City of Easthampton Community Development Strategy, 2012-2015

Updated December, 2012 based on public review and comment

Introduction

The Community Development Strategy describes Easthampton’s community development goals

and activities including those that may be suitable for assistance under Community Development Block

Grant programs and other state and federal community development programs. Easthampton’s overall

population does not meet the national objective criteria for benefit to low and moderate income persons.

Subsequently, this strategy is not comprehensive in terms of all aspects of community development, for

example, parks and recreation or transportation. The Strategy projects community development

activities and funding options over the next five years. In addition to the public input for the Strategy,

activities and goals are drawn from several past planning efforts and reports. These include:

Easthampton Master Plan including a public survey with 3,500 responses (45%) (2008), Community

Development Plan (EO418, 2004), enVision Easthampton (1998) and enVision Easthampton Revisited

(2003), a goal and vision setting process and document that involved over 300 residents and local

officials), the Easthampton Center Initiative (2000), the Northampton-Easthampton Economic

Development Strategy (1998), Downtown Technical Assistance Report (1999), Capital Improvements

Plan (annual), past Community Action Statements, Open Space and Recreation Plan (2005) and the

Affordable Housing Production Plan (2006). All of these plans included public feedback, forums and

hearings as well as ongoing review by appropriate board and officials.

The Community Development Strategy, originally prepared in 2000 has been reviewed and

updated annually. The latest revisions to the Strategy were most recently presented and reviewed at a

public hearing on November 28, 2012. It has been reviewed by the Mayor and Easthampton City

Council, as well as numerous other officials and boards. It is posted on the City’s website for public

review and comment.

Community Development Strategy

Neighborhoods and Target Areas. Each year, the City reviews the boundaries and common needs of

residents in the City’s Target Area. Neighborhood areas, particularly those built around the mills and

downtown, require planning and assistance in order to pull together many of the issues described in this

strategy. Pleasant Street, New City, Everett Street, Holyoke Street, and the areas around downtown may

be subject to rapid change should Easthampton’s attractiveness to homeowners and businesses continue

to grow. Housing, streetscape improvements, infrastructure, neighborhood parks, and lighting need to

be addressed to maintain a mix of people living in the City. The City will target these areas for planning

and funding assistance. For most projects and programs, city personnel will lead planning activities, but

technical assistance and design through Block Grants and other sources may be necessary.

Implementation will require a combination of resources including Open Space funds, CDBG,

MassWorks, infrastructure and highway funds. Many of these funds require matching local funds or

resources.

Housing. Affordable, safe and sanitary housing stock is a priority for the City’s future development.

While Easthampton’s housing prices remain lower than surrounding communities such as Northampton,

Southampton, and Amherst, the prices for new homes have jumped beyond affordable over the past

decade. With little exception, all new housing being constructed in the city is beyond affordability

limits, and only a handful have been constructed that would be affordable to persons of low or moderate

income. The City’s strategy is to use as many tools as possible to create affordable housing that meets

the character of the city’s neighborhoods. For the next five years, it is the City’s goal to have five to ten

affordable ownership units produced annually, along with several rental units to be managed by the

Housing Authority or another non-profit housing agency.

A local Housing Partnership (re-established in 2006) and the Housing Authority (which has

created a local non-profit corporation) have been the driving force in identifying opportunities for

affordable housing development and potential funding resources. Since 2010, the City voted Community

Preservation funds ($526,000) with support from the Housing Partnership to use for the creation and

preservation of affordable units. These funds were used to acquire land for housing, support the

development of 90 rental units, and rehabilitate four out-of-target area units.

The City continues to work with developers, under Chapter 40B and otherwise, to incorporate

affordable units in all developments, while making sure housing projects match neighborhood character.

The Treehouse project and Mountainview Condominiums are 40B projects that were approved in 2004.

Combined, these projects provide 66 ownership units and 60 units of rental housing for low and

moderate income families, as well as increased services to residents. The approved Parsons Village 40B

project will provide 38 units of rental housing to individuals at or below 60% AMI. The City is also

working with Habitat for Humanity on two sites for the development of six affordable homeownership

units. Cottage Square apartments, permitted through Ch. 40R, will begin construction in 2013 of 50

rental units available to residents at 30%-60% of the AMI.

Zoning based strategies have lead to the infill development of multi-family rental units and

condos/rentals for the elderly. Multifamily Housing for the Elderly zoning was replaced after a year of

study. In order to develop high density multifamily units (adopted 2008), developments will include

15% affordability. The density incentives offered are substantial. Increased density in appropriate areas

of the City will be a key to stable housing prices. In addition, The City Council adopted two Smart

Growth subdistricts under MGL Chapter 40R in 2010, which were approved by DHCD. Finally,

Easthampton’s flexible Mill Industrial zoning has lead to the re-development of vacant mill space as

live-in studios. Housing as one part of mill re-use follows several sustainable development principles,

such as concentrated development, brownfield reuse, access to public transit and the Manhan Rail Trail.

The Housing Partnership and area non-profits continue to seek land or the re-use of municipal

properties for the development of ownership and rental units. Once property is under public control, the

City and non-profits will seek Community Development/Housing funds or private partners to assist with

development. A 2006 HDSP grant preserved a 13-unit SRO in the downtown area. Community

Development funds would also be useful for assistance with mill re-development. A great opportunity

for the City is the vacancy of One Ferry Street. With private or non-profit developers, the City hopes

the redevelopment of this site will consist of a mixture of uses including affordable housing. Future

owners may require assistance for redevelopment and contamination cleanup costs.

Easthampton’s Housing Rehabilitation program remains the cornerstone for the preservation of

safe affordable housing stock. The City relies on Block Grant funds to assist low and moderate income

residents (including the elderly), or landlords with LMI tenants, with the renovation of their homes.

This preserves the stock for LMI use for a 15-year period or longer. Bringing the units up to the

building code assures that each unit will not continue to degrade, thereby de-valuing an investment or

leading to the loss of home. For households at risk of losing their homes, financial literacy and

foreclosure prevention are valuable services.

The provision of intensive homebuying counseling and downpayment/closing cost assistance to

low and moderate income households in Easthampton is critical. With current low interest rates and

available programs such as the Soft Second Program and programs available through local banks, there

is the opportunity to help through technical assistance and funding of down payments, closing costs, and

mortgage buydowns. With a market adjustment lowering the sales prices of homes, there are homes

within reach to first time homebuyers with moderate incomes. Counseling will have LMI residents

prepared for the opportunity available through 40B units and dropping home costs. In the past CDBG

grants have funded a First Time Homebuyer program that is useful in this housing climate. Moderate

income residents need technical and funding assistance to purchase homes.

Social Services. Easthampton is locally underserved by social services. Residents regularly need to

travel to neighboring cities such as Holyoke, Northampton, and Springfield to receive services.

Easthampton has worked in two primary ways to address the issue. The City has encouraged services to

locate satellite offices in Easthampton. At the same time, the City has worked with the regional transit

authority to enhance access to public transportation. The recent growth of Easthampton as a small urban

center has increased its attractiveness to service providers.

The City uses several methods to identify local social service needs. Forums have been held

with service providers and clients to discuss needs and priorities. From these discussions, trends were

identified, as well as areas for collaboration and coordination. The Planning Department conducted four

surveys (2000, 2002, 2005, 2007) of service providers to identify shortfalls in service. A follow-up

providers’ forum was held in 2008. From the data collected, the following services were identified as

priorities (not in any order): (1) Services and programs to Disadvantaged persons, (2) Financial Literacy

and Foreclosure prevention, (3) Adult Basic Education and (4) Workforce/Job Training and Assistance.

Additionally, Easthampton has a large elder population. As of the 2010 US Census, 3,505 (21.8%) of

Easthampton residents are over 60 years old. Of those, 797 are over the age of 80.

The City of Easthampton will look to Community Development Block Grant funds to provide

priority services when the City is eligible for funding. The City will work with service providers to seek

additional funds during non-funding years. The Council on Aging will continue to be funded by the

City, providing outreach service through the City budget or other grant sources. Easthampton has

consistently funded local social services from its operating budget. Annual appropriations totaling

approximately $170,000 are made to the Council on Aging and the Community Center to keep critical

care, social, and housing services available. The City contracts the operation of the Town Lodging

house to a non-profit housing agency, so the SRO housing will be preserved and services to shelter

residents will be increased.

Downtown and Economic Development. Easthampton has invested significant time and funds in the

planning and restoration of its Downtown, particularly around Cottage Street, which was designated a

blighted area in 2001 and Pleasant Street (slum and blight, 2004). Plans, some of which have been

implemented, include improved links to Nashawannuck Pond, better lighting, a public parking lot,

stronger signage, and façade improvements. Dozens of residents and business owners have participated

in several design charrettes. The Mayor, City Council and the Department of Public Works have

contributed funds and resources toward the current improvements being made to downtown, Pleasant

Street, and other parts of the Target Area. The goal for downtown is to improve the physical space in

order to promote the business climate. The design work implemented on Cottage Street and the Manhan

Rail Trail (opened 2004) should be extended to Union and Main Streets. The Rail Trail has been a great

success and brings numerous people through the downtown. This link is creating many opportunities for

downtown business and residential growth. Similar needs to those found on Cottage Street, such as

parking and façade work, are found along the other three streets.

Funding for downtown improvements must come from several sources. Improvements to

Nashawannuck Pond leading to dredging were funded by the Commonwealth, DEP, the U.S. EPA, the

Army Corps of Engineers and local donations. The City used local funds to upgrade its busiest

intersection (Main Street/Union Street) in 2005. This greatly improved traffic flow, pedestrian safety

and transit access. Planning for the intersection included the business community and the local

Commission on Disability. The City will be pursuing state funds to complete access to the Pond. The

Rail Trail has been funded by a federal appropriation, MassDOT, and local funds. A 0.7-mile extension

was constructed in 2011 using federal funds. The three-mile connection to Northampton has been

completed utilizing ARRA and CPA funds. Streetscape improvements (sidewalks, facades, parking)

should be extended throughout downtown.

The need for business growth extends beyond Downtown Easthampton. The City has an historic

mill district that had been nearly vacant in the mid-1990’s but has seen rejuvenation through mixed use

development and the addition of smaller industries. However, mill re-development is costly, and

support is needed to continue improvements to re-establish the job base of the community. Some of the

remaining mill space has contamination issues. Brownfield assistance funding may be necessary in order

to re-use these sites. The mill district lies primarily along Pleasant Street, which was designated a

blighted area. Streetscape improvements through Block Grant funds have assisted mill re-developers in

attracting businesses through improved signage, aesthetics and safety features, sidewalk reconstruction

and improved lighting. A FY2006 CDAG grant reconstructed Pleasant Street and continued sidewalk

and lighting improvements; this pulled all the aspects of Pleasant Street together, linking the

neighborhood with downtown, the Rail Trail, and to services in the Mill District while creating dozens

of jobs. A MassWorks grant was funded in 2012 to upgrade water lines, bury electrical lines, and

provide drainage along the rear side of the Mills which abuts the Rail Trail and Lower Mill Pond Park.

The Lower Mill Pond Park was created with Urban Rivers, PARC, and local funds.

Easthampton’s strength or niche appears to be small business development. Startup businesses

and microenterprises need additional support. The City has offered assistance with CDBG funds in the

form of technical assistance to microenterprises. The City has received positive feedback from this

program and has seen the success of new small businesses.

Easthampton’s has very little industrially-zoned land. A new district for industrial growth should

be established. Should an appropriate area be found, technical assistance and funds may be needed to

develop a small industrial park. Additionally, a plan is needed for Easthampton’s commercial corridor.

The Planning Board is leading a Highway Business review committee in 2011-2012.

Arts Industrial Cluster Growth. The Easthampton artist community has developed primarily within the

mixed use mills, but now extends to the downtown area. Open studios, celebrations and monthly Art

Walks are now part of Easthampton’s cultural calendar. The City received grants from the

Massachusetts Cultural Council to create tools that assist the artists such as a website and directory.

These have forged better links between the arts businesses and the business community, Chamber of

Commerce and local events. Easthampton held a planning forum on September 17, 2005 to discuss the

impact and future of the arts in Easthampton and currently conducts an annual evaluation of the arts

programs. Easthampton City Arts opened an office, hired full-time staff, and promotes the local cultural

economic development agenda. In 2009 and 2012, the City held a summer-long series of events

centered around a public art display. This drew thousands of visitors to downtown and contributed

much-needed revenues to local business. Continued events and activities are necessary each year to

expand on the arts’ success.

Public Access/Barrier Removal. Most of Easthampton’s public facilities and buildings have been

improved based upon the Easthampton Transition Plan. The City’s Commission on Disability has

identified sidewalk and business improvements as next steps. An inventory of curb cuts, sidewalks, and

parking areas was initiated during the Master Plan process and a review of park facilities will be

completed in 2013. Programmatic barriers must also be removed. Access to services and downtown

shops, as well as local social services, health, and recreational activities should be improved. Projects

that involve historic municipal structures may also draw on Community Preservation Funds. A CPA

funded design for a Town Hall elevator determined the best location and operation as the City seeks to

re-use the historic building to draw people to downtown.

Community Priorities

The City’s priority is continued balanced growth that reflects the history and future needs of the City’s

residents as described above, including employment and housing opportunities, activities and services

for all residents without regard to income

Priority Community Development Goals

1. Create and retain housing available to residents with a broad range of incomes. The increase and

maintenance of the supply of both rental and ownership units are necessary.

2. Enhance the local climate for sustainable economic development: in the commercial downtown,

the industrial manufacturing base, green energy, and the growing arts cluster.

3. The Open Space and Recreation priorities focus on the preservation of land over the Barnes

Aquifer, along Mt. Tom, along the Manhan River Greenway, and land for agricultural use.

Recreation improvements are focused on existing parks and access to local ponds.

4. Bring public services to and expand those currently in the City that compliment population needs

and community development priorities.

5. Protect key Historic and Cultural resources through the re-use of Old Town Hall and the

recognition and protection of key historic districts and sites will contribute to the long-term

maintenance of Easthampton’s community character.

6. Create connections through planning, growth, and activities based on links between people,

infrastructure, resources, and services.

Priority Projects

No. Priority Project CDBG eligible

1 Strengthen downtown through increased housing units, continued affordability of

commercial space, access to gathering space, and links to public transportation. Expand

the downtown to include Pleasant Street through infrastructure, signage, and aesthetic

improvements.

Yes

2 Build energy efficient, affordable housing through public-private partnerships. Yes

3 Aggressively support the redevelopment and reuse of vacant buildings to mixed use in

the Mill Industrial and Downtown zoning districts. Assist with commercial and

residential brownfields redevelopment. Continue support for redevelopment at One

Ferry Street, 15 Cottage Street, Pleasant Street mills, and 154 Everett Street.

Yes

4 Develop and refurbish infrastructure to promote smart growth initiatives in

neighborhoods.

Yes

5 Continue the Housing Rehabilitation program throughout the city with grant funds

supplemented by Community Preservation funds and program income.

Yes

6 Construct new schools and complete improvements at High School per State guidance

and funding.

7 Update and submit the Housing Production Plan, which details the numerical goals for

housing types over the next five years and will give the city better control in its review

of housing projects proposed under Chapter 40B.

8 Expand services and activities for youth and young adults including school to work

programs. Include youth in the creation of a Youth Center.

Yes

9 Develop an industrial retention and expansion program. Increase the supply of

industrial zoned land through zoning review and site identification of appropriate

industrial use location. Seek opportunity for development of small industrial park.

Attract computing center spin-offs.

10 Market and encourage Easthampton’s growing arts cluster through designation of a

Cultural District. Assist in the maintenance and development of affordable artist studio

and housing space. Support an increase in public art and art education.

11 Repair and reopen White Brook Pool.

12 Provide financial literacy and foreclosure prevention programs to increase financial

stability. Offer First Time Home Buyer Resources such as counseling, down

payment/closing cost assistance, and mortgage subsidies.

Yes

13 Continue phased development of Lower Mill Pond Park, including new skatepark.

Consider other expanded events including concerts, art shows, and festivals.

14 Infrastructure improvements to Nonotuck Park and existing neighborhood parks such

as Pleasant Green, Strong Street, and Wayside Park such as restrooms, parking areas,

administration and maintenance buildings, pool repair or replacement, park furniture,

youth play areas, and lighted ballfield(s). Protect environmentally sensitive areas of

the parks.

15 Maintain up-to-date technology in all schools and municipal facilities.

16 Increase senior citizen services to improve health and living conditions Yes

17 Increase access to residents with disabilities through physical improvements and

programs

Yes

18 Provide local services to disadvantaged populations including persons with disabilities

including veterans, domestic violence residents and residents under age 60 to assist

with self sufficiency, financial stability, inadequate housing, hunger and health-related

issues.

Yes

19 Support job assistance and training for Easthampton’s workforce and unemployed. Yes

20 Continue physical improvements to Old Town Hall including elevator, fire escape,

repaired stain glass windows, restoration of the auditorium and foyer, and re-pointing

of building.

Yes

21 Continue preservation of priority agricultural lands, particularly along Park Hill and

East Street. Work with the Agricultural Commission to promote local food and

agricultural security as well as require growing a significant portion of food for local

use through leases and contracts for city-owned land under APR.

22 Protect the Barnes Aquifer through land acquisition in southern end and regulatory

protection in northern Zone 2. Complete a Wellhead Protection Plan.

23 Establish and charge an Easthampton Energy Commission to promote and act on

energy self-sufficiency and increased conservation. Develop and implement new green

energy sources and develop renewable energy sources for small businesses.

24 Establish a local Transportation Commission to work on such issues as increased

access to and use of pedestrian ways and public transit, including expanding coverage

of PVTA. Improve design and operation of Union and Northampton Street to allow all

modal users to use them safely.

25 Assist with improvements to Emily Williston library including access and expansion.

26 Continued assistance, such as planning, marketing, financing and startup, to small

businesses, microenterprises, and artists.

Yes

27 Increase local capacity by providing staff and/or technical assistance for economic

development, conservation, housing, and engineering/infrastructure.

28 Create and implement a list of uses for Community Preservation Act affordable

housing funds according to the state law. In exchange for affordable housing

restrictions (15-30 years) funds could be used for buydown of housing prices,

downpayment assistance, rental assistance, predevelopment funds, or construction

match.

29 Modify zoning with tools that establish incentives and requirements for affordable

housing.

30 Link Nashawannuck Pond to downtown with Boardwalk, boating and other

improvements.

31 Plan, fund and construct an animal shelter.

32 Create links between Pleasant Street, Downtown and surrounding neighborhoods to the

Manhan Rail Trail.

33 Inventory city-owned properties and develop plan for re-use of vacant / underutilized

properties. As land and school buildings are considered for disposal, affordable

housing should be a priority re-use.

34 Update Transfer of Development Rights (TDR) ordinance to create more incentives for

use. Promote TDR to housing developers.

35 Include affordable housing in open space preservation projects, such as the

construction of housing along East Street, while preserving a large segment of open

space.

36 Provide educational services for all sectors of the population including Adult Basic

Education.

Yes

37 Promote awareness and increase outreach and education about historic resources and

districts.

38 Create Historic Districts for listing on the National Register including the Mill District,

Main/Park Street and Union/Cottage Streets.

39 Encourage new Downtown and Mill Industrial development to match the historic

character of the community.

40 Improve public safety through services that link with health programs, homeland

security / emergency preparedness and healthy community initiatives.

41 Improve access to Manhan River, including a waterway for non-motorized boats

The above list had extensive revision and input in 2010 and is consistent with the priorities and goals of

the Easthampton Master Plan.