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HISTORIC BRISTOL BOROUGH, PENNSYLVANIA
5-year Economic Development Strategic Action Plan
Spring 2013
ACKNOWLEDGEMENTS
Bristol Borough
Economic Development Strategic Planning Committee
Bill Pezza, Chairman
Susan Corleto
Ralph DiGuiseppe III
Tom Dougherty
Lauren Ivanchenko
Amy Kaissar
Mary Jane Mannherz
Donna McCloskey
Amy McIlvaine
Angelo Quattrocchi
Joanna Schneyder
Ron Walker
Julie Walker
Carl White
Mark S. Swift
Lynn Bush, Bucks County Planning Commission
Bristol Borough Council
Ralph DiGuiseppe President, South Ward
Robyn Trunell Vice-President, West Ward
Leo Plenski, Jr. South Ward
Betty Rodriquez West Ward
Lorraine Cullen East Ward
Greg Pezza East Ward
Pat Sabatini North Ward
Tony Devine North Ward
Borough Staff
James Dillon
Borough Manager
William Salerno
Borough Solicitor
BRISTOL BOROUGH
5-year Economic Development Strategic Action Plan
Spring 2013
“Raising the Bar”
1 | P a g e
Mission and Structure of the Bristol Borough Economic Development Strategic Planning Committee
In June of 2012, the Bristol Borough Economic
Development Strategic Planning Committee
(BBEDSPC) was formed with a core collection of 14
Borough residents. Shortly thereafter the Bucks
County Planning Commission Executive Director
joined the group. The group, after having been made
aware of the challenges in front of them, was ready,
willing and able to utilize their time and talents to
provide an independent assessment of the Borough’s
current economic development strategy and, where
necessary, supplement existing plans and directions
with current ideas and suggestions that would form the bases of a new 5-year Strategic Action
Plan. In addition to BBEDSPC’s launching and managing new ideas and action plans for
marketing the assets of Bristol Borough, their proposed 5-year Strategic Action Plan will
incorporate an important element of hands-on help and assistance from qualified Bristol
resident volunteers to manage and carry out many of the proposed actions. This idea is not new
to the Borough, but has not been attempted for many years and never with multiple large and
complex projects. In addition to the large size and scope of planned projects, it is
envisioned that multiple action plans will be launched simultaneously and be
managed and directed aggressively by volunteer resident managers and their
respective volunteer committees.
The BBEDSPC was created and operates at the direction of the Bristol Borough Council and
reports to the Council President or the President’s designee through the Committees’ chairman.
In all matters of ideas, suggestions, plans and recommendations, BBEDSPC operates as a non-
partisan, independent “Think Tank” that was created to serve the interests of all Bristol Borough
stakeholders.
Shortly after being organized, BBEDSPC adopted a Mission Statement objective to assist
Borough Officials and Management to establish Bristol Borough as a great place to “Live, Work
and Invest.”
2 | P a g e
3 | P a g e
Executive Summary
Settled in 1681, Bristol Borough, Bucks County’s oldest
town, finds itself at the tipping point. The town’s size
(approximately 1.5 square miles) is one of its greatest
challenges. Town leaders are forced to find creative
ways to fund increased costs in infrastructure, police,
fire and municipal services and education while
maintaining a high quality of life that is expected by its
residents, businesses and visitors. Unfortunately as
expenses increase, the population and current net
value has declined. Bristol’s success lies with the
ability of stakeholders to adapt to changing times.
Today, Bristol has the opportunity to be the most
beautiful and desirable 1.5 square miles in the region.
For many years, Bristol, in spite of its small size, has maintained a large share of light industry
and retail operations. More than 500 businesses are currently located in the town. Meanwhile,
those seeking to purchase property have looked to the surrounding suburbs for homes
associated with less density and more amenities. During this time, much of the older and denser
housing stock in the Borough has been relegated to affordable rental housing units. This
dynamic has tended to disrupt the stability of neighborhoods and has accelerated a growing rate
of renter occupied, absentee-owned housing units.
For years stakeholders have become experts in the art of reinvention of the Borough to keep in
pace with the times. Over the last 10 years, Borough Leadership, under very difficult
financial constraints, has successfully rebuilt the tired “old bones” of the town’s
infrastructure, blazing a way forward to support the long-awaited economic
growth cycle.
The Borough must also embrace the wishes and desires of the next generation of Bristol
residents. Programs and activities that support the life styles of a younger generation of
potential residents and investors are not recognized as main stream in the Borough. Supporting
and investing in an atmosphere that promotes walking, biking, food coops, dog parks, and open
air meeting places will be required elements to retain and attract the next generation of
Bristolians.
According to the United States Census, the current population of Bristol in now at the level of
1915, which represents a decline of 23.4 percent when compared to its high point in the 1950’s.
The Borough must simultaneously stimulate commercial investment while rebuilding its
neighborhoods to take a holistic approach to “Live, Work and Play.”
4 | P a g e
The plan includes Ten Pillars to that end:
1. Rebuilding Borough neighborhoods and infrastructure.
2. Creating financial tools and incentives to support investment and home purchase and
rehabilitation.
3. Rebuilding and creating a vibrant business district and business community.
4. Enforcement of Bristol Borough laws, regulations, ordinances, and codes.
5. Rationalization and protection of the historic fabric and character of Bristol Borough
6. Support of the arts and culture to fuel economic development and improve the quality of
life.
7. Grow the business base within the Borough and the immediate surrounding area.
8. Rationalization of parking and congestion.
9. Recruiting and organizing volunteers, and facilitating communication between
government, residents, and community groups.
10. Rationalization of the Bristol Borough School District as it affects economic growth of the
Borough.
The plan will take a position and offer suggestions and directions on the various multi-
dimensional issues mentioned above as well as identifying and quantifying additional
problematic issues that, when addressed, will be major contributors to the overall success of the
plan.
The success of the plan is heavily dependent on the formation of a high performance team
comprised of residents, elected and appointed officials, business leaders, clergy, and educators
combined with the support and cooperation of Bristol stakeholders.
The BEDSPC spent considerable time collecting pertinent data and information on Bristol
Borough and the region. This information covers 100 years of history. In addition, the
committee spoke and surveyed hundreds of residents and interested people associated with
Bristol. The information was ultimately used to develop a working document called the
“Desired State.” The committee believes that the nine elements contained in the “Desired
State” represent a futuristic look at what the stakeholders want their town to be.
For the Desired State to become reality the process must remain positive, highly visible, and
stakeholders must be willing to volunteer significant time and energy.
Background information used to develop the plan, as well as information on potential sources of
assistance in implementation, are contained in the Attachments.
5 | P a g e
Bristol Borough Economic Development
5-year Strategic Action Plan
Document Description
A Strategic Action Plan defines an organization’s strategy, direction and the allocation of its
resources to carry out the plan to completion.
Effective plans have five basic requirements:
1. A brief but well-constructed description with a directional plan of attack
2. A launch date
3. A cost projection supported by estimates
4. A time line with defined measuring intersections and reporting criteria
5. A dedicated manager and team to drive the project.
Note: Launch dates and cost estimates will be provided by the action teams.
Strategic Action Plans are usually written for a five-year duration and constructed so that the
plan never really expires. Typically a good plan is reviewed quarterly. When a project is signed
off as complete, a new project is added at which point the launch process starts anew.
For the sake of clarity and brevity the “Desired State” has been restated and prioritized into ten
main pillars.
The Plan
Pillar #1 & #2 – Rebuilding Borough neighborhoods and infrastructure and creating
financial tools and incentives to support investment and home
purchase and rehabilitation.
Analysis:
Bristol housing represents the fourth oldest
existing housing stock in Pennsylvania, consisting
of many different types and styles. There are 4,237
total housing units in Bristol that are categorized
as follows: 27% are one unit detached, 40% are
one unit attached, 16% are two unit detached, 6%
are three or four units detached and 11% are five
or more units detached or semi-detached in a
Pond
St
Wood
St
Radc
liffe St
Ceda
r St
Wilson A
ve
US 13
Trento
n Ave
Jefferson Ave
Beaver Dam Rd
Mill St
Bath St
Farra
gut A
ve
Garde
n St
Pine St
Plum
St
Monroe St
Washington St
Otter
St
Buck
ley St
Green La
Lafayette St
2nd Av
e
Howe
ll St
Mans
ion St
4th Av
e
Penn St
Dorrance St
Swain St
3rd Av
e
Taft St East Cir
Inlet St
Cana
l St
West Cir
Market St
Walnut St
Garfield St
Point St
Taylor St
Jackson St
McKinley St
Harrison StWa
rren S
t
Lincoln Ave
Pros
pect
St
Linden St
Mulberry St
Cleveland St
Madison St
Spruce St
Fillmore St
Hayes St
Roosevelt St E Farr
agut
Ave
Pine Aly
Race St
Grant St
Eagle St
Locust StGreen
St
Logan St
Elm St
Miffli
n St
5th Av
e
Clymer St
Franklin St
Maple St
Bath Rd
Head
ley S
t
Pear
St
New B
uckley
St
Benso
n Pl
Porte
r Ave
Adam
s St
SR 13
Ram
p
Mino
r St
Green Ave
Cherr
y St
Old Bath Rd
New Brook St
Nichols
Memoria
l Dr
Sprin
g St
Corson St
6th Av
e
Railroad Ave
Pine G
rove S
t
Barry Pl
Coolidge Pl
N Ce
dar S
t
Ches
tnut S
t
Nelson Ct
Water St
New Brook St
Cana
l St
US 13
Railro
ad Av
e
Clymer St
Head
ley S
tHe
adley
St
Pine Aly
Taft St
Pros
pect
St
Sprin
g St
Hayes St
Head
ley S
t
Logan St
5th Av
e
US 13
Taft St
SR 13
Ramp
Corson St
Gatew
ay
Old T
own
Mill I
ndus
trial
North
side
Harri
man
3008
2004
2021
2009
3011
1016
101810
16
1006
2000
2014
2005
2015
1013
2016
2011
1012
2028
3013
1003
2039
3018
2022
1030
1007
1012
2002
2020
2021
2025
1010
1001
3021
3025
1017
3024
2028
2029
1003
1001
1004
1008
3002
3023 30
28
1014
2004
1026
2036
2018
1024
1023
1015
1016
3000
3006
2002
2005
2017
3009 3010
3020
2044
2015
2032
1001
2025
2016
2051
2030 2031
2037
1010
1011
1007
1017
3020
3021
2034
2006
1002
1000
2044
3016
3026
3018
2024
1014
2002 2007
1005
2021
1020
1025
2008
2034
3001
2030
1021
2011
2025
2038203520
19
3003
3004
3011
2006
1002
1007
2001
2014
2023
2045
2026
1013
2031
3015
2040
3007
1018
1014
3019
3023
2027
1036
1029
1000
1012
1005
3001
2011
2019
2050
2029
3012
1019
1015
1009
1008
2001
1018
3014
2028 2041
2045
2042
2043
1019
2012
2038
2033
2019
2015
2043
2032
1011
3012
2032
2041
1009
1013
2036
1007
1006
1020
3003
2034
2018
2020
2027
3025
2039
2038
1015
3022
2030
2013
3027
1010
3009 3010 3017
2016
2026
2022
2033
3022
2000
3014
2013
2024
3007
2033
2046
2012
3017
2040
1028
1006
2035
2017
201810
1110
17
2003
2010
2031
2042
3002
3005
2027
2013
1009
2010
3024
3004
2014 20
2430
0020
26
2049
2040
3016
3015
3019
2037
2008
1005
2037
2017
01,1
002,2
003,3
00
Scale
in Fe
et
Brist
ol Bo
roug
hNe
ighbo
rhoo
ds
Cens
us Bl
ocks
7 | P a g e
complex. 61% of the entire Borough housing structures were built prior to WWII, 17% during the
period of 1950 to 1959 and 22% from the 1960s to present day. The dense neighborhoods in
Bristol reinforce the assertion that the town is urban in nature and lends itself to an intimate
and walkable pedestrian community.
Bristol can be viewed as having five distinct neighborhoods: Gateway, Old Town, Mill Industrial
Disrict, Northside, and Harriman. Each neighborhood has its share of rental housing units with
the highest percentage located in Old Town. In total 59 percent of households in the Borough
are owner occupied while 41 percent are rental units. Bristol’s housing stock is predominately
vernacular, well built, charming and inviting. However, within each neighborhood there are also
poorly maintained facades and remodeling efforts that disrupt the aesthetics and downgrade the
original character and beauty of the streetscapes.
Action Required:
1. Establish a program and leverage incentives for potential and existing home buyers.
Existing Incentives
a. Federal Tax Incentives for Rehabilitation of Historic Buildings: those structures that
contribute to a Historic District and those structures that are not part of a Historic
District but were built prior to 1926.
b. First-time home buyer incentives are offered by the Commonwealth of Pennsylvania,
and Bucks County, some of which are privately managed. (e.g. “The First Front Door
Program” offered by The FHL Bank of Pittsburg.)
Proposed New Incentives
Short-term
c. Defer additional assessed valuation and taxes associated with actual costs of
reconstruction or improvements to non-delinquent, owner-occupied houses for
residents in Bristol Borough.
- Launch a new program that offers additional incentives to return/replicate
components where necessary and otherwise restore the neighborhood front
porches and stoops in the Borough.
d. Launch a proposed new incentive offered to substantially reduce fees associated with
the rehabilitation of any owner occupied house in Bristol Borough. Explore the cost
effectiveness of returning to an in-house inspection department to offset the above
incentive costs.
e. Facilitate the formation of a for- profit group or syndicate for the express purpose of
purchasing housing within the Borough that qualify for the federal rehabilitation
credit, restore the property, hold and rent the property for the time frame prescribed
Pond
St
Wood
St
Radc
liffe St
Ceda
r St
Wilson A
ve
US 13
Trento
n Ave
Jefferson Ave
Beaver Dam Rd
Mill St
Bath St
Farra
gut A
ve
Garde
n St
Pine St
Plum
St
Monroe St
Washington St
Otter
St
Buck
ley St
Green La
Lafayette St
2nd Av
e
Howe
ll St
Mans
ion St
4th Av
e
Penn St
Dorrance St
Swain St
3rd Av
e
Taft St East Cir
Inlet St
Cana
l St
West Cir
Market St
Walnut St
Garfield St
Point St
Taylor St
Jackson St
McKinley St
Harrison StWa
rren S
t
Lincoln Ave
Pros
pect
St
Linden St
Mulberry St
Cleveland St
Madison St
Spruce St
Fillmore St
Hayes St
Roosevelt St E Farr
agut
Ave
Pine Aly
Race St
Grant St
Eagle St
Locust StGreen
St
Logan St
Elm St
Miffli
n St
5th Av
e
Clymer St
Franklin St
Maple St
Bath Rd
Head
ley S
t
Pear
St
New B
uckley
St
Benso
n Pl
Porte
r Ave
Adam
s St
SR 13
Ram
p
Mino
r St
Green Ave
Cherr
y St
Old Bath Rd
New Brook St
Nichols
Memoria
l Dr
Sprin
g St
Corson St
6th Av
e
Railroad Ave
Pine G
rove S
t
Barry Pl
Coolidge Pl
N Ce
dar S
t
Ches
tnut S
t
Nelson Ct
Water St
New Brook St
Cana
l St
US 13
Railro
ad Av
e
Clymer St
Head
ley S
tHe
adley
St
Pine Aly
Taft St
Pros
pect
St
Sprin
g St
Hayes St
Head
ley S
t
Logan St
5th Av
e
US 13
Taft St
SR 13
Ramp
Corson St
3008
2004
2021
2009
3011
2008
1016
101810
16
1006
2000
2014
2005
2015
1013
2016
2011
1012
2028
3013
1003
2039
3018
2022
1030
1007
1012
2002
2020
2021
2025
1010
1001
3021
3025
1017
3024
2028
2029
1003
1001
1004
1008
3002
3023 30
28
1014
2004
1026
2036
2018
1024
1023
1015
1016
3000
3006
2002
2005
2017
3009 3010
3020
2044
2015
2032
1001
2025
2016
2051
2030 2031
2037
1010
1011
1007
1017
3020
3021
2034
2006
1002
1000
2044
3016
3026
3018
2024
1014
2002
2007
1005
2021
1020
1025
2008
2034
3001
2030
1021
2011
2025
2005
2038203520
19
3003
3004
3011
2006
1002
1007
2001
2014
2023
2045
2026
1013
2031
3015
2040
3007
1018
1014
3019
3023
2027
1036
1029
1000
1012
1005
3001
2011
2019
2050
2029
3012
1019
1015
1009
1008
2001
1018
3014
2028 2041
2045
2042
2043
1019
2012
2038
2033
2019
2015
2043
2032
1011
3012
2032
2041
1009
1013
2036
1007
1006
1020
3003
2034
2018
2020
2027
3025
2039
2038
1015
3022
2030
2013
3027
1010
3009 3010 3017
2016
2026
2022
2033
3022
2000
3014
2013
2024
3007
2033
2046
2012
3017
2040
1028
1006
2035
2017
201810
1110
17
2003
2010
2031
2042
3002
3005
2027
2013
1009
2010
3024
3004
2014 20
2430
0020
26
2049
2040
3016
3015
3019
2037
2008
1005
2037
2017
01,1
002,2
003,3
00
Scale
in Fe
et
Brist
ol Bo
roug
hRe
nter O
ccupie
d Bloc
ks
Grou
p Qua
rters
4 or m
ore va
cant
units
40%
or gre
ater o
f renta
l unit
sCe
nsus
Bloc
ks
9 | P a g e
f. by the act and resell with the contingency of remaining as an owner occupied house
for a specified time frame or sell back to the original owner who would continue to
live and maintain the property through the mandated hold period.
Long-term
g. Investigate successful programs that return multi-unit housing to single family
dwellings.
2. Develop a redevelopment plan, in the event it becomes necessary, to maintain and
repurpose major historical buildings throughout the Borough. Examples are St James
Church and cemetery, The Masonic Hall, Friends Meeting House, etc.
3. Review the process so that all developers, builders, and property owners find a
predictable, easy to navigate, timely approval process for large and small developments
and home improvement projects.
4. Explore a return to yearly inspections of rental properties with multiple citations.
5. Develop and facilitate the creation of a carpenters’ association for the purpose of
conducting no-cost seminars for residents to give advice regarding remodeling expertise,
materials and design criteria used in the Borough’s five distinct neighborhoods.
6. Encourage the formation of neighborhood associations to foster community building and
neighborhood pride with a view to maintain the integrity of the neighborhood and grow
property values to improve the quality of life.
Pillar #3 – Rebuilding and creating a vibrant business district and business
community.
Analysis:
Retail and service industries are strong
components of a local economy. Bristol
Commerce Park, anchored by Wal-Mart,
provides the greatest volume of retail activity.
Other retail and services are mixed in
residential neighborhoods along Pond Street
and Farragut Avenue.
Mill Street serves as the town’s “Main Street.”
However, most of land uses on Mill Street are
not retail, but instead consist of medical and
professional services.
20% of the retail corridor appears vacant (17 stores).
10 | P a g e
Personal services consist of five salons and three tattoo parlors.
No anchor retailers
There is substantial retail space ( 221,000 square feet among 84 spaces).
In addition to commercial retail spaces, the commercial buildings that line Mill Street’s top
floors offer residential rental units whose residents park their vehicles on the street in spaces
that would normally be reserved for retail customers. The parking situation is further
complicated by shop owners who park on the street.
The mix of establishments along Mill Street exceeds model percentages for non-retail and
personal services and, conversely, is woefully under model percentage in categories that would
attract residents, tourists and visitors such as clothing, food and beverage, and other
experiential businesses.
All of the stores on Mill Street and many of those in other areas would qualify for the Federal
Historic Preservation tax credits.
Action Required:
1. Facilitate a meeting between Borough Leadership and all Mill Street property owners and
shopkeepers to review owner-merchant responsibilities.
2. Assess necessary repair work required to bring all properties on Mill Street up to code.
Create a reasonable amnesty period to correct violations. Code violations after the
amnesty period will result in fines and intervention from the Borough code officer. After
stabilizing Mill Street the above actions as specified in #1 and #2 should be launched for
the balance of other retail and service operations within the Borough.
3. Seek out, and offer incentives to, anchor retail operations so that they will relocate to Mill
Street to improve retail traffic on the corridor. This team will make recommendations to
attract a variety of retail and experiential businesses.
4. Seek out developers to discuss the viability of rehabilitation projects on Mill Street
considering the various incentives and tax credits available.
5. Explore options, to sell, or otherwise make available, land in the lower Mill Street parking
lot to further develop elevated retail and service options. The revenue potential for this
revenue should be considered a funding source for many of the economic development
recommendations outlined in this report.
6. Address parking, alternative parking and loading zone options for Mill Street.
7. Boat dock – Develop a proactive plan for regulations governing access, monitoring,
maintenance and procedures regarding the boat docks to ensure its economic impact on
the community is positive.
11 | P a g e
Pillar #4 – Enforcement of Bristol Borough laws, regulations, ordinances, and codes.
Analysis:
The enforcement of Borough laws, regulations, codes and
ordinances provides citizens and visitors with a safe
environment and a high quality of life. The Borough’s
quest for growth, stabilization of its neighborhoods and
improvements to its parks, riverfront attractions and
planned recreational activities mandate a renewed effort
to cite and uniformly apply its laws, regulations, codes and
ordinances.
Action Required:
1. Enforce speeding, parking and motor vehicle laws for both moving and non-moving
violations.
2. Strictly enforce laws regarding curfew, park closing, public intoxication, noise, open
alcoholic containers, littering, sleeping, camping and panhandling in all public places.
3. Enforce leash and dog curbing ordinances/codes.
4. Review the current laws and regulations mentioned in #2 above and recommend
changes where necessary.
5. Verify that HARB recommendations and decisions are carried out and implemented to
mirror the stated approved design criteria and specifications and enforce penalties for
non-compliance.
6. Examine whether existing staffing is sufficient to adequately support the enforcement of
code violations throughout the Borough.
7. Develop ordinances that allow for large scale rehabilitation projects while taking into
consideration the needs and quality of life of residents adjacent to the project.
Pillar #5 – Rationalization and protection of the historic fabric and character of
Bristol Borough.
Analysis:
Bristol Borough’s rich history spans over 300 years. The town played a much greater role in
building the foundation of America than is commonly recognized. Time, reinvention,
repurposing, and progress have erased a portion of the town’s early historic fabric and character.
In spite of this loss, Bristol retains its identity as a historic community. Bristol possesses a
considerable collection of historic places, buildings, artifacts and historic legends that are
worthy of preservation. Historic preservation serves as a proven means to increase property
12 | P a g e
values and serves as an engine of economic
growth. The time is now for Bristol
stakeholders to fully embrace the town’s
rich history and recognize the economic
benefits of historic preservation, by taking
full advantage of its elite status as Certified
Local Government. (See Appendix)
In addition to the four National Register
Historic Districts (Bristol Borough Historic
District, Industrial District, Harriman
Historic District, and the Jefferson Land Association District), emphasis should be placed on
renewing the beauty and historic charm of areas often overlooked in the Borough.
Action Required:
1. The Borough should review and reaffirm its responsibility to meet the Pennsylvania
Historical and Museum Commission requirements with regard to historic districts.
2. Systemically address signage throughout the Borough. The scope of the project should
include the following types of signage:
a. Interpretive
b. Regulatory
c. Gateways, including railroad overpasses and Route 13
d. Points of interest
e. Replace missing PHMC Historic Markers
3. The Committee should seek design advice and grant opportunities of the Department of
Conservation and National Resources (DCNR).
4. Systemically address the maintenance and replacement of public trees, plantings, and
hardscape to protect and improve the cultural landscape.
5. Develop plans to install period lighting. Strong consideration should be given to
replacing the Turn Pike Markers from the entrance of Bristol at Otter Street and then
along Otter, up Mill and down Radcliffe to the exit of Bristol.
6. Develop an “Introduction to Historic Bristol” presentation for new hires, contractors and
developers that explains the Borough’s history and preservation requirements that must
be observed when working anywhere in the Borough. The presentation is mandatory and
to be given prior to the issuant of permits.
13 | P a g e
Pillar #6 – Support the arts and culture to fuel economic development and improve
quality of life.
Analysis:
Bristol’s support of arts and culture is embedded in its
history and continues to fuel its economic development.
This tradition is enhanced by the Bristol Riverside Theatre,
The Margaret R. Grundy Museum, Bristol Cultural and
Historical Foundation, and the Artists of Bristol on the
Delaware which collectively promote the visual and
performing arts. In addition to the obvious quality of life
benefits provided by these institutions, there is a ripple
effect on job creation and economic stimulus.
Action Required:
1. Establish a Theater District bounded by Riverfront
Park, the bank parking lot, Radcliffe Street, and
Market and Cedar Streets. Significant consideration
should be given to signage and lighting
enhancements to delineate the District.
2. Establish an arts and culture advocacy committee
comprised of representation from the above-noted organizations and volunteers to
advocate for local support of arts and culture.
3. Promote continuing support for the Bristol Historic and Cultural Foundation, the
Margaret Grundy Memorial Library and the Grundy Museum. These organizations are
major contributors to enhancing residents’ knowledge and appreciation of the arts.
4. Establish a Garden Club.
5. Re-establish walking tours throughout the Borough i.e. gardens, ghosts, historic
buildings, monuments and statues etc.
Pillar #7 – Grow the business base within the Borough and the immediate
surrounding area.
Analysis:
Employment in Bristol is concentrated to the south and west of the Borough, primarily among
transport-related uses as well as health care and light industrial uses. The largest employment
sectors are in sales and office jobs. Transportation and construction sectors are Bristol’s primary
basic industries. Considering location quotients, the major occupations that make up the local
economy are production, transportation, services, building maintenance, and personal care.
Pond
St
Wood
St
Radc
liffe S
t
Ceda
r St
Wilso
n Ave
US 13
Trento
n Ave
Jefferson Ave
Beaver Dam Rd
Mill St
Bath St
Farra
gut Av
e
Garde
n St
Pine St
Plum
St
Monroe St
Washington St
Otter
St
Buck
ley S
t
Green La
Lafayette St
2nd Ave
Howe
ll St
Mans
ion St
4th Av
e
Penn St
Dorrance St
Swain St
3rd Ave
Taft St East Cir
Inlet St
Cana
l St
West Cir
Market St
Walnut St
Garfield St
Point St
Taylor St
Jackson St
McKinley St
Harrison StWa
rren S
t
Lincoln Ave
Pros
pect
St
Linden St
Mulberry St
Cleveland St
Madison St
Spruce St
Fillmore St
Hayes St
Roosevelt St E Farr
agut
Ave
Pine Aly
Race St
Grant St
Eagle St
Locust StGreen
St
Logan St
Elm St
Miffli
n St
5th Av
e
Clymer St
Franklin St
Maple St
Bath Rd
Head
ley St
Pear
St
New B
uckley
St
Benso
n Pl
Porte
r Ave
Adam
s St
SR 13
Ram
p
Mino
r St
Green Ave
Cherr
y St
Old Bath Rd
New Brook St
Nichols
Memoria
l Dr
Sprin
g St
Corson St
6th Av
e
Railroad Ave
Pine G
rove S
t
Barry Pl
Coolidge Pl
N Ce
dar S
t
Ches
tnut S
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Nelson Ct
Water St
New Brook St
Cana
l St
US 13
Railro
ad Av
e
Clymer St
Head
ley St
Head
ley St
Pine Aly
Taft St
Pros
pect
St
Sprin
g St
Hayes St
Head
ley St
Logan St
5th Av
e
US 13
Taft St
SR 13
Ramp
Corson St
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15 | P a g e
Sales and office work is the largest occupation for 30% of the jobs in Bristol. Unoccupied
industrial spaces have created opportunities for new commercial office space. The recent
rehabilitation of old warehouses has brought in new small businesses and employment
opportunities. Potential and planned conversions of warehouse space to office space is projected
to bring and local economic growth. The Canal Works has already eclipsed the record of total
number of workers currently employed in the complex as compared to its heyday in the late 19th
century. According to published records, Bristol Borough has more than 500 operating
businesses within its boundaries. Industrial parks line the perimeter of the Borough.
Further to the east along the river and within Borough boundaries lies an industrial zone in the
former space of the Harriman shipyard. The total area is 58.4 acres. In the southeast corner of
this tract can be found the General Stores and Mold Loft shipyard building, a national registered
historic place, which was converted into offices in 2003. It now houses the corporate
headquarters for Lenox, the renowned manufacture of fine china. Located just to the south of
Bristol’s border is the former Rohm and Haas Plant. In 2009 the plant was purchased by Dow
Chemical. This heavy industrial plant and campus houses Dow’s coatings division, which
employs over 200 people. The industrial site also features an independent company, Arkema
Inc., which produces acrylic resins. The site also contains the Bridge Business Center, a business
incubator and “State Designated Keystone Innovation and Enterprise Zone targeted to support
Life Sciences, Advanced Manufacturing and Alternative Energy companies in the State of
Pennsylvania.”
However, there is a significant amount of vacant retail and industrial space throughout the
Borough. Mill Street, which has a 20 percent vacancy rate, lacks a balanced mix of retail,
commercial and professional uses. Moreover, the existing Business Association has been
primarily focused on retail activity and has been unable over the years to attract more than 15
percent of the 500 commercial uses in town. It would be prudent at this juncture to design a
strategy to ensure that business recruitment is consistent with the Desired State, store fronts are
populated and resources exist to aid both the creation and sustainability of businesses.
Action Required:
1. Establish a large and comprehensive Business Association with a broad mandate and
scope to stir and impact economic development town-wide. This new association will
focus on the business advancements of the Borough at large, as well as the Mill Street
Business District. During the development period of this new association, members of
other existing business associations are invited and encouraged to join.
2. Secure and develop a working relationship with the Bucks County Industrial
Development Authority (BCIDA) and engage as a municipal partner with the Authority.
Investigate the BCIDA loan programs and proposed new initiatives to invest $18.1
million in a variety of loan programs, including programs to revitalize Main Street
business districts and restore for vacant and underutilized industrial sites
16 | P a g e
The relevant BCIDA Bucks to Invest programs are:
a. Bucks Rebuilt – a policy of “intelligent growth” that supports and encourages the
revitalization and adaptive reuse of older, vacant or abandoned or underfunded
industrial manufacturing sites and commercial facilities.
b. Bucks Renewed – a program designed to leverage new private investment in
downtowns and “main streets” throughout Bucks County centered on the
rehabilitation and renewal of critical commercial, and where practical, historic
sites and local infrastructure that can spur renewed commercial activity in
downtown areas.
c. VC4BC – a joint venture between BCIDA and Ben Franklin Technology Partners
to establish a public/private venture capital fund dedicated to Bucks County
businesses, where every dollar is matched one to one with Ben Franklin funds.
d. Taste and Tour Bucks County – a program designed to promote tourism.
Pillar #8 – Rationalization of parking and congestion.
Analysis:
Parking for residents of Bristol is difficult in many areas of the Borough. Today it’s common in
many neighborhoods for residents to search for parking for 15 to 20 minutes. This situation is
compounded on the two days of alternate side-of-the-street parking to accommodate street
sweeping. The lack of parking is fast becoming a liability within the Borough and is a
contributing factor to the lack luster sale of homes and a perceived downgrade to the quality of
life to both perspective home buyers and renters. The lack of parking is also expected to impact
the rental of office space at several repurposed industrial buildings in the near future. The lack
of customer parking at retail locations will only continue to deteriorate as vacant stores are
rehabilitated and put back into use. Confronted with this situation, many localities commission
a comprehensive study to quantify parking and vehicular congestion problems that inhibit
economic growth and deteriorate the quality of life of its residents.
Action Required:
1. Establish an Action Committee to investigate and quantify the following:
a. Identify and quantify parking bottlenecks and quantify the causes throughout
Bristol. (i.e., Time of day, when hosting events, during church services, etc.)
b. Identify possible grants and financial assistance for traffic flow studies and to
identify high congestion parking schemes and programs targeted to alleviate
residents parking in their respective neighborhoods.
c. Identify, map and quantify every available parking space in the Borough
including driveways and garages.
17 | P a g e
d. Identify and map every public off-street overflow parking area and clarify the
arrangements and agreements between the Borough and the parties in
possession.
e. Identify, map and quantify all available parking spaces in municipal lots.
f. Identify any cross parking agreements in existence.
g. Identify and quantify established specifications supported by code for distances
of yellow curb makings/painting that signify no parking.
h. Identify and quantify the number of permits allowing residents to park in parking
meter spaces.
i. Identify potential overflow parking locations to facilitate snow removal on
neighborhood streets.
j. Identify and map all of the parking meters that exist.
2. Develop and support walking and biking connectivity throughout the Borough.
3. Develop and install bike racks and enhanced security measures for biking throughout the
Borough.
Pillar #9 – Recruiting and organizing volunteers, and facilitating communication
between government, residents, and community groups.
Analysis:
Historic Bristol Borough is blessed with
numerous service groups and residents willing
to volunteer their time for community
projects. However, at times their activities
conflict or their efforts are duplicated. In
addition, residents who wish to become
involved lack a clear avenue through which to
attach themselves to a project and,
consequently, significant skills go unutilized.
This is also true at times in the business
community.
Action Required:
1. Develop a volunteer recruitment form to be posted on the Borough web site, the Raising
the Bar Facebook page, and in public places. The form should seek information
regarding the skills, interests, time availability, and contact information of potential
volunteers. Completed forms should be collected, and a database developed for future
18 | P a g e
use. Advertise the [email protected] e-mail address to allow residents to
transmit their volunteer forms as well as suggestions for future projects, and register
their e-mail address for contact.
2. Develop a community electronic calendar that will allow groups to post their activities
and plan for the use of facilities.
3. Offer training materials in total quality management techniques that encourage and
assist all elected and appointed officials and residents to be ambassadors for Historic
Bristol Borough.
4. Develop hospitality teams to greet and usher potential investors or home buyers through
town as well as provide them with relevant marketing materials.
Pillar #10 – Rationalization of the Bristol Borough School District as it affects
economic growth of the Borough.
Analysis:
Nothing impacts the economic viability of a municipality more than the quality and affordability
of its school system. A town-wide survey administered by this Committee confirmed this
assertion.
Action Required:
1. The School District should embark on a comprehensive analysis of factors influencing
achievement levels, course and program offerings, tax rates, and declining enrollment.
19 | P a g e
Operational Structure
A strong support foundation and structure is mandatory to assure fast forward movement of the
various actions contained in the plan. With a view to minimize under performance and the
potential of lost time and financial support, BBEDSPC would like the Bristol Borough Council to
consider the following recommendation:
1. Maintain a seven- member Steering Committee from the ranks of the original BBEDSPC
and volunteers who have been involved since October, 2012. The structure of the Steering
committee will be similar in scope and serve a three-year term at the convenience and
control of the Bristol Borough Council and report to the President of Council or his
designee. Members must be either residents of the Borough, business owners, or
managers of Borough for-profit or non-profit organizations.
Steering Committee Members:
Bill Pezza, Chairman
Ralph DiGuiseppe
Amy Kaissar
Donna McCloskey
Amy McIlvaine
Joanna Schneyder
Mark S. Swift
The following individuals will chair the various Action Committees and Sub-Committees:
Jimmy Bason
Susan Corletto
Lauren Ivanchenko
Justin Saxton
Angelo Quattrocchi
Julie Walker
Ron Walker
Carl White
Deal Wright
Vivian Zalesanki
2. Appoint or hire a combination part time Main Street/Housing manager. Individual to
have demonstrated skills with emphasis on communication and people skills, economic
development, market analysis, strong knowledge of the housing and rental market,
historic preservation and use of historic preservation incentives.
3. In any or all possible scenarios maintaining the marketing/public relations activity (Raise
the Bar) currently in place is critical to the success of any plan going forward.
20 | P a g e
4. Consider a new look and approach to being “Business Friendly” and cost competitive in
all departments concerning engineering, permits, inspections and enforcement. Use
benchmarking techniques to quantify costs and services offered by neighboring
municipal entities competing with the Borough to attract, grow and retain its base of
citizens.
5. Pursue a public relations campaign to market the Borough directed at potential home
buyers, developers, owner operated high end retail, food and beverage businesses and to
thank and remind residents that Bristol is a great place to live and invest.
6. Reproduce and distribute the DVD “Discover US” accompanied by specific literature and
information, focused at targeted markets. Continue to use the DVD as a marketing and
informational tool for residents and visitors.
ATTACHMENTS
Summary: Raising the Bar Questionnaire
1 (low
priority)2 3 4
5 (high
priority)
Don't
know
Response
Count
10 30 60 109 148 5 362
11 12 47 101 186 5 362
9 10 39 110 183 11 362
9 9 31 50 250 13 362
19 37 80 113 109 4 362
21 20 63 101 147 10 362
16 22 47 102 169 6 362
27 36 78 97 108 16 362
14 16 59 98 160 15 362
9 31 70 74 161 17 362
47 63 100 53 54 45 362
14 26 81 107 125 9 362
13 24 87 116 116 6 362
5 25 70 92 165 5 362
34 56 119 81 58 14 362
14 25 86 113 121 3 362
24 29 82 82 136 9 362
42
362
0
(See reverse side for survey comments)
Offer continuing education
Other (please specify)
answered question
skipped question
Establish a shade tree
Expand public parks and
Develop arts and cultural
Improve public safety
Improve public transportation
Reinvigorate community
Promote tourism industry
Increase and improve the
Create more local jobs
Recruit light manufacturing jobs
Recruit high-tech jobs to area
Enforce current code of
On a scale of 1 to 5 with 1 being “low priority” and 5 being “high priority”, please select the number to indicate what
you believe the Borough should emphasize moving forward.
Answer Options
Preserve natural and historic
Help small businesses grow
Encourage overall town-wide
Improve quality of K through 12
Bristol Borough Raising the Bar Questionnaire Survey Results
1
1) Mill Street needs attention such a jewel that is wasted, always closed businesses on important days such as Bristol Day!!! Need more stores not tattoo stores and check cashing stores. More small town appeal needed here.
2) I answered "don't know" to the housing question because I think there are plenty of homes in the Borough and more emphasis could be put on owner occupied homes than rentals and converting nice older homes into multiple units with no style or upkeep. I would also like to see emphasis on landscape upkeep and promoting this on a personal home owner basis. The alleys and even Mill Street need focus. The businesses need nicer landscaping or planters and the trash out on the front curbs at night is unappealing. I would like more Cultural Arts promotion/programs for artists and promoting the Borough as a great little artist community because of our location to Phila & New York. Creating more of this atmosphere may bring young families and artists to the town.
3) Make the streets safer to walk and ride bikes. The town is full of speeders who have no respect for anybody. The cops do nothing to stop speeding in town.
4) Make local businesses responsible to keep their trash off residential properties, unlike Wawa on Green Lane
5) Quantity of houses-low priority
6) Quality of houses - high priority.
7) Questions should be separate. Forced answer!
8) Should not increase housing. Should reduce apartments and half way houses. Should be a question about halfway houses and HUD homes. Example: Should we allow HUD homes in Boro, or Should we allow "halfway houses in the Boro?"
9) We should not have to offer "continuing" education programs, we should be educated. You are using the word "and". Questions should be specific.
10) Streets and some sidewalks in town are VERY DIRTY. It seems most are rental properties, perhaps some type of beautification program would be helpful
11) Support the Bristol Cultural and Historical Foundation and Bristol Day.
12) Try some different arts venues, stop playing it safe.
13) There are never any jazz, alternative or new age shows at the Warf. Run some indie films on off days at the theatre. A Ritz style theatre could/would draw a more culturally diverse crowd to the community. Have more art festivals; art shows and competitions would bring more artists to the community. Where there are artists there is always beauty.
14) Small business: especially creative and unique retail on Mill Street.
15) The quantity of housing is not important for this small town, but the quality is important and you can see many areas becoming dilapidated. Areas that were once a sought out place to live, are not that way anymore.
16) The festivals are old-fashioned, boring and lately not well attended. The home improvement regulations should be better monitored so the houses don't look like junk with poor additions/modifications, colors, etc. The schools are atrocious! Lack of art and music programs is shameful. The schools should be run similarly to private schools, with a high-end education. Parents should be held to a higher standard as well as the children. Bristol will always stay low-class unless we better educate our kids.
Bristol Borough Raising the Bar Questionnaire Survey Results
2
17) HIGH PRIORITY - 1) Get rid of the tattoo parlors on mill street 2) Get rid of the recovery houses in the borough 3) Improve the safety and general appearance of Otter Street, Bath Street and Buckley Street 4) Let big businesses like Starbucks, Williams Sonoma, The Gap, etc. open shops on mills street 5) Enforce a code requiring home owners and/or landlords to keep the exterior of their properties fully restored, neat and clean 6) Improve the Selecto market which is dirty and run down. 7) Do what is necessary to make Bristol and Mill Street a desirable place to spend time 7 days/evenings a week much like State Street in Newtown
18) Review, re-write, strengthen and enforce rental housing codes and ordinances. If necessary, find a way to use "emanate domain" laws or rulings to clean out blighted areas and improve the town.
19) Have the police act on drug house tips. Houses in the borough are mostly connected, without firewalls. So people living in an adjoining house can usually tell when the other homeowners are doing drugs or making drugs. I myself have been telling the police for 4 years now and nothing has been done about it. If Bristol is serious about creating a better town, they should start with the basics and get rid of the low life druggers.
20) The Boro is becoming a renter’s haven with neighborhood going down and we lose a tax base. and landlords are filling this with anybody that will pay travel through the see area's
21) Create places people can safely and comfortably gather -- coffee shop, bookstore, lounge, library open for coffee & meeting place
22) Find ways to lower taxes!!
23) Need for rec. program is essential to our area, only have Little League which is not funded by the Boro. Let’s start using the $18,000 plus revenue in program for the kids
24) We need to focus on growing, not fixing. If new jobs, new arts, and new restaurants come, the spirit of pessimism will fade. Fixing problems will never achieve that.
25) Snow removal should be coordinated similarly to the street sweeper schedule
26) More emphasis on fall oldies concert less on holiday parade
27) I am all for improving quality of housing but we should NOT be increasing quantity with the exception of redeveloping Mill Run and Grundy Powerhouse. A few homes between Lenox and 55+ housing would be ok too as long as public access to the trail is maintained.
28) Since our shopping district mainly consists of professional offices and tattoo parlors we as a community need to do something to promote the Borough in order to bring in quality boutique shops.
29) I've never thought about the Shade Tree Commission, but I think it's a good idea. I think we do decently well with the festivals and with public safety. The biggest thing I'm interested in as a person in my 20s is more jobs, small business support, more arts and culture building and just making this a place where more up and coming artists want to be.
30) On the topic of housing, I'd be very interested in seeing more single family homes for sale (not rent). There are currently too many rental and low-incomes homes in disrepair that unfortunately add to the blight.
31) Need to increase public services (ex. schedule leaf pick up w/ our existing boro trucks).
32) I think it was a huge disservice to the education of the children to take away FT K, the kids are not learning as much! The education of the children should be a TOP priority! Taking away from our school will only discourage people from moving here!
Bristol Borough Raising the Bar Questionnaire Survey Results
3
33) Get involved with more the homeless and less fortunate in or are, people in our town, our friends and neighbors
34) Our community festivals are very important to this community. I believe we do a great job with this piece of the puzzle. Our public transportation is very good. We have access to the train and to buses that run all day. We are close to 95 and PA and NJ turnpike.
35) Quantity of housing is high enough - need to improve quality of housing by supporting more owner occupied properties
36) I believe I received a quality education at Bristol High School and that our schools are one of the best benefits to living in Bristol Borough. Busing our students to other schools could be a deterrent to people wanting to live in a small town.
37) Do something about problem parking areas!
38) Help with and focus on people living right here in our own town, that are homeless, living in the woods, on the streets, and in tent cities.
39) Work with Septa to improve the train station
40) Attract sound, solid companies to install shops on Mill Street. Tattoo parlors and the rest of the street have little interest to me. Only use Mill St. for visits to the eye doctor and the bank. Beyond that, I try to avoid the street entirely.
41) Bring back bike night. It brought in lawyer and doctors also and when we dropped it Burlington established one and has done well
42) There is a significant amount of data available to support the fact the focus on the Arts, can drive economic development-bringing in New and Returning/Repeat Revenue.
43) I think we have a beautiful town, however, I am very disappointed in the number of tattoo parlors located on our main street which takes away from the home town charm. I am also disappointed in the continued amount of homes being changed to rentals which causes parking problems on our streets in the borough. I believe the number of chairs, tables, sofas, and other furniture in the streets during snow storms, takes away from the home town charm. While appreciate the need to "save" your spot after you have cleared it out, it makes the town look like a flea market.
44) Increase and improve the quantity and quality of housing...these are two very different things..NO to quantity YES to quality.
45) Enforce current code regulations? We aren't already?
46) Improve the quality of housing NOT quantity
Summary: Raising the Bar Questionnaire
1 (poor) 2 3 4 5 (excellent)Don't
know
Response
Count
4 11 54 98 192 3 362
9 18 76 123 130 6 362
6 15 70 136 130 5 362
14 29 73 109 132 5 362
15 11 35 100 191 10 362
17 39 87 126 87 6 362
61 62 92 83 46 18 362
10 20 44 106 165 17 362
2 6 29 95 220 10 362
37 57 112 86 46 24 362
19 54 108 122 54 5 362
25 51 115 100 42 29 362
28
362
0
(See reverse side for survey comments)
Recreation programs and
Restaurants
Access to quality healthcare
Other (please specify)
answered question
skipped question
Small Town Charm
Nearness to family and friends
Safe Community
Schools
Access to public transportation
Access to major highways
On a scale of 1 to 5, with 1 being “poor” and 5 being “excellent,” please select the number that you believe most
accurately rates each feature in your community.
Answer Options
Riverfront location
Historic neighborhoods
Arts, Culture, and Education
Bristol Borough Raising the Bar Questionnaire Survey Results
1
1) Property taxes are way too high.
2) I went to your presentation by the mayor of Collinswood. Loved the presentation, felt inspired! Gave my email and never received anything! Very disappointing but have been told by many that's how Bristol works! The town is run by a controlling family that is all talk and profits for themselves. So good luck with your survey I hope one day you can move forward and actually show some achievements instead of all talk! Also never mentioned Mill St your shopping district there is where you can start so there will be some revenue to help accomplish more things!
3) Too many rental properties and run down areas because of people not taking pride in ownership, and in their town. It doesn't take a lot to keep your property up a broom and some paint clean up trash.
4) Cheap rental housing.
5) Recreation facilities are great! Programs need work. Should be a separate question.
6) Would like theatre to try showing Indi films, less mainstream shows and music try something different, less commercial more ethnic and new; jazz, new age, alternative.
7) A small-scale CCRC on the Mill Run property is needed.
8) Diversity.
9) Potential to have small town assets.
10) As far as the schools go, I wish the gifted program was expanded to include more time for instruction instead of one day a week. I love the teachers and have positive experiences with all the teachers. I feel the teachers address issues as they arise and are very open with parent communication. All the teachers that my children have had have shown their dedication to the children in very positive ways.
11) Need a dollar store in the borough.
12) MORE POSITIVE DEVELOPMENT BUSINESS DISTRICT- MILL STREET AREA.
13) People need to take pride in their properties.
14) Public works only takes care of high visibility areas of the Borough's pathways and alleys.
15) Please rethink Mill St. too many strange shops. Too much law dr. and social service offices.
16) I LOVE Bristol so much. I'm an artist and I moved here 4 years ago. I have so much hope for the potential of this place: let's keep working!
17) Need to promote positive information about our school district.
18) Clean in comparison to other areas.
19) Access to a diversity of places of worship; close proximity to historic places, close proximity and easy access to Philadelphia, easy access to NYC, Washington, DC, NJ seashore.
20) Riverfront location could be improved by adding boat docks to make the town more accessible. It would also improve our businesses on Mill Street. Another idea is to add at least one tennis court near the basketball courts. Tennis is a lifelong activity that can be enjoyed by all ages. As of now we need to travel to Truman to play.
21) Convenient retail locations.
Bristol Borough Raising the Bar Questionnaire Survey Results
2
22) Clean up the business district.
23) Wish we had a strong anchor store on Mill Street and try to attract businesses to create jobs and revenue.
24) We need more playgrounds for children. We could use an establishment/building that supports the Fine/Visual Arts.
25) Public schools are substandard! We pay Newtown taxes for a Bristol education? Tough to bear private school tuition and property taxes. We regret staying in Bristol and should have left when so many others did.
26) This town needs a drastic change. It starts with Mill Street and the schools.
