Category Archives: Municipal Government
The King George Inn has been a South Whitehall historical institution since 1756, but it may soon be a modern hotel and drug store.
Cliff McDermott owned the King George Inn for 42 years before a decline in business pushed him to close the restaurant that is designated as a National Historic Site by the National Park Service. He is now working with a development company to destroy the building and build a hotel or other commercial property.
Below is a letter to the editor of the Morning Call from Renew Lehigh Valley board member and State Representative Robert Freeman.
I was dismayed to read in The Morning Call that the owner of the King George Inn and Hotel Hamilton LLC plan on tearing down the 257-year-old historic structure to make way for a new hotel, bank and possible drug store.
While some might consider this progress, it is not. We lose a significant historic structure in return for more ubiquitous suburban-sprawl commercial structures. Instead of tearing down the King George Inn, the developers, architects and planners involved in this project should incorporate the original stone structure into the plans for the hotel. Incorporating the Inn into the hotel complex would offer restaurant and bar patrons something unique and historic. The developer could even qualify for historic tax credits.
The communities of the Lehigh Valley have lost a number of significant historic structures over the years as the result of misguided urban renewal initiatives and the ever-expanding pattern of suburban sprawl that consumes our landscape. It would be a travesty to see this National Register of Historic Places building torn down when a creative plan to incorporate it into the development could save it and offer something special.
The sale of the building depends on several zoning variances and the next meeting to review those is in two weeks. In the meantime, a MoveOn.org petition has been started to send to legislators when it reaches 2,000 signatures. Right now, it has 1,760. By providing your information on the MoveOn.org page, you can add your name.
In addition to the redundancy of adding another hotel and drug store to an area that is rife with commercial amenities, given its proximity to Dorney Park, the destruction of the King George Inn would be detrimental to South Whitehall’s sense of place. Smart growth and sustainability are not concepts that we should apply only to new construction. Historic buildings have a place in creating the distinct character of a community. Some of the most notable features of the Lehigh Valley are the historic ones; the maintenance of the blast furnaces at the old Bethlehem Steel site amid new construction is one example. Revitalizing our core communities does not require demolition, but rather the careful planning of necessary commodities with respect for the heart and soul of the area.
We’ve all seen the copious quantities of garbage cans that line our streets and trash closets on collection day and it seems almost impossible that anyone could run out of garbage but it’s happened to Sweden. The country has actually run out of trash.
Cities in Sweden burn garbage for the energy to power their buildings and plants; nearly half of the structures in Oslo are powered by the burning of garbage. Sweden’s use of garbage for fuel, coupled with their extensive and popular recycling programs leaves only 4 percent of their solid waste going to landfills. What percent of household trash from the United States ends up in a landfill, you ask? An estimated 50 percent. In fact, one garbage burning plant owner in Oslo has expressed interest in purchasing American garbage. They’re already paying neighboring countries for their trash.
Available data for landfill use in the United States is a little bit old, but nevertheless startling. In 2003, Americans landfilled 2.46lbs of garbage…per person….per day. We have 3,091 active landfills across the states and while we are in no danger of running out of fill, we should consider that we may run out of land.
In the Lehigh Valley, there has been some discussion about the necessary expansion of the IESI Bethlehem landfill that operates off of Applebutter Road in Lower Saucon Township. The expansion would require a rezoning of the nearby area to accommodate waste, but the Lehigh Valley Planning Commission voted against this redesignation. So, where is the trash to go? The United States recycles 34.7 percent of its Municipal Solid Waste (MSW), burns 11.7 percent of it and discards 53.7 percent. With our population and rate of consumption, this leaves us with a lot of stuff packing our landfills while our municipalities are opposed to expanding landfills.
Should we start burning our trash for energy like Sweden? Try to recycle more? Or should we sell our trash?
What do you think is the SUSTAINABLE solution for the Lehigh Valley?
What’s in a name? That which we call a rose
By any other name would smell as sweet.
Currently a township, Whitehall is considering the requirements and consequences for their designation as a city, and from the rapid growth in its population it looks like Allentown, Bethlehem and Easton may have a new member in the city-club of the region.
Whitehall is a first class township and is eligible to change their designation to third-class city after a voter referendum and a council change to their home charter rules. Their population, at the time of the 2010 census, was 26,738 just below Easton’s population of 26,800. Although their population nearly mirrors a neighboring city, there are other considerations in changing a municipality’s designation. There are many benefits in Pennsylvania to becoming a city. For example, only cities are eligible for certain tax incentive programs from the state like the Neighborhood Improvement Zone (NIZ) and the Community Revitalization Improvement Zone (CRIZ). Cities have more departments and authorities, like their own independent housing authority, which Whitehall Mayor Ed Hozza has said would be an important element to the now-township. The increase in size and scope of municipal government that comes with a change from township to city obviously isn’t free. The idea to change Whitehall into a city is still in its early stages and the cost to taxpayers is a major consideration right now.
The proposed change in Whitehall’s designation will hopefully spark an interesting conversation in Pennsylvania about the nearly unparalleled fragmentation and silo-like nature of the state’s local governance. The process of turning into a city may cause other municipalities to consider joining in a merger with Whitehall. The city of Bethlehem is the product of several borough mergers. Bethlehem was first formed in the Borough of South Bethlehem, a separate Borough of West Bethlehem. Decades later, the Borough of West Bethlehem joined with the Borough of Bethlehem (in Lehigh County). Finally, in the 20th century, the City of Bethlehem merged with the Borough of South Bethlehem to create the City of Bethlehem that we have today. Whitehall Township has several neighboring boroughs that may benefit from a merging with Whitehall Township to become the City of Whitehall. One such borough that could benefit is Coplay. With a population of under 5,000, a shared physical border and a combined school district, their merge makes sense and wouldn’t result in a decrease of services to Coplay residents. Another benefit to the merge is eligibility for a CRIZ. The CRIZ mandates a population over 30,000 which Whitehall Township doesn’t have on its own but would with the addition of Coplay residents.
If you’re a regular reader of the Renew Lehigh Valley blog here (which you should be!), you may have already heard of the hollowing out of the urban cores in our region as the population left cities in favor of new, sprawling second class townships. This was highlighted by a 2003 Brookings Report called Back to Prosperity. Some of the contributing research for this report detailed the excessive, small-box government that plagues Pennsylvania. There are 2,562 municipalities in the Keystone State each with their own municipal governing body. They range in size from 1.5 million in Philadelphia to the Borough of Centralia with 8 residents at the time of the 2010 Census.
In this state, they are broken down into cities, townships, boroughs and one town (Bloomsburg). Within those classifications there are first class cities (Philadelphia is the only one), second class cities (Scranton is the only one) and third class cities. There are first and second class townships and unclassified boroughs.
The Lehigh Valley alone has 62 municipalities (Northampton and Lehigh Counties). This fragmentation and duplication of efforts and services promotes sprawl and inhibits regionalism. Municipalities in Pennsylvania are permitted to create their own comprehensive plans and are not bound to formally adopt the regional comprehensive plan that is written by the Lehigh Valley Planning Commission. Changes in state policy that would encourage smaller municipalities to merge with their neighbors would increase the efficiency of service provision, minimize redundancies and create a more amenable environment for regional efforts.
After years of financial distress, Detroit filed for Chapter 9 Municipal Bankruptcy late last week. It becomes the first major city in United States history to do so.
Detroit has debt totaling $18 million. The unemployment rate in the city recently peaked at 28 percent and while it is has been declining, it remains at over 16 percent. The rate of crime is high and the industrial plants that used to populate the city are folding or leaving the city. Detroit is also facing grossly underfunded pension obligations and they will argue that the court should relieve them of these pension obligations. Naturally, their retirees and unions are beginning to launch a fierce battle against this.
While Pennsylvanian cities and municipalities are not yet facing the degree of financial strife that plagues Detroit, its distressed areas are met with similar considerations. Should Detroit be relieved of their pension obligations, it will set a precedent relevant in Pennsylvania where municipalities are mandated to fulfill the pension promises they have made to police and firemen under PA Act 111. They can receive financially distressed status under PA Act 47, which allows them to restructure their debt and consolidate or merge with neighboring municipalities to ease their individual burden. There are many municipalities who are now realizing the enormity of their pension obligations, and have very few choices except bankruptcy. Twenty municipalities in the state, including its capital, already have Act 47 designation that has helped them stabilize their financial status, but hasn’t provided stable, long term solutions to their economic problems.
While Act 47 allows municipal consolidation, there needs to be better understanding of the benefits of merging. A financially failed municipality with heavy debt and pension obligations is not a promising merge partner for a healthy, neighboring municipality. However, the possibility of shared services and decreased cost in service provision to the stronger municipality should be used as a selling point in these consolidation discussions. Both municipalities can benefit from consolidation and eventually provide higher quality, lower cost services to their constituents while one emerges from Act 47, distressed status.
If these negotiations and state laws are your interest, keep your eyes open for more information on Renew Lehigh Valley’s smart growth conference coming this fall. One of the available workshops will focus exclusively on Act 47, Act 111 and municipal bankruptcy in Pennsylvania with an expert panel featuring Fred Reddig from Pennsylvania’s Local Government Commission and Tom Baldridge of the Lancaster Chamber of Commerce.
For decades it was a given that growing suburban communities benefit from the development that comes their way. Township supervisors were eager for development to expand the tax base of their municipality. It didn’t take long, however, for residents and local officials to begin to see the downside from sprawl as open space disappeared, roads became jammed with traffic, and the unique crossroad villages of their previously sleepy rural township became consumed by an endless, mind numbing array of strip malls, track housing, and nondescript industrial parks. The local sense of place was lost to the ubiquitous auto-bound culture that is suburban sprawl.
Early studies indicated that not all development was good for the tax base. Although industrial development generated revenue and made little demands on services and commercial development usually was a break even proposition, residential development most definitely did not pay for itself when built in a low density fashion. Housing brought kids which put a strain on the school system, requiring more teachers and class rooms to teach a burgeoning student population. Transporting students by bus across spread out distances added more cost to educating our youth. More residents meant eventual need for a professional police department, perhaps a professional fire department, and expanded demand for parks and other recreational amenities. Single use zoning required more roads to connect the dots of life among sprawl and all of this cost more than property taxes on residential units would be able to sustain over the long term.
Now a new report from Smart Growth America provides additional evidence that sprawl is expensive and costs a lot more than traditional neighborhood development does. Surveying 17 studies of compact versus sprawl development across the country revealed that compact development cost 38 percent less in upfront infrastructure than sprawl because it requires fewer miles of roads, sewer, and water lines than the low density pattern of development that is the norm in suburbia. Compact development also cost 10% less in ongoing service delivery costs by reducing distances that police, fire protection, and garbage trucks have to travel to serve residents. On top of it more traditional, compact models of development yield, on average, about 10 times more tax revenue per acre. It’s all pretty obvious but culturally elusive that traditional town development would yield higher revenues, while reducing delivery of service costs, and reducing infrastructure costs too.
Building in a more compact, denser form does not mean overcrowding. Indeed, some of our most cherished communities in America are built with anywhere from 10 to 15 residential units an acre and accommodate both the car and pedestrian in a walkable, multi-travel-route street grid with tree shaded sidewalks. The mixed use nature of traditional development lends itself to greater walkability, convenience, vitality, and the vibrancy that come from a mixed use setting of homes, shops, schools, parks and places of employment all within a compact form. Think of places like Georgetown, Savannah, Park Slope in Brooklyn, or the Lehigh Valley’s extremely stable and desirable neighborhoods of College Hill in Easton, Allentown’s West End or Bethlehem’s downtown neighborhood located around Main, New, Church, and Market Streets and you begin to get the picture. In addition to the wonderful quality of life factors that come from traditional patterns of development and foster a true sense of community, more compact development simply yields a better tax base with less of the costs that come from the spread out, overextended pattern of development that is suburban sprawl. For more details on the Smart Growth America report, go to: http://www.theatlanticcities.com/neighborhoods/2013/05/quantifying-cost-sprawl/5664/.Our guest blogger, Representative Robert Freeman, represents the 136th Legislative District of Northampton County. During his previous 12 years in the House, Freeman served as chairman of the House Select Committee on Land Use and Growth Management (1991-92), which recommended ways to improve growth management and reduce sprawl. He was one of the leaders in revising the Municipalities Planning Code in 2000 and authored the Elm Street Program designed to revitalize older residential neighborhoods. The Elm Street legislation was signed into law in February 2004. He also teaches a course at Lehigh University entitled on growth management and the politics of sprawl. Representative Freeman joined the Renew Lehigh Valley Board of Directors in 2013.
How does the protection of farmland correlate to the health of a community? Kane County, Illinois is working to find out.
Over the past ten years, their farmland protection program has preserved over 5500 acres of farmland in the county and they are currently considering a new amendment to broaden investments in local food production. New investments would include small farms and organic farmers producing fruits, vegetables and meats, intended to increase availability of fresh produce in schools, farmers markets, corner stores, and other sites in the community.
Enter the Health Impact Project. HIP is a project funded by the Pew Charitable Trust and Robert Wood Johnson Foundation to fund Health Impact Assessments (HIA) that will be used to inform policies at any level of government. Kane County won funding from this project and is expected to produce their HIA next month with measurements from their community. The HIA will assess the ways in which their new amendment could affect the health of local residents through, for example, changes in availability and price of fresh fruits and vegetables, food safety, and economic changes resulting from increased food production in the region.
HIAs are conducted by a panel of stakeholders in the community to ensure that they are engaged in considering health and health disparities with any given policy. The assessment is completed in six steps:
A Health Impact Assessment has six steps:
- Screening: Determines the need and value of a HIA;
- Scoping: Determines which health impacts to evaluate, the methods for analysis, and the work plan for completing the assessment;
- Assessment: Provides: a) profile of existing health conditions, and b) evaluation of health impacts;
- Recommendations: Provides strategies to manage identified adverse health impacts;
- Reporting: Includes development of the HIA report and communication of findings and recommendations; and
- Monitoring: Tracks impacts of the HIA on decision making processes and the decision, as well as impacts of the decision on health determinants.
Kane County hopes to use this assessment to inform the debate surrounding their new amendment, hoping that they will find it could lead to improved health.
The Health Care Council of the Lehigh Valley is doing similar work much closer to home. They created a forum process where they engaged stakeholder organizations from the Valley to discuss their input on community health, and held two series of meetings. In the second set of meetings, they were able to bring back results and analysis from the first round. Participants in the forums were asked what they thought the biggest health concerns in the region were, what would help their community become healthier and what leads to health problems in their area. They were asked follow up questions to these in the second round of meetings.
In these public meetings held last fall, they found that the health care system and services are fragmented, that there is a lack of communication and connection between the community and care providers as well as poverty, lack of jobs and language differences being barriers of access to medical resources. There were also positive findings, the community responded that the local health care providers care about the community and were willing to listen to their needs as well as looking for short and long term solutions to improve community health. Their Community Health Profile breaks down their findings and the particular issues in each city, and can be found here.
For a long time, there was Princeton, NJ the borough and Princeton, NJ the township – not anymore. In 2011, residents voted to consolidate the neighboring municipalities and their merger took effect on January 1, 2013.
To coordinate the process, the new municipality created a task force. The Transition Task Force is comprised of twelve members: Five voting members each from the Borough and Township, and one alternate each. The Task Force also includes both the Borough and Township administrators. The Task Force is being assisted by the State Department of Community Affairs and other outside experts. This consolidation represents the joining of a relatively developed and economically stable borough, and a much more rural township. Despite their cultural differences, the merge was seen as having huge potential in cost-saving for both municipalities.
The two municipalities are in the process of overcoming budgeting differences, as they had previously allocated funds through different channels and were not able to merely combine their revenues and cut out the redundant departments. In order to make sure that the service and fiscal planning would aptly serve the new municipality, subcommittees were formed from the Transition Task Force and included Facilities, Finance, Infrastructure, Personnel and Public Safety. The state of New Jersey was also helpful in the transitional phases, offering 20 percent of cost reimbursement and funding an upgrade in the police information system. Special consideration went into ensuring that consolidation would not yield a decline in the services provided by either municipality. These services consist of trash collection, financial reporting, police staffing and relocating public facilities, among others.
In Pennsylvania, it’s been difficult to undertake such huge projects, but Renew Lehigh Valley has been advocating for consolidation since its inception and there has been some success. Right here in the Lehigh Valley, we have seen consolidation of police departments with the Colonial Regional Police Department that provides law enforcement services to Bath Borough, Hanover Township, and Lower Nazareth Township all in Northampton County.
Courage to Connect in New Jersey is holding a public meeting on June 5 to examine the case of Princeton, below is their information on the event:
This has been a remarkable year in NJ with the implementation of the Princeton Consolidation.
You are invited to:
Be Inspired by the success of Princeton Township and Princeton Borough becoming ONE town.
Learn from elected officials from around the state about their experience with school, police, fire and municipal consolidation.
Connect with innovative leaders in NJ, making a difference!
When: Wednesday June 5, 2013 from 8:00 AM to 12:30PM
Where: Princeton University
Robertson Hall, Dodds Auditorium
Prospect Ave at Washington Rd
8:00 – 8:45 a.m. Registration and Continental Breakfast
8:45 a.m. Welcome and Introduction
Gina Genovese, Executive Director, Courage to Connect NJ
8:50 – 10:00 a.m. Princeton: A Road Map to Follow
Princeton Mayor Liz Lempert
Princeton Councilwoman Heather Howard
Princeton Administrator Robert W. Bruschi
CGR President and CEO Joseph Stefko
10:00 – 10:15 a.m. A Path to Success
Former Princeton Township Mayor Chad Goerner
10:30 – 11:30 a.m. Elected Officials Discuss their Experiences with Consolidation
Senator Bob Gordon – NJ District 38
Assemblyman Jack Ciattarelli – NJ District 16
Freeholder Rob Walton – Hunterdon County
Mayor Paul Fernicola – Loch Arbour
11:30am – 12:30pm Benefits of Police and Fire Consolidation
President and CEO of Public Safety Solutions, Les Adams
Princeton Police Captain Nicholas Sutter
Princeton Police Lieutenant Christopher Morgan
Through their website, Envision Lehigh Valley received a total of 1,118 completed surveys as well as feedback from 47 public meetings that were held through the fall. The breakdown of the participants represented an accurate cross section of our regional population on the characteristics of race, age, income and location.
In the 47 focus groups that were held during the public meetings, Lehigh Valley residents appeared to be most interested in discussing economic development, which they saw as a positive thing for the region.
They mentioned large projects currently being undertaken across the Lehigh Valley. Participants discussed projects such as the hockey arena, casino, and ArtsQuest. Projects involving specific companies, including Ocean Spray, and the Lehigh Valley Hospital Expansion, were mentioned as well as more generic business expansions like the Allentown waterfront project, the P&P Mill, and new hotels and retail space in various locations.
Focus group participants were generally dissatisfied with the types of jobs available to Lehigh Valley workers and didn’t believe the job market matched the qualifications most workers have.
The groups also examined other topics; citizens talked 652 times about housing, 549 times about fresh food access, and 378 times about climate and energy.
One of the most interesting findings to come out of the focus group analysis is that the overall interests and topics of discussion varied very little in the different cities, boroughs, and townships where they were held. These commonalities suggest that quality of life factors in the Lehigh Valley are important across the valley, not just in one or two communities.
Last week we told you a little bit about the huge population growth expected to hit the Lehigh Valley within the next thirty years. We broke it down by county, but now the Lehigh Valley Planning Commission has a Profile and Trends report that can show you how much your municipality is expected to grow by 2040.
If you go to the Lehigh Valley Planning Commission’s website, http://www.lvpc.org, click ‘Enter the Site,’ choose ‘Publications’ on the left side of the page and select the Profile and Trends report, you’ll find the unique histories of Lehigh Valley municipalities, average daily mileage for residents, property values, birth rates, death rates and what we were talking about before – local population percentages (if that’s all you’re looking for, head straight to page 23).
Do you live in North Whitehall? Your local population right now is around 15,703…in 2040, it’s projected to be over 26,000!
Maybe you live in Palmer Township, where the population is now around 17,000 and in thirty years, it will be over 27,000.
Want to see how big your community is going to get? Head over to the Lehigh Valley Planning Commission’s website or look at the chart below where you can find population growth in municipalities from Alburtis to Wind Gap.