Category Archives: About RenewLV
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The 2014 Summit for Smart Growth and Sustainable Communities at Hotel Bethlehem
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Renew Lehigh Valley is a non-profit organization committed to promoting smart growth and smart governance in order to revitalize our core communities, preserve open space, and establish an economically and environmentally sustainable foundation for our region’s future growth.
After two years here at Renew Lehigh Valley, first as a Community Fellow and now as the Director, it is a bittersweet Friday. I will be leaving RenewLV to get married this fall and head north to Connecticut to join my fiance in the next chapter of our lives. Today is my last day here at RenewLV, but before I left I wanted to say a few words over the blogosphere.
First and foremost, thank you! It has been an exciting two years to witness change and growth here at RenewLV. Though our initiatives have shifted since our foundation, our mission remains the same– promoting smart growth and efficient governance in the Lehigh Valley to create an environmentally and economically sustainable future for the region. The addition of Envision Lehigh Valley, the three-year Sustainable Communities regional planning grant, has gotten stakeholders and communities talking and excited about planning for a sustainable future for the Lehigh Valley. It has been a privilege to work with so many wonderful and talented people and to talk with so many enthusiastic and active community members across the Lehigh Valley. RenewLV’s continues to promote regional collaboration and efficient governance through regional crime data-sharing, regional collaborative management of water/wastewater systems, and inter-governmental cooperation for delivery of services in the Slate Belt. There are many exciting things on the horizon, including our first annual smart growth conference on October 24th and the return of our Brown Bag Discussion sessions. I’m sorry to be leaving at such an exciting time!
I hope you will welcome my successor (who you will meet shortly) with open arms, as you welcomed me into this new position, and support them in their new role. This is a long-term agenda, but through this collaborative network that continues to grow, I trust that even more promising things will blossom from the cooperative efforts of the Lehigh Valley. Though I may be four hours north, I’ll certainly be closely following the progress of this region that has become home. So thank you to you all for your support, your input, and your conversation over the past two years. I hope you will continue to support RenewLV and our efforts as we ALL work together to create a sustainable future for the Lehigh Valley.
With all the best,
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 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
Since our inception, Renew Lehigh Valley has been committed to smart growth and revitalizing our core communities by advocating smart governance, open space preservation and establishing an environmentally and economically sustainable region for all its residents.
Making “smart growth” a reality in the Lehigh Valley must involve broad-based regional collaboration and the participation of individuals and organizations across the region’s various communities. RenewLV seeks to catalyze action focused on creating a vibrant region characterized by strong core communities, abundant open space, and regional thinking.
Of course, all of that sounds great – but what tenets do we adhere to in advocating for smart growth and sustainability? The New Urbanism school of thought breaks it down into this friendly, numbered list.
-Most things within a 10-minute walk of home and work
-Pedestrian friendly street design (buildings close to street; porches, windows & doors; tree-lined streets; on street parking; hidden parking lots; garages in rear lane; narrow, slow speed streets)
-Pedestrian streets free of cars in special cases
-Interconnected street grid network disperses traffic & eases walking
-A hierarchy of narrow streets, boulevards, and alleys
-High quality pedestrian network and public realm makes walking pleasurable
3. Mixed-Use & Diversity
-A mix of shops, offices, apartments, and homes on site. Mixed-use within neighborhoods, within blocks, and within buildings
-Diversity of people – of ages, income levels, cultures, and races
4. Mixed Housing
A range of types, sizes and prices in closer proximity
5. Quality Architecture & Urban Design
Emphasis on beauty, aesthetics, human comfort, and creating a sense of place; Special placement of civic uses and sites within community. Human scale architecture & beautiful surroundings nourish the human spirit
6. Traditional Neighborhood Structure
-Discernable center and edge
-Public space at center
-Importance of quality public realm; public open space designed as civic art
-Contains a range of uses and densities within 10-minute walk
-Transect planning: Highest densities at town center; progressively less dense towards the edge. The transect is an analytical system that conceptualizes mutually reinforcing elements, creating a series of specific natural habitats and/or urban lifestyle settings. The Transect integrates environmental methodology for habitat assessment with zoning methodology for community design. The professional boundary between the natural and man-made disappears, enabling environmentalists to assess the
design of the human habitat and the urbanists to support the viability of nature. This urban-to-rural transect hierarchy has appropriate building and street types for each area along the continuum.
7. Increased Density
-More buildings, residences, shops, and services closer together for ease of walking, to enable a more efficient use of services and resources, and to create a more convenient, enjoyable place to live.
-New Urbanism design principles are applied at the full range of densities from small towns, to large cities
8. Green Transportation
-A network of high-quality trains connecting cities, towns, and neighborhoods together
-Pedestrian-friendly design that encourages a greater use of bicycles, rollerblades, scooters, and walking as daily transportation
-Minimal environmental impact of development and its operations
-Eco-friendly technologies, respect for ecology and value of natural systems
-Less use of finite fuels
-More local production
-More walking, less driving
10. Quality of Life
Taken together these add up to a high quality of life well worth living, and create places that enrich, uplift, and inspire the human spirit.
These principles make sense and should be central in smart growth planning, but they can be a bit vague and nebulous. Bill Adams from UrbDeZine in San Diego has 10 new principles that he thinks will make smart growth smarter if they are put into practice.
1. Purge the term NIMBY from your language and your thinking. It stultifies any further understanding of community concerns, or how to reach a compromise. Every criticism or opposition to a high density project is now labeled as NIMBYism, with little further discussion of community concerns. Community stakeholders typically have great knowledge of their neighborhoods though they may not use formal planning terms.
2. Respect community planning. Recognize that many community development regulations are the result of lengthy and thoughtful public planning processes. Community stakeholders often have years of volunteered time and effort invested into the local planning process. Modern smart growth occurs best through this planning process, not through ad hoc project variances. Large variances rarely create good results. Increased density via the community planning process allows the community to “buy in.” Developments that require spot zoning under the smart growth or TOD banner are usually wolves in sheeps clothing. See Smart Growth Principles #9 & #10
3. Integrate with the surrounding community. A project which becomes an island or erects barriers to the existing neighborhood may cause nearby businesses to close or nearby residents to move away, which causes blight and loss of density. A successful smart growth project recognizes the existing desirable and undesirable neighborhood patterns, and works to fit in with the former and tweak the latter. In this way, it is most likely to be part of a walkable and sustainable community. See Smart Growth Principles #4 & #5
4. In transit oriented developments (TODs), transit orientation should exceed auto orientation. Projects are passing as TOD simply because they are near retail establishments and transit routes. However, they are usually just as close to major thoroughfares, imbued with ample off-street parking facilities (usually required by the municipality), and pedestrian deterring exteriors. These project rarely enhance walkability, and the convenience of public transit is offset by equal or greater auto amenities and convenience. Recent studies have found mixed evidence of public transit relieving traffic congestion. One contributor to this mixed result may be that TODs have yet to significantly coax people from their cars. Several cities are taking the next step to shift the transportation paradigm by eliminating or reducing minimum off-street parking requirements for new construction. This step also helps to lower construction costs and make housing more affordable. However, most cities remain daunted by anticipated opposition from businesses and residents (as can be seen in Portland, a leader in reducing off-site parking requirements, from adjacent residential areas fearing increased load on street parking) or long held perceptions of the need for off-site parking. Creating communities that encourage a walking and transit lifestyle requires a holistic and integrated approach, as well as bold vision and courage from municipal leaders.
5. Respect neighborhood character & identity. A positive neighborhood identity helps to sustain densification. Lack of identity or a negative identity makes increasing neighborhood density difficult. A development that challenges or changes a community’s identity architecturally or in terms of land use can undermine the very thing that attracts residents to the neighborhood. Diversity of land uses is good but incompatibility is not. Preserve historic resources and urban fabric. See Smart Growth Principle #7
6. Increase density incrementally. A lot of increased density can be achieved incrementally. Reduce setback requirements. Allow “granny flat” construction. Small lot infill should be given preference over block-clearing projects. These incremental methods are especially important in communities that are not blighted or depressed. The height and mass of buildings in the community are usually closely related to its character and identity. On the other hand, a small lot project can rise higher without negatively impacting the community than a full block project. Large scale developments tend to trigger large scale transitions. Large scale transitions usually have uncertain outcomes, which can as easily result in blight and lost density as increased density and walkability. Even if the end results are increased density, such transitions can result in interim abandonment of existing uses, demolition, empty lots, and surface parking, as property owners clear or “bank” their land in anticipation of new development, leading to interim lost density. Don’t let maximizing density become the enemy of increasing density.
7. Conform to existing “smart” retail corridors and centers. Don’t set up competition for such corridors or centers, or confuse a community’s existing smart growth layout. Most traditional retail districts were established before auto-convenience dominated development in the 60s & 70s. Examples of large scale mixed use projects which negatively impacted resurging nearby traditional retail districts include the following: CityPlace in West Palm Beach FL caused a regression in the revitalizing Clematis St. Horton Plaza in San Diego CA set back the resurgence of historic Gaslamp Quarter and helped relegate it to restaurant and bar uses. Park Station, a proposed project for La Mesa, CA threatens its traditional main street commercial district. A successful smart growth project doesn’t add a large amount of retail space on the periphery of an existing successful or resurging commercial district. This principle is especially important in this era of shrinking or plateaued “brick and mortar” retail. See Smart Growth Principle #7
8. Look for opportunities to narrow (verb) streets and vanquish parking lots. The antithesis of smart growth and the trademark of sprawl are wide streets, dispersed development, and parking lots. Revitalizing older commercial districts too often feel compelled to try to compete with suburban shopping centers by providing equally ample parking. However, such districts attract customers by providing the walkability, human scale, diverse architecture, narrow streets, and historic attractions absent from master planned commercial districts. They’ll never be able to compete on convenience. Parking lots and wide streets directly undermine the attraction. Conversely, people come to successful traditional commercial districts despite the auto inconveniences. Auto inconvenience means pedestrian orientation. Look for opportunities to do more with less parking through better parking management, e.g., negotiating arrangements with private parking facilities to make them available to the public at certain times. Never base the supply of permanent parking on capacity for special events.
9. Prioritize non-auto transportation by creating unique or exclusive pedestrian and bicycle amenities. The health and quality of life detriment of auto-oriented living is well documented. However, too often cities strive to simply add pedestrian and bike amenities alongside its auto amenities. In these circumstances, placement and route selection is for the benefit of the car with pedestrians and bikes an afterthought. However, communities built before auto orientation often have amenities for pedestrians (and sometimes available to bicyclists) that give the latter an advantage or shortcut unavailable to autos. A perfect contrast exists in the author’s own community. One of its better known features are three sets of stairs that vertically ascend/descend a hill supporting a residential neighborhood. In contrast, cars must follow streets which zig zag up the same hill due its steepness. The three sides of the hill with stairs were developed in the first half of the 20th century. (Incidentally, this neighborhood also has narrow streets and minimal setbacks, resulting in a both densely developed yet quaintly scaled neighborhood). However, the fourth side was developed from the 1960s through 2007. This newer side of the hill contains wider streets with sidewalks on both sides (on the older sides of the hill, sidewalks are less extensive and contiguous) but no hillside stairs. As a result, pedestrians must take long and circuitous routes on the sidewalks to get to destinations at the base of the hill, such as the neighborhood park. It is frustrating to see the missed opportunities of direct and short pedestrian shortcuts to the park that could have been built on the newly developed side of the hill, as they were on the older sides. Even though the new neighborhood has more sidewalks, they are less useful, making the neighborhood less walkable. Real smart growth means building pedestrian and bicycle amenities as a priority, not simply as an adjunct to road building.
10. Design for human nature, honed over millions of years, rather than efficiencies and logic, decided upon during the course of design. Such design is often counter-intuitive. This concept is exemplified in the attraction of people to small spaces, crowded rooms, and long lines. William H. Whyte’s City: Rediscovering the Center (1988), is a masterpiece of counter-intuitive conclusions about such things as appropriate sidewalk width and use of urban plazas. New “shared space” street design, often involving removal of “safety features” such as traffic lights, are also having a counter-intuitive traffic calming, hence safer, effect. In contrast, much of the inhospitable, dangerous, and unhealthy design of post-war communities came about in an era with the most planning, in which travel efficiencies, privacy, and safety concerns were given the highest consideration.
Smart growth, new urbanism, densification, transit oriented development, and related concepts are in danger of triggering a backlash from heavy handed application. One can already see localized backlashes across the country. These backlashes may develop into a more coalesced national backlash if local opposition to projects is routinely dismissed as NIMBYISM and densification is achieved with a sledgehammer rather than a scalpel. Ironically, the “rules” postulated above are not really new. Rather they expound on existing smart growth principles that often seem forgotten. Smart growth and new urbanism have always emphasized the importance of respecting neighborhood planning, character, and scale. Hopefully this article will help to refocus attention on these principles and serve as a reminder that smart growth involves much more than simply higher density and proximity to transit.
Addendum (bonus rule!):
11. Preserve and enhance existing density and urban fabric. Avoid demolition for lower density uses (e.g. parking), or as “interim” or anticipatory demolition, (e.g. before project funding). Pursue adaptive reuse, including partial preservation when full preservation or adaptive reuse is not feasible. Allow or encourage adaptive reuse which modifies non-historic structures (or non-historic components of historic structures) to achieve increased density.
What do you think of the New Urbanism principles? What about UrbDeZine’s? Did they miss anything? Can we utilize both sets of principles concurrently for the best chance of smart growth?
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.
The Lehigh Valley Planning Commission has completed a study to predict the growth of the Lehigh Valley over the next thirty years. The Reader’s Digest version would say that there are A LOT of people coming to the region. Our population is projected to add another 226,722 people by 2040. The total population will be 873,954 in the LV at that time.
Using 2010 census data, the Planning Commission is able to detect trends in the growth patterns of Lehigh and Northampton counties and is able to break them down by age group to show specifically where we’ll be growing. It’s no secret that the baby boomer generation is aging, and that is shown clearly in the report. The largest growing age demographic will be the 75 and over crowd, who will add 54,265 people to their ranks. Coming second in growth rate are the 70-74 year olds, growing by 20,946.
As much as the elderly seem to love the Lehigh Valley, the young are leaving the region. One of the largest exits from the area is from 20-24 year old males with college degrees who lived here when they were pursuing their education and then moved away for jobs or other opportunities upon graduation.
Countering this trend is the influx of those in their later twenties, who often move to the region when they begin to start a family. As far as starting families goes, birth rates in Northampton County are expected to top the state average for every 5 year range that was studied. Lehigh County’s will stay closer to the state average or below.
Northampton County will also grow at a higher rate of 11.9 percent compared to Lehigh County’s 11.5 percent. The Planning Commission predicts that this is because of Northampton County’s proximity to New Jersey and New York as more employees from those states choose to live in Pennsylvania.
So, what do you think of all of this population growth? If you’ve got ideas or opinions on how the Lehigh Valley can better prepare or improve its existing stature, visit http://www.envisionlehighvalley.com and share your feedback or take one of the surveys about economic development, fresh food access, transportation and job/housing balance. With the massive growth in our region, we have to plan ahead so that residents, new and old, will have access to jobs, transportation, housing and food. People are flocking to the Lehigh Valley for a reason, let’s plan ahead to keep it great.