All Around Equity

ALL

n tio ca

Ar und Equity Ed u

An Equity Plan for ALLentown, PA

University of Pennsylvania School of Design | Department of City & Regional Planning | Spring Workshop 2017

All Around Equity An Equity Plan for Allentown, PA

Prepared by Chenran Wu, Mohona Siddique, Olivia Mobayed, Joanna Joye, Christopher Marshall, and Robert Romo under the guidance of Julie Donofrio

INTRODUCTION

1

EXISTING CONDITIONS

6

SDOC ANALYSIS

42

GOALS + STRATEGIC ACTIONS

44

FOCAL PLAN - Greater 10th Ward

79

PEOPLE PLAN - A Lifetime of Equity

90

IMPLEMENTATION TIMELINE

94

All Around Equity is a comprehensive, 13-year equity plan for Allentown.

Using equity as the context to examine the city, All Around Equity aims to balance all of the needs of Allentown, and work to close the disparity gaps in Allentown by 2030 by putting equity front and center during the planning process.

All Around Equity begins by defining equity, and outlining a vision that will allow for achievement of this objective. By examining the historical and regional context, as well as the existing conditions of Allentown, All Around Equity provides background on the need for increasing within the city and the surrounding region. From there, the plan examines the Strengths, Deficiencies, Opportunities and Constraints that the city faces to use as a springboard to outline necessary actions to address needed changes. Next, it details a series of strategic actions that are based on a set of goals that aim to improve the realms of health, shelter, governance, economy, education, civic engagement, and empowerment, all central tenets necessary to achieve equity. These strategic actions reflect on existing partners, funding sources, potential barriers to entry as well as timelines for implementation. Finally, All Around Equity examines a two-part focal plan. The first part examines the implementation of the select strategic actions in the Greater 10th Ward. The second re-focuses the plan’s attention on the people of Allentown by following two Allentownians through “A Lifetime of Equity,” outlining how All Around Equity makes its way into their daily lives.

Ultimately, the hope is that the City of Allentown, partners, stakeholders, and community member use this framework to continue to make improvements and make achieving equity a priority for their city. While effective management, capital, maintenance and enforcement will be necessary to make All Around Equity a reality, the suggested improvements and goals are neither extravagant, or unrealistic – in fact, many of them are based off precedents used in comparable situations across the United States. All Around Equity is the first step to realizing a more equitable Allentown, and if successfully implemented, can bring a multitude of benefits to the daily lives of Allentownians.

EXECUTIVE SUMMARY All Around Equity aims to increase equity in Allentown by establishing seven interconnected goals that will be acheived through the implementation of strategic actions. These goals and corresponding strategic actions are related to aspects of a person’s life and a city that need to be addressed in order to achieve an equitable future:

Housing

Expand healthy, stable, and affordable rental and ownership housing options 1.1 Use inclusionary zoning to increase the supply of affordable housing in Allentown, including the Neighborhood Improvement Zone 1.2 Implement an Existing Home Improvement Program 1.3 Increase rental housing regulations and oversight over landlords 1.4 Increase the supply of affordable housing 1.5 Establish a shared equity homeownership program for low to moderate income households 1.6 Continue to expand and support the Live Near Your Work program

Health

Ensure equitable health access and outcomes 2.1 Establish a Healthy Corner Store initiative to bring fresh foods into existing bodegas 2.2 Implement a lead testing and abatement program 2.3 Allocate 10% of all Neighborhood Improvement Zone revenue toward city-sponsored health initiatives 2.4 Require equity policies within upcoming Bike Master Plan 2.5 Prioritize strategic creation and maintenance of accessible neighborhood-scale parks

Governance

Increase government transparency, accessibility, and accountability 3.1 Establish an Office of Integrity based on transparency, ethics, responsiveness, and prevention (T.E.R.P) 3.2 Facilitate the creation and maintenance of OpenData Allentown

Introduction

1

EXECUTIVE SUMMARY Economy

Enhance the economic base of Allentown, including living-wage jobs 4.1 Establish a skill training program partnered with community-based organizations, unions, and community colleges 4.2 Rebuild public infrastructure 4.3 Adopt city-wide employee performance management 4.4 Promote locally targeted and inclusive hiring

Education

Improve school quality, student performance, and district perception 5.1 Expand local municipal revenue to invest in educational enhancements 5.2 Expand supplemental academic programming and support services for Lehigh Career and Technical Institute students 5.3 Solicit alumni engagement to intensify promotion of “Good News Events�

5.4 Offer academic instruction and administrative support in Spanish

Civic Engagement

Increase civic engagement and strengthen community connections 6.1 Expand proposed hotline to multi-platform government reporting system: Allentown Connect 6.2 Incorporate school-to-city service learning partnerships into the K-12 curriculum 6.3 Utilize online town halls to educate and solicit community feedback

Empowerment

Establish Allentown as a place for personal empowerment and creativity to flourish 7.1 Promote mentorship programs with creative industries based in Allentown 7.2 Build branding mechanisms for every neighborhood in Allentown 7.3 Assemble community-driven urban design guidelines for every neighborhood in Allentown 7.4 Create Neighborhood Resource Centers (NRCs) throughout Allentown

2

Allentown | Equity

VISION

/All•en•town /(place) In 2030, Allentown is the economically-vibrant, culturallydiverse, historically-rich, heart of the Lehigh Valley (LV). It is a city where people have high-quality and affordable housing, education, and health resources. Through equitable access and opportunities, demographic characteristics are not predictors of education, health, or economic outcomes.

Community members take pride and ownership of their city, and work to enhance it through civic engagement, the arts, and enterprise.

PA LV PHL

Introduction

3

INTRODUCTION

/ E•qui•ty /(purpose) Equity guarantees all people equal and appropriate health, shelter, and safety outcomes as well as equal opportunities to achieve community connections, knowedge, and personal and municipal well-being.

Hou sin g

Economy

on i n t o ctai a u dc

$

ce an

EdE u

4

Knowledge, connections, and well-being opportunities are necessary for equity.

Everyone should have opportunities gain knowledge and build connection within their community.

Allentownians’ quality of life should support personal and municipal well-being.

lth Hea

Engagem en t

ment r e ow p Em

Go v e rn

It is important to note that our definition of equity is unique in that we delineate equity in outcomes vs. equity in opportunity.

Every citizen should be physically and mentally healthy. All people should have affordable, good quality housing options. All residents should be guaranteed safety and security.

Allentown | Equity

INTRODUCTION

/All•Around•Equity /(an equity plan for Allentown)

n tio ca

This plan is a path to equity for the people Allentown. It was developed to focus the aspects of a person’s life that are tied to the outcomes and opportunities that need to be addressed to achieve an equitable future. All Around Equity acknowledges the interconnectivity of these aspects and aims increase equity for all in town.

Ed u

Introduction

5

EXISTING CONDITIONS Allentown is the largest city in the Lehigh Valley of Pennsylvania, in the heart of America’s rust belt. Currently considered a post-industrial city, Allentown’s roots began in the mid 1700’s, as a modest Pennsylvania Dutch farming village formally named Northamptontown. The city began its growth to prominence during the American Revolution, serving as a holding site for armories and supplies, and even a home to hide the Liberty Bell. By the early 1800’s the town, since re-named Allentown, was a bustling center for local farmers. As America moved through its Industrial Revolution, the nation was seeing a boom in rail and infrastructure, and Allentown began to grow.

1762: Northamptontown, a.k.a. “Allen’s Town,” is founded on the land between the Jordan Creek and Little Lehigh Creek by James Allen, Chief Justice of the Pennsylvania Colonial Court.

Liberty Bell being smuggled into Allentown, 1777

Lehigh Canal opens 1829

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TILGHMAN ST LIBERTY ST OTT ST

HANOVER AV

LINDEN ST

HAMILTON ST

AIRP OR T RD

OR T RD FRONT ST

NINTH ST TURNER ST

TILGHMAN ST UNIO N BL

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CHEW ST

SEVENTH ST

TILGHMAN ST LIBERTY ST OTT ST

LIVINGSTON ST

AIRP

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TILGHMAN ST

NINETEENTH ST

1862

NINETEENTH ST

1783

PEL

6

Pre - 16th Century: The Lehigh Valley, along with all the land stretching from what will become Maryland, Delaware, Pennsylvania, New Jersey and New York, is home to the Leni Lenape tribe.

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The Lehigh Valley region saw tremendous economic prosperity from providing iron for this industry, with Allentown and its neighbor, Bethlehem at the center of this booming trade.

By the end of the Civil War, however, there was nationwide collapse in rail and manufacturing, leaving Allentown in an economic tailspin from which it never recovered. The early 20th century, additionally, saw further economic decline for Allentown, with further separation from manufacturing. The mid to late 20th century brought further economic changes for Allentown with the continued decline in manufacturing coupled with the rise in the service economy.

Today, Allentown is a service and logistics hub, and serves as the home to the healthcare and education industries. It has a diverse immigrant community and despite being in a phase of economic recovery, has tremendous potential for growth. The following section outlines the detailed history of Allentown from its roots to where it currently stands today.

Drawings from 1862 map of Lehigh County

AV

Allentown | Equity

HISTORY 8th St. Bridge, spanning the Little Lehigh Creek, opens 1913

War-time advertisement for anthracite coal FBI announces investigation into adminstration of Mayor Ed Pawlowski, 2015

Hamilton St. commerical corridor, 1950

The Adelaide Silk Mill, 1915

PPL Center, located in the NIZ, opens 2014

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1960 - Present

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Image Sources: Delaware & Lehigh - National Heritage Corridor, Wikipedia, Library of Congress, The Morning Call

Existing Conditions

7

EXISTING CONDITIONS Allentown is located in the heart of the Lehigh Valley, within reach of Philadelphia, Harrisburg, and the New York metropolitan region

84

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§ ¨ ¦ 380

180

§ ¨ ¦ 287

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P E N N S Y LV A N I A

§ ¨ ¦ 280

New York

Northampton County

§ ¨ ¦ 78

Allentown

i.

82 m

Harrisburg

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283

§ ¨ ¦

§ ¨ ¦ 478

81

§ ¨ ¦ 278

476

§ ¨ ¦ 176

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V U 63

Philadelphia

NEW JERSEY

95

276

§ ¨ ¦

Highways

§ ¨ ¦ 295

§ ¨ ¦ 676

Allentown

V U 444

Lehigh Valley State Boundaries

83

§ ¨ ¦ 495

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V U

97 mi.

Easton Lehigh County Bethlehem

mi.

Allentown is the largest city in the Lehigh Valley, which consists of Lehigh County and Northampton County. Bethlehem, a higher income, and smaller city, lies directly to the east.

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70

The region acts as a shipping and warehousing area for New York, as its climate is moderate, its land is inexpensive, and its trucking routes aid transport systems.

While strongly connected via state roads and interstates, Allentown is no longer accessible via passenger rail, and inter-city bus service is sparse.

Figure 1 - Allentown Regional Relationship

V U 55

Allentown | Equity

REGION + NEIGHBORHOODS Figure 2 - Neighborhoods of Allentown

SOUTH ALLENTOWN

HANOVER SOUTH WHITEHALL

Alton Park Cumberland Gardens Lehigh Parkway Mountainville

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LOWER MACUNGIE

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7th St. Corridor Hamilton District Old Allentown Jordan Heights The Greater 10th Ward

THE WARDS 3

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CENTER CITY

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Dutch Hill 13 Midway Manor 14 Overlook Park 15 Rittersville 16

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UPPER SAUCON

Existing Conditions

Hamilton Park 17 • Trexler Park 18 • West End Theatre District 19 • West Park Historic District 20 • West Walnut / Union 21 • Terrace

9

EXISTING CONDITIONS Allentown’s neighborhoods are an appropriate metaphor for the city: extreme disinvestment immediately adjacent to extreme investment. Understanding the neighborhoods within Allentown gives insight into the skewed allocation of resources across the city, as well as identity characteristics that may be the result of fundamental spatial, social, or political inequities

SOUTH ALLENTOWN Alton Park Cumberland Gardens Lehigh Parkway Mountainville The South Allentown neighborhood is the area south of the Little Lehigh Creek. It is one of the more sparsely populated areas of Allentown. The majority of the housing typologies are single detached homes, and commercial zones in this area are autodependent. The area is home to several of Allentown’s largest parks, as well as the regional airport.

10

CENTER CITY 7th St. Corridor Hamilton District Old Allentown Jordan Heights The Greater 10th Ward The historic core of Allentown’s commercial and business activities is located in the neighborhood called Center City. The neighborhood is also residential with some of Allentown’s most dense development located in this area. Center City is also where most of the Neighborhood Improvement Zone (NIZ) is located. Since the NIZ began in 2009, the area has seen a considerable amount of new development, including the PPL Center, a 9,000 seat multi-purpose arena and hotel complex.1 Center City is also home to the 10th Ward, which will be discussed in detail in this project’s focal plan.

Allentown | Equity

NEIGHBORHOODS

THE WARDS 1st Ward 6th Ward The Waterfront

The area between the Little Lehigh Creek and the Lehigh River is known as The Wards. Along with Center City, The Wards is one of the oldest neighborhoods in Allentown. Part of the NIZ is located in The Wards. Additionally, a $300 million, 26 acre mixed-use office, commercial, residential project called “The Waterfront� is underway in this neighborhood on the banks of the Lehigh River.2

Existing Conditions

EAST ALLENTOWN Dutch Hill Midway Manor Overlook Park Rittersville

East Allentown is located on the east side of the Lehigh River. The area is defined by its legacy of industrial land use and its changes in topography.

The area is less densely populated than Center City or the Wards. Due partly to its topography, sidewalk infrastructure in this area is in poor condition.

WEST END Hamilton Park Trexler Park West End Theatre District West Park Historic District West Walnut / Union Terrace West Allentown is the home of both Muhlenberg College and Cedar Crest College. Several large parks are located within this neighborhood. Homes in this neighborhood are larger than in other neighborhoods.

The historic West End Theatre District is a highly walkable commercial corridor located in this district.

11

2.0x Tax Exempt Land 3.0x Road Network Land 3.5x Retail & Office Land 0.7x Residential Land

EXISTING CONDITIONS Land use represents the allocation of land as an urban asset; its various classifications are important indicators of the distribution of, and access to resources within a city.

To understand the proportion of land use allocation, Allentown will be compared to the Lehigh Valley throughout. Allentown’s municipal footprint covers approximately 18.0 square miles, or roughly 2.5% of the Lehigh Valley. There are several disparities between composition of land use, which can have direct implications on housing market, and valuations across the different types of real estate and local industry.

Commercial Land Use In Allentown approximately 5.6% of its land area is retail space, and 2.2% of its land area to commercial office space. Conversely, Lehigh Valley only dedicates a respective 1.6% and 0.6% of land area to retail and commercial office use. As a result, Allentown’s economy may be viewed as having 3.5 times the sensitivity to shifts in retail and commercial office market when compared to the Lehigh Valley.

Residential Land Use Another key distortion is in the residential housing market. Approximately 31% of land area in Allentown is utilized for housing while Lehigh Valley offers residential property 47.3% of its land area. Allentown is getting a disproportionately large share of in-bound resident migration. Once combined with the reality that over 54% of all residents are renters, it becomes more understandable as to why issues related to rent burdened residents persist.

Industrial Land Use A third key discrepancy exists between land use within Allentown and throughout the Lehigh Valley in the warehousing market. The Lehigh Valley has 3 times as much of its land area zoned for warehousing in comparison to the City of Allentown. As a result, when the logistics and warehousing industry sought to expand into the Lehigh Valley, zoning regulations presented a deterrent to a similar expansion within Allentown. As a result, major firms such as FedEx, and other companies that specialize in food storage and distribution built new facilities throughout neighboring municipalities such as Bethlehem, PA rather than within Allentown.

Figure 3 - Land Use Allocation by Type & Location Use Type

Allentown '000 Sq. Ft.

LV '000 Sq. Ft.

Allentown Sq. Miles

LV Sq. Miles

Allentown % of Total

LV % of Total

Relative Factor

Agriculture or Vacant

36,038

5,456,945

1.29

195.74

7.2%

27.0%

0.3 x

Parks & Rec

67,580

1,794,283

2.42

64.36

13.5%

8.9%

1.5 x

Residential

155,821

9,574,910

5.59

343.45

31.0%

47.3%

0.7 x

Retail

28,048

323,616

1.01

11.61

5.6%

1.6%

3.5 x

Office

10,872

126,080

0.39

4.52

2.2%

0.6%

3.5 x

Public Institution

38,155

542,205

1.37

19.45

7.6%

2.7%

2.8 x

Transit & Utility

28,200

341,850

1.01

12.26

5.6%

1.7%

3.3 x

Warehousing

1,214

115,372

0.04

4.14

0.2%

0.6%

0.4 x

Manufacturing

37,837

625,869

1.36

22.45

7.5%

3.1%

2.4 x

Right of Way

98,612

1,328,545

3.54

47.65

19.6%

6.6%

3.0 x

1

45

0.00

0.00

0.0%

0.0%

1.2 x

502,379

20,229,721

18.02

725.64

100.0%

100.0%

1.0 x

Unknown

Total

Source: Lehigh Valley Planning Commission

12

Allentown | Equity

LAND USE

±

Figure 4 - Land Use 22 987

145

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CHEW ST

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FRONT ST

FOURTH ST

LIBERTY ST

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Parks & Rec Residential Retail Office

29

Public Institution Transit & Utility

§ ¦ ¨

Warehousing Manufacturing

I-78

0

0.5

1 Miles

Source: Lehigh Valley Planning Commission

Existing Conditions

13

EXISTING CONDITIONS

Population The overall population in Allentown has increased slowly, but steadily over the years, rising from roughly 107,000 in 20003 to approximately 119,000 in 2015.4 This population growth corresponds with overall regional trends within the Lehigh Valley, which grew from 580,000 in 2000 to 656,000 in 2015.

Allentown, which is the region’s largest municipality, accounts for roughly 18% of the population of the Lehigh Valley overall. This is markedly larger than the region’s next-largest municipality, Bethlehem, which accounts for 12% of the Valley’s population. Not only is Allentown larger, but it is growing slightly faster than its neighbor; Bethlehem has grown at a slower pace, from roughly 71,000 in 2000 to 75,000 in 2015.5

The gender distribution of Allentown is roughly an even split between males and females, with a slight predominance among women. The breakdown is approximately 61,000 women to the area’s 57,000 men. This mirrors trends in neighboring Bethlehem as well as the Lehigh Valley at large, both of which also have roughly even splits between men and women.6

smaller percentage of seniors, roughly 12%, whereas both Bethlehem and the Lehigh Valley fall at 16%.7

Age Allentown is a young city when compared to its neighbor, Bethlehem, as well as the region at large.

26% of the population falls within school-age range of 0 to 17, which is much larger than Bethlehem (19%) and the Lehigh Valley (22%). Further, compared to its neighbor and the region at large, Allentown has a

Seniors enjoying West Park

Figure 5 - Age Distribution Comparison 100%

Percentage

“Who lives here?” is one of the most important questions to ask when trying to understand a region.

Demographics such as race, age, and gender give us an important snapshot into Allentown, and a valuable lense from which to examine whether there are equitable distribution of resources, and equal opportunity for all.

Gender

80% 60% 40% 20% 0%

Allentown

Bethlehem

Lehigh Valley

Age 0-17 Years

18-44 Years

45-65 Years

65+ Years Source: US Census, ACS 2015

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Allentown | Equity

DEMOGRAPHICS Figure 6 - Allentown Age Distribution

Children = 26%

Adults = 62%

There is near-unanimous consensus that race is a social, rather than a biological construction; its roots are deeply historical and political. At the same time, race and ethnicity are powerful predictors of health, wealth, and quality of life. It is important, therefore, that we examine the racial context of Allentown.

Race While the largest racial demographic in Allentown is White (41%), there is a wide representation of races and ethnicities, and the city could be considered majority-minority. The next largest racial representation is from the Latino/Hispanic population, at 32% of the total population. The Black/ African American population is roughly 10%, while 13% identify as “other.� The remaining 2% and 1% of the population identify as two or more races, and Asian/Pacific Islander, respectively. Allentown as an urban center is significantly more diverse than both neighboring Bethlehem, and the Lehigh Valley which both have majority-white populations. Bethlehem falls at approximately 76% white and the Lehigh Valley falls at 81% white.8

with high representation from Mexico, Ecuador, Honduras, Colombia and Peru. This trend is also reflected in the change in language spoken at home.

In 2015, 37% of the families in Allentown speak a language other than English at home. 32% speak Spanish specifically. This is in stark comparison to both Bethlehem and the Lehigh Valley, both of which have majority English-speaking populations, as well percentages of Spanish-speaking households only in the teens.9

Figure 7 - Racial Mix of Allentown Residents 3% 32% 13%

A Changing City

Seniors = 12% Existing Conditions

The racial demographics of Allentown have shifted significantly over the past 25 years. Specifically, the city has seen a significant increase of residents from South and Central America who identify as Latino or Hispanic. In 1990, the population of Allentown was 89% non-Hispanic. According to the 2015 ACS the population had 47% Hispanic or Latino heritage, from one or both sides of their family. The highest representation comes from the Dominican Republic,

1% 10%

Racial Mix 41%

White Black Asian + Pacific Islander Other Two or More Races Hispanic or Latino Source: US Census Bureau - ACS 2015

15

EXISTING CONDITIONS Immigration

Allentown is a city of immigrants; roughly 16% of the population is foreign-born. Of those residents of Allentown who are foreign born, approximately 9,000 are naturalized US Citizens. There are over 80 nationalities represented in Allentown. Of these countries, the top 10 nations represented are Guatemala, Jamaica, Peru, Colombia, Vietnam, Honduras, Ecuador, Mexico, Syria and the Dominican Republic. The largest representation of immigrants comes from South and Central American countries, leading to significant changes in the types of services and amenities provided across the municipality.

Further, it has shifted the tenor of the political conversation to include debates about appropriation of municipal resources. For example, in the winter of 2016, the city engaged in a heated debate regarding requiring street signs in various languages to pay homage to the growing diversity of Allentown’s population. The immigrant population has shifted over time. As one can see, the areas of immigration

Figure 8 - Immigration Over Time

Before 2000

Multi-Lingual Signage for Financial Services

Latin America

Asia

Africa

Europe

46%

36%

3%

14%

72%

18%

3%

5%

After 2015

16

Allentown | Equity

DEMOGRAPHICS have shifted from large influxes of immigrants of European descent in the early 2000’s, to significant percentages of immigrants from Latin America in the current time.10

Poverty Allentown is facing high rates of poverty, as well as a trend of increasing poverty over time. Currently, roughly 28% of the population is living below the poverty line. Approximately 10% of this population are children under the age of 18. 13% of this population are adults between 18 and 64. Seniors living in poverty constitute a smaller percentage of the total population, at approximately 1%. Allentown has seen a tremendous rise in the percentage of individuals living in poverty over the past 25 years. In 1990, the percentage of individuals living in poverty was approximately 12%. These numbers rose to approximately 18% in 2000, and 23% in 2010.11 In addition, there are disparities between Allentown and its neighbor, Bethlehem, which has a poverty rate of approximately 19.7%. When ascertaining poverty levels at a regional level, it also becomes clear that much of the poverty is concentrated within the urban center of Allentown as both Lehigh and Northampton counties have poverty rates at roughly 14% and 10% respectively.12

Sixth Street Homeless Shelter

Roughly 27% of individuals in Allentown live below the poverty line Existing Conditions

17

EXISTING CONDITIONS Economic equity requires cities to close the gaps in order to allow residents to achieve their optimal economic potential regardless of where they start.

Roughly 27% of individuals in Allentown live below the poverty line Figure 10 - Unemployment Rate Allentown vs Lehigh Valley

Figure 9 - Average Real Income & Unemployment 0.18

70000

0.16

60000

0.14

50000

0.12

12.0%

0.1

30000

0.08

10.0%

0.06

8.0%

0.04

6.0%

0.02

4.0%

0

2.0%

10000 0 2007

2008

2009

2010

2011

2012

2013

2014

2015

Average Household Income(in 2015 inflation adjusted dollars)

Allentown’s employment rate rose from 2008 to 2013, when it reached its peak. Immediately afterwards, it slightly decreased. The real average household income also decreased accordingly. When compared with the Lehigh Valley, the unemployment rate in Allentown is much higher,13 at almost twice as high.

14.0%

40000

20000

Economic Profile

16.0%

Unemployment Rate Sources: ACS

0.0%

Allentown

Lehigh Valley

Sources: ACS 2015

Data points to the supply of workforce being greater than the demand. By comparing the population and employment growth, it is observed that the former is faster than the latter, so these data are in accordance with each other.

Store Vacancy Downtown

18

Allentown | Equity

Allentown | Equity

ECONOMY Employment Sectors The three largest employment sectors in Allentown are education and healthcare, manufacturing, and retail trade. These three industries account for about half of total employment. Interestingly, the Lehigh valley has the same largest employment sectors as Allentown, showing regional similarity. Given the regional growth trend in Lehigh Valley, Allentown should probably be sharing the regional employment growth.

Even though the total employment of Allentown is growing, some industries are shrinking. The three industries that bear most employment loss are information, professional services, and management, the sector of administrative and waste management services, as well as finance, insurance and real estate. All of the three industries are high-tech, or high-income jobs. This means that high-tech and highsalary jobs in Allentown are being replaced by lowskill and low-income jobs. This trend has interesting

Figure 11 - Top 3 Employment Sectors in Allentown

Education + Healthcare 11,092 People 22.5%

Manufacturing

Retail Trade

7,058 People 14.3%

6,405 People 13.0%

Figure 12 - Top 3 Employment Sectors in the Lehigh Valley

Education + Healthcare 79,534 People 25.2%

Manufacturing

Retail Trade

46,788 People 14.8%

37,505 People 11.9% Sources: ACS 2015

Figure 13 - Shrinking Industries in Allentown

Information

Professional Services Finance, Insurance, and Real Estate 0

2500

Employment Loss From 2010 to 2015

5000

7500

2015 Employment Sources: ACS 2015

Existing Conditions

19

EXISTING CONDITIONS implications for the potential of future economic and employment growth as well as income trends.

Major Employers in Allentown Allentown is home to several companies, such as Air Products & Chemicals, and PPL, among others.

Most of them hire more than 1,000 local employees.

The largest employer in the Lehigh Valley is Lehigh

Valley Hospital with almost 8,000 employees. When looking into specific business types in Allentown, both heavy industry and light industry distribute along the railroads and cluster in areas near north railway and the airport. Most of Downtown businesses are retail businesses, however, retail businesses are fairly welldistributed throughout Allentown. Downtown is not the

only main target, yet three zones around Downtown also gather many retail Businesses. Downtown’s retail business is shrinking, and many stores are vacant now.

Figure 14 - Industrial and Commercial Zoning Distribution

± 22 987

145

Heavy Industry Light Industry Office/ Business Retail Mixed Use

29

Highways Railroads

§ ¦ ¨ I-78

0

0.5

1 Miles

Sources: ACS 2015

20

Allentown | Equity

ECONOMY Neighborhood Improvement Zone (NIZ) Figure 15 - Neighborhood Improvement Zones

LIVINGSTON ST

TILGHMAN ST

AIR PO RT RD

NINETEENTH ST

LINDEN ST ST LINDEN

FRONT ST

OTT ST

HAMILTON ST

UNION BL

HANOVER AV

WALNUT WALNUT ST ST

UNION ST

er Riv igh eh

JEFFER SON

ST

L

ELM ST

SUSQ UEHA NNA

ST

MACK BL

ST H IG

DIXO N ST

FOURTH ST

LE H

EL AV

TWELF TH ST

CHAP

In accordance with Pennsylvania Law, certain state and local tax revenue and loans are issued for qualifying capital improvements in the NIZ. Those improvements include the public-private arena complex at Seventh and Hamilton Streets, as well as other private commercial, retail, residential, hospitality, conference, and exhibition projects of approved applicants

TURNER ST

FOURTH FOURTH ST ST

NINTH NINTH ST ST

TILGHMAN ST LIBERTY ST CHEW ST

SEVENTH ST SEVENTH ST

Created by a state law in 2011 and revised in 2016, the Neighborhood Improvement Zone (NIZ) is a special tax district that encourages development and revitalization in Downtown Allentown. The NIZ consists of approximately 128 acres in Downtown Allentown, and along the western side of the Lehigh River.

US AV EMMA

Since the inception, NIZ has provided about 144 units of studios or 1 or 2-bedroom luxury lofts in downtown Allentown and it will continue producing another 138 units of luxury apartments from 2017 to 2018. Additionally, three residential complexes, with approximate 425 market-rate apartments are to be built at The Waterfront, an important part of the NIZ.14 The NIZ is overseen and managed by the Allentown Neighborhood Improvement Zone is the specific term used in Pennsylvania. It is one kind of Business Improvement District, which is a general term. So far, Allentown is the only city with an improvement zone named NIZ but there are some similar business improvement districts across the country. BIDs in New York City, Los Angeles, and Washington, positively affect commercial property value and the effect is sustained. BIDs also affect residential property values positively in the short run, but it is not sustained.

Research suggests that the NIZ should be a great opportunity to revitalize the commercial sectors of the city but not for speculation of residential development.15 Existing Conditions

PPL Center

The Waterfront Sources: Allentown Neighborhood Improvement Zone

21

EXISTING CONDITIONS Equity disparities in housing exacerbate poverty, prevent capital accumulation, and expose residents to unhealthy living conditions.

23% Allentown children have dangerous blood lead levels, the highest in PA

rent burden, meaning that the majority of renters in the city are paying unaffordable rents for low-quality housing. High rents relative to income increase the risk of eviction causing stress and instability and negatively impacts health, school performance, and personal mobility.17

Allentown housing stock ranges from large singlefamily homes with generous yards, to “FOR RENT� apartments with signs of years of neglect. The largest housing typology is one-unit attached homes which consists of both rowhouses and twins. The housing stock is relatively old, with a median construction year of 1952 compared to 1966 for Lehigh County and 1976 for the United States.16 The old housing stock and high poverty in the city have resulted in a lack of investment and production of new house stock. This has resulted in more Allentownians living amid conditions of environmental hazards such as lead paint, asbestos, and mold.

Further, census data indicate that Allentown has high

Rowhomes across from West Park in the Old Allentown neighborhood

Figure 16 - Median Monthly Monthly Income Compared to RentCompared Median Income

to Rent

$3,000

54%

$2,500

Renters

$2,000 $1,500

$928

$1,000 $500 $0

$928

United States Rental Unit In Allentown

22

$940

Lehigh Valley

$884

Allentown Source: ACS 2015 5 year estimates

Allentown | Equity

Figure 17 - Rent Burden

The rent burden in Allentown is extreme. A new national study combining real estate analytics, eviction data, and census data shows Allentown as having the highest rent to income ratio in the United States. Further, Allentown has a relatively high population of renters at 54% compared to 33% for Lehigh County. Of the renters, 60% pay more than 50% or more of their gross income and rent.18

±

22

987

145

High rent burdened tenants face a high risk of eviction, high stress levels, and struggle to meet other basic needs much less save for the future.

Thus, high rent burdens negatively impact community stability and health. Very little new development has increased the stock of affordable housing in Allentown. Rather, the recent new housing stock has consisted of “luxury” apartments in the NIZ, or lowincome units in Overlook Park, which replaced old affordable housing units, rather than creating new ones.

CHEW ST

UNIO

N BL

FRONT ST

LIBERTY ST

FOURTH ST

SEVENTH ST

Bearing the Rent Burden

HOUSING

HANOVER AV

HAMILTON ST

UNION ST

SUS

QUE

HAN

NA S

T

LE

H

IG

H

ST

Portion of renters paying more than 30% of gross income in rent 31% - 46%

29

47% - 60% 61% - 76%

§ ¦ ¨ I-78

0

0.5

1 Miles

Source: ACS 2015 5 year estimates

Blight in the 10th Ward

Existing Conditions

Over 33% of renters in Allentown pay more than 50% of their income in rent 23

EXISTING CONDITIONS Affordable Housing

Figure 18 - Locations of Affordable Housing and Median Household Income

Allentown is the affordable housing center of Lehigh County. Of the total affordable housing stock in Lehigh County, 58% of the units are in Allentown. There are thirty affordable housing sites within Allentown ranging from small scattered site developments to towers for seniors, the largest being 391 units.19

±

22

987

145

8

The Allentown Housing Authority (AHA) manages twelve of the affordable housing sites. The remainder are managed by private developers.

Despite a relatively young population compared to the rest of Lehigh Valley, the majority of affordable housing in Allentown is restricted to seniors. Of the twenty-two affordable housing sites, fifteen are for seniors that total approximately 1,580 units are for seniors. For households that do not qualify for senior housing, there are 800 units of units of affordable housing. The waiting list for the Section 8 choice housing voucher program is currently closed to new applicants.20

8 8

8

88

8 8 8 8 88 8 88 8

8 8 8 8

8

8

8

8 Median Household Income

8

Affordable Housing

$16K - $20K $20K - $33K

29

$33K - $42K $42K - $55K

§ ¦ ¨

$55K - $71K

I-78

0

0.5

1 Miles

Source: 2015 ACS, Allentown Housing Authority, Pennsylvania Housing Finance Agency

Gross Towers for seniors and people with Disabilities

24

Median household income in Allentown is $34,000 Allentown | Equity

HOUSING The majority of affordable housing is in the city center, or Downtown, with some scattered sites. There is no affordable housing in the West End with has the highest home values compared to the rest of city and is in the high performing Parkland School District.

Overlook Park In 2006, the AHA received a $20 million HOPE VI grant from the Department of Housing and Urban Development (HUD) for a new housing development, Overlook Park. The development replaced Hanover Acres and Riverview Terrace, two of the country’s oldest housing projects prior to demolition built in the 1930s and early 1940, respectively. Overlook Park is considered mixed-income affordable housing, with some units having the options of home ownership. Qualification for renting Overlook Park is income of 20 to 80 percent of the area median income (AMI). Qualification for the purchase option is income between 60 to 120 percent of the AMI. The development also included 20 rental units reserved for people with mental health disabilities.21

Overlook Park Hope XI Affordable Housing Development

Eleanor Roosevelt Visiting Hanover Acres Source: http://molovinskyonallentown.blogspot.com

Existing Conditions

25

EXISTING CONDITIONS Equitable community facility distributions must ensure that amenities are positioned in a way that extends actionable accessibility to all residents.

Limitations to Utility & Efficacy Critical community amenities and resources are concentrated near the Downtown and throughout the other major commercial zones. As a result, much of Allentown’s residential population must travel a considerable distance to use services offered by the public library or local medical centers. The limited service along bus routes compound the challenges presented by the spatial orientation of community facilities because it imposes vehicle dependence on a population that does have a high rate of car ownership.

This becomes particularly problematic when contemplating issues such as providing transportation to school for students through middle school, children and families accessing green parks, and patients obtaining medical care.

Figure 19 - Community Service Facility Reference Table Parks & Recreation

Parks & Recreation

Community Services

1 Kimmets Landing

38 Turner & 4th Playlot

71 Salvation Army

2 Allentown Fish Hatchery

39 Mack Pool

72 Salvation Army

3 Allentown Municipal Golf Course

40 Canal Park

73 Sixth Street Shelter

4 Trexler Memorial Park

41 Malcom Gross Rose Garden

74 Valley Youth House

5 West Park 6 East Side Memorial Little League

42 Jordan Meadows

Education

Police Station

75 Allentown ReEngagement Center

7 East Side Youth Center

43 Allentown Communication Center

76 Alternative Education High School

8 Mountainville Memorial Yourth Association

44 Allentown Police Department

77 Building 21 High School

9 Arts Park

45 Lehigh County Sheriff

78 Newcomer Academy

10 Buck Boyle Park

46 Salisbury Township Police Department

79 Lincoln Early Childhood Center

47 Salisbury Township Police Department

80 Central Elementary School

11 Cedar Creek Park 12 Fountain Park

Fire Station

81 Cleveland Elementary School

13 Irving Street (Andre Reed) Park

48 Allentown Fire Training Academy

82 Hiram Dodd Elementary School

14 Jordan Park

49 Central Fire Station

83 Jefferson Elementary School

15 Keck Park

50 East Side Fire Station

84 Lehigh Parkway Elementary School

16 Little Lehigh Parkway

51 Fearless Fire Co

85 McKinley Elementary School

17 Percy B. Ruhe Park

52 Hibernia Fire Station

86 Mosser Elementary School

18 Roosevelt Park

53 Mack South Fire Station

87 Muhlenberg Elementary School

19 South Mountain Reservoir & Park

54 West End Fire Station

88 Ramos Elementary School

20 Stevens Park

55 Cetronia Fire Department

89 Ritter Elementary School

21 Trout Creek Park

56 Fullerton Fire Company

90 Roosevelt Elementary School

22 Union Terrace

57 Lower Mt Bethel Fire Department

91 Sheridan Elementary School

23 Valania Park

58 Western Salisbury Volunteer Fire Co.

92 Union Terrace Elementary School

24 Allen Park

Medical Center

93 Washington Elementary School

25 Bicentennial Park

59 National Hospital for Kids in Crisis

94 Harrison-Morton Middle School

26 East Side Reservoir

60 Lehigh Valley Hospital - 17th St

95 Raub Middle School

27 Lehigh Landing

61 Muhlenberg Hospital Center

96 South Mountain Middle School

28 Patriots Park

62 Sacred Heart Hospital of Allentown

97 Trexler Middle School

29 Fellowship East Playlot

63 St. Luke's Hospital - Bethelehem

98 Louis E. Dieruff High School

30 Franklin Park

64 Allentown State Hospital

31 Hamilton Park Playlot

65 Good Shepherd Rehabililation Hospital

32 Howard Keck Juniata Playlot

66 Good Shepard Speciality Hospital

33 Ithaca Playlot

Community Services

99 William Allen High School Muncipal Services 100 AERC Recycling Solution 101 Allentown Recycling

34 Lumber & Benton Playlot

67 Hispanic American Organization

102 Liberty Recycling

35 Old Fairgrounds Playgrounds

68 Program for Women & Families

103 Republic Services

36 Salisbury Dr Playlot

69 Allentown Rescue Mission

104 LCA - Waste Water Treatment Plant

Source: Lehigh Valley Planning Commision, & Google Maps

26

Allentown | Equity

There is one public library for all of Allentown

COMMUNITY FACILITIES

Figure 20 - Community Facilities

±

56

HANOVER SOUTH WHITEHALL

22

WHITEHALL 987

99

UNION ST

95

ALLENTOWN 22

37

30

TURNER ST

5

HAMILTON ST

92

LINDEN ST

85

PO RT

73

80 74 70

ELM ST

42

102

62

9

71

69

45

98 50

HANOVER AV

10

27

BETHLEHEM

iver hR ig h e

6

104

77

89

64 86 26

29 24

12

101

UNIO N BL

7

94

67

23

43

31

35

72

49

68 113 44

WALNUT ST 79

47

52

91

FRONT ST

81

75

13

L

11

76

60

CHEW ST

54

20 FOURTH ST

OTT ST

41

55

57

88

LIBERTY ST

AIR

78

TILGHMAN ST

4

103

93 SEVENTH ST

87

97

NINTH ST

3

1

145

RD

NINETEENTH ST

LIVINGSTON ST

TILGHMAN ST

14

15 28

ST RSON JEFFE

58

SALISBURY

40 65

83

25

38

21 90 8

39

MAC KB

ST H IG LE H

100

SUS

Police Station

QUE

51

HAN

NA S

Fire Station

T

Hospital Community Services

T

Education

96

FOURTH ST

36

82

34

L

2

LOWER MACUNGIE

DIX ON S

AV PEL CHA

53 48

T WEL FTH S T

16 84

Parks & Rec

18

32

17

Municipal Services Public Library

SALISBURY

29

Highways Roads

19

Railroads

S AV MAU

EM

33

Waterways

46

Parks

§ ¦ ¨ I-78

UPPER SAUCON

0

0.5

1 Miles

Figure X: Community Facilities

Existing Conditions

27

EXISTING CONDITIONS Improving equitable access to high quality education can improve education outcomes, increase economic opportunity, and provide community stability.

Figure 21 - Lehigh Valley School Districts and Performance on state exams

Âą

0

1.75

3.5 Miles

Educational Attainment In Allentown 23% of adults over 25 have less than a high school education, which is almost double to the Lehigh Valley which has 12% of the same population.22

Public Education The majority of Allentown is part of the Allentown City School District, with the exception of part of the West End, which attends the Parkland School District. The quality of the public schools in Allentown is often anecdotally cited as the reason people do not chose to stay and invest in the city. The school district test scores show wide disparities compared to the neighboring Parkland and Bethlehem school districts.

Two traditional, large high public high schools serve the city: William Allen High School and Louis E. Dieruff High School. The high school attendance rate is low at 86%. The mobility rate, which measures students transferring in and out of school at all grade levels, is high at 45.3% due to the high renter population in the city. Low income students make up 85% of the student population.23

Parkland

Allentown

Bethlehem

Pennsylvania System of School Assessment Scores 71% 54% 40% 24%

24% 7%

Below Proficient

Below Basic Source: 2016 Pennsylvania System of School Assessment

28

Allentown | Equity

EDUCATION The Allentown school district has recently come under new leadership. In 2015, an Equity Coordinator position was added to handle sexual harassment, bullying, and gender discrimination issues in the district. In 2017, the Allentown School District hired a new superintendent, Thomas E. Parker. Parker is the first minority superintendent of a district where minorities represent 88% of the student body. Moving from Michigan, Parker has committed to moving his family to Allentown and sending his daughter to an Allentown School District elementary school.24

Alternative Education Allen Public High School

Executive Charter School

Several charter schools are offered as alternative to Allentown Public Schools: Lincoln Leadership Academy, Roberto Clemente Charter School, and Executive Education Academy Charter School. The school district is required to pay a per pupil tuition to charter schools. The tuition payment is much more than the cost saving a district realizes.

In 2015, the Allentown School District opened a third publicly-owned charter school called Building 21.25 The concept for the school was started by people from the Harvard Doctorate of Education Leadership Program. The school is funded in part by the business community. Eight business including Air Products, National Penn Bancshares, and PPL have committed a total of $550,000 per year to the school for the next six years.26

Higher Education

Muhlenburg College

Existing Conditions

Two four-year universities are located within Allentown: Cedar Crest Women’s College and Muhlenburg University. Lehigh University is located in neighboring Bethlehem. Several technical and trade schools serve the Lehigh Valley: Lincoln Technical Institute, McCann School of Business & Technology, Welder Training & Testing Institute, and The Beauty Institute - Schwarzkopf Professional.

29

EXISTING CONDITIONS Equitable access to parks is a critical to building inclusive and healthy communities.

Park Access Allentown’s park system is one of the city’s points of pride. The city has twenty-five parks scattered throughout the city. Their amenities include traditional parks and playlots, and as well as more specialty assets and facilities such as the rose garden and Lil’ Le-Hi Fish Hatchery.

The highest park acreage per capita is located in parts of the city that are adjacent to neighboring municipalities. This shows disparities in tax dollars spent on park maintenance which are then not used, or easily accessible to residents of Allentown. Further, the census tracts in Allentown with the fewest park acres per person are located in the densest and most impoverished parts of the city which raises additional equity concerns regarding access to outdoor recreational areas.

West Park

30

Irving Park

Cedar Creek Park

Allentown | Equity

PARKS Figure 22 - Parks in Allentown

± 22 22

Jordan Park

987

145

Cedar Beach Park

HAMILTON ST

N BL

FRONT ST

CHEW ST

FOURTH ST

UNIO

LIBERTY ST

SEVENTH ST

Trexler Memorial Park

HANOVER AV

UNION ST

Canal Park SUS

Trout Creek Park

QUE

HAN

NA S

T

LE H

IG

H

ST

Little Lehigh Park

29

South Mountain Big Rock Park

Waterways

§ ¦ ¨

Parks

I-78

0

Existing Conditions

0.5

Miles

31

EXISTING CONDITIONS An equitable transportation system offers adequate transportation options so that residents can travel to their destinations safely, comfortably, and conveniently for a reasonable price.

While good jobs, quality education, and helpful ammenities are neccessary for a thriving community, without adequate transportation for all, the distribution of such resources is often inequitable.

An equitable transportation system does not require a personal automobile for each resident, or for each resident to bike to work. This idea relies on a multimodal approach to transportation, emphasizing options and convenience for all.

Figure 21 - Commute Mode Share Carpooled

17% 6% 67%

6% 4%

Transit

8,956 Employed and Live in Allentown

37,321

Live in Allentown and work elsewhere

37,781

Employed in Allentown and live elsewhere

Source: OnTheMap (ACS 2014)

Highways and Expressways

Condition

25 miles of state highway run through Allentown.

This includes sections of Interstate - 78, which was completed in 1989 and directly connects the Lehigh Valley to the New York Metropolitan Area, as well as sections of Pennsylvania Routes 978 and 145. Unlike many cities, there are no highways that cut directly through the city, most run along Allentown’s outer edges.27

Allentown’s 263.5 miles of local streets are paved and maintained by the Allentown Streets Department. In addition, the city contains 133 miles of alleyways. In 2015, the Streets Department filled in over 14,000 potholes.

Local Roads

Major local roads include Hamilton Boulevard, which bisects Downtown and runs from the west of Allentown Walked to the Lehigh River, Hanover Avenue running from the No Commute Lehigh River to Bethlehem, Tilghman Avenue running parallel to the north of Hamilton Boulevard, and Union Biked Boulevard running parallel to the north of Hanover Drove Alone Avenue. Lehigh Avenue connects the southern section of Allentown to its center.

Source: ACS 2015 5-year Estimate

32

Figure 23 - Commute Destinations

Street Amenities Allentown has 195 signaled intersections, and nearly fifty flashing School Warning Devices throughout the city. Additionally, a total of 348 intersections have painted crosswalks. The city has nearly 8,000 streetlights.28

Bridges There are over 900 bridges in the Lehigh Valley, and the average bridge age is 50 years old. As a result, maintenance is often at the forefront of the valley’s transportation planning agenda. In fact, 40% of the Allentown | Equity

Lehigh Valley’s bridges are either structurally deficient or functionally obsolete.

Large projects such as 18.5 million dollars in improvements to the Eighth Street/Albertus L. Meyers Bridge left the route closed to traffic for years before repairs were completed in 2016.29

Travel Time

TRANSPORTATION

With an average commute time of only 24 minutes, Allentown commutes are more than two minutes shorter than the average Pennsylvania commute.30

Travel Destination

Travel Mode Nearly 84% of Allentown workers commute via car, truck, or van, four out of five of whom drive alone.

Less than 6% walked, with a similar number using public transit. Only 0.3% of commuters biked, while approximately 4% worked from home.

More than 80% of commuters living in Allentown travel outside of the city for work, while an approximately even number of workers replace Allentown residents who leave. This may indicate a job/population mismatch within the city, the implications of which are worthy of consideration within our plan. Transportation planning is likely most important at a regional scale for Allentown commuters as more than half work in Lehigh County.31

Commuting: Race & Ethnicity Commuting patterns for Allentown residents vary significantly by race and ethnicity. African Americans and Hispanic or Latinos are six to seven times as likely to commute using public transportation than White Non-Hispanic commuters. Additionally, Non-US Citizens are more than 50% more likely to use public transportation than native-born residents. More than three quarters of Non-Hispanic White commuters commute alone by car, while Hispanic or Latino commuters are 2.5 times more likely to carpool than Non-Hispanic Whites.32

Downtown Allentown on Hamilton Street

Existing Conditions

Steep Topograhy Downtown

This racial and ethnic disparity in transportation usage may be related to multiple factors including location of work, income, and family structure. As one can see, there are some intersections between transportation and racial and ethnic demographics that should be noted moving forward.

33

EXISTING CONDITIONS Cars

Parking

Vehicle ownership has risen consistently within the past decade; however, per the 2015 American Community Survey, nearly 20% of Allentown households did not have access to a vehicle. Since 84% of commuters travel to work by car, truck, or van, it is important to consider the inequities related to car ownership within the city when so many residents rely on cars for their transportation needs.33

The Allentown Parking Authority maintains Allentown’s on-street and off-street parking facilities. The Parking Authority is responsible for six large parking structures within the Downtown area, containing a total of 3,600 spaces. Additionally, the Authority is responsible for 1,330 off-street surface parking spaces, spread across thirty lots throughout the city. Metered onstreet parking in the Downtown area use smart meters that accept both coins and credit and debit cards.

Residential parking permits are available to residents within areas of the city where parking is time-limited or metered for a small annual charge.34

bicycle and pedestrian trails. With the input of 500 community members and the collaboration between government agencies and four consulting groups, the plan illustrates the city’s intention to improve walking and bikeable places throughout the city, while focusing mostly on recreation rather than practical transportation.

The city recently received funding to create a bicycle master plan with a focus on completing trail gaps and connecting trails to existing sidewalks as only 12% of the valley’s trails are connected to a sidewalk network.36

Pedestrian Network In 2016, the Lehigh Valley Transportation Study created an inventory of all sidewalks within the Valley. While the information gathered proves useful in identifying locations for increased connection opportunities, the project did not collect information regarding the condition or level of Americans with Disabilities Act (ADA) compliance.

Large portions of Allentown are connected to the municipality’s sidewalk network totaling 482 miles -the most in the region Allentown’s sidewalks are often obstructed and damaged by large trees and winter weather.35

Bicycle Network Parking Structure Downtown

34

In 2010, the city completed a plan entitled “Connecting our Community” with the goal of connecting the city’s parks and people through

West End Branded Crosswalks

Allentown | Equity

TRANSPORTATION

Public Transportation

Routes and Frequency

Ridership

Allentown is served by Lehigh and Northampton Transportation Authority (LANTA). In 2014, LANTA completed 31.7 million passenger miles through 5.4 million unlinked trips using 70 busses with an average fleet age of 8.6 years (and average bus life expectancy of 12 years). 626 of the system’s nearly 2,500 bus stops, and 131 miles of the system’s 479 miles of bus routes are within Allentown city limits.37

Though LANTA’s bus routes serve large areas of Allentown, the frequency of service is very low, with most routes running every hour, or every half hour during peak demand. High frequency service is usually considered to apply to bus routes with a frequency of 15 minutes or less.38

The average unlinked trip length on the LANTA bus system is approximately 5 miles long. On average, a bus carries less than ten passengers at a time. This is most likely due in part to the system’s infrequent service.39

Pricing Cash fares are $2.00, with a transfer fee of 25 cents.

Riders can purchase monthly and annual passes, as well as buy single trips in bulk. Children and seniors ride for free, while people with disabilities and students pay a $1.00 fare.40

Connectivity While a low bus transfer cost may encourage riders to connect between routes, the low frequency and decreased coverage hours likely discourage connectivity.

LANtaVan LANtaVan provides on-demand transportation services to those living with disabilities. In 2013, the service completed over 420,000 trips.41

84% of Allentown commuters travel by car.

Sharrow Downtown

Existing Conditions

35

EXISTING CONDITIONS Figure 24 - Transportation Facilities and Routes in Allentown

±±

HANOVER SOUTH WHITEHALL

22

WHITEHALL

TILGHMAN ST

PO

RT

145

AIR

LIVINGSTON ST

RD

NINETEENTH ST

987

TURNER ST

UNIO

N BL

FRONT ST

FOURTH ST

OTT ST

CHEW ST

SEVENTH ST

NINTH ST

TILGHMAN ST LIBERTY ST

HANOVER AV

Allentown

LINDEN ST

HAMILTON ST

WALNUT ST

UNION ST

ALLENTOWN

BETHLEHEM

h ig eh

JEFFE

RSON

ST

L

ELM ST

er Riv

SALISBURY

SUS

QUE

HAN

NA S

T

FTH S T T WEL MAC K BL

ST H LE HI G

AV

ST

LANTA Hub

FOURTH ST

LOWER MACUNGIE

PEL

CHA

DIX ON

Highways

Roads SALISBURY

Roads Rail

29

Railroads LANTA Bus Routes

S AV MAU

Waterways Trails

EM

Parks

§ ¦ ¨ I-78

UPPER SAUCON

0

0.5

1 Miles

Source: Lehigh Valley Planning Comission

36

Allentown | Equity

Passenger Rail Allentown and the Lehigh Valley have been without passenger rail service to New York since 1961 and to Philadelphia since 1979 when Amtrak discontinued service on the route. Citing interest by residents, efforts to bring passenger rail back to the Valley are in the works, as officials recognize the demand for such service as more residents are commuting into New York.42

TRANSPORTATION As of now, Norfolk Southern, which owns the railways on which a passenger rail would operate, has not expressed interest in sharing its tracks due to large current track demand.43

Freight Rail The Lehigh Valley contains two Class One railroads, both operated by Norfolk Southern Corporation which also owns The Allentown Classification yard - one of

the major yards in the Norfolk Southern System. While Canadian Pacific Rail operates within the Valley, it does not own any of the tracks.44

Truck Freight Trucking accounts for a majority of freight movement within the Lehigh Valley. Recent studies have indicated that the freight industry is expected to grow, and regional and state freight plans have been put in place to deal with increased freight traffic.45 In order to understand the public health context of Allentown, we must place it within a larger context, specifically, at a state, county, and national level.

Trucking accounts for the majority of freight movement in Lehigh Valley, and is expected to grow.

LantaVan Parked in a Residential Driveway on the East Side

Existing Conditions

37

EXISTING CONDITIONS Achieving equity within communities means interpreting how social factors and individual behaviors intersect with the ability to live a healthy life. Understanding public health and barriers to healthcare access is central to finding equity solutions for Allentown.

43% of Lehigh Valley residents say that they personally know someone who has had an opioid addiction Air Quality In its role as a logistics center, and former industrial hub, air quality issues and pollution are important to address within Allentown, and within Lehigh County.

Fine particulate matter measures air quality, and particulate matter within the air can increase chances of respiratory disease, stroke, and heart disease.

The overall levels are regulated by the Environmental Protection Agency, which requires that Particulates fall at or below 12.0 PM2.5. Lehigh County falls at 11.9 PM2.5, which is just below the national standard, leaving room for improvement in this area.

While this issue will be addressed in greater depth in the housing section, particulate and air quality issues in Allentown extend to problems within the home as well. This manifests itself through the amount of lead paint in the housing stock, as discussed in the housing existing conditions.48

Obesity Obesity and weight are both risk factors and predictors of poor health and susceptibility to other conditions such as heart disease, diabetes, and high blood pressure. They can be the result of poor diet, lack of exercise as well as lack of access to important information on how to mitigate these issues. Lack of access to open space for recreation can also lead to these problems. According to the Centers for Disease Control (CDC), the Lehigh Valley, at 28% falls above the national percentage of adults who are obese.

Further, this problem has been escalating over time, with percentages rising from 24% in 2004 to present.46

Substance Abuse In recent years, the entire state of Pennsylvania has experienced a slew of substance abuse issues, ranging from a heavy opiate epidemic to rising tobacco and excessive alcohol use. Chronic use of substances can lead to exacerbated health issues including many forms of cancer. Further, they can be indicative of larger physical and mental health issues. Lehigh County falls significantly higher than the national percentage of smokers, at approximately 38

Drug-Free Campaign Sign In School Zone

20%, versus the national 18%. Similarly, excessive alcohol use is roughly 18% within Lehigh County.

Perhaps the most daunting statistic is that of opiate use. The opioid epidemic is a political priority for state and local officials. Allentown itself is home to several methadone and detox clinics and other opioid treatment centers.47

20% Smokers Allentown | Equity

Access

PUBLIC HEALTH Figure 25 - Improvement in Access to Primary Care

Overall, access to healthcare within the Lehigh Valley and Lehigh County are improving. Over the past several years, the healthcare institutions within the area have increased amounts of connectivity through access to transportation, language services, insurance assistance services and general education about when and where to see doctors. The area has also seen improved insurance coverage, which is likely a function of increased accessibility through the federal Affordable Care Act, passed in 2010.49

Access to Primary Care (Per 100,000 pop.)

120 110

Rate

100 90 80 70 60

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

Year

Existing Conditions

39

EXISTING CONDITIONS Fair and representative governance is central to promoting equitable distribution of resources and the implementation of policies that support equity.

Allentown’s local government has been the recent topic of conversation in state and local politics, due to a series of scandals initiated by top government officials, and political appointees. The questionable leadership at the helm of city government begs the question as to whether there is fair and ethical representation for the constituents and residents of Allentown. Overwhelmingly, residents of Allentown have become disinterested and disillusioned with their government. Fair representation and equitable distribution of resources begins with government; therefore, it is necessary to look at Allentown’s governmental structure, and its current ethical dilemmas.

Local Governmental Structure Allentown is governed through a “strong-mayor” mayor-council system. The current mayor is Democrat Ed Pawlowski who has been in office since 2006. The Council consists of seven members each of whom are elected to four year terms.50

Local Elections In the city’s November 2013 Municipal Election, less than 10,000 Allentown residents cast their vote in the mayoral election, with Mayor Ed Pawlowski won nearly 62% of the vote, solidifying his third consecutive term.51

Four times as many Allentown residents voted in the 2016 presidential election than in their 2013 municipal elections

National Elections November 2016 General Election - nearly 40,000 Allentown residents cast their vote in the presidential election. Roughly 70% of voters cast their ballots for Hillary Clinton, and less than 28% voted for Donald Trump.52

City Hall Investigation In 2013, the FBI began investigating members of Allentown City Hall for involvement within a pay-toplay scheme that reportedly gave special treatment to businesses that donated to Mayor Pawlowski’s campaign. Specifically, businesses may have been allowed to settle in Allentown’s Neighborhood Improvement Zone based upon their support for elected officials. While Mayor Pawlowski has not yet been indicted, his office is currently under investigation.

In early 2016, the seven-member Allentown City Council voted unanimously for Mayor Pawlowski to step down.53 The mayor disregarded their request as being “...a stunt and a waste of time.” He has since then remained in his position and has begun campaigning for his fourth term.54 Mayor Ed Pawlowski Source: The Morning Call, December 2016

40

Allentown | Equity

GOVERNANCE + CIVIC ENGAGEMENT Civic Engagement is an opportunity for diverse constituencies to take ownership of their communities, shape public discourse, and promote equitable solutions Civic engagement is a basic building block of an equitable city. However, the civic engagement in Allentown could use improvement. As mentioned in the Governance existing conditions, voter turnout is low for both national and local elections. Further, the fragmented civic process has resulted in little community engagement.

respond to the needs of its residents, and difficult for the residents to remain engaged with their government. There currently do not exist appropriate amenities or resources to address community concerns due to significant access issues, such as language barriers and the digital divide. Despite this, the City of Allentown does promote civic engagement through a small number of events such as National Night Out (promoting police and community relations) and Allentown’s Annual “Great Allentown Cleanup.”

Allentown is home to several large private organizations that do a moderate amount of work in the community, but there is significant room for improved community interaction and engagement.

There have been several effective community engagement campaigns, such as the Lehigh Valley Health Network’s “community canvas” which aims

to create collaborations with local students to foster healthy eating and wellness habits.55 Similarly, two local sports teams that make their home in Allentown, The Lehigh Valley Iron Pigs, and the Lehigh Valley Phantoms, do community days, and anti-bullying campaigns, respectively.

Allentown is home to roughly 110 communitybased organizations. Some of these are affiliates of national organizations such as the YMCA, National Council of La Raza, and the Boys and Girls’ Club. Others are local organizations that cater specifically to the unique needs of Allentown. While there is a breadth of issues addressed by many of these organizations, there is a lack of cohesion that manifests itself largely through marginal efficacy of each of these, and entanglement in the bureaucratic problems of Allentown’s city government.

Neighborhood and Civic Groups Currently, the City of Allentown formally recognizes roughly 50 neighborhood and civic groups. These groups range from local main street business associations, to civic groups that handle housing issues, to local garden clubs. While there is a large volume of groups, there is, however a fragmentation and overlap amongst services that these groups fulfil. Further, there is a high degree of variability between group activity, and as well as efficacy of representing residents’ needs to decision-makers.

Public, Private, and Non-Profit Initiatives While the City of Allentown provides certain amenities, like many small cities in the United States, it does not have a strong city resource platform, making it difficult for the government to Existing Conditions

Bilingual Voter Sign Source: The Morning Call

41

SDOC ANALYSIS The following analysis provides a summary of the strengths, deficiencies, opportunities and constraints (SDOC) that are associated with Allentown. The purpose of this SDOC is to provide an opportunity to examine Allentown as it is today, and develop a framework for which to contextualize equity within the city. Strengths and Deficiencies refer to existing conditions within Allentown, which are either helpful or harmful to achieving equity within Allentown. Opportunities are potential improvements that this plan identifies and positive conditions that this plan hopes to build upon. Constraints represent the potential barriers to achieving equity that may impede the realization of goals.

Strengths Allentown’s strengths are the best parts of the city in the present. Whether it be natural resources, location, people, or history, these are the items that the All Around Equity capitalized on to move Allentown closer toward equity.

• • • • • • Mural in the 10th Ward 42

Prime Location for Logistics Industry Abundance of Diverse Cultures Regional Resilience to Environmental Change, and Absence of Natural Disaster Zones Supply of Affordable Land Strong Regional Planning Culture in the Lehigh Valley Allentown | Equity

SDOC ANALYSIS

Deficiencies

Opportunities

Constraints

Allentown’s deficiencies are the items that the Plan aims to address. Deficiencies can include challenges for demographic groups or the city at large. Whether the concern be equity, image, or population-based, this All Around Equity intends to address this deficiencies

Allentown’s opportunities include positive changes that All Around Equity considers for the city’s future. Opportunities consider funding, leadership, and demographic changes at all scales.

Just as All Around Equity capitalizes on the city’s opportunities, it considers constraints to implementation of the proposed strategies. Like opportunities, the constraints include funding, leadership, and demographic changes at all scales.

• • • • •

High Rent Burden Unbalanced Park Distribution Low Quality K-12 Education Perception of Local Political Instability Public Health

• • • •

•

SDOC Analysis

Growing Population New School Leadership Improving Lehigh Valley Economy Designation of the Neighborhood Improvement Zone National Emphasis on Infrastructure Investment

• • • • • •

Changes in Federal Allocation of Funds Immigration Policy Education System Resources Perception of Local Political Instability Lack of Economic Opportunity Cultural Barriers/Education Barriers 43

GOALS + STRATEGIC ACTIONS Based the SDOC analysis, equity definition, and 2030 vision for Allentown, there are seven goals that need to be achieved in order to make the 2030 Vision a reality

Mural in the 10th Ward 44

Allentown | Equity

Goals 1 2 3 4 5 6 7

GOALS + STRATEGIC ACTIONS

Affordable and safe housing is an essential building block of an equitable city. All Around Equity aims to expand healthy, stable, and affordable rental and ownership housing options.

Health is fundamental necessity in an equitable community. All Around Equity aims to ensure equitable health access and outcomes.

Equitable communities should be represented fairly, with the resident’s best interests at heart. All Around Equity aims to increase government transparency accessibility, and accountability.

Strong economy provides enough resources to apply the strategic actions proposed in this plans. All Around Equity aims to enhance economic base of Allentown, including living wage jobs.

To prepare Allentownians for the workforce, All Around Equity aims to improve school quality, student performance, and district perception.

Civic engagement is a basic building block of an equitable city. All Around Equity aims to strengthen community connections and civic identity.

And finally, residents in an equitable Allentown feel empowered. All Around Equity aims to establish Allentown as a place for personal empowerment and creativity to flourish.

The strategic actions are listed under the primary goal that action was established to achieve.

However, since the goals are interconnected each strategic action may help achieve multiple goals. The colored icons on the top of each strategic action page identify all the goals the strategic action will help achieve.

Strategic Actions

45

GOALS + STRATEGIC ACTIONS

Mural in Jordon Heights 46

Allentown | Equity

GOALS + STRATEGIC ACTIONS

1 HOUSING 2 HEALTH

Expand healthy, stable, and affordable rental and ownership housing options Ensure equitable health access and outcomes

3 GOVERNANCE

Increase government transparency accessibility, and accountability

4 ECONOMY

Enhance economic base, including living wage jobs

5

EDUCATION

Improve school quality, student performance, and district perception

6 ENGAGEMENT

Increase civic engagement and strengthen community connections

7

Establish Allentown as a place for personal empowerment and creativity to flourish

EMPOWERMENT

Strategic Actions

47

HOUSING 1.1

Use inclusionary zoning to increase the supply of affordable housing in Allentown, including the Neighborhood Improvement Zone (NIZ)

Partners

Allentown Housing Authority

$

Funders

Development Community

Barriers

Development Community

Time

Immediately Introducing an inclusionary zoning mandate in Allentown would create more mixed income communities and equitable tax-payer funded development in Downtown Allentown. Allentown has recently experienced a surge in development due to the creation of the Neighborhood Improvement Zone (NIZ). The NIZ is a special taxing district formed to spur economic activity in Downtown Allentown. All taxes generated in the NIZ can be used to repay the debt used to finance improvements within the NIZ, with the exceptions of school district and city taxes. As a result of the creation of the NIZ, several affordable housing units were demolished and have not been replaced. The NIZ has been successful at generating several luxury apartments and condo buildings and more are expected. While this policy would be aimed at increasing affordable housing in the NIZ since that 48

$

is where the high-density development is occurring, it would apply to all of Allentown.

Inclusionary zoning in Allentown would require new high-density (greater than 10 units) residential development to have affordable housing set-aside based on area median income (AMI). This inclusionary zoning will apply to both rental and owned units.

Developers and landlords will have the choice of setting aside 10% of units for households earning 40% of AMI, 15% for households earning 60% of AMI, or 20% for households earning 80% of AMI. In order for inclusionary zoning to be effective at creating affordable housing units, it must be a requirement.

However, developers will have the option of paying into a Healhty Housing Upgrade Fund (See Action 1.2). to reduce their set aside to 10% for households earning

50% of AMI. This fund will be used to make low-density existing housing stock safer and healthier places to live.

The largest barrier to this policy will be resistance from the development community. Developers will bear the cost of the program which they will likely pass on to market rate tenants and condo owners.

The City of Allentown will be responsible for enforcing the inclusionary zoning requirements and monitoring compliance. The Allentown Housing Authority will be a key partner in helping administer the program by connecting people who need affordable housing based on AMI with the new affordable units. City Council should implement inclusionary zoning effective immediately so that any future developments include an affordable housing component.

Rendering of residenital development in the NIZ Source: Citycenterlehighvalley.com

Allentown | Equity

HOUSING 1.2

Implement an Existing Housing Improvement Program

Partners

City of Allentown, Rebuilding Together, Corporate Sponsors

$

Funders

Developers, landlords, private donations

Barriers

Development Community

Time

Medium (4-8 years)

All Around Equity proposes that the City of Allentown commission the development of an Existing Housing Improvement Program (EHIP). The EHIP would serve the purpose of connecting households with qualified service contractors that specialize in issues such as lead-based paint remediation, roof repair, and electrical, plumbing & heating system improvements.

The EHIP shall also provide financial subsidy where its internal review board deems appropriate based upon a system of application and award.

The City of Allentown is home to a housing stock with a median age of approximately 65 years as of 2017.2 The age of the housing stock makes it susceptible to issues with lead-based paint, out-data electrical systems, failing roofing systems, and poor fire & lifesafety designs. There is an ongoing body of discussion Strategic Actions

regarding absentee landlords and neglected rental housing throughout Allentown. Neglected properties impose downward pressure on neighboring home values, constrain home resale activity, induce conversion of dwellings from owner-occupied to rental, lead to tenant vacancy and abandonment, and attract criminal elements. Most critically, neglected housing erodes basic housing fundamentals. Vacancy rates among rental and owner-occupied housing across the City of Allentown exceeds 10%; yet rental and homeownership burdens as a percentage of household income exceed 63% and 34% respectively.

Lehigh Valley has a vacancy rate of just 6.6%; the corresponding rental and homeownership burdens as a percentage of household income equate to 56% and 28% respectively.3 Finally, Allentown faces significant constraints on the availability of vacant land as well as the environmental and economic constraints associated with redevelopment throughout the city.

All Around Equity proposes that EHIP be funded by several sources and applied as a tool for operationalizing PA Act 90, the Neighborhood Blight Reclamation and Revitalization Act.4 Developers seeking to execute a new project in the NIZ that does not meet the minimum requirements as established by the City of Allentown shall be required to pay into the fund. Landlords who do not maintain a physical office presence within the City of Allentown shall face a surcharge for the mandatory certificate of occupancy needed to lease rental housing to a tenant. Rental housing that is not occupied by a tenant under a recorded lease agreement for at least 180 days in a calendar year will be subject to inspection, and need to be reclassified as “under construction or

renovation”, or pay into the fund. The City should also seek to partner with Rebuilding Together to host “build days” and solicit corporate sponsorships to support the program.

The head of household for owner-occupied dwellings may apply to the EHIP Fund to secure subsidy to execute the necessary improvements to abate lead-based paint, complete critical structural improvements, and execute other qualified systems upgrades to their dwelling unit. Landlords may also apply to the EHIP Fund provided that at least 50% of the head of households for their occupied dwelling units rented under a recorded lease agreement endorse the application with said tenant’s signature.

The subsidies administered by the fund would be repaid over a period of 10 – 15 years through an incremental real property tax that is tied to the anticipated improvement in property values associated with the completed renovation(s) and/or upgrade(s).

Rebuilding Together Philadelphia Source: rebuildingphilly.org

49

HOUSING 1.3

Increase rental housing regulation and oversight over landlords

Partners

City of Allentown Allentown Tenant Association

$

Funders Taxpayers

Barriers

City budget Resistance from landlords

Time

10 years Increased inspections and higher penalties are needed in Allentown to improve the living conditions of rental units in Allentown. Rental inspections are done every five years, resulting in inadequate oversight of landlords. In the current situation, landlords do not feel pressure to maintain properties that are compliant with code. As a result, Allentownians have to pay high prices for substandard living conditions.

To handle this change, the City of Allentown needs to increase the size of the Residential Property Inspections staff so that the rental property inspections cycle increase from every 5 years to every 18 months. In addition to more frequent inspections, the city should increase penalties for landlords who do not maintain healthy, livable properties that are 50

$

up to code. Landlords found renting apartments with code violations should fully address the problem within 30 days. Landlords claiming a hardship can apply use funds from the housing upgrade fund established as part of Action 1.1. If the problem is not addressed within 45 days the landlord will be subject to fines based on the severity of the repair needed. If the problem is still not addressed by the landlord, the property will be repossessed by the city and the landlord’s license will be revoked. If the property is condemned, the landlord will be required to pay to relocate the tenants. The city will either use the property for the shared equity homeownership program (See Action 1.4) or sell the property to a licensed landlord at the appraised value less the cost of estimated repaired needed to bring the property up to code. As an incentive to keep properties compliant with city code, landlords who are able to pass three inspections without code violations can have the inspection cycle for that property increased from 18 months to three years.

The most significant expense of this proposal is hiring more staff to enable the Residential Property Inspections department to complete more inspections.

The Residential Property Inspections department will be responsible to implementing the program. The Allentown Tenant Association will also be a partner by serving as an intermediary between tenants and the Inspection department by helping tenants understand their rights and serve as a watchdog over problem landlords. In addition to funding additional inspectors,

Blighted property in Allentown Source: Facebook - Allentown Tenants Association

landlords are likely to oppose this proposal. The program should be implemented immediately and will likely take ten years to start having an significant impact on the housing quality in Allentown.

Allentown | Equity

HOUSING 1.4

Increase the supply of affordable housing

Partners

City of Allentown Allentown Housing Authority

$

Funders Taxpayers

Barriers Funding

Time

Long term 2030 Allentown’s high poverty rate and high rent are deeply interconnected, and are significant barriers to equity. While Allentown should work with developers to make use of low-income housing tax credits and community development block grants as available, federal and state funding for affordable housing are not currently meeting the needs of Allentownians. In the absence of sufficient federal support for affordable housing, housing vouchers will reduce the rent burden and allow families to live in higher quality housing.

Vouchers will also motivate landlords to make sure their properties are up to code because only licensed landlords who maintain properties compliance with city code will be able to accept vouchers (see Action 1.3).

Strategic Actions

All Around Equity proposes that Allentown implement its own voucher program to reduce the rent burden on low-income households. The vouchers would reduce the rent burden by funding the gap between average rents in Allentown based on the unit size needed by the household and 30% household income. This policy will only be successful if the vouchers are required to be universally accepted throughout Allentown.

The Allentown Housing Authority will be the program administrator since the agency already has experience administering the federally funded Housing Choice Voucher Program. The City’s Residential Property Inspections department will also be a critical partner in ensure that units that are received vouchers are compliance with the Property Rehabilitation and Maintenance Code. The voucher program will be a taxpayer-funded part of the city budget. One of the most significant barriers of this strategic action will be funding, since tax increases are politically unpopular. A small voucher program should be implemented as part of the next fiscal budget and should be scaled up over significantly over the year so that in 2030 no family in Allentown is paying more than 30% of their income in rent.

Apartments for Rent in the NIZ

51

HOUSING 1.5

Establish a shared equity homeownership program for low to moderate income households

Partners

Lehigh Valley Community Land Trust Neighborhood Housing Services LV

$

Funders Barriers

Obtaining properties

Allentown can gain access to housing stock to put into the program through sales opportunity such as sheriff sales or repossessed properties condemned by the Residential Properties Inspection department.

The Lehigh Valley Community Land Trust (LVCLT) would be the main partner and administrator of this program.

The LVCLT has already established itself as an organization committed to strengthening permanent affordable housing for income-qualified residents of

the Lehigh Valley. The LVCLT either builds or renovates homes. Given the state of current housing stock and the lack of vacant land in Allentown, the main focus of the program would be renovation. Local financial institutions will also be an important partner in providing the financing that enable low-to-moderate income families to purchase home. The largest barrier in this proposal is obtaining and renovating housing stock, thus the time expected for this program to generate a significant amount of affordable ownership opportunities is four to eight years.

Time

Medium (4-8 years) Allentown is a majority renter city which results in instability in the school system, a lack of investment in neighborhoods and housing stock, and inhibits the ability to develop social capital. Low incomes and low-quality housing stock are two barriers to homeownership for a large portion of Allentownians.

A shared equity homeownership program can be used to increase homeownership opportunity for low-tomoderate income households.

Shared equity homeownership is an affordable housing choice that falls between renting and conventional homeownership. An entity committed to maintaining housing affordability, such as a land trust, maintains ownership of the land the house is on while the homeowner owns the building. The City of 52

Allentown Residents Source: UpsideAllentown.com

Allentown | Equity

HOUSING

$

1.6

Continue to support and expand the Live Near Your Work program

Partners

Allentown employers, current Live Neat Your Work homeowners, banks

$

Funders

Allentown employers

The Live Near Your Work program will continue to be supported by DACDI and Neighborhood Housing Services of the Lehigh Valley. In order to make the program more successful one of the most important partners will be the six people who have already participated in the program. Program partners should work to ensure that the families who have already started the program have a successful experience,

take suggestions about how the program can be improved, and incentivize the program participants to encourage other people to sign up for the program.

It is also imperative that more employers are encouraged to participate in the program

Barriers

Quality and perceptions of the Allentown School District

Time

Immediately The Downtown Allentown Community Development Initiative (DACDI) recently implemented an employerassisted housing program called Live Near Your Work.

The program helps Allentown-based employees of participating companies buy a house within walking distance of their workplace. One of the biggest barriers to the program’s success is the perception of the Allentown Public School system; homeowners hesitate to invest in Allentown because of the school system quality and perception. Thus, it is anticipated that the effect of the Education strategic actions in All Around Equity will assist the efficacy of the Live Near Your Work program. Many additional educational concerns will be addressed in this plan in Action 5.2.

Mitch Hanna, events and marketing manager for the City Center Lehigh Valley investment group, bought his first home through the Live Near Your Work program Source: The Morning Call

Strategic Actions

53

HEALTH 2.1

Establish a Healthy Corner Store initiative to bring fresh foods into existing bodegas

Partners

Lehigh Valley Bureau of Agricultural Land Preservation, Bodegas

$

Funders

Lehigh Valley Community Garden Plots, Local Health Corporations

Barriers

Community interest, initial funding

Time

in Richmond, VA that currently supplies fresh foods in nearly 20 corner stores throughout the city.7 Instead of paying a fee to use a garden plot for the year, residents will have the option of volunteering their time to the garden to grow additional produce. This produce will be sold to existing bodegas at lower-than-market prices. Bodegas will be loaned a refrigerator to store their produce if they agree to use it only for produce.

Any leftover produce will be bought back from the bodegas at the same price, leaving no risk for the stores to carry fresh foods. Allentown would benefit from this system because it infuses healthy options into existing stores that already serve important purposes and cultural identities for the city.

System in place by Summer 2018

Lehigh Valley’s obesity rate stands at 28%, higher than the national average.5 Further, Allentown’s health outcomes are more precarious as social factors such as poverty and educational attainment are lower than the county average. Additionally, while the city has multiple grocery stores (Wegmans, Aldi, and Stop and Shop) to name a few, most food stores in Downtown are “bodegas,” commonly known in other areas as corner stores.

All Around Equity proposes that a collaborative initiative between Lehigh Valley Community Garden Plots (organized by the valley’s Bureau of Agricultural Land Preservation), the Allentown Health Bureau, and current Allentown bodegas. The initiative is modeled after Tricycle Garden’s Healthy Corner Store6 initiative 54

Lehigh Valley Community Garden Plots will head this initiative. The first steps in this process include conversations with bodega owners and community members to see what they would most enjoy from this system. Initial funding, including refrigerators, gardening supplies, and outreach materials will be

funded in part by community partners, specifically those in the healthcare industry such as Lehigh Valley Health Network. Continuous funding will be relatively low due to volunteers and low material costs.

The Lehigh Valley Community Garden Plots group will support continuous funding with help from the Allentown Health Bureau.

Barriers to the implementation of this strategy include the ability to collaborate with store owners, funding (especially for initial costs), and volunteer interest in donating their time instead of their money to the system. During the fall of 2017, interested community leaders and volunteers will begin outreach to community members and bodega owners in order to gain knowledge about the specific needs and interests of the communities. Funding through both bureaus and private partners should be secured by January 2018. By the summer of 2018, the system should be completely in place, and fresh produce will be available in bodegas within the city.

Fresh produce section in a corner store Source: Gorge Grown Food Network

Allentown | Equity

HEALTH

$

2.2

Implement lead testing and abatement program

Partners

Centers for Disease Control and Prevention

$

Funders

Centers for Disease Control and Prevention, Allentown Health Dept.

Barriers

Funding, long timeline

Time

All children in Allentown will have “safe� lead levels by 2031

In 2015, one in four Allentown children under the age of 7 had elevated blood lead levels.8 This prompted the U.S. Department of Housing and Urban Development to grant enough money to remove lead from 45 homes in the city at an average price of $15,000 per home.9 With approximately 9,000 children under 6 in the city, this computes to nearly 2,000 with elevated lead blood levels. The city needs to do more to ensure that these children do not suffer the consequences of lead poisoning, such as brain damage, slowed growth and development, and learning and behavior issues.10

Allentown Health Bureau will sponsor free blood lead level testing for all children under 6 years old who live in a home built before 1978. The city will Strategic Actions

allocate funds to as many homes as possible to offer lead abatement to those in need. The Health Bureau will partner with national and state-level health agencies such as the Centers for Disease Control and Prevention to fund blood testing and housing improvements. Funding will present a large barrier to lead abatement in Allentown, as the issue is so prolific.

As the extent of unsafe levels of lead in Allentown has gained national attention within the past few years, the city should continue to capitalize on the attention toward this issue. Lead tests should be available to all Allentown children as soon as possible, and designated funding due to the nature of this issue as a public health emergency. Funding for lead abatement should ideally follow within the next 12 months, and should continue until the goal of complete abatement is complete. At a rate of 100 homes per year and 1.5 children per home, this strategy should be complete by 2031.

Home unsafe for human habitation due to lead Source: Mohave Environmental

Children with unsafe blood lead levels: Flint, MI - 1 in 33 Washington DC - 1 in 66

Allentown - 1 in 4 55

HEALTH 2.3

Allocate 10% of all Neighborhood Improvement Zone revenue toward city-sponsored health initiatives or insurance

Partners

NIZ businesses, City Budget Office, Pennsylvania Legislature

$

Funders

Neighborhood Improvement Zone Businesses

Barriers

Funding, corporate cooporation, state legislature related to the NIZ

While the Lehigh Valley is home to many hospitals and health care providers, being able to afford comprehensive and preventative care is beyond the means of many Allentown residents. To provide all Allentown citizens access to the robust health resources in the Lehigh Valley, Allentown will follow the lead of cities such as San Francisco who provide citysponsored health coverage to low income residents,11 as well as city-wide health initiatives such as health screenings and health education. With the state of the current national dialogue on healthcare, cities such as Allentown cannot afford to wait for comprehensive and affordable health coverage.

Time

Program implemented by 2022

City of San Francison health insurance card Source: New York Times

56

Allentown Health Bureau will spearhead this initiative, collaborating with the city budget office and state lawmakers. Funding will come from NIZ revenue, requiring legislation allowing the NIZ to operate to be amended to direct funds to the HAF (Healthy Allentown Fund). To fund this system, which is estimated to cover 5-10% of Allentown’s residents with health coverage per year, the system will require approximately 10% of all NIZ revenue. While the NIZ will continue to be a source of income for HAF for years to come, it is not a permanent solution. If a national single-payer healthcare system is not established during HAF, tapping into additional funding from employers outside of the NIZ will be necessary. While health programming can be almost immediately bolstered, Allentown’s health insurance system will take multiple years to implement due to state legislation barriers and system planning. Residents should be able to sign up for the program by 2022.

Allentown’s Neighborhood Improvement Zone generated $66.1 million in tax revenue in 2015 Source: Morning Call

Allentown | Equity

HEALTH

$

2.4

Require equity policies within upcoming Bike Master Plan

Partners

Allentown Planning Department

$

Funders

No additional funding necessary

Barriers

Lack of community support from non-prioritized areas

All Around Equity suggests that the Allentown Planning Department work to prioritize areas with high unemployment, high percentage of non-white populations,12 high crash rates, and areas near employment to implement bicycle infrastructure. Using a scoring system like the parks equity scoring system, areas within the city that meet the most of the above criteria will be prioritized for bicycle infrastructure.

Public input will also be considered, however it will be weighed keeping in mind that those who show up for community meetings are often not those who need such infrastructure the most.

The Allentown Planning Department should spearhead the implementation of a master plan with an equity lens, and partner with community groups. This strategy alone will not increase necessary funding for an Allentown bike system. Barriers to implementation will mostly come from the recreational bicycling community who the city might rely on to push the Plan through to implementation without necessary equity consideration. The equity lens should be immediately applied to the Plan at its initial stages, and should be utilized throughout implementation and subsequent plans.

Time

Equity lens should be used immediately

While Allentown is part of Lehigh and Northampton Transportation Association (LANTA), the regional transit network, and has a relatively comprehensive sidewalk network, bicycle infrastructure is nearly nonexistent in Allentown besides a few off-street recreational paths and trails. The lack of bicycle infrastructure in a city with dispersed commercial areas and low frequency bus service create barriers to those who do not own a car. The city is at a pivotal point in its bicycle planning, as it has a Bike Master Plan in the works. The city will have an opportunity to provide new infrastructure investment not just to those who ask for it, but to those who need it the most (for travel rather than leisure).

Allentown Commute Community Bike Works Source: www.communitybikeworks.org

Strategic Actions

57

HEALTH 2.5

$

Prioritize strategic creation and maintenance of accessible neighborhood-scale parks

Partners

Figure 26 - Park Area Per Resident

±

Allentown Parks Department

Funders

987

No additional funding necessary

145

UNIO

Lack of community support from non-prioritized areas

CHEW ST

HAMILTON ST

Time

N BL

FRONT ST

LIBERTY ST

FOURTH ST

Barriers

SEVENTH ST

$

22 22

HANOVER AV

UNION ST

Park budgeting should use this scoring system by 2019.

SUS

QUE

58

NA S

T

H

ST

Park Area (square feet) per Resident

H

IG

0 - 10

LE

Lehigh County residents have a higher adult obesity rate (28%) than the national average, and other health problems plague communities. Studies including one focusing on New York City’s open spaces found that not only were places to exercise associated with health outcomes, but there were racial and ethnic disparities to access to such places.14 These disparities can be seen in Allentown as well. Park area per resident varies tremendously from one area of the city to the other. Lower-income central and northern areas of the city with barely any open spaces (some tracts have zero parkland, others have 10 square feet per person), and more affluent areas such as the West End with over 100 times as much park area per person. The

HAN

11 - 100 101 - 200

29

201 - 500 501 - 7,541

§ ¦ ¨ I-78

Waterways Parks

Source: Lehigh Valley Regional Planning Commission

Allentown | Equity

HEALTH West End and outer edges of the city have far more high-quality park areas, while the Downtown barely has any designated park land, and of what does exist, it is often low quality.

All Around Equity proposes that the Allentown Parks Department utilize a prioritization system that places new parks and important park funding within areas with high poverty, high youth population, high crime, and low park area per resident. The parks department will be required to dedicate double the amount of funds into these areas of the city than they currently do, until the area no longer qualifies under the scoring

system. This will provide quality and varied open spaces for all residents to socialize, exercise, play, and enjoy their city.13 All Around Equity recommends that the Allentown Parks Department create a department-specific equity plan that will consider parks as a commodity that should be prioritized for those who need them the most. The department will partner with the zoning office and neighborhood groups to identify potential areas for new public open space, and to improve upon already-existing parks. Funding will not spike in this plan, as some of the revenue put towards parks in

Open Space Priority Scoring System: Poverty Rate > 25% Youth Population > 25% Higher than average Crime Lower than average park area per resident Areas with 3 or more points must receive double the funds as before

Residents strolling through West Park in Allentown

Strategic Actions

other areas of the city will be diverted to the areas that are most in need. However, this system might encourage all city residents to support increasing the parks budget to maintain the city’s parks during this prioritization period. Barriers to implementation will most likely come largely from residents of areas that are not prioritized and who will likely receive less funding. However, many neighborhood groups are already contributing to park maintenance today and may be able to increase their involvement. This system is easily implementable and should be used as a budgeting determinant by 2019 until there are no parts of the city that qualify under the scoring system.

59

GOVERNANCE 3.1

Establish an Office of Integrity focused on transparency, ethics, responsiveness, and prevention (T.E.R.P.)

Partners

State Ethics Commission Local Allentown Civic Leaders

$

Funders

City Funding

Barriers

Current Municipal Administration City Budget

Time

4 years

Allentown City Council Source: City of Allentown

60

$

Recent political upheaval and an FBI investigation surrounding the current mayoral administration have suggested the need for reform within city government.

Negative perceptions of government has led to a lack of trust and participation in the city planning process, lack of interest and involvement, and lack of fair representation within city politics. These conditions suggest a strong need for intervention to promote ethics, and uphold the public’s trust by making sure that the city operates with integrity and fairness through means that are not influenced by conflicts of interest, or political affiliation.

All Around Equity suggests the creation of a city-level Office of Integrity, which will center its mission around upholding the tenets of Transparency, Ethics, Responsiveness, and Prevention (T.E.R.P.) within city government. This policy is modeled loosely off of Philadelphia’s “IntegrityWorks,” which was established

by Mayor Michael Nutter in 2008.15 A chief integrity officer would oversee the department, appointed by a joint committee of political leaders, civic leaders, and members of the Pennsylvania State Ethics Commission. The primary function of the office will be to create a compliance program for all departments within city government, the activities of which will be monitored on and reported on public record bi-annually. Additional roles of the department will include the sponsoring and education and communication of ethics.

This strategic action will be primarily facilitated through partnership with the Allentown City Government, the Pennsylvania State Ethics Commission, and local civic leaders. This effort will also be supported

by digital efforts of the Allentown city government to create a comprehensive OpenData system (Action 3.2) that will allow for more transparent communication and compilation of public records. The efficacy of this program will be measured through a medium-length timeframe (4-8 years), to correspond with a full mayoral administration cycle that is free of incident.

The T.E.R.P. framework is based on Philadelphia’s “IntegrityWorks” created in 2008 Allentown | Equity

GOVERNANCE 3.2

Facilitate the creation and maintenance of OpenData Allentown

Partners

Girl Develop It - Lehigh Valley

$

Funders

Independent Grants

Barriers

City Budget Ongoing Maintenance

Time

4 years

GirlDevelopIt Code and Coffee in Lehigh Valley Source: GirlDevelopIt

Strategic Actions

OpenData Allentown will allow for increased government transparency and accountability Allentown has two primary issues concerning access to public records within the city. The first is the overall scope of what is available. While there does exist an “Open Data” platform, there is not a wide range of available information. Further, given Allentown’s historic and current issues regarding government transparency, access to more government public records should be a priority to maintain an ethical standard within the city. The second is maintenance, while Open Data does exist in the city, the files are out of date, and current records are not updated in a timely manner.

We propose the full creation and maintenance of a comprehensive “OpenData Allentown” platform. The program would allow for government records to be compiled in an organized manner and available for public viewing. Further, the types of information that will be consolidated will allow for mapping and analysis of data to ensure the most efficient delegation of city resources, as well as gaps in civic engagement and possible barriers to technology access. The types of information will include, but not be limited to community information, education/youth/family,

government finances, GIS and Mapping, housing and development, public health, public safety, and elections.

The project will be facilitated by a new department of New Urban Mechanics which will absorb the current IT operations. The creation and maintenance of the actual platform would rely on partnerships with local institutions such as Girl Develop It, a non-profit work development program that centers on teaching women how to code, as well as computer science programs from local institutions (such as Lehigh University and Muhlenberg College). All Around Equity anticipates this initiative to take within the medium-length time-frame (4-8 years).

61

ECONOMY 4.1

Establish a skill training program partnered with community-based organizations, unions, and community colleges

Partners

Allentown School District, Lehigh Carbon Community College (LCCC)

$

Funders

PA Office of Vocational Rehabilitation

Barriers

It takes some time to prepare and start the program

Time

As Allentown has high numbers of non-native English speakers as well as a high degree of second generation immigrants, Allentown would benefit from helping non-English speaking Allentownians learn English.

Further it would benefit in supporting those without a high school diploma receive a general equivalency diploma (GED) and also provide specialized training course through local hiring programs. Doing so may help reduce barriers to workforce equity and eliminate known disparities at the city, strengthen local leadership and help develop the skills of those who have dropped out of school or lack basic reading, writing, and math skills, and link them to additional training and careers.

Allentown School District (ASD) should lead this program. There is currently a PA CareerLink Lehigh Valley’s On-the-Job Training (OJT) Program however this program neglects those whom are not actively employed.

Lehigh Carbon Community College (LCCC), and other community-based organizations should cooperate to build a skill training program. PA Office of Vocational Rehabilitation (OVR) grants funding to skill training programs, but it takes some time to prepare and start the program. We propose that it should come into service no later than 2020.

10 years

Skill Traning Program Source: Metro Beauty Academy, Allentown

62

Skill training program should cover at least half of total neighborhood by 2030 Allentown | Equity

ECONOMY 4.2

Rebuild public infrastructure

Partners

LANTA (Lehigh and Northampton Transportation Authority)

$

Funders

Public or private investors

Barriers

Requires ample time to research, plan and construct

Time

10 years

Currently, Allentown’s infrastructure is tremendously disinvested. Old gas lines, stormwater systems and sidewalks are in need of repair the existing wear on infrastructure also poses problems for Allentown as a logistics hub, providing a barrier to current operation as well as future investment. The need for an infrastructure upgrade poses a unique opportunity for Allentown to invest in its future by creating jobs that improves its physical landscape.

All Around Equity proposes that the city target infrastructure jobs and projects to the people and communities most in need, and choose infrastructure projects that maximize job opportunities. This will allow for improved conditions in underinvested communities, create opportunities for local- and minority-owned businesses along the infrastructure supply chain,

as well as develop more sustainable and reliable funding streams to support the building, maintenance, and operation of its infrastructure. Currently, the unemployment rate is high, the average income is low and public transportation and infrastructure are obsolete and inconvenient.

LANTA would work with a variety of public or private entities including Pennsylvania Infrastructure Investment Authority (PennVEST), The Pennsylvania Infrastructure Bank (PIB), and Commonwealth Financing Authority (CFA) to renew the public infrastructures in Allentown, especially transportation infrastructures. All Around Equity aims to build a good public-private relationship to get funding from both sectors. The main concern is that it needs much time to research, plan and construct. It is a long-term action that keeps rolling into the next decade.

Obsolete Tracks in Allentown Source: Morning Call

Strategic Actions

63

ECONOMY 4.3

Adopt city-wide employee performance management

Partners

Community and Economic Development of Allentown

$

Funders

Government grants

Instituting a performance assessment system may help reduce the impact of personal bias on employment decisions. This platform strategy is critical lto removing historical and institutional barriers in the workplace and promoting the creation of a municipal workforce that is more representative Allentown’s demographic composition.

The city will operate with local IT companies to build the dataset. The main barrier is that it is hard to track the data and some employees may refuse to provide enough information because they deem it an invasion of privacy.

Barriers

Some employees may refuse to provide enough information

Time

2 years

This policy is targeted at resolving the disproportionately low rate of hiring and retention of minorities in city jobs. In 2015, the unemployment rate of Black or African American is 19.9% and that of Hispanic or Latino is 17.5%. However, the rate of White alone is only 11.3%.16 This strategic action has a compounded effect with OpenData Allentown (Action 5.2) and proposed hotline to multi-platform government reporting system-Allentown Connect (Action 6.1). Therefore, they should be considered together. Specifically for this action, Community and Economic Development of Allentown should take leadership.

Construction workers in Allentown Source: Newsworks.org

64

Allentown | Equity

ECONOMY 4.4

Promote locally targeted and inclusive hiring

Partners

The Office of Human Resources

$

Funders

Government grants

Barriers

Some companies may refuse to hire local residents

Time

10 years

40% of Allentown residents work in Allentown by 2030 Strategic Actions

Allentown has a growing population, with a 1.1% average annual growth rate in the last 10 years. This results in hot job demands as well. However, 80% of workers are intra-city commuters, which leads to higher than necessary transportation expenses and commute times. Meanwhile, the education and health care industry remains the largest employment sector.

Its tax-exempt status facilitates the implementation of All Around Equity. The shrinking IT industry and professional services industry also call for more investment and attention to human capital.

All Around Equity proposes that the Office of Human Resources (OHR) should set clear benchmarks with percentage goals for hiring locally. OHR should develop clearly-stated inclusive hiring practices at all levels of the institution, focus on hiring women and minorities. It would be beneficial to also incentivize human resource managers to hire local applicants through reward programs. It also aims to target local recruitment through direct community outreach and engagement and build strong community connections.

Allentown can also fulfil its workforce needs with limited additional expenditures by pairing employment opportunities with job skills training and support programs. Hiring from within the community also reduces commute times. Developing inclusive hiring practices that target women and minorities further aligns human resource practices with community goals.

Lehigh Valley Health Network

employment sector in Allentown. This action should also be combined with skill training program (Action 4.1) to provide enough qualified workers for those employees.

The main barriers to implementation are that some companies may refuse to hire local residents. This program should be initiated within the healthcare and education industries because it represents the largest 65

EDUCATION 5.1

Expand local municipal revenue to invest in educational enhancements

Partners

Allentown School District, Lehigh County Commissioner, City Council

$

Funders

Allentown Property Owners; Local Employees; & Lehigh County

Barriers

Property Owerner Opposition & Competing Budget Priorities

Time

1 - 3 Years

All Around Equity proposes to enhance the revenue streams that provide funds necessary to operate the Allentown School District (ASD). This will involve a multi-pronged effort to optimize monetization of un-tapped value in local real estate, business activity, and consumption. The need for this strategic action comes from from the failing performance of the ASD, the deterioration of Allentown’s aging housing stock, and the negative feedback loop that each of these factors impose on the other. However, the application of sound economic principle will enable the residents of Allentown to address both issues by adopting measures to expand the local revenue that finance the ASD. The sources of revenue to ASD include debt, federal, state, and local funding. Seeking additional debt is unwise given the existing constraints on Allentown’s economy. Federal and State sources of funding are subject to political issues and as such, should not serve as the sole or primary source of funding.

Therefore, All Around Equity seeks to fund Allentown School District through local measures. A collection of taxes on real property, earned income, city residents and local services comprise the direct revenue sources for ASD. Furthermore, coordinated efforts between the Mayor of Allentown, City Council of Allentown, Allentown Finance Director, Lehigh County Commissioners, and the Superintendent of Allentown School District shall empower the residents to direct increased funding towards the Allentown School District amending real property assessments and earned income levies.

Real property taxes are established by multiplying assessed property values (market value of non-exempt real estate) by a millage rate. These millage rates are comprised of three components or fractions that direct revenues to Lehigh County, the City of Allentown, and Allentown School District. These millage rates have declined by a combined 7.0 points from 2012 to 2017.17 To amplify this challenge, the Pennsylvania State legislature is contemplating a state-wide elimination of the school district assessments on real property. Instead, school districts across Pennsylvania will need to obtain substitute funding from state, county, and city-government appropriations. To protect these vital resources for childhood education, Allentown’s residents would be well-served by

Figure 25 - Allentown School District Statistics Enrollment

17,637

16,239

-7.9%

Low Income

87.8%

91.4%

3.6%

Federal Grant $

$42.6 MM

$16.6 MM

-61.1%

Federal Grant #

20

10

-50.0%

Federal $ / Pupil

$2,415

$1,020

-57.8%

Allentown School Board member Joanne Jackson Source: Express-Times Photo | Colin Mcevoy

66

Allentown | Equity

EDUCATION Figure 27 - Commissioner Districts

Figure 28 - Allentown School District Fiscal History (all numbers in 000s) Academic Year

Local Revenue

State Revenue

Federal Revenue

Total Revenue

Total Budget

Budget Shortfall

Debt Balance

'93 - '94

$57,831

$34,253

$5,655

$97,739

$98,515

($776)

$31,575

'94 - '95

$63,172

$36,538

$5,088

$104,798

$101,773

$3,025

$29,865

'95 - '96

$63,157

$36,900

$6,114

$106,171

$98,308

$7,863

$30,715

'96 - '97

$62,795

$39,701

$6,711

$109,207

$105,403

$3,804

$26,179

'97 - '98

$62,303

$39,435

$5,918

$107,656

$107,538

$118

$34,116

'98 - '99

$62,609

$39,806

$6,904

$109,319

$109,436

($117)

$27,062

'99 - '00

$63,062

$41,189

$8,037

$112,288

$114,062

($1,774)

$24,603

'00 - '01

$64,947

$42,332

$8,944

$116,223

$119,306

($3,083)

$41,870

'01 - '02

$64,292

$43,961

$9,323

$117,576

$124,550

($6,974)

$38,823

'02 - '03

$66,232

$50,022

$11,470

$127,724

$130,604

($2,880)

$38,663

'03 - '04

$68,736

$52,352

$9,842

$130,930

$131,219

($289)

$55,878

comprehensive expansion of Lehigh County and City of Allentown assessments on real property paired with a long-term appropriations mechanism through the city and county budgets.

'04 - '05

$74,628

$56,102

$14,787

$145,517

$151,356

($5,839)

$53,579

'05 - '06

$78,952

$64,627

$18,422

$162,001

$162,693

($692)

$50,699

'06 - '07

$82,456

$70,162

$18,921

$171,539

$171,281

$258

$47,220

'07 - '08

$83,406

$82,286

$20,503

$186,195

$175,134

$11,061

$45,072

Act 50 of 1998 as well as Act 1, Special Session 1, of 2006 empowers the Office of the Mayor and City Council to increase the earned income levy and direct additional funding towards ASD.18 With over 80% of local employees residing beyond the boundaries of the City of Allentown, there is an opportunity be leverage resident and voter political support to pass a measure to obtain a more equitable stream of revenue from non-resident employees in the region.

'08 - '09

$81,750

$92,848

$23,972

$198,570

$199,559

($989)

$81,208

'09 - '10

$71,647

$115,070

$21,877

$208,594

$257,105

($48,511)

$149,751

'10 - '11

$74,545

$113,694

$29,346

$217,585

$267,186

($49,601)

$167,565

'11 - '12

$77,134

$113,965

$42,793

$233,892

$253,127

($19,235)

$195,636

'12 - '13

$79,615

$121,433

$32,102

$233,150

$236,823

($3,673)

$201,540

'13 - '14

$81,743

$127,829

$32,490

$242,062

$272,977

($30,915)

$197,385

'14 - '15

$89,046

$140,152

$28,140

$257,338

$244,942

$12,396

N/A

Strategic Actions

67

EDUCATION Expand supplemental academic programming and support services for Lehigh Career & Technical Institute (LCTI) students

5.2

Partners

Allentown School District Lehigh Career & Technical Institute

$

Funders

ASD; Lehigh County; and State of Pennsylvania

Barriers

Coordination Among 10 Member School Districts

Time

2 - 5 Years

Lehigh Career & Technical Institute Facility Source: Breslin Ridyard Fadero Architects

68

The career and technical education offered through LCTI is a vital compliment to the traditional academic studies that offers students an opportunity to develop trade skills that are directly transferable to the job market. Examples of such classes and skills include auto technology, carpentry, culinary arts, health occupations, plumbing and heating, supply chain management & logistics technology, and drafting/ computer aided design. This form of skill development is particularly critical for ASD’s high school students given their weak performance on college admission exams such as the SAT and ACT. During the 2015 – 2016 academic year, 1,327 students (36.9% of ASD’s total high school-enrollment) held joint enrollment at their local high school and a career or technical program at LCTI. High school students from ASD constitute 49.2% of total enrollment at LCTI’s high school. More importantly, nearly 76% of students participating in programing at LCTI are categorized as Special Education Students.19 Finally, the LCTI campus is located just 10 miles northwest of Allentown in Schnecksville, PA. As a sponsor institution of LCTI, the Allentown School District is responsible for contributing to LCTI’s operating budget and has material input in how the LCTI program is administered. As of the 2013 – 2014 academic year, ASD was responsible for contributing nearly $6.7 million of LCTI’s 15.2 million budget for the academic year. The ASD School Board should modify their framework of the program to ensure that its member students have access to remedial classes in mathematics, science, and reading.

Such a shift in the framework may take the form of requiring ASD students to transfer to half-day participation in the LCTI programing so that they can receive the necessary instruction in core subjects at their home institution. Further, the pending LCTI does not issue a high school diploma or equivalent. Instead, students must graduate from their partner institution or high school. As a result, students must meet the graduation standards imposed on public high schools across the state of PA which includes the pending legislation to require proficiency in Algebra 1, Biology, and Literature & Composition.

Students from Allentown School District comprise 49.2% of total enrollement at LCTI High School Allentown | Equity

EDUCATION An alternative to the program’s structure could include the creation of prep courses for students in grades 6, 7, and 8. These classes will equip the students with necessary base of written communication, verbal communication, math skills and scientific knowledge to receive instruction in their respective trade. This will also introduce students and their parents to the opportunities at LCTI while the student is in the 5th grade rather than the current norm of 8th & 9th grade introductions to the program.

Figure 29 - 2016 Median College Entrance Exam Performance

Student receiving Instruction in Auto-Shop Lab Source: Lehigh Career & Technical Institute

Subject Area

Allentown School District

Bethlehem School District

Parkland School District

Pennsylvania State Average

SAT Math

423

502

551

508

SAT Reading

422

504

545

494

SAT Writing

399

482

534

482

SAT Percentile Range

7% - 12%

34% - 44%

64% - 72%

34% - 44%

ACT Composite

19

23

25

23

ACT Percentile

39.8%

65.1%

75.8%

65.1%

Source: College Board, PA Department of Education, & ACT Student receiving instruction in advanced machine cutting Source: Lehigh Career & Technical Institute

Strategic Actions

69

EDUCATION 5.3

Solicit alumni engagement to intensify promotion of “Good News Events”

Partners

ASD Department of Communication Regional Media Outlets

$

Funders

Allentown School District

Barriers

Limited Existing Communication with Alumni & Potential Home Owners

Time

1 - 2 Years

Allentown School District needs to intensify proactive advertisement of its improvements and advocate for an engaged alumni network. In contrast to unfavorable rankings and headlines, the Allentown School District has demonstrated a marked growth student achievement and overall investment in education over the last several years. For example, the class of 2016 Co-Valedictorian from Louis E. Dieruff High School matriculated to Princeton University upon graduation and the Valedictorian from William Allen High School matriculated to New York University. Furthermore, ASD has increased its operating budget by more than 9.5% over the last from 2010 - 2015. Most notably, ASD named Thomas Parker as the District’s new Superintendent in January of 2017. He will serve as the first minority superintendent of ASD where 88% of the student body identifies as a minority.

70

$

An amplified public relations campaign about these high achievements combined with an established alumni network may prove highly effective in bolstering parent engagement with ASD, attracting new families to Allentown, informing disadvantaged students education and career opportunities beyond high school, and promoting investment in the local residential real estate market.

The ASD has a Department of Communications that manages its social media accounts (Facebook, Twitter, and LinkedIn) handling daily media relations, and dissemination of public information. Their activity as it relates to managing communication during crisis management as well as promoting information to the local community is robust. The area for improvement lays with disseminating “good news” to potential future residents of Allentown with school-aged children. Direct action should include connecting with employers across Lehigh Valley, local real estate publications, and residential mortgage lenders to advocate for the positive steps that ASD takes with regards to enhancing its opportunities for students.

The Department of Communications should also develop and maintain a database of former students that includes information on their professional and academic development after high school. The Department of Communications can also host alumni events to bolster community engagement and provide a platform to connect current students with the social capital that can continue to serve them throughout their lives.

Parker Thomas, New Superintendent of ASD Source: Allentown School District

Allentown | Equity

EDUCATION

$

5.4

Offer academic instruction and administrative support in Spanish

Partners

ASD Teachers; ASD Parents; ASD Students; & Professional Translators

$

Funders

Allentown School District

Barriers

Identifying Qualified Teachers Fluent in Spanish

Time

3 - 5 Years

Demographic records for the Allentown School District indicate that 12.1% of the student body are English Language Learners, 68.3% of students are Hispanic, and 74% of the students are economically disadvantaged. This suggests that a substantial portion of the student body may face the challenge of developing proficiency in subject areas such as math and science while also developing proficiency in English. Studies have shown that it may take five years or longer for ELLs to catch up to proficient English speakers in academic language proficiency.” Moreover, student families may lack the available resources to support their children after school. This matter is further complicated because in situations where

the parents are also English Language Learners, traditional forms of parent engagement such as public meetings, parent/teacher conferences, and helping with homework assignments may not be a viable option.

All Around Equity proposes that the Allentown School District offer academic instruction and administrative support in Spanish. The Pennsylvania Department of Education developed and adopted the Keystone Exams during the 2012 – 2013 academic year and began to phase it replacement of the Pennsylvania System of School Assessment (PSSA) as the standardized testing system to be used is the designation of graduation eligibility for students. While Governor Wolf did sign Bill 880 to delay the full adoption of the Keystone Exams to the 2018 – 2019 academic year, ASD and the community it serves must begin to position the students for success immediately.

• Translation of progress reports into the primary languages spoken in the student’s home • Training of faculty and administrators in the nuance of student culture and community resources • Presence of translators at parent / teacher meetings with non-English speakers • Teacher home visits • Encourage bilingual students to relay key concepts to peers in Spanish or other languages • Emphasize the use of graphics and themes to communicate broad concepts across language barriers

To address this issue, the ASD should prioritize hiring instructors that are fluent in Spanish, offer math and science remediation classes in Spanish and equip faculty and administrators that do not speak Spanish with translation glossaries for common phrases and topics. The Metropolitan Center for Research on Equity and the Transformation of Schools established a powerful precedent with their release of “Effective Practices for Holistically Educating English Language Learners in New York State.”20

12% English Language Learners Strategic Actions

Key initiatives proposed by this framework include:

Trexler Middle School Student Tutoring Younger Peer Source: Trexler Middle School

68% Hispanic

74% Economically Disadvantaged 71

ENGAGEMENT 6.1

Expand proposed hotline to multi-platform government reporting system: Allentown Connect

Partners

City of Allentown

$

Funders

City of Allentown

Barriers

Lack of technology infrastructure within City government

Time

2 years

Creating Allentown’s Hotline Service Source: WFMZ

72

$

Civic engagement is an important building block for equitable communities, and there is currently faltering civic engagement within Allentown. This is largely a result of disenfranchisement and a lack of faith of government bodies within Allentown. All Around Equity aims to have residents reclaim ownership of their city and strengthen the communications between the government and city residents. There is currently a plan for the city to unveil a hotline in the fall of 2018, however All Around Equity proposes a significant expansion of the project to include the needs of the diverse Allentown community.

The primary goal is to roll out Allentown Connect, a multi-platform non-emergency government reporting service. The reporting system will be available in multiple languages and will allow for citizens to report issues in person, via website, through twitter, through a customized Allentown Connect app, and through the Allentown hotline. Allentown Connect will allow for residents to report issues ranging from code enforcement violations, to traffic signal issues, to pest control. These types of reporting systems have been tremendously effective in increasing civic engagement and neighborhood ownership in large cities such as New York, Boston and San Francisco, but have also been effectively rolled out in cities that are comparable in size and economic makeup of Allentown. For example, these have been effectively executed in Hartford, Connecticut, and Grand Rapids, Michigan.21 Allentown Connect will function largely under an office of New Urban Mechanics (referenced also in Action 3.2) that will absorb current IT and data

obligations within the city. Further, partnerships and communications will be facilitated throughout City Hall departments. An aggressive PR campaign will be necessary to announce the opening of this resource, and this will be done through partnerships with local schools, community centers, and civic leaders. This project would be facilitated within the short-term (2 years).

Hotlines have proved effective in increasing engagement in large and small cities in the US Allentown | Equity

ENGAGEMENT

$

6.2

Incorporate school-to-city service learning partnerships into the K-12 curriculum

Partners

Allentown School District City of Allentown

$

Funders

Local Institutions

Barriers Funding

Time

2 years

Civic engagement is not limited to adult residents.

By getting children engaged in their communities at a young age, Allentown can seek to engage younger residents, and teach children about the importance of being involved in their communities. These types of programs have been successful in increasing civic engagement and fostering community involvement at an early age.

All Around Equity proposes the creation of a formal partnership between Allentown School District and the City of Allentown, and incorporate a robust schoolto-city series within the curriculum. Not only will this educate children about public service, but by proxy it will engage parents in the community. The program curriculum will have students identify problems in their neighborhood, will facilitate problem-solving for

these students to tackle the issues by themselves.

Further, the program will incorporate direct internship opportunities for high-school aged children within City of Allentown offices and departments.

This project will be run through Allentown School District’s social studies programs and the City of Allentown’s Office of Community and Economic Development. Additional large local institutions will assist with funding and supplies for the completion of specific projects. Smaller local businesses, such as restaurants and bodegas, will assist with providing food and drinks for specific service learning projects.

The timeline for this partnership will be in the short term (2-4 years).

Allentown High Schoolers Fixing Their Campus Source: Allentown School District

Strategic Actions

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ENGAGEMENT 6.3

Utilize online “town halls” to educate and solicit community feedback

Partners

Surveys will range from feedback regarding specific projects and policy proposals, to general “ask your city councilor” format. All information will be kept public, and transparent.

Funders

It is important to note that the digital divide may be a barrier to implementation of this plan. While the bulk of it focuses on expanding feedback through the utilization of online resources, an important component to utilizing online town hall data is to supplement and bolster it with person-to-person feedback. These types of initiatives should also include a variety of languages and aim to reach a broad constituency, including lower income, immigrant, and non-English speaking communities. NRCs (Action 7.4) will be an important place to make sure that person-to-person feedback is solicited, as well as access to digital services that may not be available within the home.

City of Allentown State Elected Officials

$

Local stakeholders

Barriers

Lack of technological infrastructure Digital divide

Time

2 years

The current political climate in Allentown has decreased voter turnout, as well as overall civic participation. There is a need to use creative ways to re-engage with the public through easy and accessible ways. Online town halls at the congressional level have proved to increase overall engagement in politics, as well as increase overall probability of voting, and have attracted a wide and diverse variety of constituents interested in a wide array of issues.22 On the more local level, mayors, and city councilors in a range of cities have utilized online forums to receive feedback and facilitate dialogue, thus increasing civic engagement within their cities.

All Around Equity proposes that the City of Allentown use of online town halls and surveys to educate as well as garner feedback from constituents and residents.

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$

Online town halls have been effective educational tools at Federal, State, and Local levels

These initiatives will be completed through the City of Allentown and the creation of an office of New Urban Mechanics that will take over IT responsibilities of the City. While general city funding may be an issue, independent political candidates will utilize campaign funding to run their own operations. Partnerships with local computer science and political science institutions such as Lehigh University, and Muhlenberg College can facilitate the collection and analyzation of data. The overall turnaround for this project will fall within the short timeframe (2 years).

President Obama’s Virtual Town Hall Flier Source: Whitehouse.gov

Allentown | Equity

EMPOWERMENT 7.1

Promote mentorship programs with creative industries based in Allentown

Partners

Allentown School District Foundation, Digital Feast, Cedar Crest College Provident Bank Foundation (from Building Bridges), Air Products Foundation (from Building Bridges) Community Action Development Corporation of Allentown, Lehigh Valley Arts Council

$

Funders

Private Donors Pennsylvania EITC

Barriers

Heavily dependent on private donations

Time

Short (0-4 years)

Junior Feasters mentorship program Source: https://www.youtube.com/watch?v=E8skIRZ6qvY

Strategic Actions

Personal empowerment, the idea that one has the potential to achieve their dreams, whatever those may be, is a fundamental need that each human must achieve if they are to lead a full life. As addressed earlier, the present state of the Allentown school system leaves arts and expression programs on the chopping block. Coupled with proposed federal funding cuts to initiatives that support the arts.23Allentown needs to place more focus on fostering an environment that supports creative expression and the pursuit of creative fields of work.

Through the expansion of existing student mentorship programs with creative industries based in Allentown, and creation of new mentorship programs for returning students, Allentown can ensure that everyone feels empowered to achieve their dreams.

Momentum behind mentorship programs already exists in Allentown. Digital Feast, an Allentownbased creative marketing agency has established a mentorship program with the Allentown School District Foundation, called Digital Feasters. The program brought industry professionals into four area middle schools and introduced students to the fundamentals of photography, allowing students to experiment with professional equipment, prepare mini-portfolios of their work throughout the semester, and ultimately immerse themselves in a field of work that many students would never consider if not for the support and encouragement of their mentors. 24 Coordinated by the Allentown Community & Economic Development office, All Around Equity hopes to increase the scope and reach of existing programs like Digital Feasters, specifically expanding the curriculum beyond

photography to include videography, graphic design, animation, and digital marketing; while making this mentorship program accessible to every middle school in Allentown. Additionally, All Around Equity will expand this mentorship program beyond Allentown’s middle schools to include Allentown’s high schools, as well as continuing education students at Cedar Crest College.

To find the expansion of these mentorship programs, All Around Equity hopes to leverage two main sources, charitable donations and Education Improvement Tax Credits available from the state of Pennsylvania.

Local companies that have a history of donating to causes that support creative expression in Allentown like the Provident Bank Foundation and the Air Products Foundation will be a main source of funding.25 All Around Equity also hopes to leverage support from community development organizations like the Community Action Development Corporation of Allentown, the Lehigh Valley Arts Council and the Allentown School District Foundation. With increased funding and support from the city of Allentown, All Around Equity can encourage more creative industries to join us in this endeavor like Digital Feast has already done.

Junior Feasters partners industry professionals with four Allentown middle schools 75

EMPOWERMENT 7.2

Build branding mechanisms for every neighborhood in Allentown

Partners

$

Project for Public Spaces, Local Initiatives Support Coalition, Enterprise Community Partners, NeighborWorks America

Funders

Local business assesment CBDG Grants

Barriers

Funding, Opposition to collective action from business

Time

Medium (4-8 years)

In July 2014, the City of Allentown released its “Upside Allentown” plan to the public. The plan was an endeavor to share the benefits that recent investment inside the NIZ had created in Allentown. One element of the plan was a neighborhood rebranding campaign for seven identified communities abutting the NIZ. The campaign included physical improvements to the neighborhoods in the form of new banners and other location identifying streetscape improvements, as well as an online marketing component. All Around Equity posits that every neighborhood in Allentown should have the ability to express their own unique identity, just as the neighborhoods located near the NIZ do now. All Around Equity proposes launching a branding campaign for each neighborhood in Allentown.

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Beyond a name, such as Mountainville or Dutch Hill, is an identity that is shaped by a community’s history, as well as a community’s vision of the future. The Allentown Department of Community and Economic Development (ADCED) will hold community visioning sessions with neighborhoods outside of the NIZ and Upside Allentown zone to help community members define their own identity. ADCED will then promote the establishment of non-profit organizations, akin to Business Improvement Districts or Community Development Corporations, to promote the identity of each neighborhood. Promotion activities can be based on the Upside Allentown model, but can also go a step further.

ADCED will provide initial financial support for the formation of non-profit, Neighborhood Identity Promotion Organizations (NIPOs). NIPOs, made up almost entirely of local area constituents (one chair position reserved for ADCED representative) will be self-governing and can elect where to fund promotion activities, such as neighborhood events, streetscape improvement, branding and marketing. While the board of the NIPO applies their expertise to a problem, it will be the community members that identify what the problems are. NIPO agenda meetings will be held at Neighborhood Resource Centers (to be discussed later) and will be open to the public. Several revenue sources can support the NIPOs including assessments on local businesses, financial support from organizations such as LISC, Enterprise Community Partners, and NeighborWorks America. Brand strategizing and organizational capacity development will take time and it is estimated that this strategic action will fall within our medium timeframe estimate.

Streetscape Improvements along the 7th St. Corridor Source: http://upsideallentown.com/neighborhoods/7th-street/

The Upside Allentown Plan developed branding mechanisms for Old Allentown, 7th Street, Hamilton District, Jordan Heights, and Promise Neighborhood Allentown | Equity

EMPOWERMENT 7.3

Assemble community-driven urban design guidelines for every neighborhood in Allentown

Partners

Neighborhood Identity Promotion Organizations (NIPOs)

$

Funders

City of Allentown

All Around Equity encourages the city of Allentown to work with soon to be created Neighborhood Identity Promotion Organizations (NIPOs) to develop a more comprehensive urban design guideline for the city of Allentown. Including NIPOs in the drafting process will encourage communities to critically assess their own strengths and weaknesses and help develop solutions that fit their needs. The Bureau of Planning and Zoning

will serve as the primary organizer of this effort.

Organizations, such as the Project for Public Spaces, will be consulted on how to maximize the utility of public spaces within a community.

The planning and implementation of an entirely new urban design guideline for the entirety of Allentown will take some time and it is expected to be a long-range time-frame.

Barriers

Coordination difficulties

Time

Long (8-13 years)

The pace of investment and development within the Neighborhood Improvement Zone (NIZ) led the city of Allentown produce a new “Downtown Allentown Development and Urban Design Plan� in December of 2014. This plan catalogued the then current development happening in the NIZ and provided guidelines for future development on proposed sites within the NIZ. Certain tenets that were identified in this plan, such as improving sidewalk space and adding neighborhood park space, are principles that the city could that could apply to every neighborhood in Allentown, but does not.26 Attention to the design of the public realm should not be restricted to the NIZ and every neighborhood in Allentown should enshrine their urban design principles in their own document.

Most recent urban design plan Source: http://planningpa.org/

Strategic Actions

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EMPOWERMENT 7.4

Create Neighborhood Resource Centers (NRCs) throughout Allentown

Partners

$

Allentown Bureau of Planning & Zoning Department of Community and Economic Development

Funders

Private donors Fund matching by City of Allentown

Barriers

Dependent on donations

Time

Long (8-13 years)

An estimated 30% of Allentown students do not have access to the internet or a computer at home.27 With only one public library available to supplant the needs of all those without internet, Allentown is critically lacking in this category. Beyond students, adults who cannot access the internet and a computer to apply for jobs, sign up for health insurance, register to vote, or countless other services that now require a computer, are at a critical disadvantage. To help bridge the digital devide, we propose the creation of Neighborhood Resource Centers (NRCs) to provide internet, and other vital services, throughout Allentown.

NRCs are non-for profit, community run and privately supported, physical structures that provide residents in underserved neighborhoods access to services including: 78

• Computer and internet access • Health benefits screening and insurance enrollment • Legal aid services • Financial literacy courses • GED courses • Homeownership counseling • ESL courses • Gardening courses • Community organizing space

the least access to internet and computer resources to help guide the formation of the NRCs. The formation and successful operation of a series of NRCs throughout Allentown will not happen overnight and it is anticipated that this strategic action will happen within a long timeframe (8-13 years).

NRCs in communities like the Greater Fulton neighborhood of Richmond, Virginia, have been successful in channeling support within the community into an organized body and space that can provide services to help those most underserved in the community.

While the NRCs are funded privately and run independently by community members, All Around Equity proposes that the city of Allentown has an incentive to ensure each new NRC in Allentown gets off to the best start possible. To make this possible, All Around Equity suggests the city of Allentown provide matching funds for a limited period of time to donors seeking to help fund an NRC. Allentown Bureau of Planning and Zoning will also identify the areas with

NRC of Geater Fulton Source: NRC of Greater Fulton

Objective: Four NRCs operating in underserved neighborhoods by 2030 Allentown | Equity

FOCAL PLAN The Greater 10th Ward is a microcosm of Allentown’s people and its challenges

Jordan Park and the Greater 10th Ward

Focal Plan

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FOCAL PLAN Given historically uneven development and investment in Allentown, applying All Around Equity to the Greater 10th Ward begins to close the gaps across Allentown and provides a framework for city-wide implemention The previous section examined the specific strategic actions of All Around Equity that aim to achieve an equitable future for Allentown. However, it is crucial to understand the application of these strategic actions within the context of the existing landscape of the city. This section is a comprehensive focal plan that examines the impact that the strategic actions of All Around Equity would have if it is implemented in specific neighborhood in Allentown. By examining the efficacy of this plan in a small portion of the city, one can better understand the impact of the proposed strategic actions and understand how they can be scaled-up and implemented across the city.

Specifically, this portion focuses in on the efficacy of All Around Equity in the Greater 10th Ward. The focal area is bounded by 9th street to the west, Whitehall township to the north, Jordan Meadows to the east, and Liberty Street to the south. This area is an amplified microcosm of Allentown, its people, and its challenges within the context of the city and the greater region, thus making it an intriguing case study to understand All Around Equity’s overall impact.

While these will be detailed further within the section, a perfect example of this dynamic is with respect to education. Roughly 12% of Lehigh Valley lack a highschool education, while 23% of residents in Allentown 80

and 29 of residents in the Greater 10th Ward fall under the same description. Similar patterns emerge when analyzing poverty across key demographic groups. Furthermore, throughout the Lehigh Valley roughly 30% of Hispanic families live in poverty. This figure balloons to 36% in Allentown and to 50% in the Greater 10th Ward.

The Greater 10th Ward also reflects the overall physical character of the city, while retaining a compelling character of its own. It is also representative of many of the spatial equity challenges facing Allentown. For example, it has Jordan Park, a great asset to the community, at the north of the neighborhood and is surrounded on three sides by Whitehall Township. If accessing the park by car, you must enter through Whitehall township, and if accessing the park by foot, crossing over Sumner Avenue presents a dangerous situation as cars speed by with no crosswalk or pedestrian signaling.

Ultimately, because the Greater 10th Ward represents both the spatial and social equity challenges of Allentown, the implementation of All Around Equity within the Greater 10th Ward provides a unique opportunity to understand not only the overall efficacy of the plan, but also its potential for city-wide application.

Figure 30 - 10th Ward Summary Facts

Population

10th Ward: 12K

Unemployment 10th Ward: 27%

Racial & Ethnic Minorities 10th Ward: 87% Living in Poverty 10th Ward: 35%

Allentown | Equity

GREATER 10th WARD Figure 31 - Greater 10th Ward Focal Plan Implementation Map

Jor

da nC

ree

k

Jordan Park

4

8

ve ner A

ehall Whit town Allen

Sum

6

7

Whitehall St

Greenleaf St

2

1 4th St

5th St

6th St

7th St

8th St

Cedar St

s ow

ead

nM

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This map show where select strategic actions will be implemented in the Greater 10th Ward. This actions which will be detailed on the following pages.

3

W Allen St

N Meadow St

5

N Jordan St

Tilghman St Stevens Park

N Penn St

N Lumber St

9th St

W Green St

Parks Waterways Highways

Liberty St 0

W Gordon St

Focal Plan

0.25

Miles

LANTA Bus Routes LANTA Bus Stops Strategic Action Sites

81

FOCAL PLAN 1

82

2 Essential Classes Offered

3

An unused lot across from new housing units (located in an old mill building) has the potential to serve as an additional area for new development. Rental vouchers and homeownership counseling will be available to those who qualify as low income or first time home buyers.

Math and science will be offered in Spanish so that students who speak English as a second language do not fall behind. With over two thirds of the Ward’s population being Hispanic and with a median age being seven years younger than that of Allentown s a whole, this strategy will have a large impact on the Ward’s youth.

Strategic Action 1.4

Strategic Action 5.4

Many bodegas line the streets of this neighborhood, though most do not offer a variety of produce options. Locally-grown produce from community gardens in the Lehigh Valley will be available close to home for Greater 10th Ward residents, along with cooking classes and nutrition courses.

Bodega owners will not have to risk losing money from unsold produce through a buyback program, ensuring that they are able to sell healthy food without substantial financial risk.

Strategic Action 2.1

Potential Infill for Affordable Housing

in Spanish

Healthy Corner Store

Allentown | Equity

GREATER 10th WARD 5 Essential Infrastructure

6

Routes that run along 7th Street offer residents convenient access to Downtown (including the LANTA transportation hub) as well as the commericial corridor in Whitehall (including the nearby mall). Bus frequency will increase along this corridor, and bus shelters will be prioritized for the highest-use stops along the street (where sidewalk space permits).

Communities need strong infrastructure to ensure their success, and much of Allentown’s gas and water infrastructure is old, and in need of repair. Infrastructure upgrades will be completed in partnership with Allentown’s technical training programs where community members will have firsthand experience in an essential field, while also improving their communities.

Sumner Avenue will act as a focus corridor for industrial development and technical training. What is now largely abandoned car lots will transform into technical industry centers.

Strategic Action 4.2

Strategic Action 4.2

Strategic Action 4.4

4

Focal Plan

LANTA Audit Zone

Upgrades

Industrial Job Creation

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FOCAL PLAN

7

10th Ward Resource Center

City amenities are beyond reach for some residents in the northern section of the neighborhood. By repurposing an old building just steps away from Jordan Park, residents residing farther from Downtown will be able to access computers and wifi, health screening and insurance enrollment, legal aid, financial literacy, GED, ESL, gardening and homeownership courses, and will also be able to utilize the space as a community meeting area.

Figure 32 - 10th Ward Resource Center Location

7

84

$

Estimated Cost $256,000 per year

Strategic Action Implemented: 7.4

Partners • Bureau of Planning & Zoning • Local Corporation Sponsorships and Grants

The 10th Ward Resource Center will seek to accomplish the following goals...

Allentown | Equity

10th WARD RESOURCE CENTER

Focal Plan

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FOCAL PLAN Housing Quality Upgrades With one of the highest rates of unsafe blood lead levels in the country, lead abatement will serve two purposes: keeping Allentownians healthy, and improving home quality throughout the city. With median home age in the 10th Ward far older than the city as a whole, this area will benefit substantially from lead abatement strategies. Furthermore, Allentown residents will receive opportunities for lead abatement training as part of the city’s technical training program.

Figure 33 - Housing Quality Upgrade Implementation Opportunities in 10th Ward

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$

Estimated Cost $15,000 - $25,000 per home

Strategic Action Implemented: 1.2 • 2.2 • 4.1

Partners • Allentown Technical Schools • U.S. Centers for Disease Control • Allentown Health Department

Housing Quality Upgrades will seek to accomplish the following goals...

Allentown | Equity

HOUSING QUALITY UPGRADES

Focal Plan

87

FOCAL PLAN

8

Improvements to Sumner Avenue

Walking from the Greater 10th Ward to Jordan Park, which is within the focal area is very dangerous. With no crosswalk and speeding traffic, the park does not feel like an integrated part of the neighborhood.

To create safer and higher quality streetscapes, repainted high-visibility crosswalks, street lights, crossing signs, and bike lanes will make Jordan Park easier to access from the Greater 10th Ward. Street trees and branded banners will welcome visitors to the neighborhood.

Figure 34 - Location of Sumner Ave Improvements

8

88

$

Estimated Cost $519,800

Strategic Action Implemented: 2.4 • 2.5 • 7.2 • 7.3

Partners • Local Allentown Public Relations Firms • Allentown Streets Department • Allentown Parks Department

Improvements to Sumner Avenue will seek to accomplish the following goals...

$

Allentown | Equity

SUMNER AVE IMPROVEMENTS

Focal Plan

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PEOPLE PLAN Goals being accomplished during the lifetime of equity...

While the prior section examines the implementation of All Around Equity on a specific focal area, A Lifetime of Equity re-frames the conversation to illustrate how the plan can impact the daily lives of the people of Allentown. A Lifetime of Equity follows two Allentown residents, and demonstrates how various components and strategic actions of All Around Equity touches their lives. Sofia and Carl, two Allentownians, are followed over the course of 12 years. Sofia and Carl’s timelines are broken into 4-year subsections, with each subsection containing a brief story about All Around Equity’s impact on their life.

Sofia

$ Sofia is a 3rd grader at Washington Elementary School. Her family relocated to Allentown in 2016 after initially immigrating from the Dominican Republic to New York City. Spanish is the dominant language spoken by her parents and siblings at home. Sofia receives math and science instruction in Spanish at school (5.4). When she comes home, her parents help her prepare for state exams in Spanish.

1 Year

90

Allentown | Equity

A LIFETIME OF EQUITY Sofia is Junior at Louis E. Dieruff High School.

She and several of her classmates take SAT prep courses a their local NRC (7.4) on Wednesday and Saturday evenings. After taking media, marketing, and coding classes through LCTI (5.2), Sofia was able to get an internship with the city that supports the operation and maintenance of OpenData Allentown web portal (3.2 • 6.2).. She hopes that her studies and extra-curricular activities will earn her admission to Penn State University.

5 Years As a 7th Grader, Sofia enrolled in advance literature and math classes at HarrisonMorton Middle School. She enjoys hands-on problem solving work and is already thinking about developing professional trade skills through the Lehigh County Technical Institute (LCTI ) extension program (5.2) or earning college credits through the AP courses offered Louis E. Dieruff High School. During the summer, she rides her bike on the 10th Ward’s new bike lanes (2.4) to the Jordan Park to participate in a nature exploration camp sponsored by the NRC (7.4).

People Plan

9 Years

13 Years Sofia is a student at Penn State University majoring in mechanical engineering with a minor in computer science. She recently received an internship offer to work for a firm that specializes in developing robots that operate dark warehouses and distribution centers. If she excels at her internship this summer, she will receive a full-time offer to join the firm’s HQ operations located in Allentown (4.4). She is excited to cast her first ballot for Allentown’s first Hispanic, female mayoral candidate. She can use Allentown Connect to request an absentee ballot (6.2) and cast her vote from State College, PA.

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PEOPLE PLAN It is important to acknowledge at this point that both Sofia and Carl are both fictional characters. While their stories are reflective of certain examined existing conditions in Allentown, their stories should not be interpreted as overarching representations of the people of Allentown, or of any racial or ethnic affiliations that they may have. Rather, their stories are meant to represent hypothetical scenarios about how All Around Equity can impact people in the city.

Ultimately, A Lifetime of Equity provides a unique way to re-examine the specific strategic actions of All Around Equity, and see how they are fundamentally people-centric.

Carl

Carl is 23 years old, has a high-school education and is an unemployed construction worker.

He recently signed up to participate in the job training program for lead-based paint remediation and home rehabilitation (2.2 • 4.1) . The job training program was launched through a partnership between Lehigh County Technical Institute (LCTI) and Lehigh County Community College (5.2). Carl has a job lined up with small business that acquires homes that need repair, fixes them, and then sells them to families and professionals moving into Allentown as part of the Live Near Your Work program (1.6).

1 Year

Goals being accomplished during the lifetime of equity...

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Allentown | Equity

A LIFETIME OF EQUITY $ Carl and his wife Brenda are raising their first child. Brenda is returning to the workforce by opening her own café in the Allentown’s Arts District. While they were initially concerned with finding affordable childcare that would empower both to pursue fulfilling careers, Carl and Brenda found a reliable solution at their local NRC (7.4) where they met Rose. Rose was fortunate enough to be able to open a home child-care after her home was renovated and remediated of lead paint with the help of the Existing Home Repair Program (2.2 • 1.2)

5 Years

9 Years

13 Years Carl and Brenda have two kids. While their schedules are busy, both stay engaged in the community and participate in online town hall meetings (6.3). They recently advocated for healthier food options in their neighborhood.

Now they have much healthier corner store (2.1) walking distance from their home.

Carl is engaged. He and his fiancé, Brenda, earn living wages and the new shared equity programs in town make dream of home ownership (1.5) a viable path forward for them.

The local land trust has a stock of housing that was recently upgraded. Based on local residence and income requirements, Carl and his fiancé qualify to purchase a home from the Lehigh Valley Community Land Trust for a below market price.

$ People Plan

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IMPLEMENTATION TIMELINE While all should be in place by 2030, All Around Equity’s strategic actions vary in length of implementation. Short term strategies should begin to see results within the next 4 years, while medium term strategies will take up to eight years, and long term strategies will take up to 13 years before their impact is felt within the community. Many of these timelines may seem short in comparison to traditional comprehensive plans, but the power of All Around Equity is in its all-encompassing and strong effect on Allentown’s planning culture and larger community. Because of this, these relatively short timeframes will be possible.

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Allentown | Equity

IMPLEMENTATION TIMELINE Short Term 0-4 years

Mid Term 4-8 years

1.1 Inclusionary zoning 1.3 Increase rental regulation/oversight 1.4 Increase supply of affordable housing 1.6 Expand Live Near Your Work

1.2 Existing Home Repair Program 1.5 Shared Equity homeownership

2.1 Healthy Corner Store 2.2 Lead testing and abatement 2.4 Bike Master Plan

3.1 TERP 3.2 Open Data Allentown

4.1 Skill training program 4.3 Employee performance management

2.3 NIZ revenue to health initiatives

Long Term 8-13 years

2.5 Park Prioritization 4.2 Rebuild Public Infrastructure 4.4 Inclusive Hiring 7.3 Community-drive urban design guidelines 7.4 NRCs throughout Allentown

5.1 Increase municipal revenue to fund education 7.2 Neighborhood branding mechanisms

5.2 Expand technical education 5.3 Alumni engagement 5.4 Classes in Spanish 6.1 Allentown Connect 6.2 City Internships 6.3 Online Townhall Meetings 7.1 Mentorship programs 7.4 10th Ward Resource Center

Implementaion

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EXISTING CONDITIONS ENDNOTES 1 City of Allentown. “Neighborhood Improvement Zone.” Allentownpa.gov.

Accessed April 22, 2017. http://www.allentownpa.gov/Neighborhood-Improvement-Zone.

2 The Waterfront Development Company. “The Waterfront | Allentown’s Newest Destination.” TheWaterfront.com. Accessed April 22, 2017 http://thewaterfront. com/ 3

United States. U.S. Census Bureau. Decennial Census 2000

4 United States. U.S. Census Bureau. American Community Survey 5-year Estimates 2010 - 2015 5

Ibid.

6

Ibid.

7

Ibid.

8

Ibid.

9

Ibid.

10

Ibid.

11

United States. U.S. Census Bureau. Decennial Census 2010

12 United States. U.S. Census Bureau. American Community Survey 5-year Estimates 2010 - 2015 13

Ibid.

14 “STRATA Life – Luxury Flats,” STRATA Life, Accessed April 23, 2017. http:// www.stratalife.cc 15 Broad, Charles. “Pennsylvania Downtown Center Conference.” Padowntown.org. Accessed April 23, 2017. www.padowntown.org.

16 United States. U.S. Census Bureau. American Community Survey 5-year Estimates 2010 - 2015 17

M. Desmond et al., “Evicting Children.” Social Forces 92, no. 1 (2013)

18 United States. U.S. Census Bureau. American Community Survey 5-year Estimates 2010 - 2015 19 United States, Commonwealth of Pennsylvania, Inventory of Affordable Housing. Accessed January 31, 2017, http://www.phfa.org/ 20 Allentown Housing Authority – Allentown Housing Authority. Accessed January 31, 2017. http://www.allentownhousing.org 21

Ibid.

22 United States. U.S. Census Bureau. American Community Survey 5-year Estimates 2010 - 2015.

23 Allentown School District, Then and Now: 150 Years of Academic Excellence. Accessed January 31, 2017. https://www.allentownsd.org/sites/default/files// assets/images/ASD/Leadership/Annual%20Reports/2015-16%20Annual%20Report. pdf.

26 Matt Assad and Skott Kraus. “Allentwon businesses to help fund new downtown high school,” The Morning Call, December 1, 2014.

45 Bradley, Becky. “Conversation about Lehigh Valley Region.” Interview by author. January 31, 2017.

27 “Roads.” 2016 TIGER/Line® Shapefiles. 2016. Accessed January 19, 2017. https://www.census.gov/cgi-bin/geo/shapefiles/index.php?year=2016&layergroup=Roads.

46 The Road to Health: Community Health Needs Assessment for the Lehigh Valley. Allentown , PA: Health Care Council of the Lehigh Valley, 2016.

28

47 Ibid.

“Streets Department.” AllentownPA.GOV. Accessed February 11,2017. http://www.allentownpa.gov/Public-Works/Streets.

29 Lehighvalleylive.com, Kurt Bresswein | For. “Eighth Street Bridge reopens to traffic in Allentown after $18.5M rehab.” Lehighvalleylive.com. October 06, 2016. Accessed February 5, 2017. http://www.lehighvalleylive.com/allentown/index.ssf/2016/10/ eighth_street_bridge_reopens_t.html.

30 United States. U.S. Census Bureau. American Community Survey 5-year Estimates 2010 – 2015.

31 gov/.

“OnTheMap.” Accessed February 23, 2017. http://onthemap.ces.census.

32 United States. U.S. Census Bureau. American Community Survey 5-year Estimates 2010 - 2015.

33 United States. U.S. Census Bureau. American Community Survey 5-year Estimates 2010 - 2015.

49

Ibid.

50 “City of Allentown 2016 Organizational Chart.” Full City Organizational Chart. Accessed February 26, 2017. http://www.allentownpa.gov/Portals/0/files/2016FULLCITYORGCHART_ September_19_16.pdf.

51 “GENERAL ELECTION - NOVEMBER 8, 2016 Federal Race Results.” Lehigh County. Accessed February 26, 2017. https://www.lehighcounty.org/Departments/Voter-Registration/ Election-Results. http://www.allentownpa.gov/Portals/0/files/2016FULLCITYORGCHART_ September_19_16.pdf.

34 “The Allentown Parking Authority.” Accessed February 10, 2017. http:// www.allentownparking.com/.

52 “MUNICIPAL ELECTION - NOVEMBER 2013 City of Allentown Results.”

Lehigh County. Accessed February 26, 2017. https://www.lehighcounty.org/Departments/Voter-Registration/ Election-Results.

35 Lehigh Valley Planning Commission. “WalkLV - Regional Sidewalk Inventory.” June 27, 2016. Accessed February 5, 2017. http://www.lvpc.org/pdf/2016/WalkLV_ SidewalkInventory.pdf.

53 Seabrook, Andrea. “FBI Probe Uncovers Corruption In Allentown, Pa.” NPR. January 22, 2016. Accessed February 26, 2017. http://www.npr. org/2016/01/22/464013669/fbi-probe-uncovers-corruption-in-allentown-penn.

36 Greenways Incorporated, Stromberg/Gerrigan & Associates Inc, Toole Recreation Planning, and McTish, Kunkel & Associates. “Connecting our Community.”

February 2010. Accessed February 5, 2017. http://lvgreenways.org/wpcontent/uploads/ sites/6/2016/05/Allentown_ConnectingOurCommunities_ExecSum_2010.pdf.

37 “Lehigh and Northampton Transportation Authority (LANTA) 2014 Agency Profile.” 2015. Accessed February 10, 2017. https://www.transit.dot.gov/sites/fta.dot. gov/files/docs/30010.pdf.

54 Opilo, Emily. “Despite FBI probe, Allentown Mayor Ed Pawlowski to run for a fourth term, sources say.” Themorningcall.com. September 03, 2016. Accessed February 26, 2017. http://www.mcall.com/news/local/allentown/mc-allentown-pawlowski-campaign-reelection-20160818-story.html.

55

Lehigh Valley Health Network. April 20, 2017, www.lvhn.org.

38 “Routes and Schedules.” LANTA. Accessed February 12, 2017. http://www. lantabus.com/routes-and-schedules/.

39 “Lehigh and Northampton Transportation Authority (LANTA) 2014 Agency Profile.” 2015. Accessed February 10, 2017. https://www.transit.dot.gov/sites/fta.dot. gov/files/docs/30010.pdf.

40 fares/.

“Fares.” LANTA. Accessed February 12, 2017. http://www.lantabus.com/

41 “Lehigh and Northampton Transportation Authority (LANTA) 2014 Agency Profile.” 2015. Accessed February 10, 2017. https://www.transit.dot.gov/sites/fta.dot.gov/files/docs/30010. pdf.

42 Bradley, Becky. “Conversation about Lehigh Valley Region.” Interview by author. January 31, 2017.

24 Jacqueline Palochko “Allentown School District Selects Thomas Parker, Superintendent of Detroit Suburb School as its New Chief.” The Morning Call, January 12, 2017.

43 Assad, Matt. “Amtrak to run Autumn Express passenger train through Lehigh Valley for first time.” Lehigh Valley Business Cycle. September 28, 2016. Accessed February 26, 2017. http://www.mcall.com/business/mc-allentown-amtrak-train-new-york20160928-story.html.

25 Jacqueline Palochko “Allentown Students give Building 21 High Marks After First Year,” The Morning Call, June 11, 2016.

44 Bradley, Becky. “Conversation about Lehigh Valley Region.” Interview by author. January 31, 2017.

96

48 Ibid.

Allentown | Equity

STRATEGIC ACTIONS ENDNOTES | GLVR. Accessed May 02, 2017. http://www.greaterlehighvalleyrealtors.com/ resources/market-update.

2 United States. U.S. Census Bureau. American Community Survey 5-year Estimates 2010 - 2015

3

Ibid.

4 Center, Legislativate Data Processing. “2010 Act 90.” The official website for the Pennsylvania General Assembly. Accessed May 02, 2017. http://www.legis.state. pa.us/cfdocs/legis/li/uconsCheck.cfm?yr=2010&sessInd=0&act=90.

13 “20-Year Neighborhood Park Plan,” Minneapolis Park and Recreation Board, Accessed April 8, 2017, https://www.minneapolisparks.org/about_us/budget__financial/20-year_neighborhood_park_plan/

14 NYC Parks: Framework for an Equitable Future,” NYC Parks, Accessed April 8, 2017 https://www.nycgovparks.org/about/framework-for-an-equitable-future

15 City of Philadelphia, “City of Philadelphia: Integrity Works,” City of Philadelphia: Integrity Works, Accessed April 2, 2017, http://www.phila.gov/integrityworks/Pages/ default.aspx

17

Lehigh County. Office of Assessment Lehigh County, 2012

6 Healthy Corner Store Initiative,” Tricycle Gardens. Accessed April 8, 2017. http://tricycleurbanag.org/

18 2014.

Local Government Commission of the Pennsylvania General Assembly

7

19

Pennsylvania Department of Education, 2015

20 2017

Metro Center’s Regional Bilingual Education Resource Network (R-BERN),

8 Frostenson, Sarah, “18 cities in Pennsylvania reported higher levels of lead exposure than Flint,” Vox, February 03, 2016, Accessed April 8, 2017. https://www.vox. com/2016/2/3/10904120/lead-exposure-flint-pennsylvania

9 Emily Opilo, “Allentown gets $1.4 million grant for lead removal,” themorningcall.com, July 21, 2016, Accessed April 8, 2017 http://www.mcall.com/news/local/ allentown/mc-allentown-lead-grant-20160720-story.html

10 “Childhood Lead Poisoning Data, Statistics, and Surveilance,” Centers for Disease Control and Prevention, September 1, 2016, Accessed April 8, 2017. https://www.cdc.gov/nceh/ lead/data/index.htm

27 (Neratko, Steve. “Meeting with Allentown Planning and Development Officials.” Interview by Allentown Equity group, February 25, 2017.)

16 United States. U.S. Census Bureau. American Community Survey 5-year Estimates 2010 - 2015

5 “Health Rankings,” County Health Rankings & Roadmaps, , accessed April 08, 2017, http://www.countyhealthrankings.org/app/pennsylvania/2014/rankings/ lehigh/county/outcomes/overall/snapshot.

Ibid.

26 Goody Clancy, Nelson\Nygaard; Barry Isett & Associates, Inc; CodaMetrics; Zimmerman/Volk Associates, Inc. “Downtown Allentown Development and Urban Design Plan.” PlanningPA.org. accessed April 22,2017. http://planningpa.org/wp-content/uploads/Downtown-Allentown-Development-and-Urban-Design-Plan.pdf..

21 Stephen Johnson, “What a Hundred Million Calls to 311 Reveal about New York,” Wired, November 11, 2010.

22 Exploring Democracy in the 21st Century, report, Kennedy School of Government, Harvard University(Washington, DC: Congressional Management Foundation, 2009).

23 National Endowment for the Arts. “FAQs on FY 2018 Budget.” NEA.org.

Accessed April 22, 2017https://www.arts.gov/sites/default/files/NEA-FAQ-March2017rev.pdf

11 “Our Health Access Program,” Healthy San Francisco, Accessed April 08, 2017 http://healthysanfrancisco.org/ 24 Digital Feast. “Junior Feasters.” Youtube.com. Accessed on April 22, 2017 https://www.youtube.com/watch?v=E8skIRZ6qvY 12 Jay Walljasper, “Bike lanes in black and white,” People for Bikes October 21, 2013, Accessed April 8, 2017. http://www.peopleforbikes.org/blog/entry/bike-lanesin-black-and-white

Endnotes

25 Allentown Art Museum of the Lehigh Valley. “Building Bridges | Allentown Art Museum.” AllentownArtMuseum.org. Accessed on April 22, 2017http://www.allentownartmuseum.org/exhibition/building-bridges

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