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5 transPortation & CirCulation and PuBliC faCilities & serviCes

Planning to thrive: City of Pittsfield Master Plan / MarCh 2009


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Master Plan Consultants:

Transportation Subconsultants:Beta Group, inc.6 Blackstone Valley place, Suite 101 lincoln, ri 02865

This document was formatted for oubled-sided printing. please consider the environment before you print.

Landscape Architects, Architects, Engineers and Planners, P.C.saratoga sPrings 443 Broadway, Saratoga Springs, NY 12866 T 518-587-2550

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Pittsfield is a diverse place with much to offer. The city boasts an exceptional quality of life, with access to outstanding medical care, educational facilities, recreational opportunities and sources of entertainment for all ages. When combined with the historical and cultural resources, the city offers an unparalleled experience to its residents, employees and visitors.

However, Pittsfield faces several major challenges within its transportation network and through the delivery of its public services. Transportation, public facilities and public services are crucial to supporting various land use, neighborhood, economic development, and open space goals.

For Pittsfield to become a place of excellence, it must provide safe, comfortable ways to get around. as an urban area, the transportation system must be multi-modal and not focus only on motor vehicles but also include bicycles and pedestrians. The automobile will continue to be important, but it cannot drive land use decisions in a city. a comprehensive transportation system will enhance ongoing economic revitalization efforts, support existing business and meld with city land use goals.

Quality public facilities and efficient services are all important factors in realizing the city’s vision when it comes to Pittsfield’s future – hallmarks of a community with a high quality of life. public facilities and city services underpin the city’s efforts to become an

economically vibrant and environmentally sustainable community.

existing Conditions – transPortationTraffic is a growing concern in Pittsfield. in some ways, it is a nice problem for a revitalizing community to have. it means that people are in the city – even if they are just driving through. Those cars are an indication of potential commerce – for example customers or business people coming to the city.

The following chart shows the growth in traffic across Berkshire County. The base year, 1990, is arbitrarily pegged at the index level of 100. after bottoming out in 1992, the growth of traffic has been slow, but steady to a 2002 peak of approximately 10 percent.

From the 2000 U.S. Census: 79.8 percent of people drive to work alone; 69 percent of people work in Pittsfield; 42.9 percent of households own two or more vehicles; and 14 percent of households do not have access to a vehicle.

Despite the appearance of growing congestion, the 2000 U.S. Census found that Pittsfield residents spend less time commuting to work than their Berkshire neighbors. The first chart below shows that Pittsfield commuters spent about two minutes less time in their cars than other residents in Berkshire County and about ten minutes less than commuters across the state. This is not surprising since most Pittsfield residents work in the city as shown in the second chart below.

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Traffic Growth Trend - Berkshire County, 1990 to 2002 (Source: BRPC)

60

80

100

120

140

1990 1992 1994 1996 1998 2000 2002

Mean Travel Time to Work: 2000 (Source: U.S.Census Bureau)

27 minutes

19.2 minutes17.1 minutes

City of Pittsfield Berkshire County State

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Place of Work for Pittsfield Residents, 2000 (So urce U.S. Census)

Pittsfield69%

Rest of County

26%

Out of State3%

Out of County2%

funCtional road ClassifiCation and Pittsfield exaMPlesFunctional classification General attributes Pittsfield examples

principal arterial

Serve major centers of activity, Carries most of the trips entering and leaving urban areas, Usually fully or partially controlled access facilities, High mobility with low access

South Street, West Housatonic Street, Merrill road

Minor arterialaugments principal arterials, More emphasis on access than principal arterials, Does not penetrate identifiable neighborhoods

North Street, First Street, Tyler Street

Collector (major & minor)

provides both access and mobility, penetrate residential neighborhoods, channels traffic from local streets to the arterial network

Williams Street, Spring Side avenue, Second Street, pecks road, pomeroy avenue

local streetspermits direct access to abutting lands and connections to higher order systems, low levels of mobility

Wilson Street, East New lenox road, Chapel Street

Source: AASHTO: A Policy on Geometric Design of Highways and Streets 2004, Analysis by Beta Group, Inc.


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roadway TypesPittsfield roads are classified by their funtion and role in the community and regional highway network. Pittsfield is in MassHighway District 1, which covers 56 towns. The table below shows the kinds of roads in Pittsfield.

Traffic VolumeFour major routes serve Pittsfield:> route 9 starts in the center of the city

and runs east/west.> route 8 runs north and south through

eastern Pittsfield.> route 20 runs east and west and

connects to New York through Hancock.> route 7 runs north and south and

eventually connects to Connecticut and Vermont.

> Combined routes 7/20 connect Pittsfield to the Massachusetts Turnpike.

Pittsfield roadways exhibit some of the highest traffic volumes in Berkshire County. Some of Pittsfield’s arterials such as Route 9 and Route 7 carry traffic volumes comparable to the western part of the Massachusetts Turnpike. Municipal daily traffic counts collected by MassHighway records indicate that traffic volumes on the regional arterial network in Pittsfield are very high.

Pittsfield, average daily traffiC voluMe

Year location Vehicles per day

2005 route 20 & 7, North of lenox town line 24,100

2005 East Street, East of Second Street 25,600

2005 route 9, East of route 20 24,600

2005 route 8, South of lanesborough town line 19,700

2004 West Housatonic Street, West of Center Street 16,700

2004 Tyler Street, East of Myrtle Street (First Street) 15,500

2004 North Street, South of Maplewood avenue 17,000

2004 Dalton avenue, West of Merrill road 16,300

Source: MassHighway

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Traffic Safetyroute 7 and route 9 have the highest number of crashes in town, according to the Pittsfield Police Department database. This is expected on these high-volume arterial roads containing busy intersections with significant conflict points.

Pittsfield, Corridor Crash CountJuly 2004 to august 2006

Corridor Crash Count

route 7 (North Street) 271

route 7/20 (South Street) 237

East Street 228

route 9 (Dalton avenue) 165

route 9 (Tyler Street) 127

Merrill road 108

route 20 (West Housatonic Street) 108

West Street 106

route 7 (First Street) 102

Elm Street 102

Source: Pittsfield Police Department

Pittsfield, high aCCident loCations, 2005

location accident Count

North Street at West Street 27

linden Street at Seymour 21

North Street at linden Street 20

First Street at Tyler Street 19

East Street at Elm Street 16

South Street at W. Housatonic Street 16

South Street at Dan Fox Drive 14

Cheshire road at Dalton avenue 13

First Street at Stoddard avenue 12

West Street at Center Street Conn. 12

East Street at First Street 10

Benedict road at Dalton avenue 10

Source: MassHighway

Based on MassHighway data, two-thirds of all crashes between 2003 and 2005 resulted in property damage only. Out of the over 4,000 accidents recorded in this timeframe, nine were fatal.


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Transit ServiceThe U.S. Census indicates that 14 percent of Pittsfield residents have no access to a vehicle. One in eight residents, therefore, must rely on public transit for work and personal activities.

The Berkshire regional Transit authority (BRTA) provides Pittsfield with regional transit service. The BRTA operates fixed route bus service to twelve communities in Berkshire County from Williamstown to Great Barrington. Ten of these bus routes serve Pittsfield. The BRTA also supports the delivery of paratransit services to the elderly and disabled who cannot use the fixed route bus service.

Public bus service runs from 5:45am to 7:20pm on weekdays, 7:15am to 7:00pm Saturdays and not at all on Sundays or federal holidays. (Full weekday service is available on President’s and Patriot’s Day.)

The primary hub for the BrTa bus service is the Joseph Scelsi intermodal Transportation Center located in downtown Pittsfield. In addition, the Greyhound and peter pan/Bonanza bus lines provide long distance bus service. Amtrak’s Lake Shore Limited train, which connects Boston to Chicago, provides once a day service in each direction via the intermodal center.

Types of Vehicle Crashes in Pittsfield, 2005 (Source: MassHighway)

Angle crashes36%

Unknown5%Sideswipes

(opposite direction)

2%

Head-on3%

Single vehicle13%

Sideswipes (same direction)

8%

Rear end collisions

33%

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On the Master plan Survey and in the public meetings, the responses to questions about public transit illustrated something that most knew instinctively – public transportation in Pittsfield is very limited. part of that has to do with the level of service, which is often dictated by state funding mechanisms. The responses indicated a need for the BrTa to continue to have lift-equipped buses and the need for continued support for paratransit services as well as americans with Disabilities act (aDa) tickets and ride Works program. in addition, responses identified the need for available, working lift-equipped facilities through amtrak, Greyhound and peter pan/Bonanza bus lines, and taxis. Unlike larger urban areas, automobile transportation is relatively easy and more convenient than public transit. in addition, many people also felt that long distance connections (e.g. trains to Boston and New York City) were lacking.

airportThe Pittsfield Municipal Airport, managed by a seven-member Pittsfield Municipal airport Commission appointed by the mayor, serves private and chartered aircraft and is home to more than 35 aircraft. The airport serves medical air-ambulance flights, freight charters and flight training. No public air transportation is available. The 350-acre airport consists of two paved and lighted runways (a primary 5,000 foot runway and a secondary 3,500 foot runway) and a passenger terminal. There are currently plans to extend the primary runway.

Municipal parkingCity-owned parking consists of four off-street public parking lots and two parking garages in the downtown area. These parking lots are intended to serve businesses in the downtown commercial district and include the Melville Street lot, Willis Street lot, First Street lot, Depot Street lot, Columbus avenue lot and the McKay Garage.

Pittsfield, MuniCiPal Parking sPaCes, 2006Parking facility Public Permit handicap total

Melville Street 38 70 6 114

Willis Street 19 39 2 60

First Street 75 145 5 225

McKay Garage 73 912 21 1006

Depot Street 0 155 6 161

Columbus avenue Garage 90 179 7 276

Total 295 1500 47 1842

Source: City of Pittsfield


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There is limited availability of parking in downtown Pittsfield. A parking analysis15 was performed on the downtown lots as part of the 2004 downtown circulation study. This research found that there is not a physical shortage of parking spaces. At the busiest time of day (10:30am to 11:30am) the busiest parking lot in the survey (First Street lot) was less than 85 percent occupied. The next busiest lot (Melville Street) was less than 70 percent occupied at its peak.

The report, however, did not distinguish between public spaces and permit spaces. For example, despite being less than 85 percent occupied, the First Street lot does not have any permit spaces available. in addition, the report showed that there are some spot locations where demand is high and nearby parking is in short supply or not easy to find. The study recommended improvements in parking management. improved management of the existing parking spaces to serve retail customers, business employees, disabled and elderly, and others could reduce the issues associated with inadequate parking. as the downtown revitalizes, the parking situation may change and problems may become more acute.

existing Conditions – PuBliC faCilities and serviCes

Department of public Works and UtilitiesThe Pittsfield Department of Public Works and Utilities provides essential services to the citizens of the city. Their responsibilities include, but are not limited to, the operation and maintenance of the drinking water, sanitary sewer and storm water systems as well as the public roads and streets. The department has 77 full-time employees.

The city is comprised of 180 miles of public streets and 24 miles of private streets. along with the roads and streets, the city also maintains the sidewalks, bridges and traffic signs and signals.

The drinking water system is comprised of six surface water reservoirs, two separate water supply systems, four storage tanks, five pump stations and two flow control stations. The city owns most of the land around the reservoirs and restricts the use of the land in order to prevent contamination. This system serves the city through approximately 241 miles of water pipes and supplies Pittsfield as well as customers in Dalton, lenox and lanesborough. The city regularly conducts tests for numerous contaminants. in 2006 the city tested for nine regulated and one unregulated contaminant. The levels found for each were below the maximum allowed in drinking water.

15 Fuss & O’Neill Inc., City of Pittsfield Downtown Traffic Circulation Study, 2004.

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The city’s sanitary sewer system consists of about 182 miles of pipe and 6 pump stations, which convey the flow to the wastewater treatment plant, which has a capacity of 28.7 million gallons per day. Ninety-five percent of the residents of Pittsfield have access to the sewer system. The storm water drainage system includes approximately 80 miles of drainage pipe along with catch basins, manholes and outfalls. The city owns the system and is responsible for its ongoing maintenance and environmental performance.

The urbanized areas of Pittsfield, which include most of the city, must comply with federal stormwater management regulations under phase ii of the National pollutant Discharge Elimination System program. The city has complied with the federal requirements filing annual reports describing their efforts to comply. Stormwater discharges are generated by runoff from land and impervious areas such as paved streets, parking lots, and building rooftops during rainfall and snow. These discharges often contain pollutants in quantities that could adversely affect water quality.

The goal of the federal program is to reduce these polluting discharges. The program has six components:> public information and outreach> public participation and involvement> illicit discharge detection and

elimination> Construction site runoff control> post-construction runoff control> pollution prevention / good

housekeeping

City-owned BuildingsThe City of Pittsfield owns and maintains 128 buildings, according to a recent Maintenance Division building inventory. These buildings include fire stations, public parking facilities, recreational facilities, schools, storage and water treatment facilities. Most city-owned buildings are used by city departments including Building Maintenance, Community Development, Conservation Commission, DpW, Fire and police, and public Schools. The city has developed an aDa (americans with Disabilities act) Plan with the guidance of Pittsfield’s Commission in Disabilities. an inventory of city owned buildings follows.

City Owned Buildings, 2007View following pages(Source: City of Pittsfield)


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Building Location User Use Building Value

Sq. Ft. Issues/Condition

Building Maintenance 81 Hawthorne Ave Building MaintenanceMaintenance Department

$960,903 11,358 needs electrical upgrade - otherwise good condition

Bldg.#1 232 W. Housatonic St. Building MaintenanceMaintenance Storage/Voting Machines

$283,706 4,556 Needs Roof/ Brick needs pointing

Rest Rooms Wild Acres (S. Mountain Rd.)

Conservation Commision

Recreational Facility $36,486 300Jim Riddle/Volunteers maintain the facility - May call us for some minor maintenance from time to time

Pavilion Wild Acres ( S. Mountain Rd.)


Recreational Facility $84,918 2,628Jim Riddle/Volunteers maintain the facility - May call us for some minor maintenance from time to time

Fish Cleaning Station Wild Acres ( S. Mountain Rd.)



Observation Tower Wild Acres ( S. Mountain Rd.)



Cabin Wild Acres ( S. Mountain Rd.)


Recreational FacilityJim Riddle/Volunteers maintain the facility - May call us for some minor maintenance from time to time

Frank Controy Pavilion Lakeway Drive(Burbank Park)


Recreational Facility $109,773 1,945 good condition

Family Residence(Controy Caretaker)

538 Lakeway Dr. Conservation Commision

Caretaker Residence $66,000 1,600

Salt Shed #7- old 232 W. Housatonic St. DPW Storage $54,678 1,400 Needs Roof on wooden shed/Structural problems

Salt Shed #6 - New 232 W. Housatonic St. DPW Road Salt Storage $150,000 1,620 none/newHighway Equipment Garage #1

232 W. Housatonic St. DPW Vehicle Storage $750,952 9,120 fair/good

Highway Office #2 232 W. Housatonic St. DPW Highway Offices/shops $623,394 3,900 fair/good

Alleyway Cold Storage #4 232 W. Housatonic St. DPW Storage 780

Cold Storage Sand Pile # 5 232 W. Housatonic St. DPW Storage 4,500

Tin Barn #8 232 W. Housatonic St. DPW Highway Dept. Storage $93,961 3,360 roof

City Gragare # 9 232 W. Housatonic St. DPW Vehicle Maintenance $379,799 7,800 Needs roof/leaks-out to bid

Weights & Measure - Test Shed #3

232 West Housatonic St. DPW Truck Inspections $93,961 1,320 Needs new heating system

Fire Station _ West Housatonic St.

W.Housatonic St. Fire Department Fire Station $376,736 3,283 None/good condition/could use boilerupgrade

Fire Station- Peck's Rd. Pecks Rd. Fire Department Fire Station $637,953 4,941 boiler upgrade

Fire Tower Training Facility - Pecks Rd.

Pecks Rd. Fire DepartmentFire Dept. Training Facility

$152,378 1,400 Structural problems

Fire Station - Holmes Rd. Holmes Rd. Fire Department Fire Station $522,857 4,280 None/good condition

Fire Station - Somerset Somerset Ave. Fire Department Fire Station $765,753 6,030 None/good condition

Fire Station - Headquarters 74 Columbus Ave. Fire Department Fire Station $1,967,591 16,589

Pittsfield Municipal Airport Terminal Bldg.

832 Tamarack Rd. Municipal Airport & Terminal $328,888 3,679 None

Berkshire Athenaeum 1 Wendell Ave. Municipal Library $3,860,581 45,938 None

Berkshire Artisans 28 Renne Ave. Municipal Studios & $834,668 9,952Needs roof/window replacements/electrical upgrade/elevator

Eleanor Sonsini Municipal Animal Shelter

Downing Industrial Park MunicipalVolunteer/No Kill Animal Shelter

$117,199 2,078 Needs roof

Ralph Froio Senior Ctr. 330 North St. Municipal Senior programs $1,807,833 17,700 None

Family Resource Center 314 Columbus Ave. Community Development

Neighborhood Community Services

$200,000 2,058 None - good condition

Pittsfield Municipal Airport Hanger #2

832 Tamarack Rd. Municipal Airplanes/Eqiupment $243,649 4,590 Lyons Aviation maintains per lease agreement







Pittsfield Visitor Center - Vehicle Storage

121 South St Municipal Municipal Storage $100,000 3,224 Scheduled for Demo

City Hall 70 Allen St. MunicipalCity of Pittsfield Offices

$7,677,185 32,090Needs roof/HVAC upgrade(boilers/unit heaters/ temp controls)/electrical upgrade(MIS)

Key Program House 942 Williams St. MunicipalAdolesents Care Program

$85,000 3,498 Key program maintains building per lease aggreement

Emergency Management Offices & Storage

235 Tyler St. MunicipalEmergency Management Offices & Storage

$1,028,288 8,214 Needs roof/cracks in concrete floor

Pittsfield Police Sation 39 Allen st. MunicipalPolice Offices/Lockup/Garage

$4,089,303 25,057 Needs roof/electrical upgrade/Asbestos & lead abatement

Columbus Parking Garage Columbus Ave. Parking Garage Public Parking Facility $2,934,195 89,368 ramp needs repair

McKay Parking Garage Mckay St. Parking Garage Public Parking Facility $7,134,719 312,598 needs brick work, electrical upgrade(working)

McKay Enclosed Walkway North St. Parking GarageEnclosed Walkway from North St. To Mckay

$652,422 3,541 none

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Storage Building(formerly Bathouse)

Lakeway Drive(Burbank Park) Parks

Berkshire Rowing and Sculling Society

$146,985 1,125 none

Bathhouse and Concession Lakeway Drive(Burbank Park) Parks Recreational Facility $300,000 2,400 new

Springside House 874 North St.(Springside Park) Parks Parks Offices 299852 ACV 5,819

Needs roof/paint- Interior & Exterior/porches need repair - Historically not well maintained

Vins Garage 874 North St.(Springside Park) Parks Parks Storage $48,790 1,000 roof, paint

Barn 874 North St.(Springside Park) Parks Parks Storage $326,111 6,210 roof, paint

Rice Building 874 North St.(Springside Park) Parks Parks Storage $50,000 2,000 roof, paint

Victory Hill Building 874 North St.(Springside Park) Parks Parks Storage $29,000 400 roof, paint

Corn Crib 874 North St.(Springside Park) Parks Parks Storage $2,000 225 roof, paint

Long Garage 874 North St.(Springside Park) Parks Parks Storage $29,000 6,250 roof, paint

Greenhouse 874 North St.(Springside Park) Parks Volunteer Use $82,178 3,125

Master Gardener Shed 874 North St.(Springside Park) Parks Greenhouse 144

Restrooms Springside Ave.( Springside Park) Parks Public Restrooms $34,000 625 none

North Little League Concession/Bathroom

Springside Ave.( Springside Park) Parks North Little League 225

North Little League Scorer Building/Storage

Springside Ave.( Springside Park) Parks North Little League 225

Belanger Field/bathrooms/Press Box

East St. Parks Little Leagues

Gerald S. Doyle Girls Softball Complex

Benedict Rd. Parks Girls Softball $100,000 900 new

Restrooms John St(Pitt Park) Parks Public Bathrooms 375 good condition

Rest Rooms Clapp Park ( W. Housatonic St.) Parks Public restrooms $51,179 312

Shelter & Storage Bldg. Clapp Park ( W. Housatonic St.) Parks Park Storage & Shelter $21,637 480 roof

West Little League Concession/Bathrooms

Clapp Park ( W. Housatonic St.) Parks West Little League 900

Rest Rooms/Storage Meadow Lane(Deming Park) Parks Public restrooms $59,000 1,000 roof, boiler(hot water) Paint

South Little League Concession

Meadow Lane(Deming Park) Parks South Little League 400

South Little League Scorer Building

Meadow Lane(Deming Park) Parks South Little League 500

Rest Rooms & Shelter Common (First Street) ParksPublic restrooms/Storage/Shelter

$44,000 625 OK

Storage Building Common (First Street) Parks Storage $7,000 400 OK

Grandstands/Locker Rooms

143 Wahconah St (Wahconah Park) Parks Basebll Stadium $298,000 11,325

Needs roof over stadium,electrical upgrade,ejectors need replacement, refurbish bathrrom/concessions etc.

Storage Bldg.(for Parks) 143 Wahconah St(Wahconah Park) Parks Storage $2,000 225

High School Press Box 143 Wahconah St (Wahconah Park) Parks Press $8,000 225

Ticket Booth 143 Wahconah St (Wahconah Park) Parks Ticket Sales $5,000 100

Beer Shed 143 Wahconah St (Wahconah Park) Parks Beer Sales $2,000 150

Pizza Shed 143 Wahconah St (Wahconah Park) Parks Pizza Sales $2,000 150

Motor House Osceola St(Osceola Park) Parks Equipment Bldg. $13,000 144 ???

Rest Rooms/ Storage Williams St(Kirvin Park) Parks Restrooms & Storage $10,000 600 volunteers upgrading to be used as as bathrooms/storage

Pittsfield High School 300 East St. Schools School $24,884,208 203,051 needs new roof

Taconic High School 96 Valentine Rd. Schools School $24,228,037 189,686 OK

Crosby Elementary School 517 West St. Schools School $6,589,096 69,826 heating system, windows, floor tiles

Reid Middle School 950 North St. Schools School $11,013,407 115,036 excellent

Herberg Middle School 501 Pomeroy Ave. Schools School $9,737,564 107,640 excellent

Allendale Elementary School

180 Conneticut Ave. Schools School $5,090,089 48,133 excellent

Egremont Elementary School

84 Egremont Ave. Schools School $6,039,926 63,869 excellent

Hibbard Alternative School 280 Newell St. Schools School $4,122,899 31,519 roof, heating upgrade

Capeless Elementary School

86 Brooks Ave. Schools School $4,185,410 38,654 excellent

Mercer Administration Building

269 First St. SchoolsSchool Administration Offices

$2,456,576 17,653 complete electrical upgrade, exterior paint, roof, heating upgrade

Conte Community School 200 West Union St. Schools School $7,582,085 69,518 windows, carpets

Stearns Elementary School 75 Lebonan Ave. Schools School $3,945,699 39,343 excellent

Williams Elementary School

50 Bushey Rd. Schools School $4,776,564 53,900 excellent


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Morningside Community School

100 Burbank St. Schools School $7,582,085 69,654 roof,windows, carpets

Water Division - Office/Garage Bldg.

901 Holmes Rd. WaterWater Dept. Offices/Garages

$244,181 3,837 None

Water Tank(Tower) Benedict Rd. Water Water Storage $200,000 0 Out of Service

Cleveland Clorinator 29 Windsor Rd. Water Water Treatment $1,500,000 1,266 NoneCleveland WTP Flow Control Station

862 Dalton Ave. Water Water Treatment $975,000 349 None

Pumping Sation 630 West Street Water Water Pumps $283,000 775 None

Pumping Sation 70 Plumb St. Water Water Pumps $155,000 504 None

Ashely Chlorinator 253 Mountain Dr. Water Water Treatment $185,000 448 NoneAshley WTP Flow Control Station

269 E.New Lenox Rd. Water Water Treatment $500,000 364 None

Cleveland WTP 601 Old Windsor Rd, Hinsdale Water Water Treatment $3,975,000 19,440 None

Ashely WTP 432 Washington Mt Rd, Washington Water Water Treatment $2,550,000 9,720 None

Ashely Hydroelectric Plant Washington Water Water Treatment $103,000 ? None

Water Tank(Tower) 181 Valentine Rd. Water Water Storage $1,545,000 0 None

Water Tank(Tower) 30 Stanton @ Alma Water Water Storage $200,000 0 None

Water Tank(Tower) Plumb St Water Water Storage $200,000 0Water Tank (Tower) - YMCA

East Acres Rd. Water Water Storage $515,000 0 None

Water Tank (Tower) 443 Lebanon Ave. Water Water Storage $515,000 0 None

Pumping Station 503 Crane Ave. Water Water Pumps $103,000 220 None

Pumping Station 930 North St. Water Water Pumps $103,000 220 None

Pumping Station 4731/2 South Mountain Rd. Water Water Pumps $103,000 220 None

Pumping Station 344 Highland Ave. Water Water Pumps $103,000 220 None

Lab Bldg. 901 Holmes Rd. Waste Water Waste Water $129,000 1,314 None Power Generation & Pump Bldg.

901 Holmes Rd. Waste Water Waste Water $2,575,000 15,177 None

Sedimentation Basin Bldg. 901 Holmes Rd. Waste Water Waste Water $612,000 1,845 None

Sludge Digestion Tanks Bldg.

901 Holmes Rd. Waste Water Waste Water $824,000 2,556 None

Scum Bldg.(formerly Pump House, Sec.)

901 Holmes Rd. Waste Water Waste Water $6,000 368 None

Chlorination Bldg. 901 Holmes Rd. Waste Water Waste Water $567,000 2,294 NoneActivated Sludge Pumping Station

901 Holmes Rd. Waste Water Waste Water $206,000 2,986 None

Operations Bldg. 901 Holmes Rd. Waste Water Waste Water $309,000 18,632 NoneTrickling Filter Pump Station

901 Holmes Rd. Waste Water Waste Water $155,000 408 None

Humus Sludge Station 901 Holmes Rd. Waste Water Waste Water $155,000 2,512 Roof leaks

Sludge Dewatering Bldg. 901 Holmes Rd. Waste Water Waste Water $4,200,000 16,946 Roof being replaced

Maintenance Bldg. 901 Holmes Rd. Waste Water Waste Water $11,400 1,230

North St Lift Station 16421/2 North St. Waste Water Waste Water $20,000 240 None

South St Lift Station 1045 South St. Waste Water Waste Water $20,000 256 None

Lakeway Dr. Lift Station 577 Lakeway Drive Waste Water Waste Water $20,000 196 None

Thomas Island Lift Station 51 Thomas Island Rd. Waste Water Waste Water $20,000 196 None

Rose Park Lift Station 1015 South St. ( Rose Park) Waste Water Waste Water $20,000 280 None

Blythewood Lift Station 125 Blythewood Dr. Waste Water Waste Water $20,000 0 None

Dalton Meter House Crane Ave., Dalton Waste Water Waste Water 45

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public SafetyThe following chart illustrates a snapshot of Pittsfield crime rates. Violent crimes include murder, forcible rape, robbery and assault. property crimes include burglary, motor vehicle theft and larceny.

Overall, Pittsfield has a relatively low crime rate. When compared to county, state and national crime rates, Pittsfield fares relatively well. Although Pittsfield has a slightly elevated total violent crime rate compared to Berkshire County, the city’s total violent crime rate is below that of both the state and national averages. The city’s total property crime rate is the lowest compared to county, state, and national rates.

reducing crime is a top priority, according to the Pittsfield Master Plan Community Survey. But the 2003 statistics, as well as the police Chief in the Master plan public Safety Forum, indicate that crime is less the problem then the very real perception of crime. people see broken streetlights, dark parking lots, empty streets, and unkempt parks as signs of a city in decay.

Crime Rates per 100,000 Population: 2003 (Source: U.S. Department of Justice, Bureau of Justice Statistics)

476473437 333

3,591

2,563

1,5781,769

City of Pittsfield Berkshire County State of Massachusetts United States

Total Violent Crime Rate Total Property Crime Rate


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policeThe Pittsfield Police Department provides for the safety and security of city residents. The department consists of a total of 89 officers (including 10 unfilled positions as of the research for this report). The department answered over 42,000 calls in fiscal year 2006. Besides the headquarters, they have two portable speed trailers and a mobile command center. This mobile command center is used as a crime suppression and deterrence vehicle, as well as for staging and deployment and a public relations tool.

FireThe Pittsfield Fire Department protects the lives and property of city residents and provides emergency and life safety services. The department also provides fire inspections and code enforcement as well as public safety, and fire prevention programs. They conduct fire safety education classes. The fire department personnel are trained in areas such as search and rescue, Cpr, hazardous materials, water rescue, bioterrorism and EMT training.

The Pittsfield Fire Department answered over 7,000 calls and performed over 6,000 inspections during the fiscal year 2006. The fire department belongs to the Berkshire County Fire Mutual aid System, which allows the city to request the services of other fire departments or respond to emergencies outside the city limits, if needed. There are five fire stations within the city, which utilize seven

Pittsfield PoliCe Personnel, 2006rank / position Number

Chief 1

Captains 3

lieutenants 3

Sergeants 10

Detectives 6

Court officer 1

investigators 2

Narcotics officers 5

Training officer 1

School Resource officers 4

Dare officer 1

Traffic officers 3

K-9 officer 1

Patrol officers 37

Officer on military leave 1

Openings 10

Support personnel 26

Source: Pittsfield Police Department

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pumper trucks (five manned), one squad truck, two ladder trucks, one rescue truck, one service truck, six cars, one command vehicle, two trailers, four boats, one field communication vehicle and two state hazardous materials response vehicles.

Healtha number of health factors are linked to our land use, community design and transportation patterns. Obesity, for example, is partially due to our eating habits and partially due to our lack of exercise – children have no place to bike, adults have no place to walk, and both are so busy commuting and running errands in cars that they have no time to exercise. asthma, as well, is another community indicator. Exercise, smoking, and housing conditions are among the factors that increase asthma rates amongst people.

according to the Massachusetts Department of public Health16, residents are heavier in the western region17 of the state. an average of 60.8 percent of adults are overweight18. The same report also found asthma rates, as measured by emergency room visits for children under 14 years of age, were somewhat higher than state average. in September 2007, the american lung association gave the air quality in Berkshire County a barely passing grade – D. The Association reported that over the last year, there were nine days when ozone reached dangerous levels. The number one reason, according to the association, is automobile exhaust.19

16 Massachusetts Department of public Health, “Western Massachusetts: the Berkshires regional Health Dialogue”, June 13, 2007.

17 The western region is defined as Berkshire, Franklin, Hamp-shire, Hampden and a slice of Worcester counties.)

18 Overweight is defined as hav-ing a Body Mass index greater than or equal to 25.

19 layton, Jessica. Berkshires get bad grade for air quality, WNYT.com, September 24, 2007.

Pittsfield fire Personnel, 2005rank / Position number

Chief 1

Deputy Chiefs 4

Captains 9

lieutenants 13

Fire Fighters 56

inspectors 4

Civilian personnel 3

Mechanic 1

Source: Pittsfield Fire Department


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Percentage of Massachusetts adults who are overweight by region in state, 2005

60.8%

57.5%55.9%

52.6%

57.8%

52.0%

56.1%

West

ern

Centra

l

Northe

ast

Metrow

est

Southe

ast

Boston

State

Asthma-triggered emergency room visits by Massachusetts children under 14 years old, 2005

Visits per 100,000 population

995

570

919808

Western Region Berkshires Pittsfield State

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public SchoolsThe responsibility of the Pittsfield Public School System is to help every student to develop their interests and abilities to their full potential. There are a total of twelve schools in the system. as of October 2006, the eight elementary schools have 2,923 students and an average class size of 17.1 students. Two middle schools have a total of 1,456 students and an average class size of 18.9 students. The two high schools have an enrollment of 2,018 students and an average class size of 16.8 students. The school system also includes vocational training at the high school level and an adult learning center.

Fifty-two buses and four suburban vans serve the schools. Seven out of the twelve schools have been recently renovated. Three of the elementary schools and the two high schools have not been renovated. Many of these schools are in serious need of renovation to address

such things as changing classroom size, changing technology, current building code and to provide even the most basic accessibility to people with disabilities.

The Pittsfield City School District is classified as an operating school district, which means that the city operates all schools within the district. The Pittsfield City School District is considered a department of the municipal government. The district is represented by the community by a citizen-elected School Committee. The general management and control of Pittsfield Public Schools is overseen by the School Committee, rather than the city. in addition, the Committee has the power to select and terminate the superintendent, review and approve budgets, and establish educational goals and policies for the schools in the district.

The Superintendent is the chief executive officer of the school system, and is

Pittsfield PuBliC sChools and PrograMs

Elementary Schools> allendale> Capeless> Crosby> Egremont> Morningside> Silvio O. Conte> Stearns> Williams

adult> adult learning Center

Middle Schools> Herberg> reid

High Schools> Pittsfield> Taconic> Vocational (in other H.S. buildings)

alternative> Hibbard> Teen parent program> Extended Year program

Source: Pittsfield Public Schools Website


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responsible for the management of the schools. The Superintendent is responsible for appointing a principal at each school. Each principal is held accountable to the Superintendent, who is held accountable to the School Committee. Both principals and the Superintendent are responsible for the

care, custody and safekeeping of all school property, including school buses. The Mayor and City Council must approve all new school property and the disposal of current property.

In 2006, the Pittsfield City School District spent a total of $72.2 million.

Pittsfield City sChool distriCt Budget, 2006function expenditure

administration $1,365,236

instructional leadership $5,767,807

Classroom and Specialist Teachers $25,574,719

Other Teaching Services $5,051,320

professional Development $1,115,711

instructional Materials, Equipment and Technology $3,302,796

Guidance, Counseling and Testing $1,918,261

pupil Services $4,683,562

Operations and Maintenance $6,414,502

insurance, retirement programs and Other $13,851,464

payments to Out-of-District Schools $3,135,905

TOTal EXpENDiTUrES $72,181,283

Source: Massachusetts Department of Education

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goal 1Manage the flow of traffic in and through the city.The goal of better managing the flow of traffic through Pittsfield has many components – not just cars. a comprehensive management of traffic includes relieving congestion in some areas, slowing cars down in residential and high activity centers; making sure pedestrians and bicyclists have safe ways to reach every part of the city; and providing adequate parking. Pittsfield’s traffic policy must become well-connected to the community’s land use goals; it must promote the return of vibrancy to downtown and the neighborhoods. Suburban, auto-centric policies will not work in Pittsfield. The city needs to make streets and sidewalks safer for pedestrians, wheelchair users, and bicyclists as well as motor vehicles.

goal 2Enhance the walkablility of the community as a whole – connecting activity centers to neighborhoods with bicycle and pedestrian connections as well as improving public transit.Walking is the number one leisure activity of people in Pittsfield, according to the Master plan Community Survey. However, in order to partake in this pastime, residents need safe and interesting pedestrian places. in addition, walking and biking are not merely recreational activities; they can be important transportation alternatives to cars. This is especially true in a city such as Pittsfield. The city’s advantage over suburban areas is its density and, therefore, the ability to walk – to work, school, restaurants, shops, parks,

and to run errands. at the same time, a truly efficient transportation network in Pittsfield must include viable public transit. This is an important alternative to cars for land use and economic development growth.

goal 3provide public facilities and government operations that contribute to the city’s economic and environmental vision as well as ensure a high quality of life for Pittsfield residents.The City of Pittsfield owns a lot of physical assets and provides a lot of public services. The role of each – from schools to fire houses to parks to public safety – must be maximized to make sure it enhances the quality of life for all residents in all parts of the city. The city should lead by example when promoting sustainable practices in all development projects (as outlined in the land Use & Development patterns).

in the 21st century environmental sustainability will be the foundation of economic sustainability for the public and private sectors. Making projects and operations more sustainable means reducing energy and water consumption, avoiding pollution and cutting waste. positive steps towards these goals can be taken in existing municipal operations, during the rehabilitation of existing buildings and in the construction of new ones. These kinds of actions very quickly result in financial savings as well. The city’s newly established Green Commission is charged with tasks that include investigating means to increase

Master Plan goalsPittfield has committed itself to achieving the three goals described below. Strategies to achieve these Transportation & Circulation and public Facilities & Services goals are described in the next section.


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Master Plan strategies

20 See Massachusetts Municipal association, “Opportunities for reducing energy costs for municipal buildings”, viewed June 11, 2007 at http://www.mma.org/index.php?option=com_content&task=view&id=1111&itemid=83

the overall use efficiency in the City and assessing current energy use levels and projecting future energy use levels in Pittsfield in the areas of transportation and municipal dwellings.

strategy 1Upgrade municipal facilities, equipment and operations including making them more environmentally friendly by incorporating environmentally sustainable technology and design into the construction of new municipal buildings and the renovation of old ones.public dollars are valuable; they must be invested wisely. More and more building owners in both the public and private sectors recognize the fiscal wisdom of investing in buildings and equipment and the pay off over the long term in energy and water efficiency and, therefore, money saved.

The city should strive to make all municipal buildings more environmentally friendly when renovated or newly constructed. as environmentally friendly buildings become commonplace, the cost to build them has dropped enormously. a 2005 study20 by the Massachusetts Technology Collaborative found that the incremental cost of energy efficiency and water saving features was just three percent of the construction costs of municipal buildings – and that dropped to one percent when state and utility

incentives were included. On average, the study found, it takes just three years to recoup those upfront costs through energy and water savings. Every year after that, especially as energy prices continue to rise, the savings accrue directly to the taxpayer.

The city’s Green Commission is charged with:a. investigating means to increase

the overall use efficiency in the City, to decrease the use of energy from nonrenewable sources and to encourage the use of energy from renewable sources in the areas set out in subsection B of this section;

B. assessing current energy use levels and projecting future energy use levels in Pittsfield in the areas of industry, commerce, institutions, residential dwellings, transportation and municipal dwellings, for the purpose of identifying opportunities to encourage and or provide incentives;

C. Evaluating current land use policies for their effectiveness in promoting energy conservation and stimulating the use of alternative forms of energy, being attentive to the relationship between transportation and land use, built areas and open space, as well as to the configuration of buildings and street plantings;

D. Drafting, for consideration by the City Council, ordinances, rules, regulations, policies and programs necessary for the implementation of Commission’s recommendations.

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Existing buildings and equipment, as well as current municipal operations can also be reviewed for environmentally friendly and fiscally lucrative adjustments. Pittsfield could also do a complete audit of its operations and look for places to protect the environment and the city’s taxpayers.

Four places to start might include:> recycling everything from municipal

office paper to DPW construction debris.

> purchasing green power.> purchasing environmentally friendly

vehicles.> Retrofitting street lights with energy

efficient, money saving fixtures.

Pittsfield owns and operates 128 buildings, including all of the public school buildings. although many of the school buildings have been renovated within the last decade, many of the school buildings are in need of renovation. it is important that the city considers the unique needs of these buildings when making renovations or considering new construction. The city must not only consider building code and employing newer more environmentally sound technologies but must also consider the purpose and function of the building. These city facilities are intended to facilitate learning and both renovation and new construction should be well thought out and designed accordingly.

The city could enact an official policy for all new construction and major renovations of existing facilities to meet green building standards. a simple way of

doing this is to require buildings achieve a certain threshold leadership in Energy and Environmental Design (lEED) Green Building Rating System™ certification. The lEED system, devised by the U.S. Green Building Council, is the nationally accepted benchmark for the design, construction, and operation of green buildings. lEED gives building owners and operators the tools they need to have an immediate and measurable impact on their buildings’ performance. (Program details can be found at www.usgbc.org/LEED/)

strategy 2implement Transportation Demand Management strategies.Transportation Demand Management (TDM) is a general term for a variety of strategies that increase the efficiency of the transportation system by impacting either the demand for transportation, the supply or both. One of the most important goals of TDM is to reduce overall dependence on single-occupant vehicle trips. Currently close to 80 percent of the trips to work in Pittsfield are people traveling alone in their cars.

a TDM plan will have to be crafted to pull such strategies together into a comprehensive package. Such a plan is implemented through businesses and other high trip-generating land uses, which facilitate and provide significant incentives to commuters to travel by transit, carpool, rideshare, bicycle or use other alternatives to single-occupancy vehicle travel.


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Strategy 2AImprove public transportation in Pittsfield.The regional public transit system (Berkshire regional Transit authority)

is underutilized, according the Pittsfield Master plan Survey. This is a substantial gap for an urban center because a comprehensive, reliable public transit system would boost downtown, allow employers access to a varied workforce, relieve automobile congestion and save commuters the money they spend on automobile travel.

as energy costs continue to climb and Pittsfield begins to rebuild its population base, mass transit will become more important. However, it will need to get over a financial threshold and make sure that it keeps service relatively inexpensive to the user, but provides enough routes and hours of operation to attract more users. people will not turn away from their

cars if they cannot rely on mass transit to get them to work and home again.

Factories, restaurants, stores, and even many offices often require people to work into the evenings. indeed, this 24-hour / 7-day a week nature of a city is what gives it vibrancy. a safe, dependable, inexpensive means of getting to and from work is an economic development necessity.

Given the vital nature of public transit to economic revitalization, communities must work with the Berkshire regional Transit authority (BrTa) to improve service and better integrate public transit into the region’s transportation picture. The BrTa is currently working to complete a route analysis, which will be a critical component of any future changes to public transportation in the region.

in 1994, New Haven, Connecticut had annual energy costs of about $14 million spread over 300 facilities and the citywide street lighting system. The mayor established a committee, headed by the city budget director, to create a comprehensive energy work plan. at the close of fiscal year 2005, the city had invested $17.7 million dollars in energy reduction improvements resulting in $24.71 million in saved utility bills and maintenance cost – over $5 million one year alone.

Case study

LEED certification in the public sector is becoming increasingly common. Massachusetts requires that all state construction and major renovation projects of over 20,000 square feet meet LEED certification as well as energy performance 20% better than the Massachusetts Energy Code. Since 2004, all new city-owned buildings in Boston had to be certified as LEED silver. New York City and St. louis require all publicly funded projects meet the same criteria. portland, Oregon set the bar higher – requiring city-owned buildings be LEED Gold certified.

Case study

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This may mean lobbying the state government for different funding systems. It may mean finding ways to raise more money from communities or corporations. Smaller, more efficient buses might better serve less popular routes. it is never a simple matter – especially because the authority is working within the restrictions and incentives placed on it by the state legislation that created it and subsequent state, federal and other funding programs.another important aspect of public transportation is improving connections between Pittsfield other regional centers such as Albany, Springfield, Boston and New York City. regular and reliable connections may be made via Amtrak, air travel (Pittsfield Municipal airport) and/or bus service. Economic revitalization requires connections to the regional, national and global economy. Pittsfield must push for ways to improve connections to the greater system.

Strategy 2BExplore a public-private partnership to provide convenient transit service among large businesses, downtown, parking areas and other activity centers.Convenient transit options and alternatives must meet the needs of employers, employees and the cultural needs of the city. a new shuttle service in Pittsfield could provide a connection between the downtown and major employers across the city. This shuttle service would allow people wishing to travel before or after work or on lunch to leave their vehicles at their employer’s location and access downtown or another

activity center without worrying about parking.

This shuttle could be a private/public partnership that would be available to the general public at little or no cost. The BrTa is currently planning to provide temporary “park and ride” services to Berkshire Health Systems as they undergo an expansion. This initiative should be looked at as a model for similar initiatives in the future. it would run a fixed schedule so that people could count on being able to get to and from their errands, work or appointments. Bus stops could have schedules and routes well marked. The schedule for the shuttle should be determined to fit the demand, but could include lunchtime and afternoon routes. it might also serve downtown during evening and weekend hours and support revitalization efforts there. initial routes should be the ones where demand is obvious – for example, linking people from upper North and lower South Street employment centers to downtown lunch places and service establishments. One potential route would have it make stops at Berkshire Medical Center along North Street, Memorial park along South Street, park Square and, eventually, along East Street to the William Stanley Business park.

Strategy 2CDevelop additional programs to encourage less driving in the city.Many of the strategies discussed in this element of Pittsfield Master Plan are TDM strategies. in general, Transportation


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Demand Management includes the following general categories of strategies. Some, but not all, would be appropriate for Pittsfield.> Commute Trip reduction programs.

These encourage commuters through financial incentives, transit benefits or parking pricing to use alternative modes for trips to work and school.

> Flextime. Flextime allows employees flexibility in their daily work schedules. For example, rather than all employees working 8:00 to 4:30, some might work 7:30 to 4:00, and others 9:00 to 5:30 – shifting travel from peak to off-peak periods, which can reduce traffic congestion.

> ridesharing. ridesharing refers to carpooling and vanpooling. Carpooling uses participants’ own automobiles. Vanpooling usually uses rented vans (often supplied by employers, non-profit organizations or government agencies). Vanpooling is particularly suitable for longer commutes (10 miles or more each way). ridesharing is one of the most common and cost effective alternative modes, particularly in areas not well served by public transit.

> Telecommuting. Employees are allowed to work from home or another location (such as a satellite office or neighborhood work center) to reduce commuter travel. Telecommuting is often performed on a part-time basis, with employees working from home one or two days a week.

Strategy 2DConduct a Parking Management Study.While walkability is the primary goal of downtown, automobiles cannot be ignored. parking must meet demand for residents, employees, and those visiting businesses, shops, restaurants and other establishments. a parking Management Study would gauge existing parking conditions and determine physical or management changes to meet parking needs today and in the future.

The study should assess all parking in the downtown area - on- and off-street as well as public and private. it should analyze historical parking data, ownership of facilities, costs and parking control equipment (i.e. meters, enforcement officials, etc.), signage and occupancy at various times of the year – both day and night, weekdays and weekends. The information obtained from this study would help to form recommendations that would improve the connectivity, quality, quantity, location, wayfinding, design and maximization of parking facilities.

strategy 3Implement traffic calming in residential areas, where speed is excessive, as well as at gateways and important activity centers such as schools and commercial areas.Within neighborhoods, according to the Pittsfield Master Plan Survey, the number one priority of the public is slowing traffic. In downtown and northwest neighborhoods, slowing traffic ranks

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second only to reducing crime. This is not surprising given that many neighborhoods have wide streets with limited on-street parking, few street trees and other physical or visual cues that slow down cars.

Traffic calming involves roadway designs that slow traffic. Some of these strategies cause traffic to shift vertically (as in raised intersections) or horizontally (as in curb extensions) to reduce speed and or volume. These physical changes include speed humps, speed cushions, chicanes, curb extensions, raised intersections, traffic circles, roundabouts, and so on. Other forms of traffic calming include road narrowing, road striping, dense street tree planning, and visual speed radar. These are visual clues that tend to make drivers slow down. In an urban area traffic must keep moving, but speed is not desirable.

strategy 4Undertake a Safe routes to Schools program.in 1969, about half of all students in the United States walked or bicycled to school. Today, fewer than 15 percent do, one-quarter ride a school bus, and over half are driven in private cars or drive themselves. This decline in walking and bicycling pollutes and increases traffic congestion around schools. Also, those children who lead sedentary lifestyles tend to have a variety of health problems such as obesity, diabetes, and cardiovascular disease.

However, no parent will let their child walk or bike to school if it is not safe. The federal Safe routes to School program aims to make walking and bicycling to school a safe and routine activity once again. The program funds a wide variety of programs and projects, from building safer street crossings to establishing programs that encourage children and their parents to walk and bicycle safely to school.

The National Center for Safe routes to School is a University of North Carolina program funded by the Federal Highway administration. it offers strategies for making walking and bicycling to school easier in terms of engineering, education, enforcement, encouragement and student drop-off and pick-up. These solutions can be found at http://www.saferoutesinfo.org/guide/.

strategy 5Create a citywide bicycle and pedestrian plan for on-street and off-street routes that connect city destinations and link to regional bike routes.in order to take best advantage of its urban character, Pittsfield needs to make comprehensive plans for bicycling and walking throughout the city. City destinations, such as downtown, the medical complex, and the Coltsville shopping area could be connected to neighborhoods and each other by safe ways to walk and bike. These connections can be off-street paths and on-street sidewalks and/or bike lanes.


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a comprehensive bicycle and pedestrian program can create conditions that will allow biking and walking to be competitive transportation options. a plan is needed to find the safest, most cost-effective routes among the various activity centers. in fact, it should consider all points in a trip – for instance, providing for safe travel on roads and the secure storage of bikes at destinations. Specific strategies that would improve Pittsfield’s bikeability include:> Installing bike parking racks – both

covered and uncovered – to promote the use of bicycles throughout the city. priorities should include schools, businesses along North Street, recreational areas surrounding the lakes, Berkshire Medical Center, and Berkshire Community College.

> Offering bicycle education and safety courses for both children and adults.

> Creating and distributing safety brochures for sharing the road amongst motorists and bicyclists.

> Enacting a City Cycle Tour, that would allow residents and visitors to enjoy short rides while exploring the assets and hidden gems within individual neighborhoods.

> Endorsing a Bike-to-Work Day, with incentives and/or prizes for businesses with the largest share of employees participating.

> Ensuring bike lanes and paths are well marked, and well lit.

> Coordinating with Berkshire regional Transit authority to install bike racks on all buses.

> Ongoing maintenance of bike

lanes and paths. These should be swept/cleaned every two weeks to keep path debris and road hazards at a minimum. programs that have been used successfully in other communities to recruit local volunteers could be employed in assisting with this strategy.

This bicycle plan should fit in with the regional bicycle and walking plan generated by Berkshire regional planning Commission and evaluate the recommendations set forth in that document. On most new roads, MassHighway requires making accommodations for bicycles. in addition, bicycle-friendly designs should be considered when existing roads are being repaired and/or rehabilitated.

strategy 6Create a comprehensive system of signs to help pedestrians and motorists navigate Pittsfield.Upon entering a mall, shoppers are greeted with a directory, mapping out the location of shops, the food court and other important features. Many communities have embraced the same, simple philosophy – help people find their way. Clear signs are an important part of supporting the city’s economic development goals, especially in downtown areas.

Signs help newcomers, tourists and long-time residents find shops, local landmarks, unique neighborhoods,

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parking and attractions. The signs can effectively enlarge a downtown because people will walk farther if easy-to-understand signs let them know that something worth the walk is just down the street or around a corner. In Pittsfield, they can also alert customers to shopping opportunities tucked away off of the North and South Streets. Well-designed signs also serve to further a community identity by using similar and recognizable colors, symbols and/or styles.

Signs can also help a community’s identity and brand. Pittsfield has many distinct areas and neighborhoods. all can keep their identities, but be visually linked through signs.

Once someone arrives at his or her destination – he or she needs to find a parking place. Many people report that the signs and parking rules around some important attractions in Pittsfield, such as the Colonial Theater or the Berkshire Museum, are hard for even locals to understand. Signs should describe clearly who is allowed to park where, when, and for how long.

strategy 7Develop a Capital improvement plan and an ongoing program to implement it. A capital improvement plan is a five-year plan to forecast future public improvements and facilities in the city and to provide data concerning infrastructure,

facility and large equipment needs, costs, timing, funding sources and budget impacts and alternatives. While capital improvements differ between communities, some of the most common include maintenance of sidewalks and curbs, installation or repair of water and sewer lines, construction of new municipal buildings or façades, purchase of new parkland, pavement of streets, additional street lighting, and the purchase of new equipment. The following are some of the most pressing capital improvements recognized in Pittsfield.Strategy 7AUnderground and related infrastructure.Development is very difficult with insufficient or inadequate infrastructure, particularly water and sewer. In Pittsfield, it is particularly important near the William Stanley Business park, where companies will just want to connect to the infrastructure grid to start operations. The city is currently coordinating a Water Master plan and has recently completed a Wastewater Treatment plant Facilities plan. it is likely that the capacity and reach of the underground infrastructure is sufficient for Pittsfield. After all, the city used to house many more people and businesses. However, much of that infrastructure might be fairly old and in need of repair or replacement.

Strategy 7BCondition of public buildings.Pittsfield owns 128 buildings from schools to fire stations to community centers and public works facilities. While all are


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serviceable, too many seem rundown, especially to the untrained eye. The city needs to undertake a comprehensive building inventory in order to determine both the condition of the structure and its utilization. Once city officials understand the current situation, they can better deploy fiscal resources for maintenance and improvements.

Strategy 7CEvaluation of sidewalk and street deficiencies.Giving people safe places to walk is an important mission of this master plan. Safe streets, well-maintained streets are also an important quality of life concern. a modern pavement management program that evaluates both roadway and sidewalk conditions allows the city to identify, prioritize and monitor problem areas. additionally existing gaps in the city sidewalk network should be identified. This database would be used to prioritize the roadway and sidewalk improvement projects along with the addition of new sidewalks. particular attention should be paid to high volume / high hazard corridors and any road improvement projects should consider design to separate pedestrian and bicycle traffic from peak hour traffic congestion and improve safety and security.

Strategy 7DEducation of residents and property owners regarding sidewalk maintenance.Installing and fixing sidewalks is only one part of the equation to make Pittsfield

friendlier for pedestrians and wheelchair users. Maintenance of sidewalks is another important aspect that has been lacking in the city. Snow must be removed, leaves must be cleared and holes must be patched in order to provide safe passage. The city should clarify the rules – and then undertake an education and enforcement campaign to make sure that sidewalks are clear and safe. property owners should understand their responsibilities. Enforcement will be necessary to be sure they live up to them.

The city should set a good example. Every city-owned sidewalk should be clear of snow within 24 hours after precipitation ends. leaves should be cleared and walks should be fixed in a timely manner.

Strategy 7EUpdating traffic signals with the latest traffic responsive equipment.Traffic flow, particularly along North and South Streets, can be improved to a certain degree simply by updating the signal hardware and software that controls intersections. Many enhancements are available for modern traffic signals to optimize traffic flow. MassHighway currently has projects in the design phase to improve traffic signal operations on South Street and West and East Housatonic Streets.

These enhancements include:> Coordinating signals along stretches

of road

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> road or other sensors that operate signals based on traffic requirements

> Video detection of traffic issues> Controls that allow the emergency

vehicles to change signals

strategy 8Design and implement a “lights on for safety” program that helps residents and local businesses use outside lights to make people feel safe.a safe neighborhood is one where people feel secure day or night. Building owners – both residential and commercial – can add to a sense of safety by leaving a porch light, doorway light or display window light on at night. This strategy has the added benefit of making commercial areas feel more vibrant. This strategy is particularly important for downtown neighborhoods, although it could be used anywhere residents feel the need for additional security.

Building owners could use photocells to trigger lights as soon as it gets dark. The city should encourage the use of energy efficient light bulbs in all lamps. This is important for cost reasons as well as environmental ones. The city might subsidize or work with a neighborhood association, utility, or local corporation to subsidize light sensitive and energy efficient outdoor safety lighting systems.

strategy 9Evaluate the location of emergency services to ensure that the city’s growing neighborhoods have appropriate coverage.Buildings that house police, fire, and other emergency services last for decades – in some cases for centuries. However, the communities grow, shrink, and otherwise change around them.

This has been the case in Pittsfield. The population is very different in the city today than just a few decades ago. The population is smaller and has spread out to different parts of the city. Homes and commercial buildings are older and there are more absentee landlords. The population is poorer and has aged. The city should make sure that the community’s current emergency service locations match the changes in housing and population.


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transPortation & CirCulation / PuBliC faCilities & serviCes – goals & strategiesstrategies goals (w/ corresponding vision element)

Vibrant place to live Vibrant place to live Compassionate place

1. Manage the flow of traffic in and through the city.

2. Enhance the walkablility of the community as a whole - connecting activity centers to neighborhoods with bicycle and pedestrian connections as well as improving public transit.

3. provide public facilities and government operations that contribute to the city’s economic and environmental vision as well as ensure a high quality of life for Pittsfield residents.

1. Upgrade municipal equipment and operations to make them more environmentally friendly including incorporating environmentally sustainable technology and design into the construction of new municipal buildings and the renovation of old ones.

2. implement Transportation Demand Management strategies.

A. Improve public transportation in Pittsfield.

B. Explore a public-private partnership to provide convenient transit service among large businesses, downtown, parking areas and other activity centers.

C. Develop programs to encourage less driving in the city.

D. Conduct a parking Management Study.

3. Implement traffic calming in residential areas, where speed is excessive, as well as at gateways and important activity centers such as schools and commercial areas.

4. Undertake a Safe routes to Schools program.

5. Create a citywide bicycle and pedestrian plan for on-street and off-street routes that connect city destinations and link to regional bike routes.

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transPortation & CirCulation / PuBliC faCilities & serviCes – goals & strategiesstrategies goals (w/ corresponding vision element)

Vibrant place to live Vibrant place to live Compassionate place

1. Manage the flow of traffic in and through the city.

2. Enhance the walkablility of the community as a whole - connecting activity centers to neighborhoods with bicycle and pedestrian connections as well as improving public transit.

3. provide public facilities and government operations that contribute to the city’s economic and environmental vision as well as ensure a high quality of life for Pittsfield residents.

6. Create a comprehensive system of signs to help pedestrians and motorists navigate Pittsfield.

7. Develop a Capital improvement plan and an ongoing program to implement it. priorities include:

a. Underground and related infrastructure.

B. Condition of public buildings.

C. Evaluation of sidewalk and street deficiencies.

D. Education of residents and property owners regarding sidewalk maintenance.

E. Updating traffic signals with the latest traffic responsive equipment.

8. Design and implement a “lights on for safety” program that helps residents and local businesses use outside lights to make people feel safe.

9. Evaluate the location of emergency services to ensure that the city’s growing neighborhoods have appropriate coverage.


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