Raising the Bar

An Economic Development Assessment for Bristol Borough

Kristen Getty
CRP 4896: Senior Capstone

Executive Summary 3
Introduction 4
Economic Assessments 5
Background and History of the Economy and Industry in the Area 6

Demographics 8
Population Demographics 8
Education 9
Labor Force 10
Incomes 11

Inventory of Businesses 12
Arts, Entertainment, and Recreation 13
Goals, Objectives, and Recommendations 14
Educational Goals 14
Goal: Increase Quality of Education 14
Reform the Education System 14
RECOMMENDATION: INCREASE

TEST SCORES AND PROVIDE A BETTER LEVEL OF EDUCATION

14

RECOMMENDATION: IMPLEMENT JOB -READINESS PROGRAMS 15

RECOMMENDATION : C HARTER SCHOOL 15

Business Opportunities 16
Goal: Create Business Opportunities Mill Street (Main Street) 16
Bring in New Business to Mill Street and Increase the Tax Base 16
RECOMMENDATION : MAKE ENTREPRENEURSHIP FEASIBLE 16
RECOMMENDATION: ATTRACT

MORE

ATTRACTIVE B USINESSES 16

Goal: Create Business Opportunities Bristol Borough 17

Bring in New Business to Bristol Borough and Increase the Tax Base 17
RECOMMENDATION : OFFER

INCENTIVES FOR EMPLOYING LOCAL RESIDENTS

RECOMMENDATION: ESTABLISH

17

AN INVENTORY OF ALL AVAILABLE PROPERTIES

RECOMMENDATION : BRANDING , M ARKETING

AND

ESTABLISHING

SENSE

OF

17

PLACE 17

Recreational Opportunities 17
Goal: Recreational Opportunities 17
Expand upon the Foundation already in place and attract more visitors with recreation. 17
RECOMMENDATION : REVAMP

THE

RECOMMENDATION : C OMPLETE

PLAYHOUSE 18

DOCK PROJECT

Economic Development Plan for Bristol Borough, PA

18

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RECOMMENDATION : RESTROOM

FACILITIES

18

RECOMMENDATION : PLAY AREA 18

RECOMMENDATION: BIKE

RENTALS

19

Conclusions 19
References 20

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Executive Summary

From serving as a ferry crossing point from Pennsylvania into New Jersey, to being a stop
along the Underground Railroad, to being a major industrial hub, Bristol Borough has had a
long, rich history. Established in 1681, it still contains many of the historic structures from its
beginnings as well as remnants of the strong manufacturing and textile area it once was.
The challenge lies in integrating all of the areas existing facets and allowing them to thrive
and grow within todays society; making sure it is able to adapt to the future.
Bristol Borough went through years of depression as industry left the area but has once
again reinvented itself and is currently on an upswing. Attempting to revitalize the area is
not a new feat and a strong foundation has been laid by Council, business owners, residents
and other stakeholders. The Bristol Borough 5-year Economic Development Strategic Action
Plan has done a tremendous job of outlining the needs and goals in the area and many
projects are already underway. However, some facets, such as education and enforcing
ordinances, have not received the attention that they need and deserve, being outlined but
not appropriately addressed.

Then all hail to a Bristol new,

To the old we bid adiea, For
whether on water or whether on
land, We will always stand ready
to lend a hand. All hail to a
Bristol new.
William C. Pierce, 1906

Methods and best practices that could be

implemented to revive the area were researched. An
economic assessment was conducted by reviewing
census data, walking the area and interviewing
locals to examine existing conditions. There are
currently many vacancies, traffic issues, high taxes
and poor level of education among other issues.
Conclusions were drawn that much of the population
is undereducated, earn low income, and are heavily
taxed.

Recommendations for the continued revitalization

and success of the area include revamping the
education
system,
attracting
business
and
entrepreneurs,
and
creating
recreational
opportunities. The creation of a Charter School to
help residents receive a better level of education and have parents more involved,
revitalizing the Playhouse, creating boating and biking activities and aiming to attract
businesses that relate to such activities are a few ways revitalization will occur. These
proposals exist to assist Bristol Borough in what it needs to accomplish in Raising the Bar.

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Introduction

Small towns in Pennsylvania and throughout the Northeast have been in decline due
to industry leaving the country for decades. Bristol is no exception. The purpose of
this economic assessment and analysis is to determine the best methods, practices
and courses of action in helping to revitalize this town and determining what the
next steps and focuses should be. The goal is
to help restore the vibrancy to this area
and determine ways to make it a thriving
town while capitalizing on its location,
walkability, historic, ethnic and other
attributes in order to offset its negative
image.
Bristol Borough consists of 262 acres
located along the Delaware River in Bucks
County, Pennsylvania. During the preRevolutionary period, it was situated along
the route from New York to Washington
and still contains significant historic
structures, some dating back to 1711. It
was a prominent industrial area due to its
location along rail lines, canal, and river.
However once many of these businesses
folded they left vacant properties in their
wake or the operations are scaled back
and do not employ nearly as many people
as they had previously.
There are numerous stakeholders involved
that would benefit from the success of the
revitalization of the area. They are the
citizens, business owners, investors,
property owners who reside in Bristol Figure 1Mill Street in 1908 and a capet factory from
Borough and elsewhere, people in when industry was booming in the area.
adjacent towns and those living in the
same County who could benefit from the added revenues and from Bristol Borough
being less of a burden on the County resources.
The stakeholders formed the Bristol Borough Economic Development Strategic
Planning Committee (BBEDSPC) to determine the needs of the area and assist the
stakeholders in bringing improvements to fruition. According to BBEDSPC, the future
of Bristol Borough lies in establishing it as a great place to Live, Work and
Invest. Anyone who visits the area can recognize its potential; the ultimate goal is
to make all the pieces fall into place so that it can be reached. Success will be
Economic Development Plan for Bristol Borough, PA

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measured by the adaptability of the area to their ever changing needs and how well
they recover and revitalize after the loss of so much business and industry in the
area.
The work of the BBEDSPC has led to the creation and adoption of the Historic Bristol
Borough 5-year Economic Development Strategic Action Plan, which outlines the
issues currently plaguing the area in ten pillars and have adopted the motto of
Raising the Bar. The ten pillars are:
1. Rebuilding
Borough
infrastructure

Figure 2: These signs are posted in the

windows of many of the businesses.

neighborhoods

and

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 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.

Economic Assessments
Strong leadership, local community involvement, sustainability, policy, evaluation,
and entrepreneurship are the factors that should be given consideration in
revitalizing the Bristol Borough economy. These recommendations focus on the
Economic Development Plan for Bristol Borough, PA

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importance of organization and strong leadership while keeping business and

entrepreneurship local so that people have a vested interest. Sustainability and
sustainable practices were also important; however most likely will not be effective
for this area due to the extreme need and higher amounts of poverty than average.
Policy construction and reform as well as the role of planning need to be considered.
The evaluation of the resources and dynamic of the town will prove to be imperative
as the basis to where to begin to draw in business and entrepreneurs.
Creating a sense of community and focusing on the average residents holds more
weight than policy reformation, although it is a useful tool to assist in getting
positive economic changes accomplished. Appealing to local entrepreneurs that
take an interest in the community instead of large corporations will be more useful
to this area. Sustainability is important but mainly just within the context of what
the community wants and should not be burdensome. Working within the existing
demographic to make a town the best it can be and focusing in on the education
levels of the residents to attract businesses that would best suit their career paths
and interests was also a valuable consideration.

Background and History of the Economy and Industry in the

Area
The area of Bristol Borough was a prime location for industry due to its position
along the Delaware River, Canal, rail line, Interstate and Turnpike. The area has
been in decline due to industry leaving the area. Mill Street, the main street through
the borough, was a community center for shopping. The area consisted of many
mills
that
produced
textiles,
including wallpaper, garments and
carpeting as well as cast iron and
wooden products. Rohm and Haas
was a major employer in the area
and while they are still present in the
area although bought by Dow
Industries, they do not exist in the
capacity that they once did. Foreign
competition
undercut
these
businesses causing them to close.
The local area now has big box
stores that the smaller stores along
main corridor could not compete
against. The smaller mom and
Figure 3: Present day Mill Street
pop stores closed and left
vacancies or the infill is not appropriate for a small town main streets. Examples of
this are the three tattoo parlors that rent storefront space along the main street
area.
At the end of Mill Street sits the King George Inn, which was established in 1681
next to the ferry that ran from New Jersey to Pennsylvania. George Washington is
rumored to have stayed here and even today it still houses a restaurant as well as
apartments, which have not seen a vacancy in over 7 years. The Wharf area at the
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end of Mill Street has a covered pavilion, statues, and other historic elements, and is
the future site of boat docks. There are outdoor summer concerts and free family
movie nights held here.
This is also the future site of a housing development with 5 townhomes, 5
condominiums and a ground floor
restaurant. The houses are listed as
Figure 4: The King George Inn located along the
costing $400,000-$500,000 and have
Delaware River at the end of Mill Street in Bristol
already sold. This will bring high end
Borough.
housing stock to Mill Street and
provide tax revenue to the Borough.

Figure 5: The building adjacent to the Wharf area that will be demolished so that new development
can take place.

Demographics

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Population Demographics

Puerto Rican; 13%

Other; 1%

Black or African American; 9%

White ; 77%

According to the United

States Census 2010 Demographic profile, Bristol Borough has an estimated
population of 9,726. According to the American Community Survey 5-year
estimates, the housing tenure of the area consists of almost 40% renter occupied
housing, which shows Figure 6
that there is a significant
amount of the population that could potentially leave at any time. Therefore
retaining and attracting new owners is imperative because these stakeholders will
devote more effort to the area and maintain the properties better. The municipal
taxes in Bristol are the second highest in Bucks County, which leads to lower home
ownership and fewer private business undertakings.
As shown in Figure 5, the majority of the population of Bristol Borough is white and
over 13 percent are Puerto Rican. This is an important aspect of the area because it
shows that there may be language and cultural barriers. It is also significant
because business development should then cater to multicultural aspects of the
community.

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Education

Educational Attainment of Bristol Borough Residents, 2012

4000
3500
3000
2500
2000
1500
1000
500
0

3572
1746
841

950

As seen in Figure 6, of
the 7109 Bristol Borough residents that are 18 and older, 841(12%) do not have a high
school diploma or equivalent. Roughly half the population is a high school graduate or
equivalent. As far as higher education, 25% have attended some college and 13% hold a
Bachelors degree or
Figure 7
higher. Bucks County
residents have a 92.9% education level of high school or higher, as compared to only 88.2%
in Bristol. The stakeholders include those who reside in the area who attend, will attend or
have children who attend school in the Bristol Borough School District.
There is a dire need for better quality education, because there are few jobs for unskilled
laborers and the foundations for success must be laid early in life. In 2013, the Pittsburgh
Business Times ranked the Bristol Borough School District 471 out of 500 Pennsylvania
school districts and in 2012 their Adequate Yearly Progress (AYP) declined to a Warning
status due to low test scores in math, science, and reading. In todays job market, an
education is imperative, particularly because the most prominent field in the area is
healthcare and other fields which require advanced degrees. Bristol High School only had a
66% graduation rate in 2010. School districts are the basis that many families use when
moving to an area and the current conditions are sure to drive people away.
Students in the area also have the option of applying to the Bucks County Technical High
School to receive more focused training in a particular field. One recent graduate and
restaurant server that was interviewed attended the Bucks County Technical High School
focusing on culinary arts however when asked what her future held, she was interested in
nursing. This shows the need for a more well-rounded education that focuses on
fundamentals as these children and young adults are still discovering who they are and
focusing too much attention to a field they may not pursue is not going to benefit them.

Economic Development Plan for Bristol Borough, PA

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Labor Force
Occupation Types among Bristol Borough Residents
1400
1200
1000
800
600
400
200
0

The labor force is depicted in Figure 7, which shows that of the 7,904 residents over
the age of 16, 5,177 are employed. Based on the 2012 American Community
Survey, there are no active military members and 477 are unemployed. Of the 4700
residents over 16 who are employed, the majority work in management, business
and arts or sales and office occupations. The majority of residents are involved in
educational services, and health care and social assistance.

Figure 8

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Incomes
The median household income in Bristol Borough is $48,918. The estimated
incomes can be seen in chart 4. When compared to Bucks Countys median of
$76,859, we observe a difference. In Bucks County, the amount of individuals living
below the poverty level is 5.3% compared to 8.6% in Bristol Borough. This is
important to note because it shows that more people than average are suffering in
the area and it is necessary for ser. This is most likely due to the fact that much of
the labor force is uneducated or undereducated and unskilled.
Estimate Income of Bristol Borough
Households in 2012
Reside
Annual Income
nts
Less than $10,000
160
$10,000 to $14,999
319
$15,000 to $24,999
484
$25,000 to $34,999
377
$35,000 to $49,999
717
$50,000 to $74,999
801
$75,000 to $99,999
558
$100,000 to $149,999
462
$150,000 to $199,999
49
$200,000 or more
71

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Inventory of Businesses

Bucks County contains 65,114 businesses and Bristol Borough is home to

approximately 671 of them according to the 2007 Economic Census, which surveys
business owners. The majority of the businesses are in the Healthcare and social
assistance, retail trade or service fields as seen in table 5. Those on the BBEDSPC
need to work closely with the business owners and entrepreneurs to determine what
their needs are to help retain them once they have started their businesses. The
solicitation of new, appropriate businesses is vital to success along Mill Street, the
main street and shopping district in Bristol Borough. There are committees created
however those in them have their own agendas and are not focused on the little
guy.
A business inventory was conducted on Mill Street, which is the main street into the
borough and leads to the riverfront area, known as the Wharf. The street consists of
mixed use housing of eclectic designs with stores and offices on the first floor and
some offices and housing on the second and third floors. Of the roughly 70 building
storefronts
on
Mill
Street,
twelve
were
vacant and ten of them
were filled with some
type of medical office. A
YMCA that was created
due to a generous
donation also exists on
Mill Street but will be
closing in July even
though the terms of the
donation stated they
remain for three years
and it has been less
than one. The remaining
properties house a bank,
law
and
insurance
offices,
antique
and
thrift stores, salons, jewelry stores, craft stores, cafs, coffee shops and other
eateries, tattoo parlors and political offices among others. At the end of Mill Street,
where it intersects with Figure 9: Mill Street in Bristol Borough
Radcliffe Street right next to the Wharf or Delaware riverfront area is the location of
the King George Inn

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Figure 10: A listing of the industries in Bristol Borough showing Healthcare and Social Assistance as
the most prominent field.

Arts, Entertainment, and Recreation

There are a variety of Arts, Entertainment, and Recreational Activities available to

local residents and visitors to the area. The Wharf area located at the end of Mill
Street has two observation deck areas where visitors can look out at the river and
canal areas. There is a pavilion that holds numerous events, such as family movie
nights and summer concerts. There is a walking trail that has numerous signs telling
the history of the area. Statues of Harriet Tubman, a Celtic cross, Puerto Rican
tribute, War Memorial are significant landmarks that dot the area. There are
numerous festivals that are held along Mill Street that have cultural themes.
The Bristol Riverside Theatre has plays and there has been talk of possibly holding
concerts also. There are over 51 landmarks that can be visited including a museum
and other historic sites. The Canal and riverfront areas have trails that can be used
for walking and biking.

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Goals, Objectives, and Recommendations

The ten pillars created by the BBEDSPC are a great springboard for revitalization,
however some do not have sufficient detail and implementation strategies. The
goals, objectives, and recommendations outlined below give more detail to some of
the areas that need to be addressed, particularly in relation to the educational
system, recreational areas, and obtaining business opportunities.

Educational Goals

Goal: Increase Quality of Education

Reform the Education System
The Bristol Borough 5-year Economic Plan states that The School District
should embark on a comprehensive analysis of factors influencing
achievement levels, course and program offerings, tax rates, and declining
enrollment. They clearly recognize the need but have not done much in
terms of coming up with an action plan as this is the only mention and only
detail. Clearly, the link to declining enrollment rates can be attributed to a
failing, inadequate school district as many families with school aged children
would be deterred from the area due to the poor performance of the district.
The education system in Bristol Borough is incredibly expensive and produces
very poor results. A complete evaluation and overhaul of the school district is
vital to the future success of Bristol Borough and its residents.
R ECOMMENDATION : INCREASE TEST SCORES AND PROVIDE A BETTER LEVEL OF
EDUCATION

Improvements cannot be made until an assessment of the curriculum and

why students are doing so poorly is performed. A high school education or
better is necessary to become a productive member of todays society
therefore graduation rates must increase. Providing additional guidance
counseling, afterschool and tutoring programs for students will be key to their
success. Parental Involvement is also a vital part of student success and
finding ways to get everyone involved should be a focus of reformation.
Evaluate teaching methods
RECOMMENDATION : IMPLEMENT JOB-READINESS PROGRAMS
Because the job market is so competitive, providing hands on training so that
students have marketable skills will give them an edge. This could be
accomplished by working with local businesses to provide opportunities and
could also serve the purpose of assisting local businesses in the area. This
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could be in the form of internships and work-study programs where students

can apply the math and writing skills they are learning in the classroom to
real life work situations and could also be used as classroom credit. There
are already numerous services that exist in Pennsylvania, such as Careerlink,
which assists in things like resume preparation, interview skills and job
searches that the students could be introduced to.
RECOMMENDATION : CONTINUING EDUCATION ASSISTANCE
Bristol Borough needs to make college or technical schools a priority option
after graduation. There is currently one counselor on staff at the High School
that meets with the students to assess their future goals after graduation.
Through the school system, a center should be created that meets
individually with students on a continual basis to assist them with
applications and provides information on financing options so that they
process is seen as feasible and not overwhelming. They could also provide
continuing education and career seminars as well as help with the Free
Application for Federal Student Aid (FAFSA) and other funding so that a higher
education is feasible.
RECOMMENDATION : CHARTER SCHOOL
Charter Schools are created by contract and are accountable to the district to
achieve certain results in exchange for educational freedom. The benefits
include smaller class sizes, family atmosphere, a different learning approach,
fewer discipline problems due to an admission process and the ability to try
new things and methods. Due to the poor standing of the current school
system it is recommended to start a Charter School that could be housed in
the recently closed St. Anns school that would focus on math and science.
Section 1725-A of the Pennsylvania Public School Code addresses Charter
School funding and states that they would receive the funding per child that
would otherwise go to the Public School District. This would increase the
education level of select students and potentially draw in residents who are
looking for better affordable schooling options.

Business Opportunities

Goal: Create Business Opportunities Mill Street (Main Street)

Bring in New Business to Mill Street and Increase the Tax Base
There are a large number of vacancies along Mill Street. This creates an
atmosphere of blight, and lack of community involvement with local business.
Many businesses currently occupying Mill St have limited hours, catering
more to the afternoon clientele that frequent the medical offices along Mill St
and the adjacent business area. Opportunities for after normal work hour
shopping and services is limited to tattoo shops. These hours severely limit
opportunities for the youth of the Borough gaining employment.
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R ECOMMENDATION : MAKE ENTREPRENEURSHIP FEASIBLE

The people of Bristol Borough need to be able to see that they can have a
successful business in the area. Therefore it is recommended that they create
programs and seminars to educate people on their options and how to bring
their ideas to fruition. These programs would include how to trademark their
ideas, if necessary, how to get their name registered, how to apply for loans
and funding, bookkeeping, taxes and other computer programs that would
assist in making their business successful. They should also have programs in
place that assist with financing, marketing, and location help.
RECOMMENDATION : ATTRACT MORE ATTRACTIVE BUSINESSES
Attractive businesses to the Bristol Borough area are those that are family
friendly and inviting and appeal to the cultural and artistic senses of
individuals. The idea is to draw in people who will see Bristol Borough as a
tourist destination. There are already many medical and law offices, which
are not an appropriate fit. Small shops, boutiques and eateries that provide
crafts, clothing, and appropriate services, such as boat repair to
accommodate the future docks, are unique and have a possibly cultural niche
would be most suitable to the type of environment that should be created.
Incentives to attract the businesses would include tax abatements with the
stipulation that local labor be used.

Goal: Create Business Opportunities Bristol Borough

Bring in New Business to Bristol Borough and Increase the Tax Base
RECOMMENDATION : OFFER INCENTIVES FOR EMPLOYING LOCAL RESIDENTS
It is vital to sustaining Bristol Borough that larger companies occupy some of
the available commercial space in order to provide jobs and draw people in as
well as to increase the tax base so that the area will be friendlier to
homeowners and have lower property taxes. Incentives could be in the form
of tax abatements and advertising on the Bristol Borough site.
RECOMMENDATION : ESTABLISH AN INVENTORY OF ALL AVAILABLE PROPERTIES
Establishing an inventory of all available commercial spaces and their
potential uses will assist in filling the spaces and make for better marketing.
It can also give local residents input into what they would like to see fill those
spaces.
RECOMMENDATION : BRANDING, MARKETING AND ESTABLISHING A SENSE OF PLACE
Get the word out about the transformation of the area. Bristol Borough has
had a negative reputation for so long people will need to hear about what
they now have to offer.

Recreational Opportunities

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Goal: Recreational Opportunities

Expand upon the Foundation already in place and attract more visitors
with recreation.
Bristol Borough already offers numerous activities, festivals and movie nights
to draw people in and they should continue to do so and build upon this. The
playhouse attracts many people to the area and motions are already
underway and have been presented to Council to create a theatre district.
R ECOMMENDATION : REVAMP THE PLAYHOUSE
The Bristol Riverside Theatre is a great way
to attract tourists to the area with shows
and potentially concerts in the future. The
faade of the structure could use some
revitalization to make it more appealing by
removing the faded and worn sign and
replacing it with appropriate signage that
will draw people in. Additionally, a strategic
marketing campaign should be used to help
improve the theaters visibility to the local
and nearby communities.

Figure 11: The Bristol Riverside

Theatre with its current uninviting,
worn signage.

RECOMMENDATION : COMPLETE DOCK PROJECT

Bristol Borough received a grant to install
docks which is currently underway and will draw in a more affluent clientele.
There also lies the potential for an activity that appeals to boaters, such as a
club and also business opportunities in establishing a repair shop and store
for boating related accessories. This project is currently delayed due to the
Environmental Protection Agency but should be completed within the next
year.

RECOMMENDATION : RESTROOM FACILITIES

There are numerous functions and activities that occur in the Wharf area
however there are not any restroom facilities to accommodate those using
the area. The facilities once built could be under the scope of the Lions Club
in the area, who already maintains the pavilion and gazebo located at the
Wharf.
RECOMMENDATION : PLAY AREA
While there are numerous high quality playgrounds in Bristol Borough none
are located near the riverfront area that is aimed to attract the most visitors.
This would attract more families and make sure that all members have an
activity appropriate to their level.

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R ECOMMENDATION : BIKE RENTALS

Bike rentals would be an opportunity to allow visitors to engage in extra
recreational activities in the area and would also provide an opportunity for
additional income and jobs. The Bristol Cultural and Historical Foundation has
a self-guided tour brochure that lists 51 different landmarks in the area.
These pamphlets could be at the rental location so that visitors could have a
self-guided tour. There is also the possibility of a mobile application being
created that will serve as a digital tour guide.

Conclusions

Many of the necessary factors for economic development and revitalization are
present in Bristol Borough. There is a strong sense of leadership and community
involvement as can be seen in the committees and Economic Assessment that have
already been developed. While sustainability has not been a focus, many
sustainable projects are taking place, such as the docks that are being built being
made of a low maintenance material. An evaluation of the assets has already begun
along Mill Street however an inventory needs to be conducted throughout the entire
area so that more educated decisions can be made as to the future of Bristol
Borough. Entrepreneurship has yet to be a major focus can serve the dual purpose
of increasing the quality of life of the residents, serving the public and residents of
Bristol Borough and filling the vacancies throughout the area.
Bristol Boroughs Raising the Bar campaign has made significant steps in
revitalizing the area but there is still much that needs to be done. The factors
necessary for economic improvement are in place and in the process of being more
fully developed. The recommendations should be implemented as soon as possible
as the Historic Bristol Borough 5-year Economic Development Strategic Action Plan
is already well into its second year. An assessment should be conducted at the end
of the Strategic Action Plan to evaluate which strategies worked and which areas
need more improvement.

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