The New Founding of McKees Rocks€¦ · Perkins Eastman 1. 2 The New Founding of McKees Rocks...

June 2003

The New Founding of McKees Rocks:Pioneering in the 21st CenturyA Strategic Revitalization Plan for Rebuilding the Physical Environment

June 2003

Initiated by:The Borough of McKees Rocks Planning Commission

Supported by:The Borough of McKees RocksThe Allegheny County Department of Economic Development

Prepared by:Perkins Eastman ArchitectsJaxon Development Company

The New Founding of McKees Rocks:Pioneering in the 21st CenturyA Strategic Revitalization Plan for Rebuilding the Physical Environment

Allegheny County Department of EconomicDevelopment

Jim JohnstonPeter Rubash

Borough of McKees Rocks

Jack Muhr, Mayor of the Borough of McKeesRocks Bill Beck, Borough Secretary

Stakeholder Group,

Mr. Scott Baker, Jenny Lee Bakery Mr. John Ciangiarulo, McKees Rocks BoroughCouncilMr. Ernie Diecks, Sto-Rox School BoardMr. Michael Ferrell, Szel Funeral Home Mr. Jim Johnston, Allegheny County Dept ofEconomic DevelopmentDr. Cathy Ann Magella, McKees Rocks VeterinaryClinicMr. Jack Muhr, Mayor, Borough of McKees Rocks*Mr. Jonathan Newell, PNC BankMr. Jack Nolan, Pennsylvania Dept of Economicand Community DevelopmentMr. Dick Paul, McKees Rocks Plaza Mr. Peter Rubash, Allegheny County Dept ofEconomic DevelopmentFather Regis Ryan, Focus on Renewal*Mr. Tony Skender, Superintendant, Sto-RoxSchool DistrictMr. Dennis Stasa, Penn Interiors*Mr. Taris Vrcek, McKees Rocks PlanningCommission*

AcknowledgementsWe would like to thank the individuals who generously contributed their time and experience and theorganizations who provided funding for the development of this strategy:

*member of the Stakeholder Steering Committee

Other contributors to the process:

Michelle BittnerDavid BryanRalph Dadowski Donald DiGiulioJim LevendoskyNick RadoycisKeith SchwabBob Simmons

Executive Summary

The Planning Process

McKees Rocks Today

The Challenge

McKees Rocks’ Fit in its Economic Context

Repositioning in the New Economy

Assets and Liabilities

The Development Concept

Strategic Development Principles

The Development Plan

Target Areas

The Phasing Plan

Development Implementation

Early Development Initiatives

Short Term Action Plan

Contents5

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Perkins Eastman 1

2 The New Founding of McKees Rocks

"(Anticipating) the emergent but still invisible cities of thetwenty-first century…the most crucial task before us is notone of putting in place the digital plumbing of broadbandcommunications links and associated electronic appli-ances…but rather one of imagining and creating digitallymediated environments for the kinds of lives that we willwant to lead and the sorts of communities that we will wantto have.

"What does it matter? Why should we care about this newkind of architectural and urban design issue? It mattersbecause the emerging civic structures and spatial arrange-

Perkins Eastman 3

ments of the digital era will profoundly affect our access toeconomic opportunities and public services, the characterand content of public discourse, the forms of cultural activi-ty, the enaction of power, and the experiences that giveshape and texture to our daily routines. Massive andunstoppable changes are underway, but we are not pas-sive subjects powerless to shape our fates. If we canunderstand what is happening, and if we can conceive andexplore alternative futures, we can find opportunities tointervene, sometimes to resist, to organize, to legislate, toplan and to design."

William J. MitchellCity of Bits: Space, Place, and the Infobahn. Cambridge MA: MITPress, 1998, page 5.

The Revitalization Plan for McKees Rocks isdesigned to guide the Borough in obtainingand utilizing resources to develop the physicalenvironment as a part of bringing about newand sustainable prosperity. The revitalizationis envisioned as a new "pioneering", a goal asambitious as the original founding of the town.The strategy outlines a twenty-year vision, aphased development plan, and a set of short-term catalytic initiatives.

The goal of McKees Rocks' revitalization isnot the construction of new buildings or eventhe growth of business. Rather, it is theattraction of new people to the town, which inturn, will lead to development, employment,and a better quality of life. Industrious peoplebuilt the town in the 19th Century, and a newgeneration of pioneers is needed to rebuild itin the 21st Century. The challenge is tocreate the conditions that appeal to those whowould invest themselves in businesses,homes, and the McKees Rocks community. Ifenergetic and creative people find a uniqueand supportive environment in McKeesRocks, they will attract others.

The Revitalization Plan took shape over thecourse of a year's study and discussion by theStakeholder Group, fifteen of McKees Rocksleaders and Allegheny Countyrepresentatives. In the planning process, theGroup recognized that McKees Rocks has

lost its fit in the economy of the region, whichhas led to population loss and economicdecline over a seventy year period. Twodirections for change were evaluated: (1)recovering a fit in the current "modern"economy by competing with newer suburbsfor auto-based industry or (2) positioning thetown to attract the talent to take part in the"New Economy", the reorganization ofindustry based on the digital revolution. Itwas determined that McKees Rocks has moreto gain in preparing for the New Economy thatin trying to adapt to the already-decliningcurrent economy. The "new founding" ofMcKees Rocks is the rebuilding of the townas a model of community enterprise andinnovation, based on its strategic assets: itsproximity to downtown and the airport, itswaterfront, its cultural and architecturalheritage, its affordable housing, and its coreof successful businesses.

The development plan consists of five majorundertakings, which focus on theredevelopment of the underutilizedcommercial/industrial flatland in the Borough: • Create a transit-oriented town center• Introduce Carson-Island Boulevard and

new connector streets• Develop the P&LE complex• Construct new mixed-income housing• Create a network of public green spaces

In the development plan, these are organizedinto fourteen target areas, each of whichinvolves both private and public investment.The target areas are organized into a seven-phase sequence to accommodate constraintssuch as fundraising, site acquisition,infrastructure development, and marketpotential. Overall, the development plan callsfor approximately 750 new units of housingand 1.6 million square feet of retail, office,commercial, and industrial space. In terms ofpublic investment, it is comparable in scope torecent redevelopment projects in the county,including the Homestead steel works site andthe LTV property in the South Side.

Four early initiatives, which are strategic interms of their impact and anticipatedfeasibility, are identified for completion withinthe first three years. They are: the BankBuilding, the Roxian Building, the Desks, IncBuilding, and affordable for-sale housing inthe Bottoms. Project costs range from $1.4million to $3.8 million.

A short-term action plan outlines key steps tobe taken over the next eighteen months.Among these are the organization of aCommunity Development Corporation,building support for the plan within andoutside the McKees Rocks community,planning for the extension of Carson Street,organizing citizens and businesses to improveand promote McKees Rocks, and initiatingearly development projects.

Executive SummaryPerkins Eastman 5

Perkins Eastman 7

The Borough of McKees Rocks, recognizingthat traditional planning tools are inadequateto deal with challenges it faces, commisioneda development strategy to define a directionfor revitalization. The plan is intended to beaction-oriented and guide the use of limitedresources. Its focus is on improving physicalconditions, even though physical problemsare to some extent symptoms of othernonphysical issues. The planning processwas designed to involve local leaders from theBorough to help build the leadershipresources on which revitalization depends.

A stakeholder group, consisting of fifteenindividuals representing residents, business,and government, was established to guide thedirection of the planning process. The groupmet monthly from March through November,2002. All the members of the groupvolunteered their participation.

Mr. Scott Baker, Jenny Lee Bakery Mr. John Ciangiarulo, McKees Rocks BoroughCouncilMr. Ernie Diecks, Sto-Rox School BoardMr. Michael Ferrell, Szel Funeral Home Mr. Jim Johnston, Allegheny County Dept ofEconomic Development

Dr. Cathy Ann Magella, McKees RocksVeterinary ClinicMr. Jack Muhr, Mayor, Borough of McKeesRocks*Mr. Jonathan Newell, PNC BankMr. Jack Nolan, Pennsylvania Dept ofEconomic and Community DevelopmentMr. Dick Paul, McKees Rocks Plaza Mr. Peter Rubash, Allegheny County Dept ofEconomic DevelopmentFather Regis Ryan, Focus on Renewal*Mr. Tony Skender, Superintendant, Sto-RoxSchool DistrictMr. Dennis Stasa, Penn Interiors*Mr. Taris Vrcek, McKees Rocks PlanningCommission*

*member of the Stakeholder SteeringCommittee, which was responsible fororganizing the process.

The strategy defines a long-term vision for theBorough in view of the large-scale trends thatwill be reshaping its context over the nexttwenty years. It then identifies a set of short-term catalytic initiatives and a phaseddevelopment process to create anenvironment that supports its vision.

The approach to the strategy is based onthree principles:

1. Think regionally, act locallyThe goal is to achieve a good fit betweenMcKees Rocks and its regional context.

2. Develop strategic assetsIn the competition for resources, theBorough's success will depend on how well itemploys its assets to create a distinctiveidentity and an advantageous investmentopportunity.

3. Build from the inside outThe conviction, energy, and understandingneeded to realize McKees Rocks' potentialmust come from within the community,through effective leadership and active citizenengagement.

The Planning ProcessMcKees Rocks has undertaken the development ofa community-based strategy for revitalization.


Many of the Stakeholders grew up in McKeesRocks, and have lived in the town for morethan forty years. Some left for college andreturned. Others more recently startedbusinesses in McKees Rocks or moved thereto be near family. The group considers theBorough's greatest asset to be its location, inproximity to downtown Pittsburgh. The peopleof McKees Rocks, who have come from avariety of ethnic traditions and have acquireda strong attachment to the town, are anotherkey asset. The Stakeholders also believe thatthe Borough is notable for the churches andother architecturally distinctive buildings, theaffordable housing, the wooded slopes andthe riverfront. They have seen some newinvestment, such as Cathedral Hall and theHamilton Building, and recognize the goodwork that Focus on Renewal continues to doin social services, health, and education.

They are concerned about the exodus ofyoung people, the apathy of many residentsand business owners, poverty, low propertyvalues, the "run-down" character of the town,litter and poor maintenance, truck trafficthrough the business district, and theBorough's reputation for crime and corruption.

The Stakeholders want to see McKees Rocksovercome the reputation it has inherited fromits past. They want their town to be known asa great place to live, a gateway to Pittsburgh

and to the western suburbs, a forward-thinking community that welcomes innovationand new energy. It should also be known forits pride in its heritage and its multiculturaltraditions. The Stakeholders would like to seeMcKees Rocks become a model forcommunity spirit, cooperation, andcollaborative initiatives.

When they envision McKees Rocks in twentyyears, they see:

A town with places to work, live, and play

A town that is conveniently connected toregional destinations

Successful economic enterprise

Sustainable diversity, both economic anddemographic

A stable population with strong leadership

Good governance

Well-funded and well-managed publicservices

A variety of housing opportunities

A community that celebrates its multiculturalheritage

A well-made built environment

Good stewardship of its natural resources andenvironmental amenities

A quality of life that is satisfying to its citizens

McKees Rocks' Stakeholders propose an ambitiousagenda.

McKees Rocks TodayPerkins Eastman 9

McKees Rocks is a small community on thebank of the Ohio River at the mouth ofChartiers Creek, ten minutes from DowntownPittsburgh. Its population of approximately6600 people occupy an area of a little morethan a square mile. Although it is no largerthan a single neighborhood of Pittsburgh, it isan independent borough of Allegheny County.Like most small towns along the river,McKees Rocks developed in the industrialera, but with an economy built on the railroadrather than on steel production. The town iscomprised of two distinct geographic areas:industrial flat land along the river andresidential neighborhoods on the hillsides.The hilltops in McKees Rocks commandimpressive views of the river and the GoldenTriangle.

McKees Rocks today is atown in distress.

The borough today shows many signs of aseventy-year decline. Commercial buildingsalong the main streets have emptystorefronts. Many of the borough'sbusinesses are marginal or are low-yieldenterprises. Even profitable businesses are inpoorly-maintained or poorly-built buildings. Itstraditional downtown main street has fewbusinesses and is no longer an identifiable orattractive place. Public spaces are neglectedand unkempt.

Its shrinking populationleaves few resources.In 2000, its population was 6,622. This isonly one-third of what it was in 1930, whenover 18,000 people lived in the borough. Inthe forty years between 1930 and 1970, thepopulation declined by about 6,000, for a lossof roughly 33%. Then, in the thirty yearsbetween 1970 and 2000, it lost another 6,000people, or just about half of its population. By2000, its population was roughly equivalent towhat it was in 1900.

The loss of population has taken a toll on theentire social, economic, and physicalstructure of the town. As fewer people choseto live in McKees Rocks, the demand forhousing fell, and consequently so did thevalue of residential property. According to thecensus, in 2000, the median home value inMcKees Rocks was $40,600, which is lessthan half the value in the county ($84,200).Moreover, the housing vacancy rate inMcKees Rocks, at almost 15%, is almosttwice the rate for Allegheny County as awhole. Businesses that depended on a localmarket closed their doors. Over time, thepool of enterprising and energetic leadership,which is critical to any community's survival,has gradually diminished, as younger peoplehave left to find better opportunitieselsewhere. These losses are mutuallyreinforcing, giving momentum to decline.


The local economy hasbeen in decline for years.

McKees Rocks today has less than half thejobs it had seventy years ago. Its rate ofunemployment is nearly twice the rate as inneighboring suburbs. The decline of therailroad industry cost the town its majorsource of employment. The P&LE shopswere shut down in the 1930's. Operationswere maintained on a smaller and smallerscale until the 1980's as the railroadcontinued to lose money. Meanwhile, due tothe Depression and the 1936 flood, over tenof the largest sixteen employers in townclosed. With high unemployment, the townbegan to experience a high rate of crime.Large industrial complexes were vacated, andhave never been fully re-used.

The closing of large manufacturers had aprofound "ripple" effect on other businesses intown. These businesses depended on thelarge producers as a market for materials,fabricated parts, and services. These smallbusinesses, which are estimated to havebeen the source of at least half as many jobsas the large corporations, could not survive.Throughout the borough, economic declinecaused a loss in household income andeconomic opportunity. As the prospects offinding work declined, so has the population's

sense of confidence in the future. Apathy hasbecome more prevalent. The industries thathad been founded in McKees Rocks by localentrepreneurs had produced not only wealthbut civic leadership, which largelydisappeared with the businesses.

Poverty, age, and lack ofeducation place a highdemand on municipalservices.

MR is a localized pocket of poverty amongmore affluent suburbs. The median income inthe borough in 2000 was less than 60% of thecounty. The median household income in allof Allegheny County was $38,329; in McKeesRocks, it was $22,278. Its school district isranked sixth in the state in the number ofchildren in poverty it serves. Almost 21% ofthe families in the borough live below thepoverty level, whereas only about 8% of thefamilies throughout the county are at thatlevel.

Perkins Eastman 11

A corollary to poverty is a lack of householdassets and stability, reflected in a low rate ofhomeownership. Based on the 2000 Census,the homeownership rate in the borough, at50%, is almost 20% less than the county-wide, which is at 67%.

The borough also has a higher concentrationof the very elderly. The population that isolder than 75 is 20% higher than in thecounty, which itself has the second oldestpopulation of all the counties in the UnitedStates. There is a large population in McKeesRocks who are retired and live in a housethey own on a limited income. In the next tenyears, an unprecedented number of suchhouses will come onto the market as theiroccupants die, move in with other familymembers, or require care facilities.

One of the greatest liabilities McKees Rockshas is the under-education of its population.In comparison with surrounding municipalities,the borough has twice the number of peoplewithout high school degrees. WesternPennsylvania has always been an under-educated region, in comparison with the restof the country. Today, with the disappearanceof the industrial market for uneducated labor,the lack of educational attainment is a criticalfactor stifling economic growth.


According to the Economy League's annualassessment of the viability of municipalities,McKees Rocks is rated as "strapped". Itranks 11th lowest of 131 municipalities inAllegheny County. In spite of its relativelysmall size and geographically expansiveindustrial base, the borough's real estate taxmillage rate is high--in fact, it is the 22rdhighest in the County. Its school district, withits high-cost population, is the eight lowest inthe state in tax revenues. The Borough iscaught in the "catch 22" squeeze between lowtax revenues and high tax rates, where it isdifficult to attract the investment thatgenerates sufficient revenue to reduce therates.

In its good economic times, McKees Rocksmade little investment in the quality of itspublic infrastructure--buildings, public works,parks, and other public amenities. In thedarker days of McKees Rocks' history, whathad once belonged to the citizens of the townwas sold for political gain. The town today isimpoverished in terms of public amenities. ItsBorough Building, a utility building from the1960's, is on a back street, surrounded by thebacks of other buildings. The town has nocivic center, no major park or other publicrecreational amenity.

McKees Rocks has an unusually highconcentration of public housing. TheAllegheny County Housing Authority maintainsapproximately 700 public housing unitsthroughout the county (well less than 1% ofthe county's total housing) and almost half ofthose public housing units were built inMcKees Rocks. Those units, in turn, accountfor just under 10% of the total number ofhousing units in the borough. As part of thefederal government's policy of discontinuingthe funding for public housing, the McKeesRocks Terrace project is being replaced withprivately-built houses to be occupied by a mixof public and private housing residents, buttwo major projects, Hays Manor and UansaVillage, as well as scattered-site subsidizedhousing still exist.

McKees Rocks is hampered as much by itsimage as the facts. The limited informationthat people outside McKees Rocks receive,such as news reports, tend to exaggerate thenegative conditions. The town has anotorious past as a locus of organized crime.In addition to corruption and violent crime,racial frictions have received media attention.To some extent, McKees Rocks has not yetoutgrown the culture that give rise to suchproblems. Nevertheless, the image hastended to linger beyond justification becauseit has not been supplanted by a new strongerpositive image.

The Borough is struggling to make ends meet.

Perkins Eastman 13

The borough generally has a deterioratedcharacter, and these physical conditionscontribute to its image as a dying town, whichdeters investment. Its first impressions areunfortunate. Even a "welcome" sign cannotovercome the unfriendly character of thearrival. McKees Rocks presents itself withconvenience stores, gas stations, fast food,and parking lots. The message is that this isa place to make a quick stop, then move on.There is no sense of civic identity or pridehere, nothing to inspire someone to want toinvest in business or life here.

Physical conditions inMcKees Rocks todayreflect years ofdisinvestment.

Deteriorated buildings and vacant storefronts

Poor entrances to the town


The decades of economic decline have takentheir toll on the physical facilities in town. Asinvestment is reduced, deterioration grows.The disinvestment is progressive and tends toexacerbate the very conditions that cause it tohappen in the first place. What is created is adynamic spiral of disinvestment that is self-perpetuating. The course of its progress ispredictable.

Early signs of deterioration erode confidenceby property owners in the future value of theirproperty. They are therefore reluctant tocontinue to invest in their own property.Market values and assessments decline, thusfulfilling the negative expectations. Due to theloss of tax revenue, public services andmaintenance are cut back. The community'simage worsens, discouraging outsiders'interest in investing. Property owners, notwanting to throw good money after bad, allowtheir property to continue to deteriorate…andso on.

Disinvestment is evident in both private andpublic property in McKees Rocks, especiallyin the industrial and commercial flatland.Deteriorated buildings and vacant storefrontson major streets are highly visible signs ofdecline. Some industrial property in use is sopoorly maintained that it appears vacant tothe passer-by.

Blank walls that detract from the town’s character

Unintentional juxtaposition of buildings

Perkins Eastman 15

Housing in the residential neighborhoods, onthe whole, is well maintained. However, thereare individual problem properties that arelikely to initiate the spiral of disinvestment ifthey are not improved soon.

The erosion of the quality of the town'sphysical environment is caused not only bythe deterioration of older properties, but alsoby the poorly or cheaply built buildings thatare more recent. These buildings conveyclearly that McKees Rocks is not worthinvesting in. Blank-walled sheds of concreteblock, prefab metal, or vinyl siding representas little investment as the property ownerscould possibly make. They, in turn, diminishthe property values around them. Low-qualitydevelopment only begets more low-qualitydevelopment.

Disruptive highway traffic routed through the center of town

Poor quality streets, parking lots, and too much pavement to maintain


Streets in the commercial areas and even insome of the residential neighborhoods areunpleasant, visually incoherent spaces. Theyare not inviting or pedestrian-friendly; there isno continuity to the buildings along thestreets; and there are practically no streettrees. Route 51, a clumsy one-way pair ofrights-of-way with no relation to the pre-existing order or scale of the street, hasvirtually destroyed the old business district.These highly visible, highly traveled spacescontribute to McKees Rocks' poor image: theycommunicate that the town does not careabout the quality of its public domain.

The waterfront, as in many older towns in theregion, is occupied by industrial uses, andwhere the natural riverbank is visible, it isoften overgrown and litter-strewn. Exploitedonly for its commercial value, the naturalenvironment that is not in use for private gainis left as a public detriment. The mostegregious example of the misuse of thetown's natural and cultural heritage is thegrinding of the Indian Mound Rock into gravel.Today, the riverfronts are more a liability thanan asset. Like the other incidental openspaces in town, they have become wastelandand dumping grounds.

Unkempt and littered open space

Degradation of natural environment and public spaces

The ChallengePerkins Eastman 17

For McKees Rocks, revitalization is not theconstruction of new buildings, the reuse ofunderutilized property by new businesses, orthe repair of the damaged environment.Attracting people to McKees Rocks is the goalof revitalization and a measure of its success.It is also the means to that end. Industriouspeople built the town in the first place. A newgeneration of "pioneers" will rebuild it. Thechallenge is to create the conditions thatappeal to those who would invest themselvesin business enterprise, homes, andcommunity. If energetic and creative peoplefind a unique and supportive environment inMcKees Rocks, they will attract others.

The vitality of a community is ultimately thereflection of the well-being of its citizens.Improving the physical condition of acommunity is not sufficient to make it a goodplace to live. However, a town cannot thrive ifbuildings are rundown or local streets areclogged with heavy traffic. In addition tosupporting social, economic, and civicdevelopment, improving the physicalenvironment makes a visible demonstration ofthe community's turnaround. If it is donestrategically, it can become the catalyst thatdraws new people and investment to theborough.

McKees Rocks' revitalization challenge is to attractenergetic and creative people.

Perkins Eastman 19

McKees Rocks’ Fit in its Economic Context

The process of revitalization is a part of theongoing evolution that has shaped McKeesRocks since its first founding. The forces thatled to its decline will not disappear; rather,they must be re-channeled to supportdevelopment. McKees Rocks prosperedwhen it enjoyed a good "fit" in the regionaleconomy. Its fit is determined by its strategicadvantages, that is, the value its local assetsto the economic enterprises it is looking toattract. As the structure of the economychanges, the nature of strategic assets alsochanges.

Until the late nineteenth century, McKeesRocks was a small trading center. In theagricultural-mercantile economy of the timeMcKees Rocks' greatest asset was the river,which was its only link to the world. Itslocation, however, was not of great value, soits growth was slow: about 8 settlers a yearfor 100 years.

From a few hundred people in 1880, when theP&LE Railroad laid its tracks, to over 18,000people in 1930, the town drew its livelihoodfrom the railroad and related industries. Mostof its population growth occurred in the twenty

years at the turn of the century, whenthousands of immigrants from Central andEastern Europe settled in McKees Rocks towork for the railroad or in the mills. The flatland along the water (the bottoms and alongChartiers Creek) became industrial property,while houses were built up the slopes of thehills. Chartiers Avenue became the maincommercial street.

During the industrial era, from 1880 to 1930,McKees Rocks' strategic advantages were itslocation, its access to water and rail, its low-cost labor force, and its localentrepreneurship. These were formidable,and population growth took off at forty timesthe rate it had been.

Like other towns built in the early twentiethcentury, McKees Rocks was built in a tightlyknit pattern in which jobs and services werewithin walking distance of home andbusinesses relied on local trade. Streetcarslinked McKees Rocks to Pittsburgh, and raillines connected it to farther destinations.

The evolving economic context has shaped McKeesRocks. In each era, its prosperity depends on itsstrategic assets.


Industry flourished as long as the railroadsdid, but were set back during the Depressionand began to decline steadily after World WarII. Two catastrophic floods (1936 and 1972)left extensive damage throughout thecommercial and industrial areas of the town.

Employment and theeconomic vitality of thetown started a persistentdescent.

The region's economy was also changingdramatically during this period. TheDepression marked the end of the industrialera and the beginning of the modernautomotive era, which has dominated theeconomy since World War II. The assets thatbecame strategic were access to highways,large areas of development-ready vacantland, low levels of public services and taxes,and low labor costs. Rust-belt cities gaveway to sun-belt suburbs. With the end of theindustrial economy, the ebbing of Pittsburgh'spre-eminence in steel production, and thedecline in rail transportation, the mills wereshut down. The demise of the Pittsburghregion's heavy industry sector has been mostacute since the 1960's, and the loss ofemployment in that sector has been dramatic.That has translated into further populationlosses and, while the region has seen a

twofold increase in service industry jobs, thatgrowth has been well behind the nationalaverage. The Pittsburgh region today is oneof the slowest developing regions in thecountry, and the prosperity and general well-being of the region has suffered.

At the same time, the economic status of theblue-collar wage earner who chose to stay inthe region has improved significantly; and,during a period from the 1950's through the1980's, wages in the manufacturing sectorreached middle-income levels, affording manyworkers an opportunity to "move up". Theresult was an exodus toward the suburbs andaway from traditional worker neighborhoodsthroughout the region.

Today, McKees Rocks is one of manystruggling ex-mill towns in the region caughtin a cycle of disinvestment between aninadequate tax base and high municipal costs,progressively distressed, and increasinglynon-competitive in the context of the regionaleconomy. Public housing built in the 1950'sadded 320 units, which further heightened theconcentration of poverty. An urban renewaleffort that spanned nearly two decadesresulted in the demolition of over 200buildings and cost the borough more than fiftybusinesses. Reconstruction in the mid-1960'stook the form of suburban development: ashopping center and outparcel buildings.

Vehicular traffic took an even greater toll onthe borough when Lower Chartiers Avenuewas converted into a divided highway tofacilitate through truck traffic. Today the fabricof neighborhoods of single-family houses hassurvived largely in tact, but McKees Rocks’"downtown" has disintegrated, its industrialproperty provides far fewer jobs than it oncedid, its public properties and infrastructure areof poor quality, and its waterfront isunderutilized and neglected.

In recent years, there have been a fewregional initiatives, which have generally beenfor the purpose of attracting new businesses,but there is still a strong resistance to regionalplanning or cooperation. The region hascontinued to develop in conventionalsuburban patterns: large shopping malls, bigbox retailing complexes, and expansive officeparks at the intersections of major highways.The continuing investment in highwaysfacilitates suburban sprawl, producing aburgeoning population in ever more removedtract housing subdivisions that steal their lifefrom older communities throughout the region.

Perkins Eastman 21

Repositioning in the New Economy

For those older communities, though, signs ofchange and hope have begun to take hold.One of the more encouraging developments isthe regional transportation study sponsoredby a group of local governments andgovernment agencies. In addition to highwayimprovements between downtown Pittsburghand the airport, the study recommends a lightrail line that would have a stop in McKeesRocks. City neighborhoods like the SouthSide have made considerable progress in re-inventing themselves. Older towns likeCarnegie have begun to re-merchandisethemselves with physical improvements thatcelebrate their character and enhance theirimage so as to successful encourage theintroduction of new businesses and privateinvestment. The most profound opportunityfor revitalization, however, is in capitalizing onthe transformation of the automotive economyinto the electronic economy.

In the 1980's, technological developments ininformation technology began to generatenew products and services, and eveninnovative ways of doing business. Newmodes of communication have enhancedproductivity, changed economic transactions,

and transformed social relationships. The"New Economy" has become the paradigmfor the re-organization of the economicsystem based on the digital revolution. Oneof its fundamental characteristics is that thedominant source of wealth has shifted from"hard" resources, the raw materials ofindustry, to "soft" resources:

"Knowledge and the innovation capacities ofhuman capital are at the core of the NewEconomy. The key source of competitiveadvantage, be it among regions or industries,is its intellectual capital--that is, theknowledge embedded in its people. In theOld industrial economy, the accumulation ofhard assets determined economic success orfailure. Today, the knowledge, skills,experience and innovation potential oftalented individuals has greater value thancapital equipment or even capital itself.Talented individuals are highly mobile and canreward those regions that attract them.Likewise, their loss can be punishing." (MilkenInstitute, "Knowledge-Value Cities in theDigital Age", p v)

We are in the midst of the digital revolution. We areshifting from the old automotive economy to a newelectronic economy.


The new forms of communication andbusiness have reduced the significance offace-to-face encounters. Many researchershave concluded that the electronic age willbecome increasingly "placeless", as proximitybecomes less and less a factor in economictransactions. Whether this will ultimately leadto the "death of distance", it is already havinga significant impact on where people arechoosing to live and to do business.According to the new theories of industriallocation, quality of life incentives arebecoming increasingly critical in companies'investment decisions. This is especially truein the high-growth high-tech industries.

"The classic variables of land, labor, andcapital, as well as utility rates, taxes, and theelusive business climate and entrepreneurialenvironment are now essentially availableuniversally. As the focus of economic activityshifts more toward the service sector, we arebeginning to see other transformations… Thenew variable has become psychic income.This translates into a higher value placed onmore intangible variables such as quality oflife and amenities." (David Rusk, in Segedy,James. "How important is 'quality of life' inlocation decisions and local economicdevelopment." in Dilemmas of UrbanEconomic Development. Bingham, R andMeir, R, eds, Thousand Oaks: SagePublications, 1997, pp 56-73)

The digital revolution, like the industrialrevolution before it, not only restructuresproduction and wealth-generation, but it alsoprofoundly impacts the geography ofproduction. In the shift from the agricultural-mercantile economy to the industrialeconomy, mechanization and conglomerationin production favored the aggregation of largenumbers of people and resources in citiesnear rail or water routes. The New Economy,organized around the production ofknowledge-based products and services, hasfreed the entrepreneur and the workplacefrom those geographic constraints. Thefavored locations have become sites with theamenities of beauty, recreational opportunity,or intellectual fulfillment: places like Boulder,Colorado; Burlington, Vermont; Seattle,Washington. But more than any other factor,the high-tech businesses are looking forplaces with talented people. "…Whereverintelligence clusters, wealth will accumulate."(Kotkin and DeVol, p3) Increasingly,companies and people locate not where theymust, but where they will. Certainly, thelocations described above are likely to attracttalented people (the people who have themost choice), but talented people can befound and attracted to less dramaticallywonderful places, as well.

There is a lot of discussion today about theshift in interest from the large first-tier cities inthe country (San Francisco, Boston,Washington DC) to the smaller third-tier cities,cities of populations between 15,000 and110,000, such as Youngstown, Ohio, orLowell, Massachusetts. In fact, there isevidence that the new "knowledge workers"are attracted to small town life, which is onereason that small towns are the fastestgrowing type of settlement in the countrytoday. Sidelined in both the industrial and theautomotive economies, small towns may be ina better position than large cities to developclusters of related firms that are networkedinto the global business community. Smalltowns that offer a sense of community, a highquality of environment and lifestyle, andaccess to the resources of a larger city areemerging as prime locations. Theseindustries, in return, are far more town-friendlyand ecologically-compatible than theindustries of the last century.

Perkins Eastman 23

Out-of-date infrastructure anddeteriorated built environmentOlder towns may have inadequately sized orpoorly maintained sewer and utility systems.Vacant land is scarce. Brownfield sites arelikely to be contaminated. High speedinternet connections are not yet in place."Proximity to high-speed data networks is totoday's businesses what proximity to riversand rails was to earlier industries" (Siegel andWaxman) Proximity to international airport isalso highly desirable. Towns with decliningdowntown have serious disadvantage inattracting higher-income population, for bothsymbolic and reasons.

Inadequate supply of humancapitalLack of career opportunities plus increasedmobility have drained the town of its youth.There have been no incentives to keeppeople from leaving for better opportunities.The workforce left behind is likely to have alow level of education. Immigrants can bringvaluable skills and work ethic, but most townslack institutions to help them assimilate.

Declining competitiveness withinregionSuburban sprawl takes middle/upper incomepopulation out of older urban centers.Competition leaves older towns with decliningtax base, higher unemployment, lesseducation, less homeownerhip, and higher taxburden.

Weakened civic infrastructureThe public sector is likely to be severely over-burdened, with no staff or other resources toinvest in critical transformation strategies.The town probably has a heavy dependenceon property taxes, which discouragesdevelopment. Apathy and lack of resourcesare generally reflected in lack of leadership,both private and public, in community. Civicorganizations may be anachronistic leftoversfrom previous generation. Businesses thatremain may not be able to afford to makecivic contributions of time or money.

In making the shift from the Old Economy to the NewEconomy, smaller communities such as McKeesRocks face some common obstacles.


Smaller cities are already overcoming such obstaclesand capitalizing on the New Economy. The successfulapproaches improve the amenities, governance, andhuman resources of the town.

Inadequate access to resourcesSmaller towns lack local philanthropies andcan rarely get attention from the largerfoundations. They have a need for fundingdevelopment expertise (far more than grant-writing).

Enhance local amenitiesTowns are capitalizing on their natural assets,such as waterfronts and hillsides to createnew amenities and a new image. Arts andcultural resources are often a highly effectiveway to draw people into the town center:rejuvenating an old theater, creating artistswork/live space, or providing facilities for localarts organizations can enliven a commercialdistrict.

Develop communicationsinfrastructureNew Economy firms need good access.Today this means a well developedcommunications infrastructure and no morethan thirty minutes to an international flight.

Build on institutions of highereducationLinks to a local university or communitycollege provide technological resources,cutting-edge product design, a well-educatedworkforce, a market in students and faculty forhousing and local businesses, and anintellectually stimulating quality of life. Towns

are collaborating with colleges to createresearch centers and incubators for spin-offenterprises that create new employment.

"To attain a competitive advantage in the NewEconomy, urban centers must access, createand utilize human capital. Cities that tap theknowledge assets in their midst, such asuniversities and research centers, will benefitfrom the talent that they attract to fuel localeconomic growth. Life-long learning andretraining programs will bolster urbaneconomic success, forestalling the creation ofa labor force that is "finished at forty". Urbanareas that do not continually educate theirpopulations face the prospect of being leftbehind in the New Economy." (Kotkin andDeVol, "Knowledge-Value Cities in the DigitalAge", p vi)

Create effective civic institutionsand leadershipTo attract successful entrepreneurs, townsneed to demonstrate capable and trustedleadership, a culture of open democracy,active citizen engagement, and a strongpublic/private collaboration. This createsconfidence in the depth and durability of thequality of life in the town.

Perkins Eastman 25

Adopt appropriate land usepolicies and toolsConventional planning and developmentpolicies do not allow for the rich intermixtureof uses that a vibrant New Economy townneeds. A more sophisticated approach toguiding development is required, includingnew types of zoning codes, new integratedapproaches to parking, and standards forprivate development. Tools such as acommunity land trust may be appropriate.

Promote diversity as strengthDiversity and tolerance for lifestyle differencesare qualities that the knowledge workerpopulation is said to prize. Towns thatcultivate such values and focus onconsensus-building to overcome divisivenessare developing their "social capital", one oftheir important assets. This is especiallycritical in order to tap the entrepreneurialtalent and productivity of new immigrants.This is likely to require an active andsustained effort focused on developingnetworks, such as "community circles".

Restore confidence in publicsafetyNo community can attract investment withouta reputation for safety. Older urban areas,unfortunately, have a burden of proof thatnewer suburbs do not share, even though theperceptions of crime they must overcomemay be exaggerated. An extra effort must bemade without turning the town into a fortress.Activity in public spaces is the bestreassurance of safety.

Engage in regional collaborationMunicipalities need to see the mutualadvantage in collaboration. Successful effortshave produced a regional development policyframework, joint initiatives, and innovativeprojects. Sometimes the advantages are assimple as getting economies of scale, as injointly contracting for internet service.


If McKees Rocks continues to focus its effortson succeeding in the Old Economy, evenaggressive marketing to attract newbusinesses is only likely to slow the decline.Its strategic assets in the automotive economyare at best second-rank: compared tosuburbs in the region, McKees Rocks hasmore limited highway access, higher sitepreparation costs, higher taxes, and a poorerimage. The businesses that the Borough canexpect to land are not much better than whatis there now. And because they areinherently land-intensive, they will generatelow revenues per square foot for the Borough.

McKees Rocks has achoice: to improve its fitin the Old Economy or toreposition itself in theNew Economy.

Old economy

New economy

Perkins Eastman 27

If McKees Rocks chooses to reposition itselfas a New Economy town, it will require acommunity commitment and strong andconsistent leadership. It will also require amajor investment in public infrastructure aswell as private development. To get suchcommitments, the Borough will need topresent its plan with knowledge andconviction. The benefits are the potential forfar greater wealth generation, amenities thatbenefit not only newcomers and businessowners but all McKees Rocks citizens, higher-paying jobs, and in the long run, greatereconomic resilience.

The strategic planning process should beinformed by the community's vision for its ownfuture. This is not intended to be a simplisticdescription of the outcome of animplementation of a plan, but rather settingforth a vision to inspire the first steps toward abetter future.

McKees Rocks twenty years from now, asenvisioned by the stakeholder group, is atown with a strong sense of civic pride. In our

scenario for the future, the Borough turnedthe difficulties inherent in being aneighborhood-size municipality in the 21stcentury into an advantage. By mobilizing asmall unified core of committed citizen-leaders, the Borough was able to undertakean agenda for change that was unhamperedby the political inertia and bureaucraticentanglements of larger municipalities.

In 2023, McKees Rocks is a small but thrivingtown that is distinctly different from any placeelse in the region. Its location, ambience, andcommunity spirit draw new residents,including some whose parents hadabandoned their hometown for the suburbs.Recognizing the strengths of its own roots,the town was one of the first Americancommunities to create incentives to welcomethe talents and skills of immigrants fromaround the world. It has restored its identityas a "melting pot" through its own policy of"reverse globalization". McKees Rocks isknown for its cultural vitality and its flourishingarts life, which developed around itscommunity-based ethnic arts initiatives.

By repositioning itself in the electronic economy,McKees Rocks will be a model of communityenterprise and innovation. This is the new founding ofMcKees Rocks.


It is a place that celebrates its heritage andthe traditions that newer residents bring withthem. Through the foundation fundingsources it has cultivated, McKees Rocks nowregularly attracts major artists and performersfrom around the world to its festivals of poetry,music, and heritage arts.

Just as the original immigrant settlers ofMcKees Rocks made their way in the newworld by educating themselves, the boroughmade a commitment to education as thefoundation for economic success andcommunity-building. In addition to enrichingits public school curriculum, McKees Rocksinitiated innovative community-based publiceducation for children and adults, withprograms ranging from literacy to high-techspecialties to fine arts. The town has nowone of the most educated populations in thecounty.

Recognizing that the community can nolonger rely on jobs in large manufacturingcompanies, McKees Rocks founded anentrepreneurial institute resulting from alongstanding partnership between the schoolsand the business community. In the spirit ofMcKees Rocks' early immigrants, today'sgraduates have created what is known asMcKees Rocks' renaissance-dozens ofthriving businesses in town, many of whichserve an international market through the

Internet. The town offers the environment andinfrastructure to encourage these localbusinesses. By becoming a "community ofchoice" for talented and motivated workers,McKees Rocks has also become a preferredlocation for businesses and investment.

The town offers a unique combination of artsand the natural environment. Having boldlyreclaimed its "Rock", the site of a nativeAmerican burial ground, from being groundinto gravel, McKees Rocks restored it as thecenterpiece of a new civic waterfront park,symbolic of its renaissance. The waterfrontnow offers access for a wide variety ofrecreational sports as well as new housingand a popular waterfront restaurant. Thetown's streets are planted with trees and smallsquares and parks give special identity tolocal neighborhoods. From its hilltopcommunities to its vibrant "main street" to itsriver banks, it offers a pleasant pedestrianenvironment. Its affordable housing, while notas prevalent as it used to be, still attracts firsthomebuyers.

Perkins Eastman 29

The success story of McKees Rocks isbeginning to attract journalists, researchers,and innovators from around the country. It isa town known not only for its community spirit,but for what that spirit can accomplish. As amodel for livability, enterprise, and community,McKees Rocks has begun a new era in itshistory, has new challenges to face, but alsohas the experience of having overcome fargreater challenges.

A vision is a statement of long range goalsand an embodiment of fundamental values.Its purpose is to provide a general sense ofdirection throughout the process ofrevitalization. It is described in detail, notbecause each of those details is essential torealizing the goals, but rather because theygive a sense of tangibility to what is inherentlydifficult to imagine. Unpredictable obstaclesand opportunities will arise that will redefineits specific features, but a tangible image ofthe ultimate goal is a powerful tool forfocusing the process, building energy, andgathering support.

In any development process, the place tobegin is to recognize and strengthen existingassets. Assets are defined only in terms of acommunity's goals: old brick buildings may

be an asset for the purpose of creating apedestrian-scale mixed-use district, but aliability if the goal is to develop an office park.McKees Rocks' assets are its features thathave value to the people and organizationsthat will enable the town to realize its visionfor the future. The most important assets arethose that distinguish McKees Rocks fromother places.

Proximity to both downtown andairport People with choices today, whether they arebuilding a business or choosing their home,are likely looking for easy access to regionaldestinations and beyond. McKees Rocks is aten minute drive from downtown along WestCarson Street. It is the municipality with thebest to Pittsburgh's downtown. It is also afifteen minute drive to the airport. Theconstruction of a proposed light rail linethrough McKees Rocks will make both theseconnections even better.

The Borough's existing assets are the foundation forits development.

View of Downtown Pittsburgh from McKees Rocks

Airport

McKees Rocks

Golden Triangle

Assets and Liabilities


WaterfrontThe areas in the country that are attractingthe greatest growth offer natural landscapes,which are desired for both their beauty andtheir recreational potential. McKees Rocks'screekfront and riverfront have long beenrelegated to industrial use. At one time watertransportation was critical to manufacturingoperations, but with few exceptions, thebusinesses located along the water todaymake no use of the water. The waterfront,which has become a neglected backyard,could be reclaimed as a prime asset. The flatplain along the water, as long as it isprotected from flooding, offers a large area ofbuildable ground, which is an uncommonasset in the region.

Cultural heritageA town that prides itself on the rich heritage ofits founding immigrants can turn thisinheritance into a living culture that can fulfillthe desire for community that manysuccessful people today are missing. This isevidenced in the trend away from suburbsback to small towns and close-knitneighborhoods.

Affordable housing in viableneighborhoodsA good but modest housing stock is attractiveto younger households and others who are inthe early stages of their career or investing ina business or community. The character andintegrity of the housing is essential to itsvalue. Those who are looking for a largesuburban house on a cul-de-sac will not find agood fit in McKees Rocks, but simple gabledhouses and small bungalows on well-keptstreets can attract people who are looking notonly for a good house but for an opportunityto take part in building a community.

Perkins Eastman 31

Beautiful churches and otherarchitecturally significantbuildingsThe character and sense of connection withthe past that historic buildings provide hasbecome the stepping stone for revitalization inmany communities. If McKees Rocks valuesits cultural heritage, what remains of itsdistinctive architecture should be protectedand reinforced with compatible development.This includes not only the remarkablechurches, but the fine industrial buildings ofthe P&LE complex.

Successful businesses and non-profit organizations with regionalreputationThe great reputation of local businesses notonly brings people to McKees Rocks, but alsoenhances the reputation of the town itself.Bakeries and restaurants that were foundedby McKees Rocks' immigrant families helpkeep its cultural traditions and identity alive.These and other successful businesses areeconomic assets for the community, and theirreputation for success can create a positiveclimate for other businesses. Similarly, Focuson Renewal is known as one of the best non-profit service agencies in the region, and itswork contributes social, economic, andpolitical benefits to the town.


A good development strategy overcomes liabilitieswith the same actions that strengthen its assets.

Like assets, liabilities can only be defined inrelation to goals. Liabilities are the obstaclesthat make it difficult for McKees Rocks torealize its vision. Many of the liabilities arevisible physical conditions; others areconstraints that have invisibly shaped thoseconditions or are underlying social andeconomic forces.

Physical liabilities:

Poor quality entrancesNone of the four major entrances to the townis attractive. In fact, they present parking lots,fast food, and convenience goods--an imagethat is cheap, common, and banal.

Deteriorated downtownThere is almost nothing left of downtown. Afew blocks of storefronts and four buildingswith architectural character. It is an uninvitingplace that discourages pedestrian traffic, thelifeblood of a downtown business district.Most of the businesses that once lined themajor streets in town have disappeared,leaving only scattered commercial buildingsdisconnected from both clientele and otherbusinesses.

Poor transportation systemThe routing of the highway through the heartof town is a major disruption to local trafficand a serious environmental detriment. Local

streets are indistinguishable from arterials,and local street grids are fragmented. Accessto major regional routes is limited to Highways51 and 65.

Concentration of public housingMcKees Rocks has one of the highest ratiosof public to market-rate housing units in thecounty. The Allegheny County HousingAuthority, like all housing authorities today, isfacing a continuous reduction of funding andwill need to restructure its properties. The twoprojects in McKees Rocks are in marginallocations, abutting non-residential uses andisolated from transportation and services.

Low-functioning shopping centersand other vacant buildingsThe retail businesses in McKees Rocks thatonce thrived on local trade have closed due tothe combination of the loss of the populationbase and urban renewal. Shopping centersbuilt in town are unable to attract a moreaffluent regional market, and therefore areoccupied for the most part by low-rent low-value retail businesses or social serviceagencies. Vacancies are not uncommon.Vacant buildings can be seen along majorstreets, reinforcing the image of a dying town.

Perkins Eastman 33

Poor civic infrastructureSince private interests have shaped McKeesRocks, it is not surprising that the borough'spublic infrastructure is minimal. Overflowsewage pollutes Chartiers Creek after everyrainstorm. A well-constructed water andsewer system is a major advantage to theborough in attracting people and businessesover time, but is a far greater commitmentthan a single business or factory requires. Inaddition to utility issues, the street -system, asmentioned earlier, was not well-designed orwell built. In fact, the expanse of theborough's industrial property, including a largearea of what was once railroad property, wasonly minimally improved, and much of it hasno street access. The lack of flood protectionled to several devastating floods.

Environmental degradationPeople who are looking for a small town witha high quality of life are likely to form initialopinions based on the physical appearance ofthe town. In McKees Rocks today, publicspaces--streets and sidewalks, riverfronts,hillsides, etc--give the borough theappearance of a neglected and deterioratingtown. Pollution and erosion are seriousecological problems that will undermine effortstoward revitalization unless they areaddressed systemically. Litter, weeds, andunkempt natural spaces have a significantvisual impact, and they convey a lack of civic

pride. This is especially true at entrances tothe town and along major streets, which arethe most visible parts of town. Planting streettrees and small green spaces can transformbleak streets and other hard public spacesinto pleasant places and contribute to theborough's ecological sustainability.

Non-physical liabilities:

Small size as municipalityBoth geographically and demographically,McKees Rocks is no larger than a modest-size neighborhood in Pittsburgh. Yet it mustprovide full municipal services. Moreover, theborough must draw from its small populationthe leadership capable of dealing withproblems as difficult as any major city facestoday.

Large impoverished "trapped"populationThe decline of the borough over the lastseventy years has left behind many peoplewho, because of little education or lowincome, had few other options. This is apopulation with little hope of success, whotend to be apathetic or cynical. Many of thepeople left behind are elderly who areisolated by physical frailty and small fixedincomes.


Poor land use controlIneffective or ill-considered land-use policieshave led to some of the physical problem inthe borough. The underutilization ofwaterfront land and the lack of public accesshave resulted from maintaining long-standingpractices that are no longer well-suited toindustrial operations. Permitting a privatecompany to plunder the Indian Mound Rock isone of many examples where the Borough'scivic resources were sold for private gain.

Weak tradition of governance andlack of civic prideMcKees Rocks has a sad history of publiccorruption and organized crime. It is hard saywhether the political culture that toleratedsuch wrongdoing gave rise to it or whetherthe betrayal of public trust by the borough'sleadership caused the town to become cynicaland hopeless. The Borough is attempting toovercome this legacy and rebuild civic pride,but it is a task made more difficult by povertyand the lack of education.

Lack of civic institutions andfacilitiesHistorically, the strongest affiliations inMcKees Rocks have been to church andfamily. As in other mill towns, strong classdistinctions kept political and economic powerin the hands of a small number of business

owners and denied participation in civic life tomost of the population. The town thereforelacks the traditions and institutions of civic life.A town library exists only because FOR, aprivate non-profit organization, made thatcommitment. It is perhaps symbolic that theBorough Building is a utility-block building ona back street. There is no significant publicpark and virtually no community recreationalor cultural facilities.

Bad reputationMcKees Rocks today is hampered by areputation it has acquired over many years ofdecline, corruption, and apathy. It has beenknown for years as a "tough" town, which is agreat reputation for its football team, but apoor image for the quality of life there. Inrecent years, news stories have consistentlyemphasized problems of crime, violence, anddrugs. Even reports of successes in dealingwith those problems reinforce the perceptionthat life in McKees Rocks is dangerous.People, even urban pioneers, are unlikely tobe attracted to McKees Rocks until thesestories are supplanted by the stories of thetown "turning around" and the rumors of anew community solidarity and spirit.

Perkins Eastman 35

The proposed light rail line to be constructedthrough McKees Rocks is the most significantopportunity for revitalization since the railroadcame to town in the 1880's. With a newstation at the Carson Street gateway toMcKees Rocks, it will connect the boroughwith fast, dependable transportation todowntown Pittsburgh and the airport. Thelight rail system is in the early stages ofplanning and approvals, but may beconstructed at least as far as McKees Rockswithin seven years.

Since the land in McKees Rocks is almostentirely developed, there is little opportunity tofind new building sites. The most opportunesites are the problematic areas in town, whereredevelopment can eliminate existing liabilitiesas well as create new assets.

Front doorsAll of the major entrances to McKees Rocksare across bridges, which creates anopportunity for a strong sense of arrival and apowerful first impression of the town. Whatnow exists at all those important "portals" isunderutilized land--parking lots, conveniencestores, and other marginal uses. Goodlandscaping is an important part of thesolution, but welcome signs and flowers arenot enough. Strategic property development,along with related public improvements, is aninvestment that will leverage much greaterfuture investment because of its impact onpublic perceptions of the Borough.

Both assets and liabilities may become opportunities.The regional transit system could be a tremendousasset for the Borough. Opportunities within theBorough consist of under-utilized and under-valuedproperty.


Underdeveloped waterfrontMcKees Rocks is fortunate to be bounded bywater along half of its perimeter. Since it nolonger has the economic value to industry thatit once had, it is a resource that needs to bereinvented. Most of the river-plain propertyconsists of very large parcels occupied bylow-value-added materials-handling or storageuses. By redeveloping it for residential andrecreational uses, McKees Rocks can notonly make better use of the land, but offer adistinctive amenity that will restore a regionaladvantage to the borough.

P&LE propertyThe brick industrial buildings on the railroadproperty are unusually fine examples ofnineteenth century architecture. They areunique in their monumentality and detail.Today they are inaccessible and underutilized.Development of these buildings will require acombination of an appropriate revenue-producing use and significant capital. Publicimprovements to provide accessibility areessential.

Perkins Eastman 37

Business districtLower Chartiers Avenue has remnants ofMcKees Rocks' original "downtown". In itscurrent state of decline, it is a liability, butconsolidation of businesses in that area,along with a well-organized program ofrenovation and construction, could turn it intoa solid business district. Within walkingdistance of both the proposed transit stationand the waterfront, it could both benefit fromand contribute to the vitality of thosedevelopments. A well-conceived and well-managed mix of uses, including housing,would help insure its continued success.

Housing Authority propertyThe Hays Manor project, located behind theMcKees Rocks shopping center, isdisconnected from any neighborhood and isseen as a detriment to the viability of nearbycommercial property. Uansa Village, in theBottoms, is in an even more isolated location.While there is a need to insure that affordablehousing is available in town, the concept of"project" housing is no longer consideredappropriate by the federal government.Funding for public housing projects is beingprogressively diminished. It has beenprojected that such funding will be eliminatedentirely over the next ten to twenty years.This is an ideal opportunity for the boroughand the housing authority to look at alternativemixed-income housing alternatives.


The light rail line is not assured, so it shouldbe pursued with maximum effort because ofpotential beneficial impact. The revitalizationstrategy assumes it will happen, partlybecause the strategy itself can be instrumentalin bringing it about. Without it, developmenttake will longer and is less certain, but thebasic planning concepts are the same.

It is assumed that all minor rail spurs and localrail lines are abandoned over the next five toten years. The main tracks continue to be inuse.

It is anticipated that the federal policy ofreplacing public housing projects with mixed-income neighborhood housing will continueand will be incorporated as an aspect of thehousing initiative described in the revitalizationstrategy.

Acquisition of private property is to be doneprivately wherever possible; the use ofeminent domain is to be minimized.

In view of the uncertainties that are inevitable in thisstrategy, a few assumptions have been made in orderto prepare the Development Plan. These assumptionswill need to be investigated.

Perkins Eastman 39

The Development Concept transforms McKees Rocks' flatland from theunderutilized remnants of industrial use to a new integrated mixed-use district.

Land uses

Development opportunities

Street organization

The Development Concept

Create a transit-oriented towncenter• Construct a new light rail station at the

entry to McKees Rocks from Carson Street,giving access on the projected transit line toDowntown Pittsburgh and the airport.

• Create a demonstration model of transit oriented development at the new station, incorporating a mix of pedestrian oriented uses within five minutes walk of new rail station.

• Provide space for office, retail, housing, and entertainment, along with short-term free public parking.

• Set design standards that respect the character of McKees Rocks.


Introduce Carson-IslandBoulevard and new spine streets• Organize and provide access to new

development areas and connect them withexisting town.

• Address three access issues that areserious impediments to development. Eliminate the circuitous routing of trafficbetween Carson Street and IslandBoulevard through the business district onLower Chartiers Avenue and the contortedone-way traffic pattern on Chartiers Avenueby extending West Carson Street as aboulevard to connect to Island Avenue.

• Provide vehicular access into the railroadproperty, one of the major developmentsites in town by creating an entrance torailroad property at intersection of two newstreets, Carson-Island boulevard andMcKees Rocks Avenue.

• Improve access to the waterfront, bothalong the river and along Chartiers Creekby connecting the riverfront with the streetgrid in the Bottoms.

• For the industrial creekfront (ThompsonAvenue), construct a new bridgeconnecting to a road along the proposedroute of the Chartiers Expressway.

Perkins Eastman 41


Develop the P&LE Complex • Utilize its distinctive architecture to

transform it into a unique regional asset withlocal McKees Rocks character.

• Introduce a thematic cluster of related retail,office, cultural/entertainment uses.Investigate the feasibility of a communitycollege site and/or a hotel and the potentialfor seasonal farmers' market and otherspecialized food retailing.

• Create a public park/town square at thefront and landscaped courtyards within thecomplex.

• Facilitate access by transit as well as bycar, and possibly by boat (at the newlanding near the train station).

Perkins Eastman 43

Consolidate, concentrate, andrevitalize the business district andanchor it with a new McKeesRocks civic center.• Renovate Chartiers Avenue between the

creek and the RR trestle for a combinationof commercial, cultural, and residentialuses. Infill with new construction tomaintain scale and character.

• Provide public parking to rear. • Anchor the west end with a grocery store

and drug store, relocated from existingsites on western Chartiers Avenue, wherehousing is to be developed.

• Relocate other outlying businesses such asPat Catan's to business district.

• At the east end of the business district,construct a new civic center at theconvergence of Chartiers Avenue, thebridge across the creek, and the newstreets to the P&LE town square and thetrain station.

• Incorporate borough offices, councilchamber, library, meeting rooms, etc.

• Create a small park overlooking the creekand a monument at the intersection


Turn the waterfront into McKeesRocks' new "façade" to the riverand the region.• Develop condominium apartments and

townhouses along riverfront, with arestaurant, marina, and public promenade.

• Introduce a continuous public park andflood control berm along the creek from thenew civic center to the Indian Mound.

• Provide recreational amenities. • Develop new "Creekside" urban office

buildings facing creek, with pedestrian-oriented commercial uses along sidewalk.

Introduce new mixed-incomehousing.• Extend the Bottoms to give it a new link to

the riverfront and direct access to the towncenter. Build on its small-scale character tocreate new identity as distinctive urbanmixed-use neighborhood.

• Develop area vacated by railroad andindustry.

• Utilize the new McKees Rocks Avenue asspine and front door to New Bottoms.

• Connect the Bottoms street grid to McKeesRocks Avenue.

• Provide new small "squares" to give place-identity to local areas in Bottoms.

• Build new housing and infill housing,generally 1-4 unit buildings. Similarly,integrate new housing into the center oftown.

• Provide a diversity of house types, sizes,and prices.

• Design green squares as centers fortownhouse development.

• Build apartments above first floorcommercial space, maintaining a consistentscale throughout.

• Build scattered-site housing in the Bottomsand in other neighborhoods as housingdemand increases.

• Improve condition of existing housing withpublic/private programmatic initiatives andpublic improvements.

• Increase home ownership. • Provide mortgage and renovation

subsidies. • Create incentives for new live-work

alternatives.

Perkins Eastman 45

Introduce new public spaces • Create a network of connected green

spaces. • Invest in high-quality landscaping and

furnishing. Elements are to include: publicpromenade/waterfront park, new town parkat P&LE Complex, Carson-IslandBoulevard, planted avenues, and smallsquares.

• Initiate a comprehensive street treeprogram, and designate some streets as"green streets" with wider planted andpedestrian zones.

The goal of strategic revitalization is to initiatea process of change in which the success ofearly small steps creates the opportunity totake larger actions. In order to counter thenegative spiral of decline, it is necessary tocreate a "snowballing" process of positivechange. In terms of physical development,the goal of this catalytic process for acommunity is ultimately to restore afunctioning real estate market, in whichhealthy supply and demand are balanced.Or,to say it differently, the goal is to find asustainable market fit. This is achieved bymaking the community a more desirable andmore competitive place to live and dobusiness. The process consists of localizedphysical improvements that incrementallychange the image of the entire communityand the market's perception of its future.


Perkins Eastman 47

Some basic principles guide thisprocess:

1. Identify interventions strategically.Resources are limited, so their impact has tobe optimized. Revitalization needs anddevelopment opportunities have to beprioritized by comparing their cost with theirpotential impact. Success is critical at eachpoint in the process, so a small-scale projectwith a high likelihood of success is a betterfirst step than a more ambitious (albeit higher-impact) project.

2. Make early changes that are visible. Inthe early stages, the changes that matter themost are the ones that change a community'simage. Recognizing that a community'sinvestments are likely to come from outside, ithelps a lot if the early changes are visiblefrom high-traffic locations, such as majorstreets or entrances.

3. Make changes that have a highpotential for strong localized impact. Astrategic change should present a characterand a quality that will positively influence andencourage reinvestment in the area around it.In a catalytic process, it is not the changeitself, but rather the impact of the change--its"spillover" effect--that is important. Strongimpact does not require large-scale

development if the impact area is largely self-contained and relatively small.

4. Work within the structure and contextthat is there. First, with limited resources, itis virtually impossible to succeed bydestroying what already exists in order tocreate something different. The starting pointis the recognition of the resources that arealready in place, so that they can bestrengthened and made more distinctive withnew development. Secondly, in order toinfluence reinvestment in the existing context,the new development has to reflect in someway the existing physical character--something that is dramatically different is lesseffective in drawing out the potential value ofwhat is already there. For the same reason,new development should be integrated intothe existing fabric to the fullest extentpossible--something with a wall around it, realor perceived, doesn't much affect what'soutside the wall.

5. Build from strength or create strongbuilding blocks. A core idea of strategicrevitalization is to take value from what isalready in place and then leverage that valueinto things that are progressively different. Ifthere is nothing of strength in place, then theleast compromised parts of the existingcontext have to be worked to create goodbuilding blocks.

Ten strategic development principles guide thedevelopment plan, target areas, phasing strategy, and early initiatives.

Strategic Development Principles


6. Diversify initiatives. Incorporatingdifferences in use or pricing can help toaccess different and more resources, respondto a wider range of needs and opportunities,and enrich a context in terms of its places.Initiating a number of diverse projectssimultaneously with different resourcesenlarges impact and expedites change.

7. Diversify markets. Addressing thepotentials of different market segments helpsto stabilize a community by providing diversity.It also can help to expedite change bypermitting potentially simultaneous multipledevelopment initiatives that are synergisticrather than competitive, in the processreducing risk, enhancing market absorption,and increasing impact.

8. Rebuild place by place. Every issue hasits component elements, and everycommunity is comprised of a mosaic ofidentifiable places. Dealing with a big agendaor a large area in terms of its constituentcomponents makes it more understandableand practical. With regard to strategicrevitalization, it also encourages diversificationwhile affording greater opportunity forvariation and richness throughout its context.It builds better neighborhoods.

9. Leverage change. In an incrementalprocess, each physical improvementbecomes part of the context for the nextimprovement. Each step should be designedto take value from what is there, envisionadditional potential, set a new qualitystandard, capture the increased value in salesor rents, and leverage that value into addedpotential for the next opportunity.

10. Partner. The more people who areinvolved, the greater the range of resourcesthat can be accessed and the faster thingscan get done. Collaborations with qualifiedpartners provide credibility and greaterassurance of success. The challenge is todevelop the leadership and organizationalcapacity to integrate partners into a goal-directed process that does not lose its focus.

The Development PlanPerkins Eastman 49

The Development Plan is comprised offourteen separate areas that have beentargeted for new development that can bepursued independently in order to provide theflexibility needed to respond to opportunitiesas they arise.

The plan for new development includes mostof the Flats because this is where there is thegreatest potential for high impact change thatcan build on and leverage the Borough'sinherent assets in a way that re-fits it to a neweconomy.

The current predominance of industrial use onthe Flats takes modest advantage of theexisting accessibility attributes there butgenerally benefits very little if at all from theriverfront setting, views, visibility, landavailability, and traffic potentials. It makesextensive and inefficient use of the land anddiscourages higher value commercial andresidential uses that might better respond tothe assets of the Flats.

The Development Plan acknowledges thelong-term impact of this under-utilization andproposes a dramatic series of changes thatwill help to create a new fit for McKees Rocksin the Pittsburgh region by introducing a mixof new uses that are synergistically inter-related and that respond to the existing assetbase in a way that maximizes the realizablevalue of those assets.

Target Area Map

1. Old Town Business District2. Creekside Office Park3. New Town, South4. New Town, North 5. Central Market Area6. Rocks Riverfront

7. P&LE Complex8. Bridge Business Park9. New Bottoms10. Old Bottoms11. Bottoms Business Park12. The Indian Mound13. Thompson Industrial Park14. Chartiers Corridor and Five Points

13

14

1 2

43

67

811

912

10

5


The components of the plan provide forrevitalization and expansion of the businessdistrict, a light-rail transit linkage near themouth of Chartiers Creek, a major mixed-useriverfront development along the Ohio Rivershoreline, adaptive re-use of the historicP&LE railroad facilities, substantial mixed-income / mixed-tenure housing, and thedevelopment of new industrial facilities to bothreplace and expand the industrial uses lostthrough the proposed redevelopment.

Overall, the Plan involves the development ofapproximately 750 new units of housing andsome 1,600,000 square feet of retail, office,general purpose commercial, and industrialspace with a total estimated development costof almost $260,000,000 and, as a part of that,estimated site acquisition costs ofapproximately $20,000,000.

The investment in public infrastructure that isnecessary as a framework for implementation

of the plan is estimated at $31,300,000 andincludes earthwork; water, gas and electriclines; storm and sanitary sewers; paving;street lighting and furnishing; open space andstreet planting. A 15% contingency for designand construction is built into the budget. Thetotal budget for infrastructure improvements isapproximately 12% of the anticipateddevelopment cost.

By envisioning a series of initiatives thatreflects revitalization needs and development

Plan Summary Location Use Retail

Area Office Area

General Commercial Area

Industrial Area

Residential Unit Count Rental

Residential Unit Count For-Sale

Area 1 Traditional Business District 79,000 52,000 28

Area 2 Creekside Office Park 152,000

Area 3 New Town South 8,500 213,000 22

Area 4 New Town North 42,000 84 51

Area 5 Central Market Area 25,000

Area 6 The Rocks Riverfront 25,000 75,000 35,000 174 125

Area 7 P&LE Complex 14,000 145,000

Area 8 Bridge Business Park 250,000 250,000

Area 9 The New Bottoms 12 121

Area 10 The Old Bottoms 55

Area 11 The Bottoms Business Park 80,000

Area 12 The Indian Mound

Area 13 Thompson Industrial Park 145,000

Area 14 Chartiers Corridor / Five Points 7,000 74 17 All Areas 158,500 784,000 180,000 475,000 394 369

Plan Summary

potentials incrementally from place to placewithin the Borough, the plan is moremanageable and affords an opportunity forstrategic implementation that can be flexiblystructured to respond not only to developmentopportunity and market dynamics over timebut also to the availability of needed financialand other resources from time to time.

Target AreasPerkins Eastman 51

Target Area 1Old Town Business District

Significance

Target Area 1 is the old business district.

It is distressed but its modest scale, compactdensity, and varied architectural character areassets with unrealized values that can tie thecommunity to the commercial vitality of itspast.

Development Concept

Make the old business district a new businessdistrict with a mix of vital local uses andregional attractions and an updated historicphysical character that mark it as a distinctplace in the form and fabric of the newMcKees Rocks.

New Uses

Predominately first floor retail and commercialstorefronts with upper floor office andresidential uses providing forselectively targeted destination retailfunctions, neighborhood serving businesses,restaurant, entertainment and culturalattractions, general purpose office space, newmunicipal facilities, and new housingopportunities.

Plan Summary

Retail Area.........................................79,000 sfOffice Area.........................................52,000 sfRental Housing Units............................28 units

Estimated ProjectDevelopment Cost:.......................$16,000,000

Estimated ProjectInfrastructure Cost:.........................$1,188,000

Required Acquisitions,Renovation Projects.......................................3

Pro Rated Acquisition Cost,Renovation Projects..........................$720,000

Required Acquisitions,New Construction.........................................25

Pro Rated Acquisition Cost,New Construction...........................$1,215,000

Plan Components

Mixed-use adaptation and renovation of majorexisting buildings:A. 420 Chartiers Avenue B. 425 Chartiers AvenueC. 602 Chartiers Avenue

Staged selective in-fill new mixed-useconstruction along Chartiers Avenue toprovide for redevelopment of vacant lots,obsolete or severely deteriorated existingbuildings, and/or uses and facilities that areinconsistent with the desired character of thedistrict.

1. 3-story office / retail building2. 3-story apartment / retail building3. 2-story office / retail building4. new municipal building5. freestanding grocery store6. freestanding drugstore

Related Initiatives

• new public parking• creekside recreation area• streetscape improvements

Ideas

• Establish the Old Town Business District asa Special Improvement District. Considerdesignation of the District as a CertifiedHistoric District.

• Establish a Merchants' Association toorganize and promote common interests.

• Establish signage standards for the District.Establish a matching grant funding programfor signage that conforms to the standards.

• Establish a façade improvement matchinggrant program for the District to helpproperty owners defray the cost of façaderenovations consistent with standardsestablished for that purpose.

• Encourage successful merchants and otherbusinesses now located outside the Districtto relocate into the District.


Target Area 2Creekside Office Block

Significance

Target Area 2 consists primarily of the parkinglot of the McKees Rocks Plaza shoppingcenter.

The Plaza is presently viable as a low-endstrip center but it is losing its market presenceand is gradually declining in terms ofeconomic performance, tenant quality, andphysical condition. It has a commandingpresence at the front door to the communityfrom West Carson Street and the marginalquality of its image is a poor representation ofthe community's basic potential.

Development Concept

Create a new front-door image byredeveloping the site as a block of low-riseoffice buildings along a new spine street thatprovides a new link between West CarsonStreet and Old Town and that serves as a firststep into the development of a mixed-use newtown center in the area at the back of andbehind the site.

New Uses

General purpose office space.

Plan Summary

Office Area.......................................152,000 sf



Required Acquisitions.....................................3

Pro Rated Acquisition Cost................................................$1,175,000

Plan Components

Phased construction of a grand boulevardconnecting West Carson Street and ChartiersAvenue on the west side of Chartiers Creekwith three low-rise office buildings in alandscaped open setting between the creekand the boulevard.

Related Initiatives

• extension of public access open spacealong Chartiers Creek to connect to theOhio River

• flood protection improvements at ChartiersCreek

• planting and landscape improvements atthe Duquesne Light right-of-way to the eastside of Chartiers Creek

Perkins Eastman 53

Target Areas 3 and 4New Town Center, South and North

Significance

Abutting railroad lines to the north and west,Target Areas 3 and 4 exist as the back yardsto the old business district and the Plazashopping center. They are "lost" areasconsisting mostly of deteriorated or otherwisemarginal properties that present a disjointedand largely incompatible mixture of low-endcommercial, industrial, residential, andmunicipal service facilities.

These areas are perhaps the most distressedparts of McKees Rocks and, left as they aretoday, they are a destabilizing influence onthe entire Borough and they detrimentallydirectly contribute to the reality of andseriously compromise the potential of both the business district and the Plaza shoppingcenter site.

While they are a lost part of the Borough now,they will have considerable exposure frontingon the new McKees Rocks Boulevard and, assuch, they are a poor centerpiece for therevitalization of the Flats.

Development Concept

Turn what is now the back yards of thebusiness district and McKees Rocks Plazainto a new mixed-use district thatcomplements and builds off Old Town and theCreekside Office Block as an integrated partof a new Town Center that re-creates thecharacter and image if the Borough's entirecentral Flats area.

New Uses

Predominantly mixed-income rental and for-sale housing with general purpose officespace.

Plan Summary

Retail Area...........................................8,500 sfOffice Area.......................................255,000 sfRental Housing Units..........................106 unitsFor-Sale Housing Units........................51 units



Required Acquisitions...................................47Pro Rated Acquisition Cost................................................$5,445,000

Plan Components

1. Construction of a new street linking thebusiness district at Chartiers Avenue to themain intersection on McKees RocksBoulevard and providing an organizingspine for the new Town Center plan and thephasing of its development.

2. Low-rise office buildings and mixed-incomemulti-family apartments and townhousesalong the major street corridors at theedges of and through the district.

3. Mixed-income for-sale single-familydetached housing at the interior of thedistrict oriented around new public squares.

Related Initiatives

• new public parking to support the office andretail development


Target Area 5Central Market Area

Significance

Target Area 5 is a small triangular parcel atthe main intersection at the middle of the newMcKees Rocks Boulevard.

While it is small, it is a prime property in therevitalization plan - centrally located, easilyaccessed, and highly visible - and itsdevelopment offers an opportunity to make astatement about the new McKees Rocks.

Development Concept

Develop the parcel as a small scalefreestanding commercial facility with a uniquecharacter and a regional draw.

New Uses

Single-purpose or complementary specialtyretail or restaurant functions based on eithersingle or multiple tenant uses.

Plan Summary

Retail Area.........................................25,000 sf

Estimated ProjectDevelopment Cost:.........................$1,250,000

Estimated ProjectInfrastructure Cost:............................$485,000


Pro Rated Acquisition Cost.....................................................$70,000

Plan Components

1. Construction of the first section of the newstreet linking Carson-Island Boulevard tothe Bottoms, the new Riverfront, and theIndian Mound.

2. An indoor-outdoor, year-round farmers’marketplace and garden center housed insimple service buildings similar to railroadfreight sheds.

3. A small freestanding farmers' fresh-foodcafé restaurant.

Related Initiatives

• A linear pedestrian park along the CSXrailroad tracks linking the market area tothe envisioned transit station.

Ideas

• Collaborate with the PennsylvaniaAssociation for Sustainable Agriculture toaccess assistance in planning andoperating a farmers' market.

Perkins Eastman 55

Target Area 6Rocks Riverfront

Significance

Target Area 6 is the McKees Rocks industrialriverfront fronting on the back channel of theOhio River at Brunot's Island.

It is an area consisting of relatively few butvery large individual parcels that are onlysparsely used.

While there are some very marginal activitieshere now, the industrial uses are generallyviable old economy uses but they attachrelatively little value to a great deal of landand do nothing to take advantage of whatmay be the community's two greatest butleast utilized assets - its riverfront and its viewup the river of Pittsburgh's Golden Triangle.

Development Concept

Develop the area as a mixed-use residentialand commercial district with a dramatic riverorientation and strong connections to theenvisioned transit station at the foot ofMcKees Rocks Boulevard.

New Uses

Relatively high density mid-rise, mixed-tenure,market rate multi-family housing at theriverfront backed by mixed-tenure, marketrate attached and detached single familyhousing with a small mixed-use office andcommercial center on the riverfront adjacentto the transit station.

Plan Summary

Retail Area.........................................25,000 sfOffice Area.........................................75,000 sfOther Commercial Area.....................35,000 sfRental Housing Units..........................174 unitsFor-Sale Housing Units......................125 units



Required Acquisitions...................................13

Pro Rated Acquisition Cost..............................$3,025,000

Plan Components

1. Extension of the new riverfront spine streetthrough the district.

2. Mid-rise rental and/or condominiumapartments at the riverfront.

3. Single-family detached, duplex, andtownhouse rental and for-sale housing onthe Flats.

4. A riverfront commercial center with indoorand outdoor dining, transit-oriented retail,general purpose office space, and acommercial boating and boathouse facility.

5. A full service commercial marina with boatstorage and ancillary commercial activities.

Related Initiatives

None.

Ideas

• Support efforts to establish river taxi servicebetween McKees Rocks and the Pittsburghdowntown. Provide park-and-ride facilitiesas part of a multi-modal transit station.

• Collaborate with the Three Rivers RowingAssociation to facilitate and promote river-oriented recreational activities.


Target Area 7P&LE Complex

Significance

Target Area 7 consists of the easterly sectionof the old P&LE Railroad yard andmaintenance complex together with adjacentproperties along Island Avenue.

The P&LE complex is centrally located in therevitalization plan. It is expansive. Itrepresents an impressive collection ofexcellent historic industrial buildings. In itssize, the strength of its character, and basicarchitectural quality, it is unique not only toMcKees Rocks but to the entire Pittsburghregion.

At the same time, it is severely underutilizedand is gradually deteriorating.

Development Concept

Feature the complex as a distinctive andhighly visible centerpiece in the new McKeesRocks by renovating and adapting the historicbuildings to provide a "new economy"community amenity and related commercialactivities and by opening the complex to bothMcKees Rocks Boulevard and Island Avenue.

New Uses

Regional cultural attractions featuring aunique local orientation (a train museum, anindustrial artifact museum, an industrial-eraart museum) with complimentary retail andrestaurant functions.

Plan Summary

Retail Area.........................................14,000 sfOther Commercial Area...................145,000 sf




Pro Rated Acquisition Cost..............................$1,250,000

Plan Components

1. Train Museum2. Art Museum / History Center3. Restaurants4. Shops

Related Initiatives

• public open space treatment along McKeesRocks Boulevard and Island Avenue

• landscaped public performance area facingthe new town cener

Ideas

• Investigate the possibility of relocating theNational Train Museum in Altoona toMcKees Rocks. Collaborate with thePittsburgh History & Landmarks Foundationto implement a train museum.

• Investigate the possibility of relocating theArden Trolley Museum to McKees Rocks.Do trolley tours along the river. Provide atrolley shuttle to Station Square and theSouth Side.

Perkins Eastman 57

Target Area 8Bridge Business Park

Significance

Target Area 8 is the westerly section of theP&LE yards together with adjacent areasfronting on Island Avenue.

The yard area is mostly undeveloped, hidden,and not easily accessed. But is is one of thelargest tracts of undeveloped land undersingle ownership in McKees Rocks.

The area adjacent to Island Avenue has avariety of commercial and light industrial usesfronting on the avenue with a row of workerhousing at he rear facing the railroad yard.The housing is isolated, is compromised by itssurroundings, and has at best marginal longterm value. The commercial and lightindustrial frontage on Island Avenue iscurrently generally viable but may presentfuture opportunities for new development thatwould enhance the character of the area andimprove its image as a front door to thecommunity.

Development Concept

Redevelop target Area 8 as a major newmulti-purpose business park. Stagedevelopment so that the railroad yard andabutting housing is developed first, followedby expansion into the Island Avenue frontageas opportunities arise.

New Uses

Light industrial, office/showroom,office/distribution, office/laboratory, andgeneral purpose office space.

Plan Summary

Office Area.......................................250,000 sfIndustrial Area..................................250,000 sf



Required Acquisitions, Phase 1....................21

Required Acquisitions, Phase 2....................25


Plan Components

1. Multi-tenant light industrial, office/showroom, and office/distribution buildings.

2. Business Incubator Office Building.3. Office/Laboratory Building based on

renovation of existing P&LE maintenancebuilding.

4. General purpose office buildings.5. Parking garage.

Related Initiatives

None.

Ideas

• Attempt to arrange a swap of theassembled site for phase 1 development inexchange for the Lockhart Industrial Parksite in Target Area 6; facilitate thedevelopment of the Bridge Business Parkby the present owners of the LockhartIndustrial Park.

• In order to retain them, relocate businessesto be moved from other target areas to theBridge Business Park.


Target Area 9New Bottoms

Significance

Target Area 9 is the easterly section of theMcKees Rocks Bottoms.

This area is a mixture of private residential,public housing, and non-conforming lightindustrial uses. In general, the industrialfacilities are very utilitarian in character andare intrusive on and detrimental to theresidential context of the area.

The weakness in the residential context willcompromise both the investments to be madein the new Riverfront District housing as wellas opportunities to stabilize and improvehousing conditions in the Old Bottoms.

Development Concept

Relocated the non-conforming industrialfacilities and redevelop the district with newhousing that links the Riverfront District to theOld Bottoms.

New Uses

Mixed-income single-family detachedhousing.

Plan Summary

Rental Housing Units....................................12For-Sale Housing Units...............................121





Plan Components

1. Public Square2. New for-sale housing

Related Initiatives

None.

Perkins Eastman 59

Target Area 10The Old Bottoms

Significance

Target Area 10 consists of most of theMcKees Rocks Bottoms.

This area is isolated from the rest of theMcKees Rocks community and is presentlysurrounded by industrial development thatdiminishes the image of the area as a place tolive.

It exists primarily as utilitarian worker housingin a very modest setting that has begun toevidence a pattern of persistent disinvestmentthat contributes to on-going deterioration ofthe housing stock there.

Development Concept

Eliminate the influence of current blightingfactors and link it to revitalization of the NewBottoms and the Riverfront District byundertaking CDC or Borough-sponsoreddevelopment of affordable for-sale housingtargeting patterns of concentrated vacant anddistressed property so as to improve thephysical character of the area, stabilize thelocal real estate market, and provide foreconomic diversification of the neighborhood.

New Uses

Predominantly single-family detachedaffordable for-sale housing.

Plan Summary

For-Sale Housing Units.................................55



Required Acquisitions,Helen Street..................................................21

Required Acquisitions,Shingess Street Area....................................16

Pro Rated Acquisition Cost...................................................$500,000

Plan ComponentsNew Construction Projects

1. Upper Helen Street Housing -approximately 19 units of affordable for-sale housing focused in the vicinity ofHelen Street between Agnes and EllaStreets

2. Catherine / Shingiss Street Housing -approximately 27units of affordable for-salehousing focused in the vicinity of Shingissand Catherine Streets

3. Scattered Site, In-Fill Housing -approximately 9 units of affordable for-sale

housing scattered on targeted vacant anddistressed property throughout the Bottomsneighborhood

4. Ella Street Lofts - based on availability at afuture time, renovation and adaptive re-useof the warehouse at Ella and ChambersStreets for rental residential loft apartments

Related Initiatives

• Streetscape Improvements

• Street Resurfacing


Target Area 11The Bottoms Business Park

Significance

Target Area 11 is a strip of land and relatedindustrial uses bordering the railroad tracksalong the southern edge of the Bottoms.

At the westerly end of the area, the currentindustrial uses are well established, landintensive, and basically viable. To the east,the existing uses are less dense and, in someinstances, appear to be more marginal.

This area connects to the back side of the siteassemblage for the new Riverfront Districtand this presents an opportunity forredevelopment and expansion of theindustrial uses in the easterly section of thearea.

Development Concept

Create a more consistent and higher qualityindustrial district by redeveloping the easternsection of the Target Area as a multi-buildingindustrial park.

New Uses

Single- and multi-purpose light industrialfunctions.

Plan Summary

Industrial Area....................................80,000 sf





Plan Components

1. Light manufacturing and office/showroombuildings.

Related Initiatives

None.

Perkins Eastman 61

Target Area 12The Indian Mound

Significance

The Indian Mound is the high hill thatstretches along the shoreline between theBottoms and the Ohio River.

Although a large portion of it is now used asan oil storage tank farm and another part is arock quarry, it provides a spectacularlypanoramic view of the Ohio River Valley andPittsburgh's Golden Triangle skyline and,before the time that Pittsburgh was originallysettled by the French, it was an Indian burialground.

As such, the Indian Mound has the potentialto be a distinctive regional attraction withsignificance as a natural scenic as well ascultural resource that could serve as animportant community amenity and as aregional point of interest.

Development Concept

Preserve and redevelop the Indian Mound asa natural public park with walking and runningtrails and scenic overlooks that incorporatepermanent exhibits illustrating the history ofthe area. Connect it to the New Bottoms andthe Rocks Riverfront.

New Uses

Passive recreational open space.

Plan Summary

Retail Area......................................................0Office Area......................................................0Commercial Area............................................0Industrial Area.................................................0Rental Housing Units......................................0For-Sale Housing Units...................................0

Estimated ProjectDevelopment Cost:............................$500,000




Plan Components

1. Public park2. Playing fields3. Community boat ramp4. Visitor’s Center with interpretation of history

and geology

Related Initiatives

None.


Target Area 13Thompson Industrial Park

Significance

Target Area 13 is the industrial area alongThompson Run Road (name?) extending justto the south of the business district.

For the most part, the active businesses hereappear to be viable but some of the existingfacilities are vacant and severely deterioratedand others make highly inefficient use of theavailable land so that there is an opportunityhere for additional in-fill industrialdevelopment.

Development Concept

Provide a new access road from StanhopeStreet to the target area in order to eliminatetraffic flows through the business district; then,in response to expressed user interests,acquire and redevelop vacant parcels andfacilities and, where possible, in-fill buildableportions of currently used sites to intensify theoverall development pattern.

New Uses

Single-purpose, single-user industrial use.

Plan Summary

Industrial Area..................................145,000 sf

Estimated ProjectDevelopment Cost:.........................$9,500,000Estimated ProjectInfrastructure Cost:.........................$5,060,000



Plan Components

1. New access road.

2. New in-fill industrial buildings.

Related Initiatives

None.

Perkins Eastman 63

Target Area 14Chartiers Corridor and Five Points

Significance

Target Area 14 is the Chartiers Avenuecorridor to the south of the business district,terminating at the Five Points intersectionnear the edge of the Borough.

Chartiers Avenue is the major streetconnection through McKees Rocks tocommunities to the south. It is an importantstreet but it exists a a mix of residential usesthat are compromised by a very modeststreetscape and by sometimes incompatiblecommercial activities that, in turn, pull trafficaway from and detract from the vitality of thedowntown.

Five Points is one of three principal portalsinto and out of McKees Rocks. It is dominated by a vacant lot, a gas station,a historic but dilapidated and abandoned inn,and by Pat Catan's parking lot and store. Asa front door to the Borough, its image isdisjointed and of marginal quality, condition,and value.

Development Concept

Create a new mixed-use portal at Five Points,enhance the Chartiers Avenue sreetscape tomake it more residential friendly, encouragerelocation of viable commercial uses to thenew downtown, and redevelop the vacatedcommercial sites and other underused, non-conforming, of severely deterioratedproperties along Chartiers Avenue to reinforcethe primary residential character of the street.

New Uses

Special purpose housing, multi-family rentalhousing, and single-family detached for-salehousing with compatible supplemental in-fillcommercial uses.

Plan Summary

Commercial Area................................10,000 sfRental Housing Units............................88 unitsFor-Sale Housing Units.........................18 units




Pro Rated Acquisition Cost.................................................$1,320,000

Plan Components

New Construction Projects1. Senior Housing Development2. Affordable Rental Housing 3. Affordable For-Sale Housing 4. Freestanding Restaurant

Renovation Projects5. Mann's Hotel Restaurant

Related Initiatives

• Streetscape Improvements

Ideas

• Relocate Pat Catan's to the Old TownBusiness District.

• Relocate the supermarket and thedrugstore on Chartiers Avenue to new free-standing, build-to-suit facilities in the OldTown Business District.

The Plan envisions incremental developmentthat combines near-term and long-termactions, successively creates newdevelopment opportunities, and progressivelyresponds to those opportunities in a way thatleverages the market impact and economicvalue of new improvements from place toplace within a phase and from phase to phaseover time.

Near-term actions more immediately reflectprevailing market dynamics and are generallyadequately supported by the existing settingand infrastructure. They are not highlyinterdependent and are able to be pursued inresponse to development opportunities asthey arise or as they may be created in orderto initiate revitalization activity and buildimpact and momentum.

Longer term initiatives are generally moreinter-related, larger in scope and scale, andmore dependent on the introduction of newinfrastructure in order to create a setting fornew development that reflects marketpotentials that capture the full value of thecommunity's under-valued assets.

The approach starts with what is in place, withwhat might be possible now, and undertakesnear-term and long-term actionssimultaneously so as to initiate change whilealso building toward the concepts that are

embodied by the elements of thedevelopment plan. In this sense, the essenceof the development plan is not the envisionedpieces of development that it might generatebut, rather, the opportunities for developmentthat it creates by building the local marketsetting in a way that capitalizes on andenhances basic community assets inresponse to market potential.

The phasing plan is shaped by a new streetgrid that provides a series of primary streetsthat step into each new development area offan extension of West Carson Street alongexisting railroad rights-of-way through themiddle of the Flats and in front of the P&LEcomplex to Island Avenue.

Treated as a boulevard, the new spine roadopens the severely underutilized interior partof the Flats to prime, highly visible, highimpact new development opportunities thatcan be leveraged into higher values inadjacent areas.

The Phasing PlanPerkins Eastman 65

Phase 1

Improve the Borough's image and make astatement about its future with visible short-term actions:

a. renovation of key downtown buildingsb. improved entries to townc. environmental improvementsd. affordable housing on Helen Street

Phase 2

Reinforce early actions and build visibleimpact with development at the entries andclustering of sites:

a. new housing at Five Pointsb. new offices along Chartiers Creekc. mixed-income housing in the Bottoms

Phase 3

Create development opportunities with newinfrastructure:

a. new Carson-Island boulevardb. new transit station on LRT linec. market house developmentd. Chartiers Avenue housing in-fille. housing in-fill in the Bottoms

Phase 4

Introduce transit-oriented development in thetown center and relocate riverfront industry:

a. new downtown-riverfront spine streetb. town center mixed-use developmentc. P&LE redevelopmentd. Bridge Business Park


Phase 5

Develop riverfront and new in-fill residentialneighborhoods:

a. waterfront park and marinab. riverfront commercial centerc. riverfront apartmentsd. streets and park infrastructuree. in-fill mixed-income housing

Phase 6

Establish new civic center and continue in-filldevelopment:

a. new civic centerb. Bridge Business Park expansionc. in-fill mixed-income housing

Phase 7

Build out all areas through continued in-filldevelopment:

a. townhouse developmentb. in-fill housingc. scattered site housing

Perkins Eastman 67

Perkins Eastman 69

Change on the scale of what has beenenvisioned here for McKees Rocks isnecessarily incremental in order to build themarket and re-build the setting progressivelywithin the framework of limited financialresources.

Ideally, each step has an impact that addsvalue to its place and leverages the addedvalue from the last step into successivelyhigher values that reflect an increasinglybetter fit between the local context andultimate market potentials.

The over-all process consists of pieces andparts that come together individually but thathave an impact that is at once cumulative,catalytic, and synergistic. In strategic terms,it takes advantage of opportunities so as tocreate new and more varied opportunities anddoes so in a purposeful way that buildstoward a new and more sustainable fit forMcKees Rocks in the Pittsburgh region.

The ingredients for success are, first andforemost, a commitment to a vision of thepotential of the place and then, in practicalterms more importantly, an adherence to theideas and values that underpin the vision sothat resources and opportunities, as theyarise, can be directed to the process ofbuilding both the place and its marketpotential.

The development plan presented here isconceptual. It represents an expression of avision about the value of McKees Rocks andits inherent assets in the regional market.The vision and the various parts of the planare malleable. They will change ascircumstances evolve. The sense of thecommunity's worth and potential, though,should be constant and should driveconsistent responses to developmentopportunities as they appear.

Commitments from the public andprivate sectors will be essential

Effective implementation of development thatreflects the intent of the suggested plan willrequire informed and consistent sponsorshipof the ideas and values embodied by theplan.

This will inevitably involve both public sectorand private sector involvement in a series ofcooperative relationships that are dedicatedto promoting, implementing, and executingthe plan. In these relationships, the publicsector role will be essentially to promote theconcepts and opportunities embodied by theplan and to facilitate development pursuant tothe plan by undertaking certain early activitiesthat enable the desired development on areasonable logistical and financially feasiblebasis. The private sector role will be

essentially to execute the development in amanner that obtains the public objectives setforth for it.

The leadership role here lies with the publicsector but that role has to be establishedbased on local initiative and, in this regard,sponsorship of the revitalization program bythe borough in conjunction with a corestakeholder group is critical.

Once established, the public sector role willbe to facilitate development throughinvolvement with site acquisition,infrastructure development, and the provisionof financial assistance to private developmentinterests.

Sites will be acquired in a phasedprocess.

In many instances it will be possible toacquire individual sites for individualdevelopment projects individually, one at atime at the time of development for thespecific purposes of the development andwith funding that is tied to those specificpurposes.

More often, assemblage of multiple propertieswell in advance of development will berequired. This is typically a public sectorfunction and it will require partnering with an

appropriate agency such as the AlleghenyCounty Redevelopment Authority that has thecapacity to buy and hold land for futuredevelopment.

Multiple assemblages are anticipated in orderto enable the development of each distinctphase. In some cases, individual propertiesare shared by more than one phase ofdevelopment but, in general, the boundariesof each phase of development conform (orcan be conformed) to the boundaries ofcontiguous whole parcels so that assemblagecan be done progressively in phases in asequence that contributes to the process ofleveraging value as a way of building themarket.

Since the assembly operation can be staged,consideration should be given to funding thesite acquisition in groups of stages so that thefunding committed to one group or stage canbe at least partly repaid by private developerswhen those properties are developed andthen recycled into another group of relatedacquisitions for future development.

Development Implementation


The West Carson Street extension and theintroduction of light-rail transit facilities inMcKees Rocks may encourage access toboth state and federal funding for transit-oriented development and related siteacquisitions; and the assemblage ofproperties and rights-of-way needed for thesetransportation improvements may provideuseful opportunities to involve and piggybackon Port Authority and PennDOT resources topursue and fund related acquisitions fortransit-oriented private development.

Public infrastructureimprovements will be openopportunities for privateinvestment.

The intent of the plan is to use the existingpublic street and utilities infrastructure to theextent that is possible, but much of the areathat is targeted for revitalization is devoted torailroad or other industrial uses so that littleexisting infrastructure exists there and whatdoes exist there and elsewhere is modest andworn. As a result, effective implementation ofthe plan will require a substantial front-endinvestment in the new streets and utilities thatwill be needed to support new development.

As with the development itself and relatedland assemblage, the infrastructure can beput into place incrementally using acombination of federal, state, and local

funding resources and techniques that, byway of example, might include brownfieldreclamation programs and tax-incrementfinancing strategies.

Typically each area targeted for newdevelopment consists of multiple individualpotential development sites that are accessedvia a major spine road and one or moreconnecting primary streets that step into thetargeted area in order to provide access tothe various individual development sites.While the extent of public improvements thatwill be required to facilitate development ofeach site will vary according to thecircumstances of each project, this hierarchypresents the possibility that the secondaryinfrastructure could be privately developed inconjunction with the execution of individualdevelopment projects by private developers.This possibility affords the opportunity toreduce the public investment by limiting thepublic infrastructure to the West CarsonStreet extension, the spine streets thatconnect to the West Carson extension, andthe primary streets that then connect to thespine streets.

Public subsidy will be needed atthe outset to stimulate the privatemarket. As the private markettakes over, subsides willdecrease.

The financing of individual developmentprojects will be substantially private.However, the marketability of development,especially during the early phases ofrevitalization, is likely to be compromised tosome degree by the pioneering aspects of thedevelopment and it is therefore also likely thatthe early development will not be able tomaximize its rent potential until a morecompetitive market setting is establishedaround it. Because of this, with otherwisecompetitive product features but the absenceof competitively advantageous financing, thereturns available to support the privateinvestment will be constrained. Also, to theextent that individual projects bearinfrastructure or other costs that areextraordinary but needed in order to make thedevelopment as competitive as possible ascompared to other developments, they will notbe able to finance those premium costsconventionally based on market-rateeconomics.

In order to contend with the financialdisincentives associated with privatedevelopment as a part of a revitalizationprogram, private financing will generally needto be supplemented by below-marketsecondary financing and other financialincentives. This kind of financial support is,again, typically, in the domain of the publicsector and there are a wide variety ofeconomic incentive programs already in place

at all levels of government that are designedto support economic and residentialdevelopment and revitalization activities ingeneral. Effective implementation of a plan ofthe scope envisioned here will requireaggressive use of those programs throughoutthe duration of the revitalization effort butespecially with respect to the early phases ofdevelopment activity.

With regard to incentives, priorityconsideration should be given to establishinga real estate tax abatement program wherebyborough, school district, and county taxesresulting from the added assessed value ofnew commercial and residential constructionand major commercial and residentialrenovation are abated for a specified period oftime. A county program is already in placeand the enabling legislation that would allowthe borough and the school district toparticipate already exists. This is notuncommon and is useful in creating aframework for workable project economicstructures and competitively advantageousrents and it is potentially important as aninducement to new development. Thebenefits of local tax abatements can beextended by qualifying all or parts of thetargeted revitalization areas for inclusion inthe Pennsylvania Keystone Opportunity Zoneand/or federal Enterprise Zone tax abatementprograms.

Perkins Eastman 71

The development plan is necessarily a long-term initiative that builds progressively on asequence of development that reflects stagedsite assembly and infrastructure improvementactivities. Major impact, the kind that entails adramatic change in the context fordevelopment, is not likely to happen in theshort-run since a variety of preparatory effortsare required before large-scale developmentcan occur.

In an incremental revitalization process, thefirst steps are important but they are also insome ways the most difficult because thesetting for early development is the existingcontext and the potential for new developmenthas yet to be proven out.

Necessarily, then, early developmentinitiatives must start with what's there andbuild on it in a way that creates new valuethat can be leveraged into and help tocatalyze future development with greatervalue. At least in relative terms, the sites forearly initiatives must be readily available;there should be an accessible market that canbe competitively addressed; and there needsto be one or more qualified and identifiabledevelopers who will undertake the risk of anearly revitalization project.The initiatives suggested here have beenselected and framed in conceptual terms withthese criteria in mind. They include:

• Renovation of the "Bank Building" at 602Chartiers Avenue in the old businessdistrict for targeted office use

• Renovation of the "Desks Inc. Building" at420 Chartiers Avenue in the old businessdistrict for use as an arts center

• Renovation of the "Roxian TheatreBuilding" at 425 Chartiers Avenue in the oldbusiness district for general office use

• In-fill affordable housing development alongupper Helen Street in the Bottoms

The renovations in the old business districtcluster initiatives for impact and can bepursued within a setting that is relatively wellsuited to the intended uses. All involvecurrently available properties. The Desks Inc.project responds to the current expression ofuser and development interest by Focus onRenewal, Inc. The office renovations build onthe market potential evidenced by thesuccessful renovation of the old HamiltonSchool for office purposes.

The in-fill housing initiative also clustersdevelopment for impact and is appropriate tothe existing setting at that location. Based onaffordable housing development experienceelsewhere, it also responds to currentdemand potentials.

Given these circumstances, all can bepursued more or less immediately assumingthe availability of identifiable and qualifieddeveloper interest. In this regard, it isassumed here that Focus on Renewal willserve as the redeveloper of the Desks Inc.Building and that, in the absence of a readilyidentifiable private developer, the otherprojects will be undertaken by a new non-profit community-based communitydevelopment corporation formed for thepurpose of working with the borough topromote, facilitate, implement, and, whereappropriate, execute the development plan.

Early Development Initiatives


Desks, Inc. Building Renovation

A community-oriented cultural, arts, and artseducation center serviing McKees Rocks andsurrounding communities.

The Desks, Inc. Building is one of onlyseveral prominent buildings in the existingbusiness district. It is unique in that it enjoysa "main street" location with a relatively largefloorplate, a continuous open storefront, andupper floors that are largely windowless.

Cost-effective renovation should, ideally, beoriented to users who might benefit from theunique features of the building without majoradaptation.

Project Summary:

Developer..............................private non-profitProject Size........................................22,000 sfEst. Project Cost.............................$1,400,000

Private Equity.....................................$140,000Private Debt..................................................$0Public Debt...................................................$0Public Grant Support.........................$760,000Private Grant Support........................$500,000

Location:420 Chartiers Avenue

Physical Program:Renovation of existing commercial building toaccommodate a currently proposed multi-faceted community arts center as a single-user occupant.

3 stories providing about 22,000 gross squarefeet with a 7,000 square foot floorplate.

Market Orientation:Not applicable.

Target Rental Rate:Not applicable.

User Prospects:• Focus on Renewal (arts program)

Site Acquisition Program:One acquisition required. Currently vacantand available from a private owner with anassessed total tax value of $216,200.

Development Organization:Acquisition and renovation by Focus onRenewal, Inc. as a sole non-profit sponsorand owner.

Funding Structure:All construction-related capital cost fundingprovided by private charitable and publicsources with pre-development fundingprovided as project equity by the non-profitsponsor.

Comments:

Ideas:

• Extend the scope and service impact of thecenter through programmatic tie-ins withestablished organizations that have acommitment to community outreach suchas the Brew House Artists, the AssociatedArtists, the Pittsburgh Center for the Arts,the Pittsburgh Filmmakers, and thePittsburgh Glass Center.

Perkins Eastman 73

Roxian Theatre BuildingRenovation

A street-level dinner theatre and ballroom withgeneral purpose office space on the upperfloors.

The Roxian Theatre Building is anarchitecturally distinctive building that oncehoused a theatre on its ground floor. Thetheatre space is unique and the opportunity tore-capture it as a community asset and as anorienting element in the re-use of the buildingis compelling.

Project Summary:

Developer.................public/private partnershipProject Size........................................42,000 sfEst. Project Cost.............................$3,750,000

Private Equity.....................................$185,000Private Tax Credit Equity....................$565,000Private Debt....................................$1,790,000Public Debt........................................$935,000Public/Private Grant Support.............$275,000


Physical Program:Renovation of existing commercial building toaccommodate single-tenancy occupancy as ageneral purpose office building with a firstfloor restaurant that re-uses the theatre spaceas a dinner theatre and dance hall to providea unique entertainment facility for thePittsburgh region.

3 stories providing about 42,000 gross squarefeet with a 14,000 square foot floorplate .

Market Orientation:An 8,000 to 10,000 square foot restaurantoperation targeted to a specialty restaurant /club operator with about 22,000 square feet ofuseable multi-tenant office area targetedprimarily toward small business and serviceentities with an emphasis on medical, legal,accounting, and other business professionals.

Target Rental Rate:Retail Space - $12.00/sf, partial netOffice Space - $17.50/sf, gross

Related Initiatives:• Re-conversion of Chartiers Avenue to

accommodate two-way traffic through thebusiness district.

Site Acquisition Program:One acquisition required. Currently vacantand available from a private owner with anassessed total tax value of $365,000. Theproperty is presently tax delinquent.

Development Organization:A collaboration between a private for-profitdeveloper and a local communitydevelopment corporation with the CDC rolestructured to facilitate access to below-marketdebt financing and other forms of investmentneeded to support feasible development asan early component of the business districtrevitalization program.

Funding Structure:Private conventional construction andpermanent mortgage financing based onconventional underwriting standardssupplemented by tax credit equity supportedby designation of the property as a CertifiedHistoric Structure, local business districtfinancing incentive programs, and AlleghenyCounty and Pennsylvania economicdevelopment secondary below-marketfinancing with gap coverage through privatefoundation grants or program-relatedinvestments accessed through the local non-profit community based organization andstructured as equity contribution or tertiarydebt.

Comments: Reflecting the orientation of this project to thegeneral office market, its timing should bestructured to lag slightly behind the othersuggested early initiatives and relatedimprovements in the business district.

Ideas:

• Establish the business district as a FederalEnterprise Zone and/or as a State KeystoneOpportunity Zone to provide tax incentivesfor businesses to relocate and invest there.


Bank BuildingRenovation

Street-level retail with community-orientedoffices on the upper floors.

The old McKees Rocks Bank Building isphysically the most commanding andarchitecturally elaborate building in thebusiness district. Because of its stature, itprovides an excellent opportunity to re-establish an early office presence in thedowntown.

Project Summary:

Developer.................public/private partnershipProject Size........................................29,000 sfEst. Project Cost.............................$2,870,000

Private Equity.....................................$143,000Private Tax Credit Equity....................$430,000Private Debt....................................$1,323,000Public Debt........................................$690,000Public/Private Grant Support.............$284,000


Physical Program:Renovation of existing commercial building toaccommodate first floor retail use andmultiple-tenancy occupancy of upper flooroffice space.

4 stories providing about 29,000 gross squarefeet with a 7,000 sf floorplate.

Market Orientation:A targeted market consisting of governmentaland non-profit business offices and serviceoperations.

Target Rental Rate:Retail Space - $12.00/sf, partial netOffice Space - $17.50/sf, gross

User Prospects:• the McKees Rocks CDC• the local magistrate's office• government agency offices

Related Initiatives:• Re-conversion of Chartiers Avenue to

accommodate two-way traffic through thebusiness district.

Site Acquisition Program:One acquisition required. Currently vacantand available from a private owner with anassessed total tax value of $317,100. Theproperty is presently tax delinquent.

Development Organization:Fee development by a qualified privatedeveloper on behalf of the McKees RocksCDC as sponsor and owner of the project.

Funding Structure:Private conventional construction andpermanent mortgage financing based onconventional underwriting standardssupplemented by tax credit equity supportedby designation of the property as a CertifiedHistoric Structure, local business districtfinancing incentive programs, and AlleghenyCounty and Pennsylvania economicdevelopment secondary below-marketfinancing with gap coverage through privatefoundation grants or program-related

investments accessed through the local non-profit community based organization andstructured as equity contribution or tertiarydebt.

Comments: Targeting public and private community-oriented agencies and organizations as thecore of a prospective tenant mix will facilitateearly identification of potential tenant interestsas well as preferential treatment bygovernment agencies in selecting neededoffice space locations and this, in turn, willencourage pre-leasing activities that will betterenable early development with modest risk.

Perkins Eastman 75

Upper Helen Street HousingNew Construction

In-fill affordable for-sale housing.The Bottoms is threatened by progressivedisinvestment that is supported by economicdistress and that expresses itself as erodingproperty values and progressive deteriorationin the physical quality of the neighborhood.

The residential setting in the eastern sectionof the Bottoms is severely compromised by ahigh concentration of relatively large-scalenon-conforming industrial uses. The westernportion has a stronger residential characterbut fabric there is torn and tattered by a high

incidence of vacant lots, abandonment, andhousing in poor condition.Revitalization is a response to distress and,given a relatively strong residential context,the elements of physical distress in thewestern part of the Bottoms present anopportunity to make physical improvementsthrough the introduction of new housing thatcan help to stabilize and re-direct the marketforces that work in the neighborhood.

Project Summary:

Developer..............................private non-profitProject Size..........................................19 unitsEst. Project Cost.............................$3,350,000

Private Equity.....................................$202,000Private Debt....................................$1,403,000Public Debt........................................$630,000Grant Support.................................$1,115,000

Location:The upper section of Helen Street, generallybetween Agnes and Ella Streets, with asecondary site located at the southwestcorner of Ella and Olivia Streets.

Physical Program:Two, three, and four-bedroom single-familydetached for-sale affordable houses to besold on a fee-simple basis to income-qualifiedbuyers. 20 new housing units.

Market Orientation:An income-qualified target market consistingof households with incomes ranging generallyfrom 50% to 100% of the median income inthe Pittsburgh metropolitan area.

Effective Price Range:$80,000 to $105,000

Related Initiatives:• Public streetscape improvements on Helen

Street.

Site Acquisition Program:Multiple acquisitions required typicallyinvolving vacant land, under-used parkinglots, and deteriorated or severely non-conforming buildings, often tax delinquent andsometimes in public ownership.

Development Organization:Development by a qualified private developereither in a fee development relationship onbehalf of or in a partnership arrangement witha local non-profit 501-C-3 communitydevelopment organization.

Funding Structure:Conventional bank-sourced communitydevelopment construction and mortgagefinancing for development purposes based onconventional underwriting standardssupplemented by public and private sectorplanning and development grants with gapfinancing through state and local below-market affordable housing developmentprograms.

Bank-sourced below-market affordablehousing end loans for buyers supplementedby forgivable deferred second mortgagesprovided from state or local public sectorsources.

McKees RocksRevitalization StrategyShort-Term Action PlanBuild support for the plan• Designate "champion" for the plan• Enlist civic leadership as active promoters;

provide training• Build support from local business

community• Lobby state, regional, and local political

leadership• Cultivate private foundations• Prepare stories/events for media

Organize a CommunityDevelopment Corporation• Set up planning committee• Prepare statement of purpose, name,

bylaws, etc• Engage attorney to do legal processing• Define role of board and "job descriptions"

for board members, solicit possiblemembers

• Develop budget, financing, and fundraisingplans

• Develop staffing plan, write job descriptionfor director

• Announce formation at public kick-off event

Lobby for the light rail transit line• Designate volunteer "champion"• Meet with transit engineers for full

information• Develop supportive material for

demonstration TOD

• Present case to political leadership• Maintain active presence

Initiate planning for the extensionof West Carson Street• Arrange for traffic consultant• Meet with local governments and agencies

to build constituency for project• Assess property issues

Promote local businesses andrecruit new businesses• Survey local businesses for their interest in

growing, needs for support, etc.• Obtain consultant in business development• Hire business recruiter• Develop marketing, public relations tools

for businesses• Prepare businesses for relocation into

business district

Organize the Downtown BusinessDistrict• Inventory existing businesses and buildings• Identify "champion", who will be leader of

organization or committee• Investigate appropriate organizational

structure; role of Chamber of Commerce• Develop plan for district improvement

Perkins Eastman 77

Short Term Action Plan

Hold Community pride eventsIdeas including:• Holiday events• Second annual Community Day celebration• Historical and architectural tours• Positive news stories• School-sponsored events, such as poster

competition, history pageant, etc

Conduct clean-up andbeautification campaigns• Designate volunteer "champion", who

organized task force• Identify target areas and set up schedule• Plan and implement regular events: aim for

high level of public participation

Initiate feasibility studies for firstphase development projects• Engage development consultant to define

projects, development program, appropriatevehicles, financing plans, schedules, etc.


Perkins Eastman 79

PERKINS EASTMAN ARCHITECTS

115 Fifth Avenue New York, New York 10003

t: 212.353.7200f: 212.353.7676

1100 Liberty Avenue Pittsburgh, Pennsylvania 15222

t: 412.456.0900f: 412.456.0906

[email protected]

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