The Newberry Neighborhood Project · Mister Donut, now home to Dunkin Donuts at the intersection of...

Newberry Neighborhood Project

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The Newberry Neighborhood Project

Preserving the Past, Planning the Future

Prepared bySEDA Council of GovernmentsCommunity Resource CenterLewisburg, Pennsylvania

June 2005


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Credits and AcknowledgementsProject Coordinators Kim Wheeler, Mandy Burbage Project Funding Appalachian Regional Commission, City of WilliamsportPlanning and Design SEDA Council of Governments, Community Resource Center Tom Grbenick, Director Kim Wheeler, Community Planner Mandy Burbage, Community PlannerGeographic Information Systems SEDA Council of Governments, GIS ServicesPrinting and Graphics SEDA Council of Governments, Graphics and Printing ServicesDevelopment Plan Production SEDA Council of Governments, Community Resource Center

The planning team also wishes to acknowledge the contributions of the many individuals who participated in the focus groups, key person interviews, and Neighborhood Design Charrette, and those who served on the Newberry Neighborhood Task Force: Jessica Abernathy, Wendy Baker, Gene Benardi, Jim Bower, Bill Gehron, John Grado, Marlene Kibbler, Bill Kieser, Charles Messner, Vern Messner, Ronald Perry, Phil Preziosi, Carmella Preziosi, Mary Rucinski, Dan Vassallo, and Pamela Wollet.

Prepared by Prepared for

This report and the strategies outlined within it are intended to serve as a working document to guide future actions taken by the neighborhood and the City of Williamsport to revitalize Newberry’s residential and commercial areas. It is hoped to be a point of departure sparking the interest of Newberry’s residents, employees, and business owners to apply the necessary time, energy, and financial resources that will ultimately leverage and sustain these changes through time.

On behalf of SEDA Council of Governments, it has been a pleasure working with the residents of Newberry and the dedicated staff of the City of Williamsport serving on the Newberry Task Force, without whose efforts our work would not have been possible.


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Contents

1 Introduction The Newberry Neighborhood Project: A Model for Williamsport 5

2 Neighborhood Description Study Area Context 6

3 Neighborhood Planning Process A Cornerstone for Success 17

4 Issues of Importance and Analysis Understanding the Community 23

5 Newberry Neighborhood Vision and Values Guiding Principles for Neighborhood Development 27

6 Newberry Revitalization Plans Invigorating Newberry’s Core Areas 29

7 Strategies for Neighborhood Action Turning Assets Into Opportunities 43

8 Getting Organized A Foundation for Action 55

9 Closing Thoughts Moving Toward the Future 57

AppendicesAppendix A Neighborhood Partners 59

Appendix B Focus Group Questions 63

Appendix C Charrette Graphics 67

Appendix D Sun Gazette Articles 77

Appendix E Project CD 97


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1 Introduction

In March of 2004 the City of Williamsport partnered with SEDA Council of Governments (SEDA-COG) to undertake a strategic planning initiative in Newberry, one of the City’s oldest residential neighborhoods. The Newberry Neighborhood Project was developed as an opportunity to involve Newberry residents in the process of envisioning a brighter future for the neighborhood and establishing the steps necessary to get there. The goals of the project were to engage residents in visioning and strategic planning to set the course for future neighborhood improvements; to assess the programs, projects and services needed to facilitate reinvestment and desirable development within Newberry; and to create a neighborhood organization to help guide neighborhood planning and development into the future. The City of Williamsport selected Newberry to undertake this citizen-based approach to neighborhood planning with the hope that it will serve as a model for future revitalization efforts in other City neighborhoods.

SEDA-COG’s involvement in revitalization planning for Newberry began in April of 2004 when it collaborated with Newberry residents on a design proposal for the redevelopment of a vacant parcel of former railroad right-of-way along Federal and Trenton Avenues. The result of this process was a plan that integrated public greenspace with single family homes and commercial space into the site. The plan also called for design guidelines to ensure that any future development of the site would fit the scale and context of the surrounding neighborhood. The Newberry Neighborhood Project emerged as a means to expand the focus of revitalization beyond the Federal and Trenton Avenue site and into the entire Newberry neighborhood.

Aerial view of Arch Street in Newberry circa 1950. At the center of the frame is Lycoming Presbyterian Church, the oldest church in Lycoming County.


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2 Neighborhood DescriptionLocation and Project Study AreaNewberry is situated at the western edge of the City of Williamsport and is bracketed by two major waterways, Lycoming Creek to the east and the West Branch of the Susquehanna River to the south. The neighborhood is bounded by mountain ridges and rolling hills to the north and south, lending residents spectacular views of the surrounding landscape year round. For the purposes of the neighborhood project, Newberry’s boundaries were defined to include the area between US Route 15 on the east to the Roosevelt Middle School on the west and extending south to Reach Road. Hillside Avenue and Dewey Avenue running north to Memorial Avenue marked the northern border of the study area.

Mountain views as seen from Newberry Little League Field.

Lycoming County


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Newberry Neighborhood Project Study Area

City of Williamsport


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Historic ContextSince it was settled in 1795 by John Sutton, Newberry has established its stature as a distinctive place in the greater Williamsport area. Geographically set apart from the City by Lycoming Creek and today by Route 15, Newberry prides itself upon its unique character and self-sufficiency as a neighborhood boasting its own commercial district, historic residential neighborhoods, multiple schools and several neighborhood industries.

TransportationThough geographically separated from the City of Williamsport by Lycoming Creek, Newberry has maintained strong connections to the City, region, and country throughout its history. In the early 20th century a streetcar running twice a day connected Diamond Square to Downtown Williamsport. However, Newberry’s most notable transportation infrastructure was its system of railroads, much of which is still visible in the neighborhood today.

Newberry Junction.Newberry has established its stature as a distinctive place in the greater Williamsport area.


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Early map circa 1910 depicting Newberry’s railroad connections to Williamsport and beyond.


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Town of ChurchesHome to eight churches of six different denominations, Newberry has historically been known to many as the “Town of Churches.” With a congregation predating its early 19th century church structure, Lycoming Presbyterian stands less than a block from Newberry’s Monument Square and is Lycoming County’s oldest church. Newberry’s churches have long stood as cornerstones for worship, congregation, and social service within the community. Today their architecture stands in testament to Newberry’s past, as do the archives they house that contain records and photos reflecting the evolution of the neighborhood through time.

Historic photo of Newberry Methodist Church.

Today the West End Christian Community Center stands at the corner of Diamond Square fronting along West 4th Street.

Lycoming Church, pictured above, is the oldest church in Lycoming County. Its first congregation is thought to have worshipped in Newberry as early as the middle to late 1700s.


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Working TraditionsOther architectural relics in the neighborhood demonstrate the significant role that labor and industry have played in Newberry and the greater Lycoming region. The rail, steel and lumber industries undergird the economy on which Newberry was built. A leather tannery in the building now occupied by Brodart and the Capital Bakery, where Heller’s restaurant now stands, at the corner of Arch and 3rd Streets were two other major neighborhood employers. These industries, as well as countless other neighborhood businesses, set a precedent for living and working in Newberry that persists in the composition of the neighborhood today.

Sweet’s Steel Mill, once a major industry location in Newberry, no longer exists today.

The former site of the Capital Bakery building is now home to Heller’s Harvest Moon Restaurant.

The Brodart facility at the corner of Arch and West 3rd Streets formerly housed a leather tannery.


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Also in the tradition of living and working in close proximity were the abundance of locally-owned “Mom n’ Pop” businesses, such as Hinckleman’s Store, the Sperow Barber Shop, Winner’s Grocery, and Mister Donut. In many cases, a business proprietor and his family lived directly above the store affording the merchant more working flexibility and enhanced social opportunities for both he and his customers. The presence of family businesses fostered a neighborhood environment in which people looked out for and took care of each other and the neighborhood. A feeling of a tight-knit community in Newberry persists in the minds of many residents and visitors, even today.

Newberry’s working heritage has set a precedent in the neighborhood that many of today’s residents wish to maintain. The pattern of commercial structures integrated into the fabric of residential neighborhoods provides a framework for future “mixed-use” development, in which residents may once again have the opportunity to live and work within Newberry.

Mister Donut, now home to Dunkin Donuts at the intersection of Arch and West 4th Street.

Winner’s Grocery Store, once an integral neighborhood business, is no longer in existence today. Most Newberry residents must venture outside of the neighborhood to shop for groceries.

The locally-owned Melito’s Sub Shop on West 4th Street is a well-respected neighborhood business. Proprietor Mary Melito can often be found conversing with customers inside the restaurant.


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A Social CommunityWhether on the little league field or at the Newberry Lion’s Club fundraising gala, many remember the social elements of Newberry’s past. Newberry has a number of events, places, and occasions that have brought people together. The locally famous photo of the 1922 dedication of the World War I veteran’s monument shows how the neighborhood successfully created havens for groups of people to gather, in unified celebration or informally in passing.

Newberry today retains many places, events and organizations that harbor memories of Newberry’s former days. The annual Inside Newberry Days event, attended by people from over 30 states, is a testament to a neighborhood wanting to remember its history. In addition, yearly events like the Newberry Carnival and Lion’s Club Parade bring people in the community together to celebrate.

Historic photo depicting the Veterans Memorial dedication at Monument Square in 1922.

Newberry today retains many places, events and organizations that harbor memories of Newberry’s former days.


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Newberry TodayNewberry today remains a diverse neighborhood in many respects, with a mix of single and multifamily homes, commercial businesses, historic and contemporary architecture, and an ethnically diverse population of families, retirees, and working class people. According to the US Census, in 2000 there were approximately 5,700 residents living in Newberry, roughly one-fifth of the City of Williamsport’s total population. This marks a 5.7 percent decline in the neighborhood’s population since 1990, a decline exceeding that of the City of Williamsport, Lycoming County, and the state of Pennsylvania. The majority of Newberry’s population is under the age of 50, with 27 percent age 17 and under, 24 percent age 18 to 34, and 27 percent age 35-54. 22 percent of Newberry’s population is over 55. Despite the overall population decline, there have been no significant shifts in the age distribution of Newberry residents in the last decade. These trends point to a relatively stable neighborhood population and a need to retain or attract young people to the neighborhood in order to maintain Newberry’s stable population base into the future.

The distinctive character of Newberry’s residential neighborhoods is one of its most cherished qualities.


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Education, Employment & IncomeThe level of education of Newberry residents is comparable to that of the City of Williamsport, with a slightly higher percentage of high school graduates (4 percent) and slightly fewer (4 percent) with advanced college degrees. Newberry also has a healthy employment rate (91 percent) that exceeds that of Williamsport (87 percent). Newberry’s median income ($27,551) has increased by 27 percent ($5,900) over the last decade, yet it lags far behind the 38 percent statewide increase in median income. Newberry’s largest income group (37 percent) is in the $25,000-50,000 range, however, an alarming 28 percent of households are near or below the federal poverty line. These trends point to Newberry’s status as an educated, working class neighborhood that struggles, as many small Pennsylvania communities struggle to earn wages that keep pace with the country’s increasing cost of living.

Newberry’s historic Lincoln School now houses the STEP program offices, offering services to youth and seniors.


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HousingMany residents consider Newberry to be a family-oriented neighborhood. In the decade between 1990 and 2000 the number of households containing families with children in Newberry changed very little, despite a substantial 16 percent decline in the overall number of family households, which includes married adults living without children. Sixty-four percent of all households were considered “family” households compared to 36 percent non-family households in 2000.

The number of housing units in Newberry has experienced a net increase of only 135 units in the last ten years, with 2467 total housing units counted in the neighborhood during the 2000 US Census. The composition of owner and renters has also remained steady, with a 50-50 balance of owners and renters compared to a slightly higher percentage of owner-occupied units in the City of Williamsport.

Each of these findings raises important questions concerning the future of the neighborhood. While the composition of the neighborhood does not appear to be changing radically, stasis is not always the most desirable trend. Revitalization presents an opportunity for Newberry to attract the mix of residents and businesses that reflect what the neighborhood has been and what it wants to become.

Newberry Park Playground.

Revitalization presents an opportunity for Newberry to attract the mix of residents and businesses that reflect what the neighborhood has been and what it wants to become.


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3 Neighborhood Planning ProcessCommunity involvement is critical in developing a viable plan for neighborhood action. To undertake the planning and visioning process slated for Newberry, City officials assembled a team of Newberry residents, business owners, and City staff to comprise the Newberry Neighborhood Task Force. The role of the task force was to collaborate with neighborhood planners from the SEDA-COG Community Resource Center and City staff in the identification of issues, the development of priorities, and the establishment of strategies and commitments to achieve a desired set of future outcomes for Newberry. The task force was first convened in November 2004 and met on a monthly basis through April 2005. The insights gained in working with the task force and in conjunction with community input through focus group interviews and a public design workshop provided the foundation for the strategic actions outlined in Chapter 6 of this report.

Community input is integral to the neighborhood planning process. The Newberry Neighborhood Charrette was one avenue for residents to get involved in charting a future vision for Newberry.


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The walking tour exercise documented in the map above revealed Task Force feelings towards the neighborhood. They are represented by the following colored dots: likes (green), concerns (red), unique qualities (yellow) and opportunities (blue) in Newberry.

Neighborhood Walking TourAt the outset of the project, members of the Newberry Task Force were given disposable cameras and were asked to take a walking tour of Newberry, photographing what they liked or felt was unique about Newberry and what they would like to see changed or addressed. The exercise got residents to look at and experience the neighborhood in a new way by having them focus on what might seem ordinary to them on a day-to-day basis. The walking tour revealed that residents recognize a broad range of assets, opportunities and concerns scattered throughout Newberry. That is to say, positive qualities could be found in many areas, and there were no concentrated areas of concern.


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Priorities SurveyHalfway into the Newberry Neighborhood Project period, task force members were asked to prioritize a series of proposed future actions for the neighborhood in a survey based on input from previous task force meetings. The Priorities Survey was divided into four categories for neighborhood improvement that reflect the focus areas of the Pennsylvania Elm Street neighborhood revitalization program. These categories are: Image and Identity; Neighbors and Economy; Clean, Safe, and Green; and Design. The task force was asked to select their top three priorities in each of these four categories. These priorities were then used in the development of the neighborhood strategic plan, which can be found in Chapter 7. The following emerged as the task force’s top priorities for Newberry:

Image and Identity 1. Adaptive re-use of historic buildings 2. Preserve and enhance Newberry’s parks as a valued asset of the community through park upgrades and maintenance 3. Enhance historic neighborhood centers as accessible public spaces

Neighbors and Economy 1. Work to ensure that City codes are being understood and enforced 2. Convene a committee to research potential locations and activities for neighborhood community center 3. Target neighborhood centers to provide basic goods and services for the neighborhood

Clean, Safe and Green 1. Develop programs and events to clean up and beautify Newberry’s parks 2. Identify public spaces and streetscapes in need of enhancements 3. Target areas for traffic calming and parking regulations

Design 1. Establish advisory committee that promotes smart and context-sensitive development 2. Ensure that adaptive reuse and additions to historic buildings are integrated into the context of the existing surrounding neighborhood. 3. Extend Williamsport’s pedestrian connection into Newberry


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Neighborhood VisioningAfter reviewing the top priorities that emerged from the survey, the task force was challenged to develop a vision for Newberry that embodied how they wished to see the neighborhood transformed over the next five to ten years. A neighborhood vision was created for each of the four Elm Street categories: Image & Identity; Neighbors & Economy; Clean, Safe & Green; and Design in order to reflect the breadth of perspectives on the neighborhood’s assets and opportunities. A collection of characteristics and qualities emerged from the visioning process and served as the basis for the Newberry Neighborhood Vision Statement found in Chapter 5.

Image & Identity: “A community placing value on its social organizations” “A family-oriented atmosphere with small, family-owned businesses and a majority of owner-occupied family residences” “Better not bigger”

Neighbors & Economy: “Restoring a sense of pride in Newberry” “Inspiring stewardship and community values” “Having a vibrant, multi-generational community center” “Embracing change without sacrificing our sense of community” “Locally owned businesses”

Clean, Safe & Green: “Having safe and enjoyable walking routes that connect us to our neighbors and our neighborhood open spaces”

Design: “Walkable commercial district in close proximity to residential areas” “A balance of vehicular, pedestrian, and bicycle traffic”

Focus Group InterviewsTo compile additional background research relevant to the Newberry Neighborhood Project, on February 10, 2005, SEDA-COG hosted a series of three focus group interviews with 21 key neighborhood stakeholders, including people living or working in Newberry or working for the City of Williamsport. Each focus group interview addressed one of the following topics: Housing & Public Safety; Social Networks & Diversity; and Business Development & Marketing. The primary objective of questions directed to focus group participants was to gain a better understanding of the issues and dynamics affecting the neighborhood and to understand the key barriers that must be overcome to improve the neighborhood. The focus group interviews raised new issues relevant to Newberry’s current circumstances and future prospects and also shed new light on issues that had been discussed by the task force. A detailed account of the focus group interview questions can be found in Appendix B.


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Newberry Neighborhood CharretteIn order to foster public involvement in the neighborhood visioning process, the Newberry community was invited to participate in a day-long “charrette,” or design workshop, held at St. Matthew’s Lutheran Church in Newberry on Wednesday, February 23, 2005. At the charrette eight planning and design professionals teamed up with Newberry residents to explore ideas about the future look and feel of Newberry’s gateways and commercial district, focusing specifically on the area around Monument Square and Diamond Square (See Charrette Area map). The historical prominence of these “town squares” as well as their proximity to residential neighborhoods and Newberry Park made them desirable focal points for envisioning Newberry’s transformation.

The morning began with a slide show “walking tour” of the neighborhood intended to orient the designers to the neighborhood and to some of the issues that had been identified by the Newberry Task Force. The designers were then presented with a proposed set of design objectives developed as a direct outcome of the task force and focus group interviews and intended to set the tone for the day. The four stated charrette objectives were to:

1. Define Newberry’s West 4th Street gateway 2. Develop a cohesive streetscape and district image and character 3. Distinguish identity and roles of Monument and Diamond Squares 4. Address pedestrian and vehicle circulation throughout the project area

For the remainder of the morning session, participants worked in two teams, each comprised of designers and Newberry residents. Planimetric maps and aerial photos of the site were used as a base for exploring site issues, constraints, opportunities, and ultimately a series of design concepts for the charrette study area.

Handbill advertising the Newberry Charrette.

Aerial photograph depicting the charrette study area.


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In the afternoon each group pinned up and explained their concepts and discussed their findings with members of the other team. In the afternoon the design team worked to further refine these concepts through sketches and plan diagrams and presented their work to approximately sixty community members during an evening presentation. These concepts are detailed in the Neighborhood Development Concepts outlined in Chapter 6.

Public InformationThroughout the project, every effort was made to disseminate information about the Newberry Neighborhood Project to residents of Newberry. A project newsletter was sent out to Newberry residents at the outset of the project, outlining the goals and objectives of the neighborhood planning process and detailing the initial activities and findings of the Newberry task force. A second newsletter advertised the neighborhood design workshop, or charrette, and provided an update on the activities of the task force, including the process of developing a five to ten year vision for the neighborhood. A third and final newsletter summarized the findings of the February charrette, discussed plans for proposed streetscape improvements along Newberry’s West 4th Street gateway, and announced the final project open house at which the final report was released.

Periodic articles in the Williamsport Sun Gazette were also useful in communicating to the public about the neighborhood planning process and the activities and findings of the task force, as well as to announce the neighborhood design workshop. Copies of the Williamsport Sun Gazette articles may be found in Appendix D.

Tom Grbenick, director of the SEDA-COG Community Resource Center, discusses design strategies with neighborhood residents.

Kim Wheeler, SEDA-COG Community Resource Center planner, presents a parking and pedestrian plan for Newberry’s commercial district.


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4 Issues of Importance/Analysis

In order to take a comprehensive look at the issues facing Newberry, a series of meetings and activities were organized to solicit the diverse perspectives of those living and working in Newberry. Collective input from task force meetings, focus group interviews, conversations, letters and phone calls from residents, and the neighborhood charrette all painted a picture suggesting Newberry’s strengths and opportunities, as well as potential avenues for improvement. These issues are what shape peoples’ perspectives of the neighborhood today and are essential when considering what Newberry will become.

The Public Face of Newberry There is a sense that Newberry wants to be known as a close-knit, family-oriented neighborhood that possesses many of the same qualities that people seek in suburban neighborhoods – safety, single family homes, pleasant streets, and friendly neighbors; however, many residents serving on the task force expressed concern about the run-down appearance of residential and commercial structures and properties throughout the neighborhood. While Newberry does not suffer from any “blighted” areas per se, the areas where a lack of stewardship is evident threaten to undermine the care taken by responsible property owners and tenants in caring for and maintaining their residences, rental properties, and businesses.

Some considered absentee landlords to be a factor in the lack of care and maintenance in neighborhood properties. Rental properties were cited as a concern because of the relatively higher occurrence of neglected maintenance and upkeep on those properties compared to owner occupied residences. With a 50 percent concentration of renters in Newberry, a visible lack of stewardship on these properties can easily reflect poorly on the entire neighborhood. Others pointed to a high concentration of first time homebuyers who don’t necessarily have the financial means or homeownership experience to maintain their properties. Still others pointed to a lack of enforcement on the part of the City in response to building and property maintenance concerns.

The look and feel of Newberry is largely determined by the character of the built environment whether historic or recently constructed. Many of Newberry’s historic structures have been lost or altered over time, threatening the neighborhood’s distinctive traditional character, which many residents wish to see preserved in order to convey the rich history of the neighborhood to current and future generations. Residents also want to ensure that new construction, whether residential, commercial or recreational, fits the scale, character, and historic context of the surrounding neighborhood.

New additions to historic structures that are out of context with the original architecture threaten to undermine the unique character of Newberry’s built environment.


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An interesting point was made in one of the focus group discussions that people who live in Newberry have a different perception of the neighborhood’s safety than those who live outside the neighborhood. Most people who live in Newberry perceive it to be a safe, pleasant place to live and raise a family. This is consistent with Newberry’s relatively low rate of crime compared to other City neighborhoods. However, people living outside of Newberry said that physical factors such as a lack of street lighting and poor sidewalk and curb conditions might give a negative impression of the neighborhood to outsiders. In revitalizing a neighborhood, it is crucial to address all aspects of neighborhood appearance because it has a significant influence on how safe people feel in the neighborhood, whether or not people will invest time and energy to care for the neighborhood, and how welcome visitors feel when visiting Newberry.

Safe Streets and SidewalksThe human scale of Newberry’s street network and its proximity to community businesses and open spaces creates an environment that is conducive to walking and biking. Newberry is also fortunate to have several schools within walking distance from its residential neighborhoods. While the mix of commercial, industrial, and residential uses in Newberry is in many ways an asset, the presence of trucks and through traffic on neighborhood streets is an equal concern for residents, parents of school children, and neighborhood property owners.

The fact that Newberry functions as the western gateway to the City of Williamsport cannot be changed; however, it is of the utmost importance to ensure that Newberry’s streets are safe for pedestrians, cyclists, and motorists alike. Accommodating safe bike and pedestrian travel is an important neighborhood priority, as is being connected to transportation networks in the City and surrounding region.

Accommodating safe pedestrian travel is a neighborhood priority, particularly in congested areas like Monument Square.

The presence of parked or abandoned vehicles on Newberry’s public rights-of-way, as pictured here along Trenton Avenue, reflects poorly on surrounding properties in the neighborhood.


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Building Community Much of Newberry’s neighborhood pride can be traced to the strength of personal ties among its residents, whether as a result of organized groups (e.g. a church congregation, little league team, or Girl Scout troop), or informally between neighbors. However, over time the neighborhood has lost some of its “close-knit” feel due to an increasing renter population. This more transient population is one factor contributing to the decline in a sense of pride and community perceived by Newberry residents. Many feel that they no longer have a chance to get to know their neighbors since they have recently begun to change on a more regular basis. Given this trend, it is important for Newberry to enhance communication among neighbors through social opportunities and outreach events. Building and rebuilding a sense of community begins with getting people out of their homes and into situations where there is greater opportunity to interact with others.

Stemming from concerns about waning parent involvement in youth activities, residents have expressed a desire for additional programs targeting Newberry’s youth. Many feel that a centrally located community center could offer a variety of programs that would bring multiple generations together under the same roof. Concurrent with the Newberry Neighborhood Project, a group affiliated with the St. John’s - Newberry Methodist Church has worked to develop programming for the West End Christian Community Center (WECCC), a grassroots

neighborhood community center that will be housed in the former Newberry Methodist Church at Diamond Square. With its central location and historic structure, the church offers great potential to service a broad range of community needs. Programs envisioned for the community center include activities for youth, a second hand clothing and thrift store, a computer lab, library, senior care services, and adult career development workshops. In addition to these planned programs, the WECCC will adapt its programs in response to emerging needs in the neighborhood.

Newberry residents have also recognized a need for an organization involved in neighborhood improvement and community-building. Newberry has had intermittent neighborhood groups in the past such as a neighborhood association and a neighborhood crime watch when neighborhood needs called for them, yet support dwindled when there was no longer an immanent demand. Many residents identified the need for a neighborhood organizational structure to carry future neighborhood improvement programs and projects into fruition.

The West End Christian Community Center on Diamond Square will house programs that respond to the diverse needs of the community.


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An Undiscovered Williamsport TreasureNewberry is a unique Williamsport neighborhood in many ways, yet many who live outside of the neighborhood do not recognize all that it is and all that it can be. While Newberry may be better known for its historic churches and parks, its commercial district, with businesses ranging from service providers to restaurants to specialty stores, is little known to those who do not live or work in Newberry. The historic foundations proclaimed at the neighborhood’s entrances are also little known beyond the neighborhood’s boundaries. With the exception of special events that publicly celebrate Newberry’s pride and history, much of what is special about the neighborhood lurks just below the surface.

Nevertheless, people who live in Newberry recognize that the neighborhood has a unique character that should be nurtured and protected. Consequently, residents want to assure that future development, whether residential, commercial or recreational, fits the scale, character, and historic context of the existing neighborhood. Newberry residents would also like to see emerging businesses target some of the neighborhood’s daily service needs, such as a grocery store or drug store, that are currently only available outside of Newberry. There is clearly a neighborhood preference for smaller, locally owned businesses to fill the niches within Newberry’s commercial district. This area provides a strong focal point to attract the necessary private investment and stimulate revitalization in other parts of the neighborhood.

For Newberry’s commercial district to grow and flourish, there are some parking issues will have to be overcome. Small business owners in Newberry have indicated that the existing stock of on-street parking is not enough to support the parking demands of many businesses in the “downtown” area. In addition, the local zoning ordinance requires the provision of off street parking for retail stores and shops on a per-square-foot basis. Expansion or renovation of any existing businesses or the development of new business also requires the provision of off-street parking. In the context of Newberry’s compact commercial district, this parking requirement threatens to stymie redevelopment that fits the scale and character of the neighborhood. Zoning exceptions

Newberry’s relatively undiscovered commercial district offers great potential to bring private investment back into the neighborhood.

such as those occuring in Williamsport’s central business district offer a good model on which to tailor a parking ordinace to Newberry’s unique situation. Shared parking lots, permitted under the City’s current zoning ordinance, offer another potential strategy to help address Newberry’s parking dilemma.


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5 Newberry Neighborhood Vision & ValuesRecognizing a shared desire for neighborhood improvement in Newberry, Newberry’s neighborhood businesses and organizations and the City of Williamsport are urged to support and uphold the following principles as guidelines for future development and revitalization. These principles acknowledge a commitment to cooperative action on future projects, plans, and activities in Newberry and provide the framework for the development concepts and neighborhood strategies outlined in subsequent chapters of this report. In adopting these principles, the community acknowledges its common needs and interests, gives voice to a shared vision for the future, and expresses a collective resolve to create new opportunities for Newberry to grow and flourish.

Guiding Principals for Neighborhood Development in Newberry

1. To ensure that future generations will be able to appreciate and learn from Newberry’s wealth of historic identity, the community will work to preserve, restore, and capitalize upon the neighborhood’s historic resources and assure that future development fits the scale, character, and historic context of the existing neighborhood.

2. Through careful planning and design, Newberry will work to enhance the economic vitality of its neighborhood commercial district and strengthen its linkages to neighborhood gateways for the benefit of residents and visitors.

3. To assure a high quality living environment for all residents of Newberry, safe and pleasant pedestrian and bicycle routes will be established to connect residents to their homes, schools, parks, and businesses.

4. Through neighborhood-wide cooperation and stewardship, Newberry will work to enhance the image and appearance of the neighborhood to reflect the pride felt by its residents and to make Newberry feel like a welcoming place.

5. The Newberry community will work to provide spaces and activities that bring multiple age groups together in order to develop and nurture intergenerational bonds within the neighborhood.

Newberry Neighborhood VisionThe purpose of a vision statement is to establish a framework for directing neighborhood action to achieve a desired set of conditions. A vision gives the community something to work toward and helps it to work strategically to get there. Visioning goes beyond enumerating minute details and looks at how they fit within a bigger picture. A vision may involve building upon the things that people value in the neighborhood today or working to establish incremental changes in the neighborhood over time. Although a vision may seem remarkably different than what is in your neighborhood today, it can help you decide what you can realistically expect to achieve over a five to ten year period. Finally, the most critical element of a vision is that it is something the neighborhood agrees upon. Broad support for a vision provides the necessary foundation to begin implementing change.

The vision statement on the following page was created by the Newberry Neighborhood Task Force during the planning phase of the project and reflects a picture of what Newberry is today and what it wants to become.


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Newberry: Williamsport’s Hometown Haven

Newberry is a special place within its larger city and region. It is a place that has historical richness and contemporary appeal. It is a place that has preserved a small-town character in the midst of a larger urban context.

It is a family-oriented community that values a tight-knit social atmosphere with locally-owned businesses and lively public spaces. Newberry is a place that welcomes diversity and illustrates how a community can work together to benefit all who live, work and visit there. It is a place that embraces change without sacrificing its sense of community or its distinct identity at the western gateway to Williamsport.

Newberry is a community that promotes connections to its most treasured assets. Safe walking paths connect neighbors to each other and to local and regional destinations, such as parks, shops, and churches. Newberry is a place where small, locally-owned businesses have a place to flourish, as they have in the past. Most importantly, Newberry aspires to be a neighborhood that instills a sense of stewardship and community values in residents of all ages, distinguishing Newberry as a hometown haven within the City of Williamsport.


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6 Newberry Revitalization Plans

Development ConceptsThe concept plans for the Newberry Neighborhood pose a combination of short and long range ideas that provide a basis for future neighborhood improvement and reinvestment in two key areas: Newberry’s West 4th Street Commercial District and the Federal and Trenton Avenue site where an abandoned rail bed has left a void in the center of a residential neighborhood.

These areas were the focus of two design workshops held by SEDA-COG and the City of Williamsport that involved the residents of Newberry in envisioning a new look, feel and function for the spaces. The plans that were created for these two areas include a mix of interrelated development and redevelopment opportunities that require coordinated action and investments between the public and private sectors to occur.

1. West 4th Street Commercial District RevitalizationThe area along West 4th Street between Diamond Street and US 15 includes two key commercial centers in the Newberry Neighborhood: Monument Square and Diamond Square. Although there are other commercial areas in Newberry, the West 4th Street Commercial District is truly a neighborhood center that creates an identifiable image for Newberry with its historic churches and homes, war monument, and connections to city schools and parks. With the enhancement of streetscapes and gateway entrances, redevelopment of key properties, and the promotion of Newberry’s small town character, this area has the potential to market a new and vibrant image for Newberry.

2. Federal / Trenton Avenue RevitalizationThe area between Arch Street and Poplar Street along Federal and Trenton Avenues was identified by the City of Williamsport as a redevelopment area prior to the start of this project. Federal and Trenton Avenues run parallel to one another with a 50-100 ft. vacant space between them, providing an opportunity for new development

and streetscape enhancements. With the revitalization of Federal and Trenton Avenues the City can employ traditional neighborhood development principles, such as mixed-use development, context sensitive design, and neighborhood green spaces to guide infill development and enhance the sense of community felt in this part of the neighborhood.

Newberry revitalization plan areas.


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Newberry NeighborhoodCommercial District: Existing Conditions


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Newberry NeighborhoodCommercial District Revitalization Plan

Diamond Square Monument Square West 4th Street Gateway


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Development ConceptWest 4th Street Gateway and Corridor


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West 4th Street Gateway and Corridor

At the eastern edge of Newberry, West 4th Street acts as Newberry’s front doorstep, marking the boundary between the neighborhood and the rest of Williamsport. Acting as the threshold to the neighborhood, the gateway can communicate the image and identity of the neighborhood and guide a traveler into the heart of Newberry. Currently, West 4th Street carries a large amount of vehicular traffic traveling to and through the neighborhood. The gateway concept explores elements that communicate Newberry’s sense of place to those who enter.

Features such as trees, shrubs, banners, flags and decorative signage and lighting are proposed for the 4th Street Gateway entrance to Newberry. The design of these elements is clustered within the first few hundred feet of the Route 15 underpass. This gives travelers an immediate sense that they have entered upon something different and unique. The use of plant materials, such as groundcovers, trees and shrubs in the open spaces, along streets, on the bridge embankments, and around the entry signage will not only soften the harsh affects of the highway, but create a welcoming entrance to all who enter Newberry. Banners, flags, and decorative signage are proposed to create an initial image for Newberry at this West 4th Street Gateway and then to be repeated along the West 4th Street corridor and at other appropriate locations throughout the neighborhood. The design and content of these signs should promote and market Newberry’s assets and be used to instill pride in the community.

One of the greatest challenges of West 4th Street is creating a space that can function successfully as a vehicular corridor as well as a safe and pleasant environment for pedestrians. Creating buffers between the road and the sidewalk is key to achieving this goal. Ensuring that tree lawns are constructed and maintained with appropriate street vegetation, signage, and street furniture will keep the pedestrian spaces safe and comfortable along this busy street.

The combination of gateway and corridor enhancements will create a consistent theme between Newberry’s West 4th Street entrance and its two commercial centers, Monument Square and Diamond Square. These aesthetic enhancements should be installed in the public right-of-way when possible; otherwise, the property owner’s consent will be needed.

West Fourth Street entrance to Newberry from the City of Williamsport.

Newberry’s welcome sign.


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Development ConceptMonument Square

Early photos of Newberry’s Monument Square demonstrate the sense of enclosure created by the presence of two and three-story structures within the Square.

A plaza creates a favorable environment for street vitality.


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Monument Square

Located at Newberry’s busiest intersection, Monument Square has stood historically at the center of Newberry’s commercial district. Its current mix of business activity and pedestrian circulation hold great potential to make the area around Monument Square a place where people can gather to work, shop, or relax. By reviving Monument Square as a town center, Newberry can begin to attract a mix of businesses that cater to the needs of both residents and visitors.

Monument Square can once again claim its prominence as Newberry’s central commercial core with a few key modifications to its street layout and urban character. Historically, Monument Square supported vehicular circulation in a way that also accommodated the shared use of the space by pedestrians. Discreet signage and a brick street surface made it a more pleasant street environment for people traveling on foot. Traditional two-story structures framed the area around the World War I Veterans Memorial and defined the space that has since come to be known as Monument Square. Today, the space has grown increasingly car and truck-oriented, making it difficult for a pedestrian to feel comfortable in the space. The sense of enclosure felt previously within the Square has also been compromised by the replacement of traditional buildings with contemporary one-story structures.

Revitalization ComponentsStreet Layout and Circulation – At the intersection of West Fourth and Arch Streets, a left turn lane and signal will direct the flow of traffic in the north and southbound lanes of Arch Street. A planted median will guide traffic along Arch Street through Monument Square, eliminating the need for excessive street signage. All traffic will be directed through a single intersection controlled by a traffic signal, creating the opportunity for extended plaza space and pedestrian access by the Veterans Memorial monument. A planted median is also proposed along Newberry Street as it approaches North Arch Street to direct and slow flow of traffic.

Streetscape Design – Street trees, banners, benches, decorative lighting, trash receptacles, and landscape plantings are proposed to create a unified image for the Monument Square area. Improvements to existing building facades are recommended in order to restore the historic character of the Newberry neighborhood. Proposed infill buildings along the eastern side of Arch Street would complement the street edge on the west side of Arch Street and improve the overall feel of the space in Monument Square.

Pedestrian Access and Parking – Multiple crosswalks, decorative paving, widened sidewalks and street lighting contribute to the safety, comfort, and accessibility of pedestrians throughout Monument Square. In addition, two new parking lots are proposed to supplement the parking needs in the Monument Square area. A parking area is proposed west of Monument Square set behind a row of houses on the north side of West Fourth Street. A short pedestrian alley would connect this parking area to the Monument Square plaza. A second parking area would be a shared parking lot with the Republican Club building just off of Fullerton Avenue. A new terraced pedestrian walkway would provide access to this parking lot from Arch Street. These two proposed parking areas add significant capacity (76 spaces) to supplement the parking demand generated by an enhanced commercial district.

Redevelopment – Some redevelopment in Monument Square is proposed to improve the attractiveness, use, and marketability of Newberry’s most prominent commercial center. New and appropriately scaled multi-story structures are envisioned on both the northeast and northwest corners of Arch and West 4th Streets. These structures offer potential to reintroduce mixed-use or live-work development into what could become Newberry’s most marketable area. The presence of a pedestrian plaza invites the presence og businesses like cafes and restaurants whose use of the space would contribute significantly to the overall vitality of Monument Square. Other infill structures proposed along the east side of Arch Street would increase the retail and commercial capacity in Monument Square.


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Development ConceptDiamond Square

The redevelopment of Diamond Square provides an opportunity to create a space that could once again host a neighborhood farmers market.

Streetscape improvements such as those pictured here help create an environment that is conducive to use by pedestrians.


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widest will enhance the plaza-like feel of the space and encourage its use for festivals, a new farmers market, or other community events. Improvements to existing building facades are also recommended in order to help restore the historic character of the Newberry neighborhood.

Pedestrian and Parking Access – Crosswalks, decorative paving, and street lighting are proposed to contribute to the safety, comfort, and accessibility of pedestrians throughout Diamond Square. One new parking lot and two modified parking lots are proposed to support the Diamond Square area. A new forty-three (43) space parking lot is proposed along Strawberry Alley between Funston Avenue and includes a pedestrian walkway accessing the Square. Use of this parking area would be shared by the occupants of homes and businesses along West 4th Street and visitors to Newberry’s commercial district. New pedestrian walkways will connect both parking areas to Diamond Square, Monument Square and West 4th Street.

It is also recommended that the parking area to the north of the former Newberry Methodist Church be upgraded with pavement, painted lines, curbs and a connection to the overflow space to its west. This will ensure a minimum of thirty-two (32) parking spaces for the Community Center.

The second modified parking lot is the area between Mileto’s Sub Shop and the law offices to the east. It is recommended that this parking lot be expanded and become a shared lot between the two businesses. The current parking for Mileto’s Subs is located in front of the business creating an unsafe and unappealing front door approach to the business. Removing parking in front of the business offers the potential to introduce an outdoor seating area, which, in warmer months, would contribute to the neighborhood ambiance of Diamond Square.

Diamond Square

Situated in close proximity to residential neighborhoods, Newberry Park, and the West End Christian Community Center, Diamond Square is well positioned to fill the role of Newberry’s “neighborhood niche,” attracting businesses that cater to the needs of residents in the neighborhood. Currently, Diamond Square hosts a stable mix of small-scale businesses, some of which cater to the day-to-day needs of Newberry residents. In order to strengthen its role as a neighborhood center, Diamond Square’s connections to the park and to Monument Square should be strengthened.

Diamond Square has long stood at the center of community life in Newberry, historically housing a farmers market and neighborhood watering trough. The area is defined by a mix of historic and contemporary structures that service a variety of daily needs including a bank, medical offices, small shops, and houses of worship. The widened street layout, perpendicular parking, and uniform building setbacks create a distinctive town square feel that is unique in Newberry and in the City of Williamsport. With the recent launch of the West End Christian Community Center at the former Newberry Methodist Church on the northwest corner of Diamond and West 4th St., Diamond Square is poised to play a more diverse role for Newberry residents of all ages. This diversity of services housed in Diamond Square creates a full spectrum of community activity that spans from morning to night, weekends and weekdays. As a result, it is important for Diamond Square to capitalize upon its links to surrounding community assets like Monument Square and Newberry Park in order to encourage extended visits to Newberry.

Revitalization ComponentsStreetscape Design – Street trees, banners, benches, decorative paving and lighting, trash receptacles, and landscape plantings are proposed to provide amenities that encourage the use of the space and that also create a unified image for the Diamond Square area. Brick, faux-brick, or cobblestone paving placed where Diamond Street is


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Development ConceptFederal/Trenton Avenues: Existing Conditions


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Development ConceptFederal/Trenton Avenues Revitalization Plan


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a mixed-use development component. Architectural guidelines for the redevelopment of Federal and Trenton Avenues were published in June of 2004, by SEDA-COG, to ensure that new residential development is designed and realized in a manner, style, and form that is appropriate and fits into the surrounding context of the neighborhood. These concepts are recommended to help create a more livable and vibrant community in this part of Newberry.

Arch to Funston Avenue

The widest distance between Federal and Trenton Avenues exists between Arch Street and Funston Avenue. This is the area that can feasibly support residential and small commercial development. The distance from street to street is approximately one-hundred (100) feet, which provides enough space for six residential units with garages and a small commercial structure of one to three units. The design of this site is based on the principles of Traditional Neighborhood Development (TND), which includes the following elements: sidewalks, on-street parking, street trees, front porches, garages located behind houses, and

Development ConceptArch to Funston Avenue


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Development ConceptDiamond and Howard Intersection

creates the potential for a small landscaped square near the midpoint of the green. This space would act similarly to a traffic circle in its ability to calm traffic. The square also offers the opportunity to create a small neighborhood park, community garden, or gathering space for nearby residents. Because of its highly visible location, this space should be more formal in design and accessible to pedestrians.

Diamond and Howard Intersection

The connection between Diamond and Howard Streets creates a common cut-through for cars and trucks seeking to reach West 3rd or West 4th Streets. The existing circulation pattern is a zigzag across Federal and Trenton Avenues that creates an awkward void between the two streets. The revitalization plan for this area suggests a common greenspace running from Funston Avenue to Poplar Street between Federal and Trenton Avenues. Due to the offset of Howard and Diamond Streets, the extension of Howard Street to Federal Avenue


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Poplar Street Entrance

The intersection of Federal and Trenton Avenues with Poplar Street acts as the western entrance to the “neighborhood green” that will extend east to Funston Avenue. This approximately twenty-five (25) foot-wide greenspace will serve as a neighborhood park with turf grass and shade tree plantings. At Poplar Street, a welcome sign with stanchion walls and landscape plantings will denote the entrance to the linear park and will provide a potential greenway connection. Traffic flow on Federal and Trenton Avenues will be one-way, with traffic moving east-to-west along Federal Avenue and west-to-east along Trenton Avenue between

Development ConceptPoplar Street Entrance

Poplar and Arch Streets. On-street parking, sidewalks, curbs, street lighting, tree lawns, and street trees will also run the length of the space on the residential side of the streets.

The street improvements and park construction will be completed by the City of Williamsport through grant funds.


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7 Strategies for Neighborhood Action The Strategies for Neighborhood Action outlined in the following pages propose action in five key areas: 1. Organization, 2. Neighborhood Beautification, 3. Neighborhood Safety and Mobility, 4. Neighborhood Pride and Heritage, and 5. Business Development and Marketing.

These areas reflect the most prominent issues identified by the Newberry Neighborhood Task Force as well as the cornerstone for any successful neighborhood improvement effort, organization.

Each category area lists goals and outlines strategic actions toward achieving these goals. The goals are linked to the neighborhood’s vision for the future and will rely on collaboration with the City and other partners in order to be achieved. Action priorities are linked to a ten year timetable with short (1-2 years), medium (3-5 years), and long term (5-10 years) goals identified. High priority actions are indicated as occurring in the first or second year. Actions of lesser immediate importance have been deferred to subsequent years.

The strategic plan also suggests responsible parties for implementing each identified task. These responsibilities are given to either (or both) the Newberry Neighborhood and the City of Williamsport. In addition to the neighborhood and the City, certain actions will require the support of local partners in order to be implemented. Partners may include service organizations, social clubs, neighborhood schools, faith-based organizations, or local businesses. While several potential partners have been identified by the task force (Appendix A), the neighborhood will ultimately need to decide who the appropriate partners should be in implementing each action.

It is proposed that the activities of the neighborhood organization that emerges as a result of this process be orchestrated through a network of standing committees tied to each key area. The proposed committees include: Organization Committee or Board of Directors, Neighborhood Beautification Committee, Neighborhood Safety and Mobility Committee, Neighborhood Pride and Heritage Committee, Business Development and Marketing Committee.

Committee membership should be open to a wide spectrum of community representation. The Committees will be responsible for evaluating each area relevant to their vision, recommending actions to the Board of Directors, and assisting with the implementation of programs and projects. Some actions may require joint planning by two committees.

The strategies outlined on the following pages should be considered a “working document” that is subject to annual review and refinement. Neighborhood success should be measured not against the fulfillment of every identified task, but instead against the combined efforts of multiple parties working for change in the community.


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Historic photo of Newberry’s neighborhood meat market.


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OrganizationNeighborhood organizations allow residents to mobilize themselves to prepare for or bring about neighborhood change. To the extent that these social networks include as broad a spectrum of Newberry’s population as possible (young, old, faith-based, secular, etc.), the more effective they will be in responding to the issues that are of greatest concern to the entire neighborhood. Neighborhood organization is critical in beginning to undertake strategic action in the neighborhood and ensure community success over time. To begin to tackle the issues outlined in this report, Newberry will first need to establish a neighborhood organization with a structure similar to many other volunteer-driven groups with a Board of Directors and Committee arrangement. This organizational framework can ease the difficult work of building consensus and cooperation among diverse interests within and outside of the group. The organizational development tasks outlined in this report will need to be accomplished within the first year or two after the group has been formed so that there will be a structure in place to support neighborhood programs and projects. Relationships between the organization and other neighborhood organizations, businesses, and the City government should be forged within the first two years and maintained over time.

Neighborhood BeautificationNeighborhood Beautification relates to enhancing the physical appearance of the neighborhood through general clean up and maintenance as well as through enhancements to Newberry’s streetscape and public spaces. The goal of beautification is to get the neighborhood appearing in its prime physical condition so that it reflects the community’s pride and encourages stewardship among its residents. Beautification focuses on more than just the neighborhood’s best assets, such as its historic architecture, well maintained homes, and numerous parks. A quality physical environment is defined at many scales from gateway entrances, signage, streetlights, landscaping, and street furnishings to welcoming public spaces, good sidewalks, well-maintained buildings, quality architecture, public art, and more.

Neighborhood Safety and MobilityNeighborhood Safety and Mobility refers to creating safe, comfortable, and accessible environments for all of Newberry’s residents, employees, and visitors, regardless of age, physical ability, or mode of travel. Perceptions of safety in the neighborhood are influenced by a number of physical factors, including street lighting, sidewalk conditions, landscape design, pedestrian-vehicle buffers, and traffic speeds, as well as factors such as emergency preparedness and “eyes on the street.” Newberry should strive for safety and accessibility across all modes of transportation, including walking, biking, transit, and driving. Safety and mobility issues will need to be addressed in conjunction with existing City departments and programs.

Neighborhood Pride and HeritageNewberry’s rich sense of pride and history can be a cornerstone for community participation in neighborhood improvement. Through programs, projects, and social activities centered on the neighborhood’s pride and heritage, the neighborhood can grow its base of active residents, increase its capacity to handle neighborhood issues, and improve the overall image of Newberry. A strong network of contacts with neighborhood service groups, businesses, and faith-based organizations can support efforts to promote the neighborhood and its events. Preserving and restoring the neighborhood’s stock of historic structures also strengthens Newberry’s connection to the past while providing locations to house future neighborhood uses.

Business Development and MarketingThe presence of a neighborhood business district in Newberry is an asset to marketing a positive image for the neighborhood. The presence of businesses brings visitors into the neighborhood and influences whether or not they will choose to come again. The benefits of successfully marketing a neighborhood to outside business interests extend beyond the commercial district into surrounding neighborhoods. Spurring private investment in the neighborhood is critical to bolster public sector revitalization efforts.


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STRATEGIC PLAN FOR NEWBERRY NEIGHBORHOOD

ISSUE: NEIGHBORHOOD ORGANIZATION

Neighborhood organizations are crucial for developing and orchestrating neighborhood betterment. Newberry will need to establish and maintain an administrative framework for planning and promoting neighborhood improvement efforts.

GOALS ACTIONS

ACTION PRIORITY

IMPLEMENTATION RESPONSIBILITY PARTNERS

YR 1-2

YR 3-5

YR 5-10 CITY NEIGHBORHOOD

ORGANIZATIONAL DEVELOPMENT

1) Assess organizational options for neighborhood improvement and community betterment (e.g. member vs. non-member organization).

X X

2) Develop consensus on the organization’s mission and structure. X X

3) Establish mutual understandings with City government and other appropriate business or community organizations related to the organization’s mission.

X X

4) Prepare Articles of Incorporation and organizational bylaws. X X

5) Identify prospective individuals to serve on the Board of Directors. X X

6) Establish a permanent organization to facilitate neighborhood improvement and community betterment in Newberry.

X X

7) Conduct organizational meeting; appoint Directors, officers and committee members. X X

8) Establish & maintain a network of organizational contacts to assist with organizational objectives. X X

9) Develop means and procedures for informing Newberry residents about neighborhood issues and events (newsletter, phone tree,etc.).

X X


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ISSUE: NEIGHBORHOOD ORGANIZATION

GOALS ACTIONSACTION

PRIORITYIMPLEMENTATION RESPONSIBILITY PARTNERSYR

1-2YR 3-5


ORGANIZATIONAL DEVELOPMENT

(CON’T.)

10) Develop committee job descriptions. X X11) Establish and maintain record-keepingsystems for evaluating organization activity and progress.

X X

PROGRAMS AND PROJECTS

1) Define the organization’s annual objectives, priorities and service capabilities. X X

2) Develop programs and projectsto implement the Newberry Neighborhoodvision and strategic action plan. X X X X X

3) Assess and evaluate organizational performance annually. X X X X

NEIGHBORHOOD PARTNERSHIPS

1) Work to involve Newberry’s churches and the West End Christian Community Center (WECCC) in assessing/ addressing community needs.

X X X X X

2) Partner with WECCC to coordinate neighborhood programs, projects and events. X X X X X

ORGANIZATION AND CITY-WIDE

RELATIONS

1) Maintain ongoing communications withCity and other organizations to facilitateimplementation of neighborhood programsand projects.

X X X X

2) Develop and maintain workingrelationships with neighborhood residents,City government and local businesses. X X X X

3) Organize and conduct neighborhoodactivities to generate awareness of programs and projects.

X X X X X


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ISSUE: NEIGHBORHOOD BEAUTIFICATIONThe perception and image of a place is largely determined by its visual and physical characteristics. This affects how people feel about living and visiting there. Through neighborhood beautification efforts, Newberry will work to capitalize upon its unique identity and sense of place.

GOALS ACTIONSACTION

PRIORITYIMPLEMENTATION RESPONSIBILITY

PARTNERSYR 1-2

YR 3-5


NEIGHBORHOOD APPEARANCE

1) Work to ensure that City codes are understood and enforced.

X X X X X

2) Mobilize neighborhood awareness and support for beautification programs and projects. X X X

3) Establish architectural and street design guidelines for new development and rehabilitation of existing structures.

X X X

4) Implement an annual schedule of neighborhood “Clean Up-Green Up” programs or projects. X X X

5) Develop an award program to recognize business investments in neighborhood beautification. X X

6) Partner with City’s Community & Economic Development Department to spread awareness about City programs that assist homeowners and rental property owners in housing rehabilitation.

X X X

7) Partner with Penn College to engage students in service learning activities in Newberry (e.g. historic structure restoration).

X X X X

STREETSCAPE & PUBLIC SPACES

1) Preserve and enhance Newberry’s parks as valued assets through programming, park design upgrades and routine maintenance.

X X X X X X

2) Develop programs to engage residents & community service groups in caring for Newberry’s parks and open spaces (e.g. Adopt a Park Month).

X X


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ISSUE: NEIGHBORHOOD BEAUTIFICATION

GOALS ACTIONS ACTION PRIORITY IMPLEMENTATION RESPONSIBILITY PARTNERS

YR 1-2

YR 3-5


STREETSCAPE & PUBLIC SPACES

(CON’T.)

3) Identify public spaces and streetscapes in need of enhancements (benches, lighting, street trees, trash recepticles, etc.).

X X X

4) Develop a distinctive gateway design for Newberry. X X

5) Develop a strategy to visually connect gateways to Monument Square and Diamond Square.

X X

6) Identify underutilized neighborhood spaces to support additional public greenspace and beautification.

X X

7) Partner with City to identify a feasible location for a Jaysburg playground, assess complementary recreational uses for the site, and integrate stated needs into the County’s Recreation, Parks, and Open Space/ Greenway Plan.

X X X X


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ISSUE: NEIGHBORHOOD SAFETY & MOBILITY

Neighborhood safety is crucial for the formulation of a healthy and livable community. People of all ages and physical abilities should enjoy safe and easy access to all parts of their community. Newberry will work to encourage collaboration with existing entities throughout the City to identify and prioritize neighborhood safety issues, as well as mobility concerns across all modes of travel.

GOALS ACTIONS ACTION PRIORITY IMPLEMENTATION RESPONSIBILITY

PARTNERS

YR 1-2

YR 3-5


PEDESTRIAN & BICYCLE SAFETY & ACCESSIBILITY

1) Develop a plan to enhance pedestrian and bicycle access to Newberry’s public spaces (Newberry Park, Monument Square, Diamond Square) and nearby natural areas (levee trail, Lycoming Creek, Susquehanna State Park).

X X X

2) Develop plan to extend Williamsport’s pedestrian connection into Newberry (W. 4th St., W. 3rd St.) via sidewalks and trails.

X X X

3) Develop a prioritized infrastructure enhancement plan for zones of pedestrian and bicycle use.

X X X X

4) Involve school administration and parents in identifying pedestrian safety concerns in and around Newberry’s school zones.

X X X

5) Work with neighborhood seniors to identify areas in need of senior-friendly street design. X X X

6) Expand neighborhood awareness of/ involvement in City and County bike and pedestrian initiatives. X X X X

TRAFFIC CALMING

1) Identify areas in need of traffic calming and improved parking regulations or enforcement. X X X

2) Initiate dialogue with City and neighborhood industries to establish a plan to manage neighborhood traffic generated by their facilities (trucks, employee vehicles, etc.).

X X X X


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ISSUE: NEIGHBORHOOD SAFETY & MOBILITY

GOALS ACTIONS ACTION PRIORITY IMPLEMENTATION RESPONSIBILITY PARTNERS

YR 1-2

YR 3-5


TRAFFIC CALMING (CON’T.)

3) Work with City to develop a traffic calming plan for the area around Monument Square and Diamond Square.

X X X

4) Convene representatives of businesses in and around Monument Square and Diamond Square to discuss options for shared offstreet parking (location, cost, hours of use, etc.).

X X X X

GENERAL SAFETY 1) Develop new role(s) to reactivate neighborhood Crime Watch program. X X X

2) Involve the police in a safety assessment of Newberry’s parks. X X X

3) Work with City and Lonza Inc. to disseminate information about the City’s emergency preparedness plan in the case of accidents or incidences at the chemical plant that might threaten the health or well being of Newberry residents.

X X X X


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ISSUE: NEIGHBORHOOD PRIDE & HERITAGE

Building a sense of pride and stewardship among Newberry residents is the first step in improving the image of the neighborhood. Events and activities that evoke Newberry’s rich history and ethnic diversity can deepend Newberry’s sense of community and build its image as a welcoming and interesting place to live. Newberry will work to preserve and promote its heritage within the boundaries of the neighborhood and beyond.

GOALS ACTIONS ACTION PRIORITY


YR 1-2

YR 3-5


NEIGHBORHOOD PROMOTION

1) Build upon Inside Newberry Days by establishing a year round schedule of neighborhood events (block parties, festivals, neighborhood walks, seasonal decorating, etc.).

X X X X X

2) Organize events and activities that demonstrate Newberry residents, businesses, churches, and organizations’ pride in the neighborhood through visible demonstrations of neighborhood stewardship (street clean up, community plantings, holiday activities, etc.).

X X X X X

3) Disseminate public information about existing community programs and special events and activities through a neighborhood newsletter, community bulletin board, etc.

X X X X

4) Develop a recognizable logo, slogan, or theme for Newberry to be used in neighborhood-wide promotion efforts. X X

5) Partner with schools, the West End Christian Community Center (WECCC) and other community organizations to engage neighborhood youth in neighborhood pride activities (ex. window painting, posters, flags, etc.).

X X X X X

6) Develop street signage to evoke neighborhood’s sense of pride and history. X X

HERITAGE PROMOTION

1) Work with neighborhood churches and the WECCC to establish a publicly accessible archive of Newberry’s history. X X X

2) Partner with schools or other community organizations to capture oral histories of lifetime Newberry residents. X X X X X


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ISSUE: NEIGHBORHOOD PRIDE & HERITAGE

GOALSACTIONS ACTION

PRIORITYIMPLEMENTATION RESPONSIBILITY PARTNERS

YR 1-2

YR 3-5


HERITAGE PROMOTION

(CON’T.)

3) Organize events and activities that cater to Newberry’s diverse ethnic backgrounds (e.g. heritage fair, potluck dinners, dances, etc.).

X X X X X

4) Expand awareness of neighborhood’s history through promotional events (e.g. heritage walk, annual heritage appreciation week, etc.).

X X X X X X

5) Organize a regular (monthly, bimonthly) heritage roundtable discussion where people come to share a meal and their stories about the neighborhood.

X X X X

6) Utilize Newberry’s parks to convey community’s recreational history (Newberry Little League, etc.) through plaques, monuments, or interpretive signage.

X X

HISTORIC PRESERVATION

1) Partner with Lycoming County Historical Society to update registry of neighborhood buildings of historic or public value. X X X

2) Highlight neighborhood’s historic architecture in periodic columns in neighborhood newsletter. X X

3) Partner with City’s Community and Economic Development Department to spread awareness about City’s Historic Property Rehabilitation program.

X X X

4) Work with the City to draft a policy which favors adaptive reuse over demoliton and new construction when a viable alternative exists.

X X X


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ISSUE: BUSINESS DEVELOPMENT & MARKETINGThe presence of a neighborhood business district in Newberry is unique and offers residents the opportunity to live, work, and shop within the neighborhood. A successful business district benefits the entire community by bringing in private dollars that enhance the appearance and vitality of a core part of the neighborhood. Newberry will work to promote its central business district as a hub of community activity.

GOALS ACTIONS ACTION PRIORITY


YR 1-2

YR 3-5


BUSINESS DEVELOPMENT

1) Conduct a market survey of local consumer demand (Newberry residents, Williamsport residents, employees, visitors) for goods and services in Newberry.

X X X

2) Work with City to develop policies to address parking in Newberry’s business district (e.g. modified parking ordinance) and other obstacles to commercial redevelopment of Newberry’s central business district.

X X X

MARKETING 1) Develop and promote a complementary character/ identity for Monument Square and Newberry Square. X X X

2) Establish a “town square” identity to market Monument Square to outside business interests. X X X X

3) Market Diamond Square as a viable location to provide basic goods and services for the neighborhood (drug store, food market, laundry, etc.).

X X X X X

4) Market Monument Square and Diamond Square as focal points for commercial and mixed-use development.

X X X X X

5) Partner with local real estate brokers to promote a favorable image of Newberry to prospective residents and business owners.

X X X X


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8 Getting OrganizedNeighborhood organizations are crucial for developing neighborhood betterment strategies. Without organization, even committed groups of citizens cannot bring about the change they hope to realize. Currently, Newberry lacks an organization that is wholly dedicated to advocating for and strengthening Newberry’s sense of community and future economic success. The neighborhood does, however, benefit from the presence of numerous organizations devoted to carrying out specific missions within the community. Revitalization efforts will only be successful through the joint collaboration of a neighborhood organization with these other community groups. A neighborhood organization can help to bridge relationships between these groups and bring in new perspectives from the community. An involved, empowered and focused group of volunteers can be a true catalyst for turning the neighborhood’s vision into a reality.

A neighborhood organization in Newberry should strive to:1. Maintain an administrative framework for the planning of

neighborhood improvements and the promotion of the neighborhood.2. Act as a community service organization that works toward a

defined community vision for the holistic improvement of the neighborhood over time. As the neighborhood evolves, the vision can be modified to meet the needs and desires of the people living and working in Newberry.

3. Develop and sustain neighborhood pride by engaging residents in regular programs, projects, and social activities where they can interact and build a sense of community.

Newberry’s neighborhood organization will benefit from having a committee structure that is headed by organized leadership, such as a Board of Directors. These members would either reside in Newberry or have property, business, or work-related interests relevant to the Newberry neighborhood. Officers of the Board could include a President, Treasurer, and Secretary. The precise composition of the organization will need to be defined once membership numbers are known and committee interests are expressed.

Since different communities have different values and priorities, nobody knows what they are better than the neighborhood residents themselves. Neighborhood organizations have the capability to address the issues of most concern and of specific relevance to local residents and to effect neighborhood change through grassroots citizen action. In building successful partnerships with other local organizations and City government, as suggested in the Strategies for Neighborhood Action expressed in Chapter 7 of this report, Newberry’s neighborhood organization can increase its own organizational capacity as it shares in the joys and challenges of creating a brighter future for Newberry.


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Newberry already exhibits several of the necessary ingredients for neighborhood success, including pride, identity, and vision.


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9 Closing ThoughtsNeighborhoods rise and fall in relation to action and inaction. All people living in a neighborhood help to define its character and identity through time. It is their inward and outward actions that shape the neighborhood’s perception to others. First impressions form the basis for how people will remember a place and are shaped by both the physical environment and the activity that fills it. A positive impression is likely to instill a sense of pride and stewardship, while a negative impression can result in a feeling of discouragement or indifference.

Good neighborhoods don’t just happen. They arise from a combination of social, economic, cultural, and political conditions and decisions. For better or for worse, there is no single force that shapes a neighborhood; however, one of the most influential forces of change is the neighborhood residents themselves. The involvement of residents through a neighborhood organization or participation in community events is critical to building a healthy community that can withstand the internal and external forces of change.

Newberry already exhibits several of the necessary ingredients for neighborhood success, including pride, identity, and vision. Through the neighborhood planning process, Newberry residents have developed a vision that reflects a shared agreement about a preferred future for the neighborhood. It is clear that residents want to preserve their unique sense of history through the preservation and reuse of Newberry’s remaining historic structures. Newberry residents also want to restore the sense of a vibrant and caring community through visible acts of neighborhood stewardship in residential and commercial areas. Most importantly, Newberry residents want their neighborhood to be a place where their children and grandchildren can be nurtured and can grow to appreciate some of the same things about Newberry as their elders have.

To position Newberry as focal point for growth and redevelopment within the City and the larger region requires faith in the neighborhood’s vision and a commitment by all Newberry’s stakeholders to take

bold steps on behalf of that vision. The essential first step is the formation of a neighborhood organization that will provide a basis for communication with the interests of the neighborhood in mind. With this foundation, the Strategies for Neighborhood Action provided in this document can serve as a roadmap to guide the neighborhood to achieve its goals and objectives over time. With these key ingredients, Newberry can begin to carve its niche as a “hometown haven” within the City of Williamsport for those seeking an authentic, traditional, and family-oriented alternative to living in the suburbs.

This is a rare opportunity in the life of the Newberry community for residents to take part in shaping the future. While this report is intended to serves as a guide for moving forward, it is the collective force of action on the part of neighborhood residents, the City, and the private sector that will begin to change the face of Newberry. By coupling Newberry’s pride, identity and vision with effective organization, a plan for action, and strategic partnerships, a brighter future can be more easily realized.


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Appendix ANeighborhood Partners


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Neighborhood Partners

The following were identified as potential partners for Newberry’s neighborhood organization, as suggested by the Newberry Neighborhood Task Force (Spring 2005).

Newberry Lions ClubNewberry Lioness Club Polish Club Republican League Young MarinesGirl ScoutsBoy ScoutsSTEP Jackson Elementary SchoolRoosevelt Middle SchoolWest Branch SchoolNewberry Christian Community CenterWilliamsport Housing AuthorityNewberry Little LeagueYour Building CenterNewberry Neighborhood ChurchesNewberry Neighborhood BusinessesLonzaBrodartChromagraphicsNewberry Post OfficeWilliamsport Area School DistrictPenn College


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Appendix BFocus Group Questions


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Focus Groups

Three focus group sessions were held in February 2005: Social Networks and Diversity, Housing and Public Safety, and Business Development and Marketing. The following questions were developed as a guide for the discussion.

Social Networks and Diversity

1. Ice Breaker: How long have you been a resident of Newberry/ the Williamsport area and what do you think is the most prominent outside perception of Newberry?

2. In your opinion, does Newberry have a sufficient amount of organized social networks for its residents? (gender, age, cultural?) Why or why not? What is missing? Are there too many? Can some of these needs be met by existing organizations or other groups? Are the existing organizations meaningful to current Newberry residents?Do any programs exclusively service Newberry residents?

3. How can the proposed West End Christian Community Center best service the social needs of the community? Offer new programs? Assist in consolidating existing or duplicate programs? Coordinate with churches and other organizations on social activities?

4. What kinds of for-profit establishments make a contribution to the community? In what capacity? Do they organize any events or activities? Help promote community events? Provide products or services for community events?

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5. Please describe the goals, objectives, and efforts of the previous Newberry Neighborhood Association? What was it successful at? Why did it fail?

Housing and Public Safety


2. In your opinion, is Newberry experiencing a pattern of growth, stagnation or decline?

3. Are most of the code enforcement calls that are responded to in Newberry complaint-driven? Is the nature of complaints more often tied to aesthetics, safety, or maintenance? Are complaints obviously concentrated around rental properties vs owner-occupied homes? Do you see a correlation between crime and code enforcement issues being reported for certain properties?

4. What, if any, conflicts have emerged between code enforcement and historic preservation?

5. What is the current market for development outside of the City (commercial, residential, industrial, mixed-use)?

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Business Development and Marketing


2. What business trends has Newberry seen in the last 5 years? What businesses have come and gone? Why? Which have maintained a stronghold? Why?

3. What are the unmet business needs in the community?

4. Who are neighborhood businesses catering to? (residents, employees, city-wide, tourists) Are neighborhood preferences tailored to corner grocery stores or a centrally located marketplace? What goods and services are needed to serve/attract a targeted population?

5. How can Newberry position itself to capitalize upon local tourism (ie. Susquehanna State Park, etc.)?

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Appendix CCharrette Graphics


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Charrette GraphicsGROUP 1: VISION FOR CHARACTER OF NEWBERRY’S NEIGHBORHOOD COMMERCIAL DISTRICT


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GROUP 2: VISION FOR CHARACTER OF NEWBERRY’S NEIGHBORHOOD COMMERCIAL DISTRICT


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SCHEMATIC DIAGRAM FOR PARKING AND PEDESTRIAN CIRCULATION IN NEWBERRY’S COMMERCIAL DISTRICT


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SCHEMATIC DIAGRAM FOR PHASED IMPROVEMENTS FOR THE WEST 4TH STREET GATEWAY, MONUMENT SQUARE, AND DIAMOND SQUARE


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CONCEPTUAL SKETCHES FOR DESIGN AND PLACEMENT OF A NEWBERRY GATEWAY ENTRANCE SIGN


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CONCEPTUAL SKETCHES FOR STREETSCAPE IMPROVEMENTS ALONG WEST 4TH STREET


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CONCEPTUAL SKETCH OF A PROPOSED ROUNDABOUT AT THE ARCH & NEWBERRY STREET INTERSECTION

CONCEPTUAL SKETCH OF PROPOSED REDEVELOPMENT IN MONUMENT SQUARE


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CONCEPTUAL PLAN FOR REDEVELOPMENT IN DIAMOND SQUARE

PERSPECTIVE SKETCH OF PROPOSED REDEVELOPMENT IN DIAMOND SQUARE


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Appendix DSun Gazette Articles


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March 2004


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March 2004


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November 2004


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March 2005


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March 2005


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Appendix EProject CD


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