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Executive Summary
Rebuild Springfeld Plan
January 2012
Presented by:
Concordia
Goody Clancy
BNIM
Project or Public Spaces
SpringfeldRedevelopmentAuthority
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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
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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
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Historic buildings on Main Street at Union Str
were severely damaged by the tornado.
Source: USA oday.
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ayy
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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
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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
eet
et
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.
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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.
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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
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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:
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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
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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
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