Executive Summary Rebuild Springfield Plan

8/3/2019 Executive Summary Rebuild Springfield Plan

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Executive Summary

Rebuild Springfeld Plan

January 2012

Presented by:

Concordia

Goody Clancy

BNIM

Project or Public Spaces

SpringfeldRedevelopmentAuthority


2/12

THE CITY OF SPRINGFIELD, MASSACHUSETTS

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Executive Summary

Te Rebuild Springfeld Plan was initiated by Mayor Domenic J. Sarno in respon

the June 1, 2011 tornado that ripped through the City o Springfeld. Te Mayo

ognized this time o planning and rebuilding as an opportunity to think beyon

storm and develop plans to bring the city back bigger, better and stronger. A pu

private partnership between DevelopSpringfeld and the Springfeld Redevelop

Authority was established to engage the citizens o the city in a systematic plan

process. A feen member Rebuild Springfeld Advisory Committee was appo

to help guide that process.

Over the last six months, nineteen separate community meetings with an aggre

attendance o about 2,000 citizens have been held in various locations, prim

in the areas impacted by the tornado. Tis Rebuild Springfeld Plan is built o

hopes, aspirations, suggestions and criticisms voiced in these meetings. In a

real sense, the residents who attended these meetings are the authors o this

Te collective voices o Springfeld expressed in this Plan constitute a manda

implement this Plan in a systematic ashion as quickly as possible.

Te Rebuild Springfeld Plan builds upon and incorporates many previous p

reports, and studies rom a variety o organizations and stakeholders in Spring

including City plans and documents, neighborhood plans, ULI reports, and m

other studies.

Te Rebuild Springfeld initiative is about more than simply returning the city

pre-tornado condition. Te intent o this plan is to establish realistic short-term

long-term visions or the uture o Springfeld and create recommendations ar

people, places and programs that will guide the revitalization o this Western M

sachusetts hub.

Te Rebuild Springfeld Plan has two levels o ocus. Rebuilding strategies ad

both the tornado-impacted neighborhoods and the city as a whole. Te neigh

hoods aected by the tornado were organized into three Planning Districts:

District 1 District 2 District 3

Metro Center Maple-High/Six Corners, Old Hill East Forest

South End Upper Hill Sixteen Acres

Forest Park

Citywide and District recommendations are organized around a systemic m

called the Community Nexus. Tis includes the Physical, Cultural, Social, Or

zational, Economic, and Educational assets o the community. By using this m

residents and stakeholders have created a holistic plan or Springfeld.

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itizens throughout Springfeld shared their

houghts about the potential or revitalization in

istrict and citywide meetings, as well as online

orums.


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CIYWIDE PLAN

Tis Executive Summary will outline the Nexus Recommendations. Not included

n the Executive Summary, but addressed in the Rebuild Springfeld Plan which can

e accessed at www.rebuildspringfeld.com are the ollowing:

DISRIC PLANS

Tis Executive Summary will present an overview o strategic recommendations

with more detailed strategies and implementation steps addressed in the ull Re-

uild Springfeld plan document that will be available at www.rebuildspringfeld.

om.

CITYWIDE PLAN | Recommendations Summary

hysical Domain:

Tis category is defned by the physical resources that encompass the sum o the

ommunitys built and natural assets. Tese resources include buildings, bridges,

ighways and even telecommunications inrastructure as well as natural resources

ke parks and other outdoor recreation areas.

. Develop a process or transorming vacant lots and structures into community

assets

. Focus transportation resources to better serve and connect Springfeld resi-

dents

. Build on existing physical assets to celebrate and improve Springfelds aesthet-

ic character and inrastructure

. Plan or and take advantage o lessons learned rom recent disasters by creating

and publicizing a comprehensive Disaster Preparedness Plan

. Design, develop, and operate places and spaces that are ecient and respectul

o natural and human resources

Cultural Domain:

Tis community system encompasses all o the communitys cultural resources.

ncluded in this category is a broad range o cultural spaces, artiacts, programs,

nd organizations related to the expression o individual and communal values and

esthetics.

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At the heart o a strong community is involveme

and participation by its citizens.


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1. Better connect the community to its cultural amenities and assets through

dinated outreach and diverse events and arts programming

2. Support and grow the arts and culture sector through a series o lighter, qui

cheaper cultural events

3. Celebrate the old and new cultural diversity o Springfeld

Organizational Domain:

Tis category encompasses all the communitys organizational needs and resouIncluded in this category are organizational spaces and programs that addres

various components o community governance, including the school committee

elected ocials, various clubs, and myriad other civic organizations. Tis cate

also identifes how decisions made on behal o the community-at-large are d

oped, deliberated and implemented.

1. Strengthen DevelopSpringfeld as the primary private sector organizatio

partner with the City and to take a leadership role in guiding Springfelds u

2. Establish a body that coalesces community organizations to achieve ec

and ecacy through collaboration and cooperation

Economic Domain:

Tis category addresses the economic environment. Represented here are econ

spaces, programs and activities related to business and commerce assets and op

tunities. Included are activities ranging rom regional and local economic dev

ment programs to innovations and initiatives developed by private interests -

goods to natural capital, rom ormal trade to exchange and donations.

1. Develop and harness Springfelds role as the economic heart o the Pioneer

ley

2. Streamline the process o investment and provide creative incentives to enc

age economic development

3. Expand the presence and inuence o career/workorce development and ed

tional partnerships to provide all residents with an opportunity to meaning

contribute to Springfelds economy

Educational Domain:

Educational resources are defned as encompassing all o the communitys assets

are allocated to lielong learning. Included in this category are unctional sp

curricula and instructional programs or all Pre-K to 12, community college

university programs, as well as more inormal public and private learning space

activities such as civil service training or individual skills development program

1. Put schools and libraries at the center o creating a nexus o places, progr

and access to technology to meet community needs

2. Better engage the public in the process and importance o education reorm

3. Create a system o connected and integrated partnerships or a continuu

education


e city-wide planning process is organized

cording to the six domains o a healthy and

rant community.


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ocial Domain:

Tis category encompasses the communitys social resources, where social spaces

nd programs developed largely by governmental and not-or-proft entities sup-

ort the variety o the health and human assets needed to maintain a healthy com-

munity inrastructure. Included in this domain are programs involving a wide

ange o social services, housing, justice, and healthcare.

. Improve the reality and perception o public saety in Springfeld

. Attract a vibrant and youthul population to be stewards o Springfeld

. Improve landowner, landlord oversight

. Provide health and wellness services on a community scale

. Provide equal access to a variety o housing options

Overall Domain:

Tis domain addresses overarching citywide recommendations that impact all oth-

r recommendations is some way.

. Make a concerted eort to improve the image and perception o Springfeld

. Implement the Rebuild Springfeld Plan. Monitor and champion measurable

progress

DISTRICT PLANS Executive Summaries

DISTRICT 1 | Metro Center, South End

A Plan to rebuild better in Metro Center and the South EndDistrict One.

Te June 1, 2011, tornado damaged multiple buildings and trees in the South

nd and, to a lesser degree, in Metro Center. Based on a community process, this

lan oers a holistic ramework o initiatives that will strengthen the community

hrough partnerships, coordination, enorcement, and crime reduction; support

ew approaches to fnancing; and integrate strategies or housing, commercial and

etail development, community institutions, public spaces, historic preservation,

nd urban design.

Te rebuilding process aer a disaster oers the potential or a resh look at aected

reas and the opportunity to rebuild better. Metro Center and the South End have

shared destiny along Main Street, which is why they were grouped together in

District One. Rebuilding and revitalization eorts must be interrelated and mutu-

lly supportive. Tis is also an economic imperative. Successul 21st century cities

ave appealing downtown and near-downtown neighborhoods that attract people

nd talentespecially young people and entrepreneurs. As the pre-eminent urban

enter o the Pioneer Valley with unique historic character, Springfeld has the op-

ortunity to create and sustain a desirable, walkable, urban environment or living,

working, playing and learning.

Te Plan builds on previous plans or Metro Center and the South End. Imple-

mentation o these plans was underway beore the tornado. In addition, this month


Historic buildings on Main Street at Union Str

were severely damaged by the tornado.

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the City was awarded a major ederal grant or the South Enda Choice N

borhoods Initiative planning grantthat will help implement and accelerate th

building process and position the City or additional ederal unding.

Te Plan is based on a community participation process. Tree public works

were held in October, November, and December 2011 at the Gentile Apartm

Community Room and the South End Middle School to develop a vision o

District One plan, discuss potential alternatives, and review and comment onproposed recommendations. Spanish language outreach materials were prov

and translation was available at the meetings. Dozens o interviews and small-g

meetings also inormed the planning process. Important themes included:

Te Vision or District One encompasses the themes o Livability + Sustainab

+ Inclusion + Opportunity: Partner together to rebuild a more livable, sustain

inclusive community with the resources to oer expanded opportunities or ev

one. District One will encompass two vibrant, walkable, historic urban commun

linked by Main StreetMetro Center and the South End--with robust and attra

and a variety o housing options, the South End and Metro Center will oer a

quality o lie and attract new residents and visitors.

Te Context or Rebuilding: Strengthening Community

Enforcement and public safety strategy: Strengthen partnerships am

community stakeholders, police and enorcement sta. Key initiatives sh

include replication o the C-3 Policing Model successully implement

the Brightwood section o the City and replicated in the South Holyoke

Neighborhood Initiative.

Partnership and coordination strategy: Retain Rebuild Springfeld le

ship to coordinate partnerships and implement the rebuilding plan. Key in

tives include ensuring that there is a downtown redevelopment leader

organization with sta; building on the existing BID; engaging an orga

to enhance communication among all groups in the South End; rev

the South End business organization; and holding a volunteer summ

all organizations, agencies and city departments to identiy and coord

priority activities or Americorps/VISA volunteers assigned to Spring

as well as college student service activities.

Te Resources or Rebuilding: Financing the Plan

Financing strategy: Pursue and package a variety o fnancing incen

and resources or rebuilding. Te Plan includes easibility testing or sa

development types. Under current market conditions, incentives w

needed in the redevelopment and rebuilding process, with complex and

ered fnancing in many cases. Te Plan calls or aggressive pursuit o sp

resources, rom a local lending pool to special allocations o disaster-re

unding, similar in type to the kinds o resources made available or othe

sasters, as well as use o existing ederal, state, and local incentive progr

Investments will need to be phased over time to assure market absorpt


Plan calls or owner-occupied infll housing on

ide streets o the South End.

LEGEND

Walk to the river

Connect to the city

Activity center

Riverfront recreationand entertainment

v rfr nt recreation

Commercial/lightindustrial

Parkar

Railroad

Neighborhood-scaleMain St. mixed-use

- c

Downtown-scaleMain St. mixed-use

. -

Downtown/neighborhood

mixed-use

--

Multi-familyhousing area

m rci l/

East ColumbusEnhancement area

u n rea

t C lu s

1-3 familyhousing area

R ilr

Riverfront Bike Path

BroadStr

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nStreet

N

0 1/4 mile1/8


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Te Framework for Rebuilding: Strategies to Rebuild Better

Housing strategy:

Provide a variety o housing options appropriate to dierent locations in

Metro Center and the South End that enhance downtown and neighbor-

hood character, add market rate housing, and raise the median household

income. Key initiatives include a ocus on adaptive reuse o existing build-

ings or rental and condo housing in Metro Center and in larger buildingsin the South End; and predominantly one- to three-amily owner-occupied

housing at or near market rate or infll on the side streets o the South End.

Commercial and retail strategy:

Create centers o vitality and activity along Main Street by recruit-

ing retail and restaurants to ground oor spaces, oce users to up-

per story space, and neighborhood-serving retail, as well as assisting in

the rebuilding o key sites. Key initiatives include rebuilding the Main

and Union intersection to be a South End gateway and activity cen-

ter; reinorcing the cluster o eateries in the South End to orm a res-

taurant row; and exploring options or a grocery store or pharmacy.

Community institutions strategy:

Enhance the anchor role o community institutions, especially by assist-

ing in relocation o those damaged by the tornado. Key initiatives in-

clude assisting the South End Community Center in relocating to the

Gemini site and Square One in developing new space on Main Street.

Urban character and historic preservation strategy:

Pursue adaptive reuse o historic buildings and sites and establish urban de-

sign guidelines and a regulatory ramework to enhance walkability. Key ini-

tiatives include adopting urban design guidelines to protect and enhance the

public realm and the pedestrian environment; enacting a historic preserva-

tion demolition delay ordinance; adopting the pending zoning ordinance

and potential refnements to reect this Plan; extending urban renewal dis-

trict boundaries in order to ensure design review or Main Street and other

major streets in District One; and enhancing connections to the riverront

with public art and special treatments or Union Street as a estival street.

Public spaces strategy:

Activate and program public spaces to create destinations, mobilize com-

munity partners or stewardship, and connect important public spaces.

Key initiatives include potential programs and activities led by community

arts and culture groups to attract people to Court Square and other loca-

tions; organizing temporary uses, programs and events or empty store-

ronts; ocusing on maintenance and programming or existing parks and

open spaces, including the newly redesigned Emerson Wight Park.


Public art like this light installation by Bill Fitz

bons in San Antonio can enhance the underpa

connecting to the riverront. Source: www.bill-

ftzgibbons.com.

Relocation o the South End Community Centa new building on the Gemini site on Central S

and preservation o the historic Armory buildi

residential or oce project are both part o the

Urban design principles in the plan emphasize

ing a sae, attractive and interesting environme

pedestrians.


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DISTRICT 2 | Maple High/Six Corners, Old Hill, Upper HForest Park

Te neighborhoods o Maple-High / Six Corners, Upper Hill, Old Hill and (nor

ern) Forest Park make up planning District 2, a richly diverse section o Spri

feld. Te contributions o residents and other stakeholders at the three dist

community meetings and in several other venues were critical in making thi

citizen-owned plan. Te recommendations that ollow come rom many sour

but primarily rom the input o residents who willingly shared their time, ene

and desires over the past several months.

Te dialogue in District 2 has been intense and complex, yet hopeul. Many ch

lenges aced District 2 neighborhoods even beore the tornado struck: abando

properties, substandard housing, low home ownership rates, higher than aver

crime and poverty rates, and low high school graduation rates.

In District 2, perhaps more than anywhere else in the city, there is an opportun

or the rebuilding process to have a transormative eect. Te scar o the torna

path in this part o town revealed the challenges and allowed them to air. W

came rom these dialogue sessions was a strong commitment to rebuild stron

than beore, an engaged community newly energized to improve their commun

and recognition o how District 2s vibrant diversity could become the backb

upon which to rebuild.

Te ollowing vision emerged rom the communitys dialogue, and highlights

Districts strengths as the oundation or a better uture:

Build on strong relationships and neighborhood pride to proactively reinves

our community. Leverage our balanced diversity and unleash the potential o historic neighborhoods to create beautiul, sae, and thriving communities.

guiding principles support and elaborate on this vision:

Build on the strong commitment and pride in the neighborhoods to su

port communities and organizations that are connected, engaged, and

working together.

Improve quality o lie and provide new opportunities or residents by

enhancing the health, saety, and vitality o the community.

Preserve and promote the history and character o the neighborhoods

as an amenity that enriches quality o lie and attracts new residents an

businesses.Achieve a sustainable and equitable balance o owners and renters, in-

comes, housing types, land uses, employment opportunities and servic

that meets the needs o residents while positioning the community to

thrive and ourish in the uture.

Value the diversity o people, cultures, and activities and recognize this

diversity as a source o resilience, creativity, learning, empowerment, an

collaboration that strengthens the neighborhoods.


e in neighborhood amenities is a key element in

ing residents connected.


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Demonstrate public and personal commitment, improve perceptions,

and attract new energy and investment through neighborhoods that are

attractive and well-maintained.

rom these principles, the planning team derived six major moves that together

re necessary to achieve the communitys vision supported by more specifc initia-

ves that make up the body o the plan or District 2.

Undertaking projects will require creative and aggressive fnancial packaging on a

roject-by-project basis, taking ull advantage o muptiple local, state and ederal

esources. Projects will need to be phased over time to assure ull market absorp-

on. Tere is hope and energy in District 2, and it should be channeled into the im-

lementation o the plan, the next stage o this work. Tere is room within each o

hese initiatives, which are explained more deeply within the ull report, or every

esident and stakeholder to contribute and inuence the uture outcome o the city.

DISTRICT 3 | East Forest Park, Sixteen Acres

lanning District 3 is comprised o the East Forest Park and Sixteen Acres neigh-

orhoods, relatively stable with a strong sense o neighborhood pride. Tere were

ery consistent themes that emerged rom the residents and stakeholders o this

ommunity during the three district meetings held in late 2011. In addition to


New Infll Housing Central Street Aer

INFILL HOUSING ON CENRAL SREE:

Street is one o the areas most heavily-impacte

the tornado, and includes a concentration o vcity-owned, and tornado-damaged lots. Ter

opportunity to transorm Central Street with

housing, streetscape improvements, and comm

acilities.

Parks & rails Mill River Aer

MILL RIVER RAIL: Improvements along th

River could include a new trail that connects t

Watershops Armory area to Johnny Appleseed

including reorestation, river bank restoration

recreation and education opportunities along

waterront.

New Infll Housing Central Street Beore

Parks & rails Mill River Beore


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signifcant damage incurred to residential structures and school buildings held

in the community, there was a particular sense o loss or the once beautiul and

tree canopy that blanketed the area. While home rebuilding has long since begu

this district, it will take generations or newly planted trees to replace what was l

Tere is a strong interest in rebuilding better than beore present in this com

nity. While residents value their strong neighborhoods, quality homes, and nat

resources, it is clear that better connectivity between these amenities and impro

support or healthy vital neighborhoods was desired. As with other Districtsrebuilding process presents opportunities to strengthen the physical and social c

nections within the district.

Te recommendations that ollow come rom voices heard in the community m

ings, in many smaller and targeted stakeholder meetings, rom the online social

dia site, and rom earlier plans created beore the storm. Residents are ready to

the devastation o the tornado into an opportunity to enhance their neighborho

by way o better homes, schools, parks, greenways, trails and other community

sets.

Te ollowing vision emerged rom District 3 dialogues, revealing consistent the

rom already strong neighborhoods, but ones that acknowledged they could

stronger.

Pursue a renewed dedication to a connected and amily-riendly community. R

venate our natural character, cra well-designed and ecient homes, and sup

strong neighborhoods that are anchored by schools, parks, and community acil

o the highest quality. Supporting this vision were fve guiding principles that re

the valued assets in this community, o which there are many.

Restore and enhance the neighborhoods natural resources, including tr

water bodies, open spaces, and wildlie, and recognize these resources a

amenities that enhance value, improve health, and provide recreational

portunities.

Promote the amily-riendly character o the community through sae, a

tractive neighborhoods, strong community organizations, quality schoo

social gathering spaces, and activities or all ages.

Focus on schools, parks, and public acilities as community anchors tha

are integrated into the neighborhood and coordinated to provide ecie

eective services.

Improve mobility within and between neighborhoods through eorts to

reduce congestion, calm trac, provide enhanced bicycle and pedestria

inrastructure, explore trail opportunities, and enhance streetscapes to s

port local businesses.

Strengthen neighborhoods by rebuilding, repairing, and maintaining w

designed homes that are ecient, durable, and comortable.

From these principles, the planning team derived our major moves and nine

initiatives that make up the body o the plan. Tey are as ollows:


sidents turned out to share their thoughts in

oductive working sessions.


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esidents o District 3 have demonstrated sturdiness and resolve in response to the

ornado. It is this same work ethic and steadastness that were the early oundation

these neighborhoods that will also ulfll their desire to create an even stronger

uture. For now, the destruction to schools, parks, homes and trees in East Forest

ark and Sixteen Acres may still seem overwhelming. Tis is oset by the sound

hammers in the neighborhood and the newly revealed views o parks and water

eatures long hidden. As in the other neighborhoods, both residents and city lead-

rs must remain steadast in their commitment to implementing the plan. Tere is

this community to the youngest whose uture will be shaped by this rebuilding

ort.

CONCLUSION

Te Rebuild Springfeld planning process has sparked a renewed sense o energy

nd ownership in the citys uture across neighborhoods, constituents, organiza-

ons, and public and private leadership. Tere are numerous opportunities or ev-

ryone to contribute to implementing recommendations. Te Rebuild Springfeld


Complete Streets rail Beore & Aer

COMPLEE SREES: District 3 residents id

fed the need or sidewalks and bicycle lanes alo

key streets in the tornado-impacted areas. Side

and bicycle lanes can help to connect neighbor

provide mobility options, and increase saety.

INERCONNECED RAIL AND GREENW

SYSEM: Parks, greenways, and natural areas

heavily impacted by the June 1st tornado. As t

areas are reorested and restored, there is an op

tunity to create an interconnected trail and gre

system with enhanced recreation options that l

parks, community acilities, and other destinat

R E B U I L D S P R I N G F I E L D2

Potential Trail Connections

Potential Private Linkages

Trail Connections in Street R.O.W.

Interconnected Greenwayand Trail System

lan is not any one individual, administration, or organizations

esponsibility; it belongs to the citizens, businesses, and organiza-

ons o Springfeld, all o whom have a role in seeing it through.

Te key to successul implementation over time is continuous par-

cipation across all sectors, aording anyone and everyone the op-

ortunity to participate in and beneft rom the process and out-

omes. Communication and transparency will assure this kind o

uccess. DevelopSpringfeld and the Springfeld Redevelopment

Authority are committed to acilitating ongoing opportunities or

veryone to own a piece o this plan to make the City o Springfeld

igger, better and stronger or generations to come.

ontinue to visit the Rebuild Springfeld website to stay connected

t www.rebuildspringfeld.com

Executive Summary Rebuild Springfield Plan

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