AVENUE CHALLENGES


$19.8 a 1/2 mile there is $19.8 million in unmet demand and
approximately $2.9 million in out of home food service.
million
However, retail demand actually occurs by merchandise
kk PASS-THROUGH TRAFFIC
category meaning items like clothes, food, hardware,
kk PARKING LOTS electronics, etc. Looking at retail sales at the category
level (figure 26) the amount of potential sales is in each
kk VACANT LOTS category is relatively small and doesn’t include existing
1/2 mile radius retail outlets.
FIFTH AVENUE OPPORTUNITIES

kk PPG ARENA

kk 8,000 NEIGHBORHOOD EMPLOYEES

kk STRONG VISIBILITY WITH MAJOR TRANSIT


CORRIDOR
CATEGORY 0.25 MILES 0.5 MILES 87

Based on the sales potential a key question is viability


of individual stores. The answer to viability in part
Miscellaneous Store Retailers $503,674 $1,351,738 depends on if the store is locally owned and a primary
source of employment for the store owner or a chain
$1,770,808 $4,751,897 (regional or national). A locally owned store may
General Merchandise Stores tolerate a lower level of sales as long as the rent and
fixed costs of the business are covered and it provides
Sporting Goods, Hobby, Book & Music Stores $311,899 $827,528 an income to the owner/operator. A chain demands
profitability and wants both its fixed (facility) and
operating costs covered plus generate a profit margin.
Clothing & Clothing Accessories Stores $549,147 $1,478,470

Food & Beverage Stores $2,208,200 $5,970,541

Bldg Materials, Garden Equip. & Supply Stores $383,888 $1,027,990

Electronics & Appliance Stores $542,540 $1,448,217

Furniture & Home Furnishings Stores $298,143 $794,594

FIGURE 26: RETAIL DEMAND BY MERCHANDISE CATEGORY


FIGURE 27: RETAIL DEMAND FOR A 1/4 MILE RADIUS VS. AVERAGE STORE SALES
SOURCE: NP analysis of ESRI retail demand estimates, 2015
NOTE: Retail excludes automotive related spending

CATEGORY RETAIL DEMAND FOR 1/4 RADIUS AVERAGE STORE SALES

88 Miscellaneous Store Retailers $500 K Average sales depends on store


$1.6 M
General Merchandise Stores $1.7 M

Sporting Goods, Hobby, Book & Music Stores $310 K

Clothing & Clothing Accessories Stores $550 K $1.2 M


$8.5 M
Food & Beverage Stores $2.2 M

Bldg. Materials, Garden Equip. & Supply Stores $380 K $1.4 M

Electronics & Appliance Stores $540 K $1.5 M


$3.4 M
Furniture & Home Furnishings Stores $300 K

Food Services $1.1 M


convenience store $800 k
fast food $1.1 M

From a sales perspective, typical average sales volumes Only two categories - FOOD SERVICES and GENERAL The $9.5million in unmet retail sales potentially support
per store by category is one indicator of viability. Total MERCHANDISE - are retail store formats that fit approximately 48,000 sq. ft. of space. Existing retail
sales in an area that are below the store averages may within the available market opportunity. For food space represents 203,000 sq. ft. of space. For perspective,
be challenged to be viable businesses since they would services this includes convenience stores and for if all of the vacant lots along Fifth Avenue were
need to capture 100% of sales or offer a unique product general merchandise this includes a store like Dollar developed with retail or restaurant ground floor uses, this
and service mix to pull sales from other areas. General. would add another 338,000 sq. ft. of potential retail space
or a square footage expansion of 166%. The potential
local retail demand can fill only 14% of this new space.
$9.5 million
IN REVENUE WOULD ROUGHLY SUPPORT

48 K SQ. FT.
541 k

=
OF RETAIL

+
sq ft
203 k 338 k
sq ft sq ft 89

Retail demand for 1/4 mile radius Existing retail space Potential new retail space Total potential retail space
(Vacant lots on Fifth Ave. are developed
as mixed use)

To fill this amount of potential ground floor space, FIGURE 28: RETAIL BEST CASE SCENARIO
several items need to be considered:

kk Due to the low number of residents in the kk Given the small size of the sales volume in some
neighborhood and diversity of incomes, retail categories a general merchandise chain like a
that exclusively serves the neighborhood CVS or Walgreens that can capture sales from
would need to be exceptionally well used by the community and local businesses as well as
residents in order to survive. It’s very unlikely
that residents would spend such a large share
grab the pass-through traffic MAY be plausible
but will require parking that may be difficult
There Is Demand For Only
of their disposable income solely within the to provide and/or not consistent with what 14% Of The Total Potential
neighborhood. Greater residential density within residents expect of the character of Fifth Avenue.
the neighborhood is necessary to drive demand Retail Space
and support new retail businesses that are kk Destination retail and restaurants such as what
neighborhood focused. occurs in the Strip District or, pop up options
such as temporary retail spaces and food trucks,
kk Capital lending requirements for development are possible. For the pop-up approach to work,
consider the amount of equity or non-debt cash substantial place-making and incentives are
(incentives) in the project and the credit quality necessary to create the right environment to
of tenants for retail and office space leases to support these activities.
determine the ability of those revenue streams
to support the debt. Typically, locally owned
small business or retailer credit quality without
a personal guarantee is usually not considered
sufficient. An incentive model to the developer
that requires local owned retail or a lease
guarantee / master lease model may be required
to encourage more locally-owned retail.
OVERSEE CORRIDOR MANAGEMENT RETAIN EXISTING BUSINESSES ENCOURAGE EXISTING AND NEW
EFFORTS AS A PART OF EID DISTRICT BUSINESSES TO IMPROVE CURB APPEAL
MANAGEMENT

Uptown Partners is a community-based organization Businesses currently operating in Uptown should have Part of the challenge in attracting new businesses to
90 focused on attracting new neighborhood retail and the opportunity to remain within the community as Uptown, or even in attracting new customers to existing
commercial business while supporting existing business these commercial corridors revitalize. In anticipation of ones is the “curb appeal” of Fifth Avenue. Broken
owners. Management of the commercial district should future development/market pressures, we must explore sidewalks, old signage, trash / litter and a lack of street
focus on the provision of services including streetscape technical and financial assistance programs available to amenities like street trees, lighting and benches are
beautification/maintenance, marketing/promotion and retain existing businesses including: signs of an unhealthy commercial corridor. As a part of
public safety. corridor management efforts, existing businesses need
kk Develop a new marketing and promotional technical and financial assistance to improve their curb
Unfortunately, Uptown Partners lacks the capacity strategy. appeal including facade renovations, sidewalk repair,
to manage an ambitious business development and new signage, planter boxes, facade lighting, benches
kk Provide linkage to various small business and other amenities. Given that Fifth and Forbes will
corridor enhancement initiative. Additional resources
assistance programs. be reconstructed in the coming years to fix existing
are necessary to support the growth and development
of the organization so that they can oversee infrastructure, the reconstruction should build into
kk Conduct regular business surveys to obtain its design streetscape elements like lighting, benches,
management of the Fifth and Forbes commercial feedback on conditions within the District.
revitalization efforts. Several strategies are available to and new sidewalks. Considering this, upgrading the
increase the capacity of Uptown Partners including: curb appeal should focus on sidewalk cleaning, new
kk Extension of the Local Economic Revitalization
store signage and facade upgrades. There are many
Tax Assistance Act.
successful programs that address these issues including
kk Partnerships with other CDCs and organizations
initiatives to pay for half or more of new store signs
dedicated to promoting business growth in
(preferably designed by local artists and architects)
Downtown and Oakland to boost short-term
and grant and loan programs to encourage facade
capacity.
improvements.
kk Establish a Business Improvement District (BID)
or seek support from the DCED Neighborhood
Assistance Program. A BID can be accomplished
in two different ways. One option is to form a
traditional BID that is funded with a property
assessment for a designated area. The other
option is a BID fueled by the contributions of
major employers, in this case UPMC Mercy,
Duquesne University and PPG Paints Arena.
Modeled on the University City District in
Philadelphia, these employers gain the advantage
of directly investing in services that save them
money including security, greening, economic
development and shared transportation services.
ATTRACT NEW RETAIL & COMMERCIAL
TENANTS
FIGURE 29: RETAIL STRATEGY
The way that we shop is vastly different from years
past. The development approach needs to acknowledge 91
that all of Fifth Avenue will not be filled with new
stores. We need to focus retail development where
there are the most customers. This includes Fifth
Avenue from Dinwiddie west to Williams Street. With
new housing development, retail in this location can
serve existing and new residents, arena visitors and
employees of UPMC Mercy and Duquesne University.

East of Dinwiddie along Fifth Avenue, we should focus


on promoting different kinds of commercial activities
focused on supporting small business development and
growth. The redevelopment of vacant and underutilized
properties will create new first floor spaces that could
provide space for this activity. In addition, there are
over 250,000 square feet of non-residential space
currently vacant within Uptown. The vast majority
of available buildings, even warehouses, feature small
floorplates and are also suited for smaller businesses
that are not dependent on visiting customers. To be
able to fill commercial space in the community with
small businesses will require proactive thinking.
Developers and banks are looking for credit-worthy
tenants that can pay a higher price for space. Most
small businesses are not yet credit worthy and very
sensitive to rent prices. To address this challenge, we
need to explore opportunities to subsidize tenant fit-out,
work with developers to recruit tenants and likely enter
into a master lease. Master leases provide the building
owner with a longer-term tenant arrangement (the
master leaseholder) that may also have credit rating There are a few locations in Uptown that could provide often require building footprints of about 20,000 sq.
sufficient to support a major rehab or new construction the space for larger office and research buildings. ft. These modern standards limit the potential for this
but also not be responsible for tenant specific Often created as a partnership between universities development to the Dinwiddie and Fifth intersection, on
improvements. The master leaseholder can then sublet and private developers, these developments provide larger sites close to the Birmingham Bridge and close to
the space under its own terms and conditions that are research and collaborative workspace with the intent Duquesne University and UPMC Mercy where enough
typically more flexible than a general lease.  of stimulating the innovation economy and supporting adjacent land can be assembled.
local entrepreneurs. These kinds of developments
2.4 IMPLEMENT POLICIES TO PROMOTE SUSTAINABLE & AFFORDABLE DEVELOPMENT

T his process has revealed many issues to address in


the community. Stormwater management, district
energy, affordable housing and work space and, the
In addition, the current zoning rules neither serve the
needs of developers nor the community. Variances
are required to create developments that make sense
ZONING CAN ADDRESS THE FOLLOWING:

kk AFFORDABLE HOUSING
preservation of existing structures are all important for developers and the priorities outlined in this
elements of this EcoInnovation district. To effectively plan including the need to manage stormwater and kk STORMWATER MANAGEMENT
manage stormwater or create new affordable housing improve air quality are not formally included in the
cannot be done with public dollars alone. Creating a codes. In some cases, the results of the current zoning kk DISTRICT ENERGY
park that retains stormwater will be a huge benefit to requirements actively work against the desires of the
kk CREATIVE WORK SPACE
the community but so will a development that instead community who have expressed a desire for walkable,
of sending stormwater into the sewer, integrates a green active streets. For instance, parking requirements kk PRESERVATION OF EXISTING BUILDINGS
roof that also captures stormwater. The opportunity is often force developers to allocate almost the entire 1st
to design the rules of development to encourage private floor toward parking instead of active commercial uses
investment to participate in offering real solutions to that the residents are craving. This relatively inactive
the community’s challenges. space on the street only furthers the perception that the
streets are not active and unsafe.
Pittsburgh’s 2030 District Challenge is one model that
is successfully working with private partners to reduce Zoning should work for the community by encouraging
energy and water use as well as carbon emissions. development that the community and developers
Currently focused on Downtown and Oakland, the City are seeking. The recommendations below set the
and local partners should seek to include all of Uptown framework for a new Uptown Public Realm District in
into the 2030 District to help align the goals of the line with the community discussions regarding density,
EcoInnovation District and this important program. parking and affordability.

FIGURE 30: ZONING ANALYSIS DIAGRAMS


EXISTING FIFTH & DINWIDDIE CURRENT ZONING RULES CURRENT ZONING RULES

93

LNC - Local Neighborhood Commercial No real change to the existing rules. In reality, due to parking requirements it would look
- allows for a maximum height of 45 ft. (not to exceed 3 stories) something like this.
+ Helps to fill the gaps in the neighborhood
RM-M - Multi Unit Moderate Density - Less value to capture for neighborhood improvements + Helps to fill the gaps in the neighborhood
- allows for a maximum height of 55 ft. (not to exceed 4 stories) - What is built will be costly - Creates more surface parking lots
- Creates a dead streetscape with ground floor parking
R1A-H - Single Unit Attached Residential High Density - Less value to capture for neighborhood improvements
- allows for a maximum height of 40 ft. (not to exceed 3 stories) - What is built will be costly

SCENARIO A SCENARIO B SCENARIO C

What if we allowed greater density everywhere? What if we allowed greater density in targeted areas? What if we offered incentives to get more of what we want?

+ Helps to fill the gaps in the neighborhood + Helps to fill the gaps in the neighborhood + Helps to fill the gaps in the neighborhood
+ Maximum value to capture to pay for a lot of neighborhood + More value to capture to pay for neighborhood improvements + More value to capture to pay for neighborhood improvements
improvement + More residents & activity along Fifth to support more stores & + More residents & activity along Fifth to support more stores &
+ Add a lot of neighborhood residents to support local stores and services in the community services in the community
services + More amenities (for instance open space, affordable housing, or
- Depending on design, could have negative impacts on existing ground floor retail).
buildings
- Places pressure to redevelop existing buildings
94 ENCOURAGE DENSITY AND MIXED USES IN kk LAND USE: portions of the neighborhood Taking these factors into account as well as
that are more mixed use in nature, containing conversations with neighborhood residents, the
TARGETED AREAS
residential, institutional, and commercial uses, overall approach is to reinforce these different
are more appropriate for dense residential and characters. First, protect the residential core with
Adding density to Uptown is indeed a benefit for many
commercial development. infill development that reflects the scale of existing
reasons but how and where this is encouraged is of
structures. Second, allow much greater densities closer
critical importance. Uptown is comprised of a diverse kk STREET TYPE:  Uptown has both major to the PPG Paints Arena as an opportunity to increase
collection of buildings and uses. Taller buildings with thoroughfares as well as smaller scale residential the population and re-create a business corridor with
more commercial uses are huddled near the PPG Paints streets.  It is important to consider these factors small businesses, retail and services. Where the
Arena, office and institutional buildings make up the when increasing density.  Due to their nature two areas meet, ensure a clean transition so as not
campuses of UPMC Mercy and Duquesne and, to the as transit corridors, Fifth and Forbes are more to negatively impact existing homes. Finally, where
east, the core residential portion of the community is appropriate locations for added density than development could occur along the hillside, ensure that
made up largely of small-scale rowhomes. In addition, smaller scale residential streets.   it is limited in density and supports other goals for the
Uptown includes steep slopes along the hillside that
hillside including managing stormwater and providing
are sparsely developed. It is important to consider kk CONNECTIONS:  Although Uptown has
trails and improved park space.
these differences when recommending increased great connections to Downtown and Oakland,
density.  While a midrise apartment building makes topography, highways and the Monongahela
sense near the arena, it would likely be out of scale and River disconnect the community from the
character within the residential core of the community. Hill District to the north and Almono and the
South Side areas to the south. An active mix “Develop a small scale, neighborhood
A range of variables were taken into consideration for of uses should be encouraged where there are
increased density locations. opportunities to create stronger connections to focused entertainment district along
the north and south. Fifth Ave that offers unique and funky
kk PARCELS:  Considering development potential alternatives to big events at Consul
is key to guiding development. Large surface
Center. And at the same time attracts
parking lots on Fifth can handle larger/denser
development, small individual properties are people going to PPG Arena to stay in the
more appropriate for infill development unless
neighborhood and enjoy!”
assembled into larger sites.

- Quote from Open House Participant


FIGURE 31: DEVELOPMENT APPROACH

95
96 MANAGE PARKING DISTRICT WIDE & FIGURE 32: COMMUNITY INFRASTRUCTURE HUBS
CREATE COMMUNITY INFRASTRUCTURE
HUBS

Providing on-site parking for new development in Instead of managing parking on a site-by-site basis, it
Uptown is a challenge.  The existing zoning code is far more efficient to manage parking at the scale of
requires one space per residential unit. Developers the neighborhood. Think of all the potentially available
can reduce this requirement a little by providing spaces that sit empty at the times that residents and
bicycle parking. Due to small parcel sizes and parking others could put them to use. The idea is three-fold:
minimums, it is almost impossible to develop property
in the neighborhood that is financially feasible under kk Eliminate the required parking minimums and
the current zoning code.  This requires developers to instead replace them with maximums so that
obtain a costly variance and often results in increased developers build only the parking their projects
rents to recoup the higher costs of development.   actually need (if any);

The parking requirements result in new buildings with kk Better manage parking on-street as described in
inactive street frontages consisting entirely of ground chapter 3 to eliminate the free commuter parking
floor structured parking.  In a transit-rich neighborhood that occupies too much space and;
that is soon to see improvements, coupled with fact the
kk Invest in new shared parking garages and lots to
60% of residents walk or bike to work, it is imperative to
serve the overall parking needs.
think about parking in the EcoInnovation district from a
new perspective. This plan envisions these shared parking garages as
“community infrastructure hubs” designed to not just
provide parking but also other necessary infrastructure
needs including stormwater management, bikeshare,
electric vehicle charging and district energy. These
hubs are intended as shared resources for the
community to support many of the goals in this
plan from reducing flooding to creating resilient
and inexpensive energy for residents. To realize the
full benefit of this strategy, these hubs will require
upfront investment. By adding supply that is publicly
accessible, future developments can use these resources
as parking for residents and employees as needed.
REWRITE ZONING FOR THE EID BASED ON FIGURE 33: EXISTING ZONING 97
PERFORMANCE

The existing zoning code in Uptown consists of 9


distinct districts all with a variety of different uses
and maximum floor heights. Particularly challenging
is the LNC classification which covers much of Fifth
Avenue in the district and caps heights at 45 ft. With
small parcel sizes, zoning requirements that don’t fit the
neighborhood including requirements for more parking
than is needed, development is almost impossible
without a variance.

The updated zoning should establish some base


minimum requirements and new rules. These include
minimum heights of two stories and zero front setbacks
to match the existing character of the area. Other base
requirements should include: Active ground floor uses;
no surface parking lots; no ground floor parking garage
entrances from Fifth or Forbes and; no demolitions of
existing structures by right. The allowable uses should
also be changed to align with goals discussed in this
plan including a mix of small-scale commercial and
residential uses allowed by right.

An important proposal for the new zoning is a bonus


system that will set a base height, but allow more
building height and mass through bonuses if certain
affordability and sustainability goals are met. These
goals are inspired by the p4 metrics developed by the
City as standards for projects seeking public assistance.
p4 includes metrics across 12 different topic areas. For
simplicity, the proposed new zoning focuses on those
issues that are most relevant to Uptown including
98

FIGURE 34: POTENTIAL UPTOWN PUBLIC REALM DISTRICT

standards for affordability, storm water management,


and energy. The preservation of existing buildings is
also included in this bonus system. Projects receive
points for achieving each of these different goals. The
total points accumulated by developers on any one
project enables them a certain amount of bonus. This
allows the developer flexibility in how she can gain
added density.

Equally important to the bonus system is the new


zoning classifications. The new code condenses
the existing 9 zoning districts to 2 districts. The
Educational/Medical/Institutional (EMI) District which
covers Duquesne and Mercy hospital, as well as the
Hillside (H) District are unchanged. The existing UNC,
RM-M, LNC, R1A-H, R2-VH, and NDI districts are
simplified and condensed into two districts, The Mixed-
Use Core and the Residential Core.
99

FIGURE 35: EXISTING VS. PROPOSED ZONING DIAGRAMS

The boundaries drawn for these districts are based


mostly on the concepts for where density within the
neighborhood makes the most sense. The Mixed-Use
Core is focused near the PPG Paints Arena along Fifth
and Forbes up to Dinwiddie Street. These locations
are where residents expressed their comfort level with
increased density and where the current character
of the community is generally mixed-use in nature.
The Residential Core covers the neighborhood that
is currently made up of single family homes, small
apartment buildings and small scale industrial/
manufacturing facilities. This classification restricts
height in order to preserve the unique character of the
neighborhood that already exists, but increases the
flexibility of uses to allow property owners to make the
best use of existing buildings.

Zoning based on bonuses and a point system is unique


to Pittsburgh and is currently being drafted. If the
Uptown Public Realm District proves to be a successful
system, there would be opportunities to utilize the
system in other neighborhoods across the city. A more
detailed summary of the zoning proposal can be found
in the Appendices.
IF WE FOLLOW THE RULES, WHAT SHOULD BY THE NUMBERS:
BE THE RESULT?
PROPOSED - OPTION 01
To test the ideas around zoning requirements and
potential bonuses, we produced concepts for several kk ACCESS TO 0.4 ACRES OF GREEN SPACE
key development opportunities in the community.
kk 249 NEW RESIDENTIAL UNITS
kk 17,000 SQ. FT. OF COMMERCIAL SPACE

100 EXISTING PARKING LOT AT DINWIDDIE & FIFTH

DINWIDDIE & FIFTH

Dinwiddie and Fifth is a critical, central location in


Uptown that provides the most direct connection to
the Hill District. The land in this location is owned
primarily by the URA and the City. With this public
ownership, there is an opportunity to redevelop this
area as “Dinwiddie Commons” that would include
a new active plaza programmed to serve and better
connect Uptown and the Hill District. Surrounding the
plaza, a new Community Infrastructure Hub is located
along Colwell and potential mixed-use development
with retail located along Fifth. On the east side of
Dinwiddie, the concept shows additional park space
and the repurposing of an existing building owned by
the City. The building is one of the larger warehouse
spaces that could serve as a resource to support new
and innovative small businesses. The mixed-use
redevelopment overlooking the plaza could be done in
different ways:

FIGURE 36: POTENTIAL DEVELOPMENT


CONCEPT AT DINWIDDIE & FIFTH - OPTION 01
BY THE NUMBERS:

PROPOSED

kk 775 NEW RESIDENTIAL UNITS


kk 79,000 SQ. FT. OF RETAIL COMMERCIAL SPACE

OPTION 1 101
Create a new residential building to help activate the
plaza and create a true gateway to the Hill District.

OPTION 2
Work with a local university and private partner to
create a new research and office building that would
provide support and space for Pittsburgh’s innovation
economy. This is one of three sites large enough to
potentially support this kind of investment which also
includes the Duquesne Light property and the “portal”
site in West Oakland.

EXISTING PARKING LOT AT FIFTH AVENUE WEST

FIFTH AVENUE WEST

Sites along Fifth toward the Arena and University


have the potential to be much taller which is in line
with Chatham Center and many other buildings on
Duquesne and Mercy’s campus. The height and density
is determined through the bonus system described
above that allows extra density with the provision
of stormwater management, district energy, building
preservation and/or affordable housing.

FIGURE 37: POTENTIAL DEVELOPMENT


CONCEPT AT FIFTH AVENUE WEST
BY THE NUMBERS:

PROPOSED

kk 93 NEW RESIDENTIAL SINGLE FAMILY


HOMES

kk 01 COMMUNITY INFRASTRUCTURE HUB

102 INFILL DEVELOPMENT OPPORTUNITY

NEIGHBORHOOD INFILL

Small-scale infill and rehabilitation are targeted for


the residential core which also includes critical street
improvements and small community infrastructure
hubs to serve the needs of residents and businesses.

FIGURE 39: POTENTIAL DEVELOPMENT


CONCEPT AT NEIGHBORHOOD INFILL
BY THE NUMBERS:

PROPOSED

kk ACCESS TO 0.5 ACRES OF GREEN SPACE kk 162,000 SQ. FT. OF RESEARCH/COLLABORATIVE WORKSPACE
kk 68 NEW RESIDENTIAL UNITS kk 20,000 SQ. FT. OF COMMERCIAL SPACE

103

EXISTING VACANT LAND AT THE EASTERN GATEWAY

EASTERN GATEWAY

The eastern gateway to Uptown contains a few large


parcels whose reuse is critically important to consider.
The Burrell Building is one of the larger, formerly
industrial structures in the community. Across the
street is an undeveloped site owned by Duquesne Light.
Previous planning work has developed multiple visions
for this site as both an academic hub and a stormwater
park. During the planning process, it was clear that
the community’s strongly desires an academic hub on
this site both to activate this mostly vacant part of the
neighborhood and to provide collaboration space that
would attract academic partners to invest in Uptown.

FIGURE 40: POTENTIAL DEVELOPMENT CONCEPT AT EASTERN GATEWAY


BY THE NUMBERS:

PROPOSED

kk ACCESS TO 0.5 ACRES OF GREEN SPACE

kk NEW SUBSTATION TO SERVE THE GROWING


DOWNTOWN & OAKLAND NEIGHBORHOODS

104
If the site must be used for a substation, this plan SPRING STREET SALT SHED 105
imposes the following goals for this development: NEW YORK, NY
kk The exterior of the substation should be bold in SOURCE: CURBED - MAX TOUHEY
design and integrate some community spaces
and exhibits that help to educate residents
about energy in the City. A design competition
attracting design talent from around the world
would be a great way to have an open and active
conversation about what a substation should be DENNY SUBSTATION
in the 21st Century.
SEATTLE, WA
kk Moultrie Street at Fifth is currently a very unsafe SOURCE: SLATE, NBBJ
intersection because the street is offset at Fifth.
To help provide a safer intersection, the site
design of the substation should consider allowing
for a sliver of land to be used to shift Moultrie
south of Fifth Avenue slightly east.

kk Land adjacent to the Birmingham Bridge PERRACHE-CONFLUENCE SUBSTATION


controlled by PennDOT is very important to help LYON, FR
retain and convey stormwater. Recommendations
SOURCE: INHABITAT, RUE ROYAL ARCHITECTS
described in chapter 4 include a new stormwater
park in this location to address the water issues.
As the site plan for the substation proceeds,
consider any unused land as an opportunity to
create a larger stormwater park on the eastern
edge of the site.

kk The substation should incorporate elements


consistent with its location in an EcoDistrict
such as solar panels, bike facilities, bike share,
plantings or other green infrastructure or public
art.
UPTOWN TOMORROW

106
BY THE NUMBERS:

Potential Results Today Tomorrow


In accordance with the potential zoning changes and kk Households: 691 total kk Households: 2,000+ total
strategies contained throughout this plan, we could see (264 affordable rental units) (400+ NEW affordable rental units)
the following changes in Uptown in the future:
kk Vacant commercial space: 300,500 sq. ft. kk Rehabilitated commercial workspace:
300,500 sq. ft. 107
kk Open Space: 4.8 acres
kk New ground floor commercial space:
kk On-and Off-Street Parking: 7,300 spaces 180,000 sq. ft.

kk New office / research / workspace:


360,000 sq. ft.

kk Open Space: 15.06 acres

kk On-and Off-Street Parking: 7,300 spaces


MOBILITY

Provide Choice in Mobility –
Calm traffic, improve safety, encourage walking and bicycling,
and improve the Fifth / Forbes corridor.

“As an everyday bike commuter who


works at Duquesne I would love to see
a bike lane that connects Uptown/West
Oakland to the other neighborhoods.
Currently I avoid biking through the
area because of the traffic flow and how
dangerous it feels.”

- Quote from Open House Participant


KEY GOALS ADDRESSED:
HEALTH CHOICE CONNECTIVITY PERFORMANCE LEADERSHIP
Elevate individual, community and Reduce traffic and offer real Create stronger connections to the Hill, Pursue solutions for water, building Create partnerships and a model for
environmental health in the planning, transportation choices that are Oakland, Downtown, the Monongahela systems and district energy that will sustainable local leadership that can
design and development of Uptown/West cost effective, pleasant and safe River, nearby parks and forested enable Uptown/West Oakland to continue to engage residents and
Oakland. for residents and slopes, and beyond. reach the highest levels effectively take action in
businesses including of environmental the community.
walking and performance and
bicycling. efficiency.

109
KEY TAKEAWAYS:

kk THERE ARE 22 LANES OF TRAFFIC BETWEEN FIFTH AVENUE AND THE MONONGAHELA RIVER.

kk IN UPTOWN, 42% OF OWNER-OCCUPIED UNITS HAVE NO CARS AVAILABLE AND 47% HAVE A SINGLE-VEHICLE.

kk THE PRESENCE OF BASIC INFRASTRUCTURE IS NOT A GUARANTEE THAT IT WILL BE SAFE, ACCESSIBLE TO THOSE OF A RANGE OF AGES AND ABILITY
LEVELS, CONVENIENT, COMFORTABLE, OR ENJOYABLE.

kk BETWEEN 2001 AND 2009, THE AVERAGE NUMBER OF MILES DRIVEN BY 16 TO 34 YEAR-OLDS DROPPED BY 23 PERCENT.

POTENTIAL RESULTS:

kk ACHIEVE A 50% REDUCTION IN VEHICLE EMISSIONS BY 2030 FOR THE CITY OF PITTSBURGH.

kk REDUCE SINGLE OCCUPANCY VEHICLE MODE SHARE TO 40% OR LESS BY 2030 FOR PEOPLE COMING TO UPTOWN.

kk MAINTAIN OR INCREASE THE NON-SINGLE OCCUPANCY VEHICLE MODE SPLIT FOR TRIPS ORIGINATING IN UPTOWN AS THE NEIGHBORHOOD GROWS.

kk REDUCE FATAL AND SEVERE-INJURY CRASHES TO ZERO.

kk INCREASE TRANSIT AND BIKE, AND BIKE SHARE LINKED TRIPS ALONG THE BRT CORRIDOR.

kk REDUCE SURFACE PARKING ACREAGE WITHIN THE ECOINNOVATION DISTRICT BY 40% BY 2030 WHILE MAINTAINING UTILIZATION OF PUBLIC LOTS
AT 85% OR LESS.

kk REDUCE INSTITUTIONAL DEMAND FOR ALL-DAY PARKING SPACES BY IMPLEMENTING TDM PROGRAMS
WHY IS THIS IMPORTANT?

110
U ptown and West Oakland’s transportation system
is one of the community’s biggest assets, with
some of Pittsburgh’s most robust transit, bridge, and
two or more vehicles2. But, that doesn’t mean that it
is easy or convenient to do so: basic services such as
grocery stores can take up to 4 times longer to access
to work, vs. 56% for Pittsburgh as a whole. Commutes
on transit make up 7%, 50% walking, and 1% by bike,
compared to 17% (transit), 11% (walking), and 2% (bike)
highway connections. But, the same transportation on foot or by transit than by driving, highlighting an citywide.  Similarly, for those commuting to Uptown
infrastructure – and resulting traffic – often overwhelm inequitable distribution of viable, affordable mobility and West Oakland, 66% drive and 34% arrive by
the neighborhoods. Three streets connect the options. other options3.  Clearly residents, workers, students,
neighborhoods to each other and the larger region- Fifth and visitors rely on modes other than the personal
Avenue, Forbes Avenue, and Boulevard of the Allies. The mode split for those living in Uptown / West automobile to a much greater degree than all but the
Each funnels traffic from bridge and tunnel connections Oakland reflects this possibility (or necessity) of not most mixed-use parts of the city.
to the north and south through Uptown and on to, and owning, or rarely using, a car.  U.S. Census Journey-to-
between, Oakland and Downtown. There are 22 lanes Work data shows that 25% of Uptown residents drive
of traffic between Fifth Avenue and the Monongahela
River.  And all that infrastructure —highways, bridges, 2 U.S. Census Bureau, 2011-2015 American 3 Make My Trip Count Survey data (Sept 2015-Oct
Community Survey 5-Year Estimates 2016).
overpasses, retaining walls—creates both real and
perceived barriers nearly ringing Uptown entirely.
Vehicle flows generate traffic congestion, traffic
crashes, and air and noise pollution largely attributed
to trips through or to Uptown and West Oakland, not FIGURE 41: MODE SHARE SPLITS
resulting from residents themselves.
Car Alone Carpool Bike Other
JOURNEY TO WORK
After housing, transportation is typically the second Public Transit Walk Work at Home

highest factor in a household’s cost of living, and CITY OF PITTSBURGH


residents of Uptown have many opportunities to reduce
these costs.  Operating, insuring, and maintaining a 56% 11%
car costs an average of $9,000 per year1.  Because of
its walkable scale and frequent buses along Fifth and
DOWNTOWN
Forbes Avenues, it’s possible to live without a car in
Uptown. Car ownership is lower for Uptown residents, 36% 43%
in part due to cost. In Uptown, 42% of owner-occupied
households have no cars available and 47% have a UPTOWN
single-vehicle, compared to the City’s estimate of only
10% without a car, 43% with a single car, and 47% with 25% 50%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
1 Cost estimates from AAA’s “Your Driving Costs” -
Annual Cost to Own and Operate a Vehicle Falls to $8,698, Finds AAA PERCENT
Yet, the quality of these other options is not always 111
commensurate with their importance to the lives of
residents, employees, and visitors to Uptown and
West Oakland.  The presence of basic infrastructure
is not a guarantee that it will be safe or accessible to
those of a range of ages and ability levels, convenient,
comfortable, or enjoyable.  In the case of walking,
challenges range from the large-scale - highway and
bridge infrastructure, hills, and difficult intersections
creating barriers around all sides of the neighborhood
- to the workaday - nearly half of intersections not
having marked crosswalks.  In the case of transit,
buses run frequently and carry nearly a third of
people moving along Fifth and Forbes but get stuck
in traffic, hampering their reliability. Bus stop
amenities for waiting passengers range from minimal
to nonexistent.  There are no dedicated facilities for
bicyclists on the neighborhood’s streets that would
provide a sense of safety and comfort to all ages and
abilities of cyclists—in spite of it serving as a critical
connection between Downtown, Oakland, and beyond—
and the existing bike share stations are not within a
1/2-mile walk to all residents.

FIGURE 42: BARRIERS TO WALKABILITY


112 Meanwhile, the transportation landscape both locally New mobility services (such as rideshare or ride-hailing While mobility can seem technical, based on
and nationally is changing more rapidly than at services, and other transportation network companies, documentation of cities locally, nationally, and
any time since the dawn of the Interstate Era and or TNCs), technologies (including mobile trip planning abroad, it is a foundation for achieving so many
mass adoption of the personal automobile.  Younger and payment apps, and sensors and other feeds other community goals from economic development
demographics are placing less cultural importance on providing “big data”), and the advent of autonomous to job access and equity, environmental health to
car ownership and more on having lifestyle choices. vehicles are facilitating a shift towards an integrated public health, cultural and civic vitality to long-term
Between 2001 and 2009, the average number of miles transportation system where mobility is a service, and resiliency.  The EcoInnovation District provides a
driven by 16 to 34 year-olds dropped by 23 percent, users can plan the trip that best works for them all tremendous opportunity to put the community’s wealth
as a result of young people taking fewer trips, shorter in one place without worrying about the particulars of transportation assets and infrastructure in support
trips, and a larger share of trips by modes other of payment, fare media, and whether it’s publicly or of the project’s broader goals.  While the study area’s
than driving, according to a study by the U.S. Public privately provided.  If planned for, regulated, and modest size may preclude changes at the regional or
Interest Research Group released in 20144.  A study incentivized correctly, these changes can work in citywide scale, it is the perfect size to test and refine the
by Noreen McDonald for the Journal of the American support of a more affordable, equitable, sustainable most innovative emerging concepts in sustainable and
Planning Association attributes the reduction in transportation system that, for example, transforms equitable urban mobility, serving as a proof-of-concept
driving to changing demographics (10-25 percent), land currently devoted to parking to higher and better well beyond the borders of Uptown and West Oakland.
changing attitudes (35-50 percent), and the general uses.
downward shift in U.S driving habits (40 percent).
Commuter patterns are also changing; a 2014 survey by
TransitCenter found that those under 30 used transit
roughly two to three times more frequently than those
aged 30 to 60 in every region of the country5. As the
Baby Boomer generation retires they are likewise
showing an increased preference for walkable, mixed- Declining travel is due to changing attitudes and
use neighborhoods.   perspectives about driving as well as lifestyle changes
such as increased schooling, decreased employment,
and delay in marriage and childbearing.

- Quote from “Are Millennials Really the “Go-Nowhere”


4 U.S PIRG Education Fund. Millennials in Motion
Generation?”, Noreen C. McDonald for the Journal of the
Changing Travel Habits of Young Americans and the Implications for
American Planning Association.
Public Policy
5 TransitCenter, Who’s on Board? 2014 Mobility
Attitudes Survey, 2014.
The specific mobility goals of the EcoInnovation 113
District emerged from the inclusive and robust public
and stakeholder involvement process described
earlier.  Much of resident and stakeholder feedback
focused on increasing neighborhood livability and
a sense of safety on local streets, and how to better
manage impacts of large institutions and major
infrastructure on local mobility and access as the
neighborhood grows and changes.

Finally, the proposed Oakland bus rapid transit (BRT)


route Downtown-Uptown-Oakland-East End BRT (“BRT
Project”), currently in preliminary design, is a critical
linchpin to realizing many of these goals, both in the
transformative impact it would have on the District’s
primary corridors of Fifth and Forbes Avenues,
and in the funding it would help unlock to pay for
the range of related transportation initiatives and
improvements.  But while the implementation of many
of the proposals that follow will be facilitated by the
BRT, many of these ideas stand on their own and can
be implemented as opportunities arise with available
funding and partnerships.  Many ideas can also be
implemented “tactically,” i.e. using quick, lower-cost
methods and materials.  Such quick wins will put the
mobility principles of the EcoInnovation District Plan
into practice, building momentum and support for
larger and even more transformative changes.  All the
while, the City, community, and key partners can track
progress towards these goals utilizing the following
performance measures:
community
VISION
PROVIDE CHOICE
IN MOBILITY
114

MAJOR STRATEGIES

INCREASE TRANSPORTATION CHOICE


TO DECREASE CONGESTION

CREATE A SAFE AND LIVABLE STREET


NETWORK

IMPLEMENT BUS RAPID TRANSIT ON


FIFTH & FORBES AVENUE

BUILD A SMARTER UPTOWN

ESTABLISH A DISTRICT PARKING


STRATEGY

INVEST IN BICYCLE INFRASTRUCTURE


& CULTURE
115
3.1 INCREASE TRANSPORTATION CHOICE TO DECREASE CONGESTION

T he City of Pittsburgh aims to reduce transportation-


related greenhouse gas emissions (GHG) by 50%
by 20306. The first Pittsburgh Climate Action Plan
Uptown residents are no strangers to the negative
effects of traffic congestion. Through the Uptown
neighborhood, Fifth and Forbes Avenues function as
The continued development of Uptown and the City as
a whole will bring more people in, and passing through
the neighborhood. However, more people traveling on
committed to reducing greenhouse gas emissions by a one-way pair traveling westbound and eastbound, Uptown streets does not have to mean more congestion.
20% below 2003 levels by 20237. These ambitious goals respectively. These are the only two east-west streets Increasing transportation choice means providing
require the widespread implementation of projects and that span the entire neighborhood and connect into both residents and commuters alternatives to single-
programs that improve the availability, convenience, Oakland and Downtown, which means that there is a occupancy vehicles to meet their transportation needs.
and cost of efficient modes of transportation such as lack of redundant routes for vehicles, buses, and bikes Making it easier to choose to walk, bike, or take transit
transit, walking, biking, and ride-sharing, reduce vehicle on-street, concentrating traffic and creating “pinch- for short, local trips can be accomplished by reducing
ownership, and disincentivize the single-occupancy points” at the connections on the west and east ends real barriers such as connectivity, cost, or access to
vehicle trips that cause the bulk of congestion, of the neighborhood. Furthermore, the Boulevard of non-SOV (single occupancy vehicle) modes. This also
greenhouse gas emissions, and other air pollution on the Allies creates a loud, high-speed wall along the requires reducing real and perceived barriers such as
City streets. Reduction of GHG emissions has benefits neighborhood’s southern edge, cutting off any physical safety, reliability, convenience, and comfort.
beyond City sustainability goals; it also has the or psychological connection to the bluffs and the Setting targets for SOV reductions will help to focus
potential to reduce traffic on City streets and improve Monongahela River below. investments where they are needed most to reduce
public health. congestion on neighborhood streets. Increasing the
number of people in each vehicle by promoting transit
and ride-sharing options will mean more efficient
roadways and a more pleasant experience for people
walking and biking.

6 USDOT Smart City Challenge - City of Pittsburgh


Vision Narrative & U.S. Conference of Mayor’s Climate Delegation to the
UN Paris Climate Conference in November 2015
7 Pittsburgh Climate Action Plan (Version 1.0) , 2008
FIGURE 43: BUS ROUTES PASSING THROUGH UPTOWN

117
FIGURE 44: MODE SHARE FOR COMMUTERS

118 ENCOURAGE WALKING, BIKING, AND


TAKING TRANSIT FOR TRIPS TO, FROM, AND
WITHIN THE ECOINNOVATION DISTRICT

In January 2016, Mayor Peduto announced initial


results of the Make My Trip Count (MMTC) survey,
offering a glance at the complexity of the Pittsburgh
commuter, and which modes they regularly use. This
survey was developed and distributed in partnership
with the Green Building Alliance, Pittsburgh 2030
District, Envision Downtown, and others to learn how
commuters in the Pittsburgh region travel to work and
to school8. A startling 20,710 residents in the Pittsburgh
region responded, about 9,200 indicating zip codes
within the City of Pittsburgh. Roughly 400 respondents
indicated that their weekly commute destination was
in the Uptown neighborhood. Though it is only a small
subset of the MMTC data, the difference in travel
behavior between those destined for Uptown and those
whose commutes originate in Uptown corroborates
feedback from stakeholders and residents of the
area—much of the congestion and parking demand on
Uptown’s streets is due to commuter’s driving single-
occupancy vehicles to major employers in Uptown and
Cities across the world have started to establish mode Uptown’s mode shift goals are complicated by the
through the neighborhood to jobs in Downtown.
share targets, similar to targets for greenhouse gas two different commuter groups today: commuters to
Mode share describes the percentage of travelers emissions or vehicle miles traveled per capita, to Uptown and residents commuting from Uptown to
using a particular type of transportation, and mode guide policies and investment to encourage the shift other places. In Uptown these groups have dramatically
shift describes a change between mode shares. The from single-occupancy vehicles to higher-occupancy different mode share charts. The goals for these two
graphics below depict the existing mode share for or non-motorized modes of transportation. The City of groups in the future, and steps to achieve mode shift
people commuting to Downtown, those commuting to Pittsburgh has not set an official mode share target, goals, are different. For this reason, separate mode
destinations in the Uptown neighborhood specifically, but based on goals established in cities with some share targets should be set for these groups.
and people commuting from Uptown to other places in similarities to Pittsburgh, a mode share target for the
the City. Mode share targets are based on the MMTC City as a whole would look to reduce SOV mode share
estimates, due to the advantageous specificity in the and increase public transit use, biking, and walking as
data set as compared to ACS Journey to Work estimates. shown in the table below.
8 Make My Trip Count Survey (2015)
MODE SHARE SHIFT GOALS FOR OTHER
CITIES

Data gathered from the following sources:


Boston – GO Boston 2030, Journey to Work
New York – NYC 80x50, All trips
Portland – Portland Climate Action Plan 2015, Journey to Work

UPTOWN RESIDENTS COMMUTERS TO UPTOWN NEW YORK CITY 119


2016 2050
Uptown residents walk (19%) and bike (7%) at a higher The proposed mode shift for commuters coming to BIKE 1% 10%
rate than both commuters to Uptown or Downtown. Uptown emphasizes a shit from SOV mode share to WALK 38% 40%
The transit mode share for Uptown residents (27%) other modes. The mode shift target horizon of 2030 TRANSIT 28% 30%
is more than double that of the cohort commuting aligns with the goals of the City to reduce greenhouse DRIVE 31% 12%
CARPOOL N/A N/A
to Uptown for work (10%). In fact, Uptown’s current gas emissions. The proposed mode mix nearly doubles RIDESHARE 2% 8%
modal mix for biking and walking today meets Boston’s the share of public transit use by commuters. The OTHER N/A N/A
2030 mode share targets for these modes. Uptown coming BRT project facilitates an aggressive public
is a small neighborhood that is well connected by transit mode shift goal. Enhancements to make transit BOSTON
transit. Many of the existing residents work within service more convenient are a necessary complement
2014 2030
walking distance of their homes, and low levels of car to provide an attractive alternative to single-occupancy BIKE 2.4% 7%
ownership in the community can be attributed in part vehicle (SOV) use. Goals to increase biking for trips to WALK 14.3% 20%
to the high proportion of low- and moderate-income Uptown will rely on the City’s construction of all-ages TRANSIT 34% 44%
residents. But the neighborhood is growing. New bike facilities connecting more bikers to more places DRIVE 38.9% 19%
residents and development will increase the density throughout the City, as discussed later. Expanding the CARPOOL 5.7% 5%
RIDESHARE N/A N/A
of the neighborhood, and new people moving into the Healthy Rides bike share system will further enable OTHER 4.7% 5%
neighborhood may be wealthier, have more access to this mode shift. Institutions can also offer incentives to
vehicles, or less experience using public transit. The those who choose not to drive, such as parking cash- PORTLAND
challenge Uptown residents face is in maintaining outs. For example, the City of Berkeley (CA) initiated
their existing mode mix in the face of changing area the Commuter Benefit Services for Employers, under 2012 2030
BIKE 6% 25%
demographics. The BRT project, effective parking which the City requires that employers with ten WALK 7% 10%
management, increasing access to options like bike or more employees provide a commute program to TRANSIT 11% 25%
share and car share, and encouraging institutions to encourage employees to use public transit, vanpools, DRIVE 59% 20%
adopt Transportation Demand Management (TDM) or bicycles. Many of these recommendations will be CARPOOL 8% 10%
strategies will help to maintain the desired mode share. covered in Section 3.5 relating to TDM programs. RIDESHARE N/A N/A
OTHER 9% 10%

FIGURE 45: PROPOSED MODE SHIFT FOR


COMMUTERS COMING TO UPTOWN
FIGURE 46: BUS SPACE VS. OCCUPANCY

120 ENSURE TRANSIT MEETS THE NEEDS OF


LOCAL USERS Single - Dual - Bus Bicycle
Occupancy Occupancy
Vehicle Vehicle
Even today, buses make up 1% of traffic on Fifth and Existing transit and enhanced service promised by
Forbes while carrying 34% of the people9. Without the planned BRT project will improve connectivity to
dedicated right-of-way, they get stuck in traffic, the Uptown neighborhood. But, residents also desire
contributing to pollution and providing suboptimal access to destinations to the north and south. Of MMTC
reliability for passengers. The planned bus rapid transit survey respondents commuting from Uptown 43%
(BRT) system along Fifth and Forbes, including battery- were heading Downtown, 24% to Oakland, 25% to other
electric buses, will increase bus ridership by improving unspecified destinations, and 7% to destinations in the 6 6
sq ft/ sq ft/
bus speeds and reliability as well as providing Uptown / Bluff neighborhood. Improving and creating 50 person person
connections through re-routing, route adjustment, or sq ft/person
enhanced amenities for waiting riders. In doing so,
they will reduce traffic congestion and air pollution increased service to important destinations and daily
needs will increase the usefulness of transit for Uptown
100
along these key corridors. Specific community requests sq ft/person
and recommendations for BRT design are covered in residents, and help maintain high bus mode share as
Section 3.3. BRT enhancements to the Fifth and Forbes the community grows.
corridors promise improvements for those commuting Buses take up 1% of the street traffic
to and through Uptown.
9 Space vs Occupancy graphic dataset

Traffic 1% Passengers 34%


But carry 34% of the passengers.
FIGURE 47: GROCERY STORE ACCESS MAP
Choice in mobility means more than your trip to and 121
from work; it means having transportation options
that fit your time, budget, and specific needs no matter
where you’re going or when. Mobility is only useful if it
provides convenient access to the basic services, jobs,
recreation, and other places we want to go. To better
understand the relative access and mobility options for
Uptown residents, trips from Uptown to nearby grocery
stores—a critical service with a strong connection
to cost-of-living and public health outcomes—were
analyzed by every major mode. The results provide a
useful benchmarking of the relative ease or difficulty
Uptown residents have in accessing daily necessities
using existing transportation options.

The analysis showed that the nearest grocery option,


Shop N’ Save (1850 Centre Ave), is not served by a
direct bus route from Uptown. Although the distance is
short—a 10– to 12-minute walk along Dinwiddie Street—
the steep hill creates a physical barrier for those with
limited mobility and a psychological barrier (making
the distance feel longer) for everybody. More accessible
grocery stores to the south are served by transit via the
75, 54, 83, and 81 buses, however each of those routes
require the rider to board the bus at the intersection
of the Birmingham Bridge and Fifth Avenue, a large
and dangerous intersection for all modes. Although Distance to grocery store from residential core.
the distances are relatively short, multiple barriers
to access and mobility exist around the perimeter of
Uptown and West Oakland.
122 Bus service along Dinwiddie that connected Uptown to Potential strategies to connect Uptown to Center
the Hill District was cut several years ago due to low Avenue via Dinwiddie Street include:
ridership. Though this was not a widely popular route,
this service change removed the only direct transit link kk Restore the previous bus service along Dinwiddie kk Pilot micro-transit service to Center via
from the heart of Uptown to the Hill District and Center without restricting parking. Dinwiddie
Avenue destinations. Today, many residents would
like to see this service restored along Dinwiddie, but ›› Strategy may require pilot period to monitor ›› Respond to both physical constraints and
re-establishing this route faces both fiscal and physical potential conflicts between vehicles passing anticipated low-ridership by providing
constraints. Improving transit access to the north each other. smaller vehicles along the desired route.
could be accomplished by re-routing or introducing Micro-transit type of service could serve
kk Restrict parking on one side of Dinwiddie to a fixed-route with many stops or a semi-
new transit routes. With the reconstruction of Fifth and
accommodate transit access in both directions dynamic route based on desired connections;
Forbes, rerouting 81 Oak Hill, 83 Webster, or 82 Lincoln
without conflict it is distinguished from shuttle service which
routes should be evaluated to connect to Uptown via
Dinwiddie Street. typically serves limited end destinations
›› Retain parking on one side of the street
with few or no stops in-between.
Dinwiddie has a 29-foot curb to curb width, which also ›› Resident Permit-Only on Colwell Street
The increased population of residents, employees, and
poses logistical challenges to providing bus service and Wick Street to accommodate parking
students in Uptown as a result of new development
along it. The road isn’t wide enough for buses to pass demand. Consider construction of stairway
could provide an increased demand to justify such a
each other with parked cars on both sides of the street. connection from Wick Street to Dinwiddie
future route, and should be monitored over time.
Street midblock.

“We need a BUS to connect


Uptown to The Hill
District.”

-Quote from Open House Participant


FIGURE 48: EXISTING & PROPOSED MODE SHARE SPLITS
GET MORE PEOPLE RIDING TOGETHER 123

Getting more people to ride together starts with


promoting public transit—the original rideshare service.
Today 66% of employees who work in Uptown arrive
by single-occupancy vehicle. This is a stark contrast to
the 10% of Uptown residents departing from Uptown
to commute to their place of work daily by SOV10. This
flow of people into Uptown every day contributes
to traffic congestion and safety challenges. The BRT
project will make commuting by transit a more viable
option for many coming to or through Uptown within
the project’s transit-shed and connecting to light rail
system or regional bus network. But, the journey to
and from work is only part of the equation, and some
destinations will always be slightly out of reach by
walking. Pittsburgh needs to encourage a shift to car-
light or car-free lifestyles that rely more heavily on
“shared mobility” to maintain the needed transportation
flexibility for residents.

Shared-use mobility is a term used to describe


transportation services that are shared among
users and enable users to gain short-term access to
transportation modes on an “as-needed” basis11. Shared-
use mobility can mean many things, from public transit
to point-to-point car share, filling empty seats in on-
demand for-hire vehicles, or making what could have
been a slow, congestion-filled vehicle trip on a more
flexible (and healthy) bike share ride. The common
theme is a widening spectrum of choice regarding
10 Make My Trip Count Survey data. Sept
2015-October 2016
11 Shared Use Mobility Center, “What is Shared Use
Mobility”. http://sharedusemobilitycenter.org/what-is-shared-
mobility.
TRAFFIC ALONG FIFTH AVENUE.

124 travel options that blend modes together and provide New shared mobility options for Uptown fall into two
only the necessary level of service for a given trip. main categories:
By removing the vehicle ownership element from the
travel equation, the number of cars on the road—and kk Programs and services operated by public
parked on the curb—may decrease. agencies and large institutions. Examples
include:
Reducing car-ownership and reliance on cars for
commuting means less demand for parking. Every ›› Establish a free or reduced-fare transit pass
day SOV commuters store their cars in garages, program for students or employees of large
lots, and on-street throughout the Uptown and West institutions such as Duquesne University
Oakland neighborhoods. In the evenings, residents and University of Pittsburgh Medical Center
who commute by SOV return home and replace the (UPMC). Transit access is already provided to
daytime parkers storing their vehicles in spaces on- students at Carnegie Mellon University and
and off-street. 12% of Uptown’s undeveloped land area the University of Pittsburgh through their
is used for off-street parking. The use of public open Student ID cards
space for daily car storage is a waste of productive land
›› Pilot game-day reduced transit fares of
and missed opportunity for public green space and
micro-transit service to manage event-based
community amenities.
parking demand
Local institutions and employers also play a huge kk Privately-operated shared-use mobility services
role in providing and encouraging car-light or car- for individuals and institutions. Examples
free lifestyles. Employers are uniquely positioned to include:
provide incentives for SOV commuters to make the
shift to other modes by pursuing TDM programs and ›› Consider optimizing service to South Side
encouraging workers to enroll in public programs like loop to further reduce student demand for
the Port Authority’s Job Perks program – a cost-saving on-campus parking
incentive program for employers and workers. Many
more TDM strategies are discussed later in this chapter. ›› Consider reducing Duquesne South Side
Shuttle Pass fee

›› Provide reduced rates for bike share to


employees or students

›› Provide carshare options for students or


employees within existing parking garages
for UPMC and Duquesne University
EXPAND A TRANSPORTATION EXPAND MOBILITY ACROSS ALL INCOME 125
MANAGEMENT ASSOCIATION (TMA) TO LEVELS
INCLUDE UPTOWN

As options expand, they will also need to be Even if mobility options in Uptown are expanded, kk Encourage workers to enroll in the Port
coordinated so that the result is experienced by users financial barriers may keep some residents from Authority’s Job Perks Program
as one integrated transportation system. Establishing an accessing these services. To increase equitable access
to service, income-based subsidies or cost-matching kk Develop a transit fare match program in
organization responsible for coordinating transportation partnership with employers in the district
services in the neighborhood – i.e. a Transportation programs and memberships in transportation services
Management Association or TMA – will help to better like bike share and public transit should be increased
kk Consider bike share membership cost based
manage transportation-related services and programs for residents and employees. Many cities are pursuing
on income level for residents, students and
in partnership with local institutions, supporting and similar initiatives, such as Chicago’s Divvy for Everyone
employees
integrating services that encourage the efficient use of program or Lyft’s program to provide paratransit
transportation and parking resources. Building on local services to customers in Boston12, and can be used as kk Explore partially subsidized, transit-linked ride-
partnerships, the potential expansion of the Oakland or examples for implementation in Uptown. sourcing trips for students and employees
Downtown TMA should be considered rather than the
creation of a new association for Uptown. 12 https://www.washingtonpost.com/ kk Explore low-income car-sharing programs for
news/dr-gridlock/wp/2016/09/16/uber-lyft-partner-with- residents and students
city-to-offer-paratransit-customers-on-demand-service-in-
boston/?utm_term=.ffcd4b077aaa
3.2 CREATE A SAFE AND LIVABLE STREET NETWORK

FIGURE 49: PEOPLE KILLED OR SEVERELY INJURED (KSI) IN CRASHES

A lthough it is a major connector in the larger transit


and vehicle network, Uptown is a neighborhood,
first and foremost. Data shows that there has been a
PERCENT CHANGE
KSI ARE ON A DOWNWARD PROJECTION IN UPTOWN,
notable increase in crashes resulting in severe injuries 160% BUT STILL HIGHER THAN THE CITY AS A WHOLE.
in the Uptown neighborhood since 201013. It’s no
surprise that many of these crashes occurred along
Fifth and Forbes Avenues and along Boulevard of the 140%
Allies, as the larger streets in the network crossing
Uptown—but a significant number of crashes occur
along many other neighborhood streets as well. The
impact on the community’s health and the safety
120%
concerns that come with high-speed traffic so close
to a neighborhood and slow-moving neighborhood
streets demands attention. No amount of crashes 100%
is acceptable on neighborhood streets. Design and
policy recommendations are meant to guide street
improvements to prioritize the safety of people walking, 80%
biking, and those accessing transit, first.

60%

40%

20%

0
1998 2000 2002 2004 2006 2008 2010 2012 2014 2016
YEARS
KSI (UPTOWN) KSI (PITTSBURGH)
LINEAR (KSI UPTOWN) LINEAR (KSI PITTSBURGH)
13 PennDOT Crash Data 2000-2014
FIGURE 50: TRAFFIC CRASHES 2000-2014

Pittsburgh adopted its first Complete Street policy in


2016.

127

“Pittsburgh’s Complete Streets


approach aims to improve the
quality of life for all Pittsburghers
by creating streets that are safe
and comfortable for all people,
activated public spaces, and
connected transportation networks
for everyone. This initiative will
consider all modes of travel in
making mobility recommendations
– walking, biking, taking transit,
and driving – and create a
more livable public realm that
encourages active lifestyles.”

Goals established by Pittsburgh’s Complete Street


Intersections with greater than 5 crashes (2013-2014) policy emphasize the connection between increasing
multi-modal trips, health and air quality benefits
kk Fifth & Birmingham - 15 crashes, 4 injuries, no kk Blvd of Allies & Marion – 11, 5 injuries total, 3
gained for SOV reduction, public safety benefits of a
fatalities fixed object, 4 rear end, 2 angle, 2 sideswipe
reduction in traffic crashes, and positive benefits of
kk Fifth & Chatham – 6 crashes, 2 minor, 2 moderate kk Blvd of Allies & Miltenberger green infrastructure in the public way on stormwater
management in Pittsburgh’s environmental health.
kk Forbes & Chatham – 9 crashes, 3 minor injuries, 1 Stating clearly that expanding travel options for all
ped hit, 3 sideswipe, 2 angle modes is one way the City is working to combat climate
change and reducing emissions from transportation.
kk Forbes & Gist – 8 crashes
FIGURE 51: CROSSWALK QUALITY SURVEY

128 ACHIEVE ZERO TRAFFIC FATALITIES AND


ZERO SERIOUS INJURIES WITHIN
UPTOWN

There is a significant need to address intersections


with a high number of crashes annually to improve
safety for all modes. Crossings with safety challenges
are currently a widespread issue in the study area.
A sidewalk and crossing survey was conducted in
the Uptown neighborhood, which found that 46% of
all intersections surveyed lacked crosswalk paint.
Typical signalized intersections in Uptown have
standard crosswalks on all four corners or high-
visibility crosswalks on two sides of the intersection
(across the higher traffic street). When considering
only neighborhood intersections, not including
intersections with Fifth and Forbes, the survey found
that 88% of intersections have no crosswalk paint at
all. The deteriorated and inconsistent treatment of
neighborhood intersections in Uptown / West Oakland
is a significant issue when it comes to pedestrian safety.
Uptown and West Oakland street improvements should
put the pedestrian first in design and improvements.
The first step is identifying and exploring how
pervasive the problem is, then prioritizing projects
to fix it. Fifth and Forbes are commercial corridors
connecting Uptown to Downtown and Oakland—we will
anticipate more people walking along these streets. Percent with crosswalk paint
Crosswalks making people more visible at crossings
with these busy streets are more important. All
intersections along Fifth and Forbes should be re-
painted with high-visibility crosswalks in the north-
54% 49% 0% 12%
south direction, at least.
All intersections surveyed Fifth/Forbes intersection Crossing Connections Neighborhood Area Intersections
PEDESTRIAN CONDITIONS IN UPTOWN.

129
POTENTIAL FIFTH AND DIAMOND
INTERSECTION WITH A NEW PEDESTRIAN
REFUGE ISLAND, SEPARATED BIKE LANE, AND
DEDICATED BUS LANE.

130

FIGURE 52: PROPOSED FIFTH AND DIAMOND INTERSECTION.


131

EXISTING FIFTH AND DIAMOND INTERSECTION.

Beyond physical improvements, the drive to reduce kk Gist Street at Forbes Avenue and Diamond
traffic fatalities should be reinforced through policy Street at Fifth Avenue are the highest priority
goals. The Uptown and West Oakland communities with respect to pedestrian safety. Signalizing
support the goal of establishing a Vision Zero policy the Gist Street intersection would significantly
for the City of Pittsburgh. The goal of this policy is to improve crossing safety for people walking, and
reduce pedestrian fatalities related to vehicle crashes to reduce the number of vehicle conflicts. The high
zero by a determined year. The policy itself recognizes incidents of crashes alone may not warrant a
that no level of fatality on City streets is acceptable. signal controlled intersection in the near term,
Implementing a multi-modal travel and accident however signalization of Gist Street is likely with
reporting app, such as was proposed in MovePGH, and the reconstruction of Forbes Avenue for the BRT
marketing it to Uptown / West Oakland residents as a project, and should be pursued.
means of reporting and tracking incidents increases
communication of issues in this area. Vision Zero kk The T-intersection at Moultrie Street/Fifth
invites everyone to join the public conversation on Avenue is an offset intersection. This high-crash
street safety and to do his or her part to safely share the location is a gateway for residents north of Fifth
roads—MovePGH is one step forward. Avenue to access the Tustin Tot-lot to the south.
Primary pathways for residents and families
through Uptown should be a high priority for
improvements.
FIGURE 53: SLOW STREETS DIAGRAM

132 IDENTIFY “SLOW STREETS” COORDINATED Robinson Street was the subject of much discussion
throughout the planning process. Residents of West
WITH TRANSIT EMPHASIS ON FIFTH/
Oakland voiced concerns over cut-through traffic
FORBES and cars speeding along this street during rush
hour, treacherous crossing conditions for people at
As part of the traffic and crash analysis, and through the Terrace and Robinson intersection, and limited
discussion with residents, neighborhood streets were availability of parking along the street.
identified as candidates to implement traffic calming
to increase safety, minimize cut-through traffic, and A recent traffic study confirmed that traffic backs up
preserve neighborhood quality of life. Most of these along Robinson from the Fifth Avenue intersection at
streets run north-to-south, and have suitable alternative the end of the workday, and many drivers make an
routes to absorb any diverted traffic. illegal right turn from Robinson onto Fifth Avenue
beyond the slip lane to access the westbound lane with
A Slow Street is one where traffic has been slowed access to Boulevard of the Allies. Many of the concerns
down using signs and design elements like traffic voiced by residents described drivers breaking speed
islands and curb extensions, speed humps and tables, limit and intersection turn-restrictions. Increasing police
and streetscape elements like plantings and street presence and enforcement of these traffic laws is the
furniture. Slow Streets are designed to reduce vehicular FIGURE 54: POTENTIAL FIFTH & ROBINSON
first step to addressing these resident concerns.
traffic speeds and cut-through traffic and promote
pedestrian and cyclist use, while maintaining limited The intersection of Robinson Street and Fifth
vehicular access. Avenue will be impacted by the BRT project and
nearby development. Some priorities for intersection
kk Robinson (Fifth to Allequippa) improvements include:
kk Terrace (Robinson to Darragh)
kk Enhanced and protected pedestrian crossings at
kk Tustin (Jumonville to Moultrie) - Shared Street both Fifth Avenue and all slip lane intersections
Design with Robinson

kk Jumonville (Forbes to Boulevard) kk Potential signalization of the Robinson


intersection
kk Gist (Fifth to Boulevard)
kk Closure of southbound slip-lane from Robinson
kk Locust (Van Braam to Gist) Street

kk Moultrie (Fifth to Tustin)


NOTE: Above is one of many discussed alternatives for the Fifth & Robinson
intersection.
FIGURE 55: RECOMMENDATIONS FOR SAFE AND LIVABLE STREETS

133
134 IMPROVE SAFETY OF CROSS STREET INTERSECTION DESIGN SUPPORTING PEDESTRIAN-ENHANCED OR “SLOW
CONNECTIONS WITH BOULEVARD OF THE VEHICULAR ACCESS STREET” INTERSECTION DESIGNS
ALLIES FOR ALL MODES
Several neighborhood cross streets which provide vital Design of intersections to residential streets should
connections to local institutions: Stevenson, Marion, and discourage through traffic and signal to drivers that
Today, Boulevard of the Allies is more highway than Van Braam Streets. The design of these intersections they are entering a residential area. Miltenberger Street,
boulevard. Improving safety along this corridor should encourage drivers to use these through-streets
emerged as a clear priority of the adjacent community, Gist Street, and Jumonville Street should be redesigned
through easier turning movements as well as signage.
and this study’s analysis showed that doing so would to slow vehicles and reduce cut-through traffic from the
The intersection design shown here increases the
offer local benefits on multiple levels: not only safety Boulevard. At these intersections, as shown, the curb
corner curb radius of the intersection. While creating a
but also public space, public health, and economic small pedestrian refuge island in the intersection. This radius should be reduced, sidewalks expanded, and
development. The change will be slow, as today the allows cars to make a smoother turn, while limiting crosswalk striping enhanced to make people walking
Boulevard of the Allies carries approximately 39,000 the turn lane width, slowing vehicles and shortening along Boulevard of the Allies as visible as possible in
vehicles on an average day, more than both Fifth and the unprotected crossing distance for pedestrians. the crosswalk. Relocate/improve bus stop waiting areas:
Forbes combined14. Local benefits of lane reduction With enhancement to Van Braam Street intersection Consider locating bus stops to the west (far) side of
for turning vehicles, consider closure of access to the intersection.
must be balanced against the regional function that the
parking lot between Marion Street and Van Braam
Boulevard serves in the roadway network.
Street to reduce potential rear-end crashes.
With this much traffic flowing on the street, the first
step will be to improve the safety of cross street
intersections. Redesigning the cross-street connections
with the Boulevard of the Allies should reinforce streets
which are most appropriate for commuter circulation,
improve pedestrian safety and visibility at intersections,
and conditions for those waiting at bus stops. This can
be accomplished by more clearly designating pedestrian
crossings, widening sidewalks where possible —focusing
near intersections and bus stops—and beginning to
make changes to the Boulevard itself to slow vehicles.
The Boulevard’s speed limit is 40 MPH. 30 MPH would
be a more appropriate speed limit and should be
accompanied by additional signage.

14 based on PennDOT County Traffic Volumes


(2014) BLVD. OF THE ALLIES & VAN BRAAM BLVD. OF THE ALLIES & GIST
PRIORITIZE SIDEWALK IMPROVEMENTS 135
BASED ON NEED AND CRITICAL PATHWAYS

Designs for long-term reconstruction are introduced access and network redundancy for Uptown compared Residents are the best resource for identifying problem
in Chapter 4 on infrastructure. These concepts reduce to today, where Uptown and its institutions can only spots along neighborhood streets and sidewalks. The
the Boulevard from four to three lanes, enabling the be accessed from the westbound direction. Reduction residents in Uptown and West Oakland are a vocal
ability to capture the extra space for a River-facing trail of the Boulevard of the Allies to three lanes with and engaged group, with a keen knowledge of where
with overlooks. One option treats the middle lane as or without signalization along the Uptown segment improvements are needed most. In addition to ongoing
a reversible lane according to morning and rush hour requires further study, and will need to be evaluated discussion of BRT design in the neighborhoods, and 311
traffic, enabling the Boulevard to carry effectively after traffic returns to normal after the reconstruction issue reporting, residents can organize a neighborhood
the same number of cars it does currently. The other of Fifth and Forbes for BRT. Traffic patterns before and sidewalk survey to identify missing, deteriorated, or
treats the middle lane as a planted median with turn after reconstruction should provide critical insight into obstructed sidewalks throughout the community for
lanes enabling access to Uptown from both the east the impact of lane reduction on vehicle flows through immediate repair. The information collected can build
and west, providing significantly improved vehicle Uptown. upon a survey dataset created as part of the Uptown
EcoInnovation District Plan research into existing
neighborhood conditions. An effort like this is timely,
FIGURE 56: CROSS STREET IMPROVEMENTS ON BOULEVARD OF THE ALLIES. as some cross-street challenges near intersections with
Fifth and Forbes could be completed as part of the
larger project and must be documented in advance of
full BRT project design.

Pathways to major institutions should also be a priority


for improvement. Ensuring safe and straightforward
access to local institutions, destinations, and large
employment centers is paramount in thinking about
local mobility. Wayfinding, intersection, and pathway
enhancements should focus on pedestrian and bicycle
access points to building entrances, large parking
facilities, and transit hubs. Several key intersections
for bike and pedestrian intersection enhancement are
discussed later in this chapter.
IMPROVE SAFETY AND QUALITY OF
THE PEDESTRIAN EXPERIENCE CROSSING
UNDER BRIDGE AND OVERPASS
INFRASTRUCTURE

136 Fifth and Forbes Avenues’ reconstruction should seek more circuitous route, or one with no bike facility. FORBES AVENUE AT SECOND AVENUE
to improve bike and pedestrian access, particularly Streetscape improvements can be implemented to make
at pinch-points crossing under and around bridge the streets feel safer and more comfortable for these kk Provide on-pavement bike turning facility
and highway ramp infrastructure. Fifth and Forbes users, but a much bigger investment is needed to make through intersection.
are the primary routes crossing under the spaghetti Fifth and Forbes truly welcoming connections between
of infrastructure around Interstate-579 (Crosstown the neighborhoods. Strategies 3.7 and 4.4 in this plan kk Increase lighting at corners
Boulevard) and the Birmingham Bridge, and serve describe key improvements to this area with respect
as the gateway streets to Uptown and West Oakland to Brady Street and ensuring that residents have safe kk Repaint crosswalks in all directions
for all modes. These areas have wide, complex access to the Three Rivers Heritage Trail.
intersections, often at skewed angles; are poorly lit
BIRMINGHAM BRIDGE AT FIFTH &
and frequently congested; and make the walk or bike KIRKPATRICK
ARMSTRONG TUNNEL IMPROVEMENTS
ride into Downtown, Uptown, and West Oakland feel
treacherous. Crosswalks in all directions at this large, and irregular
As cycling increases within Uptown, there is an
intersection should provide pedestrian countdown
increasing need to improve the condition and
The Second Ave intersection with the Armstrong signals. Due to long crossing distances, pedestrian
visibility in the interior separated pathway through
Tunnel, Birmingham Bridge connection to Fifth Avenue, countdown timers and Leading Pedestrian Intervals
the Armstrong Tunnel and crossing conditions at the
and Fifth and Forbes crossings under I-579 pose – pedestrian signal gives pedestrians a 3–7 second
connecting intersections.
significant challenges to the safety of people walking head start when entering an intersection with a
and biking. As part of the BRT project, these important corresponding green signal in the same direction of
kk Improve interior pathway safety and aesthetics
intersections should be redesigns to improve safe travel for vehicles – to ensure comfortable walking
conditions for all modes by identifying and reducing kk Improve lighting in tunnel and at entrances. speeds for people crossing the intersection. For cyclists,
unnecessary motor vehicle lanes or turn lanes and large intersections or those with irregular geometries
eliminating slip lanes (and reconnect traffic islands) kk Conduct test of air quality and make sure demand enhanced bike facilities that ensure dedicated
where possible. Intersections should be designed to ventilation mitigates the vehicle exhaust space for cyclists alongside vehicle turning paths. At
minimize skewed crosswalk angles angle and provide this intersection, bike facilities in all directions should
crosswalks at all key pedestrian desire lines. Pedestrian kk Explore the possibility of a 2-way dedicated bike be striped through the intersection.
scale lighting and wayfinding should be installed in lane through one of the Armstrong tunnels or for
areas shaded by overhead infrastructure to improve a 1-way on each side
visibility of people approaching crossings and walking kk Widen sidewalk along south side of Second
across intersections Avenue to 10ft; sign for bikes on sidewalk OR
stripe a dedicated bike facility on street
Today, the character of Forbes Avenue changes as
it passes under Birmingham Bridge heading toward kk Increase signage to the Three Rivers Heritage
Oakland, making it impossible for those biking or Trail from Forbes Avenue
walking to connect into Oakland along the street.
This forces those users to choose between a much
THE EXISTING ARMSTRONG
TUNNEL IS NOT PEDESTRIAN/
BICYCLIST FRIENDLY.

FIGURE 58: POTENTIAL PEDESTRIAN 137


IMPROVEMENTS AT 2ND AVE. AND THE
ARMSTRONG TUNNEL ENTRANCE.
3.3 IMPLEMENT BUS RAPID TRANSIT ON FIFTH & FORBES AVENUE

FIGURE 59: PROPOSED BUS RAPID TRANSIT (BRT) ALIGNMENT

F ifth and Forbes Avenues are critical corridors


connecting Downtown to the region, and carry 10-
14,000 vehicles on average per day in each direction,
with the highest traffic counts near Downtown and
Oakland. These gateways at the Birmingham Bridge
and Washington Place are critical “pinch points” where
there are often back-ups of traffic for all modes. Today,
Fifth and Forbes carry 11 different bus routes through
Uptown from Downtown, to and from Oakland, and
beyond. Given Uptown’s unique location and traffic
challenges, an idea was launched in 2011 to create a
bus rapid transit (BRT) system between Downtown,
Oakland, and neighborhoods to the east along Fifth
and Forbes. With input from the community gathered
during the EcoInnovation District planning process,
the Port Authority is currently moving forward with
preliminary engineering of the BRT project. BRT will
have many benefits for local Pittsburghers:

kk Dedicated transit lanes and signal priority will


ensure more reliable schedules for all riders

kk Station improvements and new buses will


enhance the rider experience along some of the
most heavily used transit routes

kk Coordinated schedules and less route


redundancy will reduce bus bunching along Fifth
and Forbes, which will reduce traffic congestion
and result in more reliable travel times on transit

kk Reduced vehicle emissions with a fleet of electric


vehicles will improve air quality and public
health in Uptown

kk Full street reconstruction required to facilitate


the project through Uptown will enable much-
needed improvements to sidewalks, intersections,
and bike routes through the study area
DEDICATED BUS LANE ONE-WAY CYCLE TRACK TWO-WAY CYCLE TRACK

139
140 BUT WHAT DOES BRT MEAN FOR UPTOWN
RESIDENTS?

Bus rapid transit (BRT) is more than a way to reduce Within the Uptown neighborhood, existing bus stop The highest concentrations of crashes occur at
congestion; it is a mechanism for extensive street quality was surveyed giving grades to each of the bus intersections along Fifth and Forbes, or residential
reconstruction which would not be feasible in Uptown stops, A-D. A-quality stops have amenities like covered street connections with Boulevard of the Allies. Even
without a project of its scale. Uptown’s streets and seating, lighting, and sufficient sidewalk width to after recent, low-cost enhancements, the intersection
intersections today are largely in a state of disrepair. support wheelchair access to the bus stop. D-quality of Forbes and Gist—which has a high incidence of
Most sidewalks along the corridor are 8-foot sidewalks, stops lack all amenities, and in some cases the bus stop vehicle crashes—remains unsignalized. Of the existing
many of which are obstructed by public utilities or sign itself is deteriorated. The survey concluded that 13 16 intersections along Fifth and Forbes in Uptown, only
stoops for adjacent homes which limit the functional of the 22 bus stops along Fifth Avenue received a “D” four have pedestrian crossing signals. And, although
width below 4 feet along some segments. Along Fifth grade and 4 received a “C” quality grade, with only 5 both Fifth and Forbes are used as bike routes through
and Forbes alone, a crosswalk quality survey showed scoring an A or B. The lowest rated stops were primarily the neighborhood today, neither has dedicated space
that 51% of intersections exist without crosswalk located east of Dinwiddie. Bus stops of the highest for cyclists. Infrastructure supporting pedestrian
paint in at least one direction, and nine intersections quality are located nearest the east end of Uptown and bicycle safety at intersections should exist at all
lack crosswalk paint in at least three directions. As adjacent to the PPG Paints Arena and Duquesne crossings in the study area. This east-west couplet
the major commercial streets running through the University Campus. High-quality bus stops should exist provides the only direct access for people walking and
neighborhood, all intersections along Fifth and Forbes at all stops along this major transit corridor. biking in the Uptown and West Oakland neighborhoods
should have painted crosswalks and all those crossing into Oakland and Downtown.
Fifth and Forbes should be high-visibility crosswalks.
The need for sidewalk repair and intersection safety
upgrades is immediate. Sidewalks and intersection
conditions for people walking along the whole lengths
of these critical corridors are in need, and a piecemeal
approach to improvements could take too long to see
meaningful improvements. The BRT project presents an
opportunity for full reconstruction of Fifth and Forbes
with pedestrian and transit enhancements.
FIGURE 60: TRANSIT STOP REPORT CARD

141
PROVIDE A TRANSIT ONLY LANE ON BOTH USE BRT CONSTRUCTION TO BEGIN THE
FIFTH & FORBES AND INTEGRATE SHIFT AWAY FROM SINGLE OCCUPANCY
PEDESTRIAN IMPROVEMENTS INTO BRT VEHICLES (SOV’s)
DESIGN

A reconstruction of this scale needed for both major kk Ensure local buses stop at multiple locations The positive impacts of the BRT project on commuter
142 corridors without the BRT project was unlikely, or very within the neighborhoods, and serving West mode share are possible even before implementation
far off in the future. Federal funding for the project Oakland is complete. Education and awareness about the BRT
enables this wholesale reconstruction, but is contingent construction timeline and impacts should start early.
on one element of the BRT design—a transit-only lane. kk Signalize all intersections, ensure signalization of Uptown community members and leaders should
This means that through Uptown, there would be a Gist Street begin working with local institutions to develop transit
single lane adjacent to the curb that can only be used incentives before construction to begin the shift from
kk Upgrade all intersections to meet ADA standards SOV’s as the BRT system is built.
for public buses and emergency vehicles. Providing a
for curb ramp, sidewalk, and transit stop design
transit-only lane through Uptown on Fifth and Forbes
and construction Communication is key:
would increase transit reliability for all users by taking
buses out of mixed-traffic which can cause delays. kk Install pedestrian signals at all intersections,
and give pedestrians additional time to cross kk Develop a visual timeline for construction along
The project’s design with a transit-only lane is certain, at popular intersections and community with clear and widely disseminated detour
but design details beyond the curb are still being destinations route maps must be created and distributed to
developed. The sections shown here illustrate the residents and online.
community-preferred street design with BRT. This kk Consider design of cross-street intersections,
configuration includes the required transit only lane, including bulb-outs and enhanced crosswalks kk Major Uptown, Downtown, and Oakland
a single vehicle lane, a dedicated bike facility in the employers should be contacted far in advance
direction of traffic, and on-street parking along one- kk Integrate stormwater management and of construction to develop proactive transit and
side of the street on both Fifth and Forbes. The final landscaping in streetscape design access plans for local employees.
design for these streets will be determined through
kk Maintain access for local business loading and kk Resident or community groups should be
the BRT planning project development process carried
delivery functions in lane configuration identified as partners in ongoing information
out by the Port Authority. Details such as lane widths, distribution during construction.
intersection configurations and signalization, and more kk Loading zones should be included on all
specific programmatic decisions – such as the location commercial blocks and can be accommodated in
of parking restrictions for loading zones – will be made the parking lane. Timing of loading operations
as the design details are finalized. and their exact location can be resolved during
the detailed phase of the BRT project
This plan represents community priorities for street
reconstruction through the neighborhood. Some In addition to design guidance, through the planning
additional goals of the BRT reconstruction residents process many concerns were voiced regarding access
would like to ensure are integrated into the BRT project management for all modes during the period of
include: construction. It is imperative that safe, clear, accessible
pedestrian pathways are preserved during construction
within Uptown, particularly at critical access points
to the east and west where pathways are already
constrained by major infrastructure and bridges.
10’
10’
SIDEWALK SIDEWALK

8’
8’
PARKING PARKING

12’
12’
DRIVING DRIVING
FIFTH AVENUE - LOOKING EAST

FORBES AVENUE - LOOKING EAST


DRIVING DRIVING

12’
12’
EXISTING

8’
8’

PARKING PARKING

SIDEWALK SIDEWALK

10’
10’
8’

8’

SIDEWALK SIDEWALK
5’

LANDSCAPING
5’

BIKE LANE
5’

LANDSCAPING
BUS LANE
11’

8’

PARKING
10’

DRIVING
10’

DRIVING
8’

PARKING
PROPOSED

11’

BUS LANE
5’

LANDSCAPING
5’

5’

LANDSCAPING BIKE LANE


8’

8’

SIDEWALK SIDEWALK
143
3.4 BUILD A SMARTER UPTOWN

E ven after BRT construction on Fifth and Forbes,


the streets will operate differently. General traffic
capacity may be reduced, replaced with a world-
We live in the Information Age. Data describing
demand, activity, and efficiency can drive decision-
making. It is increasingly important for communities
With local universities leading the charge toward an
AV future, the potential benefits of AV technology
in Uptown could go far beyond point-to-point travel.
class transit corridor providing capacity approaching to work closely with stakeholders—including city, Implications of city-wide adoption of this new
that of light rail. Developing methods of managing county, regional, and state government—policymakers, technology will affect neighborhood development
density. Automated vehicles reduce the need for
transportation demand and access should not be seen the private sector, non-profit organizations, and
parking spaces within the community—land which
as a short-term or construction-related service, but entrepreneurs to encourage innovation. holds significant development potential in the Uptown
instead as an opportunity to re-think how institutional neighborhood.
services can better serve employees, students, and
visitors in a new transportation paradigm. Smart cities AUTONOMOUS VEHICLE CAR - RIDESHARE
require smart transportation. Advanced Intelligent
SOURCE: TECHNOLOGY REVIEW
Transportation Systems (ITS) provide ever-smarter
transportation infrastructure by collecting and
analyzing more data—and more useful data—using it
to optimize the system, and sharing it with customers
so they can make better-informed travel decisions.
By planning for innovation in transportation, Uptown
is poised to reap many benefits such as the reduced
congestion resulting from fewer cars on the road, a
AUTONOMOUS VEHICLE - BUS
healthier environment, increased access and mobility
supporting job access and equity, and redevelopment of SOURCE: DAIMLER BLOG
existing parking spaces with uses that provide greater
benefit to the community.

Optimizing transit will give Uptown residents more


reliable access to jobs in Downtown, Oakland, and
beyond. The greater use of sensors and demand-
response technology in traffic operations will increase
the efficiency of local streets. Innovative mobility AUTONOMOUS VEHICLE TRUCK
solutions such as autonomous vehicles (AVs), shared SOURCE: BBC
mobility, and micro-transit can fill gaps in the
transportation network with more flexibility than
traditional transit service.
ENCOURAGE IMPLEMENTATION OF MAKE REAL-TIME TRANSPORTATION DATA 145
SMARTPGH* SENSOR NETWORK IN AVAILABLE IN THE PUBLIC REALM
UPTOWN; SMART SPINES* ON FIFTH AND
One of the smartest investments in mobility the City
FORBES can make is in modernizing existing public transit. This
requires updating transit infrastructure and making
Pittsburgh is a leader in progressive technology Some other steps toward integration of SmartPGH real-time transit data readily available when you
in transportation that improves mobility and might include: need it. The presence of information such as next bus
connectedness in local communities. One such program arrival and wait times better enables us to plan our
is SmartPGH, which originated from Pittsburgh’s kk Work with the Western Pennsylvania Regional trips. With the BRT project and development of spaces
response to the Smart Cities Challenge. SmartPGH Data Center (WPRDC) and partners to develop an like the Dinwiddie Civic Commons, Uptown can move
integrates technological innovation into transportation implementation strategy for Uptown beyond open data and find ways to integrate real-time
infrastructure, creating traffic signals that adapt to information (such as bus and shuttle trackers, traffic
changing roadway conditions, and street lights that test kk Implement Dedicated Short Range
Communications (DSRC) equipped traffic signals, incidents, bike and pedestrian counters, and carshare
air quality. availability) into the public environment to make
public buses, city fleet vehicles, bike share
bicycles, and more. Explore “connected vehicle” smarter public spaces. Whether it’s choosing to wait
One of the planned “Smart Spines” corridors includes for a bus or take bike share immediately for short trips,
the BRT project along Fifth and Forbes through Uptown. technology
information is inextricably linked to choice in personal
Although details of the project are not decided, the mobility. Uptown and West Oakland can serve as a
kk Deploy CMU’s Center for Atmospheric Particle
Scalable Urban Traffic Control program (Surtrac) proving ground for current and emerging innovations
Studies (CAPS) Real-Time Affordable Multi-
technology developed by Carnegie Mellon University in collecting and sharing data related to transportation.
Pollutant on streetlights in Uptown to measure
aims to control traffic and reduce vehicle emissions by Implementation of this recommendation relies on
concentrations of air pollutants
decreasing the amount of time cars idle at intersections. private funding and partners.

In addition to providing transit information in public


spaces, Uptown can learn from Oakland which has
“Smart Spines” – may be key to achieving the Uptown community’s goals to reduce
successfully deployed real-time transit and rideshare
congestion, improve air quality, and make streets safer for all users. “The “Smart Spine” information screens in private businesses and in the
corridors connect Pittsburgh’s densest population centers to Downtown and Oakland, the lobbies of buildings. The lobby of the UPMC Mercy
second and third largest employment hubs in the state where 50% of our region’s residents hospital would be an ideal location for such a screen
work. Deploying advanced technology like real-time adaptive traffic signals and vehicle-to- and allow visitors to see their options and make
vehicle communication at key intersections in Pittsburgh is an important part of SmartPGH. informed decisions before they leave the facility.
It provides the foundation for connectivity and automation that will improve mobility and
make streets safer for pedestrians, cyclists, and motorists.”
EXAMPLES OF AUTOMATED SHUTTLE BUSES

146 ENCOURAGE AUTOMATED VEHICLE (AV) kk Consider converting Duquesne student shuttle
services to AV micro-transit to extend hours and
PILOT PROJECTS IN UPTOWN
to increase frequency of service and reduce SOV
demand on campus
The introduction of AVs has already begun to take place
in cities, both as a shared mobility option and through kk Provide AV shuttles or micro-transit between
a traditional ownership option. Pittsburgh has been UPMC Mercy and local transit hubs to provide
a leader in testing the viability of AVs in urban areas, last-mile connections to patients with limited
working with Uber to introduce a pilot to bring self- mobility within the larger transit network
driving technology to its passengers in the City in 2016.
At the same time, Ford announced it will have a fleet of kk Establish a game-day AV as shuttle to remote
autonomous vehicles available nationally by 2021 that parking to make more distant lots and garages
can be used for ride-sharing, and Tesla has pledged to a viable option for PPG Paints Arena event
produce a car that can drive itself from Los Angeles to attendees or employees, alleviating parking
New York City by 2017. pressure on Uptown UNIVERSITY OF MICHIGAN
SOURCE: METRO-MAGAZINE
At this current point, it is impossible to predict the kk Provide assisted access to Deaf Association, to
future business model or models of autonomous unlock personal mobility with unprecedented
vehicles, whether people will continue to own vehicles access for those with auditory impairment
at the current rate or if ownership will drop. As
As AVs become more common, policymakers must
AVs grow, pilot programs in Uptown could provide
also ensure that those in legacy occupations (like
immediate benefits to local residents not only by
rideshare services and taxi drivers) can find work
alleviating traffic and parking issues, but by creating
as transportation changes. For example, professional
opportunities for new jobs in this quickly-evolving
drivers may need training and certifications to operate
industry. Opportunities to support AVs in Uptown
and maintain an AV. There may also be opportunities to
include:
shift responsibilities from driving to selling services to
riders or managing a large-scale fleet.

HELSINKI FINLAND
SOURCE: METRO-MAGAZINE
Similar
EXAMPLE OF ELECTRIC VEHICLE CHARGING STATION POWERED BY SOLAR PANELS technologies
could be used
BRING ELECTRIC VEHICLE (EV) CHARGING within the 147
STATIONS TO UPTOWN Community
Infrastructure
Hubs
Although EV vehicles are not yet ubiquitous, the
demand is growing. As EVs become more popular
and costs are driven down by the market, the demand
for charging facilities will increase. In many places,
homeowners can charge EVs overnight through their
home’s utilities. However, many homes in Uptown are
built without garages, or even alley access—making
at-home or overnight charging near impossible. As
this technology grows in popularity and becomes
more accessible for the average family, building
public charging stations or workplace charging will
be vital to ensuring the Uptown community’s ability
to take advantage of this technology. Uptown should
integrate electric vehicle charging stations into existing
and proposed Community Infrastructure Hubs with
parking. The presence of EV charging stations within
a community also opens the opportunity to convert
car-sharing programs to EVs, further reducing the
environmental impacts of cars. Without sufficient
recharging facilities, EV fleets are not a viable option15.

As a demonstration project, consider implementation


of the Solar EV Fleet Charging Pilot Project on the “2nd
Ave Parking Plaza,” first introduced by SmartPGH.
Plans included equipping the City facility with a solar SOURCE: ENVISION SOLAR
canopy to charge the City’s electric vehicle fleet and
other EVs.

15 San Diego Example Car2Go EV fleet


removal due to lack of EV infrastructure: http://www.
sandiegouniontribune.com/news/politics/sdut-car-share-
car2go-fleet-gas-electric-2016mar16-story.html
3.5 ESTABLISH A DISTRICT TDM & PARKING STRATEGY

FIGURE 62: PARKING UTILIZATION


ON-STREET

P arking defines much of Uptown today—and not in a


good way. The overabundance of surface parking
lots where buildings once stood blight and drain the
be utilized most efficiently as the parking demand from
each of those uses ebbs and flows over the course of the
day and the week, and it should be priced to discourage
vitality from Uptown, suppress property values and all but essential car trips. Off-street parking should
development, and reduce the “eyes on the street” that be “unbundled” from the sale and rental of residential
support a safe environment. Moreover, they mainly and office property, and space should be prioritized for
serve commuters heading Downtown or to an event bicycle parking, carshare vehicles and electric vehicles.
at the arena. In other words, those passing through
Uptown benefit from the abundant and generally low- In commercial areas, on-street parking should serve
cost parking, while those who live there (and many the adjacent retail businesses, both for customers
of those who work and study there) bear the negative and deliveries, rather than long-term parkers, and
effects. should be priced to ensure adequate turnover so that
drivers need not wastefully circle looking for a parking
The provision of parking—and associated policies and spot. Residential parking permits are one option to
pricing—must work in support of overall mobility and manage curbside usage on non-commercial streets,
development goals, because the two are inextricably but those systems must be carefully devised to avoid
linked. Abundant and cheap parking makes driving unintended consequences and spillover effects. In all
OFF-STREET
an easier choice, leading to more driving, more traffic, cases on-street parking regulations require consistent
more pollution and crashes, which begets a greater enforcement to be effective.
driving culture and higher expectations of easy
parking. The resulting development, in turn, becomes Throughout the planning process, Uptown residents
car-oriented. On the other hand, smartly providing and described the challenge they often faced in finding
pricing parking, and looking at parking structures and available parking on residential streets in the
lots as opportunities to facilitate other travel modes and neighborhood, blaming the lack of available parking
community amenities, can support the EcoInnovation on commuter employees for monopolizing on-street
District’s goals of sustainable, equitable, and innovative parking space and overstaying 1- or 2-hour parking
development. restrictions. A basic goal of parking regulation changes
in Uptown and West Oakland is to shift the use of
Today’s general best parking practice in cities is to on-street spaces now primarily used by commuters as
provide sufficient off-street parking to support the remote parking for Downtown and Oakland to be more
percentage of commuters who, for whatever reason, readily available for resident parking or in support of
must use a car. What off-street parking is provided local businesses and destinations that lack dedicated
should be shared between different land uses (e.g. parking.
housing, retail, office, and institutional) so that it can
The effective and efficient turnover of convenient Today, vacancy and surface parking lots account tactic to better manage parking in Uptown has the 149
parking spaces is most successful when the facility for 37% of the community’s land area of which potential to cost-burden residents. In Uptown, the lack
reaches an 85% occupancy rate, meaning that 10% to 24% is vacant and 13% is used for surface parking. of enforcement along segments of 1-hour and 2-hour
15% of spaces are not occupied at any given time and Development of these vacant and underutilized parcels, parking restrictions means that all streets essentially
are available for incoming parkers. This translates to commercial opportunities, and infill residential will function as free parking, with no threat of ticketing for
approximately 1 to 2 open spaces per block. When this decrease the off-street parking supply available to those abusers. Increasing enforcement will also result in a
threshold is exceeded, incoming drivers are forced to commuting into or through Uptown while potentially behavior correction, without an additional cost burden
circle the block for parking, creating congestion on local increasing parking demand as new employees, to residents.
roads, contributing to GHG emissions and pollution, and residents, and visitors come into the area. The need
frustrating drivers. A parking utilization survey of the to provide an appropriate—and appropriately priced— As communities grow, their parking needs and
neighborhood indicated that some blocks were, indeed, supply of parking that accommodates necessary driving demands also undergo transformations, requiring
over 85% occupancy, but that this level of occupancy trips while discouraging unnecessary driving trips, and different types of parking management. Addressing any
was not consistent along all blocks. that strikes an appropriate balance between demand parking problems should be part of a comprehensive
from residents and those working, studying, or visiting multi-modal transportation system evaluation. Driving
Ideally, on-street parking in Uptown would be close Uptown will be critical. and parking make up just one facet of a community’s
to 85% occupied. Utilization surveys completed on transportation infrastructure. In an area as well-served
a weekday afternoon revealed that a concentration To solve Uptown’s parking challenges, it is important by transit as Uptown, many people are able to live
of street segments along Fifth and Forbes Avenues to think more like an economist (supply and demand) without cars. Continuing to support the more efficient
experienced high on-street parking utilization, with and less like an engineer (how can we build more modes of transit, walking, biking, and rideshare helps
many street segments exceeding 85%. On the other parking). When the supply of any commodity is limited to reduce the strain on parking while helping residents
hand, neighborhood cross streets including Magee, and the demand for it is high, the price goes up. If the lead healthier lives and improving the environment.
Stevenson, and most of Van Braam and Miltenberger commodity is free, it will be quickly used up by the
displayed a more moderate utilization, ranging between first people who get to it, regardless of who might need
50%-80%, indicating that the issue with on-street it or want it more. In these situations, supply is the
parking may not be one of insufficient quantity but only thing dictating how much will be consumed. The
rather that some residents or businesses would like to same economic principles apply to parking, and that is
be able to park closer to their house or destination. why pricing is important. Cost-correction as a singular
150 MAKE PARKING POLICY “WORK” FOR
UPTOWN RESIDENTS

Balancing Uptown’s residential parking demand Over time, at the current price ($20-25), residential Recognizing that Uptown is changing, it will be
requires a district-wide approach that starts with parking demand is likely to increase, leading the city to increasingly important to establish mechanisms for
increasing enforcement to better define the problem, issue more permits. However, handing out more permit feedback to track and respond quickly to increased
the first step being enforcement and monitoring of parking passes does not solve the problem when on- pressure on residential parking resources.
residential permit areas. In an urban neighborhood street parking is at capacity.
where the housing stock does not have on-parcel kk Conduct near term monthly daytime and
garages it is an unrealistic expectation that residents kk If this is determined to be the case, the City evening utilization counts to understand how
will have dedicated on-street parking spaces directly should consider graduating pricing for residential enforcement of residential permit parking affects
in-front of each home. But, spaces should be available permits per additional vehicle per household. overall usage
within a short walk when they need them. This would incentivize residents to have the
fewest possible vehicles per household, and kk Conduct seasonal utilization counts to get a more
The City’s Residential Permit program is intended continue to encourage use of non-automotive accurate understanding of demand patterns
to help local residents park near where they live. modes as the community grows. within the system
Unfortunately, there is no system in place to keep
kk Parking utilization data and tickets issued kk Consider expanding hours of residential permit
track of how many spaces are available. Today, within
should be collected and reviewed over a series protection if it is found that non-permit holders
the designated residential permit zone there are
of 3 months to determine if high utilization on are abusing spaces
an estimated 301 on-street parking spaces, with an
additional 76 spaces on Forbes. There are currently residential streets is the result of non-permit
kk If residential on-street permit space utilization is
an estimated 225 homes within the residential parking holders overstaying time restrictions.
found to be high due to demand from residential
permit zone and 193 issued permits as of 2015, meaning permit holders, consider graduated permit
kk The City or Parking Authority should consider
that there are more available spaces on street than pricing per vehicle or limiting permits to one per
a dedicated Parking Enforcement Officer for
residential permits sold16. These numbers reinforce that household
Uptown and West Oakland’s residential areas
complaints from residents regarding lack of available
weekdays 8:30am–4:00pm to monitor abuse of
parking are not reflective of issued permits, but may
residential permit parking streets in the near-
indicate enforcement issues or residential parking
term, and following the reconstruction of Fifth
abuse.
and Forbes BRT to ensure a smooth evolution of
on-street use in the changing conditions.

16 RPPP Audit 2015. http://apps.pittsburghpa.gov/


co/Residential_Parking_Permit_Program_September_2016.pdf
151
FIGURE 63: EXISTING PARKING REGULATIONS IN UPTOWN
With its proximity to Downtown and Oakland and
existing issues with parking abuse by commuters, all
on-street parking should be metered and priced along
commercial corridors and regulated with residential
parking permit time restrictions on side streets.

kk Fifth and Forbes entirely metered

kk All blocks connecting with Fifth and Forbes


should be 2-Hour parking restriction

kk Meter Stevenson and Marion between Colwell


and Boulevard of the Allies

kk Extend residential permit parking area to include


Moultrie between Forbes and Tustin to limit
public parking on Tustin shared street

Potential policy changes the City should consider


system-wide to alleviate on-street parking congestion in
West Oakland and other high-demand or oversold areas:

kk Pursue reduction in rental unit residential


parking permits to 2 per household. (limit is
currently 3 per household)

kk Establish a progressive fee structure for multi-car


households, regardless of ownership status.
152 IMPLEMENT DYNAMIC PARKING
MANAGEMENT STRATEGY* FOR UPTOWN /
WEST OAKLAND

Now is the time for big changes to parking dynamics in Fifth and Forbes parking spaces should be priced to kk Restructure revenue collection such that all
Uptown. Major moves should be considered to manage maintain no more than 85% occupancy, and at rates parking meter revenue in the district go into
the supply of, and demand for, parking on Uptown and closer to those downtown. Long-term, consider metering local improvements, as part of the Parking
West Oakland’s streets. all on-street space within 100 feet of Fifth and Forbes Enhancement District designation, and be used
in Uptown (with dispensation for residential permits) to for transportation and streetscape improvements
DEMAND-BASED PARKING PRICING allow for the most flexibility of curbside management in the neighborhood.
and demand-based pricing. The goal of pricing is to free
Underpriced and free parking distort travel decisions. up just one or two spaces per block and shift the long- kk Pilot dynamic pricing for parking in the City of
Studies have found that free parking can increase term parkers out of high-demand spaces. Pittsburgh throughout the Smart Spine corridors.
the drive-alone rate for commute trips by as much as kk Pilot camera-based (or in-pavement) sensors to
50, and concluded that approximately 30% of cars in As changes to on-street parking and metering are
track parking demand throughout Uptown.
congested downtown traffic may be looking for parking, made, Uptown should pursue designation as a Parking
adding unnecessary vehicle trips to already congested Enhancement District after the Pilot in the South Side kk Pilot increasing on-street parking pricing on
areas17. Correctly priced parking can help address these Flats initial year passes. In the future, Uptown should game days/event days on Fifth and Forbes as
issues. consider event-day increased rates for on-street metered part of an Event Parking strategy.
spaces. Parking management technology opens the
Dynamic parking allows for the price of parking to door for fine-grain analysis of parking demand patterns kk Pilot camera or parking guidance system
align with demand in different areas at different to accurately balance the systems assets district-wide (PGS) technology in parking ramps with public
times to achieve the desired turnover of spaces. Much in real time. Some of these technologies are already real-time feedback (note: Envision Downtown
of Uptown and West Oakland is currently used as a enabled by the City’s Parking Enhancement District has piloted this system in Downtown PGH
parking lot for Downtown and the PPG Paints Arena, program. using off-the-shelf TV monitors posted at key
with on- and off-street spaces used by commuters intersections.)
and visitors to avoid paying a high price for parking
in garages closer to Downtown and Oakland. To kk Without additional enforcement, time-restricted
incentivize turnover for local businesses and preserve spaces in Uptown will continue to be abused
side-street parking for resident use, consider conversion by daytime commuter parkers. Integrating
of the full lengths of Fifth and Forbes Avenues, and technology may be the best solution for
adjacent side streets on the west end of the study area, managing Uptown’s parking challenges, as it
to metered parking with a pricing model maintaining a provides both instant feedback and tracking, and
competitive price for on-street spaces. enhances the efficiency of enforcement.
17 Hess, 2001; Willson and Shoup, 1990a; San Francisco
County Transportation Authority, 1996)
FIGURE 64: PROPOSED ON-STREET PARKING STRATEGY

153
THE DUQUESNE UNIVERSITY PARKING GARAGE IS ALREADY ONE OF
THE LARGEST FACILITIES IN THE CITY OF PITTSBURGH.

154 PARTNER WITH INSTITUTIONS & kk Pursue commitment from local institutions/
major employers not to expand their parking
MAJOR EMPLOYERS TO DEVELOP
footprint–instead, address access demand by
TRANSPORTATION DEMAND other means or deck on-street parking lots to
MANAGEMENT (TDM) PROGRAMS increase capacity.

Duquesne University has over 10,000 students, of kk Identify remote, shared parking resources. Focus
which 3,750 students live on campus in Uptown. on parking amenities at the periphery of Uptown
Most students find their housing off campus (many to reduce cut-through commuter traffic.
in nearby neighborhoods to the south) and commute
to campus. Although Duquesne provides shuttles to kk Reduce on-site parking through building
pick up off-campus students, many elect to drive. The incentives and resources for last-mile connections
Greater Hill District Market Study indicates a demand from remote parking resources (emphasis on
for potentially 630 new student beds over the next 5 access by transit/BRT, bicycle connections
years. In addition, there are currently about 7-8,000 and amenities for active transportation users,
jobs in Uptown, most of which are at UPMC Mercy and rideshare partnerships or payback incentives,
Duquesne University18. shift/flexible schedules to enable shared parking
spaces).
This means that there is an existing and increasing
population of students and employees coming to Beyond managing supply, Uptown stakeholders
Uptown every day, primarily by car. Unless mode share should pursue partnership and commitment from
for this population changes, the demand for parking for local institutions and major employers to establish
this group will also continue to increase. The increased Transportation Demand Management (TDM) programs
demand will spill over into the surrounding residential to incentivize employees and visitors to shift away from
neighborhoods, burdening Uptown and West Oakland personal vehicle use for commutes. Many programs
residents as well as those trying to visit local businesses exist that could be modeled to grow TDM in Uptown
and cultural destinations. and West Oakland. Common TDM Strategies to be
explored are listed on the opposite page. The Port
Managing demand for parking from these growing Authority’s Job Perks program, an incentive program
institutions will require an ongoing partnership for employers and workers, is one key example of an
to identify what quantity of off-street parking is existing TDM program in the Pittsburgh area. This
necessary to meet the demand from those who are tax-savings program, utilized by some area universities,
unable to utilize more efficient modes to access them, allows employers to offer transit passes pre-tax, and
e.g. whether additional off-street parking supply is employers benefit by saving on payroll taxes.
necessary or if existing supply is adequate if paired
with demand management.
18 Source from previous chapter - Interface
FIGURE 65: TRANSPORTATION DEMAND MANAGEMENT (TDM) TOOLBOX

kk Install bike parking + 155


kk Designate staff to amenities
promote and educate kk Parking cash-out kk Create health
programs ACTIVE
Organizational kk Create flex schedule FINANCIAL incentives programs
kk Discounted transit or TRANSPORTATION
Strategies INCENTIVES kk Bike-to-Work annual
kk Encourage ride-sharing in lieu of INITIATIVES event + monthly
employees to work parking spaces targets
remotely
kk More bike share

kk Designate convenient
carpooler spaces
kk Promote BRT kk Establish institution kk Create ridematching
PROMOTE PUBLIC MODE-SPLIT mode-split goals ENCOURAGE program
kk Discount public
TRANSIT transportation for MONITORING kk Conduct annual CARPOOLING kk Discount parking
employees travel surveys rate for carpoolers
kk Create emergency
ride home program

kk Rideshare/ride- kk Support demand


hailing service based pricing on-
partnerships street
RIDESHARE & kk Dedicate spaces for PARKING PRICE kk Regularly monitor SHARED kk Identify opportunity
carsharing utilization sites for shared
CARSHARE CONTROL PARKING parking
kk New microtransit/ kk Price based on
shuttle routes to demand and
transit or parking desirability
MAJOR EVENTS AT THE PPG PAINTS ARENA - SUCH AS A STANLEY
CUP HOCKEY GAME - CAN CAUSE HAVOC ON UPTOWN’S STREETS

156 ESTABLISH A MAJOR-EVENT


MANAGEMENT STRATEGY IN PARTNERSHIP
WITH THE PPG PAINTS ARENA

With Uptown’s proximity to the PPG Paints Arena – kk Emphasize pre-sale and real-time feedback to Balance demand for Garage Spaces:
with its thousands of visitors and employees - event- reduce congestion caused by visitors searching
based parking demand is a major challenge in the for parking; shift emphasis to the use of kk Use the PPG Paints Arena’s website to direct
area. These populations are looking for nearby parking Downtown lots for event parking. those arriving by car to parking structures in
on game days and more places to eat or have a drink Downtown and lots further west of the Arena in
before and after games. As the area grows to support kk Increase transit services and incentivize use of Uptown to shift pressure of vehicles circulating
additional stores that provide a wider range of services, transit for event day access to the area. looking for event parking beyond the Uptown
the demand for parking turnover – even during games pinch-points.
On- Street Management:
– will increase. As informal off-street lots are developed
along Fifth Avenue nearest the arena, competition for kk Increase signage from Grant Street
kk Event parking that remains in Uptown – both Transportation Center; emphasize as additional
spaces will increase, too. A holistic event management
on- and off-street - should be priced more event parking. (11-minute walk from here to
parking strategy must be devised in partnership with
competitively. This can be achieved through Centre Ave Arena Entrance)
the PPG Paints Arena to shift parking demand for major
implementation of variable pricing of on-street
events from Uptown toward garages elsewhere.
parking meters (described earlier in this section), kk Consider additional PPG Paints Arena parking
and increased on-street enforcement of parking exit westbound to Bedford Ave midblock
Parking management improvements for Uptown have
regulations during game time-periods. between I-579 access and Crawford (requires
three primary goals:
minimum 1 additional crossing guard)
kk Increase ticketing price for game-day tickets
kk Price on-street parking to reflect the demand for issued in on-street time-restricted spaces kk If street design reduces segment of Fifth Avenue
those spaces on event days; to ensure turnover to commensurate with on-street parking pricing. to 1 lane westbound, consider limiting Chatham
serve local businesses during events. Center Garage Exit to Washington Place only to
kk Implement meters and dynamic-pricing along reduce traffic on Fifth Avenue.
kk Emphasize off-street parking assets further from Fifth and Forbes with game-day rates (as
the arena, itself, for use by drivers searching successfully employed adjacent to Boston’s
for parking. Encourage and promote use of lots Fenway Park19)
in downtown, or further east and north of the
Arena, with the hope people will walk or take kk Establish a dedicated Parking Enforcement for
advantage of transit for their last mile. Uptown to circulate during event periods.

19 Boston Fenway Park Red Sox Variable Ticketing


Price. http://www.cityofboston.gov/news/Default.aspx?id=20070
FIGURE 66: POTENTIAL EVENT MANAGEMENT 157
STRATEGIES

Pre-sale /advertised by PPG Paints Potential parking lot

Emphasize Pre-Sale and Real-Time Parking Information: Increase Transit services: SCENARIO 01

kk Emphasize pre-sale and real-time feedback to kk Provide free or $1 shuttle to downtown parking
reduce congestion caused by visitors searching structures and remote lots post-game. Consider
for parking. In these lots, spaces would be pre- North Shore and First Avenue parking with T
sold in advance of the event. As awareness of to Steel Plaza. With BRT, consider alternative
the pre-sale only lots grows, fewer drivers will parking locations in Oakland and Wilkinsburg.
attempt to reach lots closest to the arena at the
time of the event, alleviating some congestion in kk Consider Pilot of Free Bus or Transit with event
the near area. ticket for same day (a strategy successfully
employed at Brooklyn, New York’s Barclays
›› Institutional Partnerships: Convert all Center).
parking facilities south of Centre Avenue to
pre-sale only.

›› Assist local private parking lot owners to


meet safety standards and shift to pre-sale
model on private lots to reduce idling for SCENARIO 02
parking. Encourage adoption of digital
tools for marketing of pre-sale spaces and
operation of lots.

kk Implement real-time parking feedback signage or


app to share PPG Paints Arena Parking facilities
capacity as they fill for events.
3.6 INVEST IN BICYCLE INFRASTRUCTURE & CULTURE

A s the Uptown and West Oakland communities


grow, it is imperative that local streets include
safe bicycle infrastructure that enables all residents—
without encountering potential conflicts with vehicles.
However, access points to these trails are limited. This
means that a cyclist may be forced to ride far out of
INFILL EXISTING BIKE NETWORK WITH
SAFE, ALL-AGES FACILITIES
young, old and in between—to ride their bike. Bicycling their way to reconnect to the local street network,
The Bicycle Confidence Scale, developed by the City of
is a reliable, fast, affordable, and healthy form of and finally to their destination. When forced to decide
Portland, categorizes who is riding a bike by using the
transportation. Developing this infrastructure will between safety and convenience, some cyclists will
following four classifications: (1) No Way No How, (2)
improve the quality of life for all residents. Bikes are choose a more dangerous on-street route to avoid a
Interested but Concerned, (3) Enthused and Confident,
more than transportation, without a metal cage bikes circuitous route. One great example of this trade-off
and (4) Strong and Fearless21.
put people in closer contact with their surroundings. exists already in Uptown. Cyclists are often seen
biking between Downtown and Oakland on-street
Without dedicated bike facilities, the on-street bike
Studies show that a multi-modal street holds benefits using the contra-flow bus lane on Fifth illegally. This is
network in Uptown and West Oakland does not provide
beyond increased connectivity. One such study a dangerous condition for people biking, and impedes
enough protection and perceived safety to encourage
completed by Smart Growth America, which surveyed the flow of City buses. Cyclists face these trade-offs
“interested, but concerned” people to ride on street. The
the impact of Complete Street design in 37 cities in the when a safe on-street network of bike facilities is not
rules that guide growth of a bike network are simple:
US, found remarkable positive returns for business in place. To grow a desirable and useful bike network,
districts with bike access20. All six of the responding convenient facilities on City streets must exist; routes
kk Build bike facilities that connect to each other;
agencies reported increases in businesses following that allow more direct connections to destinations and
infill segments that don’t connect.
their Complete Streets improvements. “Of these six will help facilitate longer trips by bike.
communities, two also noted that retail sales increased kk Establish a strong backbone of connected
at businesses after their redesigns. In Lancaster, CA, Every neighborhood has its own unique opportunities infrastructure that follows critical pathways
retail sales shot up 96 percent in the BLVD district, and and challenges for bicycling. In Uptown and between homes, employment centers, and
in Normal, IL, retail sales rose 46 percent in the Uptown West Oakland, topography is the challenge. The destinations.
District.” Although the data sets in these studies neighborhoods are constrained by the hillside, which
are limited and cannot prove a causal result from limited development of the street network. Today, kk Provide better bike facilities where more people
reconstruction, the study shows that there is a positive access to the area from Oakland is possible via only a live and work.
relationship between building multi-modal streets and few major roads—Fifth, Forbes, and Boulevard of the
economic development. Allies, and Bridges. No dedicated bike connections exist kk Design bike facilities that support riders of all
to Downtown or the Hill District for people biking on- ages and abilities.
In designing bike networks, the difference between street.
“convenience” bike facilities and “recreational” bike
facilities is important. In Pittsburgh, regional bike trails Making bicycling safer and more convenient will
like the Three Rivers Heritage Trail allow many who increase bicycling activity which will have positive
walk and bike a means of crossing longer distances impacts on the quality of life for everyone.
21 The City of Portland, Oregon. (2011, October 19).
20 Safer Streets, Stronger Economies Complete https://www.portlandoregon.gov/transportation/article/158497
Streets project outcomes from across the country, March 2015. Scale Creator: Roger Geller in the Portland Office of Transportation
FIGURE 67: PROPOSED BIKE NETWORK

159
PROPOSED FORBES AVENUE
COMPLETE STREET, INCLUDING
DEDICATED BUS LANE AND
SEPARATED BIKE FACILITIES
The lanes in the final BRT proposal may differ from what
was included at the time this rendering was created.

160

FIGURE 68: P
161

EXISTING FORBES AVENUE AND MILTENBERGER STREET.

On-street bike facilities can take many forms—but The single most important connections needed are on
generally the more protection from traffic provided, the Fifth and Forbes. These streets are critical connections
more comfortable the facility is for novice riders. More from Downtown and the larger region to Uptown and
robust bike facilities are needed in all directions from West Oakland for all modes, not just motorized vehicles.
Uptown and West Oakland. Some key pathways for They have higher traffic volumes than neighborhood
improvement or infill include: streets, and traffic signals at major intersections. The
scale of these streets, volume of traffic, and steep slope
kk Fifth and Forbes one-way pair: Protected bike mean that bike infrastructure must be robust. Facilities
facility planned as part of BRT project. must be comfortably separated from traffic to allow
the slower moving cyclists to take on hills without
kk Crawford / Pride Street (Uptown): Implement impeding vehicular traffic, and a physical barrier is
dedicated bike facility connecting to Center necessary to provide protection from high volumes of
Avenue into Hill District. traffic and city buses. Through outreach for the BRT,
the preferred design expressed by residents integrates
kk Brady Street (Uptown): Create bike connection
a separated bike lane on-street on the curb side of the
from Fifth and Forbes bikeways to Three
transit-only lane.
Rivers Heritage Trail via Brady Street through
construction of off-street path or lane reduction
Some recommended details in the design of bike
of Brady Street
facilities on Fifth and Forbes include a minimum width
kk Moultrie Street (Uptown): Create bike facility of five feet with buffer protection from vehicle lanes
connection between Fifth (westbound) and (vertical protection preferred), and bike signals at
Forbes (eastbound) bike facilities intersections to ensure turning vehicles do not cross
people biking. The most critical considerations are to
kk Kirkpatrick (W. Oakland): Stripe dedicated or reduce conflicts with vehicles and ensure predictable
enhanced shared bike facility along Kirkpatrick behavior by the street users. Intersection designs
north of Fifth Avenue should be consistent, where possible.

kk Second Avenue (Uptown): Create dedicated,


preferably protected, bike facility from
Armstrong Tunnel intersection with Second
Avenue to Second Avenue Parking Lot and Three
PROPOSED FORBES AVENUE AND MOULTRIE STREET Rivers Heritage Trailhead.
THE ONLY BIKE SHARE LOCATION
WITHIN UPTOWN AT FORBES AND
STEVENSON

162 MAKE THE BIKE COMMUNITY MORE


VISIBLE

Making people who bike more visible is about


reinforcing to everyone that Uptown and West Oakland
are bike-friendly communities. Seeing bike-related
amenities and facilities on-street establishes the
understanding that bicyclists are legitimate users of
the roadway and this is in fact where they are expected
to be. Programs and amenities to support cyclists
also have the effect of communicating that they are
welcome and can be just as important as infrastructure.
Establishing an Uptown Bike/Ped Committee to lead
the development of programs, events, and general bike
advocacy will help to affirm and celebrate the growing
cycling. Local bike advocate groups should continue
to work with the City and Stakeholders to improve
and increase bike access to shops and restaurants.
They should advocate for bike racks and bike corrals,
provide valet bike parking at outdoor events, organize
community bike rides and events, and promote the
“Bike-Friendly Community” message, or initiate a “Bike
Friendly Business” Campaign. Consider providing bike
valet at PPG Paints Arena events encourages biking by
ensuring that there will be safe parking for their bike
during events. Installing bike-counting totems along
the Fifth and Forbes bikeways, and featuring enhanced
bike parking areas also shows a commitment to the
bike community, and provides physical evidence of
cyclists when they aren’t seen biking on street.

Amenities for cyclists can be a draw for new residents.


Developers should be encouraged to provide indoor
bike parking, purchase shared bikes for tenants,
sponsor bike share stations, or support the creation of a
Community Bike Garage.
EXPAND BIKE SHARE IN UPTOWN AND 163
WEST OAKLAND

In June 2015, the City of Pittsburgh in partnership of Forbes and Stevenson, and north of the PPG Paints Potential locations for long-term expansion/infill
with local advocacy organization Bike Pittsburgh, and Arena on Center Avenue. These stations provide include:
Allegheny Health Network, and Pittsburgh Bike Share convenient access from Mercy Hospital, Duquesne,
launched the Healthy Ride bike share system with and the PPG Paints Arena, but many of the homes kk At Birmingham Bridge near Fifth Avenue and
500 bicycles and 50 stations city-wide. The system is in Uptown are located at the edge of, or outside, the Kirkpatrick Street
one of very few “smart bike” systems now in operation 4-mile service area from these stations. West Oakland
worldwide, in which the customer’s point of interaction is similarly underserved by Healthy Ride bike share. kk Locations along Three Rivers Heritage Trail near
is physically located on the bicycles themselves instead The nearest bike share station is at the intersection of Downtown, Second Avenue Trailhead, and [CMU
of a nearby kiosk22. Coltart Avenue and Forbes Avenue, but most homes Industrial park]
along Robinson Street are beyond a 1/2-mile walk
kk Along Fifth Avenue near Robinson Street
As one of many transportation options for linking trips, from this station. To make the system more useful
bike share can be a great solution for the first- and to residents, at least an additional three bike share In Pittsburgh, steep inclines may dissuade some
last-mile connections— completing the last leg of a stations should be in the neighborhoods, with additional commuters from using bikes as transportation—but
journey from transit to the doorstep of your destination. station expansion where possible. station co-location with transit hubs will allow longer
For residents and visitors alike, bike share also makes distance commuters a seamless multi-modal journey.
this connection possible for those without access to a Suggested station locations are: Many cities like Birmingham, Alabama also provide
bicycle. For many, using bike share is a better option a fleet of electric-assist bikes as part of their standard
than taking their own bike on transit to create those kk Along Forbes Avenue near Seneca Street bike share systems, an option that should be explored
connections, as it removes the hassle and physical in Pittsburgh. These e-assist bikes have a small electric
barrier of getting one’s bike on and off the bus. To make kk Dinwiddie and Fifth as part of Dinwiddie Civic
motor that gives riders increased power while pedaling,
bike share a viable option for all local trips, stations Plaza design
which helps riders go longer distances or up steeper
must be distributed spatially throughout the area, with inclines. Pittsburgh should work with the bike share
kk Near the intersection of Robinson Street and
special attention to proximity to major employment provider to begin integrating e-assist bikes into the
Terrace Street
centers, amenities, recreation, and health care centers. Healthy Ride fleet. Update City laws/regulations, and
Bike share networks are most effective when stations work to update State laws as needed, to legalize and
are located less than 1/2-mile from each other in create a rational regulatory framework for e-assist
all directions, but with the significant topography bikes.
and physical barriers, 1/4-mile station area is more
appropriate for Uptown. Homes and destinations
within a 1/2-mile radius around a station are typically
considered within the “service area” of that station.
Uptown currently has two stations: at the intersection
22 Healthy Ride Bike Share Station Locations Map -
https://healthyridepgh.com/stations/
The Three Rivers
Heritage Trail
164 is visible from GROW REGIONAL BIKE TRAIL NETWORK
Brady Street, but AND CONNECTIONS TO/FROM UPTOWN
inaccessible.
The Three Rivers Heritage Trail is a 25-mile urban Uptown. East of the trailhead from the Second Avenue
rail-trail on either side of the Monongahela River. It is Parking Lot, there is no trail access point until Bates
accessible via only one direct pathway from Uptown - Street, nearly 2 miles away.
through the Armstrong Tunnel and along the sidewalk
on Second Avenue, then through the Second Avenue An informal connection to the trail can be reached via
Parking Lot. Brady Street under the Birmingham Bridge, but people
walking and biking must traverse uphill along gravel
Trails can be a crucial element to a seamless urban or and dirt to reach the trail. This connection represents
regional multi-modal transportation system. Trails offer a low-hanging fruit recommendation to formalize the
safe and comfortable off-road option for people who connection to the Three Rivers Heritage Trail under the
bike and walk, and a great alternative for bikers who Birmingham Bridge. With bike-access possible via the
are uncomfortable with riding on streets with vehicle Birmingham Bridge, this is a natural trail connection.
traffic. Improving multi-modal connections to the To complete this connection, bike facilities would
Uptown neighborhood for people biking and walking need to be built between Brady Street at Forbes to the
not only increases transportation options, but celebrates Birmingham Bridge at Fifth along Moultrie Street or on
an amenity already in the neighborhood. Trails are adjacent parcels. This would provide a more convenient
destinations. They provide accessible, widely available connection from West Oakland to the Three Rivers
and low-cost opportunities to meet the physical activity Heritage Trail.
needs. Creating and improving connections to the
Three Rivers Heritage Trail, and constructing new trails Connections to the Three Rivers Heritage Trail:
makes the most of open spaces in and around Uptown.
kk Create formal trailhead at Brady Street near
In addition to providing a safe place for people to enjoy Second Avenue
recreational activities, the trail is a viable transportation
corridor connecting Downtown to Four Mile Run. Today kk Make improvements to the Armstrong Tunnel
there is no safe and direct access point to the Three and Second Avenue trailhead
Rivers Heritage Trail from Uptown or West Oakland.
New trail opportunities introduced in section 4.2:
The only existing trailhead is from the Second Avenue
Parking Lot, with no on-street bike facility connecting
kk Build the Colwell Street Greenway (reference in
to it along Second Avenue. Improving access to this
plan)
trail should be a priority in growing the bike network in
kk Construct a Hillside Trail (reference in plan)
165
infrastructure
Invest in Sustainable Infrastructure –
Improve community health, upgrade existing parks, create new parks and
trail connections, manage stormwater, and implement district energy.

“Create an “Emerald Strand” of parks,


gardens, urban farms, and pedestrian/
bike paths starting in the Hill at the
Kennard Playground (at Reed and
Kirkpatrick), connecting to the landslide
farm.”

- Quote from Open House Participant


KEY GOALS ADDRESSED:
EQUITY HEALTH CONNECTIVITY PERFORMANCE
Foster a vibrant, diverse community where the Elevate individual, community and environmental Create stronger connections to the Hill, Oakland, Pursue solutions for water, building systems and
residents of Uptown/West Oakland are an active health in the planning, design and development of Downtown, the Monongahela River, nearby parks district energy that will enable Uptown/West Oak-
and vital part of the community’s future, benefit Uptown/West Oakland. and forested slopes, and beyond. land to reach the highest levels of environmental
directly from improvements and performance and efficiency.
don’t solely bear the burden of
systems that largely serve other
communities.

167
KEY TAKEAWAYS:

kk UPTOWN CONTAINS AMAZING NATURAL ASSETS THAT ARE UNTAPPED/UNDERUTILIZED.


kk THE NEIGHBORHOOD HAS THE FEWEST NUMBER AND ACREAGE OF OPEN SPACE COMPARED TO NEIGHBORHOODS CITYWIDE - 1/2 OF THE HILL
DISTRICT AND A 1/4 OF DOWNTOWN.
kk HILLSIDES, STEEP SLOPES, & ANTIQUATED INFRASTRUCTURE CAUSE SIGNIFICANT STORMWATER ISSUES.
kk THERE EXISTS AN OPPORTUNITY TO INTEGRATE DISTRICT ENERGY WITHIN EXISTING INSTITUTIONAL SYSTEMS.

POTENTIAL RESULTS:

kk OVER 10 ACRES OF NEW OPEN SPACE - AN OVER 300% INCREASE


kk 2.25 MILES OF NEW TRAILS & CONNECTIONS
kk A 40% STREET TREE CANOPY UP FROM 5% TODAY
kk 30 ACRES OF STORMWATER MANAGEMENT ACCOUNTING FOR 20% OF UPTOWN'S EXISTING IMPERVIOUS SURFACES
kk RESILIENT AND INEXPENSIVE DISTRICT ENERGY WITH REDUCED CARBON DIOXIDE EMISSIONS
kk INCREASED RECYCLING, COMMUNITY COMPOSTING AND LESS WASTE DIRECTED TOWARD LANDFILLS
WHY IS THIS IMPORTANT?
OAKLAND CENTRAL BUSINESS
AREA: 979 acres DISTRICT (CBD)
OPEN SPACE: 45 acres AREA: 433 acres
PERCENTAGE: 5% OPEN SPACE: 36 acres
PERCENTAGE: 8%

168
U ptown is blessed with some potentially amazing
natural assets: an incredible wooded hillside to the
northeast that could serve in both an open space and
Uptown is also impacted by stormwater flooding,
stormwater quality, and air quality issues—in part due
to steep slopes on the north and south, a lack of tree
FIGURE 69: ENVIRONMENTAL CONCERNS FOR
THE NEIGHBORHOOD

ecological capacity; and a stunning 180-degree view cover, an abundance of impervious pavements, and
down to the Monongahela River—if one could safely poor soil quality throughout much of the neighborhood.
Because stormwater is not being absorbed into the
connect to the hillside bluff overlooking the river. It
subsurface soils, it inundates and overwhelms existing
also boasts an emerging urban agriculture movement, sewer infrastructure, often resulting in flooding in
experiments in public art and landscape throughout streets, basements, and the first floors of buildings.
the neighborhood, small but socially important It also brings with it debris, trash, oils and other
gathering spaces like the Tustin Street Playground and mild contaminants that it picks up from the streets,
community garden, and an incredibly energetic set of rendering it hazardous to people, plants, and wildlife.
residents at work in these spaces and efforts. Air quality is among the poorest in the city, impacted
by remaining industrial uses on the River but largely
Unfortunately, many of these assets are yet untapped due to the enormous number of vehicles moving
or mostly unrealized. They lack physical and visual through Uptown on Fifth and Forbes Avenues and just
access to them, connections between and among them, to the south on Boulevard of the Allies, Interstate 376,
and the Penn Lincoln Parkway. And where landscape
and have limited resources to support major upgrades
and trees do exist, they are often only in fair health
or expansion except for the time and efforts and and rate poor on an ecological scale – offering very
personal contributions of those active in their founding, limited contributions to wildlife habitat and ecological
installation, and upkeep. diversity.

Uptown contains among the fewest number and Landscapes and sustainable infrastructure can address
acreage of open spaces and parks throughout the city. these challenges and form the basis for a lush, healthy,
It has half the amount of open space as the Hill District, socially vibrant, and environmentally robust and
and about a quarter that of Downtown. Few places sustainable community—rooted in its people and in its
within the neighborhood are served with open space place. Landscapes can clean air, water, and soil, and
within a 5-minute walk, an important national and City help mitigate the impacts of stormwater in the district.
Landscapes can reduce urban heat through canopy
standard for healthy communities. Uptown also lacks a
coverage and planting, which also helps to absorb
diversity of open space types: currently several formal carbon out of the atmosphere. Landscapes can also
and informal community gardens and a play space contribute to emerging food networks, and provide
exist, but larger neighborhood and district open spaces rich sources of fresh fruit and vegetables in a portion
and plazas, parks and landscapes are all lacking. And of the city lacking good food access. By investing in
while the hillside is potentially a great open space asset, the community’s landscape and open spaces, an idea
it lacks adequate access to and through it. pursued by the Greenprint Plan in the Hill District,
we can improve the visual quality of a neighborhood,
create places for community and cultural gathering,
FIGURE 70: PERCENT OPEN SPACE - NEIGHBORHOOD COMPARISONS

HILL DISTRICT SOUTH SIDE UPTOWN


AREA: 788 acres AREA: 602 acres AREA: 204 acres
OPEN SPACE: 37 acres OPEN SPACE: 24 acres OPEN SPACE: 4 acres
PERCENTAGE: 5% PERCENTAGE: 4% PERCENTAGE: 2%

and help to greatly improve the residents’ quality 169


of life. Importantly, too, investing in parks, open
spaces and landscape in Uptown is an opportunity for
innovation by developing environmental techniques
to address the challenges of flooding and air quality
with new hybrid forms of parks and open spaces that
act as infrastructure. This kind of a commitment to
the community will help set Uptown apart from other PROMOTE INCREASE CAPTURE CLEAN SOIL
neighborhoods in the City and provide other places HEALTHY ACCESS TO & CLEAN
LIFESTYLES HEALTHY FOODS STORMWATER
with new models for how to creatively manage these
kinds of challenges.

In addition to landscape, we must critically evaluate the


opportunity to conserve and reuse where possible and
evaluate our current energy needs. The City mandates
recycling but there is still much that gets thrown away
that could be reused. However, the local institutions
are leading the way toward reducing waste – an effort
that should be encouraged. Duquesne University, for IMPROVE AIR CREATE HABITAT STABILIZE RESEARCH &
instance, diverted 26% of its waste from landfills in QUALITY FOR WILDLIFE NEIGHBORHOODS TEST NEW IDEAS
2016.

With respects to energy, Pittsburgh is already a national


leader in implementing district heating and cooling.
This interest has sparked conversations about the
possibility of implementing a district energy system
and micro-grid in Uptown. Currently, government and
institutional facilities (Duquesne University, UPMC
Mercy Hospital and the Allegheny County Jail, consume
approximately 69% of all electricity in Uptown. REDUCE PUT VACANT LAND GENERATE CREATE JOBS &
Commercial and industrial load account for the 29% of MAINTENANCE TO PRODUCTIVE ENERGY JOB TRAINING
COSTS USE OPPORTUNITIES
electricity use. Single family residential use has the
smallest share at 2%. However, Duquesne and UPMC
Mercy are already addressing much of their energy
needs and the NRG plant next to the Arena will supply LANDSCAPES CAN BE USED
Mercy with heating and cooling. The opportunity is to PROMOTE
integrate district energy systems into new construction NEW KINDS OF FOR A VARIETY OF DIFFERENT
SOCIAL LIFE
as the community grows and help existing residents PURPOSES
connect to this infrastructure.
community
VISION
INFRASTRUCTURE

MAJOR STRATEGIES

CREATE AND EXPAND OPEN SPACE


AMENITIES FOR RESIDENTS

CREATE NEW GREEN CONNECTIONS

USE LANDSCAPING TO ENHANCE


LOCAL QUALITY OF LIFE

UPDATE UNDERGROUND
INFRASTRUCTURE

PURSUE DISTRICT ENERGY

BECOME A MODEL FOR INNOVATIVE


WASTE MANAGEMENT AND
UPCYCLING
171
4.1 CREATE AND EXPAND OPEN SPACE AMENITIES FOR RESIDENTS

U ptown is a location in great need of new and


improved open spaces for residents. When asked
to prioritize the ideas presented in just this chapter,
the top ten community priorities. From the outset of
the project, we worked closely with Uptown residents
to help define where these potential parks could be
CREATE A NEW CIVIC PLAZA AT FIFTH AND
DINWIDDIE
the residents’ top four choices all had to do with located and what types of activities they would be
Fifth and Dinwiddie is a major intersection where
creating new parks that also manage stormwater. Of designed to support. By investing in the parks and
the Hill District meets Uptown. It is a corner that is
all strategies included in this plan, recommendations open spaces described below, Uptown would increase
100% visible to all passing through—and roughly at
to create and improve specific parks occupied half of the amount of available open space by 300%.
the geographical center of the entire District. Here
the opportunity is for a district-scale meeting place,
a lushly planted and socially vibrant plaza on either
side of Dinwiddie, that gives primary presence to the
old high school, that establishes a new focal point for
new development and for the community at large.
Envisioned by residents as an active plaza, it can serve
as a festival and event space on occasion and become
the district’s signature open space offering a place to
bring the community together. The space dedicated
for this use is currently owned by the URA on the
west side of Dinwiddie and the City to the east. Its
design should include a BRT station stop or locating
one nearby but also be closely coordinated with the
potential development of other land owned by the URA
in that location.

This project has the potential to align community


desires for additional transit connections to the Hill
District. If a transit route is created along Dinwiddie
Street connecting to the Hill District, Dinwiddie Civic
Plaza would become a transit hub serving both the
Dinwiddie route and the BRT routes along Fifth Avenue.
The design for Dinwiddie/Fifth Civic Plaza must support
safe circulation of transit vehicles in the context of a
hub of pedestrian activity.

FIGURE 71: RESIDENT OPEN SPACE PRIORITIES


Design considerations include:

kk Ensure streetscape supports safe pedestrian kk The cross section of Dinwiddie Street should
crossings in all directions and universal design at minimum restrict parking to a single side
details. (west) with two 12' vehicle lanes. (A dedicated
bike facility is not possible on Dinwiddie Street
kk Consider Leading Pedestrian Interval (LPI) in without removing all curbside parking due to
pedestrian crossings as volumes increase. LPI’s constrained width) 173
provide pedestrians a 3-7 second head start to
cross the street. kk Identify and gain commitment from community
partners to manage and maintain Dinwiddie
kk Curb radius at Dinwiddie intersection with Fifth Plaza as part of the design and implementation of
must easily accommodate a turning City bus. this project.

FIGURE 72: PROPOSED DINWIDDIE CIVIC PLAZA


EXPAND THE TUSTIN STREET
GARDENS / TOT LOT INTO A
NEIGHBORHOOD PARK

174
POTENTIAL EARLY ACTION
PROJECT

EXISTING TUSTIN STREET


175

As demonstrated by hydrology maps, Tustin Street Importantly, the street itself is transformed to visually
sits at a critical junction in the overall sewershed and and physically link the two sides of the street and the
therefore needs to handle a lot of stormwater during two parts of the park. Implementation of a shared
storms. In addition, Tustin Street is home to one of the street design could begin with a temporary shared
very few community green spaces in Uptown. For these street design using movable traffic diverters and
reasons, Tustin Street is a critical opportunity for both pavement marking. Next, speed tables at the entrance
enhanced parks space and stormwater management. to Tustin Street at Jumonville Street would signal to
drivers that they are entering a shared space. Finally,
The neighborhood efforts that have been put into the a full scale curbless “woonerf” design (Jumonville
Tustin Street community garden and tot lot are a terrific Street to Moultrie Street), or central raised table, would
starting point for an expanded and true neighborhood give priority to people in the shared space created.
park that will better serve the local neighborhood—a Design elements such as tactile warning strips can be
place shared by kids, families, old and new residents, integrated into a shared street design to ensure it is
artists, gardeners, and the elderly. Rather than separate accessible for users with limited vision. The curbless
areas for gardening, play, or sitting, the expanded design itself is more accommodating to those with
neighborhood park creates more opportunities to mix barriers to mobility because it minimizes grade changes
and interact, so people enjoying one activity area can (i.e. ramps). A partnership with the local institutions
see into others, and the people enjoying those. Fruit- serving the deaf and blind in designing the street would
and nut-bearing trees can be integrated into the play ensure that all users can enjoy the result.
space itself, providing shade for kids and extending the
food growing capacity of the park across the whole site.

FIGURE 73: POTENTIAL SHARED STREET ON TUSTIN


176 TRANSFORM THE HILLSIDE INTO AN OPEN Stormwater retention strategies will be integrated
throughout, slowing stormwater as it moves down the
SPACE AMENITY AND STORMWATER PARK
hillside and offering a ground for experimentation
for new stormwater retention strategies that can be
The Hillside north and east of Forbes is perhaps
implemented across the city. Kirkpatrick Street is an
Uptown’s greatest untapped resource. It’s an amazing
essential element of this strategy as the street covers
and dramatic landscape, with lushly planted hillsides,
what was once a creek that conveyed water to the
steep roads that disappear into the forest, and a
River. It is important to redesign this street to slow
scattering of stair and path remnants active in years
stormwater before it reaches low-lying areas of Uptown.
past. Yet today these steps and pedestrian trails are in
disrepair, the roads lead nowhere, the vegetation has
Existing community gardens and urban farms will
been invaded with new species that block others out,
be expanded to increase capacity and visibility, and
and stormwater sometimes pours off the hillside in
will accommodate other uses such as walking and
large storm events.
sitting so that multiple populations can mix in these
important food landscapes. Most dramatically, overlook
We imagine the hillside transformed into Uptown’s
structures will extend from the hillside, through the
premier open space, a lushly planted hillside with
tree canopy and out into the clear air, offering walkers,
community gardens, urban agriculture, river overlooks,
hikers and bikers the opportunity to take in vistas of
and community gathering spaces—all linked up with
the entire Monongahela River Valley, from Downtown
neighborhoods north and south, and with the future
to the South Side and beyond. These overlook
bus rapid transit system. An accessible trail system
structures may also double as air quality monitoring
will serve as an amenity reconnecting Uptown, West
stations, providing vital statistics to those monitoring
Oakland and the Hill District.
environmental improvements in the district.

Innovative work already underway on the hillside


should be supported. This includes an initiative to
plant specific species of mushrooms to clean the ecoli
bacteria found in the ground water. Naturally cleaning
the water in this way will provide a ready water source
for irrigating crops within Landslide Community Farm.

FIGURE 74: POTENTIAL WOODLAND OVERLOOK


FIGURE 75: WATSON BLUE ALLEY
DEVELOP A NEW BLUE ALLEY ON INTEGRATE NEW GREEN SPACE AT FORBES 177
WATSON STREET ON THE WESTERN END & STEVENSON TO CAPTURE STORMWATER
AND SUPPORT NEW SOCIAL USES

Watson Street’s downhill location from Forbes At Forbes and Stevenson, a historic warehouse on
Avenue and it’s undersized sewer infrastructure the north side and a parking structure on the south
creates stormwater backups near the corner of Boyd side are both set back from the street, creating more
and Diamond. It is also serves as the defacto public parking and a green buffer. Neither actively serves in
space for several social service organizations that a stormwater retention capacity—in fact the impervious
lack the interior space capacity to handle all of their parking area exacerbates stormwater problems—and
beneficiaries. neither is designed to support social use. Yet the
location is important in that in marks an intersection
Watson can be transformed as an innovative new Blue between institutional uses at the University and more
Alley, a multi-functional space that services existing retail uses that serve the wider district.
buildings, creates a mixed use street that can provide
space for social activity, integrates stormwater retention This space can be renovated as a Blue Plaza that spans
strategies to alleviate flooding and runoff, and still Forbes Avenue and extends from one building face
accommodate parking. Here, new paving can mark to the other, with integrated and continuous paving
the street as a shared pedestrian and vehicular space, patterns that visually unite the space and help to FIGURE 76: FORBES & STEVENSON
new stormwater gardens can detain stormwater and slow traffic along Forbes. Stormwater gardens will be GREEN SPACE
enhance the visual qualities of the space, and informal integrated to collect and hold stormwater during peak
drop-in areas can enhance some of the uses within storm events, and new seating areas will encourage
the buildings themselves, adding sitting and waiting social activities, the extension of café spaces from
capacity and a better quality of environment for all who inside the warehouse building, and the development of
work in and utilize the offices and storefronts in the a new meeting area at the intersection of a robust new
area. mixed use neighborhood and university campus.
4.2 CREATE NEW GREEN CONNECTIONS

C reating new parks and open spaces will not


be enough. Despite Uptown’s small footprint,
it is remarkably disconnected both from nearby
CREATE CLEAR CONNECTIONS TO THE
HERITAGE TRAIL
integrated throughout, providing easy and safe access
from Forbes and Kirkpatrick to the Heritage Trail and
the riverfront below. New plantings and stormwater
neighborhoods and amenities. Major corridors like gardens inhabit the areas beneath and around the
Uptown offers few opportunities to connect to the
Fifth, Forbes and the Boulevard of the Allies carry freeway pilings, creating a fantastic new space unlike
lower Heritage Trail along the river, due to the steep
a lot of traffic that serves to divide the community. any other in Pittsburgh—a true merging of twentieth-
slopes along the neighborhood’s south side and the
Topography, steep slopes and unfinished or failing century infrastructure with forward-looking and multi-
layers of transportation infrastructure that have come
infrastructure only serve to further separate Uptown functional open space.
to inhabit the various elevations of the hill. But the
residents from what is nearby. Several key connections
street connections are inhumane and dangerous for
need to be addressed. The space includes important amenities to address
pedestrians and bicyclists trying to get down, and the
air quality as well. Carbon “scrubbers” are proposed
old stream valley has been filled in with hard surfaces
to take carbon from the nearby traffic out of the air.
that exacerbate stormwater runoff problems here.
Implementation of these scrubbers need to be closely
monitored to provide quality data on the improvements
Yet the opportunity is huge. The slope and open lands
possible with this new technology.
around and beneath the roadway infrastructure can be
transformed into a unique stormwater park that offers
A lot of engineering and design is necessary to carry
new and dramatically beautiful access opportunities,
this proposal toward reality. Specific solutions need to
trails, and layered stormwater wetlands that retain
be designed to model stormwater in this area and a new
stormwater runoff and improve its quality before if
structure that connects Brady Street to the Heritage
heads down into the river. PennDOT land adjacent to
Trail for cyclists and pedestrians needs to be tested for
the Birmingham Bridge should be used for stormwater
feasibility.
functions to manage stormwater prior to the underpass.
From there, accessible pathways and bikeways can be

FIGURE 77: HERITAGE TRAIL CONNECTION


EXISTING CONNECTION TO THE HERITAGE TRAIL.

BIRMINGHAM BRIDGE

FORBES
AVE. BLVD. OF
THE ALLIES
THREE RIVERS
PARKWAY TRAIL PARKWAY SECOND
EAST EAST AVE.
FIGURE 78: PROPOSED HERITAGE TRAIL CONNECTION

179
FIGURE 79: POTENTIAL COLWELL
CONNECTOR SECTIONS

180 IMPROVE COLWELL AS A GREEN


CONNECTOR

Across the Hillside, Colwell Street and remnant and Deaf Services an outdoor fitness amenity for their
trails can be reconfigured and redesigned as a green clients. This trail extends further east to the MLK
connector that links neighbors, urban farmers, Community Garden at Warren K. Branch Park, with
community activities, and new and old residents alike. one of two hillside overlooks offering river views and a
It can also provide a new kind of urban hiking and food connection down to Soho Community Park, then follows
experience in the city. along Kirkpatrick and crosses to extend as hillside
trails that link up to the Landslide Community Farm
Colwell Street itself is refashioned as a multi-use street, and West Oakland neighborhoods. This extended trail
with recreational trail alongside vehicular lanes, all connection will leverage the value of Uptown’s gardens
lushly planted and with integrated green infrastructure. and social services while connecting the Hill District,
From the Albert Turk Graham Park on Vine Street West Oakland and Uptown communities. As the trail
in the Hill District, an on-street trail will provide a develops, the City and community partners outside
connection down to Colwell Street and extend to the the study area should look for further opportunities to
Wyandotte Garden and De Raud Street as a fitness trail. increase connections to the trail and expand this trail
This improvement will provide the Center for Hearing into a system of trails.

FIGURE 80: PROPOSED COLWELL CONNECTOR


FIGURE 81: PROPOSED COLWELL GREEN CONNECTOR

MLK COMMUNITY GARDEN


181
& STORMWATER PARK
TRANSFORM BOULEVARD OF
THE ALLIES INTO UPTOWN'S
RIVERFRONT

182
“THE BOULEVARD OF THE ALLIES
SHOULD NOT BE A “HIGHWAY.”
IT SHOULD BE MORE OF A TRUE
BOULEVARD - SLOWER AND MORE
ATTRACTIVE.”
BOULEVARD OF THE
ALLIES CURRENTLY
- Quote from Open House Participant FUNCTIONS AS A LIMITED
ACCESS HIGHWAY
PASSING THROUGH THE
NEIGHBORHOOD

PENN LINCOLN HIGHWAY

BOULEVARD OF THE ALLIES

TUSTIN STREET
Frederick Law Olmsted once imagined Boulevard of The solution can include one of two options. Both FIGURE 83: BOULEVARD REDESIGN CONCEPT 183
the Allies as a civilized and lushly planted parkway reduce the Boulevard from four to three lanes, enabling
that lined the top of the slope from the Monongahela it to capture the extra space for a river-facing trail
River, with trees and walking paths that offered both with overlooks. One option treats the middle lane
pedestrians and vehicle passengers incredible views of as a reversible lane that responds to peak-hour flow,
the river valley below. This is now little more than a enabling the Boulevard to carry essentially the same
high-speed highway, packed tight against the Uptown number of vehicles it does currently. The other treats
neighborhood but severing it from the incredible river the middle lane as a planted median with turn lanes
landscape below. enabling access to Uptown from both the east and west
– a vast improvement from existing conditions.
While the vertical slopes of the hillside and the
infrastructure below prevent Uptown from having a While a substantial opportunity, reconsidering the
riverfront on the Monongahela River, there is great Boulevard of the Allies is not only costly, but politically
opportunity to redesign the Boulevard as a true sensitive. It currently serves to connect a regional
Boulevard, lined with trees, with safe crossings at highway system that carries users from all parts of
cross-streets, and with river overlooks and a planted the region. However, its impact on the community’s
promenade for pedestrians. This would truly be health and the safety concerns that come with high-
Uptown’s riverfront to rival any in town—think of the speed traffic so close to a neighborhood makes this
upper level boulevard along Fort Duquesne Boulevard an important strategy to evaluate closely. For those
as an example. This would be a great opportunity concerned about traffic impacts, the reconstruction of
to truly connect Uptown to the rivers that make Fifth and Forbes will provide a useful case study to help
Pittsburgh great, and to offer residents an enhanced advance the discussion.
quality of life beyond any other.

FIGURE 82: EXISTING & PROPOSED BLVD. OF THE ALLIES SECTIONS EXISTING BOULEVARD OF THE ALLIES.
BOULEVARD OF THE ALLIES TRANSFORMED
INTO A TRUE BOULEVARD:
UPTOWN’S RIVERFRONT

184
185

FIGURE 84: PROPOSED BOULEVARD OF THE ALLIES


4.3 USE LANDSCAPING TO ENHANCE LOCAL QUALITY OF LIFE

U ptown suffers from challenges related not just to


issues like stormwater runoff but also from illegal
dumping and a character that all too often signals
ENCOURAGE ALTERNATIVE APPROACHES
TO MANAGING VACANT LAND
MAXIMIZE AND CONNECT LOCAL FOOD
PRODUCTION OPPORTUNITIES
the community is unsafe. Strategically investing in
While existing vacant properties contribute negatively While Uptown could be characterized as an urban food
landscape improvements, tree plantings and the ecology
to quality of life issues, perceptions of blight and desert—a neighborhood lacking traditional sources of
of the community can provide residents with: More
abandonment, social life, and environmental health, fresh foods, fruits and vegetables (like true grocery
access to quality open space; cleaner air and water;
Uptown could become the city’s leading neighborhood stores)—it has a number of vibrant community gardens
a more comfortable and attractive environment; and
for alternative and innovative landscape infill that could form the basis of a new landscape-based
access to fresh food.
strategies. A wide range of interim and permanent food network of gardens, groves, and food incubators
landscape and open space uses should be implemented throughout the district.
across the district, signaling an open and innovative
approach to the role landscape can play in urban To accomplish this, existing community gardens need
neighborhoods. to be enhanced, expanded, and provided with better
access. As reflected to the ongoing work of gardeners
Green and blue infrastructures (landscapes that clean and their partners, these spaces need to be designed to
water, soil, and air, and detain stormwater); urban better support food production and to offer expanded
LANDSCAPING IN UPTOWN. agriculture and community gardens; art installations amenities for other residents and visitors who are
and events; community and district gathering spaces; simply interested in using the community gardens
landscapes for research and energy generation, and as a place for passive recreation and enjoyment of
for testing and monitoring; and river overlooks and open space (in this way, the gardens also serve in an
promenades are all part of the expanded suite of important educational role). Connective trails between
landscape types that can occupy currently vacant and and among the gardens—including the Landslide
underutilized properties and rights-of-way throughout Community Farm, the MLK Community Garden, the
Uptown. Moultrie Street Garden, the Wyandotte Garden—could
link one to the other, provide accessible pathways
Importantly, because space is at a premium and through the hillside, and even link up to a potential
landscape must contend with so many issues, single-use food incubator currently under discussions along Fifth
landscapes and vacant lot infill strategies need to be Avenue at the Burrell Building. All this, in addition to
designed to serve social, environmental, and functional planting of fruit- and nut-bearing trees in clean urban
roles all at once. sites, could all contribute to a healthier community and
a sense that Uptown is leading Pittsburgh as a food
innovator.
EXISTING COMMUNITY GARDENS IN UPTOWN / WEST OAKLAND

MLK COMMUNITY GARDEN 187


KIRKPATRICK STREET
SOURCE: www.facebook.com/MLKcommunitygardenfarm

TUSTIN STREET COMMUNITY GARDEN


TUSTIN STREET

MOULTRIE STREET GARDENS


MOULTRIE STREET

LANDSLIDE COMMUNITY FARM


BEELEN STREET
SOURCE: www.facebook.com/pages/Landslide-Community-Farm
188 INTEGRATE STREET TREES MANAGE DISTRICT VEGETATION MONITOR AND IMPROVE ENVIRONMENTAL
HEALTH
New street trees in all areas of Uptown are critical to Overall vegetation in the district needs to be
making a healthy neighborhood, and creating a lush, dramatically improved and diversified in order to There is increased interest in testing and monitoring
green, and sustainable image for the neighborhood. support a healthier habitat for people and for wildlife, different environmental factors that impact resident
Trees can absorb carbon from the atmosphere, helping and to better serve functionally as green infrastructure health. Recent examples include the air quality data
to reduce a contributing factor to climate change. and open space. It also needs to be planted in ways referenced in this plan collected by Carnegie Mellon
Trees create canopy and shade, making for a more that help to ensure that the plants will prosper, even University. With an increasing concern around lead
comfortable urban environment for people, reducing with limited city resources for upkeep over the long levels in water from old pipes and contamination from
the urban heat island effect, and creating better habitat term. Work with the Penn State Extension and other lead paint, research should be undertaken to determine
for birds and other creatures that live in the city. partners on developing specific planting plans for key and monitor lead levels in the community. The work
Trees, with proper structural soil mixes and volumes— open spaces and parks that help to create ecological of Duquesne University’s Center for Environmental
especially along tight urban streets—can also play a role diversity and better support community goals. Research and Education has already provided valuable
in slowing and absorbing stormwater, thereby playing data on water quality in the region. Continue to
an important role as green infrastructure. encourage to apply this local knowledge and resource
and seek to use the results to advocate for necessary
Fifth and Forbes are important corridors for improvements where necessary.
dramatically enhanced street tree plantings, in VACANT LOTS HAVE POOR ECOLOGY.
combination with other improvements related to bus
rapid transit, bicycle paths, and better sidewalks and
crossing. Tustin Street, which requires improvements
to handle stormwater, is an opportunity for integrated
tree plantings as a part of this work. In addition, all
the north-south streets lack street trees including most
notably Van Braam and Jumonville as well as portions
of Miltenberger, Gist and Seneca Streets. These are all
critical gateways to the community from Boulevard
of the Allies and street improvements including
street trees help to reinforce to drivers that this is a
neighborhood and not a highway off ramp. Target tree
plantings first along Van Braam and Jumonville to help
slow traffic and fill the gaps in the community where
there is currently surface parking.
FIGURE 85: ECOLOGICAL RATING

189

After a thorough land cover analysis of each parcel a major street. This method evolved with the addition of
was done, a rating system established land values criteria that addressed ecological foundations – quality
based on runoff coefficients for the Rational Method of habitat, diversity of species, resilience/adaptability,
and vegetative establishment. Using this system, etc. Through this, we were able to understand where
we valued an “Urban Successional Shrubland,” for efforts to improve conditions would be the most
instance, that might be found in the hillside forest necessary and which places in the neighborhood were
higher than an “Urban Wild Grassland,” as an already established and required better access for the
example, which might be found on a vacant lot along local community.
4.4 UPDATE UNDERGROUND INFRASTRUCTURE

I t is no secret to residents that the infrastructure in the


community is old and in need of major repairs and,
in some cases, replacement. The City’s sewer system
(CSO) which seriously impacts water quality as
rainwater carries with it home and business sewage as
well as debris and other pollutants from the streets.
FOCUS ON STORMWATER RETENTION
STRATEGIES AT THE SURFACE TO EASE THE
is a Combined Sewer System (CSS) where sewage from BURDEN ON SEWER SYSTEMS
our homes and businesses goes to the same pipes as The age and condition of underground pipes only
rainwater from the storm drains. This means that when exacerbates the issues of flooding that impacts Landscape has the capacity to retain stormwater during
it rains, the pipes can sometimes be overwhelmed the community. Uptown needs replacement of peak events, cutting down on street runoff and flooding.
with the volume of water causing water backups into underground infrastructure as well as investments that It can do so in rain gardens, streetscapes designed for
basements and streets. In addition, the system was help to ease the burden on that infrastructure. retention and new planting, and even in public spaces
designed to discharge water to the rivers during major that temporarily function as stormwater holding areas
rain events. This is called Combined Sewer Overflow during peak events. The sheer presence of trees and
vegetation also helps to absorb stormwater, reducing
overall quantities that need detention and slow release.

As a low point, Uptown is subject to a lot of water that


starts in other locations and flows to the community.
This work in Uptown, therefore, should actively
supporting the Hill House in their efforts regarding
Greenprint. Greenprint is a community-driven strategy
focused on expanding open space and managing
stormwater in the Hill District. The document is
guiding the Hill House and their partners in helping to
create a greener and more sustainable Hill District.

Many of the plants installed in rain gardens and


stormwater-retention landscape also help improve
the quality of stormwater—they filter some of the oils
and other street residues, resulting in a healthier
environment overall. Therefore, use of green
stormwater infrastructure (GSI) strategies can improve
the quality of the water in the Monongahela River
which is typically inundated with polluted water when
the existing storm sewers overflow. Thus, Uptown can
play a role in the City’s goals of increasing recreation
and water activities along the River by investment in
new parks and spaces to hold water before it rushes
into the sewers.
FIGURE 86: HYDROLOGY

191
POTENTIAL STORMWATER PARK AT THE
REDESIGNED INTERSECTION OF FIFTH AND
MOULTRIE STREETS.

192

FIGURE 87: PROPOSED FIFTH & MOULTRIE.


193

EXISTING FIFTH AND MOULTRIE INTERSECTION.

There are 142 acres of impervious surfaces in Uptown UPDATE SEWER / WATER LATERALS
(73% of the neighborhood) and, due to the steep slopes
WHERE POSSIBLE
and development patterns, the community is a priority
for PWSA to integrate stormwater retention strategies
Aging sewer and water infrastructure as well as other
like the use of GSI. GSI can be integrated in open
utilities can be replaced or upgraded at the time of
space and streetscape designs with the objective to
other right-of-way infrastructure investments. Key
help collect the runoff from nearby streets, buildings,
opportunities for replacement:
sidewalks, and parking lots. GSI is also encouraged
within new development where GSI strategies can kk Fifth and Forbes - upgrade and replace
include green roofs and elaborate water recycling infrastructure along Bus Rapid Transit alignment
and reuse systems. Uptown will need to embark on especially in areas that are targeted for full depth
many strategies to meet a goal of managing 30 acres, pavement replacement.
or about 20%, of existing impervious surfaces. This
kk Stormwater collection along Fifth and Forbes
includes the integration of GSI into new developments,
using GSI. This should include managing
the investment in new parks and, by integrating
stormwater runoff from impermeable sidewalk
stormwater retention basins into street reconstruction
and street right-of-ways and the installation
projects.
of permeable bike lanes, parking spaces, or
intersections to convey water to subsurface
stormwater detention facilities.

kk Moonscape/Kirkpatrick where investments to


address stormwater could also be leveraged to
replace nearby laterals.

kk On and adjacent to new park investments


described in objective 4.3.

kk Along and adjacent to Watson Street and Tustin


Street that are priorities for creating blue / green
alleys to address existing stormwater concerns.
4.5 PURSUE DISTRICT ENERGY

A district energy system provides heating, cooling


(also termed “thermal energy”) and electricity to
multiple buildings located in a defined area, such as
DISTRICT ENERGY STRATEGY GOALS The following energy supply and delivery technologies,
each with unique cost and emissions characteristics,
were evaluated as part of development Uptown:
The goal of the Uptown EcoInnovation District Energy
a downtown business district, a college campus or a strategy was to conceptualize an energy supply and
government office complex. A district energy system is delivery architecture capable of providing the following kk Combined Heat and Power
comprised of the following elements: benefits for businesses, institutions and the residents of
kk Solar Photo Voltaic
Uptown:
kk Energy Supply: Electricity and thermal energy
kk Heat-to-Power
are produced by multiple small scale, high- kk Lower Electricity Costs: The delivered cost of
efficiency fossil fueled and renewable energy electricity should be less than consumers are kk Battery Energy Storage
sources located within the district. currently paying for power supplied by the local
electric utility company kk Community Food Digester Plant
kk Energy Delivery: Electricity is delivered via a
localized electric grid, known as a “micro grid”. kk Lower CO2 Emissions: Electricity supplied should kk Central Plant Thermal Energy
Thermal energy is transported via underground have lower carbon dioxide emissions than power
pipes that carry steam or hot water for building kk Micro grid
from the electric grid.
heating and chilled water for building cooling.
No single supply option or delivery technology would
kk Improved Resilience: Ensure that power remains
be capable of providing all of the benefits in the
available to all in the event of an extended
strategy goal. An effective way needs to combine
electric utility outage.
the cost and emissions into an integrated supply
and delivery system is needed. The district energy
These EcoInnovation District principles should also be architecture is a proven approach to accomplish
integrated into institutional master planning in Uptown this. Each of these supply and delivery technologies,
and West Oakland. to varying degrees, will be part of the Uptown
EcoInnovation District Energy strategy.
195

FIGURE 88: ENERGY SYSTEMS DIAGRAM


FIGURE 89: COMPARISON OF CENTRAL
POWER PLANT VS. CHP SYSTEM

CENTRAL POWER PLANT

196 COMBINED HEAT & POWER SOLAR PHOTOVOLTAIC (PV) POWER

66% of all electricity generated in the U.S. in 2015 was Solar PV systems convert sunlight into electricity with
produced by fossil-fueled central power plants that, on zero air emissions. This supply technology is used to
average, convert only 30% of the energy content of the reduce the average CO2 emissions of the Uptown power
input fuel (primarily coal or natural gas) into electricity. supply mix.
The remaining 70% of the energy contained in the fuel
is released into the environment as waste heat. The cost of solar PV electricity will be approximately
Combined heat and power systems (also known as 14 to 16 c/kWh compared to 6 to 8 c/kWh paid by
“CHP” or “cogeneration” systems) generate power using businesses and 10 c/kWh paid by residents in Uptown.
natural gas but are designed to recover and utilize Including solar power in the Uptown electricity supply
waste heat that a central power plants reject into the mix would undermine the cost reduction strategy goal.
environment. Thus, CHP systems can produce power As a result, the amount of solar PV power in the
at 40% lower costs and with 60% lower carbon dioxide Uptown EcoInnovation District Energy strategy
emissions than central power plants. is limited to 1 Mw which would be sufficient
Small scale CHP systems are available for use in to supply approximately 2% of the electricity
buildings as small as 5,000 sf that have heat demand demand in Uptown. COMBINED HEAT & POWER (CHP)
throughout the year. Examples include multifamily
housing, dormitories, restaurants and lodging facilities. The Uptown EcoInnovation District Energy strategy
In these facilities, CHP waste heat is used to produce includes installation of five solar PV systems totaling 1
domestic hot water and the electricity generated will be Mw capacity at Second Avenue Plaza parking lot and on
used to reduce purchased power consumption. the hillside near Wyandotte Street. If the community
Electricity generated from 13 CHP units can places a higher value on using this area as a park or
supply approximately 82% of the electricity for low-density development and cannot the solar PV
demand in the Uptown EcoInnovation District system swill have to be installed elsewhere. Creative
Energy strategy. ways to integrate solar PV in the urban environment
will be needed to maximize solar electricity in the
BATTERY STORAGE Uptown supply mix. The EcoInnovation District Energy
strategy calls for installing solar PV systems in spaces
Batteries will be used to store low-cost, off-peak that have no higher value use, such as over parking
electricity from the regional power grid and excess lots, on parking garage roofs, over roadways or between
power generated by CHP units during off-peak hours to buildings in the event the hillside is not available.
supply micro grid electric load during on-peak hours.
In the Uptown EcoInnovation District Energy
strategy, electricity from two battery storage
systems can supply approximately 8% of the
demand in Uptown.
WASTE HEAT TO POWER (HTP) CENTRAL THERMAL ENERGY PLANT MICRO GRIDS 197

HTP units are used to convert CHP waste heat into A central thermal energy plant uses high-efficiency Conventional power plants are typically constructed
electricity during the summer months when building boilers and chillers to produce thermal energy for on a large scale, at widely dispersed locations far from
heat demand is low. HTP units have zero carbon dioxide use in nearby buildings. The Uptown District Energy major metropolitan areas where most electricity is
emissions and are used to reduce the average CO2 Center (UDEC) is a thermal plant is being constructed consumed. The electric power grid is designed to collect
emissions of the power supplied to Uptown. HTP units by NRG Energy, Inc. near the Consol Energy Center. power produced at power plants for delivery to end
will be installed with the larger CHP units included in UDEC will initially supply steam and chilled to UPMC users. The power that these plants produce must be
the Uptown District Energy System strategy. Mercy Hospital via an underground piping system. carried long distances by high-voltage transmission
NRG plans to supply thermal energy from UDEC plant lines to electric distribution companies (such as
Electricity generated by the HTP units can to other large facilities as well. Installing underground Duquesne Light Company in Pittsburgh) that deliver the
supply approximately 1% of the electricity piping to deliver thermal energy is typically financially power at lower voltage to end users.
demand in the Uptown EcoInnovation District viable only when supplying large facilities such as
Energy strategy. UPMC Mercy. There are no large facilities in the A micro grid is a localized electric grid that
EcoInnovation District Energy study area that are not interconnects a defined, limited group of electricity
COMMUNITY FOOD DIGESTER PLANT already supplied by a central thermal energy plant. As consumers with multiple, locally-sited, small-scale
a result, there are no additional central thermal energy power sources such as combined heat and power
A carbon-neutral process is used to produce biogas from plants proposed in the EcoInnovation District Energy (CHP) systems, battery energy storage systems and
waste food that is used to generate power. Electricity strategy. solar photovoltaic systems. The micro grid will deliver
generated at the food digester plant will supply the low-cost power from the regional power grid to Uptown
Uptown micro grid. This facility can be located near the OFF-PEAK PURCHASED ELECTRICITY when power prices are low. Duquesne Light Company
Allegheny County prison where a substantial volume (DLC) will continue to own the distribution system in
of waste food can be collected The 60 kW plant in the Low cost off-peak purchased power will help offset the Uptown and operate it as a micro grid. Conversion of
Uptown EcoInnovation District Energy System strategy higher cost of electricity supplied by solar PV, HTP and their electric distribution system to micro grid service
will be capable of processing approximately 80% of battery storage systems and help meet the Uptown will require the approval of the Pennsylvania Public
the food waste from the prison. In addition to being a EcoInnovation District Energy strategy’s cost reduction Utility Commission. In addition, DLC will be required
source of clean energy, the biogas food digester plant is goal. Off-peak purchased electricity can supply to issue new tariffs with pricing based only on cost
also an example of innovative waste management and approximately 5% of the electricity demand in recovery associated with use of DLC’s distribution
upcycling. In the Uptown EcoInnovation District Uptown. assets in Uptown and not the use of distribution assets
Energy strategy, electricity generated by the located outside of Uptown that will no longer be needed
food digester plant can supply approximately 1% to serve Uptown residents and businesses.
of the electricity demand in Uptown.
FIGURE 90: MICRO GRID ARCHITECTURE SCHEMATIC

198 The micro grid will operate isolated from the DLC
distribution system outside of Uptown and the regional
power grid. It will connect with the DLC system only
during off-peak hour to import electricity from the
regional power grid when prices are low. EcoInnovation
District Energy System will have sufficient generating
capacity interconnected to the micro grid to supply
power in the event of a power outage in DLC territory
or the region.

A schematic representation of Uptown District


Energy System Micro Grid Architecture is shown
below showing the relative geographic locations of
electricity supply and storage systems. Portions of
the existing DLC distribution system to be converted
to micro grid service are shown in red. A new feeder
to deliver electricity generated from solar PV, CHP,
battery storage digester plant sources is shown in blue.
Sectionalizing breakers used to isolate the micro grid
from the rest if the DLC distribution system are shown
as well.
IMPACT OF DISTRICT ENERGY ON CARBON 199
EMISSIONS IN UPTOWN

ELECTRICITY USE IN UPTOWN PROJECTED IMPACT ON CO2 EMISSIONS

Currently, government and institutional facilities Annual electric load is expected to increase The EcoInnovation District energy strategy’s projected
(Duquesne University, UPMC Mercy Hospital and the approximately 8 million kWh in the commercial/ impact on CO2 emissions are summarized below. CO2
Allegheny County Jail), consume approximately 69% of institutional sectors and 9,000,000 kWh in the emissions are expected to be reduced 54% with power
all electricity in Uptown. Commercial and industrial residential sector over the next 20 years if development supply mix shown below.
load account for the 29% of electricity use. Single occurs in Uptown as envisioned in the EcoInnovation
family residential use has the smallest share at 2%. District energy strategy. This load growth will be As shown in below, CO2 emissions from electricity use
driven by additional residential units, rehabilitation of is projected increase from 49,000 Metric Tons annually
commercial workspace, new ground floor commercial to 63,000 Metric Tons as shown as a result of electric
space and new office and research work space. load growth due to increased development in Uptown.
CO2 emissions are 54% lower with the micro grid
supply mix resulting in emissions reduction ranging
from 27,000 Metric Tons 34,000 Metric Tons with
projected load growth.

Estimated Uptown Electricity Use by Sector Projected Impact Reduced Carbon Emissions Impact on GHG Emissions

kWh/Yr.(%) Energy Production Percent CO2 CURRENT PROJECTED


/Delivery Tech. of Supply Emissions (w/ load growth)
Residential 1,000,000 (2%) Lbs./kWh
Commercial/Industrial 18,000,000 (29%) Electricity Consumed,
Combined Heat & Power 82% 0.8 62,000,000 79,000,000
Government/Institutional 43,000,000 (69%) kWh/Year
Solar Photovoltaic Power 2% 0.0
Current Uptown Battery Storage 8% 1.9 CO2 Emissions w/ Current
Consumption 62,000,000 (100%) 49,000 63,000
Biogas Food Digester Plant 1% 0.0 Supply Mix MT/Year
Load Growth – Waste Heat-to-Power 2% 0.0
Commercial/Institutional 8,000,000 CO2 Emissions w/ Micro
Off-Peak Purchases 5% 1.8 22,000 29,000
Grid Supply Mix MT/Year
Load Growth – Residential 9,000,000 Average Production 100% 0.8
Total Projected Baseline: Regional Electric Grid 1.75 Projected CO2 Emissions 27,000 34,000
Uptown Consumption 79,000,000 CO2 Emissions Reduction 54% Reduction MT/Year (54%) (54%)
ESSENTIAL AREAS OF COLLABORATION BETWEEN THE CITY AND THE
UTILITIES INCLUDE:

200 REDUCE ENERGY BURDEN

It has been shown that energy efficiency the most kk Smart Meter Installation: Smart meters enable economic when they are implemented when
cost effective way to reduce energy costs and CO2 measurement of electricity usage in hourly replacing a roof that has reached the end of its
emissions. When energy efficiency measures are or shorter increments. Having access to useful life.
implemented broadly, less generating capacity will be detailed usage data will facilitate energy cost
required to supply the Uptown micro grid which will management practices such as participation kk Outside Air Control: Ventilation requirements
lower delivered price of power. Examples of energy in time- of-use or demand response programs. varies with building occupancy but typically
efficiency measures that have frequently found to be The City and Duquesne Light should accelerate ranges from 10% to 50% of supply air volume.
cost effective are described herein: deployment of smart meters so that customers Controls are available to limit outside air to
can take advantage of such opportunities. The minimum levels based on occupancy and code
kk Improve Lighting Efficiency - Install LED usage data from smart meters may also enable requirements. Reducing outside air flow 50%
Lighting: Fixtures that employ light emitting better facilitate automatic control of the CHP and can reduce electricity use for air conditioning
diode (“LED”) technology will provide the same battery systems described in the District Energy as much as 14% and reduce natural gas
amount of light as standard T8 fluorescent Plan to minimize electricity supply costs. consumption for space heating as much as 40%.
fixtures while consuming 50% less electricity.
kk Natural Gas Cooling: A natural gas-fired kk HVAC Retro Commissioning: Retro-
They are best suited to areas of a building
absorption chiller operates using heat commissioning is the practice of testing and
where lighting is required to operate for over
combustion of natural gas. Chillers operate adjusting building systems that were not initially
3,000 hours annually and in facilities that are
using electricity which is typically priced very properly commissioned to meet their design
continuously occupied such as prisons and
high during the summer afternoon hours when intent and/or optimizing building systems
hospitals
chillers operate at full load. to satisfy the current operational needs of
kk Lighting Controls - Install Occupancy Sensors: the building. The process helps identify poor
In the spaces that are sporadically used, and kk Building Controls, Remote Operations and equipment performance, opportunities for
where code does not require lights to be on Networking: HVAC controls can be used to equipment replacement, and strategies for
continuously, installation of occupancy sensor ensure that heating and cooling systems operate savings energy and money.
controls would allow for the lights to only be at reduced levels when areas of a building are
not occupied. Controls can also be used to kk Expand Home Weatherization Programs: One of
used when needed (e.g. the space is occupied).
minimize outside air intake based on building the objectives of the District Energy strategy is
Such spaces include restrooms, conference rooms
occupancy. to reduce the delivered cost of electricity and
and offices. In stairwells, where a minimum
thermal energy to businesses and residences
level of lighting must be continuously provided,
kk Building Envelope Improvements/White Roofs/ in Uptown. Installing underground pipes
occupancy sensors can be used to shut down
Roof Insulation: These measures reduce heat to deliver heat (i.e. thermal energy) from a
lights to the minimum code level and only
loss during winter months and reduce heat gain central plant to single-family residences is not
provide full lighting when the stairwell is
during the summer months thereby reducing financially feasible. As result, the District Energy
occupied.
demand on heating and cooling systems and the strategy offers only reduced-price electricity
resultant energy use. These measures are most to residences. Most homes are heated using
ESTABLISH MULTI-USER PROMOTE USE OF COMBINED HEAT & 201
MICRO GRIDS POWER
natural gas or heating oil therefore the District
Energy strategy will not impact residential In Pennsylvania, any entity that produces generates, Capturing and utilizing waste heat allows CHP systems
heating costs. Residential heating costs would be transmits, distributes or furnishes electricity to or for to produce 2.5 times as much useful energy output
reduced if weatherization program participation the public for compensation is a public utility and is (heat + electricity) per unit of fuel input compared to a
were expanded. The goal of weatherization is subject to regulation by the Pennsylvania Public Utility central power plant. This higher level of fuel utilization
to seal drafts to prevent the loss of heated or Commission. A micro grid can distribute power from results in lower fuel cost and lower carbon emissions
conditioned air to the outside and to insulate generators to multiple building owners. If the micro per unit of output.
a house to reducing energy costs and improve grid were owned by an entity that is not a public
comfort. Such programs can also include repair utility, a ruling from the Pennsylvania PUC would be CHP systems are much smaller than central power
or replacement of storm windows and doors, warranted to clarify whether the owner of a micro grid plants and can be installed near the building where the
attic insulation and replacement of space heating would be subject to regulation by the PUC. Conversion power and heat produced can be consumed (the “Host
and water heating systems. A weatherization of Duquesne Light’s distribution assets to micro grid Facility”). Hot water produced from recovered waste
program with specific energy performance service circumvents this issue because DLC would heat can be used to provide space heating or domestic
metrics (such as energy use index) together with continue to own and operate the micro grid. water heating in the Host Facility. Hot water from the
micro grid service, will improve the affordability CHP system can also be used to operate an absorption
of homes in Uptown. The City should explore There may be few, if any, instances of an electric utility chiller to produce chilled water for space cooling during
with DLC ways to expand their subsidized energy converting distribution assets in this way, therefore the summer months. High potential Host Facilities
program for low income customers to include approval from the Pennsylvania PUC will be required located in Uptown that have significant heat demand
renewables. This would be a primary component to establish a micro grid in Uptown. In addition, there throughout the year are:
of the healthy homes program discussed in will also be few, if any, instances in which a regulated
Recommendation 1.3. utility has carved out selected utility assets for the kk Allegheny County Prison
use by a subset of ratepayers in a defined area to the
COORDINATE INFRASTRUCTURE exclusion of all others. DLC will be required to issue kk Clarus Linen System
INSTALLATION WITH BRT new tariffs with pricing based only on use of DLC’s kk Various Multifamily Residential Buildings
distribution assets converted to micro grid use. This will
Fiber optics cables and other telecommunications result in reduced electric rates for residents, business CHP systems that use waste heat to produce steam
system components can often be installed at much and institutions in Uptown. DLC and many electric could potentially represent a lower cost steam supply
lower cost when undertaken in conjunction with utilities are keenly interested in finding ways to bring for the Uptown District Energy Center (owned NRG
implementation of other larger infrastructure projects the resiliency and cost benefits of micro grids, CHP Energy or to Pittsburgh) and for Allegheny County
such as the District Energy system or BRT. The City and zero emission power technologies to rate payers. Thermal (PACT) that serves downtown Pittsburgh.
should coordinate with utility partners and institutional DLC, the PUC and all stakeholders can work together
partners to take advantage of the opportunity to install constructively to obtain the regulatory clarity needed
21st century communication in right-of-ways when as to implement a micro grid in Uptown and in other
part of work infrastructure projects are undertaken. communities in Pennsylvania.
ENCOURAGE INSTALLATION OF SOLAR PV
IN UNDERUTILIZED AIR SPACE

It will not be possible to reach aggressive greenhouse


gas (GHG) reduction goals that many governments and
institutions have set (such as Pittsburgh’s goal to reduce
GHG emissions 50% by 2030), without implementing
202 solar PV technology. Solar PV requires over fifty times
as much space to install than CHP project with the
same generating capacity and over 190 times more
space than a CHP project in order to achieve the same
impact on CO2 emissions. Creative ways to integrate
solar PV in the urban environment will be needed if
this technology is to be beneficially utilized on a large
scale.

Solar panels can be installed in unused air space that


have no alternative, higher value use. Such areas
would include:

kk Large building rooftops

kk Between buildings

kk Over parking lots and garages

kk Alleyways

kk Over publics spaces providing shade and partial


shelter from rain

kk Along hillsides in select locations that do not


interfere with other development plans

Zoning ordinances and D.O.T. regulations must be


reviewed before installing solar PV in some of these
areas. Issues related to property owner air rights may
also need to be addressed.

The City is also encouraged to work with partners to


conduct a solar viability survey to validate the potential
for wider deploying of solar PV systems on roofs or on
district scale. The City should also explore the creation
of a Solar Authority to facilitate the implementation and
financing of solar PV in Pittsburgh.
FIGURE 91: DISTRICT ENERGY STRATEGY
ENCOURAGE RECYCLING WASTE FOOD AS
AN ALTERNATIVE ENERGY SOURCE

An estimated total of 1,800 tons of food waste per


BATTERY STORAGE
year originate from Duquesne University, UPMC
Mercy Hospital and the Allegheny County Prison.
Approximately 60% of this food waste comes from the
prison. The Uptown EcoInnovation District Energy 203
System plan included an evaluation of a 60kW
capacity modular digester gas plant comprised of four,
prefabricated modular digester gas generating units.
These units generate electricity from waste food that
otherwise would be collected and disposed of in a
landfill. The units would be capable of processing
approximately 80% of the food waste from the prison
and produce a liquid byproduct that can be used
as fertilizer. All four units would occupy less than
half an acre of space in total and the facility can be
located adjacent to the Allegheny County prison where
collected food waste can be delivered to the digester
plant at very low cost. The avoided outhaul and
disposal cost of waste food is greater than the operating
costs and capital recovery associated with the digester
units. This results in negative price for electricity
generated by this process.

EXTEND THE 2030 DISTRICT


INTO UPTOWN

The Green Building Alliance’s 2030 District is a


powerful tool to promote energy efficiency, lower water
usage, improve air quality and improve the return on
investment for property owners. Currently, the 2030
District covers much of Downtown and Oakland. To
support the EID and the district energy strategies,
the 2030 District should expand to include Uptown
where greater densities are encouraged in the proposed
“mixed-use core” zone discussed in Recommendation
2.4.
4.6 BECOME A MODEL FOR INNOVATIVE WASTE MANAGEMENT

A n EcoDistrict addresses not only the form and


performance of key systems like energy, but also
in how we change our behavior to reduce waste. Waste
STRIVE TO BECOME A ZERO WASTE
COMMUNITY
ENFORCE RECYCLING MANDATE

carries a significant environmental cost from the


Reducing waste is a benefit to everyone. As such, Recycling is required in the City of Pittsburgh. Be sure
ever-increasing landfills that collect what we do not
Uptown should strive to become a “zero-waste” to advocate for local enforcement but also provide
reuse to the elevated carbon levels generated from the
community by evaluating ways to eliminate trash information to residents to encourage their active
trucks required to haul waste from neighborhoods to
through careful planning and investments. A participation. Regular discussions at community
these landfills. But reducing waste is also a quality of
successful zero waste community can recover up to 90% meetings with materials that explain the local rules and
life issue in the community where all too often trash
of what is typically thrown away. regulations can help significantly.
finds its way into streets and resident’s stoops or yards.
Alternative approaches to waste like recycling and
To work towards a zero-waste community, the
composting create more jobs than just throwing it all in
community will need to work on several different NORTHSIDE KEEPS IT CLEAN CAMPAIGN
a landfill.
fronts:
Supported by the Buhl Foundation, the
Uptown already is a leader in reducing and recycling
kk As an immediate step, raise awareness about Pennsylvania Resources Council and Allegheny
waste since the area includes three large institutions –
waste by planning for all future community CleanWays have created a program to reduce litter
UPMC Mercy, Duquesne University and the Allegheny
events to be “zero waste events” where all waste and boost recycling. The program includes litter
County Prison – that all have waste management plans.
is recycled or composted. The first open house and illegal dumpsite cleanups, the distribution of
These include recycling and separating food waste from
for this project was a zero-waste event including 1,000 recycling bins and working with local 5th
other materials. Occupying over 30% of Uptown’s land
an on-site composter. graders to educate them on litter and how best to
area, these activities are significant and point toward
reduce it in their community. For more, visit http://
opportunities for the rest of the community like the kk Create a “roadmap” toward zero-waste working prc.org/one-clean-northside/.
potential Bio-Digester described in the district energy with local advocates using readily available
strategies. The need in Uptown is to establish ways in resources like http://ecocyclesolutionshub.org/.
which the community can also reduce its waste and
reuse more. kk Coordinate with the City to acquire better data
regarding the amount of trash and recycling
collected in Uptown. This will help to monitor
and track performance.

kk Work with local architects to define the types


of amenities that should be included in new
construction to promote waste recovery and
reuse.

kk Work with developers to reduce construction


waste.
PROVIDE PUBLIC TRASH AND RECYCLING ESTABLISH A DISTRICT COMPOSTING 205
RECEPTACLES WHERE NEEDED PROGRAM

The trash on the street and sidewalks sends the wrong Uptown has the benefit of both an extensive amount With enough local interest, Uptown can also work to
first impression to residents and employees let alone of food waste but also a need for clean soil to support establish a residential composting program. Currently,
outsiders that form their impressions of Uptown by the gardening and farming already active in the leaves, newspapers and other non-food items can be
what is seen on the street. The difficulty is not in community. The opportunity is to match the supply dropped off at a City compost facility. There is also
organizing a clean-up but in maintaining regular efforts and the demand through community composting with a pick up for leaves in the Fall. However, to ramp
to spruce up the community. There are a few ways in the help of Grow Pittsburgh and the City’s Office of up composting house by house, these items and food
which to address this issue: Sustainability. waste need to be collected from the home on a regular
basis. There are both pay for service models and free
kk Lobby to install BigBelly trashcans [solar As an initial step, the MLK Community Garden, models of this service in different cities. All of them
powered bins that compact the trash to reduce Landslide Community Farm, Tustin Street Community include a weekly bin pick up of compost-ready material
the number of times the trash is picked up as Garden and the Wyandotte Street Garden should from participating residents. While formal residential
well as to reduce waste overflow] on Fifth and explore means of sharing the cost of composting bins composting in Uptown requires a program that serves
Forbes. This effort should continue with the goal (which are inexpensive) and identify volunteers willing multiple neighborhoods and likely the City at large,
of establishing a BigBelly on every block. Though to manage the use of the bins. Food waste to create soil local neighbors could organize to jumpstart the activity
these bins are expensive, advertising space on for these gardens should come from local restaurants with the goals of supporting local food production and
the bins’ outer walls can be used to defray costs. and businesses willing to separate food waste but also the transformation of the hillside into a park and food
Local partners could subsidize the purchase and from the local institutions that already separate their corridor.
installation of trashcans across the community. waste. The work required to develop partnerships
among the institutions, local businesses and gardeners
brings the added benefit of strengthening ties within
kk Pursue funding for periodic pressure washing the community.
of sidewalks. If possible, contract with an eco-
friendly company that uses organic cleaning
solutions and a water recovery system to filter
and reuse the water necessary for cleaning,
thereby reducing project water usage by 60 to 70
percent.

DISTRICT REDUCE OF WASTE ENFORCE RECYCLING PROVIDE PUBLIC TRASH/


COMPOSTING PRODUCTS FROM LOCAL MANDATE RECYCLING RECEPTACLES
BUSINESSES
CHAPTER

04

IMPLEMENTATION
STRATEGY
IMPLEMENTATION STRATEGY

208 IMPLEMENTATION APPROACH

The EcoInnovation District (EID) represents an The approach to implementation includes three
ambitious vision for the future of Uptown. To interlocking components:
achieve the desired outcomes, a significant effort will
be required including additional engineering and COMMUNITY PLANNING. PROJECT FINANCE
analysis, changes to City and some State policies,
A governance framework is necessary to support We have catalogued existing Federal, State, Local and
new community-driven initiatives and, financing and
implementation. District management will require Private funding sources that might be available for
construction. Various entities will be required to
capacity building at the neighborhood level and implementation of this work. It is important to note
continue the effort over the coming years. There is no
continued community engagement. A key component that significant funding constraints currently impact
one agency, project or funding source that can do it
will be coordination of the overall implementation all levels of government. Public financial assistance
alone – coordination will be critical to achieve the long
strategy, including the pursuit of funding opportunities. is increasingly competitive with a larger number of
term goals described in this plan.
Prioritization of recommendations within the City projects seeking less available dollars.
capital budget will result in the availability of
To help make this plan a reality, we must recognize the
predevelopment and local matching funds. Finally, With that in mind, the planning process included a
constraints including limited resources – both in terms
ongoing performance monitoring is essential to detailed investigation into innovative and emerging
of money and time. While a large amount of investment
understand the social, economic and environmental development finance tools. We must continue to explore
will be necessary, anticipated social, economic and
impacts. potential new funding mechanisms and strategies to fill
environmental benefits greatly outweigh the costs. But
the capital stack for priority projects. Specifically, the
to truly guide investment, the work must be managed
STATUTORY/REGULATORY APPROVAL planning team reviewed tax value capture mechanisms
by a group of individuals and key organizations and
FROM STATE GOVERNMENT (TRID), Impact Investing, Carbon Finance, the EB5
agencies that are committed to the EID vision.
program and PACE. Detailed summaries and strategies
Certain implementation strategies require statutory are provided below.
Priority capital projects and programmatic initiatives action from the Pennsylvania General Assembly. For
have been determined through an extensive public example, legislative action is necessary if Pittsburgh
outreach process and detailed technical analysis. The is to develop a similar tax discount program similar to
project team reviewed funding and implementation the one currently utilized in Philadelphia to prevent
strategies with several stakeholder groups including displacement of residents. Others require regulatory
the EID Finance subcommittee. Although many of coordination with agencies such as PennDOT and DEP.
the recommendations presented here represent long- The City and other stakeholders need to add these
term goals, the plan includes early action items and a issues to the policy agenda and work with members
detailed investment strategy for priority initiatives. of the local delegation to advance discussions in
Harrisburg.
ALTERNATIVE FUNDING SOURCES 209

A variety of funding tools exist to implement TRID enables the use of a district-based tax increment tax revenues generated above the initial tax base can
components of the EID Plan recommendations -debt financing mechanism to capture increases in real be diverted to finance eligible project costs.1
and equity - public and private. In some cases, it may property and other designated taxes resulting from
be appropriate to utilize existing traditional funding new development to pay for local improvements like 1 In this model, nonrecourse debt, typically a revenue
resources. Implementing EID priority projects and necessary public infrastructure. All or a portion of new bond, is issued via an eligible authority of the sponsoring
municipality to provide upfront funding. Alternatively,
programs will most likely require new and innovative investments can be reimbursed from the flow of annual tax
funding approaches. revenues diverted and captured within the district (‘pay-as-you-
FIGURE 92: VALUE CAPTURE DIAGRAM go” method).
TRID:
The planning process included work to identify
boundaries, develop financial information and tax value
capture estimates for the creation of a potential new
Transit Revitalization Investment District (TRID) within
the greater Downtown to Oakland BRT corridor. The
program is an economic development tool which allows
for the capture of incremental tax revenues to help
fund community revitalization initiatives. It is intended
to:

kk Promote joint development in conjunction with


public transportation improvements,

kk Encourage development at transit stations and


along public transportation corridors,

kk Increase transit ridership,

kk Support implementation of comprehensive and


area-wide plans,

kk Encourage community involvement, and;

kk Finance public transportation capital


improvements, related site development and
transit maintenance.
210 The program was enabled by Act 238 of 2004 (TRID Grant applications will be reviewed by the Department are to address current investment needs identified in
Act) in an effort to coordinate land use, transportation in consultation with the Office of the Budget. The this plan.
and redevelopment opportunities. Designation amended Act stipulates that TRID Fund investments
of a TRID must be supported by a planning study shall be matched by other sources of funding at a ratio STRATEGY:
that establishes existing environmental conditions, of two Fund dollars to one dollar of non-state/private Our TRID study area included the entire BRT corridor
proposed/potential redevelopment, market conditions, funding. DCED issued the TRID Fund Grant program from Downtown through Uptown into Oakland.
land use/zoning, necessary infrastructure improvements guidelines and a funding application in the spring of Several strategies exist for implementation of the
and a financial plan. In addition to the planning 2017. Two applications that have met all requirements proposed TRID and value capture boundary. All
study, TRID requires an administrative agreement, of the program guidelines and the Act will be approved options have been analyzed for their potential
local legislative approval by the participating taxing to receive annual TRID Fund Grants of up to $350,000 feasibility. Detailed financial analysis was performed
bodies and creation of a management entity to oversee for up to 20 years. The Department and DCED may for all planned development within the study area and
implementation. approve additional applications in the future. specific build-out scenarios within Uptown.

The authorizing legislation was amended via Act CHALLENGES: A phasing strategy could address many of the
151 of 2016. Over the decade since passage of the The tax increment financing model utilized by TRID challenges detailed above. The initial boundary
original TRID Act, numerous planning studies have is relatively straightforward. However, the ability would include portions of Downtown and Oakland
been conducted statewide, but only one district was to capture incremental taxes within the district based upon current planned development projects.
implemented. The effectiveness of the program was depends upon new growth that results in increased Ultimately, the amount of TRID proceeds available
limited in part to the lack of dedicated ‘jump-start’ real estate assessed valuation and other economic for non-CIG BRT local match will be dependent upon
funding to generate the necessary tax increment in activity. These development projects in turn often the pledged projects, credit enhancement and source
absence of a known development pipeline. Several require financial assistance to overcome funding gaps. of upfront capital. The proposed City LERTA program
revisions and updates sought to enhance the program It is difficult to solicit upfront financing to complete will lessen the amount of pledged incremental revenue
with a focus on implementation. The amendment planned improvements based upon speculative future available for TRID implementation. Potential financing
expanded the eligible TRID locations to a defined area development and unknown tax revenues. Until structures must be reviewed to more accurately
not to exceed a radius of ¾ mile from a transit station recent creation of the TRID Fund Grant, there was no determine feasibility.
or along a transportation corridor. It further clarifies dedicated funding to ‘jump-start’ implementation.
language regarding the capture and dedication of An alternative approach utilizing the ‘pay-as-you-go’
incremental tax revenues as well eligible project costs Weak local market conditions and significant strategy could still allow for capture of the value
(as delineated in the TIF Act). development constraints currently limit redevelopment created by the significant current development pipeline
opportunities within Uptown. The neighborhood lacks along portions of the BRT corridor. A portion of
The TRID Act amendment also provides for the the critical mass of projects to generate the incremental incremental revenues in excess of any tax abatement
establishment of a special dedicated fund at the tax revenue growth required to finance upfront capital be diverted to a local EID TRID fund during the ten
Department of Treasury. A TRID management entity improvements (or to capture via the ‘pay-as-you-go’ year exemption period. Establishment of the TRID will
will be able to apply to PA DCED for dedicated project method). It is necessary to focus the initial TRID also allow the management entity to seek any future
funding or for covering debt service payments related boundary on adjacent areas within the BRT corridor to DCED TRID Grant funding that might be available.
to debt incurred to fund eligible projects. TRID Fund capture the value of planned development nearby if we Stakeholders need to finalize the TRID strategy with
respect to local match for BRT funding and supporting IMPACT INVESTMENT: 211
the implementation of non-BRT projects in Uptown. kk ‘Green Bonds’ are fixed-income securities
Unfortunately, public sector and philanthropic
where the proceeds have been earmarked for
resources are insufficient to address the challenges
Following completion of the transit and infrastructure use in special projects tied to environmental
faced by underserved communities. Impact investing
improvements along Fifth and Forbes, the TRID outcomes. Specifically, the investment advances
is an emerging area of the capital markets that links
boundary would be amended to capture the value of goals including renewable energy, low carbon
desired societal outcomes to sources of capital. Beyond
potential development within Uptown. Extension of transportation, waste/pollution reduction,
financial returns, investors seek to generate social and
the boundary should be timed based upon investment energy efficiency, water management (including
environmental benefits. These outcomes are measured
needs and in consideration of available financing stormwater) and sustainable land use. The use
and reported to investors. It should be noted that this
options. A second phase of the TRID would result of proceeds is tracked and outcomes require
is not a new source of capital for projects. However, it
in approximately $15 million of additional pledged certification through an audit style process. It
represents a strategy to attract additional investors and
revenue available at potential full build-out which is overall similar to a standard tax exempt debt
funding dedicated to sustainable development.
is an aggressive goal (smaller in-fill redevelopment issuance in terms of pricing.
opportunities have not been considered, but could
Foundations, governments and development finance It is an emerging method that is still relatively
provide additional revenue to support TRID backed
institutions have started to partner in an attempt to small. Its primary role is to draw attention to
debt or captured through the ‘pay-as-you-go’ method.
leverage investments that will address society’s greatest environmental benefits of projects. In 2014
). If the proposed Tech Village project is not feasible,
challenges. For example, the Rockefeller Foundation last year for which data was available, public
Phase II would result in $12.5 million of increment
seeks to provide philanthropic risk capital to develop issuances of certified green bonds totaled $2.5
pledged to the TRID. This additional funding could be
innovative financing mechanisms that will mobilize billion of out of the $337 billion municipal bond
made available for continued community revitalization
private sector capital in new and more efficient ways market. The green “use of proceeds” bond market
activities in Uptown. It would also provide continued
for projects that create a more resilient and inclusive has developed around the idea of flat pricing;
funding for transit system maintenance.
world. The Kresge Foundation recently launched Kresge where the bond price is the same as ordinary
Community Finance, a $30 million program-related bonds.
Another option would be to establish the TRID value
investment offering available to development finance
capture boundary focused on Uptown at a future date
agencies working to expand opportunities for low- kk Federal, state, and local governments are facing
following completion of the BRT and other planned
income people in America’s cities. The Goldman Sachs cutbacks or elimination of programs that support
improvements. This strategy is not recommended if
Social Impact Fund is one of the first domestic impact vital areas including social services. Social
the TRID proceeds are expected to be utilized as part
investing vehicles sponsored by a major financial Impact Bonds (SIBs) are a creative approach to
of the non-Federal local match funding for the BRT.
institution. funding these initiatives and programs. They are
Further, it would not provide funding for early stage
not traditional bonds, but rather operating/capital
EID implementation priorities or immediate transit
Impact investments can be made across asset classes, loans tied to performance contracts. In this ‘Pay
maintenance. Eligible TRID Fund Grant program
including but not limited to cash equivalents, fixed for Success’ (PFS) model, private investors fund
applicants are limited to established management
income, venture capital and private equity. The up front project costs. However, they are only
entities officially designated to implement an approved
following are examples of structures that can be repaid if and when improved social outcomes are
TRID (including value capture boundaries).
employed during EID implementation. achieved. It is a model designed to both improve
212 outcomes and reduce costs to payers. Projects Within Uptown, impact investment strategies could green jobs. Pricing considerations vary greatly between
must be able to effectively deliver and measure focus on neighborhood revitalization, job creation/ programs.
their social impact and they must be able to small businesses development, green infrastructure and
translate that impact into financial benefits or the provision of social/educational services. Private kk California’s Global Warming Solutions
cost savings. capital can be deployed to further EID implementation Act (AB 32 of 2006) was the first program in
with outcomes measured against the Pittsburgh p4 the country to take a comprehensive, long-term
Recently, SIBs have been deployed to meet metrics. It is recommended that stakeholders explore approach to addressing climate change. It
environmental outcomes as well. DC Water requires California to reduce its GHG emissions
a partnership with the local foundation community
utilized the model to fund construction of green to 1990 levels by 2020. The state’s Air Resources
and major financial institutions operating in the region.
infrastructure. This impact investment reduces Board is mandated to develop a Scoping Plan and
They can further leverage commitments in an effort implement the strategy for meeting the ambitious
some of the financial risk associated with GSI to seek additional support from the large national goals included in the legislation.
faced by a city. Goldman Sachs and the Calvert foundations actively seeking to further innovative
Foundation partnered to invest $25 million finance mechanisms tied to social, economic and This plan identifies a cap-and-trade program as
in a project to construct green infrastructure environmental outcomes. Many proposed EID projects one of the key strategies California will employ
to manage 20 impervious acres. DC Water is closely align with the sustainable development policy to reduce GHG emissions to mitigate the impacts
undertaking this project as part of its combined goals of these organizations. of climate change. The development of this
sewer overflow (CSO) control plan. Again, SIBs program included a multi-year stakeholder
based on the PFS model are backed by a specific process. It sets a statewide limit on sources
CARBON FINANCE:
revenue stream or by the full faith and credit of a responsible for 85% of California’s GHG
municipality. In an effort to address climate change, global advocates emissions, and establishes a price mechanism
have called for the establishment of a price on carbon through an auction. The strategy includes
Locally, Enviro Social Capital, a program of the to account for external costs of greenhouse gas (GHG) creation of the Greenhouse Gas Reduction
Green Building Alliance, is studying variations emissions. One pricing mechanism, “cap-and-trade,” is Fund (GGRF) to invest in a variety of projects,
of PFS to address investment needs outlined a market based regulation designed to stimulate less including public transit improvements, to
in the PWSA Green First Plan. The proposed carbon intense activities. The program sets a firm limit provide long-term reductions that will help meet
funding model would seek to monetize the on emissions with allowances distributed to producers emissions goals.
of GHGs, either for free or through an auction. Trading
secondary social, environmental and economic In 2012, the program commenced with the first
of these carbon credits creates incentives to reduce
benefits of green infrastructure. The proposed auction of allowances. Cap and Trade auction
GHGs emissions below allowable limits through
PFS structure, including a Benefits Fund, could investments in clean energy. Market forces can thus proceeds are utilized to fund the GGRF. California
provide a framework to attract private capital spur innovation and development of new technologies. is working closely with British Columbia, Ontario,
to develop green infrastructure solutions in Quebec and Manitoba through the Western
Uptown. Ultimately, the role of this model needs The auction method of distributing emissions Climate Initiative to develop harmonized cap and
to be considered within the construct of the allowances generates sale proceeds that can be invested trade programs that will deliver cost-effective
PWSA’s borrowing and cost of capital policies. in infrastructure (transit), energy efficiency, renewable emission reductions. The California program is
energy and other programs. These initiatives can designed to link with other state and regional
further develop the clean energy economy and create carbon markets as well. Below illustrates the
FIGURE 93: CALIFORNIA CLIMATE INVESTMENTS CHART
proposed GGRF investments generated by the 213
program.

kk Regional Greenhouse Gas Initiative,


Inc. (RGGI) is a cooperative effort among
nine states – Connecticut, Delaware, Maine,
Maryland, Massachusetts, New Hampshire,
New York, Rhode Island and Vermont – to
reduce greenhouse gas emissions. Participating
states issue carbon emissions allowances in
an amount defined in their applicable statute
and/or regulations. These allowances are
distributed almost entirely through regional
auctions, resulting in proceeds for reinvestment
in strategic energy and consumer programs.
Individual state budget trading programs
together create a regional market for carbon
emissions allowances.

RGGI states created a nonprofit corporation to


develop and implement this strategy including
creation of a platform to auction carbon
allowances. Through 2014, $1.37 billion in
RGGI auction proceeds have been invested in
the energy future of the participating states.
This includes investments in energy efficiency,
clean and renewable energy, greenhouse gas
abatement and direct bill assistance. Overall,
RGGI investments have benefited 4.6 million
participating households and more than 21,400
participating businesses according to a recent
study of the program benefits.

The EPA 2015 social cost of carbon equaled $36 per


ton. Prices for carbon based on the last listed market
exchange were in a trading range between $13 and
214 $15 per ton. The 2008 Pittsburgh Climate Initiative 5 national average. Investments may be used as debt or project included a $20 million EB-5 investment
year carbon emissions benchmark determined that equity capital, but remain ‘at-risk’ with no guarantee structured as a second mortgage to fill a funding
total carbon emissions from the city equaled 6.79 principal contributions will be returned. The primary gap.
million tons with almost half coming from commercial attraction of the EB-5 program is the promise of
buildings and another 1/4 from transportation activities. securing permanent U.S. residency and not the financial The proposed development Stadium Place is
returns associated with the project. A benefit of EB-5 is located in the Pioneer Square neighborhood
Based on the 2008 emissions amount at $13 per ton its flexibility within a project’s overall capital stack. of Seattle. The site was a surface parking lot
(the reserve auction price or lowest allowed price), the used for CenturyLink Field event parking. It is
total potential “value” of carbon reduction in Pittsburgh These foreign investments in an eligible project are ideally adjacent to the regional transportation
could be worth $88 million. Proceeds from the sale of made either directly or more commonly through a hub. Upon completion the project as envisioned
carbon allowances could potentially fund certain local USCIS designated regional center. The regional center will include over 900,000 sf of development with
projects and programs that reduce GHG emissions. is established as a private business with a designation approximately 740 residential units targeting
The ability to utilize carbon finance to implement EID to accept foreign investment for projects that benefit mixed income levels. The project benefited from
priorities would require Pennsylvania’s adoption of specific industries and geographic areas. These entities a $300 million EB-5 investment.
a system of emissions allowances to participate in an pool funds from multiple investors to support economic
The Philadelphia Industrial Development
existing market trading program. development projects. Dozens of regional centers are
Corporation (PIDC) Regional Center is a
authorized to operate within Pennsylvania and some
public-private partnership established in 2001
EB-5: have financed projects in Pittsburgh.
between PIDC and CanAm Enterprises, LLC
Congress created the EB-5 Immigrant Investor Program (CanAm). EB-5 has been utilized to capitalize the
A recent report by the Brookings Institute
to stimulate the economic growth through foreign Welcome Fund which pools foreign investment
estimates that since 1990 the program has captured
capital investment. Enacted in 1990, the EB-5 allows for development projects in Philadelphia. The
approximately $5 billion in direct investments and
foreign investors to achieve legal U.S. residency as a PIDC Regional Center provided $175 million of
created over 85,000 full-time jobs. The EB-5 has grown
result of financial investments that create domestic EB-5 in funding for implementation of SEPTA’s
in popularity as a source of capital since the Great
jobs. Participants receive an employment-based fifth New Payment Technology system. This project
Recession when traditional financing became more
preference visa if they make the necessary investment includes the main “Smart Card” initiative, as
difficult to obtain. It has been utilized for projects
in a U.S. commercial enterprise and plan to create or well as related improvements to infrastructure,
similar to those being recommended in this plan. Below
preserve 10 permanent full-time jobs for qualified U.S. communications and customer service.
are a few brief case studies related to the EID.
workers. Successful projects using EB-5 financing
have included large commercial developments, transit kk The University of Miami Life Science and Significant opportunities exist to leverage EB-5 to help
infrastructure, manufacturing and the redevelopment of Technology Park (UMLSTP) is located in the fund the BRT, affordable housing/TOD and innovation
closed military bases. heart of Miami’s Health District. Situated on hubs. The program provides flexible, relatively low cost
an eight-acre site adjacent to the Miller School capital that can facilitate a range of projects. The City
The EB-5 is administered by USCIS. The investor’s of Medicine, UMLSTP will eventually generate and other stakeholders need to further explore ways
minimum contribution must be $1 million, or $500,000 up to two million square feet of new space that the EB-5 might attract foreign investment to implement
if located in a targeted employment area with an will benefit from and enhance the healthcare these EID priorities.
unemployment rate of at least 150 percent of the and biotech clusters in the area. Phase I of the
FIGURE 94: PACE LOCATIONS
PACE 215
Property Assessed Clean Energy (PACE) is a building-
based way to finance energy efficiency and renewable
energy improvements on private property without a
large upfront cash payment. PACE programs allow local
governments, state governments, or other government
authorities, when authorized by state law, to fund the
up-front cost of energy improvements on commercial
and residential properties, which are paid back over
time by the property owners. It is a voluntary program
with assessments typically over 10-20 years. The
property assessment provides the security for the
financing. The PACE project is tied to the property
rather than the property owner and is transferred with
a sale of the property. Therefore, the payback value is
not tied to length of ownership.

Pennsylvania does not currently authorize the use


of PACE for commercial, industrial or residential
properties. Enabling legislation has recently been
introduced in the PA Senate (SB 234) that would
authorize PACE for industrial and commercial
properties. A separate coalition is developing legislation
that would authorize PACE for residential properties.
The City along with Pittsburgh non-profits and
advocacy organizations should continue to support
this legislation, but should also explore possibilities to
implement a similar financing model through existing
neighborhood improvement district or business
improvement district programs.
216 DISTRICT MANAGEMENT - THE ECOINNOVATION TASK FORCE

Central to the success of bringing these ideas to reality achieve mutual goals and potentially bring Subcommittees should be established as necessary
is a clear management structure on the ground that is additional resources and capacity toward to address specific action items. At this time, we
charged with coordinating different initiatives, bringing implementation where specific strategies align recommend creating subcommittees around the four
key stakeholders together, fundraising and, taking on with their core missions. chapters/topics of this plan.
the task of driving different strategies forward. To help
transition this planning into a sustainable management kk CITY OF PITTSBURGH. The City has With additional funding, more capacity could be added
structure, local partners should work toward creating demonstrated a keen interest on working with to support the task force but also drive implementation
an EcoInnovation Task Force. The task force should the community to define its future. Besides the forward with local residents and businesses.
include the following core partners: reconstruction of Fifth and Forbes to address Sustainable funding would most critically help the
key infrastructure challenges, the City will play EcoInnovation District to: 1) Demonstrate solutions that
kk UPTOWN PARTNERS. As the critical an active role in the improvement and creation could be replicated in other communities and;
connection to the community, Uptown Partners of new open spaces, stormwater initiatives, 2) Help coordinate solutions across neighborhood
and their key local partners like the Oakland the potential development around Fifth and boundaries where multiple organizations are working
Planning and Development Corporation and Dinwiddie and, policy and funding actions toward the same goals. To meet this potential
Envision Downtown should all be represented on designed to protect affordability for residents opportunity, the EcoInnovation District would need a
the task force (just to name a few). dedicated management team consisting of a number of
key skill sets:
kk SERVICE PROVIDERS. As described in the The task force would meet monthly to bring these
Community chapter, there are a significant and other partners together to coordinate and track
kk EcoInnovation District Manager – to guide all
number of non-profits that provide specific the progress toward implementation around key
aspects of the implementation, coordinate with
services in Uptown. Bringing them together into initiatives. In addition to the core partners listed above,
City and County leadership and work with local
a local “Chamber of Services” would help to the Task Force should specifically include Avenu
partners on specific improvements. This position
provide them a voice to strongly advocate and (formerly StartUptown), Sustainable Pittsburgh, the
could initially be shared (i.e. part-time) with an
work towards address issues that affect them all. Port Authority, URA, PWSA, DOMI, and the Energy
EcoDistrict manager in another location in the
Representatives from this Chamber of Services Innovation Center. Organizations in the Hill District
region to share the cost but also benefit from
are needed to bring these issues to the task force should be invited to be full members, but may choose
other’s experience in tackling these challenges.
during implementation of this plan. to join specific meetings where they see an alignment
with their work. Duquesne University has offered to
kk MAJOR EMPLOYERS. UPMC Mercy and work with City Planning and other partners in Uptown
Duquesne make up a significant part of Uptown, to convene the task force.
providing thousands of jobs, students, research
and economic activity that enlivens Uptown.
This plan includes many opportunities for these
organizations to work with the community to
217

kk Housing Advocate – to connect residents with


housing programs and monitor the conditions
of existing housing. As recommended in the
Greater Hill District Housing Study, this is a need
that extends far beyond Uptown but includes
the Hill District and West Oakland. This position
could be created to address a much broader
geography where there are a lot of shared
concerns around affordability and nuisance
properties.

kk Program / Design Coordinator – to work on


designs for specific sites including vacant lots
and importantly the hillside with partners like
the Hill House, MLK Community Gardens and
Landslide Community Farm.

kk Outreach Coordinator – to continue to engage Should a TRID move forward, the legislation requires a kk Continue to review phased TRID implementation
and empower the public to improve their “management entity” to direct the use of TRID dollars strategies and financing options/’pay-as-you-go’
community. toward an approved list of community projects2. It
will be technically separate from the task force, but kk Apply for DCED TRID Fund grant
kk Grants Coordinator – to pursue available grants should be directed by task force activities to ensure
kk Seek legislative approval of the value capture
and other funding opportunities for specific consistency with the EID Plan. This entity will be
boundary by the local taxing bodies to enable
projects. This position will be critical to maintain responsible for administration of the TRID value
implementation of a TRID when the time is right
funding over time and support EID activities. capture boundary and investment of TRID proceeds. To
to best support community projects
help move this important financing opportunity along,
the URA should seek to: kk Establish TRID management entity and (execute
TRID Cooperation Agreement)

2 Eligible projects include including construction,


renovation, infrastructure and site preparation which will result in
economic development, including TOD, in accordance with the
TRID planning study.
IMPLEMENTATION TIMELINE

218 The following represent those catalytic projects/ DEVELOPMENT kk Make parking policy ‘work’ for Uptown residents
programs recommended for priority implementation.
kk Make housing options available and affordable to kk Partner with institutions + major employers to
We have identified early action items across the four
a diverse income range develop TDM programs
major themes of the plan. Though, it is important to
note some of these initiatives will only be accomplished kk Connect start-ups with flexible spaces that fit kk Establish a major-event management strategy in
over a longer term (up to 10 years). The attached their needs partnership with PPG Paints Arena
summary spreadsheet also includes necessary actions,
potential funding sources and performance metrics for kk Retain existing businesses kk Infill existing on-street bike network with safe,
each recommendation. Agencies and organizations that all-ages facilities
should be responsible for leading implementation are kk Attract new retail and commercial tenants
also identified. Priority projects include: kk Expand bike share in Uptown and West Oakland
kk Encourage density and mixed uses in targeted
areas
COMMUNITY: INFRASTRUCTURE
kk Explore tax policies to prevent displacement kk Manage parking district-wide and create kk Encourage alternative approaches to managing
community infrastructure hubs vacant land
kk Work with the URA and City to coordinate
acquisition of key tax delinquent properties kk Rewrite zoning for the EID based on performance kk Integrate street trees

kk Become a hub of workforce development MOBILITY kk Focus on stormwater retention strategies at the
programs accessible to and targeting a range of surface to ease the burden on sewer systems
kk Ensure transit meets the needs of local users
skill sets and educational backgrounds
kk Create a new civic plaza at Fifth & Dinwiddie
kk Achieve zero traffic fatalities within the Uptown
kk Preserve the community’s historic character neighborhood kk Expand the Tustin Street Gardens/Tot Lot into a
kk Create new community programming community park
kk Identify ‘slow streets’ coordinated with
improvements to Fifth/Forbes kk Transform the ‘Hillside’ into an open space
kk Monitor and address illegal dumping and
nuisance properties amenity and stormwater park
kk Improve safety of cross street connections with
Boulevard of the Allies for all modes kk Create clear connections to the heritage trail
kk Work with major institutions to expand their
research, curriculum and student activities into kk Prioritize sidewalk improvements based on need kk Reduce energy demand
the community where appropriate and critical pathways
kk Facilitate establishing multi-user micro grids
kk Provide a transit only lane on both Fifth & Forbes
kk Promote the use of combined heat and power
kk Use BRT construction to begin to shift away from
single occupancy vehicles kk Strive to be a zero-waste community
JUMPSTART: INITIAL INVESTMENTS AND
ACTIONS 01
Organizing by community partners to tackle The strategic plan should carefully evaluate different
219

These identified priority projects require very different


business retention, administering housing programs options to create sustainable funding for community
kinds of actions. In some cases, implementation
/ activities, land acquisition, linking residents to activity. This includes evaluating the potential for a
requires time to advocate for changes in policy. In
training programs, planning community events, local Neighborhood or Business Improvement District
other cases, fundraising and construction is required.
working to create transportation demand management (NID or BID) but one modeled on the participation
To help understand what is required to move this
programs, ensuring the community is clean & safe and, of major non-profit institutions to help them achieve
plan forward, all of the strategies fall into one of the
encouraging public art in the neighborhood. their community goals. The University City District
following actions:
in Philadelphia is based on this model and provides
Initial work in the community including the acquisition dollars to address safety and cleaning but also
of vacant properties, monitoring illegal dumping community programming and improved infrastructure
and housing conditions, and ramping up community and parks.
programming require additional support and capacity
on the ground. Uptown Partners is currently seeking Another option is to look toward philanthropic support
grant dollars to expand their current activities. to create an “EID Growth Fund” that serves to help
However, a broader discussion is necessary to ramp up leverage funds from other sources and provide patient
the capacity within the community. Discussions with capital for EID projects. The Growth Fund would
the Uptown Partners Board of Directors identified three provide support to build local capacity and help to
short term-actions: provide the first dollars to support innovative financing
models for stormwater parks and district energy. It
kk Commit to finding funding and retaining a real could also help to provide initial dollars to support the
estate professional with CDC experience for at Community Infrastructure Hubs and support efforts to
least one day per week with the goal of creating monitor the performance of the EID during each step
a full-time position. of implementation. A concept of this nature needs
active discussion with the philanthropic community to
kk Establish/expand fundamental partnerships determine where EID strategies most closely align with
with sustainability organizations and develop each foundation’s mission and goals.
memorandums of understanding (MOUs) in 2017
to solidify the relationships.

kk Develop a new strategic plan.


220
02
Advocacy to push for tax policy changes at State
04
Mixed-Income / Mixed Use Development
05
Innovation Village/Small Business Workspace
level, use of PACE financing, energy tariff for district primarily by private developers and investors to build working closely with non-profits, developers and the
energy at the state, PennDOT coordination and, local affordable housing and new market-rate housing in the City to secure dollars to encourage ground floor retail
advocacy to steer local potentially available dollars (like community. uses and to rehabilitate existing buildings suitable for
the housing trust fund) to Uptown. small businesses. Development of office and research
Urban, mixed-use projects are overburdened with
space in connection with local academic programs and
higher costs when compared to competing suburban
A coordinated strategy is required to align the City and or even infill real estate investments. Projects faced institutions.
County’s primary interests with the need to advocate with additional costs, especially related to upfront
for important legislative changes in Harrisburg. Of infrastructure, often require sophisticated financing One concept explored during the planning process
critical importance and echoed in the Mayor’s February structures that add to the time frame for completion. was an innovation center and academic village.
Executive Order is to evaluate ways in which the These development challenges demand a high level of Consideration should be given to a public private
Long Time Owner Occupants (LOOP) program can expertise and patience on the part of the developer. Due partnership to develop this concept in Uptown. Locally,
be implemented in Pittsburgh to protect low-income to higher development costs, these kinds of projects Duquesne was a co-founder of the Citizen Science Lab
homeowners. often face competition for limited investment dollars. and is a potential partner going forward. To fit within
This inherent gap often requires some type of subsidy/ the vision for Uptown the following components should
incentive to ensure mixed-use projects attract private be considered:
financing and equity sources. Potential funding sources

03
Zoning organized by the City but coordinated with
include:
kk Pittsburgh Affordable Housing Trust Fund
kk Anchor institution (s) entering into a long term
lease with a private or quasi-public development
to help make the project financeable.
kk Low Income Housing Tax Credits
local partners to re-write the local codes to support the
vision and goals of this plan. kk TRID kk Building design and systems plus landscape
consistent with the “eco” component of the plan
kk RACP
To retain the protections the IPOD provides for Uptown,
kk EB-5 kk Test bed opportunities for new environmental
it is critical that new zoning be introduced to Council in
and clean technologies potentially supported by
May, 2017. The City is currently working to develop an kk NMTC federal research funds or national foundations or
Uptown Public Realm District based upon the goals and
kk Other nongovernmental organizations supporting the
strategies contained in this plan. Public participation is
development of such programs.
required to review and refine the zoning approach prior - Impact Investing
to its formal adoption.
- Extend LERTA authorizing legislation with a
focus on low income/distressed neighborhoods

- Explore creation of a TOD Fund

kk
kk Citizen Lab space modeled after the Citizens
06
BRT coordinated by the City, County, Port Authority, process is completed. Following an operational early
221

Science Lab but to include capabilities for Urban Redevelopment Authority and partners to raise rating, the project must be included in the FTA Annual
prototyping and clean tech deployment. funds and improve Fifth and Forbes in Uptown and Report on Funding Recommendations. Inclusion
beyond. is dependent upon a Medium Overall FTA rating,
kk Space allocations for small businesses in the advanced engineering and design and commitment of at
underserved community tied to a comprehensive The proposed Downtown-Uptown-Oakland BRT will least 50% of non-CIG funding23. The FTA will negotiate
accelerator and training program seek financial assistance through the FTA Capital and approve the construction grant agreement once all
Investment Grant (CIG) Small Starts program. funding commitments are in place and the project is
kk Financial support provided by Foundations and
This category covers projects with the following ready to proceed.
public agencies.
characteristics:
Duquesne University and other local institutions were Potential funding sources to support improvements
involved in the founding of the Urban Innovation21 kk New fixed guideway projects, extensions to along Fifth and Forbes include:
(formerly the Pittsburgh Central Keystone Innovation existing fixed guideway systems or corridor-
Zone) which should continue to serve as an based BRT kk FTA CIG Small Starts
important resource to connect state incentives and
kk Must have total estimated capital cost < $300 kk Other Federal Funding
entrepreneurial resources through its existing network.
million
The network’s existing ties and entrepreneurial kk CMAQ
programs for underserved communities of the Hill kk Must be seeking < $100 million of CIG program
and Uptown allow it to assist in making access to funds kk TIFIA
the innovation economy proposed in this plan more
equitable. The small business community could be kk Local Match
nurtured through the continued support and expansion The maximum CIG share is 80% and total Federal funds
kk TRID
of their initiatives, enhancements such as the master may not exceed 80% of the total project cost.
lease/flexible space approaches described earlier, as kk PennDOT
well as additional collaboration with the Small Business PAAC and the URA requested entry into the FTA
Development Centers at Duquesne University and Pitt Project Development process in March 2017. During kk City/County/PAAC
related to federal Small Business Innovation Research this phase, the Locally Preferred Alternative is
(SBIR) funding. established, the project is placed on the regional long kk EB-5
range transportation improvement program and NEPA
kk Impact Investing

3 Only 30% of the non-CIG funding must be committed


or budgeted to obtain the necessary Medium rating under the
Simplified Financial Plan.
222
07
Community Infrastructure Hubs URA and City
08
Stormwater Parks by PWSA, the City and local kk Step 1 - Pre-construction monitoring to measure
initiative to develop these shared “hubs” complete with partners to create new green space that manages the existing stormwater runoff without green
district energy, bike share, stormwater and parking local stormwater at Fifth & Dinwiddie, Tustin Street, infrastructure.
either in the form of a garage or a lot. the hillside, Watson Alley, and under the Birmingham
Bridge. kk Step 2 - With results from the pre-construction
The URA currently owns properties near the Arena monitoring and green infrastructure design plan
(Lot F which was recently released for development Standard approaches to stormwater management establish outcome ranges predicting the expected
as a parking garage) and concentrated near the focus on “gray infrastructure,” including pipes, reduction in storm water runoff. An independent
Fifth and Dinwiddie intersection. Lot F has already tunnels and tanks. More recently, interest has grown engineering firm selected by the investors
received proposals including the addition of affordable in “green infrastructure” practices in place of or in confirmed these ranges.
housing. Fifth and Dinwiddie is an opportunity to combination with traditional stormwater infrastructure.
kk Step 3 - Post-construction monitoring to
pilot the community infrastructure hub sited along Implementation of green infrastructure technologies
measure the actual stormwater runoff with green
Colwell. A hub in this location would support other has faced numerous barriers including uncertainty
infrastructure
new development in the area and could provide whether the projects will contribute to achieving water
additional stormwater management and district energy quality improvements and the lack of information on
infrastructure. the overall cost-effectiveness. These calculations form the basis for the creation
of a “Risk Sharing” mechanism linked to investor
Potential funding sources to support construction of the Another key barrier is the lack of dedicated funding for repayment. If the expected stormwater reductions are
hubs include: green infrastructure. A Pay for Success (PFS) model achieved there is no change in repayment (standard
of Social Impact Bonds (SIB) would seek to attract principal and interest). If higher levels of reduction
kk CMAQ private investment to implement green stormwater are generated than the expected target levels the
management practices with repayment conditioned stormwater agency makes a contingent “outcome
kk TRID upon how well the project(s) reduces wet weather payment” to the investors. However, if the green
flows. This structure could reduce the performance and infrastructure underperforms versus the target level
kk RACP
financial risk of utilizing green infrastructure to meet the investor makes a “risk sharing payment” to the
kk Multimodal Transportation Fund water quality goals. There are several steps required agency to help offset any additional costs incurred by
to develop the project performance evaluation system needing to add additional infrastructure to meet water
kk PA Infrastructure Bank necessary for the PFS model: quality goals.
kk Carbon Finance
The City and PWSA City-Wide Green First Plan outlines
methods to use innovative, cost-effective, and green
infrastructure approaches to manage stormwater.
The Plan established an estimated potential in
223

stormwater reduction through an integrated stormwater 01 - APPLY FOR FUNDS TO DESIGN, 02 - APPLY FOR FUNDS TO DESIGN,
management infrastructure program. As part of the ENGINEER AND IMPLEMENT A SOHO GREEN ENGINEER AND IMPLEMENT THE TUSTIN
assessment, secondary social, environmental and
INFRASTRUCTURE PROJECT SHARED STREET GREEN INFRASTRUCTURE
economic benefits of the planned green infrastructure
investment were also calculated. The M-19 Sewershed was identified by the City-Wide PROJECT
Green First Plan as a top six priority sewershed where The Tustin Shared Street Green Infrastructure Project
The potential Triple Bottom Line benefits ranged proposed GI would best complement strategic urban is a vision to create additional community open space
from $428 million to over $850 million from the full development plans, existing characteristics, and high in the residential core of the Uptown Neighborhood.
implementation of the plan over the 50 year life cycle. yield areas to most effectively illustrate what a green Tustin Street has an existing sense of community from
The largest amount of secondary value creation was first approach could look like for the City. the Tustin Street Community Garden and the Tustin
in local flood mitigation representing 79% of the total Street Tot Lot Playground –expanding and combining
benefit followed by property value increases making The Soho GI Project is a series of phased projects these areas with a shared street concept would suite
up 13% of the total (or between $55 million and $110 which could reestablish natural drainage paths of local community needs. The proposed project will
million). A SIB/PFS approach could be employed to historic Soho Run - a tributary to the Monongahela include Green Stormwater Infrastructure (GSI) facilities
also monetize a portion of these secondary benefits to until the combined sewer network was constructed. such as bump outs, green alley features, or other
finance the necessary stormwater improvements. The first phase of the Soho GI Project is the MLK Field streetscape features to collect and detain runoff from
Stormwater Park – this area is envisioned to include a the right-of-way of Tustin Street, Seneca Street and the
This impact investing (PFS) model as well as existing combination of regenerative step pools along new park Tustin Tot Lot.
funding sources such as ALCOSAN GROW, GTRP, C2P2 trails, rain gardens, underground detention facilities,
and CITF dollars should all be pursued to move forward and community gardens. 03 - APPLY FOR FUNDS TO STUDY THE
with three critical early-action projects. HIGHWAY STORMWATER PARK
Stormwater is collected from two main areas a) the
Addison Terrace developments and b) the right-of-way The area under the Birmingham Bridge represents a
along Kirkpatrick Street and the eastern portion of complex collection of roads and infrastructure but is
Bentley Street. Future phases of the Soho GI Project also a source of stormwater issues as it sits near the
will be linked to the redevelopment of the Uptown bottom of the M-19 sewershed. This plan envisions
neighborhood including redevelopment along the Fifth this space as a new stormwater park that serves to also
Avenue and Forbes Avenue corridor. These future provide a connection along Brady Street to the Heritage
developments are expected to take less than 6 years Trail. Given the necessity for coordination with City
and are not considered as part of the Phase I: MLK and State agencies, this proposal requires additional
Stormwater Park. study to fully understand the engineering and potential
costs.
224
09
District Energy installation of Solar PV, battery Uptown EID Energy System Projected Capital
storage, combined heat & power (CHP) and digester gas Requirements:
power generation systems interconnected by a micro
grid to ensure secure electricity supply to Uptown. Energy Production/Supply Technology Total Investment
Combined Heat & Power 14,500,000
The financial analysis of the power production and
Solar Photovoltaic Power 3,500,000
supply technologies evaluated as part of the Uptown
Battery Storage 5,500,000
EID Energy System plan assumed the capital costs
Biogas Food Digester Plant 500,000
shown as illustrated below. Total Investment of
Waste Heat-to-Power 2,000,000
$26 million would be required to fund all of the
Average Production Cost 26,000,000
recommended projects. Our evaluation assumed

issuance of 20-year, 4.5% tax exempt debt to fund
implementation of these systems. This rate reflects
the current national average yield on 20-year A-rated
municipal bonds.
There is no capital cost for the micro grid in this Currently DLC supplies power to eligible low-income
calculation because in this planning scenario, Duquesne residents at discounted rates that are subsidized by all
Light will own the micro grid. As owner, DLC will DLC ratepayers. If a foundation were to fund the solar
make investments needed to convert their distribution PV and waste heat-to-power projects, near-zero cost
system in Uptown to micro grid service and recover this power would be produced that could then be delivered
cost from the users of micro grid. Conversion costs are to residents participating in the subsidy programs,
expected to be minimal. thereby reducing the need for subsidies.

Many foundations fund projects that positively impact Potential funding sources to support the EID Energy
the environment, accelerate GHG reduction or improve System Plan include:
the lives of people in vulnerable communities. The kk DOE Loan Guarantee Program
solar PV and waste heat-to-power projects have the
highest delivered power costs but produce carbon-free kk PA CFA Alternative and Clean Energy Program
power. They also have no variable operating costs. If kk Sustainable Energy Fund
a foundation were to fund these projects, they would
kk TRID
produce power at near-zero cost for the life of the
project. kk Impact Investing
10
Performance and Monitoring through the
225

installation and coordination with local research


institutions , integrate monitoring and sensor
technology across different initiatives including district
energy, mobility, air quality and stormwater.

The cost of monitoring performance of the


recommended EID priority projects and programs
should be included in development budgets where
applicable. Return on investment should include
calculation of all social, environmental and economic
benefits in line with the p4 evaluation metrics. Annual
reports should be provided to the EcoInnovation Task
Force, investors and other stakeholders. Lessons
learned through this evaluation effort will help refine
future EID implementation and investment strategies.
IMPLEMENTATION MATRIX

1 PRESERVE AND STRENGTHEN THE EXISTING COMMUNITY


1.1 INVEST IN EXISTING RESIDENTS & PROTECT THE RESIDENTIAL CORE OF THE COMMUNITY
226 METRICS: # of homes served for weatherization and rehabilitation; # of properties acquired; # of residents in a LOOP program

What kind of action does this When could this happen?


Priority
Recommendation Details require? (advocacy, organizing, (<3 years, < 6 years, < 10 What are potential funding sources? Who will lead this? Who are the key partners?
Project
development, etc.… years)

Hire an on-the-ground organizer responsible for connecting residents to


existing programs, working to resolve credit issues and monitoring local
CREATE A HOUSING ADVOCATE FOR UPTOWN housing conditions. Work with program providers to match foreclosure
organizing, advocacy 4-6 years Foundations / DCED Neighborhood Assistance Program Uptown Partners Hill District CDC / Hill House / OPDC
prevention programs with local needs.

EXPLORE TAX POLICIES TO PREVENT Support expansion of the Homestead Exemption / Lobby Harrisburg for a
X DISPLACEMENT LOOP program
advocacy < 3 years n/a Affordable Housing Task Force Uptown Partners

Initial Action Steps -


Work closely with the Affordable Housing Task Force to push for changes to create tax protections for residents

WORK WITH THE URA AND CITY TO CFA Business in Our Sites / DCED Neighborhood
Secure as many vacant, tax delinquent properties to reuse for community uses data monitoring, acquisition,
X COORDINATE ACQUISITION OF KEY TAX including affordable housing and green space
ongoing Assistance Program / CDBG / Allegheny County CITF / City City / URA / Uptown Partners
maintenance
DELINQUENT PROPERTIES TRID / City & URA Capital Budgets

Initial Action Steps -


Develop a map of key properties for potential acquisition - work closely with the URA and Land Bank to secure land for community use

EXPLORE THE POTENTIAL OF A LAND TRUST TO CFA Business in Our Sites / DCED Neighborhood
Set up management structure and work with Land Trust expert to establish land acquisition, property A land trust - new / expanded non- OPDC / City / URA / Uptown
MAINTAIN AFFORDABILITY FOR BOTH strategic plan
<3 years Assistance Program / CDBG / Allegheny County CITF /
management, finance profit Partners
RESIDENTIAL AND COMMERCIAL PROPERTIES TRID / City & URA Capital Budgets

CFA Alternative and Clean Energy Program / PA Dept.


CREATE PROGRAMS TO SUPPORT EFFICIENCY City / Allegheny County / Action
Develop partnerships with existing resources and develop supplemental advocacy, education, best practice of Environmental Protection / PA Energy Development
RETROFITS and BASIC SYSTEMS REPAIR FOR resources to address local housing needs.
< 6 years URA Housing / developers / Uptown
dissemination Authority / Keystone HELP / US Dept. of Health and
EXISTING BUILDINGS Partners
Human Services (LIHEAP) / Allegheny County

EXPLORE THE POSSIBILITY OF A HEALTHY Work with Allegheny County's Safe and Healthy Homes Program to provide
advocacy, education, program UPMC / Allegheny County /
HOMES PROGRAM FOR UPTOWN / WEST local assessments and develop an assistance program with local hospitals to < 10 years UPMC, URA URA
improve health factors in homes. development developers / Uptown Partners
OAKLAND AND THE HILL DISTRICT

1.2 PROMOTE DIVERSITY AND INCLUSION IN THE INNOVATION COMMUNITY


METRICS: # of youth employed; # of residents trained; # of participants in the job fair; overall employment rate

What kind of action does this When could this happen?


Priority
Recommendation Details require? (advocacy, organizing, (<3 years, < 6 years, < 10 What are potential funding sources? Who will lead this? Who are the key partners?
Project
development, etc.… years)

BECOME A HUB OF WORKFORCE DEVELOPMENT Foundations / Economic Development Administration /


Build on the Energy Innovation Center capabilities to develop a range of Avenu / Uptown Partners / OPDC /
PROGRAMS ACCESSIBLE TO AND TARGETING A US Dept. of Housing and Urban Development / US
X RANGE OF SKILL SETS AND EDUCATIONAL
programs for ecoinnovation activities including installation, maintenance, and community organizing, training < 3 years TBD Made Right Here / Energy Innovation
monitoring of technologies Dept. of Health and Human Services / US Dept. of Labor
Center
BACKGROUNDS / PA Dept. of Labor and Industry
Initial Action Steps -
Define Clean Tech needs for pilot projects in Uptown including the installation and maintenance of stormwater parks

Foundations / Economic Development Administration /


Techhire / OPDC & Schools 2 Careers
US Dept. of Housing and Urban Development / US
INVITE DISADVANTAGED YOUTH TO Build on the TechHire initiative and ensure accessibility to Uptown and Hill / Pittsburgh Public Schools / Uptown
community organizing, training < 6 years Dept. of Health and Human Services / US Dept. of Labor Avenu
PARTICIPATE IN THE INNOVATION COMMUNITY youth for jobs created by the Ecoinnovation district Partners / Hill District Consesus
/ DCED Neighborhood Assistance Program / PA Dept. of
Group / Center That Cares
Labor and Industry

Establish, organize and market a yearly opportunity for local businesses to


CREATE AN ANNUAL UPTOWN / WEST community organizing, event Foundations / Economic Development Administration / Uptown Partners / local businesses /
meet local residents seeking work. Coordinate with TechHire initiative, < 3 years Avenu
OAKLAND JOB FAIR WITH LOCAL BUSINESSES Energy Innovation Center and other partners planning DCED Neighborhood Assistance Program Energy Innovation Center / Techhire
1.3 BUILD ON UPTOWN/WEST OAKLAND'S CHARACTER AND IDENTITY
METRICS: # of buildings preserved; # attendees at community events; # of public art projects and; # of participants in helping to create them 227
What kind of action does this When could this happen?
Priority
Recommendation Details require? (advocacy, organizing, (<3 years, < 6 years, < 10 What are potential funding sources? Who will lead this? Who are the key partners?
Project
development, etc.… years)

PRESERVE THE COMMUNITY'S HISTORIC Protect existing residential and commercial buildings in Uptown from advocacy, land acquisition, property
X CHARACTER demolition and establish incentives in zoning for preservation
ongoing DCED Neighborhood Assistance Program City Uptown Partners
development
Initial Action Steps -
Codify the IPOD into new zoning and maintain a list of properties in danger of demolition by neglect

Work to secure resources to design, install and maintain new public art in the Foundations / DCED Neighborhood Assistance Program
INVEST IN MORE PUBLIC ART community.
community organizing, installation < 3 years Uptown Partners local artists / local businesses
Allegheny County CITF

Develop a welcome to Uptown brochure for new residents / develop a living in


LAUNCH A TARGETED MARKETING STRATEGY Uptown marketing campaign
design, community organizing < 6 years DCED Neighborhood Assistance Program Uptown Partners OPDC

Develop a calendar of community events including dinners, outdoor movies, community organizing, event
X CREATE NEW COMMUNITY PROGRAMMING celebrations, block parties and more.
< 3 years DCED Neighborhood Assistance Program Uptown Partners OPDC
planning
Initial Action Steps -
Develop a calendar of community events including dinners, outdoor movies, celebrations, block parties and more.
Provide coordinated fitness options in Uptown for people with disabilities and
EXPAND LOCAL FITNESS PROGRAMS all Uptown residents / Create Uptown walking club / Expand access to community organizing < 3 years local institutions / City local institutions Uptown Partners
institutional fitness facilities for residents

1.4 WORK TOGETHER TO TACKLE BLIGHT AND COMMUNITY SAFETY


METRICS: reduction of crime rates in relation to city-wide rates; improved neighborhood perception; # of new lights

What kind of action does this When could this happen?


Priority
Recommendation Details require? (advocacy, organizing, (<3 years, < 6 years, < 10 What are potential funding sources? Who will lead this? Who are the key partners?
Project
development, etc.… years)

Work on a prevention campaign that advocates for strict enforcement of illegal


MONITOR and ADDRESS ILLEGAL DUMPING AND dumping laws and creates design solutions to help address the conditions that
X NUISANCE PROPERTIES promote dumping / build on the Oakwatch model to empower residents to
community organizing, advocacy < 3 years CDBG Uptown Partners City
relay code enforcement issues
Initial Action Steps -
Identify 2-3 target properties and develop short-term designs to integrate signage, landscaping and better lighting where possible
Develop and maintain a top ten list of nuisance properties in Uptown for discussion with Council and City representatives

Install pedestrian scale lighting at priority intersections / establish resident- City Capital Budget / CDBG / DCED Neighborhood
UPGRADE LIGHTING and business-assisted façade light programs
installation, maintenance < 6 years City local institutions / Uptown Partners
Assistance Program

X EXPAND COMMUNITY POLICING Strengthen the existing Safe Streets Uptown Initiative community organizing ongoing n/a Uptown Partners City Police

1.5 EXPAND INSTITUTIONAL PARTNERSHIPS


METRICS: # of research projects taking place in Uptown; # of student volunteers; % of local institutions participating in a Chamber of Services

What kind of action does this When could this happen?


Priority
Recommendation Details require? (advocacy, organizing, (<3 years, < 6 years, < 10 What are potential funding sources? Who will lead this? Who are the key partners?
Project
development, etc.… years)

Create an institutional "Chamber" in Uptown to discuss ongoing common


CONNECT LOCAL INSTITUTIONS challenges and potential opportunities to share resources
community organizing < 3 years DCED Neighborhood Assistance Program Uptown Partners local institutions
Initial Action Steps -
Convene a meeting with local institutions to discuss the structure of a local "chamber" including the key topics that need to be collectively addressed
WORK WITH MAJOR INSTITUTIONS TO EXPAND
UPMC Mercy / Duquesne University
THEIR RESEARCH, CURRICULUM AND STUDENT Align EcoInnovation District strategies with the missions of major local
X ACTIVITIES INTO THE COMMUNITY WHERE institutions and work in partnership toward implementation
community organizing ongoing Institutions / private equity Uptown Partners / University of Pittsburgh / CMU /
Avenu / Energy Innovation Center
APPROPRIATE
Initial Action Steps -
Coordinate with Duquesne on creating a Center for Community Health and Well-being; Sustainability Hub and; a University-Community Alliance. Identify pilot projects for these centers in Uptown that support EID goals.
2 ENCOURAGE BALANCED, EQUITABLE, AND GREEN DEVELOPMENT
2.1 DIVERSIFY HOUSING OPTIONS
METRICS: income diversity, unit mix, percent of residents facing a housing burden
What kind of action does this
Priority When could this happen? (<3
Recommendation Details require? (advocacy, organizing, What are potential funding sources? Who will lead this? Who are the key partners?
Project years, < 6 years, < 10 years)
development, etc.…

Look for opportunities to both create new affordable housing options on


MAKE HOUSING OPTIONS AVAILABLE AND advocacy, provision of capital, land Housing Opportunity Fund / CDBG / PHFA Low Income
X AFFORDABLE TO A DIVERSE INCOME RANGE
publicly-owned land and encourage affordable housing as a part of private ongoing Uptown Partners Potential Land Trust
development disposition Housing Tax Credit / New Market Tax Credits
Initial Action Steps -
Work to secure land and integrate affordable housing incentives into the new zoning for the community
LOOK FOR OPPORTUNITIES TO CREATE NEW Work with the URA and City to promote new senior developments within
Uptown / West Oakland
advocacy, development < 10 years Private equity / URA URA developers
SENIOR HOUSING

CREATE STUDENT HOUSING TO RELIEVE Work with local developers and institutions including Duquesne to develop Housing Opportunity Fund / CDBG / PHFA Low Income Private developers / City /
new student housing to meet local demand
advocacy, development < 6 years Duquesne
PRESSURE ON EXISTING HOUSING Housing Tax Credit / New Market Tax Credits Uptown Partners

2.2 CREATE SPACE FOR INNOVATION


228 METRICS: Amount of sq. ft. preserved for workspace, # of business and jobs in Uptown
What kind of action does this
Priority When could this happen? (<3
Recommendation Details require? (advocacy, organizing, What are potential funding sources? Who will lead this? Who are the key partners?
Project years, < 6 years, < 10 years)
development, etc.…

CONNECT START UPS WITH FLEXIBLE SPACES City / LaunchPGH / Uptown


X TO FIT THEIR NEEDS
Work to secure space at affordable rates for start-up and small businesses coordination with LaunchPGH < 6 years n/a Avenu
Partners
Initial Action Steps -
Work to create an online presence of facilities and landlords willing and able to provide flexible lease and space arrangements
finding developers who are willing
WORK WITH DEVELOPERS TO PROVIDE Provide flexibility on first floor programming for spaces that can be utilized by Foundations / DCED Neighborhood Assistance Program /
nonretail small businesses and start up companies;
partners; zoning and use requirements < 10 years City Avenu / Uptown Partners
WORKSPACE Small Business Funding Resources
that are flexible

SUPPORT HOUSING TYPOLOGIES THAT SUPPORT Enable live / work to be allowed in the zoning code and work to protect and
Housing Opportunity Fund / CDBG / PHFA Low Income Avenu / Uptown Partners /
COLLABORATIVE CREATIVE PRODUCTION AND preserve existing warehouses and structures suitable for collaborative work advocacy < 3 years City
space Housing Tax Credit / New Market Tax Credits developers
INNOVATION

2.3 REVIVE COMMERCIAL CORRIDORS


METRICS: commercial vacancy, façade renovations, district retail sales, number of jobs, foot traffic, reduction in number of trips outside the district for goods and services
What kind of action does this
Priority When could this happen? (<3
Recommendation Details require? (advocacy, organizing, What are potential funding sources? Who will lead this? Who are the key partners?
Project years, < 6 years, < 10 years)
development, etc.…

Institutions / Corporations /
OVERSEE CORRIDOR MANAGEMENT EFFORTS AS Work toward securing additional resources to coordinate existing businesses, installation, maintenance, program
clean the streets and help with joint marketing
< 10 years Foundations / DCED Neighborhood Assistance Program Uptown Partners OPDC / Pittsburgh Downtown
A PART OF EID DISTRICT MANAGEMENT management
Partnership / businesses

Technical, financial assistance with vacant upper story rehabs, egress


Research, coordination, event
X RETAIN EXISTING BUSINESSES requirements, and ADA compliance; small business workshops and technical < 3 years Small Business Funding Resources Uptown Partners --
support; networking events planning, grant writing
Initial Action Steps -
Develop a list of existing business resources available for support and undertake a targeted business survey to align key needs with resources

ENCOURAGE EXISTING AND NEW BUSINESSES Technical, financial assistance with façade renovations, sidewalk repair, program creation, community
sidewalk vestibules, signage, planter boxes, façade lighting
< 10 years URA Façade Improvement Program Uptown Partners local businesses / City
TO IMPROVE CURB APPEAL organizing

Explore opportunities to subsidize the development of space for retail and new
businesses by providing fit out and signage support; consider master lease program creation, community DCED Neighborhood Assistance Program / Small Business URA / developers /
X ATTRACT NEW RETAIL & COMMERCIAL TENANTS arrangements to allow more flexible lease structures; create a unified < 10 years Avenu
organizing Funding Resources foundations
recruitment program
Initial Action Steps -
Work to identify suitable warehouses and spaces for small businesses / begin setting up a master lease program for Uptown

2.4 IMPLEMENT POLICIES TO PROMOTE SUSTAINABLE & AFFORDABLE DEVELOPMENT


METRICS: reduced building emissions, LEED certified structures, new zoning code
What kind of action does this
Priority When could this happen? (<3
Recommendation Details require? (advocacy, organizing, What are potential funding sources? Who will lead this? Who are the key partners?
Project years, < 6 years, < 10 years)
development, etc.…
ENCOURAGE DENSITY AND MIXED USES IN Provide density bonuses for mixed use projects with special weighting for
X TARGETED AREAS meeting EID objectives on affordability and sustainability
Realignment of zoning and incentives ongoing n/a City Uptown Partners
Initial Action Steps -
Work to create a new zoning Public Realm District for Uptown

MANAGE PARKING DISTRICT WIDE and CREATE Replace existing parking regulations in the zoning code and strategically
X COMMUNITY INFRASTRUCTURE HUBS invest in shared parking resources to serve residents and Uptown employees
Realignment of zoning and incentives < 3 years n/a City Uptown Partners

Initial Action Steps -


Work to create a new zoning Public Realm District for Uptown
Consider potential for new construction techniques for commercial/industrial
(project example Bldg. 25 Brooklyn Navy Yard) or utilizing new wood product
REWRITE ZONING FOR THE EID BASED ON
X PERFORMANCE
technologies such as cross laminated timber (CLT) (e.g. Carbon12 project Realignment of zoning and incentives ongoing n/a City Uptown Partners
Portland OR) for office or residential to support additional density and
affordability
Initial Action Steps -
Work to create a new zoning Public Realm District for Uptown
3 PROVIDE CHOICE IN MOBILITY
3.1 INCREASE TRANSPORATION CHOICE TO DECREASE CONGESTION

METRICS: Reduce SOV mode share by 26%. Increase non-motorized or shared modes including increasing public transit by 11%, and bike modeshare by 9%, and walking by 3% by 2030. Maintain existing mode share for Uptown residents by 2030. Increase shared use mobility options available to residents, employee, and student population.
What kind of action does this
Priority When could this happen? (<3
Recommendation Details require? (advocacy, organizing, What are potential funding sources? Who will lead this? Who are the key partners?
Project years, < 6 years, < 10 years)
development, etc.…
Pursue a mode shift by 2030 for the population commuting to Uptown, daily,
that reduces SOV mode share by 26% to non-motorized or shared modes
ENCOURAGE WALKING, BIKING, AND TAKING including increasing public transit by 11%, and bike modeshare by 9%, by
TRANSIT FOR TRIP TO, FROM, AND WITHIN THE 2030. For residents of Uptown and West Oakland commuting elsewhere, advocacy, community organizing on-going Foundations / Institutions /Federal/State grants TMA Institutions / Uptown Partners
ECOINNOVATION DISTRICT focus effort on maintaining existing commuting modal mix with high public
transit use and walking as the community grows.

Improve transit access to the north (Hill) and south (via Bridges) by re-routing
or introducing new transit route along Dinwiddie. Explore microtransit pilot to Federal (BRT related) / State / County / PennDOT Multi-
ENSURE TRANSIT MEETS THE NEEDS OF LOCAL UPP/ PCRG / PPT/ PAAC / Uptown
X match demand and street scale. Explore other transit expansion better planning, advocacy on-going Modal / TRID / PAAC Operating Budget / Federal Transit UPP/ PCRG / PPT/ PAAC
USERS connecting Uptown / West Oakland residents to community destinations and Partners
Administration Funding
necessities not located along BRT route.
Initial Action Steps -
Work with Port Authority to pursue transit connection along Dinwiddie in tandem with BRT design; Explore pilot model of micro-transit service.
229
Get more people around on Uptown streets without increasing the number of
vehicles by increasing the number of people in each vehicle. Promote existing City / private sector / PAAC / Uptown
GET MORE PEOPLE RIDING TOGETHER and expanded public transit services as an alternative to SOVs for both advocacy <3 Foundations / private funding / Federal (BRT related) City
residents and commuters. Encourage and plan expansion of shared-use
Partners
mobility services to make the shift to car-light or car-free lifestyles more
attainable for residents.

EXPAND A TRANSPORTATION MANAGEMENT Investigate potential expansion of Oakland TMA or Downtown TMA, or
creation of new Association for Uptown and West Oakland.
research, advocacy <6 private development / institutions / CMAQ Institutions City / Uptown Partners
ASSOCIATION (TMA) TO INCLUDE UPTOWN

Increase income-based, subsidy, or match programs/membership to


transportation services like bikeshare and public transit for local residents. research, advocacy, program
EXPAND MOBILITY ACROSS ALL INCOME LEVELS Encourage enrollment in Port Authority Job Perks Program. Explore partially <3 Foundations / FTA Grants City Uptown Partners
management
subsidized ride-sourcing trips, and low-income car-sharing programs.

3.2 CREATE A SAFE AND LIVABLE NEIGHBORHOOD STREET NETWORK


METRICS: Reduce fatalities and severe injuries to zero. Achieve a 20MPH target speed on neighborhood streets, Increase activity in public spaces, increase biking and walking to neighborhood destinations.
What kind of action does this
Priority When could this happen? (<3
Recommendation Details require? (advocacy, organizing, What are potential funding sources? Who will lead this? Who are the key partners?
Project years, < 6 years, < 10 years)
development, etc.…
ACHIEVE ZERO TRAFFIC FATALITIES AND ZERO
No amount of crashes is acceptable on Pittsburgh's streets. Advocate for the
SERIOUS INJURIES WITHIN ongoing
City to establish a Vision Zero Policy City-wide, and implement a multi-modal U.S. DOT New Starts / Small Starts / Core Capacity /
X THE UPTOWN / WEST OAKLAND travel and reporting app as a means of reporting and tracking accidents.
Advocacy <3 Tactical improvements to high- City PennDOT / Uptown Partners / OPDC
TIGER Grants / HSIP
NEIGHBORHOOD Address high-crash intersections through pedestrian-first design. crash intersections

Initial Action Steps -


Ensure Gist Street signalization is included in BRT design; Study Gist Street traffic calming measures as near term solution.

Identify key neighborhood streets to implement traffic calming to minimize


IDENTIFY "SLOW STREETS" COORDINATED WITH City Capital Budget / CDBG / Allegheny County CITF /
X TRANSIT EMPHASIS ON 5TH/FORBES
cut-through traffic; preserve neighborhood street quality and improve safety. Engineering, installation <3 City Uptown Partners
Bolster BRT stations with safe connections to the adjacent streets. TRID

Initial Action Steps -


Garner community support for desirable "Slow Street" traffic calming elements to be installed and prioritize street segments.

Re-design the cross-street connections with the Boulevard of the Allies to


reinforce streets which are most appropriate for commuter circulation,
IMPROVE SAFETY OF CROSS STREET
improve pedestrian safety and visibility at intersections.. Encourage driver use <3 tactical improvements Allegheny County CITF / TIGER / TGF / City / EPA / City / UPMC Mercy / Duquesne /
X CONNECTIONS WITH BOULEVARD OF THE of Stevenson, Marion, and Van Braam through intersection design for
Design, engineering, advocacy City
10+ long term reconstruction PennDOT Multimodal Transportation Fund PennDOT / Uptown Partners
ALLIES FOR ALL MODES commuter vehicular access through Uptown from Blvd. Discourage use of
Miltenberger, Gist, and Jumonville for cut-through traffic.

Initial Action Steps -


Initiate schematic design study for intersection at Van Braam and Gist Streets.

Prioritize sidewalk improvements throughout Uptown based on the severity of


obstruction and context. Address any immediate safety concerns and develop
PRIORITIZE SIDEWALK IMPROVEMENTS BASED
X a 10-year plan to improve all sidewalks. Consider local partnership in Engineering, community organizing <3 City Capital Budget / CDBG / TRID / URA RHDIP City Uptown Partners
ON NEED AND CRITICAL PATHWAYS improvements. Identify permanent obstructions – bring to the attention of
responsible Utility, City Department, or Private entity.
Initial Action Steps -

Improve the condition and visibility in the interior separated pathway through TA Set-Aside (SPC TAP) / STBG Program / PA
IMPROVE SAFETY AND QUALITY OF PEDESTRIAN
the Armstrong Tunnel, and crossing conditions at the connecting intersections.
EXPERIENCE CROSSING UNDER BRIDGE AND Ensure Fifth/Forbes street reconstruction improves bike and pedestrian access,
Advocacy, planning, engineering <3 Infrastructure Bank / City Capital Budget / CDBG / City Allegheny County / Duquesne
OVERPASS INFRASTRUCTURE particularly at pinch-points crossing under bridge infrastructure. Allegheny County CITF / TRID
3.3 IMPLEMENT BUS RAPID TRANSIT ON FIFTH AND FORBES AVENUES
METRICS: Increase person throughput on Fifth and Forbes without increasing traffic congestion. Increase transit and bike, and bike share linked trips along the BRT corridor. Increase bus mode share for those living/working/studying in Uptown.
What kind of action does this
Priority When could this happen? (<3
Recommendation Details require? (advocacy, organizing, What are potential funding sources? Who will lead this? Who are the key partners?
Project years, < 6 years, < 10 years)
development, etc.…

Provide a Transit Only lane through Uptown on Fifth and Forbes to increase
PROVIDE A TRANSIT ONLY LANE ON BOTH FIFTH transit reliability for all users. Implement Bus Rapid Transit (BRT) as a US Dept. of Transportation / TIGER / Federal Transit
mechanism to further reduce congestion by increasing mobility options, and
& FORBES AND INTEGRATE PEDESTRIAN <6 according to planned project Administration Funding / PennDOT / PA Infrastructure City / County / PAAC / URA / Uptown
X as a mechanism for extensive street reconstruction which would not be Design, engineering City
IMPROVEMENTS INTO BRT DESIGN feasible in Uptown without a project of its scale. Where possible, complete implementation schedule Bank / TA Set-Aside (SPC TAP) / City and County Partners
other infrastructure work as part of BRT Project including sidewalk and Capital Budgets / TRID
crossing improvements at area cross-street intersections.

Initial Action Steps -


Participate in on-going discussion with Port Authority in determining streetscape design of BRT project
Start education and awareness about the BRT construction timeline and <3 Initiate programs to encourage
USE BRT CONSTRUCTION TO BEGIN SHIFT AWAY impacts early. Work with local institutions to develop active transportation mode shift TA Set-Aside (SPC TAP) / TRID / Federal Transit
X and transit incentives during construction to begin the shift from SOV access
Community organizing, advocacy City Uptown Partners / Institutions
FROM SINGLE OCCUPANCY VEHICLES (SOVs) <6 Strategy should tie to BRT Administration Funding
as the BRT system is built. construction schedule
Initial Action Steps -

230
Develop a visual timeline for construction along with clear and widely disseminated detour route maps must be created and distributed to residents and online.

3.4 BUILD A SMARTER UPTOWN*


METRICS: Install 1 Electric Vehicle Charging station in Uptown.
What kind of action does this
Priority When could this happen? (<3
Recommendation Details require? (advocacy, organizing, What are potential funding sources? Who will lead this? Who are the key partners?
Project years, < 6 years, < 10 years)
development, etc.…

ENCOURAGE IMPLEMENTATION OF SmartPGH* Encourage implementation of projects identified in Pittsburgh's Smart City
Advocacy, research, design, <6 Consider with BRT design and US DOT Grants (AID) / TFA Zero Emissions Research CMU / private sector / Uptown
SENSOR NETWORK IN UPTOWN; SMART SPINES* application - SmartPGH - including the Smart Spines and sensor network on City
Fifth and Forbes. engineering, monitoring construction Opportunity Partners
ON FIFTH AND FORBES

Move beyond open data - find ways to integrate real-time information into the <6 Implement enhanced transit
MAKE REAL-TIME TRANSPORTATION DATA public environment (bus trackers, bike/ped counters, etc.) to make smarter Advocacy, research, design, US DOT Grants (AID) / TFA Zero Emissions Research Institutions / transportation
public spaces. Expand data collection related to transportation and continue
feedback signage with BRT station City
AVAILABLE IN THE PUBLIC REALM engineering, monitoring Opportunity / Private Sector organizations and advocates
sharing with WPRDC. design

Partner with CMU - leader in AV tech - to demonstrate AV as part of


institutions suite of transportation options for Uptown
ENCOURAGE AUTOMATED VEHICLE (AV) PILOT US DOT Grants (AID) / TFA Zero Emissions Research
institutions/destinations. (i.e. Consol event shuttle, Assisted access to Deaf Advocacy, community organizing <6 City Uptown Partners
PROJECTS IN UPTOWN Association, etc.). Focus on building AV into shared-ride strategies, rather than Opportunity / Private Sector
increasing convenience for individual rides.

Foundations / City Capital Budget / Allegheny County


BRING ELECTRIC VEHICLE (EV) CHARGING Integrate an Electric Vehicle charging station into a Community Infrastructure
Hub located in Uptown.
Advocacy, community organizing <6 (implement with Energy Hub) CITF /CFA Alternative and Clean Energy Program / FTA City Uptown Partners
STATIONS TO UPTOWN
Zero Emissions Research Opportunity
Initial Action Steps -
Explore implementation of the Solar EV Fleet Charging Pilot Project on the "2nd Ave Parking Plaza," first introduced by SmartPGH
3.5 ESTABLISH A DISTRICT PARKING STRATEGY
METRICS: Reduce surface parking acreage within the EcoInnovation District by 40% by 2030 while maintaining utilization of public lots at 85% or less. Reduce institutional demand for all-day parking spaces by at least 50 spaces per year.
What kind of action does this
Priority When could this happen? (<3
Recommendation Details require? (advocacy, organizing, What are potential funding sources? Who will lead this? Who are the key partners?
Project years, < 6 years, < 10 years)
development, etc.…
Simplify neighborhood street regulations and focus enforcement to reduce on-
street parking abuse on residential streets. Recognizing that Uptown is
MAKE PARKING POLICY WORK FOR UPTOWN <3 Enforcement City Capital Budget / Pittsburgh Parking Authority /
X changing, establish mechanisms for feedback to track and respond quickly to Advocacy, planning / design City Uptown Partners
RESIDENTS increased pressure on residential parking resources. CDBG

Initial Action Steps -


Explore potential for a parking benefit district within Uptown
Increase enforcement and tracking of utilization of Uptown on-street parking. Pursue establishment of a dedicated Enforcement Officer for Uptown / West Oakland.
Now is the time for big changes to parking dynamics in Uptown. Major moves
should be considered to rebalance the demand for parking on Uptown streets.
In order to incentivize turnover for local businesses and preserve side-street
IMPLEMENT DYNAMIC PARKING MANAGEMENT <10 (consider off street City Capital Budget / Pittsburgh Parking Authority /
parking for resident use, consider conversion of the full lengths of 5th and Planning, management City Uptown Partners / OPDC
STRATEGY FOR UPTOWN / WEST OAKLAND Forbes, and west end cross streets to metered parking with variable event implementation with Energy Hubs) CDBG
pricing and enhanced enforcement.

X
PARTNER WITH INSTITUTIONS + MAJOR
Pursue partnership and commitment from local institutions/major employers
to establish Transportation Demand Management programs to incentivize Advocacy, community organizing <3 CMAQ / Foundations / PAAC Institutions Uptown Partners / OPDC / City
231
EMPLOYERS TO DEVELOP TDM PROGRAMS employees to shift away from SOV use for commutes.
Initial Action Steps -
Establish meetings with large local institutions and employers to identify low-hanging fruit TDM strategies for implementation.

Consider a new event management strategy that emphasizes pre-sale and real- PPG Paints Arena / Private owners (parking
<3 (should include scenarios with
ESTABLISH A MAJOR-EVENT MANAGEMENT time feedback to reduce congestion caused by visitors searching for parking; management) / Port Authority Operating Budget /
5th/Forbes under reconstruction) City / Parking Authority / Uptown
X STRATEGY IN PARTNERSHIP WITH THE PPG shift emphasis to use of downtown lots for event parking and explore new Advocacy, planning Pittsburgh Parking Authority / Advanced Transportation PPG Paints
shuttle services to supplement connections to more distant lots. Pursue pre- <6 Revise following BRT Partners / PAAC
PAINTS ARENA and Congestion Management Technologies Deployment
sale model for parking spaces closest to the PPG Paints Arena reconstruction
(FAST Act)
Initial Action Steps -
Pursue lot-owners closest to shift to a pre-sale model; encourage and facilitate adoption of digital sales solutions.

3.6 INVEST IN BICYCLE INFRASTRUCTURE & CULTURE


METRICS 3 additional bike share stations; New and enhanced trail connection to Three Rivers Heritage Trail
What kind of action does this
Priority When could this happen? (<3
Recommendation Details require? (advocacy, organizing, What are potential funding sources? Who will lead this? Who are the key partners?
Project years, < 6 years, < 10 years)
development, etc.…

Ensure that important bike connections to/through Uptown support cyclists of


INFILL EXISTING ON-STREET BIKE NETWORK <3 TA Set-Aside (SPC TAP) / CMAQ / City Capital Budget /
X WITH SAFE, ALL-AGES FACILITIES
all ages and abilities, and that facility design appropriately responds to the Planning, advocacy City Uptown Partners
context. (<6 5th/Forbes) Include with BRT Project Cost on 5th/Forbes
Initial Action Steps -
Pursue design of on-street bike facility along
Increase visibility of the biking community through programs and events that Bike Pgh / Riverlife / SPC / Uptown
MAKE THE BIKE COMMUNITY MORE VISIBLE celebrate the growing cycling community.
Community organizing <3 People for Bikes Community Grant / CDBG - CBO City
Partners

Expand bikeshare in Uptown / West Oakland by 3 stations to make it a useful Federal DOT Grants / (CMAQ / Foundations / Highmark
EXPAND BIKE SHARE IN UPTOWN AND WEST
X OAKLAND
program for commuters and residents with 1/4 mile station area coverage. Planning, advocacy, installation <6 (follow BRT reconstruction) and Allegheny Health Network Sponsorship / Better Bike Uptown Partners Healthy Ride / City
Implement e-assist bikeshare. Share Grants
Initial Action Steps -
Pursue station funding sponsorship for additional Healthy Ride station in Uptown by local institutions.

Create connections to existing trails, and construct new trails to make the
GROW REGIONAL BIKE TRAIL NETWORK AND TA Set-Aside (SPC TAP) / City Capital Budget / Include Bike Pgh / Riverlife / SPC / Uptown
most of open spaces in and around Uptown. Construct physical connections at Planning, advocacy, installation <10 or Ongoing City
CONNECTIONS FROM UPTOWN Brady, Liberty/Armstrong to the Three Rivers Heritage Trail. with BRT Project Cost/Sources Partners
4 invest in sustainable infrastructure
4.1 USE LANDSCAPING TO ENHANCE LOCAL QUALITY OF LIFE
METRICS: Increase in local food production, expanded tree canopy, # of acres of vacant land greened / maintained
What kind of action does this
Priority When could this happen? (<3
Recommendation Details require? (advocacy, organizing, What are potential funding sources? Who will lead this? Who are the key partners?
Project years, < 6 years, < 10 years)
development, etc.…

ENCOURAGE ALTERNATIVE APPROACHES TO Seek to create a range of temporary and permanent landscape approaches on
X MANAGING VACANT LAND vacant land
advocacy, planting, maintenance < 3 years PWSA / City / Foundations City Uptown Partners

Initial Action Steps -


Work with the City to identify 1-2 pilot lots for improvement

Landslide Community Farm / MLK


MAXIMIZE LOCAL FOOD PRODUCTION Enhance and expand community gardens and create a connected food corridor advocacy, best practice, zoning Community Gardens / Uptown
along the hillside
< 6 years Foundations Grow Pittsburgh
OPPORTUNITIES advocacy Partners / Hill District Consensus
Group / Hill House Association

Target new tree plantings on north-south streets to slow traffic and integrate
232 X INTEGRATE STREET TREES new street trees in the reconstruction of Fifth and Forbes
advocacy, planting, maintenance < 3 years City Capital Budget / Port Authority / BRT Tree Pittsburgh City / Uptown Partners

Initial Action Steps -


Work with Tree Pittsburgh to create a tree planting plan for north-south streets

Develop planting plans for vacant properties and the hillside to create
MANAGE DISTRICT VEGETATION advocacy, planting, maintenance < 6 years City Capital Budget / Foundations Penn State Extension City / Uptown Partners
ecological diversity

MONITOR AND IMPROVE ENVIRONMENTAL Undertake targeted soil testing and work with researchers to test water lead advocacy, education, best practice
levels
< 3 years Institutions / PWSA Universities Uptown Partners
HEALTH dissemination

4.2 UPDATE UNDERGROUND INFRASTRUCTURE


METRICS: Gallons of stormwater diverted from the sewers, miles of updates laterals
What kind of action does this
Priority When could this happen? (<3
Recommendation Details require? (advocacy, organizing, What are potential funding sources? Who will lead this? Who are the key partners?
Project years, < 6 years, < 10 years)
development, etc.…

FOCUS ON STORMWATER RETENTION Design, implement and monitor initiatives to manage stormwater at the PWSA/ALCOSAN / City Capital Budget
X STRATEGIES AT THE SURFACE TO EASE THE surface including new greens stormwater infrastructure and other landscape Design, engineering, program design < 3 years CDBG / Foundations / DCED Neighborhood Assistance Program PWSA City / Uptown Partners
BURDEN ON SEWER SYSTEMS design approaches CFA Greenways / Trails and Recreation Program / Allegheny County CITF
Initial Action Steps -
Coordinate with PWSA to design, engineer and install Green Stormwater Infrastructure

PWSA/ALCOSAN / PA Redevelopment Assistance Capital Program / City


UPDATE SEWER / WATER LATERALS WHERE Use funding for Transit as the opportunity to address longstanding
underground infrastructure issues
Design, engineering, program design < 6 years Capital Budget / CDBG / Allegheny County CITF / Include with BRT Project City PWSA
POSSIBLE
Cost/Sources

4.3 CREATE AND EXPAND OPEN SPACE AMENITIES FOR RESIDENTS


METRICS: Gallons of stormwater diverted from the sewers, % of open space in the community, improved air quality / lower emissions
What kind of action does this
Priority When could this happen? (<3
Recommendation Details require? (advocacy, organizing, What are potential funding sources? Who will lead this? Who are the key partners?
Project years, < 6 years, < 10 years)
development, etc.…

City Capital Budget / CDBG / Foundations / PA Redevelopment Assistance


CREATE A NEW CIVIC PLAZA AT 5TH AND Create a new civic plaza at the junction of Uptown and the Hill District - Design, engineering, maintenance, City / developers / Uptown Partners /
X DINWIDDIE should be actively programmed and designed to manage stormwater.
< 6 years Capital Program / DCED Neighborhood Assistance Program / CFA URA
monitoring Dinwiddie Community Alliance
Greenways, Trails and Recreation Program / Allegheny County CITF
Initial Action Steps -
Begin design work on the civic plaza / develop an RFP for the remainder or the URA-owned parcels

Strategically improve the Tustin gardens and tot lot including a heavy focus
EXPAND THE TUSTIN STREET GARDENS / TOT Design, engineering, maintenance, City Capital Budget / CDBG /Foundations / PWSA Growth Fund / CFA PWSA / Uptown Partners / Grow
X LOT INTO A COMMUNITY PARK
on managing stormwater and design Tustin Street as a "shared street" < 3 years City
designed to connect the gardens and tot lot. monitoring Greenways, Trails and Recreation Program / Allegheny County CITF Pittsburgh

Initial Action Steps -


Growth funding for design starting in 2018

City Capital Budget / CDBG / Foundations / DCED Neighborhood Assistance PWSA / MLK Gardens / Landslide
TRANSFORM THE HILLSIDE INTO AN OPEN Design and create a new hillside park that provides stormwater management, Design, engineering, maintenance,
X SPACE AMENITY AND STORMWATER PARK lookouts and trails designed to connect neighborhoods.
< 3 years Program / CFA Greenways, Trails and Recreation Program / Allegheny City community farm / Uptown Partners /
monitoring
County CITF Hill House / OPDC / Grow Pittsburgh

Initial Action Steps -


Grow funding for design starting in 2018

IMPROVE THE EASTERN EDGE OF UPTOWN AS A Integrate air quality monitors and towers designed to absorb carbon emissions Design, engineering, maintenance, EPA / institutions / Uptown Partners /
around the Birmingham Bridge - monitor the results and impact
< 10 years Foundations / Institutions City
CLEAN AIR GATEWAY monitoring CMU

Create a blue alley along Watson where there are currently issues with PWSA/ALCOSAN / City Capital Budget / CDBG / Foundations / DCED
DEVELOP A NEW STORMWATER PARK ON Design, engineering, maintenance,
flooding. Integrate new green space on Watson as a part of the design to serve < 6 years Neighborhood Assistance Program / CFA Greenways, Trails and Recreation PWSA City / Uptown Partners
WATSON STREET ON THE WESTERN END the drop--in center. monitoring
Program / Allegheny County CITF

Design a green stormwater park at Stevenson and Forbes where there is PWSA/ALCOSAN / City Capital Budget / CDBG / Foundations / DCED
INTEGRATE NEW GREEN SPACE @ FORBES & Design, engineering, maintenance,
currently issues with street flooding - design the space as a small plaza to < 6 years Neighborhood Assistance Program / CFA Greenways, Trails and Recreation PWSA City / UPMC / Uptown Partners
STEVENSON TO CAPTURE STORMWATER bring together Mercy employees with neighborhood residents. monitoring
Program / Allegheny County CITF
4.4 CREATE NEW GREEN CONNECTIONS
METRICS: miles of trails, # of trail users, reduced carbon emissions
What kind of action does this
Priority When could this happen? (<3
Recommendation Details require? (advocacy, organizing, What are potential funding sources? Who will lead this? Who are the key partners?
Project years, < 6 years, < 10 years)
development, etc.…

City Capital Budget / CDBG / Foundations / DCED Neighborhood Assistance


CREATE CLEAR CONNECTIONS TO THE Expand and improve the sidewalk along Brady Street all of the way to 2nd Design, engineering, installation,
X Avenue / Create a new Heritage Trail Ramp under the highways
< 6 years Program / CFA Greenways, Trails and Recreation Program / Allegheny City PennDOT / Uptown Partners
HERITAGE TRAIL maintenance
County CITF
Initial Action Steps -
Develop design and engineering for Brady Street connection to the Trail / include GSI

Redesign Colwell Street to provide trail connections to and from the proposed Design, engineering, installation, City Capital Budget / CDBG / Foundations / DCED Neighborhood Assistance Uptown Partners / Hill District / local
IMPROVE COLWELL AS A GREEN CONNECTOR hillside park.
< 10 years City
maintenance Program / CFA Greenways, Trails and Recreation Program institutions

TRANSFORM BOULEVARD OF THE ALLIES INTO Work to redesign Boulevard of the Allies to integrate a new trail, overlooks, Advocacy, design, engineering, Uptown Partners / UPMC Mercy /
greening and other amenities to create a true boulevard and improve safety.
< 10 years Allegheny County CITF / TGF / City / EPA City
UPTOWN'S RIVERFRONT installation, maintenance Duquesne / PennDOT

4.5 PURSUE DISTRICT ENERGY


METRICS: % reduction in carbon emissions, % reduction in building energy use, % reduction in energy costs
233
What kind of action does this
Priority When could this happen? (<3
Recommendation Details require? (advocacy, organizing, What are potential funding sources? Who will lead this? Who are the key partners?
Project years, < 6 years, < 10 years)
development, etc.…

Install high-efficiency lighting and HVAC systems and associated controls in


commercial and residential buildings. Convert electric air conditioning to gas- installation, maintenance, community Peoples Gas /Urban Redevelopment Authority of Pittsburgh / Duquesne
X REDUCE ENERGY BURDEN fired absorption chillers and heat pumps. Home weatherization programs.
< 3 Years Duquesne Light Uptown Partners / City
organizing, advocacy Light
Expand use of smart meters

Initial Action Steps


Work with Peoples Gas Co. to expand incentive programs to increase use of natural gas technologies to reduce customer energy costs and CO2 emissions. Expand home weatherization programs.

Coordinate with utility partners and institutional partners to take advantage of


COORDINATE INFRASTRUCTURE INSTALLATION
X the opportunity to install 21st century communication in right-of-ways when design < 3 Years City City Duquesne Light / Uptown Partners
WITH BRT as part of work infrastructure projects are undertaken.

Initial Action Steps


Continue to integrate infrastructure into BRT design development

Work with Duquesne Light and Pa. Public Utility Commission to develop a Duquesne Light / Urban Partners /
micro grid tariff. Require secure electric power via micro grids for critical advocacy, education, community CFA Alternative and Clean Energy Program / PA Dept. of Environmental
X ESTABLISH MULTI-USER MICRO GRIDS facilities e.g. hospitals, gas stations, supermarkets, water and sewage
< 3 Years City Sustainable Pittsburgh / Green
organizing Protection / PA Energy Development Authority
treatment plants supermarkets, fire stations, traffic signals, etc.) Building Association

Initial Action Steps


Work with Duquesne Light to get approvals from the PA Public Utility Commission to convert existing assets to micro grid service and to develop a micro grid tariff.

Duquesne Light / Urban Partners /


Modify zoning and building codes to encourage developers to incorporate CHP advocacy, education, community CFA Alternative and Clean Energy Program / PA Dept. of Environmental
X PROMOTE USE OF COMBINED HEAT & POWER and CHP-compatible HVAC systems in their building designs.
< 3 Years City Sustainable Pittsburgh / Green
organizing Protection / PA Energy Development Authority /Foundations
Building Association
Initial Action Steps
Develop methods quantify the impact on property values and the City's sustainability goals if CHP were incorporated in zoning and building codes.

Identify “dead” air space zones and streamline permitting for installation of
solar canopies in these spaces. Enlist support of philanthropic community to
support solar electric supply programs for low-income population. Estimate
ENCOURAGE INSTALLATION OF SOLAR PV IN planning, engineering, community Foundations / CFA Alternative and Clean Energy Program / PA Dept. of
the beneficial impact that grant-funded solar PV projects would have on in < 6 years City Duquesne Light
UNDERUTILIZED AIR SPACE low-income subsidy program costs that are currently funded by ratepayers. organizing Environmental Protection / PA Energy Development Authority
Conduct a solar viability survey. Explore creation of a Solar Authority to fund
and install solar PV on a district scale

Encourage separation and collection of food waste at high-volume sources e.g.


ENCOURAGE RECYCLING WASTE FOOD AS AN supermarkets, restaurants, and institutions. Streamline permitting for planning, engineering, community CFA Alternative and Clean Energy Program / PA Dept. of Environmental
construction and operation of digester plants. Explore a digester plant
< 3 Years City local institutions / Uptown Partners
ALTERNATIVE ENERGY SOURCE organizing Protection / PA Energy Development Authority
associated with the prison

Work with GBA to promote and expand the district to cover the "mixed-use
X EXTEND THE 2030 DISTRICT INTO UPTOWN core" zoning proposed in the new Uptown public realm district.
advocacy, education < 3 Years GBA GBA City / Urban Partners

Initial Action Steps


Reach out to property owners in Uptown about the 2030 District

4.6 BECOME A MODEL FOR INNOVATIVE WASTE MANAGEMENT AND UPCYCLING


METRICS: reduction of waste stream volume, recycling mandate compliance rate
What kind of action does this
Priority When could this happen? (<3
Recommendation Details require? (advocacy, organizing, What are potential funding sources? Who will lead this? Who are the key partners?
Project years, < 6 years, < 10 years)
development, etc.…

STRIVE TO BECOME A ZERO-WASTE Work toward reducing waste that goes to landfills by 90% through education City / Sustainable Pittsburgh /
X and coordination on recycling and composting
installation, maintenance, monitoring < 10 years Foundations / local businesses and institutions Uptown Partners
COMMUNITY community gardeners / institutions
Initial Action Steps -
Work to undertake both zero-waste events and a plan for the community

ENFORCE RECYCLING MANDATE Work to educate residents and encourage full compliance with City recycling enforcement ongoing -- City Uptown Partners

PROVIDE PUBLIC TRASH AND RECYCLING Provide trash cans in the community and seek green power washing of
sidewalks to improve the cleanliness of Uptown
installation, maintenance < 3 years City Capital Budget City Uptown Partners / institutions
RECEPTACLES WHERE NEEDED

Connect the separated food waste of institutions with the needs of community
ESTABLISH A DISTRICT COMPOSTING PROGRAM gardeners and farmers - work toward residential composting program in installation, maintenance, monitoring < 6 years Foundations / City Capital Budget Grow Pittsburgh City / institutions / Uptown Partners
Uptown
PREPARED BY:

INTERFACE-STUDIO
STOSS LANDSCAPE URBANISM
SAM SCHWARTZ ENGINEERING
MONDRE ENERGY, INC.
SCI-TEK CONSULTANTS, INC.
NINIGRET PARTNERS
DUANE MORRIS GOVERNMENT STRATEGIES
TACTILE DESIGN GROUP

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