Rebuild Springfield Plan

r e b u i l d S p r i n g f i e l d p l A n | S p r i n g f i e l d M A S S A C H u S e T T S
Springfield
Redevelopment
Authority
Citywide Plan
Presented by:
Concordia
Goody Clancy
BNIM
Project for Public Spaces
February 2012
iii
Overview & Introduction
introduction
City-wide Overview
Recovery Initiatives & Recommendations
Major Moves
educational domain recommendations
physical domain recommendations
Cultural domain recommendations
Social domain recommendations
economic domain recommendations
Organizational domain recommendations
Overall recommendations
Philanthropic Opportunities
Funding Opportunities
Implementation Challenges, Opportunities
and Financing
Acknowledgements
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51
65
89
107
113
123
128
132
143
Table of Contents
iv
1
Overview & Introduction
2
3
Introduction
The rebuild Springfield initiative was created
in response to the June 1st tornado that struck
the City of Springfield. However, the scope of
the initiative goes far beyond simple rebuilding.
Citizens, city government, private businesses
and other stakeholders rallied together to use
the June tornado as a catalyst for rethinking
Springfields future.
The rebuild Springfield initiative integrated
community input with planning expertise to
develop a realistic action plan for realizing the
vision of neighborhoods and the city as a whole.
The rebuild Springfield citywide meeting presented an opportunity to hear people
thinking mostly futuristically and optimistically about the city. it is good to look
forward by thinking about our assets not just dwelling on problems.
-- participant, Citywide Meeting round 1
rebui l d Spri ngfi el d was commi ssi oned by
devel opSpr i ngf i el d and t he Spr i ngf i el d
redevelopment Authority. These entities,
formed in 2008 and 1960, respectively, are tasked
with restoring vitality to Springfield.
The rebuild Springfield process takes place
on two parallel levels with a strong emphasis
towards action. At the citywide level, residents,
business leaders, and stakeholders have crafted
a vision and action plan for improving the quality
of life in Springfield.
At the same time, residents of the tornado
impacted areas (districts 1, 2, & 3) engaged
in addressing the needs and visions of their
respecti ve nei ghborhoods. by gatheri ng
together i n pl anni ng di stri ct meeti ngs,
residents focused on issues specific to the
activities and experiences of their day-to-day
lives. They outlined realistic actions for achieving
their vision.
included in the plan on page 132 is a broad
outline of challenges and opportunities for
implementing the plans recommendations. it is
important to note that the scope of Springfields
rebuilding needs exceeds the availability of
current funding opportunities. it is likely that
a dedicated federal appropriation will be
necessary to closed various financing gaps
presented in or as a result of the plan.
fi nal l y, i n pl anni ng and i mpl ement i ng
Springfields future, no group or individual
can act alone. businesses, organizations, the
government, and individual citizens must work
together in a collaborative and cooperative way
to build a revitalized Springfield and start taking
the first concrete steps toward that vision.
4
Approach
What is the concept behind the Rebuild Springfield initiative?
The Citywide planning process is organized
according to the six nexus domains of a healthy
and vibrant community. These domains include
the physical, cultural, social, organizational,
educational, and economic components of a
community.
usi ng the nexus model as an organi zi ng
framework ensures the creation of a systemic
and holistic plan for Springfields future. Assets
and needs of the community are analyzed and
sometimes mapped according to their respective
domain or category. While items sometimes
fall into more than one category, working in
this way ensures that each aspect of Springfield
garners equal consideration during the planning
and community engagement process.
The Citywide process used the nexus framework.
The planning district process also used the
nexus framework, but dug more deeply into
issues and ideas taking shape in Springfields
tornado-impacted neighborhoods.
Most importantly, public engagement has
been key to developing the most appropriate
recommendations for Springfield.
Communi ty members; organi zati onal and
busi ness l eaders; muni ci pal , regi onal and
state agencies; and elected officials must
recognize that ownership and participation
in implementation of this plan is the key to
realizing the hopes and dreams of the many
communi ty members who parti ci pated i n
creating the plan. The public meetings at both
the Citywide and district levels addressed three
core phases of developing the plan:
phase 1 | review and analysis of
existing conditions, vision
phase 2 | develop and synthesize
opportunities, consider financial
implications
phase 3 | Confirm and
prioritize recommendations and
implementation steps
in addition to this project framework and to the
work of goody Clancy, bniM, and project for
public Spaces, obtaining additional expertise was
important.
dan Hodge of Hdr provided economic analyses
and forecasting, and played a very significant
role in the development and shaping of the
Citywide recommendations in the economic
domain. His intimate knowledge of the City of
Springfield and the pioneer Valley was crucial in
the eventual development of recommendations
that respond well to the climate and stakeholders
of the City and region and provide for concise
and tailored direction.

pam McKinney of byrne McKinney & Associates
provided real estate consulting services to the
entire project team, including significant work
tailored to the conditions and needs of the
districts of the rebuild Springfield plan. Her
work included in-depth real estate market
analyses as well as supplemental information
related to the types of funding resources
necessary for implementing the many and varied
recommendations in the plan pertaining to real
estate and development.
5
Process
Schedule, Phases and Community Participation
The rebuild Springfield planning process began
in October of 2011 and was completed in
february of 2012.
The Citywide and planning district meetings took
place as iterative and parallel processes with
issues and solutions developed in the districts
informing the Citywide process. The rebuild
Springfield plan works to assure that the city and
its neighborhoods can function harmoniously.
There were three Citywide Meetings and 9
planning district Meetings - three meetings in
each planning district.
The f i rst round of meeti ngs f ocused on
Visioning, the second on Opportunities and
recommendations, and the final round on
priorities and implementation.
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District Meetings District Meetings
1 1 1 2 2 2 3 3 3
CITY-WIDE CONGRESS
DISTRICT 1
Metro Center
(Downtown)
South End
DISTRICT 3
Sixteen Acres
East Forest Park
DISTRICT 2
Six Corners
Upper Hill
Old Hill
Forest Park
Rebuild Springeld Planning Process
6
Recommendation Structure
How to read a Rebuild Springfield recommendation
i n t h e r e b u i l d S p r i n g f i e l d p l a n ,
recommendations will follow a uniform structure
to ensure conti nui ty and cl ari ty. Typi cal
categories include:
Breadcrumbs
breadcrumbs are intended to show the
source of an idea or recommendation.
Throughout the community meeting process,
ideas were cataloged and analyzed to
develop a diverse plan that addressed all
of the communitys needs. breadcrumbs
allow readers and community members to
understand where recommendations were
conceived.
General Description
The gener al descr i pt i on of f er s a
perspective on the existing conditions in
Springfield that the recommendation will
address.
This section also contains brief explanations
of the recommendations approach.
Partnerships/Stakeholders
The partnerships/Stakeholders section
is a list of actors that might be well-suited
to participate in the implementation of the
recommendation.
importantly, the partnership lists readers
will see are by no means exclusive, and any
individual, group, or organization who is
interested in participating or being included
in moving forward are encouraged to do so.
Priority
The priority of a recommendation is often
determi ned by the l evel of support i t
received during the community meeting
process.
funding opportunities, time, feasibility, and
impact were also considered in judging the
priority of the recommendation.
Action Steps
The Action Steps section is a simplified
checklist that can act as a starting point for
implementation.
These steps are subject to change at the
di screti on of i mpl ementati on leaders
as dictated by on-the-ground reality of
implementation once the recommendation is
put into action.
Project Location
The project location of a recommendation
is often Citywide, as many of the following
recommendations affect the entirety of
Springfield.
When the recommendation affects a more
specific location, it is expressed here to focus
efforts on that site.
Resource Needs
This section provides a brief description of
some of the resources needed for successful
implementation of the recommendation.
resour ce needs can r ange f r om
financing and grant funding to leadership,
management, and communication.
Potential Resource Opportunities
The potential resource Opportunities
s e c t i on l i s t s e x i s t i n g pr ogr a ms ,
collaborations, projects, and funding sources
that might contribute to the successful
This list is not exclusive: additional resources
should always be explored and included
in the rebuild Springfield implementation
process.
More resource opportunities are expanded
upon in sections at the end of this document
which were prepared in conjunction with
philanthropic, real estate, and economic
development consultants.
Precedents/Best Practices
The precedents and best practices described
in this section offer examples of projects or
programs that can provide insight into similar
ideas that have workd in other places and
cities.
implementation leaders are encouraged to
reach out to their peers involved in those
best practices to seek advice on challenges,
tactics, and strategies on how to successfully
implement the recommendation.
7
To Our Mother Tornado, Teatro V!da
Emmy Cepeda, Jasmine Jimenez, Keila Matos, and Zoe April Martinez
(Facilitated by Magdalena Gomez)
Our Mother came to clean up a disaster:
Isolation.
To join our hands
and create the city we all want:
security, connection, cleanliness, beauty
fresh-feeling parks
where we enjoy freedom.
City of equality.
to let go of egos
and begin at the bottom.
Ignorance.
Theyre just kids
you say we dont know what we want
but when we talk
we are ignored;
now its our turn to speak.
You had your chance.
empty streets scream fear.
people feel insecure
in their own homes.
Our Mother came to clean up a disaster.
good people
the city wants our well-being
her family engaged in daily change
from neighborhood to neighborhood
When i hear impossible
i say, im possible
everything is possible.
We are possible.
let us destroy deception and hypocrisy.
name is of no value here-
We need
Action, Voice, Conviction.
An impossible vision
placed perhaps
above monetary gain
but never above
the peoples desire for justice.
Fear.
Our Mother, helping her children
the north and the South make peace,
work together like they should
to help our city be reborn.
She gave us a blank page
so we can draw colorful streets
full of lights,
clean and beautiful.
Domination.
This is not a game,
no more fighting for trophies on the wall.
We stand for our home, our city;
we see her
She wants change;
productive change.
now i stand for my home, my city.
8
Citywide Overview
A Brief on the History and Character of Springfield
Springfield was established in 1636, when William
pynchon laid claim to land on the Connecticut
river. located between the major ports of
new York City, boston, Albany, and Montreal,
Springfield grew and prospered, first through
industries like printing and manufacturing, and
later when insurance and finance took hold and
flourished in its economy. Today, Springfield is
the largest city in Western Massachusetts.
Since its founding, Springfield has been a center
of invention and entrepreneurship. residents
today recogni ze and respect thi s hi story,
talking about it with much pride. inventions
and firsts include the first American armory,
the invention of the game of basketball, and
firsts in transportation including marketable
automobiles, motorcycles, and fire engines.
Springfield is home to Smith & Wesson, and
local factories manufactured nearly all of the
union Armys weapons during the American
Civil War. Springfields involvement and efforts
during the Civil War embody the spirit of the city.
Accomplishments like this brought great wealth
to the city into the middle of the 20th century.
As a result of this boon, Springfields housing
stock became increasingly prominent and ornate
among all of its classes.

The dense concentration of Victorian painted
lady, Queen Anne, and Tudor style architecture
led to the local nickname of The City of
Homes. To this day, Springfields housing stock
consists of many elaborate historic houses.
The appreci ati on and preservati on of the
communitys historic structures is reflected in the
overwhelming attention to preservation activities
in the community.
in 1936, at the height of the great depression,
the City of Springfield suffered one of its
most devastating natural disasters prior to
the tornado of 2011. The Connecticut river
flooded, inundating the South end and north
end neighborhoods where some of Springfields
f i nest mansi ons stood. Two years l ater,
during the 1938 new england Hurricane, high
floodwaters ravaged Springfield once again.
large portions of the north end and South end
neighborhoods were devastated because of
these two great floods.
Other, man-made events have also affected
Springfields urban fabric. during the 1960s,
interstate 91 was constructed on the land that
once belonged to the citizens of the South end
and north end neighborhoods. The highway
divided and dispersed most of Springfields
inhabitants, including sects of english, irish,
italian, french Canadian, and polish residents.
for generations before, this land provided
economic value and recreational access to the
Connecticut river.
presently, the citys demographics are evenly
split between Caucasians, African Americans,
and lati nos ( who are pri mari l y of puerto
rican descent). participation by all citizens
of Spri ngfi el d through cul tural acti vi ti es,
homeownership, and economic contributions will
set the stage for Springfields resurgence in the
first decade of the 21st century.
The Spr i ngf i el d fi nance Cont r ol boar d
(SfCb) was established on June 30, 2004 to
restore financial stability in the Springfield city
government. Since then, the SfCb has dissolved
and local governments fiscal capacities have
been restored. With the formation of the SfbC,
Springfields Metro Center saw significant overall
improvement, including a dramatic citywide
drop in crime and a viable course for the citys
continued renaissance.
Springfield has also been designated as a
gateway City. This designation is given
to formerly thriving industrial cities that show
promise as the cultural and economic centers of
their regions.
Springfield, like its many peer cities, has faced
many economic troubles following the worst
economic crisis since the great depression.
Still, optimism of economic renaissance remains.
Major employers like MassMutual financial and
bayState Health remain economic engines along
with companies like peter pan bus lines, big Y,
and Merriam-Webster. These major employers
and education institutions have played an
important role in retaining momentum and
innovation in the local economy.
from early trading post, to manufacturing center
and invention capital, Springfields unique history
is still in motion.
9
10
11
Recovery Initiatives
& Recommendations
12
Major Moves
The six primary Nexus Domains and their recommendations are listed below.
Each recommendation appears in the order in which it was prioritized by meeting
participants.
1 | put schools and libraries at the center of
creating a nexus of places, programs,
and access to technology to meet
community needs
2 | better engage the public in the process
and importance of education reform
3 | Create a system of connected and
integrated partnerships for a continuum
of education
1 | develop a process for transforming
vacant lots and structures into
community assets
2 | focus transportation resources to better
serve and connect Springfield residents
3 | build on existing physical assets to
celebrate Springfields unique and
diverse aesthetic character
4 | plan for and take advantage of lessons
learned from recent disasters by creating
a comprehensive disaster preparedness
plan
5 | design, develop, and operate places and
spaces that are efficient and respectful of
natural and human resources
1 | better connect the community to its
cultural amenities and assets through
coordinated outreach and diverse
events and arts programming
2 | Support and grow the Arts and Culture
Sector through a Series of lighter,
Quicker Cheaper Cultural events
3 | Celebrate the old and new cultural
diversity of Springfield
Educational
Domain
Physical
Domain
Cultural
Domain
Page: 15 Page: 29 Page: 51
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1 | Strengthen developSpringfield as the
Organization to partner with the City
and the SrA to take a leadership role in
guiding Springfields future
2 | establish a body that coalesces
community organizations to achieve
efficiency and efficacy through
collaboration and cooperation
Organizational
Domain
1 | improve the reality and perception of
public safety in Springfield
2 | Attract a vibrant and youthful population
to be stewards of Springfield
3 | improve land owner and landlord
oversight
4 | increase Access to Health and Wellness
Services
5 | provide equitable access to a variety of
housing options
Social
Domain
1 | develop and harness Springfields role as
the economic heart of the pioneer Valley
2 | Streamline the investment process and
provide creative incentives and policies
to encourage economic development
and entrepreneurship
3 | expand career/workforce development
and educational partnerships to provide
all residents with an opportunity to
meaningfully contribute to Springfields
economy and meet the needs of
employers
Economic
Domain
Page: 65 Page: 89 Page: 107
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15
Educational Domain
Description
educ at i onal r es our c es ar e
defined as encompassing all of
the communitys assets that are
allocated to lifelong learning.
i ncl uded i n thi s category are
functional spaces, curricula and
instructional programs for all pre-K
to 12, community college and
university programs, as well as
more informal public and private
learning spaces and activities such
as civil service training or individual
skills development programs.
Recommendations
1. put schools and libraries at the center of creating a nexus of places,
programs, and access to technology to meet community needs
2. better engage the public in the process and importance of education
reform
3. Create a system of connected and integrated partnerships for a
continuum of education
16
Put schools and libraries at the center of creating a nexus of places,
programs, and access to technology to meet community needs

Breadcrumbs
Citywide Meeting round 1
bniM education group
district 3 Meeting round 1
education Stakeholders meeting
latino Meeting
General Description
greater access to educati onal servi ces i s
one of Springfields greatest public needs. A
novel approach must be adopted for current
city assets to be fleshed out into far-reaching
institutions that do more than provide learning
opportunities. Citizens of Springfield should
count on schools and libraries for community
support in its multitude of iterations. These
physical spaces can do more than provide an
education; they can stand for the advancement
towards a better quality of life and provide the
means for achieving it.
in light of the tornado of last June, and in an
effort to address long-standing educational and
community challenges, community institutions
must galvanize social services to cultivate
success from the bottom-up. by serving the
young people of Springfield and their families,
the Springfield public School (SpS) system, as
well as parochial and private schools, can apply
educational capacities to serve the community
at large. With a change in SpS leadership on
the horizon, citizens must contribute to the
process of finding a new superintendent who is
and develop partnerships. The wide-reaching
SpS, parochial, and private school networks
shoul d be arena for these functi ons. Thi s
approach i s model ed i n the Communi ty
Schools initiative (communityschools.org), and
can transform a school from being simply a
schoolhouse into a facility that serves people of
all backgrounds, ages, and abilities.

committed to extending the systems function
beyond just the classroom, school facilities, and
school boundaries. These goals can be reached
by enabling school facilities to do more than
teach children for eight hours a day.
This social support does more than educate, it
provides a place for the whole community to
solve issues, improve health, build capacities,
Educational #1
17
Key steps include: increasing facility hours,
offering services to all ages, providing workforce
readi ness trai ni ng, adul t l i teracy cl asses,
technological competency classes, developing
community partnerships, and utilizing creative
thinking in implementation. Certain institutions in
Springfield already offer some of these services.
by fulfilling these capacities, SpS will firmly
establish its role in the Springfield community
and garner more support from neighborhoods
that harbor its facilities. in all cases, increased
communi ty parti ci pati on and cooperati ve
communication in these facilities is paramount in
ensuring success for students and families.
The Springfield City library recently completed
a strategi c pl an that l ai d out achi evabl e
recommendations to improve its service to the
city. There have been serious shortcomings in
enacting this plan because of budgetary issues.
if the citys libraries are to provide the services
that would make them one of the pillars of the
community, they will have to look for creative
mechanisms to achieve their goals, especially in
the short term. it is imperative for the community
to rally in support of the library system that does
far more than just house books. libraries are the
local stewards of knowledge, both analog and
digital.
One strategy for catalyzing progress is through
the partnership of some public library branches
with educational institutions. This approach
would enable the consolidation of resources
to allow for increased hours of operation,
improved language and literacy services, and
more opportuni ti es to access technol ogy
and technological education. Obviously, this
implementation item has different action steps in
the short- and long-term.
planning for a joint library venture is a difficult
process, but SpS and Springfields library
leadership already possess the forethought
necessary to accommodate these methods. not
only will library services improve the educational
experience of Springfield residents, but these
joint facilities will also be able to provide a
wide range of social services and act as a
community center for health, literacy, community
organization, capacity building, and access to
technology. it is important to note that partners
that share facilities also share expenses in order
to provide greater services with the most efficient
use of resources.
American international College
bay path College
board of library Commissioners
Community Music School
Community Schools initiative
davis foundation
elms College
futureworks
Holyoke Chicopee Springfield Head Start
Homework Center
Mayor
O.W.l. Adult education Center
private business Sector
public, parochial, private School leaders
puerto rican Cultural Center
residents and neighborhood Councils
School Superintendent
Springfield City library
Springfield College
Spri ngfi el d department of Heal th and
Human Services
Springfield Health and fitness Stakeholders
Spr i ngf i el d Of f i ce of i nf or mat i on,
Technology, and Accountability
Springfield parent Advisory Council
Springfield parks and recreation division
Springfield public forum
Springfield public Schools
Springfield School Committee
Springfield School Volunteers
Springfield Technical Community College
State delegation
uMass
The city-wide planning process is organized according to the six domains of a healthy and vibrant community.
domains that are positively impacted by the initiative described on this page are indicated above.
Cultural physical economic Organizational educational Social
Cultural Physical Economic Organizational Educational Social
18
Vietnamese American Civic Association
Western new england university
Westfield State university

Resource Needs
1. The next Superintendent of Springfield
public Schools (SpS) system needs to be
commi tted to extendi ng the system s
functions, benefits, and presence beyond the
classroom.
2. The rebuilding of brookings and dryden
will be funded by at least in part feMA.
This presents an opportunity to design
and construct these schools as full service
Community Schools.
3. The new SpS Superintendent, as well as
leaders of parochial and private schools,
need to expl ore communi ty outreach
techni ques that embody a Communi ty
School.
4. The li brary Master pl an needs to be
Community Schools
William R. Peck Full Service Community School
(Holyoke, MA)
The William r. peck School, just up the road from
Springfield, is a full Service Community School
(fSCS) that cultivates thoughtful and strategic
partnerships in order to support the academic
and non-academic aspirations and needs of
the students and families it serves. The school
provides: After School, Case Management,
CHArlA services, College Awareness, family
Assistance Team, family resource room, Health
Center, On Site registrations, parents in the
Classroom, and peck parents united in Action
(ppuA). There is a wealth of community partners
governed by a Central Coordinating Committee
and working in organized workgroups.
The fSCS initiative operates from the following
guiding philosophies:
Commitment to family-School-Community
partnership We believe that peck students
wi l l be most successf ul when f ami l y,
school and the community are working in
collaboration.
Strengths based Assumptions We believe
that all peck families want the best for their
children, that there is a role for every family
member in fSCS work, and that every parent
can contribute meaningfully to their childs
education.
Commi tment to Consi stent Academi c
improvement-Our commitment is to finding
strategies that contribute to improved
student achievement.
parent leadershi p We val ue parent
partnership in all aspects of programming
and governance and we will continue to work
towards parent leadership in the initiative.
Account abi l i t y t hr ough par t i ci pat or y
eval uati on-We are commi tted to the
conti nuous strengtheni ng of the fSCS
implemented with additional consideration
being given to co-location of community
libraries with community schools.
5. Creative thinking about joint-use facilities in
general and their potential for more efficient
use of resources, greater i mpact, and
expanded services.
6. li t er acy , nei ghbor hood acces s t o
t echnol ogy, and l i br ar y and school
accessibility need to be core principles of
future programming and planning across the
educational sector.
7. library services need to engage and support
the di verse communi ty of Spri ngfi el d;
helping those who dont speak english, are
unemployed, or wish to continue academic
enrichment.
1. The Springfield City library Strategic plan
for 2011-2016 was completed in 2011. This
plan offers several suggestions that would
improve and modernize the system and
prepare City library facilities for the 21st
Century. This plan has won several awards
and could provide a step-by-step process for
helping the library system in Springfield.
2. feMA funds for rebuilding brookings and
dryden
3. Massachusetts School building Assistance
Authority
4. The City of Springfield parks and recreation
division is one of the largest providers of
after school enrichment in the city. This
division has already collaborated with
the department of parks, recreati on,
and building Management (dpbrM) and
Springfield public Schools to develop a
series of learning and recreation programs.
Thi s partnershi p coul d be val uabl e i n
implementing this recommendation.
5. gates foundation (library funding)
19
initiative through ongoing formative and
summative evaluation grounded in the
experi ences of our partners i ncl udi ng
students, families, faculty and community
partners.
family Voice- programming and partnerships
are determined in response to the articulated
needs and aspirations of peck students and
families rather than either perceived student/
family needs on the part of the school, or
stated needs and desires of community
partners.
Multiple forms of parent engagement - We
understand that parent participation in their
childs education can take many forms, some
more visible in the school building than
others, and that this participation happens at
peck, in the home and in the community.
( ht t p: / / www. hps . hol y ok e. ma . us / pec k /
community_partners.html).
Francis Scott Key School (Philadelphia, PA)
The francis Scott Key School has served its South
philadelphia neighborhood for over 100 years.
The school works with students and families
that have recently entered the country and
focuses on language arts and literacy training
curriculum. using the Success for All program
developed at Johns Hopkins university, the Key
school has made priorities of having small class
sizes and personalized reading instruction. The
school provides adult literacy workshops and
other adult education programs that promote
family learning and healthy development. Health
is a key component in the curriculum. A school
counselor communicates regularly with families
and works with an on-site school-community
coordinator to provide family support services,
career and educational guidance, and referrals
and assistance with obtaining other services.
The schools focus on academics and family
support has lead to improvements in all metrics:
better school climate, increased attendance, and
improved test scores.
Countee Cullen Community Center (New York,
NY)
Located at public School 194, the Center is open
from 9 a.m. to sometimes well past midnight,
and operates on weekends and in the summer as
well. The community center is a beacon program
operated by the rheedlen Centers for Children
and families, and it provides positive alternatives
for young people who are growing up in one of
the poorest neighborhoods in new York City.
during school hours, the Center provides on-site
social services, such as attendance improvement,
chi l d wel f ar e, and dr opout pr event i on
interventions. After class, a variety of different
activities attract varied local residents. for
parents and children there are support groups,
parenting workshops, and family recreational
activities. for teens, the Center offers homework
help as well as a drug awareness programs,
late-night basketball, and a movie series. The
Centers teens are active in the community,
producing public service videos, organizing
street cleanups, publishing a newspaper, and
operating a nighttime teen lounge. The Center
has also worked hard to gain an identity within
the community through activities that include
voter registration booths, Center t-shirts, and a
neighborhood tree-planting project. in addition
to focusing on youth and family development,
the Countee Cullen beacon offers support
to underserved families: family preservation
services, emergency help, clinical services, home
visits, counseling, and practical help in finding
housing, jobs, or child care.
Joint-use Libraries
The f ol l owi ng two exampl es have been
resounding successes in their communities,
despite public/university distrust on the outset.
The resulting libraries have been able to offer
far more services at the same or less cost than
before because of consolidation of resources.
These practices are on the larger scale and show
the success that a large university (enrolling
more than 20,000 students), can partner with a
large library clientele (over 750,000 people in the
library catchment).
San Jose State university/San Jose public
library: After much deliberation and debate,
these two institutions combined to form a
super library that is able to offer far more
technological access, language services, and
multicultural programming, etc. to the entire
San Jose community.
nova State university/broward County public
library: The library is now open 100 hrs/week
rather than 70 hours. 50 new staff members
were hired and trained in the year that the
library was opened. expanded programming
and language services were offered because
of the available funds freed up by the
consolidation of costs in the library.
The next four best practices are examples of
libraries that partner with smaller institutions for
service on the community-scale. in these cases,
the catchment area of the library service is less
source: http://www.philasd.org/schools/key/
20
than 20,000 people. in studies, this scale of
service has proven to be extremely successful in
starting a joint-use school library.
Emmetsburg Public Library (Emmetsburg, IA)
Smith Wellness Center, run by cooperative
partnership between iowa lakes CC, the City
of emmetsburg, and the citizens of palo Alto
County
The library has its own board of Trustees
The library also acts as a community center.
partnership has allowed for more space,
increased handicap accessibility, expanded
services, more study and leisure reading
space, additional workspace for staff, and
more programming opportunities.
eliminated duplicative services and work
excel l ent communi cat i on has sol ved
logistical issues
The computer lab available to both the
general public and students
electronic resources
geneal ogy room i s mai nt ai ned by
genealogical society and contains archives
of the area
http: //www. emmetsburg. com/Communi ty/
libraries.htm
Franklin Community Library (Elk Grove, CA)
partnership between franklin High School,
Toby Johnson Middle School, and the
Sacramento public library
Opened in 2002
library was able to offer extended hours, free
Wi-fi, more services and programming, and
computers for public use
http://www.saclibrary.org/?pageid=643
Jeremiah E. Burke High School (Boston, MA)
Combination high school and public library.
developed as a collaborative effort by
top floor, and the high school and library
are sandwiched between. The floor plan is
flexible to enable extensive use of the facility
after hours.
http://www.bostonpublicschools.org/school/
burke-high-school
http://boston.k12.ma.us/burke/Site/Home.html
http://archrecord.construction.com/schools/09_
burke_high.asp
Earl Warren Middle School Library (Solana
Beach, CA)
funded through a partnership between the
City of Solana beach, the County of San
diego, Californias School facilities program,
the friends of the Solana beach library, and
the San dieguito union High School district
(SduHSd)
The campus of the middle school was
reoriented slightly to accommodate the
library (relocated entry to campus, improved
traffic management and bus pick up)
Tripled the size of the previous facilities at
the school and community library
The SduHSd owns the facility, the county is
the tenant, and the city is an equity partner
with diminishing interest over time
http://www.sdcl.org/locations_Sb.html
School-Centered Neighborhood Revitalization
educat i on, housi ng and nei ghbor hood
revitalization go hand in hand. new education
and housing partnerships can stabilize families
and boost student achievement.
Over t he l ast decade, school - cent er ed
nei ghborhood revi tal i zati on has been an
experimental tactic used in several uS cities.
This approach is carried out through replacing
bl i ghted housi ng wi th an attracti ve new
school. The school is then used as a means of
retaining and drawing-in a revitalization-minded
boston Centers for Youth & families, boston
public Schools, and the boston public library
to promote education and literacy across the
city
l oc at ed i n one of t he t oughes t
neighborhoods in the city
Transparent design
There is a community center on ground
floor, regulation basketball court on the
Source: http://archrecord.construction.com/schools/09_
burke_high.asp
21
community.
The scale and complexity of this approach often
requires significant public funding. Most school-
centered neighborhood revitalization projects
have been driven by large federal investments,
such as those from the HOpe Vi program.
Massachusetts new education reform law is also
providing communities with the opportunity to
integrate a new school with local neighborhood
revitalization plans.
Springfield has already adopted this approach
with Veritas preparatory, which is set to open in
2012. Veritas will be central to the South ends
revitalization, but to be successful it will need
the community and local businesses to rally in
support. According to MASSinc., Success [of
school-centered neighborhood revitalization
is] often contingent on a strong partner (e.g.,
a large employer, university, or foundation)
operating outside of the school system with
a long-term interest in the well-being of the
community.
http://www.massinc.org/~/media/files/Mass%20
inc/research/full%20report%20pdf%20files/
growth_brief.ashx
Project Location
Citywide, although brookings and dryden
schools could set a precedent for Community
Centered School s throughout the Ci ty of
Springfield
Priority
urgent
Action Steps
1. Select a new SpS Superintendent that is
committed to expanding the functions and
benefits of the system beyond the classroom.
2. The SpS and its Superintendent, parochial
and private schools will seek a partnership
with the Community Schools initiative (http://
www. communi tyschool s. org/) to assi st
in transforming local public schools into
facilities that serve citizens before, during,
and after school hours.
3. SpS will further explore design opportunities
for creating 21st Century Community Schools
in the rebuilding of brookings and dryden
schools.
4. The Ci ty wi l l expl ore the potenti al of
enacting the policies described in the library
Master plan.
5. On a community level, branch libraries and
community schools will meet and discuss
the opportunity to combine library services
with the focus on providing accommodations
and neighborhood-specific services to the
community at large and at the neighborhood
level.
6. Schools and libraries alike will engage the
greater Springfield community, expand
their hours of operation beyond the school
day and maximize the benefit they provide
to citizens: enhanced language services,
i ncreased access to technol ogy, and
improved social service programming will all
be included.
7. Space programming decisions will take
i nto account the wi shes and needs of
nei ghbor hoods, l i ke pr i or i t i zi ng t he
implementation of after-school programs.
8. With the construction of two new schools
in the future, plans will be made to build
or renovate two community-scale joint-use
libraries.
22
better engage the public in the process and
importance of education reform
Breadcrumbs
education Stakeholders meeting
General Description
enacting education reform is one of the most
pressing issues in the improvement of the
Springfield public Schools (SpS) system. if schools
are expected to take on a larger role in the
community, political, institutional, and policy-related
changes must have the support of residents to
achieve their desired impact. presently, the SpS
is not receiving sufficient backing from citizens
because it does not have the resources to engage
them.
it is vital that public opinion becomes an asset for
school reform rather than an obstacle. According
to independent research, parental and community
engagement is the most important factor in
enacting ambitious education reform strategies .
Shackled with budgetary issues, the SpS is unable
to allocate sufficient funds to developing a more
robust means of public engagement around reform-
related issues. Therefore, a local education fund
(lef) or some equivalent advocacy and funding
organization should be established.
lefs are non-profit organizations that work to
enhance local engagement in public education.
These entities are commonly funded by foundation
or government grants. lefs are not solely
dedicated to school reform; they also serve as
conduits between citizens and schools for shaping
curriculum and monitoring progress.
Springfield business leaders for education
Springfield Vietnamese American Civic
Association
Stand for Children
uMass
Resource Needs
1. establishment of a local education fund (lef)
or equivalent organization
2. An organization to assume the role of engaging
the public in interacting with the Springfield
public School (SpS) system
3. The public needs to have more transparent
access to information and statistics regarding
school performance
4. The public needs to be more engaged in
advocating for higher quality schools, better
access to technology, and improved english as
a Second language (eSl) services.
1. davis foundation
2. public and Community engagement (pACe)
parent information Center
in 2009, a feasibility study was commissioned by
the greater Springfield business foundation to
activate the existing 501 (c)3, Springfield education
partnership, established over 20 years ago, as an
lef. This effort was led by a steering committee
of key business and education leaders from
Springfield. While not successfully instituted in
2009, the groundwork for moving forward exists and
a renewed effort is recommended.
bay path College
business Community
davis foundation
dunbar Community Center
elms College
faith-based Organizations
local education fund
Martin luther King, Jr. family Services
parent information Center
Springfield City Council
Springfield College
Springfield department of Health and Human
Services
Springfield education Association
Springfield family education department
Springfield Office of information, Technology,
and Accountability
Springfield parent Academy
Springfield School Committee
Educational #2
EDUCATION
REFORM
EDUCATION
STAKEHOLDERS
COMMUNITY
ADVOCACY AND INVOLVEMENT
23
family education department
3. public education network
4. Support from local businesses
5. See greater Springfield business foundation
feasibility Study: Springfield education
partnership, March 10, 2009 (available via the
davis foundation)
The Paterson Education Fund (Paterson, NJ)
The paterson education fund (pef), is a not-for-
profit organization whose mission is to stimulate
community action for change so that the paterson
public Schools ensure that all paterson children
achieve high standards. http://www.paterson-
education.org/
pefs goals are:
To build our communitys civic capacity to
support, monitor and advocate education
reform.
To educate and enable community leadership
to understand and act on changing education
needs.
To provide a forum for the community to
effectively participate in the decision-making
processes concerning education.
founded in 1983, pefs activities build and nourish
a constituency for systematic school reform by
educating the community on the importance of
high standards and expectations in providing
quality education for all children. pef convenes and
brokers relationships between the paterson school
district and private sector entities interested in
public education in paterson.
paterson education fund is a founding member
of the public education network (pen), a national
organization of local education funds (lefs) and
individuals working to improve public schools and
build citizen support for quality public education in
low-income communities across the nation.
Ysleta Elementary School (El Paso, TX)
Ysleta elementary School has worked with an
interfaith education fund (ief) since 1992 to
develop a discourse with the local community.
Together, parents, teachers, administrators, and
community leaders form a leadership team that
tackles issues such as traffic safety, the design of
a new school, and the lack of medical care in the
school. When the school was designing a system for
assessing the students, parents were trained about
the new processes and were invited to comment on
changes.
Mobile Area Education Foundation (Mobile, AL)
The Mobile Area education foundation is a
nonprofit organization dedicated to improving local
public schools. Their mission is to build community
responsibility for improving public education
outcomes in Mobile County. They work with, but are
independent of, the Mobile County public School
System. http://www.maef.net/
Priority
High
Action Steps
1. The educational domain working group will
establish a set of short- and mid-term goals for
the implementation for this recommendation.
2. An organization will obtain grant funding
and work to establish a network of citizens,
stakeholders, and school administrators
throughout Springfield for the expressed
purpose of creating a public engagement
strategy for education reform. This organization
could be part of the rebuild Springfield
implementation process, a local education
fund, or an organization with a similar mission.
3. This implementation organization will take on
the role of engaging the public in interacting
with the Springfield public School (SpS)
system and the wider education spectrum in
Springfield.
4. The public will have more transparent access
to information and statistics regarding school
performance.
5. The public will be more engaged in advocating
for higher quality schools, better access to
technology, and improved english as a Second
language (eSl) services.
6. The public will be more engaged in advocating
for higher quality schools, better access to
technology, and improved english as a Second
language (eSl) services.
Project Location
Citywide
24
Create a system of connected and integrated partnerships for a
continuum of education
Breadcrumbs
business forum
City of Springfield Workforce development
Study
City of Springfield economic development
Study
interview: education group
i ntervi ew: Mass Career devel opment
institute
education Stakeholder Meeting
General Description
The capaci ty for Spri ngfi el ds ci ti zens to
contribute to and more fully participate in the
workforce has not been adequately engaged.
Starti ng wi th earl y-chi l dhood educati on,
Springfields children are at a disadvantage to
compete in the modern economy. The davis
foundation and other partners recognize the
importance of early Childhood education and
are increasing their efforts to raise the profile
of this critical initiative as the starting point of
the continuum. in addition, these groups are
enhancing their efforts to support universal
pre-K across the city is key. from the outset,
this continuum impacts Springfields ability to
create local employment and employees, and
the education system needs to be equipped with
a coordinated capacity to help Springfield and its
businesses revitalize.
Although there are programs to assist in job
readiness, these offerings need to be supported
and small. Job training, internships, and other
educational outreach and participation strategies
are al l opti ons for better connecti ng the
educational and economic domains. Together,
these partnerships can ensure a pipeline for
Springfield residents to meaningfully contribute
to the local, regional, state, and national
economy.
Currentl y, there are organi zati ons doi ng
i mpor t ant wor k r el at ed t o wor kf or ce
development and job training. These include
the regional employment board (reb) and
Massachusetts Career development institute
(MCdi). One of the most important elements
of implementing this recommendation will be
bringing all parties and stakeholders to the
table to ensure continuity and cooperation in
addressing this issue.
ACCeSS
American Career institute
bay path College
Commonwealth Academy
Cooperating Colleges of greater Springfield
diocese of Springfield (parochial Schools)
elms College
local daycare providers
Mass latino Chamber of Commerce
private schools (Academy Hill, pioneer Valley
Christian, Montessori etc.)
regional employment board of Hampden
and coordinated to make a significant impact.
Starting at the beginning of a young persons
education, the schools in Springfield must focus
on creating continuity and integration among
the various actors in the educational continuum.
literacy, critical thinking, and creativity should
be at the center of a coordinated curriculum.
Moreover, the pursuit of knowledge and job
readiness should not halt once a child leaves
the school system; opportunities to acquire
vocational skills should be accessible for all
residents.
finding a job as a young person is a daunting
process. Attracting and retaining younger
resi dents shoul d be a pri ori ty f or both
educational institutions and local businesses.
The educational sector must work strategically
to create connections to and relationships with
the economic drivers of the city, both large
Educational #3
25
County
representati ves from al l stakehol ders
along the education continuum from early
childhood to workforce development
Springfield Chamber of Commerce
Springfield College
Springfield O.W.l. Adult education Center
Springfield Office of information
Springfield parent Academy
Springfield School Committee & The Mayor
Springfield School Volunteer Organization
Square One
Stand for Children
State delegation
Technology, and Accountability
Resource Needs
1. The City needs to hire a SpS superintendent
who is committed to creating an integrated
system of education that reinvigorates the
innovation that once made Springfield
prosperous; this process starts in early
childhood, ends with prepared students
entering college and the workforce, and
conti nues wi th persi stent communi ty
educational enrichment.
2. universal pre-K: as recommended by nearly
every educational stakeholder during the
rebui l d Spri ngfi el d pl anni ng process.
universal pre-K was acknowledged as a
crucial missing link in the educational sphere
of Springfield. The earlier that Springfields
students are introduced into the educational
pipeline, the better their chance to lead a
productive and happy life. This resource is
needed because of its wide-ranging trickle-
down effects on every aspect of the citys
future.
3. The earl y Chi l dhood, pre-K and earl y
elementary programs need to think creatively
and employ novel techniques in developing
critical thinking and language development.
4. SpS, parochial, and private schools need
to i nvesti gate proj ect-based l earni ng
approaches and construct creatively-charged
physical spaces for their students.
5. SpS, parochial, private schools and the
Cooperating Colleges of greater Springfield
(CCgS) need to work in a coordinated effort
to understand each others needs, provide
mutual support, articulate a consistent
curriculum, and strive to solve problems
multi-laterally.
6. The CCgS consortium can better coalesce
around the coordination of educational
services.
7. The CCgS can better focus on preparing
students to contribute meaningfully to the
workforce.
8. The public, parochial and private secondary-
education and Cooperating College of
greater Spri ngf i el d ( CCgS) needs to
develop a stronger connection with the
local economy by integrating both large and
small business interests into the workforce
development curriculum.
9. legislative buy-in and support for reform.
10. A Child development Account program
1. All public high schools have specific focuses
that will prepare students for whatever path
they choose; whether that choice is college
or immediate entry into the workforce.
Central High School: College preparatory
roger l. putnam Vocational Technical
Academy: Vocational training
The High School of Commerce: finance,
law, government, and entrepreneurship
Springfield High School of Science
and Technology: Science, technology,
engineering, mathematics
The Springfield renaissance School
( gr ades 6- 12) : Ar t s, cul t ur e, and
expeditionary learning
2. Springfield parent Academy
3. important work has begun. A group of
community leaders met in June of 2011 to
launch a new community wide initiative to
address early Childhood education Cherish
every Child: A blueprint for Springfields
future. As well, the davis foundation has
made a commitment to the improvement
26
and enhanc ement of educ at i onal
opportunities and achievements for the
children and youth of Hampden County
through their education grantmaking.
http://cherishspringfield.org/page/pdf/45/d.
asp4.pdf
4. The Cooperati ng Col l eges of greater
Spri ngf i el d ( CCgS) i s an educati onal
consortium composed of the eight public
and pr i vat e col l eges i n t he gr eat er
Springfield area: American international
College, bay path College, elms College,
Holyoke Community College, Springfield
College, Springfield Technical Community
College, Western new england College,
and Westfield State College. The CCgS is
an established organization, but it could
become more active in the local collegiate
landscape.
which cultivates a sense of ownership and
confi dence among students. http: //www.
hightechhigh.org/

Strive (Cincinnati, OH)
S t r i v e , a n o n - pr o f i t s u bs i di a r y o f
KnowledgeWorks foundation, Cincinnati, OH,
has brought together local leaders to tackle
the student achievement crisis and improve
education throughout greater Cincinnati and
northern Kentucky. in the four years since
the group was launched, Strive partners have
improved student success in dozens of key areas
across three large public school districts. See
Stanford social innovation review, Collective
impact, 2011, John Kania & Mark Kramer.
Stand for Children (Massachusetts)
Stand for Childrens mission is to ensure that
all children, regardless of their background,
graduate from high school prepared for, and
with the access to, a college education. With
members in more than 100 communities across
Massachusetts who prioritize child advocacy
in school reform efforts, out ultimate goal is to
ensure that every child has access to a quality
education and an equitable chance to succeed in
life. Stand is now working in Springfield and can
be an active partner in the education continuum.
Middle College National Consortium
in addition, education stakeholders expressed
i nterest i n the Mi ddl e Col l ege concept.
The Mi ddl e Col l ege nati onal Consorti um
believes that authentic school reform grows
out of sustained collaboration among master
practitioners, structured communication, and
support for perpetual growth of leadership skills
for all constituents. Centered on six design
principles, MCnC schools bridge the high school
and college experience for underserved youth
High Tech High (San Diego County, CA)
High Tech High is a charter school system
consisting of 11 schools, spanning K-12. its
curriculum is centered on project-based learning
and innovation. by constructing environments
that are safe, transparent, flexible, and creative,
students are encouraged to put their work on
display and it with their peers. This level of peer
interaction is unrivaled in normal school settings,
and it develops a superior grasp of critical
thinking in students. Students and teachers are
in constant conversations about the direction of
their courses, and learning is tailored to engage
subjects that students are genuinely interested
in. With most coursework culminating in a project
deliverable, students are conditioned to a setting
similar to that of an adult work environment,
Credit: Jim brady (for Architecture Magazine)
Source: http://www.architectmagazine.com/articles/awards/aia-cote-2011-top-ten-green-projects--high-tech-high-chula-vista.aspx?playlist=playlist____20_734540&plitem=1#
27
leading to increased access to and success in
college. for more information please visit www.
mcnc.us.
The Boston Opportunity Agenda (Boston, MA)
The boston Opportunity Agenda is a citywide
program that sets a national standard for
collaboration around a shared set of goals,
driven by data, accountable through regular
reports to the communityand supported by
new resources. partners, including boston
public Schools, the united Way, and several
private foundations have formed a public-private
partnership and committed $27 million to the
comprehensive education pipeline that spans
early childhood care and education through
post-secondary achievement. The partners have
pledged to ensure that the initiatives being
supported will have the resources they need to
succeed and hold themselves accountable for
the results.
http://www.bostonopportuni tyagenda.org/
About-us.aspx
Priority
urgent
Action Steps
1. The City will hire a SpS superintendent that is
committed to creating an integrated system
of education stresses literacy, creativity,
critical thinking, and innovation.
2. The new superintendent will work with
the rest of the school system to created
a coordinated curriculum that starts in
early childhood, continues with prepared
students entering college, workforce training,
and extends to community educational
enrichment.
3. SpS, parochial, and private schools will think
creatively about novel techniques in teaching
critical thinking and literacy.
4. SpS, par ochi al , and pr i vat e school s
will investigate project-based learning
approaches and constructing creatively-
charged physical spaces for its students.
There is a chance to set new precedents
for 21st Century education environments
as schools damaged by the June 1 tornado
rebuild.
5. The SpS and the cooperating Colleges of
greater Springfield (CCgS) will create a more
robust and consistent dialog to understand
each others needs, develop curriculum, and
work to solve problems multi-laterally.
6. The CCgS will work to share and coordinate
their educational services.
7. The CCgS will focus on preparing students
to contribute meaningfully to the workforce.
8. The CCgS will work to develop a stronger
connection with the local economy by
integrating both large and small business
interests into the workforce development
curriculum.
9. develop a Child development Account
program and encourage parents to commit
small amounts of money to the account every
quarter. This contribution could be matched
by a donation. These programs are proven to
increase levels of college matriculation and
diminish the cost of going to college for low-
income families.
http://csd.wustl.edu/publications/documents/
rpb09-29.pdf
Project Location
Citywide
WORK
FORCE
EARLY
CHILDHOOD
EDUCATION
ELEM-
ENTARY &
MIDDLE
SCHOOL
HIGH
SCHOOL
HIGH
SCHOOL
DIPLOMA
GED
2-YEAR
COLLEGE
4-YEAR
COLLEGE
BACHELORS
DEGREE
ASSOCIATE
DEGREE
TRAINING
GRADUATE
DEGREE
CERTIFICATE
VOCA-
TIONAL or
COLLEGE
APPREN-
TICESHIP or
INTERNSHIP
28
29
Description
This category is defined by the
physical resources that encompass
the sum of the communi ty s
built and natural assets. These
r esour ces i ncl ude bui l di ngs,
br i dges, hi ghways and even
telecommunications infrastructure
as well as natural resources like
parks and other outdoor recreation
areas.
Recommendations
1. develop a process for transforming vacant lots and structures into
community assets
2. focus transportation resources to better serve and connect
Springfield residents
3. build on existing physical assets to celebrate and improve
Springfields aesthetic character and infrastructure
4. plan for and take advantage of lessons learned from recent disasters
by creating and publicizing a comprehensive disaster preparedness
plan
5. design, develop, and operate places and spaces that are efficient
and respectful of natural and human resources
Physical Domain
30
Develop a process for transforming vacant lots and structures into
community assets
Breadcrumbs
Citywide Meeting rounds 1 & 2
interviews with Housing Stakeholders
Springfield business improvement district
General Description
decades of urban sprawl and dis-investment
have resulted in pockets of blight in areas of
Springfield, and the June 2011 tornado worsened
the matter. Through the rebuild Springfield
planning process, residents voiced their concerns
about vacant and abandoned properties in the
city. Shortening the path to cleaner and more
stable neighborhoods would mean that current
and future residents could have attractive and
healthy communities in which to live.
blighted structures and parcels also contribute
to lowering property values and increased
criminal activity. At the same time, residents
who have been impacted by the tornado and
other disasters need to be given a fair chance
to rebuild, and forgiven for short-term blight
issues. in short, a clear and effective strategy for
addressing these issues needs to be a priority.
encouraging infill development, expanding
green space, building community gardens,
merging lots together, selling land with a
disposition to abutters, and providing residents
and developers with meaningful redevelopment
tools are all ways to turn vacant properties into
non-profit Housing developers
pioneer Valley planning Commission
Springfield neighborhood Councils
Springfield neighborhood Housing Services
Springfield partners for Community Action
Springfield preservation Trust (SpT)
Springfield redevelopment Authority (SrA)
uS department of Housing and urban
development (Hud)
Resource Needs:
1. funding
2. grassroots action
3. process for monitoring and management
4. neighborhood Councils Collaboration
5. Concentrated redevelopment efforts
1. Hud grants
2. feMA grants
3. MeMA grants
4. SrA funding
5. private donations
6. Community fundraising
7. The organizations Keep Springfield beautiful
(KSb) and Springfield preservation Trust (SpT)
have partnered to fight blight and transform
downtrodden historic structures into suitable
housing. The work and programs that KSb
and SpT do is discussed further in physical
recommendation #3, where citywide and
neighborhood beautification practices are
examined in detail.
more viable community assets. Some programs
require more public funds, while others just
r equi r e nei ghbor hood engagement and
community groups to make change. At its root,
this process must be executed at the grassroots
level, as it is the residents of the adjoining
properties and nearby blocks that feel most
passionate about enacting positive change in
their communities.
Organizations such as Keep Springfield beautiful
(KSb), the Springfield preservation Trust (SpT),
and Concerned Citizens for Springfield have
partnered together to curb and fight against
blight and restore historic structures into suitable
housing. Their efforts should be supported
and can be strengthened by including new
stakeholders into the rebuilding process.
Springfield is not alone. There are numerous
ci ti es across the uni ted States that have
experienced urban blight and have several
vacant lots, many at a significantly higher level
than Springfield. Springfield can learn from these
cities.
Partnerships / Stakeholders
City of Springfield
Commonwealth of Massachusetts
Concerned Citizens of Springfield
developSpringfield in partnership with Office
of planning and economic development
HAp Housing
institute for Community economics
Keep Springfield beautiful
Physical #1
31
Precedents / Best Practices
The Lot Next Door Program (New Orleans, LA)
The lot next door program, instituted by the
new Orleans redevelopment Agency (nOrA),
gives residents abutting the first chance to
purchase and redevelop nOrA properties. The
program was created through a new Orleans
City Council Ordinance following Hurricane
Katrina. A program like this is already in place
in Springfield, however it only allows for the
provision that, properties included in [the]
auction cannot be built upon and may be used
solely for open space and/or accessory parking
to an immediately adjacent property under
common ownership. expanding the scope
of the program in Springfield to allow for more
flexibility and incentivize creative uses, paired
with marketing and outreach efforts, might
encourage residents and neighborhood groups
to explore such a unique opportunity.
ht t p: / / www. nor a wor k s . or g/ r es i dent s /
lot-next-door
Neighborhoods in Bloom Program (Richmond,
VA)
richmonds neighborhoods in bloom program
(nib) program was created to allow citizens
to actively decide how and where community
development funds are allocated. The goal of
this program is to restore physical livability and
improve neighborhood stability. neighborhoods
are consi dered wi th establ i shed cri teri a
and revitalization potential [is] evaluated
upon the strength of civic associations in the
neighborhoods, the existence of redevelopment
plans, and market trends. Once in the nib
program, the City works with neighborhood
groups, non-profits, and residents to:
buy vacant houses, rehabilitate them, and
sell them for home ownership.
buy vacant lots, build houses, and sell them
for home ownership.
provide homebuyer education classes and
counsel potential buyers in determining
affordability and purchase power.
provide down payment assistance.
Assist owner occupants with house repairs
and renovations.
in addition to removing blight and increasing
home ownership in the city, the program seeks to
instill private sector confidence to invest in rental
and for sale assets. The program also provides
accessible homeownership education documents
to help first-time homebuyers.
http://www.richmondgov.com/neighborhoods/
index.aspx
source: http://www.richmondgov.com/neighborhoods/
documents/neighborhoodimprovement.pdf
32
Fulton County/City of Atlanta Land Bank
Authority (Atlanta, GA)
ful ton County/Ci ty of Atl anta land bank
Authority (lbA) is a non-profit corporation that
oversees the process of putting the regions
abandoned property back into productive use.
The lbA was formed in cooperation between the
County and the City, and was given the power
to forgive delinquent City and County property
taxes. Thi s process makes the si tes more
marketable to future buyers, for both non-profit
and for-profit development entities.
http://www.fccalandbank.org/
regulations and responsibilities for land banks
vary from city to city, but all have a common goal:
to turn underutilized and abandoned properties
into more viable and community uses. The City
of Springfield has several organizationsnamely
the SrA, HAp, SnHS and Habitat for Humanity
that operate as de facto land banks (i.e. holding
lots awaiting housing development). However,
increasing coordination and attracting more
funds would help for make these institutions
more effective.
Stalled Spaces Program, (Glasgow, Scotland)
glasgow, Scotland suffers from some of the
worst rates of vacant land and property. The City
had more vacant land than the rest of Scotland
combined. To reactivate these spaces, the city
launched Stalled Spaces in 2008, a program that
offers small loans to neighbors of vacant land
with the intention that they create temporary
landscaping interventions that can serve the
greater community. Stalled Spaces gets its
name because it uses pots of land in which
development is literally stalled. Some project
examples include:
Creating temporary growing spaces
Creating city market gardens.
interim sustainable urban drainage sites.
Tree planting as part of carbon offsetting,
biodiversity or other initiatives.
public art space.
non-organic waste recycling schemes.
growing short rotation energy crops.
installing approved landscape design prior to
development.
Childs play area.
Wildflower meadows
leveling and turfing over the site with
continued maintenance.
ht t p: //www. gl asgow. gov. uk/en/busi ness/
environment/Clyde_Kelvingreenspace/Stalled+S
paces++++Temporary+landscapes.htm
Priority
High
Action Steps
1. Compile an electronic inventory of vacant
land and derelict structures and make this
information publicly available.
While a database is being created,
temporarily address stalled lands.
Allocate a small fund to support a
program similar to the Stalled Spaces
pr ogr am i n gl asgow; pr ovi di ng
communi ty groups wi th money to
develop stalled land. This program
would temporarily fill in the missing
teeth in neighborhoods until adequate
development funds can be secured.
partner with neighborhood Councils and
property Maintenance Organizations
(such as the property Maintenance Task
force) to identify priority parcels and
problems
i nhabi t these spaces wi th li ghter,
Quicker, Cheaper cultural amenities (see:
Cultural recommendation #2)
2. devel op a st r at egy f or per manent l y
redevel oping vacant land and dereli ct
structures.
Keep community organizations involved
i n devel opment conversati ons wi th
private developers early in the process to
convey community needs.
research and implement ways to finance
the redevelopment of vacant properties,
such as Tax increment financing (Tifs),
other incentive opportunities and bonds.
expl ore other central i zed methods
for cataloging and organizing vacant
and tax-foreclosed and/or city-owned
properties
Think creatively about low-cost programs
and activities that publicize available
assets (see: economic recommendation
#3)
faci l i tate frequent communi cati on,
transparency, and outreach to real
estate developers, non-profit groups,
businesses and residents.
Suppor t cur r ent ef f or t s by Keep
Springfield beautiful and the Springfield
preservation Trust.
Project Location
Citywide
source: http://www.glasgowsouthandeastwoodextra.co.uk/
33
34
Focus transportation resources to better serve and connect
Springfield residents
Breadcrumbs
Stakeholder Meeting with pioneer Valley
Transit Authority
interview: Classical Condo Association
Springfield Museums
General Description
The health of many cities often depends on
healthy and functional transportation systems.
Springfield residents overwhelmingly support
improvements to local transportation to shift
the way the city has been growing. Suggested
improvements range from adding or moving
bus stops and shelters, building transit centers,
commuter rai l , and addi ng bi keways and
pedestrian pathways.
improvements to alternative modes of transit that
were suggested during the community meetings
and project interviews included improving
places for pedestrians to walk, adding bikeways,
and investing in rail transit. Although most of
these tasks require significant funding, a lot can
be done at the grassroots level, and there are
funding and grant opportunities that could also
be leveraged.
Common concerns from residents included a lack
of efficiency and ease-of-use concerns. Adding
information kiosks, maps at bus stops, extending
hours of service, new bus routes, and creating
partnerships were all suggestions from residents.
new Haven- Har t f or d- Spr i ngf i el d rai l
program
peter pan bus lines
pioneer Valley Transit Authority
Springfield College
State delegation
Teatro V!da
uMass Amherst landscape Architecture and
regional planning
uni ted States government; Of f i ce of
Congressman richard e. neal
uS department of Transportation

Resource Needs
1. An organized transportation advocacy group
that collaborates with public entities
2. public-private partnerships
3. federal grants
1. Area institutions can make an impact by
investing in the transit infrastructure used
by their patrons. perhaps in the form of
public-private partnerships, institutions
such as the pioneer Valley Transit Authority,
baystate Health, and area universities (such
as Springfield College and Western new
england university) can provide or augment
funding for new bus stops, information
kiosks, transit centers, bike lanes.
2. The federal Highway Administration has
sever al Tr anspor t at i on enhancement
Considering modification of bus routes, including
a system of looping routes, might also result in
better service. Simply consulting with residents
who depend on transit could better inform how
the system could be improved.
public transportation generally suffers from
a negati ve i mage; however, i t i s an al l -
encompassing transportation provision that can
be a practical alternative for many residents in
the community. Some cities have taken great
strides in reinventing their transit systems to
reach out to the general public to improve their
service and subsequently repair their image.

Partnerships / Stakeholders:
Amtrak
baystate Health
board of public Works
City of Springfield
greyhound bus lines
Physical #2
flickr user: trevonhaywood2012
35
(Te) funds available related to surface
transportation projects. The pVTA would
be el i gi bl e for many of these grants.
These projects include, but are not limited
to, pedestri an and bi cycl e f aci l i ti es,
rehabilitation and operation of historic
transportation buildings, structures, or
facilities, and conversion of abandoned
railway corridors to trails.
3. union Station rehabilitation as a regional
intermodal transportation center
4. uS department of Transportation grants
f aci l i t at ed t hr ough t he Sust ai nabl e
Communities initiative
5. proj ect for publ i c Spaces can provi de
consultation about creating safe and inviting
bus shelters, stations, or waiting areas.
Greater St. Louis Transit Alliance (St. Louis, MO)
The greater St. louis Transit Alliance is a
consortium of governments, non-profit groups,
businesses, private institutions, and citizens
who have taken on the mission of advocating
for improved transit throughout the St. louis
Metropolitan region. formed by the non-
profit Citizens for Modern Transit, the Alliance
consists of nearly 50 members, all of whom
believe that Missouri has not allocated enough
money for transportation. The diverse group of
stakeholders achieved victory in november 2011,
when Missouri passed proposition A, which will
allocate generous state funds to transportation
diversification and improvements.
http://moremetrolink.com/index.html
Transit 2020 Plan (Providence, RI)
The Ci ty of provi dence j ust unvei l ed i ts
new Transi t 2020 pl an, whi ch i s i ntended
to expand the scope and efficiency of the
citys transportation system. After a rigorous
feasibility study by the rhode island public
Transit Authority (ripTA) and the city, a plan
was devised to extend system reach, maximize
available funds, incorporate cultural amenities,
and improve user interaction. Specific measures
include:
using social media to interact with customers
developing an interactive map with system
updates, tools for mobile devices, and real
time bus arrival displays
Constructing 12 new community designed
bus shelters
reinventing Kennedy plaza, the major ripTA
hub
increase park-and-ride capacities
developing new transit hubs
initiating rapid bus service
Strengthening intermodal service
expanded programs for commuters
Capi t al i z i ng on Tr ans i t Or i ent ed
development
ht t p: / / pr ov i denc ec or ec onnec t or . c om/
other-transit-2020-projects/
Priority
High
Action Steps
1. Spr i ngf i el d communi t y gr oups must
col l abor at e t o es t abl i s h a uni f i ed
ci ti zen transportati on advocacy group
that promotes and i mpl ements better
transportation opportunities such as:
di rect bus servi ce to respond to
community needs
bui l d new bi ke pat hs/pedest r i an
connectors to amenities
improve sidewalks
Attract passengers
flickr user: Wampa-One
flickr user: mindfrieze
36
The main objective of this organization
should be to collaborate with public and
private transportation stakeholders and
search for creative ways to bring diverse
transit opportunities to Springfield
i n a ddi t i o n t o s e r v i c e - o r i e n t e d
transportation issues, this organization can
also advocate to local, state, and federal
lawmakers for increased implementation
and capacity funding for the pVTA. To meet
high community expectations for service,
expanded pVTA capacity may be necessary
in the short- or long-term.
2. The Ci ty of Spri ngfi el d wi l l work wi th
the pVpC i n a compl ementary manner
to understand the goals, timelines, and
priorities in the regional Transportation plan
(rTp). The City must work in concert with the
pVTA to understand the current picture of
transportation resources in Springfield as laid
out by the rTp and to identify and engage
stakeholders and partnerships who can
prioritize and work towards implementing
recommendations in the rTp that affect
Springfield.
3. invest in minor infrastructure, such as kiosks,
maps, extending hours, new bus routes, and
creating partnerships to improve the user
experience of the transit system were all
resident suggestions.
4. The City should work with the pVTA to
develop sustainable strategies for adding
signage, cleaning bus stops, and working
with universities to find inexpensive ways to
add bus maps to more locations, bike arrows
on streets, etc.
5. Applying for grants or state and federal
funds are potential funding options for future
projects. Coordination and cooperation
with the pVTA can help Springfield prioritize
short-, mid-, and long-term projects such as
quickly implementing low cost, high impact
investments and deferring larger projects
to the l ong-term. long-term proj ects
might require more expenditure, such as
formal bike lanes, improved sidewalks and
crosswalks, more buses, and passenger rail
service.
6. Create bi keways/wal kways throughout
the city that connect to local and regional
recreation assets.
7. reach out to area colleges to research
and begin a free fare or reduced fare bus
program for current students.
8. Study current bus routes to determine if they
can be made more efficient through the
introduction of loops in the bus routes.
Project Location
Citywide
PVTA NETWORK CONNECTIVITY
CURRENT:
Compartmentalized isolation
based around Downtown hub
PROPOSED:
Neighborhood hubs improve
citywide connectivity
37
38
Build on existing physical assets to celebrate Springfields unique
and diverse aesthetic character
Breadcrumbs:
district 1 Meeting rounds 1 & 2
Mindmixer
Community Center Meeting
Housing group
greater Springfield Convention and Visitors
bureau
Armory Quadrangle Civic Association
Classical Condominium Association
Wes t er n Mas s ac hus et t s ec onomi c
development Council
Springfield Museums
South end 8
Valley real estate
General Description
Spri ngf i el d i s host to many uni que and
i mpressi ve physi cal assets. resi dents and
visitors agree that history, architecture, an urban
core, extensive tree canopy, and exceptional
waterways are major strengths of the city.
despite having great urban character, current
i nfrastructure doesnt al ways compl ement
physical appeal. Some of these problems are
due to the destruction caused by the tornado;
however, Springfield was in need of many of
these improvements well before June 1, 2011.
loss of tree canopy, decaying sidewalks and
streets, inadequate signage, and disconnected
consi der thi nki ng i n more depth about a
coordi nated housi ng strategy ( much l i ke
the strategy suggested in the district 2 plan
recommendation entitled Coordinated Housing
Strategy). While some neighborhoods have
greater need for such a strategy than other
neighborhoods, a comprehensive citywide
perspecti ve mi ght be most benefi ci al for
ensuring challenges and needs related to
housing are equitable and successfully met.
lastly, the City has recently finished a complete
modernization of the zoning ordinance. if
adopted, it will provide the City with meaningful
methods for directing and shaping development
and neighborhood character for many years
neighborhoods all contribute to the need for
more aesthetic and infrastructure improvements.
Such improvements would polish and enhance
current strengths and result in improved public
spaces, streetscapes, and overall quality-of-
life. Adding new signage, crosswalks, flower
gardens, planting trees, and new lighting can
make the physical environment more inviting and
enjoyable for people to live and visit.
Some of these i mprovements are al ready
being planned. elements of the Citys Capital
improvements plan must be more accessible
at the neighborhood level, and the community
needs to play a more active role in setting
priorities. perhaps even letting neighborhood
groups vote on prioritization of these efforts
mi ght go a l ong way toward sol i di f yi ng
the relationship between the City and its
neighborhoods and beautifying the city.
Historic structures in Springfield are community
assets well worth preserving. in addition to the
structures themselves, parks, schools, and the
urban fabric that tie them all together must be
considered when beautifying neighborhoods.
The connecti ons and transi ti ons between
neighborhoods and other physical assets, such
as rivers, parks, cultural amenities and colleges
must be enhanced. Creating gateways that
welcome everyone bring about a sense of place
and identity for those who reside in and visit
Springfield.
related to historic structures, the City might
Physical #3
39
to come. it is important for the City to quickly
adopt the proposed new ordinance and to
publ i ci ze i mportant changes and benefi ts
for both neighborhoods and development
professionals.
Center for ecotechnology
City of Springfield
City of Springfield department of parks and
recreation
HAp Housing
Keep Springfield beautiful (KSb)
MassdOT
Office of Housing & Homeless Services
Of f i ce of pl anni ng and economi c
development
rebuilding Together Springfield
Springfield department of public Works
Springfield Housing Authority
Springfield neighborhood Housing Services
Springfield preservation Trust (SpT)
uMass Amherst design Center
Resource Needs
1. private, State, and federal grants
2. expanded partnerships between community
organizations, the City, and real estate
developers to work towards building small,
meaningful aesthetic and infrastructure
improvements.
1. Cont i nue f or gi ng par t ner shi ps wi t h
Keep Springfield beautiful (KSb) and the
Springfield preservation Trust (SpT). These
organizations already have an active role
in the community, and the work being
accompl i shed must be i ntegrated and
made stronger for a more comprehensive
beautification process.
2. The epA urban Waters program recently
issued an rfp for grants that will fund
urban water restoration and community
revitalization. The current rfp due date will
pass by the time this plan is finished, but this
program is ongoing, and Springfield can
soon capitalize on available grant money.
http://www.epa.gov/urbanwaters/funding/
index.html
3. Massachusetts State grants: department of
Conservation and recreation and MassWorks
www.mass.gov/dcr/grants.htm
http://www.massworks.org/
4. funds for neighborhood beautification
can also be found through the federal
Highway Administrations Transportation
enhancement Acti vi ti es. Thi s program
provides grants that pay for projects such
as surface transportation improvements,
streetscape beautification, and landscaping.
Other eligible activities include acquiring
scenic or historic easements and sites,
improving scenic or historic highways,
bui l di ng touri st wel come centers, and
conducting historic preservation.
Streetscape and Sustainable Design Program
(Chicago, IL)
Chicagos Streetscape and Sustainable design
program i s a muni ci pal programfunded
by tax-dollarsthat is directed by the Citys
department of Transportation. The projects goal
is to activate Chicagos public spaces into areas
that encourage and benefit social interaction.
The project focuses on road diets, storm water
best management practices, green alleys, rails to
trails, and developing river walks.
Troy Architecture Program (Troy, NY)
Troy, new York created a system for selling
of tax-foreclosed properties that requires the
review of a purchase proposal. instead of the
property being sold to the highest bidder at the
auction, they sell based on the intended use.
This ensures that the property is integrated and
complimentary to neighborhood needs. The city
hired Troy Architecture program, a nonprofit
community design center, which worked with
the community to ensure qualified bidders.
properties are placed on a website before review
enabling easy access to acquire these properties.
in some ways, this process reflects the way
Spri ngfi el d currentl y eval uates proposal s
(based on a variety of factors, not simply price).
40
Continuing to use a publicly open and inclusive
process, like the inclusion of neighborhood
stakeholders, will result in development better
suited to neighborhoods. in addition, by
publicly stating priorities for projects (such
as the clustering neighborhood commercial
establishments), the City can better direct public
and private investment.
Priority
Moderate
Action Steps
1. engage Keep Springfield beautiful and the
Springfield preservation Trust as leaders in
citywide beautification.
2. push for adoption of the proposed zoning
modernization project. in addition to many
other zoning and development benefits,
this will provide specific design standards,
i ncl udi ng standards for nei ghborhood
commercial development and other forward-
thinking development standards.
3. Tie use of grant funding to established
community priorities.
4. Consult with organizations with expertise
or resources to advise on wayfinding and
signage strategies for Springfield, such as
the pioneer Valley planning Commission.
5. identify local resources, both government
and private, for advice and expertise in
specific topic areas: tree canopy restoration,
effi ci ent and i mpactful street l i ghti ng
strategies, neighborhood connections, and
traffic-calming techniques.
6. Add new si gnage, crosswal ks, f l ower
gardens, planting trees, and new lighting
in targeted locations to make the physical
environment more inviting and enjoyable for
people to live. Some of these improvements
may already be planned.
7. Create steps for addressing appropriate
landscaping and tree planting. Mass re-leaf
is a potential source for modest matching
grants for tree planting and landscaping
(application available on www.mass.gov/dcr/
stewardship/forestry/urban/index.htm
8. publicize planned improvement projects.
gather feedback from neighborhoods about
prioritization of improvements.
Project Location
Targeted locations Citywide
41
42
Take advantage of lessons learned from recent disasters by
emphasizing Disaster Preparedness in Springfield
Breadcrumbs
development
Springfield Museums
Office of emergency preparedness
General Description
during the community meetings following the
June 2011 tornado, many residents voiced a
need for better preparation for future disasters.
despite an excellent response to the tornado by
city departments and first responders, residents
voi ced the need for strong post-di saster
strategies that enable the city to better respond
to disasters and to communicate to residents
the processes they can expect during a disaster
recovery effort.
Springfield is lucky to have a very effective
and active Office of emergency preparedness.
ensuring safety during and immediately following
a disaster, such as knowing what residents should
plan on bringing to an emergency shelter or the
importance of safely operating backup power
generators. There are resources available
that can help individuals and families properly
prepare for a disaster.
Corporate preparedness is often best manifest as
a business Continuity plan. businesses can plan
and exercise how they can continue to operate,
even after a catastrophic event. rapid recovery
for local businesses ensures a continuance of
local revenues and helps the local community
recover faster to a strong economy.
in addition, residents, business and government
need to plan and practice to make Springfield
more disaster resistant. planning for more
open space use, i ntel l i gent pl anti ng and
trimming of trees along evacuation routes
and critical structures, careful development
and maintenance within the floodplain and
However, preparedness of City government is
only half of the disaster preparedness equation.
Just as important is ensuring that residents and
businesses are prepared for disasters at their
homes and places of business. This type of
preparedness can be broken into two categories:
1) personal preparedness and 2) Corporate
preparedness.
personal preparedness is of primary importance
for the future of Springfield. residents should
be aware of how to shelter-in-place and
evacuate if necessary to the nearest, designated,
safe shelter. (note: The practice of assigning
neighborhood shelters is flawed, because people
may arrive at a shelter only to find that it is closed
due to it being in the footprint of the disaster.
evacuees shoul d moni tor the l ocal medi a
and Springfields blackboard call notification
system for evacuation instructions. Contact the
Springfield office of emergency preparedness to
be placed on the instant notification link list).
being educated before disaster strikes is vital for
Physical #4
43
purchasing insurance for structures, contents and
flooding are all examples of examples to make
Springfield and its infrastructure more disaster
resilient.
The good news is that efforts to make Springfield
better prepared are already underway. A local
emergency planning Committee (lepC) already
meets regularly in Springfield. This group is
compri sed of government representati ves
(like fire and police), but also light and heavy
industry, area hospitals, faith-based groups,
members representing accessibility interests,
and public health representatives. The group
covers disaster preparedness and response best
practices, resource needs, other educational
education, and even disaster exercise (such as
hospital evacuation procedures). They meet at
least six times per year.
American red Cross pioneer Valley Chapter
baystate Health Center
City of Springfield
Communi t y foundat i on of West er n
Massachusetts
federal emergency Management Agency
(feMA)
fire department
Massachusetts emergency Management
Agency (MeMA)
MassMutual
development
police department
radio Stations
rebuild Western Massachusetts
Salvation Army
Serrafix
Spr i ngf i el d Of f i c e of emer genc y
preparedness
united Way of the pioneer Valley
uS department of Homeland Security (dHS)
Western Massachusetts Homeland Security
Advisory Council
Resource Needs
1. The Spri ngf i el d Of f i ce of emergency
preparedness needs to continue to exercise
vigilance in coordinating, educating, and
i mpl ementi ng the Spri ngfi el d di saster
preparedness plan.
2. Continued commitment to the disaster
preparedness plan by city government
depar t ment s , and wi l l i ngnes s f or
participating organizations to contribute
when called upon.
3. Outreach strategi es and educati on of
residents about the important of personal
and corporate preparedness.
44
1. feMA/dHS/red Cross grants
2. Outreach campaigns tied to other rebuild
Springfield plan recommendations. Other
outreach efforts can be used to publicize
di sast er r eadi ness f or f ami l i es and
businesses.
3. national disaster recovery framework
(feMA program)
4. Western Mass reAdY project. ready
i s nati onal publ i c servi ce adverti si ng
campaign created in 2003 to help educate
and empower citizens. it is also available
in Spanish (listo). it asks people to do
three things: 1) build an emergency supply
kit, 2) make a family emergency plan and
3) be informed about the different types
of emergencies that could occur and their
appropriate responses. The Western Mass
reAdY project is on local television, radio,
and even on the sides of pioneer Valley
Transit Authority buses. Springfield holds
three seats on the council, emergency
Management, Transportation and Health
Car e. The Counci l r epr esent s 101
Massachusetts cities and towns in Western
Massachusetts). http://www.ready.gov/
5. Seminars and lectures provided by the Office
of emergency preparedness to community
groups and organizations about all-hazards
preparedness.
6. A r ef er ence websi t e whi ch changes
seasonal l y to adapt to current natural
hazards:
http://www.springfieldcityhall.com/COS/
index.php?id=dept_emergency
The Seattle Disaster Readiness and Responsive
Plan (Seattle, WA)
The Seattle disaster readiness and responsive
plan is a collaborative plan put together by all
citywide departments in an effort to address
disaster preparedness and recovery prior to
the disaster itself. The plan, based on State
mandate, is updated every four years to make
sure it can be used most effectively. The plan
lists the responsibilities of local government
and authorities, geography and climate patterns
that Seattle experiences, and lists services
and programs that ought to be considered by
residents in the city.
Priority
High
Action Steps
1. The Spri ngf i el d Of f i ce of emergency
preparedness should continue to use the
local emergency planning Committee (lepC)
as the primary disaster preparedness body in
the City. The lepC should be included as a
partner in the rebuild Springfield process.
2. The Office of emergency preparedness
shoul d reach out to organi zati ons i n
Spri ngf i el d to extend awareness and
educat i on of di sast er pr epar edness
resources and the importance of personal
disaster preparedness.
3. The Oep will continue to coordinate with
other city agencies and stakeholder entities
to implement the disaster preparedness plan
for the city of Springfield.
The Tornado rebuild guide that the
City created after the June tornado
should include educational material
about disaster preparedness and other
pertinent information from the Office
of emergency preparedness. Thi s
information could be sourced from
existing resources, such as the united
Way.
The di sast er pr epar edness pl an
should include an energy-efficiency
rebuilding checklist, perhaps created
in conjunction with Serrafix and rebuild
Western MA. The Commonwealth of
Massachusetts also has a recent program
to help disaster victims rebuild or restore
structures with energy efficient practices.
4. The Odp and to-be-i denti fi ed partner
organizations will work on formulating
an outreach strategy that will encourage
residents to read the plan and make personal
preparations for a disaster. This outreach
plan could also include communications
plans and procedures coordinated with
local media so residents are aware of how to
access information during an emergency.
5. Work with Office of planning and economic
development to formulate a recovery plan
specific to the needs of that department.
6. lastly, the Western Massachusetts and
Central region Homeland Security Advisory
Councils is currently creating an After Action
report to follow up on disaster efforts post-
disaster. This document will be available in
March of 2012, and should be taken seriously
by the Office of emergency preparedness
(which has participated extensively in the
report efforts) and the City and community
to better understand recovery efforts and
prepare for future disasters.
7. Create digital infrastructure for residents
to access immediately such as Twitter,
facebook, or smart phone application
that can communicate the nature of an
emergency and provide instruction to those
impacted.
Project Location
Citywide
45
46
Design, develop, and operate places and spaces that are efficient
and respectful of natural and human resources
Breadcrumbs
Mindmixer
development
General Description
Today, cities are investing in infrastructure
and technology to become more efficient in
their use of funds, energy, and human capital.
With available resources and creative thinking,
Springfield has the opportunity to reinvest in its
urban fabricfrom energy efficient buildings to
improved public transportationin a way that
will pay dividends for generations.
The City of Springfield completed an energy
Service Company (eSCO) review of all of its
properties in 2008. utility companies and the
City worked hand-in-hand and completed over
$15 million in energy upgrades saving over $1.2
million in annual energy costs in both gas and oil.
upgrades completed reduced oil consumption
from 1.4 million gallons to 450,000 gallons. This
greatly reduced the citys carbon footprint. The
city must take action to implement the second
phase of the eSCO project which will reduce an
additional $1.0 million dollars in energy costs on
an annual basis.
The City has adopted green building practices
will involve more actively engaging business
owners in learning about existing funding and
opportunities for energy efficiency investment.
This effort will be linked with the newly minted,
building Stretch Code that mandates for
hi gher l evel s of energy effi ci ency i n new
construction.
barr foundation
Center for ecoTechnology
Columbia gas of Massachusetts
HAp Housing
development
partnership for Sustainable Communities
Serrafix
Springfield building Code enforcement
Office
Western Massachusetts electric Company
and currently approaches all projects with the
goal of leed Silver certification. The city is
celebrating its first leed project, the White
Street fire station, which has been announced
as a recipient of leed gold Certification. The
City must do more to encourage green building
practices with among residents and businesses.
At the heart of this effort, the City must focus on
making new and existing buildings more energy
efficient and comfortable while leveraging this
process as an economic driver. This means
providing citizens with opportunities to invest
and rebuild in an energy efficient manner.
These goals serve to improve the quality of life
for all Springfield residents and make the local
economy more resilient.
residents of Springfield agree that now is the
time to rethink the way the City influences the
design of the built environment. This guidance
starts with incentivizing green practices in home
and commercial building construction and
renovation and must continue to permeate all
principles of planning the future of Springfield.
Ser r af i xan ener gy st r at egy consul t i ng
firm that advises on smart-growth, energy
efficiency, and transportationis working in a
foundation-supported effort with cities around
Massachusetts and, in collaboration with the
cities, utilities, and local partner organizations,
has developed a series of energy efficiency
strategies that could be adopted by Springfield
and provide realistic steps for transforming
Springfields built fabric. part of this work
Physical #5
47
and northeast utilities foundation
Resource Needs
1. A leader driving the effort to reduce energy
waste.
2. energy efficiency needs to be a central
principle in reconstruction as well citywide
planning.
3. Marketing to inform business owners and
residents about energy efficiency programs
and the advantages of energy efficiency.
4. facilitation to help businesses and residents
use existing incentives; funding or financing
support in addressing currently unmet needs
5. A partnership between the City, utility
companies, and local organizations that is
focused on expanding the use of energy
efficiency incentives.
6. improved accessibility and outreach to
existing energy efficiency programs with
information available in Spanish, Vietnamese
and other languages.
1. energy efficiency strategies developed by
Serrafix.
2. The Center for ecoTechnology ecobuilding
bargains store, which sells energy-efficient
products and showcases green building
practices. The CeT building has classroom
and office space and could become a center
for businesses and residents to access
energy efficiency and clean energy services.
3. Serrafix has started to compile a list of
opportuni ti es i n Spri ngf i el d that are
currently being underutilized, such as high
levels of support from local utilities, several
local energy efficiency non-governmental
organizations, and department of energy
resources (dOer) initiatives.
4. The Spri ngfi el d Stretch energy Code
mandates new and exi sti ng structures
are built beyond State energy efficiency
requirements. When implemented, this
resource will enable the City to enforce
higher energy efficiency standards.
5. Massachusetts has the nations highest
level of utility company contributions to
energy efficiency funding (Columbia gas of
Massachusetts and Western Massachusetts
electric Company). These resources provide
for residential and commercial building
energy efficiency improvements.
6. Current and future local companies who
specialize in renewable energy and energy
efficient products.
7. efficiency rebate program from rebuild
Western Massachusetts: funds are available
to enable homeowners, neighbors, and
muni ci pal i ti es to do gut renovati ons,
repairs and rebuilds on the condition that
the projects use energy efficient practices
resulting in a minimum of 5% improvement.
The availability of funds is dependent on
storm damage. The program ends on the
30th of April 2012.
Mass.gov/energy/rebuildwesternma
8. partnership for Sustainable Communities
grants: Thi s program i s a j oi nt effort
by the uS department of Housing and
urban development, uS department of
Transportati on, and uS envi ronmental
protection Agency. grants are awarded
to projects that strive to reduce energy
consumption in cities and neighborhoods.
48
LA Commer ci al Bui l di ng Per f or mance
Partnership (Los Angeles, CA)
los Angeles, a participant in the uS department
of energy better bui l di ngs Chal l enge,
has created the lA Commerci al bui l di ng
performance partnership. in coordination
with California utilities, the lACbpp assists
building owners with every aspect of the energy
upgrade process, including benchmarking
(scoring baseline energy performance), building
assessments, i ncenti ves, fi nanci ng, tenant
engagement, and measuring and verifying the
impact of energy upgrades. financing is made
available in the form of property-assessed clean
energy or pACe finance, which uses the
traditional betterment or special assessment
mechanism and enables building owners to
finance their share of project costs on a cashflow-
positive basis. Since June 2011, lACbpp has
initiated audits of over 25 million square feet
of commercial building space, from small
neighborhood retail establishments to downtown
skyscrapers. A similar program could be applied
across a large spectrum of businesses and
residential property owners in Springfield.
Renew Boston (Boston, MA)
renew boston is a city-led programcreated
i n partnershi p wi th nati onal gri d, dOer,
Mass energy, nSTAr, next Step li vi ng,
and bostonAbCdto l ocal i ze, enhance,
and maximize participation in utility energy
efficiency programs. in partnership with gas and
electric utilities, the City of boston has created
arrangements to serve businesses of all sizes,
landlords and homeowners. for businesses,
the green ribbon Commission engages the
largest energy users; the business organization A
better City provides one-stop service through its
Challenge for Sustainability; and the department
of neighborhood development works with small
businesses. for homeowners, the Citys website
provides an accessible portal to energy efficiency
services and additional support and incentives
are available. The City has a full-time landlord
coordinator to work with landlords. Marketing
includes use of the mayors bully pulpit and
reliance on trusted business and neighborhood
organizations to reach businesses and help them
through the energy upgrade process.

Priority
Moderate/High
Action Steps
1. The Offi ce of pl anni ng and economi c
development (Oped) and the Springfield
building Code enforcement Office should
collaborate with Serrafix, Columbia gas,
WMeCo and community stakeholders to
begin implementing the action steps listed
below. This will establish a roadmap for
Springfield to become more energy efficient
by setting goals and objectives, identifying
opportunities, recognizing potential barriers
and developing steps for action long-term.
2. establ i sh energy ef f i ci ency goal s f or
Springfield
An achievable energy reduction Target.
develop a system for reviewing energy
use data.
i denti fy stakehol ders ( i nsti tuti ons,
busi nesses, and resi dents) i n the
community who are willing to take
exempl ary acti on i n reduci ng thei r
energy use.
3. develop an energy efficiency marketing/
outreach strategy
Create a section on the Oped website
that serves as an energy efficiency
cl ear i nghous e , whi ch i ncl udes
fact sheets, reports, best practices,
t ec hni ques , c as e s t udi es , and
underutilized funding sources.
put together a vol unteer green
Commission of local business leaders to
champion green practices and enhance
public leadership.
Offer specific consulting for business
owners who are not taking advantage
of the resources that would make their
companies more efficient and save them
money.
Source: http://www.ecobuildingbargains.org/
49
Offer or encourage training lectures,
clinics, or forums that help residents and
business owners improve their homes
and businesses. Training experiences
should be hosted in neighborhood
centers and should be publicized on the
Oped website.
find funding and financing sources to
address gaps faced by businesses and
residents seeking to implement energy
efficiency measures.
implement and enforce the Springfield
Stretch energy Code, and amend any
other necessary code enforcement and
programs into the citywide sustainability
roadmap.
City should lead by example
Work with utilities to identify energy-
savi ng opportuni ti es i n the Ci ty s
building portfolio.
develop implementation plan for City-
owned buildings.
Showcase work as part of pr program.
4. Through Oped, coordinate and collaborate
as needed with the department of energy
resources
5. develop a strategic implementation plan
with roles, coordination and communication
arrangements, and solutions to resource
needs.
6. encourage l ocal commerci al bui l di ng
owners and residents to utilize the energy
Star monitoring program. This will system
wi l l easi l y demonstrate the success of
implementation by auditing and measuring
energy efficiency and renewable energy
investments. it is important to make sure that
the programs and practices are operating
properl y and cost-effecti vel y from the
perspective of residents and businesses, gas
and electric utilities, and other participants.
Project Location
Citywide
Source: http://www.ecobuildingbargains.org/
50
51
Description
T h i s c o mmu n i t y s y s t e m
encompasses all of Springfields
cul tural assets and resources.
i ncl uded i n thi s category are
a br oad r ange of cul t ur al
spaces, artifacts, programs, and
organi zati ons rel ated to the
expressi on of i ndi vi dual and
communal values and aesthetics.
Recommendations
1. better connect the community to its cultural amenities and
assets through coordinated outreach and diverse events and arts
programming
2. Support and grow the Arts and Culture Sector through a Series of
lighter, Quicker Cheaper Cultural events
3. Celebrate the old and new cultural diversity of Springfield
Cultural Domain
52
better connect the community to its cultural amenities and
assets through coordinated outreach and diverse events and arts
programming
Breadcrumbs
interview with Springfield Museums
interview with Art for the Soul gallery
interview with pan African Historical Museum
Teatro Vida recommendations document
interview with City Stage
interview with Springfield Symphony
interview with Springfield library
pulse Art Space
The Hill Art Center
Spirit of Springfield
General Description
Springfield needs to better connect existing
and future cultural assets in Springfield with
residents and visitors. even with a rich history
and strong current cultural and arts assets, too
many residents and potential visitors are not
experiencing these assets, in part because of
a lack of awareness. Arts and culture plays a
significant role in community development,
regional attitudes, and local community pride.
Social and economic goals can also be achieved
by linking and leveraging the Citys cultural
assets.
Creating a better connection to the arts falls
on residents and the arts community. it takes
both groups to make a local arts scene thrive.
cultural and historic information and a singular
marketing vehicle. Whether all of the existing
web sites and organizational newsletters are
linked to one site, or a one-stop online website
is created to consolidate the information and
schedules of various organizations, creating
a coordi nated, acti vel y managed onl i ne
publication of arts and culture will make it easier
for residents to become aware of the offerings
in Springfield and will eliminate the need for
duplicative sources of information, thereby
saving institutional resources and streamlining
access to the arts for residents and visitors alike.
paired with better outreach, new, innovative,
and community-focused events would bridge
the perception gap between the arts and
residents. for example, neighborhood tours
of historic homes and sites that highlight
the history and culture of Springfield, as well
as art walks, history walks and food festivals
can help residents and visitors enjoy the city
and its unique story. existing tours led by the
preservation Trust, Springfield Museums, and
the Armory Quadrangle Civic Association might
be better publicized, particularly to hotel guests
and conventioneers. residents can play a role in
creating new and unique cultural offerings with
support from and in partnership with local arts
organizations.
establishing an Arts and Culture Alliance,
where local museums and theaters (and other
i nsti tuti ons) partner together to engage
residents, especially youth and ethnic groups,
might help bridge the gap between residents
and the arts.
enhancing this recommendation, we suggest
the creation of a centralized online arts and
culture-gathering place, where museums, local
cultural organizations, and artists would share
information with residents. it would also act as
a central calendar for community events and
Cultural #1
53
To lead this comprehensive effort, a Cultural
Coordinating Committee comprised of arts
leaders could meet regularly with the goal of
increasing the profile of the arts in Springfield.
This group could include the Spirit of Springfield,
the Springfield business improvement district,
City Stage/Symphony Hall, the Springfield
Symphony Orchestra, Springfield Museums, and
others. The CCC would take their work a step
further and agree to partner together to engage
residents, especially youth and ethnic groups, in
current programs and create community-specific
exhibitions, concerts, and performances.
American international College Arts program
bing Arts Center
Community Music School of Springfield
Convention Center bureau
CreativeSpringfield
dunbar Cultural Center
forest park Zoo
greater Springfield Convention and Visitors
bureau
greater Springfield Council of Churches
HOpe (Hispanic Office of planning and
evaluation, inc.)
indian Orchard Mills
latino Chamber of Commerce
latino leadership Council
local gallerists
Mattoon Street Historic Association
Multicultural Community Services of the
pioneer Valley
naismith Memorial basketball Hall of fame
nehemiah Springfield
neighborhood Councils
roland T. Hancock Center for Cultural
enrichment
Springfield Armor basketball Team
Springfield boys and girls Club, inc.
Springfield falcons Hockey Team
Springfield performing Arts development
Corporation
Springfield preservation Trust
Springfield pulse
Springfield Symphony Orchestra
drama Club
YMCA of greater Springfield
uMass Amherst
WgbH educational foundation

Resource Needs
1. Ti me and ef f or t commi t ment s f r om
organizations willing to participate in the
2. Capitalize on local creativity as being a key
engine of defining neighborhood identity.
3. City tours to celebrate and educate people
about Springfields rich history, culture, and
amenities.
4. increased publicity and acknowledgment of
museum and school partnerships.
5. Additional events and festivals in downtown
and ot her nei ghbor hoods t hr ough
community support, partnering with cultural
organizations and communication with City
officials.
6. fundi ng or vol unteers to create the
messaging vehicle targeting locals and
visitors for information on cultural events,
places, news, and partnerships. This could
be a news bulletin, a local arts and culture
publication, or online source for local arts
and culture.
7. Suppor t and r ecogni t i on f r om Ci t y
government.
8. inventory of cultural and arts programs and
venues.
1. The greater Springfield Convention and
Visitors bureaus knowledge and connections
leveraged to focus on Springfield as a
cultural hub.
2. The Make it Happen website: The Make it
Happen campaign is a positive first step
for the City of Springfield. in the works for
around two years now, the MiH effort is
54
focused on collecting and actively sharing
stories and perspectives about Springfield
that publicize the many positive goings-on
in the City. users of the website can submits
media, photos, videos and stories directly to
the website. MiH could have easy and very
impactful tie-ins to arts and culture through
marketing efforts in Springfield. http://www.
makeithappencity.com
3. local residents, neighborhood councils and
civic organizations should partner with the
City and larger cultural stakeholders, such
as the Springfield Museums and Springfield
Cultural Council, to plan events and festivals.
4. Wi t h i nc r eas ed v ol unt eer i s m and
partnershi ps, the Spri ngfi el d Cul tural
Coordinating Committee can play a more
active role in the local arts community.
Appl yi ng f or gr ant s and f unds, and
connecting with sponsors can allow the
Committee to make the arts and cultural
community in Springfield more vibrant.
5. Knowledge of local museums, the naismith
Memorial basketball Hall of fame, and other
large cultural organizations of community
affairs and sponsorship opportunities.
6. national endowment for the Arts
7. Massachusetts Council on the Arts
8. private foundations
9. ensure that donations are tax deductible to
encourage corporate sponsorship
WOO Card (Worcester, MA)
The Worcester Cultural Coalitions WOO Card is
a marketing tool designed to open the door to
Worcester Countys vibrant creative community.
Cardholders receive discounts and special offers
for concerts, theater, museums, concerts, street
festivals, and outdoor adventures throughout
Worcester County, throughout the year. There
are two WOO Cards - a new card for the general
public and an ongoing program exclusive for
Worcester area college students. The WOO
card is accepted at more than fifty area arts and
culture destinations, restaurants, hotels, retailers,
transportation providers and other hospitality
oriented creative businesses. if you register
the card you also can receive discount offers and
email notifications of additional exclusive WOO
Card specials. The WOO Card can be used to
earn WOO points which makes people eligible to
win prizes each month. WOO Cards never expire.
The cost is twenty dollars
The Worcester Cultural Coalition is the unified
voice of Worcesters cultural community whose
members are the leaders of the Citys sixty-plus
arts and cultural institutions and organizations.
The Cultural Coalition was formed in 1999 in
partnership with the City of Worcester, Worcester
Cul tural Commi ssi on, Worcester regi onal
Chamber of Commerce, Colleges of Worcester
Consortium, and Worcester County Convention
& Visitors bureau, to ensure that arts and culture
play a vital role in Worcesters planning and
development efforts.
The Cultural Coalitions mission is to draw on
Worcesters rich and diverse cultural assets to
foster economic revitalization and create a strong
cultural identity for the City of Worcester. The
goals are to:
establish culture as a highly visible element
of the regions identity.
foster live/work/retail space, studios and
new arts facilities in available properties
throughout Worcester.
build a strong, diverse base of support
f or cul t ur al economi c devel opment
among community, political, cultural, and
educational and leaders.
build a strong, vibrant Cultural Coalition that
contributes to the success of its member
organizations.
h t t p : / / w w w . w o r c e s t e r m a s s . o r g /
arts-culture-entertainment/woo-card
The Chicago Cultural Alliance
The Chicago Cultural Alliance was founded in
2006 as a 501(c) 3 nonprofit organization and
consortium that links Chicagos ethnic museums,
cultural centers, and historical societies in
an effort to build social change http://www.
chicagoculturalalliance.org/
Culture Works (Dayton, OH)
Culture Works in dayton, Ohio acts as the city
and regional organization for arts related news,
events, and community support services. They
offer a jumpstArT program to engage young
professionals, offer capacity building workshops,
and publish a quarterly magazine that highlights
55
local arts organizations, art news and a calendar
of events. http://www.cultureworks.org/
The Creative Capital/WaterFire (Providence, RI)
downtown providence had a reputation of being
a dangerous place. people would even avoid
driving through that part of town at all costs.
This perception led to extreme disinvestment
from the city and many building vacancies. The
City has since rebranded itself as The Creative
Capital and has used its close connection to
art schools and its thriving local arts scene to
create an environment that encourages artistic
expression. Trash cans, bus stops, bike racks,
light posts, and other small infrastructure are
designed and built by local artists and arts
groups, and housing has been zoned to promote
live/work spaces and studios.
The culmination of this effort is the Waterfire
festival; a weekly event during the summer in
which small fires are erected on the providence
river that runs through the middle of the city.
initiated by a former student of a local university,
this program features work by local artists, food
from local restaurants, and music of local theater
companies and musicians. This event is attended
by thousands of people from around the region
and activates the entire downtown area. Through
this experience, visitors and locals alike are given
an opportunity to see the wonderful amenities
downtown providence has to offer.
http://www.providenceri.com/ArtCultureTourism
Priority:
High
Action Steps
1. leading Cultural Organizations should
contribute to the creation of the Springfield
Cultural Coordinating Committee.
2. neighborhood Councils should appoint an
Arts and Culture volunteer liaison to work
with the CCC and ensure that neighborhood
desires are heard and acted upon.
3. The gr eat er Spr i ngf i el d Counci l , i n
collaboration with other arts organizations
and media groups such as Masslive or the
Springfield republican, need to create
a one-stop-shop for cul tural and arts
information
T h e S p r i n g f i e l d b u s i n e s s
improvement district can play a role in
communications outreach around the
arts by contacting all arts and cultural
entities in the city as it develops its new
arts calendar to help populate it with
content and make it as comprehensive as
possible.
4. The Spri ngfi el d Cul tural Coordi nati ng
Committee should establish partnerships
between l ocal busi nesses, educati onal
institutions, and art organizations to invest in
art and culture as an economic engine.
5. All Springfield arts organizations, lead by the
CCC, should engage community members,
schools, and other local groups in embracing
Springfields cultural assets.
The Springfield CCC should work to
strengthen rel ati onshi ps between
cul tural organi zati ons to catal yze
engagement wi t h s c hool s and
neighborhoods.
6. residents or organizations with ideas for new
events and festivals should collaborate and
partner with larger organization for funding
and the City of Springfield for location and
permit procedures.
7. The greater Springfield Convention and
Visitors bureau should work with local tourist
organizations groups to enhance marketing
and funding efforts.
8. Act i v el y pur s ue how t he Mus eum
Quadrangle and other cultural pillars can
spread influence and awareness of culture
into the community through way finding,
community engagement, philanthropy, and
events.
9. local arts organizations should recruit
speci al i zed di r ect or s, ar t st udent s,
professional artists, and volunteers to work
with and expand the capacity of existing
missions.
Project Location
Citywide
Source: http://as220.org/~arleyrose/ladyfingers/ladiesinlove/
wp-content/uploads/2011/03/waterfire1.jpg
56
Support and Grow the Arts and Culture Sector through a Series of
Lighter, Quicker Cheaper Cultural Events
Cultural #2
Breadcrumbs
newsletter
Make it Happen City web site
public Space focus group Meetings and
interviews
General Description
One of the most effective methods for attracting
new residents, businesses, and employers
to a city is by developing, supporting, and
showcasi ng a hi ghl y capabl e and robust
arts and cultural sector. in truth, Springfield
has an enormously rich collection of cultural
assets, on par with other regional centers like
Hartford and Worcester. However, the impact
of these institutions beyond their front doors,
their ability to attract new audiences and to
encourage suburban patrons to venture into City
neighborhoods, and their ability to leverage each
others assets (facilities, mailing lists, volunteers
etc.) is limited.
part of the probl em i s the Ci ty s l i mi ted
recognition of the fact that arts and culture can
turn a city around. According the to national
endowment for the Arts ( neA) , Arts and
culture-related industries, collectively known as
creative industries, provide direct economic
benefits to states and communities by creating
jobs, attracting new investments, generating
tax revenues and stimulating tourism and
examples of such opportunities will be outlined
below.
Art for the Soul gallery
Artists
business leaders
Cambridge College
City Stage/Symphony Hall
consumer purchases. northampton is often
cited as an example of what can be achieved by
championing policy that values the arts as a vital
element of a community development strategy.
Currently, most local cultural organizations are
either small and struggling or well established
and worki ng hard to sustai n themsel ves.
proactive steps must be taken to foster more
cultural exposure to Springfields visitors and
residents. MassinC, a statewide research group,
has identified Springfield as a gateway City -
the cultural and economic hub of its region. in a
gateway Cities report, MassinC recognizes the
strong correlation between a citys creativity and
its economic dynamism.
City leaders need to recognize the economic
draw of a thriving local creative community. The
Chamber and other entities need to respect
and enhance the synergy among complimentary
commercial and business operations and cultural
organizations by recruiting and supporting local
businesses that serve art patrons and artists. The
Springfield CCC needs to be funded at level
that allows it to service existing cultural entities,
support new ones, and attract even more.
first and foremost, however, opportunities need
to be identified for City arts organizations to
showcase their offerings to wide audiences in
publicly accessible venues proximate to transit.
Source: http://parkingday.org/
57
developSpringfield
downtown Arts Organizations
dunbar Culture Center
greater Springfield Council of Churches
evaluation, inc.)
local gallerists
lQC Subcommittee
pioneer Valley
pan African Historical Museum
partners for Community, inc.
pulse Art Space
rebuild Springfield
Springfield Armor basketball Team
Springfield boys and girls Club, inc.
Springfield College
Springfield falcons Hockey Team
Springfield library
Springfield Symphony
Teatro V!da,
The Hill Art Center
The Springfield Museums
The X Main Street Corporation
The YMCA of greater Springfield
uMass Amherst
Western new england univeristy
WgbH educational foundation
YWCA of Western Massachusetts

Resource Needs
1. dedicated members of the arts and cultural
community and expanded volunteer efforts
2. federal grants: Americans for the Arts,
Communi ty devel opment bl ock grant,
national endowment for the Arts, etc.
3. lQC revolving fund: seed with corporate
sponsorship; use to collect revenue from
lQC events; and finance other lQC events
throughout the city
4. i denti f i cati on of exi sti ng sources f or
infrastructure resources (stages, lighting,
sound equipment, seating, tents, etc.)
5. Advertising and marketing of the events
through web media (revamped Springfield
business improvement district cultural
calendar)
6. On site volunteers to help out during events
1. Corporate Sponsors
2. in-kind labor and equipment donated by the
participating organizations
3. Ci ty Counci l members coul d serve as
cheerleaders for lQC events in their districts
4. Sales from concessions and admissions
(where applicablemost events are held
outdoors and are free to the public)
Lighter, Quicker, Cheaper
lighter, Quicker, Cheaper (lQC) describes a
local development strategy that has produced
some of the worlds most successful public
spaces a strategy that is low risk and low
cost, capitalizing on the creative energy of the
community to efficiently generate new uses and
revenue for places in transition. its a phrase
borrowed from eric reynolds at urban Space
Management.
lQC can take many forms, requiring varying
degrees of time, money, and effort, and the
spectrum of interventions should be seen as an
iterative means to build lasting change. Often
it starts start with Amenities and public Art
projects, followed by event and intervention
projects, which lead to light development
strategies for long-term change. by championing
use over desi gn and capi t al - i nt ensi ve
construction, lQC interventions strike a balance
between providing comfortable spaces for
people to enjoy while generating the revenue
necessary for maintenance and management.
Outcomes of lighter, Quicker Cheaper projects:
Transformation of underused spaces into
exciting laboratories that citizens can start
using immediately and provide evidence of
real change.
An action planning process that builds a
shared understanding of a place that goes
far beyond the short-term changes that are
made.
local partnershi ps that have greater
involvement by a community and results in
more authentic places.
encourage an iterative approach and an
opportunity to experiment, assess, and
evolve a communitys vision before launching
into major construction and a long-term
process.
58
employ a place-by-place strategy that,
over time, can transform an entire city. With
community buy-in, the lQC approach can
be implemented across multiple scales
to transform under-performi ng spaces
throughout an entire city.
eric reynolds coined the phrase lighter,
Quicker, Cheaper (lQC) over 40 years ago in
his work revitalizing urban spaces. A london
and new York based organization, urban Space
Managements projects show how multi-use
public destinations can emerge out of a series of
small-scale, inexpensive improvements that occur
incrementally and encourage entrepreneurial
activity and bring out the best of a communitys
creativity.
Gabriels Wharf (London)
gabriels Wharf is an urban Space Management
intervention. by partnering with a local set
design company to create colorful facades for
the concrete garages already present on the site,
this lQC face-lift created a thriving destination
for shopping, dining and gathering in a former
parking lot.
gabriels Wharf was just another parking lot
until uSM embarked on a development strategy
that centered on using existing buildings (in
this case, concrete garages), employing a set
design company to create colorful facades on
the garages and then working with local artisans
and craftsmen to transform them into studios
where they could display and sell their work.
Most of what you can buy at this market is made
by the person who sells it to you. for many years,
newcastle was just another rusting steel town.
After decades of disinvestment, the downtown
was riddled with vacancies. Storefronts stood
empty, there was no life on the street and people
had few reasons to go there. There were many
legal and financial structures that provided little
incentives for landlords to rent an empty retail
space, making it hard for local entrepreneurs to
get started.
Renew Newcastle (Newcastle, UK)
One newcastle resident, Marcus Westbury,
sought to change all of that. He began a non-
profit called renew newcastle, which is
responsible for catalyzing the transformation of
his citys downtown. Westbury would be the first
to tell you he has no formal planning experience.
A self-described troublemaker, producer, geek,
and writer, he learned by doing and what he did
was light, quick and cheap. He was a festival
director and a TV producer, and uses terms like
staging, and working behind the scenes
to describe how spaces behaved, and what it
would take to change that condition, in order to
make it easier for creative people, who he calls
initiativists, to take a risk in a project.
His interventions did not alter infrastructure.
instead, changing the buildings use, not its
design, came first. renew newcastle, the
non-profit Westbury started, worked behind
the scenes to create a new legal framework
that simplified and reduced risk. in many ways,
renew newcastle hacked the retail real estate
industry by alleviating the liability concerns
of l andl ords. Westburys organi zati on got
around what Westbury called badly designed
incentives with clever but legal contracts and
risk management processes. He got to know
the intricacies of the law in his city and found
creative ways to alter the incentive structure to
encourage people to invest their own time and
talents to re-invigorate their citys downtown. He
calls the organization a permanent structure for
temporary things.
To get renew newcastl e off the ground,
Westbury financed everything with his personal
credit card. by avoiding costly alterations to a
buildings structure, Westburys scheme was able
to cheaply and effectively incubate and kick start
many local artists and businesses.
Parking Day
pArK(ing) day is an annual, worldwide event that
invites citizens everywhere to transform metered
parking spots into temporary parks for the public
good.
Source: http://parkingday.org/
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Paris Plage
paris plage displays movable and temporary
amenities of outstanding quality and ingenious
design, ranging from floating pools to movable
hammocks. All of these amenities take 5 days
to install and 1 day to uninstall. paris plage is
intensely programmed around an annual theme,
which dictates diverse events ranging from large
concerts to small dance classes. Collectively
these programs draw over 4 million visitors to
the site annually. Shipping containers, shade
structures, and other flexible components are
used to create temporary shelters for commerce
and culture.
Cannery Row (San Francisco, CA)
San franciscos Cannery row combines flexible,
adaptive reuse with in-depth management
and programming to become a great public
destination. Temporary public art creates a
changing identity for a space that compels return
visits.
Bryant Park (New York, NY)
lastly, the redesign of bryant park, one of ppSs
first projects, has resulted in one of the most-
used urban parks in the world. it is the flexible
amenities that allow the space to evolve and
draw visitors again and again.
LQC Events and Interventions
Streets and sidewalks compose approximately
80% of a citys public space. Temporary street
closures enable communities to envision new
possibilities for these often overlooked assets.
reclaimed materials can be used in reclaimed
spaces: Shipping pallets create a potluck dinner
table under a raised freeway in brooklyn, n.Y.
Creative partnerships can make a big impact.
for instance, working with a local landscape
store, a temporary park can be created in the
middle of the street at no cost.
Priority
High
Action Steps
1. Cultural organizations participating in the
public Space focus groups continue to
meet to develop the program for a february
18th Winter fest in partnership with the
Springfield business improvement district.
identify sources for additional equipment to
support this and other events.
2. A smaller subcommittee of the arts and
cultural community focus group needs
to commit to meet on a monthly basis
to continue to develop lighter, Quicker
Cheaper art programs for the citys public
spaces.
3. The draft layout of activities and programs
developed in partnership with ppS needs
to be reviewed, revised, and shared with
potential funders and event producers.
4. The final program of events, activities,
performance and food vendors is developed
5. post evaluation of the event, revision of the
layout
6. introduction of a program of daily ongoing
events (wi-fi, vending trucks, exercise classes
etc.)
7. focus on activities for families (indoor and
outdoor)
8. Have events on the communi ty scal e:
neighborhood councils and community
groups can bring to the table their ideas
for how lQC events can take place in their
neighborhoods
9. The lQC subcommittee outlines a 6-month
or one-year schedule of meetings and events
to ensure ongoing success.
Project Location
public spaces across the City
0 1 2
Note: The locations demarcated on
this map are intended to express the
extent of LQC activities throughout
the city. Events will be chosen by
the community.
Miles
LQC ACTIVITIES IN THE
SPRINGFIELD COMMUNITY
Source: http://www.wayfaring.info
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Celebrate the old and new cultural diversity of Springfield
Cultural #3
Breadcrumbs
latino community
interview with Springfield Museums
business forum
Teatro Vida
General Description
The cultural traditions of the citys varied
ethnicities, including African American, latino/
Hispanic, Vietnamese, irish, greek, and italian,
combined with their rich cultural and innovative
history and connections to Springfield, can both
be leveraged to celebrate both the old and new
cultural diversity that Springfield has to offer.
better acknowledging the citys historic cultural
assets while celebrating Springfields newer
diversity can play a critical role in injecting
fused and widely experienced by residents and
visitors alike.
part of implementing this recommendation
might include a wider and more thorough public
art effort. for example, a City mural program,
which could possibly be funded by Cdbg
monies, could not only change perception of
the community, but could celebrate the many
cultures that make up the fabric of Springfield
whi l e publ i ci zi ng Spri ngfi el d s hi story of
innovation and entrepreneurship in others.
baystate Health
Creative Springfield
dream Studio, inc.
dunbar Culture Center
forest park Zoo
Hoop City Jazz festival
life into the cultural landscape of the region.
beginning with a strong foundation of cultural
events and services and incorporating awareness
through targeted outreach programs wi l l
allow Springfields cultural institutions and
organizations to reach deeper into the daily lives
of residents, young, old and from all walks of life.
by making a more conscious effort to publicize
existing events and celebrate the citys unique
history and creating new cultural offerings that
respond to Springfields new ethnic landscape,
residents of the city will become not only more
culturally active and aware, but better connected
to one another as understanding and engaged
neighbors. At its core, this recommendation
is focused not only on connecting cultural
stakeholders from different walks of life, but
helping them to realize that arts and culture
in Springfield is not a zero-sum game, that
Springfields history and new culture can be
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evaluation, inc.)
italian Cultural Center
JelupA productions, inc.
John boyle Oreilly Club
Spr i ngf i el d Counci l f or Cul t ur al and
Community Affairs
Springfield Cultural Coordinating Committee
Springfield Museums
diversity Council
Stone Soul festival
Vietnamese-American Civic Association
Wor l d Af f ai r s Counci l of Wes t er n
Massachusetts, inc.
YMCA of greater Springfield
YWCA of Western Massachusetts
Resource Needs
1. St r ong i mpl ement at i on l eader or
organization to develop new relationships
and lines of communications across ethnic
boundaries A percentage of the arts rOi
from new events could be used help fund
this work.
2. Creation of an effective outreach program
for cultural events and festivals.
3. Monitoring of coordinated efforts to increase
multicultural participation and education in
the arts.
4. enable use of public spaces.
5. free or low cost retail storefronts and space
in cooperation with property owners.
1. City Councilors
2. neighborhood Councils
3. existing and new cultural leaders
4. Schools and Colleges
5. business owners
6. Spr i ngf i el d Counci l f or Cul t ur al and
Community Affairs
Source: http://www.teatrovida.com/photo-gallery.html
62
Two Islands Festival (Holyoke, MA)
This was an event that used to be held in the past
by Holyoke dedicated to bringing together irish
and puerto rican food, music, dance, and crafts.
Multi-Cultural Tourism (Worcester, MA)
nearby Worcester plays host to a number of
varied arts and cultural events, including first
night Worcester, Worcester County St. patricks
day parade, a latino film festival, an irish Music
festival, the African American and Juneteenth
festival, the latin American festival, the Asian
festival, an Albanian festival, a greek festival,
and a gay pride festival.
El Museo del Barrio (New York, NY)
el Museos annual Cultural Celebrations are
colorful expressions of their commitment to
celebrating latino culture. Throughout the year,
these unique events offer fun and meaningful
latino cultural experiences for people of all ages.
Jacobs Center for Neighborhood Innovation
(San Diego, CA)
every month, beginning in April and running
through September, a di fferent cul ture i s
celebrated in The Village with traditions, music,
food, and art. in October, all the cultures come
together in a culminating extravaganza called
The Arts & Culture fest. This exciting event
includes cross-cultural education and sharing,
cultural workshops, fine art displays and art
workshops, entertainment, and an international
Market alongside a childrens activity zone and
community resource booths. Activities are spread
from the Market Creek plaza Amphitheater to
festival park with its eight authentic cultural
houses and across Chollas Creek to the indoor
and outdoor venues of the new Joe & Vi Jacobs
Center. Visit www.ArtsandCulturefest.com to
learn more.
LEAF (Asheville, NC)
The programs objective is to build community
and enrich lives through the Arts with festivals,
community events, and arts education programs.
Priority
Moderate
Action Steps
1. Highlight and promote existing cultural
programs, f esti val s, and/or events i n
Springfield through multiple channels,
i ncl udi ng newer di gi tal channel s l i ke
facebook and the web, and make special
efforts to advertise through all Springfield
publications, such as the Advocate, business
West, and the many other Spri ngfi el d
publications.
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2. Connect and coordinate cultural groups.
3. establish/recognize bilingual services for
promotion and marketing of lQC events.
4. Make a speci al effort to i nvol ve and
encourage the support and involvement of
diverse Springfield residents and stakeholder
to creatively brainstorm new cultural events
and promotions that respond to the myriad
cultures and ethnicities of the city.
5. find funders and other partners to help
spread effectiveness of lighter, Quicker
Cheaper events.
6. Think creatively, beyond festivals, via unique
business / educational lQC partnerships.
Project Location
Citywide
64
65
Description
This category encompasses the
Spri ngfi el ds soci al resources,
wh e r e s oc i a l s pa c e s a n d
programs developed largely by
governmental and not-for-profit
entities support the variety of the
health and human assets needed
to maintain a healthy community
infrastructure. included in this
domain are programs involving
a wide range of social services,
housing, justice, and healthcare.
Recommendations
1. improve the reality and perception of public Safety in Springfield
2. Attract a vibrant and youthful population to be stewards of
Springfield
3. improve landowner, landlord oversight
4. provide health and wellness services on a community scale
5. provide equal access to a variety of housing options
Social Domain
66
Improve the reality and perception of public safety in Springfield
Breadcrumbs
interview with Armory Quadrangle Civic
Association
interview with Convention and Visitors
bureau
interview with American international College
General Description
There is a direct and intrinsic link between the
health of the Citys cultural, economic and social
development and public safety. This relationship
is often adversely influenced not only by the
reality of crime, but by the perception of crime.
Since 1990, the Springfield police department
has relied on the tenets of Community policing
as an effective public safety model. Community
pol i ci ng i s a phi l osophy t hat pr omot es
organizational strategies. Community policing
encourages the systematic use of partnerships
and problem-solving techniques to proactively
address the immediate conditions that give
rise to public safety issues such as crime, social
disorder, and fear of crime.
Over the past decade, national studies in law
enforcement engagement techniques have
Moder n- day Communi t y pol i ci ng must
coordinate and synchronize strategies with the
expertise and the resources of other community
and government agencies to be effective and
resolve neighborhood problems. fundamental
causes and conditions that create community
problems are many and complex; therefore,
sustainable results are only achieved through
effective communication, collaboration at all
levels and a unwavering resolve to effect change.
C policing is focused on denying, disrupting,
and degrading the operational capabilities
of gangs and cri mi nal acti vi ty associ ated
to or linked with gangs and violent crime.
undermining the capability of gangs to operate
freely and openly within the community is a large
part of the strategy. The goal of C policing is
to provide effective governance through local
government agencies to the community and a
safe and secure environment through the rule of
law.
As a result of the initiatives initial success,
t he Spr i ngf i el d pol i ce depar t ment and
Massachusetts State police will replicate this
proven strategy in neighborhoods across the City
that demonstrate the most need and are most
affected by the presence of violent crime and
disorder.
evolved beyond the original tenets of community
policing to respond to new law enforcement
chal l enges , ever evol vi ng communi t y
expectations, and declining resources.
The Springfield police department has met this
challenge as evidenced by the development
and implementation of the brightwood C
community policing model. C stands for
Counter Criminal Continuum (C) policing, also
referred to as the (COin) policing model. C is
a collaborative effort between the Springfield
police department, and the Massachusetts State
police to use the weight and resources of the
entire criminal justice system to address elevated
incidents of crime and disorder. A significant
component of this strategy includes community
organization, partnership and ownership in
problem identification, program plan strategy
and measurement of success.
law enforcement officials involved in C indicate
that whi l e there are both si mi l ari ti es and
differences between the community-oriented
policing, C policing is designed to complement
the methodologies of community-oriented
and intelligence-led policing (ilp). C is most
effective in addressing gang and criminal activity
in specific geographical areas of high crime
activity. The C strategy is viewed as the sweet
spot where community policing, intelligence-led
policing, and COin intersect.
Social #1
67
On-going Effort
The Spr i ngf i el d pol i ce depar t ment has
organized and administered beat Management
neighborhood Meetings since the inception of
Community policing. As resources in support
of Communi ty pol i ci ng dwi ndl ed, Sector
Community policing offices were closed across
the city. Officers assigned to those offices
were reintroduced into the uniform ranks as the
number of funded officer positions decreased
from one fiscal year to the next. eventually,
Community policing as originally instituted
as a specialty response gradually became a
department-wide philosophy.
The Springfield police department has retained
one of the principle tenants of Community
policing, beat Management neighborhood
meetings, despite a sharp decline in funding.
Sector beat Management Team meetings will
continue in every city neighborhood throughout
the City. Through this important partnership, the
Springfield police department maintains a critical
link to committed, savvy neighborhood groups,
who constructively communicate their needs and
concerns to the police. The need to build upon
these long-standing relationships is critical. The
C-3 policing strategy supports this need.
As demonstrated l ocal l y and across the
country, by linking modern policing practices
to economic, social and cultural development,
communities have been able to take a holistic
approach to nei ghborhood revi tal i zati on,
building homes and neighborhood hubs where
problematic properties had once been. Success
can only be achieved if police/community
relations include co-ownership of the issues and
a meaningful collaboration to address crime and
disorder.
City Council
Community Safety initiative
department of Health and Human Services
developSpringfield
Hampden County district Attorney
Hampden County Sheriff
Homeowners
Massachusetts executive Office of public
Safety and Security
Mayor
Media Organizations
Springfield police Commissioner
Springfield police department
S p r i n g f i e l d Y o u t h Co mmi s s i o n
(reestablished)
u.S. Attorneys Office
uS department of Justice
Resource Needs
1. A Safe Community Consortium, comprised
of law enforcement, community leaders,
property owners, developers and other
identified stakeholders. This should also
include the creation of a steering committee
with independent representatives.
2. i ncr eased resour ces f or cr i me dat a
collection, analysis, and distribution.
data Mapping
Community-based data distribution
3. resources for enhanced, directed police
distribution.
4. greater interaction between police and
neighborhoods on broader quality of life
issues.
5. increased resources and training for police
Community relations.
1. uni ted States department of Justi ce
Community Oriented policing Strategies
(COpS)
2. national network for Safe Communities
(nnSC)
Over-the-Rhi ne Chamber of Commerce:
Community Safety Sector Meetings
1. Over-the-rhine Chamber of Commerce:
Community Safety Sector Meetings
Over-the-rhine is divided into Safety
Sectors that have been organized to
reach out and engage residents and
business in the safety and cleanliness of
their neighborhood. With monthly sector
68
meetings that are convened by the OTr
Chamber and attended by Cincinnati
police, residents and businesses, all
members of the community can stay
informed and involved.
2. Several diversified initiatives of the Over-
the-rhine Chamber Clean and Safe program
encourage a Safe and Clean community:
OTr Community Safe and Clean Sector
Meetings (Outreach):
Washington park/Art Academy,
brewery district & findlay
Market, Main, Mulberry &
McMicken, pendleton Sectors
Safe and Clean grants in coordination
with Keep Cincinnati beautiful, Anderson
foundation, private grants and more.
Safe and Clean Marketing initiatives
Weed and Seed initiatives
no Trespass Sign program
Hot Spots program
drug and gun elimination program
3. Over-the-rhine Community Safety Sector
Meetings (Outreach)
Monthly Safety Sector Meetings for each
safety sector (four)
Mini Seminars such as Court Watch
program, litter prevention, Terrorist
Awareness, blight index, Community
police partnering, and projects within
Sectors
An active partnership with the Cincinnati
police department (law enforcement)
partnership with business, residents,
property owners
par t ner shi p wi t h Keep Ci nci nnat i
beautiful/City Services
A channel of communications among
stakeholders
builds trust between community and law
enforcement
Community working together
Community Court Watch
Civic involvement
City of Cincinnati Clean and Safe grant
implementation
Supports great American Clean up
Support Community problem-Oriented
policing (CpOp)
Support Citizens on patrol (COp)
enhances and coordinates clean-up
efforts
raise the level of citizen and community
involvement in crime prevention
increase level of citizen and community
involvement in intervention activities
enhance the level of community security.
Operation Ceasefire (Boston, MA; 1995)
Operation Ceasefire was aimed at preventing
and cont r ol l i ng ser i ous yout h vi ol ence
by i mpl ement i ng a f ocused- det er r ence
strategy. The Ceasefire Working group was a
collaborative effort between the boston police
department (bpd), federal and state prosecutors,
academic research partners, social service
providers, street outreach workers attached to
the boston Community Centers program, and
members of the Ten point Coalition, a group of
activist black clergy.
The program was centered on a direct outreach
with gangs; telling members that violence
would no longer be tolerated and backing that
message with every available legal hindrance
to gang members in response to shootings. To
reinforce the message, Youth Violence Strike
force (YVSf) officers, probation officers, and
street outreach workers told gang members
directly why they had attracted law enforcement
attention and what it would take to make it stop.
in the Operations first trial, their actions reduced
the target neighborhoods street drug trade by
close to 80 percent. probationers were closely
monitored day and night, and, as a new tactic,
probation officers visited the gang-members
parents. Meanwhile, YVSf and probation officers
persistently communicated to gang members
that it was their violence that had drawn the
attention. Within a few months, territory was
quiet.
When a gang appeared to be on the brink
of t r oubl e or vi ol ence occur r ed, YVSf
and probati on of f i cers vi si ted key gang
representatives and warned them that law
enforcement focus was firmly on them. in every
instance, the trouble stopped.
Wi th more troubl esome gangs, the bpd
arrested key members on any charge they could
conjure, and this crackdown would followed
up with various direct and indirect forms of
communication to ensure that other street
groups understood exactly what had happened.
Once a particular gang feud was calmed, gang
members were told that enforcement would be
reduced but would return if violence resurged.
eventually, Operation Ceasefire was being
implemented throughout boston.
A u.S. department of Justice study of the
program found that youth violence in boston
fell by two-thirds citywide in the 2 years after
the strategy was first implemented. Crime data
indicate that boston maintained this low level
for 5 years until the strategy was dismantled with
the appointment of a new police chief. Crime
69
rates climbed once again and the program was
reinstituted.
Olneyville (Providence, RI; 2000s)
Olneyville was suffering from the issues that have
plagued many northeastern cities. in the mid-
19th Century, Olneyville was a manufacturing
powerhouse: the Woonasquatucket ri ver
was lined with factories, and neighboring
providence was home to some of the countrys
richest entrepreneurs. Since World War ii ,
the manufacturing industry in the city steadily
declined, and the Olneyville was struck with
divestment, unemployment, and blight. Modern,
inner-city problems surfaced in the mid-1980s.
Olneyvilles housing stock was overcrowded;
there was a language barrier brought on by
demographic changes; there was concentrated
violent crime and illicit activity. More specifically,
three properties stood out as being detrimental
to the neighborhood as epicenters of drug use,
prostitution, and violence.
Through the rhode island local initiatives
Support Corporations coordination, community
groups, housing corporations, and the police
department were able to attack these issues
collaboratively.
The providence police department and the
Olneyville Housing Corporation (OHC) worked
together to pinpoint the areas where urban
revitalization would have the greatest benefit
to public safety. in this case, the OHC acquired
the three menace properties, as well as other
vacant land in troubled areas and replaced
these detracting parcels with quality, affordable
housing. Simultaneously, the institute for Study
& practice for nonviolence teamed up with
the ppd to create a Streetworkers program.
These Streetworkers, who included former
gang members, engaged youth, mediated gang
disputes, taught nonviolence, and reconnected
youth to their families and schools.
This program resulted in 51 new homes and a
70% reduction in crime in the target area.
Priority
urgent
Action Steps
1. The Springfield police department (Spd)
will participate in the creation of a Safe
neighborhood Consortium (SnC), which
wi l l have contri buti ng members from
neighborhood councils, community groups,
business and property owners, residents, and
developers. All members will be volunteers.
2. The SnC will reach out to law enforcement
officials in boston and providence to discuss
the successful strategies in their cities.
3. The Spd wi l l eval uate the vi abi l i ty of
instituting similar programs in Springfield
with cooperation from local community
groups and developers.
4. The SnC will work to obtain grant funding for
data collection and analysis.
5. Appr oved dat a wi l l be di st r i but ed
with a media and marketing campaign
demonstrating the citys safety.
6. The SnC will help coordinate ongoing
strategies of the beat and Sector meetings
and neighborhood Watch. The SnC will host
outreach events in community to educate
concerned citizens as to the existence
and worthiness of the beat Management
neighborhood Meetings. Historically, beat
Management neighborhood meetings have
been the venue for residents to personally
voice their concerns to law enforcement,
meet the policemen and officials in charge
of their neighborhood, and petition for
new strategies and targeted development
projects to curb concentrated criminal
activity. SnC will assist in evaluating the
effectiveness of the beat Management
neighborhood Meetings to foster effective,
effi ci ent and meani ngful col l aborati on
between the police department and the
community.
7. The SnC wi l l wor k wi t h communi t y
stakeholders to expand evidence based
programming rooted in the philosophy of
community-policing. SnC will coordinate
community support for those neighborhoods
selected for the C3 policing initiative.
These efforts must have robust links and
communication with the Spd, which will offer
assistance in training and strategy.
8. The SnC will collaborate with non-profits
and service providers who specialize in drug
addiction to develop a coordinated effort to
combat drug use. Coordination will include
participation from the Springfield police
department in the development of strategy
that concentrates on reducing demand for
drugs as well as reducing supply.
par t i ci pat i on by t he Spr i ngf i el d pol i ce
department is contingent upon the ability to
meet core service delivery needs. This includes,
but is not limited to, increased call volume, surge
events, and availability of financial resources and
staffing.

Project Location
Citywide
70
Attract a vibrant and youthful population to be stewards of
Springfield
Breadcrumbs:
Citywide Meeting rounds 1 & 2
YpS (Young professionals Society of greater
Springfield)
business forum
General Description
Springfield needs to work at drawing in new and
retaining current young residents and families.
These younger professionals infuse the city with
vitality and energy. They also possess a sense
of ownership in Springfields future and work to
make it a better place to live; they are the Citys
future homeowners and community leaders. each
young and enthusiastic homeowner who chooses
to move to or stay in Springfield is making an
investment in the city.
Whi l e contri buti ng a revi tal i zi ng energy
to the city, youthful citizens can also add
economic dynamism. As champions of the
Knowledge economy, young people are
using their creativity in social entrepreneurship,
e-commerce, and collaborative partnerships.
increasing this populationand bringing into the
fold existing younger residentsin Springfield
would increase the number of new businesses,
cultivate innovation, provide existing businesses
with talented workers, and attract interest from
encour agi ng young peopl e t o move t o
Spri ngfi el d i s a matter of enhanci ng and
publicizing characteristics that the city already
has: affordability, historic and attractive building
stock ( especi al l y i n the downtown area) ,
walkability, abundant cultural amenities, and
other magnets for younger residents.
investors who want to tap into the citys energy.
The City must also provide reciprocal economic
opportunities, encouraging younger residents
to move to Springfield or to stay in town after
graduating college.
Social #2
71
Cities across the country have tried to harness
the power and vitality of young people through
marketing and branding efforts funneled through
social media networks. These efforts are often
tied to incentives that make moving to or staying
in the city financially beneficial. With similar
programs, Springfield could be more successful
at attracting and retaining a vibrant young
community that would act as stewards of the city.
Art galleries
Community Music School of Springfield
developSpringfield
drama Studio
ethnic restaurants
JelupA productions
Marketing partnership
Mass Mentoring partnership
pioneer Valley, inc.
partners for a Healthier Community, inc.
partners for Community, inc.
performance project, inc.,
public forums
roland T. Hancock Center for Cultural
enrichment
Springfield Colleges group
Springfield performing Arts development
Corp.
Springfield Symphony Orchestra
Springfield Young professional Society
S p r i n g f i e l d Y o u t h Co mmi s s i o n
(reestablished)
Stone Soul, inc.
united Way of pioneer Valley
Visitor and Convention bureau
Young leaders
Resource Needs
1. expand awareness and networking onto
Springfields college campuses
2. A dynamic and eye-catching branding effort
for the city that will appeal to creative,
younger audiences.
3. Yout h par t ner s hi ps wi t h Cul t ur al
organizations (hold fundraisers and group
meetings on college campuses, etc.)
4. A pipeline between colleges and local
business; give recent graduates a reason to
stay in town
5. Spri ngf i el d Youth Commi ssi on needs
to be reestablished to act as a conduit
between City government and the younger
populations of Springfield
6. Housing incentives for young professionals
7. improved transportation network
72
1. Historic Tax Credit: housing built from
rehabi l i tated hi stori c bui l di ngs i s very
attractive to creative you professionals.
2. Housing incentives for Young professionals
3. neA grants
4. Hud/epA/doT grants: to build Sustainable
Communities, which have characteristics that
are attractive to younger people
5. private foundation grants
PlayhouseSquare (Cleveland, OH)
nine young men and women with a desire
to support playhouseSquare and its historic
theaters formed one of the longest-standing
young professionals organizations in northeast
Ohio, playhouseSquare partners in 1991. The
only young professionals group of its kind in
the performing arts industry, partners members
experience theater events and more social and
fundraising events, networking opportunities and
leadership development. each year, the partners
host one of Clevelands biggest and best parties,
the Jump back ball. in addition, partners make it
possible for school children to take field trips to
playhouseSquare by raising transportation dollars
for the bus Subsidy fund.
The Young Professi onal s Associ ati on of
Louisville (Louisville, KY)
The Young professionals Association of louisville
(YpAl) has continued to connect, develop,
and engage louisvilles growing population of
young professionals. from networking events
to happy hours to meet and greet sessions with
major louisville decision-makers, YpAl is an
ideal place for young professionals to develop
themselves professionally, socially, and civically.
With committees in Community Outreach,
professional development, Communications,
Technology, recruitment, public issues, diversity,
entertainment, and more, there are countless
ways to use your strengths and interests to
help YpAl achieve its mission and to help
make louisville a better place for the leaders of
tomorrow.
AS220 (Providence, RI)
Art Space 220 (AS220) is the organization
emblematic of providences push to become
Creati ve Capi tal of the northeast. The
organization, which is both grant-funded and
generates its own revenue, provides local
artists with studios, gallery space, performance
venues, and holds several community outreach
events that are intended to retain the creative
members of the city and center their activities
on the citys downtown. With significant support
from the city, AS220 has been able to enrich a
thriving art scene and provide a focal point for
art-related activities in providence. The citys
Creative Capital initiative has been led by a
robust marketing campaign as well as a series
of zoning amendments that have enabled artists
to move into the downtown as well as adjoining
neighborhoods. AS220 serves as a physical
manifestation of this effort.
http://as220.org/front/
Priority
High
Action Steps
1. The Social domain working group will
establish a set of short- and mid-term
goal s for the i mpl ementati on for thi s
recommendation.
2. leaders of the implementation of thi s
73
recommendation should look to the example
of providence, ri to see which policies have
been especially effective in attracting and
maintaining a young and vibrant population.
3. Springfield should allow for mixed-use and
live-work zoning to diversify housing portfolio
publicize the current MA State Historic
rehabilitation Tax Credit in the city,
which provides 20% of the historic
rehabilitation cost.
http://www.sec.state.ma.us/mhc/mhctax/
taxidx.htm
This incentive will encourage developers
to take the beautiful historic building
stock of Springfield and revitalize it
into lofts, live-work spaces, and other
devel opments that attract young,
creative-minded people.
The Commonwealth of Massachusetts
offers several first-Time Homebuyer
Assistance programs that help with
down payments, i nterest, and l oan
procurement.
http://www.massbuyeragents.com/buyer_
broker/1st_ti me_massachusetts_home_
buyers.htm
4. Hold a competition with local designers to
develop a branding effort for the city
Create a new logo
redesign the citys website
5. revive the Springfield Youth Commission
and expand its focus to act as an outreach
system for fielding the needs of the youth in
Springfield and lobby for those needs within
the City government.
Project Location
Citywide
74
Improve land owner and landlord oversight
General Description
Spri ngfi el ds core nei ghborhoods i ncl ude
an aged housing stock, and a great deal of
this stock is subject to deferred maintenance
and is used for rental housing. The decline
in real estate values in the past few years has
exacerbated problems with these properties
as the costs of rehabilitation exceed property
val ues. Si mi l ar l y, r ent s ar e unl i kel y t o
cover ongoing property management and
maintenance costs. A combination of incentives
(including funding) and enforcement are needed
to spur improved conditions in these properties.
in addition, tenants need to be aware of the fact
that there are safeguards in place to make sure
that their residence is up to basic standards
of habitability. The City must think creatively
and collaboratively about interpreting and
distributing the established tenants rights in
laymans terms and in other languages, such as
Spanish and Vietnamese. in addition, a shorter
document more tailored to Springfield might be
more helpful.
in conjunction with educational outreach, a
comprehensive structure must be established
to maintain accountability among landlords
and landowners. landlords might be required
to register with a database that is held by the
City, and landlords who are not in compliance
with standards will face repercussions. The City
to their properties for the benefit of renters
and neighborhoods, but lack the necessary
resources to make improvements. As part of this
recommendation, the City should identify and
seek out available financing and other creative
resources, perhaps by starting with conversations
with the Commonwealth of Massachusetts.
HAp Housing
City of Springfield building Commissioner
Community groups
Hampden County Housing Court
Major multi-family housing owners
Massachusetts department of Housing and
Community development
Massachusetts real estate and Apartment
Owners Association
Office of procurement
rental Housing Association of greater
Springfield
Springfield neighborhood Housing Services,
inc.
Springfield Office of Housing
Resource Needs
1. More resources to enforce the bl i ght
ordi nance, sani tary code, and zoni ng
ordinance either through new income or the
reassessment of City allocations.
Council has attempted several times to enact
a program of this type in the past, to no avail.
There were not sufficient resources to make
it possible. A partnership between the City
government and local volunteers could help
mitigate the expenses of such a program.
Many of the current problems in the city, such as
blight, abandoned housing, overgrowth, debris,
illegal junkyards or illegal use of properties, are
amply covered by city ordinances or state-wide
codes. However, after inspection, shortfalls in city
resources can cause case backlogs. This backlog
has not been caused by the tornado, but it was
certainly made worse by the tornado and the
resulting need to bring hundreds of new cases
and the need to spread resources even thinner
to interface with the State, feMA, an other
agencies.
not only can property neglect be detrimental
to the lives of tenants, but it also can severely
impact the value of surrounding homes and
property and the perception of residents and
visitors and even become a drain on public
resources. led by or in conjunction with the
community, property oversight efforts can
empower residents to improve the value of their
own home and neighborhood.
from the other perspective, some landlords may
be very willing to make upgrades and changes
Social #3
75
2. Transl ati on and di ssemi nati on of the
Attorney generals guide to landlord/
Tenant rights in a format that is clearer and
understandable. This task can be taken on
through the collaboration of HAp Housing,
local law students, local graphic design
students, and a Hispanic/latino community
group, as well as any other community group
who wishes to translate this work into their
native tongue.
3. A mandatory landlord registration program
that requi res al l l andl ords to provi de
emergency contact, property manager
i nformati on, i nsurance, and any other
information necessary to enforce tenants
rights.
4. A neighborhood-scale property-owner-
reporting program that requires complaints
to be filtered at the neighborhood level.
This step will concentrate City enforcement
ef f or t s on pr obl ems of t he hi ghest
neighborhood priority.
5. landlords need to have access to a grant
program that will assist in the rehabilitation
of their properties. At the moment it is
financially infeasible and often impossible
f or l andl ords to make the necessary
improvements to bring their properties up to
code.
1. Hud grants
2. local law and design schools
3. Multi-cultural neighborhood groups
4. The City currently has a blight ordinance,
sanitary code, and zoning ordinance, as well
as a new foreclosure ordinance, which is
being challenged in court.

Landlord Registry (Troy, NY)
Troy City Council of new York passed the
landlord registry law that requires absentee
landlords - anyone that does not live in the
bui l di ng they own - to submi t a l andl ord
registration form. This form contains all data
pertinent to both the owner and the property,
including the owners full contact information.
The landlord registry is the first phase of a multi-
phase project to combat negligent absentee
landlords and neighborhood blight.
Source: http://troyny.gov/landlordregistration.html
76
Code Enforcement Program (County of Santa
Barbara, CA)
The County of Santa barbara, CA has a
reactive, complaint-driven program that
empowers the citizens of the city to report
code violations. residents are responsible for
providing their name and address along with a
complaint. Should a violation be an immanent
threat to health or habitat, immediate action is
taken, otherwise, a code enforcement officer
investigates the complaint and then decides
the course of action. This program increases
responsiveness to neighborhood needs and
improves efficiency in City resource allocation.
http://www.sbcountyplanning.org/enforcement/
index.cfm
Tenants Rights Flash Cards (New York)
new Orleans-based design firm Civic Center
[civiccenter.cc] worked in collaboration with the
new York-based non-profit organization Tenants
& neighbors to develop a series of Tenants
rights flash Cards for the State of new York.
These flash cards provide tenants with an
understandable series of graphics and language
that make the States bill of Tenants rights
more accessible. unfortunately, these flash cards
are only available for purchase online for $10. A
similar program in Springfield should consider
making this information free.
Priority
High
Action Steps
1. Communicate with landlords and building
owners to better understand their needs
and challenges for property improvement.
research and solicit grants for property
improvement.
2. The City Council will draft legislation that
establishes mandatory landlord registration.
landlords will be required to submit and
keep up to date all information needed
to enforce tenants rights
The ordinance will include regulations
and penalties for absentee landlords.
3. Simultaneously, neighborhood groups will be
enlisted with the task of reporting landowner
negligence. This process will be facilitated
by HAp inc., which will appoint volunteer
neighborhood Captains.
neighborhood participants will form a
volunteer property Owner Compliance
board, l ed by the nei ghborhood
Captain, to field complaints from their
area and communicate priorities to the
Springfield Office of Housing.
4. HAp Housing will collaborate with local law
students, local graphic design students,
and a Hispanic/latino community group to
develop a means of conveying tenants rights
simply in english as well as in Spanish.
The result of this project will then be
distributed through community centers
throughout the city.
Project Location
Citywide
Source: http://candychang.com/tenants-rights-flash-cards/
77
78
Increase Access to Health and Wellness Services
breadcrumbs:
Hdr report
Mindmixer
interview: baystate Health
interview: food bank of Western Mass
interview: education group
i ntervi ew: Mass Career devel opment
institute
General Description
Health and Wellness:
Springfield is in a very fortunate situation
when it comes to healthcare. Massachusetts
provides universal healthcare to all residents,
and Springfield is home to baystate Health, the
regions largest healthcare provider, employing
10,000 people in the area, as well as other
quality healthcare providers including Mercy
Medical Center and Caring Health Center. These
organizations are committed to offering all
citizens of the city opportunities to receive access
to medical treatment. from the perspective of
the medical community, Springfield does not
suffer from the lack of access to healthcare;
the health care community is making strides in
providing every citizen access to treatment for
medical ailments.
Springfield needs to strive to be well. unlike
the medical connotation of the word health,
Springfield-based non-profit that is focused
on uniting stakeholders from various health
organizations to build a measurably healthier
Springfield. The organization has already
carried out two successful initiatives, one to
improve oral health and another, Live Well
Springfield Eat Smart. Stay Fit aims to increase
awareness about the benefits of healthy eating
and exercise. pHCs mission and coalition-based
approaches can provide the backbone support
for most of the health and wellness needs in
Springfield. expanding the capacity and reach
of this organization would have considerable
benefits for the city.
To activate the pHC mission on a citywide,
community-based scale, multi-faceted actions
and a broad repertoire of methods are needed
wellness is not simply the absence of disease.
it is the presence of all types of wellbeing. The
wellness of Springfields residents is rooted in
social, economic, and cultural determinants
of heal th. There i s not a comprehensi ve
public health and wellness strategy to address
root causes, one that ensure all communities
participate in and benefit from decisions that
affect their families, their neighborhoods,
and their city. The City must take matters
into its own hands and focus on a positive,
proactive approach to creating healthy, vibrant,
neighborhoods and communities of opportunity.
i t i s through creati ng opportuni ti es f or
developing health (versus correcting health
disparities) that the City can effectively address
the social determinates of health and build
capacity for significant community prevention
and community wellness services general
medicine, nutrition, and sexual education .
in this regard, the City must turn its focus to
developing community based programs and
collective actions devised at a grassroots level
and directed by local stakeholders to improve
access to healthcare, increase health education
and increase wellness services. fortunately, the
City can support already existing efforts to solve
these issues, as there is a local organization
that has taken on this mission - partners for a
Healthier Community (pHC).
partners for a Heal thi er Communi ty i s a
Social #4
Source: http://tulane.edu/som/tuchc/
79
to generate practical solutions to major public
health challenges. Consequently, multiple
networked and i nterconnected li ve Wel l
Springfield (lWS) community wellness spaces
located in or around community centers are
needed.
Community wellness spaces are resident-led
and residentdesigned actions, which occur at
neighborhood level and in existing community
centers and gathering places (faith-based and
civic associations). A deliberate or intentional
network of 20-to-30 lWS community wellness
spaces, at least one per neighborhood, would
connect residents and other stakeholders to a
host of health and wellness options across the
city so that residents would have multiple choices
(fitness, nutrition, food access, health access
disease self-management, an so on), making it
easy to access resources for keeping people well
rather than fixing problems once they get sick.
This program could also catalyze and support
various other public health initiatives that are
being carried out in the city at present.
pHC would work through the lWS network to
engage residents and other stakeholders at a
local or neighborhood or school or faith-based
site to provide health-related data and help
them conduct needs assessments and map
assets, to offer a more complete picture as to
what approaches could be taken to improve
citywide health and wellness. Consequently,
lWS communi t y wel l ness spaces and
programs they offer are devised at a grassroots
level and directed by local stakeholders. When
taken together, the whole network has the
capacity to provide health messages, health
choices, and work together to deliver health
and wellness actions at a community-wide scale
and need less hard-infrastructure and capital
investment than traditional brick and mortar
programs. The City, local foundations, and
philanthropic investments would cover the cost
for the backbone support for developing and
supporting a network of 20 30 separate lWS
community wellness spaces. federal, State,
and foundation grants would provide sufficient
funds for direct services and help to make an
impact at this scale.
Food Access:
A large component of public heath is the
provision of healthy food to all residents. This
is an important obstacle in attracting young
residents to Springfield. This issue has particular
significance to inner city low-income people
and communities of color, where residents feel
as if nutritious food is impossible to find. These
perceptions are valid: rates of food insecurity and
hunger in Springfield are well above the national
average. ni neteen-percent of Spri ngfi el d
households are food insecure, and nine-
percent of households experience moderate
to severe hunger. The inequity of food access
throughout the city is zip code/neighborhood
specific in its disparities: some neighborhoods
have a cornucopia of healthy eating options
while other areas are desolate except for some
fast-food providers.
This trend is taking a toll on the youngest
members of the communi ty: the rates of
childhood obesity and Type-2 diabetes are some
of the worst in the country. nearly sixty-percent
of Springfields K-12 population is overweight
or obese, and the citys diabetes mortality rate
is nearly fifty-percent higher than the MA state
average.
The Mason Square food Justice group has
worked tirelessly to get a grocery store in its
neighborhood, and the groups model for
bringing healthy food to its residents seems
sustainable.
Measures in education, activity, and access
must be taken to improve these troubling
statistics. This effort must be carried out on a
citywide scale to help the children of Springfield.
individual-level and behavior change efforts are
not enough: there is junk food masquerading
as lunch; a lack of physical activity in school
and in the community due to safety concerns;
and a lack of youth development funding
for after-school time, weekend, and summer
programs. Kids are left to sit in front of the TV
or computer. Massachusetts just mandated that
schools remove caffeinated drinks and sweets
from schools. This is a positive step in the
right direction. Children who know how to eat
healthfully and have the ability to do so will be
able to make an impact on the culture of food in
the city as a whole.
80
partners for a Healthier Community (pHC)
baystate Health
Caring Health Center
Community Centers
Community groups
food bank of Western Massachusetts
growing power
Mason Square food Justice group
Mason Square Health Task force
Massachusetts department of public Health
Mercy Medical Center
Mercy Medical Center
north east Organic farming Association
public Health Council, Springfield public
Schools
Spri ngfi el d department of Heal th and
Human Services
Springfield food policy Council
Springfield Health disparities project
Tufts university
uS department of Heal th and Human
Services
Resource Needs
1. The City and its residents need to recognize
that making Springfield healthier starts at
wellness rather than treatment and support
this mission.
2. Space to operate pHC community wellness
centers
3. grant funding
4. More doctors who practice general medicine
to provide primary preventative care to
residents. This approach will keep residents
of Springfield healthier and keep them from
spending money on medical care that could
have been avoided.
5. Cooperation with Tufts Medical School to
staff community centers and incorporate
medical teaching in the community wellness
centers. This will provide community health
centers with much-needed staff as well as
a crop of eager young doctors who want to
help the community.
6. Community action behind the call for more
grocery stores, as demonstrated by the effort
carried out by the Mason Square Health Task
force.
81
1. grants
2. Mason Square Health Task force
3. partners for a Healthier Community
4. baystate Health:
Scholarships
Tufts Medical School (West Campus)
bay s t at e- Spr i ngf i el d educ at i on
partnership (bSep)
Career exploration programs: High
School and baystate lunch buddies in
elementary school
5. Jamie Olivers food revolution foundation:
offers free support to school systems that
wish to reform their food service. This
organization provides a series of toolkits
that create step-by-step directions for
changing school food programs and extend
healthy eating beyond the schoolhouse.
http://www.jamieoliver.com/us/foundation/
jamies-food-revolution/school-food
6. Springfield has a group called gardening
the Community, which is a youth-led food
j usti ce organi zati on engaged i n urban
agriculture, sustainable living, and organizing
for healthy and equitable communities.
http://gardeningthecommunity.blogspot.
com/
7. The Center for ecoliteracy provides a vast
array of resources in both policy and action
initiatives to improve schools lunches
http://www.ecol i teracy.org/downl oads/
rethinking-school-lunch-guide
Tul ane Communi ty Heal th Centers (New
Orleans, LA)
Serve populations within new Orleans that
have limited access to primary care. The centers
accept Medicaid, Medicare and most private
insurance, but also accept all patients regardless
of insurance status, and care can be had with a
nominal fee, which is based on patient income
level and household size.
The catastrophic flooding associated with
Hurricane Katrina had decimated the healthcare
infrastructure of the new Orleans area. from
this devastation, a new model for care delivery
was born where the old had been destroyed. in
this extreme environment, a group of Tulane
physicians came together to deliver care in new
Orleans to first responders and the citizens of
the city who remained behind or returned early.
They practiced in tents, in shelters, in police
precincts and in mobile vans wherever they
were needed.
The new focus was on team-based primary care
located conveniently to patients in medical
homes. previously, many patients had received
primary care through hospitals and emergency
departments, often located far from their homes.
under the new model, health conditions are
managed continually in a neighborhood health
facility, preventing acute health episodes and
costly hospitalizations.
82
One of the 6 sites created during the immediate
crisis that followed Katrina was at Covenant
House. it began simply as a willing doctor, a
card table, a box of supplies, and an ice chest to
keep the tetanus vaccines cold. patients served
represent a broad demographic of low-income
wage earners, chronically ill, disabled and
homeless.

The Mobile Medical unit was purchased in March
2008 to address the health needs of communities
where there was not yet a brick and mortar clinic.
Tulane Community Health Center new Orleans
east was founded in 2008 in order to provide
access to healthcare to one of the most medically
underserved areas of the city.
The founders of the health center continue their
vision of delivering healthcare that focuses on
patients needs outside of the confines that
come with typical paradigms of medical care
offering comprehensive primary care, including
sick and well visits, womens health and chronic
disease management in a neighborhood-based
medical home. All patient care is coordinated
through an electronic Health record.
goals of the Tulane program:
deliver highly accessible health services
using the team-based approach of a Medical
Home.
use Health information Technology to
improve the access, quality and acceptability
of care,
develop innovative and replicable models
of care applicable to the health needs of
underserved populations in all areas.
Collaborate with educational institutions
and non-profit partners to provide health
professional training opportunities.
The Coalition of Camden Healthcare Providers
(Camden, NJ)
Camden, nJ is one of the most dangerous
cities in America as well as one of the poorest;
however, The Coalition of Camden Healthcare
providers is on the forefront in the development
of a producti ve rel ati onshi p between the
communi ty and heal thcare provi ders. The
Coalition analyzed the hospital billing data for
the entire city over a five-year period and then
used this data to identify healthcare hotspots.
The Coalition discovered that 1% of all patients
accounted for 30% of all hospital billings in
the city. This information led to the belief that
the current form of healthcare in Camden was
deficient when it came to treating the chronically
ill. To combat systemic issues, the Coalition
focused care on this group of patients through
personalized one-on-one interactions with
nurses who create strategies to reduce costs and
improve quality of life. in the last three years,
there has been a 40-50% overall reduction in
visits and billing for these patients. Though this
strategy may not be lucrative for hospitals, it
reduces stress on emergency services, provides
a much-needed reduction in healthcare costs
for patients, and allows insurance companies to
lower their prices. This method could provide a
disruptive change to the healthcare industry;
baystate Health, being as forward thinking as it
is, could play an integral part in the changing role
of hospitals.
http://www.camdenhealth.org/
Springfield Food Policy Council (Springfield,
MA)
presented with the problem of lack of food
access in 2007, The food bank of Western
Massachusetts (fbWM), Springfield partners
for Community Action (SpCA), and partners
for a Healthier Community (pHC) established
the Springfield food policy Council (SfpC)
with support from the Office of Mayor Sarno.
unfortunately, the SfpC has not achieved as
much as an impact as its developing partners
would have hoped, due to the organizations
inability to translate novel policy into widespread
action.
Growing Power (Milwaukee, WI)
urban agri cul ture provi des an i nteresti ng
sol ut i on t o t he heal t hy f ood pr obl em.
Momentum in recent years has gathered behind
this movement, and pioneers in the field are
constantly making advancements in growing
techniques and community activation. A legend
of urban agriculture, Will Allen, developed a
program that specializes in establishing year-
round community gardens in the harshest
environments. These gardens serve as sites
for community engagement, education, and
economic empowerment. instituting a growing
power program in Springfield would greatly
improve the health of the city and its residents.
www.growingpower.org
Priority
High
Action Steps
1. bui l d upon successf ul wor k of t he
pHC, who have devel oped a model
for provi di ng wel l ness servi ces to the
community. pCH includes lots of partners.
The program is currently only in a few
neighborhoods in the city. http://www.
partnersforahealthiercommunity.org/
pHC shoul d work wi th communi ty
83
centers (educational recommendation
#1) to establish community wellness
centers, or if space cannot be allocated,
then pHC should look for space near
community centers, schools, or libraries
to provide a nexus of services.
The pHC shoul d partner wi th the
gardening the Community Springfield
(gTC), the Spri ngfi el d food pol i cy
Counci l ( SfpC) , the Mason Square
food Justice group, and The Jamie
Oliver foundation to direct an effort at
providing healthy food to all Springfield
residents through a proliferation of more
grocery stores and a specific focus on
Springfield schools.
The pHC and gTC should reach out
to growing power, inc. to develop
a growing power affiliated program
i n Spri ngf i el d i n partnershi p wi th
gardening the Community. growing
powers toolbox could help expand the
capacities of gardening the Community.
This program could transform vacant
l ots i nto communi ty gardens and
provide citizens with capacity building
experiences as well as healthy food.
The pHC could work with baystate
Health and Mercy Hospital to understand
wher e Heal t h Hot spot s ar e i n
Springfield. This measure would allow
pHC and hospitals to focus health and
wellness efforts to the areas and patients
with the greatest need, taking stress off
the entire healthcare system.
2. Connect local leaders and citizens to efforts
the outlined in district plans centered on
walkability, hiking, & biking in specific
neighborhoods.
3. As part of the overall public relations and
communi cati ons pl an for the rebui l d
Springfield plan, a specific focus should
be directed towards the importance of
community health and wellness.
4. The Ci ty i s l eadi ng Mass i n Moti on s
Community Transformation plan. The
Springfield department of Health & Human
Services oversees the Springfield Wellness
leadership Council. Their agenda includes:
Safe routes to School, School nutrition,
Heal thy Corner Stores, and i ncreased
Spaces for physical Activity. both of these
efforts need to be incorporated in the
rebuild Springfield implementation process
wi th augmented fundi ng and ci tywi de
participation
Project Location
Citywide
84
Provide equitable access to a variety of housing options
Breadcrumbs
bniM interview with Housing group
interview with Valley real estate
interview with new Hope pentecostal Church
interview with religious leaders group
South end Community Center Meeting
General Description
Throughout the rebuild Springfield community
meeting process, a priority among residents
was to support the healthy residential stock in
some neighborhoods and to re-establish the
once-vital housing stock that lifted Springfields
status to the City of Homes. The Citys efforts
to attract and maintain a vibrant population
hinges on the citys ability to house a diverse
community. This goal requires an equally diverse
housing stock. property vacancies, affordability,
homeownership, and variety of residential
housing types are essential to making this vision
a reality for all Springfield residents, regardless of
age, race or disability
first and foremost, the rehabilitation and
rejuvenation of tornado-damaged and vacant
property must be addressed in the post-tornado
city. Citywide, Springfield has a wealth of quality
residencies having five or more units. (See
graphic on p. 90) There are several types of
housing that revitalize communities and provide
residences for a diverse and vibrant population
such as lofts, townhouses, and live-work spaces.
Creative incentives must be explored to call
for the construction of senior housing, loft
apartments, mixed-use infill, historic adaptive
reuse, townhouses, multi-generational housing,
disabled access housing, and live-work spaces.
best practices will be presented as examples
for how these types of developments can be
activated.
improving accessibility to homeownership is
already a city priority. The process of attaining
a home might be improved to attract more and
younger residents; however, the real issue is the
capacity of residents to purchase and stay in their
home. A Homeownership Training program at
the community scale would provide residents
the information they need to work through the
steps required for investing in a home. programs
devel oped by Spri ngfi el d nei ghborhood
Housi ng Servi ces (SnHS) coul d serve thi s
purpose and be more effective with increased
outreach and i ncenti ves. MassMutual , for
example, requires employees to obtain a SnHS
certificate if they are applying for homebuyer
incentives. These types of programs would
increase the rates in which residents keep their
homes, cultivating stronger neighborhoods.
residential structures that are in desperate need
of repair. progress has been made in restoring
houses after the tornado, but there are still
many homes that are in a state of disrepair,
stemming from before storm. The City can
supply residents and developers with incentives
to initiate and ease restoration projects as well
as new infill development of a variety of different
types. by tying this assistance to a demand for
affordability, Springfield can supply refreshed
housing to all who need it.
Another problem facing Springfield at the
moment is lack of diversity in the citys housing
portfolio. Currently, the overwhelming majority
of residential structures in the city are either
single-family homes or subsidized multi-family
housing. nearly half of all residential structures
are single-family homes and a quarter of all
Social #5
flickr user: roger4336
85
Council on Aging
faith based Organization
Habitat for Humanity
HAp Housing
Office of Community development
development
rebuilding Together Springfield, inc.
rental Housing Association of greater
Springfield
Springfield department of elder Affairs
Springfield Historic Commission
Springfield Homeowners Association
Springfield Housing Associates inc.
Springfield neighborhood Housing Services,
inc.
Springfield preservation Trust, inc.
Resource Needs
1. Homeownership Training program
2. expand housing options, whether for buying
or renting, for all incomes and lifestyles.
Often, the population that Springfield most
needs to attract younger residents are
not able to purchase a home or simply dont
consider it a need.
3. Creative incentives for developers to expand
housing portfolio
4. Housing enterprise Zones identified in
neighborhoods that have low levels of home
ownership to encourage people to invest
in areas that were hit hardest by economic
circumstances or foreclosure.
1. Springfield neighborhood Housing Services
has an educati onal program to assi st
homebuyers with the process of buying and
keeping a home (Homeownership Training
program).
2. Market rate home-ownershi p housi ng
incentives to cover the gap between the
costs of construction and market prices
3. incentives and grants for home upgrades
4. The rebuilding guide for Homeowners,
available on the citys website and here:
ht t p: / / www. spr i ngf i el d- ma. gov/ COS/
fileadmin/tornado/rebuilding_guide.pdf
Backyard Cottage Program (Seattle, WA)
Seattles backyard Cottage (bYC) program
was i nst i t ut ed t o i ncr ease t he st ock of
multigenerational housing units in the city.
The ordinance allows for the construction or
conversion of an existing shed or garage into
a backyard cottage, or a detached accessory
dwelling unit (dAdu). The units are built for
aging parents, college graduates, or simply
rented out to strangers. Whatever the case is
the result of small housing design standards can
have an impact on income and urban density.
ht t p: / / www. s eat t l e. gov / dpd/ pl anni ng/
Alternative_Housing_Choices/detachedAdus/
default.asp
Homeowner Assistance Program (County of San
Bernardino, CA)
The Housing Authority of the County of San
bernardino has established a Homeowner
assi stance program that hel ps i nterested
participants buy homes. City Housing Authority
staff work with citizens to find an appropriate
mortgage lender and assist the resident in the
home buying process. participants can qualify by
meeting particular requirements provided by the
Housing Authority. Home purchasers must then
Source: http://necoyote.com/historic.html
86
complete a minimum of 8 hours of homebuyers
education from a Hud-approved counseling
program.
h t t p : / / w w w . h a c s b . c o m/ r e s i d e n t s /
homeownership-assistance-program
Make it Right NOLA (New Orleans, LA)
The aftermath of Hurricane Katrina led to the
creation of Make it right nOlA. The program
has helped with the redevelopment of the lower
ninth Ward after floods decimated it. Make
it right nOlA helps qualified homeowners
apply for a new self-sustainable home. To
qualify for a home, an individual must be able
to: contribute to the cost of their home (either
through savings or financing), afford to maintain
the house, pay property taxes, and hold home
insurance. All costs are capped to being no
more than one third of the individuals income.
Simultaneously, the program offers homeowner
education for residents who do not financially
qualify. This education effort is intended to build
homeownership capacities.
http://www.makeitrightnola.org/
Rhode Island Historic Homeowner Tax Credit
The rhode island Historic Homeowner Tax
Credit has been in effect for two decades to
glowing results. Since the inception of the
program, 1,409 projects have been approved
to restore historic housing, totaling in $24.8
million in private investments. The project
recently ran out of funding because of the
economic downturn, resulting in its suspension,
but it proved to be wildly successful when the
resources were available.
http://www.rihphc.state.ri.us/credits/homeowner.
php
in 2002, rhode island also strove to reactivate
and repurpose the vast number of historic mills
and other large buildings in the state. This led
to the creation of the Historic preservation
investment Tax Credit, which helped developers
recuperate 30% of the cost of the rehabilitation
effort. Several types of parties were eligible
to qualify for this tax credit, such as property
owners, developers, and non-profits. This project
was so successful in spurring development that
its allocated state funds were dispersed well
before the intended completion of the program.
http://www.rihphc.state.ri.us/credits/commstate.
php, http://www.rihphc.state.ri.us/credits/
1 UNIT
48.8%
2-4 UNITS
25.1%
5+ UNITS
25.2%
SPRINGFIELD PROVIDENCE, RI*
22.3%
51.8%
25.4%
LOWELL, MA
31.4%
30.1%
38.4%
NEW HAVEN, CT*
25%
43.2%
31%
BREAKDOWN OF HOUSING BY
UNITS PER STRUCTURE
Source: US Census Data
*Identied as Resurgent Cities in the Federal Reserve Bank of Bostons 2009 report,
Reinvigorating Springelds Economy: Lessons from Resurgent Cities
87
Housing Enterprise Zones Program (Iowa)
A Housi ng ent er pr i se Zones pr ogr am
was established in iowa to encourage the
construction of single- and multi-family housing
i n areas where f i nanci al i ncenti ves were
needed to make projects feasible. To qualify,
construction needed to be completed within two
years of project initiation, and structures must
fulfill Hud and State housing codes. up to 10%
of the cost of construction can be recuperated,
and all State sales, service, and use taxes paid
during construction will be refunded if a project
is eligible.
http://www.iowaeconomicdevelopment.com/
community/housing/ez.aspx
Priority
High
Action Steps
1. Support Springfield neighborhood Housing
Services Homeownership Training program
Set up programs on the community level.
publicize these programs to encourage
attendance.
Monitor participation
2. establ i sh Housi ng enterpri se Zones
throughout Springfield to encourage repairs,
construction, and homeownership in areas
that are blighted and have low levels of
homeownership.
A specific set of metrics should be
adhered to for an area to qualify as
a Housing enterprise Zone, and the
demarcation of these zones should be
done methodically with the use of data
analysis.
3. provide creative incentives to generate
developer interest in neglected housing
types. Make a database for these incentives
so that citizens and developers have equal
access. Ti e devel oper assi stance to a
demand for a range of affordability.
infill development
Historic rehabilitation
Vacant restoration
energy efficiency
Multi-generational
Senior
4. The Tornado rebuild guide that the City
created after the June tornado should be
better distributed and even updated if
necessary to address concerns raised by
residents following the response to the June
tornado.
Project Location
Citywide
88
89
Economic Domain
Description
T h i s c a t e g o r y a d d r e s s e s
t he economi c envi r onment .
represented here are economic
spaces, programs and activities
related to business and commerce
assets and opportunities. included
are activities ranging from regional
and local economic development
programs to i nnovati ons and
initiatives developed by private
interests - from goods to financial
capi tal , from formal trade to
exchange and donations.
Recommendations
1. develop and harness Springfields role as the economic heart of the
pioneer Valley
2. Streaml i ne the i nvestment process and provi de creati ve
incentives and policies to encourage economic development and
entrepreneurship
3. expand career/workforce development and educational partnerships
to provide all residents with an opportunity to meaningfully
contribute to Springfields economy and meet the needs of
employers
90
Develop and harness Springfields role as the economic heart of the
Pioneer Valley
Breadcrumbs
development Council
Mindmixer
interviews with economic development
stakeholders
Objective
restore Springfields role as the economic
heart of the pioneer Valley by: strengthening
the citys downtown area to be the regions
downtown; completing a series of high priority
development projects; improving coordination
and collaborative development efforts between
Springfield and regional leaders; and improving
Springfields participation as a leader in critical
regional initiatives.
General Description
Historically, Springfield has been the center of
the pioneer Valley and Western Massachusetts
both economically and symbolically. More
r ecent l y, Spr i ngf i el d s posi t i on as t he
center of the region has been weakened, as
economic players have been more attracted to
communities outside of Springfield and the citys
economic and fiscal conditions have been under
pressure. in addition, collaboration between
City and regional leaders is noticeably weak and
multiple stakeholders have expressed concern
about the relationship between the city and its
surrounding region. economic success for all
Springfield and the region must recognize the
importance of mutually beneficial economic
initiatives what helps Springfield, helps the
region and vice versa. The City of Springfield
is by far the largest city in the focus area of the
economic development Council of Western
Massachusetts (Western Mass edC) and home to
multiple state and regional development offices
and chambers of commerce. understanding
that there are important roles for both local and
regional organizations will help work toward
achieving common goals.
To start, the City of Springfield must work to
solidify its role as the downtown of Western
Massachusetts. bolstering a strong physical and
economic presence in Springfields downtown
with regular safe and attractive social and
cul tural events can move the Ci ty toward
regaining its stature as the symbolic and physical
focal point of the region. Simultaneously,
developSpringfield and regional entities such
as the Western Mass edC and the pioneer
Valley planning Commission must work to foster
a relationship that is mutually beneficial for
both parties through cooperative initiatives,
marketing, advocacy and communication of
Springfields success stories.
Affiliated Chambers of Commerce of greater
Springfield
Colleges/universities
Common Capital
developSpringfield
is best achieved when the city and region work
together to foster economic investment.
As the global economic landscape changes,
diverse, dynamic, and entrepreneurial cities
with mutually supportive regional relationships
have experienced more economic success. To
stay competitive, Springfield and its region
must strive for a relationship predicated on
cooperation, balance, and communication.
Economic #1
91
development
pioneer Valley Transit Authority
regional director of Massachusetts Office of
business development
Springfield redevelopment Authority
Western Mass edC
Resource Needs
1. Commercial loans
2. new Markets Tax Credits
3. positive publicity about Springfield
1. Common Capital (Western Massachusetts
enterprise fund)
2. new Market Tax Credits
3. Historic Tax Credits
4. Historic buildings
5. fiber network
6. Tax increment financing
New England Cities
Hartford, providence, Worcester, portland, Me,
and burlington, VT are new england cities similar
to Springfield that have seen benefits from
consistent marketing efforts and positioning as
the center of their respective metropolitan areas.
for example, the Metro Hartford Alliance is the
public-private regional economic development
organization for that region.
Growth Al l i ance for Greater Evansvi l l e
(Evansville, IN)
evansville is a resurgent peer city to Springfield,
and in 2007, a public-private partnership was
founded, along with an expressed downtown
arm, to encourage development and youth
retention, as well as recognize industry priorities
to support sustainable business growth. The
partnership is committed to supporting both
regional economic development and the City
of evansvilles redevelopment plan. (resurgent
Cities packet)
Nashville, TN
nashville is the leading city of Tennessee and
known as the Music City but it also has an
impressive portfolio of corporate headquarters
and a medical industries cluster. The greater
nashville Chamber of Commerce is the widely
recogni zed l eader i n regi onal economi c
development and explicitly communicates
publicly and in marketing documents about the
importance of nashville for the entire region.
during nashvilles flood recovery efforts, the
regional Chamber led the business response
and identified the impacted businesses. Acting
on their recognition of the importance of a
vibrant lead city, they played a central role in
the formulation of the economic development
projects prioritized in the long-term recovery
plan for nashville, working closely with the
Mayors office and the nashville downtown
partnership (among others).
Fort Wayne, IN
fort Wayne i s the second l argest ci ty i n
i ndi ana whose economy was si gni fi cantl y
limited when, in the early 80s, international
Harvester Co.s plant closed. At its peak,
international Harvester Co. employed more
than 10,000 people. by the end of 1986, the
city encouraged large companies to invest in
the city and commissioned a study on how to
diversify its economy. A local/regional economic
development alliance was created to focus on
specific economic development sectors.
introduction of corporate-style performance
and accountability standards: Six-Sigma
accountability measurement standard
Workforce development program based on
bridging the digital divide and fostering a
culture of learning.
Winston-Salem Alliance (Winston-Salem, NC)
based on 2010 Census data, residential growth in
the downtown has increased nearly 37 percent.
Approximately 20 residential developments have
been built since 2000 to respond to this increase.
Winston-Salem Alliance:
first proposed in 1999 by a chief executive of
Wachovia;
Created to respond to slow employment
growth, decline in average wages, slow
growth of minority businesses, and loss of 18-
34 year-old population.
Millennium fund initiative established by the
Alliance raised $45 million dollars primarily
from corporations, a loan from the City-
County utility Commission, and donations
from foundati ons and i ndi vi dual s to
stimulate economic development in growth
by investing in the downtown. projects to be
92
funded by these resources: expansion of the
piedmont Triad research park, purchasing
and developing of downtown land and real
estate.
Priority
urgent
Action Steps
1. Achieve short-term development progress
by completing a series of high priority
development projects. focus on continuous
status updates and political urgency to finish
these projects. Work with regional and
state leaders and private sector partners
to fund and implement these projects.
Completion of these projects is essential to
build momentum, enhance credibility, and
communicate success stories.
Uni on St a t i on Regi ona l I nt er moda l
Transportation Center and Transit-Oriented
Development (TOD) Planning around station
SrA is leading this regionally significant
project that is critical to fully leverage
anticipated bus and rail improvements,
namel y t he new Haven- Har t f or d-
Springfield commuter rail service.
The Hartf ord regi on and pi oneer
Valley planning Commission (pVpC)
are currently conducting a Knowledge
Corridor Market Analysis study that
includes a TOd market assessment and
station area planning for each rail station,
including Springfield the City must
participate fully in this initiative to inform
and benefit from this study and best
leverage the development opportunities
of passenger rail enhancements.
State Street Corridor
devel opSpr i ngf i el d and t he Ci t y
are leading a series of revitalization
ef f orts to strengthen thi s cri ti cal
east-west corridor that connects the
downtown area to Springfield Technical
Community College and MassMutual.
Continued progress (in particular the
planned supermarket) and increased
communication of completed projects is
needed.
31 Elm Street (Court Square)
The Ci t y i s wor ki ng wi t h a l ocal
developer to redevelop this prominent,
historic building in Court Square as a
mixed use building with first floor retail
and upper floor office and residential
with environmental and design activities
underway.
Medical District
The Medi cal di stri ct l ocated north
of downtown, along the Main Street
corridor is one of the Citys success
stori es and a current study bei ng
completed by uMass is highlighting
the economic impact of businesses in
this area with ideas to expand activity
(e.g., new mixed use development with
residential, retail, hotel) and better
connect to the rest of the city.
The pi oneer Val l ey li f e Sci ences
institute (pVlSi) is a partnership between
uMass and baystate Health and the
regions most significant life sciences
organization. The City and the Western
Massachusetts edC should make the
success of this organization a high
pri ori ty for Spri ngfi el d by creati ng
a process to realize private spin-off
development projects within the City of
Springfield.
Springfield State Data Center
This facility located near the State Street
Corridor and downtown is currently
under construction and scheduled to
be completed in 2012. This will be a
world-class data storage facility, a leed-
certified green building, and employ
75 skilled workers. This facility is part
of the regions efforts to enhance a
digital technology/iT industry cluster by
leveraging the green High performance
Computing Center in Holyoke and an
interconnection facility in greenfield. it
is a key opportunity for a success story.
Civic Center Parking Garage
This rundown parking garage across
from the Convention Center is in critical
need of replacement and/or reimagining
its use. The Springfield parking Authority,
Massdevelopment, and Massachusetts
Convention Center Authority are working
together on this project. it has potential
to be l everage greater downtown
redevelopment.
Industrial Park with Titeflex, Smith and Wesson,
FW Webb, etc.
The interstate-291 corridor remains
the Ci tys most promi si ng area for
manuf act ur i ng and di s t r i but i on
busi nesses and a f ew pr omi nent
businesses have recently expanded
or located in the area. There are still
93
some key, large sites available and
a high priority for the City should be
filling these spaces with new/expanding
businesses.
Watershops / 1 Allen Street
This area provides a unique opportunity
near lake Massasoit and Springfield
College to build on the current private
sector-led informal business incubator
activity to explore mid-longer term
redevelopment opportunities that might
include residential, office and retail uses.
South End Main Street (e.g., market rate
housing, possible non-profit owner with first
floor retail in vacant space/fill in missing teeth
on Main Street)
implementing a number of long-studied
i mprovements, consi stent wi th the
recent urban land institute study this
would include a mix of market rate
housing, possible non-profit ownership
of vacant buildings with first floor retail
in vacant space to fill in missing teeth
on Main Street (which has already seen
various streetscape improvements).
Thi s i ncl udes devel opment of key
parcels such as housing at 195 State
Street, a new enhanced community
center, and products of the State Street
redevelopment program.
Alden Street as a gateway to Springfield
College
Consistent with a recent uMass urban
planning project, the City should work
to complete a number of improvements
on Alden Street to make it a welcoming
entry to/from Springfield College with
opportunity for spillover retail from the
college along this corridor.
To a c h i e v e t h i s a c t i on s t e p,
devel opSpr i ngf i el d and t he Ci t y
need to push to finish these in-the-
works projects. Whether from a policy
standpointby pushing projects to
the front of the lineor some other
strategies, demonstrating solid progress
on the development front will have a
powerful impact. progress and funding
needs shoul d be communi cated i n
a transparent fashion to strategically
deliver messages to the public and
development community in Springfield
and beyond.
2. Tell Springfields success stories. Too often,
municipalities do not excel at marketing
themselves. This is especially important for
cities like Springfield that have experienced
years of negative press and perceptions.
for example a recent boston globe article
on Springfield indicated that the city has
the lowest median household income in
the state but provided zero information
about current initiatives or interviews with
the Citys leadership. The completion of
these and other big-ticket projects might
be Qui ck Wi ns to check off as fi rst
steps down the path to implementing the
rebuild Springfield plan, demonstrating
momentum to local residents and regional
stakeholders. Completion of some of these
crucial developments will give both residents
and non-residents reason to believe in the
promise that Springfield holds as a city.
developSpringfield and the SrA should
collaborate with the Western Mass edC and
other economic development entities on this
initiative, leveraging combined resources for
marketing, distribution lists, web sites, and so
forth.
3. Make downtown a focus of economi c
development efforts
Wi t h i t s cor e i nf r ast r uct ur e and
i nsti tuti ons, Spri ngfi el d shoul d be
reclaimed and promoted as the regions
downtown. This should include a focus
on:
Safety increased and visible policing
and emphasis on safety is critical to the
success of downtown and must be a
priority
Cultural activities that utilize public
spaces such as Court Square and attract
people from a wide regional catchment
area
encouraging a mix of uses including
residential development (especially near
union Station) and live/work space for
artists
reducing the office vacancy rate the
City offers quality office space downtown
with strong broadband/fiber optic assets,
and a new strategy should focus on
attracting a range of small to medium
94
sized office users for iT, finance, and
professional services
filling the citys vacant buildings with for-
profit businesses is an important goal,
while recognizing that non-profits may
be willing and able to fill in the missing
teeth on Main Street as the South end
is truly an extension of the downtown.
Over time, increase the involvement of
colleges and universities in economic
development efforts, with emphasis on a
more substantial presence from uMass in
downtown Springfield.
4. i mprove access to and acti vi ty at the
riverfront. A key underutilized asset for the
City is the riverfront and the Hall of fame.
existing rail and i-91 corridors do present
challenging obstacles to improving the
integration of the riverfront with downtown.
ideas to better leverage this asset so that
existing naismith Memorial basketball Hall
of fame-related restaurants, hotel, and other
businesses are less of an isolated island of
activity include:
improved pedestrian access and visible
sight lines to the riverfront via State
Street and South end corridors
Conducting a pilot program to run
pVTAs existing traditional trolley-style
buses in a circulator/loop with Main
Street and the riverfront area (including
Hall of fame, hotels, restaurants)
exploring increased boating-related
activities on the Connecticut river near
downtown, including canoe/kayak rental
and events
5. improve Springfields participation and
leadership in key regional initiatives. build on
regional success stories and strengths.
As the l argest ci ty i n the regi on,
Spr i ngf i el d shoul d t ake gr eat er
leadership in initiatives related to key
issues like transportation, energy, fiber
optic, and workforce that are inherently
regional issues. it must be a two-way
street; to be the regions economic
heart, Springfield must participate,
advocate and take leadership on matters
of regional importance.
gr owt h i n t he r egi on means t he
opportunity for more residents and
visitors to Springfield.
Consi stent wi th recommendati ons
from the innovation-based economic
development Strategy for Holyoke and
the pioneer Valley, Springfield should
play a central role in the municipal
economic development partners to
improve collaboration with Western
Mass edC.
Springfield and Western Mass edC
should consider drawing up parameters
for an improved and more productive
col l abor at i v e r el at i ons hi p wi t h
measurable results that defines roles and
protocols for economic development.
Western Mass edC shoul d commi t
greater emphasis on the regions largest
city, and Springfield should work with
Western Mass edC on marketing its
assets and sites, including stronger
l i nkages to the state s l eaders for
marketing and business development
as laid out in the Commonwealths
economic development policy plan.
Project Location
Citywide with emphasis on downtown (Metro
Center/South end)
95
96
Streamline the investment process and provide creative incentives
and policies to encourage economic development and
entrepreneurship
Breadcrumbs
business forum
leaders
Housing group
stakeholders
business forum
Mindmixer
Objective
Streaml i ne, i ncenti vi ze, and communi cate
business and residential development efforts
in Springfield. Springfield should leverage its
competitive strengths, while candidly recognizing
its weaknesses and developing strategies to
address them. This initiative is focused on the
specific strategies to support business start-
up, retention, expansion and attraction while
increasing opportunities for a full-range of
Springfield residents to successfully participate in
the economy.
General Description
Accordi ng to the Commonweal th s 2011
economic development policy and Strategic
plan: The foundation of the Massachusetts
economy is the innovative and entrepreneurial
capability of its residents to transform existing
technologies and industries and create new
ones. Springfield has a history of this kind of
According to the brookings institutes urban
Mar ket s i ni t i at i vewhi ch expl or ed t he
opportunities and strategies for investing in
urban marketsbetter access to economic
devel opment data can be a catal yst f or
investment. relevant data might include the
availability of low-cost property, the existence
of Springfields extensive fiber network, and the
presence of qualified labor. This perspective
helps demonstrate that inner-city urban markets
are often untapped for their citizens buying
power and plentiful existing resources.
economi c devel opment i nf ormati on and
services have to be accessible on both large
and small scales, pertinent for large businesses
and outside investors, as well as small, local
entrepreneurs. by empowering all residents with
information about starting a business: available
locations, tax incentives, market potential,
and market demand; local entrepreneurs can
be more successful in serving the community
and providing opportunity for owners and
employees. This process must also be linked
with community-based business training and
consultation outreach, providing local business-
people with resources to grow their businesses.
information alone cannot turn into action; the
City must also focus on creating a symbiotic
relationship with local businesses by offering
creati ve i ncenti ves, decreasi ng regul atory
innovation from Smith & Wesson to Milton-
bradl ey to the i nventi on of basketbal l at
Springfield College and the creativity of dr.
Seuss. Springfields economic distress in recent
decades, however, has led to lower levels of
private investment, negative perceptions, and a
challenging business development environment.
And, Springfield has a wealth of built assets that
remain idle: vacant storefronts, industrial sites,
infill parcels, and former commercial buildings.
To address these challenges, Springfield needs
to embrace a series of bold, creative and
transparent policies to encourage business
start-up, retention, expansion, and attraction.
in parallel, the City needs to place emphasis
on increasing opportunities for all residents
and policies that incentivize residential growth
taki ng advantage of i ts l ow-cost housi ng
and a voluminous housing stock. Many of
the regions designated small business and
entrepreneuri al support organi zati ons are
clustered at the STCC Technology park in
Springfield, including Scibelli, SCOre, and the
uMass Small business development Center
(SbCd). These are resources that can and
should be used by Springfield businesses and
entrepreneurs. The recent appointment of new
Chief development Officer Kevin Kennedy
presents a golden opportunity to enhance the
economic environment system concurrently with
the focused completion of high priority projects.
Economic #2
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roadbl ocks, and i mprovi ng avai l abl e si tes
for eventual occupation. part of this action
necessitates gaining a clear picture of current
challenges and roadblocks in the Springfield
investment process as they stand today.
regarding the development process, the City
can address concerns about the cost of doing
business within Springfield, such as permits,
fees, taxes, licenses, regulatory burdens, etc. to
move projects forward in a timely manner. for
example, the City uses tax increment financing
(Tif) for certain development projects to mitigate
high commercial property tax rates but this is
applied on case-by-case basis subject to City
Council approval and is not typically available to
smaller businesses. in terms of site availability
and preparation, time to market is increasingly
one of the most important factors for business
location decisions, so establishing a portfolio
of multiple, varied sites for office, commercial
and industrial uses that are pre-permitted and
ready for the market is critical.
As mentioned in the Cultural recommendations,
arts and culture can play a role in economic
revitalization. from the Mayor of pittsfield,
a sister gateway City to Springfield: Our
experience here in pittsfield demonstrates that
the creative sector truly can play a key role in
revitalizing gateway Cities, not only making
them fun places to live, work, and play, but
contributing to the prosperity and quality of life
of the entire region, said James M. ruberto,
Mayor of pittsfield.

part of implementing this recommendation
will include identifying obstacles to Springfield
competing with other municipalities in the
region, state and beyond. for example, the
effecti ve property tax burden per square
foot in Springfield is higher than the regional
average for most business types, based on
data collected by the Affiliated Chambers of
Commerce of greater Springfield. They estimate
that Springfields effective property tax for
manufacturing is $1.37 per square foot compared
to a regional average of $1.05, and $3.43 per
square foot for office complexes versus $1.91
for the regional average. The disparity between
property tax burden varies, however, depending
on the community and the type of business
being taxed and Springfield is lower than some
communities. better understanding this effective
tax burden will be critical when moving from
identification of Springfields shortfalls to taking
action to address any obstacles. A stronger
marketing effort, led by developSpringfield
and supported by the Western Mass edC, and
a stronger online presence publicizing positive
stories about Springfield is also crucial to turn the
tide of negative perception and catalyze private
investment.

Springfield
Common Capital
developSpringfield
institutions of Higher education
Massachusetts Small business development
Center
Massdevelopment
regional employment board
regional Office of Massachusetts Office of
business development
Scibelli enterprise Center
Springfield Office of planning and economic
development
Western Massachusetts edC
Source: http://www.innovateholyoke.com/wp-content/
uploads/2011/11/final-innov-econ-dev-Holyoke-and-pV-
report1.pdf
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Resource Needs
1. Collaboration with existing local and regional
organizations
2. Sus t a i ned c ommi t ment t o pol i c y
enhancements
3. dedicated staff and time for fostering
relationships and compiling and publicizing
information to allow regional and local
stakeholders to make better informed and
more strategic decisions.
4. incentives to attract residents/homeowners
and businesses would likely mean foregoing
some near-term tax revenue to achieve
growth
1. idle historic building stock
2. Springfield redevelopment Authority
3. federal and State grants
4. Commonwealth energy efficiency grants

KC Source Link (Kansas City, MO)
resources useful for small businesses and
entrepreneurs to grow and succeed. The Kansas
Citys business resource Website (http://www.
kcsourcelink.com/) is a good example of the
type of resource that could benefit businesses in
Springfield.
Westfi el d Busi ness Improvement Di stri ct
(Westfield, MA)
The City Council of Westfield, MA created
the Westfield business improvement district
in June of 2006 after the conclusion of a two-
year feasibility study carried out by the Citys
Chamber of Commerce. One of the programs
most successful efforts has been the best retail
practices program. This program provides
local small retailers, restaurants, and storefront
businesses with training courses, professional
advice, and access to grants that would help
wi th i mprovi ng storefronts. Thi s program
i s si mi l ar to Spri ngfi el d s nei ghborhood
Storefront improvement program, as well as
developSpringfields Storefront improvement
program; however, Spri ngfi el d s program
does not offer the consultant support that the
Westfield program provides.
Innovation Mass Economic Development
Policy and Strategic Plan (Massachusetts)
The mai n f ocus of t he Mass economi c
development policy and Strategic plan is to
support the Commonwealths already robust
i nnovat i on and ent r epr eneur i al sect or s.
Over $1 billion has been committed to the
life Sciences initiative, despite the fact that
in 2010 the Kaufmann foundation already
ranked Massachusetts as the number one
state for innovation. This program has led to
unprecedented collaboration among industry,
99
academia and government in the research,
development and manufacture of new drugs,
medi cal devi ces and di agnost i c t ool s.
Simultaneously, the Commonwealths dynamic
clean energy and energy efficiency policies have
created new and expanded markets for local
innovations and dramatically accelerated their
adoption. Massachusetts is also committed to
developing new small businesses by focusing
on strengthening business incubator programs
throughout the state. by pushing an agenda of
collaboration and innovation, Massachusetts
has developed an economy that is dynamic,
conscientious, sustainable, and prosperous.
These pri nci pl es can be both uti l i zed by
and translated into Springfields economic
development efforts.
ht t p: / / www. mas s . gov/ hed/ docs / eohed/
economicdevpolicystrategy.pdf
Innovate Holyoke (Holyoke, MA)
The innovation-based economic development
St r at egy f or Hol yoke and t he pi oneer
Valley centered its approach on supporting
entrepreneurship, cultivating an environment
that is site ready/policy ready for an infusion of
new investment, and providing optimal customer
relations for economic development delivery.
The specific strategies for this plan can be
reviewed at length and are extremely applicable
to Springfield and the entire pioneer Valley.
http://www.innovateholyoke.com/wp-content/
uploads/2011/11/final-innov-econ-dev-Holyoke-
and-pV-report1.pdf
Nashville, TN
part of nashvilles long-Term recovery plan
included recommendations for small business
and entrepreneurial support. This included
targeted strategies for helping small businesses
get l oans ( l i ke a revol vi ng l oan program
that would provide gap financing for small
businesses), better support for the nashville
business incubation Center, and expanded
col l abor at i on bet ween hi gher - l ear ni ng
institutions and the business community.
Tour de Fronts (Cincinnati, OH)

The Over-the-rhine Chamber of Commerce
in Cincinnati was looking for creative ways to
catalyze the reanimation of Over-the-rhine
streets during the day, create small businesses,
and strengthen the inflow of residents and
commerce to the neighborhood. The result
was an annual event named the Tour d fronts.
This single afternoon event in 2009 showcased
available retail space on Main Street. The
two-hour long walking tour was led by local
celebrities and traveled through more than
a dozen vacant spaces. readi l y avai l abl e
information packets highlighted rental prices and
square-footage for each space, and landlords
offered packages attractive to entrepreneurs of
all kinds. in combination with the open-house
tours, existing small business owners were
able to interact with participants interested
in renting spaces or starting businesses. in
combination with small capital improvement
grants for new business owners, the event
successfully connected hopeful entrepreneurs
and neighborhood businesspeople.
Priority
urgent
Action Steps
1. raise the profile of developSpringfield as
the strong, local, public-private leader for
economic development.
As organized, developSpringfield will
work closely with the SrA to focus on
implementing high priority projects, but
should also help the City provide strong
communications and online presence
about its initiatives, Springfields assets,
and a variety of success stories.
developSpringfield can act as a liaison
with regional leaders and organizations
such as Western Mass edC and the
Affi l i ated Chambers of Commerce
of Springfield on external marketing,
promotion and ensuring strong private
sector support and participation in
Springfields key initiatives.
2. Measure barri ers and roadbl ocks f or
investment and development and develop
near-term and l ong-term strategi es to
mi ti gate these barri ers and create a
stronger environment for business retention,
expansion and attraction.
identify barriers to investment and
development in Springfield.
gather feedback from development
professionals and other stakeholders to
shed light on possibilities for addressing
barriers.
Centralize information about brownfield
remedi ati on and si te readi ness as
well as underutilized economic assets,
such as manuf act ur i ng, i ndust r y,
communications, education, etc.
identify and prioritize at least 4 industrial
sites, 4 office sites, and 4 mixed use
sites to be market ready, listed and
promoted by a range of organizations
( Massecon, West er n Mass edC,
Massdevelopment, etc.) to regional and
national developers and site selectors.
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explore the possibility of more standard
and predi ctabl e Tif program. for
example, the City of Holyoke is in the
process of trying to extend standard
Tifs from 5 years to 15-20 years for
development projects in the downtown
area (further information can be found
in the Holyoke/pioneer Valley economic
development Strategy). in Springfield,
a similar strategy could be explored for
development projects in the downtown
area and in industrial areas along i-291.
3. Small business Support
evaluate current and implement new
small funding programs to assist with
facade i mprovement, smal l capi tal
expendi tures, and other smal l -but-
meaningful strategies. These efforts
will both encourage new business and
support existing businesses.
Create a centralized information center
to offer technical assistance to help
small businesses through the process
of starting and owning a business in
Springfield. Work with the small business
development services (Scibelli, SCOre,
& SbdC) at the STCC Technology park
to inventory, organize and communicate
these services available to Springfields
businesses.
proactively seek opportunities to work
with Common Capital: explore financial
resources for existing small and mid-
si zed busi nesses and non-prof i ts.
Common Capital is focused on working
with regional businesses to identify
funding needs for business retention
and expansion. A number of different
financing programs are available through
Common Capital and they are experts
at understanding the relevant funding
opportunities for each business situation.
Conduct a series of roundtables with
small business owners to understand
their needs, network, and introduce
them to new and existing resources.
increase coordination and outreach
to connect l ocal lati no / Hi spani c
entrepreneurs to these small business
resources to achieve business growth
while providing needed employment
a nd ec onomi c oppor t uni t y t o
underrepresented resi dents. Those
outreach efforts should include bilingual
communications and resources.
based on the success and positive
feedback from the recent next Street
small business capacity program funded
by baystate Heal th, i n partnershi p
with the Western Mass edC and The
Affiliated Chambers of Commerce of
greater Springfield, conduct additional
programs for identified Springfield small
businesses with the potential to scale
up their capacity to become suppliers or
vendors to the Citys larger businesses
(e.g., MassMutual, colleges).
This program was very well received and
similar programs could help a greater
number of Spri ngf i el d busi nesses
become vendor s f or t he l ar ger
businesses and educational institutions
in Springfield and the region. new
funding commitments would be required
to run addi ti onal i terati ons of thi s
program.
focus economi c devel opment i ni ti ati ves
on a set of target industries that represent
Springfields existing and emerging industry
growth opportunities. for each target industry,
Springfield should inventory relevant factors
and assets for business location and expansion
and develop strategies to ensure that obstacles
are addressed. factors and policies should
include sites for development, workforce and
infrastructure needs, and taxes and financial
incentives. Springfields relevant businesses
and development officials should participate in
the regions existing industry cluster initiatives
(precision manufacturing) and new industry
cl uster i ni ti ati ve for di gi tal technol ogy/iT
companies as any regional industry cluster
should include vibrant businesses in the regions
largest city. A preliminary set of target industries
should include:

1. finance and insurance Springfield has long
had a cluster of businesses in the financial
and i nsurance i ndustri es, represented
today by a center for regional banking,
MassMutual, and the more recent liberty
Mutual success story with 350 employees
at the STCC Technology park. potential
strategies for this target industry include: a)
working with state leaders to pursue other
call center and support centers given the
success of liberty Mutual; b) working with
the reb to focus on developing a pipeline
of skilled, trained workers from Springfield
to be prepared for available jobs; and c)
exploring innovative opportunities to link
the Citys various assets such as bilingual
residents, to business growth, for example;
financial call centers staffed by area residents
with proficient english/Spanish language
skills supplemented by appropriate financial
training.
2. Medical and life Sciences Springfield is a
regional center for health care services and
hospitals including baystate Health, Mercy
Hospital, and a medical district along Main
Street near i-91. The medical district also
includes the high priority pioneer Valley life
Sciences institute, a partnership between
baystate and uMass that represents the
regions most prominent institution focused
on life sciences research and development.
3. Manufacturing and distribution Springfield
101
has a strong history of manufacturing and is
still a regional leader in precision/advance
manufacturing. distribution facilities, such
as the fW Webb expansion near i-291,
represent a related industry opportunity
that can leverage Springfields remaining
large industrial sites that possess strong
transportation access with proximity to i-90,
i-91, and i-291, and freight rail assets such
as the CSX east-west mainline (with double-
stacked clearance to Westborough), and the
West Springfield intermodal truck-rail facility.
led by the reb, precision manufacturing
is one of the states most successful and
engaged industry clusters. Their emphasis
has been on retaining/expanding current
businesses and addressing workforce needs
for the skilled labor required to serve these
companies. relatively high commercial
property taxes (even when considering lower
property values) is a frequently cited obstacle
for expanding this industry in Springfield.
updating and refining the Chambers tax
comparison analysis can provide a grounded
estimate of this effect.
4. Colleges and universities Many of the
largest employers in Springfield are colleges
and uni versi ti es i ncl udi ng Spri ngfi el d
Technical Community College, Springfield
College, Western new england university,
and American international College. unlike
the 5 Colleges, many of the students are
originally from the region and have interest
in staying if job opportunities are present.
While these colleges are engaged in the
Springfield community in a number of ways,
even more collaboration and participation
i n economi c devel opment coul d make
a substanti al i mpact: a) worki ng wi th
the regional employment board, other
workforce agencies and private employers
to expand internships and awareness of
job opportunities in Springfield; b) active
engagement of executive leadership in
busi ness recrui tment to demonstrate
commitment to talent delivery; c) programs
to target al umni busi ness l eaders for
expansion opportunities in Springfield; and
d) working with uMass and other colleges for
a commitment to a substantial presence in
Springfields downtown.
5. digital Technology/iT and professional
Services industry employment data shows
that Spri ngfi el d i s si gni fi cantl y under-
represented in these industries compared
to state and uS averages, and yet presence
of these industries is indicative of higher-
wage employees, innovative businesses,
and a range of research and development.
regi onal asset s l i ke t he new Hi gh-
performance Computing Center in Holyoke,
improved fiber optic network, and computer
sci ence program at uMass combi ned
with Springfields new data Center and
successful iT firms like Court Square group
demonstrate potential for this industry in
Springfield. in partnership with the Western
Mass edC, the City should develop new
strategies to promote existing downtown
office space that already has strong fiber/
broadband, available Class A and b space,
and good transportati on connecti ons
(highway and passenger rail) that caters to
emerging sectors like digital technology,
graphic design and other professional
services.
6. reach out to other gateway Cities in the
regi on to better understand possi bl e
techniques for leveraging arts and culture as
economic drivers.
7. Conduct a market gap analysis of retail /
service demand in Springfield compared
to the supply of existing businesses. Small,
targeted studies that shed light on economic
sector needs can be very influential when
publicized and placed into the hands of
investment decision-makers.
8. rebuild Western Mass funds are available for
renewable energy rebuilding in residential,
municipal, and commercial sectors.
9. improve user friendliness and knowledgeable
staff within relevant City departments.
Project Location
Citywide
102
Expand career/workforce devel opment and educati onal
partnerships to provide all residents with an opportunity to
meaningfully contribute to Springfields economy and meet the
needs of employers
Breadcrumbs
development Council
stakeholders
Objective
enhanced workforce development, and talent
del i very ( l i nki ng workforce ski l l s and j ob
readiness to employer needs) must be one
of Springfields top priorities for economic
development and the recovery plan. This
strategy should result in a visible and strongly
supported system to focus on workforce
development, from preK-12 education to adult
literacy to creating a pipeline of skilled workers
linked to Springfields target industries.
General Description
economi c devel opment and growth are
intrinsically linked to an areas educational
attainment and the quality of its workforce.
rankings of site selection factors for business
location decisions almost always cite workforce
as the most important factor and leading
economic development research, like richard
continue through high school. The improvement
of K-12 education is a priority in Springfield
for several reasons (discussed in detail in a
corresponding education strategy), and it plays a
vital role in successful workforce development.
programs to i mprove basi c j ob readi ness
must happen at a scale that is accessible to all
residents. libraries, community centers, and
schools are best positioned and equipped to
fulfill this capacity. Job training services will build
upon technology and language literacy services,
floridas Creative Class work, highlights the
importance of attracting talented, skilled workers
as a major asset for successful and competitive
urban areas. in addition, preK-12 education
and the increasingly available data on education
performance directly influence both business
and residential location decisions. As edward
glaeser points out in Triumph of the Cities,
quality public education (or the lack thereof) is
one of the most important public services that
cities influence for economic development.
To accomplish meaningful improvement in
Springfield requires an holistic approach to
workforce development that covers: a) preK-12
education; b) basic job readiness and literacy
for a wider range of residents; c) job training
that meets the needs and skill requirements of
current and new businesses; and d) retaining and
attracting highly skilled and educated workers to
help attract and retain innovative businesses.
Workforce development needs to start at the
moment a child begins his or her education.
Math, science, and language proficiencies are
critical in todays working environment and
ensuring that the education system provides
its students with these capabilities must be a
priority. language and technological literacy
are of paramount importance when entering the
workforce for all jobs, and learning these skills
should start in early childhood education and
Economic #3
103
with added depth to provide more specific skills.
This directive will engage residents that have
had difficulty participating in the economy in the
past, such as minorities, the under-educated, and
recent immigrants.
As a city, Springfield needs to work at attracting
and retaining younger residents (see Social
recommendation 2). A goal should be to
develop a clear pipeline of educated/skilled
workers to the existing and emerging business
sectors in Springfield. This process can be
carried out through collaborative internship
programs, school recruiting, and apprenticeships
and shoul d di rectl y bui l d on the recent
Springfield Technical Community College/
Holyoke Community College partnership with
the regi onal empl oyment board (reb) to
improve the connection between employers,
workforce training and employees. because
Springfields colleges possess many students
originally from the region, improving this
connection will help students recognize the
concrete benefits of staying in Springfield after
school. in addition to assuring students that
jobs are available, other strengths should also
be emphasized, particularly to students who do
not have personal ties to the region. Springfields
affordable cost of living, proximity to larger
metropolitan areas, easy access to outdoor
recreation, and cultural amenities are a few of
the citys attributes that may appeal to a recent
college graduate.
it is extremely important that local employers
and educati on stakehol ders communi cate
regarding their needs. The workforce must be
prepared to contribute to target industries (see
economic recommendation 2) within Springfield
that are already established with sustained
workforce needs in the region. education and
job readiness programs must focus on cultivating
skills for industries like finance/insurance, health
care, and manufacturing. by initiating this
communication, direct hiring will become more
pervasive, leading to more students remaining in
Springfield after graduation.
This notion is consistent with the december
2011 Massachusetts economic development
pol i cy and Strategi c pl an where the fi rst
strategic initiative is to Advance education and
Workforce development for Middle-Skill Jobs
Through Coordination of education, economic
development, and Workforce development
programs. detailed strategies are focused
on: a) designing and developing a cohesive,
coordinated workforce development system with
clear leadership; b) improving responsiveness of
workforce programs to meet the demands of the
marketplace (employers); and c) prioritizing goals
of the State Science Technology, engineering
& Math (STeM) plan that align with middle-skill
jobs. This clearly laid-out state-level strategy
emphasizes that many of the skilled jobs of
today and tomorrow require tailored training
and technologically advanced skills but not a
bachelors degree.
An important theme throughout the rebuild
Spr i ngf i el d pl an i s t he r eact i vat i on of
innovation in Springfield. linking the vibrant
college/university environment to industry
and business can affordably foster innovative
thi nki ng. by worki ng i n partnershi p, both
educational and business actors could work
in a mutually beneficent manner. for students
and educators, this could mean augmented
f undi ng and i nf usi on of entrepreneuri al
enthusiasm that would create a more enriching
learning environment that prepares students
for participating in the local economy. for
businesses, a relationship with educational
institutions can play a part in developing new
products, solving organizational deficiencies, and
producing a crop of skilled local workers.
Affi l i ated Chambers of Commerce for
greater Springfield
developSpringfield
future Works
future Works
Holyoke Community College
development
Springfield colleges and universities
Vocational High Schools (putnam & Science
and Tech)
Western Mass edC
104
Resource Needs
1. Collaboration between educational and
business communities
2. increased hours at libraries and school
facilities
3. After school training programs
4. businesses making a sustained commitment
to be part of the Springfield community,
and prioritizing/supporting public education
improvements
1. STCC/HCC partnershi p wi th regi onal
employment board
2. Wellspring initiative
3. future Works
4. School organized internships in collaboration
with local businesses
5. Apprenticeship programs
6. new engl and bus i nes s As s oci at es
(Springfield, MA)
7. uS department of education Office of
Vocational and Adult education programs,
resources, and grant opportunities
Future Works (Springfield, MA)
future Works is a local program that connects
j ob-seekers wi th empl oyers i n Hampden
County. This centralized job database allows for
users to search for jobs online that are posted
by employers on the organizations website.
located in the STCC Technology park, future
Works maintains a healthy physical presence that
is complemented by its website and Twitter.
http://getajob.cc
ROCA (Massachusetts)
rOCA is a Statewide program with offices in
Springfield that focuses on empowering at-risk
youth through job training, informal education,
and changing systems that are structured against
these less fortunate youths. A majority of rOCAs
work is performed through interventions directed
at the most difficult, challenging young people
- the young people who are unwilling or unable
to attend traditional programming, work, or
school.
http://rocainc.org
Workforce Florida
The florida Workforce innovation Act called
for the creation of the Workforce florida
program in 2000. Workforce florida, along
with its workforce system partners, the florida
department of economic Opportunity and
the States 24 regional Workforce boards is a
business-led workforce policy board that has
become a catalyst for creating and nurturing
a capabl e and qual i f i ed workf orce. The
programss key policy initiatives are focused on
restructuring floridas labor system to increase
flexibility and provide for greater local control
of workforce programs and services, making the
system nimble enough to respond to both local
and statewide demands, economic shifts and
strategic priorities. examples include: business
incentive programs for training and world class
service to floridas target industry clusters.
http://www.workforceflorida.com/
Priority: urgent
Action Steps
Workforce development: education System
1. Addr ess ear l y Chi l dhood educat i on
deficiencies and prepare children to be
linguistically and technologically literate
2. Vo/Tech programs at hi gh school s i n
105
Springfield are some of the better programs
in the education system and critical to
expanding internships and training for
middle-skill jobs. learn from these schools,
such as the roger l. putnam Vocational
Training High School, what works and why.
3. develop internship/co-op programs for
college and high school students linked to
successful local companies
4. Create a prize for student innovation to spark
creative discussion, product innovation,
and entrepreneurial thought in the high
school and university systems. by getting
young people excited about these types of
ventures, the economy for Springfield can
be centered on a partnership for problem
solving and generating mutual prosperity.
The synergy of education and business
presents an opportunity to nourish this
innovation for the benefit of Springfield and
its residents.
5. Co n s i s t e n t wi t h t h e e d u c a t i o n
recommendations, develop a partnership
of public, private and non-profit leaders
to elevate the importance of pre-K to 12
education for all aspects of Springfields
present and future success. Springfields
col l eges must be acti ve parti ci pants,
significantly raising their contributions to the
solutions beyond having student teachers in
public schools.
6. Si mi l ar t o pr ogr ams i n geor gi a and
Michigan, develop a program to provide free
or significantly reduced tuition for Springfield
public high school graduates to attend
Springfields colleges. This could be a high-
profile and effective way to demonstrate
Springfields commitment to transforming
education with direct benefits to its current
residents with potential to attract new
residents.
Workforce development: post-education
1. fut ur e Wor ks i n Spr i ngf i el d as t he
designated one-stop shop for workforce
pl acement and support i n Spri ngfi el d
(located at STCC Technology park). it is
widely subscribed to, but would likely benefit
from additional funding/resources, and clear
coordination with efforts by the reb and
STCC.
2. Offer community-based workforce training
classes through community centers, libraries,
and school (educational recommendation 1)
3. determine the most pressing adult literacy
needs to improve the job readiness of
Springfields under-educated and immigrant
adult populations
Talent delivery: Connect workers with businesses
1. improve the connection between employers,
workforce training and employees this
effort should build on the current STCC/HCC
partnership with close coordination with the
reb
2. Technical colleges and local businesses must
work together to understand needs and form
a mutually beneficial relationship. STCC and
HCC must follow-through on their current
initiative and partnership to develop closer
relationships with the business community
to better tailor curriculum and training
programs to business needs. This will likely
require regular reviews of curriculum with
the business community to understand what
training needs are not being met and ensure
a commitment to flexibility that meets the
needs of new, emerging businesses.
3. explicitly link target industries and job
opportunities to workforce training for
Springfield residents to have a supply chain
(pipeline) of talent for a full-range of jobs at
existing and new businesses. One idea to
explore is attracting bilingual call centers and
training Springfields bilingual residents with
the appropriate technical skills for these jobs.
4. devel op creati ve i ncenti ves to attract
businesses and skilled workers: a) Similar to
floridas Quick response Training program ,
work with Western Mass edC, the regional
employment board of Hampden Country
and other state leaders to offer competitive,
tailored training programs to provide skilled
workers for new/expanded busi nesses
i n target i ndustri es that meet certai n
requirements; and b) offer incentives to live
in Springfield this could apply for teachers,
emergency service providers (fire, police) and
perhaps other skilled professions.
5. Senior leadership from Springfields colleges
should have quarterly (or similar) meetings
wi th the ci tys economi c devel opment
l eader s t o i dent i f y key economi c
opportunities for the city and the role/
contributions that colleges can play
6. Working with the reb, analyze gaps between
supply and demand of qualified workers
7. identify potential linkages of local/regional
workforce to business opportunities (e.g.,
training bilingual residents for financial call
centers)
8. Co-op programs, internships, awareness for
graduating seniors
Project Location
Citywide
106
107
Description
This category encompasses all of
Springfields organizational needs
and resources. included in this
category are organizational spaces
and programs that address the
various components of community
governance, including the school
committee, city elected officials,
various clubs, and myriad other
civic organizations. This category
also identifies how decisions made
on behalf of the community-at-
large are developed, deliberated
and implemented.
Recommendations
1. Strengthen developSpringfield as the Organization to partner with
the City to take a leadership role in guiding Springfields future
2. establish a body that coalesces community organizations to achieve
efficiency and efficacy through collaboration and cooperation
Organizational Domain
108
Strengthen DevelopSpringfield as the Organization to Partner with
the City to take a Leadership Role in Guiding Springfields Future.
Breadcrumbs
General Description
The key t o successf ul r evi t al i zat i on f or
cities, in large part, resides in leadership
and collaboration. Such leadership is not
one-dimensional but instead multi-faceted.
leadershi p at a hi gher l evel needs to be
sust ai ned, i nvol vi ng publ i c and pr i vat e
partnerships. it is also important that another
facet of leadership take place at the community/
nei ghborhood l evel . We further di scuss
neighborhood-level forms of leadership in
Organizational recommendation 2.
The rebuild Springfield plan is a systemic
approach to revitalization for Springfield that
goes well beyond traditional urban plans that
focus on development projects, streetscapes
and physical urban design. This plan addresses
a nexus of recommendations, each addressing
a part of the whole including the physical,
Cultural, Social, educational, economic and
Organizational domains of a healthy and thriving
city. given these recommendations are as much
programmatic as they are tangible projects,
leadership should be comprised of a diverse
group that is representative of the nexus.
devel opSpr i ngf i el d, wi t h t he s uppor t
of i ts di verse board and the Spri ngfi el d
redevel opment Authori ty, has provi ded
leadership in the rebuild Springfield planning
process. because of its commitment, resources,
organization will play a key role in developing
and promoting partnerships, which is equally
important to the successful revitalization of the
city.
redevelopment Authority will take the lead
i n i mpl ement i ng t hi s r ecommendat i on.
developSpringfield needs to expand its scope to
treat each nexus domain with equal importance
in building the future of Springfield.
City businesses and organizations across the
nexus domains
developSpringfield
Municipal departments and agencies
Resource Needs
1. Sustaining funding over at least the next
three years
2. Substantial staff capacity
3. Stronger community capacity
4. Media deployment
5. A communications strategy
6. Strong collaboration with neighborhood
Councils
7. Advisory Committee members
1. grants
2. private Sector
3. Commonwealth of Massachusetts
diversity and experience, developSpringfield
i s the best candi date to work wi th the
Ci ty of Spri ngfi el d to create the rebui l d
Springfield leadership team that will drive the
implementation of the plan. This leadership
Organizational #1
109
Winston-Salem and Grand Rapids
Two similar sized citys that are doing just this
public/private partnership
review how they are organizing their groups
through Ci ty-to-Ci ty rel ati onshi p wi th
Springfield and learn from people who made
site visits.
built around the nexus model so that all
recommendations are accounted for.
Priority
urgent
Action Steps
1. implementation of the rebuild Springfield
plan.
2. H i r e e x e c u t i v e d i r e c t o r f o r
developSpringfield and clearly define staff
job descriptions for support of the nexus
domain committee efforts to implement
recommendations.
3. establish leadership for all nexus domains
and be programmatically, representationally,
organizationally diverse.
4. Create 6-month calendar of implementation
steps for this organization.
5. Create communications path and plan for
connecting with the community.
6. update rebuild Springfield website with link
to developSpringfield for ongoing robust
communication.
7. develop collaboration between community
leaders and groups to improve organization
and to work together toward one common
vision for the city.
8. This must be a public/private partnership
to guarantee neither public nor private
dominance.
Project Location
developSpringfield
Rebuild Springeld Plan
Domain Implementation Leaders
Public & Private
Leader
ORGANIZATIONAL
Public & Private
Leader
SOCIAL
Public & Private
Leader
EDUCATIONAL
Public & Private
Leader
DISTRICT 1
Public & Private
Leader
DISTRICT 2
Public & Private
Leader
DISTRICT 3
Public & Private
Leader
ECONOMIC
Public & Private
Leader
OVERALL
Public & Private
Leader
CULTURAL
Public & Private
Leader
PHYSICAL
Springeld
Redevelopment
Authority
110
establish a body that coalesces community organizations to achieve
efficiency and efficacy through collaboration and cooperation
Breadcrumbs:
Community policing
food bank of Western Mass
district Meeting round 1
latino meeting
religious leaders group
General Description
Many ci ti es throughout the nati on have
created formalized citizen organizations that
support a more intentional participation in
planning and development. in some places
this is known as Citizen participation project
or program (Cpp). A Cpp is a tool to establish
a continuing dialogue between communities,
neighborhoods and city government. in simple
terms, this organization, project or program is
the grassroots manifestation of implementation
leadership whose purpose is to communicate
and encourage engagement with citizens across
all constituencies.
A strong, organized, knowledgeable organization
is crucial for catalyzing neighborhood and
col l aborati on, i ncreasi ng the communi tys
access to Spri ngfi el d government affai rs,
and most of al l empoweri ng resi dents of
Springfield in a meaningful and constructive
way. neighborhood organizations, including
faith-based organizations, are vital to a strong
community. The partnership created through this
Citizens have been in the lead in the creation of
the rebuild Springfield plan, and citizens across
the Springfield have an important role to play in
its implementation and the future of the City.
Community Organizations
faith based groups
rSAC with support from developSpringfield
Youth organizations
Resource Needs
1. developSpringfield should support this
organi zati on unti l they are suffi ci entl y
organized.
1. Third Sector new england does nonprofit
capacity building.
2. grants

The Neighborhood Partnership Network (New
Orleans, LA)
The neighborhood partnership network (npn) is
a non-profit organization created in post-Katrina
new Orleans that facilitates neighborhood
collaboration, increases access to government
and information, and strengthens the voices of
individuals and communities in a constructive
recommendation will focus on more intentional
efforts for facilitating cooperation between all
such organizations in Springfield.
disasters reveal the importance of community
and illustrate how neighbors become their
own first responders from rescuing their
neighbors to rescuing their neighborhoods.
recogni zi ng thi s hel ps us understand the
importance of multi-faceted opportunities
for participating in the revitalization of a city,
neighborhood by neighborhood. it never works
to assume that the solutions to problems and
development of new opportunities lie with one
institution, be that government (national, state or
local) or citizens understand this and are aware of
a place where they can make a contribution.
This recommendation stems from a need for
increased collaboration as well as bolstered
capaci ty the capaci ty to f oster acti ve
citizenship. This means having the structure,
the skill, and the community will to create real
change inside of and outside City government.
in addition to concrete changes stemming from
less competitive and territorial neighborhood
councils and better-focused organizations, a
central structure for community engagement
will encourage university and non-profits to
collaborate with one another, and encourage
better political accountability and transparency.
Organizational #2
111
and organized fashion. ultimately, npns
goal is to improve quality of life for residents
by engaging them in revitalization and civic
processes. www.npn.org
Though it started small, npn today has grown
to 5 staff members, a ten-member board of
directors, and over 200 member organizations.
Thos e member or gani z at i ons i ncl ude
neighborhood councils, corporate members, and
other community groups of interest.
especi al l y i mportant to Spri ngfi el d, npn
grew out of the realization of a need for a
citywide framework for assisting communities in
maximizing the use of limited resources while
providing connections to other neighborhoods
with similar obstacles.
Citizen Participation Program (New Orleans, LA)
Currently in its infancy in new Orleans, a Citizen
participation program allows residents to have a
stronger voice in municipal priority- and decision-
making. The City of birmingham, Alabama also
has a Cpp, instituted as far back as 1975 for the
purpose of encouraging better communication
between city government and residents.
Neighbors Building Neighborhoods (Norfolk,
VA)
no r f o l k s n e w ne i gh bo r s bu i l di n g
nei ghborhoods program i s a communi ty
owner shi p i ni t i at i ve ai med at cr eat i ng
communities of choice. it is based on Healthy
neighborhoods and Asset-based Community
devel opment (AbCd) communi ty bui l di ng
principles and strives to create environments
where all community members collaborate
t hr ough s t r ong connect i ons , as s ume
ownership, focus on positive attributes of their
neighborhoods, look out for each other as good
neighbors, and invest through improvements to
their homes and neighborhood blocks.
Heal thy New Orl eans Nei ghborhoods &
Hartford Info
On a longer-term timeline, Springfield is in
need of better access to the kind of information
that will empower residents and community
organizations to make informed decisions and
give accurate feedback to city government.
Two models for such info-commons are Healthy
new Orleans neighborhoods (HnOn) and
Hartfordinfo. both resources are primarily
web-based information providers. HnOn is
perhaps more user-friendly and more polished,
while Hartfordinfo includes more map-based
information in a wider array of categories.
Priority
High
Action Steps
1. developSpringfield convene the rebuild
Springfield Advisory Committee (rSAC) and
have them expand membership to include
representation from every neighborhood in
the city and from other key constituencies
(e.g. organized labor, etc.).
2. Members familiarize themselves with details
of the rebuild Springfield plan and focus on
how they can support implementation.
3. Consistently focus on building community
capacity at the neighborhood level in order
for citizens to fully participate in the ongoing
development of their neighborhood and the
city overall.
4. Work towards creation of a 501c3 not-for-
profit organization to formalize a grass roots
citizen based organization.
5. pursue training for organizational board
development and funding.
Project Location
Citywide
COALESCE
COMMUNITY
ORGS
Expanded
RSAC
112
113
Description
This domain addresses overarching
citywide recommendations that
impact all other recommendations
is some way.
Recommendations
1. Make a conscious effort to improve the image and perception of
Springfield
2. implement the rebuild Springfield plan. Monitor and champion
measurable progress
Overall
114
Make a conscious effort to improve the image and perception of
Springfield
Breadcrumbs
Springfield Museums
pbS documentary about Springfield
new Hope pentecostal Church
food bank of Western Mass
General Descriptions
Of the myriad needs and issues the City of
Springfield faces today, perhaps the most
elusive and hard-to-address is the image and
perception of Springfield in the eyes of residents,
visitors, and regional neighbors. The path to
actively implementing this recommendation
and changi ng thi s percepti on i s through
comprehensive, incremental, and impactful
tactics and solutions.
like many cities of its size, Springfield suffers
from poor publicity in the local and regional
press. However, it is local residents who can
help to shape and mold Springfields image by
their reactions to daily life in the city. Citizen-
generated content through interactive media
like Twitter, blogs, facebook, and other web-
based publications provides a candid view
of life in Springfield, and this information can
be very influential in dictating the direction of
established media campaigns. Therefore, this
recommendation sets three primary goals:
resident participation in the rebuild Springfield
process has highlighted the issue of perception
as a challenge in making the city better. The
process has engaged a wide variety of citizens
who care very much about the city and its image.
Communication tools created for fostering
engagement such as the rebuild Springfield
websi te (www.rebui l dspri ngfi el d.com), the
rebuild Springfield facebook page, and project
database for sending email blasts continue to be
available and should be maintained and utilized
to the fullest degree for ongoing communication
of progress and positive news about the city.
perception cant be changed simply through
conversati on; deeper, more wi despread
resident engagement in community affairs will
make residents more mindful of community
challenges and simultaneously make them
aware of Springfields triumphs and victories.
engagement can have many forms: participating
in neighborhood organizations, coaching little
league sports teams, frequenting more local
cultural events, or literally getting involved in
the rebuild Springfield effort at the Citywide or
district levels. engagement can also come in
the form of enlisting in a campaign to improve
Springfields image.
it is also vital for the business community to be
engaged in improving Springfields image, as
the selling of Springfield is central to the
1. Help the public think more positively about
Springfield,
2. improve the daily life of all citizens, and
3. engage citizens in both internal and external
communication efforts.
Overall #1
115
turnaround of the city. by engaging partners
such as banks, colleges, major employers,
the Springfield Chamber of Commerce, the
Springfield business improvement district,
the greater Spri ngf i el d Conventi on and
Visitors bureau and the realtor Association of
pioneer Valley, a comprehensive reformation
of the perception of Springfield is feasible.
The opinions and recommendations of these
influential organizations play a large part in
molding Springfield, and a more concerted effort
to leverage the assistance of these stakeholders
will be elemental in spreading a positive image
of the city.
finally, the City must take on a proactive
relationship with the media. Too often, the
news that is being published about Springfield
reflects the city in a negative light, with stories of
crime, dishonesty, and shortcomings occupying
the headlines. efforts must be made to ensure
success stories are getting their fair share of
coverage as well. Obviously, success stories must
exist in order to be told, and that factor hinges
on implementing the recommendations from the
rebuild Springfield plan.
Of cour se, a successf ul r ef or mat i on of
Spri ngfi el ds i mage i s dependent on real
progress on a variety of frontsmany of which
are represented in the rebuild Springfield
plan. for instance, embracing and transforming
downtown and other neighborhoods into more
inviting (and even eventful) places for workers
and students who commute into the city can
break through negative perception barriers.
This is why actively implementing the rebuild
Springfield plan is so vitally important.

Springfield
banks
City of Springfield
Community groups
CreativeSpringfield
developSpringfield
local arts and culture organizations
116
local news outlets
Major economic institutions
Make it Happen Springfield
neighborhood Councils and Organizations
pioneer Valley realtor Association
rebuild Springfield implementation leaders
residents
Springfield Convention and Visitors bureau
Springfield high schools, colleges, and
universities
development Council
Resource Needs
1. leadership in promoting a positive image of
Springfield
2. p r o a c t i v e r e l a t i o n s h i p b e t we e n
developSpringfield, the City of Springfield,
and the local media
3. Volunteerism
4. buy-in of the rebuild Springfield plan by
the residents, public and private institutions,
business owners, the City government, and
other stakeholders
1. Make it Happen Springfield is gathering
and shari ng the stori es of the many
individuals who are contributing toward the
recovery effort and promoting ideas on how
others can help out as well. Together these
stories form a new narrative about the city,
comprised of hundreds of voices, describing
the positives and potential of Springfield,
MA. in the works for around two years
now, the MiH effort is focused on actively
changing perspectives about Springfield by
publicizing many positive goings-on in the
City. www.makeithappencity.com
2. local media outlets
3. CreativeSpringfield, an online directory
of artists in the greater Springfield area,
has a goal of unifying the Springfield arts
community, fostering collaboration, and
creating relationships with businesses and
institutions. Arts can play a special role in
changing perception and attitudes.
4. implementation of the rebuild Springfield
plan
Cities that are using success stories to market
themselves:
The live music capital of the world (Austin, TX)
The whole citys focus is around the performing
arts and entertainment.
The Creative Capital (Providence, RI)
providence champions local artists, new living
spaces, universities, and cultural organizations.
504ward (New Orleans, LA)
117
504ward, the col l aborati ve movement of
organi zati ons i n new Orl eans dedi cated
to retaining young talent in new Orleans.
www.504ward.com
Priority
urgent
Action Steps
1. implement the rebuild Springfield plan.
The energy behind the plan should garner a
positive reaction from the media and citizens
alike. if the recommendations in this plan
are successful, the subsequent turnaround in
Springfield will make a measurable impact in
the overall perception of the city.
2. Support the efforts of an organization or
group dedicated to marketing and outreach
in the City. Make it Happen Springfield
could be a partner in this effort. develop a
collaborative partnership between develop
Springfield and this marketing group to push
the agenda of the rebuild Springfield plan
on social media networks and conventional
media outlets.
3. develop Springfield and a marketing group
(such as Make it Happen Springfield) must
work with the local media to insure the
success stories of the rebuild Springfield
plan are told and an objective view on
progress is portrayed.
4. The partnership will encourage residents
to participate in expressing their views of
Springfield. They might consider providing
a public arena on which to display these
comments. This could end up being a
scaling-up of the effort already taking place
on makeithappencity.com, where short local
testimonial videos are displayed.
5. developSpringfield should create a network
of support for the rebuild Springfield plan
among the large economic stakeholders in
the city. A unified marketing effort should
be developed so these groups to have a
consistent message when selling the city to
large-scale economic actors.
6. devel opSpri ngfi el d shoul d make sure
that the conventional media outlets in
Springfield have complete access to the
progress information explained in Citywide
recommendation #2.
Project Location
Citywide
118
Implement the Rebuild Springfield Plan. Monitor and champion
measurable progress
Breadcrumbs
Community foundation of Western Mass
General Description
Thi s i s per haps t he mos t i mpor t ant
recommendation in the rebuild Springfield
plan. The residents of Springfield first proposed
nearly every recommendation contained in this
plan at both the Citywide and district levels.
for successful implementation, this plan needs
to be adopted by all stakeholders in the City
of Springfield: municipal bodies, private firms,
non-profits, and local residents from all walks
of life. Though this recommendation seems
simple at face value, it is crucial that the plan be
implemented in a manner that allows residents
and stakeholders to track its progress, measure
successes, identify areas for improvement,
demand accountability, and find inroads to
participate in its execution.
Of crucial importance in implementing this
r ecommendat i on i s st eady, meani ngf ul
l eader s hi p t hr ough a par t ner s hi p of
redevel opment Aut hor i t y dedi cat ed t o
strategically acting on the rebuild Springfield
plan. Additionally, successful implementation
of the plan will only be possible with support
from City leadership. ideally, the City would
assign coordination of plan activities with
communication is a driving principal of the plan;
it is crucial for keeping residents engaged and
for informing local and regional stakeholders of
concrete progress that is being made. This can
be achieved through the use of various digital
media. lastly, this effort should encourage
transparency in monitoring the city, state, and
federal funds related to both disaster rebuilding
(like the Tornado relief fund) and overall rebuild
Springfield efforts.
While we understand that Springfields CitiStat
program has been eliminated for the next
fiscal year because of budgetary constraints,
there may be other si mpl e methods f or
tracking and communicating progress of the
rebuild Springfield effort in the short- and
medium-term. An important action item for
the developSpringfield team will be to work
with implementation leaders across the nexus
domains to develop milestones for tracking and
measurement.
The action steps for this recommendation are
intended to develop a sustainable method for
communication and accountability; essential
characteri sti cs of rel i abl e l eadershi p, and
healthy collaboration. part of implementing
this recommendation will necessarily involve
bolstering the capacity of developSpringfield
with communications and outreach. This could
happen in-house, through developSpringfield
developSpringfield and the SrA to a specific
person or position within City. According
to a report by the federal reserve bank of
boston, reinvigorating Springfields economy:
lessons from resurgent Cities, industry mix,
demographic composition, and geographic
location are not key factors distinguishing the
resurgent cities from SpringfieldThe most
important lessons from the resurgent cities
concern leadership and collaboration.
efficient and objective monitoring of the rebuild
Springfield effort is a vitally important piece
of the implementation process. Transparent
Overall #2
119
training, or out-of-house, through collaboration
with the Springfield Young professional Society
(YpS) or area colleges.
City of Springfield
City-to-City group
developSpringfield
domain leaders
Springfield high schools, colleges, and
universities
Springfield public library

Resource Needs
1. buy-in and participation from the City of
Springfield and domain leaders
2. Web design and support for the rebuild
Springfield website
3. graphic design for creation of report cards
4. grant funding for electronic progress and
data monitoring
1. google Applications to meet the needs of
government
ht t p: //www. googl e. com/apps/i nt l /en/
government/trust.html
2. government Accounting Standards board,
Servi ce ef f orts and Accompl i shments
reporting
http://www.gasb.org/cs/ContentServer?
c=gASbContent_C&pagename=gASb
%2fgASbContent_C%2fproj ectpage&c
id=1176156646053
3. Web hosting and design students from area
high schools, colleges, and universities.
4. Hartfordinfo.org (a program of the Hartford
public library)
5. Springfield public library
The Central City Renaissance Alliance (New
Orleans, LA)
The Central City renaissance Alliance (CCrA)
plan, a community driven neighborhood plan,
resulted in a systemic set of recommendations
that empowered this community to launch their
post Katrina recovery immediately.
The CCrA pl an and Or gani zat i on has
attracted a consortium of local, regional and
national funders who recognize the power of
an organized and focused community. not
only is CCrA helping to keep the eye on
implementation of the recommendations, but
has helped the funders be more strategic about
their investment.
CCrA was formed as a result of the year-
long planning process and continues to be
a lead convener, communicator and project
implementation leader in this strategically
located neighborhood. www.myccra.org
Community Social Data Strategy (Toronto)
This program is intended to provide citizens
and community groups with low-cost access to
research data that covers the physical, social,
and economic health of the city. Toronto
recognizes the importance of research data and
its ability to help discover social and economic
trends. The program started in July 2008. The
City of Toronto worked with the Canadian
Council on Social development to provide
access to Statistics Canada data at a cost of
$200 per year. participants have access to
neighborhood-level data, as well as that from the
other 14 municipalities involved in the initiative
and support for analysis of the data and the
dissemination of results.
The goal of the Community Social data Strategy
(CSdS) is to raise awareness within the municipal
and non-profit sectors about the potential uses
of research data to better understand the social
and economic trends within their communities.
Specific objectives are to:
domains that are positively impacted by the initiative described on this page are indicated above. v
120
purchase, facilitate, and streamline access to
Statistics Canada data
Train organizations to analyze and process
this data
Communicate and disseminate the results as
widely as possible
http://www.toronto.ca/demographics/csds.htm
Managing for Results (Portland, OR
The main principal behind the Managing for
results program is the idea that What gets
measured gets done. The program is grounded
in a 4-step cycle: plan, budget, manage, and
report. each revolution of the cycle offers an
opportunity to insure that results are being
achieved in an efficient and timely manner.
Accumulated experience and data allow for
improved methods to fulfill goals. in portland,
the official Managing for results program started
in 2002, with the intention of making the citys
government more efficient.
performance is gauged through workload,
efficiency, and effectiveness, metrics that are
gleaned from measuring the inputs (staff,
budget, equipment, etc.), outputs (amount of
services, number of classes taught, products,
etc.), and results (quality of service, citizen
satisfaction, etc.) of the program.
Priority
urgent
Action Steps
This recommendation has a two-tiered strategy
to ensure efficacy in the short-term and provide
the opportunity for data-driven research and
accountability measures in the long-term. To
begin, developSpringfield must implement
the rebuilding Springfield plan and enact this
recommendation to monitor the plans progress.
The first tier of this recommendation will be
spearheaded by developSpringfield to set up
an inexpensive and feasible process for tracking
implementation of the rebuild Springfield plan.
it will insure a higher level of transparency in the
implementation of the plan and would increase
time and resource efficiency.
1. developSpringfield first must task each
domains implementation leader with
developing an Action Step Checklist that
will establish short and long-term goals
for their domain. The timeframe for each
domain will vary; however, for the initiation
of the rebuild Springfield plan, 6-month and
12-month goals should be established in
each domain.
2. each domai n wi l l be responsi bl e f or
r epor t i ng t hei r pr ogr es s on each
of t he r ecommendat i ons r egul ar l y
(developSpringfield will supply a report
cards template and domain committees will
fill them out appropriately).
http://www.toronto.ca/demographics/csds.htm
121
3. report card must be avai l abl e on the
website.
4. progress will be championed when complete
to garner more support from the community;
conversely, underperformance will call for
the reevaluation of approach, resources, and
personnel.
5. domain report cards must continually be
updated with results as well as new goals to
make sure individual recommendations stay
on course.
6. identifying and reaching out to capable
i ndi vi dual s and groups to assi st wi th
graphics, communications, and other digital
media is an efficient way to both involve
more residents in the process and to bolster
the capacity of developSpringfield. for
example, developSpringfield might reach
out to the Springfield Young professionals
Society to create the report cards or work
with a local college class to participate in
other ways.
The second ti er of thi s recommendati on
is longer-term and more capital intensive.
devel opSpri ngfi el d wi l l be charged wi th
developing an electronic system for monitoring
the rebuild Springfield plan in more depth. This
system will also contribute to the benchmarking
and measurement of other citywide efforts. This
stage would be funded by a grant (like the ibM
Smarter Cities program).
1. developSpringfield would seek a grant to
develop a method for data-driven analysis
to understand the effects of the rebuild
Springfield plan and track indicators for other
city initiatives.
2. The City will participate in collecting and
providing raw social, physical, and economic
data.
3. This data would be accessible to community
groups, residents, business owners, and
potential investors through in online format
that is well designed and easily accessible.
4. Thi s tool wi l l pl ay an i ntegral part i n
measuring the progress of the rebuild
Springfield effort as well as other City
benchmarking necessities.
5. Thi s tool shoul d be used by the Ci ty,
devel opSpri ngf i el d, domai n l eaders,
and communi t y gr oups t o i dent i f y
problems, develop solutions, and measure
implementation results and progress.
Project Location
Citywide
122
123
124
The rebui l d Spri ngfi el d consul tant team
i ncl uded the experti se of a phi l anthropi c
f und devel opment exper t , Jul i et page.
Her pr of es s i onal obs er v at i on i s t hat
developSpringfield has positive ambitions for the
city and for the region that Springfield serves and
supports. The organization has clearly emerged
to provide leadership for issues far beyond
economic development.
developSpringfields mission, and efforts it will
facilitate in support of the plans implementation,
are fundable if presented to the foundation
communi t y t hr ough appr opr i at e means.
developSpringfield should be the first entity to
note that an economically thriving Springfield is
good for everyonefrom the regions wealthiest
to the neediest who are often the primary
constituents of foundation grant making.
philanthropic dollars are few compared to
public funds. for this reason, foundation officers
look for leverage opportunities for their
grants. This is particularly true in a recovery
settingbe it recovery from a catastrophe
or from a weak economy when federal
funding can be comparatively large. in order
to secure foundation support, it is critical that
developSpringfield and Springfield citizens
promote and accentuate the programming and
activities that influence government policy or
direct public dollars.
We have identified a few immediate and near-
term opportunities around which the citizens of
Springfield, through developSpringfield might
launch conversations with local and national
foundations and have outlined what such a
launch might look like. Also included are some
thoughts on launching work with foundations
and a short list of easy practices that develop
Springfield, might adopt or reinforce in the
process of developing new relationships within
the philanthropic sector.
Immediate Fundraising Opportunities
Several of develop Springfields current projects
are consummately fundable. The process of
hiring an executive director, including expenses
associated with retaining a search firm, could
be appealing to local foundations. The position
should be marketed as one that will be hugely
influential over a $120 million rebuilding project
with unprecedented opportunities for urban
revitalization in a storied older industrial city.
Additionally, the retention of a feMA advocate
to ensure that Springfield gets its fair share
of disaster dollars may be of interest to a
local foundation that has invested in cultural
institutions or housing in the area.
As developSpringfield oversees and otherwise
participates in the rebuild Springfield plan
i mpl ementati on, devel op Spri ngfi el d wi l l
gather extensive data. This will provide a terrific
opportunity to promote civic pride by asset
mapping all that Springfield has to offer in
terms of resources. like Milton glasers iconic
i love new York logo, which was in fact
commissioned by new York States Commerce
department i n the i nterest of attracti ng
tourism despite staggering crime rates, a visual
representation of the regions assets could be
transformative in the public sphere.
125
Potential Funding Opportunities for Near-Term
Programming
planning for Stellar Schools. developSpringfield
might host a forum to explore 21st Century
education design and programming options
around replacement facilities at the current sites
of the dryden and brookings schools. new,
first-rate institutions at the sites of schools
that did not previously meet Commonwealth
of Massachusetts standards could be game
changers for the city and the region.
rebuilding from the June 1 tornado presents a
singular opportunity for long-term community
and economic development. developSpringfield
might easily secure philanthropic funding to
explore legal and planning options to create one
or two 21st Century schools in the Six Corners/
Old Hill and east forest park neighborhoods.
Opportunities at Westover
The Air reserve base just north of Springfield
is the largest of its kind in the country and is
slated to absorb other military units over the
course of the coming decade. it has a purported
annual economic impact of one quarter-billion
dollars. developSpringfield could raise money
to explore ways in which economic, cultural and
social stakeholders in the region might better
incorporate military service personnel into their
planning. indeed, there may be funding streams
from the military itself.
Smart Growth: Adaptation and Equity
norman francis, the director of the louisiana
recovery Authority and president of Xavier
university, the preeminent historically black
college in new Orleans, sagely noted that a
disaster is a terrible thing to waste. entrenched
poverty and institutionalized racism can be
addressed in the rebuilding of Springfield.
developSpringfield could lead a discussion
around ways that rebuilding could promote
economic opportunity for all, steady funding
streams would follow.
Foundation Fundraising Launch
by participating in and leading post-disaster
r ebui l di ng, and bei ng ambi t i ous about
t he oppor t uni t y t o r ebui l d st r onger ,
developSpringfieldperhaps unwittinglyhas
already composed a coherent and compelling
pitch to the philanthropic sector, and should
now develop an outreach effort to local funders,
in particular those that funded the planning
process. doi ng so wi l l hel p phi l anthropi c
thought leaders understand the broad impact
of developSpringfields role. This is the arena
in which developSpringfield must be overt
regarding the fact that a truly healthy economy
includes all people in wealth creation.
There may need to be a change in language
addressing wealth creation to the lingo of
funders, such as workforce development,
environment and smart growth even if that
is not how developSpringfield has thought
of their work internally. An excellent model
for outreach to local funders could be casual
126
briefings. no matter the format, the message
would be that developSpringfield has exciting,
insider information on activities relevant to their
grant making portfolios. developSpringfield can
take advantage of their leaderships social and
political cachet by asking individual stakeholders
to host these events. foundation trustees and
program officers would likely appreciate the
success and celebrity of the rebuild Springfield
plan.
A few preliminary, exploratory conversations
with candid program officers would benefit and
inform their planning for fund development.
Such conversations would help identify external
champions, which we strongly believe is a key
element to any successful foundation campaign.
A plan of action might include:
1. identifying potential funders by looking
to what entities fund the major cultural
institutions of the region;
2. developing a two-page document that
outlines the project to be funded and the
theory as to how this will effect change in the
region; (it would be advisable to develop a
rough budget and budget narrative.)
3. S u bmi t t i n g pe r mu t a t i on s of t h e
aforementioned two-pager as e-mails and
letters of inquiry to target foundations;
4. Securing meetings at foundations; (This will
certainly require travel for key city leaders,
and possibly an engaged board member or
elected official such as the Mayor.)
5. responding quickly to any solicitations for
additional materials upon conclusion of any
of the above meetings;
6. Hosting site visits if proposals advance.
General Good Practi ces for Foundati on
Fundraising
The best tool for foundation fundraising is
great programming communicated effectively.
And although that statement seems simple,
management of f oundat i on gr ant s can
destabilize any organization. indeed, it is often
recommended that individual and corporate
giving programs are developed instead of
engagi ng i n foundati on fundrai si ng. Any
fundrai si ng efforts must be supported by
appropriate staffing.
Some other important strategies include:
1. Mai ntai ni ng excel l ence i n wri tten and
or al communi cat i onand nomi nat e
spokespeople within the organization to
manage foundation contacts;
2. protecti ng schedul es from i mpromptu
interviews and queries;
3. establishing systems for timely submission of
proposals and reports.
Conclusion
begin looking carefully for instances in which
the plan implementation work is bringing about
broader social changeand to be immodest in
accentuating it to the right people at the right
time. developSpringfield is operating in a realm
with very real metrics and that unto itself is an
attractive conversation starter at any foundation.
127
128
Funding Opportunities for Economic Development
While the June tornado in Springfield affected
the citys economy, it also offered a unique
opportunity to reassess economic development,
provided momentum to accelerate projects
that are already in the works, and prioritized
new economic development efforts. A number
of the recommendations outlined in the plan
wi l l requi re si gni fi cant fi nanci al resources
for implementation. federal, state, regional
and local funding is available to government
entities, private businesses and individuals to
support recovery efforts and overall economic
growth in Springfield. These resources include
weatherization funding available to low income
families for housing improvements, foundation
grants for specific community development
projects, microloans and Common Capital
financing for businesses, and Hud funding for
sustainability initiatives. These are just a few of
the recommendations offered in the plan and
only a sampling of the funding options available.
While significant funding sources exist to
support recovery plan initiatives, it is important
to note that federal grants often require state
or local matching funds. public and private
organizations interested in taking advantage of
the funding available through federal agencies
must work together to best l everage the
resources available. Springfield must galvanize
its private, non-profit/institutional, and public
organizations to pursue funding resources. even
for non-federal funding applications, articulating
a broad level of support for specific projects
will enhance the competitiveness of the funding
request. A coordinated effort between public
and private organizations is critical to ensure that
all funding opportunities are identified, and that
the limited funding available to support recovery
plan initiatives is most efficiently and effectively
utilized.
Housi ng, Economi c Devel opment and
Communities
U.S. Department of Energy (DOE)
Weatherization Assistance program: enables
low-income families to permanently reduce
their energy bills by making their homes more
energy efficient. dOe provides funding to
states, which manage the day-to-day details of
the program. http://www1.eere.energy.gov/
wip/wap.html
State energy program: provides financial/
technical assistance to states through formula
and competitive grants. States use their
formula grants to develop state strategies
and goals to address their energy priorities.
Competi ti ve grant sol i ci tati ons f or the
adoption of energy efficiency/renewable
energy products and technologies are issued
annually based on available funding. States
provide a 20% match. http://www1.eere.
energy.gov/wip/sep.html
energy efficiency and Conservation block
grant program: uses both formula and
competitive grants to help u.S. cities, counties,
states, territories, and indian tribes develop,
promote, implement, and manage energy
efficiency and conservation projects. http://
www1.eere.energy.gov/wip/eecbg.html
U. S. Department of Housi ng and Urban
Development (HUD)
Ch o i c e ne i g h b o r h o o d s i n i t i a t i v e
implementation grants: $110 million available
in fY2012. Communities must have in place a
comprehensive neighborhood revitalization
strategy, or Transformation plan. funds are
i ntended to transform di stressed publ i c
and assisted housing into energy efficient,
mixed-income housing that is physically and
financially viable over the long-term. They may
also be used for other activities designed to
improve neighborhoods. http://portal.hud.
gov/hudportal/Hud?src=/program_offices/
public_indian_housing/programs/ph/cn
U.S. Economic Development Administration
(EDA)
provides grants to economically distressed
communities to generate new employment,
hel p retai n exi sti ng j obs and sti mul ate
industrial and commercial growth. http://www.
eda.gov/
129
Massachusetts Executive Office of Housing and
Economic Development
Communi ty devel opment bl ock grant -
recovery Act program (Cdbg-r): Hud has
allocated $9.1 million from the American
recovery and reinvestment Act (ArrA) to
Massachusetts for distribution through the
Massachusetts Community development block
grant (Cdbg) program. The money will be
granted to non-entitlement cities and towns.
http://www.mass.gov/hed/community/funding/
community-development-block-grant-cdbg.
html
Community Services block grant (CSbg): A
federally funded, poverty reduction program
that was created to promote and provide an
array of services and activities to encourage
sel f-suffi ci ency and to make permanent
improvements in the lives of low-income
families and individuals. http://www.mass.
gov/hed/communi ty/fundi ng/communi ty-
development-block-grant-cdbg.html
economic development fund (edf): provides
funding for projects that create and/or retain
jobs, improve the local and/or regional tax
base, or otherwise enhance the quality of
life in the community. edf gives priority to
assistance for physical improvements and
mixed-use projects supporting downtown and
commercial center development. http://www.
mass.gov/hed/community/funding/economic-
development-fund-edf.html
gateway plus Action grant: funding to 18
gateway Cities to support local strategic
planning efforts to increase diversity of housing
options, increase economic opportunities,
foster and strengthen civic engagement, and
revitalize neighborhoods. http://www.mass.
gov/hed/community/funding/gatweay.html
individual development Account (idA): State
funded pilot program that provides funds
for low to moderate income wage earners to
reach self sufficiency and ultimately achieve
homeownership. http://www.mass.gov/hed/
community/funding/individual-development-
account-ida.html
Massachusetts downtown initiative (Mdi):
The primary mission of the Massachusetts
downtown initiative is to make downtown
revitalization an integral part of community
development in cities and towns across the
Commonwealth. http://www.mass.gov/hed/
community/funding/massachusetts-downtown-
initiative-mdi.html
nei ghborhood Housi ng Servi ces ( nHS) :
neighborhood Housing Services program
assists residents and public/private entities to
reinvest in urban neighborhoods (including
Springfield) by rehabilitating housing and
making it affordable for low and moderate-
income families. http://www.mass.gov/hed/
community/funding/neighborhood-housing-
services-nhs.html
neighborhood Stabilization program (nSp):
nSp1 is a $54.8 million grant program awarded
by Hud to Massachusetts and four of its cities,
including Springfield. funds are to be used
primarily for the acquisition and rehabilitation
of abandoned and foreclosed properties.
http://www.mass.gov/hed/community/funding/
nsp.html
Common Capital (Western Massachusetts
Enterprise Fund)
A number of different financing programs are
available to businesses through Common
Capital, which helps match relevant funding
opportunities for each business situation.
New Market Tax Credits
provides tax credit incentives to investors for
equity investments in certified Community
development entities, which invest in low-
income communities.
The MassWorks Infrastructure Program
provides public infrastructure grants that
support a number of di fferent types of
projects, including housing development at
density of at least 4 units to the acre (both
market and affordable units) and community
revitalization and sustainable development.
http://www.mass.gov/hed/economic/eohed/
pro/the-massworks-infrastructure-program.html
Through volunteer labor and donations of
money and materials, the organization builds
and rehabilitates simple, decent houses
al ongsi de homeowner partner fami l i es.
http://www.habi tat.org/cd/l ocal /affi l i ate.
aspx?place=66
Massachusetts Housing Partnership Fund
Statewide public non-profit affordable housing
organization that works in concert with the
governor and the state department of
Housing and Community development to help
increase the supply of affordable housing in
Massachusetts. http://www.mhp.net/
Ford Foundation
Makes grants for general /core support,
projects, planning, competition, matching,
r ecover abl e, i ndi vi dual , endowment ,
f ou n da t i on - a dmi n i s t e r e d pr oj e c t s ,
program-related investments. http://www.
fordfoundation.org/regions/united-states
130
Home Depot Foundation
Seeks to improve the homes and lives of
deserving families through a combination of
volunteerism, grants and product donations.
http://homedepotfoundation.org/how-we-
help/grants.html
The Lowe s Chari tabl e and Educati onal
Foundation
provides organizational grants from $5,000 to
$25,000 for community improvement projects
and public education (priority given to public
K-12 schools). http://www.lowes.com/cd_The+
lowes+Charitable+and+educational+foundati
on_474741445_
Johnson Controls
provides assistance to programs in the areas of
justice and law, community and neighborhood
improvements, the environment, civic activities
and equal opportunity, citizenship and safety.
http://www.johnsoncontrols.com/publish/us/
en/about/our_community_focus/johnson_
controls_foundation.html
Textron
giving primarily for community funds, higher
education, including scholarship programs,
and hospitals and health agencies; support
al so f or youth cl ubs, urban programs,
minorities, and cultural programs. http://www.
textron.com/about/commitment/corp-giving/
Enterprise Green Communities
provides resources and expertise to enable
developers to build and rehabilitate affordable
homes that are heal thi er, more energy
efficient and better for the environment. grant
are awarded for charrettes, sustainability
training, and other projects. http://www.
enterpri secommuni ty.com/sol uti ons-and-
innovation/enterprise-green-communities/
resources
Urban Land Institute (ULI)
urban innovation fund provides venture
capital/seed money for innovative community
outreach projects led by uli members and
district Councils.
Private Equity/Private Financing
Tax Increment Financing (TIF)
Corporate giving
Private developers
Sustainable Development
U.S. Environmental Protection Agency (EPA)
Assessment Grant Program
These grants provide funding to inventory,
characterize, assess, and conduct planning
and communi ty i nvol vement rel ated to
brownfield sites. grants are for up to $200,000
to address sites contaminated by hazardous
substances, and up to $200,000 to address
sites contaminated by petroleum. Applicants
can also apply as an Assessment Coalition (a
group of three or more eligible entities) for up
to $1 million. http://www.epa.gov/brownfields/
assessment_grants.htm
Cleanup Grant Program
provide funding for a recipient to carry out
cleanup activities at brownfields sites that it
owns. Sites may be contaminated by hazardous
substances and/or petroleum. grants are up
to $200,000 per site and require a 20 percent
cost share. http://www.epa.gov/brownfields/
cleanup_grants.htm
U.S. Department of Transportation (DOT)
Tr anspor t at i on i nvest ment gener at i ng
economic recovery (Tiger) discretionary
grant program: included in the American
recovery and rei nvestment Act to spur
a nati onal competi ti on f or i nnovati ve,
mul t i modal , and mul t i - j ur i s di ct i onal
transportation projects that promise significant
economic and environmental benefits to an
entire metropolitan area, a region, or the
nation. Tiger iV was announced in february
and will award approximately $500 million
toward projects that meet the criteria. http://
www.dot.gov/recovery/
American Planning Association (APA)
Offers some grant opportunities for a variety of
projects. http://www.planning.org/divisions/
housing/grants/
Corporate giving
Small Business and Entrepreneur Support
Economic Development Administration (EDA)
provides grants to economically distressed
communities to generate new employment,
hel p retai n exi sti ng j obs and sti mul ate
industrial and commercial growth. http://www.
eda.gov/
Massachusetts Executive Office of Labor and
Workforce Development
Workforce Training fund: provides resources
to Massachusetts businesses and workers
to train current and newly hired employees.
ht t p: //www. mass. gov/l wd/empl oyment -
131
s er v i c es / bus i nes s - t r a i ni ng- s uppor t /
wtfp/
On-the-Job Training: Assists employers with
the cost of hiring and training a new employee.
ojt/
Workforce Training fund express program:
provides training grants targeted to small
employers with a maximum of 50 employees
in Massachusetts and labor organizations.
services/business-training-support/trainingpro/
workforce-training-fund-express.html
Springfield
Members have access to networking and
i nformati onal programs, marketi ng and
sponsorship opportunities, and other benefits.
Kiva
Connects people through lending to alleviate
poverty. leveragi ng the i nternet and a
worldwide network of microfinance institutions,
Kiva lets individuals lend as little as $25 to help
create opportunity around the world. http://
www.kiva.org/
Grameen America
provides loans, savings programs, financial
educati on, and credi t establ i shment to
low-income entrepreneurs. All loans are
for income-generating purposes and help
individuals to start or expand a small business.
http://www.grameenamerica.com/
Private Investors
Local or regional universities and colleges
Workforce Training
US Department of Labor
The employment and Training Administration
(eTA), u.S. department of labor (dOl), has
avai l abl e approxi matel y $98.5 mi l l i on i n
Workforce innovation fund grants authorized
by the full-Year Continuing Appropriations
Act, 2011 (p.l. 112-10). These funds support
innovative approaches to the design and
delivery of employment and training services
that generate long-term improvements in the
performance of the public workforce system,
both in terms of outcomes for job seeker and
employer customers and cost-effectiveness.
http://www.doleta.gov/grants/find_grants.cfm0
U.S. Department of Educati on Offi ce of
Vocational and Adult Education
programs, resources, and grant opportunities.
http://www2.ed.gov/programs/gtep/index.html
Massachusetts Executive Office of Labor and
Workforce Development
Workforce Training fund: provides resources
to Massachusetts businesses and workers
to train current and newly hired employees.
wtfp/
On-the-Job Training: Assists employers with
the cost of hiring and training a new employee.
ojt/
Workforce Training fund express program:
provides training grants targeted to small
employers with a maximum of 50 employees
in Massachusetts and labor organizations.
services/business-training-support/trainingpro/
workforce-training-fund-express.html
Kresge Foundation
provides operating support grants, project
support grants, program-related investments
to arts and culture, community development,
education, the environment, health and human
services, other causes.
FedEx
Cor por at e r esour ces i ncl ude f i nanci al
contributions, in-kind charitable shipping
services and employee volunteer services.
Textron
School-to-work and welfare-to-work programs,
job training for underserved audiences, literacy
and eSl (english as a Second language)
pr ogr ams; enr i chment and ment or i ng
programs for youth; college/university Support
- including scholarships and internships for
women and minorities (with emphasis on
technology, manufacturing and engineering).
http://www.textron.com/about/commitment/
corp-giving/
Corporate giving
Local or regional universities and colleges
132
Implementation of the Citywide and District Plans:
Challenges, Opportunities, and Financing in Real Estate
On June 1, 2011, a devastating tornado ripped
through Springfield, laying waste in a matter
of seconds to everything in its path homes,
businesses, and property gone in an instant. for
a city struggling to recover from a deep national
recession and long decades of disinvestment
it was unbelievable heartbreaking. but
instead of surrendering to the circumstances,
the City of Springfield and developSpringfield
have rallied to the cause and set in motion
a bold plan to make the best of a very bad
situation. Opportunity often comes disguised as
a challenge. The City and developSpringfield
have a chance to overcome market forces long
at work in Springfield by leveraging financial
resources that would not be available were it
not for the disastrous events of that day. Oddly,
like the weather after a tornado, the clouds over
Springfield may in fact have a silver lining if the
tornado can serve as a catalyst for transformative
investments in the Citys future. The aspirations
must go beyond simply rebuilding what was
destroyed that day.
The nature and extent of the Chal l enges
created by the tornado are such that the State
and federal resources typically available to a
community like Springfield will be insufficient
to finance the implementation of the rebuild
Springfield plan. basically, Springfield has a
sudden urgent need to undertake rebuilding
multiple projects in a short period of time; critical
projects that are expected to involve substantial
financing gaps.
Accordingly, we recommend that the City
and developSpringfield aggressively pursue
a dedicated federal appropriation. There is
ample precedent for such an appropriation in the
aftermath of other natural disasters throughout
the united States and Springfield can make a
compelling case that its circumstances warrant a
similar appropriation. This appropriation should
be flexible in nature so that financing gaps of
various types can be effectively closed.
The following discussion sets forth a broad outline
for implementation that highlights the Challenges
and Opportunities for funding the execution of
the rebuild Springfield plan. This section of the
plan will focus primarily, but not exclusively, on
the ambitious plans for district 1 (Metro Center
and South end) and district 2 (Maple-High, Six
Corners). The demographics and economics
of district 3 (east forest park and Sixteen Acres)
are substantially more favorable and the level of
public intervention required to rebuild in these
neighborhoods will not be as extensive.
Challenges: Market
Springfield is the dominant urban center of the
pioneer Valley the third point in a triangle of
economic activity connected via i-90 to boston
in the east and via i-91 to Hartford, CT in the
south. The City enjoys tremendous regional
accessibility, strong public and private sector
institutions, a concentration of businesses and
service amenities, lovely historic building stock
(both commercial and residential), and a loyal and
committed citizenry that cares about the Citys
future.
in spite of these positive attributes, however,
the Springfield markets have a long history of
underperforming relative to other competitive
cities in Massachusetts. resident incomes
remain very modest, population and household
counts have been static for a decade, vacancy
in both commercial and residential property
is consistently high, existing home values
are generally below replacement cost and
commercial rents are insufficient to support the
cost of new construction. in light of these factors,
it should come as no surprise that absorption of
both residential and commercial product, which
was modest even in the most recent boom years
(2005-2007), has been slow to negative since the
onset of the 2008 recession.
(See real estate Appendix A for market reports
and data compiled for this study)
Home Ownership Units. by way of example,
the average Springfield single-family home sells
for approximately $150,000; and home prices
in districts 1 and 2 generally are well below the
average - estimated at $125,000 for new single
family product and up to $75,000 per unit for
two-four family stock. even at these affordable
prices and in the most robust recent market
time frames, ownership housing absorption for
the City as a whole was less than 40 units per
133
sources to make investments in the districts
1 and 2. At the same time, public dollars are
increasingly scarce and sought after by the
many worthy causes that have a need. And the
competition for these resources is growing as
budgetary constraints reduce available funds
at both the State and federal levels and the
stresses of a slow economic recovery drive the
need for public supports of all sorts even higher.
Cost of Capital. Capital is available today at
historically low rates, but underwriting standards
remain stringent as investors and lenders seek
to avoid risk in these volatile economic times
- and Springfield has been a historically risky
market for investment. The overall cost of
capital can only be reduced to acceptable levels
if low or zero cost public sources and creative,
non-profit funders can participate at levels
or in ways that drive down the cost and risk of
investment to the private marketplace.
Financing and Development Complexity.
As described above, most projects of scale
contemplated by the district 1 and 2 plans will
require a complex layering of public and private
financing sources each with its own eligibility
criteria, underwriting standards, application
procedures and competitive landscape. Most
private developers will not have the expertise
(or the inclination) required to sort through
this complexity - lacking either the technical
sophistication or local knowledge - to package
specific projects that take full advantage of
the financial resources available to close the
financing gaps referenced earlier.
Technical Assistance Capability. providing
pot ent i al r edevel oper s and pr oper t y
owners with pre-development services (e.g.
si te assembl y, permi tti ng i ncenti ve and
conventional financing, etc.) to mitigate this
complexity and facilitate development will be
year with only a small fraction of this activity in
districts 1 and 2.
Rental Apartments. in part, the lack of
ownership activity has been driven by the small
size of the ownership market overall. fully half
of housing units citywide and an even higher
proportion (nearly 75%) in districts 1 and 2, are
occupied by renters rather than owners. like
pricing in homeownership markets, rents are
also relatively affordable both in Springfield and
those neighborhoods with a large proportion of
existing tenants paying so-called market rents
at or near parity with defined affordable, low to
moderate income standards.
Retail Space. As for the commercial markets, it
is clear that the amount of existing retail space
in districts 1 and 2 far exceeds the level of
demand required to support it. This, coupled
with changes in the neighborhood demography
and shopping habits over the last several
decades, has rendered many of the existing
spaces a poor fit to tenant requirements in
the modern age. As a result, vacancy is high
consistently in the 20% to 30% range in recent
years and rents are very low at under $10
to $12 per square foot per year for existing,
independently owned and managed spaces.
Office Space. finally, to the office markets
where best-in-class downtown office building
vacancies have remained stubbornly in the 10%
and 15% range for a decade despite a history
of affordable rents hovering in the teens to low
$20 per square foot per year. upper floor office
space is reportedly less than 50% occupied;
much of it uninhabitable without significant
renovation and code compliance work.
These conditions prevailed long before the
tornado wreaked havoc in the district 1, 2
and 3 neighborhoods on June 11, 2011. The
question is: How can the tornado recovery
effort - including the financial resources that
come with it - be deployed to overcome these
ambient market forces and create a more vibrant,
more sustainable long term future for the City of
Springfield?
Challenges: Financing
While insurance proceeds will go a long way
to addressing the capital needs for many
property owners victimized by the tornado, the
implementation of most major renovation or
redevelopment projects in the tornado impacted
areas will also require some combination of debt
and equity investment (several potential sources
are described in the discussion of Opportunities
that follows).
Financing Gap. As shown by our market
investigations and the illustrative project
proformas prepared for this study (see real
estate Appendix b for the detailed proformas
analyses), there is a substantial gap between the
cost required to build or rehabilitate buildings
in districts 1 and 2 and the investment of
debt and equity that can be justified by these
activities. This gap between project cost and
the economic value to a prospective investor
is not directly attributable to the tornado but
reflects the market realities in Springfield and
constitutes a financing risk that will be difficult
for private capital to overcome absent the
public incentives and technical assistance made
possible by the tornado relief and recovery
effort.
Capital Availability. While private capital is
generally available today (lenders are anxious to
lend and equity investors have money to invest),
public capital will be required to entice private
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spillover impacts on surrounding corridors and
residential areas in terms of perception, interest,
and investment.
Parking. parking is an essential resource for
market success. While the visual character
of open, street-facing parking lots is often
less than appealing, well designed, interim
parking on vacant and abandoned lots offers an
effective strategy for addressing the needs of
local businesses and shoppers, while improving
the visual character of the districts 1 and 2.
Sustainable Community. A more livable,
sustainable, inclusive community is also more
marketable to businesses and residents
alike. plans that strike a balance between retail
and business uses, civic and community uses,
recreation and entertainment uses, affordable
and market rate and rental and ownership
housing options promote a highly desirable
quality of life and enhance the opportunity to
attract new residents and visitors to the market.
Opportunities: Legal and Regulatory Tools
Abandoned Property. Acquiring vacant,
abandoned, and tax delinquent property,
holding it, and reintroducing it to private
ownership and development are tried and
true public revitalization strategies. These
methods along with other code enforcement
and taxation strategies can encourage owners
of vacant properties to actively reuse and
redevelop vacant sites for a variety of uses
and will help alleviate the perception of
disinvestment in the districts.
Code Compl i ance. Whi l e not uni que,
Springfield has a comparatively large number
of vacant and abandoned structures and lots
in the study areas, which reduces the value of
adjoining properties and creates a concentrated
Supporting market growth with economic
development initiatives
All have the potential to improve Springfields
market positioning and competitive advantages,
reducing perceived investment risks and helping
to make the dollars both public and private - go
further.
Opportunities: Physical and Environmental
Quality
Historic preservation. The existing historic
building stock is one of Springfields greatest
competitive market advantages. Adaptive
reuse of historic buildings and sites will enhance
the visual appeal of the districts 1 and 2 as
well as the market appeal for residents and
businesses alike.
public realm. An attractive streetscape with
a thoughtful system of public spaces helps to
create a real market destination and mobilizes
community partners to ensure long term
stewardship of these important public assets. in
the public realm, investments in infrastructure
upgrades such as streetscape improvements,
street lighting, sidewalk repairs, well designed
bus shelters, public art installations all help to
create an impression of momentum, investment
and care.
Acti vi ty nodes. Cl usteri ng new uses,
investment, and development around existing
activity centers is important to focus energy
and resources, and create a critical mass of
interest and activity which will draw surrounding
residents and visitors to the districts. When
markets are small as they are in Springfield,
strategies that concentrate activity will be more
successful. established, healthy, pedestrian-
scale activity centers can also create positive
an essential ingredient in implementing the
district 1 and 2 plans. This could be a logical
role for developSpringfield.
A Strategic Development and Financing Plan.
The tornado destroyed multiple properties in an
underperforming market in a matter of seconds.
investment in rebuilding, redeveloping or
replacing these properties will need to be
phased over a period of several years to allow
the market to absorb these new assets and
avoid short-term overbuilding. The district
plans contain many excellent ideas for how to
proceed with this effort. given the scarcity of
public incentives and the level of resources
needed for full implementation of these
ideas, an overarching strategic financing plan
should be devised that prioritizes projects and
handicaps their odds of success in the highly
competitive public funding world.
Opportunities: Market
Whi l e Spri ngfi el d market condi ti ons have
been weak for a number of years, part of that
weakness arises from both real and perceived
conditions that the district plans are taking
pains to address. Again, in the spirit of turning a
negative into a positive, a number of actions and
recommendations precipitated by the events of
June 11, 2011 stand to improve the competitive
appeal of the Springfield markets if they can
be successfully implemented. These market
enhancements fall into four broad categories:
improving the physical and environmental
quality of the districts
using available legal and regulatory tools to
incent reinvestment
encouraging area institutions to participate in
the implementation of the plans
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picture of disinvestment, decline and poor
maintenance. Addressing these issues as part
of a comprehensive disaster recovery plan
will improve market conditions and reduce
perceived investment risks.
Public Safety. enhancing public safety - both
real and perceived - for residents and visitors
is an essential element of a successful plan
and will require the cooperative effort of city
officials, local law enforcement and community
groups.
Zoning. Zoning is an important tool that can
help focus activity around key neighborhood
centers, encouraging interesting, eclectic
mixed-use corridors, while managing impacts
on residential uses. elevating design quality
within the districts should also be a goal,
however, care must be taken to avoid chilling
the market response by burdeni ng new
development with costly or overly prescriptive
and onerous design requirements. As we
understand, Spri ngfi el d has been l ong
considering adopting new zoning that will
modernize the code for the first time since 1973.
We would recommend moving forward with the
approval process.
Opportuni ti es: Ci vi c Engagement and
Leadership
Institutional Leadership. Sustained leadership
of the recovery and revitalization effort will
be essential to successful implementation of
the district plans. City officials, non-profits
and communi ty organi zati ons, can and
must provide leadership and continuity for
what will be a long-term revitalization effort.
developSpringfield should take the lead on the
private side of the partnership.
Civic Anchors. Successful retail districts draw
demand from every available source. Health
centers, senior centers, fitness centers, child
care providers, libraries, social service agencies,
schools and college branches, city offices and
other civic institutions can play an important
anchoring role in the district commercial
areas by drawing customers and clients to the
districts and by supporting an employment
base that will patronize local restaurants and
stores. These employees will also generate
substantial demand for the great residential
options to be found in the highly walkable
district neighborhoods.
Communi ty Partnershi ps. These same
institutions can also provide direct leverage to
the overall revitalization effort by partnering
with the City and one another on specific
initiatives recommended by the district plans.
leadership is important but, cooperating to get
the day-to-day work done is equally essential
and will take all hands on the oars.
Opportunities: Economic Development
Economi c Devel opment Coordi nati on.
Community development Corporations and
non-profits such as developSpringfield can
provide valuable coordination of day-to-day
revitalization activities, taking on the work of
the government to identify priority sites and
assemble land, selectively remediate and
prepare the sites, identify zoning incentives
to attract reuse, provide technical assistance
for mixed-financing and maintain lists of pre-
permitted sites. They can also help to facilitate
community partnerships to leverage political
and financial capital to create programs small
business revolving loan funds, assistance in
creating business plans, workforce programs,
and organizing block groups or merchant
associations.
Business-Merchant Coordination. A merchants
association or chamber of commerce can
provide a way for businesses to network
and share information, giving businesses a
collective voice in providing input to City
planning and development initiatives, providing
representation for businesses owners at city hall
and offering a conduit for technical information
about loans and successful business strategies.
Such organizations can also help consolidate
in-line retail spaces and create coordinated
marketing for district retail space.
Marketing Diversity. Celebrating Springfields
multi-cultural identity has the potential to serve
as a market draw for the districts. ethnic
entrepreneurs can be a valuable part of a larger
revitalization effort, many willing to take risks
that bring vitality back to neighborhood retail
districts. This activity may also draw others to
the districts in search of ethnic foods and an
authentic cultural experience.
Downtown Revitalization. Successful 21st
century cities have appealing downtowns that
attract people and talentespecially young
people and entrepreneurs. As the preeminent
urban center of the pioneer Valley with unique
historic character, a revitalized downtown
Springfield has the opportunity to become a
marketable draw for new residents and new
economic activity in the City.
Nei ghborhood Housi ng. The tornado
rebuilding process presents an opportunity
to develop a coordinated housing strategy
for districts 1 and 2 that addresses existing
residential needs while expanding housing
options for Springfield residents opportunities
for infill ownership, mixed income rental,
historic rehab, and mixed use potentials are
all present in these districts. growing this
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residential base has the power to transform the
downtown area and nearby neighborhoods into
a vibrant 24-hour environment, enhancing the
health of residential and commercial markets
alike.
Smal l Busi ness and Start-Up Supports.
Startups and small businesses should be an
essential focus of the economic development
plans for districts 1 and 2. Technical assistance
supports that hel p entrepreneurs and
established businesses to access financing,
identify procurement opportunities, attract
skilled employees, and develop successful
business plans are all important to attracting
new business and growing existing businesses
in districts 1 and 2.
Workforce Training. A more skilled and
marketabl e workforce wi l l enhance the
marketability of the districts while improving
economic opportunity for area residents.
identifying and developing programs that offer
workforce training and improve the connection
between employers and potential employees
should be an essential part of the district plans.
All of the issues discussed in this section
offer an opportunity for enhancing the market
competitiveness of the districts in particular
and of Springfield in general. The next section
discusses how and where the resources for
implementing these improvements may be found.
Financing
implementing the district plans will all require a
coordinated financing approach that leverages
private investments with public incentives and
other resources. beyond insurance proceeds, the
plans call for aggressive pursuit of gap financing,
from creation of local lending pools to allocations
of disaster-related funding, similar in type to
the kinds of resources made available for other
disasters, as well as use of existing federal, state,
and local incentive programs. The discussion that
follows, presents an array of potential resources
organized by use type and provider. (See real
estate Appendix C for more detailed program
information and web-links to the applications and
eligibility criteria)
Financing: General Disaster Relief
Proceeds of Insurance Claims. Virtually every
property damaged by the tornado has some
level of insurance. This gives owners of those
properties a head-start in terms resources to
repair or replace those properties.
Federal Appropriation. The recovery from many
other natural disasters has been facilitated by
a special federal appropriation. These funds,
often channeled through the Community
development block grant (Cdbg) program
provide funds for gap financing and needed
public improvements (see discussion above).
U. S. Department of Housi ng & Urban
Development. in addition to supplemental
fundi ng through Hud as noted above,
Hud provides entitlement communities like
Springfield an annual allocation of Community
development block grant funds as well as
access to the Section 108 loan program.
Through the annual allocation the city creates
programs such as the Small business loan pool
and the neighborhood Storefront improvement
program.
U.S. Small Business Administration. property
owners impacted by the tornado are eligible
for special disaster recovery loans from the
Small business Administration (SbA). The SbA
offers low interest disaster loans to disaster
survivors for physical losses up to its loan limits.
Approved loans can be increased for protective
measures to lessen similar future damages.
Additionally, small businesses and most private
nonprofit organizations can obtain loans for
unmet working capital needs.
U.S. Economic Development Administration.
Municipalities are eligible for economic
development Administration (edA) grants for
public infrastructure that is required to leverage
private investment.
U.S. Envi ronmental Protecti on Agency.
The epA offers funding to municipalities for
assessment and cleanup. Springfield has been
successful in recent years in accessing these
funds, including an ongoing cleanup activity at
union Station. These funds can be important
to get major development projects started by
removing the stigma of contamination.
MassMutual Grant. Massachusetts Mutual
life insurance Company has committed $1.6
million to the implementation of the rebuild
Springfield Master plan. The exact use of these
funds has not yet been determined, but they
could be part of a mortgage pool or some other
financing vehicles.
Miller Development Enterprise, Inc. Miller
development enterprise is offering free and
discounted estimating services for commercial
buildings damaged by the Tornado. They are
also offering reduced rates short-term and
long-term office space at 74 Market Street in
Springfield. Miller development enterprise just
recently moved to 933 east Columbus Avenue,
Springfield, MA.
Financing: Economic Development
Local Mortgage Pool. There is precedent
in Springfield for local banks to pool their
resources to provide debt financing for priority
projects. These participation loans are a way
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to share the risk and provide financing at better
than market terms.
New Markets Tax Credi ts. The nMTC
program was created specifically to stimulate
investment in businesses and commercial
projects in eligible low-income communities.
Most types of businesses serving low-income
communities, such as small technology firms,
retail stores, restaurants, manufacturing, and
small business centers, could qualify if they are
active or located in low-income communities.
Section 108 Loan Program. Section 108 is a
loan guarantee provision of the Community
development block grant (Cdbg) program that
provides communities with a source of financing
for physical and economic revitalization
projects. Section 108 allows cities to access a
federal loan pool, secured by the cities Cdbg
entitlement, that can provide resources and
confidence for private investment. Springfield
has an existing Section 108 loan that has been
repaid by the borrower, but not repaid to the
federal government. These funds could be
recycled as loans in connection with projects in
the tornado impact area. in addition, Springfield
has additional Section 108 borrowing capacity.
MHIC Debt and Equity Financing. The
Massachusetts Housing investment Corporation
provides financing to nonprofit and for-profit
sponsors of affordable housing and commercial
real estate (in low-income communities).
While MHiC works on many different types of
transactions, its specialty is providing financing
that might not otherwise be available. MHiC
finances both large and small developments
-- including rental, SrO, ownership, assisted
living, cooperative, commercial, and senior-
housing units. A wide variety of properties in
communities throughout the Commonwealth
are eligible for financing.gateway Cities
loans. This State sponsored program helps
complete improvements of designated projects,
including electrical work, masonry, roofing, and
equipment in designated gateway cities.
Gateway Plus Action Grants. This State
sponsored program for gateway cities provides
$1.35 million in funding to cities for planning
activities that expand housing opportunities
and support the revitalization of neighborhoods
to enhance economic vitality and the quality of
life for all residents.
Curb Appeal Program. Thi s program
sponsored by Massachusetts Mutual life
insurance Company (MassMutual) provides
funding to improve the exterior appearances
of homes in neighborhoods along Springfields
State Street corridor including a broad range
of home improvements, including landscaping,
roofing, siding, painting, lighting, or upgrades
to fencing, porches or entry doors.
Mass Historic Commission. This organization
supports historic preservation planning activities
in communities throughout the State through
federally funded, reimbursable, 50/50 matching
grant program for planning and survey work.
Massachusetts Preservation Projects Fund.
This State sponsored program supports the
preservation of properties, landscapes and sites
(cultural resources) listed in the State register
of Historic places through a State-funded 50%
reimbursable matching grant program.
MassDevel opment. Massdevel opment
provides real estate and equipment financing
with higher advance rates and low interest rates
to help for-profit and nonprofit organizations
grow thei r busi nesses. Wi th extensi ve
experience and a wide range of financing tools,
including development funds, tax-exempt
bonds, loans, and guarantees, they can provide
financing at any stage of a project from
predevelopment to permanent financing.
Economic Development Incentive Program.
This State sponsored program provides tax
incentive to foster job creation and stimulate
business growth within defined economic
Target Areas (eTAs).
MassWorks Infrastructure Program. provides
a one-stop shop for muni ci pal i ti es and
other eligible public entities seeking public
infrastructure funding to support economic
development and job creation. The MassWorks
i nfrastructure program provi des publ i c
infrastructure grants that support housing
development, transportation improvements,
communi ty revi tal i zati on and economi c
development.
Community Development Partnership Act.
establishes a community investment tax credit
for individual and corporate taxpayers designed
to encourage private donations that support
community development. The credit is equal to
50% of a qualified investment in a CdC.
Land Cost Write-Down. To the extent that
land is owned by the City of Springfield or the
Springfield redevelopment Authority, the
upfront land cost could be written down to
facilitate development.
Mass Offi ce of Busi ness Devel opment.
Thi s State run agency i s a gateway to
many resources for the business interest in
Massachusetts. They provide assistance to
companies striving for expansion, financial
incentives, human resources, and many other
business needs.
Tax Increment Financing. local real estate
taxes could be phased in over a period of time
to enhance a projects feasibility, particularly
i n i ts earl y years. The Commonweal ths
economic development incentive program
(edip) combines local Tif financing and
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property tax abatement with a suite of state
incentives including 5% state investment
tax credit and 10% abandoned building tax
credit district improvement financing. A dif
enables municipalities to fund public works,
infrastructure and development projects by
allocating future, incremental tax revenues
collected from a predefined district to pay
project costs.
Corridor Faade Program. A storefront faade
grant program managed by developSpringfield
is available to assist in the financing of faade
improvements along Main Street in the South
end.
Historic Investment Tax Credits (Federal
and State). for repairing damaged historic
properti es used f or mul ti f ami l y rental ,
commercial, and mixed-use adaptive reuse
projects, these are among the most important
financing sources for important older buildings.
I-Cubed. i-Cubed (infrastructure investment
incentive program) a State program that
pr omot es j ob gr owt h and economi c
development by providing funding for the
public infrastructure improvements necessary
to support major new private development.
legislation authorizes up to $250 million to be
invested in public infrastructure improvements
to support certified economic development
projects to be financed with bonds issued by
Massdevelopment.
Massworks. The MassWorks infrastructure
program provi des a one-stop shop for
municipalities and other eligible public entities
seeking public infrastructure funding to support
economic development and job creation.
Massworks serves as a consolidation of six
former grant programs. The program provides
public infrastructure grants that support four
project types: 1) Housing development at
density of at least 4 units to the acre (both
market and affordable units), 2) Transportation
improvements to enhance safety in small, rural
communities, 3) Community revitalization and
sustainable development, and 4) economic
development and job creation and retention.
Springfield was awarded a program grant
in late 2011, and the program remains a
significant opportunity for rebuild Springfield
implementation funding.
Springfield Chamber of Commerce TAP
Program. A Technical Assistance program that
provides grants of up to $5,000 for a variety of
business services, and has expressed interest
in offering expanded technical assistance (such
as accounting or banking services) to small
businesses.
Western Massachusetts Enterprise Fund,
Inc. The Western Massachusetts enterprise
fund (WMef) helps individuals and small
businesses finance their business needs through
loan programs and also provides technical
assistance through collaboration with regional
organizations.
Financial Literacy Trust Fund. This State
sponsored program promotes fi nanci al
literacy, education and training for residents,
businesses, educational institutions, community
organizations, and other entities throughout the
Commonwealth on issues such as household
budgeting, saving more, consumer protection,
and the power of compound interest in long-
term financial planning.
Financing: Neighborhood Housing
HOME funds. This is a federally funded
program that assists in the production and
preservation of affordable housing for low and
moderate-income families and individuals.
The program funds a broad range of activities
including new construction, acquisition and
rehabilitation of rental properties.American
dream downpayment initiative. HAp Housing
administers an Addi program for up to $10,000,
and a downpayment Assistance program
available through the Springfield Office of
Housing provides assistance for up to $2,500.
American Dream Downpayment Initiative.
(Addi) through HAp Housing for up to $10,000,
and the downpayment Assistance program
through Springfield Office of Housing for up to
$2,500.
Rebuilding Together Springfield: A nonprofit
agency that provides free rehabilitation and
critical repairs to the homes of low-income
homeowners, by using volunteer labor and
donated materials. The local agency is one of
200 affiliates nation-wide.
City of Springfield Emergency Homeowner
Repair Program. provides technical assistance,
interest bearing and non-interest bearing loans,
as well as deferred payment loans to assist
eligible low and moderate-income households
within the City of Springfield.
Springfield Housing Rehabilitation Loan
Program. Springfields Hrlp program provides
technical assistance; interest bearing and
non-interest bearing loans, as well as deferred
payment loans to help meet the financing
needs of Springfield homeowners interested
in making needed repairs to their homes, in
particular, those who may fall short of meeting
the requi red gui del i nes establ i shed by
traditional lending sources.
Buy Springfield Now. incentives and special
retail offers for new homeownership residents in
Springfield.
Urban Center Housi ng Tax I ncrement
Financing (UCH-TIF) Program. This statutory
139
program authorizes cities and towns to promote
housi ng and commerci al devel opment,
including affordable housing, in commercial
centers through tax increment financing.
The uCH-Tif program provides real estate
exemptions on all or part of the increased value
(the increment) of improved real estate.
Housing Stabilization Fund. A state funded
bond program that assists in the production
and preservation of affordable housing for
low-income families and individuals. HSf
monies may be used for the acquisition and/
or rehabilitation of existing structures for sale
to income-eligible first-time homebuyers,
including distressed or failed properties, or the
new construction of homeownership projects.
The Soft Second Loan Program. A joint
initiative of the public and private sectors to
increase affordable housing opportunities
for low- and moderate-income homebuyers
combining a conventional first mortgage with a
subsidized second mortgage to help low- and
moderate-income households to qualify for a
mortgage and purchase a home for the first
time.
Housing Development Incentive Program.
The Hdip is designed to increase residential
growth, expand diversity of housing stock,
support economic development, and promote
neighborhood stabilization in designated
Housing development Zones within gateway
municipalities. it provides tax incentives to
developers to rehabilitate multi-unit properties
for sale or lease as market rate units: a local-
option property tax exemption and a new state
tax credit for qualified rehabilitation expenses.
Federal Home Loan Banks Affordable Housing
Program. This program provides grants to
support specific development projects serving
a wide range of neighborhood needs including
seniors, the disabled, homeless families, first-
time homeowners and others with limited
resources. The federal Home loan bank
System is the largest single funding provider to
Habitat for Humanity.
Mass Save Major Renovations Program.
provides homeowners who are renovating,
r emodel i ng or maki ng ot her home
improvements the opportunity to increase the
energy performance of the home, including
technical support, financial incentives, and other
offerings
MassHousing. This State agency provides low
cost financing for housing development and
rehabilitation as well as home improvement,
septic system repair, and lead paint removal
loans
Springfield Neighborhood Housing Services
(NHS). provides emergency repair grants and
home improvement loans. nHS also provides
financial fitness education for clients who are
not ready to purchase for various reasons such
as: credit issues, bankruptcy or high debts.
Green Affordable Housing Development
Program. i s a fund, establ i shed by the
renewable energy Trust (reT), acting by
and through the Massachusetts Technology
Collaborative (MTC), and administered by
the Massachusetts Housing finance Agency
(MassHousing), to promote the construction
of eligible renewable energy generation
systems (re Systems) in affordable housing
developments financed by MassHousing or the
Affordable Housing Trust fund (AHTf).
El derCHOI CE. Thi s i s a MassHousi ng
program designed to provide construction
and permanent financing for assisted living
developments serving the frail elderly.
Massachusetts Affordable Housing Trust Fund.
The AHTf was created to provide resources
to create or preserve affordable housing
throughout the state for households whose
incomes are not more than 110% of median
income.
Housing Starts. This MassHousings program
promotes the construction of new for-sale
housing under the Commonwealths Chapter
40b. Through Housing Starts, developers can
apply for site approval, the first step toward
obtaining a comprehensive permit.
Capital Improvement and Preservation Fund.
A State bond funded program that seeks to
preserve and improve existing privately owned,
state or federally assisted affordable rental
developments.
Community-Based Housing. The States CbH
program provides funding for the development
of i ntegrated housi ng f or peopl e wi th
disabilities, including elders, with priority for
individuals who are in institutions or nursing
facilities or at risk of institutionalization.
Housing Innovation Fund. Hif provides
funding for the creation and preservation of
alternative forms of affordable housing. These
forms include, but are not limited to, single
room occupancy (SrO) units; limited equity
cooperative housing; transitional housing for
the homeless; battered womens shelters;
mutual housing; employer assisted housing; and
lease to purchase housing.
Housing Stabilization Fund. HSf is a state
funded bond program that assists in the
production and preservation of affordable
housing for low and moderate-income families
and individuals.
Federal Housing Tax Credits. This is a
federally authorized program that assists in
the production and preservation of affordable
rental housing for low-income families and
individuals. The program supports a broad
140
range of activities including acquisition, new
construction, and rehabilitation of existing
rental properties consistent with the States
Qualified Allocation plan.
CEDAC Home Funders. The Hf collaborative
was created to address the unprecedented
crisis in affordable housing for very low income
families in Massachusetts. This partnership of
private funders came together based on the
belief that without adequate housing, all other
social investments are at risk.
Neighborhood Stabilization Program. nSp
was developed by the u.S. department of
Housing and urban development (Hud) to
provide emergency assistance to state and
local governments to acquire and redevelop
foreclosed properties in areas of greatest
need that might otherwise become sources
of abandonment and blight within their
communities
Financing: Energy and Sustainability
Energy Incentives. grants and low-interest
loans from utilities and government agencies for
replacing or installing energy-efficient building
components, heating systems, weatherization,
energy saving appliances, etc.
Rebuild Western Massachusetts Program.
Sponsored through the Massachusetts
department of energy resources; promotes
energy efficient building practices for new
construction and repairs of residential and
commercial structures, including grant and zero
interest construction loan funds.
State Income Tax Credit for Renewable
Energy. 15% up to $1,000 for installation of a
renewable energy system in a home, including
solar, photovoltaic, solar space heating, solar
water heating, or wind
Federal Tax Credits for Weatherization and
Renewable Energy. 30% with no upper limit
for geothermal heat pumps, solar energy
systems, solar hot water heating, and small wind
turbines. particularly in larger redevelopment
areas, a district geothermal system would be
particularly attractive as a cost effective solution.
federal tax credits for residential insulation,
windows, heating and cooling systems and
water heaters.
Energy Efficient Mortgage (EEM). This is
a mortgage that credits a homes energy
efficiency in the mortgage itself. eeMs give
borrowers the opportunity to finance cost-
effective, energy-saving measures as part of a
single mortgage and stretch debt-to-income
qualifying ratios on loans thereby allowing
borrowers to qualify for a larger loan amount
and a better, more energy-efficient home.
eeMs are now more easily available through
fannie Mae and freddie Mac, and available
through fHA.
Enterprise Community Partners. The green
Communities group provides capital solutions
and pol i cy advocacy for l ocal housi ng,
community development and greening efforts
Full Spectrum of NY, LLC. The national market
leader in the development of mixed use and
mixed income green buildings in emerging
urban markets.
EnviRenew. This is a program supported by The
Salvation Army that seeks to address the glaring
discrepancy between good quality, sustainable
homes and thei r hi gh purchasi ng and
occupancy costs. envirenew aims to establish a
replicable model for affordable housing while at
the same time establishing community capacity
so that communities can grow even stronger
than before.
Make It Right. builds safe, sustainable and
affordable homes for working families. Make
it right emphasizes high quality design, while
preserving the spirit of the communitys culture.
Weatherization Assistance Program. funded
by the u. S. department of energy, the
Weatherization Assistance program (WAp)
enables low-income families to permanently
reduce their energy bills by making their
homes more energy efficient. in Springfield, the
program is administered through Springfield
partners for Community Action.
New England Farm Workers Council. This
organization offers the Heating emergency
Assistance retrofit Tasks Weatherization
As s i s t ance pr ogr am ( HeArTWAp) t o
income-eligible homeowners. HeArTWAp
is administered by the Springfield Office of
Housing and is designed to provide emergency
heating system repair; pay for the cost of an
annual inspection of a fuel burning system;
or pay for the replacement of the system, if
needed.
Mass Save Energy Assessments. Mass
Save works with certified energy Specialists,
Home performance Contractors (HpCs) and
independent installation Contractors (iiCs) to
provide high-quality Home energy Assessments
and weatherization installations.
Springfield Partners for Community Action.
This organization works closely with Western
Massachusetts electric Company (WMeCO) and
Columbia gas to offer free programs including
home weatherization services, light bulbs, and
resources that can save a up to $350 annually in
energy bills.
Center for Ecological Technology (CET).
from offices in pittsfield, northampton and
Springfield, CeT finds sustainable solutions
to complex issues in order to benefit our
environment, health, economy, and community.
141
programs include topics such as: renewable
energy access for residents, businesses,
farms and organizations; energy-efficiency for
residents and businesses; Waste management
(reuse, recycling, composting and toxics use
reduction); and environmental education for
students and teachers.
Enterprise Green Communities. enterprise
green Communities provides funds and
expertise to enable developers to build and
rehabilitate affordable homes that are healthier,
more energy efficient and better for the
environment.
Gateway City Parks Program. This State
sponsored program supports significant park
projects for underserved urban populations.
Barr Foundation. The barr foundation is
committed to helping Massachusetts meet or
exceed their 2020 and 2050 targets for reducing
greenhouse gas (gHg) emissions. They support
projects promote health and the quality of life
that flow from new green jobs, more efficient
buildings, and a highly efficient transportation
network.
Resources: Economic Development
Several entities in Springfield might function as
technical assistance/economic development
resource entities for implementation of the
rebuild Springfield plan. These include:
Latino Chamber of Commerce. This Statewide
organization supports education and business
oppor t uni t i es, par t i cul ar l y i n West er n
Massachusetts. it has setup a network of
partnerships with businesses and organizations
throughout the region to best achieve their goal
of assisting businesses, especially within the
latino communities.
Affiliated Chamber of Commerce of Greater
Springfield. This organization has been a tool
for enhancing business development and
viability for over 115 years. The Chambers
dynamic role of promoting, supporting, and
educating the business community makes it a
key resource for the region.
Massachusetts Small Business Development
Center. This organization provides links to
various resources for Massachusetts businesses
and works with entrepreneurs in developing
their business plan, evaluating proper financial
strategies, and formulating a successful
business structure. The center is located at
Scibelli enterprise Center, which is at 1 federal
Street in Springfield.
Wes t er n Ma s s a c hus et t s Ec onomi c
Development Council. The councils main
interest is to provide expertise and guidance
to resources that include business retention,
business attraction, tourism, technology
devel opment, government af f ai rs, and
infrastructure.
Springfield Business Improvement District.
Moving Springfield forward in entertainment,
beautification, and marketing is the Sbids
busi ness. The Sbid offers a venue for
advertising and business promotion to the
greater Springfield community.
Westmass Area Development Corporation.
Westmass i s an experi enced regi onal ,
private not-for-profit industrial and business
development corporation created to promote
and assi st busi ness growth i n western
Massachusetts. The organization is actively
offering development expertise and immediate
access to storage and warehouse space on a
temporary basis to businesses affected by the
tornado.
Regional Employment Board of Hamden
County, Inc. This companys main goal is
to help develop workforce skills to meet the
changing demand for labor. The regional
employment board of Hamden County also
provides information that connects job seekers
with openings throughout the region.
(STCC) and Holyoke Community College
Workforce Training. A recently revitalized
effort by to reach out to area businesses
and better tailor curriculum and training
programs to business needs. STCC has
also been proactively forming workforce
trai ni ng partnershi ps wi th regi onal and
nati onal compani es, parti cul arl y i n the
telecommunications sector.
MassGREEN. initiative through STCC provides
energy efficiency workforce training programs
to help ensure that the state has the workers
and businesses necessary to achieve ambitious
energy efficiency goals.
FutureWorks. This is a career center operated
in support of regional employment board
of Hampden County (reb) efforts to address
workforce development for the entire region.
located at the STCC Technol ogy park,
futureWorks is well located to serve district
2 residents, and provides a variety of classes,
workshops, advisory services, and employment
resources.
Massachusetts Career Development Institute.
MCdi offers training to out of school youth
and adults who want to learn a skill for job
placement, with the capability to train up to
1800 students per year. MCdi provides career
counseling services, job seeking skills and
services, and internship programs. MCdi
also provides a youth program to re-engage
disconnected youth through vocational training,
work experience, and life skill workshops.
142
143
Thanks to
developSpringfield
Mayor Sarno
nick fyntrilakis
Jerry Hayes
Maureen Hayes
Chris Moskal
gerry McCafferty
brian Connors
pat Sullivan
Kevin Kennedy
Chris Caputo
Alicia Zoeller
Carlos gonzalez
david Jarnes
don Courtemanche
ethel griffin
Hector Toledo
Jill russell
leo florian
Mattie lacewell
Jim langone photography
peter gagliardi
raymond Jordan
rev. bruce Shaw
Shalimar Colon
Armando feliciano
Jeanne bein
Kate Mein
diane flemmings
The republican
We would like to thank the following individuals
who personally contributed countless hours
towards successfully engaging the Springfield
community and sheparded so many meaningful
recommendations. They all worked tirelessly to
ensure that the rebuild Springfield plan will be as
impactful as possible.
devel opSpr i ngf i el d woul d al so l i ke t o
acknowledge the many generous sponsors
for their support of such an important part of
Springfields future.
Major funding for the rebuild Springfield plan
was provided in part by a grant from the united
States department of Commerce, economic
development Administration.
funds for the rebuild Springfield plan were
provided to the City of Springfield by the
Commonweal th of Massachusetts through
the department of Housing and Community
development.
finally, community members and stakeholders
from all over Springfield and the pioneer Valley
participated in the rebuild Springfield planning
process. in addition to the Citywide and district
public meetings, many other individual and
group meetings were held during the process.
developSpringfield would like to thank all of
those people.
Acknowledgements
Sponsors
balise
baystate Health
berkshirebank
C&W realty Company
Constellation energy
Columbia gas of Massachusetts
Comcast
Community foundation of Western
Massachusetts
department of Housing and Community
development
developSpringfield
The irene e. & george A. davis foundation
economic development Administration
freedom Credit union
gene rosenberg Associates
global Spectrum
Hampden bank
Johnson & Hill
MACrS
MassMutual
MassMutual Center
nuV bank & Trust Company
Tb bank Charitable foundation
united bank foundation
united Way of pioneer Valley
Western Massachusetts electric Company
144
Consultant Team
Concordia
bobbie Hill
Ximena SanVicente
philip denning
John fisher
eastman Johnson
Justin rex
Goody Clancy
david dixon
ron Mallis
larissa brown
Jeff Sauser
BNIM
bob berkebile
laura lesniewski
Thomas Morefield
Amanda Wilson
Project for Public Spaces
Cynthia nikitin
elena Madison
Steve davies
HDR
dan Hodge
pamela Yonkin
Byrne McKinney & Associates
pam McKinney
145
D I S T R I C T O N E : M E T R O C E N T E R A N D S O U T H E N D
2
1
District One Rebuilding Plan
The Ci ty of Spri ngf i el d desi gnated Rebui l d Spri ngf i el d, an ef f ort of
DevelopSpringfield and the Springfield Redevelopment Authority, to lead a rapid
planning effort to provide an implementable framework to guide the rebuilding
process in the aftermath of the June 1, 2011 tornado. As part of a consultant
team led by Concordia LLC, Goody Clancy was asked to develop a community-
based rebuilding framework and plan for the South End and Metro Center. These
two neighborhoods were designated District One for planning purposes. The
Project for Public Spaces contributed analysis, evaluation and recommendations for
activating public spaces in District One. Byrne McKinney & Associates provided real
estate analysis and HDR provided economic development recommendations.
R E B U I L D S P R I N G F I E L D
2
3
Table of Contents
EXECUTIVE SUMMARY
I. THE TORNADO IN DISTRICT ONE
II. DISTRICT PORTRAIT
III. OUTREACH AND PUBLIC WORKSHOPS
IV. WHAT WE HEARD
V DISTRICT ONE VISION
VI. THE CONTEXT FOR REBUILDING: STRENGTHENING COMMUNITY
A. Enforcement and public safety strategy
B. Partnership and coordination strategy
C. Economic development strategy
VII. THE RESOURCES FOR REBUILDING: FINANCING THE PLAN
A. Financing strategy
VIII. THE FRAMEWORK FOR REBUILDING: MAJOR MOVES TO REBUILD BETTER
A. Planning framework
B. Housing strategy
C. Commercial and retail strategy
D. Community institutions strategy
E. Urban character and historic preservation strategy
F. Public spaces strategy
IX. THE FRAMEWORK FOR SPECIFIC SITES
X. PUTTING IT ALL TOGETHER: REBUILD BETTER
4
Executive Summary
The June 1, 2011 tornado damaged
buildings and trees in the South End and,
to a lesser degree, in Metro Center. Based
on a community process, this plan offers
a holistic framework of initiatives that
will strengthen the community through
partnerships, coordination, enforcement,
and cr i me r educt i on; suppor t new
approaches to financing; and integrate
strategies for housing, commercial and retail
development, community institutions, public
spaces, historic preservation, and urban
design.
The rebuilding process after a disaster
offers the potential for a fresh look at
affected areas and the opportunity to
rebuild better. Metro Center and the South
End have a shared destiny along Main
Street, which is why they were grouped
together in District One. Rebuilding and
revitalization efforts must be interrelated
and mutually supportive. This is also an
economic imperative. Successful 21st
century cities have appealing downtown and
near-downtown neighborhoods that attract
people and talentespecially young people
and entrepreneurs. As the preeminent
urban center of the Pioneer Valley with
unique historic character, Springfield has
the opportunity to create and sustain a
desirable, walkable, urban environment for
living, working, playing and learning.
THE PLAN BUILDS ON PREVIOUS PLANS
FOR METRO CENTER AND THE SOUTH
END. Implementation of these plans was
underway before the tornado. In addition,
in early 2012 the City was awarded a major
federal grant for the South Enda Choice
Neighborhoods Initiative planning grant
that will help implement and accelerate the
rebuilding process and position the City for
additional federal funding.
THE PLAN IS BASED ON A COMMUNITY
PARTI CI PATI ON PROCESS. Thr ee
public workshops were held in October,
November, and December 2011 at the
Genti l e Apartments Communi ty Room
and the South End Mi ddl e School to
devel op a vi si on for the Di stri ct One
plan, discuss potential alternatives, and
review and comment on the proposed
recommendati ons. Spani sh l anguage
outreach materials were provided and
translation was available at the meetings.
Dozens of i ntervi ews and smal l -group
meeti ngs al so i nformed the pl anni ng
process.
A plan to rebuild in Metro Center and the South End - District One
District 1
South End
Metro Center
The Howard Street Armory, home of the South End
Community Center, was significantly damaged by the
tornado.
5
THE VISION
The Vision for District One encompasses the
themes of LIVABILITY + SUSTAINABILITY +
INCLUSION + OPPORTUNITY:
Partner together to rebuild a more livable,
sustainable, inclusive community with the
resources to offer expanded opportunities
for everyone. District One will encompass
two vi brant, wal kabl e, hi stori c urban
communities linked by Main StreetMetro
Center and the South End, with robust and
attractive connections to the riverfront. With
more destinations of all kindsretail and
business, civic, community, recreation, and
entertainmentbetter connections among
them, and a variety of housing options, the
South End and Metro Center will offer a high
quality of life and attract new residents and
visitors.
THE CONTEXT FOR REBUI LDI NG:
STRENGTHENING COMMUNITY
ENFORCEMENT AND PUBLIC SAFETY
STRATEGY: St r engt hen par t ner shi ps
among community stakeholders, police and
enforcement staff. Key initiatives include
devel opment of Nei ghborhood Cri me
Watch or similar programs, particularly in
the South End, along with enhanced police
engagement.
PARTNERSHI P AND COORDI NATI ON
STRATEGY: Retain Rebuild Springfield
l eadershi p to coordi nate partnershi ps
and implement the rebuilding plan. Key
initiatives include ensuring that there is
a downtown redevelopment leadership
organization with staff, building on the
existing Business Improvement District
(BID); engaging an organizer to enhance
communication among all groups in the
South End; reviving the South End business
organization; and holding a volunteer
summit of all organizations, agencies and
city departments to identify and coordinate
priority activities for Americorps/VISTA
volunteers assigned to Springfield, as well as
college student service activities.
ECONOMIC DEVELOPMENT STRATEGY:
Attract people and talent to Springfield
through creating and sustaining a desirable,
walkable urban environment for live, work,
play, and learning. Key initiatives include
identifying and preparing sites ready for
investment, as well as exploring extended
incentives. Court Square and adjacent historic buildings such as
13-31 Elm Street are valuable District One assets.
THE RESOURCES FOR REBUI LDI NG:
FINANCING THE PLAN
FI NANCI NG STRATEGY: Pursue and
package a variety of financing incentives
and resources for rebuilding. The Plan
i ncl udes feasi bi l i ty testi ng for sampl e
development types. Under current market
conditions, incentives will be needed in the
redevelopment and rebuilding process,
with complex and layered financing in many
cases. The Plan calls for aggressive pursuit
of special resources, from a local lending
6
Key initiatives include rebuilding the Main
and Union intersection to be a South End
gateway and activity center; reinforcing the
cluster of eateries in the South End to form a
restaurant row; and exploring options for
a grocery store or pharmacy.
COMMUNITY INSTITUTIONS STRATEGY:
Enhance the anchor role of community
i nsti tuti ons, especi al l y by assi sti ng i n
rel ocati on of those damaged by the
tornado. Key initiatives include assisting the
South End Community Center in relocating,
possibly to the Gemini site, and Square One
in developing new space on Main Street.
URBAN CHARACTER AND HI STORI C
PRESERVATI ON STRATEGY: Pur sue
adaptive reuse of historic buildings and
sites and establish urban design guidelines
and a regulatory framework to enhance
walkability. Key initiatives include adopting
ur ban desi gn gui del i nes t o pr ot ect
and enhance the public realm and the
pedestrian environment; enacting a historic
preservation demolition delay ordinance;
adopting the pending zoning ordinance
and potential refinements to reflect this
Plan; extending urban renewal district
boundaries in order to ensure design review
for Main Street and other major streets in
District One; and enhancing connections
to the riverfront with public art and special
treatments for Union Street as a festival
street.
PUBLIC SPACES STRATEGY: Acti vate
and program publ i c spaces to create
destinations, mobilize community partners
for stewardship, and connect important
publ i c spaces. Key i ni ti ati ves i ncl ude
potential programs and activities led by
community arts and culture groups to attract
people to Court Square and other locations;
organizing temporary uses, programs and
events for empty storefronts; and focusing
on maintenance and programming for
existing parks and open spaces, including
the newly redesigned Emerson Wight Park.
pool to allocations of special disaster-related
funding, similar in type to the kinds of state
and federal resources made available for
other disasters, as well as use of existing
federal, state, and local incentive programs.
THE FRAMEWORK FOR REBUI LDI NG:
STRATEGIES TO REBUILD BETTER
HOUSING STRATEGY: Provide a variety of
housing options appropriate to different
locations in Metro Center and the South End
that enhance downtown and neighborhood
character, add market rate housing, and
raise the median household income. Key
initiatives include a focus on adaptive reuse
of existing buildings for rental and condo
housing in Metro Center and in larger
buildings in the South End; and one- to
three-family owner-occupied housing at or
near market rate for infill on the side streets
of the South End.
COMMERCIAL AND RETAIL STRATEGY:
Create centers of vi tal i ty and acti vi ty
al ong Mai n Street by recrui ti ng retai l
and restaurants to ground floor spaces,
office users to upper story space, and
neighborhood-serving retail, as well as
assisting in the rebuilding of key sites.
7
I. The Tornado in District One
On June 1, 2011, a tornado hit the City of
Springfield, crossing the Connecticut River
to cut a swath of destruction southeast
across the southern edge of downtown, into
the South End neighborhood and continuing
across neighborhoods and communities
to the east. In Metro Center, the citys
downtown district, the tornado destroyed
trees along the riverfront, did minor damage
to buildings, and significant damage to trees
in historic Court Square along Main Street.
In the South End, located adjacent to Metro
Center to the south, tornado damage was
more severe, affecting institutional, retail,
and residential buildings.
Major neighborhood institutions such as
the South End Community Center and
the Square One child care center were
heavily damaged, and some residential
buildings, mostly multi-family, were made
uninhabitable. A major mixed-use property
at 979 Main Street (South Commons,
developed by Peter Zorzi) was destroyed
and a number of retail buildings along Main
Street also suffered damage. Some tornado
victims have been making repairs and
returning to their former locations (such as
An Initiative of Develop Springfield and
the Springfield Redevelopment Authority
DISTRICT 1
METRO CENTER + SOUTH END
0 0.1 0.2 0.3 0.4 0.05
Miles
[ Data Source: City of Springfield
Study Area
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Tornado Property Damage
Source: City of Springfield
the Main Street retailers Milano Importing,
Daves Furniture, and Meches Beauty Shop),
but other properties were totally destroyed
or condemned. The rebuilding process after
a disaster offers the potential for a fresh look
at the affected area and the opportunity to
rebuild better.
8
II. District Portrait
Springfield entered the twentieth century
as a flourishing industrial city, home of the
first gasoline-powered car, the game of
basketball, and myriad other world-shaping
inventions, gaining the nickname of City
of Firsts. Metro Center and the South End
were at the core of this early success story.
At midcentury, downtown Springfield was
the Pioneer Valleys cultural center where
everyone shopped and socialized. The South
End was known for its tight-knit community
of Italian-Americans along the residential
streets, with restaurants and neighborhood
businesses along Main Street. Cross streets
led down to the riverfront, where the railroad
line was the only barrier to the water. Like
in many industrial cities during the second
half of the twentieth century, the effects
of deindustrialization and suburban sprawl
resulted in job losses and disinvestment in
the downtown and city neighborhoods. The
construction of I-91 as an elevated highway
created a visual as well as a physical barrier
to the river, dislocated residents of the
South End, and exacerbated destabilization.
Spri ngfi el d became a desti nati on for
Hispanics/Latinos in Massachusetts and a
concentration of subsidized housing in the
South End attracted low-income renters.
By 2011, Metro Center still contained the
City of Springfields downtown office,
entertainment and cultural districts, many
of the citys historic sites and districts,
Springfield Technical Community College,
and a few multifamily residential buildings.
Before the tornado, the City, with various
partners, had already begun implementing
plans developed in recent years for Metro
Center, the Ri verfront, and the South
End. In early 2012, when this rebuilding
plan was being finalized, the City was
awarded a major federal granta Choice
Neighborhoods Initiative planning grant
to plan for possible demolition of the
Marble Street Apartments public housing
development, introduction of mixed income
housing, rehabilitation of Hollywood area
buildings, and construction of a new South
End Community Center.
LOCATION. Metro Center is bounded on
the north by I-291, on the east by Federal
and School Street, on the south by State,
Union and Howard Streets, and to the west
by the Connecticut River. South of Howard
and Union Streets, the South End contains
a steeply rising hill to its eastern boundary
Main Street at Union Street after the tornado (source: USA Today).
9
at Maple Street, extends to Mill Street
in the south, and to the river at the west.
Although separated by the I-91 barrier, the
riverfront development around the Naismith
Basketball Hall of Fame is located in the
South End.
POPULATION AND INCOME
POPULATION WAS STABLE BETWEEN 2000
AND 2010. At the time of the 2010 census,
the residential population of District One
was approximately 10,773, with 65% of that
population in Metro Center. District Ones
population accounts for 7% of the City of
Springfields total population. The number
of people living in Metro Center and in the
South End was stable between 2000 and
2010, with a very slight increase in Metro
Center population and a slight decline in the
South End. In both areas the population was
approximately two-thirds Hispanic/Latino in
2010. (Hispanics/Latinos can be of any race.)
About 20% of Metro Centers population
was African-American and 17% of South
Ends population was African-American.
THE MEDIAN HOUSEHOLD INCOME IN
METRO CENTER AND THE SOUTH END
IS VERY LOW. Both neighborhoods have
a very low estimated median household
income: between $16,000 and $17,000
dollars a year. The median means that half
of the households have incomes below that
number and half have incomes above that
number. Poverty rates in Metro Center and
the South End are 4045%. In contrast, the
estimated median household income for the
entire City of Springfield is $34,113, and the
overall poverty rate is 27%. The citys median
income is a little more than half the median
income of the entire state of Massachusetts
($64,057). The median household income in
the nearby City of Hartford is $29,190, with
an overall poverty rate of 32%.
MORE THAN HALF OF METRO CENTER
HOUSEHOLDS HAVE ONE PERSON,
WHILE THE SOUTH END HAS LARGER
HOUSEHOLDS AND MORE CHILDREN. In
Metro Center, 56% of the households are
composed of one person, and 23% of the
households include children. The average
household size is 1.76 persons. The South
End is somewhat more family-oriented
but still has a high proportion of single
person households, as is common in all
urban locations. Single person households
make up 43% of all households and 36% of
households include children. The average
2010 Demographi c Summary: Metro
Center and South End
South End M e t r o
Center
Population 3,725 7,048
Hispanic 2,384 4,296
% Hispanic 64.0% 61.0%
Households 1,558 3,774
Avg. household
size
2.27 1.76
Housing units 1,731 4,100
Occupied 1,558 (90%) 3,774 (92%)
Owner-occupied 9.8% 5.4%
Renter-occupied 90.2% 94.6%
Vacancy rate 10.0% 8.0%
Median household
income *
$16,291 $16,598
Poverty rate 45.5% 41.1%
Source: 2010 Census, except: * - 2006-2009 ACS Estimate
household size is 2.27 persons. The citys
overall average household size is 2.61.
LAND USE
Metro Center remai ns domi nated by
nonresidential uses, although a residential
10
presence is emerging at the edges of
downtown where adaptive reuse renovations
have been completed or are underway for
older buildings such as schools (Classical
Condos), factories (Stockbridge Court), and
office buildings (195 State Street - former
School Department Headquarters). The
central section of Metro Center is dominated
by Court Square and the city hall, state
and federal facilities, cultural and historic
buildings, as well as other government-
owned properties (shown in blue on the
land use map). Large parking garages and
surface parking lots characterize many of
the interior streets downtown. Nonprofit
and soci al servi ce uses are scattered
throughout the downtown and prominent
in some locations. Industrial and a variety
of commercial or potentially commercial
uses cluster at the north of the Metro Center
district around Gridiron Street, while Union
Station anchors Frank B. Murray Street near
Main Street.

the Springfield Redevelopment Authroity
DISTRICT 1
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t
F
lo
re
n
c
e
S
t
F
lo
re
n
c
e
S
t
P
e
a
rl S
t
P
e
a
rl S
t C
e
d
a
r S
t
C
e
d
a
r S
t
L
e
y
fre
d
T
e
r
L
e
y
fre
d
T
e
r
B
rid
g
e
S
t
B
rid
g
e
S
t
A
lb
a
n
y
S
t
A
lb
a
n
y
S
t
P
e
n
d
le
to
n
A
v
e
P
e
n
d
le
to
n
A
v
e
L
e
b
a
n
o
n
S
t
L
e
b
a
n
o
n
S
t
Kendall St
Kendall St
Byers St
Byers St
A
s
h
le
y
S
t
A
s
h
le
y
S
t
Bowdoin St
Bowdoin St
N007
N007
Thompson St Thompson St
S
E
n
d
B
rg
S
E
n
d
B
rg
W
illia
m
S
t
W
illia
m
S
t
O
ak S
t
O
ak S
t
G
re
e
n
e
S
t
G
re
e
n
e
S
t
School St School St
Elliot St
Elliot St
H
ig
h
S
t
H
ig
h
S
t
L
in
c
o
ln
S
t
L
in
c
o
ln
S
t
M
u
lb
e
rry
S
t
M
u
lb
e
rry
S
t
Eastern Ave
Eastern Ave
C
h
e
rry
S
t
C
h
e
rry
S
t
Magazine St
Magazine St
Willow St
Willow St
L
e
e
te
S
t
L
e
e
te
S
t
S
ta
te
H
w
y
1
4
7
S
ta
te
H
w
y
1
4
7
B
lis
s
S
t
B
lis
s
S
t
O
rleans St
O
rleans St
C
o
n
g
re
s
s
S
t
C
o
n
g
re
s
s
S
t
C
ro
s
b
y
S
t
C
ro
s
b
y
S
t
K
nox S
t
K
nox S
t
Longhill St Longhill St
S
t J
a
m
e
s
A
v
e
S
t J
a
m
e
s
A
v
e
Clantoy St
Clantoy St
Dale St
Dale St
N
a
p
ie
r S
t
N
a
p
ie
r S
t
Cass St Cass St
Belm
ont Ave
Belm
ont Ave
M
a
r b
l e
S
t
M
a
r b
l e
S
t
W
a
rw
ic
k
S
t
W
a
rw
ic
k
S
t
Cherrelyn St
Cherrelyn St
Glen Rd
Glen Rd
M
e
m
o
ria
l B
rg
M
e
m
o
ria
l B
rg
A
d
a
m
s
S
t
A
d
a
m
s
S
t
G
enesee S
t
G
enesee S
t
W
o
o
d
s
id
e
T
e
r
W
o
o
d
s
id
e
T
e
r
E
d
g
e
la
n
d
S
t
E
d
g
e
la
n
d
S
t
P
a
rk
S
t
P
a
rk
S
t
H
illm
a
n
S
t
H
illm
a
n
S
t
M
o
rris
S
t
M
o
rris
S
t
W
in
te
r S
t
W
in
te
r S
t
W
ilc
o
x
S
t
W
ilc
o
x
S
t
C
lifto
n
A
v
e
C
lifto
n
A
v
e
H
ic
k
o
ry
S
t
H
ic
k
o
ry
S
t
T
e
m
p
le
S
t
T
e
m
p
le
S
t
Ingersoll Grv
Ingersoll Grv
E
v
e
re
tt S
t
E
v
e
re
tt S
t
C
la
rk
S
t
C
la
rk
S
t
A
v
o
n
P
l
A
v
o
n
P
l
Boylston St
Boylston St
M
a
n
h
a
tta
n
S
t
M
a
n
h
a
tta
n
S
t
H
o
w
a
rd
S
t
H
o
w
a
rd
S
t
M
a
rs
h
a
ll S
t
M
a
rs
h
a
ll S
t
B
ro
a
d
S
t
B
ro
a
d
S
t
D
e
xte
r S
t
D
e
xte
r S
t
A
c
u
s
h
n
e
t A
v
e
A
c
u
s
h
n
e
t A
v
e
Q
u
e
e
n
S
t
Q
u
e
e
n
S
t
L
o
rin
g
S
t
L
o
rin
g
S
t
M
a
p
le
C
t
M
a
p
le
C
t
C
le
v
e
la
n
d
S
t
C
le
v
e
la
n
d
S
t
P
a
lm
e
r A
v
e
P
a
lm
e
r A
v
e
G
ra
n
t S
t
G
ra
n
t S
t
F
ra
n
k
B
M
u
rra
y
S
t
F
ra
n
k
B
M
u
rra
y
S
t
F
re
m
o
n
t S
t
F
re
m
o
n
t S
t
L
S
t
L
S
t
N010
N010
S
a
ra
to
g
a
S
t
S
a
ra
to
g
a
S
t
A
g
a
w
a
m
A
v
e
A
g
a
w
a
m
A
v
e
Jam
es St
Jam
es St
Fort Pleasant Ave
Fort Pleasant Ave
M
a
rg
a
re
t S
t
M
a
rg
a
re
t S
t
C
o
u
rt S
t
C
o
u
rt S
t
Stebbins St
Stebbins St
H
a
rris
o
n
A
v
e
H
a
rris
o
n
A
v
e O
s
w
e
g
o
S
t
O
s
w
e
g
o
S
t
W
in
d
so
r S
t
W
in
d
so
r S
t
Vinton St Vinton St
Y
o
rk
S
t
Y
o
rk
S
t
F
o
rt S
t
F
o
rt S
t
F
o
s
te
r S
t
F
o
s
te
r S
t
E
m
e
ry
S
t
E
m
e
ry
S
t
Ledyard S
t
Ledyard S
t
N
e
w
B
rid
g
e
S
t
N
e
w
B
rid
g
e
S
t
B
e
lle
S
t
B
e
lle
S
t
C
e
m
e
te
ry
A
v
e
C
e
m
e
te
ry
A
v
e
S
m
ith
S
t
S
m
ith
S
t
S
p
ru
c
e
S
t
S
p
ru
c
e
S
t
Dorne St
Dorne St
N009 N009
Myrtle St Myrtle St
M
e
m
o
ria
l A
v
e
M
e
m
o
ria
l A
v
e
E
d
w
a
rd
s
S
t
E
d
w
a
rd
s
S
t
A
g
n
e
w
S
t
A
g
n
e
w
S
t
W
in
th
ro
p
S
t
W
in
th
ro
p
S
t
Terrence St
Terrence St
Nursery St
Nursery St
Tracy St
Tracy St
P
h
o
e
n
ix
S
t
P
h
o
e
n
ix
S
t
B
o
la
n
d
W
a
y
B
o
la
n
d
W
a
y L
o
m
b
a
rd
S
t
L
o
m
b
a
rd
S
t
H
a
n
n
o
n
S
t
H
a
n
n
o
n
S
t
Webster St Webster St
C
h
a
p
in
S
t
C
h
a
p
in
S
t
C
lin
to
n
S
t
C
lin
to
n
S
t
L
illia
n
S
t
L
illia
n
S
t
E
C
o
u
rt S
t
E
C
o
u
rt S
t
C
o
llin
s
S
t
C
o
llin
s
S
t
C
h
e
s
te
r S
t
C
h
e
s
te
r S
t
M
o
n
ro
e
S
t
M
o
n
ro
e
S
t
W
B
ro
a
d
W
B
ro
a
d
Beech St
Beech St
M
a
tto
o
n
S
t
M
a
tto
o
n
S
t
M
e
lro
s
e
S
t
M
e
lro
s
e
S
t
Leslie St
Leslie St
A
rlin
g
to
n
C
t
A
rlin
g
to
n
C
t
L
a
d
d
S
t
L
a
d
d
S
t
R
u
tle
d
g
e
S
t
R
u
tle
d
g
e
S
t
B
rig
h
a
m
S
t
B
rig
h
a
m
S
t
P
o
rts
m
o
u
th
S
t
P
o
rts
m
o
u
th
S
t
Railroad St
Railroad St
H
a
w
th
o
rn
e
S
t
H
a
w
th
o
rn
e
S
t
G
a
rd
n
e
r S
t
G
a
rd
n
e
r S
t
H
a
ls
e
y
S
t
H
a
ls
e
y
S
t
S
u
lliv
a
n
S
t
S
u
lliv
a
n
S
t
G
rid
iro
n
S
t
G
rid
iro
n
S
t
E
lm
S
t
E
lm
S
t
W
a
lk
e
r S
t
W
a
lk
e
r S
t
George St
George St
Longview St
Longview St
S
a
le
m
S
t
S
a
le
m
S
t
O
rle
a
n
s
C
t
O
rle
a
n
s
C
t
W
e
n
d
e
ll P
l
W
e
n
d
e
ll P
l
Forest P
ark A
ve
Forest P
ark A
ve
Richelieu St Richelieu St
C
ro
s
s
S
t
C
ro
s
s
S
t
Iv
y
C
t
Iv
y
C
t
G
lobe S
t
G
lobe S
t
Murray Hill Ave Murray Hill Ave
W
o
lco
tt S
t
W
o
lco
tt S
t
Ridgewood Pl
Ridgewood Pl
B
o
w
d
o
in
T
e
r
B
o
w
d
o
in
T
e
r
N
o
rw
o
o
d
S
t
N
o
rw
o
o
d
S
t
H
a
m
p
d
e
n
S
t
H
a
m
p
d
e
n
S
t
E
lm
w
o
o
d
S
t
E
lm
w
o
o
d
S
t
W
a
rrin
e
r A
v
e
W
a
rrin
e
r A
v
e
S
u
m
m
it S
t
S
u
m
m
it S
t
Pleasant St
Pleasant St
R
enee C
ir
R
enee C
ir
B
e
lle
A
v
e
B
e
lle
A
v
e
S
to
c
k
b
rid
g
e
S
t
S
to
c
k
b
rid
g
e
S
t
Sterns Ter
Sterns Ter
W
Y
o
rk
S
t
W
Y
o
rk
S
t
Ashmun St Ashmun St
Chandler St
Chandler St
Leonard St Leonard St
E
S
c
h
o
o
l S
t
E
S
c
h
o
o
l S
t
Madison Ave
Madison Ave
N
C
h
u
rc
h
A
v
e
N
C
h
u
rc
h
A
v
e
P
y
n
c
h
o
n
S
t
P
y
n
c
h
o
n
S
t
B
ru
n
o
S
t
B
ru
n
o
S
t
M
ill L
n
M
ill L
n
Alert St
Alert St
Fairbank Pl
Fairbank Pl
P
ine S
treet C
t
P
ine S
treet C
t
W
G
a
rd
n
e
r S
t
W
G
a
rd
n
e
r S
t
Niagara St
Niagara St
C
ro
s
s
e
tt L
n
C
ro
s
s
e
tt L
n
B
la
k
e
H
ill S
t
B
la
k
e
H
ill S
t
H
u
b
b
a
rd
A
v
e
H
u
b
b
a
rd
A
v
e
E
P
a
rk
S
t
E
P
a
rk
S
t
W
N
o
rw
ic
h
W
N
o
rw
ic
h
Heywood St
Heywood St
Century Way
Century Way
Kaynor St
Kaynor St
Darwell St
Darwell St
Lebanon Pl
Lebanon Pl
Stetson St
Stetson St
A
tw
o
o
d
P
l
A
tw
o
o
d
P
l
N
a
is
m
ith
S
t
N
a
is
m
ith
S
t
M
errick Ave
M
errick Ave
Sackett Pl
Sackett Pl
Kibbe Ave
Kibbe Ave
A
rio
n
P
l
A
rio
n
P
l
A
m
e
s
H
i l l D
r
A
m
e
s
H
i l l D
r
Federal Ct
Federal Ct
C
a
rp
e
n
te
r C
t
C
a
rp
e
n
te
r C
t
Ingraham Ter
Ingraham Ter
G
e
rris
h
C
t
G
e
rris
h
C
t
S
e
a
rle
P
l
S
e
a
rle
P
l
W
E
lm
w
o
o
d
W
E
lm
w
o
o
d
Amboy Ct Amboy Ct
Underwood St Underwood St
H
e
m
lo
c
k
C
t
H
e
m
lo
c
k
C
t
W
a
ln
u
t C
t
W
a
ln
u
t C
t
G
reene P
l
G
reene P
l
Saab C
t
Saab C
t
M
ill R
iv
e
r L
n
M
ill R
iv
e
r L
n
N016
N016
Greenacre Sq
Greenacre Sq
M
onson Ave
M
onson Ave
W Columbus Ave
W Columbus Ave
Lib
e
rty S
t
Lib
e
rty S
t
S
E
n
d
B
rg
S
E
n
d
B
rg
W
olcott St
W
olcott St
M
ain St
M
ain St
I- 91
I- 91
Locust St
Locust St
US Hwy 5
US Hwy 5
P
e
a
rl S
t
P
e
a
rl S
t
B
rid
g
e
S
t
B
rid
g
e
S
t
I- 2
9
1
I- 2
9
1
U
S
H
w
y
2
0
U
S
H
w
y
2
0
Nursery St
Nursery St
Old Hill
Six Corners
McKnight
Liberty Heights
Forest Park
Brightwood
Memorial Square
Data Source: City of Springfield
Land Use
Neighborhood Boundaries
Park
Government - City
Other Government
Non-profit
Mixed Use
Other Commercial
Neighborhood Restaurants/Retail
Supermarket (over 10K sf)
Office
Other Residential
Residential Single Family
Residential 2-3 Family
Residential 4+ Units
Residential Condo
Storage/Warehouse/Distribution Facility
Industrial
Transportation Facility
Parking Garage
Parking Lot
Vacant Land
Unknown
DISTRICT 1
0 0.1 0.2 0.3 0.4 0.05
Miles
[
I- 91 I- 91
I
-

2
9
1
I
-

2
9
1
Main St
Main St
U
n
io
n

S
t
U
n
io
n

S
t
U
S

H
w
y

2
0
U
S

H
w
y

2
0
U
S
H
w
y
5
U
S
H
w
y
5
M
ill S
t
M
ill S
t
E Columbus Ave
E Columbus Ave
T
a
y
lo
r

S
t
T
a
y
lo
r

S
t
S
t
a
t
e

S
t
S
t
a
t
e

S
t
P
in
e
S
t
P
in
e
S
t
Maple St Maple St
C
entral S
t
C
entral S
t
W
o
r
t
h
in
g
t
o
n

S
t
W
o
r
t
h
in
g
t
o
n

S
t
Walnut St
Walnut St
H
a
n
c
o
c
k
S
t
H
a
n
c
o
c
k
S
t
W Columbus Ave
W Columbus Ave
Armory St
Armory St
Dwight St
Dwight St
S
t
a
f
f
o
r
d

S
t
S
t
a
f
f
o
r
d

S
t
K
in
g
S
t
K
in
g
S
t
T
y
le
r
S
t
T
y
le
r
S
t
L
ib
e
r
t
y

S
t
L
ib
e
r
t
y

S
t
Spring St
Spring St
L
o
c
u
s
t
S
t
L
o
c
u
s
t
S
t
A
ld
e
n
S
t
A
ld
e
n
S
t
Q
u
in
c
y
S
t
Q
u
in
c
y
S
t
Florida St
Florida St
F
r
a
n
k
lin

S
t
F
r
a
n
k
lin

S
t
L
y
m
a
n

S
t
L
y
m
a
n

S
t
Federal St
Federal St
B
a
y

S
t
B
a
y

S
t
F
lo
re
n
c
e
S
t
F
lo
re
n
c
e
S
t
P
e
a
r
l S
t
P
e
a
r
l S
t C
e
d
a
r

S
t
C
e
d
a
r

S
t
L
e
y
fr
e
d
T
e
r
L
e
y
fr
e
d
T
e
r
B
r
id
g
e

S
t
B
r
id
g
e

S
t
A
lb
a
n
y

S
t
A
lb
a
n
y

S
t
P
e
n
d
le
to
n
A
v
e
P
e
n
d
le
to
n
A
v
e
L
e
b
a
n
o
n
S
t
L
e
b
a
n
o
n
S
t
Kendall St
Kendall St
Byers St
Byers St
A
s
h
le
y
S
t
A
s
h
le
y
S
t
Bowdoin St
Bowdoin St
N007
N007
Thompson St Thompson St
S
E
n
d
B
r
g
S
E
n
d
B
r
g
W
illia
m

S
t
W
illia
m
S
t
O
a
k
S
t
O
a
k
S
t
G
re
e
n
e
S
t
G
re
e
n
e
S
t
School St School St
Elliot St
Elliot St
H
ig
h

S
t
H
ig
h

S
t
L
in
c
o
ln
S
t
L
in
c
o
ln
S
t
M
u
lb
e
r
r
y

S
t
M
u
lb
e
r
r
y

S
t
E
a
s
te
rn
A
v
e
E
a
s
te
rn
A
v
e
C
h
e
r
r
y

S
t
C
h
e
r
r
y

S
t
Magazine St
Magazine St
Willow St
Willow St
L
e
e
te
S
t
L
e
e
te
S
t
S
t
a
t
e

H
w
y

1
4
7
S
t
a
t
e

H
w
y

1
4
7
B
lis
s

S
t
B
lis
s

S
t
O
rle
a
n
s
S
t
O
rle
a
n
s
S
t
C
o
n
g
r
e
s
s

S
t
C
o
n
g
r
e
s
s

S
t
C
ro
s
b
y
S
t
C
ro
s
b
y
S
t
K
n
o
x
S
t
K
n
o
x
S
t
Longhill St Longhill St
S
t
J
a
m
e
s
A
v
e
S
t
J
a
m
e
s
A
v
e
Clantoy St
Clantoy St
Dale St
Dale St
N
a
p
ie
r

S
t
N
a
p
ie
r

S
t
Cass St Cass St
B
e
lm
o
n
t A
v
e
B
e
lm
o
n
t A
v
e
M
a
r
b
l e

S
t
M
a
r
b
l e

S
t
W
a
r
w
ic
k

S
t
W
a
r
w
ic
k

S
t
Cherrelyn St
Cherrelyn St
G
len R
d
G
len R
d
M
e
m
o
r
ia
l
B
r
g
M
e
m
o
r
ia
l
B
r
g
A
d
a
m
s

S
t
A
d
a
m
s

S
t
G
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n
e
s
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e
S
t
G
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n
e
s
e
e
S
t
W
o
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d
s
id
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T
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r
W
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d
s
id
e
T
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r
E
d
g
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la
n
d
S
t
E
d
g
e
la
n
d
S
t
P
a
r
k

S
t
P
a
r
k

S
t
H
illm
a
n

S
t
H
illm
a
n

S
t
M
o
r
r
is

S
t
M
o
r
r
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S
t
W
in
t
e
r

S
t
W
in
t
e
r

S
t
W
ilc
o
x

S
t
W
ilc
o
x

S
t
C
lif
to
n
A
v
e
C
lif
to
n
A
v
e
H
ic
k
o
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y
S
t
H
ic
k
o
r
y
S
t
T
e
m
p
le

S
t
T
e
m
p
le

S
t
Ingersoll Grv
Ingersoll Grv
E
v
e
r
e
t
t

S
t
E
v
e
r
e
t
t

S
t
C
la
rk
S
t
C
la
rk
S
t
A
v
o
n

P
l
A
v
o
n

P
l
Boylston St
Boylston St
M
a
n
h
a
tta
n
S
t
M
a
n
h
a
tta
n
S
t
H
o
w
a
r
d

S
t
H
o
w
a
r
d

S
t
M
a
rs
h
a
ll S
t
M
a
rs
h
a
ll S
t
B
r
o
a
d
S
t
B
r
o
a
d
S
t
D
e
x
te
r S
t
D
e
x
te
r S
t
A
c
u
s
h
n
e
t
A
v
e
A
c
u
s
h
n
e
t
A
v
e
Q
u
e
e
n
S
t
Q
u
e
e
n
S
t
L
o
r
in
g

S
t
L
o
r
in
g

S
t
M
a
p
le
C
t
M
a
p
le
C
t
C
le
v
e
la
n
d

S
t
C
le
v
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la
n
d

S
t
P
a
lm
e
r
A
v
e
P
a
lm
e
r
A
v
e
G
r
a
n
t S
t
G
r
a
n
t S
t
F
r
a
n
k

B

M
u
r
r
a
y

S
t
F
r
a
n
k

B

M
u
r
r
a
y

S
t
F
r
e
m
o
n
t
S
t
F
r
e
m
o
n
t
S
t
L
S
t
L
S
t
N
010
N
010
S
a
r
a
t
o
g
a

S
t
S
a
r
a
t
o
g
a

S
t
A
g
a
w
a
m
A
v
e
A
g
a
w
a
m
A
v
e
Ja
m
e
s S
t
Ja
m
e
s S
t
Fort Pleasant Ave
Fort Pleasant Ave
M
a
r
g
a
r
e
t

S
t
M
a
r
g
a
r
e
t

S
t
C
o
u
r
t

S
t
C
o
u
r
t

S
t
S
tebbins S
t
S
tebbins S
t
H
a
r
r
is
o
n
A
v
e
H
a
r
r
is
o
n
A
v
e
O
s
w
e
g
o

S
t
O
s
w
e
g
o

S
t
W
in
d
s
o
r S
t
W
in
d
s
o
r S
t
Vinton St Vinton St
Y
o
r
k

S
t
Y
o
r
k

S
t
F
o
r
t

S
t
F
o
r
t

S
t
F
o
s
te
r
S
t
F
o
s
te
r
S
t
E
m
e
r
y

S
t
E
m
e
r
y

S
t
L
e
d
y
a
rd
S
t
L
e
d
y
a
rd
S
t
N
e
w
B
r
id
g
e
S
t
N
e
w
B
r
id
g
e
S
t
B
e
lle

S
t
B
e
lle

S
t
C
e
m
e
t
e
r
y
A
v
e
C
e
m
e
t
e
r
y
A
v
e
S
m
ith
S
t
S
m
ith
S
t
S
p
r
u
c
e

S
t
S
p
r
u
c
e

S
t
Dorne St
Dorne St
N009 N009
Myrtle St
Myrtle St
M
e
m
o
r
ia
l A
v
e
M
e
m
o
r
ia
l A
v
e
E
d
w
a
r
d
s

S
t
E
d
w
a
r
d
s

S
t
A
g
n
e
w
S
t
A
g
n
e
w
S
t
W
in
t
h
r
o
p

S
t
W
in
t
h
r
o
p

S
t
Terrence S
t
Terrence S
t
Nursery St
Nursery St
Tracy S
t
Tracy S
t
P
h
o
e
n
ix

S
t
P
h
o
e
n
ix

S
t
B
o
la
n
d

W
a
y
B
o
la
n
d

W
a
y L
o
m
b
a
r
d
S
t
L
o
m
b
a
r
d
S
t
H
a
n
n
o
n

S
t
H
a
n
n
o
n

S
t
C
h
a
p
in

S
t
C
h
a
p
in

S
t
C
lin
t
o
n

S
t
C
lin
t
o
n

S
t
L
illia
n
S
t
L
illia
n
S
t
E

C
o
u
r
t

S
t
E

C
o
u
r
t

S
t
C
o
llin
s
S
t
C
o
llin
s
S
t
C
h
e
s
te
r
S
t
C
h
e
s
te
r
S
t
M
o
n
r
o
e
S
t
M
o
n
r
o
e
S
t
W

B
r
o
a
d
W

B
r
o
a
d
B
e
e
ch
S
t
B
e
e
ch
S
t
M
a
t
t
o
o
n

S
t
M
a
t
t
o
o
n

S
t
M
e
lro
s
e
S
t
M
e
lro
s
e
S
t
L
e
s
lie
S
t
L
e
s
lie
S
t
A
r
lin
g
to
n
C
t
A
r
lin
g
to
n
C
t
L
a
d
d
S
t
L
a
d
d
S
t
R
u
tle
d
g
e
S
t
R
u
tle
d
g
e
S
t
B
r
ig
h
a
m

S
t
B
r
ig
h
a
m

S
t
P
o
rts
m
o
u
th
S
t
P
o
rts
m
o
u
th
S
t
Railroad St
Railroad St
H
a
w
th
o
rn
e
S
t
H
a
w
th
o
rn
e
S
t
G
a
r
d
n
e
r

S
t
G
a
r
d
n
e
r

S
t
H
a
ls
e
y

S
t
H
a
ls
e
y

S
t
S
u
lliv
a
n

S
t
S
u
lliv
a
n

S
t
G
r
id
ir
o
n

S
t
G
r
id
ir
o
n

S
t
E
lm

S
t
E
lm

S
t
W
a
lk
e
r
S
t
W
a
lk
e
r
S
t
George St
George St
Longview St
Longview St
S
a
le
m

S
t
S
a
le
m

S
t
O
rle
a
n
s
C
t
O
rle
a
n
s
C
t
W
e
n
d
e
ll P
l
W
e
n
d
e
ll P
l
F
o
re
s
t P
a
rk
A
v
e
F
o
re
s
t P
a
rk
A
v
e
C
r
o
s
s

S
t
C
r
o
s
s

S
t
I
v
y

C
t
I
v
y

C
t
G
lo
b
e
S
t
G
lo
b
e
S
t
Murray Hill Ave
Murray Hill Ave
W
o
lc
o
tt S
t
W
o
lc
o
tt S
t
R
idgew
ood P
l
R
idgew
ood P
l
B
o
w
d
o
in
T
e
r
B
o
w
d
o
in
T
e
r
N
o
r
w
o
o
d
S
t
N
o
r
w
o
o
d
S
t
H
a
m
p
d
e
n

S
t
H
a
m
p
d
e
n

S
t
E
lm
w
o
o
d
S
t
E
lm
w
o
o
d
S
t
W
a
r
r
in
e
r
A
v
e
W
a
r
r
in
e
r
A
v
e
S
u
m
m
it S
t
S
u
m
m
it S
t
Pleasant St
Pleasant St
R
e
n
e
e
C
ir
R
e
n
e
e
C
ir
B
e
lle
A
v
e
B
e
lle
A
v
e
S
t
o
c
k
b
r
id
g
e

S
t
S
t
o
c
k
b
r
id
g
e

S
t
Sterns Ter
Sterns Ter
W
Y
o
r
k

S
t
W
Y
o
r
k

S
t
Ashmun St Ashmun St
Chandler St
Chandler St
E
S
c
h
o
o
l S
t
E
S
c
h
o
o
l S
t
M
adison Ave
M
adison Ave
N

C
h
u
r
c
h
A
v
e
N

C
h
u
r
c
h
A
v
e
P
y
n
c
h
o
n

S
t
P
y
n
c
h
o
n

S
t
B
r
u
n
o

S
t
B
r
u
n
o

S
t
M
ill
L
n
M
ill
L
n
Alert St
Alert St
Fairbank Pl
Fairbank Pl
P
in
e
S
tre
e
t C
t
P
in
e
S
tre
e
t C
t
W

G
a
r
d
n
e
r
S
t
W

G
a
r
d
n
e
r
S
t
Niagara St
Niagara St
C
r
o
s
s
e
t
t

L
n
C
r
o
s
s
e
t
t

L
n
B
la
k
e

H
ill
S
t
B
la
k
e

H
ill
S
t
H
u
b
b
a
r
d
A
v
e
H
u
b
b
a
r
d
A
v
e
E

P
a
r
k

S
t
E

P
a
r
k

S
t
W

N
o
r
w
ic
h
W

N
o
r
w
ic
h
Heywood St
Heywood St
Century Way
Century Way
Kaynor St
Kaynor St
Darwell St
Darwell St
L
e
b
a
n
o
n
P
l
L
e
b
a
n
o
n
P
l
S
te
tso
n
S
t
S
te
tso
n
S
t
A
t
w
o
o
d

P
l
A
t
w
o
o
d

P
l
N
a
is
m
ith

S
t
N
a
is
m
ith

S
t
M
e
rric
k
A
v
e
M
e
rric
k
A
v
e
Sackett Pl
Sackett Pl
Kibbe Ave
Kibbe Ave
A
r
io
n

P
l
A
r
io
n

P
l
A
m
e
s

H
i l l
D
r
A
m
e
s

H
i l l
D
r
Federal C
t
Federal C
t
C
a
r
p
e
n
te
r C
t
C
a
r
p
e
n
te
r C
t
Ingraham Ter
Ingraham Ter
G
e
rris
h
C
t
G
e
rris
h
C
t
S
e
a
r
le

P
l
S
e
a
r
le

P
l
W

E
lm
w
o
o
d
W

E
lm
w
o
o
d
Amboy Ct
Amboy Ct
H
e
m
lo
c
k
C
t
H
e
m
lo
c
k
C
t
W
a
ln
u
t

C
t
W
a
ln
u
t

C
t
G
re
e
n
e
P
l
G
re
e
n
e
P
l
S
a
a
b
C
t
S
a
a
b
C
t
M
ill R
iv
e
r
L
n
M
ill R
iv
e
r
L
n
N
01
6
N
01
6
G
reenacre S
q
G
reenacre S
q
M
o
n
s
o
n
A
v
e
M
o
n
s
o
n
A
v
e
W Columbus Ave
W Columbus Ave
L
ib
e
rty
S
t
L
ib
e
rty
S
t
S
E
n
d
B
r
g
S
E
n
d
B
r
g
W
o
lc
o
tt S
t
W
o
lc
o
tt S
t
M
ain S
t
M
ain S
t
I- 91
I- 91
Locust St
Locust St
U
S H
w
y 5
U
S H
w
y 5
P
e
a
r
l
S
t
P
e
a
r
l
S
t
B
rid
g
e
S
t
B
rid
g
e
S
t
I-

2
9
1
I-

2
9
1
U
S

H
w
y

2
0
U
S

H
w
y

2
0
Nursery St
Nursery St
Old Hill
Six Corners
McKnight
Liberty Heights
Forest Park
Brightwood
Memorial Square
Land Use
Park
Government - City
Other Government
Non-profit
Mixed Use
Other Commercial
Neighborhood Restaurants/Retail
Supermarket (over 10K sf)
Office
Other Residential
Residential Single Family
Residential 2-3 Family
Residential 4+ Units
Residential Condo
Storage/Warehouse/Distribution Facility
Industrial
Transportation Facility
Parking Garage
Parking Lot
Vacant Land
Unknown
Land Use
N
11
The majority of housing units in both
Metro Center and the South End are
renter-occupied. Ninety percent of the
housing units in the South End are rental.
The exceptions are several condominium
buildings and the Matoon Street area in
Metro Center and some of the one- to three-
family buildings on the side streets in the
southern two-thirds of the South End.
Three hundred sixty-four below market-
rate rental uni ts of federal l y-assi sted
housing that include the Marble Street
Apartments (public housing development),
Concor d Hei ght s Apar t ment s, and
Hollywood Apartments, are concentrated
in the center of the South End east of
Mai n Street. Addi ti onal bel ow-market
units include Northern Heights, with 149
units on Main and Central Streets, and
the Gentile Apartments, a public housing
development for seniors. According to the
citys housing office, 42 residential structures
with approximately 200 housing units in the
South End were damaged in the tornado.
No residential buildings were damaged by
the tornado in Metro Center.
CRIME
The percepti on and real i ty of cri me
discourages visitors and new residents. In
Metro Center, social service offices and
shelters, including the Springfield Rescue
Hollywood-Area Street Hollywood-Area Street
Extentions/Reconfigurations Extentions/Reconfigurations
Main Street Streetscape Improvements Main Street Streetscape Improvements
DISTRICT 1
% Units Homeowner and Renter
Occupied by Census Block
90% - 100% Homeowner-Occupied
51% - 68% Renter-Occupied
Unoccupied Blocks
0 0.1 0.2 0.3 0.4 0.05
Miles
[
I- 91 I- 91
I- 2
9
1
I- 2
9
1
Main St
Main St
U
n
io
n
S
t
U
n
io
n
S
t
U
S
H
w
y
2
0
U
S
H
w
y
2
0
T
a
y
lo
r S
t
T
a
y
lo
r S
t
S
ta
te
S
t
S
ta
te
S
t
E Columbus Ave
E Columbus Ave
P
in
e
S
t
P
in
e
S
t
Maple St
Maple St
US Hwy 5
US Hwy 5
M
ill S
t
M
ill S
t
W
o
rth
in
g
to
n
S
t
W
o
rth
in
g
to
n
S
t
Walnut St
Walnut St
Central St
Central St
Armory St
Armory St
Dwight St
Dwight St
W Columbus Ave
W Columbus Ave
S
ta
ffo
rd
S
t
S
ta
ffo
rd
S
t
L
ib
e
rty
S
t
L
ib
e
rty
S
t
Spring St
Spring St
T
y
le
r S
t
T
y
le
r S
t
Hancock St
Hancock St
K
in
g
S
t
K
in
g
S
t
F
ra
n
k
lin
S
t
F
ra
n
k
lin
S
t
L
y
m
a
n
S
t
L
y
m
a
n
S
t
Federal St
Federal St
F
lo
re
n
ce
S
t
F
lo
re
n
ce
S
t
P
e
a
rl S
t
P
e
a
rl S
t C
e
d
a
r S
t
C
e
d
a
r S
t
B
rid
g
e
S
t
B
rid
g
e
S
t
Q
u
in
cy S
t
Q
u
in
cy S
t
Byers St
Byers St
A
sh
le
y S
t
A
sh
le
y S
t
Bowdoin St Bowdoin St
W
illia
m
S
t
W
illia
m
S
t
O
ak St
O
ak St
School St School St
Elliot St
Elliot St
H
ig
h
S
t
H
ig
h
S
t
L
in
c
o
ln
S
t
L
in
c
o
ln
S
t
M
u
lb
e
rry
S
t
M
u
lb
e
rry
S
t
Magazine St
Magazine St
Willow St
Willow St
P
e
n
d
le
to
n
A
ve
P
e
n
d
le
to
n
A
ve L
e
b
a
n
o
n
S
t
L
e
b
a
n
o
n
S
t
A
lb
a
n
y
S
t
A
lb
a
n
y
S
t
S
ta
te
H
w
y
1
4
7
S
ta
te
H
w
y
1
4
7
B
lis
s
S
t
B
lis
s
S
t
O
rleans St
O
rleans St
C
o
n
g
re
s
s
S
t
C
o
n
g
re
s
s
S
t
A
ld
e
n
S
t
A
ld
e
n
S
t
B
a
y
S
t
B
a
y
S
t
Dale St
Dale St
N
a
p
ie
r S
t
N
a
p
ie
r S
t
Cass St Cass St
M
a
rb
le
S
t
M
a
rb
le
S
t
G
re
e
n
e
S
t
G
re
e
n
e
S
t
W
a
rw
ic
k
S
t
W
a
rw
ic
k
S
t
M
e
m
o
ria
l B
rg
M
e
m
o
ria
l B
rg
A
d
a
m
s
S
t
A
d
a
m
s
S
t
G
enesee St
G
enesee St
P
a
rk
S
t
P
a
rk
S
t
H
illm
a
n
S
t
H
illm
a
n
S
t
M
o
rris
S
t
M
o
rris
S
t
W
in
te
r S
t
W
in
te
r S
t
W
ilc
o
x
S
t
W
ilc
o
x
S
t
T
e
m
p
le
S
t
T
e
m
p
le
S
t
C
ro
sb
y S
t
C
ro
sb
y S
t
A
v
o
n
P
l
A
v
o
n
P
l
Boylston St
Boylston St
H
o
w
a
rd
S
t
H
o
w
a
rd
S
t
B
ro
a
d
S
t
B
ro
a
d
S
t
D
exter S
t
D
exter S
t
A
c
u
s
h
n
e
t A
v
e
A
c
u
s
h
n
e
t A
v
e
Q
u
e
e
n
S
t
Q
u
e
e
n
S
t
L
o
rin
g
S
t
L
o
rin
g
S
t
M
a
p
le
C
t
M
a
p
le
C
t
Locust St
Locust St
P
a
lm
e
r A
v
e
P
a
lm
e
r A
v
e
C
le
v
e
la
n
d
S
t
C
le
v
e
la
n
d
S
t
G
ra
n
t S
t
G
ra
n
t S
t
F
ra
n
k
B
M
u
rra
y
S
t
F
ra
n
k
B
M
u
rra
y
S
t F
re
m
o
n
t S
t
F
re
m
o
n
t S
t
L
S
t
L
S
t
N010
N010
S
a
ra
to
g
a
S
t
S
a
ra
to
g
a
S
t
Jam
es St
Jam
es St
M
a
rg
a
re
t S
t
M
a
rg
a
re
t S
t
C
o
u
rt S
t
C
o
u
rt S
t
Stebbins St
Stebbins St
H
a
rris
o
n
A
v
e
H
a
rris
o
n
A
v
e
Knox St
Knox St
O
s
w
e
g
o
S
t
O
s
w
e
g
o
S
t
S
t J
a
m
e
s
A
v
e
S
t J
a
m
e
s
A
v
e
W
indsor S
t
W
indsor S
t
Vinton St Vinton St
C
la
rk S
t
C
la
rk S
t
Y
o
rk
S
t
Y
o
rk
S
t
F
o
rt S
t
F
o
rt S
t
Foster St
Foster St
E
m
e
ry
S
t
E
m
e
ry
S
t
Ledyard St
Ledyard St
B
e
lle
S
t
B
e
lle
S
t
C
e
m
e
te
ry
A
v
e
C
e
m
e
te
ry
A
v
e
S
p
ru
c
e
S
t
S
p
ru
c
e
S
t
Dorne St
Dorne St
N009 N009
Myrtle St Myrtle St
E
d
w
a
rd
s
S
t
E
d
w
a
rd
s
S
t
A
g
n
e
w
S
t
A
g
n
e
w
S
t
W
in
th
ro
p
S
t
W
in
th
ro
p
S
t
Nursery St
Nursery St
Tracy St
Tracy St
B
o
la
n
d
W
a
y
B
o
la
n
d
W
a
y
L
o
m
b
a
rd
S
t
L
o
m
b
a
rd
S
t
H
a
n
n
o
n
S
t
H
a
n
n
o
n
S
t
Dwight St Exd
Dwight St Exd
C
lin
to
n
S
t
C
lin
to
n
S
t
L
illia
n
S
t
L
illia
n
S
t
E
C
o
u
rt S
t
E
C
o
u
rt S
t
W
B
ro
a
d
W
B
ro
a
d
B
e
e
c
h
S
t
B
e
e
c
h
S
t
M
a
tto
o
n
S
t
M
a
tto
o
n
S
t
S
m
ith
S
t
S
m
ith
S
t
Leslie St
Leslie St
A
rlin
g
to
n
C
t
A
rlin
g
to
n
C
t
R
u
tle
d
g
e
S
t
R
u
tle
d
g
e
S
t
B
rig
h
a
m
S
t
B
rig
h
a
m
S
t
H
a
w
th
o
rn
e
S
t
H
a
w
th
o
rn
e
S
t
G
a
rd
n
e
r S
t
G
a
rd
n
e
r S
t
H
a
ls
e
y
S
t
H
a
ls
e
y
S
t
S
u
lliv
a
n
S
t
S
u
lliv
a
n
S
t
L
e
e
te
S
t
L
e
e
te
S
t
G
rid
iro
n
S
t
G
rid
iro
n
S
t
E
lm
S
t
E
lm
S
t
W
a
lk
e
r S
t
W
a
lk
e
r S
t
George St
George St
S
a
le
m
S
t
S
a
le
m
S
t
O
rle
a
n
s C
t
O
rle
a
n
s C
t
W
e
n
d
e
ll P
l
W
e
n
d
e
ll P
l
C
ro
s
s
S
t
C
ro
s
s
S
t
Iv
y
C
t
Iv
y
C
t
Railroad St
Railroad St
C
lifto
n
A
v
e
C
lifto
n
A
v
e
W
olcott St
W
olcott St
Ridgewood Pl
Ridgewood Pl
B
o
w
d
o
in
T
e
r
B
o
w
d
o
in
T
e
r
N
o
rw
o
o
d
S
t
N
o
rw
o
o
d
S
t
H
a
m
p
d
e
n
S
t
H
a
m
p
d
e
n
S
t
E
lm
w
o
o
d
S
t
E
lm
w
o
o
d
S
t
N007
N007
Crescent Hl
Crescent Hl
W
a
rrin
e
r A
v
e
W
a
rrin
e
r A
v
e
S
u
m
m
it S
t
S
u
m
m
it S
t
Pleasant St
Pleasant St
R
enee C
ir
R
enee C
ir
S
to
c
k
b
rid
g
e
S
t
S
to
c
k
b
rid
g
e
S
t
Sterns Ter
Sterns Ter
W
Y
o
rk
S
t
W
Y
o
rk
S
t
N
e
w
m
a
n
S
t
N
e
w
m
a
n
S
t
Ashmun St Ashmun St
Terrence St
Terrence St
Chandler St
Chandler St
Madison Ave
Madison Ave
N
C
h
u
rc
h
A
v
e
N
C
h
u
rc
h
A
v
e
P
y
n
c
h
o
n
S
t
P
y
n
c
h
o
n
S
t
M
ill L
n
M
ill L
n
Alert St
Alert St
Hanover St
Hanover St
Fairbank Pl
Fairbank Pl
P
ine S
treet C
t
P
ine S
treet C
t
Niagara St
Niagara St
C
ro
s
s
e
tt L
n
C
ro
s
s
e
tt L
n
H
u
b
b
a
rd
A
v
e
H
u
b
b
a
rd
A
v
e
E
P
a
rk
S
t
E
P
a
rk
S
t
Heywood St
Heywood St
Kaynor St
Kaynor St
Stetson St
Stetson St
N
e
w
B
rid
g
e
S
t
N
e
w
B
rid
g
e
S
t
A
tw
o
o
d
P
l
A
tw
o
o
d
P
l
N
a
is
m
ith
S
t
N
a
is
m
ith
S
t
M
a
n
h
a
tta
n
S
t
M
a
n
h
a
tta
n
S
t
Sackett Pl
Sackett Pl
Kibbe Ave
Kibbe Ave
A
m
e
s
H
i l l D
r
A
m
e
s
H
i l l D
r
Crane St
Crane St
Federal Ct
Federal Ct
C
a
rp
e
n
te
r C
t
C
a
rp
e
n
te
r C
t
Ingraham Ter
Ingraham Ter
Barnes St
Barnes St
G
e
rrish
C
t
G
e
rrish
C
t
W
E
lm
w
o
o
d
W
E
lm
w
o
o
d
Amboy Ct Amboy Ct
W
a
ln
u
t C
t
W
a
ln
u
t C
t
Gardner Pl
Gardner Pl
Saab Ct
Saab Ct
Columbia Ter
Columbia Ter
M
ill R
iv
e
r L
n
M
ill R
iv
e
r L
n
N016
N016
P
e
a
rl S
t
P
e
a
rl S
t
Liberty S
t
Liberty S
t
Nursery St
Nursery St
I- 91 I- 91
W Columbus Ave
W Columbus Ave
U
S
H
w
y
2
0
U
S
H
w
y
2
0
B
rid
g
e
S
t
B
rid
g
e
S
t
I- 2
9
1
I- 2
9
1
US Hwy 5
US Hwy 5
L
o
cu
st S
t
L
o
cu
st S
t
Six Corners
Old Hill
Liberty Heights
McKnight
Forest Park
Brightwood
Memorial Square
Metro Center Metro Center
South End South End
Data Source: ESRI
DISTRICT 1
% Units Homeowner and Renter
Occupied by Census Block
Unoccupied Blocks
0 0.1 0.2 0.3 0.4 0.05
Miles
[
I- 91 I- 91
I
-

2
9
1
I
-

2
9
1
Main St
Main St
U
n
io
n
S
t
U
n
io
n
S
t
U
S

H
w
y

2
0
U
S

H
w
y

2
0
T
a
y
lo
r

S
t
T
a
y
lo
r

S
t
S
t
a
t
e

S
t
S
t
a
t
e

S
t
E Columbus Ave
E Columbus Ave
P
in
e
S
t
P
in
e
S
t
Maple St
Maple St
US Hwy 5
US Hwy 5
M
ill S
t
M
ill S
t
W
o
r
t
h
in
g
t
o
n

S
t
W
o
r
t
h
in
g
t
o
n

S
t
Walnut St
Walnut St
C
entral S
t
C
entral S
t
Armory St
Armory St
Dwight St
Dwight St
W Columbus Ave
W Columbus Ave
S
t
a
f
f
o
r
d

S
t
S
t
a
f
f
o
r
d

S
t
L
ib
e
r
t
y

S
t
L
ib
e
r
t
y

S
t
Spring St
Spring St
T
y
le
r
S
t
T
y
le
r
S
t
H
a
n
c
o
c
k
S
t
H
a
n
c
o
c
k
S
t
K
in
g
S
t
K
in
g
S
t
F
r
a
n
k
lin

S
t
F
r
a
n
k
lin

S
t
L
y
m
a
n

S
t
L
y
m
a
n

S
t
Federal St
Federal St
F
lo
re
n
c
e
S
t
F
lo
re
n
c
e
S
t
P
e
a
r
l S
t
P
e
a
r
l S
t
C
e
d
a
r

S
t
C
e
d
a
r

S
t
B
r
id
g
e

S
t
B
r
id
g
e

S
t
Q
u
in
c
y
S
t
Q
u
in
c
y
S
t
Byers St
Byers St
A
s
h
le
y
S
t
A
s
h
le
y
S
t
Bowdoin St
Bowdoin St
W
illia
m

S
t
W
illia
m

S
t
O
a
k
S
t
O
a
k
S
t
School St School St
Elliot St
Elliot St
H
ig
h

S
t
H
ig
h

S
t
L
in
c
o
ln
S
t
L
in
c
o
ln
S
t
M
u
lb
e
r
r
y

S
t
M
u
lb
e
r
r
y

S
t
Magazine St
Magazine St
Willow St
Willow St
P
e
n
d
le
to
n
A
v
e
P
e
n
d
le
to
n
A
v
e L
e
b
a
n
o
n
S
t
L
e
b
a
n
o
n
S
t
A
lb
a
n
y
S
t
A
lb
a
n
y
S
t
S
ta
t
e
H
w
y
1
4
7
S
ta
t
e
H
w
y
1
4
7
B
lis
s

S
t
B
lis
s

S
t
O
rle
a
n
s
S
t
O
rle
a
n
s
S
t
C
o
n
g
r
e
s
s

S
t
C
o
n
g
r
e
s
s

S
t
A
ld
e
n
S
t
A
ld
e
n
S
t
B
a
y

S
t
B
a
y

S
t
Dale St
Dale St
N
a
p
ie
r

S
t
N
a
p
ie
r

S
t
Cass St Cass St
M
a
r
b
le

S
t
M
a
r
b
le

S
t
G
re
e
n
e
S
t
G
re
e
n
e
S
t
W
a
r
w
ic
k

S
t
W
a
r
w
ic
k

S
t
M
e
m
o
r
ia
l
B
r
g
M
e
m
o
r
ia
l
B
r
g
A
d
a
m
s

S
t
A
d
a
m
s

S
t
G
e
n
e
s
e
e
S
t
G
e
n
e
s
e
e
S
t
P
a
r
k

S
t
P
a
r
k

S
t
H
illm
a
n

S
t
H
illm
a
n

S
t
M
o
r
r
is

S
t
M
o
r
r
is

S
t
W
in
t
e
r

S
t
W
in
t
e
r

S
t
W
ilc
o
x

S
t
W
ilc
o
x

S
t
T
e
m
p
le

S
t
T
e
m
p
le

S
t
C
ro
s
b
y
S
t
C
ro
s
b
y
S
t
A
v
o
n

P
l
A
v
o
n

P
l
Boylston St
Boylston St
H
o
w
a
r
d

S
t
H
o
w
a
r
d

S
t
B
r
o
a
d
S
t
B
r
o
a
d
S
t
D
e
x
te
r S
t
D
e
x
te
r S
t
A
c
u
s
h
n
e
t A
v
e
A
c
u
s
h
n
e
t A
v
e
Q
u
e
e
n
S
t
Q
u
e
e
n
S
t
L
o
r
in
g

S
t
L
o
r
in
g

S
t
M
a
p
le
C
t
M
a
p
le
C
t
Locust St
Locust St
P
a
lm
e
r
A
v
e
P
a
lm
e
r
A
v
e
C
le
v
e
la
n
d

S
t
C
le
v
e
la
n
d

S
t
G
r
a
n
t S
t
G
r
a
n
t S
t
F
r
a
n
k

B

M
u
r
r
a
y

S
t
F
r
a
n
k

B

M
u
r
r
a
y

S
t F
r
e
m
o
n
t
S
t
F
r
e
m
o
n
t
S
t
L
S
t
L
S
t
N
010
N
010
S
a
r
a
to
g
a

S
t
S
a
r
a
to
g
a

S
t
Ja
m
e
s S
t
Ja
m
e
s S
t
M
a
r
g
a
r
e
t

S
t
M
a
r
g
a
r
e
t

S
t
C
o
u
r
t

S
t
C
o
u
r
t

S
t
S
tebbins S
t
S
tebbins S
t
H
a
r
r
is
o
n
A
v
e
H
a
r
r
is
o
n
A
v
e
K
n
o
x
S
t
K
n
o
x
S
t
O
s
w
e
g
o

S
t
O
s
w
e
g
o

S
t
S
t
J
a
m
e
s
A
v
e
S
t
J
a
m
e
s
A
v
e
W
in
d
s
o
r S
t
W
in
d
s
o
r S
t
Vinton St Vinton St
C
la
rk
S
t
C
la
rk
S
t
Y
o
r
k

S
t
Y
o
r
k

S
t
F
o
r
t

S
t
F
o
r
t

S
t
F
o
ste
r S
t
F
o
ste
r S
t
E
m
e
r
y

S
t
E
m
e
r
y

S
t
L
e
d
y
a
rd
S
t
L
e
d
y
a
rd
S
t
B
e
lle

S
t
B
e
lle

S
t
C
e
m
e
t
e
r
y
A
v
e
C
e
m
e
t
e
r
y
A
v
e
S
p
r
u
c
e
S
t
S
p
r
u
c
e
S
t
Dorne St
Dorne St
N009 N009
Myrtle St
Myrtle St
E
d
w
a
r
d
s

S
t
E
d
w
a
r
d
s

S
t
A
g
n
e
w
S
t
A
g
n
e
w
S
t
W
in
t
h
r
o
p

S
t
W
in
t
h
r
o
p

S
t
Nursery St
Nursery St
Tracy St
Tracy St
B
o
la
n
d

W
a
y
B
o
la
n
d

W
a
y
L
o
m
b
a
r
d
S
t
L
o
m
b
a
r
d
S
t
H
a
n
n
o
n

S
t
H
a
n
n
o
n

S
t
Dwight St Exd
Dwight St Exd
C
lin
to
n
S
t
C
lin
to
n
S
t
L
illia
n
S
t
L
illia
n
S
t
E

C
o
u
r
t

S
t
E

C
o
u
r
t

S
t
W

B
r
o
a
d
W

B
r
o
a
d
B
e
e
c
h

S
t
B
e
e
c
h

S
t
M
a
t
t
o
o
n

S
t
M
a
t
t
o
o
n

S
t
S
m
ith
S
t
S
m
ith
S
t
L
e
s
lie
S
t
L
e
s
lie
S
t
A
r
lin
g
to
n
C
t
A
r
lin
g
to
n
C
t
R
u
tle
d
g
e
S
t
R
u
tle
d
g
e
S
t
B
r
ig
h
a
m

S
t
B
r
ig
h
a
m

S
t
H
a
w
th
o
rn
e
S
t
H
a
w
th
o
rn
e
S
t
G
a
r
d
n
e
r

S
t
G
a
r
d
n
e
r

S
t
H
a
ls
e
y

S
t
H
a
ls
e
y

S
t
S
u
lliv
a
n

S
t
S
u
lliv
a
n

S
t
L
e
e
te
S
t
L
e
e
te
S
t
G
r
id
ir
o
n

S
t
G
r
id
ir
o
n

S
t
E
lm

S
t
E
lm

S
t
W
a
lk
e
r
S
t
W
a
lk
e
r
S
t
George St
George St
S
a
le
m

S
t
S
a
le
m

S
t
O
rle
a
n
s
C
t
O
rle
a
n
s
C
t
W
e
n
d
e
ll P
l
W
e
n
d
e
ll P
l
C
r
o
s
s

S
t
C
r
o
s
s

S
t
I
v
y

C
t
I
v
y

C
t
Railroad St
Railroad St
Murray Hill Ave
Murray Hill Ave
C
lif
to
n
A
v
e
C
lif
to
n
A
v
e
W
o
lc
o
tt S
t
W
o
lc
o
tt S
t
R
idgew
ood P
l
R
idgew
ood P
l
B
o
w
d
o
in
T
e
r
B
o
w
d
o
in
T
e
r
N
o
r
w
o
o
d
S
t
N
o
r
w
o
o
d
S
t
H
a
m
p
d
e
n

S
t
H
a
m
p
d
e
n

S
t
E
lm
w
o
o
d
S
t
E
lm
w
o
o
d
S
t
N
007
N
007
Crescent Hl
Crescent Hl
W
a
r
r
in
e
r
A
v
e
W
a
r
r
in
e
r
A
v
e
S
u
m
m
it S
t
S
u
m
m
it S
t
P
leasant S
t
P
leasant S
t
R
e
n
e
e
C
ir
R
e
n
e
e
C
ir
S
t
o
c
k
b
r
id
g
e

S
t
S
t
o
c
k
b
r
id
g
e

S
t
Sterns Ter
Sterns Ter
W
Y
o
r
k

S
t
W
Y
o
r
k

S
t
N
e
w
m
a
n
S
t
N
e
w
m
a
n
S
t
Ashmun St Ashmun St
Terrence S
t
Terrence S
t
Chandler St
Chandler St
M
adison Ave
M
adison Ave
N

C
h
u
r
c
h
A
v
e
N

C
h
u
r
c
h
A
v
e
P
y
n
c
h
o
n

S
t
P
y
n
c
h
o
n

S
t
M
ill
L
n
M
ill
L
n
Alert St
Alert St
Hanover St
Hanover St
Fairbank Pl
Fairbank Pl
P
in
e
S
tre
e
t C
t
P
in
e
S
tre
e
t C
t
Niagara St
Niagara St
C
r
o
s
s
e
t
t

L
n
C
r
o
s
s
e
t
t

L
n
H
u
b
b
a
r
d
A
v
e
H
u
b
b
a
r
d
A
v
e
E

P
a
r
k

S
t
E

P
a
r
k

S
t
Heywood St
Heywood St
Kaynor St
Kaynor St
S
te
tso
n
S
t
S
te
tso
n
S
t
N
e
w
B
r
id
g
e
S
t
N
e
w
B
r
id
g
e
S
t
A
t
w
o
o
d

P
l
A
t
w
o
o
d

P
l
N
a
is
m
ith
S
t
N
a
is
m
ith
S
t
M
a
n
h
a
t
t
a
n

S
t
M
a
n
h
a
t
t
a
n

S
t
Sackett Pl
Sackett Pl
Kibbe Ave
Kibbe Ave
A
m
e
s

H
i l l
D
r
A
m
e
s

H
i l l
D
r
Crane St
Crane St
Federal C
t
Federal C
t
C
a
r
p
e
n
te
r C
t
C
a
r
p
e
n
te
r C
t
Ingraham Ter
Ingraham Ter
Barnes St
Barnes St
G
e
rris
h
C
t
G
e
rris
h
C
t
W

E
lm
w
o
o
d
W

E
lm
w
o
o
d
Amboy Ct
Amboy Ct
W
a
ln
u
t

C
t
W
a
ln
u
t

C
t
Gardner Pl
Gardner Pl
S
a
a
b
C
t
S
a
a
b
C
t
C
olum
bia Ter
C
olum
bia Ter
M
ill R
iv
e
r
L
n
M
ill R
iv
e
r
L
n
N
016
N
016
P
e
a
r
l
S
t
P
e
a
r
l
S
t
L
ib
e
rty
S
t
L
ib
e
rty
S
t
Nursery St
Nursery St
I- 91 I- 91
W Columbus Ave
W Columbus Ave
U
S

H
w
y

2
0
U
S

H
w
y

2
0
B
rid
g
e
S
t
B
rid
g
e
S
t
I-

2
9
1
I-

2
9
1
US Hwy 5
US Hwy 5
L
o
c
u
s
t S
t
L
o
c
u
s
t S
t
Six Corners
Old Hill
Liberty Heights
McKnight
Forest Park
Brightwood
Memorial Square
South End South End
Data Source: ESRI
% Uni ts Homeowner
and Renter Occupied by
Census Block
Non-residential
Source: 2010 Census
N
12
Mission on Bliss Street near the South End,
serve homeless people, who are perceived
as being more prominent than their numbers
may really justify because there is insufficient
street life downtown. Perception of crime is
the issue for Metro Center. The South End
in recent years has had a significantly higher
crime rate than the city as a whole.
POVERTY
Poverty-level households are especially
concentrated in the southeastern part of
the South End. Although poverty rates
in Metro Center and the South End are
similar, the South End is smaller and more
residential in character. Poor households are
particularly concentrated in the Hollywood
area. In early 2012, the City was awarded
a Choice Neighborhoods Initiative grant
from the US Department of Housing and
Vi ol ent Cri me Rate (cri mes per 1000
persons)
2008 2009 2010
South End
*
37.8 42.4 46.4
Springfield 12.5 12.6 13.5
Hartford 12.1 12.9 12.9
Boston 11.0 9.92 9.03
Massachusetts 4.49 4.57 4.67
United States 4.59 4.32 4.04
Source: Federal Bureau of Investigation; except * Springfield Police Department
South End Neighborhood Incomes
Total Households by Income
Census (ACS Estimate) Percent
Total Households 1,949 100%
Extremely Low (30% AMIbelow $20K) 1,071 55.0%
Very Low (50% AMI$20-$35K) 355 18.2%
Low (80% AMI or $35-$50K) 155 8.0%
Total Households Below 80% AMI 1581 81.1%
Market Rate (Above 80% AMIabove $50K) 368 18.9%
Source: US Census, ACS. 2009
DISTRICT 1
Household Poverty Rate
by Census Block Group
0% - 8%
9% - 17%
18% - 29%
30% - 37%
38% - 51%
52% - 69%
Unoccupied Blocks
0 0.1 0.2 0.3 0.4 0.05
Miles
[
I- 91 I- 91
I- 2
9
1
I- 2
9
1
Main St
Main St
U
nion S
t
U
nion S
t
U
S
H
w
y
2
0
U
S
H
w
y
2
0
T
a
y
lo
r S
t
T
a
y
lo
r S
t
S
ta
te
S
t
S
ta
te
S
t
E Columbus Ave
E Columbus Ave
P
in
e
S
t
P
in
e
S
t
Maple St
Maple St
US Hwy 5 US Hwy 5
M
ill S
t
M
ill S
t
W
o
rth
in
g
to
n
S
t
W
o
rth
in
g
to
n
S
t
Walnut St
Walnut St
Central St
Central St
Armory St
Armory St
Dwight St
Dwight St
W Columbus Ave
W Columbus Ave
S
ta
ffo
rd
S
t
S
ta
ffo
rd
S
t
L
ib
e
rty
S
t
L
ib
e
rty
S
t
Spring St
Spring St
Tyler S
t
Tyler S
t
Hancock St
Hancock St
K
ing S
t
K
ing S
t
F
ra
n
k
lin
S
t
F
ra
n
k
lin
S
t
L
y
m
a
n
S
t
L
y
m
a
n
S
t
Federal St
Federal St
F
lorence S
t
F
lorence S
t
P
e
a
rl S
t
P
e
a
rl S
t C
e
d
a
r S
t
C
e
d
a
r S
t
B
rid
g
e
S
t
B
rid
g
e
S
t
Q
uincy S
t
Q
uincy S
t
Byers St
Byers St
A
shley S
t
A
shley S
t
Bowdoin St Bowdoin St
W
illia
m
S
t
W
illia
m
S
t
Oak St
Oak St
School St School St
Elliot St
Elliot St
H
ig
h
S
t
H
ig
h
S
t
L
in
c
o
ln
S
t
L
in
c
o
ln
S
t
M
u
lb
e
rry
S
t
M
u
lb
e
rry
S
t
Magazine St
Magazine St
Willow St
Willow St
P
endleton A
ve
P
endleton A
ve Lebanon S
t
Lebanon S
t
A
lb
a
n
y
S
t
A
lb
a
n
y
S
t
S
ta
te
H
w
y
1
4
7
S
ta
te
H
w
y
1
4
7
B
lis
s
S
t
B
lis
s
S
t
Orleans St
Orleans St
C
o
n
g
re
s
s
S
t
C
o
n
g
re
s
s
S
t
A
lden S
t
A
lden S
t
B
a
y
S
t
B
a
y
S
t
Dale St
Dale St
N
a
p
ie
r S
t
N
a
p
ie
r S
t
Cass St Cass St
M
a
rb
le
S
t
M
a
rb
le
S
t
G
reene S
t
G
reene S
t
W
a
rw
ic
k
S
t
W
a
rw
ic
k
S
t
M
e
m
o
ria
l B
rg
M
e
m
o
ria
l B
rg
A
d
a
m
s
S
t
A
d
a
m
s
S
t
Genesee St
Genesee St
P
a
rk
S
t
P
a
rk
S
t
H
illm
a
n
S
t
H
illm
a
n
S
t
M
o
rris
S
t
M
o
rris
S
t
W
in
te
r S
t
W
in
te
r S
t
W
ilc
o
x
S
t
W
ilc
o
x
S
t
T
e
m
p
le
S
t
T
e
m
p
le
S
t
C
rosby S
t
C
rosby S
t
A
v
o
n
P
l
A
v
o
n
P
l
Boylston St
Boylston St
H
o
w
a
rd
S
t
H
o
w
a
rd
S
t
B
ro
a
d
S
t
B
ro
a
d
S
t
D
exter S
t
D
exter S
t
A
c
u
s
h
n
e
t A
v
e
A
c
u
s
h
n
e
t A
v
e
Q
ueen S
t
Q
ueen S
t
L
o
rin
g
S
t
L
o
rin
g
S
t
M
a
p
le
C
t
M
a
p
le
C
t
Locust St
Locust St
P
a
lm
e
r A
v
e
P
a
lm
e
r A
v
e
C
le
v
e
la
n
d
S
t
C
le
v
e
la
n
d
S
t
G
ra
n
t S
t
G
ra
n
t S
t
F
ra
n
k
B
M
u
rra
y
S
t
F
ra
n
k
B
M
u
rra
y
S
t F
re
m
o
n
t S
t
F
re
m
o
n
t S
t
L S
t
L S
t
N010
N010
S
a
ra
to
g
a
S
t
S
a
ra
to
g
a
S
t
James St
James St
M
a
rg
a
re
t S
t
M
a
rg
a
re
t S
t
C
o
u
rt S
t
C
o
u
rt S
t
Stebbins St
Stebbins St
H
a
rris
o
n
A
v
e
H
a
rris
o
n
A
v
e
Knox St
Knox St
O
s
w
e
g
o
S
t
O
s
w
e
g
o
S
t
S
t J
a
m
e
s
A
v
e
S
t J
a
m
e
s
A
v
e
W
indsor S
t
W
indsor S
t
Vinton St Vinton St
C
lark S
t
C
lark S
t
Y
o
rk
S
t
Y
o
rk
S
t
F
o
rt S
t
F
o
rt S
t
Foster St
Foster St
E
m
e
ry
S
t
E
m
e
ry
S
t
Ledyard St
Ledyard St
B
e
lle
S
t
B
e
lle
S
t
C
e
m
e
te
ry
A
v
e
C
e
m
e
te
ry
A
v
e
S
p
ru
c
e
S
t
S
p
ru
c
e
S
t
Dorne St
Dorne St
N009 N009
Myrtle St Myrtle St
E
d
w
a
rd
s
S
t
E
d
w
a
rd
s
S
t
A
g
n
e
w
S
t
A
g
n
e
w
S
t
W
in
th
ro
p
S
t
W
in
th
ro
p
S
t
Nursery St
Nursery St
Tracy St
Tracy St
B
o
la
n
d
W
a
y
B
o
la
n
d
W
a
y
L
o
m
b
a
rd
S
t
L
o
m
b
a
rd
S
t
H
a
n
n
o
n
S
t
H
a
n
n
o
n
S
t
Dwight St Exd
Dwight St Exd
C
lin
to
n
S
t
C
lin
to
n
S
t
Lillia
n
S
t
Lillia
n
S
t
E
C
o
u
rt S
t
E
C
o
u
rt S
t
W
B
ro
a
d
W
B
ro
a
d
B
e
e
c
h
S
t
B
e
e
c
h
S
t
M
a
tto
o
n
S
t
M
a
tto
o
n
S
t
S
m
ith
S
t
S
m
ith
S
t
Leslie St
Leslie St
A
rlin
g
to
n
C
t
A
rlin
g
to
n
C
t
R
u
tle
d
g
e
S
t
R
u
tle
d
g
e
S
t
B
rig
h
a
m
S
t
B
rig
h
a
m
S
t
H
aw
thorne S
t
H
aw
thorne S
t
G
a
rd
n
e
r S
t
G
a
rd
n
e
r S
t
H
a
ls
e
y
S
t
H
a
ls
e
y
S
t
S
u
lliv
a
n
S
t
S
u
lliv
a
n
S
t
L
e
e
te
S
t
L
e
e
te
S
t
G
rid
iro
n
S
t
G
rid
iro
n
S
t
E
lm
S
t
E
lm
S
t
W
a
lk
e
r S
t
W
a
lk
e
r S
t
George St
George St
S
a
le
m
S
t
S
a
le
m
S
t
O
rleans C
t
O
rleans C
t
W
e
n
d
e
ll P
l
W
e
n
d
e
ll P
l
C
ro
s
s
S
t
C
ro
s
s
S
t
Iv
y
C
t
Iv
y
C
t
Railroad St
Railroad St
C
lifto
n
A
v
e
C
lifto
n
A
v
e
W
olcott St
W
olcott St
Ridgewood Pl
Ridgewood Pl
B
o
w
d
o
in
T
e
r
B
o
w
d
o
in
T
e
r
N
o
rw
o
o
d
S
t
N
o
rw
o
o
d
S
t
H
a
m
p
d
e
n
S
t
H
a
m
p
d
e
n
S
t
E
lm
w
o
o
d
S
t
E
lm
w
o
o
d
S
t
N007
N007
Crescent Hl
Crescent Hl
W
a
rrin
e
r A
v
e
W
a
rrin
e
r A
v
e
S
u
m
m
it S
t
S
u
m
m
it S
t
Pleasant St
Pleasant St
Renee Cir
Renee Cir
S
to
c
k
b
rid
g
e
S
t
S
to
c
k
b
rid
g
e
S
t
Sterns Ter
Sterns Ter
W
Y
o
rk
S
t
W
Y
o
rk
S
t
N
ew
m
an S
t
N
ew
m
an S
t
Ashmun St Ashmun St
Terrence St
Terrence St
Chandler St
Chandler St
Madison Ave
Madison Ave
N
C
h
u
rc
h
A
v
e
N
C
h
u
rc
h
A
v
e
P
y
n
c
h
o
n
S
t
P
y
n
c
h
o
n
S
t
M
ill L
n
M
ill L
n
Alert St
Alert St
Hanover St
Hanover St
Fairbank Pl
Fairbank Pl
Pine Street Ct
Pine Street Ct
Niagara St
Niagara St
C
ro
s
s
e
tt L
n
C
ro
s
s
e
tt L
n
H
u
b
b
a
rd
A
v
e
H
u
b
b
a
rd
A
v
e
E
P
a
rk
S
t
E
P
a
rk
S
t
Heywood St
Heywood St
Kaynor St
Kaynor St
Stetson St
Stetson St
N
e
w
B
rid
g
e
S
t
N
e
w
B
rid
g
e
S
t
A
tw
o
o
d
P
l
A
tw
o
o
d
P
l
N
a
is
m
ith
S
t
N
a
is
m
ith
S
t
M
a
n
h
a
tta
n
S
t
M
a
n
h
a
tta
n
S
t
Sackett Pl
Sackett Pl
Kibbe Ave
Kibbe Ave
A
m
e
s
H
i l l D
r
A
m
e
s
H
i l l D
r
Crane St Crane St
Federal Ct
Federal Ct
C
arpenter C
t
C
arpenter C
t
Ingraham Ter
Ingraham Ter
Barnes St
Barnes St
G
errish C
t
G
errish C
t
W
E
lm
w
o
o
d
W
E
lm
w
o
o
d
Amboy Ct Amboy Ct
W
a
ln
u
t C
t
W
a
ln
u
t C
t
Gardner Pl
Gardner Pl
Saab Ct
Saab Ct
Columbia Ter
Columbia Ter
M
ill R
iv
e
r L
n
M
ill R
iv
e
r L
n
N016
N016
P
e
a
rl S
t
P
e
a
rl S
t
Liberty St
Liberty St
Nursery St
Nursery St
I- 91 I- 91
W Columbus Ave
W Columbus Ave
U
S
H
w
y
2
0
U
S
H
w
y
2
0
B
ridge S
t
B
ridge S
t
I- 2
9
1
I- 2
9
1
US Hwy 5 US Hwy 5
Locust S
t
Locust S
t
Six Corners
Old Hill
Liberty Heights
McKnight
Forest Park
Brightwood
Memorial Square
South End South End
Data Source: ESRI
DISTRICT 1
0% - 8%
9% - 17%
18% - 29%
30% - 37%
38% - 51%
52% - 69%
Unoccupied Blocks
0 0.1 0.2 0.3 0.4 0.05
Miles
[
I- 91 I- 91
I- 2
9
1
I- 2
9
1
Main St
Main St
U
n
io
n
S
t
U
n
io
n
S
t
U
S
H
w
y
2
0
U
S
H
w
y
2
0
T
a
y
lo
r S
t
T
a
y
lo
r S
t
S
ta
te
S
t
S
ta
te
S
t
E Columbus Ave
E Columbus Ave
P
in
e
S
t
P
in
e
S
t
Maple St
Maple St
US Hwy 5
US Hwy 5
M
ill S
t
M
ill S
t
W
o
rth
in
g
to
n
S
t
W
o
rth
in
g
to
n
S
t
Walnut St
Walnut St
Central St
Central St
Armory St
Armory St
Dwight St
Dwight St
W Columbus Ave
W Columbus Ave
S
ta
ffo
rd
S
t
S
ta
ffo
rd
S
t
L
ib
e
rty
S
t
L
ib
e
rty
S
t
Spring St
Spring St
T
y
le
r S
t
T
y
le
r S
t
H
ancock S
t
H
ancock S
t
K
in
g
S
t
K
in
g
S
t
F
ra
n
k
lin
S
t
F
ra
n
k
lin
S
t
L
y
m
a
n
S
t
L
y
m
a
n
S
t
Federal St
Federal St
F
lo
re
n
c
e
S
t
F
lo
re
n
c
e
S
t
P
e
a
rl S
t
P
e
a
rl S
t C
e
d
a
r S
t
C
e
d
a
r S
t
B
rid
g
e
S
t
B
rid
g
e
S
t
Q
u
in
c
y
S
t
Q
u
in
c
y
S
t
Byers St
Byers St
A
s
h
le
y
S
t
A
s
h
le
y
S
t
Bowdoin St
Bowdoin St
W
illia
m
S
t
W
illia
m
S
t
O
ak S
t
O
ak S
t
School St School St
Elliot St
Elliot St
H
ig
h
S
t
H
ig
h
S
t
L
in
c
o
ln
S
t
L
in
c
o
ln
S
t
M
u
lb
e
rry
S
t
M
u
lb
e
rry
S
t
Magazine St
Magazine St
Willow St
Willow St
P
e
n
d
le
to
n
A
v
e
P
e
n
d
le
to
n
A
v
e L
e
b
a
n
o
n
S
t
L
e
b
a
n
o
n
S
t
A
lb
a
n
y
S
t
A
lb
a
n
y
S
t
S
ta
te
H
w
y
1
4
7
S
ta
te
H
w
y
1
4
7
B
lis
s
S
t
B
lis
s
S
t
O
rleans S
t
O
rleans S
t
C
o
n
g
re
s
s
S
t
C
o
n
g
re
s
s
S
t
A
ld
e
n
S
t
A
ld
e
n
S
t
B
a
y
S
t
B
a
y
S
t
Dale St
Dale St
N
a
p
ie
r S
t
N
a
p
ie
r S
t
Cass St Cass St
M
a
rb
le
S
t
M
a
rb
le
S
t
G
re
e
n
e
S
t
G
re
e
n
e
S
t
W
a
rw
ic
k
S
t
W
a
rw
ic
k
S
t
M
e
m
o
ria
l B
rg
M
e
m
o
ria
l B
rg
A
d
a
m
s
S
t
A
d
a
m
s
S
t
G
enesee S
t
G
enesee S
t
P
a
rk
S
t
P
a
rk
S
t
H
illm
a
n
S
t
H
illm
a
n
S
t
M
o
rris
S
t
M
o
rris
S
t
W
in
te
r S
t
W
in
te
r S
t
W
ilc
o
x
S
t
W
ilc
o
x
S
t
T
e
m
p
le
S
t
T
e
m
p
le
S
t
C
ro
s
b
y
S
t
C
ro
s
b
y
S
t
A
v
o
n
P
l
A
v
o
n
P
l
Boylston St
Boylston St
H
o
w
a
rd
S
t
H
o
w
a
rd
S
t
B
ro
a
d
S
t
B
ro
a
d
S
t
D
e
x
te
r S
t
D
e
x
te
r S
t
A
c
u
s
h
n
e
t A
v
e
A
c
u
s
h
n
e
t A
v
e
Q
u
e
e
n
S
t
Q
u
e
e
n
S
t
L
o
rin
g
S
t
L
o
rin
g
S
t
M
a
p
le
C
t
M
a
p
le
C
t
Locust St
Locust St
P
a
lm
e
r A
v
e
P
a
lm
e
r A
v
e
C
le
v
e
la
n
d
S
t
C
le
v
e
la
n
d
S
t
G
ra
n
t S
t
G
ra
n
t S
t
F
ra
n
k
B
M
u
rra
y
S
t
F
ra
n
k
B
M
u
rra
y
S
t F
re
m
o
n
t S
t
F
re
m
o
n
t S
t
L
S
t
L
S
t
N010
N010
S
a
ra
to
g
a
S
t
S
a
ra
to
g
a
S
t
Jam
es St
Jam
es St
M
a
rg
a
re
t S
t
M
a
rg
a
re
t S
t
C
o
u
rt S
t
C
o
u
rt S
t
Stebbins St
Stebbins St
H
a
rris
o
n
A
v
e
H
a
rris
o
n
A
v
e
K
nox S
t
K
nox S
t
O
s
w
e
g
o
S
t
O
s
w
e
g
o
S
t
S
t J
a
m
e
s
A
v
e
S
t J
a
m
e
s
A
v
e
W
in
d
so
r S
t
W
in
d
so
r S
t
Vinton St Vinton St
C
la
rk
S
t
C
la
rk
S
t
Y
o
rk
S
t
Y
o
rk
S
t
F
o
rt S
t
F
o
rt S
t
Foster St
Foster St
E
m
e
ry
S
t
E
m
e
ry
S
t
Ledyard S
t
Ledyard S
t
B
e
lle
S
t
B
e
lle
S
t
C
e
m
e
te
ry
A
v
e
C
e
m
e
te
ry
A
v
e
S
p
ru
c
e
S
t
S
p
ru
c
e
S
t
Dorne St
Dorne St
N009 N009
Myrtle St Myrtle St
E
d
w
a
rd
s
S
t
E
d
w
a
rd
s
S
t
A
g
n
e
w
S
t
A
g
n
e
w
S
t
W
in
th
ro
p
S
t
W
in
th
ro
p
S
t
Nursery St
Nursery St
Tracy St
Tracy St
B
o
la
n
d
W
a
y
B
o
la
n
d
W
a
y
L
o
m
b
a
rd
S
t
L
o
m
b
a
rd
S
t
H
a
n
n
o
n
S
t
H
a
n
n
o
n
S
t
Dwight St Exd
Dwight St Exd
C
lin
to
n
S
t
C
lin
to
n
S
t
L
illia
n
S
t
L
illia
n
S
t
E
C
o
u
rt S
t
E
C
o
u
rt S
t
W
B
ro
a
d
W
B
ro
a
d
B
e
e
c
h
S
t
B
e
e
c
h
S
t
M
a
tto
o
n
S
t
M
a
tto
o
n
S
t
S
m
ith
S
t
S
m
ith
S
t
Leslie S
t
Leslie S
t
A
rlin
g
to
n
C
t
A
rlin
g
to
n
C
t
R
u
tle
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George St
George St
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Railroad St
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Pleasant St
Pleasant St
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W
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Ashmun St Ashmun St
Terrence St
Terrence St
Chandler St
Chandler St
Madison Ave
Madison Ave
N
C
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Alert St
Alert St
Hanover St
Hanover St
Fairbank Pl
Fairbank Pl
P
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P
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Niagara St
Niagara St
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Heywood St
Heywood St
Kaynor St
Kaynor St
Stetson St
Stetson St
N
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Kibbe Ave
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A
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Crane St
Crane St
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Nursery St
Nursery St
I- 91 I- 91
W Columbus Ave
W Columbus Ave
U
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Six Corners
Old Hill
Liberty Heights
McKnight
Forest Park
Brightwood
Memorial Square
South End South End
Data Source: ESRI
Source: ESRI
N
13
Urban Development (HUD) for this area,
including the Marble Street Apartments
public housing development. This initiative
wi l l i ncl ude physi cal i mprovements as
well as social supports. A recent change
of ownership and management for the
Hol l ywood and Concord Apartments
is expected to result in renovation, site
improvements, on-site management, and
tenant amenities. The developers track
record in a similar situation at Worthington
Commons provi des much ground for
optimism that overall conditions in the
Hollywood area will improve signicantly.
The area will be renamed Outing Park, after
the name of the historic district that covers
these buildings.
Analysis of household incomes within the
South End shows that 74% of household
incomes are less than half the Springeld
regions median income (AMI or Area
Medi an I ncome used by the f ederal
government). Federal housing funds could
be used to target households earning 50%
to 80% of the regional AMI, which would
bring some much-needed income diversity
to the South End. (See the Appendix for
details on the data.)
URBAN CHARACTER
MAI N STREET I S THE COMMERCI AL
SPINE of District One, stretching from
Union Station to Mill Street in the South
End. Thi s corri dor has retai ned many
signicant historic structures, and recently
was improved by a streetscape project.
In addition to storefronts, there are major
business and government buildings along
the street in Metro Center, not all of which
contribute as much as might be desired
to activity on the street. Many ground oor
storefront spaces are poorly occupied
or vacant and upper-story ofce space
is reportedly about 50% empty in older
buildings. A transitional area between
State Street and Howard/Union Streets
is characterized by larger scale buildings,
street level and upper-story vacancies, and
several historically signicant buildings.
The former Milton Bradley factory has
been transformed into Stockbridge Court,
a successful rental complex. West of Main
Street there is a concentration of social
service and institutional uses, including the
Sheriff Departments Alcohol Treatment
program, a homeless shelter, and a large
amount of surface parking. In the South
End, the cluster of Italian-American eateries
and specialty shops on Main Street is a well-
known destination for Springeld residents.

THE SOUTH END begins at Howard Street
with a transition to neighborhood retail and
residential character on Main Street and
cross streets south of Union Street. While
the neighborhood technically includes the
western side of Maple Street, the larger
properties at the top of the hill have a
completely different character from the rest
of the South End and will not be treated in
this report as part of the South End. Because
of the steep, wooded escarpment on the
west side of Maple Street, many South End
streets are dead ends east of Main Street,
or are connected to the few through streets
that link the South End with the rest of the
city to the east. The South End contains a
mixture of land uses and building types. East
of Main Street, the area known as Hollywood
is centered on a group of approximately 20
historic 4-story masonry buildings between
Saratoga, Oswego, Richelieu, and Main
Street. Elsewhere in the South End, a small
public housing development is at the end
of Marble Street, the former school at 11
Acushnet Avenue has become an apartment
house, and senior housing is located at
the Gentile Apartments on William Street.
Smaller scale single, two-family, and three-
family houses line the streets east of Main
Street from Marble south, and between
Margaret and Lombard Streets to the west
of Main Street.
THE RIVERFRONT is separated from the
rest of the area by an elevated highway,
14
Square is the most iconic. In the South
End, 7.3- acre Emerson Wight Park, now
being redeveloped with new recreational
amenities, has been invisible to people
outside the South End. Riverfront Park is
attractive but difficult to access. Open space
opportunities can be considered as part
of redevelopment projects for the Gemini
site. Tornado damage to trees along the
river opened views and vistas that many
would like to preserve through better
I - 91, and cont ai ns a subur ban- st yl e
development that includes the Naismith
Basketball Hall of Fame, a fitness center,
restaurants and entertainment businesses,
as well as large expanses of surface parking.
A rail line along the river separates this
development from the water and the only
access is by a pedestrian tower and bridge
stretching over the tracks just south of
the Union Street intersection with West
Columbus Avenue. On the other side of the
tracks is Riverfront Park, a linear park that
contains the Connecticut River bicycle and
pedestrian path. Access to the riverfront
from Metro Center and the South End is by
underpasses on State, Union, and Broad
Streets. The demolition of the York Street
Jail has opened up a development site south
of the Hall of Fame activity center. The
Springfield Water and Sewer Commission,
which is under an EPA consent decree to
eliminate stormwater and sewer overflows
into the Connecticut River, will be using the
York Street site for a staging area during
infrastructure improvements in the South
End to be completed in the next decade
and wishes to use part of the site for a
permanent new facility.
PARKS AND OPEN SPACE RANGE
FROM HI STORI C SQUARES TO THE
RIVERFRONT. Metro Center has several
downtown parks and plazas, of which Court
management of the landscape along the
river in downtown. The greenway bike path
along the Connecticut River is an important
resource but difficult to access. Its southern
end terminates near the pedestrian bridge.
ZONING. The Springfield City Council
has been considering for several years a
new zoning ordinance recommended by
the Planning Board. This new ordinance
DISTRICT 1
0 0.1 0.2 0.3 0.4 0.05
Miles
Zoning
Vacant Parcels
Undesignated
Business A
Business B
Business C
Commercial A
Commercial P
Office A
Industrial A
Residence A
Residence B
Residence C
Residence C-2
Conn Riverfront
West Columbus
DISTRICT 1
0 0.1 0.2 0.3 0.4 0.05
Miles
Zoning
Vacant Parcels
Undesignated
Business A
Business B
Business C
Commercial A
Commercial P
Office A
Industrial A
Residence A
Residence B
Residence C
Residence C-2
Conn Riverfront
West Columbus
Zoning
N
15
was designed to update the citys current
ordinance to modernize it and make it
more user-friendly while enhancing the
citys urban form and character (which is
one of its principal assets) and providing for
neighborhood and economic development.
URBAN RENEWAL DISTRICTS. Since the
mid-1970s, sections of the South End and
Metro Center have been designated urban
renewal districts to support improvements
intended to enhance downtown, eliminate
blight, and concentrate commercial activity
on Main Street. Developments within urban
renewal districts must be approved by
the Springfield Redevelopment Authority,
including design review.
NEI GHBORHOOD STABI L I ZATI ON
PROGRAM AREA. Part of the South End
has also been included in the target area
for Springfields Neighborhood Stabilization
Program, which provides federal funding for
the City to acquire and redevelop foreclosed
properties.
PREVIOUS PLANS AND IMPLEMENTATION
A number of planning efforts have focused
on Springfields Metro Center and South
End in recent years. These efforts and
initiatives for Metro Center and the South
End share many common objectives and
DISTRICT 1
0 0.09 0.18 0.27 0.36 0.045
Miles
Historic Assets
Urban Plan Zone DISTRICT
URBPLAN
U10 - Mattoon
U14 - Winchester (King/Hickory)
U15 - South End (William-Arlington)
U16 - Union/Howard
U20 - Walnut/Union
U21 - Spring/Pearl
U23 - West Columbus
U25 - Federal Square
U26 - South End (Union/Marble)
U3 - Court Square
U33 - Central Street
U4 - North End
U-3: Court Square
U-4: North End
U-10: Mattoon
U-15: South End
(William-Arlington)
U-16: Union/Howard
U-21: Spring/Pearl
U-32: West Columbus
U-26: South End
(Union-Marble)
Urban Renewal Districts
U-10
U-3
U-21
U-4
U-23
U-16
U-15
U-26
South
End
Oak Hill
Six
Corners
Forest
Park
Neighborhood
St abi l i zat i on
Program Area
N
16
South End Plans
South End Neighborhood Revitalization Project (ongoing)
Outing Park Historic District Housing Rehabilitation Plan (2011)
South End Choice Neighborhoods Proposal (2011)
ULI Report: The Riverfront (2010)
South End Urban Renewal Plan Amendment (2009)
Springfields South End Neighborhood: Recommendations and
Action Agenda (2008)
ULI Boston Report: South End NeighborhoodHollywood Area
and Gemini Site (2007)
South End Neighborhood Plan (1995)
South End Common Vision Elements
Livable neighborhood with a mixture of incomes, housing types,
and renter and owner households
Safe, clean and diverse neighborhood
Green neighborhood with access to recreation and green spaces
Anchored on the Main Street spine with retail and services
Easy to get around safely by foot and by car
Connected to Metro Center/Downtown and to the Riverfront with
safe and attractive streets
South End Common Goals
Improve vehicle and pedestrian circulation in the neighborhood
Enhance Main Street to retain and attract retail
Intensify code enforcement efforts; improve perceptions
Where feasible, provide technical, legal and financial assistance to
small businesses
Improve, expand and provide better connections to Emerson
Wight Park
Redevelop key sites, such as the Gemini site
Promote i ncome and housi ng di versi ty through housi ng
renovation, new development, and public realm improvement
Metro Center Plans
ULI Report: The Riverfront (2010)
Court Square Urban Renewal PlanUpdate (2008)
State Street Corridor Redevelopment Program (2008)
20082013 Open Space Plan (2008)
UMass Donahue Institute Report: Economic Assessment Project
(2008)
ULI Report: Downtown Technical Assistance Panel Report (2007)
STCC Campus Master Plan (2007)
ULI Report: Strategies for a Sustainable City (2006)
Metro Center Master Plan (2001)
Metro Center Common Vision Elements
Reclaim status as the downtown of the region
Create 24-hour vitality
Become a mixed-use center for work live, play, study, and visit
Foster innovation in support of economic development
Attract and retai n a ski l l ed workforce and empl oyment
opportunities
Connect to the riverfront
Metro Center Common Goals
Strengthen the heart of the cityCourt Square to the Quadrangle
Develop infill/downtown housing
Redevelop key sites
Create new destinationsand better connections between them
Provide high quality maintenance, code enforcement and public
safety services
Make Main Street a lively, safe and attractive pedestrian street
Preserve historic buildings and historic character
Reshape public perceptions of downtown
Leverage presence of higher education institutions
Use transportation infrastructure to enhance activity
Promote downtown identity and branding.
Connect to the regional bikeway system
PREVIOUS PLANNING FOR METRO CENTER AND THE SOUTH END
17
goals. Over the last ten years, the City of
Springfield and its partners have been
i mpl ementi ng many recommendati ons
of these pl ans. More i nformati on on
implementation activities can be found in
the Appendix.
NEW INVESTMENTS IN THE PIPELINE
New and recent developments identified
on the map below reflect implementation
of previous plans, independent private
development, and initial tornado rebuilding.
Notable developments include the State
Data Center at 53 Elliot Street, former School
Department Headquarters at 195 State
Street, 13-31 Elm Street, redevelopment
of 1592 Main Street (former Asylum club),
the expansion across Main Street of Caring
Health Center to 1049 Main Street, which
will bring an additional 150 employees to the
South End, and the addition of LUXE Burger
restaurant to the city-owned former visitor
center site at the river end of Union Street.
1. EcoBuildings Bargains
2. Pearl Street Condos
3. Prospective Supermarket
4. Technical High School Re-Use
5. Federal Courthouse
6. 273 State St.
7. 281 State St.
8. La Quinta Inn & Suites
9. Union Station
10. Paramount Theatre
11. Fort/Student Prince Building Redevelopment
12. 1592 Main St. Redevelopment
13. Federal Building Redevelopment
14. 195 State St.
15. Holiday Inn Express
16. State Streetscape Improvements
17. Thing5 Office Expansion
18. 1331 Elm Street
19. Main Streetscape Improvements
20. Caring Health Center
21. Red Rose Pizzeria
22. Milanos Importing
23. New Middle School
24. Gemini Site
25. Arlington Court
26. Dwight St. Extension Streetscape
27. Outing Park Apartments
28. Marble St. Apartments
29. Emerson Wight Park
30. LUXE Burger
31. Rivers Landing
32. York St. Site
DISTRICT 1
0 0.1 0.2 0.3 0.4 0.05
Miles
Study Area
U
n
i
o
n

S
t
r
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e
t
B
r
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S
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B
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W
a
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C
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S
t
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M
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treet M
a
in
S
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I-91
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W
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S
t
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N
0 1/4 mile 1/8
NEW INVESTMENTS
IN THE PIPELINE
Recently Completed
Recently Completed
Streetscape
Under Construction
Approved Streetscape
Early Phases
Approved
Awaiting Plan
22
13
12
1
11
21
31
5
15
25
3
23
17
27
29
2
32
16
26
4
14
24
8
18
28
10
20
30
6
7
9
19
18
III. Outreach and Public Workshops
District One encompasses a diverse cross-
section of the Springfield community, just as
the District itself includes both Metro Center
and the South End. From the outset of the
planning process, therefore, the Planning
Team worked to i denti f yand meet
withas broad a variety of stakeholders as
possible, and used both formal and informal
networks to gain access to the variety of
ideas, attitudes, and history represented
in the District. Dozens of interviews and
small-group meetings included institutional
directors, City agency heads, community
leaders, and major property owners and
developers, as well as individual residents
bot h r ent er s and homeowner sand
business owners. (See the Appendix for a list
of interviewees.)
This intense degree of retail outreach
not only informed the ongoing work of
the planning team, but also illuminated
the chal l enges i n reachi ng the l arge
Hispanic/Latino segment of the South
End neighborhood, particularly those who
are renters. Unlike other neighborhoods
in Springfield, such as the North End, the
Hispanic/Latino residents in the South
End do not have organized community
leadership or recognized spokespersons, nor
is there the same level of Hispanic/Latino
business presence in the neighborhood.
Participants in the District One meetings
included long-time residents, business
owners, representatives of institutional
interests, and representatives of downtown
interests. The team employed local outreach
staff to get the word out about the planning
process and public meetings. To encourage
broad participation, the planning team
provided Spanish versions of print and
web-based outreach materials, and offered
translation support at the public meeting.
Management of rental apartment complexes
encouraged participation with Spanish-
language flyers.
In addition to the distribution of bilingual
f l yer s t o r ent al bui l di ng manager s,
businesses and other locations, the team
worked with the principal of the South End
Middle School to promote the project. He
encouraged participation in the District
meetings through robocalls to students
families, as well as through faculty members
19
I n preparati on f or the three di stri ct
workshops, and combined with the focused
outreach efforts, the team relied on press
coverage in The Republican as well as the
overall project website, which included an
interactive social media section, MindMixer,
which allowed residents to give feedback
and exchange ideas.
With attendance at the meetings ranging
from 50 to 80 participants, the discussion
moved from (1) creating an overall vision, to
(2) an analysis and evaluation of rebuilding
opportunities in service to the vision, to (3)
a discussion of the planning teams draft
recommended framework, strategy, and
action for rebuilding. Spanish language
transl ati on was avai l abl e at al l three
meetings and, in response to a request at
the first meeting, the team provided sign
language interpretation at the second
meeting.
who in turn contacted some of those same
families. In addition, the arts organization
Teatro V!daboth its director and its
student membershelped to distribute
information, including identification of radio
disc jockeys whose programming reaches
much of the Hispanic/Latino community. As
has reportedly been the case in previous
South End pl anni ng efforts, however,
drawi ng l ow-i ncome and non-Engl i sh
speaking residents to the meeting proved
a challenge. Renters and Hispanic/Latino
residents were underrepresented at the
meetings.
DISTRICT WORKSHOPS
Three public workshops were held in District
One at the Gentile Apartments Community
Room and the South End Middle School:
October 23, 2011: Vision, needs, goals and
priorities
November 17, 2011Alternatives
December 15, 2011Recommendations
20
IV. What We Heard
THEMES THAT EMERGED REPEATEDLY
I N THE PARTI CI PANT DI SCUSSI ONS
INCLUDED:
Lively,safe,MainStreetwithmoreactive
uses on Main Street
Moreneighborhood-servingretail
Add market rate and owner-occupied
housing, preferably single family
Connectinstitutionsservingchildrenwith
locations where children live
Address the perceptions and reality of
crime
Strengthencodeenforcementefforts
Rebui l d communi ty i nsti tuti ons i n
the South End, like the South End
Community Center and Square One
Preserve the Armory and other historic
buildings
Improve the physical appearance of
District One
Improvewalkabilityandthepedestrian
experience
Add mor e and mor e connect ed
desti nati ons encompassi ng retai l ,
commerci al , ci vi c, recreati on and
entertainment uses
Bring back a real community policing
program to the South End
Locate a grocery store and drugstore/
pharmacy for easy access by South End
residents
Make improvements to the Hollywood
area
Increasethenumberofwell-payingjobs
for residents
Celebrate international identity and
heritage in the South End
COMMENTS RELEVANT TO DISTRICT ONE
FROM THE MINDMIXER INTERACTIVE
WEBSITE INCLUDED:
Createatrulygreenplan...
MakeSpringfieldattractiveforbusiness
and families.
Fostercollaboration.
The area has to feel safemore foot
traffic.
Encourage Downtown and South End
real estate owners to invest in their
properties
Renovate,dontdemolish.
Diversityisourgreateststrength.
Crime rates have fallen. We have
four good colleges in the city that could
task the students with coming up with a
campaign to change the citys image.
Springfield should reach out to all
world cultures and continue to expand
the diversity of its business institutions,
building around the success in its current
institutional residents.
21
Enforcement and publ i c safety:
Develop a community-managed anti-crime
organization and engage with the police
department.
93% support (7% might support).
Camer as i n new par k. Coul d
Springfield bring in the states attorney
gener al and hel p coor di nat e a
targeted approach to address specific
crime problems. Criticalmust be
addressed for the rest of the plans to
be successful. #1 priorityaddress
public safety if you want anything else
to succeed! Very important. Most
important.
Historic preservation: Give a high priority
to saving remaining historic buildings and
historic character by pursuing and recruiting
adaptive reuse options and enacting a
demolition delay ordinance.
64% support (14% might support, 21%
do not support).
Depends on the amount of building
saved.
At the third District One meeting, the
planning team for the district presented a
summary version of the plan that appears in
this document.
After the presentation, residents discussed
the plan in small groups and completed
questionnaires to determine their support
for proposed elements of the rebuilding
pl an. The f ol l owi ng outl i ne l i sts the
plans elements as they appeared on the
questionnaire, indicates the participants
l evel of support, and i ncl udes other
comments.
Vi si on: Make Mai n Street a vi brant,
walkable street with historic character.
100% of participating residents support
this element of the rebuilding plan.
Framework: Establish centers of activity at
key locations on Main Street, for example,
making the Main Street blocks around the
Union Street intersection an area with more
mixed use density and more eateries.
93% support (7% might support)
22
Commercial/retail strategy: Recruit
retail and restaurants for vacancies on Main
Street and demonstrate market viability to
potential urban grocery store and pharmacy
businesses.
Whole Foods.
Zoning: Adopt the new zoning code and
consider additional changes consistent with
the rebuilding plan.
62% support (31% might support, 7% do
not support).
Pattern book.
Public Space: Emphasize maintenance,
activation and programming of existing
open spaces.
Enforce code laws
Publ i c Space: Program Mai n Street
vacancies with art and short-term uses.
not support)
Partnerships: Keep Rebuild Springfield
i nvol ved i n i mpl ementati on, worki ng
with downtown and South End partners,
including pursuing new partnerships.
not support)
We have a South End Citizens Council
to do this! Need strong development
arm.
Coordi nati on: Create a downtown
redevel opment l eadershi p group wi th
professional staff.
not support).
A must. Must be inclusive.
Coordination: Engage an organizer to
enhance communication and coordination
among the different groups in the South
End.
do not support).
A must. Send Citizens Council in
place.
Urban design: Promote urban design that
activates Main Street through pedestrian-
friendly principles, and by making parking
available but unobtrusive.
85% support (15% might support)
Urban design: Connect Main Street with
the riverfront by making Union Street a
festival street and programming art in the
underpass.
We have f est i val s i n t he I t al i an
community already but they can be
expanded. Too busy a thoroughfare.
Housing strategy: Build on the success

of Stockbridge Court by pursuing condo,
rental, and mixed-use rehab of larger-scale,
multi-story buildings.
not support)
Housing strategy: Pursue infill of one-
to three-fami l y houses on resi denti al
cross-streets.
do not support).
One-family. Retail stores [with] mixed
housing. Two [-family] max. House
on Broad Street [for] example.
23
V. District One Vision
LIVABILITY + SUSTAINABILITY + INCLUSION + OPPORTUNITY
Partner together to rebuild a more livable, sustainable, inclusive community with the resources
to offer expanded opportunities for everyone. District One will encompass two vibrant,
walkable, historic urban communities linked by Main StreetMetro Center and the South End,
with robust and attractive connections to the riverfront. With more destinations of all kinds
retail and business, civic, community, recreation, and entertainmentbetter connections
among them, and a variety of housing options, the South End and Metro Center will attract new
residents and visitors.
24
Major Moves
A. Enforcement and public safety strategy: Strengthen partnerships among
community stakeholders, police and enforcement staff.
B. Partnership and coordination strategy: Retain Rebuild Springfield
leadership to coordinate partnerships and implement the rebuilding plan.
C. Economic development strategy: Attract people and talent to Springfield
through creating and sustaining a desirable, walkable urban environment
for living, working, playing, and learning.
VI. The Context for Rebuilding: Strengthening Community
The physical rebuilding and further revitalization of District One will require a strengthened and supportive
community context. Concerns about how the reality and perception of crime can undermine implementation,
lack of coordination among public and private actors, and positioning the rebuilding process within a broader
understanding of how an effective process and result will advance economic development for Springfield
residents and the region must be integrated with strategies for physical improvements.
25
Strengthen partnerships among community stakeholders, police and enforcement
staff.
Key Initiatives
Develop a plan to manage the appearance
of insecurity in Metro Center working with
the BID, social services organizations, and
groups that can help activate public spaces.
Enhance the South End Beat Management
Team and create a community-managed
anti-crime organization to engage with the
police department and participate in the
proposed citywide Safe Neighborhood
Consortium.
Promote targeted code enforcement
sweeps and publicize bad landlords, and
consider establishing a rental property
registration system.
Reduction in crime, publicity for crime
r educt i on successes, and enhanced
code enf or cement ar e essent i al t o
the revitalization process. The City of
Springfield Police Department has accepted
the tenets of communi ty pol i ci ng
since 1990, but declining resources have
affected the departments programs and
services. The department continues to
use Sector Beat Management Teams
as the mechanism to partner with local
neighborhood groups. It is also working
with the Massachusetts State Police to
implement C3 Policing (Counter Criminal
Continuum), whose components include
communi ty organi zati on, partnershi p
and ownership in problem identification,
program plan strategy, and measurement
of success. More information is available in
the Citywide Rebuilding Plan on a proposed
citywide Safe Neighborhood Consortium
bringing together the police department
with volunteers from neighborhood councils,
community groups, business and property
owners, residents, and developers. The
initiatives below highlight issues specific to
District One.
Strengthening CommunityMajor Move
A. Enforcement and Public Safety Strategy
26
Develop a plan to manage the
appearance of insecurity in Metro
Center working with the BID, social
services organizations, and groups that
can help activate public spaces.
Physical Educational Organizational Cultural Economic Social
INITIATIVE
In Metro Center, the crime problem is more
one of perception than reality and is linked
to the presence of social service agency
clients on the streets, particularly homeless
persons. Their presence is magnified
when there is relatively little other street
life. As the Urban Land Institute (ULI) 2007
Technical Assistance Program (TAP) report
on downtown noted, the objective crime
numbers in downtown are not more serious
than found in many downtowns; increased
acti vi ty and eyes on the street by
themselves have a positive effect on crime
reduction; and the geographic location
of facilities that serve homeless and other
social services clientswhich are necessary
in any city--calls attention to their presence.
An integrated effort that includes a regular
program of events to activate public spaces,
bri ngi ng more peopl e downtown and
making them comfortable with downtown,
as well as coordination with social services
agencies and retail recruitment, should be
undertaken. When crime rates drop, it is
important that the improvement be well-
publicized. The reality of relatively low crime
in downtown also should be publicized,
along with the existence of programs to
reduce it further.
Springfield Police Department; Springfield BID;
social services agencies; Office of Planning and
Economic Development (OPED); business and
property owners; arts and culture agencies;
Armoury-Quadrangle Civic Association; other
downtown resident groups.
Resource Needs and Opportunities
Staff time; possible relocation assistance for
social service programs. Criminal justice funding;
foundation grants. See Section VIII.F. on public
space activation.
Action Steps
Create a worki ng group wi th partner and
stakeholder representatives to focus on reducing
the perception of crime in Metro Center.
Priority
High
ENFORCEMENT AND PUBLIC SAFETY STRATEGY
Cultural Physical Economic Organizational Educational Social Cultural Physical Economic Organizational Educational Social Cultural Physical Economic Organizational Educational Social Cultural Physical Economic Organizational Educational Social Cultural Physical Economic Organizational Educational Social Cultural Physical Economic Organizational Educational Social
27
Enhance the South End Beat
Management Team and create a
community-managed anti-crime
organization to engage with the police
department and participate in the
proposed citywide Safe Neighborhood
Consortium.
INITIATIVE
In the South End, crime is a more serious
problem than in Metro Center. Both
residents and business owners see crime as
the top issue confronting the neighborhood.
Previous community policing programs
were reportedly effective but the decline
of funding reduced their impact. The lack
of organizational representation that is
currently characteristic of the Hispanic/Latino
and renter population in the South End has
also affected the effectiveness of community
engagement with the police department.
The neighborhoods Beat Management
Team needs to meet more regularly, with
better publicity and communication between
the police department and community on
scheduling and activities. As part of new
approaches to organizing the South End
discussed later in this report, it will be
important to recruit representatives of the
Hispanic/Latino and renter population for
a more active Beat Management Team.
The Choice Neighborhoods Initiative (CNI)
process and the new property management
team in the Outing Park district may be
helpful in this regard. In addition, creation
of community-managed anti-crime activities,
which exist in other parts of Springfield,
can also make a difference. Community-
managed opt i ons i ncl ude Nat i onal
Night Out (nationaltownwatch.org) and
Neighborhood Crime Watch (usaonwatch.
org).
Springfield Police Department; South End
Citizens Council; South End Revitalization
Coalition; CNI Advisory Group; First Resources
Development Company and other property
managers; South End Middle School; South
End Community Center; social service agencies
and institutions; business and property owners,
residents.
Resource Needs
Organizational staff and supports.
Resource Opportunities
Federal, state, and foundation grants.
Action Steps
Bring all stakeholders together in a working
group to promote the Beat Management
Team, connect wi t h t he emer gent Saf e
Neighborhood Consortium and identify options
for neighborhood watch activities.
Priority
Very High
28
Promote targeted code
enforcement sweeps and publicize
bad landlords, and consider
establishing a rental property
registration system.
INITIATIVE
Code enforcement is part of creating clean
and safe neighborhoods for residents and
visitors. Often, because of limited funds and
staff, the approach to code enforcement is to
wait for a citizen complaint before initiating a
code enforcement action. Residents can assist
the city by organizing a code enforcement
inventory by volunteers. This can also be a
way to enhance community organization, since
the initial group of volunteers will approach
tenants who otherwise might not see
participation in a neighborhood organization
as beneficial to them. After a neighborhood-
initiated inventory, the City can then schedule
efficient targeted enforcement actions using
this information. Many cities have instituted
regular cycles of targeted code enforcement
sweeps. In some communities, there is
regular publication in the media of a Hall
of Shame or a top 10, dirty dozen or
similar group of the worst examples of poor
landlords. Because it is not uncommon that
these landlords are absentees, living outside
the city, some communities or groups have
publicized their poor stewardship of rental
properties in the landlords hometown media.
Another option worth exploring is an
ordinance requiring registration and regular
inspection of rental properties, with a
per-unit fee. This would provide the City
with a database of information on rental
properties and their owners, as well as a
source of revenue for inspections and code
enforcement.
Department of Building Code Enforcement;
City Housing Department; South End Citizens
Council; South End Revitalization Coalition;
Armoury-Quadrangle Civic Association;
Middle School, institutions; business and
property owners; managers of multifamily
rental buildings; residents.
Resource Needs
Staff and volunteer time.
Registration fees to support enhanced
enforcement.
Action Steps
Organize a volunteer code enforcement
inventory. Explore rental property registration.
Precedents
In Massachusetts, at least one community,
the Town of Amherst, has a rental property
registration ordinance. Many cities around
the country that are challenged by abandoned
properties, absentee landlords, and code
enforcement issues, have also instituted rental
property registration, ranging from Baltimore
and Raleigh (NC) to smaller communities in
the Midwest and the West.
Priority
High
29
Key Initiatives
Keep the Rebuild Springfield partnership
involved in implementation, working with
downtown and South End partners,
including pursuing new partnerships.
Create a downtown redevel opment
leadership group with professional staff.
Engage an organi zer to enhance
communication and coordination among
the different groups in the South End.
Revive the South End Business Association
and create a Metro Center Business
Association.
Prioritize volunteer resources through a
volunteer summit of all organizations,
agencies and city departments.
B. Partnerships and Coordination Strategy
30
PARTNERSHIPS AND COORDINATION INITIATIVE
INITIATIVE
As noted in the 2007 ULI TAP report for
downtown, the city needs an organization
to take charge of the implementation
process that has the capacity to orchestrate
devel opment , i dent i f y as s et s and
opportunities, brand projects, negotiate
and acquire land, assemble capital, recruit
devel opers, i ssue RFP packages, and
generate project revenues. This could
be an enhanced and professi onal i zed
redevelopment authority, a public-private
group, or a nonprofit working closely with
the City. The TAP report provides a listing
Create a downtown redevelopment leadership group with professional staff.
of pros and cons of different organizational
opti ons. The exi sti ng downtown BI D
has a very important role in downtown
revitalization, but it has a somewhat different
mission from the type of organization
described in the TAP report.
Springfield BID; DevelopSpringfield; OPED;
SRA; downtown cultural institutions; downtown
educational institutions.
Resource Needs
Operational funding and staff.
Seed funding donations from private and
foundation sources; income-producing property
or projects.
Action Steps
Identify preferred structure; organize the entity
and the financing structure.
Precedents
See the discussion in the TAP report. Downtown
development authorities in numerous cities have
taken on this role successfully.
Priority
Medium
INITIATIVE
As a partnership of DevelopSpringfield and
(SRA), Rebuild Springfield has already brought
together the public and private sectors in this
planning project. This partnership is therefore
best positioned to continue leadership of the
implementation process.
SRA; OPED; City Housing Department; Police
Department; South End Revitalization Coalition;
South End Citizens Council; Armoury-Quadrangle
Keep the Rebuild Springfield partnership involved in implementation, working with
downtown and South End partners, including pursuing new partnerships.
Civic Association; CNI Advisory Group; Springfield
Business Improvement District (BID); a revived
South End Business Association; potential
new Metro Center Business Association; rental
community ownership and management; South
End Community Center; Square One; Caring
Health; other community institutions, nonprofit,
higher education institutions, city agencies, and
private sector developers.
Resource Needs
Operational funding; executive director for
DevelopSpringfield.
Private sector and public sector funding.
Action Steps
Install an interim executive director for
DevelopSpringfield; hire a permanent executive
director; convene appropriate partners in an
organizational structure to pursue implementation.
Priority
High
31
Engage an organizer to enhance
communication and coordination
among the different groups in the
South End.
INITIATIVE
Engage a neighborhood organizer for
the South End to work with residents,
businesses, nonprofits, rental managers,
citizen groups, police, city agencies, and
others. The tradi ti onal nei ghborhood
organizations and leaders in the South
End have worked hard for many years to
improve the neighborhood and will continue
to be key participants in implementation.
The CNI planning process may be able to
provide funding to get this or a similar effort
underway.
CNI Advisory Group; Rebuild Springfield; South
End Revitalization Coalition; South End Citizens
Council; First Resource Development Company;
United Way; Puerto RicanLatino Leadership
Council; Teatro V!da; South End Middle School;
South End businesses.
Resource Needs
Two years funding for an organizer and a neutral
institution or organization willing to host the
organizer; bilingual organizer from outside of the
South End.
PARTNERSHIPS AND COORDINATION STRATEGIES
Ameri Corps/Vi sta; possi bl e CNI fundi ng;
foundation.
Action Steps
Identify host organization; prepare funding
requests; hire organizer.
Priority
High
32
Revive the South End Business
Association and create a Metro
Center Business Association
INITIATIVE
Business organizations that represent the
interests of retailers and service providers
act as the organized voice for businesses in
working with the city and redevelopment
organizations on business assistance and
retention. Some have suggested that the
downtown BID be expanded to the South
End Main Street, but there is a danger in
making the BID too big. In addition, the
precarious resources of some South End
merchants may make it difficult for them to
contribute the BID tax.
It is also important to understand that the
BID is primarily an organization for property-
owners rather than business owners. A
business or merchants association for Metro
Center, as well as the revival of the South End
Business Association, would be beneficial.
Of the two, the South End Busi ness
Association should be the priority in the
short term. The association can work with
the city and neighborhood representatives
on neighborhood improvement initiatives
such as the CNI, with the police department
PARTNERSHIPS AND COORDINATION STRATEGIES
on anti-crime efforts, and can create joint
marketing campaigns for the business district.
An ideal solution would be a staffed Main
Streets Program that includes nonprofits and
is funded by one or two corporate angels.
Resource Needs
Organizer to support the start up activities of the
association; funding for marketing efforts.
Association dues; program-based fund raising;
corporate support.
Action Steps
Visit businesses to discuss the benefits of an
association; ideally find a business owner willing
to take the lead in reviving the association, and/
or call an organizational meeting.
Precedents
Boston Main Streets Program. Boston pioneered
the urban Main Streets program, providing some
city resources, such as a faade improvement
program, and helping individual programs find
corporate partners to help fund activities in the
initial years of the program.
Priority
Medium
33
Prioritize volunteer resources
through a volunteer summit of all
organizations, agencies and city
departments.
INITIATIVE
Ther e ar e many Amer i cor ps/ VI STA
volunteers already assigned to Springfield
institutions and groups. Identifying priority
activities for them and for college student
academic or community service credits
would focus resources where most needed.
City of Springfield; Springfield College; other
higher education institutions; Massachusetts
Service Alliance; DevelopSpringfield; SRA;
neighborhood representatives.
Resource Needs
Support for organization and holding of a
summit; grant writing.
PARTNERSHIPS AND COORDINATION STRATEGY
Foundation grant; business donations.
Action Steps
Contact Massachusetts Service Alliance to
identify existing and future opportunities;
contact local institutions; use the Rebuild
Springfield plan, domain structure, and district
plans as the structure for the summit to develop
priorities for volunteer action.
Priority
High
34
Attract people and talent to Springfield through
creating and sustaining a desirable, walkable urban
environment for live, work, play, and learning.
The citywide plans first economic development
goal is to develop and harness Springfields role
as the economic heart of the Pioneer Valley.
For the purposes of this District One plan, the
economic development focus is on attracting
people and talent to Springfield through creating
and sustaining a desirable, walkable, urban
environment for live, work, play and learning.
Consistent with citywide recommendations,
Springfield needs to complete a number of
high priority projects in District One to restore
its central role in the region. In this framework,
the South End has a supporting role in making
downtown successful again. Low-cost, flexible,
multi-use space for startups, such as in the most
southerly parts of the South End, as well as live/
work space should be identified and marketed.
This is what supports urban center economic
development in the 21st century. There is only
one downtown of the regions largest city
changes that promote a more low-density
and suburban character will limit revitalization
opportunities.
The overarching economic development goals
for the city as a whole are relevant to District
One, particularly since it includes Metro Center,
the downtown of the region as well as the city:
Increase and improve job opportunities
Attract private investment
Create an opti mum envi ronment f or
entrepreneurship
Support smal l busi ness retenti on and
attraction, especially innovative startups
Important catalyst sites and locations in District
One include 13-31 Elm Street, 979 Main Street,
and Howard Street west of Main Street. In order
to make Metro Center and adjacent areas like
the South End attractive to expanding and new
businesses, the City or a leadership group, such
as DevelopSpringfield or the SRA, needs to
enhance their capability to identify priority sites
and assemble land, selectively remediate and
prepare the sites, provide proper zoning plus
incentives to attract reuse, and establish a list of
pre-permitted sites.
I n addi ti on, the Ci ty must be an acti ve
presence in regional discussions, such as the
Knowledge Corridor and transportation and
other planning efforts of the Pioneer Valley
Planning Commission, in order to advance the
citys interests within a regional and statewide
context. Specifically, Springfield needs to retain
focus on Union Station as a revitalized intermodal
facility and participate in station area planning to
maximize the economic and residential benefits
of planned commuter rail.
The rebuilding process is expected to bring
new employees to the South End, including
150 employees of Caring Health and potentially
60 administrative employees of the Springfield
Housing Authority. The return of Square One
and other employers to Main Street in the
South End may open up additional employment
opportunities.
The Citywide Rebuilding Plan contains an overall
economic development and workforce strategy
for Springfield that includes District One.
Mayors office; OPED; Springfield Business
Improvement District (BID); downtown business
and property owners; DevelopSpringfield; SRA;
resident and neighborhood groups; downtown
cultural institutions.
C. Economic Development Strategy
35
Pursue and package a variety of financing incentives and
resources for rebuilding.
Details on incentives and resource programs can be found in the Appendix to the Citywide Rebuilding Plan.
VII. The Resources for Rebuilding: Financing the Plan
Because the tornado resulted in a natural
di saster decl ared by the Presi dent of
the United States, Springfield will have
access to unconventi onal sources of
funding to support the rebuilding and
revitalization process. Communities in
similar circumstances have received special
federal allocations, such as Disaster-CDBG
funds. The State of Massachusetts also has
potential funding sources, and innovative
financing opportunities may be available
from other sources, such as foundations,
because of the tornado disaster.
IMPLEMENTATION OF THE DISTRICT ONE
REBUILDING PLAN FACES A NUMBER OF
CHALLENGES:
FINANCING GAP. The market realities show
that there is a substantial gap between costs
of new or rehabilitated buildings and the
investment capital (equity and debt) that is
justified by the economic value that would
be created (rent or sales price).
CAPITAL AVAILABILITY. This financing
gap must be filled by some combination of
private and public capital (potential sources
of capital are listed below).
PRIVATE CAPITAL. Although private
capital is available at historically low
interest rates, underwriting standards are
very high because investors and lenders
are seeking to avoid risk.
DevelopSpringfield will need to attract
substantial private capital that overcomes
these constraints.
PUBLIC CAPITAL. Public resources are
limited by budgetary pressures. Moreover,
the impact of the tornado has created a
need for capital which is far in excess of the
level of public resources that would
typically be available to Springfield. The
City of Springfield will need to attract
substantial public capital that may be
available precisely because of the tornado.
PACKAGING CAPACITY. Most private
developers, particularly local developers,
wi l l not have the techni cal experti se
required to package specific projects taking
full advantage of the financial resources
available to close gaps. DevelopSpringfield
should provide this expertise as an essential
ingredient in implementing the Master Plan.
ABSORPTION. The tornado destroyed
multiple properties in an under-performing
market in a matter of seconds. Investment
in replacing these properties will need to be
phased in to allow the market to absorb the
36
new assets without over-building in the short
term.
ADDI TI ONAL POTENTI AL FI NANCI AL
RESOURCES INCLUDE:
PROCEEDS OF I NSURANCE CLAI MS.
Virtually every property damaged by the
tornado has some level of insurance. This
gives owners of those properties a headstart
in terms of resources to repair or replace
those properties.
FEDERAL APPROPRIATION. The recovery
from many other natural disasters has been
facilitated by a special federal appropriation.
These funds, often channeled through the
Communi ty Devel opment Bl ock Grant
(CDBG) program provide funds for gap
financing and needed public improvements.
This is a very high priority because the
resources typically available are insufficient
to address the financing gaps in the multiple
projects that must be undertaken in the
aftermath of the tornado.
U.S. SMALL BUSINESS ADMINISTRATION.
Property owners impacted by the tornado
Development Category Development Type Incentives
Residential Infill 1-3 Family HOME Funds
Rental AptsNew/Rehab Tax Credits
CondominiumRehab Tax Credits
Mixed-Use Residential/Retail Tax Credits
Commercial/Retail HUD Sect. 108 Loan; Local Lending
Pool
Build to Suit Retail or Office None needed
Community Institutions Recreation; mixture of
uses
Land write down; state funds; federal
funds; foundations; private donations
are eligible for special disaster recovery
loans from the Small Business Administration
(SBA).
U. S. ECONOMI C DEVEL OPMENT
ADMINISTRATION. Municipalities are
el i gi bl e f or Economi c Devel opment
Administration (EDA) grants for public
infrastructure that is required to leverage
private investment.
MASSDEVELOPMENT. State funds for
financing key projects may be available.
HOME FUNDS. Federal housing funds from
the HOME program can assist in residential
rebuilding programs for owner-occupants.
LOCAL MORTGAGE POOL. There i s
precedent in Springfield for local banks
to pool their resources to provide debt
fi nanci ng for pri ori ty proj ects. These
participation loans are a way to share the
risk and provide financing at better than
market terms.
MASSMUTUAL GRANT. Massachusetts
Mu t u a l L i f e I n s u r a n c e Compa n y
has commi t t ed $1. 6 mi l l i on t o t he
implementation of the Rebuild Springfield
Master Plan. The exact use of these funds
has not yet been determined, but they could
37
be part of a mortgage pool or some other
financing vehicle.
SECTION 108 LOAN. Springfield has an
existing Section 108 loan that has been
repaid by the borrower, but not repaid
to the federal government. These funds
could be recycled as loans in connection
with projects in the tornado impact area. In
addition, Springfield has additional Section
108 borrowing capacity.
LAND COST WRITE-DOWN. To the extent
that land is owned by the City of Springfield
or the SRA, the upfront land cost could be
written down to facilitate development.
TAX INCREMENT FINANCING. Local
real estate taxes could be phased in over
a period of time to enhance a projects
feasibility, particularly in its early years.
CORRI DOR FAADE PROGRAM. A
storefront faade grant program managed
by DevelopSpringfield is available to assist in
the financing of faade improvements along
Main Street in the South End.
HISTORIC INVESTMENT TAX CREDITS
(FEDERAL AND STATE). For repairing
damaged hi stori c properti es used for
multifamily rental, commercial, and mixed-
use adaptive reuse projects, these are
among the most i mportant fi nanci ng
sources for important older buildings, such
as the Howard Street Armory.
ENERGY I NCENTI VES. Gr ant s and
l ow-i nterest l oans f rom uti l i ti es and
government agencies are available for
replacing or installing energy-efficient
building components, heating systems,
weatherization, energy saving appliances,
etc.
NON-PROFI TS. Resources rai sed by
non-profits independent of the City and
Devel opSpri ngf i el d ( e. g. Habi tat f or
Humanity, Neighborhood Housing Services,
Home Ci ty Housi ng and Rebui l di ng
Together) will contribute to the rebuilding
process.
38
Major Moves
A. The Planning Framework.
B. Housing strategy: Provide a variety of housing options appropriate to
different locations in Metro Center and the South End that enhance
downtown and neighborhood character, add market rate housing, and
raise the median household income.
C. Commercial and retail strategy: Create centers of vitality and activity
along Main Street by recruiting retail and restaurants to ground floor
spaces, office users to upper story space, and neighborhood-serving
retail, as well as assisting in the rebuilding of key sites.
D. Community institutions strategy: Enhance the anchor role of community
institutions, especially by assisting in relocation of those damaged by the
tornado.
E. Urban character and historic preservation strategy: Pursue adaptive
reuse of historic buildings and sites and establish urban design guidelines
and a regulatory framework to enhance walkability.
F. Public spaces strategy: Activate and program public spaces to create
destinations, mobilize community partners for stewardship, and connect
important public spaces.
VIII. The Framework for Rebuilding:
Major Moves to Rebuild Better
39
Metro Center and the South End have a
shared destiny. Rebuilding and revitalization
efforts should be seen as interrelated and
mutually supportive. The Main Street spine
south from the Arch links the downtown of
tall buildings of citywide importance through
a transitional area of mid-rise downtown-
scale blocks to a more modest-scaled but
fully urban neighborhood in the South
End. A revitalized Metro Center where new
residents and businesses seek a walkable,
historic downtown will also draw people to
the South End. And the character of the
South End will also affect the Metro Centers
progress as a downtown neighborhood.
The f r amewor k f or t he Di st r i ct One
rebuilding plan focuses on the Main Street
corridor. From State Street north, a lively
downtown Main Street is the retail and
activity spine of the urban core with Court
Square as its southern gateway, attracting
resi dents and vi si tors, and radi ati ng
vitality along the cross streets. South of
State Street, the transition to a livable,
neighborhood Main Street is marked by
mixed-use buildings with active ground
floors at all corners of Union and Main
Streets, providing a gateway commercial
focus for the South End. New and rebuilt
businesses and community institutions
support neighborhood residents and attract
visitors, and a broad mix of residents living
in the upper stories of mixed use buildings,
in rehabilitated historic buildings, and
in smaller scale one to three-family infill
housi ng ani mates downtown and the
South End. Public realm improvements
expand from Mai n Street to the si de
streets. Energy-efficient rebuilding makes
these neighborhoods more sustainable.
Union Street going west from Main Street
becomes a festival street that functions
as a regular street most of the time but can
be transformed into a special pedestrian
and festival connection to the riverfront with
artwork in the underpass. East Columbus
Avenue becomes a more attractive gateway
from the interstate, and the southwestern
blocks of the South End function as flex
space that could attract entrepreneurs or
artists. By rebuilding better, Springfield
will reinvigorate the South End and Metro
Center to create livable, vibrant, connected,
and complementary urban neighborhoods
that strengthen Springfields role as a great
place to live, work, play and visit--the city
center of the Pioneer Valley.
Major Move
A. The Planning Framework
40
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THE PLANNING FRAMEWORK
LEGEND
Walk to the river
Connect to the city
Activity center
Riverfront recreation
and entertainment
Commercial/light
industrial
Park
Neighborhood-scale
Main St. mixed-use
Downtown-scale
Main St. mixed-use
Downtown/neighborhood
mixed-use
Multi-family
housing area
East Columbus
Enhancement area
1-3 family
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Railroad
Riverfront Bike Path
41
South End: Residential areas
Opportunity for one- to three-family infill
housing
Multi-family district
South End: Main to East Columbus
Wal k to the Ri ver Uni on Street
enhancements
Commercial/light industrial flex space
internal blocks south of Margaret
Street
Opportunity to enhance East Columbus
Avenue through design guidelines as a
gateway
Metro Center: Downtown-scale Main Street
mixed use spine with focused activity centers
North, at The Arch: Arts, Culture,
Entertainment
Boland Way: Business Center
Court Square: Downtown Gateway
Opportunity for historic rehab condos and
rentals
Mi xed Use Transi ti on Area: Downtown/
neighborhood mixed use
State Street to Union Street area
Morgan Square area
Downtown scale buildings
Opportunity for historic rehab condos and
rentals
Opportunity for redevelopment of city-owned
properties through Request for Proposals
process
South End: Neighborhood-scale Main Street
mixed-use
Concentrate density at Main and Union
gateway to make center of activity
Animate Main with active ground floor
uses
42
Thirteen key sites or buildings are of special
interest for the rebuilding and revitalization
of District One.
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KEY DEVELOPMENT SITES
Sites for Further Study
Publicly-owned
Publicly-owned
Privately-owned
Development opportunity sites
43
The residential side streets of the South
End have a mixture of single family homes
and small, rental multifamily buildings. The
need for more owner-occupied housing
in the neighborhood, preferably single-
family, has repeatedly been emphasized
by neighborhood residents in the public
meetings. The goal is to bring more income
diversity to the South End and increase the
number of residents with a long-term stake
in the neighborhood. Depending on the
future use of the Gemini site on Central
Street, the Morris Avenue vacant lots may
also be used for infill housing.
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INFILL HOUSING STRATEGY
Infill housing
44
Provide a variety of housing options appropriate to different locations
in Metro Center and the South End that enhance downtown and
neighborhood character, add market rate housing, and raise the median
household income.
Key Initiatives
Pursue rehabilitation and adaptive reuse rental and condominium housing
in Metro Center.
Pursue mixed-use rehabilitation and adaptive reuse with ground floor retail
and upper story housing in downtown-scale buildings in Metro Center and
at activity centers and along Main Street in the South End.
Pursue one-to three-family owner-occupied housing at or near market rate
for infill on the side streets of the South End to raise the median income in
the neighborhood.
Use the rebuilding process to make housing stock more energy efficient.
Use the Choice Neighborhoods (CNI) grant award to develop new
approaches to improve the Hollywood area for residents and other
neighborhood stakeholders.
Major Move
B. Housing Strategy
Downtown Providence (RI) is seeing ground floor retail and shops, as
well as upper story lofts and apartments on historic Westminster Street
as a result of an integrated strategy for downtown revitalization. (Source:
http://www.blogs.providencejournal.com)
45
INITIATIVE
Successful downtowns today are live-
work-play neighborhoods that include a
critical mass of housing whose residents
help create the vitality that helps reverse
perceptions of insecurity and attracts visitors
to downtown businesses, entertainment
and cultural venues. The ULI Downtown
Technical Assistance Panel Report (ULI-
TAP) from 2007 emphasized the need for
consistent pursuit of market rate housing,
both rental and ownership. The December
2006 Zimmerman/Volk (ZVA) downtown
housing market study was prepared when
the housing market was stronger than
at present, but the market segments for
downtown housing remain valid: urban
pioneers such as students, artists and young
professionals without preconceived ideas
about downtown or its past; downtown
renters who may be ready to become
homeowners; and empty-nesters attracted
to urban walkability and cultural amenities.
Empty nesters generally will not make the
move until revitalization is more established
and renters may find homeownership more
of a stretch under the current economic
climate. Very limited progress was made
during the 2000-2010 decade in increasing
downtowns population or income mix:
census data show that the population was
essentially stable and median incomes are
still very low because income-restricted
housing still predominates. In a number
of cities, the location of student housing or
campus buildings downtown has played
a critical role in downtown revitalization.
For example, in Providence, the Rhode
Island School of Design and Johnson &
Wales University have played an important
revitalization role, and in Savannah (GA),
the Savannah College of Art & Design
has renovated a large number of historic
buildings to create an urban campus. Given
likely market conditions in the next few
years, adaptive reuse of historic buildings
should be the focus.
Devel opSpr i ngf i el d; SRA; Ci t y Housi ng
Department; OPED; HAPHousi ng; Better
Homes for Springfield; Home City Housing
Development Corporation; CNI Advisory Group;
First Resource Development Corporation; South
Pursue rehabilitation and adaptive
reuse of rental and condominium
housing in Metro Center.
HOUSING STRATEGY
Council; colleges and universities.
See pp. 49-50 and Section VII. The Citywide Plan
includes a more detailed discussion of resource
opportunities.
Action Steps
Work with property owners and developers to
promote and assist rebuilding consistent with
this plan. Explore the potential of more higher
education presence.
Priority
High
46
INITIATIVE
Build on the success of Stockbridge Court as
a successful market rate rental development
at the border of Metro Center and the
South End by pursuing condo, rental, and
mixed-use rehab of larger-scale, multi-story
buildings.
The characteristics that have helped make
Stockbridge Court successful include good
security, secure parking, good management,
and on-site amenities.
Department; Office of Planning and Economic
Development (OPED); HAPHousing; Better
Homes for Springfield; Home City Housing
Development Corporation; CNI Advisory Group;
Fi rst Resource Devel opment Corporati on;
Armoury-Quadrangle Civic Association; South
Council.
See pp. 4950 and Section VII. The Citywide Plan
opportunities.
Action Steps
promote and assist rebuilding consistent with this
plan.
Precedents
Ci ty of Ri chmond ( VA) Nei ghborhoods i n
Bloom program (http://www.richmondgov.com/
neighborhoods/).
Priority
High
Pursue mixed-use rehabilitation and adaptive
reuse with ground floor retail and upper story
housing in downtown-scale buildings in Metro
Center and at activity centers and along Main
Street in the South End.
HOUSING STRATEGY
Active ground floor uses promote neighborhood
vitality.
The former Milton-Bradley factory is now Stockbridge
Court.
New mixed-use buildings on a formerly vacant corner
lot in Providence (RI) are modern but compatible
with historic building types. (Image source: www.
durkeebrown.com)
47
INITIATIVE
Neighborhood participants in the workshops
would like to see more owner-occupied
and single family market rate housing in the
South End. Currently, the majority of units in
the South End are rental units, including in
one- to three-family homes. Because of low
values, new construction will require high
incentives.
As noted earlier in this plan, analysis of
household incomes within the South End
shows that 74% of households have incomes
that are less than half the Springfield region
medi an i ncome ( AMI or Area Medi an
Income used by the federal government).
Federal housing funds can be used to
target households earning 50% to 80% of
the regional AMI, which would bring some
much-needed income diversity to the South
End. (See the Appendix for details on the
data.)

Department; HAPHousing; Better Homes for
Springfield; Home City Housing Development
Corporati on; CNI Advi sory Group; Fi rst
Resource Development Corporation; South End
Revitalization Coalition; South End Citizens
Council.
See pp. 4950 and Section VII. The Citywide Plan
opportunities.
Action Steps
promote and assist rebuilding consistent with this
plan.
Precedents
Ci ty of Ri chmond ( VA) Nei ghborhoods i n
Bloom program (http://www.richmondgov.com/
neighborhoods/).
Priority
High
Pursue one-to three-family owner-
occupied housing at or near market
rate for infill on the side streets of
the South End to raise the median
income in the neighborhood.
HOUSING STRATEGY
Tradi ti onal housi ng types for i nfi l l woul d be
compatible with the neighborhood.
48
energy efciency assistance to cities and towns);
EcoBuilding Bargains.
Action Steps
Set up a program to inform property owners
and developers about the program and make
assistance available.
Priority
High
The Commonwealth of Massachusetts has
a program to partner with cities and towns
to provide services to make buildings more
energy efcient.
OPED; SRA; property owners; neighborhood
associations; Western Massachusetts Electric
Company (WMECO) and Columbia Gas.
Serrax (consultant to the state that provides
Use the rebuilding process to make housing stock more energy efcient.
HOUSING STRATEGY
Work with the new owners and managers of
. s g n i d l i u b l a t n e r d o o w y l l o H / k r a P g n i t u O e h t
The improved development will include on-
site management; landscape and parking
improvements; on-site amenities; and road
improvements to Dwight St Extension.
CNI Advisory Group; South End Revitalization
Use the Choice Neighborhoods (CNI) grant award to develop new approaches to
improve the Hollywood area for residents and other neighborhood stakeholders.
Coalition; South End Citizens Council; First
Resource Development Company; Marble Apts
and Outing Park tenants; business owners;
South End Middle School; Square One; SRA
; Sout h End Communi t y Cent er many
neighborhood stakeholders to be involved in the
CNI process.
See pp. 49-50 and Section VII. The Citywide Plan
opportunities.
Action Steps
Facilitate discussions among homeowners,
management, and tenants in the neighborhood
to agree on measures to eliminate problems and
reduce crime.
Priority
Very high
Worthington Commons in Springeld: buildings similar
to those in the Hollywood area after rehabilitation by
the same development group.
Cultural Physical Economic Organizational Cultural Physical Economic Organizational Educational Social Cultural Physical Economic Organizational Educational Cultural Physical Economic Organizational Educational Social Cultural Physical Economic Organizational Educational Social Cultural Physical Economic Organizational Educational Social
49
Incentives will be needed for housing
development in District One. The current
cost of redevelopmentbuilding new or
rehabilitated housing unitsin Metro Center
or the South End is higher than the market
value of the development at completion.
Spr i ngf i el d housi ng pr i ces ar e ver y
affordable. The graphs on this page from
the real estate website Trulia.com indicate
housing sales price trends since 2000 for the
City of Springfield and the neighborhood
residential markets of Metro Center and the
South End. In Metro Center, the median
sales price for the October to December
2011 period was $42,000. Of the 24 homes
for sale in Metro Center at the end of
December 2011, five were in foreclosure.
Eighteen were condos, ten of which had an
asking price of $50,000 or less. Similarly, in
the South End, where duplex or single family
homes in the 1500-2000 sf range are typical
of the housing for sale, the median sales
price for the October to December 2011
period was $70,000. Of 12 homes for sale,
six were in foreclosure. Prices ranged from
$45,000 to $162,000.
Innovative and unconventional development
incentives will be needed to make the
rebuilding process successful in advancing
the revitalization of housing in District One.
Ownership or Rental Type Development Potential
Owner-occupant Condo - rehabilitation or adaptive reuse of existing building Good
Owner-occupant One- to three-family infill Modest
Rental Apartments - new construction or rehabilitation of existing
building
Good
Rental Mixed-use - apartments above storefronts Good
Feasibility Testing: Housing Resource Needs
HOUSING STRATEGY
Source: trulia.com
Source: trulia.com
Illustrative proformas
I n an ef f ort to eval uate the f undi ng
requi rements associ ated wi th vari ous
redevel opment concepts f or Di stri ct
One, real estate experts Byrne McKinney
& Associates, Inc. devised and tested a
series of illustrative programs for economic
feasibility. This approach uses a residual
valuation model to compare the value
produced by each program with its cost
of developmenta comparison of what it
costs to develop a project including land,
design, building construction, and a variety
of other costs, with how much the project
would be worth given the prevailing market.
A proforma was prepared for hypothetical
development types envisioned by this plan
50
in order to identify where gap funding or
incentives would be needed to achieve
the plans goals. A proforma begins by
describing the program of the proposed
project, for example, the number and size
of housing units. This is followed by likely
esti mated revenues based on market
conditions, the costs that will have to be
incurred, and the net financial return that
a developer expects to achieve. When the
cost to develop a project exceeds its value
on completion, gap funding or incentives
will be required to make it economically
feasible. Springfield will need a special
appropriation from the state and/or federal
governments to close funding gaps for
tornado rebuilding projects. The full Byrne
McKinney report with the proformas can be
found in the Citywide Rebuilding Plan.
Infill housing
All infill housing concepts are likely to
require some level of incentive to produce
feasible development conditions. The
infill housing programs tested include
single family, two family and three family
i l l ustrati ons, each model ed assumi ng
1,500 sf per unit, which is consistent with
the l ocal market standard. Proformas
were devel oped for each case under
the assumption that there would be an
owner occupant. For two and three-family
developments, the second and third units
are expected to be rented to underwrite
the occupancy cost for the owner-occupant.
The net sale proceeds (values) estimated for
each illustration are consistent with market
pricing for one, two and three family product
in the local market, adjusted for a typical
sale expense. The costs of development
assume that there are no premium costs
for site remediation or demolition and have
been benchmarked to local hard and soft
cost standards. Help in closing the funding
gaps could come from underwriting the cost
of land and site preparation as well as the
use of HOME funds, especially for one and
two family infill sites, with the potential for
efficient use of rental incentive programs via
a scattered site redevelopment approach.
Although a condominium approach was not
explicitly modeled for the two and three-
family infill programs, it appears that this
approach might yield a somewhat smaller
incentive requirement.
Multi-family housing
The mul t i - f ami l y housi ng pr ogr ams
tested include a 50-unit rental apartment
(new construction) and a 50-unit for sale
condominium (loft/rehab) illustration
neither with retail square footage. Both
concepts assume unit sizes at 1,000 SF
(net living area) with an 85% net to gross
ef f i ci ency. Both mul ti -f ami l y housi ng
concepts are likely to require some level of
incentive to produce feasible development
conditions. Underwriting the cost of land
and site preparation as well as the use of tax
credit equity programs (specifically historic
and housing credits) are likely to be the most
effective sources. These could be coupled
with other, low-cost debt vehicles (targeted
to the developer and, in the case of the
condominium option, to the end-user) to
bring the economics into balance. Although
senior housing or assisted living options
were not explicitly modeled, they might also
present a viable multi-family alternative
and access to an array of additional funding
sources.
Mixed-use programs with housing
A mixed-use program with 25 units of
rental housing over a 7,500 sf retail base
(85% efficient) was also modeled. The value
produced is based on apartment rents being
achieved in the local market, adjusted for
market supported operating expenses. The
costs of development assumes that there
are no premium costs for site remediation
or demolition and have been benchmarked
to local hard and soft cost standards. This
mixed-use concept will require some level of
conditions. The use of tax credit equity
programs (specifically historic and housing
credi tsand perhaps New Market tax
credits) are likely to be effective sources and
with other, low-cost debt vehicles would
be expected to bring the economics into
balance.
HOUSING STRATEGY
51
Major Move
C. Commercial and Retail Strategy
The commercial and retail presence in
District One needs to be strengthened.
According to CBREs New England 2011
Market Outlook, office vacancy is over 13%
in Springfield overall. In Metro Center, a
significant amount of upper story space
exists in older buildings (Class C) according
to knowledgeable observers, and storefront
vacancies testify to a weak retail market.
Along Main Street in the South End, the
tornado did significant damage to key
business locations, such as 979 Main Street.
The rehabilitation and redevelopment of
13-31 Elm Street has been recognized by
city, state and federal authorities as the
most important project in Metro Center,
along with the revival of Union Station. In
a prominent position fronting on Court
Square and on State Street, this building is
a symbol of Springfields historic character
and is critical to making Court Square a lively
and active gateway to downtown. The City
has designated a developer and the project
has received federal funding for soft costs
through the Knowledge Corridor Regional
Plan for Sustainable Development. The
developer is focusing on office development
with ground floor active uses.
At the northern end of Main Street, both
the Paramount Theatre and the former
Bowles building, approximately 66,000 sf
of office and ground floor space at 1610-
1626 Main Street, have been purchased by
the same owner. The ground floor houses
restaurants while the upper floors have been
vacant since 1997. The plan is for a mixed
use building with office or residential space
on the upper floors, as well as renovation
of the theater. With completion of these
projects and recent projects such as 1550
Main Street and 1592 Main Street, much of
the west side of Main Street downtown will
be redeveloped.
Retail follows rooftops is the common
saying. Typically, an average household
can suppor t about 20 squar e f eet
of nei ghbor hood r et ai l ( as wel l as
additional retail outside the households
neighborhood). Another way to think of it is
that 1,000-2,000 households are needed to
support a typical block (both sides) of Main
Street style retail. Springfields Main Street
from State Street to Marble Street could
The intersection of Main and Union Streets should be
a center of vitality on Main Street.
52
Key Initiatives
Assist in the rebuilding of 979 Main Street
and other key buildings at and near the
Union and Main Street intersection in the
South End.
Establish a recruitment program for Main
Street storefronts, with special attention to
restaurants to create a South End
Restaurant Row to build on the existing
cluster of eateries.
Explore options for an urban grocery store
and/or drugstore in or near downtown and
the South End.
Work with the Springfield Housing Authority
to locate administrative offices in vacant
office space in the South End.
Use the rebuilding process to make
commercial buildings more energy efficient.
Issue a Request for Proposals for publicly-
owned property located between Howard
and Union Streets.
Institutions and offices bring employees
to the neighborhood who support lunch
business at restaurants and some retail.
The Caring Health clinic will bring an
additional 150 employees, Square One
has approximately 50 employees and the
Community Center will also have staff in
the neighborhood. In addition to these
i nsti tuti ons, the Spri ngf i el d Housi ng
Authority is looking for approximately 30,000
sf of office space for approximately 60
administrative staff.
probably accommodate about 110,000 to
160,000 sf of neighborhood retailwhich
could be supported by approximately 5,500
households at the lower bound. In 2010, the
South End had nearly 2,000 households and
they had below average incomes. Bringing
more househol ds i nto the di stri ct by
adaptive reuse and new building, as well as
raising the median income, will strengthen
the market for retail and services. Of course,
Springfields Main Street is more than a
neighborhood street, so daytime employees
and visitors can also contribute to the
customer base for retail businesses.
COMMERCIAL AND RETAIL STRATEGY
AC Produce in the South End.
53
Assist in the rebuilding of 979 Main Street and other key buildings at and near the
Union and Main Street intersection in the South End.
INITIATIVE
The tornado destroyed 979 Main Street (the
Zorzi building), depriving the South End of
one of its keystone properties at the critical
Union and Main intersection. Rebuilding
of this property as a multi-story building
that holds the corner well and has an active
ground floor is a very high priority.
Devel opSpri ngfi el d; SRA; OPED; property
owners.
See Section VII and the Citywide Plan.
core of a restaurant row clustered near the
Main and Union intersection. Patrons of
the restaurants would create vitality at this
South End gateway location, making it a
destination linked not only with downtown
via Main Street but with the riverfront by
Union Street.
OPED; DevelopSpringfield; SRA; business and
property owners.
Devel op an i ncenti ves package to attract
restaurants and retailers, such as assistance with
permitting, fitting out, signage, and so on.
INITIATIVE
Along with new buildings for tornado-
dest r oyed si t es, t he r ecr ui t ment of
restaurants and specialty food shops to
cluster near the Union and Main intersection
will enhance the importance of the existing
eateries and create a restaurant row as
the hub of a revitalized South End Main
Street. The Italian-American restaurants and
specialty shops in the South End, especially
in the blocks surrounding the Main and
Union intersection, are an asset that should
be enhanced and developed. Well-known
to Springfield residents and downtown
employees, these businesses can form the
Establish a recruitment program for Main Street storefronts, with special attention
to restaurants to create a South End Restaurant Row to build on the existing
cluster of eateries.
Italian-American specialty stores are clustered on Main
Street around Union and Williams Streets.
Action Steps
Work with building owners, restaurant brokers
and local restaurant owners, the Massachusetts
Latino Chamber of Commerce, and others.
Priority
High
Action Steps
Work with property owners to establish goals
for rebuilding and determine any needs for gap
financing. Provide or facilitate assistance to fill
gaps.
Priority
Very High
54
Explore options for an urban grocery
store and/or drugstore in or near
downtown and the South End.
INITIATIVE
South End neighborhood representatives
would like to see a grocery store or a drug
store/pharmacy in the neighborhood. A.C.
Produce, a very successful specialty food
store, and Diaz Market, a bodega-style store,
are already located in the South End. The
closest full-service grocery is across the river
on Memorial Avenue in West Springfield.
The State Street planning effort has also
identified and evaluated a site at State and
Walnut Streets as the potential location for
a 55,000 sf grocery store that could serve
several neighborhoods. It is possible that
a small-format urban grocery store, which
are typically 10,00017,000 sf in size, could
be successful in the South End, particularly
if located to also capture business from
evening commuters.
Although the new Caring Health clinic on
Main Street will include a pharmacy aimed
at filling prescriptions written at the clinic,
the neighborhood interest is in a full-service
drug store such as a CVS, which would
typically be a store of approximately 10,000
sf. A store of this kind should use a design
for urban rather than suburban places, i.e.,
parking should be at the side and rear.
The first option for a food store should
be ef f or t s t o assi st AC Pr oduce t o
expand so that the business can serve
the neighborhood as well as expand as a
specialty food store. Exploration of other
grocery options should occur in the context
of continuing efforts to bring a full service
grocery to Walnut and State Streets. A
small-format, value-priced grocery, such
as an ALDI store, might be suitable for a
location at the south end of Main Street.
As in the case of a full-service drugstore, a
building of this type should use a urban-style
design.
OPED; DevelopSpringfield; SRA; revived South
End Business Association; business and property
owners.
Resources for a market evaluation and for
incentives. See Section VII. The Citywide Plan
opportunities.
Action Steps
More detailed discussions with AC Produce on
the owners business goals; explore small-format
grocery models with relevant chains; identify
incentive options and funding sources.
Priority
MediumHigh
Interior of A.C. Produce
55
Work with the Springfield Housing Authority to locate administrative offices in
vacant office space in the South End.
INITIATIVE
The Housing Authority seeks approximately
30,000 sf of office space in the South End.
In seeking a developer for adaptive reuse
of the Armory and Zanetti School properties
on Howard Street, the option of having the
Housing Authority as a committed tenant
should be explored. An upper-story Main
Street location would also be appropriate
for Springfield Housing Authority offices and
might serve as interim open space while the
historic properties are being developed.
S p r i n g f i e l d H o u s i n g A u t h o r i t y ;
DevelopSpringfield; SRA; City of Springfield;
developers.
Staff time to coordinate; resources for moving.
Action Steps
Coordi nate wi th the Spri ngfi el d Housi ng
Authority to assist in locating their offices in an
appropriate South End location.
Priority
High
INITIATIVE
The Commonwealth of Massachusetts has
a program to partner with cities and towns
to provide services to make buildings more
energy efficient.
OPED; property owners; businesses; utility
companies.
Use the rebuilding process to make commercial buildings more energy efficient.
Serrafix (consultant to the state that provides
energy efficiency assistance to cities and towns);
EcoBuilding Bargains.
Action Steps
Set up a program to inform business and
property owners of the program and make
assistance available.
Priority
High
56
Incentives will be needed for all but build-to-
suit development where a tenant or owner
is known in advance. Springfield will need a
special appropriation from the state and/or
federal governments to close funding gaps
for tornado rebuilding projects.
Development potential for mixed-use new
or rehabilitated buildings with ground
floor retail and housing above, and for a
mixture of retail-office uses, is good only
if the tenant is identified in advance. A
free standing grocery or drug store would
be feasible only with a build to suit tenant.
Speculative nonresidential development is
not advisable under present conditions.
Commercial programs and proformas
As i n the housi ng feasi bi l i ty anal ysi s,
proformas were prepared for commercial
programs.
Mixed use programs
The retail/housing mixed-use proforma
was discussed in the housing feasibility
analysis and found to be feasible only with
incentives. A commercial office over retail
illustration was modeled, assuming 22,500
rentable square feet over a 7,500 sf retail
base (90% efficient). The estimated values
are based on office rents being achieved
in the local market, adjusted for market
supported operating expenses. The costs
of development assume that there are
no premium costs for site remediation or
demolition and have been benchmarked to
local hard and soft cost standards. While
both residential over retail and office
over retail would require some level of
conditions, there are few viable incentive
alternatives for the commercial option unless
there is a build-to-suit or owner-occupant
end user willing and able to bear the full cost
of development. That being the case, only
the residential over retail option is viewed as
a likely candidate for development in District
One.
Specul ati ve and bui l d-to-sui t/owner-
occupant office and retail
Programs for both retail and office were
sized at 25,000 rentable square feet (the
illustrations are scalable). The values
estimated produced for each illustration
are based on rents (office and retail) being
achieved in the local market, adjusted for
market supported operating expenses. The
costs of development assume that there
are no premium costs for site remediation
or demolition and have been benchmarked
to local hard and soft cost standards. Both
the owner-occupant ( non-specul ati ve)
alternatives are feasible without incentives
producing positive returns over cost. Both
speculative commercial concepts would
require incentives to produce feasible
development conditions. There are few
viable incentive alternatives, but even if
there were, no speculative commercial
development in District One is viewed to be
financeable.
Feasibility Testing: Commercial and Retail Resource Needs
57
Enhance the anchor role of community institutions, especially
by assisting in relocation of those damaged by the tornado.
Key Initiatives
Assist the South End Community Center in
relocating to an appropriate site in the
South end, such as the Gemini site.
Provide assistance, as needed, to Square
One in finding appropriate sites and
rebuilding.
Community institutions are both physical
and social anchors in any neighborhood.
The South End Community Center and
Major Move
D. Community Institutions Strategy
Square One, which serve families, children
and youth in the South End and other parts
of the city, both lost their buildings in the
tornado. Caring Health, which already had a
clinic on Main Street, has acquired a building
across the street from its current location
that was somewhat damaged in the tornado
and is renovating it into additional clinic
space. Alliance for Power is repairing their
damaged building on Union Street. The
Mental Health Association lost a four-story
11-unit supportive housing building that had
been in operation since 1982 and looking
for replacement space citywide.
58
INITIATIVE
Square One provides day care and preschool
services, as well as family counseling. It was
formerly located on Main Street and would like to
rebuild there, in close proximity to Caring Health.
Square One needs approximately 34,000 sf for day
care, office and van/storage facilities. Because
completely transparent windows would not be
suitable for the pre-school classrooms, it will be
very important to make sure that a new Square One
site does not create a blank and unappealing wall
to the sidewalk. The previous building used murals.
New murals or art, etched windows, or other
strategies could be explored.
Provide assistance, as needed, to Square One in
finding appropriate sites and rebuilding.
INITIATIVE
After the tornado damaged the Howard Street
Armory leased from the city, the South End
Community Center (SECC) sought a location that
would put it closer to the population of children
and youth on the east side of Main Street and
closer to green space. The SECC would like to
continue the model of leasing space owned by
Assist the South End Community Center in relocating to an appropriate site in the
South end, such as the Gemini site.
COMMUNITY INSTITUTIONS STRATEGY
OPED; SECC; DevelopSpringfield; SRA; Square
One; South End Revitalization Coalition.
See Section VII and the Citywide Plan for resources.
Private fund-raising; MassDevelopment financing
may be a key resource to support rebuilding.
Action Steps
Work with the South End Revitalization Coalition
to discuss location options; collaborate with
the institutions to provide or facilitate access to
assistance.
Priority
High
the City. The City-owned Gemini site, possibly
with additional space on vacant property on
Morris Street, could be a suitable site. It is close
to newly-improved Emerson Wight Park, it is large
enough to allow for some of the site to be used
as green space, and the location on Central Street
allows for easy access from both the South End
and neighborhoods to the east like Six Corners
and Old Hill.
The return of the SECC and Square One to the
neighborhood will be a strong signal of recovery.
59
Pursue adaptive reuse of historic buildings and sites and establish urban design guidelines and
a regulatory framework to enhance walkability.
Historic Preservation
Give a high priority to saving remaining
historic buildings and historic character by
pursuing and recruiting adaptive reuse
options, using historic tax credits as
appropriate, and enacting a demolition
delay ordinance.
Urban Design
Promote urban design that activates Main
Street through pedestri an-f ri endl y
principles, creates destination focus areas
or centers of activity to attract people, and
makes parking available but unobtrusive.
Establish design guidelines to protect and
enhance the publ i c real m and the
pedestrian environment.
Major Move
E. Historic Preservation and Urban Character Strategy
Activate downtown and the South End
public realm with events and attractions.
Create a safe, interesting, and attractive
Provi de adequate parki ng that i s
unobtrusive but easy to find through
signage.
Walk to the River: Urban
Design Connections to the
Riverfront
Enhance the visibility of and access to the
riverfront and Riverfront Park.
Make Union Street a festival street.
Establish a program of art installations in the
Union Street underpass and expand to
other underpasses.
Plan the Water and Sewer Commission
activities at the York Street Jail site to allow
for appropri ate publ i c access and
development potential.
Zoning and Regulation
Adopt the proposed zoning and site plan
review regulations currently under review.
Consider zoning modifications to promote
achievement of the vision and goals of this
plan.
Expand urban renewal district plans as
needed to reflect the goals of this plan.
60
INITIATIVE
Historic character gives Metro Center and
parts of the South End a strong sense of
place and uniqueness, contributing to
Micro Centers role as the downtown of
the Pioneer Valley and also providing a
potential competitive advantage over the
smaller cities in the region. Studies show
that the millennials, the generation born
in the 1980s and 1990s, want to live in urban
environments with character and community.
Historic buildings adapted for new uses,
whether residential or commercial, can act as
anchors for further redevelopment.
Moreover, historic tax credits are one of the
most important incentives available today
for redevelopment in District One. Every
effort should be made to preserve and reuse
historic buildings if economically feasible.
Demol i ti on shoul d be the l ast resort,
particularly if there is no identified end user
for a building and the demolition would
simply result in another parking lot. Historic
tax credits are available for buildings listed
or eligible for listing on the National Register
of Historic Places.
Demol i t i on del ay i s a t ool used by
many Massachusetts cities and towns to
encourage preservation of historic resources.
The Springfield Historical Commission is
considering a demolition delay ordinance as
this report is being completed. Demolition
delay ordinances provide that requests for
demolition permits for buildings meeting
certain criteria (typically National Register
listing or eligibility, or 50 years or older) go
to the Springfield Historical Commission for
a determination of whether the buildings
are preferably preserved. If the Commission
finds that they are, the demolition is then
delayed for a period (generally six months
or a year) to give an opportunity to pursue
options that would preserve the building. In
the case of Main Street, there are buildings
that are not currently listed on the state
or national registers, but date from the
nineteenth or early twentieth centuries.
Many of these buildings, such as those on
the eastern side of Main Street just south
of State Street, are critical to preserving the
overall character of that part of Main Street.
It is preferable, because of this situation,
that the criteria for the demolition delay
ordinance be the age of a building rather
Give a high priority to saving remaining historic buildings and historic
character by pursuing and recruiting adaptive reuse options, using historic
tax credits as appropriate, and enacting a demolition delay ordinance.
HISTORIC PRESERVATION AND URBAN CHARACTER STRATEGY
than historic register listing or eligibility.
The nonprofit organization, Preservation
Massachusetts, focused its 2011 list of
Massachusetts Most Endangered Historic
Resources on communities affected by
the tornado. Two of the endangered sites
are located on Howard Street in District
One: the 1895 Howard Street Armory (most
recently the location of the South End
Community Center), and the Howard Street
Primary School (Zanetti School). The 1895
Howard Street Armorys headhouse has
a castlelike Romanesque Revival design
that is a neighborhood landmark. The
rear drill hall was significantly damaged
by the tornado and has been demolished.
The Zanetti School dates from 1905 and
was built to serve the growing immigrant
population of the South End. It retains many
historic details. It suffered damage from
the tornado, including water damage from
sprinklers. In addition, the Hollywood area
apartments have recently been designated
by the state as the Outing Park Historic
District.
61
OPED; Spri ngfi el d Hi stori cal Commi ssi on;
Springfield Preservation Trust; City Council; City
Housing Department; Massachusetts Historical
Commission.
Staff time; financing for adaptive reuse; historic
tax credits and other financing.
Action Steps
Draft and enact an ordinance. Model demolition
delay ordinances are available from Mass Historic
and other municipalities. Pursue adaptive reuse
for city-owned properties.
Priority
High
DISTRICT 1
0 0.075 0.15 0.225 0.3 0.0375
Miles
Registered Historic
Sites and Districts
Local Historic District
National Register District
National Register Individual Site
National Historic Site
HISTORIC RESOURCES
DISTRICT 1
0 0.1 0.2 0.3 0.4 0.05
Miles
Historic Assets
Local Historic District
National Register District
National Register Individual Site
National Historic Site
62
Urban Design
Urban desi gn focuses on the physi cal
character of spaces in three dimensions. It
is not, as sometimes thought, simply about
visual appearance or style. Urban design
affects many aspects of how we experience
pl aces, i ncl udi ng how t he di f f er ent
elements of spaces, such as buildings,
sidewalks, roads, parking lots, and parks,
relate to one another; how spaces function
in facilitating, directing or obstructing
peoples activities; and how spaces express
aesthetic values. The historic pattern of
streets in Metro Center and the South End
reflects traditional urban design principles
based on a human-scaled environment: a
connected grid of streets with small blocks,
sidewalks and tree-lined streets, buildings
with active ground floor spaces built to the
sidewalk, shops clustered together, and
streets that accommodate cars without
being dominated by them. After nearly
a hal f century of sprawl i ng suburban
growth built at the scale of cars rather than
people, communities across the country are
clamoring for a return to the human-scaled
city environments that are Springfields
birthright. While cities in transition like
Springfield sometimes made changes during
the sprawl decades in an ill-fated attempt
to compete with suburban environments by
trying to mimic them, in the 21st century it
is the historic, walkable scale of places like
Metro Center and the South End that are
now in demand.
The public realm includes sidewalks, streets,
plazas, and parks. Vibrant downtowns
and neighborhood commercial districts
are about bringing people to the street
and publ i c pl aces as pedestri ans by
strengthening destinations, creating a safe,
comfortable and interesting pedestrian
environment, and programming activities.
63
INITIATIVE
Main Street is the most important street in
downtown Springfield and in the South End.
Focus activities in pulses or nodes
at important intersections and public
spaces.
Encourage preservati on of hi stori c
character and urban fabric.
Promote urban design that activates Main Street
through pedestrian-friendly principles, and by making
parking available but unobtrusive.
INITIATIVE
A few basic, interrelated urban design
principles should guide the rebuilding and
revitalization process in District One:
CREATE PEDESTRI AN- FRI ENDLY
ENVIRONMENTS. Downtowns and
urban nei ghborhoods shoul d gi ve
priority to pedestrians because their
presence is what creates lively, safe, and
attractive places.
Establish design guidelines to protect and enhance the public realm and the
PLANT TREES. Street trees, trees
in parking lots, and trees in green
spaces provide shade, cooling, water
absorption, and beauty.
BRING BUILDINGS TO THE STREET
EDGE ON MAJOR STREETS LIKE MAIN
STREET. Buildings should be built to the
sidewalk line, unless they are set back to
provide a caf or plaza space.
PUT SURFACE PARKING TO THE SIDE
OR REARNOT IN FRONT. Do not
locate parking lots on Main Street or on
corners.
CREATE VI SUAL I NTEREST ON
MAJOR STREETS AND AVOID BLANK
FACADES. Include active ground floor
uses, windows and articulated facades.
Encourage creative signage appropriate
to the location and use.
This street in Baltimores Fells Point illustrates how
active uses and windows, articulated faades, simple
signage, a wide sidewalk, and street trees can create a
pleasant pedestrian environment.
64
Create a safe, interesting,
and attractive pedestrian
environment.
INITIATIVE
Locate public entrances at the street, not
the parking lot.
Pr ovi de mar ked cr osswal ks and
pedestrian countdown lights where
needed.
Make the ground floor of buildings
interesting by locating active uses like
retail and restaurants on the ground
floor, and minimizing curb cuts that
interrupt safe walking on the sidewalk.
Avoid boarding up vacant storefronts
create interim visual interest through
color and design, or temporary art
installations.
Provide adequate parking
that is unobtrusive but
easy t o f i nd t hr ough
signage.
INITIATIVE
Put on-site parking to the side and rear.
Enclose parking lot edges with waist-
level plantings and/or fences, and plant
trees.
Enhance the perception and reality of
safety and improve the environment in
parking garages.
Provide joint, small-scale public parking
areas to serve restaurants and businesses
around the corner from Main Street.
Create a wayfinding system that makes
it easy to identify and get to parking
locations.
Identify major routes from parking to
destinations for signage and safety
enhancements, such as sightlines and
lighting.
Activate downtown and
the South End publ i c
real m wi th events and
attractions.
INITIATIVE
Activate plazas and urban parks with cafes,
food trucks, and events. In the medium-
to longer-term, improve the Court Street
connection between Main Street and the
Quadrangle, enliven the Dwight Street
parking and garage zone, and activate
Pynchon Park with programming.
This food vendor in downtown Springfield is helping to create
vitality on the street.
This food vendor in downtown Springfield is helping to
create vitality on the street.
65
CONNE CT T HE CI T Y T O T HE
WATERFRONT THROUGH A WALK TO
THE RIVER SET OF PHYSICAL CHANGES
AND PROGRAMS. Innovative connections
and spaces can draw people from downtown
and especially the South End to the water
by making access streets and underpasses
pedestrian friendly. Like other public
spaces, the riverfront and the water itself
needs to be activated with events, activities
and exhibitions that will attract people in
ways that are enjoyable and safe.
Enhance the visibility of and
access to the riverfront and
Riverfront Park.
INITIATIVE
Because of highway and railroad barriers,
the Connecti cut Ri ver remai ns one of
Springfields greatest untapped assets.
Tornado damage to trees at the riverfront
revealed the value of managing trees to
provide selected vistas of the park and river.
Other ways to enhance visual and physical
connection with the riverfront include
recreational public access around future
Walk to the River: Urban Design
Connections to the Riverfront
use of the former York Street Jail site by the
Springfield Water and Sewer Commission
and/or ot her per manent user s, and
support for the southern expansion of the
Connecticut River bike trail. The Water and
Sewer Commission can leverage resources
during its $200 million project over the next
20 years.
Parks & Recreation Department; Springfield
Water and Sewer Commission; Friends of the
Connecticut River Walk .
Resource Needs
Funding and staff for tree management; access
funding needs to be developed.
Spri ngfi el d Water and Sewer Commi ssi on
leverage of resources.
Action Steps
Immediate discussion with the Springfield Water
and Sewer Commission before their plan is
submitted to the EPA in May 2012.
Priority
High (initial discussions); Medium
66
INITIATIVE
The City of Portland (OR) has pioneered
the concept of a festival street that most
of the time functions like a typical street for
cars and parking, but has special design
treatments in order make it easy to convert
it to a special event street.
1
Union Street as
a festival street would continue to carry its
usual load of traffic during commuter and
other times; the closing of the street for
festivals would be on weekend or holiday
dates when traffic could be easily diverted.
Union Street is one of the few streets west
of Main Street that connects directly under
the interstate to the riverfront development
area. With the emphasis on creating a
cluster of eateries and specialty shops in the
vicinity of the Main and Union intersection
as a retail centerpiece of a revitalized South
End, a festival street from that cluster to
the riverfront would draw attention to the
connection.
In the case of Portland, the first festival
street was designed for Chinatown and
its festivals. In Springfields South End, a
festival street that draws people from Main
Street towards the river could be used for
the annual Italian Feast, which is over 100
years old, as well as new festivals and events
to reflect the Hispanic/Latino residents
heritage and other activities or programs to
connect with the river. The festival street is
intended to be a complement to Main Street
by giving the Union Street block between
Main Street and East Columbus Avenue a
special character than then spills over into
the underpass. The design of a festival
street includes special paving without
curbs, bollards that separate the pedestrian
way from the roadway, and special signs
or banners. The purpose is to create a
space that provides a special visual and
physical connection to the riverfront, with
an activity destination at each end: South
End restaurant row on Main Street and
LUXE Burger at the former riverfront visitors
center.
The upcomi ng Spri ngfi el d Water and
Sewer Commission project will require
underground work and repaving Union
Street. This work provides the opportunity
to design and construct the festival street
in conjunction with the water and sewer
project.
Department of Public Works; OPED; MPO;
Springfield Water and Sewer Commission; South
Council; business and property owners.
Resource Needs
Staff time; design and construction for one block.
Transportation funding; Springfield Water and
Sewer Commission funding.
Action Steps
Immediate (discussion with the Springfield
Water/Sewer Commission before their plan
is submitted to the EPA in May 2012); begin
worki ng on obtai ni ng f unds f or desi gn;
coordinate with the Springfield Water and Sewer
Commission and the regional transportation
planning organization (MPO).
Precedent
Portland (OR) Development Commission.
Priority
Hi ght o ent er di scussi on; medi um f or
implementation
Make Union Street a festival street
1
http://www.pdc.us/ura/dtwf/otctstreetscape-design.asp
67
Union Street could become a festival street between Main Street and the riverfront to safely, comfortably, and
attractively connect pedestrians to the riverfront park while creating a vibrant destination for culture, commerce,
and celebrations. (Image source: Portland (OR) Development Commission, http://www.pdc.us/images/photo-
library_hi-res/davis-festival-st_watercolor.jpg)
68
INITIATIVE
The highway underpasses connecting the
city with the riverfront are unappealing and
deter pedestrians. A program of permanent
or temporary art installations for the Union
Street underpass can make using the route
an event, rather than an unpleasant and/or
frightening occasion. A traditional artistic
intervention would be to commission an
artist to paint the underpass. Art which is
interactive and employs light and/or sound
can be even more effective if it creates
an event atmosphere that draws groups
of peoplehelping to provide a sense of
comfort and safety in a group situation.
Examples include the light installations
of Bill Fitz-Gibbons in San Antonio, the
burgeoning video mapping or urban
screen art events that project images
on structures, and a sound art installation
owned by MassMOCA i n the Route 2
underpass in North Adams.
Establish a program of art
installations in the Union Street
underpass and expand to other
underpasses.
Department of Public Works; OPED; MPO;
Springfield Arts Council; Museum of Art.
Resource Needs
Staff time; funding for programming, installation,
and marketing.
Transportation funding; Challenge America Fast
Track Grant, National Endowment for the Arts
(March 2012); Springfield Arts Council grants;
private grants.
Action Steps
Form committee of stakeholders; apply for NEA
Challenge America Grant and begin working on
obtaining transportation enhancement funds;
apply for Mass Cultural Council grants through
the Springfield Cultural Council.
Precedents
Light Channels: by Bill Fitz-Gibbons, San
Antonio, 2006 ; www.urbanscreen.com; Bruce
Odland & Sam Auinger, Harmonic Bridge,
MassMOCA, North Adams Route 2 underpass.
Priority
Highto submit a grant proposal
The inhospitable highway underpasses separating the
South End from the riverfront could become exciting
and inviting with simple artistic interventions such as
dynamic lighting. (Image source: www.billfitzgibbons.
com)
69
INITIATIVE
The proposed pump house at the York
Street Jail site would take up about half of
the four-acre site. Infrastructure facilities
are increasingly including public access
and public art to make infrastructure more
transparent and raise public awareness
about the role of infrastructure. In addition,
the development potential of this site should
be protected. Finally, Commission activities
should allow for the extension of the bike
trail to the south.
Plan the Springfield Water and Sewer
Commission activities at the former York
Street Jail site to allow for appropriate
public access and development potential.
Springfield Water and Sewer Commission;
OPED; Springfield Riverfront Development
Corp.; Friends of the Connecticut River Walk;
Parks & Recreation Department.
Funds to develop a plan for public access and
possible development. See Section VII and
Citywide Plan for resources.
Action Steps
Immediate discussion with the Springfield Water
and Sewer Commission before their plan is
submitted to the EPA in May 2012, in order to
keep options open.
Precedent
Deer Island public access (Massachusetts Water
Resources Authority); City of Phoenix (AZ)
transfer station.
Priority
High (initial discussions and planning)
The York Street Jail site could be redeveloped into
a community, commercial, and recreational asset
between West Columbus Avenue and the riverfront.
70
INITIATIVES
In order to implement this plan, the zoning
and regulatory frameworks must reflect the
goals and guidelines of this plan.
ADOPT THE PROPOSED ZONING AND
SI TE PLAN REVI EW REGULATI ONS
CURRENTLY UNDER REVIEW. The revised
zoning and site plan review regulations
reinforce the Rebuild Springfield objectives
for District One:
Rehabilitation, where suitable, and new
development to enhance the district
Preserving and strengthening the walkable
character of the district
Supporting historic character
Promoting economic development
CONSIDER ZONING MODIFICATIONS TO
PROMOTE ACHIEVEMENT OF THE VISION
AND GOALS OF THIS PLAN. Establish a
Neighborhood Commercial Design Overlay
on South End Main Street to enhance walk-
ability and preserve/enhance character. Con-
sider extending Business C (downtown zon-
ing) along Main to Union or William Street to
provide more fexibility in adaptive reuse and
development in the transition area.
EXPAND URBAN RENEWAL DISTRICT PLANS
AS NEEDED TO REFLECT THE GOALS OF
THIS PLAN. The urban renewal districts in the
South End and Metro Center refect a patch-
work of initiatives, with expanding boundar-
ies made over the years to refect individual
projects. One of the advantages of urban
renewal districts is that developments in the
districts must undergo design review by the
Springfeld Redevelopment Authority. Ex-
panding the urban renewal districts to refect
the entire area covered by the framework dia-
gram in this plan, at a minimum, will ensure
that development and redevelopment proj-
ects will have to meet the basic urban design
guidelines in this plan, as well as making the
area eligible for other action by the SRA that
could advance implementation of the plan.
Expanding boundaries to cover all of Metro
Center, as well as the South End, should also
be considered.
Mayor; OPED; Planning Board; City Council; SRA;
DevelopSpringfield; neighborhood associations;
property and business owners.
Resource Needs
Staff time.
Action Steps
Enact the proposed zoning. Explore, review and
enact adjustments to better reflect the plan.
Explore options for enhancing East Columbus
Avenue gateway frontage. Expand the Urban
Renewal Districts.
Precedents
Cities such as Haverhill and Brockton have
found that overlay districts have helped them in
enhancing the urban environment and attracting
investment.
Priority
Very High. The regulatory framework must be
established quickly to clearly communicate
desired urban design standards to private parties
rebuilding after the tornado and for future
projects.
Make zoning and urban renewal districts
consistent with the rebuilding plan.
71
DISTRICT 1
0 0.1 0.2 0.3 0.4 0.05
Miles
Zoning
Vacant Parcels
Undesignated
Business A
Business B
Business C
Commercial A
Commercial P
Office A
Industrial A
Residence A
Residence B
Residence C
Residence C-2
Conn Riverfront
West Columbus
DISTRICT 1
0 0.1 0.2 0.3 0.4 0.05
Miles
Zoning
Vacant Parcels
Undesignated
Business A
Business B
Business C
Commercial A
Commercial P
Office A
Industrial A
Residence A
Residence B
Residence C
Residence C-2
Conn Riverfront
West Columbus
DISTRICT 1
0 0.1 0.2 0.3 0.4 0.05
Miles
Zoning
Vacant Parcels
Undesignated
Business A
Business B
Business C
Commercial A
Commercial P
Office A
Industrial A
Residence A
Residence B
Residence C
Residence C-2
Conn Riverfront
West Columbus
DISTRICT 1
0 0.1 0.2 0.3 0.4 0.05
Miles
Zoning
Vacant Parcels
Undesignated
Business A
Business B
Business C
Commercial A
Commercial P
Office A
Industrial A
Residence A
Residence B
Residence C
Residence C-2
Conn Riverfront
West Columbus
ZONING
N
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Activate and program public spaces to create destinations, mobilize community
partners for stewardship, and connect important public spaces.
Major Move
F. Public Spaces Strategy
Successful public spaces are lively, secure
and distinctive places because they offer
many things to do and reasons for people
to use them in different ways. It is also
important to plan for different audiences, so
that groups can come together and overlap
in enjoyable, sociable ways.
START WITH A PROGRAM OF ACTIVITIES
AND USES. To create great pl aces,
understand the activities that are going to
occur in these spaces. Design and manage
the spaces to support these activities. Create
destinations and triangulate. Every great
destination, district or downtown needs
at least ten great places to create a critical
mass where visitors and residents alike
can become immersed for hours, or even
daysthe power of ten. Triangulation is
the concept of clustering activities together
to create a busy, dynamic place for many
different types of people at different times
of day.
SUSTAIN EXCELLENCE BY PROVIDING
VIGOROUS MANAGEMENT. Great places
rely on skillful, ongoing management:
staging programs and events (festivals,
performances and markets) in key spaces;
partnership and coordination among the
civic and cultural institutions, and the
public spaces; and design for effective
management strategies.
LIGHTER-QUICKER-CHEAPER. Test ideas
and phase implementation over time to
conserve resources and see what works
through tactical urbanism.
MAINTAIN, ACTIVATE AND PROGRAM
EXISTING OPEN SPACE FOR MULTIPLE
USES RESPONSIVE TO NEIGHBORHOOD
AND/OR VISITOR NEEDS. There is currently
too much unprogrammed open space,
so any additional open space must be
strategically located and programmed:
Identify use and programming first.
Identify size and scale to support use.
Design for visibility and security.
Make it easy to manage and maintain.
Key initiatives for
activation and
programming
Activate public spaces with programming
to attract people to District One.
Activate underutilized private spaces with
temporary uses, programs and events that
enliven the public realm.
Key initiatives for parks
Create programming and stewardship
activities for the newly redesigned and
redeveloped Emerson Wight Park.
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INITIATIVE
Examples of potential programming for
public spaces include:
Improvement in the image of downtown
and the South End wi th ef f ecti ve
wayfinding and branding signage. The
significant presence of world renowned
arts and cultural institutions is not
well-communicated in Metro Center.
Branding arts, culture and entertainment
districts, and implementing effective
signage and wayfinding also would
reduce the fears among suburban-
dwelling audiences of getting lost in the
downtown.
Events with night lighting for historic
and architecturally significant buildings,
spaces, and streetscapes to create
i nt er est i n and appr eci at i on f or
Springfields urban and historic fabric.
Li nk i ng of ar t s , c ul t ur e, and
entertainment districts with public art,
heritage trails, or special landscaping, for
example a Quadrangle District pocket
Acti vate publ i c spaces wi th
programming to attract people
to District One
PUBLIC SPACES STRATEGY
park gateway in Merritt Park (State and
Liberty).
Creation of mini-destinations at transit
stops by working with the PVTA to install
enhancements at key locations where
people congregate for transit.
BID; museums, library or other established
cul tural i nsti tuti ons; col l eges; merchants
associations; PVTA.
Resource Needs
Staff time; coordination with property owners,
artists, micro-entrepreneurs, students; grants
or seed money for organization; marketing
resources.
Springfield Museums or Library; corporate
sponsors. Consult with Light Boston and seek
support from Northeast Utilities.
Action Steps
Meet with cultural groups and potential sponsors
as well as similar groups elsewhere. Program a
series of monthly events for at least six months
to start. Invest in marketing the program.
Monitor and evaluate the program and make any
necessary adjustments.
Precedents
Light Boston, a nonprofit that promotes, plans
and implements lighting of significant buildings,
monuments and public realm with the idea
of creating a Diamond Necklace, including
temporary events. Foundation and private sector
grants are the major source of funding. New
Jersey Performing Art Center successful signage
and wayfinding initiative to encourage suburban
audiences to attend performances in downtown
Newark.
Priority
High
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Working with a group of cultural and civic
leaders from the City of Springfield, PPS
developed a proposed program and layout
of activities, uses, and amenities that would
serve to activate Court Square on a daily and
a seasonal basis. Court Square was selected
as the pilot placemaking site because of its
location downtown, its proximity to major
historical and cultural institutions, for its
historical significance as a central civic
square, and its role as the southern gateway
to downtown.
Daily/ongoing activities would be regularly
scheduled events, permanent amenities,
and facilities that would make Court Square
a comfortable place that people would
want to use, visit, or walk through every
day. These could include a Farmers Market,
table and lawn games, an information kiosk
and event signage, food trucks and outdoor
dining spaces, moveable chairs, a childrens
play area, and spaces for small concerts,
public readings and similar performances.
In the winter, activities and events would
attract people to the Square in the colder
Example: Activating Court Square in Four
Seasons
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Sovereign
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MassMutual MassMutual MassMutual MassMutual MassMutual
Center Center Center
Food trucks,
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Gazebo, public reading,
small concerts
Chess area
Yoga
Lawn games
Lawn games
Table games
Farmers market
Kids play area
Movable chairs,
seating area
Caf /w outdoor seating
Carrousel / Public Art
Kiosk, newsstand
Daily Use Diagram
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City Hall
Springeld
Symphony Hall
MassMutual
Center
Old First
Church
Hampden County
Courthouse
One Financial Plaza
Sovereign
Bank Building
The Hampden
County Hall
of Justice
Food trucks,
sidewalk extension
small concerts
Chess area
Yoga
Lawn games
Lawn games
Table games
Farmers market
Kids play area
Movable chairs,
seating area
Kiosk, newsstand
Draft for review only 12/14/2011
Proposed daily use program for Court Square.
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weather, with a focus on planning events
and attractions that would be in place
before, during and after the holidays. In
summer, Court Square would be an ancillary,
alternate and satellite location where smaller
scale events that complement larger events
taking place throughout the summer all
around the city could have a downtown
venue. For example, were the Hoop City
Jazz Festival to relocate to STCC, a smaller
event, smaller jazz ensembles and youth jazz
orchestras could perform during the same
time period in Court Square. More potential
activities and programs, as well as proposed
physical layouts on Court Square, can be
found in the Appendix.
Court Square could be programmed with different
activities that vary season to season and throughout
the day.
Four-season activity is important. (Image source:
http://media.masslive.com/republican/photo/9781245-
large.jpg)
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INITIATIVE
Empty storefronts or boarded-up buildings
cast a pall on sidewalks, plazas and other
public spaces, detract from the pedestrian
environment, and do nothing to attract
activity or visitors. Many communities have
developed programs to activate these
spaces temporarily while permanent uses are
being sought.
Examples include vacant storefront art and
culture exhibitions and performances and
temporary uses at very low rents in vacant
buildings for micro-entrepreneurs.
BID; Creative Springfield (artist group); museums,
library or other established cultural institutions;
Springfield Cultural Council; colleges; business
associations.
Resource Needs
Coordination with property owners, artists,
micro-entrepreneurs, students; grants or seed
money for organization.
Activate underutilized private spaces
with temporary uses, programs and
events that enliven the public realm.
Springfield Cultural Council grants; Springfield
Museums or Library; corporate sponsors.
Action Steps
Consult with the founders of the Pittsfield
Storefront Artist Project; identify an artist
organization to take the lead to work with the
BID. Decide on locations. Schedule to coincide
with other activities such as festivals in District
One. Invest in marketing.
Precedents
Pittsfield Storefront Artist Project; Somerville
Cultural Council.
Priority
Medium
Over ten years, the Storefront Artist Project in
Pittsfield helped spark the cultural revitalization of
the citys downtown. (Image source: http://www.
storefrontartists.org)
77
INITIATIVE
I n order to f ul f i l l i ts potenti al as a
neighborhood resource, neighborhood
residents and institutions need to feel
responsible for the success of Emerson
Wight Park. The park design includes
passive and active recreation opportunities
for people of all ages. Establishing a sense
of security from the beginning will be very
important, especially strategies for night
security. Programming through the Parks
and Recreation Department by community
institutions, such as the Middle School,
Square One and the Community Center,
and by civic groups should be encouraged.
Stewardship activities, such as park clean
up days, should be organized to include
Create programming and stewardship
activities for the newly redesigned and
redeveloped Emerson Wight Park and
for Riverfront Park.
all segments of the community. Ideally, a
Springfield business should be recruited to
adopt the park.
Parks and Recreation Department; neighborhood
organizations; SECC; Square One; Middle
School; rental management; CNI Advisory Group.
Resource Needs
Support for programming, maintenance and
security.
Create an adopt a park program that recruits
businesses as well as neighborhood groups.
Program classes, walking clubs, and so on to
involve residents. Corporate and foundation
donations.
Precedents
YMCA youth group adoption of a park on Lower
Liberty Heights.
Priority
High. The performance of the park in the first
year after it reopens will set expectations and
standards. If it is seen as consistently safe,
clean, and open to all ages and segments of
the community, the park will become a strong
community asset.
The Emerson Wight Park Improvement plan is currently under construction.
78
INITIATIVE
The highway and rail barriers to the river
obscure one of Spri ngfi el ds greatest
potential assets. In order to attract more
people to the park, the City and Parks
Department with other partners should:
Manage trees to provide selected views to
the river
Support expansion of the bike trail
Bring people to the water by making
access streets and underpasses
pedestrian-friendly
Program events, activities, and exhibitions
on the water
Parks and Recreation Department; Springfield
Riverfront Development Corp.; Friends of the
Connecticut River Walk; South End Citizens
Council; PVPC.
Funding for view maintenance. Organizations to
help program events.
Priority
Medium
Make the ri ver and Ri verf ront
Park more visible and attractive to
residents and visitors.
(Image source: http://www.ctriver.org)
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IX. The Framework for Specific Sites
Certain sites in the South End and Metro
Center are of special importance for the
citys rebuilding and revitalization plan
because they have hi stori c character,
prominent locations, or are publicly-owned:
The Gemini Site on Central Street
Main Street sites in the South End,
especially those at or near the intersection
of Main Street and Union Street
The Armory and the old Zanetti School,
both on Howard Street
13-31 Elm Street on Court Square
The Maple Street Apartments public
housing development in the South End
The Civic Center garage
As noted in the economic development
section, incentives for rehabilitation or
redevelopment of the City-owned sites,
such as site preparation, proper zoning, tax
increment financing, government offices as
tenants, or other benefits, can help attract
developers, as can an updated market
analysis for Metro Center and the South End.
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KEY DEVELOPMENT
SITES
Publicly-owned
Publicly-owned
Privately-owned
Development opportunity sites
1. Gemini and
Morris Street
sites
2. Main Street
sites
3. Howard Street
Amory and
Zanetti School
4. 1331 Elm
Street
5. Marble Street
Apartments
and Civic
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This two-acre city-owned site, prominently
l ocated on Central Street, has been
remediated for soil contamination and
greened but remaining foundation and
demol i ti on rubbl e needs f urther si te
preparation. It is suitable for variety of
usesinstitutional, housing, office, and
open space. The preferred redevelopment
would be compatible with preserving some
of the site as green open space to serve
the neighborhood with passive or active
recreation or community gardens. The
South End Revitalization Coalition expects to
provide the community perspective on the
reuse of this site and the sites role will also
be discussed as part of the Transformation
Plan to be created through the Choice
Neighborhoods Initiative planning process.
The South End Community Center has
expressed interest in the possibility of
rebuilding on this site. Additional adjacent
vacant space across Morris Street could
also become part of the SECC program for
parking or other uses not suitable for the
Central Street frontage. This site is within
easy walking distance to Emerson Wight
Park, particularly if the proposed extension
of Richelieu Street to Maple Street comes to
pass as part of the Choice Neighborhoods
Initiative. Moreover, the
location on Central Street
provides excellent access
from both the South End and
Six Corners neighborhoods.
Following the model at the
Howard Street Armory, the
preference of the SECC is for
the City to retain ownership of
the land and a building to be
constructed, with the SECC
leasing the property for its
activities.
INITIATIVE
Incorporate the Gemini site in the rebuilding
process, potentially by assisting the SECC in
rebuilding and fundraising for a new facility.
Guidelines for a new use on the Gemini site
should include:
Building(s) and green space should occupy the
frontage on Central Street. Parking should
preferably be to the rear or on Morris Street with safe
and well-lit connections to the parking area.
The building and site should be designed to enhance
the pedestrian experience along Central Street.
DevelopSpringfield; SRA; City of Springfield; South
End Revitalization Coalition; SECC; CNI Advisory
Group.
Land for building, parking, and green space
activities; construction funding. See financing
discussions in this District Plan and in the Citywide
Plan.
Action steps
Work with stakeholders to assign a rebuilding use
to the Gemini site and associated Morris Street
lots. Give high consideration to use by the SECC.
Priority
High
Gemini
FRAMEWORK FOR SPECIFIC SITES
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As the urban spine of the South End, Main
Street must be a primary focus of rebuilding
and revitalization activities. The loss of
historic buildings to the tornado at the
critical Main and Union Street intersection
area, including 979 Main Street, was a
significant blow for the South End, where
they provided a strong welcoming presence.
However, a number of retai l ers have
repaired their buildings and returned to
Main Street, and new investments by Caring
Health and replacement of Square One
along Main Street will also add vitality and
Main Street Sites
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customers during the day. Guidelines for
redevelopment of Main Street sites include
the following:
MAIN AND UNION INTERSECTION
As a South End gateway and important
center of activity, the intersection needs to
have buildings with presence that enhance
the public realm. Building facades on all
street frontages should be at least two
stories tall and built to the sidewalk, unless
a setback to provide for outdoor seating
is part of the design. Corner locations
should be occupied by the building rather
than setbacks, plazas, or parking. Any
on-site parking should be to the rear and
opportunities for shared parking should be
explored.
ALL MAIN STREET SITES
Al l Mai n Street bui l di ngs shoul d be
desi gned to enhance the pedestri an
experience along the street. Buildings
should preferably have active ground floor
uses with windows making the interior
visible. If it is absolutely necessary to limit
t r ans par enc y on t he
ground floor, there should
be no bl ank wal l s and
ar chi t ect ur al f eat ur es,
ar t wor k, l i ght i ng, or
significant plantings should
be part of the desi gn
along the street in order
This building in Greenville (SC) holds the corner, and fits
into the areas architectural context.
82
to provide interest to pedestrians. Visible
parking and curb cuts should be minimized
and shared parking options should be
explored.
INITIATIVE
Assist Main Street property owners in
rebuilding and rehabilitation to enhance the
urban and pedestrian-friendly character of
Main Street.
DevelopSpringfield; SRA; OPED; property and
business owners.
Resource Needs
Design and construction funding.
See financing discussions in this District Plan and
in the Citywide Plan.
Action step
Work with property and business owners to
accelerate rebuilding at key locations, such as
Main and Union; provide incentives if needed
for timely rebuilding; promote adherence to
pedestrian-friendly design guidelines.
Priority
High
The eastern side of the Main and Union intersection was devastated by the tornado.
83
The Howard Street Armory and the old
Zanetti School are both owned by the
city. Both are important historic buildings
in the South End, particularly given the
scale of demolition that has already taken
place in the blocks west of Main Street
between State and Union Streets. Both
were substantially damaged in the tornado.
Acquisition by the city of the parking lot
located between the two buildings could
be beneficial in marketing these sites. As
noted earlier, Springfield Housing Authority
administrative staff could be located in office
space in one of those buildings.
Because historic urban character is one of
Springfields competitive advantages, every
effort should be made to find adaptive
reuse options for these buildings. They
are located in the transition area between
downt own- scal e bui l di ngs and t he
neighborhood-scale character of the South
End and would be suitable for offices or
housing.
INITIATIVE
Issue a Request for Proposals consistent
with the Citys goals for these buildings
that of f ers one or both
properties, as well as the
parking lot in between, if
possible. A market analysis
and physical analysis of these
buildings would help guide
the approach to writing the
RFP. The RFP should include
a preference for adaptive
reuse and design principles
appropriate to these sites,
as well as any incentives,
financial or procedural, that the City can
make available.
DevelopSpringfield; SRA; OPED; South End
Revitalization Coalition; CNI Advisory Group.
Funding for market and physical analyses;
rehabilitation and redevelopment funding;
i ncenti ve fi nanci ng; state funding may be
available for pre-development activities and gap
financing.
Action steps
I dent i f y pr e- dev el opment ac t i ons or
commitments that the City can make; pursue
financing for pre-development activities. Develop
clear reuse and design goals. Write and issue the
RFP.
Priority
High
The Armory and the Zanetti School
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T h e A r m o r y
building
Historic buildings with prominent architectural features can attract
owners or tenants who want to be distinctive.
The Zanetti School
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1331 Elm Street is a critical property for downtown revitalization.
The historic, SRA-owned building at 13-31
Elm Street is recognized by all as critical
to enhancing Metro Center and the Court
Square area as a downtown gateway and
symbol of Springfields city identity. Mixed-
use rehabilitation of this building, with
restaurants or cafes among the active uses
on the ground floor, has the potential to
revive Court Square as a vibrant urban park
and public place. Visible from the windows
of the MassMutual Center, it could bring
convention-goers out into the street for
activities and to patronize businesses. A
developer has been designated for this
building who is planning office uses for the
upper floors and restaurants for the ground
floor. It is one of the local projects to receive
funding for engineering and architectural
desi gn through the f ederal l y-f unded
Knowledge Corridor regional sustainable
development planning project.
INITIATIVE
Continue to work with the designated
developer, Knowledge Corridor funders, and
business owners to encourage progress on
this important project.
SRA; DevelopSpringfield; OPED; developer;
Knowledge Corridor Plan.
Rehabilitation funding; see financing discussions
in this District Plan and in the Citywide Plan.
Action steps
Support timely progress for redevelopment.
Priority
High
1331 Elm Street at Court Square
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There are a number of sites in Metro Center
and the South End that merit further study
for revitalization. Two of the most important
are the Marbl e Street Apartments, an
approximately two-acre site in the South
End, and the ci ty-owned Ci vi c Center
Garage behind the MassMutual Center.
INITIATIVE
SUPPORT STUDY OF REDEVELOPMENT
OPTI ONS FOR THE MARBLE STREET
APARTMENTS.
One of the focus areas for the Choice
Neighborhood Initiative planning project
is the Marble Street Apartments owned
and operated by the Springfield Housing
Authority. The CNI process will study a
variety of options, including the replacement
of this development with new scattered site
or mixed income housing. Should this site
become available for redevelopment, it
would be suitable for housing compatible
in density and character with other housing
on Marbl e Street, or f or compati bl e
development connected to park activities.
The proposed extension of Richelieu Street
from Central Street would also become
possible, which would improve connectivity
in the interior streets of the South End.
City of Springfield Housing Department; OPED;
Spri ngfi el d Housi ng Authori ty; South End
Revitalization Coalition; CNI Advisory Group;
DevelopSpringfield; SRA.
CNI funding available for plan; pursue a CNI
i mpl ementati on grant for i mpl ementati on
actions.
Action steps
Create the CNI Transformation Plan.
Priority
High
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Marble Street Apartments
Mixed-income housing developments that preserve
population diversity and contribute to the character of
the neighborhood.
87
Civic Center Garage
The Civic Center Garage could be replaced with a more attractive
parking structure with active uses along the ground floor to add street life
and visual appeal to this critical corner of Metro Center (image source:
Sitephocus).
INITIATIVE
PURSUE EFFECTIVE MANAGEMENT OF THE
EXISTING OR NEW USE FOR CIVIC CENTER
GARAGE.
The Civic Center Garage, with about 1,200
parking spaces, was built in 1971 and has
fulfilled its anticipated useful life. A 2008
study estimated that nearly $4 million in
capital repairs are needed. The garage
is the most frequented in the city, but the
Springfield Parking Authoritys efforts to sell
the garage in late 2010 were not successful.
Improvements to the garage or a successor
building should be part of a plan to improve
the design character of Dwight Street an
connections between Museum Quadrangle,
Pynchon Park, an Main Street connections.
S p r i n g f i e l d P a r k i n g A u t h o r i t y ;
DevelopSpringfield; SRA; OPED; developer.
Rehabilitation funding; see financing discussions
in this District Plan and in the Citywide Plan.
Action steps
Support timely progress for redevelopment.
Priority
High
88
X. Rebuild Better
The 2011 tornado was a tragic shock for
Springfield, but the rebuilding process
offers the citys leaders, residents and
businesses an opportunity to accelerate
downtown and neighborhood revitalization.
In District One, where the South End took
the brunt of destruction from the tornado,
a ser i es of economi c devel opment ,
business improvement, and neighborhood
revi tal i zati on pl ans have been i n the
process of implementation over the last
decade. The most recent successful result
of efforts to bring new resources for city
revitalization is the award of federal funding
under the Choice Neighborhoods Initiative
for a comprehensive planning approach
to People, Housing and Neighborhood in
the South Endone of only 13 such grant
awards nationwide in 2011.
A fundamental goal of this and previous
plans for Springfield is to make the City,
once again, the urban and economic heart
of the Pioneer Valley. Metro Center, with its
historic buildings, cultural and entertainment
assets, and empl oyment centers, wi l l
recapture its role as the downtown of the
region. The South End is an extension of
downtown, and enhancement of its urban
character as a walkable neighborhood
supports the overal l goal of maki ng
Springfield a community of choice for urban
living. Both of these neighborhoods provide
the best opportunities for connecting the
city to the Connecticut River waterfront
across highway and railroad barriers.
I n pur sui ng i mpl ement at i on of t hi s
rebuilding plan, it will be important to
build on previous accomplishments and
establish the organizational capacity to
bring stakeholders together and to pursue
innovative and unconventional funding
sources. The CNI planning process in the
South End offers a tremendous opportunity
to reinforce the recommendations of this
plan and to build broader organizational
and i mpl ementati on capaci ty on the
neighborhood level so that the full range
of neighborhood stakeholders can work
together for positive change. Early action
items that will set the stage for future
success include:
Organizing working groups to implement
different aspects of the plan.
Hiring of a permanent executive director
for DevelopSpringfield, so it can be a
strong partner in Rebuild Springfield.
Focused efforts to secure funds and
financing for rebuilding initiatives.
Working with the CNI process to broaden
community participation in rebuilding and
revitalization across the board.
Re-establishment of community-based
anti-crime initiatives.
Programming of events through the spring
and summer to activate Court Square and
draw people downtown.
89
90
Appendix
91
Many of the recommendations identified in previous plans have been completed, are ongoing efforts or partially complete, or are currently
underway. Other recommendations have been addressed through an alternative strategy, are no longer favored, or have yet to begin. A
summary of implementation progress is provided below.
1. Metro Center and South End - Previous Plans Implementation
Progress
South End Complete Ongoing Underway
Issue South End Urban Renewal Plan Amendment #8, for acquisition and demolition of 9 properties on Marble
Street; relocation of residents
Expand the Basketball Hall of Fame into a sports oriented destination center

Clear and remediate the Gemini Site.

Improve the Union Street and Broad Street connections under I-91 and across East and West Columbus Avenue;
provide underpass improvements such as lighting and art installationssignage and pedestrian improvements have
been made, some art installed.
Enhance Main Street to retain and attract retail; provide streetscape and public realm improvementsMain Street
streetscape improvement project complete
Marble Street Apartments public housinglong-term effort to secure funding underway

Improve housing in the Hollywood area; Rehab Concord Heights and Outing Park Apartments I and II

Expand and improve Emerson Wight Park

Improve Dwight Street Extension

Embark on a community master planning effort to assess the physical environment and recommend changes that
will promote safety, connectivity, and business, and residential diversity
92
In addition, the Hartford-Springfield area, under the leadership of Hartfords Capitol Region Council of Governments, has secured a
Sustainable Communities Regional Planning Grant from HUD, which is known as the Knowledge Corridor. Included as one of the place-
based activities in this plan is funding for engineering design and architectural drawings intended to lead to renovation and rehabilitation of
13-31 Elm Street into a mixed-use building.
Metro Center Complete Ongoing Underway
Renovate and expand the Civic Center to establish MassMutual Center

Improve streetscapes along Main Street; strengthen Main Streets character as a prime commercial and pedestrian
corridor
Advance adaptive reuse of the Main Street Federal Building

Improve pedestrian connections and streetscapes along State Street

Create a continuous recreational area along the Riverfront from the Basketball Hall of Fame to the Memorial Bridge

Demolish the York Street Jail

UMass Design Center now located on Court Square and Cambridge College has located in Tower Square

Provide underpass improvements such as lighting and art installationssignage and pedestrian improvements have
been made, some art installed
Activate the Riverfront with performances and events

Pursue downtown locations for future expansion of STCC, UMass, or other colleges
Develop a telecommunications strategic marketing effort to recruit and nurture telecom-based entrepreneurs, and
attract companies to Springfield -State Data Center located in Metro Center
Upgrade industrial areas

Support regional efforts around the Knowledge Corridor and High-Speed Rail

Redevelop Union Station as multi-modal center

Establish community boating at the Riverfront

Redevelop 13-31 Elm Street

Initiate design review as part of the construction permitting process - new site review process established

Advance redevelopment of the School Department Building

Create small neighborhood parks in the Metro Center including small neighborhood parks anticipated in Morgan Square

Acquire and redevelop 1592 Main Street, the former Asylum night club

Advance State Street redevelopment projects - market analysis for grocery store adjacent to Metro Center; Holiday
Inn Express completed
93
1. Joan Kagan, Square One
2. Ann Awad, Caring Health
3. Joe Gallo, South End Community Center
4. Patrice Swann, South End Community Center
5. Rita Coppola, Springfield Capital Asset Management
6. Paul Picknally, Monarch Enterprises
7. Evan Plotkin, NAI Plotkin
8. Don Courtemanche, BID
9. Tim Allen, South End Middle School
10. Gordon Pulsifer, 1st Resources
11. William Abrashkin, Springfield Housing Authority
12. Sean Cahillane, Springfield Housing Authority
13. Leo Florian, South End Citizens Council
14. Angie Florian, South End Citizens Council
15. John Delaney, Springfield Police
16. Mike Parsons, Northern Heights
17. Carol Costa, Classical Condos
18. Carmine Capua, Mt. Carmel Society
19. Mary Kay Wydra, Convention & Visitors Bureau
20. Paul Stegler, Appleton Corporation
21. Robert Louder, Armory-Quadrangle Civic Association
22. Pat Leary, Chamber of Commerce
23. Demetrios Panteleakis, Opal Real Estate
24. Magdalena Gomez, Teatro V!da
25. Jo Anne Shatkin, CLF Ventures
26. Allen Blair, Economic Development Council, Western Mass
27. Rich Allen, Springfield Board of Assessors
28. David Cruise, Regional Employment Board
29. Fred Christensen, Tower Square
30. John Waite, Franklin County CDC
31. Mike Crowley, Springfield Riverfront Development Corporation
32. Tony Calabrese, AC Produce
33. Sheila McElwaine, Friends of the Connecticut River Walk
34. Frank Sleegers, UMass Design Center
35. Phil Burdick, Landscape Architect
36. Elizabeth Thompson, UMass
37. Linda Williams, Mental Health Association
38. Peter and Madeline Zorzi
39. John Doleva, Naismith Basketball Hall of Fame
2. List of District One Interviewees
94
Findings
An analysis of household incomes within the South End study area found that over 80 percent of all households earn less than 80 percent
AMI (area median income for the Springfield metro region) as determined by HUD. More specifically, 55 percent of households earn below
30 percent AMI, which HUD categorizes as Extremely Low; 18 percent earn between 30 and 50 percent of AMI (Very Low) and 8 percent
between 50 and 80 percent (Low).
Source: ACS 2005-2009 Estimates
Average household size in the area is 2.27, therefore, analysis is based on HUD 2 Person household income limits.
*Due to data breakdowns provided by the ACS, for purposes of analysis, Extremely Low includes all HHs earning under $20,000 (HUD criteria is under $19,750)
**Due to data breakdowns provided by the ACS, for purposes of analysis, Very Low includes all HHs earning under $35,000 (HUD criteria is under $32,850)
***Due to data breakdowns provided by the ACS, for purposes of analysis, Low includes all HHs earning under $50,000 (HUD criteria is under $51,400)
3. South End Household Income Analysis
Extremely Low (30% AMI - below $20K)* 1,071 55.0%
Very Low (50% AMI - $20-$35K)** 355 18.2%
Low (80% AMI or $35-$50K)*** 155 8.0%
Market Rate (Above 80% AMI - above $50K) 368 18.9%
95
Assumptions
The above analysis is based on FY 2011 HUD Income Limits for the Springfield, MA MSA. Income limits used in the analysis reflect HUDs
2-person household figures, which correspond most closely to the areas average household size of 2.27. (Income breakdowns by more
detailed household sizes are not available.)
American Community Survey 2005-2009 household income data was compiled for the five South End study area block groups (8020.001,
8020.002, 8020.003, 8011.021 and 8011.022) to arrive at the income level percentages. Because data breakdowns provided by the ACS are
provided in predetermined increments, for purposes of analysis, Extremely Low includes all HHs earning under $20,000 (HUD criteria
is under $19,750); Very Low includes all HHs earning under $35,000 (HUD criteria is under $32,850); and Low includes all HHs earning
between $35,001 and $50,000. (HUD criteria is under $51,400)
Even when the 513 existing below market rate units within the South End study area are removed from the data, nearly 75 percent of
households still earn below 80% AMI. More specifically, 42 percent of households would be categorized as Extremely Low, 22 percent
Very Low; and 11 percent Low.
Total Households by Income (not including
assisted/below-market housing)
Extremely Low (30% AMI - below $20K)* 600 41.8%
Very Low (50% AMI - $20-$35K)** 313 21.8%
Low (80% AMI or $35-$50K)*** 155 10.8%
Total Households Below 80% AMI 1,068 74.4%
FY 2011 Income Limit Category 2-Person Household
Extremely Low (30% AMI) Income Limits $19,750
Very Low (50% AMI) Income Limits $32,850
Low (80% AMI) Income Limits $51,400
Median Income $69,300
96
Working with a group of cultural and civic leaders from the City of
Springfield, PPS has developed a program and layout of activities,
uses, and amenities that would serve to activate Court Square on
a daily as well as seasonal basis. Court Square was selected as
the pilot Placemaking site because of its location downtown, its
proximity to major historical and cultural institutions, for its historical
significance, and the fact that this space is the closest thing
Springfield has to a vital Central Civic Square.
WINTER PROGRAM
As a winter city, we began focusing on activities and events that
would attract people to the Square in the colder weather, with
a focus of planning events and attractions that would be in place
before, during and after the holidays.
ELM STREET SIDE
Holiday Market/ Crafts and Gifts
Tables and Chairs around a fire pit
Temporary Ice Skating rink and skate rental
Vendors selling hot chocolate and beverages
MAIN STREET SIDE
Installation of two PVTA historic trolleys; one would serve as the
Event office
Information kiosk/newsstand
Event signage
COURT STREET SIDE
Temporary/portable Stage set up on the steps of Symphony Hall
Holiday tree/Decorations
4. Activation Program for Court SquareSpringfield, MA
Submitted by PPS
COURT SQUARE AVENUE
Temporary/portable Screen
Holiday tree/Decorations/Nativity Scene
CENTER AREA
Holiday Food Market with prepared foods, fresh foods, carry out
Tables and chairs/moveable seating
Public art/Carousel
PROGRAMS AND ACTIVITIES
Caroling
Traditional African American carols by youth
Emancipation Proclamation Event
Tours on the Underground Railroad
Old First Church organ recital
Author/Poetry Reading
Storytelling
Winter Fashion Show - connect with Womens History Month
events
Community Theater Performances
Quilting demonstrations
Winter Market (clothing, crafts, gifts)/Cringle Market
Art/Craft Table for kids
Santa Arrival and Carriage Rides
Antique Trolley rides
Log carving
Cross country skiing and Snowshoeing along the Riverfront
97
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MassMutual
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Old First
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Springeld Springeld Springeld Springeld Springeld
Symphony Hall Symphony Hall Symphony Hall Symphony Hall
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MassMutual MassMutual MassMutual MassMutual MassMutual MassMutual
Center Center Center
Holiday market
Crafts and Gifts
Holiday food market
Crche
Christmas Tree
Screen
Ice skates rental
Ice skating rink
Bus shelter
Hot chocolate
hot beverages
Holiday gift market
Tables and repit
Stage, Christmas tree
Public Art / Carrousel
Kiosk, newsstand
Antique trolley
Winter event diagram
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Springeld
Symphony Hall
MassMutual
Center
Old First
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Hampden County
Courthouse
One Financial Plaza
Sovereign
Bank Building
The Hampden
County Hall
of Justice
Food trucks,
sidewalk extension
small concerts
Chess area
Yoga
Lawn games
Lawn games
Table games
Farmers market
Kids play area
Movable chairs,
seating area
Kiosk, newsstand
draft for revieW only 12/14/2011
98
SUMMER PROGRAM
The idea is to use Court Square as an ancillary, alternate and
satellite location where smaller scale events, that complement
larger events taking places throughout the summer all around the
city, could have a downtown venue. For example, were the Hoop
City Jazz Festival to relocate to STCC, a smaller event, smaller jazz
ensembles and youth jazz orchestras could perform during the same
time period in Court Square.
ELM STREET SIDE
Food Market/ Crafts and Gifts area
MAIN STREET SIDE
Event signage
COURT STREET SIDE
Food trucks at the corner of Main and Court with outdoor
seating
Pop up caf in the street (in an extended sidewalk area)
Outdoor dining on the plaza of the Sovereign Bank Building
COURT SQUARE AVENUE
Market Area
Game Tables
CENTER AREA
Food carts and food vendors
Childrens play area
Public art/Carousel
Pavilion for small concerts, author readings, etc.
Spring Flower MarketConnect to Quadrangle Event -
Arbor DayTree planting; kick off and end at Court Square
Thai New YearSongkran celebration
Arbor DayTree planting; kick off
Springfields 375th Chorus -
Spinoff the Pancake Breakfastevening event
Earth Day
Cinco de Mayo
Ekphrasis Poetry (poetry inspired by other art)
Bastille Day
Hoop City jazz festival
Ice Cream Festival
Storm Stories Event - 1 Year Anniversary of the Tornado
Spinoff Star Spangled Springfield pre or post-event
Frederick Douglas speechshould it be on July 4?
Wild West Days
Maker Fair with kids
Harvest Festival
Lead-up to VPC Spring/Summer Open Admission Show
Closing Memorial Bridge for a Street Fair
Outdoor movies
Markets
Poetry Slam/Continuous readings (Dr. Seuss collected works)
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Symphony Hall
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Old First
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Hampden County
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The Hampden
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One Financial Plaza
Sovereign
Bank Building
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Center Center
Food trucks,
sidewalk extension
Pavilion, Public reading,
small concerts area
Chess area
Market area
Screen and Stage
Table games
Market area
Caf, food carts
Kids play area
Movable chairs,
seating area
Kiosk, newsstand
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Springeld
Symphony Hall
MassMutual
Center
Old First
Church
Hampden County
Courthouse
One Financial Plaza
Sovereign
Bank Building
The Hampden
County Hall
of Justice
Food trucks,
sidewalk extension
small concerts
Chess area
Yoga
Lawn games
Lawn games
Table games
Farmers market
Kids play area
Movable chairs,
seating area
Kiosk, newsstand
Summer event Diagram Draft for review only 12/14/2011
100
DAILY / ONGOING ACTIVITIES
These are suggestions for regularly scheduled events, permanent
amenities, and facilities that would make Court Square a
comfortable place that people would want to use, visit, or walk
through every day.
ELM STREET SIDE
Farmers Market
Yoga and exercise classes
Table games (using UMASS space as the rental concession)
Lawn Games
MAIN STREET SIDE
Event signage
COURT STREET SIDE
seating
COURT SQUARE AVENUE
Game Tables
CENTER AREA
Childrens play area
Public art/Carousel
Spring Flower MarketConnect to Quadrangle Event - Weekly/
Monthly
Outdoor games:
Checkers/Backgammon - All day
Pingpong - All day
Boule/bocce - All day
Giant Chess - All day
Dominoes - All day
Horseshoes - All day
Foosball - All day
Yoga/exercise classes - Noontime
Battle of the Board Games - Annually
Art in Vacant Storefronts - Ongoing
Pre-events to MassMutual Center, Springfield Symphony,
CityStage, etc. early evening
Concerts - noontime/lunchtime
Markets - Weekly
Noontime author readings - Noontime
Tours of the Underground Railroad - Monthly
Book Fairs/Book sales/Book giveaways - Weekly
Vending Cars/Food Trucks and diningchairs around the statue
& fountain - Daily
Wifi - Year round
State of the Art Transit amenities - Ongoing
International Newsstand - Daily
Wayfinding/directional signage/info kiosk
Downtown BID
Health Fairs
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Center Center
Food trucks,
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small concerts
Chess area
Yoga
Lawn games
Lawn games
Table games
Farmers market
Kids play area
Movable chairs,
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Kiosk, newsstand
Daily Use Diagram
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Hampden County
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Sovereign
Bank Building
The Hampden
County Hall
of Justice
Food trucks,
sidewalk extension
small concerts
Chess area
Yoga
Lawn games
Lawn games
Table games
Farmers market
Kids play area
Movable chairs,
seating area
Kiosk, newsstand
District 2
MAP L E HI GH- S I X COR NE R S ,
OL D HI L L , UP P E R HI L L ,
F OR E S T P AR K
F E B R UAR Y 2 8 , 2 0 1 2
Contents
Introduction 01
Community Driven Process 02
Vision Statement 03
Guiding Principles 05
Major Moves
Transform Housing 08
Key Initiative: Coordinated Housing Strategy 10
Key Initiative: New Infill Housing 16
Key Initiative: Preservation as a Revitalization Tool 26
Expand Economic Opportunity 34
Key Initiative: Job Training and Small Business Support 36
Key Initiative: Enhanced Neighborhood Businesses 44
Key Initiative: Promotion and Marketing of the Community 56
Invest in Quality Neighborhoods 62
Key Initiative: Streetscape Improvements 64
Key Initiative: Reuse of Vacant Lots 70
Key Initiative: Property Maintenance for Homeowners and Renters 78
Key Initiative: Safe and Convenient Transit 84
Strengthen Community Through Education Institutions 90
Key Initiative: Quality Schools as Community Anchors 92
Key Initiative: Collaborative Partnership Between Colleges and Neighborhoods 102
Promote Safe and Healthy Living 108
Key Initiative: Community Safety 110
Key Initiative: Integrated Healthy Food System 114
Key Initiative: Healthy Lifestyles 124
Build Community Capacity 134
Key Initiative: Capitalizing on an Engaged Community 136
Key Initiative: Coordination of Community Services 142
Appendix
Photograph References A4
Neighborhood Overview
Demographics A6
Land Use A6
Services and Amenities A7
Infrastructure A7
Housing A8
Employment A10
Public Safety A11
Public Health A11
Education A12
Post-Tornado Conditions A12
Needs and Opportunities A13
Community Meeting Results
October 12, 2011 Meeting A14
November 15, 2011 Meeting A20
December 14, 2011 Meeting A23
Previous City and Neighborhood Plans A30
Partnership / Stakeholder Organizations A34
Rebuild Springfield Town Hall Website Results A38
4
1
DI S T R I CT 2 - MAP L E HI GH- S I X COR NE R S , OL D HI L L , UP P E R HI L L , F OR E S T P AR K
1
Introduction
With the same determination, resiliency, and spirit that defined the communitys
response in the aftermath of the June 1st tornado, the people of Maple High-Six
Corners, Old Hill, Upper Hill, and Forest Park have come together to undertake a critical
dialogue about the future of their neighborhoods and city.
It is challenging to think about long-term planning while immediate rebuilding needs are
so pressing, but Springfields citizens have responded with a powerful shared vision for
how they can rebuild in a way that strengthens their communities for the future.
The neighborhoods of Maple High Six Corners, Upper Hill, Old Hill, and (northern)
Forest Park make up planning District 2, a richly diverse section of Springfield. Because
only the northern area of Forest Park was damaged by the tornado, our analysis
includes only a small portion of this neighborhood (the two Census tracts bounded by
Mill River and Watershops Pond to the north, Belmont Ave, Sumner Ave, and the old
Highland Division rail line). Many challenges faced District 2 neighborhood even before
the tornado struck: abandoned properties, substandard housing, low homeownership
rates, higher than average crime and poverty, and low educational attainment. With this
context, the conversations in District 2 have been intense and complex, but consistently
hopeful and resolute to achieve something better.
In District 2, perhaps more than anywhere else in the city, there is an opportunity for the
rebuilding process to have a transformative impact. The scar of the tornados path in
this part of Springfield revealed the challenges and allowed them to air. What emerged
from these dialogue sessions is a strong commitment to rebuild stronger than before, an
engaged community newly energized to improve their community, and a recognition of
how District 2s vibrant diversity could become the backbone upon which to rebuild.
There is hope and energy in District 2, and it should be channeled into the
implementation of the plan, the next stage of this work. There is room within each of
the initiatives described in this plan for every resident and stakeholder to contribute to a
better future.
To quote one District 2 stakeholder: To rebuild the community, you need to rebuild the
mind set of the people.
District 1
3
2
1
2
3 District 3
District 2
1
2
3
4
Six Corners 1
2
3 Upper Hill
Old Hill
4 (Northern) Forest Park
2
Over the past few months, hundreds of ideas were shared by residents and
stakeholders at public workshops, online forums, stakeholder interviews, advisory
committee meetings, and numerous conversations throughout the community. This
input forms the basis of the vision, guiding principles and initiatives that follow.
This word cloud represents the ideas and input from public meetings. The larger the word, the more often it was mentioned. Credit: wordle.net
Community-Driven Process
3
Community Meetings
Three community meetings were held in District
2 over the course of three months, allowing
residents and stakeholders to be in dialogue with
each other as they responded to questions posed
by the planning team. Common themes emerged
in these sessions, and powerful report backs from
each table set the tone for how this communitys
energy would frame a new vision. The energy and
passion exhibited in these meetings was critical to
developing initiatives that matter on the ground in
the neighborhood. This same spirit will be critical
to maintain in the implementation phase as well.
Face to Face Conversations
Beyond parti ci pati on i n the three di stri ct
meetings noted above, many stakeholders in the
community shared valuable time and input by
meeting in person with representatives from the
planning team. Held in various venues around
the city, these conversations provided specific
insight on particular issues ranging from in-
depth knowledge or visionary input for particular
buildings and properties in the district, to broad
conversations about education and economic
vitality in the community, with much more in
between.
Social Media
Dialogue did not end at the conclusion of public
meetings. MindMixer, Facebook and other social
media served as a 24-hour-a-day public forum
for participants to continue the conversation
with each other about the rebuilding of their
community.
Existing Plans
This plan was informed by the good ideas and
thoughtful analysis from a variety of perspectives
and stakeholders, and builds upon the planning
and visioning work that already exists, including
City plans, reports and studies from a variety of
agencies, and neighborhood visioning documents
that demonstrated the proactive participation
of District 2 residents in planning for the future.
Refer to the Appendix for a comprehensive look
at the plans reviewed.
Guidance by Rebuild Springeld Advisory
Committee
An appointed group of volunteers acted as an
Advisory Committee. Over the course of the
planning process, the Advisory Committee
provided a sounding board for many items, and
offered high level feedback to guide the plan
recommendations.
Economic and Real Estate Analysis
The recommendations of this plan are grounded
in an economic analysis that reflects the unique
needs and opportunities in Springfield. HDR
provided analysis and forecasting based on an
intimate knowledge of economic and workforce
development in Springfield and the Pioneer
Valley. Byrne McKinney & Associates conducted
an in-depth real estate market analysis, as well
as an examination of the potential funding
resources necessary to implement the varied
recommendations of this plan. These analyses
guide the recommendations and resource
opportunities throughout this plan. More detail
can be found in the appendix.
4
Build on strong relationships and neighborhood pride
to proactively reinvest in our community. Leverage
our balanced diversity and unleash the potential of our
historic neighborhoods to create beautiful, safe, and
thriving communities.
Vision Statement
5
Guiding Principle 1
Build on the strong commitment and pride in the neighborhoods to
support communities and organizations that are connected, engaged,
and working together.
Guiding Principle 2
Improve quality of life and provide new opportunities for residents by
enhancing the health, safety, and vitality of the community.
Guiding Principle 3
Preserve and promote the hi story and character of the
neighborhoods as an amenity that enriches quality of life and attracts
new residents and businesses.
Guiding Principle 4
Achieve a sustainable and equitable balance of owners and renters, incomes,
housing types, land uses, employment opportunities and services that meets
the needs of residents while positioning the community to thrive and flourish
in the future.
Guiding Principle 5
Value the diversity of people, cultures, and activities and recognize this
diversity as a source of resilience, creativity, learning, empowerment, and
collaboration that strengthens the neighborhoods.
Guiding Principle 6
Demonstrate public and personal commitment, improve perceptions, and
attract new energy and investment through neighborhoods that are attractive
and well-maintained.
Guiding Principles
Vision and Guiding Principles >> Major Moves >> Initiatives
The Vision and Guiding Principles represent the high-level values and aspirations of the community and inform the Major Moves.
The Major Moves represent the big ideas and transformative actions that together are necessary to achieve the communitys vision. The Major Moves
are supported by Key Initiatives and provide the framework to organize those Key Initiatives.
The Key Initiatives identify specic projects, policies, and programs that support the Major Moves, with information on the partners, resources and
action steps necessary to successfully implement the recommendations.
6
Major Moves
The vision and guiding principles reflect
the identity, values, and priorities of District
2 residents and stakeholders, and paint a
picture of the future to which they aspire.
From this compelling vision, six Major Moves
emerged six broad actions that will transform
District 2 neighborhoods if implemented
successfully. Each major move is supported
by several Key Initiatives. For each Initiative,
a brief description is provided, along with
suggestions of who can push forward the
implementation of the initiative, potential
Stakeholders and Partners, possible Resource
Opportunities, thoughts on Prioritization,
and recommended Action Steps towards
implementation. In some cases, the initiatives
include Implementation Opportunities, which
are specific locations or projects where the
recommendations of the initiative can be
undertaken as part of the rebuilding process.
Transform Housing
Expand Economic Opportunities
Invest in Quality Neighborhoods
Strengthen Community through
Educational Institutions
Promote Safe and Healthy Living
Build Community Capacity
Key Initiative Priority
(1-5)
Domain
Cultural Physical Economic
Organiza-
tional
Educa-
tional
Social
Transform Housing
Coordinated Housing Strategy
5
New Infill Housing 4
Preservation as a Revitalization Tool
2
Expand Economic Opportunity
Job Training and Small Business
Support
5
Enhanced Neighborhood Businesses 4
Promotion and Marketing of the
Community
2
Streetscape Improvements 3
Reuse of Vacant Lots 3
Property Maintenance for
Homeowners and Renters
5
Safe and Convenient Transit 4
Strengthen Community Through Education Institutions
Quality Schools as Community
Anchors
5
Collaborative Partnership Between
Colleges and Neighborhoods
3
Community Safety 4
Healthy Lifestyles 3
Integrated Healthy Food System 4
Capitalizing on an Engaged
Community
3
Coordination of Community Services 5
7
Hickory Street
New Infill Housing
Central Street
Integrated Healthy Food System
Full Service Grocery Store
Enhanced Neighborhood Businesses
Six Corners Intersection
Watershops Armory Area
Promotion and Marketing of the
Community
Mason Square
Anchors
New Brookings School
(Former MacDuffie School)
Veritas Prep Charter School
District Overview Map
Healthy Lifestyles
Mill River Trail
Highland Division Rail Trail
Capitalizing on an Engaged
Community
Churches as Anchors
Implementation Opportunity:
Hickory Street
Implementation Opportunity
Potential Street Improvements
Potential Trail Network
Parks
Potential Greenways
Tornado Path
Veritas Preparatory
Charter School
(Former McDufe School)
Central Street Inll Housing
Full-Service Grocery Store
Mason Square
: Implementation Opportunity:
Elias Brookings School
Implementation Opportunities
8
Major Move 1
Transform Housing
This Major Move focuses on strategies to support healthy,
viable neighborhoods with well-designed, high-quality housing
that meets resident needs, expands opportunities, attracts
new investment, and positions the community to thrive in the
future. A successful housing strategy must provide the right
amount of housing in the right location, and carefully integrate
new housing to strengthen neighborhoods and reinforce a
sense of community. Coordinating housing development with
associated public investments in streets, transit, community
spaces, and public facilities helps to focus energy and leverage
scarce resources for maximum impact. By supplementing
housing with capacity building efforts to promote education,
training, skill development, and self-sufficiency, housing
programs can help to support and maintain neighborhoods
over time.
Key Initiatives
Bring partners together to develop a coordinated strategy to:
Provide higher quality housing that is better integrated into the community
Provide the right amount and type of housing in the right locations
Coordinate with public investments in infrastructure, facilities, and programs
Supplement housing programs with capacity building efforts to promote
education, training, skill development, and self-sufficiency
New Infill Housing
Broaden the impact of successful programs
Explore pilot projects in heavily damaged areas
Streamline infill housing development with vacant lot management strategies
Increase advocacy for preservation with the City and the general public
Establish a revolving loan fund for preservation
Supplement traditional preservation resources with programs for weatherization,
energy efficiency, and green building for all homes
Develop an emergency weatherization and stabilization program
9
10
Transform Housing
Provide higher quality housing that is better integrated into the
community
Provide the right amount and type of housing in the right locations
and support expanded homeownership
Coordinate with public investments in infrastructure, facilities, and
programs
Supplement housing programs with capacity building efforts to
promote education, training, skill development, and self-sufciency
District 2 neighborhoods face a balancing act for housing. On one hand, there
is a need to provide adequate affordable housing to those in need, while avoiding
concentration of poverty and the negative impacts this can have on a community.
On the other hand, there is a need to attract new market-rate housing, and create
neighborhoods that are viable and self-sustaining in the long-term. This balancing
act creates challenges for the District, but within these challenges is the greatest
opportunity for transformation. In District 2, there are a multitude of agencies and
organizations working to address different aspects of the housing challenge, including
construction of new homes, supportive services that assist new homeowners,
strategies to return vacant properties to viable use, employer incentives to attract
new residents, and many other efforts. These are important undertakings that are
having a positive impact, but to have a transformative impact at a community scale,
these efforts need to be coordinated and working toward a common vision for a
sustainable, healthy, equitable community.
Crafting a strategic and coordinated plan for housing initiatives and projects has
the potential to maximize the tremendous effort of existing agencies in Springfield.
An agreed upon strategy helps to prioritize efforts, increase the effectiveness of
grant applications and most importantly can improve the impact of projects. A
The city-wide planning process is organized according to the six domains of a healthy and vibrant
community. Domains that are positively impacted by the Initiative described on this page are
indicated above.
11
shared framework for public entities, non-
profits, and developers will address housing
needs in a comprehensive and systematic way
to provide higher quality housing that is better
integrated into the community. This includes
understanding and capitalizing on emerging
market and demographic trends, providing the
right amount and type of housing in the right
locations, coordinating with public investments
in infrastructure, facilities, and programs, and
supplementing housing programs with capacity
building efforts to promote education, training,
skill development, self-sufficiency.
1
The creation of a coordinated housing strategy
would:
Identify housing needs and establish an
appropriate balance
Introduce new housing types
Identify specific sites and projects
Prioritize needs and projects
Identify funding sources
Identify capacity of housing stakeholders
Coordinate partnerships and project
responsibilities
1 A preliminary analysis of the market and demographic
trends can be found in the financial analysis section of the
Citywide Appendix
Support existing programs
Allow housing implementation to happen at the
community scale
Organize and integrate all of the above in a bold
new vision that embraces and transforms the
future
The development of a strategy is critical for
rebuilding efforts in District 2, and is also
fundamental to success of Springfield as a
community. Reinvestment and attention to
current housing challenges are at the core of the
creation of stronger neighborhoods and thriving
communities. The tornado rebuilding process
presents an unprecedented opportunity to take
a fresh look at the entire housing picture and
tackle the Districts housing challenges. Damaged
and destroyed housing needs to be rebuilt, and
there is a brief window where energy, attention,
and resources are focused in a way that makes a
shared housing strategy possible. The rebuilding
of tornado-impacted housing represents the
first step of a long-term coordinated strategy
and will be most successful if undertaken with a
long-term integrated strategy in mind, including
coordination with other efforts to build capacity,
improve quality of life, support homeownership,
and expand economic opportunity.
12
Priority
Supportive Critical
Springfield Development Services Division
Office of Housing
Office of Neighborhood Services
Office of Planning and Economic Development
Springfield Redevelopment Authority
HAP Housing
Greater Springfield Habitat for Humanity
Home City Housing
Private Developers
Neighborhood Councils
Non-Profit Services
Area Churches
Springfield College
American International College
Resource Needs
The development of a coordinated housing
strategy is not primarily a matter of financing,
but of organization, vision, and a
comprehensive approach
Housing needs, program needs, and resource
shortfalls would be identified as part of a
comprehensive strategy
Various agencies and organizations are
providing housing development and programs
with existing resources. At a minimum, a
coordinated plan can focus and leverage
existing resources and efforts for maximum
impact and movement toward a long-range
vision for housing in the area. It is very likely
that a powerful new integrated vision would
create new funding potential from public and
private sources.
Gateway Plus Action Grants. This State
sponsored program for Gateway cities provides
$1.35 million in funding to cities for planning
activities that expand housing opportunities
and support the revitalization of neighborhoods
to enhance economic vitality and the quality of
life for all residents.
Action Steps
Bring partners together to commit to the
creation of a housing strategy
Identify needs, capabilities, and resources
Create a shared comprehensive long-term
strategy for housing that meets needs,
strengthens neighborhoods, and outline
available and sustainable future.
Support, create, and expand partnerships and
programs to address housing needs in a
coordinated way at a community scale
Identify specific sites, projects, development
opportunities and coordinate with other public
investments (infrastructure, schools, community
facilities) to have a transformative impact on the
community
Explore new and creative financing tools to
promote quality housing
Project Location
While a coordinated housing strategy would
address housing needs and opportunities
throughout the District (and potentially city-wide),
the urgent focus of a strategy should be along the
Hickory Street and Central Street Corridors, which
were both heavily damaged in the tornado, but
which also have great potential to implement a
new approach to housing in the District. Walnut
Street, the northern sections of Old Hill, as well
as vacant, abandoned, and city-owned property
throughout the District also present opportunities
for new infill housing development as part of a
coordinated strategy.
13
A Comprehensive Housing Strategy for
Washington D.C.
This 2006 plan began with the creation of
a task force representing a cross section of
stakeholders. This task force developed
a housing vision focused on increasing
residential development and preservation
throughout the ci ty, and establ i shed
recommendations for the amount of housing
at various price points, target homeownership
rates, and other measures. This task force
eventually evolved into a standing oversight
committee to implement the strategy and
report regularly to the Mayor.
Recommendations of the plan included:
Encouraging development of new
neighborhoods on large privately- and
publicly-owned vacant and underutilized
sites, particularly along transit corridors.
Supporting the formation of community
land trusts run by public, private, non-profit,
or community-based organizations, which
would acquire and hold land and provide
long-term leases to developers.
Modifying or revising zoning restrictions to
allow development of affordable or mixed-
income housing, particularly on vacant or
underutilized parcels
Providing pre-development, acquisition,
and rehab subsidies to developers for
acquisition and renovation of existing
buildings to preserve or provide affordable
housing, and augmenting funds to facilitate
the purchase of land and other properties at
greater scale in lower-income areas.
Expanding the Districts employer-assisted
housing program for city government
workers by increasing the amount of awards
for down payment and closing cost
assistance, and encouraging private
employers to develop employer-assisted
housing programs.
Targeti ng and l everagi ng housi ng
investments by coordinating use of public
money in areas with complementary support
for developing schools, jobs, and other
services and coordinating housing policy
with the work of other departments and
agencies.
Increasing the Citys homeownership rate by
providing a tax credit to low-income, long-
term homeowners to help with home
maintenance
http://www.housingpolicy.org/building_a_
strategy/faqs/washington_prole.html
Precedents
14
Hickory Street
The areas along Hickory Street were among the most
severely damaged by the June 1st tornado. Several
factors make Hickory Street a particularly important
opportunity for rebuilding. First, a number of residential
homes and compl exes were heavi l y i mpacted
and need to be rebuilt, including the Hill Homes
housing cooperative. Second, the corridor includes
a concentration of vacant and underutilized property
that can accommodate new uses and redevelopment.
Finally, the street is anchored by a variety of important
uses that together have the potential to catalyze new
development and transform the area. Springfield
College is located at the east end of Hickory Street,
while the historic Watershops Armory building, a
neighborhood commercial center, Brookings School,
and Ruth Elizabeth Park are important amenities located
at the western end of the street.
As part of the Rebuild Springfield planning process in
District 2 many stakeholders in the area, including Hill
Homes, Springfield College, Spring Hill, and the City
of Springfield, have engaged in dialogue and formed
relationships to begin to define a new redevelopment
strategy that would transform the Hickory Street area
into a community hub for living, working, shopping,
and learning. While these talks and partnerships are
still preliminary, they represent an important model for
how a coordinated, collaborative strategy shared by
residents, institutions, developers, can have significant
long term impact on the vitality and long-term
sustainability of an area.
Many recommendati ons for i mproved
housing, streetscapes, job opportunities,
and schools are put forth in this district plan.
For these initiatives to be successful, a fully-
integrated approach is needed. Rebuilding
af ter the tornado presents a uni que
window of opportunity to implement this
catalytic redevelopment strategy. This new
approach must move forward with a diverse,
coordinated effort and be predicated on new
and innovative partnerships, housing types,
and land ownership patterns. The physical
result is a combination of mixed-income
housing units, attached and multi-family
housing, infill housing built on vacant lots
scattered throughout the neighborhood,
mixed-use development that activates the
area while supplying retail and services for
residents and students, and well-maintained
and utilized parks and open space. Most
importantly, this new strategy results in a
more healthy, vital, and vibrant area.
The following redevelopment proposal is
one potential scenario for Hickory Street,
and illustrates how various physical elements
and stakeholders can work together to achieve
a transformative outcome. While this concept
must continue to be refined as dialogue and
negotiations between stakeholders continue,
potential components of redevelopment on
Hickory Street are described below:

Repurposed Brookings School building After
the tornado the Springfield School District
determined that renovation of this building for
re-use as an elementary school is not ideal. The
cost of upgrades required per code is significant
and would still not yield a facility that will meet
school building standards. However, with its high
ceilings, historic architecture, and floor plan, this
building would be an ideal space for studio, one,
and two-bedroom residential units.

Development of a new Elias Brookings School
A new community-based school at the corner of
Walnut and Hickory Streets would provide a strong
anchor for the entire district. The new location
could also create a link with Springfield College
and further promote more involvement of the
schools within the community and vice versa. A
new school site would allow for the development
of a protected outdoor space for student activities
while also accommodating a shared community
facility such as a gym (see the Quality Schools as
15
SPRINGFIELD
COLLEGE
POTENTIAL
HILL HOMES
SITE
PROPOSED
PARK
PROPOSED
SITE FOR NEW
BROOKINGS
SCHOOL
P
O
T
E
N
T
I
A
L

C
O
L
L
E
G
E

E
D
G
E
MIXED-USE,
PEDESTRIAN SCALE
NEIGHBORHOOD
CENTER
ENHANCED USE
OF WATERSHOPS
ARMORY BUILDING
NEW
MIXED-
USE
RUTH
ELIZABETH
PARK
REPURPOSED
BROOKINGS
SCHOOL
Potential Hickory Street Redevelopment Concept
Dialogue is ongoing between a variety of stakeholders to create a final redevelopment scenario
16
Community Anchors recommendation for further
description of Brookings). The new location would
also help connect public space along Hickory from
Ruth Elizabeth Park to improved park land along
Watershops Pond.
Relocated Hill Homes Many units of the
Hill Homes cooperative were damaged in the
tornado and must be rebuilt. By rebuilding in a
new location along Hickory St. residents could
build better quality housing while maintaining
access to the waterfront via improved park space.
Residents would also have the opportunity to rent
or own in either attached or detached structures
interspersed throughout the neighborhood. This
allows the cooperative to forge new relationships
with the surrounding community and educational
institutions while living near the services and retail
that are also proposed.

Park and Open Space Improvements Residents
at the community and stakeholder meetings
identified this park as unsafe because of the illicit
activity that takes place there. Redesigning and
activating this park is crucial for the vitality and
safety of the area. The integration of community
gardens, better lighting, higher levels of police/
neighborhood watch patrolling, and more activity
from the nearby recommended mixed use
structure will create more activity in and around
the park. The Park also represents an important
amenity for a repurposed Brookings school
building, a new Brookings School located across
the street to the east, and to new residential
development in the area, including Hill Homes.
The land just east of Watershops Armory has
certain restrictions that make redevelopment
of the parcel difficult. This site is ideal for new
parkland and would link to an existing park to the
east to provide continuous parkland and greater
access to the waterfront. This site would also afford
residents a unique view of the historic Watershops
Armory.
Retail and mixed use Creating mixed-use and
retail structures near the Watershops Armory
would provide quality living options for workforce
housing and serve as another key anchor in
redevelopment of the area. The residential
component of mixed use developments help
ensure vitality and activity while new retail would
provide needed amenities and healthy lifestyle
options for current and new residents. This
additional activity would also help to strengthen
the Watershops Armory building as a community
anchor.

Potential expansion of Springfield Colleges
western boundary Available land for expansion
is a common concern among many colleges across
the country. Springfield College is confined to
the south and east and owns scattered parcels
just west of their campus. The future expansion
needs of the college must be included in the
redevelopment strategy discussion of the Hickory
Street area. A robust dialogue and partnership
between Springfield College, area residents, and
the City can ensure that expansion of the college
is integrated into the neighborhood in a way that
mutually benefits both the college and residents.
Streetscape I mprovements Streetscape
improvements along Hickory Street, including a
reconfiguration of intersections at Allen Street
and Central Street, can provide a unifying link for
this key area functioning as an amenity for new
housing, neighborhood retail, a new Brookings
school, the Watershops Armory building, and
Springfield College.
17
Existing Conditions
Potential Redevelopment
18
Transform Housing
New Infill Housing
indicated above.
Broaden the impact of successful programs
Explore pilot projects in heavily damaged areas
Streamline infill housing development with vacant lot management
strategies
District 2 has a large number of vacant and city-owned lots, and also faces challenges
with abandoned, blighted, and foreclosed properties. The June 1st tornado has
further exacerbated these issues, with many more properties damaged or destroyed,
particularly along Central Street, Walnut Street, Hickory Street, and surrounding areas.
District 2 also has a very low homeownership rate in comparison with the rest of the
city, state, and nation, and faces challenges with maintenance and code enforcement
due to inattention from absentee investors and landlords.
Together these factors speak to the need and opportunity for new, quality infill
housing to rebuild what was lost, attract new investment, increase ownership, and
meet the housing needs of area residents while making the neighborhood more
healthy, vital, and sustainable in the long term.
There are already a number of organizations doing very successful and important
housing work in the neighborhood, including some collaborative partnerships that
are potential models for broader efforts in the community. For example the Old
Hill Neighborhood Council, Springfield Neighborhood Housing Services, Greater
Springfield Habitat for Humanity, and HAP Housing are partnering to develop one
hundred new or rehabilitated energy-efficient homes for owner occupants in the
Old Hill neighborhood, and are supported by a loan fund guaranteed by Springfield
College that allows the collaborative to acquire property at below-mark-rate rates.
19
New Infill Housing
City Owned Properties
Vacant Properties
Tornado-Damaged
Residential Properties
Focus Areas for New Inll
Housing
Tornado Path
20
The City has been a critical partner in this effort,
providing funding and residential vacant lots for
homeownership development.
There is also a range of other successful programs
to support homeownership and infill housing
construction and maintenance that could have
a more transformative impact with greater
resources and participation, and as part of a
coordinated strategy for housing in the District.
These programs include financial resources for
new residents, such as employer incentives to
locate in the City of Springfield, and in particular
neighborhoods, and support for long-time
homeowners to improve their property through
grants for energy-efficiency and curb appeal
improvements. These programs also include
educational and support resources such as
financial fitness education that helps prospective
owners identify and overcome financing obstacles,
foreclosure assistance, and new homeowner
workshops.
The goal of this initiative is to support additional
homeownership, home rehabilitation, and new
infill housing development by:
Continuing to build on and enhance the
partnership and collaboration between area
housing, neighborhood, and service
organizations
Broadening the impact of successful existing
program geographically and in terms of
residents benefitted
Identifying additional resources to support
successful programs
Reinforcing the tight-knit community fabric of
District 2 neighborhoods by supporting
homeowners that are engaged and invested in
the neighborhood and discouraging absentee
landlords and investors
Closing the gap between what it costs to build
or renovate a home and the price it can
command. As the neighborhood strengthens
and values rise, this gap will shrink and
investment and development activity will
become self-sustaining
All of these efforts should be implemented as
part of a coordinated housing strategy that is
looking at the needs of the entire community
with a comprehensive approach to create
viable, sustainable neighborhoods with the full
range of support systems necessary to make
homeownership successful.
Even before the tornado, areas along Central
Street included a concentration of vacant and
city-owned lots. In the aftermath of the tornado,
the Central Street corridor was particularly hard
hit, creating a large swath of vacant, damaged,
and destroyed property. However, this corridor
has also seen recent successful single-family
owner-occupied infill housing development, and
is home to faith-based institutions committed
to revitalization of their surrounding community.
The need and opportunities in this location
make Central Street a primary focus for new
infill housing development (The Central Street
Corridor Implementation Opportunity describes
the potential for this area in greater detail).
There are also concentrations of vacant and city-
owned lots in District 2 along Walnut Street, and
in the northern section of Old Hill where housing
organizations are already partnering to focus
new infill housing development. Both of these
locations represent opportunities for expanded
infill housing development efforts, as do many
sites scattered throughout the District.
Areas where vacant, damaged, blighted, and
destroyed properties are concentrated as a
result of tornado damage (including Central
Street) present opportunities to develop pilot
housing developments that can provide quality
housing and while illustrating new ways to
approach housing development more broadly
in the District (and throughout Springfield).
These developments could illustrate energy
efficiency and water conservation features to
reduce housing costs; construction methods
that are durable, safe, healthy, and sustainable
21
while remaining affordable; creative approaches
to maintenance, property management, and
financing; sweat-equity strategies, and other
features. In the aftermath of disasters in other
communities, and in response to a compelling
vision for a better future, organizations and
creative developers such as Full Spectrum of
New York, Enterprise Community Partners,
the Salvation Armys EnviRenew program, the
Make-It-Right Foundation, and others with
national resources and profile have invested in
other disaster-affected communities through
the development of such pilot projects in
coordination with local partners.
The process that the City uses to return City-
owned lots to private owners for development
has improved over the past several years, with
greater use of the Request for Proposals process
in lieu of property auctions, to ensure that
capable and committed buyers follow through
on infill housing development in a thoughtful
and coordinated way. While the Citys Office of
Housing, Springfield Redevelopment Authority,
and other agencies are already engaged in the
process of acquiring vacant, abandoned, and tax
delinquent property, holding it, and reintroducing
it to private ownership and development,
proactive identification, acquisition, and land
banking of vacant and abandoned properties
to facilitate investment and redevelopment in a
deliberate and coordinated way would help to
streamline new infill housing development. Land
banking also enables consolidation of property
in strategic locations that can make it easier to
develop at a scale that can attract more private
investment, accommodate a broader range
of redevelopment financing strategies, and
have a more transformative impact on District
2 neighborhoods than would be possible with
an approach that focused solely on scattered
sites passively acquired within an area. Other
strategies to address abandoned properties can
also disincent ownership of vacant properties, and
encourage action to actively reuse and redevelop
vacant sites for a variety of uses including infill
housing (See Reuse of Vacant Lots initiative
for more information on how potential vacant lot
management strategy may help facilitate new infill
housing development).

Office of Housing
Rebuilding Together Springfield
HAP Housing
Greater Springfield Habitat for Humanity
Home City Housing
Private Developers
Non-Profit Services
Area Churches
Area Employers
Springfield College
Resource Needs
Subsidy to cover gap construction costs for
developers until property value increases can
better support market rate rehab and
development
Grants, donations, and other support to expand
and scale up successful programs such as
employer incentives, curb appeal programs,
energy efficiency upgrades, and others
Materials and sweat equity
22
Local
CDBG and HOME funds support the American
Dream Downpayment Initiative (ADDI) through
HAP Housing for up to $10,000, and the
Downpayment Assistance Program through
Springfield Office of Housing for up to $2,500
200 affiliates nation-wide
Repair Program: Provides technical assistance
and non-interest bearing deferred payment
loans to assist eligible low and moderate-
income households within the City of
Springfield
Buy Springfield Now - Employer incentives for
homeownership in Springfield and specific
neighborhoods
Curb Appeal Program. This program sponsored
by Massachusetts Mutual Life Insurance
Company (MassMutual) provides funding to
improve the exterior appearances of homes in
neighborhoods along Springfields State Street
corridor
State
Housing Stabilization Fund: A state funded
bond program that assists in the production and
preservation of affordable housing for low-
income families and individuals. HSF monies
may be used for the acquisition and/or
rehabilitation of existing structures for sale to
income-eligible first-time homebuyers,
including distressed or failed properties, or the
new construction of homeownership projects. In
recent years, Massachusetts has used these
funds for activities other than supporting
homeownership; Springfield will need to
advocate with the state to change this policy.
Housing Innovation Fund: A state program that
provides funding for the creation and
preservation of alternative forms of affordable
housing. While these funds can be used for
affordable homeownership, Massachusetts has
not used the funds for this purpose in recent
years. Springfield will need to advocate with the
state to change this policy.
The Soft Second Loan Program: A joint initiative
of the public and private sectors to increase
affordable housing opportunities for low- and
moderate-income homebuyers combining a
conventional first mortgage with a subsidized
second mortgage to help low- and moderate-
income households to qualify for a mortgage
and purchase a home for the first time.
Housing Development Incentive Program: The
HDIP is designed to increase residential growth,
expand diversity of housing stock, support
economic development, and promote
neighborhood stabilization in designated
Housing Development Zones within Gateway
municipalities, such as Springfield. It provides
tax incentives to developers to rehabilitate
multi-unit properties for sale or lease as market
rate units: a local-option property tax exemption
and a new state tax credit for qualified
rehabilitation expenses.
State Historic Tax Credits
Massachusetts Housing Investment Corporation
Debt and Equity Financing. MHIC provides
financing to nonprofit and forprofit sponsors of
affordable housing and commercial real estate
(in low-income communities). MHIC finances
both large and small developments -- including
rental, SRO, ownership, assisted living,
cooperative, commercial, and senior-housing
units.
Federal
Federal Disaster Funds
HUD Community Planning and Development
office and HUD Choice Neighborhood funding
Low Income Housing Tax Credits
New Markets Tax Credits
Federal Historic Tax Credits
CDBG funds can support homeownership
through:
23
Emergency repair
Pre-purchase counseling budget
management, credit counseling for renters
and buyers
Infrastructure and streetscape
improvements around new developments
Contracts with non-profits to provide
assistance navigating home repair and
application for recovery resources
The recovery from many other natural disasters
has been facilitated by a special federal
appropriation. These funds, often channeled
through the Community Development Block
Grant (CDBG) program, provide funds for gap
financing and needed public improvements.
HOME Investment Partnerships. Eligible
activities include home purchase or
rehabilitation financing assistance to eligible
homeowners and new homebuyers, as well as
assistance for building or rehabilitate housing
for rent or ownership
Neighborhood Stabilization Program funding
Energy Efficiency / Renewable Energy
Rebuild Western Massachusetts Program:
Department of Energy Resources; Promotes
State income tax credit for renewable energy:
15 percent up to $1,000 for installation of a
renewable energy system in a home, including
solar, photovoltaic, solar space heating, solar
water heating, or wind
Federal Tax Credits: 30 percent with no upper
limit for geothermal heat pumps, solar energy
systems, solar hot water heating, and small wind
turbines. Particularly in larger redevelopment
areas, a district geothermal system would be
particularly attractive as a cost effective solution
An Energy Efficient Mortgage (EEM) is a
mortgage that credits a homes energy
efficiency in the mortgage itself. EEMs give
borrowers the opportunity to finance cost-
and a better, more energy-efficient home.
EEMs are now more easily available through
Fannie Mae and Freddie Mac, and available
through FHA.
Other
Center for Community Progress (Land Bank
Expert)
Enterprise Community Partners (in particular the
Green Communities group) provides capital
solutions and policy advocacy for local housing,
community development and greening efforts
Federal Home Loan Banks Affordable Housing
Program provides grants to support specific
development projects serving a wide range of
neighborhood needs including seniors, the
disabled, homeless families, first-time
homeowners and others with limited resources.
The Federal Home Loan Bank System is the
largest single funding provider to Habitat for
Humanity.
Full Spectrum of NY, LLC is the national market
leader in the development of mixed use and
mixed income green buildings in emerging
urban markets.
EnviRenew is a program supported by The
Salvation Army that seeks to address the glaring
discrepancy between good quality, sustainable
homes and their high purchasing and
occupancy costs. EnviRenew aims to establish a
replicable model for affordable housing while at
the same time establishing community capacity
so that communities can grow even stronger
than before.
Make It Right builds safe, sustainable and
affordable homes for working families. Make it
right emphasizes high quality design, while
preserving the spirit of the communitys culture.
(See the Citywide Appendix for more detailed
information on housing resources, including sample
pro formas that illustrate potential construction
costs, values, and nancing gaps for various types of
housing.)
24
Action Steps
Determine which existing programs are the
most successful with the most potential to
expand and scale up
Create a narrative that can be used to tell about
exciting successes and raise new funds
Target grant monies for existing housing
organizations to pursue as a consortium in
support of existing successful programs
Identify specific sites or a collection of sites
(within the above identified corridors) to
implement a pilot infill housing development
project and solicit organizations at a national
scale who are interested in bringing energy,
innovation, and resources to the recovery effort
Tie housing work, priorities, and needs with
other volunteer programs to identify sweat
equity opportunities
Develop a public method to monitor and share
progress to build ownership in the investment
and shape a confidence in positive change
Priority
Supportive Critical
Precedents
Make it Right, New Orleans, LA
Make it Right began in December 2007
in response to the lack of progress made
in rebuilding the Lower 9th Ward of New
Orleans, following Hurricane Katrina.
Make It Right set out to be a catalyst for
redevelopment by building a neighborhood
comprised of safe and healthy homes with
an emphasis on high quality design, while
preserving the spirit of the communitys
culture. In addition to building 150 new
homes in the Lower 9th Ward, Make it
Right engaged in innovative efforts to
repair and improve the infrastructure,
storm-preparedness, and the beauty of the
neighborhood. Through May of 2011 75
homes have been completed.
Land Banks:
Determine legal authority necessary to acquire,
manage and dispose of property, and support
other functions a land bank might provide
Identify funding, including potential self-
supporting revenue sources through land bank
activities.
Establish organizational structure
Identify critical policy goals
Project Location
With a concentration of vacant, abandoned, and
city-owned properties, as well as properties with
significant tornado damage, the Central Street
corridor represents the primary focus for new
infill housing development as part of the
rebuilding effort
Although not directly impacted by the tornado,
the Walnut Street corridor and northern sections
of the Old Hill neighborhood are also important
areas to focus new infill housing, both because
of the available infill development opportunities
in these areas, and existing housing
partnerships focusing efforts here
Vacant, abandoned, and city-owned properties
are scattered throughout District 2 and present
opportunities for new infill housing
development
25
26
The adjacent map indicates both the urgent need and great potential
to transform Central Street through new infill housing development in
coordination with other public improvements and rebuilding efforts. Vacant
and abandoned properties along with property maintenance and street
appearance issues presented challenges for this corridor before the tornado.
Compounded by a high concentration of tornado-damaged properties in this
area, the need for transformation along Central Street is great.
The recent private development of six single-family homes on the south side
of Central Street has a been a welcome change in trajectory for the corridor,
and the consolidated collection of vacant and city-owned property along the
corridor present immediate development opportunities that can continue
to fill the gaps along the street, bring interest and activity to the area, and
provide quality housing that strengthens the neighborhood while meeting
resident needs.
There is space and potential on Central Street for a coordinated model
neighborhood development of multiple homes that could demonstrate
innovative techniques in home construction, financing, maintenance, and
resident support, with potential application and benefits throughout the
tornado-impacted areas, and the City.
The New Hope Pentecostal Church is located on Central Street and has
expressed interest in an expanded mission to support the surrounding
neighborhood, including the potential development of a community
resource center. Nearby on Florence Street, the S.R. Williams Resource
and Development Center is also actively planning to expand its services to
improve the quality of life for area residents. With strategic coordination,
these faith-based institutions can play an integral role in the total
revitalization of Central Street, supplementing physical improvements along
the corridor with capacity building and support for residents that is critical to
a vital, healthy neighborhood over time.
New infill housing can be supported by revitalization of neighborhood-
scale activity centers along Central Street. The Watershops Armory
Implementation Opportunity in the Enhanced Neighborhood Businesses
initiative describes the potential public improvements and redevelopment
opportunities in the activity center located just to the west of the historic
Watershops Armory building. The intersection of Central Street and Pine
Street also has potential to function as a small neighborhood node serving
surrounding residents. The apartment building at the northeast corner of
the intersection is currently under renovation for residential use. District 2
residents have repeatedly identified the nuisances and negative impacts of
a package store on the adjacent corner. The redevelopment or reuse of this
site as a community space in combination with the renovation across the
street provides an opportunity to create a vital neighborhood anchor in this
location that serves the surrounding neighborhood. Toward this end, the
City should work to acquire the property where the existing package store is
located for redevelopment.
Central Street
Potential Inll
Housing
Potential Inll Housing
P
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t
e
n
t
ia
l In
ll H
o
u
s
in
g
P
o
t
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t
ia
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s
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Potential Inll
Housing
Potential
Community
Center

City-owned Properties
Tornado-Damaged Properties
27
Before / After: Conceptual Rendering of Central Street Improvements
Infill Housing on Central Street: Central Street is on of the areas most heavily-impacted by the tornado, and includes a concentration of vacant, city-owned,
and tornado-damaged lots. There is an opportunity to transform Central Street with new infill housing, streetscape improvements, and community facilities.
1. New Infill Housing 2. Streetscape Improvements 3. Replacement of Street Trees 4. Community Facilities 5. Reuse of Vacant Lots (Community Gardens)
1
1
2
2
3
4
5
28
Transform Housing
Preservation as a
Revitalization Tool
indicated above.
Increase advocacy for preservation with the City and the general
public
Supplement traditional preservation resources with programs for
weatherization, energy efciency, and green building for all homes
Develop an emergency weatherization and stabilization program
Preserving and renovating damaged structures, rather than demolishing them, was
one of the most strongly supported ideas that emerged from community input during
the Rebuild Springfield planning process. The historic structures and neighborhoods
in District 2 are assets that make the area a unique and interesting place to live. As
Maple High- Six Corners, Old Hill, and Upper Hill rebuild from the tornado and seek
ways to strengthen their communities by attracting visitors, new residents, and new
investments, the historic character and architectural quality of the neighborhoods
are an important part of that effort. Well-preserved, well-maintained homes can also
instill a sense of pride and ownership in an area, enhance public safety, and begin
to strengthen property values, making market driven reinvestment in the area more
viable.
The City has established a number of historic districts, and locally and nationally
designated historic places. The Citys Historical Commission and the Springfield
Preservation Trust do important work, but even with these efforts, there is a need
for additional financial and organizational resources, and recognition that there are
important historic and architectural assets throughout the tornado-affected area
whose preservation and renovation can support the recovery efforts and long-term
vitality of the community. This initiative recommends a number of measures to reflect
the importance of preservation as a neighborhood revitalization tool for designated
29
historic homes and districts, but also for District
2 neighborhoods in general. This initiative also
identifies strategies to bring new resources to the
Citys preservation efforts.
Increase advocacy for preservation with
the City and the general public
Based on the importance that residents have
placed on preservation in community meetings,
and wealth of historic resources in the community,
stronger advocacy for preservation with the
City and the general public can increase the
awareness and impact of preservation efforts.
This advocacy should include expanded technical
assistance, outreach, education, and events,
as well as proactive identification of creative
resources to support preservation efforts.
Focused advocacy could also help to more
effectively secure limited, competitive, state
historic tax credits. While it is difficult to focus
City staff attention on preservation efforts when
the City faces budget challenges, increased
advocacy could include some combination of City
staff, an expanded role for the Citys Historical
Commission and a more robust partnership
between The Springfield Preservation Trust and
the City.
Designated Historic Properties
and Neighborhoods
Tornado Path
30
Establish a revolving loan fund for
preservation
A revolving loan fund is a tool employed by many
communities to support historic preservation
efforts, and is useful for the preservation of owner-
occupied residential properties, where historic tax
credits are not available, and can be coordinated
with programs and resources offered through local
housing and community service organizations to
support neighborhood revitalization in a coordinated
and integrated manner. To maximize the impact of
revolving fund investments, loans can be targeted in
areas where residents have the greatest need, and
historic resources are most at risk. The Providence
Preservation Society Revolving Fund is a successful
local example of a revolving loan fund designed to
support neighborhood revitalization efforts. The
fund was initially capitalized with the help of CDBG
funds, corporate and foundation grants, loans from
the State Historic Preservation Office, and local
banks.
Supplement traditional preservation
resources with programs for weatherization,
energy efciency, and green building for all
homes
While District 2 includes several signature historic
properties (including the Watershops Armory
bui l di ng and the former MacDuffi e School ),
the overall historic character of its residential
neighborhoods also represent an important
asset for the area an asset that benefits existing
residents and can also be marketed to potential
new residents and visitors. However, economic
trends, housing markets, and other factors have
contributed to a gradual degradation of the
quality of the housing stock in District 2 over time,
including a number of properties that are now
vacant or have serious maintenance challenges.
State and federal historic tax credits are available
to support historic preservation, but requirements
for these incentives to be used for income-
producing properties limits their potential
impact in largely residential areas. The existing
housing challenges in District 2 are evidence
that these incentives alone are not enough. This
initiative recommends a deliberate strategic
effort to restore and maintain District 2s historic
housing stock through creative resources that
can supplement traditional historic preservation
efforts. These resources could include federal,
state, and local programs, private fundraising
and donati ons, grants and i ncenti ves for
weatherization, energy efficiency, and green
building, and other sources. The community
of Lowell, Massachusetts is a local example of
such an approach. In partnership and with seed
funding from the U.S. Department of Energys
Better Buildings Neighborhood Program, Lowell
is implementing a neighborhood-scale energy
efficiency program targeting the citys historical
buildings. Identifying and securing creative
resources to support historic preservation
would be one of the expanded roles of a
historic preservation advocate as described
above.
Develop an emergency weatherization
and stabilization program
Where resources for preservation are limited, it
is sometimes not financially feasible to restore
properties that have fallen into disrepair.
Residents have emphasized the importance
of addressing property maintenance issues
in the District, and the City is actively working
to address vacant and abandoned properties
that have fallen into disrepair through its blight
reduction program. In some cases, homes
can be made safe and structurally sound
for a fraction of the cost of full restoration,
and sometimes for less cost that it would
require to demolish the structure. While
demolition is a necessary tool to address
blight and abandonment in the District, this
initiative recommends developing a program
that can provide emergency weatherization
and stabilization for properties of particular
historic value as a stopgap measure until these
properties can be fully restored.

31
Springfield Preservation Trust
Springfield Historical Commission
Massachusetts Historical Commission
Preservation Massachusetts
National Park Service (through Springfield
Armory National Historic Site)
National Trust for Historic Preservation
Springfield Development Services Division -
Springfield Development Services Division -
Office of Housing
Neighborhood groups
Community organizations
Housing developers
Corporate and private donors
Resource Needs
Capital for the revolving loan fund will need to
be raised from a combination of public and
private sources that could include corporations,
foundations, local banks, state and federal
historic preservation programs, CDBG and
HOME funds, and other resources
Financial and organizational capacity to
increase advocacy for preservation
Funding to support home improvements
focused on short-term stabilization, plus
long-term weatherization and energy-efficiency
measures
Potential Resources Opportunities
While a revolving loan fund would require a
source of initial capital, operating income for
the fund could be derived in part from loan fund
interest
Grants and private donations
State and federal historic tax credits
Massachusetts Historical Commission
administers a federally funded, reimbursable,
50/50 matching grant program for planning and
survey work.
Massachusetts Preservation Projects Fund. This
State sponsored program supports preservation
through a State-funded 50% reimbursable
matching grant program.
The f ol l owi ng pr ogr ams and r esour ces
hel p homeowners wi th home repai rs and
improvements for historic and non-historic
homes:
Repair Program: Provides technical assistance
Springfield.
Citys Heating System repair / replace program:
Provide emergency heating system repair, pays
for the cost of an annual inspection of a fuel
burning system, or pays for the replacement of
the system, if needed. The program is intended
32
to assist homeowners whose household income
does not exceed 60 percent of the area median
income.
A variety of energy-efficiency programs that may
be aligned with preservation efforts:
Mass Save Major Renovations Program:
Provides homeowners who are renovating,
remodeling or making other home
technical support, financial incentives, and other
offerings.
Mass Save Energy Assessments: Mass Save
works with certified Energy Specialists, Home
Performance Contractors (HPCs) and
Independent Installation Contractors (IICs) to
provide high-quality Home Energy Assessments
and weatherization installations.
Federal tax credits for residential insulation,
water heaters.
Weatherization Assistance Program: Funded by
the U.S. Department of Energy, the
Weatherization Assistance Program (WAP)
reduce their energy bills by making their homes
more energy efficient. In Springfield, the
program is administered through Springfield
Partners for Community Action.
Action Steps
Increase advocacy for preservation with the City
and the general public
Identify staff and volunteer capacity to support
expanded technical assistance, outreach,
education, and identify creative preservation
resources
Advocate for projects in tornado-impacted
areas eligible for competitive state historic tax
credits
Fill vacant appointments to Springfield
Historical Commission
Establish a capital pool and source of operating
income
Create an oversight structure
Develop and formalize partnerships with
neighborhoods, housing developers ,and
community organizations
Define criteria for eligibility to maximize impact
and support long-term goals
Supplement traditional preservation resources
wi th programs for weatheri zati on, energy
efficiency, and green building
Identify available resources
Compile and advertise available resources as
potential preservation tools
Develop an emergency weatherization and
stabilization program
Develop criteria to identify properties with
historic value outside of existing designated
historic districts
Work with Springfield Preservation Trust to
identify properties especially at risk for
demolition
Review legal requirements and policies to
determine where and how available resources
can support interim stabilization and
weatherization for at-risk properties
Location
The Springfield Historical Commission has
identified areas where needs are most urgent
following the tornado, including areas in District
2: damaged buildings in the Maple Hill Historic
District including the MacDuffie campus and
210 Maple Street, and damaged historic but
undesignated buildings throughout the Six
Corners neighborhood.
Priority
Supportive Critical
33
Precedents
Pr ovi dence Pr eser vat i on Soci et y
Revolving Fund - Providence, RI
Rebuilding Community - A Best Practices Toolkit for
Historic Preservation and Redevelopment
Si nce 1980, t he nonpr of i t Pr ovi dence
Preservation Society has worked to preserve
Providences architectural heritage and stimulate
community revitalization through advocacy,
low-interest loans, technical assistance, and
development. To that end, the Providence
Preservation Society Revolving Fund (PPSRF)
manages a capital pool that is used for
rehabilitation loans to homeowners and to
acquire abandoned property for development
and resale in targeted low and moderate
income historic neighborhoods. The capital
pool was raised from public and private sources
and includes loan funds from the Rhode
Island Historical Preservation and Heritage
Commission and Bank Rhode Island. Operating
income is obtained from interest, development
fees and other fees for services, memberships,
and grants from public and private sources.
To maximize its impact, the PPSRF targets its
resources to specific low and moderate income
historic neighborhoods that are in need of
revitalization and partners with neighborhood
steering committees and community-based
organizations to tailor strategies to meet the
needs of the area. In its 20 year history, the
PPSRF has loaned in excess of $2.5 million
for 146 restoration projects, including the
renovati on of 39 previ ousl y abandoned
buildings.
PPSRF treats housing as a component of a
comprehensive neighborhood revitalization
strategy that includes neighborhood organizing,
infrastructure improvements, promotional
activities, overall design enhancement, and
economic development initiatives.
Historic Energy Efficiency Program,
Lowell, MA - U.S. Department of Energy
With $5 million in seed funding from the U.S.
Department of Energys Better Buildings
Neighborhood Program, Lowell is implementing
a nei ghborhood-scal e energy effi ci ency
program targeting the citys historic commercial
and multifamily buildings. The city created
BetterBuildings Lowell Energy Upgrade (BLEU)
in partnership with the Massachusetts Historical
Commission and the National Park Service to
demonstrate how energy efficiency upgrades
can be achieved in commercial buildings while
also adhering to historic standards.
Historic buildings often show the years of wear
and tearespecially when it comes to energy
efficiency. Windows are often old or cracked.
There is little to no insulation, and doors lack
weather stripping. BLEU has developed a suite of
solutions, to show property owners how energy
efficiency upgrades can go hand-in-hand with
historic preservation:
To ensure energy efficiency measures wont
conflict with preservation standards, the city
enlisted historic preservation specialists to
provide technical assistance to property owners
implementing efficiency upgrades.
Because property owners may be concerned
about the financial feasibility of addressing both
preservation and efficiency standards, the city is
providing incentives to owners through grant
and loan programs, as well as direct install
rebates.
Lowell plans to implement outreach and
marketing efforts such as direct mail and blast
emails to property owners to help combat a
general lack of awareness of how historic
preservation and energy efficiency can co-exist.
http://www1.eere.energy.gov/buildings/
betterbuildings/neighborhoods/lowell_prole.html
34
Major Move 2
Expanding economic opportunity includes addressing the need
for jobs in the community through a combination of support
for existing and startup businesses, and strategic use and
tailoring of available job training and workforce development
resources. Supporting businesses in District 2 both spurs job
creation and enhances the retail and services available to District
2 residents. This Major Move also focuses on the development
of vibrant neighborhood activity centers through a combination
of supportive land use policies, incentives to promote local
businesses, and strategic infrastructure improvements to catalyze
private investment. Finally, building upon the existing historic,
cultural, and institutional assets in District 2 can improve the
quality of life for existing residents, while promoting District 2
neighborhoods to new resident and visitors.
Key Initiatives
Job Training and Small Business Support
Small Business and Entrepreneur Support for Startups and Existing Businesses
Connecting Employers, Workforce Training, and Employees
Clustering Around Activity Centers
Strategic Public Investments to Support Neighborhood Businesses
Promotion and Marketing of the Community
Neighborhood Events
Public Realm Improvements and Programming
Support and Shared Promotion of Local Businesses
35
36
Job Training and
Small Business Support
indicated above.
Small Business and Entrepreneur Support for Startups and Existing
Businesses
Connecting Employers, Workforce Training, and Employees
While District 2 neighborhoods are primarily residential and do not include the
number or scale of employment uses found in Springfields downtown and other
parts of the city, there are areas such the State Street Corridor, and to a lesser degree
Walnut and Hancock Streets, with higher concentrations of businesses. District 2
residents have emphasized the need for employment and job training opportunities
in general, as well as support for neighborhood businesses that can employ local
residents and are conveniently accessible to surrounding residents. District 2 also
includes several institutions such as Springfield Technical Community College (STCC),
Springfield College, American International College, and other resources that are
important for supporting long term job growth and skill development not only for
District residents, but for the entire city.
Employment is an issue that was raised in all Districts and at every community
meeting during the planning process, and is an issue with a scale and importance
that necessitates city- and region-wide solutions. The Citywide section of this plan
addresses employment through its recommendations to Streamline the investment
process and provide creative incentives and policies to encourage economic
development and entrepreneurship and Expand career/workforce development
and educational partnerships to provide all residents with an opportunity to
meaningfully contribute to Springfields economy and meet the needs of employers.
Within District 2 there are opportunities to improve small business and entrepreneur
support for startups and existing businesses and to continue to enhance workforce
training resources.
37
Small Business and Entrepreneur Support:
Startups
With a variety of businesses, small business
suppor t or gani zat i ons, and wor kf or ce
development initiatives, the 15 acre STCC
Technology Park represents the regions most
significant set of small business resources. This
Park includes the Springfield Business Incubator
at the Scibelli Enterprise Center, the Western
Massachusetts chapter of SCORE (the nations
largest volunteer business counseling service), and
the Western Regional Office of the Massachusetts
Small Business Development Center (providing
advice to small businesses). Located in the former
Springfield Armory complex on State Street, these
considerable resources are located right at the
doorstep of District 2 neighborhoods. Affordable
lease space, free advisory and on-site business
consulting services, networking opportunities,
mentoring, access to supportive local lenders
and links with STCCs academic programs are all
available through the Scibelli Enterprise Center .
Greater awareness and access to available small
business resources for District 2 businesses and
entrepreneurs, and strategic efforts to align
these resources with small business needs in
the surrounding neighborhood can maximize
the impact of these resources for the District,
where economic challenges are particularly
acute. Local chambers of commerce can play
an important role in connecting entrepreneurs
to resources, including increased coordination
and outreach to Latino / Hispanic entrepreneurs
through the Massachusetts Latino Chamber
of Commerce. The Springfield Chamber of
Commerce administers a Technical Assistance
Program that provides grants of up to $5,000 for
a variety of business services, and has expressed
interest in offering expanded technical assistance
(such as accounting or banking services) to small
businesses.
Existing Businesses
While assisting startups is often the focus of small
business efforts, helping existing businesses
expand is a component of small business support
that should not be overlooked. The first step
in a strategy to support existing businesses in
the district is conducting an outreach effort to
identify what existing small businesses need to
be more competitive and expand. This includes
determining needs for financing, staffing,
marketing, or other assistance. As with startups,
the STCC Technology Park is a significant
potential resource to address these needs or
gaps for existing businesses. Another resource
for existing District 2 businesses is the Western
Massachusetts Development Collaborative
(WMDC), a non-profit development corporation
that works with minority and women-owned
businesses to provide access to financing,
procurement opportuni ti es, trai ni ng and
education, and a variety of business services.
Small investment faade and shop window
i mpr ov ement pr ogr a ms c a n benef i t
neighborhood businesses and enhance the
visual appearance of streets within the District.
DevelopSpringfield operates a successful Corridor
Storefront Improvement Program that provides
grants of up to $10,000 for improvements
including restoration of architectural details,
painting, window and door replacement, signage,
lighting, and other facade work. Currently this
program is limited to Main Street and State Street,
but with supplemental funding this model could
potentially be expanded to other corridors in
District 2, particularly in tornado-impacted areas.
The City of Springfield also offers a storefront
improvement program that offers grants of up to
$10,000 through CDBG funding.
Beyond physical improvements, capital and
advisory support for existing businesses is critical.
The Citys Office of Planning and Economic
Development provides a Small Business Toolbox
that compiles a range of grants, loans, incentives,
and resources to assist small businesses, including
38
tax increment financing, state tax credits, and
Section 108 loans (funded through CDBG) that
could support job-creating development activities
in District 2 and citywide. New tools to support
existing businesses in the District and throughout
the City could include a multi-day seminar to
help existing businesses scale up, expand, and
become vendors to the Citys large businesses
(Mass Mutual, Baystate Health, area colleges,
etc.). In 2011, a similar program organized by
the Affiliated Chambers of Commerce of Greater
Springfield and Baystate Health with facilitation by
Next Street, a Boston-based company, was very
successful. The Scibelli Center at STCC or other
higher education institutions could potentially
offer such a program, with assistance/sponsorship
from a local major employer. The program could
be competitive, structured, focused on existing
businesses, and emphasize buy local in terms
of linking larger businesses with local vendors.
Additional private sector resources to support
small businesses and help them grow include
several emerging private sector angel-investing
and mentoring programs (such as River Valley
Investors and Valley Venture Mentors) that are
largely based in Springfield and focused on
support for innovative businesses.
Connecting Employers, Workforce
Training, and Employees
Employment for District 2 residents can be
supported by conti nui ng to i mprove the
connection between employers and potential
employees through workforce training efforts.
Various initiatives to do this already exist in
Springfield, including a recently revitalized effort
by STCC and Holyoke Community College to
reach out to area businesses and better tailor
curriculum and training programs to business
needs. STCC has also been proactively forming
workforce training partnerships with regional
and national companies, particularly in the
telecommunications sector. The MassGREEN
i ni ti ati ve through STCC provi des energy
efficiency workforce training programs to help
ensure that the state has the workers and
businesses necessary to achieve ambitious energy
efficiency goals. FutureWorks is a career center
operated in support of Regional Employment
Board of Hampden County (REB) efforts to
address workforce development for the entire
region. Located at the STCC Technology Park,
FutureWorks is well located to serve District
2 residents, and provides a variety of classes,
workshops, advisory services, and employment
resources.
39
A range of adult job readiness and literacy
programs is also critical. Located in District 2s
Educational Corridor, the Massachusetts Career
Development Institute (MCDI) offers training to
out of school youth and adults who want to learn
a skill for job placement, with the capability to
train up to 1800 students per year. MCDI provides
career counseling services, job seeking skills
and services, and internship programs. MCDI
also provides a youth program to re-engage
disconnected youth through vocational training,
work experience, and life skill workshops.
Organizations such as YouthBuild and ETS Career
Services are also located in District 2 and provide
a variety of training, skill development, and
employment services.
FutureWorks, MCDI , and the many other
workforce training and employment assistance
services could increase their impact on District
2 neighborhoods with greater visibility and
awareness of their resources for area residents.
Increasing awareness of existing resources
includes better disseminating knowledge of many
resources available, and providing assistance in
navigating the multitude of offerings available.
(The Coordination of Community Services
initiative recommends strategies, including the
students to potential employers requires a
partnership between businesses and education
institutions where businesses communicate
their skill needs with area colleges, and colleges
respond with curriculum and career development
programs to prepare students to meet those
needs. The relationship between business and
education institutions is addressed in the Citywide
section of this plan, but the presence of major
education institutions, career training resources in
District 2 and the particular need for quality jobs
for area residents makes this effort particularly
critical in District 2.

development a community resource network, that
may help improve the efficiency, effectiveness,
and awareness of existing workforce development
programs.)
Job training efforts that focus on growing
economic sectors where Springfield maintains
competitive advantages in comparison to other
regions, such as financial services, medical and
nursing professions, and precision manufacturing,
can help to maximize the long term benefit
and opportunity for District 2 residents, and
support the Citys economic development
goals. Companies including Baystate Health,
Liberty Mutual, and Smith and Wesson have
undertaken training and development programs
in Springfield. With continued focus on key
industries, there is potential with successful
programs to simultaneously enhance opportunity
for j ob seekers, strengthen Spri ngfi el d s
major employers and growth engines, and
position Springfield for long-term economic
competitiveness.
There is an opportunity to better match high
school and college students with the citys
successful companies through mutually beneficial
internship and training opportunities. Linking
40
Local businesses (from small entrepreneurs to
major corporations)
Local banks
Resource Needs
Resources to promote and increase awareness
of available small business and workforce
development services
Resources for physical improvements to
businesses
Resources for existing businesses to scale up
and expand
Sponsorship for potential small-business
seminar
Skills and training for District residents to
compete and find employment
Internship opportunities
The Citys Economic Development Incentive
Program combines local TIF financing and
incentives including 5 percent state investment
tax credit and 10 percent abandoned building
tax credit
Section 108 is a loan guarantee provision of the
Community Development Block Grant (CDBG)
Program that provides communities with a
source of financing for physical and economic
revitalization projects. Section 108 allows cities
to transform a portion of the CDBG funds into
federally guaranteed loans that can provide
resources and confidence for private
investment.
CDBG Small Business Loan Program: Typically
$1,000 to $10,000 to support job creation and
elimination of blight
Scibelli Enterprise Center and Small Business
Incubator: Low-cost space, advisory services,
classes, lending support, networking
Futureworks: Classes, workshops, advisory
services, employment assistance
Technical Assistance Program: Up to $5,000 for
a variety of business services
Corridor Storefront Improvement Program (if
expanded): Up to $10,000 for faade
improvements
Neighborhood Storefront Improvement
Program: up to $10,000 for faade
improvements
Massachusetts Career Development Institute
(MCDI) provides out of school youth and adults
career counseling services, job seeking skills
and services, internship programs, and a youth
program to re-engage disconnected youth.
Baystate-Springfield Educational Partnership
(STCC)
STCC Technology Park
Scibelli Enterprise Center
Springfield Business Incubator
Western Mass Regional Small Business
Development Center
Western Massachusetts SCORE
Regional Employment Board
FutureWorks career center
Springfield College
University of Massachusetts
Massachusetts Career Development Institute
Western Massachusetts Development
Collaborative (WMDC)
Massachusetts Office of Business Development
YouthBuild Springfield
Springfield Chamber of Commerce and
Affiliated Chambers of Commerce of Greater
Springfield
Massachusetts Latino Chamber of Commerce
Develop Springfield
River Valley Investors
Valley Venture Mentors
41
between Baystate and Springfield Public
Schools
The Big Y supermarket chain operates a
program called the Springfield Work
Scholarship Connection that links students with
mentors, called youth advocates, starting at the
transition between the 8th and 9th grade.
Students apply for summer jobs at the Big Y and
receive on-the-job coaching. Students also
participate in workshops and other learning
opportunities.
The Martin Luther King Jr. Center (located in the
Old Hill neighborhood but serving all of
Springfield) receives funding to help a small
number of young adults tap workforce
opportunities while earning a stipend. The
young adults find jobs at community-based
organizations in the area that are willing to hire
former offenders and provide them with the
opportunity to learn on-the-job skills
YouthBuild Springfield is located in District 2
along State Street and offers job training,
education, counseling and leadership
development opportunities to unemployed and
out-of-school young adults between the ages of
17 and 24.
The MassGREEN Initiative at STCC was
established in July 2009 to develop and deliver
under the states Energy Efficiency and Building
Science Initiative and help ensure that
Massachusetts has the quality and quantity of
workers and businesses needed to achieve the
states ambitious energy efficiency goals.
The New England Business Associates (NEBA)
Business Consulting Center provides
entrepreneurial training and support to
individuals with disabilities, from the
development of a business concept and the
writing of business plans, to the implementation
of the business. Business support services also
include individualized consultations and sales
assistance.
Common Capital (CC), formerly the Western
Massachusetts Enterprise Fund, helps
individuals and small businesses finance their
business needs through loan programs and also
provides technical assistance through
collaboration with regional organizations.
U.S. Small Business Administration. Property
owners impacted by the tornado are eligible for
special disaster recovery loans from the Small
Business Administration (SBA). Approved loans
can be increased for protective measures to
42
Priority
Supportive Critical
Work with local chambers of commerce
(including the Massachusetts Latino Chamber of
Commerce headquartered in Springfield) to
expand their role in connecting entrepreneurs
to resources
Existing Businesses
Conduct an outreach effort to identify what
existing small businesses need to be more
competitive and expand. This includes
determining needs for financing, staffing, or
other assistance
Explore potential to expand Corridor Storefront
Improvement Program to other corridors in
District 2, particularly in tornado-impacted areas
Hold a seminar to help existing businesses scale
up, expand, and become vendors for
Springfields large businesses
Connecting Employers, Workforce Training, and
Employees
Organize partnerships between businesses and
education institutions where businesses
communicate their skill needs with area
lessen similar future damages. Additionally,
small businesses and most private nonprofit
organizations can obtain loans for unmet
working capital needs.
MassDevelopment. MassDevelopment
grow their businesses. With financing tools
predevelopment to permanent financing.
Action Steps
Existing Businesses
Improve awareness, understanding and ease of
access of the many existing small business
resources available to District 2 businesses and
entrepreneurs by increasing outreach into the
neighborhoods.
Address the acute employment challenges in
District 2 by identifying the small business needs
in District 2 neighborhoods and strategically
aligning programming and resources to meet
those needs
colleges, and colleges respond with curriculum
and career development programs to prepare
students to meet those needs
Increase the impact of existing workforce
development programs through efforts to
increase awareness and visibility for District 2
residents
Project Location
Employment and business development are
critical for residents and business owners
throughout the District. The Scibelli Enterprise
Center, Springfield Business Incubator, and
FutureWorks Career Center are all located at
Springfield Technical Community College, making
this an important location for job training and
small business support for the District.
43
Precedents
The Watershops Armory building located at 1 Allen Street
already functions as an informal business incubator in District
2. The following precedents provide examples of how the use
of this facility could be enhanced to transform what is already
a community asset into a truly unique anchor that strengthens
the area economy and adds vitality to the surrounding activity
center:
Nashville Entrepreneurship Center, Nashville, TN
Nashvilles Entrepreneur Center helps individuals start
businesses through events, mentorship, training, resources,
and access to investors. The center is located in downtown
Nashville, and benefits from the areas lively atmosphere.
The center is a non-profit 501c3 organization and is funding
through sponsorships, partnerships, donations, and grants
CoCo (Coworking and Collaborative Space),
Minneapolis, MN
CoCo i s a coworki ng and col l aborati ve space f or
entrepreneurs, freelancers, and other solo and remote workers.
This open office space is located in the historic Minneapolis
Grain Exchange building. CoCo provides office amenities and
a chance to collaborate for workers who do not have offices.
CoCo (Coworking and Collaborative Space)
44
Enhanced Neighborhood
Businesses
indicated above.
Strategic Public Investments to Support Neighborhood Businesses
District 2 residents have identified the need for enhanced neighborhood-oriented
businesses, including greater access to basic retail and services to meet everyday
needs. Residents seek a greater quality and variety of businesses that are convenient,
walkable, and accessible within the neighborhood. In addition to concerns about
commercial properties that are run-down or vacant, residents have also expressed
concerns about the proliferation of certain businesses such as liquor stores and
payday loan establishments.
The rebuilding process presents an opportunity to enhance neighborhood businesses
to better meet resident needs, attract visitors, and provide local jobs. A mix of
supportive land use policies, incentives and tools for neighborhood businesses, and
strategic infrastructure improvements can together help to create vibrant, attractive,
walkable neighborhood activity centers. These transformed activity centers can in turn
better attract and support the neighborhood establishments that residents desire.
With the exception of the State Street corridor, at the northern edge of District
2, commercial uses in the district are neighborhood scale. Walnut Street, Hancock
Street, and to a lesser extent Central Street are eclectic corridors with a mix
of residential and commercial uses. These corridors are products of historical
development patterns not found in newer development elsewhere in the city, and are
important assets in creating the vibrant, complete, urban neighborhoods residents
envision for the District.
45
Existing Commercial Corridors and Activity Centers
S
ta
te
S
t.
Watershops
Armory Area
Neighborhood Activity
Centers
Commercial Corridors
Existing Commercial and
Business Zoning
Tornado Path
W
a
l
n
u
t

S
t
.

H
a
n
c
o
c
k

S
t
.

46
There are centers of activity where these corridors
converge within the tornado-affected areas at
the Six Corners Intersection and the Watershops
Armory area. Clustering new uses, investment,
and development around these activity centers
is important to focus energy and resources, and
create a critical mass of interest and activity.
Focusing on these activity centers also maximizes
the impact of targeted infrastructure investments
such streetscape improvements, and helps to
create identifiable destinations that are attractive
and inviting to surrounding residents and
visitors alike. Established, healthy, pedestrian-
scale activity centers can begin to have positive
spillover impacts on surrounding corridors and
residential areas in terms of perception, interest,
and investment. Areas in close proximity to the
Six Corners Intersection, Watershops Armory
Area, Springfield College, and other anchors
also happen to be areas heavily impacted by the
tornado, where new interest and investment is
most needed.
It is important that the appropriate zoning is in
place to focus activity around key neighborhood
centers, permit interesting, eclectic mixed use
corridors while managing impacts on residential
uses, and elevate the design quality of commercial
development within the district. The Citys
proposed zoning ordinance is generally well-
positioned to accomplish those tasks. Most of
the commercial corridors and activity centers are
proposed to be zoned as Business A districts
which are described as pedestrian oriented
shopping districts with residential allowed. Some
corridors include Commercial A districts, which
are intended for small scale retail and services,
while some locations include Commercial B
districts intended for more intense uses than
allowed in Business A. All of these districts permit
the commercial, residential, and mixed uses that
together create the unique urban character of
District 2 corridors, and the proposed zoning
code establishes a system of design review that
allows greater scrutiny for more intense uses with
greater potential impacts on the neighborhood.
For example, while the Business B district
permits a variety of automotive uses that may not
be compatible with the existing neighborhood
character, these uses require a Special Permit
Review by City Council, ensuring that there is an
opportunity evaluate whether or how such uses
might be developed on a particular site.
The pr oposed zoni ng code cr eat es a
Neighborhood Commercial Overlay District
which includes design standards intended to
create a human scale place with pedestrian
amenities, sign rules, window requirements, and
other features. While such an overlay district is
not currently proposed for the tornado-impacted
areas, this may be a tool to enhance the design
and appearance of key activity centers in the
District, including the Six Corners Intersection
and Watershops Armory area. The proposed
zoning code also creates a new Mixed Use
Industrial district intended for sites with a variety
of compatible uses including light industrial,
residential, services, retail, and office. This new
district may be appropriate for a re-envisioned
Watershops Armory site at 1 Allen Street (see
Watershops Armory Implementation Opportunity).
Strategic Public Investments to Support
Neighborhood Businesses
In areas that were experiencing a lack of
investment even before the June 1st tornado, the
rebuilding process provides a chance to change
the existing economic trajectory by creating
vibrant, attractive, walkable places that are more
likely to spur private investment. Demonstrating
public commitment to these areas through
infrastructure, facility improvements, and other
public investments is a powerful tool to attract a
higher quality, more diverse mix of businesses
within the District.
Physical improvements are the most visible public
investments in the community. In the public realm
these investments could include infrastructure
upgrades such as streetscape improvements,
sidewalk repairs, or enhancements to transit
stops. Public investments could also include
47
Springfield Zoning Districts under Proposed Zoning Ordinance
48
facility improvements such as the construction
of a new Brookings school (See Streetscape
Improvements, Safe and Convenient Transit,
and Quality Schools as Community Anchors
Initiatives). Public investment in physical
improvements also comes in the form of grants,
loans, and other resources that assist private
businesses and property owners with upgrades
to their property (see the Job Training and
Small Business Support Initiative for a summary
of available faade and business improvement
programs).
The Citys Blight Reduction Program to remove
vacant, abandoned, or structurally unsound
structures, and the temporary activation of
storefronts with arts, educational, and other
creative uses are two other examples of programs
that can have a visible impact and improve the
appearance of commercial areas. In addition
to physical improvements, land use and zoning
policies that set expectations for higher quality
development, and small business tools that help
neighborhood businesses to be successful also
represent important public commitments to
creating more vibrant places.
Springfield Development Services Office of
Planning and Economic Development
Springfield Department of Public Works
Springfield Chamber of Commerce and
Affiliated Chambers of Commerce of Greater
Springfield
DevelopSpringfield
1 Allen Street
Local Businesses
Resource Needs
Appropriate zoning tools to focus activity in key
neighborhood centers, permit eclectic mixed
use corridors, mitigate negative impacts, and
elevate design quality; while the Citys proposed
zoning ordinance is generally well-positioned
to accomplish these goals, targeted rezoning or
overlay districts may be helpful
Financing for infrastructure improvements
to support neighborhood activity centers,
including streetscapes, transit stops, public
facilities, and others
Resources for commercial building
improvements, small business support,
storefront activation, and blight removal at
targeted locations
Program combines local TIF financing and
tax credit and 10 percent abandoned building
tax credit
CDBG Program that provides communities with
a source of financing for physical and economic
investment.
CDBG Small Business Loan Program: Typically
$1,000 to $10,000 to support job creation and
elimination of blight
Corridor Storefront Improvement Program (if
expanded): Up to $10,000 for faade
improvements
Neighborhood Storefront Improvement
Program: up to $10,000 for faade
improvements
U.S. Small Business Administration. Property
owners impacted by the tornado are eligible for
special disaster recovery loans from the Small
Business Administration (SBA). Approved loans
can be increased for protective measures to
lessen similar future damages. Additionally,
49
Priority
Supportive Critical
small businesses and most private nonprofit
organizations can obtain loans for unmet
working capital needs.
MassDevelopment. MassDevelopment
grow their businesses. With financing tools
predevelopment to permanent financing
Resource Opportunities for Targeted Public
Improvements:
Capital Improvement Plan financing
MassDOT (for arterial streets)
PVTA for transit stop upgrades
Private developer contributions to
streetscape improvements for adjacent
new development projects
Cooperative funding and maintenance
agreements with adjacent property owners
interested in improving the quality of the
public spaces adjacent to their property
The recovery from many other natural
disasters has been facilitated by a special
federal appropriation. These funds, often
channeled through the CDBG program,
provide funds for gap financing and
needed public improvements.
Economic Development Administration
(EDA) grants for public infrastructure that is
required to leverage private investment
Action Steps
Policy Actions
Adopt and implement the new zoning
ordinance
Explore potential and appropriateness of
Neighborhood Commercial Overlay Districts for
District 2 activity centers (Six Corners
Intersection and Watershops Armory area), and
Mixed-Use Industrial zoning for Watershops
Armory building at 1 Allen St.
Emphasize creating vital activity centers and
corridors as part of development review in
tornado-impacted commercial areas
Public Improvements
Identify specific public improvements to
support and coordinate with private investment
in neighborhood activity centers, including
potential streetscape improvements, street
realignments, transit stop upgrades, storefront
activation programs, and blight removal
activities
Phase construction, identify funding sources,
and develop final design
Business Support
Reach out to property and business owners to
identify where available business support
resources can assist building improvements,
expansion, or other business needs (and where
new programs might have significant impact).
Reach out to property and business owners,
particularly those considering rebuilding
projects or new investment in tornado-impacted
neighborhoods, to identify where and how
public improvement projects can support and
coordinate with private investments
Consider a retail analysis to identify underserved
sectors within District 2 (and potentially other
tornado-impacted areas), in order to target
public energy and resources
Project Location
Within District 2s tornado impacted areas, the
Six Corners intersection and Watershops Armory
area are key activity centers, while Hancock Street,
Walnut Street, and to a lesser extent Central
Street are important neighborhood mixed-use
corridors.
50
The Si x Cor ner s i nt er sect i on at t he
convergence of Hancock, Walnut, Alden, and
Ashley Streets is a major crossroads within
the District providing cross-town connections
to Downtown Springfield, the Watershops
Armory and neighborhood to the east, State
Street, and Springfield College. While the
intersection includes a collection of gas
stations, dining, and service establishments,
the area is underutilized. A combination
of reconfigured streets and public realm
improvements could help to transform the area
into an attractive, walkable, easy-to-navigate
destination and catalyze private investment
and development that would provide a greater
quality and variety of retail and services to the
neighborhood and give pass-through traffic
a reason to stop. Improvements to the Six
Corners Intersection could also capitalize on
the potential of Alden Street as an important
gateway that connects through Six Corners
and Springfield College with opportunities
for new retail and services to serve students
and residents. Specific improvements could
include:
Reconfigured intersection Reconfiguring this
intersection as a roundabout could improve
the circulation and traffic flow, improve safety,
and highlight the intersection as an identifiable
destination around which activity can be
focused.
Streetscape improvements In coordination
wi th a reconf i gured street al i gnment,
streetscape improvements would improve the
visual appearance and safety of the intersection,
supporting an attractive, walkable, vibrant
destination.
Active green space There is an opportunity
to better integrate the existing public green
space at the intersection as an amenity that can
encourage activity and accommodate a range
of neighborhood events and activities.
Community facilities The proposed S.R.
Williams Resource and Development Center at
Florence and Hancock Streets could provide
valuable neighborhood services and meeting
space in a new facility that supports a more
active and vibrant Six Corners activity center.
Quality new development A combination of
infrastructure improvements, small business
programs, development incentives, and careful
design review can promote new pedestrian-
scale development, attractive signage, and
inviting storefronts at the intersection that set
new expectations for design and quality.
51
1. Reconfigured intersection with
new roundabout
2. Streetscape improvements
3. Enhanced retail and services
for residents and visitors
4. Community garden
5. Alden Street as gateway and
connection to Springfield
College
6. Potential community facilities
Concept for Six
Corners Intersection
1
2
2
2
2
3
3
3
4
5
6
52
A variety of existing anchors and rebuilding
opportunities make the commercial activity
center just west of the Watershops Armory
building a major opportunity to create an
interesting and vibrant destination, better
connect District 2 neighborhoods, and help
a variety of retail, service, and industrial
enterprises to flourish. The citywide plan
also emphasizes the importance and further
potential of the Watershops Armory building by
recognizing it as a priority project for economic
development.
New Street Al i gnments and Streetscape
Improvements District 2 residents identified
the Allen Street intersections at Hickory and
Rifle Streets as particularly unattractive and
unsafe for pedestrians. These intersections,
along with the intersection further west of
Hancock, Hickory, and Central Streets could
be reconfigured so that Hickory Street flows
directly into Central Street. This would simplify
traffic movement through the area and enhance
safety. Streetscape improvements focused
around these intersections, and along Hickory
and Central Streets could help to support an
attractive, walkable destination for this activity
center, and create a continuous improved corridor
along the tornado path linking Springfield
College, the Watershops Armory area, Maple
High, and downtown Springfield further west.
Reconfi gured and Revi tal i zed Commerci al
Area The existing street alignments result in
an inefficiently utilized commercial area located
between Allen, Rifle, Central, and Hancock
Streets. In conjunction with street realignments
and streetscape improvements, the commercial
area could be reconfigured as an attractive,
walkable, mixed use neighborhood center
that provides a variety of retail and services,
and functions as a convenient and desirable
destination for surrounding residents and visitors.
Rehabilitation of the vacant Lincoln Hall building,
that suffered significant damage in the tornado,
could be integrated into the revitalization of this
area, adding an element of architectural interest
and historic character to potential redevelopment.
Connections to Ruth Elizabeth Park and the
Mill River There are two major opportunities to
deliberately integrate open space and recreation
as amenities that support the activity center. A
reconfigured Hancock Street would place new
Existing Conditions
Existing Conditions
53
emphasis on Ruth Elizabeth Park to the north, and allow this open
space to interact with the neighborhood commercial uses as well
as surrounding residential areas and a new Brookings School.
The Healthy Lifestyles initiative includes recommendations for
a trail along the Mill River that could connect the Watershops
Armory area with Johnny Appleseed Park and other parts of the
neighborhood.
Connections to a New Brookings School The Schools
as Community Anchors initiative and the Hickory Street
Implementation Opportunity in the Coordinated Housing
Strategy initiative describe the potential for a new Brookings
School to become a multi-faceted anchor for residents and the
community. A new Brookings School could potentially locate
on the vacant site at the northeast corner of Hickory and Allen
Streets, providing a catalytic amenity that strengthens the Hickory
Street corridor and the entire neighborhood. A new Brookings
School could be designed to embrace the street and surrounding
uses, and provide recreational or community facilities that serve
area residents in addition to students.
Enhanced Use of the Watershops Armory Building The
Watershops Armory Building at 1 Allen Street is a distinctive
landmark for the surrounding activity center and neighborhood.
A nationally designated historic structure located astride a dam
of the Mill River that creates Watershops Pond, the Watershops
Existing Conditions
In conjunction with
creative new uses
and tenants the
Watershops Armory
building could be
enhanced with facade
improvements and
landscaping
54
is potential for this site to do much more. As an
anchor for a revitalized activity center, the armory
site could become a unique venue that mixes
creative activities, manufacturing, workforce
development, startups, and other enterprises
in a deliberate way. The site could function as
a generator of jobs, ideas, and products that
supports the District and the City. The historic
appearance and location on the water contribute
to long-term potential for The Watershops Armory
to incorporate office or residential uses as well,
potentially housing the creative and innovative
entrepreneurs who might work there.
The dam of the Mill River that sits beneath the
Watershops Armory building is owned and
maintained by the City of Springfield and in
need of repair. As part of the Citys assessment
of necessary repair and maintenance, it is
exploring the potential for hydro power at the
facility, hearkening back to the original purpose
for the dam and siting of the Watershops
Armory building. Tenants of 1 Allen Street have
indicated a need for additional power, and there
is opportunity to integrate a unique renewable
energy component with other improvements to
the site.
Armory Building contains a diverse mix of
businesses and industries. In District 2, where
access to jobs and economic opportunity
is such an important issue, the Watershops
Armory functions as an informal incubator and
light-industrial facility that includes enterprises
ranging from workforce development programs
to precision airline part manufacturing.
While the Watershops Armory building is
nearly fully occupied, the appearance of the
building masks the value of the enterprising
activities that occur inside. A new roof and
other structural repairs have been completed
as part of repairs to tornado damage, but the
building could better project its importance
and potential with improvements to the
exterior faade and surrounding site, including
long-deferred maintenance, landscaping,
reconfigured parking, and other features. In
coordination with other street improvements
and surrounding development, upgrades to
the Watershops Armory building could help to
transform the appearance and perceptions of
the area.
The Watershops Armory Building currently
serves a critical role in the neighborhood, by
providing a venue to accommodate a variety
of quality manufacturing jobs. However, there
1. Reconfigured intersection to connect
Hickory and Central Streets
2. Streetscape improvements
3. Enhanced retail and services for residents
and visitors
4. Enhanced uses at Watershops Armory
building
5. Potential site for new Brookings School
6. Repurposed existing Brookings School
building
7. More active use and programming of Ruth
Elizabeth Park
8. Potential Mill River trail connection
9. New mixed use development
10. New infill housing
(The recommendations listed above are
located on the map on the following page)
Concept for Watershops Armory Area
55
Concept for Water Shops Armory Area
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56
Promotion and Marketing
of the Community
indicated above.
Neighborhood Events
Public Realm Improvements and Programming
Support and Shared Promotion of Local Businesses

As community members have come together to envision a better future for their
neighborhoods, they have identified the diversity and history of the area as defining
characteristics and important strengths. The tornado rebuilding effort provides an
opportunity to promote and market the cultural diversity and historic character of
neighborhoods in this area and build upon these strengths to attract new residents,
visitors, and investment that are essential to creating vital, sustainable, and connected
neighborhoods.
Marketing the areas unique local businesses, cultural enrichment opportunities, and
historic housing stock to the wider community can help to attract new residents and
encourage people to visit. People are naturally curious about the changes occurring
in their community through the rebuilding process and the extra attention can help
jump start new interest and investment in the district. The Citywide section of this
plan recommends engaging the City, Springfield Chamber of Commerce, Greater
Springfield Convention and Visitors Bureau, banks, realtors, and other organizations
to promote and sell the City of Springfield. There are also some ongoing citywide
marketing efforts including the Make it Happen City campaign, and volunteer
efforts such as Choose Springfield Mass. All of these citywide efforts also provide
venues to integrate neighborhood-focused promotional activities and capitalize
on new energy and attention in tornado-affected areas to positively transform
perceptions of the district.
57
Neighborhood Events
Neighborhood events are one tool to promote
District 2 neighborhoods. Historic homes tours
can advertise to potential homebuyers and future
residents while bringing attention and focus to
broader preservation efforts that strengthen
historic housing stock as a neighborhood asset
in the long-term. The existing Buy Springfield
Now program is another means in promoting
Springfield and District 2 neighborhoods to
potential homebuyers. Community celebrations
such as cultural festivals can promote the
diversity of District 2 neighborhoods, provide
cultural enrichment opportunities for residents,
and attract people from the wider community to
the area. Other events such as neighborhood
cleanups or community gardening activities
provide opportunities to improve the appearance
of the neighborhood, enhance neighborhood
pride, and encourage social interaction. The 2006
Urban Land Institute (ULI) report also recommends
holding fairs, festivals, and parades to celebrate
the Citys cultural diversity and help reshape
community attitude.
Public Realm Improvements and
Programming
Promotion and marketing of the community can
include improvements to the public realm that
give each neighborhood a consistent feel or
theme through signage and iconic features. For
example, themed banners along highly visible
corridors can advertise community strengths,
while gateway elements or public art can mark
entrances to neighborhoods. Themed street
lights, paving, and street furniture could be
incorporated as part of streetscape improvement
projects. See the Streetscape Improvements
initiative for a more detailed discussion of
infrastructure elements that improve the public
realm.
Support and Shared Promotion of Local
Business
District 2s unique neighborhood businesses
reflect the areas diversity and present an
opportunity to promote that diversity as an asset
to attract new visitors, residents, and investment.
District 2 retail, dining, and service businesses can
capitalize on their unique offerings through shared
events, shared marketing and branding, and
shared organization to support these activities.
With a minimum of organization, a set of
businesses could offer discounts on a certain day
of the week, collaborate on an annual sidewalk
sale, offer a taste of the neighborhood, or other
events. These events can be branded in a way
that incorporates the neighborhoods identity.
Where such events can be coordinated with
attractive, pedestrian-friendly destinations, such as
those described in the Enhanced Neighborhood
Businesses initiative, the impact of these events
for the promotion of the community is even
greater.
District 2 businesses could benefit through
shared marketing that advertises neighborhood
offerings to college students, local employees,
and others (special discounts for college students,
or 24 hour delivery, for example). A merchants
association or other organizing structure could
help to coordinate shared events and activities,
develop and drive promotional efforts, and
identify opportunities for collaboration between
neighborhood businesses that strengthen the
entire District.
58
City of Springfield (particularly for incorporating
neighborhood marketing into Citywide
promotional efforts)
Local businesses
Residents
Neighborhood organizations
Arts and cultural organizations
Area churches
Springfield Preservation Trust (to promote the
Districts historic assets, organize historic home
tours, etc)
Mason Square Farmers Market
Area colleges
Resource Needs
While funding would be necessary for streetscape
improvements, lighting, gateway elements, and
other physical improvements, the major resource
needs for this initiative are not financial, and relate
to organization and leadership
Capital Improvement Program funds for
physical improvements
While the predominantly residential character
and challenging business environment in
District 2 make the implementation of a
traditional Business Improvement District
challenging in District 2, there is potential for
District 2 businesses to organize and pool
resources for a very narrow and focused set of
shared promotional, marketing, and event
expenses.
There are a range of small business resources
available that could potentially be used
promotion and marketing. See Job Training
and Small Business Support initiative for a
more detailed description of small business
resources
Grants and Foundations
Action Steps
Incorporate neighborhood marketing into
citywide promotional efforts
Work with area businesses, Neighborhood
Councils, arts and cultural organizations, and
area colleges to plan and organize cultural
events that celebrate the Districts creativity and
diversity
Work with Springfield Preservation Trust to
organize historic homes tours to promote the
Districts architectural heritage
Integrate neighborhood branding or theming
into physical improvements (i.e. banners,
signage, gateway features)
Business coordination
Identify simple- to-organize events where it is
easy for businesses to participate and
cooperate.
Build trust, cooperation, and shared interest
through ongoing coordination of District
businesses for a variety of shared promotional
activities
Explore merchants association or other
neighborhood business association that can
formalize shared goals and responsibilities for
promotion of neighborhood businesses
Project Location
Promotion and Marketing should include a
District-wide approach. However, the Maple
High Historic Neighborhood, State Street, and
Mason Square are specific locations where
promotional efforts could support ongoing
activities and investment. Neighborhood activity
centers including the Six Corners intersection
and Watershops Armory area are other potential
locations for promotional efforts, particularly if
coordinated with improvements to enhance the
appearance, walkability, and vibrancy of these
areas.
Priority
Supportive Critical
59
Precedents
The Taste of Wheaton, Wheaton, MD
The Taste of Wheaton in Wheaton, Maryland,
a highly diverse suburb of Washington DC,
is an annual event that brings together
dancing, music, and ethnic cuisine from
local African, Italian, Latin American, and
other eateries. Local nonprofits and busi-
nesses also have booths. The event draws
thousands of people from Wheaton and
surrounding areas to celebrate the unique
culture of Wheaton.
Gallery Night Providence, Providence,
RI
Gallery Night Providence, is a monthly excur-
sion into the local art scene of Providence,
Rhode Island. Tours, a free bus loop, and
free art classes bring art to the residents
and have helped brand Providence as a
Creative Capital.
Taste of Wheaton
60
Mason Square
Mason Squar e i s a gat eway t o t he
neighborhoods that comprise District 2 and
forms the boundary between the Old Hill and
Upper Hill neighborhoods. Significant public
investment has already been made in the
infrastructure and amenities in Mason Square,
and there is an opportunity to take advantage
of that investment to promote redevelopment,
increase active use of the square, and promote
the surrounding neighborhoods. This square
at the intersection of Wilbraham and State
Streets is comprised of green space, bus stops,
a basketball memorial public art installation,
as well as a significant number of civic,
religious, health and educational institutions,
namely the Mason Square branch library, a
fire station, several churches and schools,
and active seasonal flea and farmers markets.
The square is also a major transfer point from
the State Street bus service to routes that
serve East Forest Park, other Mason Square
neighborhoods, and other points west.
The squares configuration, with a central
green and wide sidewalks, makes it compact
and wal kabl e. Mason Square currentl y
functions with a mix of service, retail, and
office uses, and there are very few vacancies.
However, there is an opportunity to enhance
the vitality and activity of the area while
capitalizing on the activities and tenants in and
around the square to promote the surrounding
neighborhoods and attract both area residents
and outside visitors.
The Mason Square Farmers Market takes place in
a parking lot adjacent to the Fire Station Saturday
mornings during the season. Similarly, the Mason
Square Flea Market occurs just south of the
Square. In addition to bringing activity to public
spaces in the District, the Farmers Market and Flea
Market are venues to promote the surrounding
neighborhoods and advertise local businesses to
outside visitors. The green itself could become a
small pocket park with seating, chess and checker
tables that incorporates the National Basketball
Hall of Fame Memorial as a place-destination
within the square.
The Mason Square library branch, which recently
re-opened, is surrounded by green space, as are
the faith-based organizations that flank it. The
Library should consider utilizing the exterior space
for library related events, activities and programs
that could even take place when the library is
closed. For example, a moveable cart of free
books located outside would create a lending
library where patrons could voluntarily contribute
and borrow books. During the nicer weather,
after school activities for young people could
take place outside, such as homework clinics,
arts, crafts and web-based projects. There
is tremendous opportunity for the library to
turn itself inside out and to activate the public
spaces around it to help create a safe and lively
place in the neighborhood.
Improvements to Mason Square also provide
an opportunity to better connect to the nearby
American International College. A more active
and vibrant area can serve students, and there
is even opportunity to coordinate activities
and events with the college. The college is the
preferred developer of the vacant fire station
and adjacent Indian Motorcycle building, and
redevelopment of these buildings can provide
additional anchors that support increased
activity and vitality of the Square.
There are already events, activities, and
interested organizations focused on the area,
and there are a variety of physical places that
each have a myriad of possibilities for more
active public use. Mason Square has the
potential to be the front yard for the District
a gateway and showpiece that brings the best
of the neighborhoods to the forefront for the
entire City to experience and enjoy.
61
STATE STREET
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Springeld
City Library
STATE STREET
Alternative Market Location
Pergola
Book Exchange
Game loan
Tables & Chairs
Game tables
Fussball
Ping pong
Food Kiosk

Caf Seating
General
Reading area
Enhanced
Reading Garden
Youth Classes
Community Garden
Youth Activity Zone
Bike riding classes
Rollerblading
Model car racing
Bike repair workshop
Arts & crafts workshop
Kids Area
Movable Book Carts
Bus stop
Outdoor Performance Area
Author Readings
Small Concerts
Poetry Jam
Open MIC
Homework Zone
Study Groups
Tutoring
Picnic Area
0 50 100
N
The diagram below illustrates potential programming concepts that together could increasing activity and vitality of Mason Square
62
Major Move 3
Planning for and investing in quality neighborhoods through
public infrastructure, programs, and policies is essential to
transform neighborhoods into vital, sustainable, beautiful places.
Strategic coordination of public investments and programs can
support private development, and attract additional private
resources to the community. This Major Move identifies
initiatives to improve the safety, appearance, and vitality of
District 2 neighborhoods through an aggressive approach to
property maintenance, by transforming vacant and abandoned
properties from neighborhood liabilities into new development
and valued amenities, and by capitalizing on a proud and active
community to engage residents in neighborhood improvements.
Safe and convenient transit is also important for connecting
District 2 residents to critical employment, education and
services, and for creating safe and active public spaces.
Key Initiatives
Streetscape Improvements
Activity Centers and Corridors: Six Corner Intersection, Watershops Armory Area,
Hancock Street, and Walnut Street
Corridor of Revitalization: Central Street and Hickory Street
Historic Streets: Maple Street and Pine Street
Reuse of Vacant Lots
Strategies to Manage Vacant and Abandoned Properties
Potential Uses for Vacant Lots
Property Maintenance for Homeowners and
Renters
Community-city partnership
Creative and informed approach tailored to District 2
Expanded Homeowner Guide
Safe and Convenient Transit
Enhanced routes to increase mobility and access to employment and services
Transit stops designed as neighborhood gateways and safe public spaces
Transit improvements coordinated with surrounding development
63
64
Streetscape Improvements
indicated above.
Activity Centers and Corridors: Six Corner Intersection, Watershops
Armory Area, Hancock Street, and Walnut Street
Corridor of Revitalization: Central Street and Hickory Street
Historic Streets: Maple Street and Pine Street
District 2 residents have expressed a desire for a more walkable neighborhood, a
more attractive neighborhood, improved public safety, and support for local business.
Streetscape improvements present an opportunity to support all of these efforts and
maximize economic development potential.
Streetscape improvements can enhance the walkability of the district through repaired
and widened sidewalks, benches, landscaping, and other pedestrian amenities. Better
lighting, signage, thoughtful street design, and increased pedestrian and business
activity along the street all contribute to safer neighborhoods.
Targeted streetscape improvements also demonstrate public commitment to the area,
help to improve the image and perception of a place, and can spur private investment,
particularly when they are strategically coordinated with other development activity or
investments in public facilities (schools, community centers, and parks, for example).
Tornado-impacted areas in District 2 include several locations with inefficient, confusing,
and potentially unsafe intersections that also happen to be located within existing activity
centers or corridors (particularly the Six Corners intersection and the Watershops Armory
area where Walnut, Hickory, Allen, Central, and Rifle Streets converge). Streetscape
improvements in these locations can improve connectivity and safety by reorienting
streets and intersections to simplify traffic flow, provide mobility options with better
pedestrian and bicycle amenities, and reinforce these activity centers and corridors as
attractive, lively, connected destinations.
65
Completed and Proposed Streetscape Improvements
Narrow streets and limited public rights-of-way
present physical challenges to implementing
streetscape improvements in District 2. With the
exception of State Street, all District 2 streets
have only two lanes, and the major streets in the
District generally have forty to fifty feet of width
in which to incorporate potential improvements,
maintain safe and efficient traffic flow, and
meet requirements for ADA accessibility, utility
location, and other considerations. However,
most of the streets proposed for streetscape
improvements in this initiative have wider than
necessary traffic lanes, and there are a variety of
successful templates to incorporate traffic lanes,
wide sidewalks, bicycle infrastructure, landscaping
and amenities, and potentially on-street parking
within the available street widths. The sample
streetscape sections included with this initiative
present three different streetscape scenarios that
could be applied within the District.
While streetscape improvements represent a
significant investment in terms of construction and
maintenance costs, recent improvements to Main
Street, State Street, and other streets demonstrate
the Citys willingness and capacity to implement
streetscape projects, as well as recognition that in
addition to infrastructure upgrades, such projects
represent economic development catalysts with
transformative potential. As District 2 rebuilds,
the impact of streetscape improvements can be
Mason Square
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Completed Streetscape
Improvements
Proposed Improvements:
Activity Centers & Corridors
Corridors of Revitalization
Historic Streets
Tornado Path
66
maximized by strategically coordinating with other
development in a mutually beneficial way.
This coordination also presents an opportunity
for creative private funding. Streetscape
i mprovements can be i ncorporated i nto
new development projects (particularly for
commercial and mixed-use projects) provided
a plan and standards are in place to ensure
compatibility throughout the District. New and
existing business owners may be interested in
cooperating with the City to improve or maintain
the streetscapes adjacent to their storefronts
to a standard beyond what the City could
implement alone. While cooperative maintenance
agreements have been successful in other places,
such an approach requires a straightforward and
user-friendly approach that does not discourage
private participation in improving the public
realm. For arterial streets such as Hancock Street
and Walnut Street, state funding is also potentially
available for streetscape improvements.
While enhanced streetscapes could provide
benefits throughout the district, this initiative
identifies strategic locations where opportunities
exi st to coordi nate publ i c i nfrastructure
investment with other community assets and
rebuilding efforts. Recognizing the recent
improvements to State Street, Walnut Street, and
Oak Street, and acknowledging that additional
improvements may be appropriate in the long
term (particularly along Walnut Street), this
initiative focuses on other locations as the highest
priorities for additional investment that can
complement existing improvements.
Activity Centers and Corridors: Six
Corners Intersection, Watershops Armory
Area, Hancock Street, and Walnut Street
Streetscape improvements at the Six Corners
intersection could support this neighborhood
activity center at the junction of several key
streets in the area, and potentially improve
the circulation and traffic flow as well by
reconfiguring this intersection as a roundabout.
A project like this has the potential to redefine
the character of the intersection in coordination
with development opportunities for adjacent
vacant or underutilized space. The Six Corners
Intersection Implementation Opportunity under
the Enhanced Neighborhood Businesses
initiative provides a visual depiction of how these
improvements might work.
The commercial activity center just west of the
Watershops Armory, bounded by Central Street,
Rifle Street, Allen Street, and Hickory Street
also has the potential for transformation in
coordination with streetscape improvements. The
intersection of Hancock Street, Hickory Street,
and Central Street could be reconfigured so that
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67
Section for Commercial 40 ROW Section for Commercial 50 ROW
Section for Residential 50 ROW
9 9 11 11
Sidewalk Sidewalk
Landscape
Zone
Landscape
Zone
Shared
bikeway
Shared
bikeway
7.5 7.5 7.5 7.5 10 10
Sidewalk Parking Parking Sidewalk
Landscape
Zone
Landscape
Zone
Shared
bikeway
Shared
bikeway
8 8 6 6 11 11
Sidewalk Bike
Lane
Bike
Lane
Sidewalk
Landscape
Zone
Landscape
Zone
Drive Lane Drive Lane
The fol l owi ng secti ons i l l ustrate conceptual
streetscape improvements for a variety of conditions
present in District 2. For reference, District 2s
Central, Hancock, and Maple Street generally have
50 feet of available right-of-way. Pine Street has 45-
50 feet of available right-of-way. Hickory and Walnut
Streets have been 40 and 50 feet of right of way.
As the streetscape sections illustrate, even narrow
corridors can accommodate a variety of streetscape
improvements to enhance safety, mobility, and
appearance
68
as a gateway to the neighborhood for those
travelling between downtown and other parts
of the city. All of these factors indicate that
streetscape improvements on Central Street
have the potential to transform the area when
coordinated with other rebuilding efforts,
particularly with a realignment of the Watershops
Armory intersection that connects Central Street
and Hickory Street to create a continuous corridor
of revitalization following the tornado path. (See
Central Street Implementation Opportunity
under the New Infill Housing initiative for a
visual depiction of how streetscape improvements
could coordinate with other investment.)
Bookended by Springfield College to the east
and the Watershops Armory to the west, the
areas along Hickory Street were among the most
severely damaged by the tornado. Hickory Street
represents the unifying link for this key area where
redevelopment has the potential to include
a new approach to housing, a new Brookings
School as an educational anchor, a new gateway
to Springfield College, and to more deliberately
embrace Watershops Pond as a neighborhood
amenity. (See Hickory Street Implementation
Opportunity under the Coordinated Housing
Strategy initiative).
Historic Streets: Maple Street and Pine
Street
Maple Street and Pine Street are important
gateways to the Maple High - Six Corners
nei ghborhood. I mprovements to these
streets can improve walkability while creating
attractive streetscapes that reflect the historic
character of the surrounding neighborhood.
These streetscape improvements can work in
conjunction with other efforts to recognize and
promote the historic character of the area as a
community asset (See Promotion and Marketing
of the Community initiative).

Hickory Street flows directly into Central Street.
This would simplify traffic movement through
the area and, in conjunction with streetscape
improvements and other development along
Hickory and Central Streets, create a continuous
improved corridor along the tornado path linking
Springfield College, the Watershops Armory area,
Maple High, and downtown Springfield further
west.
Hancock and Walnut Streets are both mixed
use corridors, and both streets connect the two
activity centers described above. Improvements
to these streets could help to support the
businesses along these streets and provide a
deliberate connection between activity centers.
While Walnut Street has the potential for a variety
of potential improvements (see streetscape
section diagrams), streets that currently do not
have any streetscape improvements should be the
first priority for new investment.
Corridors of Revitalization: Central Street
and Hickory Street
Central Street includes a concentration of
properties severely damaged by the tornado,
as well as a number of vacant city-owned lots
and recent infill housing development. With
the Watershops Armory area as an anchor on
the eastern end of the street, and downtown
Springfield to the west, Central Street functions
69
Springfield Parks and Recreation Department
MassDOT
Pioneer Valley Transit Authority (coordination of
streetscape improvements with bus routing
needs and shelter location and design)
Pioneer Valley Planning Commission
Local businesses
Resource Needs
While streetscape improvements represent
major infrastructure investments, the City already
undertakes street and sidewalk construction
projects regularly. There is an opportunity to
coordinate and prioritize existing resources to
leverage the impact of the public infrastructure
investments more strategically
Capital Improvement Plan financing
Private developer contributions to streetscape
improvements as part of adjacent new
development projects
interested in improving the quality of the public
spaces adjacent to their property
Infrastructure improvements including
streetscape upgrades are eligible for funding
through the CDBG program
The recovery from many other natural disasters
has been facilitated by a special federal
appropriation. These funds, often channeled
through the CDBG program, provide funds for
gap financing and needed public improvements
EDA grants for public infrastructure that is
required to leverage private investment
Action Steps
Design and analyze traffic impacts for
reconfigured intersections at Six Corners and to
directly connect Hickory and Central Street, and
incorporate these improvements as part of the
Capital Improvement Program
Update standard street templates to include
pedestrian and bicycle accommodations
Finalize locations for specific street
improvements, prioritizing locations where
streetscape improvements can coordinate with
other public and private investment
Identify any right-of-way needs
and develop final design
Identify opportunities to incorporate sidewalk
construction and repair as part of new adjacent
development
Priority
Supportive Critical
Project Location
Activity Centers and Corridors: Six Corner
Intersection, new Watershops Armory
intersection, Hancock Street, and Walnut
Street
Corridor of Revitalization: Central Street
and Hickory Street
Historic Streets: Maple Street and Pine
Street
Precedents
2nd Street, Kansas City, MO
The investment in a new streetscape on
2nd Street in Kansas City helped transform
the identity of the neighborhood from
abandoned warehouse buildings into new
mixed-use development. $2.5 million in
infrastructure investments has helped to
bring about $165 million of new adjacent
development.
70
indicated above.
Strategies to Manage Vacant and Abandoned Properties
Untended vacant and abandoned lots and buildings create stress in a neighborhood,
and give rise to a variety of nuisance, safety, security, and health issues. Less visibly,
but no less damaging, vacant properties diminish a sense of community, weaken
property values, and discourage new and existing residents from investing in their
homes and neighborhoods by conveying a perception of neglect, stagnation, and
lack of value. Without productive uses to contribute to the tax base, vacant properties
are also a strain on the City budget, even as these properties create maintenance
and nuisance issues that require attention and resources from the City. Concerns
about vacant, abandoned, and blighted properties in District 2 have emerged from
community input throughout the Rebuild Springfield planning process.
The rebuilding process presents an opportunity to reassess the value and potential
of vacant lots and recognize that these properties can be transformed into assets
that strengthen District 2 neighborhoods. When these places are released for new
development or innovative community projects, they can simultaneously remove the
stress of abandonment and provide mutually beneficial spaces for neighbors. Safe
active places help to create safe vital cities. Activating vacant lots as community spaces,
gardens, parks, playgrounds and other neighborhood uses can address a variety of
needs including providing access to healthy food, beautifying neighborhoods, creating
safe and active public spaces, and supporting youth activities and skill development.
This initiative contains two key elements to addressing vacant and abandoned property
in the community: strategies to manage and find productive uses for vacant and
abandoned properties, and potential short and long term uses for vacant lots.
71
City-Owned Properties
Vacant Properties
Tornado-Damaged Residential
Properties
Existing Community Gardens
Tornado Path
72
Strategies to Manage Vacant and
Abandoned Properties
The City has employed a range of strategies to
address vacant and abandoned properties and
improve how they are acquired, managed and
returned to private ownership. The Citys Office
of Housing, Springfield Redevelopment Authority,
and other agencies are already engaged in
ongoing acquisition of vacant, abandoned, and
tax-delinquent property to return it to productive
use, and in some cases identifying opportunities
to coordinate these acquisitions to facilitate
strategic redevelopment opportunities.
Recognizing that the use of traditional auctions
to dispose of vacant or abandoned properties
can potenti al l y exacerbate the strai n and
nuisance that vacant lots create for a community
by opening the door to speculative buyers who
lack the capacity or interest to reinvest, and
that the auction process disposes of properties
haphazardly without consideration of broader
community goals, the City has successfully
employed a Request-for-Proposals process to
dispose of vacant properties. This Request-for-
Proposals process includes partnerships with local
housing developers and organizations to ensure
that capable buyers are committed to returning
properties to productive use. The City also
offers a program to sell vacant lots to owners of
abutting lots who are interested in acquiring and
maintaining the property.
Despite these efforts, resource challenges have
limited the Citys ability to address vacant and
abandoned properties more effectively. The
tornado and the foreclosure crisis before it have
significantly increased the scale of the vacant
and abandoned property issue faced by the City,
even as budget challenges have reduced the staff
and funding to address the problem. Federal
programs used for home repairs, cleaning of
vacant lots, and disposition of properties, such as
CDBG and HOME funding, are also decreasing
over time. In this context, it is critical that the
Citys efforts to manage vacant and abandoned
properties be strategic and creative, to maximize
the impact of ongoing efforts and leverage
potential partnerships and resources.
Management and disposition of vacant properties
can be supported by inventorying and evaluating
vacant lots in the context of long term community
development goals, and determining how
available vacant lots can best support those
goals. Land banking, whether operated through
existing City departments and Springfield
Redevelopment Authority, or a separate formal
land trust, is a strategy that supports the proactive
identification and acquisition of vacant and
abandoned properties to facilitate investment and
redevelopment in a deliberate and coordinated
way. Land banking also enables consolidation
of property in strategic locations that can make it
easier to develop at a scale that can attract more
private investment, accommodate a broader
range of redevelopment financing strategies, and
have a more transformative impact on District 2
neighborhoods than would be possible with a
collection of scattered sites passively acquired
within an area.
There are some creative tools that can help
finance land-banking efforts, including tax
recapture provisions that recover costs with
a portion of the tax revenue on successfully
developed properties. The Center for Community
Progress is a national organization that provides
technical assistance with land banking and other
strategies to turn vacant properties into vibrant
places. Other Massachusetts communities have
provided dedicated resources for land banks
through measures including designating a portion
of property taxes to fund acquisition of property
73
(often with exemptions for a certain minimum
value of property), or fees for real estate transfers.
Many communities around the country have
al so had success i n tackl i ng vacant and
abandoned properties through vacant property
registration programs. A registration program
offers a number of benefits for the City and the
community. Through fees and penalties, such
programs provide resources to manage and
maintain vacant properties. More importantly,
however, these fees and penalties provide a
strong financial disincentive for inaction and
neglect by property owners, and encourage active
use of the property or sale to an interested and
committed owner. A registration program also
provides the City with detailed information of
vacant properties in its community and reliable
contact information for owners, facilitating swifter
action and better communication to address
maintenance, safety, and other concerns. With
tools to enable better diligence on the part
of property owners, the Citys maintenance,
demolition, and other costs are reduced, allowing
for more focused efforts in critical areas.
The City of Springfield adopted an ordinance in
2009 that requires registration of vacant properties
with contact information, and includes fines for
failure to maintain the property. Between the
adoption of the ordinance in 2009 and 2012, the
City successfully registered approximately 1300
properties and collected more than $215,000 in
fees and fines to support property maintenance
and code enforcement efforts. However, the City
stopped enforcement of the ordinance in August
2010 and discontinued fines, limiting the impact
of this ordinance as a disincentive for inaction.
In the Fall 2011, the City of Springfield passed
an ordinance requiring the payment of a $10,000
bond for vacant and foreclosed properties to
ensure funds for adequate maintenance. The
bond is returned once properties become actively
used. However, a legal challenge has prevented
the enforcement of this ordinance as well.
The track record of communities that have
undertaken and successfully implemented
vacant and abandoned property registration
programs illustrates the success that diligent and
concerted efforts can produce, and highlights
the importance for Springfield to continue
working through challenges in order to effectively
implement its adopted vacant and foreclosed
property ordinances. For example, in Riverside,
California between 2008 (the inception of a
Neglected Property Abatement Program) and
2009, the City investigated 2,190 abandoned
structures, gaining compliance with 987, while
raising approximately $1.5 million in citation,
abatement invoices, and civil penalties. In
Wilmington Delaware, vacant property fees have
served as a deterrent to owning vacant property
and generated more than $3 million dollars
since 2003. In a single year in 2008, Minneapolis,
Minnesota addressed 40 percent of the 1,366
registered vacant properties on its registry
through a combination of rehabilitation and
demolition, resulting in significantly fewer vacant
and boarded buildings, lower crime rates, and
improved quality of life.
The purpose of a vacant property registration
program is to address the problems that vacant
properties create for communities and facilitate
the transition of vacant properties to viable uses.
For those property owners who face genuine
financial challenges, some communities have
coupled vacant property registration programs
with small grants to assist owner-occupants with
critical maintenance, or compliance plans where
the City and property owner agree together on
a strategy and timeline to address code and
maintenance issues, and other measures.
74
Conceptual Diagram of Potential Vacant Lot Uses
Redeveloped for New Infill Housing Community Garden Rain Garden/Stormwater Management
Vacant Lot Sale to Abutting Owners Reuse as Park, Pl ayground or Other
Community Spaces
75
New Infill Development - In most cases, the
best uses for vacant lots are new development,
provided that the tax, maintenance, and other
liabilities can be removed to facilitate new
investment. Redevelopment simultaneously
brings activity to the site, demonstrates visible
investment in the neighborhoods, removes
nuisances, and returns property to the Citys tax
rolls.
Sale to Abutting Owners One attractive option
for vacant lots is an abutter lot program that gives
an adjacent property owner right of first refusal
to purchase or otherwise acquire the vacant
lot. Among other benefits, this allows existing
neighbors to increase their yard space, generally
ensures better maintenance, and will generate
taxes that may have been unpaid in the past. The
City of Springfield currently provides a program
for the sale of vacant lots to abutting owners.
Communi ty Spaces Dependi ng on the
immediate context surrounding each vacant lot
opportunity, local playgrounds, pocket parks,
or other types of public spaces are potential
options for vacant lots. These uses often turn into
volunteer opportunities that encourage social
interaction between neighbors, since the related
planting or construction is relatively simple and
easy to accomplish in one or a few workdays.
These communi ty spaces al l ow nei ghbors
to come together and take an active role in
beautifying their neighborhood, and transform a
site that once represented neglect into a site that
demonstrates community pride.
Community Gardens Community gardens not
only improve access to healthy and affordable
pr oduce, but al so cr eat e oppor t uni t i es
for l eadershi p and ski l l devel opment and
neighborhood beautification. The City has
been working with the Springfield Food Policy
Council (SFPC) and others to draft a Community
Garden Ordinance to formally support and lay
the groundwork for a community garden system.
It is expected that the Ordinance will go to
vote before the City Council in 2012. The City,
SFPC, Gardening the Community, and other
organizations should jointly identify and prioritize
parcels for permanent or long-term community
garden use. (See also the Integrated Healthy Food
System initiative.)
A few things happen when a community decides
to adopt a vacant parcel. Community energy
is channeled positively into beautifying and
maintaining the lots, rather than negatively into
stressful communication with the landowner or
city. Further, additional policing is lessened or
eliminated because the area becomes self-policed
by the community, who now has an ownership
in the place.
Formal maintenance agreements are common
mechanisms between the city and the private
interested property owners that shift responsibility
for maintenance away from the City while giving
the community more autonomy over the use and
appearance of the land. In some cases, activation
of vacant lots can introduce permanent activities
for District 2 neighborhoods. In other cases,
vacant lots can be improved on a temporary
basis addressing appearance, maintenance and
safety of the area without precluding future infill
development.
Springfield Development Service Division
Springfield Health and Human Services Division
Gardening the Community
Owners of vacant lots and abutting lots
Housing development organizations (HAP
Housing, Springfield Neighborhood Housing
Services, Greater Springfield Habitat for
Humanity)
Neighborhood Councils and community groups
Area churches and community centers
76
Priority
Supportive Critical
Resource Needs
Vacant lot inventory with location, ownership,
zoning, tax liabilities, and other information
Resources to acquire, maintain, and manage
vacant lots
Community members/neighbors to help
identify highest and best uses of each lot
Financial and labor resources to support the
transformation of the lot (if turned into a
community amenity, such as a playground,
community park, garden, etc.)
Neighbors willing to purchase/acquire vacant
lots and maintain the property
Funds for infill housing
Federal funding sources to address vacant
properties include CDBG, HOME funds, and
the Neighborhood Stabilization Program
There are some creative tools that can help
finance land-banking efforts, including tax
recapture provisions that recover costs with a
portion of the tax revenue on successfully
developed properties
Other communities have funded acquisition of
vacant property through measures including
designating a portion of property taxes to fund
acquisition of property or fees for real estate
transfers
National Community Stabilization Trust - The
National Community Stabilization Trust was
created to assist government agencies and
non-profits revitalize distressed neighborhoods
by providing efficient and streamlined access to
vacant and abandoned properties from financial
institutions and flexible financing for
neighborhood stabilization activities
Vacant lot registration program fees and
penalties can provide financial resources to
address nuisance properties and encourage
active use of the property
Volunteer sweat equity from District residents
Local businesses who own or abut vacant lots
may be interested in supporting improvements
to those spaces (for example, Mitchell Machine
donated vacant land on Hancock Street for a
community garden)
Community Garden Resources (See Integrated
Healthy Food Systems Initiative for more
detailed community garden resources)
Action Steps
Inventory and evaluate vacant lots in terms of
long-term community development goals
Identify concentrated areas of vacant properties
and other strategic locations to proactively
acquire property for redevelopment
Provide adequate funding to enable aggressive
enforcement of the Citys Vacant and/or
Foreclosing Property Registration Ordinance to
provide a strong disincentive for inaction and
neglect of vacant properties
Refer to precedents outlined in the U.S.
Conference of Mayors 2009 Vacant and
Abandoned Properties Survey and Best
Practices to determine possible strategies
relevant to Springfield
Identify vacant lots that may be in a position for
transformation into a new use
Coordinate efforts to determine best
disposition strategy, including selling of vacant
lots to abutting property owners where
appropriate
Utilize alternatives (such as RFPs) to the auction
process for city-owned lots to encourage
coordination and planning of infill and
redevelopment efforts, and discourage inaction
from absentee owners
Develop criteria for sites most appropriate for
gardens, e.g. next to a positive community
anchor like a church, in the heart of a residential
area, a willing owner, etc.
Project Location
Vacant lots, redevelopment opportunities, and
new uses for vacant lots are located throughout
District 2 neighborhoods. Residents and property
owners may identify additional specific sites for
repurposing
77
Precedents
Vacant Lot Interim Greening, Springeld, MA
In 2010, Springfield experimented with providing a minimal level of
landscaping of city-owned vacant lots. The lots were cleared and
graded, planted with grass, and surrounded by a simple wooden fence.
Examples of this treatment are two large lots on the north side of Central
Street. Funding cuts have limited the Citys ability to undertake more
of this activity, but it had a very positive effect on neighborhoods and
is a program that the City can undertake in concert with neighborhood
councils and volunteer labor
Mason Square Farmers Market, Springeld, MA
This Farmers Market already uses vacant lots to grow the produce that is
sold at the market each Saturday. This could be expanded to other sites
in the district.
Gardening the Community, Springeld, MA
This organization has already transformed several vacant lots in the
community, weaving food production into youth development/
leadership training. In 2011, they supported 30 youth in learning new
urban agriculture and leadership skills, positively contributing to their
community while earning money and growing more than 1000 pounds of
produce on four abandoned lots in the city.
Vacant Lot Stabilization Project, Albany, NY
The City of Albany has developed this project to beautify underutilized
parcels owned by the City. Consistent with the Citys South End plan
Capital South Plan: SEGway to the Future this initiative creates green
space in the neighborhoods to increase the overall quality of life for the
community and to knit together other parks and community gardens.
This program is for community-based organizations to green a lot
with community members so that the parcel can be used as open space,
providing the community with places to plant flowers or simply a place to
relax and enjoy nature.
Vacant Building Registration Program, Minneapolis, MN
In response to the increased demand for the resources that are consumed
by abandoned properties, the City developed regulatory processes to
recover costs for managing properties, promote the rehabilitation of
properties, and order the abatement of nuisance properties. The costs
associated with the implementation of these processes are recouped
through fees charged to nuisance vacant properties. Owners of vacant
properties must register and pay a fee that is due each year that the
property is found vacant. All corrective action taken by the City results in
additional fees which are applied to taxes on the property if unpaid. The
Citys approach to nuisance abatement has resulted in significantly fewer
vacant and boarded buildings, lower crime rates, and improved quality of
life.
78
Property Maintenance for
Home Owners and Renters
indicated above.
Creative and informed approach tailored to District 2
Expanded Homeowner Guide
Increased attention to property maintenance and code enforcement was a consistent
theme throughout community input sessions in District 2. Repaired and restored
building stock is closely linked to pride of place, which in turn leads to increased
neighborhood property values, improved safety and security for residents and visitors,
and more desirable locations for local businesses and development. To this end,
a new and aggressive approach to property maintenance is strongly recommended
as part of the rebuilding plan. While the City has moved quickly to support the
issuance of post-tornado building permits as property-owners clear insurance and
funding hurdles, there remain opportunities to accelerate improved maintenance for
properties that have been problem spots both before and after the tornado.
A partnership between the community and relevant City staff (particularly the Office
of Housing, Inspectional Services Division, and Office of Neighborhood Services) is
proposed to identify and move aggressively on those properties that require repair
or maintenance. Such a collaborative model is explored in the City of Springfield
Economic Assessment Project prepared in 2008 by the UMass Donahue Institute
for the Office of Planning and Economic Development. Code officials, the local
police force, and community developers are considered critical members of this
collaboration. Where resources and staff for property maintenance and enforcement
are limited, a community partnership can bolster the capacity and effectiveness of
property maintenance efforts even as it engages residents and property owners in
the proactive improvement of their neighborhoods. This is especially important in
79
District 2, where property maintenance is a very
high priority for residents while limited code
enforcement resources still need to be spread
over the entire City.
Community members can play an important role
by helping to develop an overall strategy that
will be effective on the ground, by collecting
and filtering complaints, and by monitoring the
properties and ensuring they are secured and
maintained to minimum standards. A District
2 Property Maintenance Task Force made of
City staff and key community members could
undertake these tasks immediately and in a
systematic way, aided by a city-wide inventory
of maintenance and enforcement needs (as
recommended i n the Ci tywi de pl an) and
suppl emented by communi ty i nput (some
neighborhood groups are already compiling
maintenance needs). This could transition into
a robust multi-year implantation plan, which
woul d i nform a comprehensi ve l ong-term
strategy for property maintenance in the district
and city-wide. The Quality of Life Ordinance
Squad is a successful Springfield example of a
proactive code enforcement team that conducts
Saturday code sweeps, looking particularly for
neighborhood quality of life issues. Connected
to this work is a separate initiative that identifies
strategies to manage and reuse vacant lots in
the neighborhoods. (See Reuse of Vacant Lots
initiative.)
Creative and informed approach tailored
to District 2
There are several precedents to consider from
around the country as the City works towards
supporting better communities through property
maintenance programs from blight ordinances
that assign heavy penalties for violations to more
proactive, community-based initiatives that
encourage volunteerism and could be an avenue
for local job creation.
Several case studies presented in UMass Donahue
Institute 2008 Economic Assessment Project and
the U.S. Conference of Mayors 2009 Vacant and
Abandoned Properties Survey and Best Practices
are particularly relevant to proactive maintenance
and code enforcement. Other communities have
had success at addressing property maintenance
issues through a variety of strategies. The Reuse
of Vacant Lots initiative describes how other
communities have successfully implemented
vacant property registration programs to monitor
issues and incent action. Strong penalties for code
violations coupled with rigorous enforcement
have also yielded success throughout the country,
including measures ranging from fines and tax
liens, to potentially foreclosing or demolishing
properties that are not brought into compliance.
Many communities require code corrections
upon transfer of property ownership ensuring
80
should feed directly into the Reuse of Vacant Lots
initiative, and could easily expand to a city-wide
initiative.
Expanded Homeowners Guide
As part of the rebuilding effort after the tornado,
Devel opSpri ngfi el d ( i n col l aborati on wi th
the City of Springfield Office of Housing and
HAP Housing) published a Rebuilding Guide
for Homeowners, which provides resources
for financial and volunteer assistance, the
construction process in general, how to rebuild
better and how to navigate the fairly complex
process of rebuilding after a disaster. There
is an opportunity to expand this document to
become a handbook for home and property
owners throughout the city. The guidance and
ideas on property maintenance issues such as
clean-up, building restoration, landscaping,
weatherization, and other measures is transferable
to many homeowners and could serve to establish
clear language, and relevant instructions,
warnings and priorities for effective property
maintenance or improvements. This should be
done in collaboration with those working on the
Coordinated Housing Strategy initiative, the first
initiative suggested for District 2 in this document.
that responsibility for property maintenance is
not transferred. North Miami Beach operates
a creative tri-party escrow agreement program
that works with buyers and sellers of problem
properties to settle fines, release liens, and ensure
the buyer will address violations in a customer
friendly, non-punitive way.
The City of Arlington, Texas operates a volunteer
Code Ranger program in which citizens are
educated about the more common code
violations and encouraged to report suspected
violation locations. The key is to apply applicable
practices that could be uniquely suited to meet
the needs in District 2, or could spark new ideas
for local solutions. Either way, these examples are
perhaps the best starting point for developing
a strategic approach to improved property
maintenance in the district.
One of the first tasks of the Property Maintenance
Task Force would be to compile and maintain an
inventory of properties in need. The team would
then review the toolkit of available solutions,
dialogue with representatives from city staff and
neighborhood councils, and identify an approach
that is tailored to succeed in District 2 and other
tornado-impacted areas. This is an initiative that
81
Springfield Department of Code Enforcement
Springfield Office of Neighborhood Services
HAP Housing
Resource Needs
Assigned staff from Development Services
Division Office of Housing
Identified community leaders through the
respective neighborhood councils
Access to existing programs that help support
property owners with maintenance, such as local
church outreach programs, and Humanics Day
at Springfield College
City ordinance fees, code violation penalties,
and potential vacant lot registration penalties
can provide financial resources to address
nuisance properties and encourage active use
and maintenance of the property
State grants
Federal programs, including CDBG, HOME
funds, and the Neighborhood Stabilization
Program
Philanthropic organizations
Volunteers for clean-up, fielding and filtering
complaints, help with home/property
maintenance
The f ol l owi ng pr ogr ams and r esour ces
hel p homeowners wi th home repai rs and
improvements:
(SNHS) - emergency repair grants and home
improvement loans
MassHousing - home improvement, septic
system repair, and lead paint removal loans
HAP Housing
Greater Springfield Habitat for Humanity -
through volunteer labor, builds houses for
families in need
Repair Program: Provide technical assistance
Springfield
Springfield College students participate in
service projects during the annual Humanics in
Action Day; these students could help clear or
repair property in need of help
82
Evaluate existing best practices / precedents
and brainstorm on opportunities particularly
suited to District 2
Identify three District 2 key initiatives/events for
2012 to engage the neighborhood into creating
real change on key properties; choose a
demonstrate block where significant change
can be seen quickly (ties into Capitalizing on an
Engaged Community initiative)
Engage other potential partners whose mission
is to address/eliminate substandard housing to
Provide educational or otherwise supportive
services (Habitat for Humanity, HAP Housing,
etc.)
Project Location
As needed throughout District 2 neighborhoods.
One task of a property maintenance task force
would be to inventory and prioritize locations with
property maintenance needs.
Priority
Supportive Critical
Provides emergency heating system repair, pays
burning system, or pays for the replacement of
the system, if needed. The program is intended
to assist homeowners whose household income
does not exceed 60 percent of the area median
income.
Massachusetts Department of Public Health
Massachusetts Rehabilitation Commission
Veterans Affairs Regional Loan Center
Action Steps
Identify key community and City staff for a
District 2 Property Maintenance Task Force. If
successful, consider citywide implementation
Create an inventory of relevant properties in
District 2 based on a block-by-block
assessment. As proposed in the Citywide plan,
utilize and tie this into a Citywide property
maintenance database
Establish regular meeting times and agenda for
first year of the District 2 Property Maintenance
Task Force, moving as aggressively as possible
to transform problem areas and demonstrate
positive change
83
Precedents
Tulsa Beautification Foundation Matching
Grant Program, Tulsa, OK
Foundation matches neighborhood association
and non-profits fundraising dollar for dollar for
beautification projects
Tulips on Troost, Kansas City, MO
Tulips on Troost aims to change the face of
Troost Avenue by planting one million tulips
along the Avenue, hoping to inspire and motivate
the citizens of Kansas City to recognize the
value of neighborhood capital improvements
and beautification in some of the citys most
under-served neighborhoods. Tulips are just on
the surfacethe deep-rooted goal is to use a
beautiful, accessible thing like a tulip to represent
positive change on Troost and to let the city know
that Troost is worth time, efforts, and resources.
Storefront offices, San Diego, CA
The Citys code enforcement department is
opening storefront offices where residents can
come in with questions and complaints.
Rapid Response Team, City of Las
Vegas, NV
Thi s team i s a di vi si on of the Ci ty s
Neighborhood Services Department and
works on proactive compliance of city codes
and ordinances. They are responsible for quick
responses for graffiti removal, public littering,
abandoned furniture/materials, and collaborates
with residents to eliminate blight and conduct
neighborhood cleanup.
84
Safe and Convenient Transit
indicated above.
Enhanced routes to increase mobility and access to employment and
services
Transit stops designed as neighborhood gateways and safe public spaces
Transit improvements coordinated with surrounding development
A healthy, reliable transit system is key to the success of any city, and particularly important
for neighborhoods with significant transit-dependent populations, such as those in District
2. It is critical to recognize transits role as a key element of urban infrastructure within the
District, providing mobility options and connecting District residents to vital employment
and services. In this context, there are opportunities to enhance the transit service that the
Pioneer Valley Transit Authority (PVTA) provides within the District through improved routes,
enhanced facilities, and integration of transit service with development that emerges from
the rebuilding effort.
Teatro V!da is a local performing arts collective that strives to encourage creative expression
and activate collaboration among diverse populations. In their Vision for a Creative
Springfield, created for the Rebuild Springfield planning effort, concerns regarding public
transit in Springfield emerged: being able to feel relaxed at a bus station, incorporating
a spirit of hospitality to Springfield visitors by way of the transit system, more frequent bus
service especially during night and evening hours for 2nd and 3rd shift, lack of bus shelters
and benches, and frequency of service between local educational institutions like Springfield
Technical Community College (STCC) and Holyoke Community College (HCC). Their
underlying message reflects themes heard in community meetings, and supports the need
for safe and convenient transit.
Enhanced Routes
Providing mobility options, reducing demand for parking, and serving populations
without cars is only part of a successful transit mission. Transportation takes people
85
Existing Transit Routes and Stops
American International
College
State St.
K
in
g
S
t.
Springeld
College
A
ld
en St.
H
i
c
k
o
r
y

S
t
.

C
e
n
t
r
a
l

S
t
.

M
a
p
l
e

S
t
.

W
h
i
t
e

S
t
.

W
estford Circle
W
ilb
ra
h
a
m
R
d
.
Springeld Technical
Community College
Route G3
Route G8
Route B17
Existing Bus Stops
Colleges
Tornado Path
86
to key destinations (jobs, businesses, schools
and other community amenities) and in the
process builds, strengthens and reinforces
those destinations. As part of PVTAs renewed
commitment to put the customer first, the agency
is working to identify key locations for new bus
shelters based on travel demand and utilize
automated passenger counts and intelligent
information to identify where stops should be.
This is particularly relevant in District 2 where
safety, security and reliable service are major
concerns for residents.
The elimination of prior crosstown service is
an important issue facing District 2 residents,
impacting access to jobs, access to school, and
connections between schools and jobs. There is
also an important social function served by these
crosstown routes that provide access to many
other neighborhoods and local neighborhood
services and businesses without requiring the
journey all the way downtown and back, with
transfer waits. Where impacts to service are a
result of cuts to state funding, more focused
advocacy from City and regional leaders to make
the case for the value of this service for the City
and the region could yield positive results.
The PVTA will move into the intermodal Union
Station when it is renovated. The move into Union
Station Transportation Center is an excellent
opportunity to transform the current bus hub
experience for transit users throughout the City,
including in District 2, rather than just relying
on one hub downtown. Consideration of hubs/
transfer centers within District 2 where a variety
of routes converge, such as at Mason Square,
could benefit this transit-dependent community
by reducing travel and transfer times, while
supporting the activation of this location as a
vital activity center. Mason Square is a potential
location for a transit hub within District 2 based
on a variety of factors: bus lines already intersect
there, some transfers happen already, and there
are many potential users and supportive land uses
such as Springfield Technical Community College,
American International College, Mason Square
Branch Library, churches, farmers market, and
others.
Transit Stops as Gateways and Safe Spaces
There are numerous bus stops throughout
the tornado-impacted areas of District 2, most
of which lack a shelter, adequate seating or
lighting, and are located on narrow sidewalks,
often in front of vacant buildings or lots. This
environment conveys an unsafe feeling for riders.
In partnership with the PVTA, and in coordination
with other rebuilding efforts, redesigning and
enhancing the bus stops throughout the tornado-
impacted area and the entire District would be
a highly impactful and visible intervention that
would make riding the bus a more pleasant
experience for passengers and would turn
transit stops into neighborhood amenities and
gateways as well as positive elements of the urban
streetscape. The PVTA is also currently testing
heaters and solar panels for shelters, and wants
to explore partnerships with local businesses to
put real time information in shops near major
transfer points (i.e., Peter Pan terminal / Union
Station, Baystate Medical lobby). The first step
in transforming transit stops in the district is an
evaluation of the existing conditions of current
stops.

Improvements Coordinated with
Surrounding Development
This plan includes a variety of recommendations
for new development in tornado-impacted areas,
building or rebuilding of public facilities, and the
implementation of streetscape improvements
on several corridors within the District. As these
public and private projects are implemented, it is
important to recognize the potential impacts and
opportunities for transit routes and facilities, and
87
to coordinate and leverage transit improvements
with other investments to maximize the impact of
scarce resources.
Pioneer Valley Transit Authority (PVTA)
Pioneer Valley Planning Commission (PVPC)
Springfield Parking Authority
MASS DOT (street and road projects)
Springfield Emergency Management Director
(for transit-related coordination and
communication in emergency conditions)
Resource Needs
Funding and advocacy to keep service levels
stable or improved
Funding for technological and other
improvement initiatives that make the overall
system safer, more convenient, and more
reliable for the users
Funding for shelters and other physical
improvements at existing stops
PVTA currently receives two-year grants for
programs that have enabled them to maintain
service levels, but they currently stand to lose
that funding in two years without strong and
consistent advocacy
Potential regional funding in lieu of statewide
funding (according to new report out by Mass
Inc., there is a recommendation to fund transit
at the regional scale to support transportation
and balanced regional economic growth; see
http://www.massinc.org/Events/2011/10/
Moving-Forward-with-Funding.aspx)
There is potential to integrate physical
improvements to transit stops in coordination
with other streetscape development projects
that emerge from the rebuilding process
Action Steps
Convene a community dialogue regarding
transit in Springfield: encourage users of all
ages to attend, share current improvement
plans and ideas, use community input to
prioritize ideas for improvement, including the
following suggested action steps (with potential
city-wide benefits):
Identify priority locations for shelters and
other bus stop improvements
Evaluate conditions of transit stops in the
district; identify conditions that impact safety
and comfort, as well as potential
Evaluate impacts to transit routes and facilities
as part of rebuilding efforts for public facilities,
infrastructure, and other development
Pursue planning, advocacy, and funding efforts
to restore crosstown bus service
Introduce a Smart Pass program to speed
boarding
Signal priority is in place on Sumner Avenue
the first ever in New England; State Street and
Main Street could be next to improve service
reliability (all new buses have the signal priority
technology and they are retrofitting other buses
with it)
Redesign bus stop signs with route and
destination information and install schedule
holders
Introduce automatic enunciators on the buses
and nicer seating
Link the CCTV cameras at PVTA facilities to the
police department
Project Location
Throughout the district as needed
Priority
Supportive Critical
improvements
88
Precedents
Los Angeles Neighborhood Initiative,
Los Angeles, CA
This initiative is a grassroots program designed
to restore peoples sense of ownership over
their neighborhood commercial districts. It
focused on developing community plans
for neighborhood main streets beginning
wi th pragmati c i mprovements to areas
adjacent to bus stops and rail stations, with
the understanding that transit stops can
also function as focal points for shopping,
community, economic, and social activities.
Local partnershi ps i ncl udi ng resi dents,
businesses, and community groups worked
together to improve the physical places
around transit stops, including planting
trees, installing and painting new streetlights,
hanging decorative banners, redesign streets
to be more pedestrian-friendly, and revitalizing
adjacent vacant lots as parks and community
gathering spaces. Over time, these groups
have successfully leveraged additional funding
to make longer-term improvements and
institutionalize their community revitalization
efforts.
City of Northampton, MA
Northampton has a monthly transportation
committee meeting and a group that advocates
for transit, building support for PVTA in that part
of the region.
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Major Move 4
Strengthen Community through
Educational Institutions
This Major Move recognizes educational institutions as assets
for the neighborhood and major drivers for the future success
and vitality of the city. Partnerships between educational
institutions and surrounding neighborhoods can provide
mutual benefit by addressing a range of community needs
and supporting the long-term educational missions of area
schools, colleges, and other educational institutions. As
tornado-damaged schools are rebuilt and new schools are
opened, high-performance facilities can improve health
and learning capacity of students while reducing energy
and maintenance costs. Strengthening community through
educational institutions also includes integrating school facilities
into the surrounding neighborhood as community hubs, and
creating a 21st century learning environment with state of the
art education programming and facilities. Finally, coordination
between schools and other facilities and services can promote
collaboration and efficiency, and help to support learning, skill
development, and capacity building for the entire community.
Key Initiative
Quality Schools as Community Anchors
High-performance healthy learning environments
Community anchors
Collaborative and efficient services
Collaborative Partnership Between Colleges
and Neighborhoods
Dialogue Towards a Shared Vision and True Partnership
Better Education
Job Opportunities through Skill Development and Workforce Training
Healthy Vital Neighborhoods
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Quality Schools as
Community Anchors
indicated above.
High-performance healthy learning environments
Community anchors
Collaborative and efficient services
Challenges exist today within the Springfield school system city-wide as well as within
District 2. Reform of the education system is the focus of a city-wide initiative tied
to the strategic rebuilding of Springfield post-tornado and, based on conversations
at the District and city-wide meetings, there is great support for it. The city-wide
initiative supports schools at the center of community needs from a locational,
programmatic and technological perspective. Further, the city-wide initiative
suggests stronger engagement of the public in the process, stresses the importance
of educational reform, and recommends integrated partnerships that emphasize
a continuum of lifelong education. The June 1st tornado, particularly with regard
to schools, can be used as a great catalyst for real transformational change within
Springfield. There are particular challenges in District 2, especially with the schools
that were damaged in the tornado.
Two schools in District 2 Commonwealth Academy (the former MacDuffie School)
and Elias Brookings School sustained significant damage in the June 1 tornado.
Both the former MacDuffie School and the Brookings School are still standing, yet in
need of repair. Temporary facilities have been erected behind the existing Brookings
School, to be used until a permanent structure is ready for classes. Commonwealth
Academy is planning to restore the historic MacDuffie campus buildings. A third
school, Veritas Prep Charter School, is planning to locate within an existing building
on Pine Street near Maple Street.
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Schools and Colleges
(Former MacDufe School)
Veritas Preparatory
Charter School
Elias Brookings
Elementary School
Existing Colleges
Existing Schools
Tornado Path
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Successful schools are a key ingredient to stable,
family-friendly neighborhoods. To that end,
careful building, rebuilding, and repurposing of
these three schools will signal to the community
that positive and transformational educational
reform can be a reality in Springfield. Each of
the three institutions has interesting and unique
opportunities that would support Springfields
overall rebuilding efforts, encompassing the
realms of the physical structures, curriculum
design and programmatic services/amenities.
World-class educational school programs at all
levels (from pre-school through post-graduate,
on to continuing education) provide a strong
foundation for inspiring private investment and
attracting people and economic development
in a city and region. If the three schools noted
above consider these objectives of this initiative
(high-performance learning environments, schools
as community anchors, and collaborative and
efficient services) in their design and (re)building
efforts, they could be model schools for the rest
of the state and even the nation, as well as a major
component of a robust and effective educational
system citywide.
High-performance healthy learning
environments
Several national initiatives in the green building
movement and a growing body of research have
demonstrated the benefits of green schools
and provide a template for local efforts to build
new or renovate existing learning environments
better than before. (A green school is defined as
a school building or facility that creates a healthy
environment that is conducive to learning while
saving energy, resources and money by the U.S.
Green Building Council. Refer to Greening our
Schools: A State Legislators Guide to Best Policy
Practices.) The rebuilding process presents an
opportunity to create high-performance learning
environments that may not have been feasible
before the tornado.
The Kiowa County School (K-12) in Greensburg,
Kansas is an excellent case study for how a
community (after a tornado that wiped out their
entire physical infrastructure) decided to rebuild
their school. Following the new city standards to
design and build all civic buildings to meet LEED
Platinum standards, the school and development
team committed to and succeeded in this goal.
This ambitious undertaking required extra time
and effort in evaluating FEMA and insurance
resources, as well as an effort to gain other funds.
The result is that the community now has a school
that they are all proud of, and it is a destination
for many educators and community leaders across
the country for how to transform a community
while rebuilding after a disaster. This is true
primarily because of how they decided to rebuild
from an environmental perspective (achieving
LEED Platinum certification), but also with regard
to their technological innovation, their proximity
to the center of their community and their desire
to provide a world-class facility for their children.
These same types of opportunities can be
implemented in the three schools noted above.
There is a unique rebuilding opportunity in this
window after the tornado for long-term thinking; it
should not be wasted.

High-performance refers not only to how the
bui l di ng performs from an envi ronmental
perspective, but also from the perspective of
preparing students for entrance into a 21st century
life and career. In todays world, a learning
environment can be physical or virtual, remote
or in person. Creating a 21st century learning
environment supports the design of physical
spaces and technological systems to support the
human and nature-based relationships needed
for effective learning. This was a powerful idea
that emerged from and was supported in the
community and stakeholder meetings.

Curricula for all three District 2 schools could
incorporate a deeper understanding of the facility
95
in which they work, revealing and illustrating
the beneficial impacts of environmentally-
and student-sensitive learning environments.
This effort could include close integration
of the physical structures with the natural
environment/systems on the school grounds
and in adjacent neighborhoods. Historically, the
physical environment of a school has not been
intentionally educational itself. With Brookings,
Commonwealth Academy, and Veritas there is
an opportunity for the facilities to be used as
a teaching tool that supplements their public,
private and charter school curricula.
Community Anchors
As suggested by School s as Centers of
Community: A Citizens Guide for Planning and
Design, learning environments have the potential
to: enhance teaching and learning, serve as
a center of the community, reflect community
interests that arise from a comprehensive planning
and design process, make effective use of
available resources, and be flexible and adaptable
for new ways of learning.
Each of the schools noted above (Brookings,
Commonweal th and Veri tas) coul d more
effectively integrate their facilities into the
surrounding neighborhood as a community hub,
coordinated with other facilities and services to
promote collaboration and efficiency in services.
The facilities could share community amenities
such as a public library, community meeting
places, community gardens and sports/recreation
facilities. The new Veritas Prep school will not
initially need all of the space in its new facility.
This creates a prime opportunity to thoughtfully
integrate community and school functions in a
mutually beneficial way. Likewise, because new
construction (rather than renovation) for the new
Brookings School is being considered, the existing
damaged building could be analyzed for potential
community spaces while a new school is built
nearby, particularly spaces that would benefit both
the new school and the neighborhood.
As a follow-up to the Kiowa County School noted
above, the high school students insisted (and the
community followed) on rebuilding their school
facility near the heart of the citys downtown
to reinforce the values of the entire town and
to make it a vital part of their community. (The
alternative was to build a consolidated school
half-way between two small rural towns.) It is
today a vibrant component to the towns central
core. Schools in New Orleans and other places
that have been damaged from natural and man-
made disasters are also being reconsidered as the
center of communities that are building back.
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Elias Brookings School
Commonwealth Academy (former MacDuffie
School)
Veritas Preparatory Charter School
For schools as community hubs and coordinated
services:
Springfield Public Schools (including School
Committee and School Building Committee)
Interested neighborhood members/parents
Neighborhood church youth group leaders,
where there is an overlap with student
populations
Local PTAs and/or parent organizations
National Clearinghouse for Educational
Facilities
Springfield City Library
YMCA
For high-performance learning environments:
U.S. Green Building Council The Center for
Green Schools
The 50 for 50 Green Schools Caucus Initiative
The American Institute of Architects Western
Massachusetts Chapter
U.S. Department of Education Green Ribbon
Schools program
American Lung Association Asthma-Friendly
Schools Initiative
For workforce development and a lifelong
learning approach/educational continuum:
Springfield College, Springfield Technical
Community College and other higher education
institutions that are engaged with these schools
Regional Employment Board of Hampden
County, Inc. (REB), affiliated workforce
development providers at FutureWorks, and
other workforce and youth development
programs (see Job Training and Small Business
Support initiative)
Resource Needs
Educational workshops as needed on the
benefits of green schools and schools as
community anchors for: design, construction,
and facility management professionals, as well
as school administrations and faculty; often a
field trip to other high-performance schools is
very beneficial
Close collaboration between school
administration/faculty and community members
to help determine mutually beneficial uses of
the school facilities
Additional funds (beyond insurance and FEMA)
to push each facilitys capacity for state-of-the-
art learning environments
Collaborative and Efcient Services
It would also be beneficial for the District
2 nei ghborhoods to consi der how each
school could efficiently support learning, skill
development, capacity building, and other
services for the entire community through
programs and co-located facilities that serve
a range of needs for all ages. Workforce
development providers could offer their services
during the non-school hours to students and
others in the community at school facilities located
conveniently within District 2 neighborhoods.
On-going adult continuing education is another
use that leverages school facilities for broader
capacity building efforts in the community. The
Healthy Lifestyles initiatives highlights the
potential of school facilities as full-service
schools that provide physical and mental health
services for the community. This model is already
being employed within the District at the High
School of Commerce. Commonwealth Academy
intends to provide students a range of social
and health services, and health services could
also be accommodated with the redevelopment
of Brookings School. This kind of access to
facilities could become an income stream for the
respective educational institution or simply be an
added benefit within the community.
97
Davis Foundation (initially to convene a summit
that addresses city-wide educational issues and
immediate opportunities for schools damaged
by the tornado)
Home Depot Foundation (long associated as
supporters of green building through their
Sustainable Community Development program
and Sustainable Cities Initiative)
Massachusetts Chapter of the U.S. Green
Building Council
U.S. Green Building Foundation (volunteer
resources)
The Center for Green Schools, U.S. Green
Building Council (centerforgreenschools.org)
Mayors Alliance for Green Schools
Bonds (that support first costs for renovation/
construction of schools, paid back by way of
energy savings over the long-term)
Local churches (particularly as it relates to
engaging the community needs, resources and
opportunities)
Private funding from individuals, businesses,
philanthropic and other organizations,
especially those interested in elevating design/
building quality and/or those that care deeply
about education in Springfield, the region, the
state
FEMA
Massachusetts School Building Authority
Priority
Supportive Critical
Action Steps
Convene a meeting of the leadership of the
three schools noted above to discuss creating
high-performance learning environments,
community hubs, and collaborative services, to
see how these might be achieved jointly to
beneficially impact the schoolchildren and the
community
Evaluate curriculum needs, site constraints,
rebuilding challenges, etc. to identify
challenges and opportunities for each site
Host community workshop(s) to explore
integrating community amenities within the
school plans, where appropriate, and consider
opportunities for the use of school facilities to
support learning, skill development, and
capacity building for the entire community
Set the vision, raise funds and integrate high-
performance strategies within the design of
both new and existing facilities
Facilitate a design symposium/workshop that
reveals opportunities for 21st century learning
environments, community needs that could be
integrated into each school and potential deep
sustainable strategies that set national
benchmarks for providing healthy and efficient
facilities
Coordinate with school administration and
faculty to incorporate building design and
systems into curriculum, including natural
systems on school grounds or in adjacent
neighborhoods
Project Location
Elias Brookings School: 367 Hancock Street
Commonwealth Academy (former MacDuffie
School): 1 Ames Hill Drive
Veritas Preparatory Charter School: 370 Pine
Street
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Precedents
City Heights Urban Village, San Diego,
CA
In the densel y popul ated Ci ty Hei ghts
neighborhood of central San Diego, the school
district, the city, the redevelopment agency,
and a local foundation collaborated to site
a new school in a neighborhood center with
numerous shared goals. The Urban Village
includes affordable housing, a retail center, an
aquatics center, municipal service providers,
and joint use recreation fields. School and
community users also share tennis courts, a
swimming pool, and a performance annex,
which includes a performing arts center and an
outdoor amphitheater.
Kiowa County Schools (K-12),
Greensburg, KS
In rebuilding their school after an EF-5 tornado
destroyed the entire town in May 2007,
the Greensburg community recommitted
the school as a critical component to their
communitys downtown and to sustainable
strategies (LEED Platinum) that make it a
national model for green schools.
Sodexo Magna Awards Program
This award program recognizes school boards
that demonstrate innovative thinking in advancing
student learning and achievement. Sodexo
Scholars is a program that presents scholarships
to deserving high school seniors who want
to continue their education toward careers in
hospitality or engineering. Sodexo is a provider
to Springfield Public Schools and is interested
in integrating gardens and local produce into
the schools. Their overall vision for the realm of
education is to work with school administrators,
teachers, principals and parents to support
positive and strong learning environments
with emphases on food services and facilities
management.
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Elias Brookings Elementary School (K-5)
The existing school building at 367 Hancock
Street was severely damaged in the tornado,
but does not require demolition. Post-tornado
studies revealed that interior masonry was
compromised, but there was no structural
damage. Early studies by the City-selected
design team reveal that renovation of this
building for reuse as an elementary school is not
ideal. The cost of upgrades required per code
is significant and would still not yield a facility
that will meet school building standards (i.e.,
670 square feet per classroom in its current state
compared to 900-950 square feet per classroom
as required per current standards). Resident
comments at community meetings indicated
anecdotally that the existing building did not
provide a comfortable learning environment. A
temporary modular facility was erected directly
behind the existing structure after the tornado
and is currently being used for classroom space.
It is anticipated that this temporary facility will be
used for two years total.
The construction of a new facility offers
advantages over a renovation of the existing
facility as an elementary school, primarily in terms
of the quality of learning environment that could
be provided in a new facility that is thoughtfully
designed. While the existing Brookings School
building is not ideal for a new Brookings school,
the existing building has potential for renovation
for any number of activities, including a community
center, branch library, community meeting spaces
or housing, any of which could support existing
needs within the community. Repurposing of the
existing school building will require conversations
with appropriate stakeholders to determine how
best to use this structure. As school districts across
the country see decreased enrollment, many
are undertaking community-driven processes to
explore repurposing possibilities. An analysis
of these options should be conducted soon,
preferably with community input.
A new school facility located within the existing
neighborhood has the potential to serve as a
major catalyst for revitalization. The final location
of a new school will need to be determined in
close connection with other decisions in the area,
including redevelopment along Hickory Street,
Central Street, and Walnut Street. However,
there are certain existing neighborhood amenities
important for consideration when locating the
new school, including proximity to Ruth Elizabeth
Park, Springfield College, and potentially with
the original structure, depending on its ultimate
repurposed use(s).

Wherever it is located, design and construction
for a new facility should integrate high-
performance goal s for heal thy l earni ng
environments, efficiency, and durability. Further,
any opportunities for shared facilities or shared
programs with the community would enhance
the viability and resiliency of the school and
the neighborhood (programs and facilities
could include a library, community meeting
spaces, recreational/fitness facilities, workforce
development programs, continuing education
programs, health services, and more).
Hickory St.
k Hickory St.
k
100
All of the buildings on the former MacDuffie
School campus were severely damaged during
the June 1 tornado. The status of this property
is especially complicated due to the timing
of ownership transactions and the particular
insurance coverage issues that have arisen
as a result of the timing of the conveyence.
The purchase executed on May 31, one day
before the June 1 tornado, but the transfer of
property did not occur until July 1. Accessing
insurance proceeds is critical in restoring the
historic campus. The new owners intent is to
create a not-for-profit innovative school that
would operate to support public education by
utilizing innovative educational technologies
and teaching methods. The intent is to begin
with a first group of 100+/- students in the 6th-
9th grades (beginning as early as Fall 2012),
with as many as 300 students by 2015. These
students will be coming from feeder schools in
the public school system. Ideally, according to
the schools founder, a majority of the students
will come from the surrounding neighborhood
and Springfield-at-large. Commonwealth
Academy will feature a 10,000-hour mastery
program in sports, the arts and sciences,
STEM (science-technology-engineering-math),
drama and media, by way of lectures, seminars,
study groups, cooperative learning enclaves,
semesters abroad, work-based learning,
internships, community development and
service learning activities.
One of the goals of this school is a special focus on
dropout prevention and education of urban and
mixed-income populations with an understanding
that many children raised in tough urban areas
are trauma victims with on-going traumatic stress
disorder. Some Project-13 programs (as are
being used in Holyoke, MA) will be incorporated.
(Project 13 is a drop-out prevention program that
identifies students who are determined to be at
risk for school drop-out as they approach the age
of 13. Through experience, they understand that
scholars must be engaged before they reach the
critical milestone. See project-13.org.) This new
approach may also tie in with the States overhaul
of public education to create schools that operate
more autonomously than traditional public
schools. It also fits with the broader city-wide
goals to improve education.
There is one property at 334 Maple Street that is
owned by Commonwealth Academy and abuts the
Veritas Prep Charter School site. Conversations
between the leaders of these two schools have
begun regarding the potential for shared facilities.
In addition to this, the owner is interested in
locating a small, neighborhood grocery store
on-site at the Commonwealth Academy campus
that would generate revenue, provide healthy
food options for residents, and skill development
opportunities for students. This potential grocer
would provide locally sourced, organic, and
healthy choices including a deli with prepared
Commonwealth Academy (former MacDuffie School) (Grades 6-12)
meals for working families, a bakery, a banking
and check-cashing service. Two additional
storefronts would be considered, one rental and
one business incubator for local residents. In
turn, this could tie in with the existing Gardening
the Community program (see the Healthy
Food Systems initiative), which creates urban
gardens in vacant lots while providing leadership
development training for urban youth.
Similar to the other schools noted in this section,
there is potential for the new Commonwealth
Academy to create a hi gh-performance
learning environment through new construction
and renovation of existing structures, and to
collaborate with the community to identify
potential shared facilities and shared programs.
Further, this institution is physically located
in a prominent location in Springfield, and its
structures are important historical landmarks.
Commonwealth Academy is located at the
top of Maple Hill off Maple Street and is visible
from the river, downtown Springfield and the
I-91 corridor, especially now that many trees
were lost in the tornado. This site represents
one of the more visible and urgent historic
preservation priorities for the rebuilding process.
It is important that the City and Academy work
collaboratively to ensure that this institution
can once again be fully utilized to serve the
community.
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M
a
p
le

S
t
.
Central St.
Commonwealth Academy Campus
P
i
n
e

S
t
.
Veritas Preparatory Charter School
Veritas Preparatory Charter School (Grades 5-8)
The vision and mission of this new school is to
prepare students in Grades 5-8 to compete,
achieve, and succeed in high school, college
and beyond by way of a highly structured middle
school built upon a rigorous college preparatory
curriculum and accompanied by daily supports
in academics and character development.
Although not directly impacted by the tornado,
the Veritas commitment to high-performing
education indicates it could become a critical
piece in Springfields post-tornado plan for city-
wide educational reform, particularly in District 2.
The vision and facility of Veritas Prep can inform
Springfields educational reform and potentially
become a model for the City and the region in
urban school reform. In addition to its rigorous
curriculum, Veritas can maximize its impact on
District 2 neighborhoods and the city-at large by
incorporating the three primary objectives of this
Quality Schools as Community Anchors initiative:
creation of a high-performance healthy learning
environment, supporting the neighborhood
as a community anchor, and consideration of
collaborative and efficient services.
The School is moving forward on plans to occupy
an existing building at 370 Pine Street. This is
not technically within the boundaries of District
2, but its location is more closely integrated with
District 2 neighborhoods than others. Veritas
School leaders acknowledge that there is more
space in this facility than they initially
require and intend for the school to
grow into the existing building and lease
additional space over time. Their plan is
to open in August 2012 with Grade 5 and
grow one grade per year to eventually
serve students through Grade 8. As such,
they are open to possibilities for other
organizations to lease additional space
in the same building while their program
develops in the first year, and for some
time afterwards.
It is recommended that Veritas continue
to col l aborate wi th others i n the
community to explore these co-location
options, especially if they lend themselves
to shared community services. Further,
and though more complicated in the
case of an existing building renovation, it
is recommended as part of this initiative
to explore with the owner of the facility
the design and construction of high-
performance learning environments
in the existing facility. Early strategies
should be encouraged to ensure that
the redesign and construction efforts
surrounding this existing structure result
in a healthy, durable, energy-efficient
building a high-performance facility for
high-performance learning.
102
Collaborative Partnership Between
Colleges and Neighborhoods
indicated above.
Develop a shared vision
Pursue opportunities for collaborative partnership
Springfield College, American International College (AIC), and Springfield Technical
Community College (STCC) are significant institutions of higher learning in and
adjacent to District 2 neighborhoods, and this proximity of regionally recognized
institutions is an important asset for the area. This initiative begins with recognition
that the future of District 2 neighborhoods and colleges is interrelated and that
success of both institutions will depend on the development of strong partnerships
and shared goals.
The importance of higher education institutions to the surrounding neighborhoods
is multi-faceted. In their primary mission to support learning, the colleges are critical
components of the education, skill training, and workforce development pipeline that
is so important in District 2 (See Job Training and Small Business Support initiative).
Because they employ large numbers of people, boost skills of the workforce, attract
human capital to the area, and invest resources in the surrounding community
(including physical development projects), District 2 colleges have a broad impact
on the area economy. District 2 colleges can also attract new businesses and people
to District 2 neighborhoods that can be an important part of revitalization efforts in
the surrounding neighborhoods. The student presence contributes to civic life and
engagement and presents further opportunities to create new energy and vitality in
the District.

In turn, safe, healthy, vibrant neighborhoods are essential for the success of the
higher education institutions in and around District 2. In the broadest sense, strong
communities provide the services, amenities, and opportunities that attract and
103
retain people and jobs in the area and underpin
the long term success of the colleges. More
directly, a safe, interesting, attractive environment
and healthy neighborhoods with a variety of
retail, services, and amenities surrounding the
colleges bolster these institutions ability to
attract and students, employees, innovators, and
entrepreneurs.
While this interdependence between the colleges
and neighborhoods is widely acknowledged
by residents, college administrators, and City
leadership, and while there are many examples
of engagement and collaboration between
colleges and neighborhoods, challenges remain.
These challenges include the integration of
development at the edge of campuses into
surrounding neighborhoods, ensuring a safe
and healthy environment for students, and the
need for greater coordination between colleges
and neighborhoods in the planning process.
This initiative recommends the development
of a shared vision and deeper collaborative
partnerships that can capitalize on the presence
of these higher learning institutions for the mutual
benefit of both the neighborhoods and the
colleges.
Develop a shared vision
There is value in developing a shared vision
for how District 2 colleges can coordinate their
missions with the interests of the city and the
community. This shared vision begins with
meaningful dialogue between all parties about
the common interests and challenges of the
colleges and the surrounding neighborhoods,
and also about the respective concerns and
points of friction that may exist. Engaging in an
open conversation helps to build a more trusting
relationship and provides a venue to include
residents and other community stakeholders
in a shared planning process for the future
integration and partnership between colleges and
surrounding neighborhoods.
The development of a shared vision improves
awareness and understanding of everyones
interests and needs, and creates a framework
to identify specific goals and responsibilities
t hat ever yone can embr ace. Wi t h a
shared understanding of how colleges and
neighborhoods can be mutually supportive, and
with a forum for ongoing dialogue to build trust
and common interest, there is great opportunity
for enhanced partnership and collaboration in a
variety of venues. Active leadership from the City
(potentially in the form of a designated liaison to
guide college / community engagement) and
formalized avenues for stakeholder participation
can help to sustain dialogue and partnership.
Pursue opportunities for collaborative
partnership
Mutually beneficial development
One of the strongest forms of support that
the City and community can provide for local
colleges comes in the form of safe, healthy, vital
neighborhoods that surround the campuses.
This is especially true for urban campuses that
necessarily spill into adjacent neighborhoods.
The most successful urban colleges are those
that are interdependent with their surroundings,
where students live both on campus and in the
neighborhood, shop in the neighborhood shops
and eat in neighborhood restaurants, and where
community members have access to campus
facilities in a way that does not detract from
student life, but instead enhances it. Successful
urban colleges have moved away from separation
and isolation to embrace a model of integration
and interdependence.
There are a number of existing partnerships that
illustrate the value of collaboration to improve
the quality of adjacent neighborhoods and
present opportunity for additional engagement
and collaboration. For example Springfield
College is supporting a loan fund for a partnership
between Ol d Hi l l Nei ghborhood Counci l ,
Springfield Neighborhood Housing Services,
Greater Springfield Habitat for Humanity, and
HAP Housing to develop one hundred new
104
or rehabilitated energy-efficient homes for
owner occupants in the Old Hill neighborhood.
Springfield College also has plans to build a
community engagement center in District 2
that other colleges and neighborhood groups
could utilize. AIC owns a number of properties
in the Mason Square area and has plans for
new mixed-use development on State Street
that could accommodate AIC uses and other
tenants. AIC is also exploring potential funding
for redevelopment of the Indian Motocycle
building. Springfield College, AIC, and a variety
of other organizations, education institutions,
and neighborhood groups have worked together
to develop a vision for an Education Corridor
connecting Springfield College, AIC, and other
existing and potential education facilities between
Wilbraham and King Streets.
There is a unique opportunity as part of the
rebuilding process for colleges and other
stakeholders to partner together to ensure
that new development at the fringe of existing
campuses can fully serve the needs of the
colleges and the neighborhood. As part of the
Rebuild Springfield planning process, some of
these possibilities are already being pursued.
Along Hickory Street, Springfield College, area
residents, and the City are working together to
establish the partnerships and formal relationships
necessary to rebuild in a transformational way that
supports residents and the College. Separate
initiatives in this plan for new housing, streetscape
improvements, transit, community safety, and
more, illustrate how a more integrated and
strategic approach to development is possible. If
the community, institutional, and City stakeholders
are able to successfully navigate the partnerships
and responsibilities required to realize these
initiatives, both the community and the colleges
will benefit.
Job training and workforce development
Spri ngfi el d Col l ege, AIC, and STCC pl ay
fundamental roles in the regions workforce
development, job training, and small business
support efforts. The presence of these
institutions in and around District 2, where
education and employment challenges are so
prominent, presents a valuable opportunities for
partnership and collaboration between colleges,
students, employers, job seekers, and a variety
of organizations. The Job Training and Small
Business Support Initiative highlights many of the
existing and potential venues for area colleges to
collaborate with other training and development
efforts, i ncl udi ng smal l busi ness support,
incubator services, workforce development
programs, and potential for better matching
students with the citys successful companies
through mutually beneficial curricula, internships,
and training opportunities.
Research, community services, and non-profit
support
There is potential for area colleges to establish
par t ner shi ps t hat pr ovi de l ear ni ng and
development opportunities for students, while
providing research, services, capacity building,
and other support for community organizations.
For example, The Integrated Healthy Food
System and Healthy Lifestyles initiatives
identify roles for area colleges in conducting
comprehensive food assessments for the area
and improving the quality of neighborhood-level
health data. Other services could range from
classes for residents, to sharing of information
technology resources and expertise with local
non-profits operating in District 2, to support
and partnership in neighborhood planning
and capacity-building efforts for neighborhood
organizations.
District 2 Higher education institutions already
engage with and support the surrounding
community through various programs, including
community service projects, health and in-school
counseling, youth leadership development,
tutoring and mentorship, and other areas. This
initiative recommends building on these efforts
with a deeper partnership between colleges and
organizations to plan for and pursue shared goals
in a strategic way to strengthen neighborhoods
and higher learning institutions.

105
Colleges / universities
Springfield College
Neighborhood councils
Maple High / Six Corners Neighborhood
Council
Old Hill Neighborhood Council
Upper Hill Residents Council
City staff from relevant departments (Office
of Housing, Office of Neighborhood Services,
Planning and Development Services)
Housi ng or gani zat i ons and pr i vat e
devel opers, i ncl udi ng HAP Housi ng,
Springfield Neighborhood Housing Services,
and Greater Springfield Habitat for Humanity
Non-Profit service organizations
Workforce training and skill development
organizations, including MCDI, YouthBuild,
Scibelli Enterprise Center and Springfield
Business Incubator, and others
Local businesses
Area churches
Resource Needs
Leadership and formalized opportunities
for engagement and dialogue represent
the primary needs to improve collaboration
and partnership between colleges and
neighborhoods. This may include a formal
City liaison to guide college /community
engagement.
A variety of financial resources may help to
achieve the development goals that emerge
from new partnerships (see New Infill
Housing, Job Training and Small Business
Support, and Enhanced Neighborhood
Businesses initiatives for descriptions of
potential development resources)
Colleges in District 2 are uniquely capable of
concentrating financial resources, technical
knowledge, and human capital to support
a range of goals. If the collaboration and
partnership described in this initiative can
be realized, these resources can have a
major impact on the quality of District 2
neighborhoods, even as they are deployed
to further the individual missions of each
educational institution
There exists a wide body of research and
on-the-ground experience from around the
nation that can provide models and lessons
for strengthening the relationship between
neighborhoods and higher education
institutions in District 2
106
profit support, and other areas
Incorporate substantive community input into
planning and development of future campus
projects, especially where those projects
have the potential to impact the quality of life
in surrounding neighborhoods, or have the
potential to accommodate both community
goals and the educational mission of the
colleges for mutual benefit
Project Location
Throughout District 2 but particularly at the
geographic edges of college campuses where
the neighborhood and campus interact
As part of the Rebuild Springfield planning
process, Springfield College, area residents,
and the City are working together to establish
the partnerships and formal relationships
necessary to rebuild in a transformational way
that supports residents and the College along
Hickory Street.
Priority
Supportive Critical
Action Steps
Identify leaders from the colleges,
neighborhood, District 2 organizations, and
City to initiate a substantive and ongoing
dialogue for the purpose of identifying shared
goals and interests, and addressing areas of
concern
Establish formal relationships and venues
for ongoing dialogue that integrate the
decision making processes for all groups
to create a shared vision for how colleges
and communities interface and support
each other, including establishing goals and
assigning responsibilities to achieve those
goals
Identify specific opportunities to create
new partnerships and strengthen existing
partnerships, including new development
opportunities, job training and workforce
development, capacity building and non-
107
Northeastern University, Boston, MA
From Town-Gown Collaboration in Land Use and
Development by Yesim Sungu-Eryilmaz, published
by the Lincoln Institute of Land Policy
Nor t heast er n Uni ver si t y s Davenpor t
Commons project consists of 125 units of
housing for students and staff, 60 affordable
owner-occupied townhouses, and 2,100
square feet of retail space. Community
members were concerned about a range
of issues related to the projects physical
design and the threat of neighborhood
gentrification. The development process was
complex, involving many stakeholders and
negotiations. The university partnered on
the project with Madison Park Development
Corporation (MPDC), a local community
development corporation, as well as with two
local developers. Along with negotiating a
community benefits package of affordable
housing, MPDC helped homeowners set up a
condominium association and provided both
technical assistance and education for first-time
homebuyers.
Evan Dobelle at Trinity College, Hartford,
CT
Excerpted from Lisa Prevosts article on Evan Dobelles
work at Trinity College:
Committing $6 million of the colleges $334
million endowment, Dobelle managed to leverage
more than $175 million for the revitalization of the
neighborhoods of Frog Hollow, Barry Square and
Behind the Rocks, which border the campus. The
initiative includes three new public schools, the
nations first college-affiliated Boys and Girls Club,
a community-run job training center, and a home-
ownership initiative.
A Trinity-led alliance with three nearby hospitals-
-which put up $10 million--and Connecticut Public
Television oversees the projects. Neighborhood
committees organized under an umbrella group
called HART (Hartford Areas Rally Together), as
well as community housing organizations and
small-business owners, regularly meet with alliance
members to pitch their own ideas and to offer their
input on pending projects.
This community-service activity has not only
improved Trinitys environs. It has also raised (its)
national profile...Dobelle goes so far as to call
community revitalization a moral obligation of
higher education.
International Town and Gown
Association (ITGA)
In an environment of municipal spending
and taxation limits, state budget cuts and
concerns about rising tuition, cities and
universities are seeking ways to share costs
of services and programs and achieve higher
levels of economies of scale. As recognition
of the benefi ts of posi ti ve town-gown
relations grows, the ITGA provides colleges
and communities a place to turn for contact
information, program assistance, examples
of successful partnerships and solutions to
common problems. The Association works to
provide assistance across jurisdictional and
professional lines, and provide examples to
show that successful partnership and shared
leadership between colleges and communities
are possible and advantageous.
Precedents
108
Major Move 5:
Promoting safe and healthy living foremost requires creating
neighborhoods that accommodate healthy lifestyles,
including diverse recreation opportunities, infrastructure that
accommodates a range of mobility options including walking
and biking, and land use patterns that support locally accessible
goods and services that meet resident needs. An integrated
healthy food system is not only a strategy to improve access
to diverse and healthy food within District 2, but also a tool to
build community, support youth development, activate vacant
lots, support local businesses, and provide job opportunities.
A community-based approach to public safety and strategic
coordination of health services in District 2 are additional
initiatives that can enhance quality and improve perceptions of
the area.
Key Initiative
Community Safety
Create a safer physical environment
Increase the capacity of Community Policing and the Beat Management Teams
Hold regular neighborhood events around community safety
Support community gardens through a Community Garden Ordinance and
permanent garden sites
Develop a healthy corner store program
Support and increase the capacity of the Mason Square Farmers Market
Develop a full-service grocery store
Conduct a comprehensive food system assessment
Healthy Lifestyles
Enhance neighborhood fitness, recreation, and mobility opportunities
Increase access to wellness care through multifunctional community wellness
spaces
Collect and track neighborhood level public health data
109
110
Community Safety
indicated above.
Increase the capacity of Community Policing and the Beat
Management Teams
Hold regular neighborhood events around community safety
Community safety was repeatedly identified as a top priority of District 2 residents
and stakeholders. Violence and crime have a negative effect on property values,
economic development efforts, schools, community pride and overall quality of life.
Although Springfields crime rate has improved recently (the crime rates from 2006 to
2010 were the lowest in the past 25 years), Springfields crime rate is still in need of
improvement. These statistics reflect perceptions both inside and outside the District
2 neighborhoods. This initiative seeks to improve community safety through a mix of
physical improvements, programmatic changes, and community building activities.
A common and recurring theme at all of the District 2 community meetings was
the need for physical improvements to deter crime and enhance the safety and
perception of the neighborhood. Residents have identified the importance of
occupied, well-kept homes, clean and safe streets, building maintenance and faade
improvements, and active reuse of vacant lots. The successful implementation of
many of the other initiatives in this plan, including encouraging new infill housing,
developing vibrant neighborhood activity centers, creating streetscapes that
encourage pedestrian activity, supporting better property maintenance, and
reuse of vacant lots all improve perceptions of the neighborhood, increase eyes
on the street, and thereby enhance public safety. While the ultimate solution to
neighborhood safety issues in District 2 relies on establishing, active, healthy, vibrant
neighborhoods, there are immediate basic projects that can help to create a safer
physical environment, including repairing broken sidewalks, creating well-lit bus stops
111
and shelters, pedestrian signals, crosswalks, and
other traffic calming measures. A 2010 report by
UMass graduate students found that 60 percent
of the sidewalks in Six Corners and Old Hill are
in poor condition. Specific recommendations
for streetscape and facade improvements are
discussed in greater detail in the Streetscape
Improvements and Enhanced Neighborhood
Businesses initiatives, respectively. Revitalization
and rebuilding efforts also present an opportunity
to incorporate principles for Crime Prevention
through Environmental Design (CPTED), a
multidisciplinary approach for deterring criminal
behavior through physical design, in residential,
commercial, and open space areas. CPTED
includes strategies for using lighting, landscaping,
signage, and paving treatments to encourage
legitimate use of space while deterring crime.
CPTED also emphasizes the importance of
property maintenance and activity in public
spaces to deter crime through the presence and
perception of an active, alert community.
Increase the capacity of Community
Policing and the Beat Management Teams
The Springfield Police Departments Community
Pol i ci ng has ni ne offi cers, one for each
police sector of Springfield. The District 2
neighborhoods fall within three different sectors:
E, F, and G. Each sector also has a Community
Policing Management Team (CPMT), or Beat
Management Team that holds public monthly
public meetings. Residents, organizations, and
Community Policing officers work together at
these meetings to discuss local safety issues and
come up with solutions.
Many residents at the Rebuild Springfield
community meetings repeatedly expressed
their concern and frustration about levels of
police presence in District 2 and wanted more
Community Police officers walking or biking
patrols. Though by no means an easy task, the
City should explore different ways to increase the
number of Community Police officers in sectors
with higher crime rates, whether through grants,
reallocation of funds, bonds, or other financing
mechanisms.
District 2 neighborhoods can be a partner
wi th pol i ce i n mai ntai ni ng and i mprovi ng
public safety. Residents, organizations, and
neighborhood councils should better utilize
Beat Management Neighborhood Meetings by
assigning representative liaisons to work with the
teams and attend these monthly public meetings.
112
for the Safe Neighborhood Consortium to
explore grant and funding opportunities to
restore NeighborhoodStat in order to track and
communicate relevant safety information for use in
SPD outreach, Beat Management Neighborhood
Meetings, and other outreach related to public
safety.
Hold regular neighborhood events for
community safety
Community safety is more than just deterring
criminal activity. It is also about building
community, pride, and solidarity. Expanding
and creating regular events organized around
community safety is a fun and effective means
of creating safer neighborhoods and bringing
people together. The Safe Neighborhood
Consortium as described in the Citywide Social
Recommendation #2 could serve as the common
ground for organizations like SPD, the Parks
and Recreation Department, the Mayors City-
Wide Violence Prevention Task Force, Citizen
Police Academy graduates, neighborhood
councils, and local organizations such as Keep
Springfield Beautiful, United Way of Pioneer
Valley, Concerned Citizens of Mason Square,
neighborhood churches and others to partner
to hold regular events like neighborhood clean
ups, neighborhood watch walking patrols, and
Annual National Night Out events. In 2011, a
few Night Out events took place across the
city, though none in District 2 neighborhoods.
The City and community organizations could
explore expanding Night Out to include District 2
neighborhoods.
Partners/Stakeholders
Springfield Police Department
Old Hill Neighborhood Council
Maple-High/Six Corners Neighborhood Council
Upper Hill Residents Council
Forest Park Civic Association
Citizen Police Academy
Mayors City-Wide Violence Prevention Task
Force
United Way of Pioneer Valley
Concerned Citizens of Mason Square
Faith-based community
Keep Springfield Beautiful
Live Well Springfield Built Environment/
Complete Streets Group
Resource Needs
Funding to increase community policing
program
Funding to implement streetscape
improvements
Organizations and neighborhood councils should
also consider adjusting their meetings quarterly
or biannually to coincide with Beat Management
Neighborhood Meetings. For instance, the
East Spr i ngf i el d Nei ghbor hood Counci l
currently coordinates with Beat Management
Neighborhood Meetings once a quarter.
The Springfield Police Department educates
citizens through the 10-week Citizen Police
Academy programs. Though many Citizen
Police Academy graduates are active in their
community groups, they could further support
the Community Policing department through
a more formalized volunteer role. Graduates
could act as liaisons between Beat Management
Neighborhood Meetings and local organizations
or could lead the formation of neighborhood
watch groups or regular neighborhood cleanups.
A good opportunity for these graduates might be
as District 2 representative members of the Safe
Neighborhood Consortium as recommended in
the Citywide Plan.
Springfields CitiStat department previously
facilitated NeighborhoodStat, an effort that
brought residents and the Community Policing
together to co-create solutions to improve
neighborhood safety and quality of life issues.
Though CitiStat funding was eliminated for fiscal
year 2012, the Citywide plan sees an opportunity
113
Citizen Police Academy graduates
Funding to increase community policing could
come from grants, reallocation of funds, bonds,
or other financing mechanisms
Action Steps
Incorporate consideration of CPTED principles
as part of the planning and site plan review
process. The proposed zoning ordinance
includes enhanced plan review functions that
provide an opportunity to explore CPTED
accommodations where appropriate
Identify specific streetscape improvements that
can enhance public safety and improve
neighborhood perceptions (see Streetscape
Improvements initiative for more detailed
action steps)
Identify resources and strategies to increase the
number of community police officers in sectors
with higher crime rates
Participate in the Safe Neighborhood
Consortium as part of the Citywide Plan,
including attendance at monthly Beat
Management Neighborhood Meetings
Coordinate neighborhood council meetings
with Beat Management Neighborhood
Meetings on a quarterly or annual basis
Priority
Supportive Critical
Precedents
Citizen Police Academy graduates can act as
formal liaisons between the Beat Management
Neighborhood Meetings and local
organizations, and can help lead the formation
of neighborhood watch groups or regular
neighborhood cleanups
Location
District-wide
Urban Edge Housing Corporation and Boston Police Department, Boston, MA
Urban Edge and the Boston Police Departments (BPD) partnership began with a single building
on Morse Street that was ruled by a gang of drug dealers. As the propertys developer and
manager, Urban Edge reached out to the BPD to take on the Morse Street situation and the related
crime problems in surrounding neighborhoods. Urban Edge and BPD created an outreach system
for residents while increasing police enforcement and presence in the area. The partners cleaned
up drug houses, drug cruising areas, and vacant lots and empowered Morse Street residents to
take back their community. Having since expanded to take on other challenges in Dorchester,
the partnership has resulted in the opening of a new police substation in a separate Urban Edge
development project and the systematic targeting of crime hotspots surrounding Urban Edges
Youth Center. Most importantly, however, formal partnerships and methods of communication
have been cemented between police agencies, housing managers, resident leaders, and others.
(Local Initiatives Support Corporation: http://www.lisc.org/content/publications/detail/5646/)
114
indicated above.
Support community gardens through a Community Garden Ordinance
and permanent garden sites
Support and increase the capacity of the Mason Square Farmers
Market
Conduct a comprehensive food system assessment
Improving access to healthy food is a recurring theme of the conversations with
District 2 residents at community meetings. Food access and security is important for
all neighborhoods, but it is especially critical in District 2. Food security means that
all members of a household have access to enough nutritionally adequate, safe, and
acceptable foods at all times for an active, healthy life.
1
According to the 2010 Target:
Hunger Report by the Food Bank of Western Mass, nine percent of households in the
Mason Square area experience moderate to severe hunger, and 19 percent are food-
insecure (with limited or uncertain access to adequate food).
2

To tackle the challenge of providing access to healthy food and to use wholesome
food as a catalyst for community interaction and healthier lifestyles requires more than
simply providing healthy options at regional groceries. To truly impact health and
behavior, an integrated healthy food system is required. In addition to a full service
supermarket, local specialty stores, community gardens, farmers markets, corner
stores, whole food cooperatives, and even research about how to successfully build
an urban agriculture network in Springfield is required. An integrated food system
also celebrates diversity and promotes culturally relevant foods. Great strides have
1. http://www.ers.usda.gov/Briefing/FoodSecurity/measurement.htm
2. Food Bank of Western Mass Report on the Target:Hunger Program, September 2010
115
Healthy Food System Components
Existing Farmers Market
Existing Community Gardens
Potential Grocery Store Location
Vacant Properties (Potential
Community Gardens or Urban
Agriculture
Existing Markets and Corner Stores
Existing Schools, Libraries, Churches,
Community Centers
Tornado Path
116
youth
development
diverse
food options
improve
food access
build
community
healthy
diet
active
living
activate
vacant lots
support local
business
Community Garden
Farmers Market
Healthy Corner Store
Full-Service Grocery Store
and Fresh Food Hub
job
opportunities
An integrated healthy food system is about more than access to food. The following diagram illustrates the range of benefits resulting from the recommen-
dations in this section
117
been made to promote an equitable food system
and policy for Springfield and this initiative seeks
to build on work already underway. Below are
recommendations that augment those initiatives
and support a holistic approach to food.
Support community gardens through
a Community Garden Ordinance and
permanent garden sites
Community gardens not only improve access
to healthy and affordable produce, but also
create opportunities for leadership and skill
development, neighborhood beautification,
exercise, vacant lot activation, and a catalyst
for further community building and citizen
engagement. A 2006 study by New York
Universitys School of Law found that New York
City community gardens have a positive impact on
neighboring property values (up to 9.5 percent),
the impact increases over time, and gardens have
the most impact when they are located in the
poorest neighborhoods.
3

Currently there are six community gardens
within the district, mostly through Gardening the
3. Been , Vicki and Voicu, Ioan, The Effect of Community
Gardens on Neighboring Property Values (2006). New York
University Law and Economics Working Papers. Paper 46.
http://lsr.nellco.org/nyu_lewp/46
Community, a youth community gardening and
food justice organization focused primarily in
Mason Square area. These gardens are on City-
owned and private vacant lots and behind Mason
Square Library. Revival Time Evangelistic Center
and New Hope Pentecostal Church also have
plans to develop community gardens. Though the
number of community gardens has increased in
recent years, Springfield currently does not have
a formal policy or guidelines for their operation.
The Springfield Food Policy Council (SFPC) has
been working with the City of Springfield and
others to draft a Community Garden Ordinance
to formally support and lay the groundwork for
a community garden system. SFPC is a public-
private partnership created in 2009 to improve
access to nutritious, affordable, fresh, and safe
foods for all Springfield residents. It is expected
that the Ordinance will go to vote before the
City Council in early 2012. Community gardens
have many benefits, as illustrated on the table on
the preceding page. Passage of this ordinance
will guide the identification and operation of
current and future community gardens, and most
importantly, help pave the way for more urban
agriculture throughout the city (going beyond
community gardens to include a variety of
activities related to food production, processing,
distribution, and composting).
Thi s proposed ordi nance does much for
establishing healthy food opportunities in District
2, but one part has the potential to weaken
the long-term viability and security of a robust
community garden system: the City may reclaim
property leased for a garden if an opportunity
for development occurs. Because it is important
to promote revitalizing development while at
the same time ensuring local food production
and access, the City, SFPC, Gardening the
Communi ty, and other organi zati ons (see
the Partnerships/Stakeholders section for a
complete list) should supplement the proposed
ordinance by jointly identifying and prioritizing
parcels for permanent or long-term community
garden use. This can be done using metrics
for identifying appropriate lots outlined in the
proposed Ordinance (likeliness of development
in near future, water access, sun exposure, street
lighting, soil quality, and historic uses) as well as
other criteria similar to Seattles P-Patch program
(accessibility and terrain; size; presence of existing
programming; adjacent existing garden; and
nearby underserved populations).
4

4. Department of NeighborhoodsP-Patch Community
Gardening Program. 2008 Parks and Green Spaces Levy:
Strategic Framework for Community Garden and P-Patches.
http://www.seattle.gov/neighborhoods/ppatch/documents/
LevyStrategicFrameworkforweb.pdf
118
Other cities have sought to further protect and
ensure preservation of community gardens by
including community gardens as a permitted
sub-use within an open space zoning district,
establishing an Urban Agriculture Overlay District
(new in Boston), or establishing a land trust to,
among other functions, acquire and preserve
community garden land.
5

A 2010 survey by the Food Bank of Western
Massachusetts found that 43 percent of Mason
Square residents never purchase fresh fruits and
vegetables at corner stores, even though many
are scattered throughout the neighborhoods.
Residents cited price (24 percent) or poor quality
(19 percent) as reasons for not buying produce
at these stores. Many cities have developed a
healthy corner store program to bring healthy
food and produce into neighborhood markets
and bodegas. Residents and organizations in
District 2 could work with corner storeowners
to do the same using existing resources such as
the Adopt-a-Bodega Toolkit by New York Citys
Healthy Bodegas Initiative, the Delridge Healthy
Corner Store Projects Toolkit for Community
Organizers & Storeowners for a neighborhood
5. See Seeding the City: Land Use Policies to Promote Urban
Agriculture. National Policy and Legal Analysis Network and
Public Health Law and Policy. 2011. http://www.nplanonline.
org/sites/phlpnet.org/files/Urban_Ag_SeedingTheCity_
FINAL_20111021.pdf.
in Seattle, and the toolkit for the Healthy Corner
Stores for Healthy New Orleans Neighborhoods
initiative. These toolkits guide residents on how
to identify candidate stores, approach and meet
with store owners, assess store products, ensure
that healthy foods are affordable, and address
the needs of the store owners to accommodate
expanded offerings.
The incentives and tools described in the
Enhanced Neighborhood Businesses and
Job Training and Small Business Support
initiatives can help market owners to purchase
necessary storage or di spl ay equi pment.
Neighborhood Councils, Concerned Citizens of
Mason Square (an independent group created to
manage and operate the Mason Square Farmers
Market), Partners for a Healthier Community
(a nonprofit organization building a healthier
Springfield through civic leadership, collaborative
partnerships, and advocacy) Mason Square
Health Task Force (a community group working
to eliminate racial health disparities in Mason
Square), churches and faith institutions, and other
members of the Springfield Food Policy Council
could be strong leaders for creating a healthy
corner store program. Partnerships between
store owners and Gardening the Community
could provide affordable local produce to store
owners. The new Commonwealth Academy at
the former MacDuffie School intends to open a
119
neighborhood-scale market that will offer healthy
food options to residents and skill development to
students. By providing healthy food for residents
these efforts present a critical opportunity
to increase food access for nearby residents,
provide healthy food within walking distance, and
strengthen existing local businesses.
Support and increase the capacity of the
Mason Square Farmers Market
The Mason Square Farmers Market has been
in operation since 2007 and is operated by the
Concerned Citizens of Mason Square. This
market provides affordable, healthy food and is
a source of community pride where residents can
have fun and connect with others and their local
farmers. Concerned Citizens of Mason Square
would like to expand the size and access to Mason
Square Farmers Market by holding the market
year-round, increasing the number of farmers
and vendors, making transportation available to
seniors and low-income families, and increasing
awareness of the market. All of these goals can
be accomplished with the development of a
new centrally-located facility with a large indoor/
outdoor permanent structure for a year-round
market, storage space for market supplies, a
licensed kitchen for vendors, and storage space
for market operations.
There are a number of options to accommodate
these needs. Concerned Citizens of Mason
Square has explored the potential of locating in
the vacant fire station building adjacent to the
lot where the existing market is held. A new full
service grocery store further west on State Street
could also potentially accommodate permanent
market facilities to provide the community with an
accessible food center and a healthy community
hub. The Mason Square Implementation
Opportunity in the Promotion and Marketing
initiative also illustrates how the Mason Square
Farmers Market could coordinate with Mason
Square library and other partners around Mason
Square to bring additional activity and vitality to
the Mason Square area.
A 2007 study by the Food Bank of Western Mass
indicated the need for a full-service grocery
store in the Mason Square area (Old Hill, Upper
Hill, McKnight, and Bay neighborhoods). A
full-service grocery store has a wide selection
of fresh produce, baked goods, meats, and
common household and toiletry items. The
City of Springfield, Mason Square Food Justice
Initiative, State Street Corridor Alliance, and
DevelopSpringfield have been working to
identify a feasible location and attract a grocer.
A 2009 feasibility study by W-ZHA, LLC found
two possible sites for a supermarket. Subsequent
analysis by W-ZHA identified the block between
State, Walnut, Union, and Oak Streets as the best
location based on traffic counts, nearby uses, and
overall access. A grocery store in this location
could potentially serve residents in the Mason
Square neighborhoods, Maple-High Six Corners,
and downtown Springfield, as well as area
businesses.
Important pre-development work has been
completed in support of a new grocery including
a market study, surroundi ng streetscape
improvements, all with enormous buy-in from
the community. Site assembly, shared parking
arrangements, and most importantly, identifying
a grocery operator willing to come to an urban
center remain as critical tasks to complete
before a new full service grocery store can move
forward. In support of efforts to attract a grocer,
the Mason Square Food Justice Initiative, Mason
Square Health Task Force, and the Concerned
Citizens of Mason Square recently completed
their JUST FOOD campaign in January to
demonstrate the buying power of the Mason
Square community by collecting residents
receipts. The entire block for the proposed
grocery store could potentially be part of a
redevelopment project that includes retail and
office anchored by a full-service grocery store.
The proposed redevelopment site represents an
extraordinary opportunity for not just a grocery
store, but also a fresh food hub. The site could
120
Bank of Western Massachusetts have recently
conducted separate food access and food security
assessments for Mason Square and Springfield
- Live Well Springfields unpublished asset and
gap assessment on food access and the Food
Banks 2010 Target: Hunger report. While these
assessments provide valuable information, food
access and food security is just part of the food
system puzzle because food security is affected by
all aspects of the entire food system. Conducting
a comprehensive food system assessment for
Springfield would go beyond the work done in
the aforementioned reports to better understand
the various aspects of the local food system such
as food production, processing, distribution
and access, recycling (gleaning) and disposal.
A comprehensive assessment would provide
an in-depth look at all of the factors affecting
food access, provides a baseline assessment
of the current system, and paves the way for a
sustainable food system from start to finish.
A food system assessment woul d benefi t
District 2 residents by collecting and analyzing
local baseline data and information that can
be used to target programs and policies within
the district. Live Well Springfield Food Access
Group, the Springfield Food Policy Council, the
Food Bank of Western Mass, and Pioneer Valley
Planning Commission are likely champions. Local
universities could also provide support.

accommodate a licensed commercial kitchen
area, community-supported agriculture pick-up
location, stands for farmers that want to offer
produce throughout the week, and serve as a
site for food demonstrations from local vendors.
Concerned Citizens of Mason Square would like
to develop an information center connected to
the commercial kitchen that serves as a teaching
and learning hub for residents. A full service
grocery and food hub would provide a venue
to offer culturally appropriate food and to hire
locally. The proposed grocery site is surrounded
by major employment centers and other facilities
and services that draw people of all ages for
many purposes including the Dunbar Community
Center, Springfield Technical Community College,
the High School of Commerce, and the Mason
Square Senior Center on Union Street. The
fresh food hub could connect these different
institutions and make this site a hub for education,
fitness and wellness, healthy food, and social
gathering.
Conduct a comprehensive food system
assessment
The Food Access Group of Live Well Springfield
(an umbrella group of organizations focused on
improving healthy eating and increasing physical
activity of Springfields residents) and the Food
121
Partners for a Healthier Community
State Street Corridor Alliance
Springfield Food Policy Council
Live Well Springfield
Food Access Group of the Springfield Food
Policy Council
Gardening the Community
Concerned Citizens for Masons Square
Develop Springfield
Springfield Health and Human Services
State Street Alliance
Mason Square Food Justice Initiative
Food Bank of Western Massachusetts
Mason Square Health Task Force
Food Bank of Western Mass
Springfield Partners for Community Action
Churches and faith-based community
Area grocery stores including Big Y, Mason
Food Market, and NSA
Pioneer Valley farmers
Springfield Development Services Office of
Planning and Economic Development
MA in Motion program of the Springfield
Wellness Leadership Council
Resource Needs
Public and private grants and incentives to
attract a grocer for a full-service grocery store
and food center (a variety of potential resources
are listed below)
Identified parcels for community garden
locations
Funding and capacity to complete a
comprehensive community food system
assessment
Funding to develop a permanent, year-round
farmers market location and food hub
The nascent Massachusetts Grocery Access
Taskforce has the potential to finance food
access projects in under-served communities
Common Capital Loan Program, a community
loan fund that provides project financing and
business advisory service to community
development projects in Western and Central
Massachusetts
Cooperative Fund of New England, a
community development loan fund working
throughout New England
The Reinvestment Fund (TRF), a community
investment group, finances food retail operators
operating in underserved communities
W.K. Kellogg Foundations Food and Society
grant program
PVGrows Loan Fund, an initiative of the
collaborative group PVGrows, will offer low-
interest loans to businesses that fill key gaps in
the infrastructure of the Pioneer Valley local
food system starting in 2013
The Lydia B. Stokes Foundation supports efforts
including local food. Have previously funded
CISA, GtC, Partners for a Healthier Community,
and Farmers Markets around the country.
The Healthy Corner Store Network - a national
network led by the Community Food Security
Coalition, The Food Trust, Public Health Law &
Policy, and Urbane Development - awards
mini-grants to organizations that work to
promote the sale of healthy, fresh, affordable
foods in small, neighborhood stores in
underserved communities
The Robert Wood Johnson Foundation
provides grants for projects that advance their
mission of improving the health and health care
of all Americans
USDA Specialty Crop Block Grants for projects
that enhance competitiveness of Massachusetts
specialty crops, including local produce
U.S. Dept. of Health and Human Services
Healthy Food Financing Initiatives Grant for
projects that increase healthy food access in
food deserts
USDA Farmers Market Promotion Program
Grants for the creation of new or the expansion
of current farmers markets
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Create a suite of incentives to facilitate the
development of a new store
Community members and stakeholders should
be engaged throughout the design and
development process to ensure the new store
meets the needs of the surrounding community
and other local businesses
Conduct a compr ehensi ve f ood syst em
assessment
Identify resources and organizational capacity
to conduct a food systems assessment
Conduct a system-wide community food system
assessment that identifies community assets,
needs and resources for food production,
processing, distribution, marketing and
consumption
Location
The block between State, Walnut, Union, and
Oak Streets has been identified as the location
for a potential full-service grocery store and has
the support of the community and the State
Street Alliance. Further evaluation is necessary
to determine locations for permanent community
garden sites and a new farmers market facility.
infrastructure such as tool sheds, hoop houses,
or fencing
Work with corner store owners to develop a
healthy corner store program to bring healthy
food and produce into neighborhood markets
Identify opportunities for partnership between
store owners, community gardens and other
local producers to provide affordable local
produce to store owners
Support and increase the capacity of the Mason
Square Farmers Market
Identify a site and develop a new facility with an
indoor/outdoor permanent structure for
year-round market, a licensed kitchen for
vendors, and storage space for market
operations
Initiate a sophisticated marketing campaign to
rebrand Mason Square/State Street as a
destination for healthy food
Identify a grocery operator willing to develop
the proposed site or commit to locating at site
Assemble the 12 separate parcels at the Walnut/
Oak Street site
Create shared parking arrangements in
coordination with surrounding property owners
and institutions
USDA Community Food Projects Competitive
Grants to meet food needs of low income areas
Program combines local property tax
abatement with a suite of TIF financing, state
tax credit, and 10 percent abandoned building
tax credit
CDBG Program that provides communities with
a source of financing for physical and economic
investment.
Private sponsorships from local organizations
and companies
Action Steps
Suppor t communi t y gar dens t hr ough a
Community Garden Ordinance and permanent
garden sites
Adopt the proposed Community Garden
Ordinance to formally support and lay the
groundwork for a community garden system
Work with existing community garden partners
to identify and prioritize parcels for permanent
or long-term community garden use
Support development of community gardening
Priority
Supportive Critical
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Portland Fruit Tree Project, Portland, OR
The Portland Fruit Tree Project in Portland,
Oregon is a grass-roots non-profit organization
that organizes[s] people to gather fruit before
it falls, and make it available to those who
need it most register[s] fruit and nut trees
throughout the city, bring[s] people together to
harvest and distribute thousands of pounds of
fresh fruit each year, and teach[es] tree care and
food preservation in hands-on workshops
Precedents
Food System Assessments
Communities and regions across the country
are developing comprehensive food system
assessments. Two notable examples include
the Philadelphia Food System Study (2010) and
Oaklands Food System Assessment (2006).
Healthy Corner Store Initiatives
Several cities have developed healthy corner
store initiatives and provide resources for other
cities looking to do the same: the Healthy
Corner Store Initiative by the Food Trust of
Philadelphia, The Good Neighbor program
of Literacy for Environmental Justice in San
Francisco, the Healthy Bodegas Initiative by
the New York The Department of Health and
Mental Hygiene in New York City, and Delridge
Healthy Corner Store Initiative in Seattle, and
Baltimores Healthy Stores Project.
UpLift and ShopRite Supermarkets
ShopRite Supermarkets operates 10 markets
throughout Philadelphia, with many located
in former food deserts. President and CEO
Jeffrey Brown founded the nonprofit UpLift
to assist supermarket operators that share
his commitment in increasing food access in
underserved communities.
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Healthy Lifestyles
indicated above.
Increase access to wellness care through multifunctional community
wellness spaces
Collect and track neighborhood level public health data
District 2 residents and organizations recognize that healthy living is more than
exercising. Thats why there are a varied number of wellness programs to support
healthy living and address health challenges within the District, such as the
Massachusetts Mass in Motion program carried out by Springfield Department of
Health and Human Services (a state grant program to promote wellness and prevent
overweight and obesity), MOCHA (Men of Color Health Awareness - a project of the
Greater Springfield YMCA to fight health disparities in men of color), Mason Square
Health Task Force (a community coalition working to eliminate racial health disparities
in Mason Square), Fit Body and Soul (a program with faith based institutions to reduce
obesity and type 2 diabetes of Mason Square residents), Live Well Springfield FIT+
(a coalition-led effort to implement interconnected strategies to reduce childhood
obesity) and many more. Community health is also determined by residents access
to recreational activities and mobility options, in addition to the availability of quality
wellness care for body, mind, and spirit. This initiative includes recommendations that
support healthy lifestyles through neighborhood improvements and amenities, multi-
functional wellness spaces, and development of better neighborhood-level health
data.
Healthy communities have access to fitness and recreation opportunities, and provide
mobility options that make it possible to walk or bike to destinations. Walking,
biking, and active recreation reduce obesity, diminish the risk of chronic diseases like
diabetes, boost the immune system, and relieve stress all of which are particularly
125
Existing Parks, Health, and Community Facilities
Existing Health Facilities/Clinics
Existing Community Centers
Existing Parks
Proposed Implementation
Opportunities
Tornado Path
Highland Division
Rail Trail
Mill River Trail
126
i mportant for communi ti es faci ng heal th
challenges.
District 2 residents now have access to expanded
fitness and wellness programming in Dunbar
Community Center since the YMCA of Greater
Springfield took over operation on January 1,
2012. (The Center maintains the Dunbar name
but is now a Springfield Y Family Center. As
such, the Center will raise funds to repair and
renovate the facility to expand programming
and install a new health and wellness center.) A
number of neighborhood parks, such as Johnny
Appleseed Park, have been recently renovated,
providing additional recreation opportunities for
youth and adults. While expanding recreation
programming in urban communities is challenging
when municipal budgets are tight, there is an
opportunity to explore partnerships with other
organizations and companies to bring additional
speci al i zed programmi ng i nto parks and
community facilities. Many cities rely on such
partnerships to draw residents to public parks with
a variety of activities.
Healthy communities are about more than
recreation. Healthy communities provide safe
and attractive streetscapes to encourage walking
and biking, and include locally accessible retail
and services in vibrant activity centers that
encourage visits from surrounding residents.
Healthy communities also accommodate a
range of mobility options, so that residents can
reasonably travel by walking, biking, or transit if
they so choose. The Streetscape Improvements
and Enhanced Neighborhood Businesses
initiatives detail some of the recommendations
for infrastructure and land use that support the
creation of healthy communities.
Multi-use trails support healthy communities by
providing both recreation and transportation
opportunities. Trails help to connect parks,
community facilities, neighborhood activity
centers and other destinations, and serve as an
amenity for adjacent residential development.
In District 2, the previously studied Highland
Division Rail Trail and Mill River are two potential
opportunities to incorporate trails as part of
the rebuilding process (see Implementation
Opportunities for more details.)
Increase access to wellness care through
multifunctional community wellness
spaces
Massachusetts Department of Public Healths
Massachusetts Community Health Information
Profile data (known as MassCHIP) reveals that
Springfield residents who could not see a doctor
due to cost in the last three years varied greatly
by race: 9 percent of Whites, 14 percent of
Blacks, and 22 percent of Hispanics. The same
racial disparities exist for residents without health
127
insurance: 9 percent of Whites, 13 percent of
Blacks, and 19 percent of Hispanic. District 2
includes a large number of residents who are of
Hispanic origin or African American (44 percent of
Hispanic Origin, 34 percent African American, 34
percent White).
A local health care network based on the
community health care model could serve District
2 residents by providing culturally competent and
comprehensive community-based primary care in
neighborhood health centers.
1
Services that are
culturally competent understand the sociocultural
influences on individual patients health beliefs
and behaviors and focus on reducing barriers to
care through such means as offering flexible hours
of service or providing culturally and linguistically
appropriate health education materials.
Many health and social service providers are
located within District 2, but few facilities offer
both health and social services under one roof.
The Mason Square Neighborhood Health Center
(a full service health center for primary care, HIV
testing and counseling, and a new Adolescent
1. The community health care model focuses on providing
comprehensive, culturally competent primary health care
(PHC), mental and dental care, and social services to all
regardless of income. PHC is a type of care in which the
personal physician often collaborates with other health
professionals to provide both preventive and curative care
over a period of time. PHC emphasizes patient education and
views people as partners in their own care.
Health Center that includes a small dental clinic),
Martin Luther King Family Services (provides
health education, case management, a food
pantry, mental health services, and various
programs for individual and community health),
and the proposed S.R. Williams Resource Center
of the Revival Time Evangelistic Center (plans to
include a neighborhood health clinic, adult and
child education tutoring and classes, counseling,
and some social services) are good examples
within District 2 of facilities providing, or seeking
to provide, both health and social services.
Springfields Department of Health and Human
Services, Partners for a Healthier Community,
and Behavioral Health Network could work with
social service and health providers to coordinate
expansion of care provided at each facility so that
more facilities within District 2 provide health and
social services under one roof.
Facilities that already serve as a community
anchor, like community centers and schools, could
also provide additional health care and social
services. A full-service school model (a school
that provides physical and mental health services)
should be explored with the redevelopment of
Brookings School. The Partners for a Healthier
Community already has school-based health
centers at three area high schools including the
High School of Commerce, which is located within
District 2. The future Commonwealth Academy
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for Healthier Community, Springfields Health
and Human Services, and possibly the MassCHIP.
Other potential partners may include UMass-
Amherst, Springfield College, and other regional
colleges that have the capacity to conduct health-
related surveys, and collect and map data.
Partners for a Healthier Community
Springfield Department of Health and Human
Services
All Live Well Springfield member organizations
The Citys Public Health Council, a 15-member
advisory council to the Mayor
Behavioral Health Network
Pioneer Valley Planning Commission
Mason Square Health Task Force
Baystate Health
Universities and colleges such as UMass-
Amherst, Springfield College
YMCA of Greater Springfield
Dunbar Community & Family Center
Massachusetts Department of Public Healths
Massachusetts Community Health Information
Profile (MassCHIP)
Martin Luther King Family Services
Faith-based institutions
expects to provide students a range of social and
health services including case management and
counseling.
All of the facilities listed in this section could also
collect neighborhood-level public health data, as
discussed in the Collect and track neighborhood
level public health data recommendation
below. Providing accessible, affordable, culturally
appropriate, health care at existing and new
locations and centers throughout the area can
both improve service delivery by providing
multiple services in one location, and improve
efficiency by utilizing existing community assets.
Collect and track neighborhood level
public health data
For many Springfield residents the social
determinants of health the circumstances
in which people are born, grow up, live, work,
and age, as well as the systems put in place
to deal with illness have a greater effect on
health than access to health care.
2
These social
2. Definition from http://www.cdc.gov/socialdeterminants.
Social and structural determinants of health, which can be
defined as follows: Structural factors include those physical,
social, cultural, organizational, community, economic, legal,
or policy aspects of the environment that impede or facilitate
efforts to avoid disease transmission. Social factors include
the economic and social conditions that influence the health
of people and communities as a whole, and include the
conditions for early childhood development, education,
employment, income and job security, food security, health
services, and access to services, housing, social exclusion,
determinants are particularly important in District
2 neighborhoods where lower homeownership
rates, lack of adequate property maintenance,
and lower than average median incomes mean
more residents live in poverty and unhealthy living
conditions. These health determinants can vary
drastically between and within neighborhoods.
Therefore, it is important to have health and
safety data at the Census tract, zip code, or
neighborhood level. However, very little public
health data is available in Springfield below the
city level. The Census provides socioeconomic
data at the tract level (such as poverty, age,
education, race and ethnicity) but health data
(such as obesity, diabetes, or hypertension rates)
are not collected at a local level.
Census tract-level tracking and mapping of
health data has helped other cities identify
emerging health problems, create better policy
and planning, pass local bond measures, and
secure additional funds. Other communities
have gathered tract-level data from the U.S.
Census and their states department of health.
See the following Precedents section for specific
examples. Such an effort in Springfield would be
a long-term undertaking and would likely involve
the Pioneer Valley Planning Commission, Partners
and stigma. (Harrison & Dean (2011). Use of Data Systems to
Address Social Determinants of Health: A Need to Do More.
Public Health Reports. Volume 126, Supplement 3. See http://
www.publichealthreports.org/issueopen.cfm?articleID=2718)
129
Priority
Supportive Critical
The future S.R. Williams Resource Center of the
Revival Time Evangelistic Center
Public and private schools
Fitness-related organizations and companies,
such as dance or martial art studios, for
partnerships in recreation programming
Resource Needs
Possible additional space to expand social/
health services in existing facility
Funding to implement streetscape
improvements that encourage biking, walking,
and pedestrian use
Funding for trail construction including
Highland Division Rail Trail and the Mill River
Trail
Funding for data collection
Federal Prevention and Public Health Fund from
the MA Department of Health and Human
Services (from the federal 2010 Affordable Care
Act) to help improve wellness and prevention
efforts
Federal Community Transformation Grants
awarded through the MA Department of Public
Health (Created by the 2010 Affordable Care
Act) to fight chronic disease such as heart
disease, stroke and diabetes
AmeriCorps to provide cost-effective support
expansion of programming and services
Prioritization and funding for parks and trail
infrastructure can occur through the Citys
Capital Improvement Program
Massachusetts Department of Conservation
and Recreation accepts applications for
Recreational Trails Grants on an annual basis
Some grants are available through the EPA and
other sources related to green solutions for
stormwater management, which could
potentially be integrated into improvements
along the Mill River
Gateway City Parks Program. This State
sponsored program supports significant park
projects for underserved urban populations
Action Steps
Explore partnerships with other organizations
and companies to bring additional specialized
programming into parks and community
facilities
Identify existing community centers and
faith-based facilities to host additional
combined health and social services programs
Identify specific streetscape and trail
improvements to support healthy lifestyles,
develop final plans. Identify any right-of-way or
property acquisition needs, identify funding
sources, and develop final design
Existing health and social service organizations
work together to identify areas of unmet need
or duplicated services and adjust service access
points accordingly
Identify a champion to facilitate neighborhood-
level tracking and mapping of health data
Location
Existing health-related facilities such as the
Martin Luther King Family Service Center,
Mason Square Neighborhood Health Center,
Dunbar Community and Family Center, and the
proposed S.R. Williams Resource Center are
locations that would offer multifunctional
wellness spaces. Schools such as the new
Brookings School and Commonwealth
Academy in the district also have the potential
to strategically collocate health and social
services
The Mill River and proposed Highland Division
Rail Trail are two opportunities to incorporate
new trails in District 2
The Streetscape Improvements and
initiatives discuss specific locations to improve
the safety, appearance, and functionality of
streets in District 2, as well as opportunities to
enhance neighborhood activity centers that are
conveniently accessible to District 2 residents
130
Precedents
Community Health Survey Atlas, New
York City
New York Citys Department of Health and
Mental Hygiene conducts an annual automated
phone survey and publishes a report with
neighborhood-level results on a broad range
of chronic diseases and behavioral risk factors.
These data are published in the Community
Health Survey Atlas to measure and visualize
changes in health and health disparities.
The Center for Disease Controls REACH
program
The Center for Disease Controls REACH
program (Racial and Ethnic Approaches to
Community Health) is a great example of
health centers and communities proactively
eliminating racial and health disparities by using
community-based, participatory approaches
to identify, develop, and disseminate effective
strategies for addressing health disparities
(www.cdc.gov/reach/about.htm). Massachusetts
has four REACH communities: Boston Public
Health Commission; Center for Community
Health, Education & Research in Dorcester;
Childrens Hospital Corporation in Boston; and
the Greater Lawrence Family Health Center, Inc.
in Lawrence. The Dorchester program works with
the Massachusetts Department of Public Health
to capture diabetes data on diabetes incidence
among minority ethnic groups, particularly
Haitians.
Coalition for a Livable Future, Portland,
OR
The Coalition for a Livable Future in Portland,
Oregon developed their Regional Equity Atlas to
map and track indicators of equity and inform the
public and policy makers. This has resulted in the
passage of a bond measure to create more parks
and open space that targeted a portion for the
funds for low-income neighborhoods. The Atlas
also contributed to the creation of an affordable
housing set-aside in Portlands urban renewal
areas.
Healthy NOLA, New Orleans, LA
Funded by the Kresge Foundation, Healthy NOLA
is a user-friendly open access data mapping
website for neighborhoods in New Orleans
intended to advance policy, infrastructure
development, and bring together grassroots
i ni ti ati ves and top deci si on-makers. Thi s
data mapping tool layers data from the U.S.
Census, Louisianas Department of Health and
Hospitals (collected at the tract level), Louisianas
Department of Health and Human Services
Vital Statistics (collected at the tract level), the
federal Behavioral Risk Factor Surveillance System
(collected at city level), and other sources.
Community Health Care Network and the
Boriken Health Center, New York City
The Community Health Care Network and the
Boriken Health Center neighborhood health
centers in New York City serve as an excellent
example of primary care centers that offer
social services and provide a link to community
organizations. These facilities also provide
an onsite pharmacy operated by a private
pharmacist, onsite laboratory, geriatrics, dental
care and surgery, dermatology, podiatry,
gynecology, and social work and transportation
services.
Community HealthCorps
Community HealthCorps is an AmeriCorps
program operating through Community Health
Care Association of New York State (CHCANYS)
to help serve Community Health Centers
located across New York State. AmeriCorps
members perform outreach to individuals with
no regular primary care provider to increase
access to health care; provide health education
on the importance of primary and preventative
health, and generate volunteers to support
and expand community health center service
capacity.
131
The opportunity to develop a walking and
biking trail along the abandoned Highland
Division rail line was identified by residents
at community meetings in District 2 and
District 3. The Highland Division Rail Trail
has a long and well-studied history. In 2000,
the City of Springfield received a grant to
study and design a 1.7 mile section of the
trail to the south of District 2 that extended
from Watershops Pond to the Ci ty s
boundary with East Longmeadow. The study
included a public engagement process that
continued through 2002. Just to the north
of District 2, the McKnight Neighborhood
Council is actively working to promote the
development of a hiking and biking trail
along a two mile segment of the rail line
through that neighborhood, including grant
applications, trail cleanups, and a planning
effort in coordination with UMass Department
of Landscape Architecture and Regional
Planning students. Ultimately, the trail could
link neighborhoods throughout Springfield
(including McKnight, Bay, Old Hill, Upper Hill,
Forest Park, and East Forest Park), connect to
the Riverwalk, and even to areas beyond the
city.
The development of a trail along the
rail corridor in District 2 is an important
implementation opportunity for a number
Highland Division Rail Trail
ark
Fairview
Cemetery
Blunt Park
Oak
Grove
Cemetery
an International College
Springfield College
ngfield
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South Branch
Park
St. Michaels Cemetery
Mason
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of reasons. First, such a trail would be a
component of a larger interconnected
system that helps to connect District 2 to
other neighborhoods, and helps to connect
destinations throughout the City. A trail
could provide a unifying link along the
proposed Educational Corridor (see the
Collaborative Partnership Between Colleges
and Neighborhoods initiative for more
information about the Educational Corridor)
and connect Springfield College, American
International College and other institutions
and activities (for example, Springfield
College students could use the trail to access
the Mason Square Farmers Market which is
currently operated directly adjacent to the
rail line). A trail could function as an amenity
that enhances surrounding development,
providing recreation and mobility options for
those who live, work, or play nearby.
Currently, different sections of the rail line
in District 2 are under a variety of public
and private ownerships, but a fuel line
easement along the portion of the potential
route located in District 2 has prevented
development across the corridor that would
impede the creation of a trail. The rebuilding
process provides a chance to revisit the
rail-trail concept in coordination with other
redevelopment efforts.
Designing the Arc of Recreation - University of
Massachusetts, Amherst Department of Landscape
Architecture & Regional Planning
132
Existing Conditions
Proposed Conditions
District 2 residents have identified the Mill River as an
important asset and an opportunity to enhance the
neighborhood as part of the rebuilding process. Natural
areas along the Mill River suffered tree damage in the
tornado, and sections of the river bank are collapsing or
in disrepair. Other sections of the Mill River are largely
hidden behind existing buildings or below steep slopes.
The rebuilding process presents an opportunity to
embrace the river and create an amenity that provides
recreation and mobility options. Improvements along the
Mill River can link and strengthen the parks and activity
centers along the rivers course, and provide benefit to
adjacent residential areas. Possibilities for the Mill River
include:
A new trail connection along the Mill River could be an
important component of a newly revitalized neighborhood
activity center just to the west of the Watershops Armory
building. A trail and newly embraced waterfront along
Rifle Street could provide an attractive front door for
a revitalized commercial center. The trail could link
on the western end to the recently improved Johnny
Appleseed Park. Along the path, there are opportunities
for reforestation and river bank restoration. These
restorative efforts could be implemented in conjunction
with improvements that provide access to the waterfront
and include interpretive educational opportunities about
the natural systems in the area. There are also a number
of unique, historic commercial building along the Mill
River that currently turn their backs to the river, but could
incorporate it as an asset to create attractive, interesting
public spaces.
Mill River Trail
133
1
3
2
4
1
1. Watershops Area
1. Adjacent businesses can embrace the river as a unique
amenity
2. A new trail could connect the Watershops Armory area to
Johnny Appleseed Park
3. Reforestation opportunities
4. Recreation and interpretive education opportunities
1. Existing Businesses
4. Johnny Appleseed Park 1. Potential uses embracing waterfront
134
Major Move 6
Building community capacity requires developing the programs,
partnerships, and systems that enable the community to continue
making progress toward its vision even after the planning
process is complete. This Major Move recommends strategies
to identify needs and target resources to serve the community
more effectively. This includes increasing partnership and
collaboration between the City, neighborhood groups, service
organizations, the faith community, and other stakeholders, and
developing a formal framework to coordinate efforts and sustain
momentum. The community pride, tight-knit neighborhoods,
and renewed engagement of residents in District 2 are important
assets for the rebuilding process. Building community capacity
also includes initiatives to capitalize on and sustain this strong
public engagement.
Key Initiatives
Capitalizing on an
Engaged Community
Promotion of and dedication to volunteerism
Create a disaster response timeline and utilize neighborhood-based
volunteers
Enhance youth engagement and leadership opportunities
Coordination of
Community Services
Establish a community resource network
Develop and implement a coordinated strategy for community services
Hold regular fairs to promote local organizations and services
135
136
Capitalizing on an
Engaged Community
indicated above.
Create a disaster response timeline and utilize neighborhood-based
volunteers
Since the June 1st tornado, residents and organizations have pulled together to
mobilize volunteers, equipment, funds, and other resources to respond to the disaster
and rebuild. District 2 residents in particular have identified the tight-knit community
networks and community pride as sources of strength in their neighborhoods and
important components of a successful rebuilding process. The rebuilding process
presents a unique opportunity to capitalize on this renewed community spirit and civic
engagement and a chance to support the residents, organizations, and institutions
who have stepped forward to build a better community. The rebuilding process
also presents a vital opportunity to apply the experiences and lessons learned by
agencies and organizations to rebuild a more resilient and prepared community. This
initiative identifies strategies to build on the momentum of tornado relief efforts to
institutionalize a broader dedication to volunteerism and civic engagement. This
initiative also identifies strategies for communication and resource mobilization in
case of future emergencies or disasters.
Many individuals have made personal donations of their time, money, and hard
work following the tornado, and District 2 residents have identified a desire to
continue sharing that generous community spirit to improve their neighborhoods
for the rebuilding process and beyond. People who volunteer are more likely to be
more engaged in their community in other ways such as voting or attending public
meetings. Capturing and sustaining the Districts spirit of volunteerism requires
developing a successful framework to organize, focus, and maximize the impact of
137
volunteer efforts. Some of the infrastructure
for a concerted volunteer effort is already in
place. With their online volunteer database, the
United Way of Pioneer Valley (UWPV) served as
a hub for volunteer efforts during the tornado
response and cleanup. They continue to serve
as a clearinghouse for potential volunteers and
organizations seeking volunteers in Springfield.
Springfield is already a Cities of Service coalition
member, a collection of cities nationwide who
have committed to work together to engage
citizens to address critical city needs through
impact volunteerism. Impact volunteering refers
to volunteer strategies that target community
needs, use best practices to set clear outcomes,
produce measurabl e resul ts, and gauge
progress. Cities of Service members that have
successfully created volunteer service plans and
launched volunteer initiatives in key areas such
as education and youth, health, neighborhood
revitalization, safety, sustainability, and other
areas are eligible for a Cities of Service Leadership
Grant of $200,000 to support volunteer efforts and
potentially hire a Chief Service Officer to lead and
implement volunteer initiatives. There is no better
time than the rebuilding process to renew focus
on this volunteer initiative to organize and focus
volunteer efforts in District 2. (See Precedents for
examples of Cities of Service.)
Create a disaster response timeline and
utilize neighborhood-based volunteers
Springfields Office of Emergency Preparedness
(OEP), Department of Health and Human Services
(HHS), Local Emergency Planning Committee
(LEPC), and the Springfield Community Together
Long Term Recovery Group (SCTLTRG) members
had critical roles in the tornado response and
relief. The Office of Emergency Preparedness is
responsible for the creation and implementation
of the Citys Emergency Response Plan. Health
and Human Services is in charge of emergency
shelters when public health is impacted, as was
the case with the tornado. Health and Human
Services led the Medical Reserve Corps, a cadre of
medically trained volunteers for disaster response,
which staffed the shelter day and night and
delivered health services to shelter residents. The
LEPC is comprised of representatives from city
government, industry, area hospitals, faith-based
organizations, public health and others. This
coalition focuses on emergency preparedness
and response. The SCTLTRG is a coalition of
groups that worked closely after the tornado to
provide shelter and other resources and services
to residents. SCTLTRG members include United
Way of Pioneer Valley, the federal and state
emergency management agencies, Red Cross,
Salvation Army, Catholic Charities, and others.
This group is exploring how to employ the
knowledge and experience gained during the
tornado response by establishing strategies and
processes in case of other emergencies.
Despite their importance, OEP, HHS, LEPC,
and SCTLTRG have not yet coordinated their
efforts and responsibilities though SCTLTRG
and Health and Human Services have both
expressed the need for better communication
and/or coordination with all groups engaged in
response during and after a disaster. This initiative
recommends that these organizations collaborate
to create a response and relief timeline that
outlines the role each organization will play at
each point in the process. This timeline would also
define responsibilities and expectations and the
methods for the transition of responsibilities and
communication. These organizations should also
consider how to best coordinate and employ the
Medical Reserve Corps and how to best utilize
138
neighborhood councils and residents for local
relief efforts.
Enhance youth engagement and leadership
opportunities
District 2 neighborhoods have a large youth
and young adult population and a number of
organizations that focus on youth activities and
development. Over 30 percent of the residents
in Six Corners, Old Hill, and northern Forest
Park are under 18 and roughly 24 percent of the
population in Upper Hill is under 18. Stakeholders
and residents in District 2 repeatedly pointed out
the importance and need for youth development.
One opportuni ty for youth devel opment
that emerged in stakeholder and community
meetings is reactivating the Mayors Springfield
Youth Commission to tackle issues with a broad,
coordinated effort and address issues that
are particularly important to youth in District 2
including educational attainment, gangs, and skill
development. Focusing on youth development
also brings together many seemingly disparate
groups and provides a forum in which to
communicate and work towards a common goal.
For this Youth Commission to truly serve the
young people of Springfield, the existing Youth
Commission Ordinance should be amended to
allow youth under 18 to serve on the Commission
(the Massachusetts Governors Statewide Youth
Council is comprised of 14-20 year olds, while
Bostons Youth Council is made up of high school
juniors and seniors). Once in operation, the Youth
Commission could begin to chart a course for
Springfields youth through the development of
meaningful goals and solutions as part of a youth
master plan.
A youth master plan assesses current resources
and needs and develops a vision for the future,
measurable goals, and a roadmap to achieve
those goals. Involving youth in the creation of
this plan and the decision-making process helps
ensure programs and policies are designed in
a way that truly impacts young people. A youth
master plan coordinates the services, support,
and opportunities youth need, resulting in more
effective service delivery, resource alignment,
and the elimination of barriers to services and
opportunities. Engaging youth in the planning
process can also transform how the community
perceives, works with, and works for young people.
When youth volunteer, they are more likely to be
involved in other civic engagements such as voting
and organizing volunteer activities.
1
Fostering
youth engagement through the Springfield
Youth Commission and a youth master plan are
effective means to ensure civic engagement and
volunteerism now and in the future.
1 Corporation for National and Community Service and the
National Conference on Citizenship. Civic Life in America: Key
Findings on the Civic Health of the Nation, Washington, DC.
2010, September. Retrieved from www.nationalservice.gov/
about/role_impact/performance_research.asp#CHA_2010.
139
Partners
Springfield Community Together Long Term
Recovery Group (SCTLTRG) members including
United Way of Pioneer Valley, federal and state
emergency management agencies, Red Cross,
Salvation Army, Catholic Charities, City of
Springfield Office of Housing, Episcopal
Diocese of Western Mass, HAP Housing,
Rebuilding Together Springfield, and
Springfield Christian Ministries Tornado Relief
Mayors Office
Springfields Office of Emergency Preparedness
(OEP)
Springfields Department of Health and Human
Services (HHS)
Springfield Police Department
Medical Reserve Corps
Faith-based institutions
Council of Churches
Youth-related organizations such as ROCA,
Boys & Girls Club, Springfield Youth Network,
Gardening the Community, and others
Organizations with youth programs such as the
YMCA of Greater Springfield, Springfield Parks
and Recreation Department, and others
Resource Needs
Capacity to develop a volunteer service plan
and organize targeted volunteer initiatives
United Ways volunteer webpage
Cities of Service grants
Existing facilities for resource donation bank
such as churches and other faith-based facilities
vacant offices or warehouses, schools, and
community centers
AmeriCorps
National League of Cities Creating a Youth
Master Plan: Action Kit for Municipal Leaders to
guide cities in creating a youth master plan
Action Steps
Develop a volunteer service plan
Launch impact volunteer initiatives in key areas
Identify a feasible location for a resource
donation bank
Evaluate successes and challenges of disaster
response to the 2011 tornado
Create a future disaster response and relief
timeline that outlines the role that each
organization will play at each point in the
process
Amend the Youth Commission Ordinance to
allow youth under age 18 to serve on the
Commission
Charge the Youth Commission to develop goals
and solutions for Springfields youth through a
Youth Master Plan
Priority
Supportive Critical
Location
Volunteer efforts are District-wide. A number of
existing facilities in the District could potentially
accommodate a resource donation bank.
Precedents
Youth Master Plans
Several Youth Plans can serve as a template
for developing a Youth Plan for Springfield:
Thousand Oak, Californias Youth Master
Plan; Pleasanton, Californias Youth Master
Plan; Nashville, Tennessees Child and Youth
Master Plan; Grand Rapids, Michigan; and
Berkeley, California
Cities of Service
Founded in New York City on September
10, 2009 by 17 mayors from cities around
the nation, Cities of Service is a bipartisan
coalition of mayors who have committed
to work together to l ead a mul ti -year
effort to expand i mpact vol unteeri sm.
Impact Nashville is one such initiative
making an impact in Nashville, Tennessee
(impactnashville.net).
140
Churches as Anchors
Existing Churches
Tornado Path
0 1,000 2,000 3,000 4,000 500
Feet
There are over 25 faith based institutions and houses

of worship in District 2. Many offer important services
to the neighborhood, including counseling, food
pantries, and fitness programs. Each District 2 church
could adopt the four square blocks surrounding
or four blocks near their buildings and perform
regular physical improvements such as cleanups and
assistance with yard or home maintenance. A churchs
congregation can provide the volunteers, solicit
donations, and work with their community network
for clean-up efforts. Churches could also activate the
public spaces (vacant lots, parking lots, etc.) around
their buildings and program them with religious as
well as secular activities that would attract people
(Jazz concerts, youth choirs, etc.). This grassroots,
faith-based revitalization would create a patchwork
quilt of improvement areas that builds the physical
and social assets of the community. Two District 2
churches, Revival Time Evangelical Church and New
Hope Pentecostal Church, are already planning on
improving their immediate surroundings through
the development of new community facilities. In
coordination with the City, local housing and service
organizations, and each other, these churches
could serve as models for a Churches as Anchors
approach.
141
142
Coordination of
Community Services
indicated above.
Develop and implement a coordinated strategy for community services
Hold regular fairs to promote local organizations and services
There are numerous examples of successful partnerships in Springfield that serve
residents and address community needs on a variety of issues. Housing, education,
child and family, health, and youth organizations have worked together on the Cherish
Every Child initiative, the federal Choice Neighborhood Planning Grant project,
the BEST Oral Health Program, Live Well Springfield initiatives, and other projects
and programs. Though many local organizations are successful in accomplishing
their mission, there is often a disconnect between different organizations and
an unintentional overlap and duplication of programs. This initiative does not
call for a unification or consolidation of services. Rather, this initiative focuses on
intentional coordination of efforts in order to seek funding and share resources,
reduce unintended duplication of services, better assess capacity and identify gaps,
work together to fill those gaps with measured goals, and track progress. While
organizations will benefit from coordinating with one another, it is the residents and
community of District 2 that will benefit the most from coordinated service delivery.
An immediate tangible step to connect the various District 2 organizations (such as
those outlined in the Partnerships/Stakeholders section), identify capacity and gaps
in local services, and coordinate efficient service delivery is the establishment of a
resource network that serves as an information hub for non-profits and residents. A
resource network would perform three main duties for residents and organizations:
organizing resource sharing and networking opportunities, maintaining an online
community and organizational events calendar, and maintaining an online directory
of organizations. This proposed online directory would combine and expand on
143
previous directories such as United Ways MASS
2-1-1 call-in directory of community services,
the Council of Churches of Greater Springfields
online church directory, FutureWorks workforce
development directory, and others. In addition
to contact information, this directory could
provide additional information useful for non-
profit resource sharing such as public meeting
space, large kitchens, tools, equipment, and
more. United Way of Pioneer Valley already
provides an ongoing online clearinghouse for
volunteer opportunities and could coordinate
wi th and l i nk to a new resource network.
There are successful models of community
resource networks that can act as templates for
Springfield. The Community Nonprofit Resource
Group (CNRG) in Portland, Oregon is a great
example of how residents and organizations
can learn, share, and connect with each other in
meaningful ways through a community resource
network.
Develop and implement a coordinated
strategy for community services
Many organizations exist in District 2 to improve
quality of life and expand opportunities for
residents, and many successful partnerships have
been created to help overcome challenges and
leverage shared resources for greater impact.
Though each community organization has a
unique role and mission, an overlap of services
and competition for resources often exists, with
the long-term success of these groups often
contingent on limited funding from finite grants.
A community resource network (as described
above) connects organizations in a variety of
ways, but does not fully address the challenge of
coordinating services in District 2. What is needed
is a coordinated and comprehensive strategy
to connect and align organizations, programs,
and initiatives under a shared set of goals for
the area. As one stakeholder phrased it, many
organizations are paddling the same direction in
separate boats; wouldnt it be great if we were all
paddling in the same boat?
A coordinated strategy for community services
builds capacity, addresses community needs,
and improves the efficiency and effectiveness of
community services by:
Evaluating the needs, assets, and challenges of
the community to identify service gaps and
inefficient redundancies
Developing shared goals and solutions
informed by data, best practices, and innovative
ideas
Coordinating programs, partners, and facilities
to leverage scarce resources
Connecting and integrating organizations and
initiatives across sectors
Aligning funding sources
Bringing decision-makers and organizations
together in a formal and organized way to
achieve progress
Such a strategy cannot be devel oped or
implemented in a vacuum and will require
leadership, commitment, and patience to
successfully integrate the many diverse interests,
perspectives, and service missions. This leadership
coul d be provi ded through a formal and
broad-based coalition of existing organizations
who already partner to develop shared goals
and initiatives. Other communities have also
successfully developed separate umbrella
organizations whose purpose is to connect the dots
between existing groups and efforts. The Citywide
Organizational #2 recommendation describes
how a coalescing body could coordinate the
efforts of government, nonprofit organizations,
and the business community. While these
organizations are challenging to create, fund, and
operate, they strongly institutionalize partnerships,
shared resources, and coordinated action in the
community. The Center for Collaborative Change
(CCC) in Newark, NJ serves as a model example
(see Precedents for more information).
Whi l e the ci tywi de secti on of the pl an
recommends establishing a body that coalesces
community organizations, the need is particularly
acute in District 2. Many organizations, groups,
and institutions are based in or work within
144
District 2 neighborhoods. The challenges faced
by District 2 residents, including the high rate of
poverty, low educational attainment, and public
health concerns, makes the coordination of efforts
within District 2 that much more critical.
Hold regular fairs to promote local
organizations and services
Many organizations and institutions work within
District 2 neighborhoods. While this presents
many benefits and opportunities for residents
and organizations both, there is often a lack of
connection. There was a recurring sentiment
at community and stakeholder meetings that
organizations sometimes do not know what others
are doing, organizations have difficulty promoting
and getting the word out about their services or
work, and that residents are often not aware of
all of the organizations, services, resources, and
opportunities for involvement available to them.
Holding regular fairs at which members of the
local community would have the opportunity
to learn about resources and organizations of
all types would help alleviate this disconnect.
Springfields Rebuild Fair sponsored by Mass
Mutual after the tornado serves as an example.
A community resource fair could coordinate
with already existing annual events such as the
Annual National Night Out or J.C. Williams
Community Centers Street Fest. This effort could
be led by partnerships between neighborhood
councils, the Dunbar Community Center, United
Way of Pioneer Valley, area churches, or other
organizations.
United Way of Pioneer Valley
State Street Alliance
Faith-based community organizations including
neighborhood churches and the Council of
Churches of Greater Springfield
Organizations in education and youth
development such as Gardening the
Community, partners in the Cherish Every Child
initiative, Head Start locations, Springfield
Public School System, Springfield College,
American International College, Massachusetts
Career Development Institute, Commonwealth
Academy, Springfield Technical Community
College (STCC), and others
Housing organizations such as Springfield
Development Services DivisionOffice of
Housing, Springfield Housing Authority, HAP
Housing, Springfield Neighborhood Housing
Services, Greater Springfield Habitat for
Humanity, private developers, and others
Human service organizations such as Dunbar
Community Center, Martin Luther King Family
Services, ROCA, Springfield Youth Network,
NAACP Springfield, Urban League of
Springfield, YouthBuild, Puerto Rican Cultural
Center, Springfield Forward, Phoenix House of
Springfield Center, and Springfield Department
of Health and Human Services, ROCA, and
others
Health and wellness organizations such as
Mason Square Health Task Force, Partners for a
Healthier Community, the Springfield Public
Health Council, all Live Well Springfield
member organizations, Mason Square
Neighborhood Health Center, Behavioral
Health Network, Baystate Health, YMCA of
Greater Springfield, Dunbar Community &
Family Center, Springfield Health and Human
Services, Martin Luther King Family Services,
Phoenix House of Springfield Center, and
others
Resource Needs
Financial and staff support to establish umbrella
coordination organization
Financial and staff support to develop a
community resource network
Locations to host combined health and social
service program access points
Dunbar Community Center
The future S.R. Williams Resource Center
United Ways MASS 2-1-1 call-in directory of
community services
Springfields CTY Blackboard Connect service
United Way of Pioneer Valleys volunteer
webpage
Third Sector New England Foundation
AmeriCorps program, including Springfield
Colleges AmeriCorps program
Living Cities Integration Initiative grants
Community Foundation of Western Mass
Davis Foundation
145
Priority
Supportive Critical
Action Steps
Identify lead organization, such as UWPV, to
lead resource network development
Compile and expand existing community
resource directories into a single online
community resource network
Develop and implement a coordinated strategy
for community services
Identify an organizational structure (determine
roles and responsibilities and how the group
operates, communicates, and makes decisions)
that builds on existing assets in Springfield to
develop an effective public-private coalition to
coordinate community services
Identify participating stakeholders who can
support the organizations work to assess the
needs, assets, and issues of the community
Identify funding to support the development of
a coordinated strategy and/or the development
of an umbrella coordinating organization
Develop goals and solutions informed by data,
best practices, and innovative ideas as part of a
coordinated strategy
Hold regular fairs to promote local organizations
and services
Identify organizations to lead the development
of a community resource fair
Identify existing events to which a fair may be
added to promote community services to
residents
Location
A resource network and coordinating organization
would apply District (and city) wide. Community
fairs could be integrated at existing events within
the District where there is strong attendance from
District residents
The Center for Collaborative Change,
Newark, NJ
The Center for Collaborative Change (CCC) in
Newark, NJ is an organization that connects
people, ideas and resources in Newark, New
Jersey. CCC works through engagement,
planning and collaboration by leading specific
initiatives, conducting community needs
and assets assessments, developing a web-
based directory and information-exchange,
creating a program to link corporate sector
with nonprofits, and establishing a social
innovation incubator to conduct research
that informs initiative design. CCC is also
exploring becoming involved in CDBG grants
administration
The Coalition for a Livable Future (CLF),
Portland, OR
The CLF unites over 100 diverse organizations
and hundreds of individuals to promote healthy
and sustainable communities in the Portland,
Oregon area through research, pol i cy
advocacy, and public education efforts
The Neighborhood Partnership
Network (NPN), New Orleans, LA
NPN was established after the Hurricane
Kat r i na t o f aci l i t at e nei ghbor hood
collaboration, increase access to government
and information, and strengthen the voices
of individuals and communities across New
Orleans
Community Nonprot Resource Group
(CNRG), Portland, OR
CNRG connects people to and within the
nonprofit community by providing a website
and email listserv with information on events,
jobs and internship opportunities, nonprofit
news, training, and volunteer opportunities.
The organization offers quarterly low-cost
trainings and monthly networking events
Precedents
District 3
E AS T F OR E S T PAR K , S I X T E E N ACR E S
F E B R UAR Y 2 8 , 2 0 1 2
2
Contents
Introduction 01
Community Driven Process 02
Vision Statement 04
Guiding Principles 05
Major Moves
Restore and Enhance Natural Resources 08
Key Initiative: Reforestation 10
Key Initiative: Enhanced Use of Parks and Open Spaces 16
Rebuild Homes to Strengthen Neighborhoods 26
Key Initiative: Quality Homes 28
Key Initiative: Aggressive Maintenance and Repair Assistance 34
Maximize Impact of Schools and Community Facilities 40
Key Initiative: Quality Schools as Community Anchors 42
Connect Communities 52
Key Initiative: Complete Streets 54
Key Initiative: Youth and Senior Activities 62
Key Initiative: Communication and Collaboration 70
3
DISTRICT 3 - EAST FOREST PARK, SIXTEEN ACRES
Appendix
Demographics A6
Land Use A6
Transportation and Infrastructure A7
Housing A8
Employment A10
Education A11
Public Safety A12
Public Health A12
Rebuild Springeld Town Hall Website Results A34
4
1
DISTRICT 3 - EAST FOREST PARK, SIXTEEN ACRES DISTRICT 3 - EAST FOREST PARK, SIXTEEN ACRES
Introduction
Planning District 3 is comprised of the East Forest Park and Sixteen Acres neighborhoods, relatively
stable areas with a strong sense of neighborhood pride. There were very consistent themes that
emerged from the residents and stakeholders of this community as part of the shared dialogue
that shaped the development of this rebuilding plan. There was a particular sense of loss for the
once beautiful and rich tree canopy that blanketed the area. While home rebuilding has long since
begun in this district, it will take generations for newly planted trees to replace what was lost. While
residents value their strong neighborhoods, quality homes, and natural resources, they also identied
better connectivity between these amenities and improved support for healthy, vital neighborhoods
as critical components for a better future. Within District 3, the rebuilding process presents
opportunities to strengthen the physical and social connections.
The recommendations that follow come from voices heard in the community meetings, in many
smaller and targeted stakeholder meetings, from the online social media site, and from earlier
plans created before the storm. Residents are ready to turn the devastation of the tornado into an
opportunity to enhance their neighborhoods by way of better homes, schools, parks, greenways, trails
and other community assets.
Residents of District 3 have demonstrated sturdiness and resolve in response to the tornado. It is this
same work ethic and steadfastness that were the early foundation of these neighborhoods that will
also fulll their desire to create an even stronger future.
For now, the destruction to schools, parks, homes and trees in East Forest Park and Sixteen Acres
may still seem overwhelming. This is offset by the sound of hammers in the neighborhood and the
newly revealed views of parks and water features long hidden. As in the other neighborhoods, both
residents and city leaders must remain steadfast in their commitment to implementing the plan.
There is plenty to do; all should be engaged from the oldest who remember the early days of this
community to the youngest whose future will be shaped by this rebuilding effort.
The Rebuild Springeld Plan includes both Citywide
recommendations that will have an impact across Springeld, as well
as District level recommendations for the specic neighborhoods
impacted by June 1st tornado. District 3 includes the neighborhoods
of East Forest Park and Sixteen Acres
District 1 1
2
3 District 3
District 2
1 2
3
Sixteen Acres 1
2 East Forest Park
1
2
2
Over the past few months, hundreds of ideas were shared by residents and
stakeholders at public workshops, online forums, stakeholder interviews, advisory
committee meetings, and numerous conversations throughout the community. This
input forms the basis of the vision, guiding principles and initiatives that follow.
This word cloud represents the ideas and input from public meetings. The larger the word, the more often it was mentioned. Credit: wordle.net
Community-Driven Process
3
Community Meetings
Three community meetings were held in District
3 over the course of three months, allowing
residents and stakeholders to be in dialogue
with each other as they responded to questions
posed by the planning team. Common themes
emerged in these sessions, and powerful report
backs from each table set the tone for how this
communitys energy would frame a new vision.
The energy and passion exhibited in these
meetings was critical to developing initiatives
that matter on the ground in the neighborhood.
This same spirit will be critical to maintain in the
implementation phase as well.
Face to Face Conversations
Beyond participation in the three district
meetings noted above, many stakeholders in the
community shared valuable time and input by
meeting in person with representatives from the
planning team. Held in various venues around
the city, these conversations provided specic
insight on particular issues ranging from in-
depth knowledge or visionary input for particular
buildings and properties in the district, to broad
conversations about education and economic
vitality in the community, with much more in
between. Residents also provided valuable
perspectives and insights through the emails and
letters shared with the planning team.
Social Media
Dialogue did not end at the conclusion of public
meetings. MindMixer, Facebook and other social
media served as a 24-hour-a-day public forum
for participants to continue the conversation
with each other about the rebuilding of their
community.
Existing Plans
This plan was informed by the good ideas and
thoughtful analysis from a variety of perspectives
and stakeholders, and builds upon the planning
and visioning work that already exists, including
City plans, reports and studies from a variety
of agencies, and neighborhood visioning
documents that demonstrated the proactive
participation of District 3 residents in planning
for the future. Refer to the Appendix for a
comprehensive look at the plans reviewed.
Guidance by Rebuild Springeld Advisory
Committee
An appointed group of volunteers acted as an
Advisory Committee. Over the course of the
planning process, the Advisory Committee
provided a sounding board for many items, and
offered high level feedback to guide the plan
recommendations.
Economic and Real Estate Analysis
The recommendations of this plan are grounded
in an economic analysis that reects the unique
needs and opportunities in Springeld. HDR
provided analysis and forecasting based on an
intimate knowledge of economic and workforce
development in Springeld and the Pioneer
Valley. Byrne McKinney & Associates conducted
an in-depth real estate market analysis, as well
as an examination of the potential funding
resources necessary to implement the varied
recommendations of this plan. These analyses
guide the recommendations and resource
opportunities throughout this plan. More detail
can be found in the appendix.
4
Pursue a renewed dedication to a
connected and family-friendly community.
Rejuvenate our natural character,
craft well-designed and efcient homes,
and support strong neighborhoods that are
anchored by schools, parks, and
community facilities of the highest quality.
Vision Statement
5
Guiding Principle 1
Restore and enhance the neighborhoods natural resources, including
trees, water bodies, open spaces, and wildlife, and recognize these
resources as amenities that enhance value, improve healthy, and provide
recreational opportunities.
Guiding Principle 2
Promote the family-friendly character of the community through safe,
attractive neighborhoods that feature good jobs, strong community
organizations, quality schools, social gathering spaces, and activities for
all ages.
Guiding Principle 3
Focus on schools, parks, and public facilities as community anchors
that are integrated into the neighborhood and coordinated to provide
efcient, effective services.
Guiding Principle 4
Improve mobility within and between neighborhoods through efforts
to reduce congestion, calm trafc, provide bicycle and pedestrian
infrastructure, explore trail opportunities, and enhance streetscapes that
support local businesses.
Guiding Principle 5
Strengthen neighborhoods by rebuilding, repairing, and maintaining
well-designed homes that are efcient, durable, and comfortable.
Guiding Principles
Vision and Guiding Principles >> Major Moves >> Initiatives
The Vision and Guiding Principles represent the high-level values and aspirations of the community and inform the Major Moves.
The Major Moves represent the big ideas and transformative actions that together are necessary to achieve the communitys vision. The Major Moves
are supported by Key Initiatives and provide the framework to organize those Key Initiatives.
The Key Initiatives identify specic projects, policies, and programs that support the Major Moves, with information on the partners, resources and
action steps necessary to successfully implement the recommendations.
6
Major Moves
The vision and guiding principles reect the identity, values, and priorities of District 3 residents and stakeholders, and paint a picture of the future
to which they aspire. From this compelling vision, four Major Moves emerged four broad actions that will transform District 3 neighborhoods
if implemented successfully. Each major move is supported by several Key Initiatives. For each Initiative, a brief description is provided, along with
suggestions for who can push forward the implementation of the initiative, potential Stakeholders and Partners, possible Resource Opportunities,
thoughts on Prioritization, and recommended Action Steps towards implementation. In some cases, the initiatives include Implementation Opportunities,
which are specic locations or projects where the recommendations of the initiative can be undertaken as part of the rebuilding process.
Restore and Enhance Natural
Resources
Rebuild Homes to Strengthen
Neighborhoods
Maximize Impact of Schools
and Community Facilities
Connect Communities
Key Initiative Priority
(1-5)
Domain
Cultural Physical Economic
Organiza-
tional
Educa-
tional
Social
Restore and Enhance Natural Resources
Reforestation
5
Enhanced Use of Parks and
Open Space
4
Rebuild Homes to Strengthen Neighborhoods
Quality Homes 5
Aggressive Maintenance and
Repair Assistance
2
Maximize Impact of Schools and Community Facilities
Anchors
4
Connect Communities
Complete Streets
3
Youth and Senior Activities
2
Communication and
Collaboration
3
7
Enhanced Use of Parks, Waterfronts, and
Interconnected Greenways
Access to Watershops Pond
Camp Wilder
Acess to Watershops Pond
South Branch Parkway
Branch Library at Dryden
Plumtree Road
Three School s as
Communi ty Hub
Camp Wi l der
Potential Street Improvements
Potential Trail Network
Parks
Potential Greenways
Tornado Path
Branch Library at Dryden Memorial School
Three Schools as Community Hub
District Overview Map
Complete Streets
Plumtree Road
8
Major Move 1
This Major Move is based on recognition of the incredible natural
resources in East Forest Park and Sixteen Acres, and the critical
need to restore the tornado-impacted water bodies, parks,
forested natural areas, neighborhood tree canopies, and wildlife.
Toward that end, reforestation efforts can re-establish the natural
beauty of the area while supporting more resilient and sustainable
natural systems. Building upon the existing natural assets in
District 3, the development of an interconnected greenway and
trail network can provide recreational opportunities, increase
mobility options, provide environmental benets, and function as
an amenity for surrounding neighborhoods and activity centers.
As District 3 recovers and rebuilds from the tornado, there is an
opportunity to take advantage of residents renewed awareness
and appreciation of the areas natural amenities to get the most
out of parks, waterfronts, recreation facilities, and activities.
Key Initiatives
Reforestation
Reforestation plan
Outreach, information, and resources for residents
Creative replanting through volunteers and other resources
Enhanced Use of Parks and Open Spaces
Enhance parks and recreation areas through a combination of design, facility, and
programming improvements
Improve waterfront access and provide water-based recreation options
Develop an interconnected greenway and trail network
9
10
Reforestation
Reforestation plan
Outreach, information, and resources for residents
Creative replanting through volunteers and other resources
Springelds legacy trees dened the lush character of many of the communitys
neighborhoods and parks. In the June 1st tornado, Springeld lost a staggering
10,000 trees (with many more lost in the October snowstorm). Losing that historic
canopy damaged the appearance, the performance, and the memory of Springeld.
The tree canopy provided a measurable benet to the community. A recent Forest
Service study calculated the lost ecosystem benets to total approximately $3
million per year. Stormwater runoff, carbon storage, songbird habitat loss, noise,
and temperature were all negatively impacted.
The East Forest Park and Sixteen Acres neighborhoods were particularly impacted
by this loss and are keen on seeing that living legacy restored. Challenges include
the loss of extensive street trees and natural area forestation, the protection of
key viewsheds to take advantage of new vistas to particular public areas, and the
difculty of overcoming right-of-entry obstacles for remaining trees.
Fortunately, the issue of reforestation has been taken on, and a plan and
reforestation efforts are underway. That work will identify the optimal species mix,
call for removal of invasive species, and lay out the path for establishing a healthy,
resilient, and iconic tree canopy. More than bringing back the beautiful green tree
infrastructure, this initiative will support the habitat and ecological benets called
for in community meetings and critical to establishing a strong natural system and
character. The consistent community support for this initiative serves to reinforce
the work that is in place, and underscores the importance of promptly seeing it
through.
indicated above.
11
Reforestation plan
Replanting lost trees cannot happen overnight,
and will ultimately require the contributions
and coordination of a myriad of volunteers,
neighborhood groups, local organizations, and
state and federal partners, supported by a variety
of funding and partnership opportunities. The
City should continue reforestation planning
efforts including:
Removal of debris
A prioritized list of replanting projects and
initiatives to restore the tree canopy in
tornado-affected areas
Restoration of the natural beauty of the area
while integrating resilient tree species
Identifying strategic locations to preserve
viewsheds through the tree canopy (including
views of Watershops Pond)
Outreach, information, and resources for
residents
The task of replanting is enormous, and
successful reforestation will rely on the
combined contributions of the many residents
who recognize the value of reforestation and
have been energized in the aftermath of the
tornado to take an active part in the recovery
of this important natural asset. This includes
0 2,000 4,000 6,000 8,000 1,000
Feet
Reforestation Focus Areas

Parks
Tornado Path
Parks
Tornado Path
12
Resource Needs
$6-8 million according to City estimates
Sweat equity
Plantings
Urban and Community Forestry Challenge
Grants - USDA Forest Service, and the
Massachusetts Urban and Community Forestry
Program. These are 50-50 matching grants
offered to municipalities and non-prot groups
Urban Forestry Environmental Justice Pilot
Grant Program - Competitive 75-25 matching
grants to municipalities and non-prot
organizations working in environmental justice
communities in Massachusetts.
The Janes Trust - The trust aims to protect
and enhance the natural environment and to
conserve natural resources in its geographical
areas of interest.
Jessie B. Cox Charitable Trust - The Trust
is interested in supporting environmental
projects which will have a positive impact
on: protection of critical natural resources;
energy conservation; public awareness of the
critical environmental issues facing the region;
protection of the publics health, especially in
low income or minority communities.
Heritage Tree Care Grant Program: This
federally funded program offers competitive
grants to communities with advanced tree care
programs wishing to protect and enhance large
or unique heritage trees located on public
resources that can be deployed to assist
with reforestation. Partnerships with local
neighborhood groups and organizations such
as Springeld Arbor Allies can help to capitalize
on the sweat equity and volunteers derived from
strong neighborhood support for reforestation.
Private companies are potential sources for
nancial or material donations. The City has also
partnered with the UMASS Landscape, Nursery,
and Urban Forestry Program to provide student
assistance for woodland management.
As an example of these creative partnerships, in
October the donation of $10,000 from NASCAR
allowed the city to purchase 40 trees from
Sixteen Acres Garden Center, which provided the
trees at a discount. Springeld Arbor Allies and
many neighbors came out to provide labor for
the replanting efforts.
Springeld City Forester
Springeld Parks and Recreation Department
Neighborhood groups and resident volunteers
Local organizations, including Springeld Arbor
Allies and Keep Springeld Beautiful
Private nurseries, landscapers
Private donors
State and Federal Foresters
Massachusetts Department of Recreation and
Conservation
USDA Forest Service
Massachusetts Audubon Association
the replanting of trees on private property. The
City can assist residents by providing outreach,
information, and other resources.
The Citys Regreen Springeld website
(regreenspringeld.com) is an excellent tool that
is already being utilized to assist in these efforts.
Regreen Springeld includes information to
help property owners replant on their property,
including assistance on selecting the appropriate
location, type, and size of tree to plant, as well as
guidance on how to plant and care for trees over
time. Regreen Springeld includes information
on ongoing replanting efforts, opportunities for
partnerships and donations, and information
on the measurable benets of replanting. The
website also includes a form to request a tree
to assist in Citys efforts to prioritize replanting
needs. Finally, the Regreen Springeld website
includes an online mapping tool that allows
viewers to track replanting efforts and see
the number and location of replanted trees
throughout the City, with information for each
tree including the planting date, species, and
donor.
Creative replanting through volunteers
and other resources
Successful replanting will require identifying
creative resources and partnerships to support
and supplement the Citys reforestation efforts.
State and federal grants, private trusts, and
corporate donations are examples of outside
13
property or easements.
MASS ReLeaf Grant Program: Mass ReLeaf is
a trust fund for public tree planting projects
in Massachusetts. By seeking public or private
funding Mass ReLeaf is able to provide
matching grants to support local projects
that involve a partnership in the planting and
care of trees on public land. The goals of the
program are to help communities purchase
trees to be planted for energy conservation,
screening, community gateway or parking lot
enhancement, or to offset urban pollution;
and to assure long-term tree survival by
emphasizing proper tree selection, planting,
aftercare and maintenance.
Forest Stewardship Planning Grants for Private
and Town Forestlands: This program seeks to
encourage landowners to practice long-term
guardianship through the development of a
management plan for their woodlands. Grants
are awarded to landowners and municipalities
for the preparation of 10-year Forest
Stewardship management plans. Grants range
from $350 to $6,600.
Action Steps
Continue outreach and public information
efforts to assist residents in replanting
Continue to develop creative partnerships and
resources to supplement City reforestation
efforts
Continue the outreach and relationship with
Forestry interests at state and federal agencies
Complete the City Parks reforestation planning
Elements of the Plan should include:
Removal of debris
A prioritized list of replanting projects and
initiatives in parks and natural areas to
restore the tree canopy throughout tornado-
affected neighborhoods.
Restoration of the natural beauty of the area
while integrating resilient tree species.
Identify strategic locations to preserve
viewsheds through the tree canopy.
In other communities, fallen wood has been
harvested and milled to create furniture or
other wood products. The City could identify
potential small local or regional millers
with whom to partner.
Project Location
City-wide, with special emphasis in and around:
Nathan Bill Park, Island Pond, South Branch
Parkway / Watershops Pond, Bass Pond, Veterans
Golf Course, and Camp Wilder. Also there are
signicant reforestation needs along Bradley Road
south of Plumtree Road, along Woodland Road
and along the greenway corridor west of Tinkham
Road.
Priority
Supportive
Critical
Katrina Reforestation Outreach
Program
Helps landowners identify resources to reforest
their land. Includes a list of programs and a
planning tool. (katrinareforestation.org)
Tree-mendous Maryland Program
Maryland Department of Natural Resources
program that provides low-cost trees to
organizations for planting on public lands
and community open spaces. The program
provides a list of available trees and shrubs
and free delivery of trees for community orders
of 10 or more trees. Using the Community
Reforestation Program, development
projects in Baltimore County pay for required
reforestation, developers are also permitted
to pay a fee in-lieu of mitigation for required
reforestation. These fees are used to reforest
open lands.
Precedents
14
Enhanced Use of Parks and
Open Spaces
Enhance parks and recreation areas through a combination of design,
facility, and programming improvements
Improve waterfront access and provide water-based recreation
options
Develop an interconnected greenway and trail network
East Forest Park and Sixteen Acres possess incredible natural resources that are
recognized by the community as important assets and amenities for the area. These
water bodies, parks, and forested natural areas are also within the locations most
severely impacted by the June 1st tornado. This initiative focuses on recognizing
the importance of parks, waterfronts, and interconnected greenways to the
community, and identifying strategies to enhance these areas as they are restored.
Enhance parks and recreation areas through a combination of design,
facility, and programming improvements
The goal is to get the most out of parks and recreation areas through a combination
of design and facility improvements to enhance existing parks, new programming
for a range of users and activities, and strategic park land acquisition to increase the
interconnectivity of the overall parks and green space system. Because resources
are limited for expanded formal park programming, creating parks and open space
areas that are more universally accessible, open to the public, and integrated into
the neighborhoods is important to promote greater usage.
District 3 includes a large number of public parks and natural areas that will require
cleanup and restoration as part of the tornado recovery process. Tornado-impacted
areas in District 3 also include a large area of natural forested area under City
ownership that are not actively used or broadly known to exist as a public amenity.
The restoration of these areas presents an opportunity to explore design or facility
indicated above.
15
improvements. Even modest improvements can
increase the awareness, access, and usefulness of
park areas for the long-term.
Conservation areas in tornado-impacted areas
present opportunities to increase awareness
and exposure of District 3s incredible natural
assets, and by so doing increase the impact of
these assets for the surrounding neighborhoods.
Conservation areas can provide educational and
recreational opportunities even as they protect
critical ecological systems.
Finally, partnership opportunities with schools
(outdoor classrooms), arts and cultural groups
(cultural festivals and other events), or other
organizations can help to support a wide
variety of expanded activities in parks and
promote education, healthy living, and cultural
enrichment.
District 3 residents identied Nathan Bill
Park, Murray Park, Veterans Golf Course and
surrounding natural areas, Watershops Pond,
Bass Pond, Camp Wilder, and conservation
areas west of Tinkham Road as public park and
recreation areas in need of critical attention as
part of tornado-recovery efforts. Community
meetings for the Rebuild Springeld planning
process revealed strong interest in enhancing
parks and recreation amenities in the District,
including residents who have already begun
organizing to explore and advocate for potential
opportunities. The City can build on this energy
and interest through targeted stakeholder
meetings with residents to identify specic
improvements throughout East Forest Park and
Sixteen Acres.
Improve waterfront access and provide
water-based recreation options
The damage from the tornado revealed new
views of the districts many water bodies
and increased awareness of the potential
opportunities to enhance public waterfronts. As
the ponds and surrounding shores affected by
the tornado are cleaned up and restored, these
water bodies can better serve the community
by improving waterfront access and integrating
additional water-based recreation options. Water
quality of area streams and pond is important,
and there are a number of specic actions to
improve water quality that can be undertaken as
part of a comprehensive effort to clean up and
restore water bodies in the district, including
long deferred dam maintenance and repair.
16
Watershops Pond and Bass Pond are two
key areas in District 3 that were both heavily
impacted by the tornado, and have great
potential to increase awareness, access, and
use of the communitys water resources. District
3 residents also identied Island Pond as an
important community asset. Island Pond is
owned by the Diocese of Springeld, which
is currently undertaking efforts to rebuild
Cathedral High School, and exploring the
potential integration community recreation
opportunities as part of that process. Access to
Island Pond could potentially be incorporated
as part of these efforts (See Quality Schools as
Community Anchors initiative).
Develop an interconnected greenway and
trail network
East Forest Park and Sixteen Acres already have
a strong network of parks and natural greenways,
including designated parks, conservation areas,
passive forest land on city property, and large
natural areas under private and institutional
ownership. An interconnected trail network
extending throughout the district and potentially
beyond can provide recreational opportunities,
increase mobility options, link public facilities and
activity centers, and function as an amenity for
surrounding uses.
An interconnected system could potentially link
the Watershops Pond area, Nathan Bill Park,
Murray Park, Helen C. White Conservation Area,
Veterans Golf Course and surrounding natural
areas, Bass Pond, Camp Wilder, Mill Pond,
greenway areas along North Branch Parkway,
and beyond. Partnership with institutional
property owners of natural areas could enhance
an interconnected system by linking to Island
Pond and areas around Cathedral High School
and St. Michaels Academy, as well areas north of
Plumtree Road owned by Western New England
University.
Neighborhood Groups and engaged resident
stakeholders
Preschools, schools, colleges, and other
educational organizations
Arts and cultural organizations
Running and cycling clubs
Private and institutional property owners of
large natural areas
and Recreation
Resource Needs
Funds for property acquisition may be
necessary if critical greenway connections are
identied as part of a comprehensive trail and
greenway planning process
Facility upgrades and parks infrastructure
will require funding as part of the Citys CIP
process.
Funds (or an endowment) for open space
maintenance
Prioritization and funding of facility upgrades
and park infrastructure should occur through
the Citys CIP process.
and Recreation (DCR) accepts applications for
Recreational Trails Grants on an annual basis
Some grants are available through the EPA
and other sources related to green solutions
for stormwater management, which could
potentially be integrated into enhancement of
the Citys water bodies, streams, and greenway
network.
The Federal Economic Development
Administration (EDA) provides resources for
public infrastructure, including water, sewer,
rail, and road improvements. The EDA is a
potential source of funding for improvements
to area dams in District 3, several of which
have had long deferred maintenance and are
overdue for repair or replacement.
City bonds
Action Steps
Parks:
Continue critical cleanup efforts. Work with
various local, state, and federal partners to
identify funding sources for cleanup, debris
removal, and reforestation.
17
Identify facility and programming priorities
and gaps as part of a comprehensive parks
and recreation plan. Incorporate capital
improvements as part of the CIP process.
Develop partnerships with area schools,
colleges, arts and cultural groups, and other
organizations to enhance programming
and activity in parks to supplement existing
programming and enhance educational and
enrichment opportunities.
Invest in facilities necessary to promote park
programming
Water Bodies:
Identify key sites to provide or enhance access
to water bodies, including Watershops Pond
north of South Branch Parkway, Watershops
Pond West of Agnes Street, Bass Pond, and
Mill Pond as part of a comprehensive parks and
recreation plan. Identify facilities necessary
for improved water-based recreation options.
Incorporate capital improvements as part of
the CIP process.
Continue to plan for and develop a funding
strategy for ongoing maintenance of water
bodies, including repair and upkeep of dams,
and dredging of ponds.
Trails and Greenways:
Identify key trail routes, connection points,
and potential system gaps as part of a
comprehensive trails and greenway planning
process.
Identify opportunities to extend the trail
network through partnership and collaboration
with institutional property owners of large
natural areas.
Conduct further public input.
Develop nal routes.
Identify any property or right-of-way acquisition
needs.
Phase acquisition of right of way and
construction.
Identify funding sources.
Develop nal design.
Project Location
An interconnected system could potentially link
the Watershops Pond area, Nathan Bill Park,
Murray Park, Helen C. White Conservation
Area, Veterans Golf Course and surrounding
natural areas, Bass Pond, Camp Wilder, Mill
Pond, greenway areas along North Branch
Parkway, and beyond.
Partnership with institutional property
owners of natural areas could enhance an
interconnected system by linking to Island
Pond and areas around Cathedral High School
and St. Michaels Academy, as well areas north
of Plumtree Road owned by Western New
England University.
Priority
Supportive Critical
Little Sugar Creek Greenway,
Charlotte, NC
The Mecklenburg County Parks and
Recreation Department embarked on an
ambitious update to its earlier greenways
plans to not only extend and create new
greenway corridors, but also improve
established corridors. The Little Sugar Creek
Greenway includes a 12.5 mile trail that, once
completed will stretch from Charlottes urban
core to the southern, exurban end of the
county near the border with South Carolina.
The development of the Little Sugar Creek
Greenway responds to the vital need for a
more livable and sustainable community for
all residents and businesses:
Provides an amenity for recreation, culture,
and history
Protects and preserves the environment
Provides an alternative mode of
transportation
Creates new opportunities for economic
development
Connects diverse neighborhoods of
Charlotte with a corridor of open space
Improves a stream corridor with the worst
water quality rating in North Carolina
http://www.planning.org/cityparks/casestudies/
charlotte.htm
Precedent
Parks, greenways, and natural areas were heavily impacted by the June 1st tornado. As these areas are reforested and restored, there is an opportunity to
create an interconnected trail and greenway system with enhanced recreation options that links parks, community facilities, and other destinations
0 2,000 4,000 6,000 8,000 1,000
Feet
Potential Trail Connections

Potential Private Connections
Trail Connections in Street R.O.W.
Parks
Potential Greenways
Tornado Path
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Interconnected Greenway and Trail System
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Amenity for
Residential
Neighborhoods
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Access to Public
Natural Areas
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Connecting Activity
Centers
4
Connecting Other
Neighborhoods
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Camp Wilder
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Connecting Schools
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Potential Bicycle
Loop
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Coordination of Trail
and Street Network
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Access to
Conservation Areas
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Access to Waterfront
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Highland Division
Rail Trail
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Connecting Parks
and Recreation
Areas
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20
The natural area between Watershops Pond and South Branch
Parkway in East Forest Park is notable both for what this area lost
in the tornado- signicant tree cover, and what was revealed
stunning views of Watershops Pond. District 3 residents identied
the need for reforestation in this location, as well as a desire to
improve access to and use of the waterfront. Improvements
to this area could include access to the waterfront, enhanced
recreation opportunities, and a trail that connects both to a larger
system of parks and greenways, and to a more complete South
Branch Parkway with improved bicycle and pedestrian options.
Reforestation of this area should include the preservation of key
view corridors across Watershops Pond.
Further west on Watershops Pond, along Arcadia Boulevard, is
City-owned park land that is currently underutilized. This presents
another opportunity to provide access to the waterfront and
improve existing park areas. This site could also potentially be
connected to a future Highland Division Rail Trail. The images to
the right depict the unique views, as well as the tree damage, that
resulted from the tornado.
Views from the south side of Watershops Pond looking north
21
1. Improved access and visibility of park areas
2. Direct access to waterfront
3. Water-based recreation opportunities
4. Reforestation
5. Preservation of newly created view across water
6. Trail link to interconnected greenway system
Before
After
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Major Move 2
Reecting the determination and commitment expressed by
District 3 residents as they discussed the rebuilding of their
neighborhoods in the aftermath of the June 1st tornado, this Major
Move focuses on quickly and efciently cleaning up, repairing,
redeveloping, and occupying tornado-damaged properties to
ensure that the distinct character, family-friendly atmosphere,
and high quality of life in East Forest Park and Sixteen Acres are
maintained. This Major Move also emphasizes the creation of
durable, attractive, comfortable, and efcient housing through
strategies to maintain the areas architectural character, the
establishment of resources to support quality new construction,
and through ha suite of programs to support upgrades for existing
homes.
Key Initiatives
Quality Homes
Preserve neighborhood character
Promote durable, attractive, efcient housing through coordination of new and
existing programs
Explore opportunities for pilot projects to demonstrate new and rehab
construction strategies
Aggressive Maintenance and Repair Program
Continue efforts to ensure progress on property maintenance and repair
Explore a community-city partnership to address cleanup and maintenance Issues
Expand Homeowners Guide
23
24
Quality Homes
Promote durable, attractive, efcient housing through coordination of
new and existing programs
Explore opportunities for pilot projects to demonstrate new and
rehab construction strategies
Springeld is home to many diverse neighborhoods, each with a distinct character
and a strong sense of history. Maintaining and strengthening family-friendly
neighborhoods and ensuring the protection and creation of durable, attractive,
and efcient housing is of primary importance to the residents of East Forest Park
and Sixteen Acres. Enhancing the quality of homes in particular whether they
were destroyed, damaged or untouched in the tornado is an important part of
this preservation of character. This initiative includes strategies to preserve the
cherished neighborhood character that denes District 3 Neighborhoods. This
initiative also includes recommendations for the creation and coordination of
programs and resources that promote the incorporation of healthy, efcient, and
durable systems in new and existing homes.
District 3 residents have identied the quality of their neighborhoods and close-
knit, family-friendly character as essential strengths. Residents have also expressed
concerns about the potential impact of the June 1st tornado on the quality of
District 3 neighborhoods moving forward. In this context, preserving and promoting
quality homes and neighborhoods is paramount. Part of preserving neighborhood
character in the rebuilding process is restoring the natural areas, schools, and other
amenities that dene East Forest Park an Sixteen Acres as healthy, vital places, and
continuing to invest in the physical and social connections within and between
neighborhoods. Many of the initiatives in this plan include recommendations
indicated above.
25
to enhance these important neighborhood
components.
Zoning and Design Guidelines can also be useful
tools to preserve and enhance the character
of District 3 neighborhoods, but residents will
need to work with City ofcials, Neighborhood
Councils, and other neighborhood groups to
determine how restrictive, prescriptive, or hands-
off they want to be. Documents like the Design
Guidelines for the Residential Architecture of
Springeld (2008, Dietz & Co.) are examples of
reference materials useful in creating a common
language for new construction. In some cases,
neighborhoods may choose to enact stronger
homeowner covenants or design protections.
Zoning district overlays that supplement
existing use regulations with particular design
requirements are another potential tool, but can
only be effective if there is strong community
consensus about how and to what extent
the architectural quality of an area should be
protected and preserved. It is also important
to remember that a certain amount of exibility
should be retained to allow for architectural
creativity and appropriate modernization if
formal guidelines are utilized.
Promote durable, attractive, efcient
housing through coordination of new and
existing programs
Great progress has been made in the last couple
of years to bolster the toolbox available to
homeowners nationwide who want to improve
the efciency, durability and sustainability of
new and existing homes. Springeld has the
opportunity, and the climate and technical
knowledge, to emerge as a leader in this arena.
There is tremendous potential to develop a
voluntary green homes program specic to
the Western Massachusetts and Northeastern
U.S. climate, to conduct signicant educational
training for homeowners and builders, and to
take advantage of and augment, federal, state,
and local programs, tax credits and incentives.
Investing in these strategies will improve the
quality of housing for the community and reduce
utility bills for homeowners. This is also an
opportunity for growth in new skilled jobs for the
area, including building contractors, architects,
landscape architects and installers, and more.
Explore opportunities for pilot projects to
demonstrate new and rehab construction
strategies
One of the most helpful ways to educate
homeowners, builders, designers, and city
ofcials is through a life-size demonstration
project. Pilot projects can attract funding and
in-kind donations from a variety of sources,
including home improvement stores, utility
companies, energy-efciency consultants, and
so on. Further, they are the perfect place for
demonstrating new home technologies, design
strategies, and construction techniques through
programmed homeowner training sessions.
While these recommendations are born out
of the post-tornado planning efforts, they are
also useful beyond tornado recovery situations
to ensure an on-going approach to strengthen
neighborhoods through quality home design and
building for generations of Springeld residents
to come.
Orientation
For new construction, orient the house to
maximize southern and northern exposure,
shade the south, east and west windows to
minimize solar hear gain in summer months
and capture it during winter months.
Rainwater / Stormwater
Harvest rainwater on-site for irrigation, car-
washing, toilet-ushing; Create a raingarden
on-site to slow percolation of stormwater
back into the groundwater, minimizing or
eliminating stormwater runoff off-site.
Framing
Incorporate resource-efcient framing
techniques to minimize wasted wood use in
wood-framing construction.
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Insulation
Create a tight wall cavity with appropriate
ventilation (insulate tight, ventilate right).
Install air and water barriers in the correct
location within the exterior walls, based on
local climate conditions.
Windows
Impact resistant windows have stronger
frames and hardware to withstand wind and
debris. A clear lm is sandwiched between
two sheets of glass so the glass doesnt
shatter into the house if the glass breaks.
The U-value rating of windows makes a
difference on the overall insulation quality
of the home. The lower the U-value, the
better. (i.e., A lower U-value provides higher
insulating capacity of the unit).
Doors
High pressure rated doors with steel-
reinforcement and high-quality jambs and
latches can help ght wind damage.
Roof
Ring-shank nails add holding power because
the rings act as wedges to keep nails
rmly in place. Hurricane clips increase
the connection strength between the roof
and walls. Some shingles (rated by UL
2218 or FM 4473 as Class 3 or 4) have been
tested and found to withstand increasing
levels of hail damage. High-albedo (or
highly reective) roof surfaces reduce
energy (cooling) loads by reecting solar
heat, reducing surface temperature and
decreasing heat transfer into the building.
These include standing seam metal roofs,
green roofs, some light-colored composite
shingle roofs and others.
HVAC
Consider radiant oor heating coupled with
a geothermal heat pump system and high-
efciency units to maximize energy savings
on monthly utility bills.
Plumbing
Incorporate high-efciency plumbing
xtures (i.e., low-ow, dual-ush) to reduce
daily water use.
Appliances
Use EnergyStar rated lighting and
appliances to reduce daily energy loads.
Materials
Use materials with low -or no-VOCs (volatile
organic compounds); look for salvaged and
recycled-content materials where possible
(i.e., dimensional lumber, oor tile, wood
ooring, brick pavers).
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Quality Home Strategies
There are many strategies that have
been developed and tested to
signicantly increase the durability,
energy-efciency, comfort and health
of a home. Some variations are
dependent on the local climate (i.e.,
the amount of insulation recommended
in exterior walls), while some are
universal (strategies that increase
resiliency of a house during high-wind
events). An educational manual or
homeowner classes focused on Western
Massachusetts conditions could benet
homeowners of existing homes as well
as those about to build new.
26
27
Springeld Development Services Division
Ofce of Housing
Ofce of Planning and Economic Development
Local residential architects, engineers and
contractors
Utility providers
U.S. Green Building Council Massachusetts
Chapter
American Institute of Architects (AIA) Western
Mass Chapter
Center for Ecological Technology
Resource Needs
The expense related to preserving
neighborhood character varies greatly
depending on the particular place. Typically
investments in preserving homes and
neighborhood character can be directly tied
to a payoff in homeowner values. As it pertains
to the employment of efcient or green
building techniques, there is a large body of
evidence supporting the benets of efcient
and healthy new construction and retrots.
Examples from the U.S. Green Building Council
as well as evidence from the Department of
Energy demonstrate the long-term benets of
investing in efciency and healthier materials.
The challenge continues to be nding the
funding to cover the up-front investment.
Many homeowners face challenges nancing
improvements where declining home values
and other factors have reduced the available
equity that is necessary to secure loans.
Springeld could potentially consider a
revolving loan fund or direct grants to
homeowners could help to provide the upfront
funding or guaranteed lending necessary to
invest in upgrades that will pay off in the short
and medium term. A relatively small funding
source can provide the seed for substantial
upgrades or guaranteed loans, particularly if
the local utility is willing to join the partnership.
Center for Ecological Technology (CET) -
Since 1976, CET, a non-prot organization
has engaged in work that demonstrates and
promotes practical, affordable solutions to the
environmental challenges encountered in our
daily activities. CETs mission is to research,
develop, demonstrate and promote those
technologies which have the least disruptive
impact on the natural ecology of the Earth.
From ofces in Pittseld, Northampton and
Springeld, CET nds sustainable solutions
to complex issues in order to benet our
environment, health, economy, and community.
Programs include topics such as: Renewable
energy access for residents, businesses,
farms and organizations; Energy-efciency for
residents and businesses; Waste management
(reuse, recycling, composting and toxics use
reduction); and Environmental education for
students and teachers
Enterprise Green Communities - Enterprise
Green Communities provides funds and
expertise to enable developers to build
and rehabilitate affordable homes that are
healthier, more energy efcient and better for
the environment. Fundraising and grants by
nonprots
ReBuild Western Massachusetts (Massachusetts
Department of Energy Resources) This
program, sponsored by the Massachusetts
Department of Energy Resources, promotes
energy-efcient building practices in new
commercial structures effected by the June 1,
2011 tornadoes. (Email rebuildwma@ic.com.)
Barr Foundation, particularly their strategy on
climate through energy-efcient buildings.
The Barr Foundation is committed to helping
Massachusetts meet or exceed their 2020 and
2050 targets for reducing greenhouse gas
(GHG) emissions, and become national models
for reducing GHG emissions. They also seek
to support approaches that ensure no group
of residents is unfairly burdened by the costs
of action, or excluded from the benets to
pocketbook, health, or quality of life that ow
28
from new green jobs, more efcient buildings,
and a highly efcient transportation network.
Private donations from individuals and
corporations (home improvement companies
have a history of helping communities recover
from disaster, i.e., Home Depot Foundation)
Department of Energy Block Grants or similar
energy-efciency funding
Housing and Urban Development grants
Municipal general funds as seed money
U.S. Green Building Council
U.S. Department of Housing and Urban
Development
U.S. Department of Energy
Action Steps
Convene interested city and neighborhood
representatives to determine how best to
preserve/protect the character of the existing
neighborhoods; this may lead to the creation
of design guidelines, zoning modications or
no changes at all
Investigate precedent revolving fund and
guaranteed lending programs
Work with neighborhood groups to identify
pilot neighborhoods for preservation, design
assistance, energy and material upgrades, or
other demonstrations of quality homes
Determine which grants and partners to pursue
Advertise successes and adjust programs to
maximize impact
Priority
Supportive Critical
Long Island Green Homes Program,
Babylon, NY
Long Island Green Homes (LIGH) is a Town
of Babylon program that helps homeowners
make energy efciency improvements, by
nancing all of the upfront costs. Local, BPI
certied, private contractors recommend and
install insulation, air sealing, heating systems,
and hot water systems to participants homes.
After the work is complete, participants pay
for the work over time with the money that
they save on their energy bills. Since October
2008, LIGH has been helping hundreds of
Babylon homeowners reduce their monthly
utility bills (and carbon footprint) by 20-40%.
Their goal is to help every Babylon household
reduce their carbon footprint by eliminating
Precedents
Project Location
Focused on tornado impacted areas initially,
and then continue district- and city-wide as
appropriate
wasted energy in homes. Daily operations are
handled by the Green Team, which is assembled
of knowledgeable professionals that are eager
to help guide you through the process. (http://
ligreenhomes.com/)
Project Living Proof, Metropolitan Energy
Center, Kansas City, MO
The goal of Project Living Proof (PLP) is to restore
a modest home to exhibit how to make a century-
old home more energy efcient. The house is
both a test lab for various products and strategies,
and a working classroom, where anyone can come
in to see how it is done in person.
29
30
Aggressive Maintenance and
Repair Program
Continue efforts to ensure progress on property maintenance and
repair
Explore a community-city partnership to address cleanup and
maintenance Issues
Relatively quickly after the tornado, many property owners in District 3 removed
debris, cleaned up and began repairs or reconstruction on their property. City staff
worked quickly to document damaged properties and facilitate reconstruction/
building permits. Some areas, however, have not made progress. This presents
a nuisance and negatively impacts the aesthetics and property values in the
neighborhoods of District 3. With the high value that District 3 residents place on
maintaining the quality and character of their neighborhoods, it is no surprise that
aggressive maintenance and repair assistance was one of the most highly identied
priorities at community meetings.
Barriers to progress include funding gaps between insurance reimbursement and
reconstruction costs and property owners (sometimes absentee) who lack motivation
or means to repair property in a timely manner. Resolving the funding gap issue may
require connecting property owners with existing programs and evaluating where
existing programs are inadequate. These repairs can potentially be combined with
energy-efciency projects to secure additional funding. While District 3 has been very
successful in addressing damaged properties thus far, the recommendations below
outline additional strategies that may support these efforts.
Continue efforts to ensure progress on property maintenance and repair
In response to the June 1st tornado, the City of Springeld has undertaken an
intensive effort to address damaged properties. The City has compiled programs and
indicated above.
31
resources for homeowners in need of assistance.
To address the risk that some property owners
may abandon damaged properties, and not use
insurance funds to repair or rebuild, the City has
sought court orders requiring that insurance
money be used for repair and rebuilding
efforts. The City has also undertaken active
code enforcement where necessary. Through
December 2011, 90% of damaged residential
properties had been cleared, repaired, or
had work ongoing. In East Forest Park and
Sixteen Acres, only 15 properties remained with
outstanding code enforcement issues or lack any
of action for debris removal and repair. Where
the need remains, the City should continue to
reach out to current property owners to offer
support to those that need it, and options for
those interested in selling/relinquishing property.
District 3 community meetings revealed a
disconnect between what many residents
thought was inaction by the City in post-tornado
cleanup and the Citys actual progress in dealing
with damaged properties. As part of the Citys
ongoing efforts to address damaged properties,
it will be critical to maintain an open dialogue
with residents throughout the process to both
disseminate information and solicit feedback. The
Communication and Collaboration initiative
identies strategies to support such a dialogue.
Explore a community-city partnership to
address cleanup and maintenance issues
A partnership between the community and
City staff could help to facilitate resolution of
damaged properties and move aggressively
on those properties that require repair or
maintenance. Code ofcials, the local police
force, and community developers are considered
critical members of this collaboration. Community
members can also play an important by collecting
and ltering complaints, and by monitoring the
properties and ensuring they are secured and
maintained to minimum standards, for example.
One of the rst tasks of the Property Maintenance
Task Force would be to review the toolkit of
available solutions, dialogue with representatives
from city staff and neighborhood councils, and
identify an approach that is tailored to succeed in
District 2 and other tornado-impacted areas.
As part of the rebuilding effort after the tornado,
the City and DevelopSpringeld published
a Rebuilding Guide for Homeowners, which
provides resources for nancial and volunteer
assistance, the construction process, how to
rebuild better and how to navigate the fairly
complex process of rebuilding after a disaster.
There is an opportunity to expand this document
to become a handbook for home and property
owners throughout the city. The guidance and
ideas on property maintenance issues such as
clean-up, building restoration, landscaping,
weatherization, and other measures is transferable
to many homeowners and could serve to establish
consistent language and priorities.
32
Parks
Tornado Path
Existing Colleges
Existing Schools
Tornado Path
0 2,000 4,000 6,000 8,000 1,000
Feet
Tornado-Damaged
Residential Properties
Tornado Path
33
Ofce of Housing
Inspectional Services
HAP Housing
Christmas in October
Resource Needs
Financing to help with funding gaps
Resolution of right-of-entry issues
Identied community leaders through the
respective neighborhood councils
Access to existing programs that help support
property owners with maintenance
HAP Housing
Hampden County Bar Association (community
service work)
Western New England University (Dial-a-Lawyer
program)
U.S. Department of Housing and Urban
Development
Springeld College students participate in
service projects during the annual Humanics
in Action Day; these students and students
from other local universities could help clear or
repair property in need of help
Rebuild Together Springeld: A nonprot
200 afliates nation-wide.
The following programs and resources
help homeowners with home repairs and
improvements.
MassHousing - home improvement, septic
system repair, and lead paint removal loans
Neighborhood Housing Services (NHS)
- emergency repair grants and home
improvement loans
Rebuilding Together, Inc.
Massachusetts Rehabilitation Commission
Veterans Affairs Regional Loan Center
Department of Public Health
City of Springeld Emergency Homeowner
Repair Program: Provides technical assistance,
interest bearing and non-interest bearing
loans, as well as deferred payment loans to
assist eligible low and moderate-income
households within the City of Springeld
Provide emergency heating system repair, pays
burning system, or pays for the replacement
of the system, if needed. The program
is intended to assist homeowners whose
household income does not exceed 60% of the
area median income.
For help with energy-efciency measures:
Weatherization Assistance Program - Funded
by the U.S. Department of Energy, the
Weatherization Assistance Program (WAP)
reduce their energy bills by making their homes
more energy efcient. In Springeld, the
program is administered through Springeld
Partners for Community Action.
Massachusetts Division of Energy Resources
MassSAVE Mass Save Major Renovations
Program: Provides homeowners who are
renovating, remodeling or making other home
technical support, nancial incentives, and
other offerings
Mass Save Energy Assessments: Mass Save
works with certied Energy Specialists,
Home Performance Contractors (HPCs)
and Independent Installation Contractors
(IICs) to provide high-quality Home Energy
Assessments and weatherization installations.
34
energy efcient building practices for new
Federal tax credits for residential insulation,
water heaters.
An Energy Efcient Mortgage (EEM) is a
mortgage that credits a homes energy
efciency in the mortgage itself. EEMs give
borrowers the opportunity to nance cost-
and a better, more energy-efcient home.
EEMs are now more easily available through
Fannie Mae and Freddie Mac, and available
through FHA.
State income tax credit for renewable energy:
15% up to $1,000 for installation of a renewable
energy system in a home, including solar,
photovoltaic, solar space heating, solar water
heating, or wind
Federal Tax Credits: 30% with no upper
limit for geothermal heat pumps, solar
energy systems, solar hot water heating, and
small wind turbines. Particularly in larger
redevelopment areas, a district geothermal
system would be particularly attractive as a cost
effective solution
Priority
Supportive Critical
Code Enforcement and Wireless
Technology
Code enforcement ofcers use new efcient
wireless technology that connects them
back to the main ofce while allowing them
more time in the eld and less time in the
ofce doing paperwork. The software was
purchased with $42,000 of HUD CBBG funds.
Computers and printers were also installed
in the Code Enforcement vehicles, allowing
access to information in the eld.
Rapid Response Team, Las Vegas, NV
This team is a division of the neighborhood
services department and works on proactive
compliance of city codes and ordinances.
They are responsible for quick responses for
grafti removal, public littering, abandoned
furniture/materials, and collaborates with
residents to eliminate blight and conduct
neighborhood clean up.
Precedents
Western Massachusetts Electric
Action Steps
Create a short-term task force to include city
staff and representatives from District 3 to
facilitate resolution of properties.
Reach out to current property owners of such
properties to understand real disposition; offer
support to those that need it; offer options
for those interested in selling/relinquishing
property
For those interested in working towards
repair and on-going maintenance, explore
all possible resource opportunities (as
suggested above) and connect owners with
existing programs and evaluate where existing
programs are inadequate
If appropriate and with community input and
support, identify new uses for any relinquished
property, from community garden/park,
to new/renovated house or business, to
neighborhood playground
Work towards dissolution of the task force as
quickly as possible, when all properties have
been addressed with positive action taken
Project Location
Immediate maintenance and repair efforts are
focused on tornado-impacted areas. Longer
term strategies to support property maintenance
are applicable District-wide.
35
36
Major Move 3
Maximize Impact of Schools and
Community Facilities
Successful, high performing schools and community facilities
help to support stable, family-friendly neighborhoods that District
3 residents identied as a priority to maintain and enhance in
the rebuilding process. Maximizing the impact of schools and
community facilities includes rebuilding tornado-damaged schools
that are integrated into the surrounding neighborhoods as
community hubs and resources. Collaborative partnerships between
schools, libraries, recreation facilities, health services, neighborhood
organizations, and others through the sharing of physical space
and integration of programming enables the leveraging of scarce
resources to provide services in the most efcient and effective
manner possible. High quality school design also invigorates
interest in learning while providing a healthy, safe, and comfortable
learning environment.
Key Initiative
Three-school area as community hub
High-performance facilities
21st century learning environments
37
38
Maximize Impact of Schools and Community Facilities
Quality Schools as
Community Anchors
Throughout the Rebuild Springeld planning process, District 3 residents have
recognized the importance of quality schools to maintain strong neighborhoods, and
have emphasized the need to rebuild the school facilities damaged in the tornado.
Successful schools are a key ingredient to stable, family-friendly neighborhoods,
especially when they are integrated into the life of the community beyond merely the
students that attend classes. World-class educational school programs at all levels
(pre-school through post-graduate, and continuing education) provide a strong
foundation for inspiring private investment and attracting economic development in
a city and region. People and businesses that value education move to or are willing
to travel to places that provide exceptional educational opportunities, a fact with
city-wide implications as Springeld pursues educational reform.
Three key Springeld schools Cathedral High School, St. Michaels Academy,
and Dryden Memorial School are all located within a two-block area within the
East Forest Park neighborhood, at the intersection of Wendover and Surrey Roads.
Each facility sustained signicant damage in the tornado. Cathedral students are
attending a temporary facility at 310 Main Street in Wilbraham, while a separate
temporary structure was established at the Dryden School for the foreseeable future.
Students of St. Michaels Academy have also been meeting at another facility due
to the tornado. The status of these schools after the tornado was of great concern
to those in the community, as expressed at the public meetings held in this district
testament to the long-held feeling that these schools are important and valuable
assets to the adjacent neighborhoods and the city as a whole. There is a unique
opportunity in this window of time after the tornado and before re-design and
indicated above.
39
construction to consider how rebuilding this
three-school area in a strategic and intentional
way can strengthen each educational institution
and the community at large.
One way to approach rebuilding in the area
of Cathedral, St. Michaels, and Dryden
educational institutions is to identify how
all three facilities might integrate into the
surrounding neighborhood as a community hub,
coordinated with other facilities and services
to promote collaborative and efcient services.
While Dryden school operates under a different
administration from Cathedral and St. Michaels,
and no denitive decisions on coordinated
facilities and services have yet been made,
pursuing such an approach has the potential
to enhance the venues, programming, and
curriculum of students.
Design teams have already been selected
for each facility, and these teams have begun
early analysis of each structure. Each school is
also currently in conversation/negotiation with
FEMA in an effort to identify available funds
for the rebuilding of each facility. As part of
the community hub concept, these sites could
share community amenities such as a public
library, community meeting places, community
gardens, walking/running/biking trails and other
sports/recreation facilities. These represent
only potential concepts for the area; specic
needs and constraints may be known by each
administration already, while some ideas may
still emerge through meetings with community
members to explore new ideas for mutually
benecial school and community integration.
Library and school ofcials are already exploring
a city library branches on the Dryden Memorial
School property. (See Implementation
Opportunity included with this Initiative.) Such
a move will strengthen both institutions and
encourage the natural connection between the
three schools and a public library. It may even
allow longer library hours if school staff or parent
volunteers or community service opportunities
for Cathedral high school students provide
additional stafng support. Conversely, it may
allow each school to reduce its own internal
library provisions and instead rely on the
relocated city library branch.
In addition to shared school and community
amenities such as those noted above, a
40
comprehensive look at street improvements in
the immediate area of these schools as part of
the rebuilding effort is strongly recommended.
Community conversations revealed on-going
concern for the trafc patterns that have
developed over the years at each of the schools,
especially with the drop in school bus use and rise
in automobile transport over time. A collaborative
solution by the design teams of each facility,
school administration and the Citys Public Works
Department that addresses this particular issue
would deliver long-term safety and infrastructure
goals for the community, while providing a
valuable component to each respective site
design strategy. Attention to access points for
each property, sidewalk and streetscape design,
and coordinated parking and pickup/drop-off
strategies should be included to alert visiting
drivers more intuitively that they have entered a
school zone, provide safer conditions for regular
drivers who pick up and drop off students and
offer more comfortable amenities for all in the
area to take advantage of walking, running and
biking options along those roads.
Several national initiatives in the green building
movement and a growing body of research have
demonstrated the benets of green schools and
provide a template for local efforts to build new
or renovate existing learning environments better
than before. A green school by the U.S. Green
Building Council is dened as a school building
or facility that creates a healthy environment that
is conducive to learning while saving energy,
resources and money. (Refer to Greening our
Schools: A State Legislators Guide to Best Policy
Practices.) The post-tornado rebuilding process
presents a unique opportunity to create high-
performance learning environments that may not
have been as feasible before the tornado.
The Kiowa County Schools in Greensburg,
Kansas are an excellent case study for how a
community (after an EF-5 tornado wiped out
their entire physical infrastructure) decided to
rebuild their K-12 schools. Following the new city
ordinance to design and build all civic buildings
to meet LEED Platinum standards, the school and
development team committed to and succeeded
in this goal. This ambitious undertaking required
extra time and effort in evaluating FEMA and
insurance resources, as well as extra effort to
gain additional funds from unusual sources. The
result is that the community now has a school
that they are all extremely proud of, and that is a
destination for many educators and community
leaders across the country for how to transform
a community, especially while rebuilding after
a disaster. It took this community a little longer
than originally intended to accomplish this, but
the extra time and effort have resulted in long
term benets for the community. These same
types of opportunities can be implemented in
the three schools noted above. There is a unique
rebuilding opportunity in this window after the
tornado for long-term thinking, and it should
not be wasted. Funding should be prioritized
accordingly to consider long-term benets,
and ensure that once built, these facilities can
continue to serve the community for generations.
Balancing short-term nancial constraints with this
reality will be critical to a successful rebuild.
If aggressive in these high-performance goals
for each facility (i.e., energy, water and system
integration and healthy material goals) a
complementary curriculum could be implemented
that would teach children (and visitors) about
the impact of buildings and development on
the environment. This curriculum could include
education about the physical structures as well as
all natural systems in and near the school grounds.
High-performance refers not only to how the
building performs from an environmental
perspective, but also from the perspective of
preparing students for entrance into a 21st century
life and career. In todays world, a learning
environment can be physical or virtual, remote or
in person. Creating a 21st learning environment
supports the design of physical spaces and
41
Parks
Tornado Path
0 2,000 4,000 6,000 8,000 1,000
Feet
Existing Colleges
Existing Schools
Tornado Path
Cathedral High School
St. Michael's Academy
Mary A Dryden Veterans
Memorial School
42
technological systems to support the human and
nature-based relationships needed for effective
learning. This was a powerful idea that emerged
from and was supported in the community
and stakeholder meetings during this planning
effort. Specic ideas for creating such learning
environments include: one laptop per child,
online textbooks for easy access without heavy
backpacks, 24/7 connectivity and access, smart
boards in the classrooms, and lesson capture for
those unable to be present in the classroom.
While severely impacted by the tornado, the
Cathedral, St. Michaels and Dryden school
facilities each hold interesting opportunities for
strategic rebuilding. As plans are made for the
repair and/or reconstruction of each of these
schools, all opportunities to build back in a way
that is more healthy, durable, comfortable, and
energy-efcient should be explored, doing as
much as possible to create learning environments
of which students, faculty and the community
are even more proud. Additionally, community
service and job opportunities for students on the
school grounds through integrated community
programming options further prepares each
student for career choice and opportunities. If
the three schools noted above incorporate
these recommendations into their design and
building efforts, they could become not just major
components of a robust and effective city-wide
educational system, but also model schools for
the rest of the state, and even the nation.
43
1 Possible relocation sites for East Forest Park
branch of the Springeld City Library, immediately
adjacent to Dryden Memorial School (either to
the east to be equally accessible to St. Michaels
Academy or to the west on more level ground)
2 Opportunities to integrate new or enhanced
amenities that could be integral to the school
buildings and available to the community during
non-school hours, i.e., community meeting places,
indoor recreational/tness facilities, libraries
3 Outdoor space that could connect to a city-wide
interconnected greenway and trail system, for use
by students (i.e., cross-country teams) and the
community
4 The potential for additional outdoor recreational
elds / facilities that could be used by the schools
and the community will be studied throughout the
planning process as the schools rebuild.
5 Streetscape improvements and coordinated drop-
off and pick-up strategies for all three schools
Potential Community Hub - Cathedral / St. Michaels / Dryden Memorial Schools
6 Opportunities to transform prior school buildings
into high-performance facilities that incorporate
7 Improved access to Island Pond could provide
recreation and interpretive learning opportunities
for students and the surrounding community.
1
1
2
2
3
4
3
3
3
4
4
4
5
5
5
5
5
5
5
6
6
6
7
44
administrators, faculty, students and parents
Close collaboration between school
administrators, city staff, community
members and design/construction teams
Additional funds (beyond insurance and
FEMA) to push each facilitys capacity for
state-of-the-art learning environments
Home Depot Foundation (long associated
as supporters of green building through
their Sustainable Community Development
program and Sustainable Cities Initiative)
Massachusetts Chapter of the U.S. Green
Building Council
U.S. Green Building Foundation (volunteer
resources)
The Center for Green Schools, U.S. Green
Building Council (www.centerforgreenschools.
org)
Mayors Alliance for Green Schools
Davis Foundation (initially to convene a
summit that addresses city-wide educational
issues and immediate opportunities for
schools damaged by the tornado)
School district bonds (that support rst costs
for renovation/construction, paid back by way
of energy savings over the long-term)
Local churches (particularly as it relates to
engaging the community needs, resources
and opportunities)
Private funding from individuals, businesses,
philanthropic and other organizations,
especially those interested in elevating
design/building quality and/or those that care
deeply about education in Springeld, the
region, the state
FEMA
Massachusetts School Building Authority
Springeld City Library
Action Steps
Evaluate current status of each school facility,
including disposition of design/rebuild
process
Convene a meeting of the leadership of the
three educational institutions noted above to
collaborate on issues of common purpose and
progress, such as shared resources, safety and
transportation issues
Maintain communication between school
administrations and with the public
throughout the process of rebuilding,
particularly in the areas of environment , safety
and transportation
Host community workshop(s) to integrate
community amenities within the school plans,
where appropriate
For each educational facility, set the vision,
raise funds and hire a high-performance
integrated design team
Consider a design symposium/workshop that
reveals opportunities for 21st century learning
environments, community needs that could
Diocese of Springeld (Cathedral High School
and St. Michaels Academy)
Dryden Memorial School: Springeld Public
Schools including School Committee and
School Building Committee
Local PTAs and/or parent organizations
Interested neighborhood residents/parents
Representatives from District 3 neighborhood
councils
Springeld City Library
Springeld Health and Human Services
U.S. Green Building Council The Center for
Green Schools
The 50 for 50 Green Schools Caucus Initiative
The American Institute of Architects Western
Massachusetts Chapter
U.S. Department of Education Green Ribbon
Schools program
American Lung Association Asthma-Friendly
Schools Initiative
National Clearinghouse for Educational
Facilities
YMCA
Resource Needs
Facilitation for community engagement
sessions and educational workshops as
needed on the benets of green schools
and schools as community anchors
for: design, construction, and facility
management professionals, as well as school
45
be integrated into each school and potential
deep sustainable strategies that set national
benchmarks for providing healthy and efcient
facilities
Set aggressive goals for energy-use, water-
use, healthy materials, etc.
Coordinate with school faculty to incorporate
building design and systems into curriculum,
including natural systems on school grounds
or in adjacent neighborhoods
Priority
Supportive Critical
Kiowa County Schools (K-12), Greensburg, KS
In rebuilding their school after an EF-5 tornado destroyed the entire town in May 2007, the
Greensburg community recommitted the school as a critical component to their communitys
downtown and to sustainable strategies (LEED Platinum) that make it a national model for green
schools. See 4-1/2 minute interview with Superintendent Darin Headrick at http://www.usd422.
org/vnews/display.v/ART/4d8b7a58063dd.
Everett Alvarez High School Aquatic Center, Salinas, CA
The Salinas Unied School District built a new aquatic center to be jointly used with area
swim teams and the City of Salinas. The joint use agreement with the city enables community
use outside of school hours and outlines the citys shared responsibility for operations and
maintenance costs.
The Lakes Regional Library, Fort Myers, FL
This Library was built between two high schools. At 2:30pm it opens its side doors to enable
students to enter the library without having to walk along an arterial roadway. The library has a
teen/internet area and study carrels. Students spend the afternoon and evenings there.
Precedents
Project Location
The tornado-impacted Dryden Memorial
School, St. Michaels Academy, and Cathedral
High School are located at the intersection of
Surrey and Wendover Roads in the East Forest
Park neighborhood.
46
Branch Library at Dryden Memorial School
The East Forest Park Branch of the Springeld
Public Library is currently renting space in a
commercial shopping center. In addition to
paying rent, the branch is open only 12 days
per month limiting the amount of programming
that can be undertaken there.
All three schools (Dryden, St. Michaels and
Cathedral) are all located near the branch. The
library needs more space and is interested
in co-locating a branch into or near a rebuilt
Dryden Memorial School. This would allow
the library to operate during, as well as after,
school hours and would serve students as
well as the general public. Library branches
have been known to co-locate in schools in
Springeld so there is an existing precedent for
this implementation opportunity.
Dryden School consists of a diverse
learning community. The Principal and
Staff are working together to incorporate
the Cornerstone Literacy Initiative into the
schools instructional culture. Further, Dryden
nurtures an environment of excellence by
high expectations and attainable goals. Each
student will develop higher-order thinking
skills for the 21st century in order to become
competent communicators in our ever-changing
technological society. Having a city branch
library either integral to the school or adjacent to
it would explicitly support these goals for literacy
and preparing their students for living and
working in the 21st century. This is especially true
if the library incorporates amenities consistent
with state-of-the-art libraries where a multitude
of services and amenities are available for
students and the community-at-large. While this
may seem like a signicant jump in services, it
would be a key component to accomplishing the
goals of this overall initiative.
Specic action steps to consider:
Facilitate comprehensive meeting(s) with key
stakeholders to create a comprehensive vision
for the new location of a branch library on
Surrey Road near Dryden Memorial
Hold a brainstorming workshop with library
staff, students, faculty, parents, school
administrators and interested community
members to envision how a library could best
be incorporated onto the existing property
and how various members of the community
might become more engaged in the library
operations (as noted above) to ensure longer
hours and integrated use by schoolchildren
and community residents
Coordinate among School Library and Public
Library staff regarding facility management
Develop concept plans and designs for
the new library space, space requirements
that incorporate an expanded vision for the
facility (integrate streetscape improvements
that may be considered as part of the three-
school rebuilding efforts, as noted above)
47
48
Major Move 4
Connect Communities
Connecting Communities is about enhancing the physical
connections that improve access and mobility within District 3,
while strengthening the social connections between the residents,
organizations, and institutions that make up a neighborhood.
Sidewalks, bicycle lanes, off-street trails, more robust transit,
and measures to calm trafc and reduce congestion all support
increased connectivity and provide mobility options for residents.
Beyond physical connections, District 3 residents identied an
opportunity through the rebuilding process to better connect
and collaborate between the city, neighborhoods, and relevant
organizations to quickly and effectively share critical information,
and create a venue to share and address community issues in a
coordinated way. Neighborhood connections are also strengthened
through programs and activities that support a family-friendly,
multigenerational community where youth and seniors can remain
active and engaged.
Key Initiatives
Complete Streets
Improve major streets to enhance mobility options
Locate strategic streetscape improvements to support businesses and catalyze
private investment
Develop a long-term strategy to address sidewalk construction, repair, and
maintenance
Improve access to youth and senior activities through new partnerships and
facilities
Identify stable funding sources to maintain and enhance recreation programming
Communication and Collaboration
Strengthen communication between Community Policing and residents
Enhance dialogue between the City and residents through online and outreach
campaigns
Explore utilizing neighborhood-based volunteers for emergency response and
relief
49
50
Connect Communities
Complete Streets
Improve major streets to enhance mobility options
Locate strategic streetscape improvements to support businesses and
catalyze private investment
Develop a long-term strategy to address sidewalk construction, repair,
and maintenance
In District 3, streets in the tornado-impacted areas generally lack mobility options.
Many streets have no sidewalks, and there are currently virtually no bicycle
accommodations. While three bus routes serve the district along Sumner Ave,
Plumtree Rd., and Wilbraham Rd., station locations, frequency, and proximity of
service to District 3 residents make transit a challenging option for many. A lack
of mobility options necessitates driving for all travel including short local trips, and
exacerbates trafc congestion.
In many locations, the transportation infrastructure that does exist has suffered
damage or been degraded in quality as a result of the tornado and cleanup efforts.
Street maintenance and repair remains an immediate priority as improvements to
the street network are pursued.
This initiative includes recommendations to provide mobility options, enhance
safety, and support local businesses and activity centers through a variety of
improvements to streets in the tornado-impacted area. This initiative also
recommends the development of a long-term strategy for sidewalk construction,
repair, and maintenance that can focus scarce resources in a strategic and systematic
way.
indicated above.
51
Improve major streets to enhance mobility
options
Improved sidewalks, bicycle lanes, transit, and
off-street trails together can supplement a
transportation network that provides options for
residents and enhances connectivity within the
neighborhoods.
In addition to providing mobility options,
complete streets can help to address trafc
ow and congestion issues in high-trafc areas
through improved management of access drives,
internal trafc circulation, signalization and other
measures.
District 3 residents identied a number of
key streets in tornado-impacted areas that,
if improved with pedestrian and bicycle
infrastructure, could support could enhance the
safety and livability, while improving connections
within and between District 3 neighborhoods.
These streets, including Island Pond Road, South
Branch Parkway, Plumtree Road, and Tinkham
Road, share a number of common characteristics.
They are generally two lane streets with very wide
lanes. In many cases, they lack sidewalks, or have
sidewalks on only one side of the street. In some
locations, the attractive tree canopy along these
streets has been lost.
All of these streets could easily accommodate
sidewalk, bicycle, and landscaping improvements
within the existing paved area, and in so doing,
enhance the mobility options of District 3
residents (See South Branch Parkway and
Plumtree Road Implementation Opportunities).
Improvements could be coordinated with
projects already moving forward, including a
reconguration of the General Edwards Bridge,
and improvements to Plumtree Road between
Bradley Road and Wilbraham Road.
In addition to improvements to key streets,
District 3 residents identied trafc issues along
Surrey Road and Roosevelt Road related to drop
and pickup at Dryden Memorial School and
Cathedral High School. The Quality Schools
as Community Anchors initiative discusses the
opportunities to improve this trafc situation
through reconguration of access as part of the
rebuilding of these schools.
The rebuilding process presents an opportunity
to enhance the service that the Pioneer Valley
Transit Authority (PVTA) provides within the
District through improved routes, enhanced
facilities, and integration of transit service with
other street improvements that occur through
the rebuilding process. In particular, crosstown
routes can provide access to many other
neighborhoods and local neighborhood services
and businesses without requiring the journey all
the way downtown and back, with transfer waits.
Where cuts to state funding have impacted
transit service, more focused advocacy from the
City and regional leaders can help to make the
case for the value of this transit service for the
City and the region.
Locate strategic streetscape
improvements to support businesses and
catalyze private investment
Streetscape improvements can enhance the
walkability of the district through repaired and
widened sidewalks, benches, landscaping, and
other pedestrian amenities. Better lighting,
signage, thoughtful street design, and increased
pedestrian and business activity along the street
all contribute to safer neighborhoods.
Beyond enhancing mobility and connectivity,
investments in streetscape infrastructure
can function as an incentive and catalyst for
private investment. Residents have identied
Sumner Avenue as a location where streetscape
improvements could simultaneously support
52
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Allen St.
Street Improvements
Tornado Path
53
street and sidewalk infrastructure in the district
suffered damage from uprooted trees during the
tornado and heavy vehicles during the cleanup
and debris removal process. Limited FEMA
reimbursements for damage have resulted in
the repair of isolated slabs, leaving areas with
denite need of repair.
The scale and cost of upgrading infrastructure
throughout District 3 neighborhoods presents
a daunting challenge, particularly when the City
faces serious budget difculties. However, there
are three steps that can help the City maximize
the impact of available infrastructure resources.
The rst is a recognition that streets and
sidewalks represent a fundamental component
of strong and vital neighborhoods, and that as
District 3 neighborhoods and the City-at-large
look to rebuild better and stronger, the long
term success and vitality of these neighborhoods
will depend on this basic street infrastructure.
The second step is to strengthen the Citys
inventory and analysis of street and sidewalk
infrastructure, including maintenance needs and
critical new connections. The City of Springeld
is currently in the process of developing a
more robust pavement management system,
and a sidewalk inventory could be part of that
process. The third step is the development
of a comprehensive program to evaluate and
and enhance neighborhood businesses by
improving the visual character of the corridor
while providing safe, convenient local access
to surrounding residents. The City is already in
the process of studying a reconguration of the
intersection of Sumner Avenue and Allen Street,
and this existing project could potentially be
coordinated with streetscape improvements help
to transform the area and spur new investment.
Landscaping, street lighting, and other
amenities may similarly impact various locations
throughout East Forest Park and Sixteen Acres.
Opportunities to bury power lines in coordination
with street improvements can improve the
aesthetic quality of the area while making the
power grid more resilient in adverse conditions.
Develop a long-term strategy to address
sidewalk construction, repair, and
maintenance
In addition to identifying improvements to key
streets in the tornado-impacted areas of District
3, residents identied a need to improve the
safety, walkability, and livability throughout
District 3 neighborhoods through improvements
including sidewalks and street lighting. Many
neighborhoods in the tornado-impacted areas
and throughout East Forest Park and Sixteen
do not have any sidewalks. In addition, existing
prioritize improvements, so that as resources
become available, there is a clear plan for where
investment should be focused to maximize its
impact.
54
Priority
Supportive Critical
Metro Nashville Comprehensive
Sidewalk Program
This program, which began in 2002 and
is administered by the Public Works
Department, makes neighborhood more
accessible and improves pedestrian safety by
systematically repairing existing sidewalks and
constructing new sidewalks, in coordination
with a Strategic Plan for Sidewalks and
Bikeways.
Precedents
interested in improving the quality of the public
spaces adjacent to their property
Action Steps
Update standard street templates to include
pedestrian and bicycle accommodations.
Finalize locations for specic street
improvements and identify any right-of-way
needs.
and develop nal design.
Identify opportunities for to incorporate
sidewalk construction as part of new
development.
Incorporate inventory and analysis of bicycle and
sidewalk infrastructure into the Citys ongoing
pavement management process
Identify and prioritize strategic street
improvements to enhance mobility and safety
within the District
Project Location
Streetscape Improvements: Allen Street /
Sumner Avenue
Managing Trafc: Roosevelt Avenue / Surrey
Road / Island Pond Road
Mobility Options: South Branch Parkway,
Plumtree Road, Island Pond Road
Residential Sidewalks: Throughout East
Forest Park and Sixteen Acres
Springeld Department of Public Works
Springeld Department of Parks and Recreation
MassDOT
Pioneer Valley Transit Authority
Utility Providers
Bicycle and Running Clubs
Homebuilders, development community,
and neighborhood associations (for sidewalk
construction)
Resource Needs
While sidewalks, bicycle lanes, and streetscape
improvements represent major infrastructure
investments, the City already undertakes street
and sidewalk construction projects regularly.
There is an opportunity to coordinate and
prioritize existing resources to leverage the
impact of these public infrastructure investments
more strategically.
Funding and advocacy to support transit service
within District 3
Capital Improvement Plan nancing
Private developer contributions to streetscape
improvements for adjacent new development
projects
55
2
4
3
1
3
2
5
6
District 3 residents identied the need for sidewalks and bicycle lanes along key streets in the tornado-impacted
areas. Sidewalks and bicycle lanes can help to connect neighborhoods, provide mobility options, and increase
safety. South Branch Parkway in East Forest Park and Plumtree Road in Sixteen Acres are two of the streets
highlighted by residents for potential improvements. Both of these street have two wide lanes, and could
accommodate a range of streetscape improvements not only with the existing right-of-way, but within the
existing paved area, minimizing the impact of potential improvements on adjacent property owners. In addition
to enhancing mobility, improvements to South Branch Parkway and Plumtree Road could coordinate with the
development of an interconnected trail system and reforestation efforts.
1. Narrowed Trafc Lanes
2. Sidewalks
3. Bicycle Lanes
4. Landscaping / Stormwater
Management Features
5. Connections to an
interconnected trail and
greenway system
6. Coordination with reforestation
effort
Plumtree Road, South Branch Parkway
4
2
2
3 1
6
6
5
56
Connect Communities
Improve access to youth and senior activities through new
partnerships and facilities
Identify stable funding sources to maintain and enhance recreation
programming
Residents of East Forest Park and Sixteen Acres value the family-friendly character
of their neighborhoods, and identied activities for youth, seniors, and all ages as an
important component of a strong and vital community. Activities for residents, both
young and old, can foster and strengthen the connection between residents of all
ages and support a multigenerational community where seniors, children, and teens
are engaged and connected. These activities also promote personal development,
improve public health, and support the high quality of life that residents enjoy.
Youth and senior activities should focus on providing both recreational activities and
opportunities for civic engagement and leadership. Successful activities support all
aspects of personal development including physical, social, cognitive, and leadership
skills. The recommendations for youth and senior activities in this section are as
much about personal development and civic engagement as they are about physical
recreation. Additionally, the following recommendations identify potential funding
and facility resources that can support adequate access to activities for the youth
and seniors of District 3 and supplement the range of existing programs and facilities
already available to District 3 residents.
Improve access to youth and senior activities through new partnerships
and facilities
Sixteen Acres and East Forest Park have a range of facilities and programs for youth
and seniors. These neighborhoods include a number of parks, sports facilities,
playgrounds, golf courses and other recreation resources. The Citys Parks and
indicated above.
57
Recreation Department offers a variety of sports
leagues, after-school activities, and other youth
programming. Camp Wilder is a popular and
successful youth camp that was directly impacted
by the June 1st tornado. Schools provide pool
and gym facilities within District 3, and the
Greenleaf Community Center is a well-used
and treasured community resource. Both East
Forest Park and Sixteen Acres have branch library
locations, and the Mayower Senior Center on
Sumner Avenue provides seniors with a variety of
classes, workshops, health screenings, and social
events.
Even with these resources, the priority placed on
youth and senior activities in District 3 highlights
the scarcity of available space for recreation
programs. Many public school gyms are either
already reserved for after-school activities, or
have gyms that cannot accommodate certain
types of sports. The Greenleaf Community
Center is extremely popular and heavily booked.
Additionally, when compared to other parts of
Springeld, East Forest Park and Sixteen Acres
have few options for private or family/senior-
friendly gyms. The following recommendations
present options to increase the number of
tness and activity facilities through new
0 2,000 4,000 6,000 1,000
School
Private Gym
Community Center
Senior Center
Library
Art/Theater
Pool Facility
Camp Wilder
Parks
Tornado Path
Existing Community Facilities
58
Explore co-locating activities in schools. Several
District 3 schools already provide opportunities
for youth and senior activities. The Diocese of
Springeld, which oversees the administration
Cathedral High School and St. Michaels Academy
(both damaged by the tornado)is already
exploring additional facilities on their properties
in this area that could be made available to the
public outside normal school hours, including
an outdoor track, ball elds, and tennis courts.
The Quality Schools as Community Anchors
initiative discusses in more detail how school
facilities might be integrated into the surrounding
neighborhood as community hubs, coordinated
with other facilities and services to promote
collaboration and efcient services.
Explore partnerships for programming and shared
facilities. The Parks and Recreation Department
and Health and Human Services (in charge of
senior programming) should consider exploring
partnerships with other organizations and
companies to bring additional and specialized
programming into parks and community facilities.
Partnerships with the many companies and
organizations that exist within District 3 can
enhance youth and senior programming when
budgets are limited. Many cities rely on such
partnerships to draw residents to their parks to
offer educational, exercise, recreation, or cultural
activities such as yoga or tai chi in the park, writing
workshops, outdoor movies, and library book
sales.
Restore and enhance Camp Wilder. With
youth and educational programming, facilities
for community events and activities, and
operating through a successful public/private
partnership, Camp Wilder embodies many of the
recommendations included in this initiative. The
Camp was heavily impacted by the tornado, and
has been identied by District 3 residents as in
important priority for restoration. In conjunction
with restoration efforts, there is an opportunity
for expanded programming, potentially including
senior or multigenerational programming. See
the Camp Wilder Implementation Opportunity
for a description of the many opportunities for this
park.
Identify stable funding sources to maintain
and enhance recreation programming
The Parks and Recreation Department provides
many valuable programs to youth and adults
throughout East Forest Park and Sixteen Acres
and does so at a low per-child cost. However,
providing funding for activities and programming
can be difcult in the face of budget challenges,
and a stable, reliable source of funding can help.
Today, most of the Recreation Divisions funding
for programming and activities comes from
grants. Any revenue the department collects from
facility development and partnerships. These
recommendations also present opportunities
to support more complete, intergenerational
neighborhoods where youth, seniors, and families
continue to want to live.
Explore the development of a new Parks and
Recreation Department community center.
The Parks and Recreation Department has a
long-term goal of a community facility in every
neighborhood throughout Springeld. Exploring
partnerships with faith-based institutions, local
schools and universities, or private organizations
such as the YMCA of Greater Springeld may be
the most feasible option to co-locate services and
combine funding sources.
Explore development of a Y Express facility. While
there are currently no Springeld YMCA locations
in East Forest Park or Sixteen Acres, the YMCA of
Greater Springeld has expressed an openness to
exploring potential new YMCA locations if market-
viable. One option could be a Y Express facility,
which is a small-scale tness and wellness center
located in an existing storefront, with senior-
friendly equipment and youth programming.
Typically, a Y Express format is used until
membership is large enough to warrant and fund
development of a larger facility. Springeld Y will
open a Y Express this year in Agawam.
59
fee-based programming or rental fees currently
goes directly to the Citys general fund. The
City and the Parks Commission should explore
re-establishing a recreation revolving fund that
directs revenue raised by the Recreation Division
into an account to fund future recreation activities.
Presently, three Parks & Recreation facilities,
including Camp Wilder, have a designated
revolving fund to fund operations. The Parks and
Recreation Department once had a successful
revolving loan fund that was dissolved when
the Finance Control Board took over leadership
in 2004. Springelds Multi-Year Financial Plan
(FY12-FY15) includes a line item to develop a
revolving account for the Recreation Division
for youth recreation but must rst be passed
by City Council. This revolving fund has the
potential to provide $50,000 to $100,000 per
year for recreation activities. Re-establishing this
revolving fund is one way to ensure the stability
and continuity of valued recreation programming,
and continue to provide physical, educational, and
personal development opportunities to youth,
seniors, and all ages throughout District 3.
Enhance youth engagement and
leadership opportunities
District 3 residents have identied their youth
as a major asset. Existing activities for youth
in District 3 can be augmented by providing
more opportunities for civic engagement and
leadership development. One opportunity for
youth engagement that emerged in stakeholder
and community meetings is reactivating the
Springeld Youth Commission. This would
provide a means of engagement while enabling
both young people and adults to tackle issues
important to youth with a broad, coordinated
effort. Issues particularly important to youth
in District 3 include enhancing transit to make
it more safe and accessible and enhancing
neighborhood amenities and activities that
provide recreational, educational, and personal
development opportunities for young people. For
this Commission to truly serve the young people
of Springeld, the Youth Commission Ordinance
should be amended to allow youth under 18
to serve on the Commission. (For example, the
Massachusetts Governors Statewide Youth
Council is comprised of 14-20 year olds, while
Bostons Youth Council is made up of high school
juniors and seniors.) Once in operation, the Youth
Commission could begin to chart a course for
Springelds youth through the development of
meaningful goals and solutions as part of a Youth
Master Plan.
60
Priority
Supportive Critical
Youth Plans
Several Youth Plans can serve as a template
for developing a Youth Plan for Springeld:
Thousand Oak, Californias Youth Master
Plan; Pleasanton, Californias Youth Master
Plan; Nashville, Tennessees Child and Youth
Master Plan; Grand Rapids, Michigan; and
Berkeley, California
Youth Master Plan Kit
The National League of Cities published
Creating a Youth Master Plan Kit that
provides guidance for developing a youth
plan with examples from twelve cities.
Precedents
Springeld Health and Human Services
YMCA of Greater Springeld
Baystate Health
Springeld Libraries
Springeld Elder Affairs
Springeld Parks Commission
Public and private schools
Corporations and community organizations
(partnerships for recreation programming)
Churches and other faith-based institutions
Arts and culture organization within district
such as dance studios and galleries
Fitness organizations such as yoga studios and
martial arts studios
Resource Needs
Funding for potential community center
Funding for new Y Express
Additional staff capacity to pursue partnerships
Potential Resources Opportunities
Prioritization and funding for community
facilities can occur through the Citys Capital
Improvement Program. Partnerships with
faith-based institutions, local schools and
universities, or private organizations such as
the YMCA of Greater Springeld may be the
most feasible option to co-locate services and
combine funding sources
If market analysis indicates additional private
recreation facilities can be supported in
District 3, private banks are a potential funding
opportunity
A re-established recreational revolving fund
has the potential to provide $50,000 to
$100,000 per year for recreation activities
Action Steps
Revive Youth Commission and amend the
Youth Commission ordinance to allow youth
under age 18 to serve
Charge the Youth Commission to develop
goals and solutions for Springeld youth
through a Youth Master Plan
Re-establish Recreation Revolving Fund
Explore partnerships with other organizations
and companies to bring additional specialized
programming into parks and community
facilities
Identify opportunities to enhance youth and
senior activities through the rebuilding of
Dryden, Cathedral, and St. Michaels Schools
Conduct a market study to explore feasibility of
a family and senior friendly private recreation
facility with District 3 (such as a Y Express)
Project Location
Opportunity for enhanced youth and senior
activities district-wide
Camp Wilder was heavily damaged, but
represents a key opportunity for enhanced
programming
Schools, particularly the trio of tornado-
damaged schools in this district (Dryden,
Cathedral, and St. Michaels Schools), present
opportunities for integrated community
facilities and programming
61
Camp Wilder
Camp Wilder was directly impacted by the tornado and District
3 residents identied its restoration as one of the highest
priorities for the tornado-recovery process. With a combination
of attractive natural features setting, community meeting space,
youth programming, and a successful public/private partnership,
the value of Camp Wilder to the community is clear. With the
restoration and reforestation of the area, there is an opportunity to
enhance the facilities and programming, including connection to an
interconnected greenway and trail system, improved access to Bass
Bond, renovation of existing structures on the site as community
facilities, and additional programming for youth, seniors, and
families.
1. Reforestation
2. Connection to interconnected greenway and trail system
3. Improved access to waterfront
4. Existing community facility
5. Potential renovation of existing structures as community facilities
6. Opportunities for expanded programming for youth, seniors, and families
2
1
3
1
5
1
4
5
3
62
Connect Communities
Communication and
Collaboration
Strengthen communication between Community Policing and
residents
Enhance dialogue between the City and residents through online
tools, outreach campaigns, and 3-1-1 services
Better utilize existing resources in disaster response and recovery
At the district-wide community meetings, residents of Sixteen Acres and East
Forest Park overwhelmingly expressed their desire for safe, attractive, and
connected neighborhoods. For residents, having a connected community
includes improving communication and collaboration between District 3 residents
and the City. Having a two-way dialogue between the City, neighborhoods,
organizations, and institutions is critical for immediate rebuilding, preparing for
future emergencies, and moving forward to create even stronger neighborhoods.
Creating better connections between residents and the City can spur the creation
of new partnerships, enhance the effectiveness and efciency of service delivery, and
capitalize on the engaged citizenry that was mobilized in the tornado response and
cleanup.
Strengthen communication between Community Policing and residents
Maintaining safe, family-friendly neighborhoods was a theme repeated at all of
the District 3 community meetings. The successful implementation of many of the
other recommendations in this plan help to enhance public safety by supporting
active, healthy, vibrant neighborhoods, and a safer physical environment. Residents
also identied a strong relationship between the Springeld Police Departments
Community Policing and District 3 neighborhoods as a critical component to
maintain and enhance safety.
indicated above.
63
There are two policing sectors that cover
East Forest Park and Sixteen Acres, each of
which has a Community Policing Management
Team (CPMT), or Beat Management Team,
comprised of residents, organizations, and
community policing ofcers that hold public
meetings monthly. Many residents at the
community meetings repeatedly expressed
their concern and desire for a greater police
patrols in the neighborhoods. While budget
challenges present signicant hurdles for
increasing personnel and resources for policing,
the priority that residents of District 3 (and
throughout the City) have placed on enhancing
safety warrants that the City should explore
different ways to enhance community policing
efforts, whether through grants, reallocation of
funds or personnel, bonds, or other nancing
mechanisms.
With existing personnel and resources, there
are still opportunities to enhance public safety
through greater collaboration between the
City and residents. Residents, organizations,
and neighborhood councils can better utilize
the CPMTs by assigning representative
liaisons to work with the teams and attend the
monthly CPMT meetings. Organizations and
neighborhood councils should also consider
adjusting their meetings quarterly or biannually
to coincide with CPMT meetings. For instance,
the East Springeld Neighborhood Council
coordinates with the CPMT meeting once a
quarter. The Springeld Police Department
educates citizens through the 10-week Citizen
Police Academy (CPA) programs. Though
many graduates are active in their community
groups, they could further support community
policing through a designated volunteer role.
Graduates could act as formal liaisons between
the CPMT and local organizations or could lead
the formation of neighborhood watch groups or
regular neighborhood cleanups.
Enhance dialogue between the City and
residents through online and outreach
campaigns
District 3 community meetings for the Rebuild
Springeld planning process revealed a
disconnect between what many residents
thought was inaction by the City in post-tornado
cleanup and the Citys actual progress in dealing
with damaged properties. As Springeld moves
forward with the implementation of Rebuild
Springeld plan, it will be critical to maintain an
open dialogue throughout the process to both
64
disseminate information and solicit feedback.
Below are some relatively simple ways for better
two-way communication online.
Simple online tools such as MindMixer,
Facebook, online feedback forms, or online
citizen mapping tools provide a venue to
solicit feedback from residents and encourage
ongoing dialogue for both specic and general
topics. The Regreen Springeld website is one
example of how Springelds reforestation
efforts are involving and communicating with
residents. (More examples are in the Precedent
section at the end of this section.)
The Citys website can be restructured to be
more user-friendly. The Center for Digital
Government recognizes City, County, and State
websites that employ clear communication,
design aesthetic and easy navigation with the
Best of the Web Awards. Recent winners of this
award can serve as an example for Springeld.
Providing a city employee directory and
organizational chart can help residents and
organizations directly locate the correct
department or employee for their needs.
Posting the minutes from any public meeting
(including neighborhood council meetings
and Community Policing Management Team
meetings) on the Citys website or a new
Facebook page can increase the awareness
and transparency of the work the City is doing.
The Citywide section of the Rebuild Springeld
plan proposes using methods similar to
CitiStat to track and communicate progress
to residents during implementation of the
Rebuild Springeld plan. CitiStat is a data-
driven management system designed to
monitor and improve the performance of
city departments in real-time by using
inexpensive software to track a myriad of
government performance indicators.(1) The
City of Springeld employed CitiStat tracking
from 2007-2011 but funding was eliminated
for scal year 2012. Springelds CitiStat
previously facilitated NeighborhoodStat, an
effort that joined multiple City departments
to focus on neighborhood-based quality of
life improvements and share performance
data with residents. CitiStat improved
communication between residents and
the City by tracking and sharing relevant
neighborhood-level data while soliciting and
monitoring resident satisfaction. The City could
explore reinstating the CitiStat department, or
(1) The CitiStat Model: How Data-Driven Government Can Increase
Efciency and Effectiveness. Center for American Progress,
2007. http://www.americanprogress.org/issues/2007/04/pdf/
citistat_report.pdf.
65
identify comparable alternative methods, to
track and communicate relevant information
with residents.
The 311 Citizens Service Center (CSC) is
widely used by District 3 residents to report
concerns and service requests to the City. This
service is the go-to method for residents to
communicate with the City and could be easily
adapted to also receive feedback and input on
the implementation of the Rebuild Springeld
plan.
Residents also proposed a campaign to help
them in preparing for disasters by helping them
prepare a home emergency supply kit, register
with the Connect-CTY notication service (the
citys instant notication system that sends a
recorded message to resident and businesses
phone numbers when important news occurs),
and identify local news outlets that provide
coverage on emergencies. Residents also stated
that they would be like to be notied through
Connect-CTY of major road closures such as
those that occurred during the June tornado and
October snowstorm.
Better utilize existing resources in disaster
response and recovery
As residents discussed with each other at
community meetings how to better connect with
each other, available services, and the City, two
potential strategies emerged: the creation of a
neighborhood-based cadres of on-call volunteers
to help in disaster response, and improving radio
coverage of breaking news and weather events.
During the Rebuild Springeld planning process,
District residents developed the idea of forming
a cadre of trained civilian volunteers that are
assigned a specic neighborhood and ready
to mobilize in times of disaster. Springelds
Ofce of Emergency Preparedness, Springelds
Health and Human Services, and the member
organizations of the Springeld Community
Together Long Term Recovery Group (including
the Red Cross, Salvation Army, United Way of
Pioneer Valley, and others) are all involved in
disaster response and relief. These organizations
should explore utilizing neighborhood councils
and forming a system of neighborhood-based
volunteers (including Springeld Medical Reserve
Corps) for emergency response and relief.
Community meetings revealed concerns about
the lack of coverage by television and radio
stations during and after the June 1st tornado,
as well as the October 30th snowstorm. In times
of disaster, the battery-powered radio is often
the only method of communication. In the
aftermath of the tornado, although one AM
station continued coverage for a period of time,
most stations maintained regular programming.
Springeld, along with many other small to mid-
size radio markets, may not have adequate local
66
Citizen Police Academy Graduates
Funding to increase community policing could
come from grants, reallocation of funds, bonds,
or other nancing mechanisms
Existing news outlets
AmeriCorps volunteers for cost effective
stafng
Action Steps
Strengthen communication between
Community Policing and residents
Identify resources and strategies to enhance
community policing efforts in targeted areas
Residents, organizations, and neighborhood
councils can assign representative liaisons to
work with community policing management
teams and attend monthly CPPMT meetings
Coordinate neighborhood council meetings
with CPMT meetings on a quarterly or annual
basis
Citizen Police Academy graduates can act
as formal liaisons between CPMT and local
organizations, and can help lead the formation
of neighborhood watch groups or regular
neighborhood cleanups
Enhance dialogue between the City and
residents through online and outreach
campaigns
Springeld Community Together Long Term
Recovery Group
City of Springeld (for online outreach,
communication, and data tracking)
Springeld Police Departments Community
Policing liaison
Springelds Ofce of Emergency
Preparedness (OEP)
Springelds Health and Human Services (HHS)
Organizations in District 3 interested in public
safety issues
Springeld Police Departments Citizen Police
Academy
Resource Needs
Funding to enhance community policing
program
Capacity to develop and manage enhanced
online communication
Funding for CitiStat. The Springeld Fiscal
Year 2012 Adopted Budget identied the cost
at $240,241 but identied potential for$1.3m in
cash and ongoing efciency savings.
(2) Local Radio Station Model Disaster Recovery Plan &
Incident Response Manual. March, 2011. Developed by the
Communications Security, Reliability and Interoperability
Council Working Group 2-B. http://www.nabanet.com/nabaweb/
members/pdf/ssc/CSRIC_2B_%20Radio_rev_5.3.pdf
radio coverage during disasters because many
local stations broadcast syndicated programming
and do not have the capacity for full time local
programming.
There are examples from other tornado-
impacted communities of quality coverage by
stations that are based out of the local colleges,
owned by large corporations, or are community
public radio stations (see the Precedents section
for examples). A panel at the 2011 Radio
Television Digital News Association conference
shared suggestions based on experiences
with Hurricane Katrina that Springelds radio
stations could implement including developing
a comprehensive disaster response plan and
establishing relationships with rst responders,
Red Cross, and hospitals. The Communication
Security, Reliability, and Interoperability Council
provides a model plan that local radio stations
can use to draft their own plan.(2) These models
provide a starting point as the City, Springelds
Ofce of Emergency Preparedness, and the
67
Priority
Supportive Critical Rebuild Springeld MindMixer Online
Town Hall Forum
This is a tool used to solicit feedback during
the Rebuild Springeld planning process.
Barnstable, Massachusetts is another local
example of community using an ongoing
online town hall forum where residents
can share ideas on how to improve their
city. Other initiatives that successfully
utilized MindMixer include Fargo, North
Dakotas Go2030 Plan (go2030townhall.
com) and Wichita, Kansas Transit Talks
(wichitatransittalks.com). One U.S.
Congressman, Lee Terry of Nebraska, utilizes
MindMixer for soliciting feedback from his
constituents. Kansas Citys MindMixer website,
KCMomentum, provides a forum for residents
to share ideas on how to improve their city.
Facebook Town Hall, Chicago, IL
Chicagos Mayor recently launched a
Facebook Town Hall in which he answers
questions submitted and ranked by the
public. This forum compliments other
interactive online tools by the City of
Chicago including a participatory budgeting
website and the Mayors Twitter feed.
Precedents
The Mayors Participation Action and
Communication Team, Richmond, VA
MPACT allows online users to report issues,
such as streetlight outages, using a mapping
tool online.
Post-Disaster Radio Coverage, Joplin,
MO
After an EF-5 tornado hit Joplin, Missouri in late
May, 2011 six commercial radio stations owned
by Zimmer Radio, Inc. began non-stop coverage
before and after the tornado after residents lost
electricity internet, land lines, and cell phone
access. The station became the go-to center for
residents to nd loved ones, make donations,
get help, and have their questions answered by
public ofcials, agencies, insurance executives,
and a lawyer.
Post-Disaster Radio Coverage,
Tuscaloosa, AL
College radio station WVUA-FM at University of
Alabama was knocked out for two days after a
tornado hit Tuscaloosa, Alabama in late April,
2011. Once operable, the station worked to
provide information to residents on the air and
through Facebook and Twitter. At the decision
of Clear Channels local market manager, the
four local Clear Channel stations (WACT-AM,
WRTR-FM, WTXT-FM and WZBQ-FM) canceled
regular programming and began serving as a
clearinghouse of information and relief services
through simulcasts.
Explore sources of funding for CitiStat.
Previously CitiStat was supported through the
Citys General Fund.
Survey Best of the Web Awards winners and
identify how Springelds website can be
improved
Create a Facebook page for the City
Create and publish city employee directory
and organizational chart online
Explore utilizing neighborhood-based
volunteers for emergency response and relief
Develop disaster preparedness outreach
campaign for residents
Work with civilian volunteers, Springelds
Ofce of Emergency Preparedness (OEP),
Springelds Health and Human Services
(HHS), and the member organizations of the
Recovery Group (SCTLTRG) to develop a
formal system of volunteers for emergency
response and relief
r e b u i l d S p r i n g f i e l d p l A n A p p e n d i X | S p r i n g f i e l d M A S S A C H u S e T T S
Appendix
2
3
Rebuild Springfield Appendix Contents

Citywide Plan Appendix 5
District 1 Plan Appendix 13
Rebuild Springfield Town Hall Website (MindMixer) Results 99
Supplemental Real Estate and Financing Information 179
4
5
Appendix | Citywide
6
Summary of current economic and demographic data
and trends
Source: Bureau of Labor Statistics Quarterly Census of Employment & Wages Source: 2010 U.S. Census Bureau
7
Source: 2010 U.S. Census Bureau
Source: Massachusetts Department of Revenue Division of Local Services, Massachusetts
values represent the sum of all assessed property values in the state by localities, divided by
the total state square mileage
Source: US Census Bureau, For Springfield Values were interpolated for 1970 to 1980, and
1980 to 1990
8
Source: Massachusetts Department of Elementary and Secondary Education Source: Massachusetts Department of Revenue Division of Local Services; Massachusetts
values represent the sum of all assessed property values in the state.
Source: FBI Uniform Crime Reporting Statistics
9
Source: Bureau of Labor Statistics & Massachusetts Department of Labor & Workforce
Development
Source: 2010 U.S. Census Bureau Source: Massachusetts Department of Labor & Workforce Development
Source: Bureau of Labor Statistics Local Area Unemployment Statistics
10
Source: Bureau of Labor Statistics Quarterly Census of Employment & Wages
Source: 2010 U.S. Census Bureau Source: Massachusetts Department of Revenue Division of Local Services
Source: FBI Uniform Crime Reporting Statistics
11
COUNT ME IN!
Builder Pledge Card
12
13
Appendix | District 1
14
15
District 1 - Appendix Contents
1. Metro Center and South End - Previous Plans Implementation Progress 17
2. South End Household Income Analysis 20
3. Activation Program for Court SquareSpringfield, MA (Submitted by PPS) 22
16
17
91
Many of the recommendations identified in previous plans have been completed, are ongoing efforts or partially complete, or are currently
underway. Other recommendations have been addressed through an alternative strategy, are no longer favored, or have yet to begin. A
summary of implementation progress is provided below.
1. Metro Center and South End - Previous Plans Implementation
Progress
South End Complete Ongoing Underway
Issue South End Urban Renewal Plan Amendment #8, for acquisition and demolition of 9 properties on Marble
Street; relocation of residents
Expand the Basketball Hall of Fame into a sports oriented destination center

Clear and remediate the Gemini Site.

Improve the Union Street and Broad Street connections under I-91 and across East and West Columbus Avenue;
provide underpass improvements such as lighting and art installationssignage and pedestrian improvements have
been made, some art installed.
Enhance Main Street to retain and attract retail; provide streetscape and public realm improvementsMain Street
streetscape improvement project complete
Marble Street Apartments public housinglong-term effort to secure funding underway

Improve housing in the Hollywood area; Rehab Concord Heights and Outing Park Apartments I and II

Expand and improve Emerson Wight Park

Improve Dwight Street Extension

Embark on a community master planning effort to assess the physical environment and recommend changes that
will promote safety, connectivity, and business, and residential diversity
18
92
In addition, the Hartford-Springfield area, under the leadership of Hartfords Capitol Region Council of Governments, has secured a
Sustainable Communities Regional Planning Grant from HUD, which is known as the Knowledge Corridor. Included as one of the place-
based activities in this plan is funding for engineering design and architectural drawings intended to lead to renovation and rehabilitation of
13-31 Elm Street into a mixed-use building.
Metro Center Complete Ongoing Underway
Renovate and expand the Civic Center to establish MassMutual Center

Improve streetscapes along Main Street; strengthen Main Streets character as a prime commercial and pedestrian
corridor
Advance adaptive reuse of the Main Street Federal Building

Improve pedestrian connections and streetscapes along State Street

Create a continuous recreational area along the Riverfront from the Basketball Hall of Fame to the Memorial Bridge

Demolish the York Street Jail

UMass Design Center now located on Court Square and Cambridge College has located in Tower Square

Provide underpass improvements such as lighting and art installationssignage and pedestrian improvements have
been made, some art installed
Activate the Riverfront with performances and events

Pursue downtown locations for future expansion of STCC, UMass, or other colleges
Develop a telecommunications strategic marketing effort to recruit and nurture telecom-based entrepreneurs, and
attract companies to Springfield -State Data Center located in Metro Center
Upgrade industrial areas

Support regional efforts around the Knowledge Corridor and High-Speed Rail

Redevelop Union Station as multi-modal center

Establish community boating at the Riverfront

Redevelop 13-31 Elm Street

Initiate design review as part of the construction permitting process - new site review process established

Advance redevelopment of the School Department Building

Create small neighborhood parks in the Metro Center including small neighborhood parks anticipated in Morgan Square

Acquire and redevelop 1592 Main Street, the former Asylum night club

Advance State Street redevelopment projects - market analysis for grocery store adjacent to Metro Center; Holiday
Inn Express completed
19
93
1. Joan Kagan, Square One
2. Ann Awad, Caring Health
3. Joe Gallo, South End Community Center
4. Patrice Swann, South End Community Center
5. Rita Coppola, Springfield Capital Asset Management
6. Paul Picknally, Monarch Enterprises
7. Evan Plotkin, NAI Plotkin
8. Don Courtemanche, BID
9. Tim Allen, South End Middle School
10. Gordon Pulsifer, 1st Resources
11. William Abrashkin, Springfield Housing Authority
12. Sean Cahillane, Springfield Housing Authority
13. Leo Florian, South End Citizens Council
14. Angie Florian, South End Citizens Council
15. John Delaney, Springfield Police
16. Mike Parsons, Northern Heights
17. Carol Costa, Classical Condos
18. Carmine Capua, Mt. Carmel Society
19. Mary Kay Wydra, Convention & Visitors Bureau
20. Paul Stegler, Appleton Corporation
21. Robert Louder, Armory-Quadrangle Civic Association
22. Pat Leary, Chamber of Commerce
23. Demetrios Panteleakis, Opal Real Estate
24. Magdalena Gomez, Teatro V!da
25. Jo Anne Shatkin, CLF Ventures
26. Allen Blair, Economic Development Council, Western Mass
27. Rich Allen, Springfield Board of Assessors
28. David Cruise, Regional Employment Board
29. Fred Christensen, Tower Square
30. John Waite, Franklin County CDC
31. Mike Crowley, Springfield Riverfront Development Corporation
32. Tony Calabrese, AC Produce
33. Sheila McElwaine, Friends of the Connecticut River Walk
34. Frank Sleegers, UMass Design Center
35. Phil Burdick, Landscape Architect
36. Elizabeth Thompson, UMass
37. Linda Williams, Mental Health Association
38. Peter and Madeline Zorzi
39. John Doleva, Naismith Basketball Hall of Fame
2. List of District One Interviewees
20
94
Findings
An analysis of household incomes within the South End study area found that over 80 percent of all households earn less than 80 percent
AMI (area median income for the Springfield metro region) as determined by HUD. More specifically, 55 percent of households earn below
30 percent AMI, which HUD categorizes as Extremely Low; 18 percent earn between 30 and 50 percent of AMI (Very Low) and 8 percent
between 50 and 80 percent (Low).
3. South End Household Income Analysis
Extremely Low (30% AMI - below $20K)* 1,071 55.0%
Very Low (50% AMI - $20-$35K)** 355 18.2%
Low (80% AMI or $35-$50K)*** 155 8.0%
21
95
Assumptions
The above analysis is based on FY 2011 HUD Income Limits for the Springfield, MA MSA. Income limits used in the analysis reflect HUDs
2-person household figures, which correspond most closely to the areas average household size of 2.27. (Income breakdowns by more
detailed household sizes are not available.)
American Community Survey 2005-2009 household income data was compiled for the five South End study area block groups (8020.001,
8020.002, 8020.003, 8011.021 and 8011.022) to arrive at the income level percentages. Because data breakdowns provided by the ACS are
provided in predetermined increments, for purposes of analysis, Extremely Low includes all HHs earning under $20,000 (HUD criteria
is under $19,750); Very Low includes all HHs earning under $35,000 (HUD criteria is under $32,850); and Low includes all HHs earning
between $35,001 and $50,000. (HUD criteria is under $51,400)
Even when the 513 existing below market rate units within the South End study area are removed from the data, nearly 75 percent of
households still earn below 80% AMI. More specifically, 42 percent of households would be categorized as Extremely Low, 22 percent
Very Low; and 11 percent Low.
Total Households by Income (not including
assisted/below-market housing)
Extremely Low (30% AMI - below $20K)* 600 41.8%
Very Low (50% AMI - $20-$35K)** 313 21.8%
Low (80% AMI or $35-$50K)*** 155 10.8%
Total Households Below 80% AMI 1,068 74.4%
FY 2011 Income Limit Category 2-Person Household
Extremely Low (30% AMI) Income Limits $19,750
Very Low (50% AMI) Income Limits $32,850
Low (80% AMI) Income Limits $51,400
Median Income $69,300
22
96
Working with a group of cultural and civic leaders from the City of
Springfield, PPS has developed a program and layout of activities,
uses, and amenities that would serve to activate Court Square on
a daily as well as seasonal basis. Court Square was selected as
the pilot Placemaking site because of its location downtown, its
proximity to major historical and cultural institutions, for its historical
significance, and the fact that this space is the closest thing
Springfield has to a vital Central Civic Square.
WINTER PROGRAM
As a winter city, we began focusing on activities and events that
would attract people to the Square in the colder weather, with
a focus of planning events and attractions that would be in place
before, during and after the holidays.
ELM STREET SIDE
Tables and Chairs around a fire pit
Temporary Ice Skating rink and skate rental
Vendors selling hot chocolate and beverages
MAIN STREET SIDE
Installation of two PVTA historic trolleys; one would serve as the
Event office
Event signage
COURT STREET SIDE
Holiday tree/Decorations
4. Activation Program for Court SquareSpringfield, MA
Submitted by PPS
COURT SQUARE AVENUE
Holiday tree/Decorations/Nativity Scene
CENTER AREA
Holiday Food Market with prepared foods, fresh foods, carry out
Public art/Carousel
Caroling
Traditional African American carols by youth
Emancipation Proclamation Event
Tours on the Underground Railroad
Old First Church organ recital
Author/Poetry Reading
Storytelling
Winter Fashion Show - connect with Womens History Month
events
Community Theater Performances
Quilting demonstrations
Winter Market (clothing, crafts, gifts)/Cringle Market
Art/Craft Table for kids
Santa Arrival and Carriage Rides
Antique Trolley rides
Log carving
Cross country skiing and Snowshoeing along the Riverfront
23
97
N
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C
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S
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S
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C
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A
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Springeld
City Hall
Springeld
Symphony Hall
MassMutual
Center
Old First
Church
Hampden County
Courthouse
The Hampden
County Hall
of Justice
One Financial Plaza
Sovereign
Bank Building
N
0 25 50
Holiday market
Crafts and Gifts
Holiday food market
Crche
Christmas Tree
Screen
Ice skates rental
Ice skating rink
Bus shelter
Hot chocolate
hot beverages
Holiday gift market
Tables and repit
Stage, Christmas tree
Public Art / Carrousel
Kiosk, newsstand
Antique trolley
Winter event diagram
N
0 25 50
C
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S
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A
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Springeld
City Hall
Springeld
Symphony Hall
MassMutual
Center
Old First
Church
Hampden County
Courthouse
One Financial Plaza
Sovereign
Bank Building
The Hampden
County Hall
of Justice
Food trucks,
sidewalk extension
small concerts
Chess area
Yoga
Lawn games
Lawn games
Table games
Farmers market
Kids play area
Movable chairs,
seating area
Kiosk, newsstand
draft for revieW only 12/14/2011
24
98
SUMMER PROGRAM
The idea is to use Court Square as an ancillary, alternate and
satellite location where smaller scale events, that complement
larger events taking places throughout the summer all around the
city, could have a downtown venue. For example, were the Hoop
City Jazz Festival to relocate to STCC, a smaller event, smaller jazz
ensembles and youth jazz orchestras could perform during the same
time period in Court Square.
ELM STREET SIDE
Food Market/ Crafts and Gifts area
MAIN STREET SIDE
Event signage
COURT STREET SIDE
seating
COURT SQUARE AVENUE
Market Area
Game Tables
CENTER AREA
Childrens play area
Public art/Carousel
Spring Flower MarketConnect to Quadrangle Event -
Arbor DayTree planting; kick off and end at Court Square
Thai New YearSongkran celebration
Arbor DayTree planting; kick off
Springfields 375th Chorus -
Spinoff the Pancake Breakfastevening event
Earth Day
Cinco de Mayo
Ekphrasis Poetry (poetry inspired by other art)
Bastille Day
Hoop City jazz festival
Ice Cream Festival
Storm Stories Event - 1 Year Anniversary of the Tornado
Spinoff Star Spangled Springfield pre or post-event
Frederick Douglas speechshould it be on July 4?
Wild West Days
Maker Fair with kids
Harvest Festival
Lead-up to VPC Spring/Summer Open Admission Show
Closing Memorial Bridge for a Street Fair
Outdoor movies
Markets
Poetry Slam/Continuous readings (Dr. Seuss collected works)
25
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S
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C
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A
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Springeld
City Hall
Springeld
Symphony Hall
MassMutual
Center
Old First
Church
Hampden County
Courthouse
The Hampden
County Hall
of Justice
One Financial Plaza
Sovereign
Bank Building
Food trucks,
sidewalk extension
Pavilion, Public reading,
small concerts area
Chess area
Market area
Screen and Stage
Table games
Market area
Caf, food carts
Kids play area
Movable chairs,
seating area
Kiosk, newsstand
Stage
N
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C
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A
V
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Springeld
City Hall
Springeld
Symphony Hall
MassMutual
Center
Old First
Church
Hampden County
Courthouse
One Financial Plaza
Sovereign
Bank Building
The Hampden
County Hall
of Justice
Food trucks,
sidewalk extension
small concerts
Chess area
Yoga
Lawn games
Lawn games
Table games
Farmers market
Kids play area
Movable chairs,
seating area
Kiosk, newsstand
Summer event Diagram Draft for review only 12/14/2011
26
100
DAILY / ONGOING ACTIVITIES
These are suggestions for regularly scheduled events, permanent
amenities, and facilities that would make Court Square a
comfortable place that people would want to use, visit, or walk
through every day.
ELM STREET SIDE
Farmers Market
Yoga and exercise classes
Table games (using UMASS space as the rental concession)
Lawn Games
MAIN STREET SIDE
Event signage
COURT STREET SIDE
seating
COURT SQUARE AVENUE
Game Tables
CENTER AREA
Childrens play area
Public art/Carousel
Spring Flower MarketConnect to Quadrangle Event - Weekly/
Monthly
Outdoor games:
Checkers/Backgammon - All day
Pingpong - All day
Boule/bocce - All day
Giant Chess - All day
Dominoes - All day
Horseshoes - All day
Foosball - All day
Yoga/exercise classes - Noontime
Battle of the Board Games - Annually
Art in Vacant Storefronts - Ongoing
Pre-events to MassMutual Center, Springfield Symphony,
CityStage, etc. early evening
Concerts - noontime/lunchtime
Markets - Weekly
Noontime author readings - Noontime
Tours of the Underground Railroad - Monthly
Book Fairs/Book sales/Book giveaways - Weekly
Vending Cars/Food Trucks and diningchairs around the statue
& fountain - Daily
Wifi - Year round
State of the Art Transit amenities - Ongoing
International Newsstand - Daily
Wayfinding/directional signage/info kiosk
Downtown BID
Health Fairs
27
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A
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Springeld
City Hall
Springeld
Symphony Hall
MassMutual
Center
Old First
Church
Hampden County
Courthouse
One Financial Plaza
Sovereign
Bank Building
The Hampden
County Hall
of Justice
Food trucks,
sidewalk extension
small concerts
Chess area
Yoga
Lawn games
Lawn games
Table games
Farmers market
Kids play area
Movable chairs,
seating area
Kiosk, newsstand
Daily Use Diagram
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Springeld
City Hall
Springeld
Symphony Hall
MassMutual
Center
Old First
Church
Hampden County
Courthouse
One Financial Plaza
Sovereign
Bank Building
The Hampden
County Hall
of Justice
Food trucks,
sidewalk extension
small concerts
Chess area
Yoga
Lawn games
Lawn games
Table games
Farmers market
Kids play area
Movable chairs,
seating area
Kiosk, newsstand
28
29
30
31
32
34
42
58
60
District 2 - Appendix
Contents
Appendix
Demographics A6
Land Use A6
Infrastructure A7
Housing A8
Employment A10
Public Safety A11
Public Health A11
Education A12
32
R E B U I L D S P R I N G F I E L D A4
AP P E NDI X
Photograph References
Page 9 / Middle HAP housing
Page 11 / Flickr user HUD Public Affairs, Creative Commons
Page 13 / Top Courtesy of GoodyClancy Planning
Bottom - http://schemataworkshop.wordpress.com/
Page 18 / Top www.kitome.com.au
Bottom Courtesy of GoodyClancy Planning
Page 28 / Masslive.com
Page 35 / Left goodfoodgourmet.com
Center oregonlive.com
Right - phillyurbanliving.blogspot.com
Page 36 / Top - wmntma.org
Bottom hotbreadkitchen.org
Page 38 / STCC (www.stcc.edu)
Page 41 / Essence.com
Page 43 / Top - CoCo collaboratives photostream on Flickr
Bottom - CoCo collaboratives photostream on Flickr
Page 44 / Top - visitatlantasdekalbcounty.com
Lower - hotbreadkitchen.org
Page 53 / Bottom - debmaher.com
Page 56 / Top- Flickr user Chris Devers, Creative Commons
Page 59 / Top- The Little Review (http://littlereview.blogspot.
com)
Lower Good Eatin In Wheaton (http://eatinwheaton.
wordpress.com)
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33
A5
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34
AP P E NDI X
Demographics
District 2 is very ethnically diverse. According to the 2010 Census,
approximately 44 percent of District 2 residents are of Hispanic/Latino
origin. 34 percent of District 2 is African American, and 34 percent is
White. The Hispanic/Latino population represents a larger portion of
the population in Maple High-Six Corners and the northern portions of
Forest Park, while African Americans represent a larger portion of the
Old Hill and Upper Hill neighborhoods. In the first round of district
meetings, residents identified this diversity as a strength and have
expressed a desire to capitalize on this diversity to create more vibrant
and resilient communities.
While the citizens of Massachusetts are generally older than citizens
of the United States on average, the residents of Springfield, and in
particular, the residents of District 2 neighborhoods, are much younger.
Only 8 percent of District 2 residents are older than 65, compared to
11 percent for the city of Springfield, 13 percent for the nation, and 14
percent for Massachusetts. While Upper Hill generally matches the
national percentage of population less than 18 years old at 24 percent,
Maple High-Six Corners, Old Hill, and northern Forest Park have 32-34
percent of the population under 18 years of age. For the young people
of District 2, quality education and future employment opportunities are
critical to sustain safe, healthy, and vital neighborhood over time.
Land Use
The land uses in Maple High-Six Corners, Old Hill, Upper Hill, and
northern Forest Park are highly mixed. While most of District 2 is
0
20 40 60 80
Six Corners
Old Hill
Upper Hill
(N) Forest Park
Massachusetts
Springfield
YOUNGER
Race and ethnicity
Residents of Maple High-Six Corners,
Old Hill, Upper Hill, and (north) Forest Park are
than the average person in Springfield and the rest of the U.S.*
*Six Corners, Old Hill, and north Forest Park have a higher percentage of residents
under 18 and all neighborhoods have a lower percentage of residents over 65 than the
greater Springfield area and the U.S. as a whole.
% Hispanic/Latino % Black % White
35
AP P E NDI X
Demographics
District 2 is very ethnically diverse. According to the 2010 Census,
approximately 44 percent of District 2 residents are of Hispanic/Latino
origin. 34 percent of District 2 is African American, and 34 percent is
White. The Hispanic/Latino population represents a larger portion of
the population in Maple High-Six Corners and the northern portions of
Forest Park, while African Americans represent a larger portion of the
Old Hill and Upper Hill neighborhoods. In the first round of district
meetings, residents identified this diversity as a strength and have
expressed a desire to capitalize on this diversity to create more vibrant
and resilient communities.
While the citizens of Massachusetts are generally older than citizens
of the United States on average, the residents of Springfield, and in
particular, the residents of District 2 neighborhoods, are much younger.
Only 8 percent of District 2 residents are older than 65, compared to
11 percent for the city of Springfield, 13 percent for the nation, and 14
percent for Massachusetts. While Upper Hill generally matches the
national percentage of population less than 18 years old at 24 percent,
Maple High-Six Corners, Old Hill, and northern Forest Park have 32-34
percent of the population under 18 years of age. For the young people
of District 2, quality education and future employment opportunities are
critical to sustain safe, healthy, and vital neighborhood over time.
Land Use
The land uses in Maple High-Six Corners, Old Hill, Upper Hill, and
northern Forest Park are highly mixed. While most of District 2 is
0
20 40 60 80
Six Corners
Old Hill
Upper Hill
(N) Forest Park
Massachusetts
Springfield
YOUNGER
Race and ethnicity
Residents of Maple High-Six Corners,
Old Hill, Upper Hill, and (north) Forest Park are
than the average person in Springfield and the rest of the U.S.*
*Six Corners, Old Hill, and north Forest Park have a higher percentage of residents
under 18 and all neighborhoods have a lower percentage of residents over 65 than the
greater Springfield area and the U.S. as a whole.
A7
zoned for low density residential development,
a scattered mix of single family residential, low
density multi-family residential, and high density
multi-family residential uses exists throughout
the district, resulting in one of Springfields most
densely populated areas. Zoning for commercial
and business uses is focused along State Street,
in the Watershops area, and at the Six Corners
intersection. Central Street and Hancock Street also
include commercial uses interspersed with other
residential uses. The Watershops facility represents
an important and historic site of industrial land use.
Large portions of District 2 neighborhoods have
public, institutional or otherwise tax exempt
uses. When coupled with vacant, abandoned, or
foreclosed properties in the area, these tax-exempt
uses create challenges for the City to maintain a
sufficient tax base to provide the critical services
residents require. As District 2 rebuilds, this is an
issue that will need to be considered carefully.
A strong theme emerging from District 2 residents is
the desire to clean up and better utilize vacant lots
and properties, including efforts to enhance code
enforcement and improve property maintenance.
Integrating parks, gardens, and other public spaces
into the neighborhoods is one potential strategy
that has been suggested to mitigate vacant
property issues. New infill housing is another
potential use. Residents have also expressed a
need for more locally accessible services and retail,
including a grocery store that could provide healthy
food options in the neighborhood. A site at the
intersection of State Street and Walnut Street is
among the potential grocery sites being explored.
The City of Springfield is also in the process of
overhauling its zoning code to include, among
other measures, a site-plan review procedure for
development applications.
Services and Amenities
More than ten municipal parks, playgrounds, and
open space areas are located throughout the
District 2 neighborhoods, offering a mix of passive
and active recreation uses. Most recently, the
Johnny Appleseed park has been renovated to
include a new basketball court, new play equipment,
benches, and new walkways. Residents in District
2 have expressed a general desire for improved
lighting, signage, and safety in park areas. Forming
the southern edge of District 2, Watershops Pond
represents a major natural amenity for the entire city.
The Mason Square library is located on State Street.
However, like other libraries in the City, the Mason
Square library has limited hours and is open only 2.5
days per week.
Maple High-Six Corners, Old Hill, Upper Hill, and
northern Forest Park have a number of community
centers, medical clinics, a senior center, and other
social services. Residents have expressed a need for
additional community facilities and neighborhood
services, indicating that there may be gaps in the
types or depth of services provided. Residents have
also expressed concerns that an over-concentration
of social services in some areas may negatively
impact the neighborhood, highlighting the need for
balance and careful planning in providing services to
meet community needs.
Infrastructure
Pioneer Valley Transit Authority provides bus service
throughout the region and Springfield. Within
District 2, Maple High-Six Corners, Old Hill, and
Upper Hill are served by several bus lines along
State Street, a bus line along Central Street, and a
bus line that circles through Old Hill and Upper Hill
to Springfield College along Walnut and Hancock
Streets. Northern Forest Park is served by several
lines that continue to Sixteen Acres neighborhood
and East Longmeadow. All lines radiate out from
downtown.
Recent streetscape improvements along the State
Street corridor represent a major infrastructure
investment at the northern edge of District 2.
Additional streetscape improvements throughout
the District 2 neighborhoods have been a recurring
desire conveyed by residents, in addition to
increased maintenance and repair of sidewalks,
and enhanced lighting and signage throughout the
neighborhoods.
36
AP P E NDI X
Housing
The neighborhoods in District 2 are among the oldest residential areas in Springfield.
The median age of housing in all of the District 2 neighborhoods is pre-1939. Based on
2005-2009 American Community Survey data, the average median home value in District
2 neighborhoods ($147,000) is slightly lower than the citywide median of $153,000, but
Springfield and the District 2 neighborhoods in particular offer housing that is significantly
more affordable than the rest of Massachusetts (median home value of nearly $340,000).
Compared to the rest of Springfield and to the nation, District 2 neighborhoods have
much lower home ownership rates, ranging from 14 percent in Maple High-Six Corners to
39 percent in Upper Hill. This compares to 52 percent in Springfield and 67 percent in
the U.S. Throughout District 2, residents have indicated a desire to increase the levels of
homeownership, attract more families, and better utilize vacant and foreclosed properties.
Along with its rich cultural and ethnic diversity, District 2 has a diverse mix of housing
types. Detached single-family units make up less than 36 percent of the total residential
units in all of the District 2 neighborhoods. In Maple High-Six Corners, detached single
family units make up only 9 percent of the total housing stock. Single-family attached
and two-family units make up a large portion of residential units in all of the District 2
neighborhoods, and in Maple High-Six Corners, 64 percent of the housing is comprised
of structures with 3 units or more. While housing vacancy rates in District 2 (10-14 percent)
are not drastically out of line with the city and national rates, a lack of adequate property
maintenance and code enforcement, along with an abundance of vacant lots, property
neglect, and absentee landlords has created challenges in maintaining clean, safe,
and attractive communities. This sentiment has been expressed by residents at district
meetings, by various stakeholders, and several previous plans such as the 2006 ULI Report
and the 2008 UMass Economic Assessment Project report.
74%
Rent
14%
12%
Own
Vacant
58%
Rent
28%
14%
Own
Vacant
51% Rent
39%
10%
Own
Vacant
59%
Rent
51%
14%
Own
Vacant
43%
Rent
46%
11%
Own
Vacant
32%
Rent
58%
10%
Own
Vacant
Tenure
(N) Forest Park
Springfield
Upper Hill
Massachusetts
Maple High-Six Corners Old Hill
37
A9
2
2
0
50,000
100,000
150,000
00,000
50,000
300,000
350,000
S
i
x

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27%
Multi Family
(3-9 units)
9%
37% Single Family
Single Family
Attached +
2 units
Multi Family
(10+ units)
27%
35%
36%
22%
Multi Family
(3-9 units)
Single Family
Multi Family
(10+ units)
6%
Single Family
Attached
+
2 units
52%
30%
12%
Multi Family
(3-9 units)
y Single Famil
Multi Family
(10+ units)
Single Family
Attached +
2 units
6%
40%
19%
35%
Multi Family
(3-9 units)
Single Family
Multi Family
(10+ units)
Single Family
Attached
+
2 units
5%
Median Housing Value
Housing Type
A number of organizations and partnerships are
working to meet housing needs in District 2. Among
these is the Old Hill Neighborhood Revitalization
Initiative. With leadership from Springfield College,
three nonprofit housing developers HAP Inc.,
Springfield Neighborhood Housing Services, and the
Greater Springfield Habitat for Humanity worked
with the Old Hill Neighborhood Council to form The
Neighborhood Collaborative LLC. Together, this
partnership is committed to developing 100 new or
rehabilitated, energy efficient homes for first-time
homebuyers. Each home replaces a vacant and
abandoned structure or utilizes a vacant lot, reducing
neighborhood blight and bringing new homeowners
to Old Hill.
(Northern) Forest Park Upper Hill Maple High-Six Corners Old Hill
38
AP P E NDI X
Six Corners
Old Hill
Upper Hil l
(N) Forest Park
Massachusetts
Springfield
05 10 15 20 25 30 35 40
Resident Occupation
Employment
Education, health care, and social services represent the largest
category of employment for residents of District 2 neighborhoods by far.
Manufacturing, accommodation and food services, and retail are also
important sectors of employment, with fewer District 2 residents working in
finance and professional services. While these employment characteristics
generally reflect the citywide employment mix, finance and professional
employment is lower than the rest of the Massachusetts on average.
This may be attributable in part to having fewer residents of District 2
neighborhoods with the necessary higher education for these professional
positions. Springfield College, the businesses in the Watershops facility,
and Baystate Health Systems medical centers on State and Maple Streets
are important sources of employment in District 2.
Median income in District 2 neighborhoods is generally in line with the
citywide median income of $34,000, except for Maple High-Six Corners,
which has a median income just over $17,000 (2005-2009 American
Community Survey). These income figures are very low in comparison
to the state and nation at large. Combined with unemployment over
8 percent, low incomes result in higher levels of poverty in District 2
neighborhoods, particularly Maple High-Six Corners.
Throughout the Rebuild Springfield process, residents of Maple High-Six
Corners, Old Hill, Upper Hill, and northern Forest Park have emphasized
the need for employment and job training opportunities, including skill
development for youth, programs to encourage employment of local
residents, and creation of jobs that are conveniently accessible within the
neighborhood.
% Manufacturing
% Retail
% Education, Health
& Social Services
% Arts, Entertainment,
Accomodation & Food
% Finance, Insurance &
Real Estate
% Professional, Scientific
& Management
39
AP P E NDI X
Six Corners
Old Hill
Upper Hil l
(N) Forest Park
Massachusetts
Springfield
05 10 15 20 25 30 35 40
Resident Occupation
Employment
Education, health care, and social services represent the largest
category of employment for residents of District 2 neighborhoods by far.
Manufacturing, accommodation and food services, and retail are also
important sectors of employment, with fewer District 2 residents working in
finance and professional services. While these employment characteristics
generally reflect the citywide employment mix, finance and professional
employment is lower than the rest of the Massachusetts on average.
This may be attributable in part to having fewer residents of District 2
neighborhoods with the necessary higher education for these professional
positions. Springfield College, the businesses in the Watershops facility,
and Baystate Health Systems medical centers on State and Maple Streets
are important sources of employment in District 2.
Median income in District 2 neighborhoods is generally in line with the
citywide median income of $34,000, except for Maple High-Six Corners,
which has a median income just over $17,000 (2005-2009 American
Community Survey). These income figures are very low in comparison
to the state and nation at large. Combined with unemployment over
8 percent, low incomes result in higher levels of poverty in District 2
neighborhoods, particularly Maple High-Six Corners.
Throughout the Rebuild Springfield process, residents of Maple High-Six
Corners, Old Hill, Upper Hill, and northern Forest Park have emphasized
the need for employment and job training opportunities, including skill
development for youth, programs to encourage employment of local
residents, and creation of jobs that are conveniently accessible within the
neighborhood.
% Manufacturing
% Retail
% Education, Health
& Social Services
Accomodation & Food
% Finance, Insurance &
Real Estate
% Professional, Scientific
& Management
A11
crime rates for 2010-2011 (1,354 violent crimes per
100,000 residents in 2010 versus a national average
of 404). Despite this negative ranking, 2011 was a
year of relatively low crime for the city. Springfield
experienced the highest crime levels in the late
1980s and 1990s, in correlation with the rise of crack
cocaine and heroin use in the city. 2006 marked the
beginning of a trend in reduced crime rates that
continues to this day.
Springfield is divided into nine police sectors, with
crime and safety data collected for each sector. Crime
rates in Sector E (Six Corners, Metro Center, and South
End), Sector F (Old Hill, Upper Hill, McKnight, and Bay
neighborhoods), Sector H (Forest Park and East Forest
Park), and Sector I (Sixteen Acres) were roughly the
same from 2010 to 2011, with Sector H showing the
largest reduction of 8 percent.
Public Health
According to the Massachusetts Department of
Public Health (MDPH), Springfield had the highest
Premature Mortality Rate (PMR- the number of
deaths before age 75 per 100,000 persons) in the
state in 2005 (466 compared to state average of
317). MDPH states that the PMR is considered an
excellent, single measure that reflects the health
status of a population and may be related to
socioeconomic status and its correlates such as
environmental conditions, housing, education, stress,
higher rates of smoking, substance abuse, violence,
obesity, and lack of access to care. According to
Partners for a Healthier Community, a nonprofit
public health organization that works to build
community capacity and reduce health disparities
in Springfield, Springfields high cardiovascular,
hypertension, and diabetes mortality rates are
certain contributors to this PMR disparity, and are
also the most significant causes of premature death
in racial/ethnic populations.
It is well-known that health disparities related to
type 2 diabetes mellitus, obesity and cardiovascular
disease are concentrated in Black and Hispanic
populations. District 2 neighborhoods in particular
have distinct health challenges, with its older housing
stock, lower education attainment rates, lower
income and higher poverty, and a large Black and
Hispanic population. Even though most Springfield
residents have health insurance (87-95 percent,
depending on race/ethnicity) the city has one of
the highest concentrations of MassHealth eligible
populations in the state (those that income-qualify
for State-provided health care) and those who could
not see a doctor due to cost were mostly Black
or Hispanic (White: 9 percent, Black: 14 percent,
Hispanic: 19 percent).
Various skill development and workforce training
programs exist in District 2, including the following:
The MassGREEN I ni ti ati ve at STCC was
established in July 2009 to develop and deliver
under the states Energy Efficiency and Building
Science Initiative.
STCC, Massachusetts Career Development Institute
(MCDI), and YouthBuild train individuals in specific
skill-based areas. YouthBuild focuses on construction.
STCC and MCDI offer courses in the health field,
manufacturing, and computer technology.
MCDI provides job training, ESOL classes, basic life
skill counseling, and job placement services.
The Martin Luther King Jr. Family Services (located
in the Old Hill neighborhood, but serving all of
Springfield) is helping a small number of youth
find jobs/internships with local community-based
organizations, providing them with the opportunity
to learn on-the-job skills.
Baystate Health Systems has developed an
educational partnership with Springfield Public
Schools, the Baystate-Springfield Education
Partnership, to support students interested in careers
in the medical field.
Public Safety
According to the 2011 FBI Uniform Crime Report,
Springfield ranked 12th in the country for highest
40
AP P E NDI X
Education
The neighborhoods of Maple High-Six Corners,
Old Hill, Upper Hill, and northern Forest Park have a
wide array of education institutions including several
elementary schools and private academies, Head
Start programs, the higher education institutions
of Springfield College and American International
Col l ege, and vocati onal trai ni ng organi zati ons
(Massachusetts Career Development Institute). There
are plans for the former MacDuffie School campus to
operate as a new innovation school for middle and
high school students to earn diplomas and gain job
skills. There are also plans for a new charter school,
Veritas Prep, to open in Fall of 2012 along the eastern
border of Maple High-Six Corners near Maple and
Pine Streets.
While many of these educational institutions are
community anchors that are integrally important to the
neighborhoods in which they are located, students in
District 2 neighborhoods do face challenges. Lower
percentages of students in District 2 complete high
school or college compared to the rest of the City,
state, and nation. Providing a high quality education
with good schools with up-to-date technology that
allows youth to compete and be prepared for post-
secondary education is a priority for the residents of
District 2 neighborhoods.
Post-Tornado Conditions
The June 1st tornado impacted many homes, businesses, and trees throughout the four
neighborhoods of District 2. The Forest Park neighborhood was only affected at the
northernmost edges of the neighborhood and suffered less damage than the others. The
table below lists the damaged structures immediately post-tornado in each neighborhood.
The Citys Tornado Recovery reports indicate that all of the damaged businesses have since
reopened, though some at a different location. Of all of the neighborhoods in District 2,
Maple High-Six Corners suffered the greatest damage with 49 buildings condemned and
six historic properties damaged. Brookings School in Six Corners was forced to close,
and students are now attending school in a temporary building adjacent to the school.
The tornado also damaged several municipal parks, four churches, the historic MacDuffie
School, and Springfield College. Springfield College has since completed faade repairs to
a damaged dormitory building on campus. The challenge of cleanup and debris removal is
particularly acute in District 2, with several areas suffering major damage, extensive debris,
and delayed cleanup efforts.
Neighborhood Residential
Buildings
Condemned
Residential
Units
Condemned
Historic
Structures
Impacted
Businesses
Damaged
Churches
Damaged
Maple High -
Six Corners
49 144 6 8 4
Old Hill 14 62 0 3 4
Upper Hill 0 0 0 0 0
Forest Park 2 4 0 2 0
TOTAL 65 210 6 13 8
41
AP P E NDI X
Education
The neighborhoods of Maple High-Six Corners,
Old Hill, Upper Hill, and northern Forest Park have a
wide array of education institutions including several
elementary schools and private academies, Head
Start programs, the higher education institutions
of Springfield College and American International
Col l ege, and vocati onal trai ni ng organi zati ons
(Massachusetts Career Development Institute). There
are plans for the former MacDuffie School campus to
operate as a new innovation school for middle and
high school students to earn diplomas and gain job
skills. There are also plans for a new charter school,
Veritas Prep, to open in Fall of 2012 along the eastern
border of Maple High-Six Corners near Maple and
Pine Streets.
While many of these educational institutions are
community anchors that are integrally important to the
neighborhoods in which they are located, students in
District 2 neighborhoods do face challenges. Lower
percentages of students in District 2 complete high
school or college compared to the rest of the City,
state, and nation. Providing a high quality education
with good schools with up-to-date technology that
allows youth to compete and be prepared for post-
secondary education is a priority for the residents of
District 2 neighborhoods.
The June 1st tornado impacted many homes, businesses, and trees throughout the four
neighborhoods of District 2. The Forest Park neighborhood was only affected at the
northernmost edges of the neighborhood and suffered less damage than the others. The
table below lists the damaged structures immediately post-tornado in each neighborhood.
The Citys Tornado Recovery reports indicate that all of the damaged businesses have since
reopened, though some at a different location. Of all of the neighborhoods in District 2,
Maple High-Six Corners suffered the greatest damage with 49 buildings condemned and
six historic properties damaged. Brookings School in Six Corners was forced to close,
and students are now attending school in a temporary building adjacent to the school.
The tornado also damaged several municipal parks, four churches, the historic MacDuffie
School, and Springfield College. Springfield College has since completed faade repairs to
a damaged dormitory building on campus. The challenge of cleanup and debris removal is
particularly acute in District 2, with several areas suffering major damage, extensive debris,
and delayed cleanup efforts.
Buildings
Condemned
Residential
Units
Condemned
Historic
Structures
Impacted
Businesses
Damaged
Churches
Damaged
Maple High -
Six Corners
49 144 6 8 4
Old Hill 14 62 0 3 4
Upper Hill 0 0 0 0 0
Forest Park 2 4 0 2 0
TOTAL 65 210 6 13 8
A13
Needs and Opportunities
Through the Rebuild Springfield process, residents of Maple High-Six Corners, Old Hill,
Upper Hill, and northern Forest Park have discussed the challenges their neighborhoods
face, as well as the opportunities that exist to address their needs. Among the most
prominent needs are the development of a nearby grocery store, maintenance and
utilization of vacant lots, regular trash and litter removal, better code enforcement and
community policing, addition of a community and resource center, providing more
activities and educational programs for youth, and creating more home ownership and job
opportunities for residents.
Many residents at the community meetings conveyed their desire to improve the social and
physical conditions of neighborhoods. Vacant land is seen as a prime resource for more
community-focused facilities and infill owner-occupied housing. Maple High-Six Corners,
Old Hill, Upper Hill, and Forest Park, as well as the rest of the city, are served by a variety of
nonprofit organizations promoting education, the arts, job training, business creation, and
more. Many of these organizations are already working together, but there is opportunity
for developing even greater partnerships and collaborations to improve the lives of
residents. Since the tornado, residents have become more empowered and committed to
improving the community, which represents the most important asset and opportunity in
the rebuilding effort.
42
AP P E NDI X
October 12, 2011 Community Meeting
J.C. Williams Community Center
Numerous themes came out of the meeting with the residents of Maple High-
Six Corners, Old Hill, Upper Hill, and Forest Park including: creating a new
identity and perception of their neighborhoods based on their strengths, job
creation, utilizing and maintaining vacant lots, creating more housing and
homeownership opportunities, creating more service and better retail options,
providing better education, removal of debris, creating a safer neighborhood
with a strong community voice, and the repair and maintenance of
infrastructure and streetscapes. The next section provides a brief description
of these themes, with a detailed list of comments following.
1. New identity and perception
The Old Hill, Upper Hill, Maple High-Six Corners, Forest Park neighborhoods are
proud of their unique diversity, history, architecture, and unity.
Need a change of perception, mindset, and image that highlights the positive
and is more giving. A more positive image will encourage investment.
Have a community that offers support to everyone, not just the people who
own homes in the community.
2. Job training and creation
Provide job-training opportunities.
Provide jobs for youth to give them skills and keep them off the street.
Encourage/require new and current businesses to hire from the local
neighborhood.
Employ local neighbors to help rebuild.
Provide jobs that are accessible and within walking or biking distance from
home.
3. Utilize and maintain vacant lots
Clean up and better utilize vacant lots, such as the vacant gas station at Pine &
Walnut.
Suggestions for vacant lots include parks, owner-occupied homes, grocery
store, shelters, community and/or resource center, community garden, and
sports fields.
4. Housing, home ownership and green homes
Diminish the amount of blight and the high numbers of drug homes.
Increase the levels of home ownership and long-term, stable families in the
neighborhoods by partnering with HAP, providing more opportunities for
home ownership, and utilizing vacant and foreclosed properties.
Provide more housing for homeless, low income mothers with children on low-
income, and other residents.
Build and rebuild greener homes.
Eliminate absentee landlords.
5. Improve services and retail
Develop a grocery store and other healthy food options in the area; create a
food pantry.
Have fewer package (liquor) stores and increase commercial development on
43
AP P E NDI X
J.C. Williams Community Center
Numerous themes came out of the meeting with the residents of Maple High-
Six Corners, Old Hill, Upper Hill, and Forest Park including: creating a new
identity and perception of their neighborhoods based on their strengths, job
creation, utilizing and maintaining vacant lots, creating more housing and
homeownership opportunities, creating more service and better retail options,
providing better education, removal of debris, creating a safer neighborhood
with a strong community voice, and the repair and maintenance of
infrastructure and streetscapes. The next section provides a brief description
of these themes, with a detailed list of comments following.
1. New identity and perception
The Old Hill, Upper Hill, Maple High-Six Corners, Forest Park neighborhoods are
proud of their unique diversity, history, architecture, and unity.
Need a change of perception, mindset, and image that highlights the positive
and is more giving. A more positive image will encourage investment.
Have a community that offers support to everyone, not just the people who
own homes in the community.
2. Job training and creation
Provide job-training opportunities.
Provide jobs for youth to give them skills and keep them off the street.
Encourage/require new and current businesses to hire from the local
neighborhood.
Employ local neighbors to help rebuild.
Provide jobs that are accessible and within walking or biking distance from
home.
3. Utilize and maintain vacant lots
Clean up and better utilize vacant lots, such as the vacant gas station at Pine &
Walnut.
Suggestions for vacant lots include parks, owner-occupied homes, grocery
store, shelters, community and/or resource center, community garden, and
sports fields.
4. Housing, home ownership and green homes
Diminish the amount of blight and the high numbers of drug homes.
Increase the levels of home ownership and long-term, stable families in the
neighborhoods by partnering with HAP, providing more opportunities for
home ownership, and utilizing vacant and foreclosed properties.
Provide more housing for homeless, low income mothers with children on low-
income, and other residents.
Build and rebuild greener homes.
Eliminate absentee landlords.
5. Improve services and retail
Develop a grocery store and other healthy food options in the area; create a
food pantry.
Have fewer package (liquor) stores and increase commercial development on
A15
main streets such as Central St. and Watershops Pond/Lincoln Hall area.
Create a resource center and community center that caters to all - young, senior
citizens, needy, and troubled.
Create better access to quality health care, counseling, and financial literacy;
provide more opportunity for those with bad credit.
Churches become more active in the community and schools become more
community-based and offer programs and activities such as after-school
programs.
6. Better education
Provide a high quality education system with good schools with up-to-date
technology that allows youth to compete and be prepared for post-secondary
education.
Rebuild Brookings School and build the future Veritas Prep Charter School.
7. Post-tornado cleanup
Clean up debris on private and vacant properties, such as those on Clark Street.
8. Public safety and the role of the City
Provide better code enforcement.
Engage in creative outreach to residents, have more community meetings,
listen to residents, and allow residents to have a say in what goes on in the
neighborhoods.
Provide supplies to keep community clean.
Respond better to 311 requests.
Community policing with more police on the street that know residents.
Create a gang task force.
Install more and better streetlights and signage.
Police crackdown on targeted drug dealers and drug houses.
Create more structured, action-based community involvement and a strong
volunteer base.
Residents want a say in what is going on and should have a stake in
accomplishing their vision.
9. Streetscape and infrastructure
Improve streetscapes, particularly along main roads such as Maple, Pine,
Central, Mill Streets.
Fix and maintain broken streets and sidewalks and keep them litter-free.
Break out Session 1 [The following section is a compilation of comments received
from residents at the October visioning meeting. Duplicates have been omitted.]
A. What is your vision for the future of the neighborhood?
vibrant and united neighborhood on an upward cycle
business opportunities both small and corporate
more affordable green homes
improved rebuilding of schools
Safe community and better public safety with improved lighting, street signs,
and parks
The ridding of package stores at every corner
No vacant buildings and lots, maintain vacant lots
Access to resources
Build a vibrant community with economics, improved property, improve
schools testing
Cleaning debris
Neighborhood is a productive and wealthy (healthy) landmark for the city
Breeding ground for youth, as well as adults to gain education and salvation
The schools should be successful in education children and adults, schools have
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AP P E NDI X
good up-to-date technology
Property should have value
Great community library system
Natural disasters have given us opportunities to start over
Remove deadbeat landlords
Rebuild homes to be more energy efficient
Fix damaged properties and empty lots
Keeping neighborhood clean of trash and litter on the streets
Rebuild a grocery store in the Six Corners area
Neighborhood pride
Sidewalks are smooth and not broken
Grocery store and drugstore within walking distance.
The streets are plowed.
Utilizing Vacant property create homeless shelters, parks, sports fields
Provide more shelters
Trash barrels on street, limit drug rehabs, people going through without care/
pride/ownership
More owner occupancy
Diverse commercial businesses
Improved streetscape
Quality affordable housing
Trees planted
Streets cleaned
Community gardens
Job training
Pride in 6 Corners
Community newsletter
Providing supplies to keep our community clean
Gated senior citizens community, recreation center for the elderly
High-tech education
Allow future owners to buy vacant properties
Programs for youth, after-school program
Clean air
Rebuild with quality material, go green.
To have a community that offer support to everyone
Resource center that caters to young, old, need, trouble, poor
Diversity community social, economic, educational within
To rebuild a community to its full capacity, and better than before
More police on the street
Libraries and stores nearby
Use unemployed residents involve in the rebuilding effort
Job creation
Rebuild Brookings school and add facilities that the community can use
Create places our kids can go to
Decrease crime
A model neighborhood where people want to reside, do business, free of crime
and violence and a place that enables our children to reach their potential
Family-friendly, walk-friendly, limit package/big box stores, owner-occupied
housing, bike paths
More structured community involvement/action-based
Develop a volunteer base
More creative outreach
Build and maintain momentum
Mindset change (more giving, less taking)
No gang violence
Coming together as a family
Safe
Drug-free
Playgrounds
Elementary school rebuilt
Center for seniors
Livable places and cleaner properties
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AP P E NDI X
good up-to-date technology
Property should have value
Great community library system
Natural disasters have given us opportunities to start over
Remove deadbeat landlords
Rebuild homes to be more energy efficient
Fix damaged properties and empty lots
Keeping neighborhood clean of trash and litter on the streets
Rebuild a grocery store in the Six Corners area
Neighborhood pride
Sidewalks are smooth and not broken
Grocery store and drugstore within walking distance.
The streets are plowed.
Utilizing Vacant property create homeless shelters, parks, sports fields
Provide more shelters
Trash barrels on street, limit drug rehabs, people going through without care/
pride/ownership
More owner occupancy
Diverse commercial businesses
Improved streetscape
Quality affordable housing
Trees planted
Streets cleaned
Community gardens
Job training
Pride in 6 Corners
Community newsletter
Providing supplies to keep our community clean
Gated senior citizens community, recreation center for the elderly
High-tech education
Allow future owners to buy vacant properties
Programs for youth, after-school program
Clean air
Rebuild with quality material, go green.
To have a community that offer support to everyone
Resource center that caters to young, old, need, trouble, poor
Diversity community social, economic, educational within
To rebuild a community to its full capacity, and better than before
More police on the street
Libraries and stores nearby
Use unemployed residents involve in the rebuilding effort
Job creation
Rebuild Brookings school and add facilities that the community can use
Create places our kids can go to
Decrease crime
A model neighborhood where people want to reside, do business, free of crime
and violence and a place that enables our children to reach their potential
Family-friendly, walk-friendly, limit package/big box stores, owner-occupied
housing, bike paths
More structured community involvement/action-based
Develop a volunteer base
More creative outreach
Build and maintain momentum
Mindset change (more giving, less taking)
No gang violence
Coming together as a family
Safe
Drug-free
Playgrounds
Elementary school rebuilt
Center for seniors
Livable places and cleaner properties
A17
Clean up street trash
Limit drug rehabs with reduce itinerants (responsible itineration)
Grocery stores: med cops!
Owner occupied one or two family housing on vacant lots
Quality rental housing
Streetscape improvements on main corridors at Maple, Pine, Central, Mill
Streets. Sidewalks with brickwork, Victorian lighting, trees and plantings (see
the improvements of streetscapes on Walnut St, State St, South End Main St,
North End Main St
Commercial development Central St vacant lots, Watershop Pond/Lincoln Hall
area
Improve perception of neighborhood to encourage investment
Bike paths, walkways, public transportation
Food security (fresh fruits and vegetables)
Historic homes that have been made greener or more energy efficient
Jobs that are within walking or biking distance from home
A place where people just dont drive through, but a place they can feel
comfortable to stop and buy something or walk and feel safe
To have a community that offers support to everyone, not just the people who
own homes in community
Resource center that caters to young, old, troubled, poor
See more homes built for those in need such as homeless, mothers with
children on low income, residents.
Have a say in what is going on to get the vision done
Fix up homes that were destroyed and help the community get back what they
lost. Replace Brookings School.
Bring back the forest in those areas that lost trees
Create greenspaces in city-owned property
Better DPW work. They do not take care of Six Corners
Code enforcement
Police officers do not know who lives there and get stopped by police to ask
what theyre doing
People live next to drug areas
Local businesses not hiring from local community
Neighbors working together to keep their property clean and kept
Opportunities for more activities for our young children
More small business owners
Access to resources such as healthcare, counseling, financial advocacy and
literacy
Promoting gang task force, safety
Rebuilding existing schools instead of tearing them down
Make sure that when they tear places down we get a say of what goes in and
not outsiders coming in and building what they want
Pulling communities together, such as block parties, community activities, and
getting people involved to take ownership of their communities
B. What is the most important thing that this plan can accomplish for your
neighborhood?
Better schools
People stay in Springfield longevity
Property value rises
Help homeless
Successful schools not dropout factories
Come together and build a better, newer Six Corners
This plan can change the outlook of our community, as far as crime and drugs
are concerned, once the community is cleaned up off its liquor (convenient
stores).
Code enforcement
Police enforcement especially targeted against drug dealers
Programs educational and entertainment oriented for young people
Better safety, lower poverty
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AP P E NDI X
Bring a sense of pride back to springfield
Funding
Make good use of all the available space
No absentee landlords
Community collaboration, unity, safety, economic, stability
Sense of belonging, pride, and accomplishment
This plan can better the lives of all classes of people
Reduce density
Educate our children
Rebuild Brookings School
Healthy grocery store
Library
Fitness center
More opportunity for those with bad credit
City finally listen to what we have been saying for years!
Streetscapes
It is important to diminish the amount of BLIGHT and high numbers of drug
homes. We need to build community in order to improve our neighborhood.
C. Describe what makes your neighborhood unique.
Diversity of people, architecture, history, unity of neighborhood, co-op housing
owner-occupied complexes
Ethnic and racial diversity, age diversity, people from different nationalities,
multicultural
Diversity of the businesses and education institutions
No grocery store
My vision for Springfield is that people and kids can play in the streets or
sidewalk not cracked up but smooth and nice
Duffy historic area
Historic architecture
Concern about everyone in community
That we are making a joint effort
Real commitment to the community
Break out Session 2
A. What are the opportunities in your neighborhood to achieve the vision?
Lots of space now
People willing to help do the work, renewed commitment of neighbors
Education
Allowing concerned residents to make a difference within our community
Support community groups for gang violence such as Awake - Alive with
Awareness and Knowledge and Empowerment
Pride
Community center
Long-term, stable families
Have neighbors come together and create crime watch
Current plan exists for Florence, Spruce, and surrounding areas
Churches and people and organization already working together, groups of
committed residents coming together and brainstorming ideas to better our
neighborhood
Emphasize enforcement of laws and ordinances
We can stick to and maintain what we do
Enhance community opportunities to have access to banks, financing, and
other necessary services
Opportunity for neighborhood to respond to change and manage change
Increased access to communication systems
Employ local neighbors to help rebuild to create more jobs
Give small businesses opportunity to Rebuild Springfield
B. What are the needs and challenges that your neighborhood faces?
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AP P E NDI X
Bring a sense of pride back to springfield
Funding
Make good use of all the available space
No absentee landlords
Community collaboration, unity, safety, economic, stability
Sense of belonging, pride, and accomplishment
This plan can better the lives of all classes of people
Reduce density
Educate our children
Rebuild Brookings School
Healthy grocery store
Library
Fitness center
More opportunity for those with bad credit
City finally listen to what we have been saying for years!
Streetscapes
It is important to diminish the amount of BLIGHT and high numbers of drug
homes. We need to build community in order to improve our neighborhood.
Diversity of people, architecture, history, unity of neighborhood, co-op housing
owner-occupied complexes
Ethnic and racial diversity, age diversity, people from different nationalities,
multicultural
Diversity of the businesses and education institutions
No grocery store
My vision for Springfield is that people and kids can play in the streets or
sidewalk not cracked up but smooth and nice
Duffy historic area
Historic architecture
Concern about everyone in community
That we are making a joint effort
Real commitment to the community
Break out Session 2
Lots of space now
People willing to help do the work, renewed commitment of neighbors
Education
Allowing concerned residents to make a difference within our community
Support community groups for gang violence such as Awake - Alive with
Awareness and Knowledge and Empowerment
Pride
Community center
Long-term, stable families
Have neighbors come together and create crime watch
Current plan exists for Florence, Spruce, and surrounding areas
Churches and people and organization already working together, groups of
committed residents coming together and brainstorming ideas to better our
neighborhood
Emphasize enforcement of laws and ordinances
We can stick to and maintain what we do
Enhance community opportunities to have access to banks, financing, and
other necessary services
Opportunity for neighborhood to respond to change and manage change
Increased access to communication systems
Employ local neighbors to help rebuild to create more jobs
Give small businesses opportunity to Rebuild Springfield
A19
Funding, workers, volunteers
Better sharing of information
More outreach in the communities
Need grocery stores, cops, local-hire initiatives, some type of training for locals
Finances can be used to help fix these houses that the insurance companies
didnt
Create more housing
Job opportunities, unemployment is a problem, create more jobs that hire
around their own communities
better police protection, gamble addiction clinics
Change perception, highlighting the positive, more giving/less taking
Too dense
Number of group homes/institutions
Too many package stores
Foreclosed homes
Need businesses to come back
Rehab of vacant areas with boarded up, abandoned homes and buildings
Single-family homes (HAP etc.)
More opportunities for youth and more adult education (life skills)
More role models for youth starting at home
Money and support to do this work
Collaboration of organizations and city agencies
Need a community that is more forgiving
Lack of enforcement and policing and lack of response to 311 requests
Status quo in terms of banking and financing not equitable access and
opportunities
Decent stores/shopping plaza, one-stop shop, stop-n-shop
Local captain/activist/voice of the majority
Renovate Brookings and build Veritas Prep
More outreach, spreading the word, make sure to follow up with us
Maintain momentum
All vacant properties rebuild or town down, new street and sidewalks
Stores and recreation building for children.
Banks, health care for families and elderly
More police on street
Build better housing and create more jobs for students under 12th grade
because when they graduate from high school they dont have jobs unless
more job are created
C. What are some specific ideas, projects, or policies that could transform
opportunities into a reality on the ground?
Health centers/community center for after school programs ensure that funds
available and not available to residents. Located on Central and Hickory street
area as well as Central Street.
Apply for grants
Central St. and Walnut St.
Cooperation from citizens and government to bring the city back.
More restaurants, movie theaters, bookstores
Sports events that bypass Springfield
Cultural events concentrated in lower income areas
Rebuilding the Revival Time Evangelicalistic Center
Rebuild Elias Brookings School along with a parking area
Better code enforcement/results-oriented
Multi-generational schools and senior centers
Tax incentives for investment/hiring
Recreation area along Mill River Bike path
Streetscape improvements
Vacant gas station at Pine & Walnut
City workers live in the city
Better street lights
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AP P E NDI X
Commuter rail services to get in and out of Springfield to Hartford and Boston
Job opportunities, policies on taking care of Springfield, Community Clean Day
Programs such as Mason Square Health Task Force that would create grocery
store or healthier food
Large community gardens
Need real tactics to bring real implementation and strategic change
Increase presence faith-based community
Accountability for elected officials
Media perspective change in how they view the neighborhood
Financial help for low income
Community parking
Rehab/re-entry center for people in the community with job training, help
people stay recovered, boot camp, a shelter
More community meetings
November 15th, 2011 Community Meeting
Review of Draft Vision and Guiding Principles
A. What do you like about the proposed vision and guiding principles?
New infill housing
Enhanced retail
Vacant lots as community space, but reword to comprehensive re-use plan for
vacant lots
Grocery store on State St.
B. What is missing in the proposed vision and guiding principles?
Add pride to vision statement
Add pride to principle 3
Add a seventh principle of affordability and sustainability
Jobs should be #1 priority
Promote initiative new tools for local neighborhood businesses to guiding
principle
Include city-wide principles
Investment can mean many things
Balance of land uses
Coordinated housing strategy in Six Corners/Old Hill
Streetscape improvements on Walnut, Wilbraham, Eastern
Include faith-based community
Job growth and creation
Gateways
Text is too wordy
Electronic voting
A. Do you support this vision?
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AP P E NDI X
Commuter rail services to get in and out of Springfield to Hartford and Boston
Job opportunities, policies on taking care of Springfield, Community Clean Day
Programs such as Mason Square Health Task Force that would create grocery
store or healthier food
Large community gardens
Need real tactics to bring real implementation and strategic change
Increase presence faith-based community
Accountability for elected officials
Media perspective change in how they view the neighborhood
Financial help for low income
Community parking
Rehab/re-entry center for people in the community with job training, help
people stay recovered, boot camp, a shelter
More community meetings
A. What do you like about the proposed vision and guiding principles?
New infill housing
Enhanced retail
Vacant lots as community space, but reword to comprehensive re-use plan for
vacant lots
Grocery store on State St.
B. What is missing in the proposed vision and guiding principles?
Add pride to vision statement
Add pride to principle 3
Add a seventh principle of affordability and sustainability
Jobs should be #1 priority
Promote initiative new tools for local neighborhood businesses to guiding
principle
Include city-wide principles
Investment can mean many things
Balance of land uses
Coordinated housing strategy in Six Corners/Old Hill
Streetscape improvements on Walnut, Wilbraham, Eastern
Include faith-based community
Job growth and creation
Gateways
Text is too wordy
Electronic voting
A. Do you support this vision?
A21
I support this vision - 42.1%
I generally support this vision, but have some concerns 42.1%
I do not support this vision 15.8%
B. Do you believe this guiding principle is critical to achieve the communitys vision?
GP 1. Build on the strong commitment and pride in the neighborhoods to support
communities and organizations that are connected, engaged, and working
together.
This principle is critical to achieving the communitys vision. 59.5%
This principle is supportive, but not critical to the communitys vision. 27.0%
This principle is not supportive of the communitys vision. 13.5%
GP 2. Improve quality of life and provide new opportunities for residents by
enhancing the health, safety, and vitality of the community.
GP 3. Preserve and promote the history and character of the neighborhoods as an
amenity that enriches quality of life and attracts new residents and businesses.
This principle is critical to achieving the communitys vision. 59%
This principle is supportive, but not critical to the communitys vision. 28%
GP 4. Achieve a sustainable and equitable balance of owners and renters, incomes,
housing types, employment opportunities, and services that meets the needs of
residents while positioning the community to thrive and flourish in the future.
This principle is not supportive of the communitys vision. 0%
GP 5. Value the diversity of people, cultures, and activities and recognize this
diversity as a source of resilience, creativity, learning, empowerment, and
collaboration that strengthens the neighborhoods.
GP 6. Demonstrate public and personal commitment, improve perceptions, and
attract new energy and investment through neighborhoods that are attractive and
well-maintained.
Review Potential Initiatives
A. What do you like about the potential initiatives?
Promotion of local businesses
Increase local grocery stores
B. What is missing in the potential initiatives? Are there other initiatives that would
better support the vision and guiding principles?
Protect colleges
Job growth
Education on pride/history
Community gardens
Better mass transit in Springfield
Absent landlords
We need taxpayers, less reliance on state and federal funding
Create co-ops or food pods for healthy food options
Increase homeownership
Preserve the character of housing, not cookie-cutter
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AP P E NDI X
Add co-ops for a coordinated housing strategy
Improve gateways for streetscape improvements
Add Mill Street to the list of streetscape improvements
Improve communication with residents
More collaboration between schools and local businesses
Engage local institutions and connect them to the community
Railroad line as park/trail
Expand transit system
Adaption of traffic islands and some lots
Include the X in Forest Park
Move farmers market indoors
Dont like initiative of coordinate school/library resources connection yes;
location not same
Support existing businesses
Which housing strategies are short-term, medium-term, long-term initiatives?
Worried about government funding
More promotion of neighborhoods
Colleges are important
Buy-in from elected officials
Consolidate principles 1 initiatives
Bring in outside to address housing
Pods of entertainment (no night clubs), food, places for kids like Faneuil Hall in
Boston
Connect Hitchcock Rail path. Create bike path along Mill River to connect
Riverfront bike path the old Hitchcock RR could connect McKnight Old Hill Six
Corners and Mill River to Riverfront and Hall of Fame
Add small businesses, coffee shops, micro-businesses
Who own new infill housing?
Community garden on vacant lots
Is development being done in a way to improve pedestrian accessibility?
Involve youth in investing in their community
Get city or nonprofits to take ownership of bank-owned properties and turn
them over to community for affordable housing
Engage code enforcement Dept and Housing Court to compel action by the
banks
Co-located small businesses in a single building or area
Add fun things!
Cultural Stone Soul Festival (www.stonesoulfestival.com) and Harambee
C. Are there specific locations, organizations, programs, partners, or resources that
are important to make these initiatives successful?
Abandoned apartments on Wilbraham Ave for grocery store
Central Street grocery store
Mill Street for street improvements
Pod groupings of stores, banks, medical center on Central St.
Connect Hitchcock
Prioritization Exercise
A. Use the beans in the cup to prioritize which initiatives you believe are the most
important. (Each pariticipant was given 20 beans to vote on 17 initiatives)
Coordinated housing strategy 48 beans
Comprehensive community services strategy 11 beans
Community network 33 beans
Local healthy food options 30 beans
Non-profit capacity building and support 9 beans
Vacant lots as community spaces 46 beans
Interim stabilization and weatherization program 16 beans
Quality schools as community anchors 45 beans
Streetscape improvements 35 beans
Promotion of community diversity 14 beans
New infill housing 48 beans
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AP P E NDI X
Add co-ops for a coordinated housing strategy
Improve gateways for streetscape improvements
Add Mill Street to the list of streetscape improvements
Improve communication with residents
More collaboration between schools and local businesses
Engage local institutions and connect them to the community
Railroad line as park/trail
Expand transit system
Adaption of traffic islands and some lots
Include the X in Forest Park
Move farmers market indoors
Dont like initiative of coordinate school/library resources connection yes;
location not same
Support existing businesses
Which housing strategies are short-term, medium-term, long-term initiatives?
Worried about government funding
More promotion of neighborhoods
Colleges are important
Buy-in from elected officials
Consolidate principles 1 initiatives
Bring in outside to address housing
Pods of entertainment (no night clubs), food, places for kids like Faneuil Hall in
Boston
Connect Hitchcock Rail path. Create bike path along Mill River to connect
Riverfront bike path the old Hitchcock RR could connect McKnight Old Hill Six
Corners and Mill River to Riverfront and Hall of Fame
Add small businesses, coffee shops, micro-businesses
Who own new infill housing?
Community garden on vacant lots
Is development being done in a way to improve pedestrian accessibility?
Involve youth in investing in their community
Get city or nonprofits to take ownership of bank-owned properties and turn
them over to community for affordable housing
Engage code enforcement Dept and Housing Court to compel action by the
banks
Co-located small businesses in a single building or area
Add fun things!
Cultural Stone Soul Festival (www.stonesoulfestival.com) and Harambee
C. Are there specific locations, organizations, programs, partners, or resources that
are important to make these initiatives successful?
Abandoned apartments on Wilbraham Ave for grocery store
Central Street grocery store
Mill Street for street improvements
Pod groupings of stores, banks, medical center on Central St.
Connect Hitchcock
A. Use the beans in the cup to prioritize which initiatives you believe are the most
important. (Each pariticipant was given 20 beans to vote on 17 initiatives)
Coordinated housing strategy 48 beans
Comprehensive community services strategy 11 beans
Community network 33 beans
Local healthy food options 30 beans
Non-profit capacity building and support 9 beans
Vacant lots as community spaces 46 beans
Interim stabilization and weatherization program 16 beans
Streetscape improvements 35 beans
Promotion of community diversity 14 beans
New infill housing 48 beans
A23
New tools for neighborhood businesses 89 beans (*Note: User error. Kids put
beans in this cup)
New approach to property maintenance 10 beans
Safe and convenient transit 24 beans
Community policing 31 beans
New strategies for preservation and maintenance 13 beans
Enhanced local retail and services 26 beans
December 14th, 2011 Community Meeting
District 2 - J.C. Williams Community Center
MAJOR MOVE: Build Community Capacity
INITIATIVE: Capitalize on Engaged Community
WHAT IS THE MOST IMPORTANT THING THIS INITIATIVE CAN
ACCOMPLISH?
Engage community in biz attraction identification of what biz open in the
neighborhood
Helps make area safer and attractive to people
Increase capacity of institution
JC Williams as resource center
Centrally located hub
Churches to act as coordinators of
Collection and distribution of goods and donations
Increase their resources
Use them as fundraising or as partnerships among institutions to leverage
their own resources
Springfied college students teach at the schools and people jog at the
track
Housing
Crack down on absentee landlords.
Make these houses / apts available for purchase
Homeowners take care of their property and the neighborhood as a whole
IMPLEMENTATION OPPORTUNITIES:
Police
Community policing
Police need to form relationships with the community
Recruit local youth for the academy in Agawam and bring them back to
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AP P E NDI X
the neighborhood
THINGS TO KEEP IN MIND:
Community policing meeting in Indian Orchard
Regular communication among the church, police, schools and universities
Service providers need to feel that they are part of the community - part
of it, not just in it
MAJOR MOVE: Expand Economic Opportunities
INITIATIVE: Enhanced Local Retail and Services
ACCOMPLISH?
Foods Veg..
Bartering services
Businesses give to each other
Strengthen manufacturing
Mixes use zoning
Neighborhood influence over special permits
Movie theater
Support for supermarket
Source: Saving others utilizing resources collectively for empowerment
INITIATIVE: Job Training and Small Business Support
ACCOMPLISH?
Support to agencies for recruit and first employment
MLK to work the future (myself)
Educate small business
Technical support / assistance
HUD Enterprise Community 1990s
Neighborhood Chamber of Commerce
More targeted than neighborhood council
Connection to manufacturing jobs in neighborhood
Youth program training machine operators
Apprenticeship Union
Construction jobs lead to SOMWBA DBE and other certifications
Teaching jobs
Youthbuild or stronger apprenticeship programs
Automotive repair
Keep local legislators abreast
Vote in vote (elections)
CORI reform
Intensity / skills needed for certain training programs
Cinderella license
INITIATIVE: Promotion and Marketing of Community
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AP P E NDI X
the neighborhood
Community policing meeting in Indian Orchard
Regular communication among the church, police, schools and universities
Service providers need to feel that they are part of the community - part
of it, not just in it
INITIATIVE: Enhanced Local Retail and Services
ACCOMPLISH?
Foods Veg..
Bartering services
Businesses give to each other
Strengthen manufacturing
Mixes use zoning
Neighborhood influence over special permits
Movie theater
Support for supermarket
Source: Saving others utilizing resources collectively for empowerment
INITIATIVE: Job Training and Small Business Support
ACCOMPLISH?
Support to agencies for recruit and first employment
MLK to work the future (myself)
Educate small business
Technical support / assistance
HUD Enterprise Community 1990s
Neighborhood Chamber of Commerce
More targeted than neighborhood council
Connection to manufacturing jobs in neighborhood
Youth program training machine operators
Apprenticeship Union
Construction jobs lead to SOMWBA DBE and other certifications
Teaching jobs
Youthbuild or stronger apprenticeship programs
Automotive repair
Keep local legislators abreast
Vote in vote (elections)
CORI reform
Intensity / skills needed for certain training programs
Cinderella license
INITIATIVE: Promotion and Marketing of Community
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ACCOMPLISH?
Home tours to emphasize safety and beauty
Ownership of Mason Square
Business history
Book fairs of writers
Entertainers who grew up in city
Trail
Art
Farmers market expansion
Community gardening
Underground railroad St. Johns
Armory national signifigance
Writers / artists
MAJOR MOVE: Invest in Quality Neighborhoods
INITIATIVE: Property Maintenance for Homeowners and Renters
ACCOMPLISH?
Changing incentives so that resources are shifted from accusing so-called
violators to helping people care for property
Change citys code enforcement
Allow tenants stop paying rent because of violations their landlords cant
improve
Create a neighborhood fund for property maintenance?
Home ownership is an issue
Train people from neighborhood to do improvements
Hire locally
i.e. Central Detroit local CDC hires landscaping business, all local
staff, take care of neighborhood properties including vacant; demolition
business as well
Ordinances are changeable, as are policies
CDBG funds can be re-allocated
Historic preservation should have a priority over demolition
Work with people instead of fighting against them
INITIATIVE: Reuse of Vacant Lots
ACCOMPLISH?
Ibraham already gardens spaces
Looking urban farming
Talk to Macy school he wants to connect with gardeners
Looking for retail opportunities
Looking for safe places for youth
Looking for space for a hoop house as an educational facility
Wants suite year round
Farmers market
Farm / food stand year round
Youth led organization
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Have capacity to expand
Community kitchen
Do you need to own land?
Looking for long-term commitment before improving / bringing in soil
INITIATIVE: Streetscape Improvements
ACCOMPLISH?
Alden Street part of rotary
Roundabouts has been studied for Six Corner
Watershops should be an anchor
Create gateway to college
Six Corners gateway to neighborhood to identifiers for neighborhood
make it better looking
Study further
Redo pizza parlor and market on Walnut
Walnut one gas station is good, other is weak
Connect to Armory
Bodega across from gas station
On historic building
Automotive uses are not appropriate here but the one gas station is good
and needed
Walnut Street
Commuters use this area, that is their of the neighborhood - if the
gateway becomes great
Walnut Street lighting is new historic but the uses are struggling, misses
identity
Entice the college to invest more in the area
Improving function and image of major roadways
Pedestrian crosswalks at Six Corners Intersection, bus stop at Maple and
Central, watershops intersection
Traffic calming on Hancock, Central, Florence
Design engineering
Connect to armory its between the two armories
GW laid that out
Highlight this
Walkway along Rifle Street along Mill River
Walnut Street and Six Corners
Focus on the Miracle Mile along the Mill River
Walking path along
Banners
Things can be done if we keep at it
MAJOR MOVE: Safe and Healthy Living
INITIATIVE: Community Policing/Safety
ACCOMPLISH?
Lighting
Sidewalks
Pedestrian traffic lighting
Hancock (fluorescent
Speed bumps
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Have capacity to expand
Community kitchen
Do you need to own land?
Looking for long-term commitment before improving / bringing in soil
INITIATIVE: Streetscape Improvements
ACCOMPLISH?
Alden Street part of rotary
Roundabouts has been studied for Six Corner
Watershops should be an anchor
Create gateway to college
Six Corners gateway to neighborhood to identifiers for neighborhood
make it better looking
Study further
Redo pizza parlor and market on Walnut
Walnut one gas station is good, other is weak
Connect to Armory
Bodega across from gas station
On historic building
Automotive uses are not appropriate here but the one gas station is good
and needed
Walnut Street
Commuters use this area, that is their of the neighborhood - if the
gateway becomes great
Walnut Street lighting is new historic but the uses are struggling, misses
identity
Entice the college to invest more in the area
Improving function and image of major roadways
Pedestrian crosswalks at Six Corners Intersection, bus stop at Maple and
Central, watershops intersection
Traffic calming on Hancock, Central, Florence
Design engineering
Connect to armory its between the two armories
GW laid that out
Highlight this
Walkway along Rifle Street along Mill River
Walnut Street and Six Corners
Focus on the Miracle Mile along the Mill River
Walking path along
Banners
Things can be done if we keep at it
MAJOR MOVE: Safe and Healthy Living
INITIATIVE: Community Policing/Safety
ACCOMPLISH?
Lighting
Sidewalks
Pedestrian traffic lighting
Hancock (fluorescent
Speed bumps
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MAJOR MOVE: Strengthen Community Through Educational Institutions
INITIATIVE: Quality Schools as Community Anchors
ACCOMPLISH?
Brookings school should be torn down and a new school built. Makes
no sense to invest millions of dollars to repair the old building which is
outdated. Not enough space for classrooms and services, classes were
being held in closet space. Heating and electrical and plumbing systems
in old building outdated and inadequate for todays needs.
A new building could be built with energy savings heat; air conditioning,
electrical and plumbing systems which would save money on an ongoing
basis and in the long term.
If we simply rehab the old building we will be wasting money because it
will be outgrown in the coming years and need replacement eventually
better to do it now.
What do you want to see happen to all of these schools
The rebuilding of these schools can transform the neighborhood and
attract new residents
Want to have the schools open for longer hours for course remediation or
job/career retraining.
What should McDuffie and Brookings and Forest Park Middles School look
like
State of the art facility design
Community services, health services, etx.
Community recreational space
School as a magnet, such that people want to live near it.
Vocational learning opportunities
Schools open in evenings
Housing opportunities for school employees
Teacher incentives is a program for teacher and medical work force
housing
The Springfield Plan S.P.S. was a great district
IMPLEMENTATION OPPORTUNITIES
Enhance recreational space around the new schools
Consider developing housing for the teachers in the neighborhoods
THINGS TO KEEP IN MIND
A new building for Brookings school could become a community hub
for use for community services to the neighborhood. The building could
be used for programs at night healthcare center, senior center, sports
programs.
Our students deserve the best we can give them. Please dont put them
back into that old outdated building. Linda Bartlett, 280 Pine Street.
Community was unsafe at MacDuffie and that is why they left. Must
address safety.
MAJOR MOVE: Strengthen Community Through Educational Institutions
INITIATIVE: Strengthened Relationships between Colleges and
Neighborhoods
ACCOMPLISH?
Educational Corridor
Speakers Series has been great in the past more of those
Communications with adjacent neighborhoods about services and
programs
Continue dispensing college exploration materials to area libraries
The education corridor at Springfield College can accomplish the goal of
this initiative
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Springfield College can send mailing out to surrounding neighborhoods
to better communicate their community programs
Springfield rep attend neighborhood council meetings
Springfield College can do a better job of letting the greater community
what is available to them and how open they are to the community
Ask Bobbie about NCB Capital Impact
MAJOR MOVE: Transform Housing
INITIATIVE: Coordinated Housing Strategy
ACCOMPLISH?
Increase home ownership from 18-19% to 25% (at a minimum). Better if
30%+
Create a mechanism to increase the population numbers for elderly,
middle income, tax paying residents and businesses
We need taxpayers!
Create funding sources or partnerships for all levels of wealth
Buckets
i.e., low income affordable home ownership
middle-high incentives to buy and reside in historic properties
In 10 years Six Corners added 1049 new housing units, while Springfield
only added 143. Most of this 1049 converted beautiful historic properties
to group homes. Some are wll-maintained, some are not.
Grow with a plan!
INITIATIVE: New Infill Housing
ACCOMPLISH?
Create a cohesive plan to ensure the right mix of housing is implemented
The mix should include a diverse population for income levels, age
diversity, taxpayer vs. non-profit
Dont allow an overweight (currently 81%) on investor-owned property
Ensure we meet home ownership goals
Add more taxpayers
Create incentives that target taxpaying individuals and property owners
The population is heavily weighted to poverty (largest % in the city live in
Six Corners)
INITIATIVE: Preservation as Revitalization Tool
ACCOMPLISH?
Lot sizes
What will be built houses better than apartments
Affordable housing critical
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Springfield College can send mailing out to surrounding neighborhoods
to better communicate their community programs
Springfield rep attend neighborhood council meetings
Springfield College can do a better job of letting the greater community
what is available to them and how open they are to the community
Ask Bobbie about NCB Capital Impact
INITIATIVE: Coordinated Housing Strategy
ACCOMPLISH?
Increase home ownership from 18-19% to 25% (at a minimum). Better if
30%+
Create a mechanism to increase the population numbers for elderly,
middle income, tax paying residents and businesses
We need taxpayers!
Create funding sources or partnerships for all levels of wealth
Buckets
i.e., low income affordable home ownership
middle-high incentives to buy and reside in historic properties
In 10 years Six Corners added 1049 new housing units, while Springfield
only added 143. Most of this 1049 converted beautiful historic properties
to group homes. Some are wll-maintained, some are not.
Grow with a plan!
INITIATIVE: New Infill Housing
ACCOMPLISH?
Create a cohesive plan to ensure the right mix of housing is implemented
The mix should include a diverse population for income levels, age
diversity, taxpayer vs. non-profit
Dont allow an overweight (currently 81%) on investor-owned property
Ensure we meet home ownership goals
Add more taxpayers
Create incentives that target taxpaying individuals and property owners
The population is heavily weighted to poverty (largest % in the city live in
Six Corners)
INITIATIVE: Preservation as Revitalization Tool
ACCOMPLISH?
Lot sizes
What will be built houses better than apartments
Affordable housing critical
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Fixing and repairing vacant homes
Incentives for staying homes
Space for organizations that promote affordable housing to build
Elderly housing
Shore up neighborhoods that can be attractive to potential home buyers
Shore-up means creating inviting gateways or entrances to
neighborhoods
Create loan or funding opportunities for homes that should be rebuilt or
sold and rebuilt to new / potential residents
Also provide funding for home owners whose loan to value is upside
down.
Locating a fund for mortgages to help keep homes
Partnering with existing organizations
Gateways:
Mill to Pine & Maple
Central & Pine
Watershops Hickory
Homes:
On Maple Street
Pine Street
Ensure code enforcement on all properties especially investor-owned
Need lighting, walkways, attractive spaces
For homes upside down, provide assistance
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Previous Neighborhood and City Plans
The following plans and sources were reviewed for background information.
City of Springfield
100 Day Tornado Recovery Update. September 9, 2011 Provides an overview
of the damage caused by tornado to housing, parks, public facilities, and
businesses and the progress made in repairing and rebuilding these structures
within the 100 days after the tornado.
Design Guidelines for the Residential Architecture of Springfield. Prepared
for The City of Springfield, Massachusetts by Dietz & Company Architects, Inc.
A visual guide to residential design based on neighborhood form and the
architectural style of the house.
Fiscal Year 2012 Adopted Budget A detailed description of the approved 2012
budget for the City.
June 1, 2011 Tornado Response. Springfield Health and Human Services A
presentation by HHS Director, Helen Caulton-Harris that outlines the timeline
of events after the tornado and the lessons learned from the tornado response
and recovery.
Rebuilding Guide for Homeowners. September 2011 A resource guide
for homeowners with information on how to navigate federal assistance,
homeowners insurance, and rebuilding damaged homes.
Tornado Damage: Impact on Small Businesses & Available Incentives. August
16, 2011 A presentation that quantifies the damage to businesses caused by
the tornado and outlines the available financing programs and tax incentives
for small business owners.
Tornado Impacts - EDA Presentation. July 14, 2011 Provides an overview
of the damage to housing, parks, public facilities, and businesses caused by
tornado.
Springfield Educational Corridor Vision Plan. Prepared by Goody Clancy, Dietz
& Company, and W-ZHA. July 2008 Based on stakeholder and community
engagement this plan develops a new vision and plan for the area along
Wilbraham Avenue between Springfield College and Wilbraham Road.
Springfield Educational Corridor Vision Plan Implementation Plan: Next
Steps. Prepared by Goody Clancy and W-ZHA. August 2011 An update to the
2008 vision plan providing a status report and short term action plan for key
stakeholders.
State Street Corridor Redevelopment Program. Prepared for The State Street
Alliance. W-ZHA, Zimmerman/Volk, Goody Clancy, Dietz & Company. July
2008 The report sets forth a framework and redevelopment projects for the
revitalization of the State Street corridor.
City of Springfield - Office of Planning and Development
East Forest Park neighborhood plan. Prepared by Springfield Planning
Department. March 1997 - Presents an analysis of the history, historic assets,
demographics, and existing conditions and puts forth recommendations and a
short-term action plan for the East Forest Park neighborhood.
Maple High Six Corners Community Vision (Listening Tour). Maple High-
Six Corners Neighborhood Council. August 2011 Outlines the strength,
challenges, goals and vision for the Maple High- Six Corners neighborhood.
Old Hill Neighborhood Master Plan Summary Report. Prepared for Partnership
for the Renewal of Old Hill, Old Hill Neighborhood Council, City of Springfield,
Urban League of Springfield, Springfield College by The Cecil Group with
Tai Soo Kim Partners. April 2004 - Outlines an analysis of current conditions,
challenges faced by the neighborhood, and key issues and puts forth
recommendations for the Old Hill neighborhood.
Six Corners neighborhood plan. Prepared by Springfield Planning Department.
March 1995 Presents an analysis of the history, historic assets, demographics,
and existing conditions and puts forth recommendations and a short-term
action plan for the Six Corners neighborhood.
Sixteen Acres neighborhood plan. Prepared by Springfield Planning
Department. December 1997 - Presents an analysis of the history, historic
assets, demographics, and existing conditions and puts forth recommendations
and a short-term action plan for the Sixteen Acres neighborhood.
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AP P E NDI X
City of Springfield
100 Day Tornado Recovery Update. September 9, 2011 Provides an overview
of the damage caused by tornado to housing, parks, public facilities, and
businesses and the progress made in repairing and rebuilding these structures
within the 100 days after the tornado.
for The City of Springfield, Massachusetts by Dietz & Company Architects, Inc.
A visual guide to residential design based on neighborhood form and the
architectural style of the house.
Fiscal Year 2012 Adopted Budget A detailed description of the approved 2012
budget for the City.
June 1, 2011 Tornado Response. Springfield Health and Human Services A
presentation by HHS Director, Helen Caulton-Harris that outlines the timeline
of events after the tornado and the lessons learned from the tornado response
and recovery.
Tornado Damage: Impact on Small Businesses & Available Incentives. August
16, 2011 A presentation that quantifies the damage to businesses caused by
the tornado and outlines the available financing programs and tax incentives
for small business owners.
of the damage to housing, parks, public facilities, and businesses caused by
tornado.
Springfield Educational Corridor Vision Plan. Prepared by Goody Clancy, Dietz
& Company, and W-ZHA. July 2008 Based on stakeholder and community
engagement this plan develops a new vision and plan for the area along
Wilbraham Avenue between Springfield College and Wilbraham Road.
Steps. Prepared by Goody Clancy and W-ZHA. August 2011 An update to the
2008 vision plan providing a status report and short term action plan for key
stakeholders.
State Street Corridor Redevelopment Program. Prepared for The State Street
Alliance. W-ZHA, Zimmerman/Volk, Goody Clancy, Dietz & Company. July
2008 The report sets forth a framework and redevelopment projects for the
revitalization of the State Street corridor.
East Forest Park neighborhood plan. Prepared by Springfield Planning
Department. March 1997 - Presents an analysis of the history, historic assets,
short-term action plan for the East Forest Park neighborhood.
Maple High Six Corners Community Vision (Listening Tour). Maple High-
Six Corners Neighborhood Council. August 2011 Outlines the strength,
challenges, goals and vision for the Maple High- Six Corners neighborhood.
Old Hill Neighborhood Master Plan Summary Report. Prepared for Partnership
for the Renewal of Old Hill, Old Hill Neighborhood Council, City of Springfield,
Urban League of Springfield, Springfield College by The Cecil Group with
Tai Soo Kim Partners. April 2004 - Outlines an analysis of current conditions,
challenges faced by the neighborhood, and key issues and puts forth
recommendations for the Old Hill neighborhood.
Six Corners neighborhood plan. Prepared by Springfield Planning Department.
March 1995 Presents an analysis of the history, historic assets, demographics,
and existing conditions and puts forth recommendations and a short-term
action plan for the Six Corners neighborhood.
Department. December 1997 - Presents an analysis of the history, historic
assets, demographics, and existing conditions and puts forth recommendations
and a short-term action plan for the Sixteen Acres neighborhood.
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Small Business Toolbox. Revised: October 3, 2010 A description of the
programs and services provided by the City that can be used to help owners
improve and grow their business.
Upper Hill neighborhood plan. Prepared by Springfield Planning Department.
February 1996 - Presents an analysis of the history, historic assets,
short-term action plan for the Upper Hill neighborhood.
Zoning Ordinance (Draft). October 2011. http://www.springfield-ma.gov/
planning/fileadmin/Planning_files/Final_Draft_10_27_11.pdf The Citys
zoning ordinance includes proposed revisions through October 27, 2011.
Federal Reserve Bank of Boston
Greater Springfield Employment Challenges: Findings of Employer Survey and
Interviews, November 2009 - Presents the findings from in-depth interviews
and a survey of employers in the Greater Springfield area on employment
opportunities for entry-level workers with limited skills and barriers that
Springfields low-income residents face in accessing these jobs.
Housing Policy and Poverty in Springfield. February 2011 - Considers whether
housing policies may have contributed to the concentration of poverty in
downtown Springfield by reviewing federal housing policy, with a focus on
Springfield.
Jobs in Springfield, Massachusetts: Understanding and Remedying the Causes
of Low Resident Employment Rates. February 8, 2010 - Explores the causes
of and potential remedies for the citys low resident employment rates by
analyzing the availability of jobs across Springfields various neighborhoods
and in nearby towns and cities and identifies policy priorities to increase
employment.
Small Businesses in Springfield, Massachusetts: A Look at Latino
Entrepreneurship. March 2011 Analyzes the self-employment and minority
business ownership rates, compares Springfield with other similar cities in
New England, and presents important characteristics and challenges of Latino
businesses in Springfield.
Reinvigorating Springfields Economy: Lessons from Resurgent Cities. August
2009 - Analyzes the economic development approaches of other midsized
manufacturingoriented cities during the past half century.
Toward a More Prosperous Springfield: A look at the barriers to employment
from the perspective of residents and supporting organizations. June 2010 -
Highlights the perspectives of residents and community-based organizations
on why so few residents of Springfields downtown neighborhoods are
employed and looks at the some of the resources available to residents to help
them address barriers to employment.
Towards a More Prosperous Springfield, Massachusetts: Project Introduction
and Motivation. August 2009 Provides a brief overview of the economic
changes that have taken place in Springfield and an introduction of the Banks
new project that will support ongoing efforts to revitalize the Springfield.
Towards a More Prosperous Springfield, MA: What Jobs Exist for People without
a College Education? August 2009 - Analyzes projections of Massachusetts
employment opportunities by occupation to address concerns about a
shortage of jobs for those who lack a college education.
MassINC and the UMass Dartmouth Urban Initiative. Building for the Future:
Foundations for a Springfield Comprehensive Growth Strategy. June 2009 Assists
the City of Springfield with a long-term growth strategy by identifying the type
of industries that can generate growth; strategies to attract, retain, and build
those industries; and strategies to ensure that economic growth is inclusive of all
residents.
The Pioneer Valley Planning Commission.
The Regions Comprehensive Economic Development Strategy (CEDS) - 2011
Annual CEDS Report. August 2011 Provides the regions leadership a current
picture of the status of the regions economy and an update on the Plan for
Progress economic strategies.
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AP P E NDI X
A Demographic and Economic Analysis of the City of Springfield. September
2006 - Provides a detailed picture and a baseline data report of the current
demographic, social, and economic condition of the City of Springfield.
Teatro V!Da Youth Ensemble in Collaboration With Magdalena Gmez. Our Vision
for a Creative Springfield. November 2011 A report by a youth-led project to
identify their vision for rebuilding Springfield.
University of Massachusetts, Amherst
Verel, Amy C., Reclaiming the Miracle Mile: A Greenway Park Design & Land
Use Strategy for Springfields Lower Mill River (2010). Landscape Architecture
& Regional Planning Masters Projects. http://scholarworks.umass.edu/larp_ms_
projects/8 - Provides an analysis of the lower Mill River area and puts forth a
design concept for a recreation trail along the river.
Creating Livable Neighborhoods in Old Hill and Six Corners. Department of
Landscape Architecture & Regional Planning Urban Design Studio - Spring
2011. June, 2011 Analyzes neighborhood conditions and puts forth physical
design recommendations to improve livability of residents in Old Hill and Six
Corners neighborhoods.
Corridor Study and Revitalization Strategy for the Old Hill and Six Corners
Neighborhoods, Springfield, Massachusetts, with a concentration on Central
Street, Hancock Street, and Walnut Street - Recommendations Report.
Department of Landscape Architecture and Regional Planning. December
2010 A report on the revitalization program produced in collaboration with
the City of Springfield, Office of Planning and Economic Development, the
UMass Center for Economic Development, the UMass-Amherst Design Center,
the S.R. Williams Resource and Community Development Initiative and other
neighborhood institutions and groups.
Neighborhoods, Springfield, Massachusetts, with a concentration on Central
Street, Hancock Street, and Walnut Street - Technical Report. Department of
Landscape Architecture and Regional Planning. December 2010 - A report
on the revitalization program produced in collaboration with the City of
Springfield, Office of Planning and Economic Development, the UMass
Center for Economic Development, the UMass-Amherst Design Center, the
S.R. Williams Resource and Community Development Initiative and other
neighborhood institutions and groups.
Designing the Arc of Recreation: The Railroad Trail from Armory Street to
State Street - A Vision for The McKnight Urban Community. Department of
Landscape Architecture and Regional Planning, Senior Urban Design Studio.
Fall 2008 The final report of the senior urban design studio project to develop
a design for a recreation trail that serves the Mason Square neighborhoods.
University of Massachusetts - Donahue Institute. City of Springfield Economic
Assessment Project. Prepared for the City of Springfield- Office of Planning
and Economic Development. January 2008 - Assesses the economic needs in
Springfields low and moderate income neighborhoods, current strategies to
address those needs, and reviews best practices from comparable municipalities for
providing economic development services.
Urban Land Institute. Springfield Massachusetts: Strategies for a Sustainable City
(An Advisory Services Panel Report). 2007 Recommend programs and projects to
improve the citys economic health and vitality based on a five-day ULI panel study.
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The following organizations are identified as partners and stakeholders throughout
the District 2 and District plan.
Affiliated Chambers of Commerce of Greater Springfield - Business association
representing the East of the River 5 Town Chamber (East Longmeadow,
Hampden, Longmeadow, Ludlow, and Wilbraham), the city of Springfield, the
Professional Womens Chamber and nearly 1,200 businesses.
American Institute of Architects (AIA) Western Mass Chapter The local
chapter of the national AIA, the professional membership association for
architects.
Baystate Health Major provider of health-related facilities and care.
Behavioral Health Network Non-profit community behavioral health service
agency.
Boys & Girls Club National youth development organization.
Catholic Charities Religious organization that works with individuals, families,
parishes and communities to help them meet their needs.
Center for Ecological Technology Nonprofit organization whose mission is to
research, develop, demonstrate and promote those technologies which have
the least disruptive impact on the natural ecology of the Earth.
Citizen Police Academy - A ten week program that trains Springfield citizens on
how police officers perform their duties and how the department serves the
community.
Concerned Citizens for Masons Square A local organization created to
manage the Mason Square Farmers Market.
Develop Springfield Local nonprofit corporation advancing redevelopment
projects and leading implementation of the Rebuild Springfield plan.
Dunbar Community & Family Center Community Center managed by the
YMCA of Greater Springfield.
Episcopal Diocese of Western Massachusetts - A community of more than sixty
congregations serving the 1.6 million people in Western Massachusetts.
Food Access Group of the Springfield Food Policy Council A subcommittee of
the Springfield Food Policy Council focusing exclusively on increasing residents
access to healthy food.
Food Bank of Western Massachusetts Nonprofit organization working to
reduce hunger and food insecurity in Berkshire, Franklin, Hampden, and
Hampshire Counties.
Forest Park Civic Association The neighborhood council of Forest Park
neighborhood.
FutureWorks A one stop career centers providing a range of services &
resources to job seekers and employers in Hampden County.
Gardening the Community A youth-led food justice organization engaged in
urban agriculture, sustainable living, and organizing for healthy and equitable
communities.
Greater Springfield Habitat for Humanity Nonprofit organization dedicated to
providing homeownership opportunities to low-income families.
HAP Housing Nonprofit developer of affordable housing that also provides
housing assistance to tenants, homebuyers, homeowners and rental property
owners and works in urban neighborhood revitalization.
Home City Housing - Multi-service housing organization that develops, owns
and manages multi-family rental properties in the Greater Springfield.
Keep Springfield Beautiful A nonprofit organization promoting litter and
graffiti prevention, recycling, conservation, and beautification.
Live Well Springfield - An umbrella group of organizations focused on
improving healthy eating and increasing physical activity of Springfields
residents.
Maple High-Six Corners Neighborhood Council The neighborhood council for
the Maple High-Six Corner neighborhood.
Martin Luther King Family Services An organization providing holistic
education, health and human services, and personal development services for
individuals and families.
Mason Square Food Justice Initiative Local, grassroots organization working
to bring healthy food options to the Mason Square area.
Partnership / Stakeholder Organizations
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Mason Square Health Task Force - Community group working to eliminate
racial health disparities in Mason Square.
Massachusetts Audubon Society Nonprofit affiliated with the national
Audubon Society working to protect the nature of Massachusetts for people
and wildlife.
Massachusetts Career Development Institute A facility and organization
focused on workforce training and education that also provides certain social
services, housing, and youth development programs.
Massachusetts Historical Commission The office of the State Historic
Preservation Officer and the office of the State Archaeologist to identify,
evaluate, and protect important historical and archaeological assets of the
Commonwealth.
Massachusetts Latino Chamber of Commerce - To develop, promote and
protect Latino businesses and communities in Massachusetts.
Massachusetts Office of Business Development The state office committed
to helping companies create and retain jobs, as well as promote private
investment in our state.
Mayors City-Wide Violence Prevention Task Force - A coalition of stake holders
focused on developing solutions, interventions and prevention strategies to
reduce violence in Springfield.
National Clearinghouse for Educational Facilities - A program of the National
Institute of Building Sciences, a non-governmental, non-profit organization
authorized by Congress to serve as an authoritative source of innovative
solutions for the built environment.
National Trust for Historic Preservation A national organization providing
leadership, education, advocacy, and resources to save Americas diverse
historic places and revitalize communities.
New England Black Chamber of Commerce Nonprofit organization
dedicated to economically empowering and sustaining the African American
communities through entrepreneurship and collaborative activities within New
England.
Old Hill Neighborhood Council The neighborhood council for the Old Hill
neighborhood.
Partners for a Healthier Community - Nonprofit organization building a
healthier Springfield through civic leadership, collaborative partnerships, and
advocacy.
Pioneer Valley Planning Commission (PVPC) - The designated regional planning
body for the Pioneer Valley region, which encompasses 43 cities and towns in
the Hampden and Hampshire county areas.
Preservation Massachusetts - The statewide non-profit historic preservation
organization dedicated to preserving the Commonwealths historic and cultural
heritage.
Rebuilding Together Springfield - Non-profit organization bringing volunteers
to low-income homeowners to assist in home repair and maintenance.
Red Cross - Humanitarian organization that provides relief to victims of disasters
and help people prevent, prepare for, and respond to emergencies.
Regional Employment Board - The regions primary planner of workforce
development issues that was established by Federal and State legislation to
build better workforce public policies.
River Valley Investors - A group of entrepreneurs and executives dedicated
to helping each other find, evaluate, and profitably invest in companies with
significant growth potential.
ROCA A nonprofit organization helping disengaged and disenfranchised
young people move out of violence and poverty.
Salvation Army - An evangelical part of the universal Christian church providing
humanitarian and social services to individuals and families.
Scibelli Enterprise Center - Home to the Springfield Incubator providing
guidance, education, and support to startup businesses.
Springfield Arbor Allies An organization committed to the health and
enhancement of the urban forests in Springfield.
Springfield Business Incubator A program and center providing
comprehensive support services and a professional office environment for new
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business initiatives.
Springfield Christian Ministries Tornado Relief - Multi-church outreach relief
effort to help rebuild the city of Springfield and care for the victims of the June
1, 2011 tornado.
Springfield Community Together Long Term Recovery Group - A group of
professional and community organizations (faith-based, volunteer, charitable,
municipal and civic) partnering to provide for the unmet needs of residents
who live in Springfield.
Springfield Food Policy Council Public private partnership that oversees
the coordination of public and private efforts to improve access to nutritious,
affordable, fresh, and safe foods for all residents of Springfield.
Springfield Historical Commission The city commission leading historic
preservation and promotion of Springfields historic assets.
Springfield Housing Authority Massachusetts third largest housing authority
that provides affordable housing to Springfield residents.
Springfield Neighborhood Housing Services Non-profit corporation that
transforms families and revitalizes communities through homeownership
development, recycling of blighted properties and resident empowerment.
Springfield Parks Commission A mayor appointed five-member Board that
makes recommendations to the Parks & Recreation Department.
Springfield Partners for Community Action - The federally designated
Community Action Agency (CAA) providing services and advocacy to alleviate
the conditions of poverty for area residents.
Springfield Preservation Trust The non-profit, non-governmental organization
dedicated to historic preservation in Springfield, Massachusetts.
Springfield Redevelopment Authority Quasi-governmental agency
responsible for urban renewal and revitalizations projects throughout the city.
Springfield Youth Network An initiative to engage the young people of
Springfield.
State Street Alliance A coalition of over 50 private and public entities
dedicated to the redevelopment of State Street.
The 50 for 50 Green Schools Caucus Initiative An initiative of the U.S. Green
Building Council that provides research and guidance to create sustainable
learning environments.
The Citys Public Health Council - The 15-member advisory council to the Mayor
on health matters.
U.S. Department of Education Green Ribbon Schools program - The first
comprehensive federal policy for schools related to environment, health and
education.
U.S. Green Building Council - Non-profit organization committed to a
prosperous and sustainable future for our nation through cost-efficient and
energy-saving green buildings.
U.S. Green Building Council The Center for Green Schools - An initiative of
the U.S. Green Building Council that provides research and guidance to create
sustainable learning environments.
United Way of Pioneer Valley Nonprofit organization that mobilizes people
and resources to strengthen in the areas of education, income, health, and basic
and emergency needs.
Upper Hill Residents Council The neighborhood council for the Upper Hill
neighborhood.
Valley Venture Mentors Nonprofit organization helping entrepreneurs find
and earn the social capital vital for success.
Western Mass Regional Small Business Development Center An organization
that provides high-quality, in-depth advising, training, and capital access for
small businesses
Western Massachusetts Development Collaborative (WMDC) - A private,
non-profit development corporation, who provides business development
assistance to small business in the trades industry in western Massachusetts.
Western Massachusetts SCORE - The local chapter of the nations largest
nonprofit volunteer business counseling service that provides free, confidential
counseling to small business entrepreneurs throughout Hampden, Hampshire,
Franklin, and Berkshire counties.
64
A37
YMCA of Greater Springfield Nonprofit community service organization that
provides quality programs that promote lifelong personal growth and the
balanced development of spirit, mind and body for all.
YouthBuild Springfield Nonprofit that supports unemployed and
undereducated young people in working toward their GED or high school
diploma while learning construction skills by building affordable housing for
homeless and low-income people.
`
65
66
67
68
69
70
72
80
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94
APPENDIX
Appendix
Demographics A6
Land Use A6
Transportation and Infrastructure A7
Housing A8
Employment A10
Education A11
Public Safety A12
Public Health A12
70
R E B U I L D S P R I N G F I E L D AP P E NDI X
A4
Page 9
Right City of Springfield Marketing
Page 10
Top DevelopSpringfield
Bottom Masslive.com
Page 14
Bottom - thelearninglandscape.blogspot.jpg
Page 15
Flickr user rusty_clark, Creative Commons
Page 19
2nd row, left iowasaferoutes.org/
2nd row, middle www.werf.org/liveablecommunities/
studies_den_co.htm
2nd row, right mainelyurban.blogspot.jpg
3rd row, left www.walklive.org/
3rd row, middle Flickr user Mr. T in DC, Creative Commons
4th row, right Wikimedia Commons. Original source cited:
Traffic Calming Flickr Photoset by Richard Drdul
Page 23
Left Masslive.com
Middle - choosespringfieldmass.com
Page 30
Federal Emergency Management Agency (FEMA)
Page 31
Top Federal Emergency Management Agency (FEMA)
Page 37
Left - eastcentralsrts.org
Page 38
Top Springfield Public Schools
Middle Masslive.com
Bottom Masslive.com
Page 45
Bottom njfarmtoschool.org
Page 49
Left highlinetimes.com
Page 50
Top - Silicon Valley Bicycle Coalition
Bottom - creatinghealthyplaces.wordpress.com
Page 59
Top growfoodgrowhope.com
Bottom - psamson.files.wordpress.com
71
A4
Page 9
Right City of Springfield Marketing
Page 10
Top DevelopSpringfield
Bottom Masslive.com
Page 14
Bottom - thelearninglandscape.blogspot.jpg
Page 15
Flickr user rusty_clark, Creative Commons
Page 19
2nd row, left iowasaferoutes.org/
2nd row, middle www.werf.org/liveablecommunities/
studies_den_co.htm
2nd row, right mainelyurban.blogspot.jpg
3rd row, left www.walklive.org/
3rd row, middle Flickr user Mr. T in DC, Creative Commons
4th row, right Wikimedia Commons. Original source cited:
Traffic Calming Flickr Photoset by Richard Drdul
Page 23
Left Masslive.com
Middle - choosespringfieldmass.com
Page 30
Federal Emergency Management Agency (FEMA)
Page 31
Top Federal Emergency Management Agency (FEMA)
Page 37
Left - eastcentralsrts.org
Page 38
Top Springfield Public Schools
Middle Masslive.com
Bottom Masslive.com
Page 45
Bottom njfarmtoschool.org
Page 49
Left highlinetimes.com
Page 50
Top - Silicon Valley Bicycle Coalition
Bottom - creatinghealthyplaces.wordpress.com
Page 59
Top growfoodgrowhope.com
Bottom - psamson.files.wordpress.com
DI S T R I CT 3 - E AS T F OR E S T P AR K, S I XT E E N ACR E S
A5
Page 62
Top - http://mspc3policing.com
Bottom City of Springfield (http://www.springfieldpolice.
net/police/cit-academy.0.html)
Page 63
Top RegreenSpringfield
Bottom - City of Springfield
Page 64
Top godspeedupdate.com
Bottom State of Massachusetts (http://www.mass.gov/
anf/slideshows/homepage-slideshow/jg-and-dcam-tornado-
462x295.jpg)
Page 65
Wbur.org
72
A6
Demographics
Approximately 33,000 people live in East Forest Park and Sixteen Acres.
This area has a lower population density compared to the city on average,
and less than half the population density of the other neighborhoods
affected by the tornado. With fewer residents under the age of eighteen
and more residents over the age of 65, the residents of East Forest Park
and Sixteen Acres are older on average than the rest of Springfield, the
state, and the nation. This trend is reflected in community desires to
attract more families with children to the area and promote genuinely
multi-generational neighborhoods.
Approximately 73 percent of District 3 residents are White, roughly 16
percent are Black, and slightly more than 14 percent are of Hispanic/Latino
origin. These characteristics place East Forest Park and Sixteen generally
on par with the ethnic makeup of the U.S. and make District 3 slightly more
diverse than the state of Massachusetts on average. However, District 3
neighborhoods are considerably less diverse than the city as a whole
and other neighborhoods affected by the tornado. Sixteen Acres has a
slightly higher percentage of African American and Hispanic residents
than East Forest Park. At community visioning meetings, some residents
identified increased diversity as an opportunity to enhance the District 3
neighborhoods in the future.
Land Use
Single family residential uses are predominant in East Forest Park and
Sixteen acres, with several apartment complexes dispersed throughout the
two neighborhoods. The vast majority of commercial land uses in District
0
20 40 60 80
East Forest Park
Sixteen Acres
Massachusetts
Springfield
Residents of East Forest Park and Sixteen Acres are
OLDER
than the average age in Springfield, Massachusetts, and the U.S.
*East Forest Park and Sixteen acres have a lower percentage of residents under
18 and a higher percentage of residents over 65.
Race and Ethnicity
73
A7
3 are found in four shopping centers: the Five Town
Plaza area along Cooley Street, the intersection of
Wilbraham Road and Parker Street, the intersection
of Wilbraham Road and Breckwood Boulevard, and
along Island Pond Road north of Allen Street. A few
neighborhood-scale commercial uses are scattered
throughout East Forest Park and Sixteen Acres, with
small neighborhood centers along Sumner Avenue
at Plumtree Road and Allen Street. Residents have
identified Sumner Avenue as an opportunity to
enhance the streetscape and commercial vitality as
part the plan for rebuilding.
East Forest Park and Sixteen Acres are notable for
the large areas of parks, open spaces, greenways,
and water bodies that extend throughout the
neighborhoods. These features represent important
natural amenities and many were severely impacted
by the tornado. Restoration and enhancement of
these natural areas is one of the highest priorities
identified by residents of District 3. Schools and
other public or semi-public land uses also make up a
sizeable portion of the land uses in District 3.
Services and Amenities
A number of amenities exist in the area and
contribute to the quality of life residents enjoy. Over
and over again, the residents of East Forest Park
and Sixteen Acres identified the parks, open spaces,
ponds, and tree-lined streets as major strengths
for the community as it rebuilds, and focused on
the restoration and improvement of these natural
amenities as a critical component of the rebuilding
effort. Watershops Pond, Island Pond, Bass Pond,
Nathan Bill Park, Camp Wilder, and the forested
areas along South Branch Parkway and Plumtree
Road are among the natural areas impacted by the
tornado and identified as priorities to restore.
There are two libraries in District 3, one in each
neighborhood. However, both libraries are only
open for 2.5 days per week, and the facility in East
Forest Park is currently located in a commercial
shopping center in a space identified by residents
as being too small for activities. Residents have
identified the rebuilding process as an opportunity
to enhance library services and potentially integrate
with schools or other public facilities to provide
services more efficiently and effectively.
East Forest Park and Sixteen Acres is home to
community centers, senior centers, recreation
centers, and a number of other community services,
including the Greenleaf Community Center in
Sixteen Acres, renovated and re-opened in 2007,
and the Mayflower Senior Center located in East
Forest Park. Enhancement of these services
remains a priority for residents. A new community
center or gathering places for residents, activities
and recreational programs for all ages, services
and support for the elderly and disabled, and
better utilization of park areas were all identified
needs by residents at community meetings.
Residents identified the rebuilding and enhanced
programming of schools and parks as potential
opportunities to rebuild in a way that helps to
provide these additional services and amenities that
the residents of District 3 desire.
Transportation and Infrastructure
Pioneer Valley Transit Authority provides bus service
within Springfield and throughout the region. All bus
lines radiate from downtown. Within District 3, one
bus line serves Western New England University,
while three bus lines serve East Forest Park to Five
Town Plaza. Additional public transit options have
been identified as a need by some residents of the
District.
Residents also identified street improvements to
calm traffic, reduce congestion, and improve traffic
flow as needs on a number of streets including Island
Pond Road, Surrey Road, and South Branch Parkway.
The community also expressed a desire for enhanced
bicycle and pedestrian infrastructure throughout
East Forest Park and Sixteen Acres. This includes
building sidewalk infrastructure in some key locations
where it does not currently exist and identifying
trail opportunities where existing open space and
greenway areas might provide increased connectivity.
Sumner Avenue was noted as a corridor where
streetscape improvements and efforts to enhance
local businesses could have a positive impact on the
area. Residents identified the need for greater public
safety and emergency preparedness infrastructure,
including improvements ranging from additional
street lighting, to tornado sirens, to community
policing substations.
74
A8
Housing
While the median age of housing in East Forest Park is approximately
60 years, and the median housing age in Sixteen Acres ranges between
35 and 50 years, these two neighborhoods are still newer than other
neighborhoods affected by the Tornado and reflect a more suburban
development pattern. While Springfield as a whole is comprised
equally of owners and renters, District 3 neighborhoods have a
much higher ownership rate, with 86 percent of housing units owner-
occupied in East Forest Park, and 75 percent of housing units being
owner-occupied in Sixteen Acres. Sixteen Acres has a slightly higher
percentage of multi-family residential dwellings that East Forest Park,
but both neighborhoods have a very high ratio of residential units that
are detached, single family homes, with 90 percent in East Forest Park
and 76 percent in Sixteen Acres. Whereas the vacancy rate for the
City of Springfield is roughly 11 percent, housing vacancy in District 3
is much lower at 3-4 percent. At $165,000, the median home value is
somewhat higher than the city as a whole at $153,000, but still quite
affordable in comparison to the rest of Massachusetts.
The housing characteristics of East Forest Park and Sixteen Acres
are indicative of healthy neighborhoods. Restoring, enhancing,
and improving these neighborhoods was the most prominent and
universally shared sentiment at community meetings. District 3
residents expressed desires for developing a better process for
addressing abandoned or blighted properties and identifying ways
to rebuild area homes that are more durable, efficient, healthy, and
comfortable.
Housing Tenure
86%
Rent
4%
11%
Own
Vacant
East Forest Park
75%
Rent
3%
21%
Own
Vacant
Sixteen Acres
43%
Rent
46%
11%
Own
Vacant
Springfield
32%
Rent
58%
10%
Own
Vacant
Massachusetts
75
A8
Housing
While the median age of housing in East Forest Park is approximately
60 years, and the median housing age in Sixteen Acres ranges between
35 and 50 years, these two neighborhoods are still newer than other
neighborhoods affected by the Tornado and reflect a more suburban
development pattern. While Springfield as a whole is comprised
equally of owners and renters, District 3 neighborhoods have a
much higher ownership rate, with 86 percent of housing units owner-
occupied in East Forest Park, and 75 percent of housing units being
owner-occupied in Sixteen Acres. Sixteen Acres has a slightly higher
percentage of multi-family residential dwellings that East Forest Park,
but both neighborhoods have a very high ratio of residential units that
are detached, single family homes, with 90 percent in East Forest Park
and 76 percent in Sixteen Acres. Whereas the vacancy rate for the
City of Springfield is roughly 11 percent, housing vacancy in District 3
is much lower at 3-4 percent. At $165,000, the median home value is
somewhat higher than the city as a whole at $153,000, but still quite
affordable in comparison to the rest of Massachusetts.
The housing characteristics of East Forest Park and Sixteen Acres
are indicative of healthy neighborhoods. Restoring, enhancing,
and improving these neighborhoods was the most prominent and
universally shared sentiment at community meetings. District 3
residents expressed desires for developing a better process for
addressing abandoned or blighted properties and identifying ways
to rebuild area homes that are more durable, efficient, healthy, and
comfortable.
Housing Tenure
86%
Rent
4%
11%
Own
Vacant
East Forest Park
75%
Rent
3%
21%
Own
Vacant
Sixteen Acres
43%
Rent
46%
11%
Own
Vacant
Springfield
32%
Rent
58%
10%
Own
Vacant
Massachusetts
A9
Housing Type
90%
Multi Family
(3-9 units)
2%
6%
Single Family
East Forest Park
Single Family
Attached +
2 units
Multi Family
(10+ units)
2%
75%
7%
6%
Sixteen Acres
Multi Family
(3-9 units)
Single Family
Multi Family
(10+ units)
10%
Single Family
Attached +
2 units
0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
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76
A10
Median Household Income Employment
The largest area of occupation by far in East Forest Park and
Sixteen Acres is in the health, education, and social services
sector, with nearly one third of District 3 residents working in
these fields. Manufacturing is also an important employment
sector, employing approximately 12 percent of District 3
residents. This is consistent with the rest of Springfield. In
East Forest Park, a greater percentage of residents work in
professional, scientific, and finance industries compared to
the City as whole, while in Sixteen Acres retail, entertainment,
and food services are larger areas of employment.
At $57,000, the median income in District 3 is much higher
than the citywide figure of $34,000, reflecting in part the
greater proportion of residents working in higher-skill, higher-
paying fields compared to the rest of the city. Unemployment
is low in District 3 with only 2-4 percent unemployed
compared to a citywide rate closer to 8 percent. With high
quality jobs and relatively low unemployment compared to
the rest of the city, poverty rates are also much lower than
the city as a whole. At 6 percent in East Forest Park and 11
percent in Sixteen Acres, poverty rates are only one-quarter to
one-half the citywide rate of 27 percent.
While East Forest Park and Sixteen Acres are doing relatively
well in terms of employment, quality jobs were still a major
concern for residents, who desire more jobs with good wages,
especially for youth and local residents. Residents identified
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
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77
A10
Median Household Income Employment
The largest area of occupation by far in East Forest Park and
Sixteen Acres is in the health, education, and social services
sector, with nearly one third of District 3 residents working in
these fields. Manufacturing is also an important employment
sector, employing approximately 12 percent of District 3
residents. This is consistent with the rest of Springfield. In
East Forest Park, a greater percentage of residents work in
professional, scientific, and finance industries compared to
the City as whole, while in Sixteen Acres retail, entertainment,
and food services are larger areas of employment.
At $57,000, the median income in District 3 is much higher
than the citywide figure of $34,000, reflecting in part the
greater proportion of residents working in higher-skill, higher-
paying fields compared to the rest of the city. Unemployment
is low in District 3 with only 2-4 percent unemployed
compared to a citywide rate closer to 8 percent. With high
quality jobs and relatively low unemployment compared to
the rest of the city, poverty rates are also much lower than
the city as a whole. At 6 percent in East Forest Park and 11
percent in Sixteen Acres, poverty rates are only one-quarter to
one-half the citywide rate of 27 percent.
While East Forest Park and Sixteen Acres are doing relatively
well in terms of employment, quality jobs were still a major
concern for residents, who desire more jobs with good wages,
especially for youth and local residents. Residents identified
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
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A11
Resident Occupation
East Forest Park
Sixteen Acres
Massachusetts
Springfield
05 10 15 20 25 30
% Manufacturing
% Education, Health &
Social Services
% Finance, Insurance & Real
Estate
Accomodation & Food
Services
% Professional, Scientific &
Management % Retail
the importance of quality schools in preparing residents for future
employment opportunities. Residents also expressed a desire to maintain
a balance between commercial and residential uses in the neighborhoods
and to increase the diversity of local businesses.
Education
District 3 is served by a variety of public, private, and charter schools
at the elementary, middle, and high school level and also includes
Western New England University as a higher education institution within
its boundaries. The residents of East Forest Park and Sixteen Acres
generally have higher educational attainment than the city on average.
In East Forest Park, 87 percent of adults have obtained at least a high
school diploma, and 30 percent have a bachelors degree or higher. In
Sixteen Acres 88 percent of adults have obtained at least a high school
diploma, with 21 percent having a bachelors degree or higher. This
compares to a citywide high school graduation rate of 76 percent with 17
percent of citywide residents having a bachelors degree.
Residents have identified schools as critical anchors for the community,
and have emphasized the importance of rebuilding key schools damaged
by the tornado, including Cathedral High School, St. Michaels Academy,
and Dryden Memorial School. As part of that rebuilding effort, residents
have identified an opportunity to more fully integrate these schools
into the community and potentially collaborate and collocate with other
desired community facilities that could serve residents more efficiently
and effectively.
78
A12
high cardiovascular, hypertension, and diabetes mortality rates are certain
contributors to this PMR disparity, and are also the most significant causes of
premature death in racial/ethnic populations.
It is well-known that health disparities related to type 2 diabetes mellitus, obesity
and cardiovascular disease are concentrated in Black and Hispanic populations.
District 2 neighborhoods in particular have distinct health challenges, with its
older housing stock, lower education attainment rates, lower income and higher
poverty, and a large Black and Hispanic population. Even though most Springfield
residents have health insurance (87-95 percent, depending on race/ethnicity) the
city has one of the highest concentrations of MassHealth eligible populations in
the state (those that income-qualify for State-provided health care) and those
who could not see a doctor due to cost were mostly Black or Hispanic (White: 9
percent, Black: 14 percent, Hispanic: 19 percent).
East Forest Park and Sixteen Acres suffered three major types of damage
from the tornado: damage to individual homes and businesses, damage to
schools, and damage to neighborhood tree canopies and forested greenways
throughout the district. The table below describes the damaged structures in
Buildings
Condemned
Residential
Units
Condemned
Historic
Structures
Impacted
Businesses
Damaged
Churches
Damaged
East Forest Park 96 96 0 10 1
Sixteen Acres 1 2 0 4 0
TOTAL 97 98 0 14 1
Public Safety
According to the 2011 FBI Uniform Crime Report, Springfield ranked 12th
in the country for highest crime rates for 2010-2011 (1,354 violent crimes
per 100,000 residents in 2010 versus a national average of 404). Despite this
negative ranking, 2011 was a year of relatively low crime for the city. Springfield
experienced the highest crime levels in the late 1980s and 1990s, in correlation
with the rise of crack cocaine and heroin use in the city. 2006 marked the
beginning of a trend in reduced crime rates that continues to this day.
Springfield is divided into nine police sectors, with crime and safety data
collected for each sector. Crime rates in Sector E (Six Corners, Metro
Center, and South End), Sector F (Old Hill, Upper Hill, McKnight, and Bay
neighborhoods), Sector H (Forest Park and East Forest Park), and Sector I
(Sixteen Acres) were roughly the same from 2010 to 2011, with Sector H showing
the largest reduction of 8 percent.
Public Health
According to the Massachusetts Department of Public Health (MDPH),
Springfield had the highest Premature Mortality Rate (PMR- the number of
deaths before age 75 per 100,000 persons) in the state in 2005 (466 compared
to state average of 317). MDPH states that the PMR is considered an excellent,
single measure that reflects the health status of a population and may be
related to socioeconomic status and its correlates such as environmental
conditions, housing, education, stress, higher rates of smoking, substance
abuse, violence, obesity, and lack of access to care. According to Partners for a
Healthier Community, a nonprofit public health organization that works to build
community capacity and reduce health disparities in Springfield, Springfields
79
A13
each neighborhood. The Citys Tornado Recovery reports indicate that 14
businesses in District 3 were impacted by the tornado and that all have since
re-opened. One church in East Forest Park Heritage Baptist Church was
also affected.
The cluster of Cathedral High School, St. Michaels Academy, and Dryden
Memorial School in East Forest Park was directly impacted by the tornado and
had serious damage. The students of Cathedral High School and St. Michaels
Academy have been temporarily relocated to other locations. Dryden
Memorial School has constructed temporary modular structures on-site to
provide for displaced students. Rebuilding these schools is one of the most
critical needs identified by residents of District 3. Residents also identified
the need to restore tree cover throughout the neighborhoods and improve
the many parks, water bodies, and forested greenways affected by the storm.
Nathan Bill Park, Island Pond, the tree-covered area along South Branch
Parkway and Watershops Pond, Veterans Golf Course, Camp Wilder, and Bass
Pond are among the valued natural areas that were most impacted.
Needs and Opportunities
Residents of East Forest Park and Sixteen Acres have identified as critical
needs those areas most impacted by the tornado: rebuilding damaged
schools, repairing and reconstructing damaged homes, and restoring the
damaged parks, greenways, and water bodies. As part of that rebuilding
effort, residents have identified opportunities to enhance various services,
amenities, and conditions that help to support the high quality of life the
community enjoys.
Restoring damaged trees and green spaces provides an opportunity to
incorporate more resilient tree species, create habitat for displaced wildlife,
and create new park and waterfront amenities. Improved park design and
programming, lake access, trail amenities, and better utilization of open space
in general are also opportunities. Residents have emphasized additional
activities and services for youth, seniors, and all ages and identified a need
for additional or enhanced community spaces and public facilities to provide
these services. The importance that residents of District 3 place on schools
in District 3 as centers of community is clear, and rebuilding these schools
presents an opportunity to more fully integrate with the neighborhood.
Collocating services and programming in these schools can more effectively
serve the community. Finally, residents emphasized opportunities for
improved mobility, including reducing congestion and calming traffic on
key streets, as well as improving sidewalks, bikeways, and trail infrastructure
throughout the neighborhoods.
80
A14
Holy Cross Gymnasium
Numerous themes came out of the meeting with the residents of Sixteen Acres
and East Forest Park, including: reforestation and green space restoration;
maintain single-family home character; provide more programming and
activities for residents of all ages; develop more community centers and
better utilize existing activity centers; repair tornado-damaged vegetation
and buildings to provide sense of normalcy; create jobs for residents; improve
streetscape and traffic flow to promote biking and walking; reduce crime and
improve public safety; and increase the involvement of churches and residents
in the clean-up and improve of neighborhoods. The next section provides a
brief description of these themes, with a detailed list of comments following.
1. Trees, natural resources, and green space
Replant trees and remove damaged trees in parks and along streets,
especially Watershops Pond, Old South Branch Parkway, Nathan Bill Park,
and Bass Pond.
Repair damaged sidewalks.
Utilize the new views the tornado created through opening up tree
canopy.
Revitalize ponds, provide access to waterfront and more water-based
recreation options, and create a path around Watershops Pond.
Create more park and green spaces by acquiring natural areas such as
the Anderson property on South Branch Pkwy and land behind Cedars
restaurant.
Utilize existing green space and parks to provide more recreational
opportunities for youth and seniors.
Provide habitat for wildlife displaced by tornado.
Put in dog park, fix road edge of golf course by putting up fence, lattice,
or landscaping
2. Single-family, owner-occupied homes
Maintain single-family owner-occupied homes in the neighborhoods and
reinstate City of Homes program.
Rebuild homes using more green methods and materials.
Create a faster process for addressing abandoned/blighted properties.
Attract more people with kids and have more multigenerational
neighborhoods.
3. New and improved centers for community services and activities
Build new community center and/or utilize parks, schools, and vacant
property to the fullest for programs and activities.
Rebuild schools Cathedral, Dryden Memorial, St. Michaels and have
them be more community-based.
Provide activities and recreation programs for adults and seniors and kids
to do on the weekends and after school.
Increase the size and hours of the public library.
Build facility for elderly and/or disabled.
4. Repair tornado damage
Clean up ponds and waterfront areas; remove downed/damaged trees
and remove stumps; repair sidewalks; and rebuild schools.
Rebuild and restore buildings before winter.
5. Jobs, business, and education
81
A15
Create more jobs and decent wages, especially for youth and local
residents.
Improve schools and create more educational opportunities.
Maintain balance between commercial and residential and have diversity
in businesses.
Reinvigorate commercial strip on Sumner Avenue.
6. Transportation
Incorporate traffic calming strategies and reconfigure traffic flow on main
roads, primarily Island Pond Rd., Surrey Rd., and South Branch Parkway.
Create bikeways, walkways, and more public transit.
7. Public safety
Improve street lighting, safety, emergency preparedness (e.g. tornado
sirens), and community policing.
Redevelop existing buildings such as the park house at Nathan Bill and
Greenleaf Parks into a community policing substation.
Reduce number of break-ins and gangs.
8. Community involvement by residents and churches
People are energized and engaged more since the tornado.
Seek volunteers to help people in the rebuilding and restoration efforts.
More involvement/input from neighborhood and church organizations.
Start neighborhood-based crime watch.
9. Action and Outreach from the City
City should provide timely information on the status of vacant, abandoned,
and foreclosed homes.
Aid homeowners with insurance companies and getting building permits
out faster.
Provide homeowners with assistance with landscaping/repairs/rebuilding.
Establish a timeline for stump removal, fixing sidewalks, and planting trees.
Perform more code enforcement.
Deal quickly with foreclosed and damaged homes before winter.
Get people moved in to vacant/foreclosed homes.
Be available for residents questions and issues.
Clean up tornado damage and respond to issues that pose safety threats.
Create faster system to handle blight and abandoned properties.
Coordinate information campaigns for all residents using all available
media.
10. Identity / Image
Maintain and enhance image and values of being verdant, family-friendly,
proud of their neighborhood, stable, single-family homes.
A few folks wanted to encourage diversity in age/economics/race.
Residents want to bring neighborhood back to pre-tornado conditions
and recreate sense of normalcy.
The following section is a compilation of comments received from
residents at the October visioning meeting. Duplicates have been omitted.
Breakout Session 1
A. What is your vision for the future of the neighborhood?
Re-green and restore neighborhoods; replant trees
Put green back in East Forest Park
Special attention to landscaping along street and water
Make Springfield family-friendly
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Single-family housing that is owner-occupied and well-maintained and
property values are restored
Reinstate City of Homes program
Recapture the feeling of stability and long-term homeownership
Safe and attractive neighborhood.
Enhance streetscape including trees, green space, sidewalks, etc.
Conduct a yearly meet our neighbor walk starting at a community
meeting area, and ending there with a huge picnic fiesta!
Working class families
Save buildings
We have Island Pond and Lake Massasoit as a resource
Activities for young including batting cages or skate park
No abandoned, boarded up properties
Houses are well taken care
Core values: pride of homeownership, strong work ethic, strong family/
moral ethics, beautiful place, neighborhood pride, stability
Cathedral and Dryden Schools are rebuilt and restored
B. What is the most important thing that this plan can accomplish for your
neighborhood?
Bring sense of pride to Springfield
Keep people here
Replacing dead trees, discounts on trees
Get Cathedral High School back up and running
Restore Lake Massasoit
Make us whole
Mostly owner occupied single family homes
Clean, well-kept neighborhood and properties
last good neighborhood in Springfield
Nathan Bill Park
Trees
Good neighbors and schools
Green spaces
Working people
Safe
Breakout Session 2
Rebuild schools
Restoring neighborhood as close as possible to how it was
Great natural resources (ponds, lakes, schools, local colleges, Nathan Bill
Park, Greenleaf)
Clean up damaged areas, especially waterways, bike paths,
Use youth to help
Replant trees
Install guard rail on Island Pond Rd to prevent cars from hitting houses
Abandoned house at Brianna St. and Tinkham Rd.
Houses in foreclosure
Needs to be safe again
Crooked power poles and old poles still in place;
Grind stumps, replant trees, fix broken sidewalks
If people are underinsured, they may abandon property
Elderly may be being scammed or taken advantage of
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Greenleaf Community Center
What do you like about the proposed vision and guiding principles?
Positive, includes everyone
Using schools as community centers
What is missing in the proposed vision and guiding principles?
Consider more types of social places where people young or old can
recreate, socialize not just restaurants and stores, keep the libraries,
community centers, indoor parks (without shops), etc.
From Bob McCollum handout: Put electric and phone lines underground.
This is more aesthetically pleasing, improves reliability, improves safety,
increases property values, avoids harsh tree pruning, and is more efficient.
Downside: its very expensive, can be disruptive to install, and can increase
time and cost for repairs. See Newton, Mass for an example.
Job creation
Underground utility lines
Consider utility lines with trees attractiveness and stress on trees with
above-ground utilities
Transportation
Opportunities to broaden input
Denser and more affordable housing models
Electronic voting
Do you support this vision?
I support this vision 58%
I generally support this vision, but have some concerns 37%
I do not support this vision 5%
Need funding and volunteers
Insurance hold-ups
Keep property values high
Maintain single family housing
Rebuild homes and ensure that insurance companies and builders can
work within a reasonable quote
Fix schools and passageways/sidewalks
Reforestation
C. What are some specific ideas, projects, or policies that could transform
opportunities into a reality on the ground?
Gym
Benches and swing sets for children,
Well lit and safe place for everyone
Sports
Rebuild Cathedral School
Apply for grants
Better sharing of information
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Do you believe this guiding principle is critical to achieve the communitys
vision?
GP 1. Restore and enhance the neighborhoods natural resources, including
trees, water bodies, open spaces, and wildlife, and recognize these resources
as amenities that enhance value, improve health, and provide recreational
opportunities.
GP 2. Promote the family-friendly character of the community through safe,
attractive neighborhoods, strong community organizations, quality schools,
and activities for all ages.
This principle is supportive, but not critical to the communitys vision.
16.2%
GP 3. Focus on schools, parks, and public facilities as community anchors that
are integrated into the neighborhood and coordinated to provide efficient,
effective services.
21.1%
GP 4. Improve mobility within and between neighborhoods through
efforts to reduce congestion, calm traffic, provide enhanced bicycle
and pedestrian infrastructure, explore trail opportunities, and enhance
streetscapes.
25.0%
This principle is not supportive of the communitys vision. 7.5
GP 5. Strengthen neighborhoods by rebuilding, repairing, and maintaining
well-designed homes that are efficient, durable, and comfortable.
23.7%
Review Potential Initiatives
What do you like about the potential initiatives?
Schools, community facilities, natural resources are important
Trails
Aging neighborhood more senior services including park programming
Community schools
What is missing in the potential initiatives? Are there other initiatives that
would better support the vision and guiding principles?
Potential conflict with sidewalks and traffic improvements
Neighborhood streets have sidewalks and pedestrian safety
Emphasis on bikes
Need something to walk to stores, etc.
PVTA system used to connect neighborhoods- now it all goes to CBD hub
longer commutes, no longer connects neighborhoods so people dont
visit other areas anymore
Non-segregated PVTA system
Feel more connected to other neighborhoods and part of them
Stress physically connecting different neighborhoods through walking and
bike paths
Add improved radio and local TV communications regarding travel way
closures and alternate routes at times of major storms/disasters and up-to-
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Integrate jobs into city-wide vision and initiatives
Powerlines and electricity
Underground power lines
City-wide: overhead wires underground to prevent power outages
Integrity of neighborhoods
Positive perceptions
Informed about opportunity to provide input
Communication between agencies
Take advantage of past mistakes
Correct mistakes re reforestation
We must change mindset
Improve communication between neighborhoods re programs, activities,
and resources
Celebrate diversity
Provide equitable distribution of financial resources
Make sure residents adjacent to city-owned property which has been
affected by tornado, know what is being planning with that property, i.e.
Park and Rec property on Woodland Rd and Paper St. off S. Branch Pkwy.
Protect use of residential properties for other than investment and off-
campus houses
Better place for next generation
New housing models
Better management of off-campus housing including licensing and
registration of each housing unit, limiting number of off-campus licenses,
tax these properties differently
5 code enforcement
Sustained emphasis on code enforcement
Are there specific locations, organizations, programs, partners, or resources
that are important to make these initiatives successful?
the-minute storm system direction
Emergency preparedness and plan and response radio stations should
report news for residents
Emphasize safety
Emergency plan for city
Disaster learning system
Some areas far from services, access to local services
Senior services
Maintain and trim trees to make more safe before do replanting
Community gardens
3 - Lake front focus for new activities
Dog park in Nathan Bill Park
Concern about abandoned property community policing, neighborhood
watch, fixing up damaged homes as specific ideas
Add pool and YMCA
Smaller neighborhoods mini-parks
Springfield College Western New England University
How does Cathedral, Dryden plan?
Family-friendly schools as community centers
Develop city council committee to address concerns of neighbors abutting
three colleges
Property with university park
WNEU support community with financial contribution
4- Where does next generation live- young families that cant afford
suburban lot; A reason for young people to stay beyond Baystate and
MassMutual
Jobs
Jobs Camp Wilder and conservation corps, pond cleanup
Get youth involved in debris cleanup - Apply for grants to pay them
Start a youth program which will assist the city in restoration (a pd
program) instead of just using businesses out of the city or state
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Add Woodland Rd for reforestation
Traffic calming on Island Pond Rd.
Opening Watershops more to community
Arbor Allies contact Mike Tully with City
Keep Springfield Beautiful, contact Frances Gallighan or Mike Hess with
City
Campus Neighbors organization to discuss problems of living close to
colleges
Use the beans in the cup to prioritize which initiatives you believe are the most
important. (Each participant was given 20 beans to vote on 12 initiatives)
Reforestation 57 beans
Restoration of water bodies 40 beans
Youth and senior activities 52 beans
Neighborhood Safety Improvements 38 beans
Enhanced use of parks and greenspace 48 beans
New permanent library 30 beans
Traffic calming and improved traffic flow 34 beans
Sidewalks, bikeways and pedestrian infrastructure 55 beans
Interconnected trail and greenway system 33 beans
Green homes program 8 beans
Abandoned and blighted property program 59 beans
December 13th, 2011 Community Meeting
Greenleaf Community Center
MAJOR MOVE: Connect Communities
INITIATIVE: Youth and Senior Activities
WHAT SHOULD THIS INITIATIVE ACCOMPLISH?
Bass pond an ecos program and redo of woods there for misplaced
animals
Plumtree Road across from the golf course
Wooden fences with activities and shrubs side to street for safety and
looks
South Branch walk and bike way with seating and shrubbery planted
Nathan Bill Park new parking-lot and remove basketball courts and pot in
cent of parking so as not to bother neighbors
Forest Park could also use basketball courts to keep kids off streets
Keeping in mind the visual for residents
Will go a long way for neighborhood comfort and interaction
MAJOR MOVE: Impact of Schools and Community Facilities
INITIATIVE: Branch Library in Dryden Memorial School
Expanded facility current location is very overcrowded
Maintain excellent Parking
Shared spaces for programming and community meetings
Key community space
There were two attempts to be located in Frederick Harris and school
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impact areas.
Must have oversight on public school process to make sure it will work
Traffic, traffic lights possible at both ends of Surrey Road, or at least one at
Island Pond & Surrey Road
MAJOR MOVE: Rebuild Homes to Strengthen Neighborhoods
INITIATIVE: Aggressive Maintenance and Repair Assistance
End code enforcement demolition programs, except where alternatives
are considered and are unfeasible
Begin use of available resources to actually restore and replace damaged
housing
Preparedness
Network of volunteers
Shelter resources
Potentially within neighborhoods
General comm.. / C.B. / private radio
Help people / neighborhoods keep their original architectural character
Monitor new home construction and design so that it meets the style and
character of the neighborhood
Keep home owners in their homes or back into their homes as quick as
possible
Emply residents of the city to fix the city
Create a construction company for rehab and rebuild the homes / houses
The money is here, $3.5 millions or is it!
Better assistance with building and informational matters dealing with
permits and codes
Penalize insurance companies instead of taking homeowners to court
Need to establish help with codes
Assist homeowners who need help (financially) to repair their homes
committee stopped it. Decision is up to Superintendent and Principal
Need to analyze traffic impact and get community input.
Parking at school if library branch goes into the school traffic survey
MAJOR MOVE: Impact of Schools and Community Facilities
INITIATIVE: Quality Schools as Community Anchors
Managing traffic for trucks when doing work
Students and teachers in design process
Street designer to width the roads if library is put in (Access)
Model facility for future school / community use development
Students and community need to be involved in this process
Schools need to serve community before and after school
Would be nice to know whats going with Cathedral
Should set the standard for schools throughout the city. We want schools
to be the best 21st century learning environments.
Went schools are under design, traffic studies need to be a top priority
Community representation needs to be a part of the board so that the
neighborhood has some say in the entire process
Students and faculty of the school should also be involved
Using school as the basis of a multipurpose community facility
School, branch library, senior center, community center with athletic /
faculty and classroom facilities, etc.
Leverages investment dollars, public transportation, inter-generational
opportunities
Solutions need to be divided community-wide and not just within
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Help homeowners negotiate with insurance companies take legal action
against insurance companies
Bring back C.D.B.G. rehab
Use available $3.2 million in grant funds to repair homes
Use training funds to train unemployed people to restore homes
Implement / re-establish neighborhood councils
Create employment opportunities for unemployed construction / design
personnel
Train members in community on building trades, educating the youth
Have opportunities for employment
Due apprenticeship union trade along with city employees to rebuild city
properties and private
The city is well aware of all tornado victims. Each homeowner should
be interviewed and their needs assessed. Low interest loans and grants
should be offered. These people need help, not threats
People who refuse access to city officials to demolish houses may have
good reason
Many people affected by the tornado have moved out and are not
involved in the process
Keep the community the community
Stop Urban Renewal
Encourage community / street events
Organize to neighborhoods bring to city leaders, gov officials and Rich
Neal, local gov
MAJOR MOVE: Rebuild Homes to Strengthen Neighborhoods
INITIATIVE: Quality Homes
Bring builder and properties together
Building and rebuilding of quality homes that fit the neighborhood
Better than basic home construction / design
Keep authentic architectural designs in homes and create similar attributes
in new homes
Make people aware of value of existing homes
Use tornado-repair situations to create AW incentive for energy efficient
product providers to become more sensitive to historic and older homes
Wave permit fees
Provide knowledgeable employees who are there to help and available
Stop taking displaced homeowners to court for abandoning their homes
when they cant move back into their homes until insurance claims are paid
Have city help negotiate with insurance companies on behalf of
homeowners like they said they would do at the beginning of this process
Have city employees show up to these meetings
Provide education and materials about what you need to do to rebuild or
repair dont make us seek it out
In general, dont penalize or chastise innocent people who suffered
through this disaster
Provide specific guidelines and instructions to property owners on how to
obtain building permits
Waive building permit fees
Have staff on duty on Tapley St. at all times
Would have liked to see inspectors from the building departments at
some of these meetings
Incentives for efficient repairs and upgrades
Organize the people use the funds thats available, FEMA, MEMA, bring
all resources together
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Parkway with better view of pond.
Eliminate 70% of the fences?/fenestrations, between all city ponds and
lakes and the passing streets.
Parking for cars could become available and older folks would be less
intimidated by the privacy of the pond or lake.
Clean up debris and stumps (i.e. wooded are on right side of Acrebrook
Rd behind the houses and around the corner on Parker St.)
Cleaning of tree stumps on S. Branch Parkway by park replant with
shrubs, flower beds, include bike path / walking path, picnic tables,
benches. Possible small boat ramp, kayak / row (boating and swimming
existed in early years 1940s / 50s.
Improve recreational equipment, play, basketball, repave and mark
parking lot
SB Pkway didnt know it was walkway and park benches
Bass Pond plant and clean pond, on Pack side, classes, ewes? program
learning, barrier on Plumtree with growing responsible; house lights
across the pond, Murray Park, wildlife,
Focus on smaller areas?
Enhance, dont hide it. Enhanced parks, picnic areas
Springfield - Arbor Allies
Putting forest in
Cleanup
Community service
Where trees planted? FEMA disease resistant
Community
Southern churches crew
Baptist
Habitat
Nathan Bill
Community facility
Enlarge parking lot
Create building incentives for restoration projects
Put neighborhoods to work building / re-building neighborhoods
Use stretch code and incentives for energy and historic preservation
120 Dairyfield/Derryfield Rd multiple parcels are not in damaged
housing GIS data
Keep the work in Springfield, also the workers
Keep Springfield The City of Homes
Every existing home we save preserves the environment
MAJOR MOVE: Reforestation and Enhance Natural Resources
INITIATIVE: Enhanced Use of Parks, Green Spaces and Water Bodies/
Reforestation
Community garden like rose garden in Forest Park and in sunny areas of
other parks.
Clear trees along S Branch Pkwy between street and pond
Dredge Bass Pond and clear trees to produce view from street
Encourage Charles River-like small boating on large ponds, recreation/
kayaking facility at old Toad Hall house site.
View of Parket from Plumtree is nice but guard cars from golf balls at
Veterans Golf. also chemical fertilizer at golf course in excess
First clean up tree debris then ask if more trees are worth the risk, or is new
view preferable.
Clean up Murray park then reforest area bring back wildlife.
Reforest Watershops area, access to waterfront
Bike trail from Watershops Pond to Sixteen Acres up to Plumtree/
Wilbraham Rd
A Swiss-style park lodge or a lodge/restaurant along South Branch
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Skate park dangerous
Basketball court in center
Clean up the park property along So Branch Pkwy at end of Woodcrest,
Acrebrook, Westbrook, etc.
Southern Baptist volunteers are interested in help out provided food and
shelter near work site.
A neighborhood group may evolve and the city should encourage this
contribution
Private groups volunteers work with city to get grants
Clear out fallen trees in Murray Park and other ravines
Reforest Camp Wilder use as nature center programs for all, especially
children
Library for EFP @ Memorial school parking in rear. This would save the
city expensive rental space on Island Pd shopping center and would be
more accessible for residents and safer for children and teens because of
side walk. Opportunity for residents, especially seniors to volunteer. Our
library is one of the busiest in the city it is an appreciated gem to the
community
Land for sale on Plumtree
Across pond and .. circle
Community gardens off Plumtree
City needs to do work
Not exclusive why to access
Committee, college, assistance
Traffic on Surrey Road
Impact of library
Relocated to?
Community on board for redesign
Expanded parking
Create shade that does not obstruct views
It is demoralizing to have to look at tornado damage every day.
Safety, multi-generation use
Encourage volunteers of all ages for gardening, cleanup, whatever is
needed
MAJOR MOVE: Connect Communities
INITIATIVE: Communication and Collaboration
Council of Churches could identify network of churches in emergency to
use as shelter
Develop outreach campaign for home emergency preparedness and hand
out first aid kits
Create network of local volunteers trained in medical/disaster/recovery
work
Citywide wifi
Add a phone number to give feedback in addition to online
Elected officials have regularly scheduled meetings with the public (not
same as public meeting). Atlanta Mayor meet weekly with constituents
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City of Springfield
100 Day Tornado Recovery Update. September 9, 2011 Provides an
overview of the damage caused by tornado to housing, parks, public
facilities, and businesses and the progress made in repairing and
rebuilding these structures within the 100 days after the tornado.
for The City of Springfield, Massachusetts by Dietz & Company Architects,
Inc. A visual guide to residential design based on neighborhood form
and the architectural style of the house.
Fiscal Year 2012 Adopted Budget A detailed description of the
approved 2012 budget for the City.
June 1, 2011 Tornado Response. Springfield Health and Human Services
A presentation by HHS Director, Helen Caulton-Harris that outlines the
timeline of events after the tornado and the lessons learned from the
tornado response and recovery.
Tornado Damage: Impact on Small Businesses & Available Incentives.
August 16, 2011 A presentation that quantifies the damage to businesses
caused by the tornado and outlines the available financing programs and
tax incentives for small business owners.
of the damage to housing, parks, public facilities, and businesses caused
by tornado.
Springfield Educational Corridor Vision Plan. Prepared by Goody Clancy,
Dietz & Company, and W-ZHA. July 2008 Based on stakeholder and
community engagement this plan develops a new vision and plan for
the area along Wilbraham Avenue between Springfield College and
Wilbraham Road.
Steps. Prepared by Goody Clancy and W-ZHA. August 2011 An update
to the 2008 vision plan providing a status report and short term action plan
for key stakeholders.
State Street Corridor Redevelopment Program. Prepared for The
State Street Alliance. W-ZHA, Zimmerman/Volk, Goody Clancy,
Dietz & Company. July 2008 The report sets forth a framework and
redevelopment projects for the revitalization of the State Street corridor.
East Forest Park neighborhood plan. Prepared by Springfield
Planning Department. March 1997 - Presents an analysis of the history,
historic assets, demographics, and existing conditions and puts forth
recommendations and a short-term action plan for the East Forest Park
neighborhood.
Maple High Six Corners Community Vision (Listening Tour). Maple
High- Six Corners Neighborhood Council. August 2011 Outlines the
strength, challenges, goals and vision for the Maple High- Six Corners
neighborhood.
Old Hill Neighborhood Master Plan Summary Report. Prepared for
Partnership for the Renewal of Old Hill, Old Hill Neighborhood Council,
City of Springfield, Urban League of Springfield, Springfield College
by The Cecil Group with Tai Soo Kim Partners. April 2004 - Outlines an
analysis of current conditions, challenges faced by the neighborhood, and
key issues and puts forth recommendations for the Old Hill neighborhood.
Six Corners neighborhood plan. Prepared by Springfield Planning
Department. March 1995 Presents an analysis of the history,
recommendations and a short-term action plan for the Six Corners
neighborhood.
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Department. December 1997 - Presents an analysis of the history,
recommendations and a short-term action plan for the Sixteen Acres
neighborhood.
Small Business Toolbox. Revised: October 3, 2010 A description of the
programs and services provided by the City that can be used to help
owners improve and grow their business.
Upper Hill neighborhood plan. Prepared by Springfield Planning
Department. February 1996 - Presents an analysis of the history,
recommendations and a short-term action plan for the Upper Hill
neighborhood.
Zoning Ordinance (Draft). October 2011. http://www.springfield-ma.gov/
planning/fileadmin/Planning_files/Final_Draft_10_27_11.pdf The Citys
zoning ordinance includes proposed revisions through October 27, 2011.
Federal Reserve Bank of Boston
Greater Springfield Employment Challenges: Findings of Employer Survey
and Interviews, November 2009 - Presents the findings from in-depth
interviews and a survey of employers in the Greater Springfield area on
employment opportunities for entry-level workers with limited skills and
barriers that Springfields low-income residents face in accessing these
jobs.
Housing Policy and Poverty in Springfield. February 2011 - Considers
whether housing policies may have contributed to the concentration of
poverty in downtown Springfield by reviewing federal housing policy, with
a focus on Springfield.
Jobs in Springfield, Massachusetts: Understanding and Remedying
the Causes of Low Resident Employment Rates. February 8, 2010 -
Explores the causes of and potential remedies for the citys low resident
employment rates by analyzing the availability of jobs across Springfields
various neighborhoods and in nearby towns and cities and identifies policy
priorities to increase employment.
Small Businesses in Springfield, Massachusetts: A Look at Latino
Entrepreneurship. March 2011 Analyzes the self-employment and
minority business ownership rates, compares Springfield with other
similar cities in New England, and presents important characteristics and
challenges of Latino businesses in Springfield.
Reinvigorating Springfields Economy: Lessons from Resurgent Cities.
August 2009 - Analyzes the economic development approaches of other
midsized manufacturingoriented cities during the past half century.
Toward a More Prosperous Springfield: A look at the barriers to
employment from the perspective of residents and supporting
organizations. June 2010 - Highlights the perspectives of residents and
community-based organizations on why so few residents of Springfields
downtown neighborhoods are employed and looks at the some of
the resources available to residents to help them address barriers to
employment.
Towards a More Prosperous Springfield, Massachusetts: Project
Introduction and Motivation. August 2009 Provides a brief overview
of the economic changes that have taken place in Springfield and an
introduction of the Banks new project that will support ongoing efforts to
revitalize the Springfield.
Towards a More Prosperous Springfield, MA: What Jobs Exist for People
without a College Education? August 2009 - Analyzes projections of
Massachusetts employment opportunities by occupation to address
concerns about a shortage of jobs for those who lack a college education.
MassINC and the UMass Dartmouth Urban Initiative. Building for the Future:
Foundations for a Springfield Comprehensive Growth Strategy. June 2009
Assists the City of Springfield with a long-term growth strategy by identifying
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the type of industries that can generate growth; strategies to attract, retain,
and build those industries; and strategies to ensure that economic growth is
inclusive of all residents.
The Pioneer Valley Planning Commission.
The Regions Comprehensive Economic Development Strategy (CEDS) -
2011 Annual CEDS Report. August 2011 Provides the regions leadership
a current picture of the status of the regions economy and an update on
the Plan for Progress economic strategies.
A Demographic and Economic Analysis of the City of Springfield.
September 2006 - Provides a detailed picture and a baseline data report
of the current demographic, social, and economic condition of the City of
Springfield.
Teatro V!Da Youth Ensemble in Collaboration With Magdalena Gmez. Our
Vision for a Creative Springfield. November 2011 A report by a youth-led
project to identify their vision for rebuilding Springfield.
University of Massachusetts, Amherst
Verel, Amy C., Reclaiming the Miracle Mile: A Greenway Park Design &
Land Use Strategy for Springfields Lower Mill River (2010). Landscape
Architecture & Regional Planning Masters Projects. http://scholarworks.
umass.edu/larp_ms_projects/8 - Provides an analysis of the lower Mill River
area and puts forth a design concept for a recreation trail along the river.
Creating Livable Neighborhoods in Old Hill and Six Corners. Department
of Landscape Architecture & Regional Planning Urban Design Studio
- Spring 2011. June, 2011 Analyzes neighborhood conditions and puts
forth physical design recommendations to improve livability of residents in
Old Hill and Six Corners neighborhoods.
Neighborhoods, Springfield, Massachusetts, with a concentration on
Central Street, Hancock Street, and Walnut Street - Recommendations
Report. Department of Landscape Architecture and Regional Planning.
December 2010 A report on the revitalization program produced in
collaboration with the City of Springfield, Office of Planning and Economic
Development, the UMass Center for Economic Development, the UMass-
Amherst Design Center, the S.R. Williams Resource and Community
Development Initiative and other neighborhood institutions and groups.
Neighborhoods, Springfield, Massachusetts, with a concentration on
Central Street, Hancock Street, and Walnut Street - Technical Report.
Department of Landscape Architecture and Regional Planning.
December 2010 - A report on the revitalization program produced in
collaboration with the City of Springfield, Office of Planning and Economic
Development, the UMass Center for Economic Development, the UMass-
Amherst Design Center, the S.R. Williams Resource and Community
Development Initiative and other neighborhood institutions and groups.
Designing the Arc of Recreation: The Railroad Trail from Armory Street to
State Street - A Vision for The McKnight Urban Community. Department
of Landscape Architecture and Regional Planning, Senior Urban Design
Studio. Fall 2008 The final report of the senior urban design studio
project to develop a design for a recreation trail that serves the Mason
Square neighborhoods.
University of Massachusetts - Donahue Institute. City of Springfield Economic
Assessment Project. Prepared for the City of Springfield- Office of Planning
and Economic Development. January 2008 - Assesses the economic needs
in Springfields low and moderate income neighborhoods, current strategies
to address those needs, and reviews best practices from comparable
municipalities for providing economic development services.
Urban Land Institute. Springfield Massachusetts: Strategies for a Sustainable
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The following organizations are identified as partners and stakeholders
throughout the District 2 and District plan.
Affiliated Chambers of Commerce of Greater Springfield - Business
association representing the East of the River 5 Town Chamber (East
Longmeadow, Hampden, Longmeadow, Ludlow, and Wilbraham), the
city of Springfield, the Professional Womens Chamber and nearly 1,200
businesses.
American Institute of Architects (AIA) Western Mass Chapter The local
chapter of the national AIA, the professional membership association for
architects.
Baystate Health Major provider of health-related facilities and care.
Behavioral Health Network Non-profit community behavioral health
service agency.
Boys & Girls Club National youth development organization.
Catholic Charities Religious organization that works with individuals,
families, parishes and communities to help them meet their needs.
Center for Ecological Technology Nonprofit organization whose mission
is to research, develop, demonstrate and promote those technologies
which have the least disruptive impact on the natural ecology of the
Earth.
Citizen Police Academy - A ten week program that trains Springfield
citizens on how police officers perform their duties and how the
department serves the community.
Concerned Citizens for Masons Square A local organization created to
manage the Mason Square Farmers Market.
Devel op Spri ngfi el d Local nonprofi t corporati on advanci ng
redevelopment projects and leading implementation of the Rebuild
Springfield plan.
Dunbar Community & Family Center Community Center managed by
the YMCA of Greater Springfield.
Episcopal Diocese of Western Massachusetts - A community of more
than sixty congregations serving the 1.6 million people in Western
Massachusetts.
Food Access Group of the Springfield Food Policy Council A
subcommittee of the Springfield Food Policy Council focusing exclusively
on increasing residents access to healthy food.
Food Bank of Western Massachusetts Nonprofit organization working to
reduce hunger and food insecurity in Berkshire, Franklin, Hampden, and
Hampshire Counties.
Forest Park Civic Association The neighborhood council of Forest Park
neighborhood.
FutureWorks A one stop career centers providing a range of services &
resources to job seekers and employers in Hampden County.
Gardening the Community A youth-led food justice organization
engaged in urban agriculture, sustainable living, and organizing for
healthy and equitable communities.
Greater Springfield Habitat for Humanity Nonprofit organization
dedicated to providing homeownership opportunities to low-income
families.
HAP Housing Nonprofit developer of affordable housing that also
provides housing assistance to tenants, homebuyers, homeowners and
rental property owners and works in urban neighborhood revitalization.
Home City Housing - Multi-service housing organization that develops,
owns and manages multi-family rental properties in the Greater
Springfield.
Keep Springfield Beautiful A nonprofit organization promoting litter and
graffiti prevention, recycling, conservation, and beautification.
Live Well Springfield - An umbrella group of organizations focused on
improving healthy eating and increasing physical activity of Springfields
residents.
Maple High-Six Corners Neighborhood Council The neighborhood
Partnership / Stakeholder Organizations
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council for the Maple High-Six Corner neighborhood.
Martin Luther King Family Services An organization providing holistic
education, health and human services, and personal development services
for individuals and families.
Mason Square Food Justice Initiative Local, grassroots organization
working to bring healthy food options to the Mason Square area.
Mason Square Health Task Force - Community group working to eliminate
racial health disparities in Mason Square.
Massachusetts Audubon Society Nonprofit affiliated with the national
Audubon Society working to protect the nature of Massachusetts for
people and wildlife.
Massachusetts Career Development Institute A facility and organization
focused on workforce training and education that also provides certain
social services, housing, and youth development programs.
Massachusetts Historical Commission The office of the State Historic
Preservation Officer and the office of the State Archaeologist to identify,
evaluate, and protect important historical and archaeological assets of the
Commonwealth.
Massachusetts Latino Chamber of Commerce - To develop, promote and
protect Latino businesses and communities in Massachusetts.
Massachusetts Office of Business Development The state office
committed to helping companies create and retain jobs, as well as
promote private investment in our state.
Mayors City-Wide Violence Prevention Task Force - A coalition of stake
holders focused on developing solutions, interventions and prevention
strategies to reduce violence in Springfield.
National Clearinghouse for Educational Facilities - A program of the
National Institute of Building Sciences, a non-governmental, non-profit
organization authorized by Congress to serve as an authoritative source of
innovative solutions for the built environment.
National Trust for Historic Preservation A national organization providing
leadership, education, advocacy, and resources to save Americas diverse
historic places and revitalize communities.
New England Black Chamber of Commerce Nonprofit organization
dedicated to economically empowering and sustaining the African
American communities through entrepreneurship and collaborative
activities within New England.
Old Hill Neighborhood Council The neighborhood council for the Old
Hill neighborhood.
Partners for a Healthier Community - Nonprofit organization building a
healthier Springfield through civic leadership, collaborative partnerships,
and advocacy.
Pioneer Valley Planning Commission (PVPC) - The designated regional
planning body for the Pioneer Valley region, which encompasses 43 cities
and towns in the Hampden and Hampshire county areas.
Preservation Massachusetts - The statewide non-profit historic
preservation organization dedicated to preserving the Commonwealths
historic and cultural heritage.
Rebuilding Together Springfield - Non-profit organization bringing
volunteers to low-income homeowners to assist in home repair and
maintenance.
Red Cross - Humanitarian organization that provides relief to victims
of disasters and help people prevent, prepare for, and respond to
emergencies.
Regional Employment Board - The regions primary planner of workforce
development issues that was established by Federal and State legislation
to build better workforce public policies.
River Valley Investors - A group of entrepreneurs and executives dedicated
to helping each other find, evaluate, and profitably invest in companies
with significant growth potential.
ROCA A nonprofit organization helping disengaged and disenfranchised
young people move out of violence and poverty.
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Salvation Army - An evangelical part of the universal Christian church
providing humanitarian and social services to individuals and families.
Scibelli Enterprise Center - Home to the Springfield Incubator providing
guidance, education, and support to startup businesses.
Springfield Arbor Allies An organization committed to the health and
enhancement of the urban forests in Springfield.
Springfield Business Incubator A program and center providing
comprehensive support services and a professional office environment for
new business initiatives.
Springfield Christian Ministries Tornado Relief - Multi-church outreach
relief effort to help rebuild the city of Springfield and care for the victims of
the June 1, 2011 tornado.
Springfield Community Together Long Term Recovery Group - A group
of professional and community organizations (faith-based, volunteer,
charitable, municipal and civic) partnering to provide for the unmet needs
of residents who live in Springfield.
Springfield Food Policy Council Public private partnership that oversees
the coordination of public and private efforts to improve access to
nutritious, affordable, fresh, and safe foods for all residents of Springfield.
Springfield Historical Commission The city commission leading historic
preservation and promotion of Springfields historic assets.
Springfield Housing Authority Massachusetts third largest housing
authority that provides affordable housing to Springfield residents.
Springfield Neighborhood Housing Services Non-profit corporation that
transforms families and revitalizes communities through homeownership
devel opment, recycl i ng of bl i ghted properti es and resi dent
empowerment.
Springfield Parks Commission A mayor appointed five-member Board
that makes recommendations to the Parks & Recreation Department.
Springfield Partners for Community Action - The federally designated
Community Action Agency (CAA) providing services and advocacy to
alleviate the conditions of poverty for area residents.
Springfield Preservation Trust The non-profit, non-governmental
organization dedicated to historic preservation in Springfield,
Massachusetts.
Springfield Redevelopment Authority Quasi-governmental agency
responsible for urban renewal and revitalizations projects throughout the
city.
Springfield Youth Network An initiative to engage the young people of
Springfield.
State Street Alliance A coalition of over 50 private and public entities
dedicated to the redevelopment of State Street.
The 50 for 50 Green Schools Caucus Initiative An initiative of the U.S.
Green Building Council that provides research and guidance to create
sustainable learning environments.
The Citys Public Health Council - The 15-member advisory council to the
Mayor on health matters.
U.S. Department of Education Green Ribbon Schools program - The first
comprehensive federal policy for schools related to environment, health
and education.
U.S. Green Building Council - Non-profit organization committed to a
prosperous and sustainable future for our nation through cost-efficient and
energy-saving green buildings.
U.S. Green Building Council The Center for Green Schools - An initiative
of the U.S. Green Building Council that provides research and guidance to
create sustainable learning environments.
United Way of Pioneer Valley Nonprofit organization that mobilizes
people and resources to strengthen in the areas of education, income,
health, and basic and emergency needs.
Upper Hill Residents Council The neighborhood council for the Upper
Hill neighborhood.
Valley Venture Mentors Nonprofit organization helping entrepreneurs
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find and earn the social capital vital for success.
Western Mass Regional Small Business Development Center An
organization that provides high-quality, in-depth advising, training, and
capital access for small businesses
Western Massachusetts Development Collaborative (WMDC) - A
private, non-profit development corporation, who provides business
development assistance to small business in the trades industry in western
Massachusetts.
Western Massachusetts SCORE - The local chapter of the nations
largest nonprofit volunteer business counseling service that provides
free, confidential counseling to small business entrepreneurs throughout
Hampden, Hampshire, Franklin, and Berkshire counties.
YMCA of Greater Springfield Nonprofit community service organization
that provides quality programs that promote lifelong personal growth and
the balanced development of spirit, mind and body for all.
YouthBuild Springfield Nonprofit that supports unemployed and
undereducated young people in working toward their GED or high school
diploma while learning construction skills by building affordable housing
for homeless and low-income people.
`
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Appendix |
Mindmixer Comments
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Rebuild Springfield Town Hall Website Results
Springfeld Vision
Idea Title Create Medical and Student Quarters

Idea Detail Springfeld is lucky in that its a very well-planned city (excepting interstate 91, which severs the city from the riverfront -- but thats
relatively recent Springfeld history, and correctable.) Springfeld is one of the only cities where ive observed multiple hospitals &
and multiple colleges grouped together, separated by less than a mile! Thats the fortune of history smiling upon our city, and also
a great advantage in Springfelds city planning which cities of great distances - like los Angeles, or Houston, or dallas - would pray
for, and perhaps attempt to build after the fact, (e.g. las Vegas built a city center.) Yet despite our citys great advantage in being
well-spaced, it has yet to fully capitalize on it by unifying a Medical Quarter or a Student Quarter.

Why create such districts, which some might see as arbitrary within previously defned boundaries?

These quarters will help to defne Springfeld in the minds of those inside and outside the city, to suburbanites and to those who
may come to visit, as well as those who may just come to visit virtually. The words Medical Quarter and Student Quarter will
inform all people that Springfeld is a city that has a great civilizing infuence on its residents -- as all great cities do, id argue. The
words medical and student identify Springfeld as a place of learning and innovation -- and if i know one thing its that like
attracts like.

To accomplish this goal, perhaps our city could use planning devices like greenspace, or street signs, to seemingly shorten the
distances between these already close institutions, with the intention of making these districts feel like cities within a city.

in my opinion, this will only add to the already great diversity of Springfeld, likely catalyze vitality in these areas, and improve the
reputation of Springfeld from within, and to those near and far. its a win-win-win. - Justin Marsh
Idea Author Justin M
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Comment 1 The Student quarter idea is a good one in general. it would be good for the colleges that call Springfeld home, and for the City as a whole.

it should probably be implemented in the State Street corridor from the Quadrangle to Mass Mutual. developers in this area could be encouraged
to include student housing as well as compatible small-unit housing in development plans, and frst foor spaces should be reserved for compatible
businesses that serve the adjacent neighborhoods as well, especially unique and non-chain businesses catering to students and educated
populations. in addition to eateries there should be multiple bookstores, one or more movie houses, and shops selling locally-produced products.
Other spaces that cannot support appropriate businesses should be landscaped in a way compatible with the new boulevard appearance of
State Street. This could be the realization of State Street as the monumental avenue Springfeld citizens began building toward in the 19th Century.
| by dave g
Comment 2 As someone who has studied urban planning, ill add that im surprised this hasnt happened already. | by Joe l
Comment 3 great idea. This could improve the perception of Springfeld quickly.

A lot of the stuff being talked about in this section is inside baseball but this is big picture, thinking about how to improve the citys reputation
and bring businesses and students.

Youre right, i see no downside. great idea, Justin! | by Joe l

Idea Title Highland bike trail
Idea Detail i would like to see the old highland rail line made into a bike trail. Years ago there was talk of doing this when the line was abandoned. east
longmeadow followed through with it on their end and its a great resource for the town. Springfeld College would beneft from the trail starting
on campus using the old trestle and connecting to the rail trail in east longmeadow.
Idea Author Sean M
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Comment 1 Why do we need commercial attractions to have a bike/walk path? inner city neighborhoods residents need a safe place for children to ride their
bikes instead of in the street. people need a place to walk/excercise free of traffc concerns. Highland trail passes through McKnight, Old Hill,
Mason Square, Six Corners neighborhoods with high density populations, high poverty rates and little access to ways to excercise safely. Could be
extended down Mill river to riverfront park, extended through east forest park to e. longmeadow. | by linda b
Comment 2 Commercial attractions or any attractions at all are needed to make people want to come and use the facility. A facility no one uses will either not
ever be built, or, if built, will become neglected and dangerous. This is just common sense. This is what happened at the park between dwight and
Chestnut Street, etc., etc.. This needs to be acknowledged and planned for. Commercial uses per se are not required, but a high enough level of
activity to provide security is crucial. | by dave g
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Comment 3 We have to admit that bike trails are only a success where there are both strong traffc magnets along the trail and high population density. The
Highland division does not meet this standard at this point, since relatively few people at Springfeld College or at Mason Square want to access
union Station or anywhere else along the trail, and that fraction of the few people who would go that way are not enough of a constituency to
support proper maintenance of a bike trail.

if concentrated commercial or other attractions could be built, it might be justifable to have a bike trail by itself or in conjunction with a light ail line
on the r.r. right-of-way.

The key is generating enough activity at points along the way to justify the investment, which is called transit-oriented-development, and is a part
of Smart growth, which is something we need more of, instead of all the money going to build more malls and sprawl. | by dave g
Comment 4 i like the idea of connecting it to the riverfront . There are a lot of possibilities. if you look at it in google maps you can see parts of the old line
crossing over State Street behind the old Winchester Square fire Station. i believe the new playground behind rebecca Johnson will eventually
connect to State Street this way. if you continue to follow the line it stretches along Oak grove Cemetary and through Hill McKnight. | by Sean M
Comment 5 Yes! i would like to expand it a bit, though. When it reaaches Springfeld College maybe it could take a turn along Watershop pond and continue
along the Mill river all the way to the Conn. river and connect with the bike/walk trail there. | by linda b
Comment 6 excellent idea. Would have to look into whether the development at old dimaond Match property and around goodwill has impacted access,
which is always tough with railroad property, and is probably part of the reason it has not been successful to date. | by joanne p
Idea Title green to the core

Idea Detail We have an opportunity to create a truly green plan for Springfeld which anticipates the need to adapt to changing conditions. We can look at
every aspect of current Springfeld policies to make sure they promote sustainability, energy conservation and reducing our citys carbon footprint.
And we need a climate change plan such as cities across the country and most recently boston have begun to develop. for some of us, at least,
the weather challenges of the last year have underscored that necessity.

Just SOMe of what we can be/should be doing:

We have many trees to replant. Can we plant species that can handle the increasing temperature?
Can we increase green space?
Whats the best way to incentivize solar panels and green roofs to reduce the citys core temperature?
How do we continue to promote weatherization in rebuilding?
Can we have a comprehensive plan for the Watershop ponds and other ponds and waterways?
Can we encourage community gardening, especially by leasing city-owned land to community organizations and neighborhood groups?

The environment of this city is not a stand-alone issue but is at the core of our residents health and happiness, thus the desirability of living here,
thus our economic growth.
Idea Author michaelann b
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Comment 1 Thats a great perspective. What amenities could the city provide in rebuilt neighborhoods that would be both green and attractive to
people? How about the rail trail which was talked about years ago? every other community is doing this, why shouldnt we? | by ralph S

Idea Title Cheap beautifcation
Idea Detail There are so many run down buildings in the metro area that are nothing more than an eye sore. What if we had a valley-wide art
contest in which we allowed artists from all over the pioneer valley come and pain murals on the sides of many of these vacant
buildings? We could then have a weekend long festival celebrating and judging the art work. This would bring people from all over
new england, maybe even investors who would see the newly beautifed buildings and desire to actually purchase one, restore
it completely, and start a small business or relocate their existing business for much cheaper rent/purchase price. Of course there
could be many other ideas that could help to simply clean up and beautify the mess, this is just one.
Idea Author Anthony W
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Comment 1 You read my mind (lol) | by Kathy T
Comment 2 i love this idea!! its cheap, and it will be effective -- public art gives people a special sense of place, and Springfeld will beneft from
it.

This idea deserves more support. | by Justin M

Idea Title City planner: beltway to improve Springfelds riverfront/roads
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Idea Detail A lot of the vision ideas here involve Springfelds riverfront. i earned my masters in city planning and recently moved to Springfeld. i
propose a study to see if a beltway or loop can be made to improve this areas traffc fow and also open up the riverfront.

We studied i-91 in graduate school. it is a well-known case and considered a textbook example of a road disabling three cities
geographical advantages.

in Springfelds case, right now, i-91 cuts off foot traffc to the riverfront and makes it an un-relaxing destination, with lots of truck
rumbling by.

Springfeld is not stuck with this road like a poster in another topic said. Also, it doesnt need to have a big dig to improve
access to the river. (boston needed one because its on the coast.)

Springfeld is not on the coast, obviously, so it has the option of creating beltways or loops. generally, these give city residents
better access to highways. Washington, d.C. is an example of a city with a beltway.

Another poster said this in another discussion and i agree. The elevated highway over the riverfront does not need to be a
permanent mistake.

As a planner, i support studying whether a beltway around Springfeld and maybe West Springfeld or Agawam is possible. To
correct this textbook problem would be a feather in Springfelds cap.
Idea Author Joe l
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Comment 1 i agree that i-91 should never have been built where it currently stands. However it is there and it is something we have to deal with.
does anyone really think that the city or the state for that matter will ever consider replacing the highway? it was cost far too much
money. As for rT 5, this is out of the question. Has anyone driven down riverdale rd lately? The traffc is awful. We need to start
thinking about some realistic goals. How can we open up river front park to make it more inviting ? i suggest we start with cutting
down some of the brush, trimming trees, better lighting , access to the entire riverfront . How about bringing the park rangers down
as well. look at how they turned forest park around. | by Sean M
Comment 2 i agree that the whole highway-moving-building thing is long-term, at best. We could start by bringing in the rangers, but there
need to be a reasonably high activity level to support natural security. They didnt turn forest park around by themselves.

As i said elsewhere it would be nice if we could go back to the original 1905 plan for a City beautiful Classic revival esplanade. A
lot of time and money was invested in that plan from 1900 to the 1930s, but it got diverted when i-91 came into the picture.

perhaps if we could get a couple of attractive offce towers, and build up a sort of boardwalk of small shops connecting them, an
connect that to downtown with an intensifed level of daytime population, this could work. | by dave g
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Comment 3 i dont see any harm in conducting a study about a loop.

i like that this idea is outside of the box and i agree with Joe l1 that Springfelds long-term quality of life goal should be to open-up
the riverfront. i-91 will need to be addressed. Any suggestion about i-91, i appreciate, b/c its the elephant in the room regarding
riverfront development.

i agree with Oliver Wendell Holmes who wrote, A river is more than an amenity; it is a treasure. Our citys wasting its treasure.

based on the posts that ive read of yours, you seem to be a big picture thinker and i believe that Springfeld needs more of those.

My thought about this particular idea is that it might be unnecessary construction if our cities -- if they can can cooperate -- could
just push for the completion of the original plan for i-91, the enlargement of uS 5 on West Side. That would free up the riverfront
too, and West Side seems better suited for this type of road. (granted, im not a planner.) | by Justin M
Comment 4 While there is no harm in conducting studies, sometimes they turn into bureaucratic agendas, and more highways cutting up
neighborhoods should not be allowed to become a part of our transportation planing agenda.

i agree that the answer is probably to move the road back to the west side of the river. This would economize on land consumed by
highways, reduce environmental impacts, And road maintenance resources over the long term. | by dave g
Comment 5 We should use the same defciencies in the current situation to build support for an improved but reduced highway system and
improved mass transit and bikeway systems, as well as focusing on developing Walking areas where jobs, housing, schools, etc. are
all in close proximity.

The construction of huge highway beltways and loops is very disruptive to urban communities and should be left in the past
with robert Moses and his friends who created suburban sprawl that is helping create global warming today. people trained in
regional planning should recognize that this region has not embraced Smart growth as it should have by now, and needs a greater
consciousness of the long term environmental impact of ongoing road-building and related sprawl as it plans for the future.
| by dave g

Idea Title Community Collaboration
Idea Detail in a revitalized Springfeld, nonproft entitiesincluding universities and charitable foundations (who currently pay no taxes on the
vast amount of real estate they own) must take active roles in fostering collaboration with neighborhood groups to promote a more
livable City.
Idea Author joanne p
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Comment 1 There should be a recognition that Springfeld institutions have collectively suppressed effective community participation over the past
several generations. This has been done both by systematically stealing ideas and programs from community people and by stigmatizing and
blackballing people with enterprise and initiative in the community. This has had the effect of training people not to participate.

in order for future programs to be successful community participation, both by younger people And by those people who have been stigmatized
in the past, should be institutionalized as a condition of funding and support from both the private sector and State and federal government
sectors.

This may be diffcult to imagine in the Springfeld context, but if we all stick together and insist that Springfeld, MA is actually part of the united
States of America, and should be operated according to the principles outlined by the founding fathers of the country, we should be just fne. | by
dave g

Idea Title development of riverfront/CT river
Idea Detail The Connecticut river, to many locals, is an eyesore. There are so many opportunities to develop the river and riverfront area. for instance, seeing
that the bball Hall of fame, Holiday inn, lA fitness and other popular restaurants are all along the river...why not create a tourist attraction by
offering boat rides, concerts, shows on the riverfront. That area could almost be similar to a boardwalk area. Shops and more restaurants would
be drawn to that area. it would also be attractive to tourists and professionals staying in the local hotels (Marriott, Sheraton & Holiday inn) as its in
walking distance, with multiple entrances alogn West Columbus Ave.
Idea Author natalya Z
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Comment 1 perhaps a better and more environmentally aware approach would be to consider relocation of i-91 part of a transit-intensive approach to
transportation planning, and combine it with development of a light rail system that would include development of the Highland div. line to east
longmeadow along with a revived South end to fort pleasant Ave. to Sumner Avenue Street-level trolley line that could support intensive street-
level commercial activity in the South end along Main Street or perhaps on a re-united Columbus Avenue that could pass by the basketball Hall of
fame, etc.. This could be built in the context of the kind of multi-level high-quality-housing-over-storefronts buildings that have been discussed at
the meetings in the South end. | by dave g
Comment 2 There are probably more than two ways to remove the i-91 viaduct, (which i believe should be the ultimate goal for our riverfront,) but the frst two
that come to my mind are these: the most practical, inexpensive, and i believe, benefcial way to both free Springfelds riverfront and improve its
highway access is to create a horseshoe shaped highway around the city (a loop as other cities call it,) and create exits for major thoroughfares,
linking back up with the existing portion of i-91 at i-291. The other option is to do what boston did with its road and put it underground. The frst
option is far easier and we have the room to do it.

remove the parking lots and grassy knolls that abut the i-91 viaduct (closer to downtown) and dig where the road could be placed.
| by Justin M
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Comment 3 The option to build a mini-128 was originally projected (in the 1950s, i think) and was not built because of local opposition. it would have involved
a grade-separated highway built parallel to Sumner Ave, taking out most of the forest park Heights neighborhood, the forest park Tennis Courts,
and Trinity Church and then connecting to another highway built where parker Street now is. This would have had the same kinds of impacts on
those areas that i-91 actually had on the north end, the South end, and liberty Heights, and was opposed for that reason. in fact the Springfeld
opposed imporvement of route 57 for many years because it was part of that old plan. Many people today would consider this the kind of Old
Highway builder-thinking that promotes urban sprawl, and is the opposite of what people today call Smart growth.

A better alternative might be to re-locate the i-91 traffc back onto the west side of the Connecticut river where rte 5 is. | by dave g
Comment 4 if i-91 was relocated to the West side of the river, this could potentially eliminate the ongoing expense of the two i-91 bridges, saving millions in
future maintenance, but would be expensive and have impacts in Connecticut, Agawam, and West Springfeld.

if it was done, however, there would be long-term savings, and downtown and the South end and north end neighborhoods could be re-united
with the riverfront.

further, as part of the process, some of the business displaced from Springfeld to West Springfeld in the 1950s could be brought back. it could be
a positive development. | by dave g
Comment 5 practically speaking, interstate 91 is what is prohibiting the development of Springfelds riverfront, and likewise preventing the city from unifying
with the Connecticut and Mill rivers. The history of i-91 in Springfeld is briefy told on Wikipedia-it was originally intended for West Side as an add-
on development to uS 5-in retrospect, that was a great idea; however, because Hartford was getting i-91, in 1958, Springfeld planners wanted i-91
too. i-91 was built quickly and left too little room on either side of the road for much development - the city was already jammed against it, and the
riverfront is a sliver of land. in other words, i-91 is preventing our city from developing the riverfront and maximizing our citys quality of life. i would
support any city planning studies to re-route i-91 away from the riverfront in a semi-circle, as many cities have done, or by putting it underground,
as boston has done with its version of i-91, which cut-off its waterfront. | by Justin M
Comment 6 Having an amphitheater would be a great way to get people down there and walking around more, it would also then make small business
investors more likely to build because the defnite foot traffc they would get. not to mention the great city events that could be held there, such as
a much better 4th of July celebration. | by Anthony W
Comment 7 development along the river could be great, however it should not be done instead of developing the South end or downtown. They need to be
done together, and be connected, though we are probably stuck with the i-91 viaduct.

it may be appropriate to integrate this idea with the idea about connecting forest park to the riverfront, since that is basically the same idea, given
the geography. | by dave g
Comment 8 The river is one of many of our best assets which needs to be part of our building blocks. We should build a riverfront that future generations of
Springfeld residents can be proud of. Other amenities that should be part of a future vision are the outstanding parks and waterways including
the watershops pond. it is tragic that we lost all those trees around the Watershops/lake Massasoit, but who new what great view of the water it
created? These are the types of things that need to be part of the planning discussion. What if we could interest Six flags to put a facility on this
side of the river to attract people off 91? perhaps a Ticket and Transportation Center with a monorail or steamboat option to get over to the
park, with a parking facility and perhaps some Six flags related stores/activities? | by edward p
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Comment 9 @ ed: its funny that you should mention a boat because earlier in the last century, there was a very popular boat that travelled from--if i
remember correctly--Springfelds forest park to what was then riverside park, and it was very popular. i think thats a great idea.

The difference between then and now is i-91. in those times, both Court Square and forest park extended to the riverfront, and the
riverfront park was long, wide, and beautiful. personally, i think that the answers to many of our current logistical problems regarding the
riverfront can be answered by diverting i-91 somehow; perhaps in a semi-circle around the city as many newer cities have done (loops) or
by eliminating the parking garages and digging to put the road underground.) | by Justin M

Idea Title More input
Idea Detail Hey everyone, i attended three of the meetings this week and videotaped as much as i could. unfortunately i missed the Six
Corners,upper Hill, Old Hill, forest park meeting on Wednesday. ive just placed all of the footage on a youtube channel at the link below.
perhaps some folks who couldnt attend will be able to catch up on whats evolved so far. please forward the link widely. Joe Oliverio, east
Springfeld.
Idea Author Joe O
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Comment 1 can they be shown on local cable? | by joanne p
Comment 2 local access is located on carew street behind the school. | by Kathy T

Idea Title riverfront Casino
Idea Detail im not a huge supporter of the casinos. However if we are going to get one, i would rather see it on the riverfront. When the city frst
started taking land for the Hall of fame by eminent domain the plan was to keep going south and knock down the fl roberts gas station.
This never happened. Why i dont know. now that the Old Jail is gone its a perfect opportunity to connect this propery to the bbHOf
property and fnish what the city started many years ago, developing the riverfront.
Idea Author Sean M
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Comment 1 i am a certifed city planner. in studying Springfeld-living here-i am convinced that its riverfront and i-91s design faws are the biggest
planning challenges. They could be longterm solutions.

im seconding this because a casino could open up riverfront space and ameliorate the negative repercussions of i-91s design faws.

no one wants another Atlantic City. The businesses of the entertainment Quarter should be kept in mind. A casino should be a
complementary component to Springfelds planning strengths. it would be best to study whether a casino would be better positioned near
Worthington Street or forest park. | by Joe l
Comment 2 The idea of a casino downtown is a good one, but it needs to be open so there is community beneft, not closed like Atlantic City and the
others. Then, only the casino operators proft, and the community pays all the prices.

The York Street site could be part of this. As ive said elsewhere i would like to see casino activity distributed from York Street down to
another site at liberty Street, with maybe others in between . This could be good for downtown and the South end.

However, if we are going to pursue this some of us need to start pulling together a plan because there is a lot of competition for the casino.
We could have some very strong arguments, like the fact that this would Smart growth instead of building more sprawl, but we have to
get started putting a plan together. | by dave g

Idea Title plan for a Western Mass. Casino.
Idea Detail Any Master planning process related to the tornado impact must take into account the inevitability of a casino coming to Western
Massachusetts. i offer the following solely for the purpose of initiating a discussion.

The frst question should be: does Springfeld want to host a casino of have one in a neighboring community? The host community will
have one of the largest employers in Western Massachusetts and one of the largest tax payers. in addition, it will have one of the most
signifcant tourist draws. The other communities share in the costs of a casino, but will have to fght for mitigation benefts.

The next question is: Where should it be located? The discussion to date has included palmer, Holyoke, Springfeld and Chicopee.
Assuming it is Springfeld, any discussion should include consideration of the Civic Center. Currently, the facility is losing millions of dollars a
year as a result of the fact that Mohegan Sun and foxwoods books the major acts and conventions. A casino downtown would have a built
in arena with a hockey team, basketball team, and a increased conventions.

next door to the Civic Center is a parking garage which needs to be demolished and rebuilt. next to the garage is a vacant parcel behind
the Td bank which is a parking lot. privatizing the civic center, parking garage and parking lot would provide a signifcant and needed
growth to our tax base and potential relief to residents and businesses alike.

Any license to a casino downtown should include permits where the surrounding businesses compliment the casino. for example, the
vacant 31 elm Street property could be a potential hotel site. Similarly, the Chestnut Towers behind the Civic Center is also a potential hotel
site. Also, the planning should provide for the integration for shops and businesses surrounding the downtown casino as part of a draw.
Other Cities that have casinos downtown should be looked at for comparison.
Idea Author edward p
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Comment 1 i agree with the posters below who believe that any casino in Springfeld must be geared toward making downtown more lively. personally,
i would locate it on the riverfront, by the Club Quarter -- if provisions were also made to convert i-91 into a loop pattern around the
city (like many other cities have done,) thereby freeing our riverfront to become the quality of life catalyst we all know that it could be. | by
Justin M
Comment 2 As elsewhere, i agree with eliminating the i-91 viaduct, but the loop would have too many impacts on forest park, Sixteen Acres, and
indian Orchard, and should be replaced with an improved transit and possibly with relocation of i-91 back onto the West side of the river. |
by dave g
Comment 3 if there is to be a casino in Western Mass, it should be a next to a train station, either in Springfeld or palmer. let it support the
development of strong transit connections to boston and new York. but overall im against casinos- they are the reason why Southeastern
Connecticut has the highest traffc fatality rate in all of CT. its not fair to local residents to have a huge drinking location that draws regional
visitors to our roadways.
| by Amanda K
Comment 4 i agree that casinos are problematic uses, but if they re going to be built they should be required to reinforce centralization of activity in the
Cbd, not divert it to some suburban sprawl-zone, which will happen if one is developed in palmer or the Holyoke Highlands, or into some
sealed-off urban complex, as in Atlantic City. The casinos in Atlantic City have not had to positive impact one might like, because they are
too self-contained.

Any casino in Western Mass should be required to be developed in an open way so that customers can access local businesses, for instance
on Main Street, and not just visit the casino and its captive vendors. | by dave g
Comment 5 This is a great idea, as i have already said, but could be improved by having a distributed-site casino that is built AlOng Main Street
instead of in a building where all the activity is controlled by the proprietors and every customer targeted for every purchase by the facility.
This openness should be a condition of the casino license.

This could be anchored by a hotel/casino facility connected to the new union Station, perhaps including a new Hotel Charles, but could
also be connected to related facilities at the Steigers site and at the York Street Jail site by a frequent trolley service that should be free
to all riders. This would promote business for hotels and restaurants up and down Main Street, at at the basketball Hall of fame, and that
would in turn build other business and increase security. | by dave g
Comment 6 i too would favor this idea. However, i dont believe that the Civic Center would be the best location. if there were a casino somewhere else
in the metro area than the Civic Center might actually be able to grow its business and then wed have two great locations in downtown. i
would suggest where the jail used to be near the river, or one of the other many vacant buildings or lots in the metro area. | by Anthony W
Comment 7 i have been to Atlantic City, and was not impressed at all by the impact of the glittering casinos on that City. The activity was highly
contained in the area right next to the casinos. HOWeVer, since the W.Mass casino seems to be inevitable, the question is whether
it should be built so as to perpetuate Suburban Sprawl, or whether we should take this opportunity to bring Smart growth to the
Western part of the State. This actually seems a good thing to do, and the question is then how to do it positively.

My initial idea would be that since we apparently need a use to replace the bus station, if the buses are going to be part of union Station,
we should have a multi-site casino arrayed down Main Street starting there and distributed along Main Street to the South end, with a
strong connection to the Hall of fame. part of it could be in the Court Square building. This could be part of a planned revival of pedestrian
activity on Main Street and could be served by a free trolley . | by dave g
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Comment 8 unfortunately, the Court Square building was purchased in a questionable land deal this past year, and will be used for mostly offce space.
This despite that it was lauded by several finance board assessments as the best spot in Springfeld to start a renaissance of downtown,
market-rate living... its unfortunate because i think that you propose a good idea. | by Justin M

Idea Title springfeld boat house
Idea Detail Wouldnt it be wonderful if a boat House was built at the park off of Water Shop/South branch for Springfeld College and the east forest
park neighborhood. This would include boats for crew, kayaking, paddle boats and host community events. in the winter, a portion of the
boathouse could be used for a warming house for ice skating during the winter.

for further thoughts, contact billy Winslow 636-9438. Thanks!
Idea Author william W
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Comment 1 i think this is a great idea. Watershops is a forgotten gem right in the middle of the city. With the unfortunate loss of trees on South branch
you can now see the water. lets take advantage of this opportunity. Holyoke rows is a great example to follow. They have a very nice
facility where you can store your boat, take a shower and there is a community room for meetings. | by Sean M
Comment 2 love this idea. great opportunities for networking with local colleges, neighborhood groups, youth and athletic groups. | by michaelann b

Idea Title promote Mindmixer for rebuild Springfeld and Other forums
Idea Detail i just joined Mindmixer for rebuild Springfeld and i must say that this software is an excellent platform for citizen participation !
Citizen participation is extremely important when the city and other groups apply for state and federal grants.
i recommend that the city of Springfeld affrmatively market this online tool so that every resident has an opportunity to submit comments.
Homebound residents, including elderly and persons with disabilities, who use a computer can now particpate in city planning and public
meetings.
This can help prevent grievances and claims of discrimination.
i look forward to reviewing the creative ideas of my neighbors and working with this team.
Thank you for this opportunity.
Idea Author becky p
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Comment 1 becky is right. This is fne software and a great process, and we should make sure that it stays up and running after the end of the consulting
process, and even that it develops a broad focus as time goes on. | by dave g

Idea Title Highland division rapid Transit into union Station
Idea Detail during the 1970s energy crisis there was talk of converting the old Highland division rail line to a light rail line, or a line using express
trolley cars like bostons green line to riverside. i believe this idea was even put into the regional Transportation plan, but now it seems
to have been taken out.

Since this line crosses Watershops pond right near Springfeld College, and union Station is about to be rebuilt, maybe this is the time to
talk about putting this back into the regional plan, and making it part of a light rail plan for the region.

This line passes through several neighborhoods with dense enough population, as much as 12,000 people per square mile, to justify a rapid
transit line. The line originally passed through McKnight, Old Hill, upper Hill, east forest park, and east longmeadow on its way to east
Hartford. Combining planning for a new transit line on this right of way could be combined with planning Transit Oriented development
in downtown Springfeld, at Mason Square, at Springfeld College, on Sumner Avenue, and in east longmeadow as well as in Connecticut.

programs like this have been very successful in other communities, but they may take years to implement. if we start now we can combine
this with other planning and be ready as a community when people need alternatives to living where they have to depend on cars for
everything.
Idea Author dave g
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Comment 1 This idea is probably infeasible due to cost, but maybe someday. We should defnitely preserve the right of way. | by Amanda K

Idea Title Hall of fame day?
Idea Detail i am not sure if a day exists. please correct me. but, doubt the majority of Springfelds residents can even afford admission the hall of fame.
nor have they been to the hall of fame we all see each day.

do we have a resident free admission week or day? perhaps local bands could play and it could be something to look forward to each year
for the residents to connect.
Idea Author Kathy T
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Comment 1 i was reading a book on the founder of Springfeld and how the beaver fur trade was the basic start of the city. Yes, we must get back
to that river it is an asset to the community. Quite over looked. i loved the rivefront expansion idea as well. They both would work great
together. | by Kathy T
Comment 2 i love this idea as separate from Hall of fame enshrinement weekend, which is more for dignitaries of the sport and from Springfeld. This
proposed event would be for people from the pioneer Valley!!

personally, i think that this dovetails into a lot of the vision suggestions put forth regarding the riverfront, as the Hall is on the riverfront.
Attracting people to the riverfront will necessitate opening it up to foot traffc. (The idea of studying whether a beltway could open up
the riverfront sounds better and better to me.) | by Justin M
Comment 3 i love this idea as separate from Hall of fame enshrinement weekend, which is more for dignitaries of the sport and from Springfeld. This
proposed event would be for people from the pioneer Valley!!

personally, i think that this dovetails into a lot of the vision suggestions put forth regarding the riverfront, as the Hall is on the riverfront.
Attracting people to the riverfront and will necessitate opening it up to foot traffc. (The idea of a beltway study sounds better and better
to me.) | by Justin M

Idea Title Taste of Springfeld
Idea Detail We should have a city Taste of. local vendors from area restaurants would have displays with samples for a small donation (we could have a
charity group for each vendor). This would bring people into the area, maybe snag some from CT as well to spend some money in the area
and also it would be lovely perhaps.
Idea Author Kathy T
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Comment 1 i think we should work on this by just keeping on improving the jazz festival. One idea would be to make it friendlier to people who happen by to
check it out and did not think to reserve seating. Another idea would be to have local media promte the event and the artists more. | by dave g
Comment 2 Springfeld had a great Taste Of when i was a kid! it fzzled out in the early 2000s before the citys crime lessened signifcantly, (and the
citys crime HAS lessened signifcantly, which many people -- even in Springfeld -- dont seem to know.)

A few years ago, many restaurants from the Taste were added to Springfelds Hoop City Jazz festival -- an event that i hope becomes
one of this cityss great traditions. i loved it this past year!! | by Justin M
Comment 3 i did a google and wanted to make sure one did not exist. This is good news about the hoop city jazz festival. Yes, we would have to
compete with taste of northampton. The jazz festival sounds like a start and unique too. | by Kathy T

Idea Title Shamfeld
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Idea Detail rebuild Springfeld is a scam as all the projects are settling and agreements have been made with Concordia drawing the plans for millions
of dollars ( almost like the drawings of union Station). Mass Mutual (nick) and Sarno ( Charlie K) have a plan and no matter what is said
or discussed at the meeting will not change anything from the Master plan.Where are the posted meeting minutes from the previous
neighborhood meetings? did anyone bother even saving them?Sure take notes, write on note boards of suggestions to improve the
neighborhood. All this to satisfy the citys need for federal money in the wake of this disaster.The citizens do not count, businesses small
do not count. The city concerns itself with the highest bidders in attention and nothing else. Sarno will be the captain in the sinking Titanic
formally known as Springfeld.That is why i am not attending anymore sham meetings.
Idea Author Michael g
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Idea Title use i-91 as a Marketing Tool
Idea Detail Some of us have been talking about the river, and how the City doesnt have good access, and how it would be nice to get rid of the i-91
viaduct.

That may be an attractive idea in some ways, but looked at another way the viaduct represents a signifcant investment, of probably
hundreds of millions of $$, and maybe we should think about hw we can use it to our advantage better than we do.

Maybe we could do some design work and come up with ways that we could promote the City to people who now just drive by on i-91 by
using better signage, for example telling people about our colleges or what shows are coming up. This could be done in better ways than
those green and brown highway signs.

Also maybe we could design ways that our buildings could be more attractive from the highway. right now the annual christmas ornaments
are bout the only positive thing driver on 91 sees. everything else is the back or side of some building facing on Main Street.

When you think about it and look at the demographics, downtown Springfeld still has the 100% location. people have to drive farther to
get to Holyoke, eastfeld, or enfeld. if we managed our access better, with better messaging and more accessible parking, we could do
quite well.
Idea Author dave g
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Top Rebuilding Priorities
Idea Title South end Community Center in the Hollywood area

Idea Detail i think the South end Community Center could serve the neighborhood better by being located in or near the Hollywood district. ideally,
a newly rebuilt community center would be located on Main Street, where it would be an active presence and symbol of rebuilding for the
neighborhood. A possible location that brings it to Hollywood, has easy access to the newly-rebuilt emerson Wight park and is on Main St.,
is the 600 block of Main Street.
Idea Author gerry M
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Comment 1 not only should we place the South end Community Center in a better location in the South end- but we should focus on what a
transformational project we could have by using the Armory building for a really cool new use! The city can rfp that building and see what
idea come back. | by Katie S
Comment 2 The SeCC could partner with another non-proft, perhaps health or education related, so that services in addition to recreation are
provided. | by edward p

Idea Title implement a creative vision in the downtown core
Idea Detail While the tornado had a devastating effect it has also presented an opportunity for reinvention. downtown Springfeld needs to improve
its main street pedestrian experience. it feels extremely vacant in some parts and lacks a variety of interesting retail shops and storefronts.
The city needs to lure more restauranteers and merchants to the downtown core. The city should work quickly with local merchants to make
facade repairs and improvements. This SHOuld nOT be a handoff to builders who lack architectural experience. The effort must include
design professionals to help craft a creative and achievable vision based on community input.
Idea Author blake W
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Comment 1 As a city planner, i advocate that this be combined with increasingly the availability of market-rate residential housing, so that there is
suffcient foot traffc to patronize commercial establishments and create around the clock vitality. | by Joe l
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Comment 2 We need to encourage downtown and South end real estate owners to invest in their properties by encouraging businesses to locate
downtown so that this investment is proftable. We should fnd way to encourage both chains and independent businesses to expand
downtown instead of in the malls and strip developments. perhaps there should be tax preferences for businesses staying downtown, or
perhaps vendors who move their offces to suburban locations should be excluded from bidding on public contracts.

When we have the downtown daytime population back to where business initiative can be supported, then there will be walking traffc
downtown, and there will be support for transit service on traditional radial routes.

This would provide a context where arts projects, independent shops, and the other aspects of downtown living people talk about can
thrive.

With this planning process perhaps people can see that this is the time to plan for a vital downtown and South end. | by dave g
Comment 3 Has anyone else noticed that the building on the nW corner of Main & State has added new tenants lately? A nice looking dress shop, a
jewelry repair store, and a home improvement company. from what i heard, the landlord hasnt been that interested in renting his space,
but there is an eminent domain taking in the works and hes just trying to boost his appraised value.

How much of the vacancy is due to landlords like him, interested in owning, but not working their properties? How was this landlord able to
fnd businesses so quickly when he needed to? | by ralph S
Comment 4 We need more foot traffc before we can add new businesses. The area has to feel safe and must be populated with patrons (not gangs or
homeless people). Add students, a lot of lighting, and visible police. | by Anne K
Comment 5 i agree this building was beautiful and well maintained. i also agree we need more storefronts, built to the street. union and Main could be
an excellent draw from the Hall of fame. You could have a greater emphasis on basketball and basketball themed businesses. Just look at
Cooperstown, everything surrounds baseball. | by Sean M
Comment 6 The loss of the Zorzi building on the corner of union & Main was signifcant. A building with storefronts, built to the street, is important
there. There could be a northampton-style feel to the South end if things are done properly. if we put up more buildings like the Citizens
bank building the neighborhood will no longer be walkable. | by ralph S

Idea Title baseball Stadium
Idea Detail Springfeld is one of the largest cities in America without minor league/pro baseball. it was a great baseball town once and could be again.

With new land becoming open and available in the South end or even sites in downtown, why not? The closest minor league baseball is
south of Hartford.

baseball brings people to the city on summer nights, flls restaurants and hotels, is a great family event, and brings a better city identity.

A story in the paper today indicated uMASS having interest in Springfeld, maybe they could be part of it with the college team also using
it.

Teams are moving around all the time - affliating with the Sox or Yankees would be....a home run, but really any team would do great if the
experience and stadium was decent and would bring a lot of positives to the city.

How would this picture from renos AAA park which is under construction now look in the South end?
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Idea Author Mark M
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Comment 1 rifes aye? did it affect stadium attendance with all those anti-gun folk (kidding) rebellion... hmmmm so many names we just need funding
to start :) | by Kathy T
Comment 2 Springfeld rifes was our former baseball teams name... Shays rebellion took place here -- so Springfeld rebellion? Springfeld rebels? |
by Justin M
Comment 3 i was thinking the team name Springfeld Tornadoes would be a suitable name with all due respect to those who have passed and are/were
affected. | by Kathy T
Comment 4 i am not a huge sports fan. but, love this idea. | by Kathy T
Comment 5 ideally, the park would be adjunct to downtown. | by Justin M
Comment 6 i think this is a great idea. i love the plans for the reno stadium and surrounding businesses. i would add a basketball component. Much
like the dreams park in Cooperstown, they could run tournaments throughout the summer for kids all over the country. At the end of the
season they could have have a playoff with the best two teams . Just think of the tourism money. | by Sean M
Comment 7 minor league baseball history in springfeld: http://www.baseball-reference.com/minors/team.cgi?city=Springfeld&state=MA&country=uS
| by Mark M

Idea Title expand the downtown Area
Idea Detail 1. expand the heart of downtown Springfeld to begin at the bus Terminal on Main St. and to stretch to the red rose pizzeria area (rather
than just from Tower Square to the Mass Mutual Center)

2. improve riverfront area - landscaping improvements, and regular landscaping care

3. build high-end condominiums in the downtown area (attractive to Springfeld professionals, but also aesthetically pleasing for the
downtown area)

4. Activities and events in the downtown area - similar to the Jazz festival, pancakes breakfasts, etc. (get people from surrounding cities
and towns to participate in Spfd spornsored events)
Idea Author natalya Z
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Comment 1 dave g: After reading Zimmerman and Volks residential report, professionally, dave C, i disagree with the assessment that downtowns
residential scale is the major factor in Springfelds failed downtown, commercial enterprises. like this farmers Market you and Justin M1
write about.

Zimmerman and Volk are two respected analysts in the profession. They mention numerous buildings that are not being used in ways
compatible with the goal of increasing a market-rate residential population.

importantly in Springfelds case, an 80% downtown, government-subsidized residential population-to-a 20% downtown, market-rate
residential population ratio cannot support viable market-rate commercial enterprises. its what city planners call a dysfunctional ratio.

professionally, i would, as Zimmerman & Volk and Justin M1, state, advocate a build-up, through the re-purposing of downtown/South end
buildings and rezoning of some buildings to mixed-use, a build up in the engine neighborhoods | by Joe l
Comment 2 respectfully, Joe l1, i would point out that i was referring not to the scale of the downtown buildings, but the to scale of the downtown
market in aggregate, when not combined with the South end. Zimmerman & Volk, in their study, constantly refer to the presence of major
medical employers downtown, so it seems that their defnition of the area includes baystate in what most of us locally consider the north
end, and who knows how much of other neighborhoods. At the same time the 80% to 20% ratio you have referenced is clearly dysfunctional
and must be changed. further, i agree that a build-up of the housing stock in the downtown, South end, and other nearby neighborhoods
to implement a balanced ratio of housing types and costs could be successful.

i think we are in general agreement about the need for your suggested policy changes. We should also work to develop other new
housing. My point is that the effort should include the South end, not end at union Street. | by dave g
Comment 3 Justin is not wrong, just not thinking at the right scale to be effective. This is why the farmers Mnarket and other investments by retailers
have not been supported over the years.

Activity levels in downtown Springfeld have been decimated not only by vacancies in upper foors, but by rampant demolition of buildings
for parking lots. The result is that there are not enough potential units downtown to support the kinds of gentrifcation Justin and Joe are
talking about.

When we look at the lack of market rate housing and its negative impact, we have to look also at the close-in neighborhoods like Maple
Hill, forest park, the South end, and Worthington Street. in each case, when development opportunities were available City offcials
supported conversion of buildings to liHTC (low income Housing Tax Credit) projects. This basically means people with jobs will be
evicted, as at Chestnut Tower. We need a new commitment to oppose these developments in all inner areas. | by dave g
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Comment 4 You and Justin M1 are advocating broadly similar positions: the more market-rate residents Springfeld adds, the more vibrant it will
become both commercially and socially.

The difference is that you are advocating broadening the scope of market-rate residential redevelopment beyond downtown, and limiting
new low-income housing development. in my professional opinion, i agree with both of you.

i checked into the literature that Justin M1 suggested. Zimmerman/Volk are well-known consultants in my feld. Their report states that if
the health of downtown Springfeld improves, if more market rate residents move there, other neighborhoods will likely gentrify at the same
time or slightly afterwards.

As in comparable cities, downtown is what turns a city like Springfelds wheel of fortune.

professionally, i suggest that it will take more than 300 market-rate units to turn around downtown. Of nearly 9000 people living downtown -
only 1,800 live in market-rate residences. | by Joe l
Comment 5 As a city planner, i second what the poster Justin M1 wrote below, although i have not read the specifc texts cited. i will.

for an area to become vital both day and night and attract the sort of services that a desirable urban environment inevitably attracts, frst
the area itself must be considered desirable by other people -- and then its an aggregation process.

usually it occurs through a gentrifcation process beginning with artists, young professionals, & lgbT residents re-colonizing an urban area.
This seems to be happening in downtown Springfeld now near the Apremont Triangle.

Springfeld has a lot of vacant offce space. There is no reason why some of that cannot be re-zoned for residential use. After all, it is better
that a market-rate resident lives in a place than for the space to sit empty. | by Joe l
Comment 6 A higher-income market to support downtown activity is obviously desirable, but a few hundred apartments will not have much impact if
there are not a good retail mix downtown, and a good mix cannot be supported by a few thousand downtown residents if the South end,
Worthington Street, and the north end continue to be dominated by the kind of subsidized, anybody with a job is evicted liHTC housing
that City Hall has been promoting in recent years.

instead we should be supporting and helping realize the kind of balanced housing development in all the inner neighborhoods that both
candidates were advocating in the recent election.

it has been done in other cities and can be done here if we support it politically and commercially, and it can be done while allowing places
for a balance of low-income families as well. bostons South end is successful example of this kind of development.

doings this with thousands of new and existing units in close-in neighborhoods will revive downtown. | by dave g
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Comment 7 The difference between downtown Springfeld and South end boston is that the latter is not the commercial center of its city -- its a
residential neighborhood with some retail, (the latter of which enlarged when new market-rate residents came -- i lived in boston during
that time.)

downtown Springfeld cannot support a greater commercial base without more market-rate residents, (see: the natl urban land institutes
report on this.) now downtown is 80% govt subsidized housing. it could not even support a farmers market i.e. downtowns went out of
business while all of the other Springfeld farmers Markets are thriving.

This type of gentrifcation is also covered in Zimmerman/Volks report on downtown Springfeld. it says that to support, e.g. clothing shops,
the shops need market-rate residents who can afford to buy the clothes.

Mayor Sarno did not bring a single new market rate residence to downtown Springfeld in his frst 4 years. Hopefully that will change. Still
80/20. | by Justin M
Comment 8 increasing the number of market-rate residents downtown is perhaps the greatest thing that Springfeld leadership could do to improve the
quality of life in the city, and thus attract businesses and more market-rate residents.

like attracts like -- and a downtown that is/looks impoverished cannot, reasonably, be expected to attract the opposite.

ideas in vision to alter i-91 and enhance the riverfront will become increasingly important. | by Justin M
Comment 9 increase the employment density of downtown. This would increas walking traffc in the daytime and make all these wonderful ideas more
feasible.

This could be done by providing businesses with State tax credits to pay for employee bus transportation or car-pool parking if offces
are re-located downtown. provide change regional zoning proactices so as to prevent industrial park spaces from being used for offce
space, while providing fnancial incentives businesses to relocate offce uses in suburban areas into Cbds, including downtown Springfeld.
This is part of Smart growth and reducing our regional Carbon footprint, as well as reducing pollution and increasing our economic
competitiveness. if more offces and jobs were downtown people could commute by transit, effective discretionary incomes could increase,
and this would support many positive developments downtown and in the South end. | by dave g

Idea Title in Order TO rebuild Springfield YOu HAVe TO Help rebuild peOple
Idea Detail in Order to rebuild springfeld, we have to help rebuild the people that live here, we have liquors everywhere you turn, we allow or stores
to sell heavy drug contraband, you can go to any store and buy a under the counter glass crackpipe and a small piece of choreboy,and how
can we complain about the murder rate?
yes we took 15 guns of the street but springfeld smith and wessen makes over 1000 guns a day and out of every 1000 guns they make, 1
ilegal one hits the streets, i know if you live in a town that make fresh bread,you can smell the bread for miles,and everybody
gets bread cheap because everyone knows the baker.the same thing is happening with these guns,only in a negative way, we cant sell guns
to the world without it backlashing on our town, where we come from, its called karma
Idea Author TerenCe W
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Comment 1 At the rebuild Springfeld business meeting the other day the discussion turned to the high number of graduates of areas colleges that
leave the area, and the need to have good jobs available to hold people here.

One person pointed out that if we are expecting local businesses to provide good jobs for young people, it would be good if we stopped
allowing every contract that we control (whether its for disaster relief or school construction) to go to people from outside the area.

This is true. if we want to rebuild Springfeld we have to support and nurture the people who are here with all our resources. This should
mean that bidding laws are altered to provide consideration of the multiplier effect of economic activity that occurs when funds are spent
locally.

We should also pursue the buy Springfeld idea for the same reason. | by dave g
Comment 2 i agree. The racing Mart on Carew Street sells all different kinds of glass crack pipes right out in the open on display for everyone to see.
Very disrespectfully business attitude. Sell anything to make money regardless of the consequences. | by Sean M

Idea Title Connect riverfront to forest park
Idea Detail Springfeld has two of the best parks around, yet they are currently completely separate entities. Although they are close distance-wise, to
go from one to the other you basically need to drive. Somehow (bridge, bikelane, marked paths, etc.) we must connect these 2 parks.
Idea Author pat r
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Comment 1 As a city planner, i believe that this is another idea that could be facilitated by a study on whether a beltway could replace i-91s presence
on the riverfront. i-91 presents a barrier to enjoyment of the riverfront, not only physically, but in terms of the noise that it creates. | by Joe l
Comment 2 The Connecticut riverfront once was connected to forest park, before the hastily planned i-91 was built. (See West Springfelds wikipedia
entry for a brief history -- i-91 was originally supposed to be an enlargement of u.S. 5.) likewise, Court Square extended all the way to the
riverfront pre-i-91. | by Justin M
Comment 3 provide better bike lanes, improve intersections for bikes, look at which streets, like fort pleasant, are wide and underused, improve the
sidewalks on Columbus Ave and Hall of fame Way. increase awareness of pVTA bike racks to get from one place to another. Have a pVTA
that on the weekend just connects downtown, forest park and the riverfront. We could do this now... | by Katie S
Comment 4 i have seen several innovate ways to allow pedestrians to cross a train track, including a gate that closes when a train is coming. but the
easiest answer is to simply take down the fence and allow people to cross. There is already an at-grade crossing further down toward the
Memorial bridge. The trains blow their whistles when they come into this area so any risk should be minimal. | by ralph S
Comment 5 This is a great idea. You could open up the HOf property to the park just as was done at the main entrance to river front park. Simply
allow people to cross over the tracks and cut back all of the overgrowth and brush. The elevator and ramp never really caught on and are
not convent to the Hall. As for connecting the two parks, a pedestrian bridge from the riverfront to the fag at barney Hill would be nice.
Although i assume very expensive. | by Sean M
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Comment 6 This is a great idea....you see huge projects all over the state but not in Springfeld. A bike path over the highway sounds ridiculous, but
why not?

id also add that riverfront park needs something to make it interesting...its not now. a link to forest park would certainly help.

Whether its this, a minor league baseball stadium, or whatever i hope they commit to working towards some big ideas and really
committing to them. This would be a great one though. its a sin that tourists go to the basketball Hall of fame and riverfront park is right
there, but incredibly uncomfortable to get to. You should be able to visit the HOf and walk right out to the park and have lunch....can we
make something easy to get past the train tracks? | by Mark M

Idea Title building stronger neighborhoods
Idea Detail The 2008 recession hurt Springfelds neighborhoods. Springfelds homes seemed to be particularly impacted as defaults and foreclosures
mounted. As a result, housing values plummeted and home owners fed or became renters. Homeowners are the backbone of any City.
They are more connected to their neighborhood, more engaged, and bring a Civic vitality that helps defne a City in a very positive way. We
need to be engaged in bringing new homeowners back to the City.

Springfeld has a lot of vacant and run down housing stock. We also have some of the most affordable housing in the area. The barriers
are the viability of the locations (e.g., is the street safe and appealing?) and fnancing (e.g., who is lending?), and the enty cost into
homeownership (e.g. closing costs).

There are a few things that can be done to assist in overcoming these problems. One idea is to bring back an urban Homesteading
program. Sell city owned property for $1 and provide a privately fnanced pool of $ for prospective homeowners to rehabilitate the
properties. require pre-occupancy counseling with the program. investors in the pool would be paid a return of 3% (kind of attractive
today) while homeowners would pay 3 3/4% mortgages - the 3/4% would go to cover administration of the program, etc (i know there
could be losses). As an added inducement, partially forgive property taxes for a few years or gradually increase them. give people a true
monetary incentive to move back into the City as homeowners. if they subsequently leave, they must pay back the benefts. Also, write into
the deed that the property must be sold to another owner occupant.

There is a limit to how many words which can be written but i want to add that the City needs more Concerned Citizens of Springfeld
type organizations. This organization - with the Citys assistance - did wonders for the houses on forest park and Sumner Avenues. We need
to let as many fowers bloom as possible.
Idea Author John K
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Idea Title Save Springfeld buy Creating Home buyer incentives
Idea Detail Create incentives for homebuyers to buy in the old beautiful neighborhoods of Springfeld. Maple-High Six Corners needs to increase
home ownership rates from 18% to 25% to survive. Mass preservation Trust added MHSC to one of the most endangered neighborhoods
category.
Idea Author Anne K
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Idea Title Make Spfd attractive for bus. and families
Idea Detail Make housing appealable to families and professionals by taking this opportuinity to regentrify Springfeld. Much less low income
housing and more tax incentives for businesses. in some of the articles regarding new Orleans after Katrina, much low income housing
was torn down and not rebuilt. One small idea-focus on lax zoning laws. My neighborhood has gone down in value due to boats, motor
homes, abandoned property and unregisterd cars on neighboring properties. immediate stiff fnes need to happen once a property is
abandoned. These houses are increasing by the day and not being kept up, decreasing property values and encouraging people to move
from Springfeld at all costs. follow zoning of neighboring towns where this is not allowed. This would increase property values. focus on
single family owner occupied housing. Changes in zoning may help this. As a lifelong resident of Springfeld, i have never heard so many
people now saying Springfeld is unsafe. if you poll outside the city, you will fnd many people will not come to Springfeld because of the
unsafe reputation. fight on crime needs to be a very public focus. While much of this is not new, i feel it needs to be voiced-again and
again-in order to be heard. i know i echo many hard working people in this city that voices are not being heard. While i have no solution-
hopefully the consultants may but this was once a vibrant and safe place to live and i am so dissapointed to say it is not anymore. We
have a unique opportunity not only to change the landscape, but initiate some improvements to bring the middle working class back to
Springfeld and be proud to be here. Thank you for the opportuniy.
Idea Author Mary r
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Comment 1 i also agree -- strongly -- that Springfeld needs to focus on owner occupied housing. | by Justin M
Comment 2 extend the facade improvement incentives to All downtown streets instead of just Main Street and State Street. Currently, very few
businesses seem to be taking advantage of these incentives. | by Justin M

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Idea Title Tree Maintenance
Idea Detail As the old saying goes...An ounce of prevention is worth a pound of cure.

i can remember years ago, when the Asplundh trucks would travel around and trim the limbs that were a threat to power lines. i rarely see
that anymore. granted, this storm was a fuke (hopefully) and some power outages were inevitable, but i believe it would not have been as
critical as it was if we just take the time to step back and be fre preventers instead of frefghters.

We should take this stance whenever we can and try and prevent problems, or the severity of them rather than running around and
correcting them after they actually happen.
Idea Author Shawn C
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Comment 1 we have so many trees in Springfeld...we are truly blessed. but these trees need to be maintained. before we go planting thousands of new
ones, why dont we raise the funds to care for the ones we have. i was part of a massive tree planting effort in Springfeld and planting them
was the easy part. with no funds for aftercare, you wind up with a collection of crappy looking trees. ed Casey needs his tree fund back so
we can shine as a tree city again. | by Katie S
Comment 2 There are several dead trees on my (downtown) street. i would love to buy trees to replant them, because trees are a large part of my
streets beauty. perhaps Springfeld could establish a tree-planting program. | by Justin M

Idea Title Stabilize neighborhoods by including renters
Idea Title Multigenerational housing for grandparents and grandchildren
Idea Detail What are the demographics for these households in this region? i believe it is growing, but this is only because it seems that many people i
know raised there kids and are now raising their grandkids.
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Idea Detail The City of Springfeld must fnd a way to assist for-proft and non-proft developers to replace lost rental housing. Half of Springfelds
households are renters, not homeowners, but very little of the rental housing condemned post-tornado has come back on the market, and
homelessness is again on the increase in Springfeld.

new rental housing needs to have a broad portfolio, using all the creative ideas on hand, and including newer models such as villages of
less than 15 units, and older models which worked well, in particular, the old-fashioned boarding house. Single people and couples who
live at or below the poverty level cannot afford even effciency apartments. i doubt that more than 2 or 3 of the 35+ individuals living in the
recently condemned river inn have been able to fnd replacement housing.

We decry the density of rental housing in the inner city yet those neighborhoods with the greatest rates of homeownership resist new rental
housing.

One last note: when people live in housing they cannot afford, they move frequently, making it diffcult to build and maintain stable
communities. now is the time for a master housing plan which values the needs of renter households equally with the needs of home
owners.
Idea Author michaelann b
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Comment 1 does renting in this case equate with government subsidized housing? personally, i believe that Springfeld - particularly downtown -
needs more market-rate renters.

if this post is talking about government subsidized renters... i believe that government subsidized housing should be spread more evenly
throughout the city rather than lumped in high concentrations, e.g. downtown is 80% government subsidized housing right now, and that
is a large reason why downtown is not as vibrant -- commercially and otherwise -- as it could be. downtown simply doesnt have enough
buying power to sustain the vibrant commercial atmosphere that many of us would like to see. | by Justin M
Comment 2 Treatment of renters is actually part of the problem. Often City offcials and others disregard participation by renters, regardless of income,
because they are seen as transient and people who have not made an investment. This is short-sighted, as people who rent in an area are
often its best prospects for future home purchases, if properly treated.

As to the spreading of subsidized housing, it needs to be spread out not just beyond downtown, but out beyond the Traditional
neighborhoods like the South end, forest park, Maple Hill, Old Hill, McKnight. and the north end. not only have these neighborhoods
done their share, to the detriment of their position in the regional market, but we should not de-stabilize our other fragile neighborhoods
by targeting them.

Subsidized housing needs to be truly a regional strategy, and this means the existing concentrations will have to be redistributed, as well as
supporting revived Market rate housing in downtown and other areas. | by dave g
Comment 3 including renters should mean including people and families as individual consumers, not clients of some mega-agency. This should go
hand-in-hand with including property owners and homebuyers, who are now subordinated to the mega-agencies, in the process, so that we
can have democratic and wholesome communities. | by dave g
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Comment 4 renters in the Metro Area are without apartments and displaced even 5 monthes later. Just drive by park Street lofts and see there is no
effort by the private owner to fx and rehab until all tenants are expired on leases and then rebuild with a market rate price of over $1.00 per
sq foot for an apartment. There should be a law against this rape of tenants but the city agrees with him as he presented a rehab p[lan and
very long timeline. go fgure. | by Michael g
Comment 5 renters and landlords need to come up with agreements for general home upkeep, i.e. lawncare. i dont agree with rental properties being
thrown in the mix with established neighborhoods.
| by Angela K
Comment 6 l
| by Angela K
Comment 7 it appears that you are advocating that, in addition to more boarding houses, you would like to see more group homes. Again, i cannot
agree that is in any way going to help Springfeld rebuild. | by joanne p
Comment 8 Sorry, i suppose getting into a back and forth is not all that useful, but what is the Springfeld you want to rebuild? Springfeld is not some
abstract entity but exists only because of the people who live in it. everything else-- buildings, trees, institutions, houses of worship-- exists
to meet the needs of the people. nearly 30% of Springfelds residents live below the poverty line. if we dont fnd a way to meet their
housing needs, then the whole community suffers along with them. | by michaelann b
Comment 9 there may only be 2 or 3 boarding houses that are legal, but there are many illegal boarding houses. | by joanne p
Comment 10 Actually, i forgot a few that are for special populations. in any case, id rather see decent, clean, legal boarding houses. | by michaelann b
Comment 11 While i agree with you that density is not necessarily a bad thing, concentrated poverty is. There is no need for more boarding houses
in Springfeld. Any plan to do so will only result in an increase the the problem of concentrated poverty in the City. What would you think
about housing for grandfamilies? There are many grandparents raising their grandchildren, but elderly housing means no children. We
shouyld consider a plan for multigenerational housing, where grandparents and grandchildren can live together. i would be interested in
any statistics people have as to the growth of these families as shown in recent census data in the region. | by joanne p
Comment 12 from my perspective, working with low-income people, at least half of the households dO live with grandparents-- or grandparents live
with them. This is a result of poverty, even though there may be other benefts.

i think there arent more than two or three boarding houses in all of Springfeld! | by michaelann b
Comment 13 i see a lot of vacant units in the 2 and 3 families all around the city...dont build any new units until those are all occupied and rented. i see
no point in building new housing units if we still have boarded up and vacant houses all throughout the city. | by Mark M
Comment 14 i would like to agree with you. Most of what you see, id bet, are properties that have been foreclosed on and are now bank-owned. banks
have no interest in being landlords, but with the housing market as slow as it is, most of these houses have little chance of being purchased
and rented any time soon. And of course, the longer they sit vacant, the more repair work has to be done to make them habitable.

You will also fnd some city-owned property. The city markets to individuals, not non-proft developers, frst because the city needs to
increase the tax base, and second because the city wants to avoid controversy.

There may be legislative and regulatory ways around the roadblocks, but it would not be easy. | by michaelann b

Idea Title need more community centers
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Idea Detail The South end Community Center needs to be rebuilt in an area an in a manner to serve the needs of the neighborhood residents and to
attract new residents who live in market rate housing. Additional Community Centers are needed in other neighborhoods as well to serve a
similar purpose and should be integrated into other neighborhood amenities.
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Comment 1 i agree the potential new south end community center should be a high priority it would keep kids off the streets and embrace new families
hopefully. | by Kathy T

Idea Title plant trees!
Idea Detail The community can begin to look and feel by installing as many trees as possible. by installing trees we will begin to see new life in the
community. The trees will symbolize new life and will soften the harshness of the scarred landscape. My goal is to plant one thousand trees
between now and the end of spring 2012.
Idea Author stephen r
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Idea Title Affrmative Marketing Centers in the South end, Maple Hill
Idea Detail The impacted areas in the South end and Maple Hill had and have many good families, but over the years many more affuent families have
left, and there has been a tendency by offcials to locate subsidized housing in these areas, effectively ghetto-izing them.

in the wake of the tornado we should be able to see that this is not a good long-range plan and develop Affrmative Marketing centers
based on the model of the Oak park (il) Housing Center to work, for as long as it takes, to re-package available area housing in ways
attractive to more-affuent families, and work to attract an ethnically and economically balanced population in these neighborhoods.

This does not mean that all people do not deserve housing, but it does acknowledge that creating and reinforcing concentrations of
poverty really does nobody any good.
Idea Author dave g
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128
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Idea Title invest in public library/Community Center for each neighborhood
Idea Detail City libraries have had their funding cut drastically over the years. This has had a negative impact on community development. public
meeting places need to be equipped with modern technology and handicap accessible. Citizens have a constitutional right to participate
in local and state government, but they can not do this without the proper education and resource materials (public records). We need
to explore community funding opportunities for the sake of our public libraries. Some neighborhoods may need a new site location, new
building, additional land for expansion, parking, elevators, ramps, etc. every library should have an up-to-date reference section with MA
general laws, MA code of regulations etc. electronic information does not currently provide offcial versions of this information.
Idea Author becky p
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Comment 1 nice idea | by Kathy T

Idea Title Collect Accurate data, Conduct needs Assessments, Centralize
Idea Detail i would like to see a centralized portal for accurate data relative to the citys population, and other statistics to be considered when
developing Springfeld.
These are tools that citizens need to become familiar with when planning, developing, and making recommendations.
What needs assessments have been conducted?
Can we centralize this information and make it available online?
Idea Author becky p
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Idea Title Make city owned buildings at easy to own prices...
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Idea Detail Just take a short drive around our city and you will see many city owned buildings that are empty with large yards falling apart as each day
passes, that no one is able to tend to them. i feel before it comes to the point of an auction of a sad copper plumbing stripped shell. let
the people have a chance to try and be a home owner.
Idea Author Kathy T
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Comment 1 The whole Auction system for disposing of City-owned buildings is dysfunctional. What is does is prioritize sale of property to would-be
house-fippers with cash. We end up with artifcially depressed property values and more absentee owners trying to make a speculative
proft.

instead we should do is the houses fxed up by local contractors, producing jobs for local people, and then sell the houses, AT full priCe,
to regular families who can go to the bank and get a mortgage . Selling at auction is about giving the buyers a quick deal because we are a
distress seller. We should think more clearly and change our methods. We are not a damsel in distress. The City is not a bank with a limited
interest. The City is a group of people with many long-term interests that are being damaged by these auctions. They should be halted
immediately and another method be fund that ill not damage communities. | by dave g

Idea Title Shamfeld
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Idea Title re-Tree the Community
Idea Detail My goal is to plant 1,0000 trees between now and the end of spring 2012. Momentum is builing with many organizations donating trees to
this cause.
Idea Author stephen r
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Comment 1 i hope the majority are donated. This is quite a task, good luck. | by Kathy T

Idea Title Offer homebuyer incentives to college grads
Idea Detail Massachusetts has experienced college graduate fight over the past decade. The majority of Mass is too expensive for kids right out
of college. Springfeld is an exception. by getting these kids to purchase homes in Springfeld we would be: keeping the grads in Mass,
increasing homeownership rates, improving housing market/eco dev and better aligning residents skillsets with the current job market.

i would bet that we could get the State to pilot a program like this in Springfeld (or other gateway Cities). With most recent grads low-
income, Hud funds could potentially be used.
Idea Author pat r
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Idea Title build new Housing Training Center in Southend/downtown
Idea Detail The pioneer Valley region needs a Housing Training Center where we could consolidate existing housing operations for HAp inc, the
Springfeld Housing Authority, Offce of Housing etc. and provide remote offces for our housing/community development partners. i see
a great need for ongoing housing training in order to develop and create employment opportunities in this feld which is now closed to
the general public. Currently, contracted training opportunities are usually offered in boston and Hartford in one to three day sessions that
are extremely expensive and not subsidized by state or federal fnancial aid. in fact, local Housing Authority executive Offcers in remote
communities rarely receive training from the state about federal housing and community development. its time to change all this and i
believe that Springfeld, MA has the talent to make this happen. Afterall, Springfeld is the City of Homes.
Idea Author becky p
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Idea Title public Works project for leete Street and Adjacent blocks
Idea Detail leete Street has become a major transportation thruway for commuters eventhough the infrastructure does not support the volume of
traffc. leete streets road and sidewalks need to be reconstructed and widened; crosswalks and curb cuts added; and traffc lights added.
The housing on this street is run down and i think the city should consider taking this property by eminant domain. it is located in a key
location for a Housing Training Center; forest park/Southend library with ample onsite parking and drive-thrus.reconstruction of this area
could provide better public transportation options.
Idea Author becky p
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Community Strengths
Idea Title renovate, dont demolish
Idea Detail One of Springfelds strengths is its historic building stock, yet in the wake of the tornado the emphasis seems to be on clearing buildings,
not repairing them. History cant be replicated, we should try and repair the buildings that can be saved. i fear that there will be a push to
demolish the Howard Street Armory or the Howard Street School under the guide of damaged, no money to repair them. is the South
end better off with an empty offce building in place of St. Josephs?
Idea Author ralph S
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Comment 1 Agreed | by Kathy T

Idea Title Architecture and City planning is a strength
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Idea Detail Aesthetically and architecturally, Springfeld is one of the two most attractive, mid-sized cities in the northeastern united States. Also, i
would argue that it is Western new englands best planned city.

Springfelds downtown, although it contains a patchwork of attractive, diverse buildings and open-air parking lots that would, ideally
become covered garages-or, at least become fenced-in by wrought-iron and decorated with trees-this citys urban architecture is-in the
eyes of this architect and city planner-extraordinary and worthy of praise.

Thinking about Springfeld architecture in the context of the Western new england cities, it is more elegant than Worcesters, and its urban
fabric is more cohesive. likewise, for all of Hartfords recent skyscraper building, and widening of boulevards, Springfelds human-scale and
walkability make it stand out all the more. Waterbury and bridgeport, although they both possess architectural gems, are not in the same
league as Springfeld and these other cities architecturally. new Haven is the only Western new england city comparable to Springfeld in
terms of the aesthetics of its downtown urban core.

There is no city in western new england that can compare with the architecture of Springfelds neighborhoods. The McKnight Historic
district features houses that would not be out of place on nob Hill in San francisco. Maple Hill features grand old mansions in which
people still live. The area of forest park near to the park itself, and forest park Heights, feature exceptional examples of Victorian, Arts &
Crafts, and edwardian architecture. There is no other city in western new england that can lay claim to such a magnifcent architectural
legacy in both commercial and residential architecture.

Many northeastern cities were decimated during the 1960s by urban renewal projects. Hopefully we in Springfeld have learned our
lesson.
Idea Author Joe l
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Comment 1 Springfeld is in many ways better than many other cities. Yet, unfortunately some of us seem to need some help to learn this idea, because
someone around here thinks everything should be torn down.

There was no reason to demolish putnam, which is a monumental landmark on our monumental avenue, but the Historical Commission
couldnt persuade anyone to stop it.

There was no reason to demolish a lot of the historic houses that were damaged by the tornado, but the City has been pushing demolition.
On one street four of the six houses that were salvageable have been demolished.

And the City just demolished a Second empire mansion in the McKnight district that could have been saved, even after neighbors offered
to restore it.

Those of us who appreciate the architectural and planning qualities of Springfeld need to fnd out who it is in City Hall that is pushing
demolition of everything in sight, expose them, and re-educate them very peacefully and effectively. Otherwise we will be like | by dave g
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Comment 2 Hi Justin M1, i was happy to see that you supported the study of a beltway to open the riverfront. i appreciated the comment as well. Your
idea about student and medical quarters, i supported.

i dont mean to contradict myself. despite a bad planning mistake in i-91, the rest of Springfeld is well-planned and cohesive. i have not
been down every street. i see some misuse of land, including those parking lots dave g mentioned. Overall, this city is a planning gem. | by
Joe l
Comment 3 Also, i agree with you about Springfelds planning, but im surprised that you write it after what you wrote about how i-91 was a textbook
urban planning mistake. | by Justin M
Comment 4 good call!! i grew up in this area and did not realize how attractive this citys architecture was until after high school, after i moved to
different places.

Maybe Springfeld could defne architecturally extraordinary areas more clearly by putting up unique street signs or lights unique to each
area -- that way you feel like youre in a special place.

im not a planner but i took a planning course as an undergrad. i remember our professor saying about Chicagos neighborhoods, its the
little things planners do that differentiate them and make them appealing to different people. Wicker park had different lights than lincoln
park, stuff like that.

Also, lol at the assessments of the cities. i agree though that Springfeld is the most attractive, overall. | by Justin M

Idea Title Strong neighborhoods for a Strong Springfeld
Idea Detail Through my work as a librarian in Springfeld, i have become interested in community and urban gardening. i feel that creating community
gardens in the rebuilding process will have a community impact by strengthening ties between neighbors, utilizing empty lots, providing
inter-generational programs, and bringing healthy food to the table.

There already are many people and many resources that are working towards making this happen in Springfeld. We need to strengthen
that voice!
Idea Author doris M
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Idea Title diversity is our greatest strength
Idea Detail no other community in Western Massachusetts has the diversity of people, business and culture. Springfeld has ethnic and cultural
diversity which no other community in Western Mass can claim. Moreover, our business institutions include several higher education,
health care and fnancial services. Springfeld should reach our to all world cultures and continue to expand the diversity of its business
institutions, building around the success in its current institutional residents.
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Comment 1 i agree that one of Springfeld greatest assets is its diversity, however, i do not believe that the City embraces that as something good.
Springfeld has a rich ethnic culture that is not refected well downtown and i think in order to beneft from this culture it needs to be
highlighted, magnifed, embraced and enjoyed. | by phoebe S

Idea Title Shamfeld
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Idea Title Springfeld Higher educational facilities
Idea Detail Springfeld College, American international College, Springfeld Technical Comm. College, and Western new england university provide
jobs, bring in new residents, improve the knowledge and skills of the workforce, and provide the most vital energy in the City through
recreational, cultural, artistic, and educational activities. We need to build on these institutional resources along with our health care,
fnancial industry and government institutions which, along with the colleges, provide most of the employment opportunities in the City.
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Community Challenges
Idea Title do you really want input from affected neighborhoods?

Idea Detail The tornado hit the poorest, most historically marginalized neighborhoods in the city. You consultants were clearly frustrated by the low
level of participation in your forums this week-- especially in the South end-- and in this mindmixer experiment. but please respect that
there is a history here. There are valid reasons why people who have been marginalized and disenfranchised for decades in the city dont
leap at the chance to attend your forums. i know some of the folks youre meeting with have told you not to worry about it, those people
are just renters, dont care, never participate in anything, etc. At the same time, ive heard some of you say, and i completely agree with
yall, that for any planning process to be legit, residents of the neighborhoods most affected need to be at the center and making their
needs known. And youve signed onto a very short time frame to try and make this happen!

i suggest that you immediately allocate some of your $500-700K toward hiring outreach workers, especially in the neighborhoods
designated as districts 1 and 2 (downtown, South end, Six Corners, upper Hill, Old Hill, forest park). You could partner with a local
organization that has experience running a large-scale canvass. i dont have any fnancial stake in this, but can make a few suggestions if
thats helpful. Outreach workers could be hired from the neighborhoods to go door-to-door with surveys about residents priorities and
vision for rebuilding. On such a short time frame, it would have to be an intensive blitz, putting boots on the ground asap.

in my experience, going door-to-door and having face-to-face conversations is the only way to get input and participation from historically
marginalized communities. Maybe in other places youve had success doing other things. but youve seen in the last week some of what
doesnt work here in Springfeld. What im suggesting might work... and would generate good will by creating some good jobs!
Idea Author lara 1
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Comment 1 i have heard in recent years how Springfeld is a poor City and how it is a gateway city for people new to the country.

The question i have is whether that is really true, of whether these statements are being made by planners and politicians because so many
past abuses have effectively exiled so many actual Springfeld families that this appears to be the case superfcially.

i know many people who may have moved to one or another town, but their loyalty continues to be to their neighborhood.

i would suggest that for the planning process to be valid we should include in systematic surveys the families who were in these
neighborhoods in 1960 before State and City actions began the destruction that has occurred, together with some possible positive
development ideas, to see what these families would like to see in their native communities, and whether, if some measures were taken,
they would support them by staying and or moving back. | by dave g
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Comment 2 i think the fact that Springfeld has been dysfunctional as lara has described for a long, long time should be recognized, and a response
institutionalized not just in the study but in the development response.

This should recognize that not only do the renters who occupied the South end, Six Corners neighborhood, etc., when the tornado hit
feel disenfranchised and uninterested in participating, the other, more affuent families who lived in these areas also feel disenfranchised,
and many feel exiled from the City as well. When the City and the State built the highway through the South end, when they imposed
so-called Court-ordered school busing on the neighborhoods, closing their schools, and busing children out to other areas, this was not
supported by the community. Many people felt disrespected and have left the City in self-defense. The same ting has happened with the
subsidized housing. | by dave g
Comment 3 people want to be heard. relational canvasing would go a long way to really discovering what the communities want and need. | by
phoebe S

Idea Title positive publicity - Advertise!
Idea Detail Springfeld MuST advertise its strengths, with a serious publicity machine & things like tv/cable commercials. it has worked wonders for
other cities, like Salem MA - Springfeld needs to attract tourism. Spend some money & get good commercials for the museums, and other
downtown attractions. Make people curious enough to come to the city. Advertise the historic architecture, and the low cost of living. Also
you can advertise the cities available commercial real estate through the newspaper called the CT real estate Journal. big companies look
through it to fnd properties all the time.
The crime certainly gets advertised enough - why cant the positive attributes become known as well? Check with other cities & see who
they have used for publicity and what their promotional strategy has been. even bridgeport CT is trying commercials -and it has just as bad
of a rep for crime as Springfeld. Springfeld has so much potential, but you have to advertise it.
Idea Author Melissa K
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Comment 1 nice idea :) | by Kathy T
Comment 2 great idea! | by Joe l

Idea Title concentrated poverty
Idea Detail in Springfeld, 16.6 percent of housing units were counted as subsidized as of September 2010, compared to 9.6 percent for
Massachusetts as a whole.
http://www.mass.gov/ehed/docs/dhcd/hd/shi/shiinventory.pdf. Quoted from Housing policy and poverty in Springfeld fed. res. bk of
boston(feb. 2011)found at http://www.bos.frb.org/commdev/pcadp/2011/pcadp1101.pdf
We need to create incentives for development other than subsidized housing such as new Market Tax Credits, Historic Tax Credits, the
waiver of deed restrictions, and new infrastructure so Springfeld can better compete for new residents, jobs and economic growth.
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Comment 1 i second. This goes to what was said in a different thread about increasing the market-rate residential population downtown. 80%
downtown live below the poverty line downtown.

downtown Springfeld is the center of a large metropolitan area. it needs to be functional. 80%/20% is a dysfunctional ratio. That is why
there is no supermarket downtown. no movie theater, no bowling alley. The population cannot support such amenities. The other day i
learned that it could not support a farmers Market. Tower Square is nearly empty.

Zimmerman and Volk are two very well-known analysts in my feld. They wrote about Springfelds downtown and State Street. They advise
that many commercial buildings have space they have not had flled in years. Springfeld could re-zone such spaces as mixed-use. Also
approach major residential landholders downtown about incentives to revert back to market-rate residential housing. The twin towers on
Chestnut would be good places to start. | by Joe l
Comment 2 i agree with dave g: no more. i believe that we should stop warehousing low-income people in specifc neighborhoods like downtown and
incentivize landlords in traditionally mid-high income neighborhoods to spread out Springfelds low-income population -- it will increase
our citys diversity and help us to cooperate more. | by Justin M
Comment 3 Springfeld has a problem of allowing ideas and programs that beneft proponents but disenfranchise residents and make people feel that
have to move out to the suburbs to preserve their autonomy. forced busing is one example of this, that cost the City thousands of more
affuent families. developing thousands of subsidized housing units is another.

in the needs to avoid continuing and intensifying concentrations of poverty. in the wake of the tornado. it is both extremely unwise planning
policy, and illegal under the Civll rights Act of 1968, to use federal resources to concentrate minority groups and to deprive low-income
people of housing choice by ghetto-izing them into certain neighborhoods. At the same time certain politically-infuential vendor groups
proft greatly from these kinds of developments, so they keep happening.

Since the South end, Maple Hill, and the Old Hill have all already had too much of these kinds of developments, we should say no More
at this point. | by dave g
Comment 4 The City has large concentrations of poorly run rental properties. its time we shame the slum lords into taking care of their property.
improved Code enforcement, lots of lighting (criminals hate lights), neighborhood pressure and media visibility. no more affordable
housing unless it is an incentive to improve home ownership rates in the poorer areas.

| by Anne K
Comment 5 The City has large concentrations of poorly run rental properties. its time we shame the slum lords into taking care of their property.
improved Code enforcement, lots of lighting (criminals hate lights), neighborhood pressure and media visibility. no more affordable
housing unless it is an incentive to improve home ownership rates in the pooresr areas. | by Anne K
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Comment 6 Joey, Youre probably right that our city isnt prepared to run a program to rehab bank-owned homes for affordable housing. i hoped
feMA would do something, but they were only interested in buildings with 5 or more units in good condition and a credible, available
landlord. i dont believe they found any to ft the description in Springfeld. i would hope that between a nonproft like HAp, the City, the
State, and feds (Hud) they can start talking to banks and fgure out how to get past title and ownership issues to get our city of homes
out of this housing mess. How long are we going to live in blighted neighborhoods simply because nobody has the political will to fgure
out title and ownership of the boarded-up houses all around us? Some are stripped bare, but some are still in decent condition. We dont
just need someone to provide security and mow the lawns, we need them to be lived in again. And Springfeld families need affordable
homes.
| by lara 1
Comment 7 i suggested one modest idea for good, local temp jobs (called do you really want input from affected neighborhoods?. i could suggest
more. Heres one: any time rebuild Springfeld (Sarno, develop Springfeld, or whoever makes the deals) signs a contract, 95% of workers
should be hired locally. So far, it looks like $500-700K has been awarded to consultants who arent local. Some folks put a high value on
disaster pro experience. i hope they show that they can quickly understand and integrate our local issues and residents. not sure yet.
Anyway, if we go with my 95% suggestion, then id want to see the next $14 million or so spent on rebuilding the city staying local, creating
and supporting the good local jobs that we need. Jobs and housing are inextricably linked. everyone seems to agree that more local
homeownership is better for the city, but Springfeld residents cant buy homes without having good jobs. We can create good jobs while
creating affordable housing. Why not? | by lara 1
Comment 8 but i didnt say we need new construction or huge complexes. i agree that we should work with whats here, and with a path to ownership.
There are hundreds of vacant, bank-owned homes in Springfeld. What if the City made a deal (like Chicago did with boA) and got them
to turn over abandoned foreclosed homes to the City? Then we rehab them for low-income, displaced Springfeld residents-- employing
neighborhood carpenters and apprentices to do the work. i live in east Springfeld, where weve suffered from more foreclosures than any
other neighborhood, and many bank-owned homes are boarded up. id like to see the City and HAp collaborate on this, with help from
the governors offce. The need for affordable housing was raised in every one of the rebuild Springfeld forums, but it hasnt made it onto
the powerpoint. not much discussion about tornado survivors in any of the rebuild Springfeld forums... thats why i say they seem to be
forgotten. | by lara 1
Comment 9 dont like the idea of the City running the program. The City does not have the money to run such a program or the staff to run it. The
City is not an appropriate real estate broker or property manager. Your suggestion sounds interesting but should be handled by a private
non-proft. The public funding that would go for subsidies should go to funding the renovations and administrative costs. not sure how the
program works in other places, but perhaps if should be discussed with the banks. | by joanne p
Comment 10 im suggesting that if rebuild Springfeld invested in good jobs for Springfeld residents, low-income and long-term unemployed people
in the city might have a hope of joining this middle class you speak of. i dont understand the focus on importing middle class families
from elsewhere. Sure, everyone is welcome, but i care most about rebuilding to meet the needs of families who survived the June 1
tornado. The majority of tornado survivors-- those who were traumatized and lost everything just 4.5 months ago-- are in need of good,
local jobs and quality, affordable homes. dont forget about them, as rebuild Springfeld seems to be. | by lara 1
Comment 11 first, the statistics you cite support the fact that concentrated poverty is one of Springfelds greatest challenges. in addition, i agree with
you that a, regardless of a tornado, Springfeld is in need of growing its middle class by helping the poor get out of poverty. However,
building more subsidized housing is not the answer. As you say, good local jobs are need. You do not supply any suggestions on how
that is done. i would suggest that it starts by retaining and growing the businesses we have. This requires support for local businesses who
show a committment to the City. This forum should be used to discuss ideas for the best way to do that. So far, rebuild Springfeld seems
to be the best idea for sharing ideas for a project ideas, prioritizing those projects, and then coming up with the means to implement the
plans. Concentrated poverty was listed here as one of the greatest challenges we need to overcome and plan for. increasing subsidized
housing will not help. | by joanne p
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Comment 12 agree with you on creating more jobs....dont agree with you on building more subsidized housing. The city already had many empty units
and structures and still does today. renovate existing empty 2 and 3 families, help those landlords makes sense of their buildings....dont
build more huge complexes. not good for anyone. | by Mark M
Comment 13 25% of Springfeld residents live below the federal poverty line. Our unemployment rate is nearly double the statewide average. These
facts might explain our higher-than-average levels of subsidized housing. To address poverty, we need good jobs for Springfeld residents.
We need more homes that residents of the city can afford. developing market rate housing doesnt make sense in this environment,
especially if youre talking about taxpayer subsidies for it. Subsidies should go where the need is greatest: quality, affordable housing for
city residents. | by lara 1
Comment 14 Sounds like chicken and egg....are 25% of Springfeld residents below the poverty line because they were attracted here by the
concentrated development of such housing in our city or do we just happen to have a lot of poverty here? is concentrated poverty a good
thing for anyone? if we have twice as much as the state average - should we be producing more and further concentrating poverty?

id like to see the city develop more things (housing, better school system, better retail, etc.) that would attract middle class residents
to *want* to be here. They are our taxpayers. Check out where the tax base is...its 16 acres and east fp, not low income housing. That is
important. Middle class families are as important and they should not be forgotten - we want them to stay too....and want new ones to
come to Springfeld. | by Mark M

Idea Title increase home ownership
Idea Detail Springfeld has allowed its most beautiful victorian homes to be rezoned as group homes. Maple High Six Corners added 1049 housing
units in a 10 year period without adding any new homes while the City itself added only 143 new units. Why not keep the zoning or rezone
beautiful homes as single family homes and provide incentives or assistance for a new resident to buy and rehabilitate a home. lets get
Maple High Six Corners from 18% home ownership to 25 or 30%.
Idea Author Anne K
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Idea Title need to expand tax base
Idea Detail Springfeld has a budget of over 1/2 billion dollars, but raises only about 1/3 of that in taxes. The balance comes from the state and we are
totally dependent on the state. We need to expand our tax base and become self suffcient.
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Idea Detail One of the biggest challenges the city faces is the perception that it is unsafe. Many residents of the city and surrounding communities
believe the city is unsafe and that crime is everywhere. Most are unaware that the crime rates in nearly every neighborhood has fallen this
year. We need more visible police offcers on the street. We need better lighting at night. We have four good colleges in the city that could
task the students with coming up with a campaign to change the cities image.
Idea Author Sean M
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Comment 1 i swore i commented on this one... anyhow. i see too many police guarding street construction and less on foot patrol where i feel they are
seriously needed. | by Kathy T
Comment 2 i think this is 1.) to a degree about perception, which has to be addressed to the media who routinely elevate the perception of crime in
Springfeld and urban areas generally, and 2.) criminal activity is one of the few realms of activity we have left open to some people, young
uneducated teenagers for example, and since we have moved all the jobs we used to have to China, etc., it is hard to blame people for
doing the only things they can do, so we should focus our activity on making sure there are meaningful positive alternatives for people. This
is sometimes called empowerment and is something we should focus on more when we are talking about community challengers, instead
of pointing fngers at peoples negative but understandable responses to being exploited and oppressed. | by dave g

Idea Title building Codes
Idea Detail What alterations (if any) are being made to existing building codes? Are there any plans to enforce better, more resilient home designs as a
result of this disaster, or is everyones focus more on how we can take advantage of the situation to reorganize the city structure?

i am an engineering student at Smith College, and my class is examining both the impact of tornados on the structure of houses and the
social impact of the destruction on communities. We have been examining the ethics and realism of making tornado-proof designs.
What do all of you think about investing in stronger homes, provided that these solutions are cost-effective for a wide range of income
families and for both new and existing homes? is it worthwhile, considering that another tornado may not occur in Springfeld for another
decade(s)?

We believe that it is. What are you thoughts?
Idea Author Victoria W
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Idea Title Crime
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Comment 1 building Codes are establish by State law and the law in Massachusetts pre-empts local codes and therefore prohibits building Codes to
vary from City to City | by joanne p

Idea Title Outside perception, Self perception and Clean up the bus Station
Idea Detail i live in northampton and work in Springfeld, so im sort of an outsider but id like to take a stab at this. When my offce moved here, many
folks in the offce actually expressed fear about moving to Springfeld. i remember one person saying she would be afraid to work late
and then have to walk across the parking lot to her car. These fears turned out to be unfounded. Are these same unfounded fears keeping
businesses from starting here or moving their offces here, or keeping people from visiting to go to the theater or other city attractions? is
outside perception a signifcant problem for the city?

Which brings me to self-perception. Whatever the self-perception of a place, residents tend to project it, and visitors read it, and then that
becomes the basis of outside perception. Which is why this visioning process is so important... it is a frst step towards redefning the citys
self image about where it is going, who it will be in the future....

finally, a quick related note about the bus station (and outside perception). for many, the bus station is the frst thing they see when they
enter the community... ive had a number of visiting guests come through the Springfeld bus station, and all have commented that it is a
particularly sketchy, scary place indeed. When i have taken the bus, i try to avoid the front, going straight around to the back instead. i had
one friend who is transexual ask how to get to the area, and i was afraid to send her through the bus station, so we arranged something
else instead. if people dont want to arrive in your community by public transit, you have a problem ... people should feel welcome and safe
here! So, in my opinion the bus station should be cleaned up!!! Other communities have safe bus stations!
Idea Author danielle M
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Comment 1 Changing perception is a big challenge. local leadership has to be more aware of supporting local people and their ideas, but separate
and apart from that there is a serious problem of people over-promoting urban problems. There are problems, and they should not be
ignored, but there is also the problem of relative lack of promotion of Springfeld by real estate people, since most of the property being
marketed is outside the City, and the problem of media outlets trying to sound big city be equating small events in Springfeld with big
problems in other cities.

This can be addressed to some degree with organizations such as the business improvement districts and community associations, but
should also be directly countered by Housings Centers which should be located in each of the inner neighborhoods to recruit and educate
the next generation of families. | by dave g

Idea Title new england real estate Journal
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Idea Title presence
Idea Detail bring the guardian angels back to Springfeld, or have more cops walking beats - with police dogs.
Visible presence on the streets - all day & night. Start putting more police out in the evening & overnight to early morning ours, when they
are needed more - and put em on the street.
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Comment 1 i couldnt agree more that we need to focus on the root causes of crime in Springfeld. ive seen kids on my street who cant even get a call
back from the low-wage, dollar-store, dead-end jobs they apply for. Kids graduate from high school here with no hope for the future. i can
understand why people living in neighborhoods with the most violent crime want to see more cops. but i agree with lauren that investing
in jobs programs and access to education and training is the only way to really deal with crime. Cleaning up the criminal element
is a pipe dream as long as we have 25% unemployment in the city, even higher in some neighborhoods. look at what works in other
communities. When people have access to good jobs and education, crime goes down. | by lara 1
Comment 2 less police. More money towards education and employment. find the root causes of why crimes are taking place and work towards correcting that. Springfeld
needs more jobs and better educational opportunities for its community. This rebuilding could be a great chance to improve this city. | by lauren d
Comment 3 i dont like the idea of turning Springfeld into a police State with dogs and vigilantes and such. We have a plenty large police department.
Crime is overblown here. Would be great if they enforced the quality of life stuff - speeding, noise, parking, litter....but id rather invest more
in code enforcement than more cops. More cops does not mean less crime. | by Mark M
Comment 4 Agreed, but given the citys current state,the city does not know how to effectively do that - if it did know how, it would have been done a long time ago.
it doesnt have to be a police state forever, just long enough to drive out the criminal element - then maybe the current police force could handle the
maintenance. Crime is way too wide spread now for the police to get a grip on it. let them start fresh, so to speak and then make sure they maintain the
city correctly. i dont think there are enough police to enforce all the smaller quality of life issues. invest in cleaning out the crime element frst, then invest in
maintenance. There is no other way to do it. i see your point, but the hard reality is, the only thing that will work for this city is strong hands on action. Otherwise
there will never be anything but drops in the bucket. The city will never develop a good tax base if people & businesses are scared to be there. | by Melissa K
Idea Detail This is the place Springfeld needs to advertise its commercial real estate...
http://nerej.com/

new england real estate Journal
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Citywide Initiatives
Idea Title Citywide

Idea Detail below youll fnd the preliminary recommendations for this nexus domain. in a few weeks, the full description of each recommendation will
appear on Mindmixer.

for now, please use your voice to describe each recommendation. feel free to include your perspectives, opinions, and even potential
opportunities or implementation partners.

1: Make a conscious effort to improve the image and perception of Springfeld

2: implement the rebuild Springfeld plan; monitor and champion measurable progress

3: Transform the experience of living in Springfeld to refect its latino/Hispanic demographic

4: in lieu of a robust tax base, fnd temporary and creative solutions to support the needs of everyday residents
Idea Author nathan p
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Comment 1 public skatepark | by stevie W
Comment 4 public Skatepark | by stevie W
Comment 5 Seriously someone help me... | by stevie W
Comment 6 How do i post my my idea? | by stevie W
Comment 7 i also would remove #3 | by Kathy T
Comment 8 i would then revise #4. This point is just weak. if there is not a robust tax base, how do we work to get one so the Temporary ...
solutions do not become permanent.

i would suggest instead: recognize that Springfeld needs to rebuild its industrial sector and commercial tax base, adopt temporary
measures to address immediate needs, and at the same time use existing economic resources to spark revival of productive activities, that
will in turn drive a revival of Springfelds position as center the region.

implementation of the rebuild Springfeld plan should be the spark that gets this process going. | by dave g
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Comment 9 i would then revise #4. This point is just weak. if there is not a robust tax base, how do we work to get one so the Temporary ...
solutions do not become permanent.

i would suggest instead: recognize that Springfeld needs to rebuild its industrial sector and commercial tax base, adopt temporary
measures to address immediate needs, and at the same time use existing economic resources to spark revival of productive activities, that
will in turn drive a revival of Springfelds position as center the region. | by dave g
Comment 10 The latino and Hispanic population includes many good, caring, and hardworking people. i feel strongly that they want to make better
lives for themselves and their families, and would feel much better about being part of an economically growing region building jobs and
opportunities rather than a depressed reservation for minority clients, waiting for hand-outs.

(That is what #3, as stated above, sounds like to someone who has watched people being effectively pushed out of town by money-
grubbing outside manipulators pushing their programs on Springfeld over the years. They have pretty much all made good money, but
Springfeld people have paid the price.) | by dave g
Comment 11 i would remove #3 entirely. Springfelds latino/Hispanic demographic is more apparent than real, as most Springfeld families are still
here in the region, but have been made refugees by governmental dysfunction of the past three decades and have moved outside the
municipal boundary to escape things like forced busing, neighborhoods being taken over by illegally concentrated low-income housing,
and related social ills and consequences.

Success will involved not pretending that the refugee problem, and the governmental dysfunction that caused it do not exist. The offcials
are effectively addicted to the low-income housing money and the other government money, and cannot see beyond their next fix.
denial has never been a good cure for addiction.

Success will involved expanding the decision-making group beyond the insiders responsible for continual failure to include All
stakeholders, so that Springfeld can be the vital regional center it can be and should be. | by dave g

Idea Title educational domain


1: put schools and libraries at the center of creating a nexus of places, programs, and access to technology to meet community needs

2: Create a system of connected and integrated partnerships for a continuum of education

3: better engage the public in the process and importance of education reform
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Comment 1 Additionally, building on Jason g1s point, is that to better involve people it may be necessary to revise the current anti-vocational thrust of
ed reform in Massachusetts, with its emphasis on MCAS-for_All, and instead focus on life-long access to education and skill-building for
all people, whether via traditional night-school classes at putnam or programs at the Community College accessible even to people who
may at some point have made mistakes.

Changes like this would make ed reform relevant to all. | by dave g
Comment 2 This is generally a good goal, but it has been hard to achieve, despite money spent on some nice buildings, due to the busing plan.

Since forced busing was imposed by the State board in 1973-74 the normal relationship between neighborhoods and schools has been
severed, especially in minority-dominated neighborhoods such as brookings, where as many as 80% of the school children have been
busied out. The six-district plan has been replaced by another plan, but children are still being bused all around the City, and the school-
communities relationship remains severed.

perhaps a good innovation would be to make brookings and dryden neighborhood Magnet Schools where all local students attend
their neighborhood school, unless their parents opt for a charter school. This might be something that would build value in the tornado-
impacted communities, | by dave g
Comment 3 educate to the realities of todays world. The city has a responsible employer Ordinance that mandates that only construction companies
that have a registered apprentice program be able to bid on city controlled projects. use this as a stepping stone to develop ties with
putnam Voc. | by Jason g

Idea Title Social domain


1: improve land owner and landlord oversight

2: provide equitable access to a variety of housing options

3: Attract a vibrant and youthful population to be stewards of Springfeld

4: provide appropriate social support services for youth, families and seniors

5: provide accessible health and wellness services

6: improve the reality and perception of public safety in Springfeld

7: Make healthy food accessible and affordable for all residents
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Comment 1 evaluate each neighborhood for rental and homeownership opportunities. increase single family housing opportunities in forest park
and South end as new construction becomes available. either convert two family housing to single family dwellings or work with Hud to
develop exceptions to rules for homeowner subsidies. Consider rezoning existing lots to increase lot sizes so that a variety of housing plans
can be considered with improved amenities like two car garages and more open space for gardens. Seniors and disabled need one level
homes which are not the norm in older homes in some neighborhoods. | by becky p
Comment 2 The foundation of every city starts with the social fabric we all must weave together to maintain and grow our community. people have
to know that there are programs and safety nets available to them. More importantly there must be opportunities to allow people to
contribute to the creation and development of new programs as things change. | by Jason g

Idea Title Organizational domain


1: establish an organization that partners with the city to take a leadership role in guiding Springfelds future

2: establish a body that coalesces community organizations to achieve effciency and effcacy through collaboration and cooperation
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Comment 1 i think we should consider identifying and using one or more existing organization for these purposes, and make the amalgamation the key
to the process. The fact that the carpenters union is working on building putnam while community organizations have been working to end
the project is exactly the kind of silo behavior that Jason g1 so properly references. This needs to be avoided by creating a structure that
is open to everyone, such as a Civic league. | by dave g
Comment 2 Absolutely, but make sure that the organization that is created incorporates the whole of who we are-- community groups, faith, labor
unions, government, and business. each of these groups too often work in silos and so never maximize the true potential the city is
capable. for example, the carpenters union is working with putnam school to bring in apprentices that then go to work on the construction
site of the new school. | by Jason g
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Idea Title economic domain


1: Streamline the process of economic investment and provide creative development incentives

2: Catalyze new and nurture existing local business ventures

3: expand the presence and infuence of career development and educational partnerships

4: improve opportunities for underrepresented residents to participate in Springfelds economic future

5: develop and harness Springfelds role as the economic heart of the pioneer Valley
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Comment 1 i second donna fs idea. A fea market is the lowest rung on the retail ladder, it is accessible to people who dont have the experience, skill,
capital, or will to rent a storefront location. Think of it as a training ground for future retail establishments - the most successful vendors will
be able to branch out. | by ralph S
Comment 2 i lived it ft. lauderdale for 10 years. There is something called the festival flea Market there. www.festival.com if there was a way to bring
something like this to Springfeld, i believe it would be a major economic force to our area. This fea market currently houses 500 booths
for different retail businesses. it would need to be built right on i91 or 291 and need lots of parking spaces. people from all over the state
and even other states could come and shop. it would be a very unique addition to the Hall of fame attraction and the dr. Suess exhibits for
people wanting to spend the day and lots of $$ in the Springfeld area. | by donna f
Comment 3 Creating tools for evaluation of efforts to support economic development. The release of an independent study naming Springfeld, MA as
the Worst city for business in the uSA, even as we have spent large amounts of money supposedly to encourage economic development,
should make us make us aware that improvements in our programs are possible. We should review this kind of feedback and make needed
corrections in our ways of supporting and interacting with businesses. | by dave g
148
Comment 4 economic development starts long before a business opens its door to the public. using local contractors that hire local residents that are
paid good wages, health insurance, and retirement benefts maximizes the value the community receives from these projects. Adding an
apprentice program goes to both advancing our educational goals as well as meeting point 4- improve opportunities for underrepresented
residents. inviting unions like the Carpenters union to the table should be part of point 2. | by Jason g

Idea Title physical domain


1: focus transportation resources to better serve and connect Springfeld residents

2: develop a process for transforming vacant lots and structures into community assets

3: build on existing physical assets to celebrate Springfeld unique and diverse aesthetic character

4: plan for and take advantage of lessons learned from recent disasters by creating a comprehensive disaster preparedness plan

5: design, develop, and operate places and spaces that are effcient and respectful of natural and human resources
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Comment 1 regarding item #4 (plan for and take advantage of lessons learned from recent disasters etc.)
There was no well publicized source for information from Springfeld following the June 1st tornado- only two sources for information since
the power was out- a battery operated radio and the republican. nothing changed by October 29.
Since the 1950s there has been a system of air raid sirens in the City also a radio alert was periodically tested. Some of the horns are still in
place.
robocalls are useless when the power is out.
i believe that the City has an emergancy preparedness director and there is a control center in the Carew Street fire Station. The City
should build on this base and connect with one or more radio stations and the republican to alert the public.
if the horns could be activated and information made quickly available on the radio and both of those sources made known by the
republican and the radio stations, we would be better prepared. | by bob C
149
Comment 2 i have no idea how to submit a new idea but ive seen this mentioned several times about the river front and doing something about i-91.
really, this has to be addressed for the good of the city and the whole region.

Someone needs to start the 20 or 30 year conversation with congress and the federal government to fx this problem. They created it and
will need to be part of the solution. Congressman neal has done nothing about this and we need someone who will be a strong advocate
and start the conversation. Take peoria, il for example. They have been able to rebuild their entire interstate through the city but it took
years for this to happen.

i would propose keeping the highway in place but sink it below grade. You could have a transportation corridor and add the railroad
through there as well. property values would soar and you would gain a huge amount space in the heart of the city and riverfront to add to
the tax base. its not often that you can expand the tax base | by dave b
Comment 3 All of these suggestions would be helpful... nothing about the riverfront? We really need to work on connecting it with the city. | by Justin
M

Idea Title Cultural domain


1: Celebrate the old and new cultural diversity of Springfeld

2: better connect locals to cultural amenities through coordinated outreach and diverse events and programming

3: establish a City Arts and Culture Tsar
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Comment 1 regarding #3: Springfeld remains a city of patronage -- where friends appoint friends to jobs regardless of their competency, and most
personnel decisions have a political aspect.

until the city becomes less parochial, id hold off on the Tsar, as id wager that under current conditions, it would be just another patronage
hire. | by Justin M
150
Comment 2 point #1 is perfect.

point #2 should probably be read as consolidate existing activities while making them more inclusive. With the internet and cable TV
occupying peoples minds and the great recession undermining their capacity, his is a very diffcult time to run and build the social
organizations needed to support cultural activities. We should therefore more formally manage parades, festivals, and so forth and work
to insure that all groups feel included in each. There was prior discussion about how we should build the Jazz festival instead of starting
a Taste of Springfeld. This is how we should work, with a few large events for the City, and then periodic events like festivals and house
tours in various communities, especially the ones being rebuilt.

it would be a good idea to revive MOCCA or something like that, so someone could have the resources to reach out to people.
| by dave g

District 1 Initiatives
Idea Title Historic preservation: High priority to save historic buildings
Idea Detail give a high priority to saving remaining historic buildings and historic character by pursuing and recruiting adaptive reuse options and
enacting a demolition delay ordinance.
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Comment 1 Springfeld does have important historic structures that should be rehabilitated and put back into use or demolished. At the same
time, Springfeld should embark on new, cutting edge design at infll sites downtown if it wants to become a national player. i think
the combination of these two approaches to the downtown urban character will send a signal that the city is not JuST about historic
preservation, but is also open to new ideas, new residents and future generations. Historic preservation by itself is not a great catalyst for
change. | by blake W
Comment 2 The Howard Street School was once the home a bold experiment introducing public Montessori education to Springfeld. That got moved
out (and subsequently greatly diminished) in favor of development opportunities. in an already overbuilt offce environment, what better
preservation use than to revitalize Zanetti Montessori School and the South end Community Center into a revitalized combined facility.
get rid of the surrounding surface parking (perhaps a low garage structure with a green roof for the school playground). What better
marketing tool for the city than a frst rate, cream of the crop educational facility, close to downtown workers (visit your childs school on
your lunch hour) that has walking distance access to all of the city centers cultural facilities and surrounded by green space. Wouldnt that
be an effective marketing tool to the i91 corridor that Springfeld has a commitment to quality education and frst rate community facilities.
| by philip b
151
Comment 3 The plans for the Amherst npr station, WfCr-fM/WnnZ 640 AM to rennovate and move from Amherst to Springfeld into the historic
fuller block at 1537 Main Street, which will move the bulk of their broadcasting and operations from Amherst to Springfeld by 2013 is a
great example of historic re-use and preservation. The project will invest $7+ million into the building/downtown and create about 30-40
jobs along with it. The $110 million State data Center at the site of the former Technical High School on elliot Street and will also create
between 50-75 jobs, and saved and intergrated the old schools front facade into the new building is a good way to incorporate the old
with new. The federal Courthouse on State Street, also saved the beautiful tree in front and incorporated that into the design. if the
union Station project gets off the ground that will save another old historic building and incorporate modern re-use into it. Springfeld has
a lot of diamonds in the rough... | by Scott b
Comment 4 At the same time. even with fnances and market support, there is a need for architectural coordination. perhaps there should be an
architectural control district downtown to prevent any owners or managers from being victimized and creating ugly improvements that
we in the community have to live with for decades or generations. This should apply to new and existing newer buildings as well as historic
ones, in order to be effective in creating the right kind of shopping environment, as in northampton, brattleboro, etc..

Shopping mall managers do this routinely, so given that the bid structure is already in place, this should not be too hard to implement. | by
dave g
Comment 5 This is an important ideas, but nefWC needs support for appropriate uses as does pVTA. These should not be treated as suburban single-
use buildings. This is an urban area and needs multiple and intense uses to create synergies.

This could be done in conjunction with location of the casino downtown by building a new Hotel Charles at the location of the old hotel,
using the theater as a show venue, and using the site of the present peter pan terminal as a casino venue, with the intercity bus unctions
moving to the new terminal.

Alternatively, we could listen to what i understand the late James rouse tried to tell Springfeld leaders in the 1960s, that the Springfeld
market is too small to support multiple suburban retail centers, and use governmental incentives to move the existing commercial energy in
the region back to downtown. | by dave g
Comment 6 The new england farmworkers Councils purchase and planned re-use of the former paramount Theater, union Station project need to
keep the historic contex of those buildings in contex. | by Scott b
Comment 7 Yes -- 100% yes. i believe that if we preserve the historic buildings and character of Springfeld, we take a big step toward rebuilding
Springfeld -- for not only our generation, but future generations as well.

As regards historic character, lets pay attention to the architecture and lighting that we put up in downtown. i envision Springfeld
becoming much more like new Haven, or even northampton than Hartford in this regard. i like our citys narrow streets, and i like its
human-scale architecture. | by Justin M
Comment 8 perhaps this should start with reconstruction of the South end Community Center and the Howard Street School, perhaps combined as a
new Community Center and facility for Square One. | by dave g
Comment 9 Agreed | by Kathy T

Idea Title urban design: Connect Main Street with the riverfront
Idea Detail Connect Main Street with the riverfront by making union Street a festival street and programming art in the underpass.
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Comment 1 i was looking at the underpass with my daughter the other day, and if there could be live retail space under the highway along State Street,
where there is plenty of space already, and union Street, which could be excavated and connected with active spaces along union Street
up to Main Street, possibly, as i suggested previously, with some sort of re-development of the Howard Street School and Community
Center,

As a note, since the fragments of the State Armory/SeCC are sitting around, available dOl funds should be used to fnance gathering all
those materials for re-use either in a rebuilt community center or some other building using those materials. | by dave g
Comment 2 How about making the street space under the overpass available for retail vendors in some way? That would give it some life and would
encourage people to migrate from the Hall of fame towards the downtown. | by ralph S
Comment 3 first, there has to be attractive, active uses on the near (east) side, like the Hall of fame. Then i think there have to be active uses on the
other side that are linked, possibly by elevated walkways or even a boardwalk over the tracks for some distance.

As i have suggested elsewhere, locating a casino downtown and/or on the riverfront based on a distributed model would be one way to
increase the level of activity. re-Centralization of the regions retail activity would be another, and then based on the increase in activity all
sorts of things, from craft shops to bikeways to rapid transit, can become feasible.

incidentally, i am projecting that all these ideas should be realized in an architectural idiom compatible with and supportive of the City of
Springfelds heritage and existing building stock, i.e. something closer to the Classical esplanade g. C. gardner projected in 1905, with a
wide variety of buildings interesting interacting with it. | by dave g
Comment 4 The only problem is the train tracks. How would you guys see it laid out? i am trying to make a mental visual blueprint. :) | by Kathy T
Comment 5 i would agree, having a walkable-pedestrian friendly walkway that connectes downtown Main Street/State Street are to the riverfront is a
great idea. The riverfront needs to be more open and walkable as well. in addition to attracting a mixed use retail/restaurant/ open green
space where the former York Street jail site is a big key to improving the riverfront area. | by Scott b
Comment 6 im supporting this in the spirit of what dave wrote below rather than this specifc idea. Main Street must absolutely connect with the
riverfront, but this idea does not go far enough.

regarding union Street: as it stands, currently -- between Main Street and the riverfront -- union features street lights that do not work, a
15-foot pile of bricks and debris, and unused parking lots that are entirely too large for the locations. A lot of work and a careful plan will be
required. | by Justin M
Comment 7 This might tie into the potential redevelopment of the South end Community Center and the School, but some real improvement needs to
take place to make walking under i-91 pedestrian-friendly. | by dave g

Idea Title framework: establish centers of activity along Main Street
Idea Detail establish centers of activity at key locations on Main Street, for example, making the Main Street blocks around the union Street
intersection an area with more mixed use density and more eateries.
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Comment 1 = more jobs | by stevie W
Comment 2 This is good, but the activity should be intensifed and be as continuous as possible. re-opening the Hippodrome and gettinbg the Club quarter
back to what it was 10 years ago would be good steps.

As stated elsewhere, however, a dramatic increase in activity is mandatory, especially after 5:00 p.M. and on weekends. Many people talk about how
the sidewalk are rolled up at 5:00. Having a Tourist information Center that is not open weekends (At last contact) is only one problem.

We need to seriously consider how to regain the central role in retailing that was lost after local leaders insisted on building eastfeld Mall in the
1960s, apparently despite objections by James rouse.

Since retail shopping patterns are so fuid we should be working to divert the next wave of retail development away from Holyoke Mall and enfeld
and back to downtown, which has the superior geographic location, as well as possibly supporting a downtown/riverfront location for the Western
Mass casino. | by dave g
Comment 3 Yes -- my picks for activity centers are Worthington (and bridge/lyman,) State, and union Streets. Keeping the Club Quarter lively is
important. Mayor Sarnos recently proposed tax -- or else: curfew! is short-sighted in that regard, and i hope that rebuild Springfeld
opposes it. | by Justin M

Idea Title Housing Strategy: build on the success of Stockbridge Court
Idea Detail build on the success of Stockbridge Court by pursuing condo, rental, and mixed-use rehab of larger-scale, multi-story buildings.
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Comment 1 park Street lofts - which i think is the citys only loft-style housing - seems to be abandoned after the tornado hit. That is a shame. | by ralph
S
Comment 2 great idea below by dave g. | by Justin M
Comment 3 This should be combined with the development of infll housing, including new multi-use blocks along Main Street. All of these should be
marketed together in a balanced way, as was described in the meeting on florence Street. Another example is what the Housing Center in
Oak park has been doing since the 1960s in maintaining that community as racially integrated and economically diverse. | by dave g

Idea Title Vision: enhance Main Street
Idea Detail Make Main Street a vibrant, walkable street with historic character.
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Comment 1 immediately building street-level market sheds and renting them at low costs as a fea market space for weekend sales events. recruit
high-quality mix of vendors for fall and holiday events and use activity to building up to sale and construction of market-rate housing, both
rental and owner-occupied. | by dave g
Comment 2 i seconded this because theres so much empty stuff in downtown. We need a public skatepark seriously. i see little kids roaming the streets
on their boards and what buisness wants that racket. The skateboard community is so big Springfeld doesnt even know. That huge gravel
lot across from that lil smoke shop on main would be perfect. Space for lil kids and the big kids to roll around. police are always rolling by
on main, perfect. no one plays volleyball or tennis. its been too long. Chicopee just got 2 new skateparks and added to the Sara Jane park.
Springfeld, 0. Kids from other towns are going to want to skate it. lets make it happen | by stevie W
Comment 3 All masterplans and community plans usually tie into one mission but i am not sure what that is? Twenty years ago, downtown was booming
with professionals and businesses that catered to these clients. The banking business included operation centers downtown. We lost these
jobs and the businesses that catered to professionals that spent time after work downtown. We need to create more operational jobs in the
downtown area. data centers to support government like records management, digital processing, medical transcription services etc. that
support todays businesses. Otherwise, there isnt a lot attracting people to downtown unless they need a lawyer to go to court or they are
homeless and need shelter and other related services. What is the mission ? | by becky p
Comment 4 You are correct. We have allowed suburban offce building promoters to leech the daytime population downtown. This is especially true
even in so-called industrial park developments, which are now turning to multi-tenant offce buildings to fll space. We need a leadership
commitment to regulate land use and fnancing access to restrict these developments and return these populations downtown. This is
needed not only to support the development of downtown and the South end, but also to reduce long-term environmental impacts and
increase metro economic competitiveness. | by dave g
Comment 5 residents of the South end expressed a need for multi-generational housing that is available for mixed income households. The South end
residential areas would be a great location for a SHOWCASe of community housing developed and managed by a handful of competing
developers who currently invest in Springfeld. each developer would design,create, and manage a blOCK of housing along Main Street to
showcase their best ideas and creations. Most developers have websites that provide photographs of their properties along with amenities
and foor plans. | by becky p
Comment 6 The South end needs new development for recreational opportunities such as, commercial development of indoor rollerskating, socceer,
and dance hall that also provides seating and eating area for guests. Membership plans can be developed for community members that
are subsided by community organizations through grants. There also needs to be a Community Center where teams and groups can be
organized for indoor basketball, volleyball,tennis, ping pong, pool tables, cooking , planting, sewing, needlework, arts/crafts, board games
like chess. new facilities need to be built so that buildings are handcapped accessible and ample parking available that is monitored. After
a facility is created girls and boys Clubs, Church groups, and volunteers can be used to help facilitate programs. These are the type of
activites that bring families together and help foster great sense of community. | by becky p
Comment 7 The South end and Main Street which is parallel to Columbus Ave needs to be zoned for businesses while the other side of Main Street
reserved for residences whenever possible. The Columbus Ave side of Main Street is better suited for high volume traffc and emergency
access. | by becky p
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Comment 8 both sides of Main Street should be used for pedestrian-oriented businesses on the frst foor, with housing above. The businesses
requiring high-volume vehicular access should be located on the Columbus Ave. side of those blocks. land uses like the former Wendys
would seem to be a mistake.

At the same time we need to think about linkages to thge other side of i-91, and pedestrian-friendly passages under the highway at union
Street and broad Street, with continuous commercial activitty, would seem appropriate is we are trying to promote tourism. | by dave g

Idea Title Commercial/retail Strategy: recruit retail and restaurants
Idea Detail recruit retail and restaurants for vacancies on Main Street and demonstrate market viability to potential urban grocery store and pharmacy
businesses.
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Comment 1 Take out the gross resturaunts and make them more americanized, nobody eats Mediterranean food... | by stevie W
Comment 2 nadims is soooooooo good. | by Julian b
Comment 3 How was the building at the corner of State & Main - the one that is being eyed for demolition to make way for a parking lot for the Court
Square Hotel project - able to recruit retail tenants so quickly after being vacant for so many years?

How much of the lack of downtown retail is due to landlords who dont actively market their buildings, or who set their prices too high? | by
ralph S
Comment 4 A movie theater would be nice -- an art house theater, for example... Just so that the entertainments downtown arent all 18+.

A grocery store is absolutely necessary. | by Justin M
Comment 5 i agree with dave g. We need market rate residences downtown -- everything will follow those. | by Justin M
Comment 6 We have restaurants. We used to have more.

We need to recruit a market context, including an active and secure environment and an economically diverse local population that can
support them. This was described in the presentation about how market-rate units were introduced into Harlem in nYC with apparent great
success. We should be able to do the same thing in Springfeld, but until we do, we should not emphasize brining in more eateries. This
should be developed methodically all together.

if we are very clever we might even be able to persuade some of the business people we lost because of lack of support to return and open
back up. | by dave g

Idea Title urban design: promote urban design that activates Main Street
Idea Detail promote urban design that activates Main Street through pedestrian-friendly principles, and by making parking available but unobtrusive.
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Comment 1 As to making Springfeld pedestrian friendly -- look at how successfully northampton has created a pedestrian friendly atmosphere. i
believe that we can do likewise in Springfeld.

As to unobtrusive parking: lets start by addressing the two highly obtrusive, gaping parking lots on dwight Street -- behind the Td bank
building and also behind the Tarbell-Watters building. These are the egregious offenders re: parking lots in Metro Center. The South end
has offenders even on Main Street. | by Justin M

Idea Title public Space: promote existing open spaces
Idea Detail emphasize maintenance, activation and programming of existing open spaces.
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Comment 1 Of course, yes -- i believe that the use of open spaces will increase naturally as we attract new residents to downtown.

There are two open spaces on Chestnut -- next to the Willys Overland block, and also right next to the train bridge (on the downtown side)
that must be looked at for either parks or new construction. | by Justin M

Idea Title Zoning: Adopt the new zoning code
Idea Detail Adopt the new zoning code and consider additional changes consistent with the rebuilding plan.
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Comment 1 id be happy to second new zoning, but before i do -- like John lennon said -- wed all love to see the plan. | by Justin M
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Comment 2 it should be noted that many people feel the proposed new Zoning Ordinance lacks certain democratic checks and balances, and should
be revised to allow for more community input prior to any further consideration. im sure that the active community groups in boston or
new York would tolerate imposition of a zoning ordinance with so little provision for citizen review as what was proposed in Springfeld. | by
dave g

Idea Title public Space: Address Main Street vacancies
Idea Detail program Main Street vacancies with art and short term uses.
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Comment 1 i have worked in curating and art preservation, (my degree is in art history,) and now run an arts guild in Springfeld.

practically speaking, storefronts are not great sites for many types of artwork. They are not museums -- that is, theyre subject to weather/
climate, theyre often unguarded, and thus only certain art objects can handle the conditions. in other words, its not as simple as just
shoving any painting in a storefront. There are risks associated with it for the artist.

As to short-term uses: if the city wants to give artists a storefront in which to work -- in exchange for an appropriate display -- thats a fne
idea. it increases both liveliness and aesthetics in Springfeld.

ill support the latter short-term use suggestions (artists studios,) but not the quick-fx, put a painting in a storefront idea. | by Justin M
Comment 2 We should address these vacancies by flling them with buildings. We have all seen the lack of progress at Steigers, and unless there is
excess money around somewhere for decoration, we should focus on a strategy for development.

At the same time, if interim uses ft into a staged strategy, that could be a useful way to announce a new direction. | by dave g

Idea Title partnerships: Keep rebuild Springfeld involved in action
Idea Detail Keep rebuild Springfeld involved in implementation, working with downtown and South end partners, including pursuing new
partnerships.
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Idea Title Coordination: Create downtown redevelopment leadership group
Idea Detail Create a downtown redevelopment leadership group with professional staff.
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Comment 1 A downtown residents Council is a good idea, and should probably be expanded to be a residents and business-owners council. too,
because they are too often shut out as well, but we have to remember that downtown is the the Central business district for Hampden
County and is not just a city neighborhood; it should also fulfll a regional role, and the fact that it does not do so as well as it should is a
regional as well as a citywide problem and issue.

All regional institutions, like pVpC, and the State and federal governments should be challenged to factor strengthening downtown
Springfeld back into its proper role into all transportation system and development decisions. That is the Smart growth we are supposed
to be committed to. | by dave g
Comment 2 i support a downtown residents leadership council. Currently, this is the mayors, the bids, and the city councils responsibility -- theres no
input from residents.

That downtown continues to languish -- even after this city hired some of the most thoughtful urban planners in the united States, (e.g.
The national urban land institute and Zimmerman/Volk) -- speaks to a failure of city leadership. it could be remedied with a residential
leadership council. | by Justin M
Comment 3 We have gone this route before, and to some extent do this now with the bid. if we are concerned about a lack of support for development
of the Cbd why shouldnt we focus on improving regional planning so that less development energy is drawn away from downtown?
especially why shouldnt we focus on preventing governmentally supported and sponsored development activity from drawing commercial
activity away from downtown? | by dave g

Idea Title public Safety: develop community-managed anti-crime organization
Idea Detail develop a community-managed anti-crime organization and engage with the police department.
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Comment 1 rebuild Springfeld and the Mindmixer process should be adopted as the key catalyst for development of a new approach for the whole
City and region, not just the South end. | by dave g
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Comment 1 i think the community function should be integrated into a general purpose community association that would be involved in management
of services, marketing of housing, management of the retail district, etc.. Such a group could grow out of the Citizens Council. Many
separate special-purpose groups might fragment community energy. | by dave g

Idea Title Housing Strategy: pursue infll
Idea Detail pursue infll of one- to three-family houses on residential cross-streets.
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Comment 1 This should be done with a variety of target markets, but should especially be a focused on providing a counter-balance to the large
number of subsidized units that have been developed and that are being developed. There are a lot of potentially exciting ways to
develop these lots, and new houses built on these lots might attract many of the people who have felt excluded from the South end and
downtown housing markets in the past. | by dave g

Idea Title Coordination: enhance communication among groups in South end
Idea Detail Coordination: engage an organizer to enhance communication and coordination among the different groups in the South end.
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Idea Title invest in Quality neighborhoods: Vacant lots as Community Spaces

160
Idea Detail untended vacant lots create stress in neighborhoods, raising nuisance, safety, security, health issues.

Activate vacant lots for:
- Abutter lots
- Community gardens
- neighborhood park / playground / dog park

potential benefts:
- Access to healthy food
- beautifying the neighborhood
- Safe and active public spaces
- Youth activities
- Skill development

Community garden Ordinance under consideration.

disposition strategies.
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Comment 1 reducing the number of vacant, blighted properties should be one of the priorities as part of the rebuild Springfeld plan. not only
are these properties flled with waste, they are bringing down the property value of the homes and businesses that surround them. The
suggestion of a community garden would be an ideal way for citizens to come together in an effort to clean up a vacant lot and transform
it into a community resource. Community gardens can be places where individuals and families can interact with one another, share ideas,
and ideally feel safe within their neighborhood. The idea of transforming a vacant lot into a dog park or a playground is also something
that should be considered. Many of these lots have a decent amount of space and an optimal layout for implementing plans to build a
playground, for example. no matter what the vacant lot may be transformed into after clean up, the goal should include a safe, healthy,
resourceful place where a community is able to connect | by Holly W

Idea Title Strong Community Through education: Schools as Anchors
161
Idea Detail Opportunities:
- 21st century design of learning environments
- Schools as community hubs
- leverage investments to promote collaboration and effciency in services

potential opportunities at:
- brookings School
- former Macduffe School
- Veritas prep Charter School

Strong foundation for economic development in the city/region.

Community-supported shared services.

learning, skill development, capacity building for the entire community.
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Comment 1 A new up-to-date building should be constructed for brookings School and a creative re-use found for the old historic building--community
center, healthcare, daycare, elderly housing. The estimated $20 million needed to repair the old building would be better spent for a new
building. | by linda b
Comment 2 by making an effort to leverage investment of public libraries in existing schools. especially w/regards to schools such as forest park,
dryden and brookings which are all in varying degrees of renovation. | by Stephen C
Comment 3 i like this idea, as a Mother with three in Spfd schools. | by Kathy T

Idea Title build Community Capacity: detailed Community Services Strategy
Idea Detail Support for residents, organizations, and institutions that are already providing support and capacity building
- formalize / institutionalize relationships of existing volunteer organizations
- Create and maintain an online service directory
- Hold an annual volunteer summit to keep related organizations in conversation
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Idea Title Transform Housing: Coordinated Housing Strategy
Idea Detail bring partners together to develop a coordinated housing strategy to:

provide higher quality housing that is better integrated into the community

provide right amount and type of housing in the right locations

Coordinate with public investments in infrastructure, facilities, and programs

Supplement housing programs with capacity building efforts to promote education, training, skill development, self-suffciency
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Idea Title Transform Housing: infll Housing
163
Idea Detail The need:
- large number of abandoned, blighted, foreclosed, and city-owned lots.
- Many more properties, damaged or destroyed in tornado.
- Very low homeownership rate.
- Maintenance and code enforcement.

benefts:
- rebuild what was lost.
- Attract new investment and ownership.
- Meet housing needs and strengthen neighborhood long-term.

good things happening:
- Housing organizations partnering.
- Current housing construction (100 new homes in Old Hill).
- programs grants, and incentives.
- City improving processes to address vacant city-owned.

More can be done:
- expand and develop partnerships to impact more people in a wider area.
- Support homeowners that are invested in the neighborhood; address problem absentee landlords and investors.
- bridge gap between renovation costs and housing value to make homeownership possible for a wider range of residents and spur private
investment.

How:
- effective organizations in place.
- grants, credits, loans and programs.
- Volunteers, sweat equity and donated materials.
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Comment 1 There should be a comprehensive look at redesigning portions of the neighborhood street pattern, especially in areas like the upper
Central Street corridor and the South end to provide a less traffc oriented arrangement in favor of a more defned structure that is
conducive to a tightly knit residential neighborhoods. This would include pedestrian and bicycle interconnection of new and existing green
spaces, safe walking access to schools, parks and local business. | by philip b

Idea Title expand economic Opportunity: Job Training/Small business Support
164
Idea Detail Jobs continue to be a critical piece to the Citys recovery.

both city-wide + district specifc:
- full-service grocery store
- Watershops
- Small business

Workforce development:
- STCC/HCC, reb, futureWorks

Support for existing small business and entrepreneurial:
- Start-ups: STCC Tech park, Mass latino Chamber
- existing businesses: financing, staffng, investments, next Street (suppliers to large companies)

Connect with Springfeld College.
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Comment 1 develop training and career opportuinities for AdA Coordinators (Americans with disability Act Coordinators) who work with local and state
government,companies with 50 or more employers, and contractors who receive state and federal funds. it is reasonable and customary for
AdA Coordinators to conduct annual 504 Self-evaluations, post notices about anti-discrtimination policies, AdA grievance procedures, and
reasonable Accommodation requests and decisions for employees, applicants, and the public etc. | by becky p
Comment 2 develop personal care attendant and home health aide program opportunities in each neighborhood so that residents can train, become
ceritifed, attend monthly inservices, and support meetings, and engage in career and business development. Many personal care
attendants are spouses or family members who work for free so this needs to become a community service where everyone can obtain high
quality information, tools, resources, and networking opportunities. Stavros and Mass rehab can be utilized for partnerships. | by becky p
Comment 3 each neighborhood needs to evaluate the needs and demands of its residents. every neighborhood needs a community Child day Care
Center with sliding fee scale that can be used for multiple purposes. for instance, neighborhood police can provide identifcation and
safety classes to parents and children. Colleges and Medical providers can provide community classes to teach youth about babysitting
and Cpr. Career development organizations can provide classes to educate and license adults in family daycare that is provided at home
or in business setting. daycare services can be provided for workers in the community while fostering events that promte children and
foster support and relationships with working parents. Also, provide fexible services for drop-in daycare needs so parents have professional
daycare services available when they need to attend meetings, training, appointments without children. This will provide volunteer and jobs
opportunities. | by becky p

Idea Title invest in Quality neighborhoods: property Maintenance
165
Idea Detail pride of place:
- increased property values, improved safety and security, more desirable local businesses and development

Outstanding maintenance issues.

partnership between City staff and community members:
- Move aggressively on properties
- engage code offcials, police force, developers and residents
- block-by-block approach
- local job opportunities
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Comment 1 agreed, some homes in spfd look so bad on the outside it refects very poorly on who we are as a city when looking in... | by Kathy T

Idea Title Strong Community Through education: Colleges and neighborhoods
Idea Detail local institutions of higher education:
- Springfeld College, STCC, AiC, Western new england

Opportunities:
- employment opportunities
- Activities around development efforts in the district
- financial support for tuition and student housing
- Job training and workforce development (inc. STCC Technology park and the Sciabelli enterprise Center)
- non-proft resource providers
- education corridor at Springfeld College
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Idea Title Safe and Healthy living: integrated Healthy food Systems
166
Idea Detail introduce fresh local food, Activate public spaces, encourage community building, Support local skill development and entrepreneurship,
build upon cultural diversity.

develop a full-service grocery store at State and Walnut.

identify parcels for community gardens, permanent urban agriculture, local farmers market.

develop a healthy corner store initiative to encourage and support bodegas/local markets in providing fresh and healthy foods.

partners: Springfeld food policy Council, live Well Springfeld, gardening the Community, Concerned Citizens of Mason Square, etc.
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Comment 1 The State/Walnut Street location would present a traffc nightmare! Already jammed with traffc from STCC and Commerce HS and that
would only increase. Try driving though there when school lets out. There is lots of empty space on Central Street created by the tornado,
or futher down State Street would be better. Would be nice to have a store like AC produce on Central Street. | by linda b
Comment 2 The goodwill on Sumner Ave was slated to become a supermarket when the deal fell through. i would much rather see several small stores
within this building offering a butcher shop, bakery, fresh produce and other staples. Open up the front of the building to the street much
like the fresh Acres market in 16 acres. The plan could be modeled on the hugely successful pikes Marketplace in Seattle. This would be a
catalyst for the business district at the X and offer healthy alternatives for the neighbors. | by Sean M

Idea Title Transform Housing: preservation as a revitalization Tool
Idea Detail Strong support for preservation:
- Well-preserved and maintained neighborhoods instill pride, enhance safety, strengthen property values and attract investment.
- revolving loan fund based on successful local examples; targeted to areas of need.
- emergency weatherization and stabilization of damaged properties until they can be restored.
- Supplement traditional resources with existing federal, state, and local programs for weatherization, energy effciency, and green building.
- expand beyond historic properties.
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167

Idea Title invest in Quality neighborhoods: Safe and Convenient Transit
Idea Detail enhance routes and hours to increase mobility and access to employment and services.

Transform transit stops into neighborhood gateways and safe public spaces through improvements to shelters, seating, lighting, and
surrounding public spaces.

Coordinate transit improvements with surrounding development to maximize impact of investment.
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Comment 1 Yes, we need more public transportation shelters, seating, access to public restrooms, with onsite security, and terminal staff during all
business hours. Consider using smaller vehicles for routes with low ridership. Consider alternative pick up and drop off locations depending
on needs of community. Work with employers, retailers, community leaders to identify needs for high volume public transportation. provide
incentives for employers who give employees rebates on monthly bus passes. | by becky p
Comment 2 Create public transportation so that residents can get ride to and from grocery store. Stop and Shop has pea pod service in some states.
green volkswagon like vehicles are used to save energy. Services needs to be affordable so everyone can beneft. | by becky p
Comment 3 develop residential communities where property owners/management companies own vans and hire drivers. residents have input when
rides are scheduled. during the week residents are transported to stores, farmers markets, restaurants, places of entertainment, community
events, places of worship etc. resident service coordinators work with residents and monthly calendar is circulated. | by becky p
Comment 4 identify vacant property to use as shuttle stations for pVTA in order to connect existing routes and enable transportation across town.
Currently, you have to travel downtown in order to travel outside of your neighborhood. residents do not want to be segregated and
steered into using services in one neighborhood. | by becky p

Idea Title Safe and Healthy living: Community policing
168
Idea Detail improved communication:
- improve robocall system
- Work closely with news outlets

emphasize community policing as public safety strategy, including:
- Appointed local liaisons attend community policing meetings
- formalize role of citizen police academy graduates
- neighborhood watch groups

eyes on the street enhance public safety:
- infll housing
- Active neighborhood centers
- Streetscapes that encourage pedestrian activity

Crime prevention through environmental design (CpTed)
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Idea Title Safe and Healthy living: encourage Healthy lifestyles
Idea Detail Access to local Healthcare:
- incorporate health services and programs into community resource centers and promote availability of existing services

Walkable Accessible neighborhoods:
- promote walking and biking through quality streetscapes, increase recreation opportunities, locally accessible retail and services

Community recreation and education Opportunities:
- partner with parks, schools, local groups and companies to supplement programming of community centers and city facilities

Capacity of health advocates and service providers.
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169
Comment 1 The abandonedHighland division rail line is the perfect start to improving the health of residents of this area and the whole city. The
railroad trestle that crosses lake Massasoit is part of this abandoned rail line. The rail line is the dividing line between Old Hill and upper
Hill. rail trails are often called linear parks. They do a great job of providing exercise and transportation at the same time. This project has
been talked about for years. Time to get it started. | by elizabeth S
Comment 2 i agree. A Highland rail Trail would provide excercise/recreation opportunities right through the heart of the city. it could cross lake
Massasoit and continue into east forest park/east Springfeld and connect eventually with east longmeadow trail. At Springfeld College
area, the trail could take a right turn and follow the Mill river from lake Massasoit all the way to the Connecticut river Walkway. it would be
fantastic and might even draw bikiing/walking enthusiasts from outside into the city. | by linda b

Idea Title build Community Capacity: Capitalize on engaged Community
Idea Detail Since the tornado, residents:
- Have pulled together to remove debris, repair houses
- Have engaged in strong and committed citizen groups (ex: Maple Hill-Six Corners)

Support for capacity building is needed despite funding needed, shortfalls, to:
- increase capacity of existing service providers, including nonprofts, colleges, etc.
- develop an organizational network to connect organizations within the district
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Comment 1 Maple High Six Corners neighborhood Council is working with the city on tornado issues. We meet the 2nd Tuesday of each month at 6
pM at Mason Wright retirement Community at 74 Walnut Street, lower level. Come and share your concerns and ideas and work with us
to make Maple High Six Corners better than ever. linda bartlett, Secretary | by linda b

Idea Title expand economic Opportunity: enhanced local retail and Services
Idea Detail Support retail and services that meet resident needs and attract visitors by:
- ensuring zoning and land use policy encourage clustering around activity centers (Six Corners).
- incentivizing desired uses and services, and discouraging proliferation of undesirable uses. City has a range of fnancial tools available.
- Attracting private investment by strategically investing in infrastructure such as streetscape improvements.
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170

Idea Title expand economic Opportunity: promote/Market the Community
Idea Detail build on strengths:
- Cultural diversity
- Historic character
- unique local businesses

Cultural festivals

Historic Homes Tours

Signage, banners, district theming:
- Mason Square
- State Street Corridor
- Six Corners Historic neighborhood

Support and shared promotion for local businesses
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Idea Title invest in Quality neighborhoods: Streetscape improvements
Idea Detail benefts:
- Makes neighborhoods more walkable and attractive, improves safety, supports businesses, attracts investment.

Specifc improvements:
- repaired and widened sidewalks, benches, landscaping, lighting, signage, intersection alignments & thoughtful design

investment maximized when coordinated with other development activity

locations
- Six Corners intersection, Watershops Armory area, Central, Hickory, Maple, pine, Hancock
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Comment 1 Streetscape improvements are vital! Maple High Six Corners area connects directly with downtown and affects the impressions made as
commuters/visitors travel through. improvements may increase likeihood of business investment and new residents moving into area. Mill
Street needs to be added to the list, though--its a real mess between Cherry/Maple Streets. | by linda b
Comment 2 Streetscape improvements are great, but the larger context of suburban traffc making it way through the neighborhoods that adjoin
downtown needs to be addressed as a quality of life issue. residential neighborhoods shouldnt serve as on ramps to the interstate or
shortcuts to downtown. Specifcally, Alden Street, Hickory Street, Central Street, union Street, Walnut Street and Maple Street among
others... South branch parkway and roosevelt Ave. / island pond road need to connect to a larger hierarchy of streets that avoids
cutting through residential neighborhoods. perhaps parkway extensions creating green boulevards sculpted around the center of
neighborhoods could ease traffc volume, reduce congestion, discourage inappropriate business traffc and provide the city a greener,
bicyce friendly transit alternative. | by philip b
Idea Title rebuild Homes to Strengthen neighborhoods: repair Assistance
Idea Detail Most property owners in district 3 promptly cleaned up and repaired their property following the tornado. However, a few property owners
have abandoned or neglected their property. This presents a nuisance and negatively impacts the aesthetics and property values in the
neighborhoods of district 3. To remedy this, the City of Springfeld should develop and implement an aggressive program that transforms
abandoned and blighted properties into benefcial neighborhood resources.

barriers to progress include funding gaps between insurance reimbursement and reconstruction costs and absentee property owners who
lack motivation to repair property in a timely manner.
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Comment 1 While youre at it, why not put the unsightly overhead utilities underground at the same time, creating infrastructure jobs and avoiding at
least portions of another massive power outage | by philip b
Comment 2 Stronger neighborhoods is what the City needs. However, in many cases the City government has been creating the problems rather than
solving them. The City a this point is not competent to develop programs to deal with neglected or abandoned properties, since housing
rehab programs were essentially abandoned in 1991 or 1992. All they have been doing since then is using resources to drive people out of
the City and demolish homes, many of which should have been restored.

instead of calling for City programs, the plan should call for support and capacity building for community-based programs run by
community groups. These groups should defne where how want their communities to develop, and provide them with the autonomy and
capacity to implement these plans over time. The City should play a supporting role, but should not control the process. There should be a
Citywide or perhaps regional group providing support and assistance to these groups. | by dave g

172
Idea Title restore and enhance natural resources: reforestation
Idea Detail Springfelds legacy trees defned the lush character of many of the communitys neighborhoods and parks. in the June 1st tornado
Springfeld lost a staggering 10,000 trees. losing that historic canopy damaged the appearance, the performance, and the memory
of Springfeld. The tree canopy provided a measureable beneft to the community and a recent forest Service study calculated the
lost ecosystem benefts to total approximately $3 million a year. Stormwater runoff, carbon storage, songbird habitat loss, noise, and
temperature where all negatively impacted.

The Sixteen Acres and east forest park neighborhoods were particularly impacted by this loss and are keen on seeing that living legacy
restored. Challenges include the loss of extensive street trees and natural area forestation, the protection of key viewsheds to take
advantage of new vistas to particular public areas, and the diffculty of overcoming right of entry obstacles for debris removal. fortunately,
the issue of reforestation has been taken on, and a plan and reforestation efforts are underway. That work will identify the optimal species
mix, call for the removal of invasive species and lay out the path for establishing a healthy, resilient and iconic tree canopy.
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Comment 1 i am not sure, but can you seek aide for losing 10,000 trees with a national fund some place? if yes we should all look into any and all ways
to replace those trees. | by Kathy T

Idea Title restore and enhance natural resources: enhanced use of parks
Idea Detail east forest park and Sixteen Acres possess incredible natural resources that are recognized by the community as important assets and
amenities for the area. These water bodies, parks, and forested natural areas are also within the locations most severely impacted by
the June 1st tornado. This initiative focuses on recognizing the importance of parks, waterfronts, and interconnected greenways to the
community, and identifying strategies to enhance these areas as they are restored.

The goal is to get the most out of parks and recreation areas through a combination of design and facility improvements to enhance
existing parks, new programming for a range of users and activities, and strategic park land acquisition to increase the interconnectivity of
the overall parks and green space system.
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173
Comment 1 Hi,

We are planning a meeting on Saturday, february 18 at 10:00 a.m. at the nathan bill park field House, 135 plumtree road to discuss the
South branch parkway/ Waterfront Committee. This is a great opportunity for us to get together and give back to the community. please
email me if you will be coming. i look forward to hearing your ideas and suggestions. See you Saturday!

please feel free to call or email me with any questions.

beth Hogan

Phone me: 413-782-7619 (offce), 413-330-9224 (cell)
| by elizabeth H
Comment 2 South branch parkway could easily accommodate a designated bike / pedestrian path acting as the mostly non-existent sidewalk along the
shoulder, much of which, for instance along the golf course, is undeveloped. this could tie into a bike path along the rail line at Springfeld
College and eventually along the Mill river to the CT riverfront | by philip b

Idea Title Strong Community Through education: library in dryden School
Idea Detail The east forest park branch of the Springfeld public library is currently renting space in a strip commercial shopping center. The lease is
over in february 2012. The library is paying $50,000 per month to rent about 75,000 square feet, but the branch is open only 12 days per
month. The high rent precludes the library from having longer and more regular operating hours and limits the amount of programming
that can be undertaken there. both dryden and Cathedral High School are located near the branch. The library needs more space and
would love to co-locate a branch into a rebuilt Mary dryden School. This would allow the library to operate during, as well as after, school
hours and would serve students as well as the general public.
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Idea Title Strong Community Through education: Schools as Anchors
Idea Detail Successful schools are a key ingredient to stable, family-friendly neighborhoods. This is evident in the east forest park neighborhood of
Springfeld, where three schools Cathedral High School, St. Michaels Academy, and dryden Memorial School sustained signifcant
damage in the tornado. All original facilities are located near the intersection of Wendover and Surrey roads. Cathedral students are
attending a temporary facility at 310 Main Street in Wilbraham, while a separate temporary structure was established at the dryden School
for the foreseeable future.

While severely impacted by the tornado, each facility holds interesting opportunities for strategic rebuilding. As plans are made for the
repair and/or reconstruction of each of these schools, all opportunities to build back in a way that is healthier, durable, comfortable,
and energy effcient should be explored, doing as much as possible to create learning environments of which students, faculty and the
community are even more proud.
174
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Comment 1 Cathedral High School is big reason so many young families move to and stay in efp. The impact of losing Cathedral in the neighborhood
would be huge. One way for Cathedral to become an even better partner to the neighborhood and increase revenue would be to
develop a community center attached to the building. Specifcally around the gym area. This could be modeled around the very popular
Jewish Community Center, offering classes at night access to the exercise areas and a place for the elderly to go during the day. endless
opportunities. | by Sean M

Idea Title Connect Communities: Communication and Collaboration
Idea Detail At the district-wide community meetings, residents of Sixteen Acres and east forest park overwhelmingly expressed their desire for safe,
attractive, and connected neighborhoods. To residents, this means having better communication with the City, being able to access
necessary information in a timely manner, and enhancing public safety. Having a two-way dialogue between the City, neighborhoods,
organizations, and institutions is critical for immediate rebuilding, preparing for future emergencies, and moving forward to create even
stronger neighborhoods. This initiative can be separated into two distinct ideas:

1: improve communication and collaboration between the City, neighborhoods, and relevant organizations to quickly and effectively share
critical information, and create a venue to share and address community issues in a coordinated way.

2: identify opportunities to increase public safety through a mix of physical and programmatic improvements.
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Idea Title rebuild Homes to Strengthen neighborhoods: Quality Homes
175
Idea Detail Springfeld is home to many diverse and textured neighborhoods each with a distinct character and a strong sense of history. Strengthening
these family friendly neighborhoods and ensuring the protection or creation of durable, attractive, and effcient housing is of primary
importance to the residents of east forest park and Sixteen Acres. enhancing the quality homes in these neighborhoods can be done in 3
primary ways:

1: The preservation of the strong, attractive, family friendly character that defnes these neighborhoods.

2: The establishment of resources that promote the incorporation of green, effcient and durable materials in new construction.

3: The creation of a suite of programs to encourage energy retrofts and housing upgrades for existing homes.
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Idea Title Connect Communities: Complete Streets
Idea Detail in district 3, streets in the tornado-impacted areas generally lack mobility options. Many streets have no sidewalks, and there are currently
very few bicycle accommodations. While three bus routes serve the district along Sumner Ave, plumtree rd, and Wilbraham rd, station
locations, frequency, and proximity of service to district 3 residents make transit a challenging option for many. A lack of mobility options
necessitates driving for all travel including short local trips, and exacerbates traffc congestion. improved sidewalks, bicycle lanes, transit,
and off-street trails together can supplement a transportation network that provides options for residents and enhances connectivity within
the neighborhoods.
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Comment 1 i dont like this idea or the picture??? i moved here because its nice and quite and were out ofthe city. my mom livves off sumner and its
noisey and crazy over there. iM nOT interested in living in that kind of enviorment.

| by kathleen M

Idea Title Connect Communities: Youth and Senior Activities
176
Idea Detail residents of east forest park and Sixteen Acres value the family-friendly character of their neighborhoods, and identifed activities for
youth, seniors, and all ages as an important component of a strong and vital community. providing programs and activities geared towards
youth and seniors promotes personal development, social cohesion, and public health, and supports the high quality of life that residents
enjoy. These activities also help to support a family-friendly, multigenerational community where seniors can age in place and children and
teens are engaged.
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Appendix |
Supplemental Real Estate
& Financing Information
Springeld Market Analysis: Executive Summary
with Charts
Prepared by Thomas Byrne
Springeld Market Analysis: Community Summary
Prepared by Thomas Byrne
Metro Analysis: Springeld Apartment
Prepared by Pamela McKinney (Reis, Inc.)
Metro Analysis: Springeld Retail
Prepared by Pamela McKinney (Reis, Inc.)
Springelds South End Neighborhood: Residential
& Retail Market Analysis
Prepared by GLC Development Resources & DAB Appraisal Services
1
4

50
57
64
APPENDIX A
Supplemental Real Estate Information
Table of Contents:
Executive Summary with Charts
Prepared by Thomas Byrne Springeld Market Stats
2011 Esri 2/21/2012 Page 1 of 3

Hampden County
Hampden County, MA (25013)
Geography: County

Population and Households
The size of the market area, measured by population and households, has changed from 2000 through the forecast year as follows:
Year Population Households
2000 456,228 175,288
2010 463,651 177,663
2015 463,397 177,700
The difference between change in population and change in households is a result of two factors-the presence of group quarters (non-household)
population in the market area and the average number of persons per household. The group quarters population in the market area was 14,429 in
2000, or 3.2 percent of the total population. Average household size is 2.51 in 2010, compared to 2.52 in the year 2000.

2000-2010
2010-2015
0.16
0
0.13
0.16
0.14
0.12
0.1
0.08
0.06
0.04
0.02
0
Households
-0.01
Population

Population by Age
The median age for the United States was 35.3 in 2000 and 36.7 in the current year. In the market area, the median age of the population was 36.4,
compared to 38.3 years currently. By age group, the changes in the percent distribution of the market area population show the following:

2000
2010
0-4 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-64 65-74 75-84 85+
0
2
4
6
8
10
12
14
16
P
e
r
c
e
n
t

Population by Education
In 2010, the educational attainment of the population aged 25 years or older in the market area can be summarized:

Market Area
U.S.
% High School Grad
% Bachelor's Degree +
0 5 10 15 20 25 30 35
26.7
29.6
24.1
34.3

Source: U.S. Bureau of the Census, 2000 Census of Population and Housing. Esri forecasts for 2010 and 2015. Esri converted 1990 Census data into 2000 geography.
2011 Esri 2/21/2012 Page 2 of 3

Hampden County
Geography: County
Population by Race/Ethnicity
Currently, the racial composition of the population in the market area breaks down as follows:

Market Area
U.S.
White
Black
Am. Ind
Asian
Pacic
Other
Two+
0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75
2.8
6.5
0.1
4.3
0.9
12.6
72.7
3.1
12.2
0.1
1.8
0.3
8.7
73.9
Percent

Persons of Hispanic origin represent 20.8 percent of the population in the identied market area compared to 15.0 percent of the U.S. population.
Persons of Hispanic Origin may be of any race. In sum, the Diversity Index, which measures the probability that two people from the same area will
be from different race/ethnic groups, was 62.9 in the identied market area, compared to 59.3 in the U.S. population.

Population by Employment
In 2000, 62.4 percent of the population aged 16 years or older in the market area participated in the labor force; 0.1 percent were in the Armed
Forces. Tracking the change in the labor force by unemployment status:

Year %Employed %Unemployed
2010 86.9 13.1
2015 90.3 9.7

Market Area
U.S.
2010 2015
0
10
20
30
40
50
60
70
80
90
100
And by occupational status:

Market Area
U.S. 23.3
16.5
60.2
20.9
20.1
59
Blue Collar Service White Collar
65
60
55
50
45
40
35
30
25
20
15
10
5
0

In 2000, 81.4 percent of the market area population drove alone to work, and 2.1 percent worked at home. The average travel time to work in 2000
was 21.8 minutes in the market area, compared to the U.S. average of 25.5 minutes.
2011 Esri 2/21/2012 Page 3 of 3

Hampden County
Geography: County
Income
The change in three summary measures of income-median and average household income and per capita income-are shown below from 1990 through 2015:

1990
2000
2010
2015
Med HH $ Avg HH $ Per Cap $
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
50000
55000
60000
65000
70000
75000

Housing
Currently, 56.9 percent of the 192,241 housing units in the market area are owner occupied; 35.5 percent, renter occupied; and 7.6 percent are
vacant. In 2000, there were 185,876 housing units- 58.4 percent owner occupied, 35.9 percent renter occupied and 5.7 percent vacant. The annual
rate of change in housing units since 2000 is 0.33 percent. Median home value in the market area is $186,884, compared to a median home value of
$157,913 for the U.S. In ve years, median home value is projected to change by 3.14 percent annually to $218,142. From 2000 to the current year,
median home value changed by 4.96 percent annually.
Community Summary
2011 Esri 2/21/2012 Page 1 of 1

Springeld, MA
Springeld city, MA (2567000)
Geography: Place
Summary 2000 2010 2015
Population 152,082 152,512 151,734
Households 57,130 56,967 56,688
Families 36,394 35,913 35,581
Average Household Size 2.57 2.56 2.56
Owner Occupied HUs 28,499 28,680 28,538
Renter Occupied HUs 28,631 28,287 28,150
Median Age 31.9 32.5 32.6
Total Housing Units 61,172 62,587 63,073
Vacant Housing Units 4,042 5,620 6,385
Average Home Value $92,989 $151,777 $180,318 -
2000 2010 2015
Households by Income Number Percent Number Percent Number Percent
< $15,000 15,036 26.3% 10,732 18.8% 9,826 17.3%
$15,000 - $24,999 9,224 16.1% 8,128 14.3% 6,922 12.2%
$25,000 - $34,999 7,594 13.3% 6,753 11.9% 5,919 10.4%
$35,000 - $49,999 8,652 15.1% 8,750 15.4% 6,955 12.3%
$50,000 - $74,999 9,727 17.0% 11,280 19.8% 12,621 22.3%
$75,000 - $99,999 4,105 7.2% 6,906 12.1% 7,042 12.4%
$100,000 - $149,999 2,130 3.7% 3,001 5.3% 4,991 8.8%
$150,000 - $199,000 326 0.6% 917 1.6% 1,569 2.8%
$200,000+ 384 0.7% 500 0.9% 843 1.5%
Median Household Income $30,427 $39,871 $46,997
Average Household Income $39,575 $48,950 $56,419
Per Capita Income $15,232 $18,897 $21,779
2000 2010 2015
Population by Age Number Percent Number Percent Number Percent
0 - 4 11,606 7.6% 11,984 7.9% 11,930 7.9%
5 - 14 25,449 16.7% 21,466 14.1% 21,931 14.5%
15 - 19 12,343 8.1% 13,025 8.5% 11,069 7.3%
20 - 24 12,023 7.9% 13,863 9.1% 13,591 9.0%
25 - 34 21,246 14.0% 20,747 13.6% 22,180 14.6%
35 - 44 21,861 14.4% 18,652 12.2% 17,544 11.6%
45 - 54 17,670 11.6% 19,305 12.7% 17,535 11.6%
55 - 64 10,978 7.2% 15,314 10.0% 16,379 10.8%
65 - 74 9,245 6.1% 8,704 5.7% 10,885 7.2%
75 - 84 7,315 4.8% 6,258 4.1% 5,670 3.7%
85+ 2,346 1.5% 3,194 2.1% 3,020 2.0%
2000 2010 2015
Race and Ethnicity Number Percent Number Percent Number Percent
White Alone 85,329 56.1% 73,120 47.9% 66,802 44.0%
Black Alone 31,960 21.0% 33,544 22.0% 33,641 22.2%
American Indian Alone 569 0.4% 607 0.4% 607 0.4%
Asian Alone 2,916 1.9% 3,642 2.4% 3,936 2.6%
Pacic Islander Alone 143 0.1% 132 0.1% 125 0.1%
Some Other Race Alone 25,016 16.4% 33,897 22.2% 38,452 25.3%
Two or More Races 6,149 4.0% 7,570 5.0% 8,171 5.4%
Hispanic Origin (Any Race) 41,343 27.2% 54,776 35.9% 61,413 40.5%
Data Note: Income is expressed in current dollars.
Source: U.S. Bureau of the Census, 2000 Census of Population and Housing. Esri forecasts for 2010 and 2015 were effective as of July 1, 2010. Copyright 2010, all rights
reserved.
2011 Esri 2/21/2012 Page 1 of 3

Springeld, MA
Geography: Place

2000 152,082 57,130
2010 152,512 56,967
2015 151,734 56,688

2000-2010
2010-2015
0.03
-0.1 -0.1
-0.03
0.03
Households Population
0.02
0.01
0
-0.01
-0.02
-0.03
-0.04
-0.05
-0.06
-0.07
-0.08
-0.09

Population by Age

2000
2010
0-4 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-64 65-74 75-84 85+
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
P
e
r
c
e
n
t


Market Area
U.S.
% High School Grad
0 5 10 15 20 25 30 35 40
26.7
29.6
18.6
35.3

2011 Esri 2/21/2012 Page 2 of 3

Springeld, MA
Geography: Place

Market Area
U.S.
White
Black
Am. Ind
Asian
Pacic
Other
Two+
0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75
2.8
6.5
0.1
4.3
0.9
12.6
72.7
5
22.2
0.1
2.4
0.4
22
47.9
Percent



2010 83.1 16.9
2015 87.4 12.6

Market Area
U.S.
2010 2015
0
10
20
30
40
50
60
70
80
90
100

Market Area
U.S. 23.3
16.5
60.2
20.3
25.8
53.9
65
60
55
50
45
40
35
30
25
20
15
10
5
0

2011 Esri 2/21/2012 Page 3 of 3

Springeld, MA
Geography: Place
Income

1990
2000
2010
2015
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
50000
55000
60000

Housing
Multifamily Express Pack
2011 Esri 2/21/2012 Page 1 of 9

Springeld, MA
Geography: Place

2000 - 2010 Population Annual Rate 0.03%
2010 - 2015 Population Annual Rate -0.1%
Total Population
Area 1
1990 2000 2010 2015
0
20000
40000
60000
80000
100000
120000
140000
160000 151734 152512 152082
156984
Source: U.S. Bureau of the Census, 2000 Census of Population and Housing. Esri converted 1990 Census data into 2000 geography. Esri forecasts for 2010 and 2015.
2011 Esri 2/21/2012 Page 2 of 9

Springeld, MA
Geography: Place

2000 Population by Sex
Males 47.2%
Females 52.8%
Males 47.6%
Females 52.4%
Males 47.9%
Females 52.1%

2010 Population by Race
Area 1
White Alone Black Alone Amer Indian Alone Asian/Pacic Alone Other Race Alone Two or More Races
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
45.0
50.0
5.0
22.2
2.5
0.4
22.0
47.9
P
e
r
c
e
n
t
2010 Hispanic Origin 35.9%

2010 Population 15+ by Marital Status
Total 119,062
Never Married 40.2%
Married 41.7%
Widowed 6.7%
Divorced 11.4%

2010 Population 25+ by Educational Attainment
Total 92,174
Less than 9th Grade 8.5%
9th - 12th Grade, No Diploma 12.4%
High School Graduate 35.3%
Some College, No Degree 17.6%
Associate Degree 7.6%
Bachelor's Degree 11.6%
Graduate/Professional Degree 7.1%
Data Note: Persons of Hispanic Origin may be of any race
Source: U.S. Bureau of the Census, 2000 Census of Population and Housing. Esri forecasts for 2010 and 2015.
2011 Esri 2/21/2012 Page 3 of 9

Springeld, MA
Geography: Place

2000 Population by Age
Total 152,082
0 - 4 7.6%
5 - 9 8.5%
10 - 14 8.2%
15 - 19 8.1%
20 - 24 7.9%
25 - 34 14.0%
35 - 44 14.4%
45 - 54 11.6%
55 - 64 7.2%
65 - 74 6.1%
75 - 84 4.8%
85+ 1.5%

Total 152,512
0 - 4 7.9%
5 - 9 7.4%
10 - 14 6.7%
15 - 19 8.5%
20 - 24 9.1%
25 - 34 13.6%
35 - 44 12.2%
45 - 54 12.7%
55 - 64 10.0%
65 - 74 5.7%
75 - 84 4.1%
85+ 2.1%

Total 151,734
0 - 4 7.9%
5 - 9 7.4%
10 - 14 7.0%
15 - 19 7.3%
20 - 24 9.0%
25 - 34 14.6%
35 - 44 11.6%
45 - 54 11.6%
55 - 64 10.8%
65 - 74 7.2%
75 - 84 3.7%
85+ 2.0%

Median Age
2000 31.9
2010 32.5
2015 32.6

2011 Esri 2/21/2012 Page 4 of 9

Springeld, MA
Geography: Place

2000 - 2010 Civilian Employed Population 16+ Annual
Rate
-0.71%
Rate
0.48%

Total Civilian Employed Population 16+
Area 1
1990 2000 2010 2015
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
50000
55000
60000
65000
70000
58177
56801
60651
65274
2011 Esri 2/21/2012 Page 5 of 9

Springeld, MA
Geography: Place

2010 Employed Civilian Population 16+ by Industry
Area 1
Agriculture, Forestry, Fishing, and Hunting
Mining
Construction
Manufacturing
Wholesale Trade
Retail Trade
Transportation/Warehousing
Utilities
Information
Finance/Insurance
Real Estate/Rental/Leasing
Professional, Scientic, and Technical Services
Management of Companies/Enterprises
Admin., Support, and Waste Mgmt. Services
Educational Services
Health Care/Social Assistance
Arts/Entertainment/Recreation
Accommodation/Food Services
Other Services
Public Administration
0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 18.0 20.0
5.9
4.8
7.9
1.2
18.9
13.0
3.4
0.1
2.8
1.4
4.9
2.4
0.6
4.5
11.2
3.4
9.8
3.5
0.0
0.2
Percent
Data Note: Industry descriptions based on 2000 Census of Population and Housing denitions.
Source: Esri forecasts for 2010.
2011 Esri 2/21/2012 Page 6 of 9

Springeld, MA
Geography: Place

2000 - 2010 Population by Industry Annual Rate
Area 1
Mining
Construction
Manufacturing
Wholesale Trade
Retail Trade
Utilities
Information
Finance/Insurance
Other Services
-4.00 -3.00 -2.00 -1.00 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00
-0.40
-0.55
-0.07
-0.85
1.71
1.45
-0.56
7.78
-1.25
-2.17
-1.37
-3.18
-2.30
-1.67
-1.09
-1.19
-4.50
-1.48
-4.29
-1.89
Percent
2011 Esri 2/21/2012 Page 7 of 9

Springeld, MA
Geography: Place

2000 - 2010 Households Annual Rate -0.03%

Total Households
Area 1
1990 2000 2010 2015
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
50000
55000
60000
56688 56967 57130
57769
2011 Esri 2/21/2012 Page 8 of 9

Springeld, MA
Geography: Place

2010 Household Income
Area 1
2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 18.0 20.0
0.2
0.6
1.6
1.9
3.4
12.1
12.0
7.8
5.7
4.5
5.2
5.7
6.2
6.3
8.0
18.8
Percent
0.0
0.0
<$15,000
$15,000 - $19,999
$20,000 - $24,999
$25,000 - $29,999
$30,000 - $34,999
$35,000 - $39,999
$40,000 - $44,999
$45,000 - $49,999
$50,000 - $59,999
$60,000 - $74,999
$75,000 - $99,999
$100,000 - $124,999
$125,000 - $149,999
$150,000 - $199,999
$200,000 - $249,999
$250,000 - $499,999
$500,000+
Median Household Income
2000 $30,427
2010 $39,871
2015 $46,997

2000 - 2010 Median Household Income Annual Rate 2.97%

2010 Median Net Worth $33,519
Data Note: Detail may not sum to totals due to rounding. Income represents annual income for the preceding year. Income for 2010 and 2015 is expressed in current
dollars, including an adjustment for ination.
2011 Esri 2/21/2012 Page 9 of 9

Springeld, MA
Geography: Place

2000 Housing Units 61,172
Owner Occupied Housing Units 46.6%
Renter Occupied Housing Units 46.8%
Vacant Housing Units 6.6%



2010 Housing Units
Area 1
Owner Occupied Renter Occupied Vacant
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
45.0
50.0
9.0
45.2
45.8
P
e
r
c
e
n
t
Median Home Value
2000 $86,533
2010 $138,549
2015 $164,668

Data Note: Detail may not sum to totals due to rounding.
Ofce/Industrial Express Pack
2011 Esri 2/21/2012 Page 1 of 9

Springeld, MA
Geography: Place

Total Population
Area 1
1990 2000 2010 2015
0
20000
40000
60000
80000
100000
120000
140000
160000 151734 152512 152082
156984
2011 Esri 2/21/2012 Page 2 of 9

Springeld, MA
Geography: Place

Males 47.2%
Females 52.8%
Males 47.6%
Females 52.4%
Males 47.9%
Females 52.1%

Area 1
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
45.0
50.0
5.0
22.2
2.5
0.4
22.0
47.9
P
e
r
c
e
n
t

Total 92,174
Data Note: Persons of Hispanic Origin may be of any race.
2011 Esri 2/21/2012 Page 3 of 9

Springeld, MA
Geography: Place

Total 152,082
0 - 4 7.6%
5 - 9 8.5%
10 - 14 8.2%
15 - 19 8.1%
20 - 24 7.9%
25 - 34 14.0%
35 - 44 14.4%
45 - 54 11.6%
55 - 64 7.2%
65 - 74 6.1%
75 - 84 4.8%
85+ 1.5%

Total 152,512
0 - 4 7.9%
5 - 9 7.4%
10 - 14 6.7%
15 - 19 8.5%
20 - 24 9.1%
25 - 34 13.6%
35 - 44 12.2%
45 - 54 12.7%
55 - 64 10.0%
65 - 74 5.7%
75 - 84 4.1%
85+ 2.1%

Total 151,734
0 - 4 7.9%
5 - 9 7.4%
10 - 14 7.0%
15 - 19 7.3%
20 - 24 9.0%
25 - 34 14.6%
35 - 44 11.6%
45 - 54 11.6%
55 - 64 10.8%
65 - 74 7.2%
75 - 84 3.7%
85+ 2.0%

Median Age
2000 31.9
2010 32.5
2015 32.6

2011 Esri 2/21/2012 Page 4 of 9

Springeld, MA
Geography: Place

Rate
-0.71%
Rate
0.48%

Area 1
1990 2000 2010 2015
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
50000
55000
60000
65000
70000
58177
56801
60651
65274
2011 Esri 2/21/2012 Page 5 of 9

Springeld, MA
Geography: Place

2000 Employed Population 16+ by Industry
Total 60,651
Agriculture/Mining 0.3%
Construction 3.8%
Manufacturing 14.0%
Wholesale Trade 3.5%
Retail Trade 11.7%
Transportation/Utilities 5.6%
Information 3.0%
Finance/Insurance/Real Estate 6.8%
Services 45.6%
Public Administration 5.8%

Total 56,801
Construction 3.5%
Manufacturing 9.8%
Retail Trade 11.2%
Information 2.4%
Services 52.2%

2000 Employed Population 16+ by Occupation
Total 60,651
White Collar 53.3%
Management/Business/Financial 8.6%
Professional 18.5%
Sales 9.9%
Administrative Support 16.4%
Services 21.6%
Blue Collar 25.1%
Farming/Forestry/Fishing 0.3%
Construction/Extraction 3.5%
Installation/Maintenance/Repair 3.5%
Production 10.8%
Transportation/Material Moving 7.0%

Total 56,801
White Collar 53.9%
Professional 21.4%
Sales 9.9%
Services 25.8%
Blue Collar 20.3%
Production 7.3%

2011 Esri 2/21/2012 Page 6 of 9

Springeld, MA
Geography: Place

Area 1
Mining
Construction
Manufacturing
Wholesale Trade
Retail Trade
Utilities
Information
Finance/Insurance
Other Services
0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 18.0 20.0
5.9
4.8
7.9
1.2
18.9
13.0
3.4
0.1
2.8
1.4
4.9
2.4
0.6
4.5
11.2
3.4
9.8
3.5
0.0
0.2
Percent
2011 Esri 2/21/2012 Page 7 of 9

Springeld, MA
Geography: Place

Area 1
Mining
Construction
Manufacturing
Wholesale Trade
Retail Trade
Utilities
Information
Finance/Insurance
Other Services
-4.00 -3.00 -2.00 -1.00 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00
-0.40
-0.55
-0.07
-0.85
1.71
1.45
-0.56
7.78
-1.25
-2.17
-1.37
-3.18
-2.30
-1.67
-1.09
-1.19
-4.50
-1.48
-4.29
-1.89
Percent
2011 Esri 2/21/2012 Page 8 of 9

Springeld, MA
Geography: Place


Total Households
Area 1
1990 2000 2010 2015
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
50000
55000
60000
56688 56967 57130
57769
2011 Esri 2/21/2012 Page 9 of 9

Springeld, MA
Geography: Place

Area 1
2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 18.0 20.0
0.2
0.6
1.6
1.9
3.4
12.1
12.0
7.8
5.7
4.5
5.2
5.7
6.2
6.3
8.0
18.8
Percent
0.0
0.0
<$15,000
$15,000 - $19,999
$20,000 - $24,999
$25,000 - $29,999
$30,000 - $34,999
$35,000 - $39,999
$40,000 - $44,999
$45,000 - $49,999
$50,000 - $59,999
$60,000 - $74,999
$75,000 - $99,999
$100,000 - $124,999
$125,000 - $149,999
$150,000 - $199,999
$200,000 - $249,999
$250,000 - $499,999
$500,000+
2000 $30,427
2010 $39,871
2015 $46,997


Site Map
Springfield, MA Prepared by Thomas Byrne
Springfield, MA
February 21, 2012
2012 Esri
Community Summary
2011 Esri 2/21/2012 Page 1 of 1

Hampden County
Geography: County
Summary 2000 2010 2015
Population 456,228 463,651 463,397
Households 175,288 177,663 177,700
Families 115,773 116,317 115,900
Average Household Size 2.52 2.51 2.51
Owner Occupied HUs 108,517 109,430 109,585
Renter Occupied HUs 66,771 68,233 68,115
Median Age 36.4 38.3 38.3
Total Housing Units 185,876 192,241 194,302
Vacant Housing Units 10,588 14,578 16,602
Average Home Value $130,067 $224,894 $263,554 -
2000 2010 2015
Households by Income Number Percent Number Percent Number Percent
< $15,000 34,016 19.4% 23,157 13.0% 20,595 11.6%
$15,000 - $24,999 22,656 12.9% 19,601 11.0% 16,196 9.1%
$25,000 - $34,999 21,898 12.5% 17,218 9.7% 14,466 8.1%
$35,000 - $49,999 27,986 15.9% 27,247 15.3% 20,908 11.8%
$50,000 - $74,999 35,498 20.2% 39,522 22.2% 42,730 24.0%
$75,000 - $99,999 17,911 10.2% 26,532 14.9% 25,704 14.5%
$100,000 - $149,999 10,935 6.2% 16,276 9.2% 24,390 13.7%
$150,000 - $199,000 2,290 1.3% 5,058 2.8% 8,035 4.5%
$200,000+ 2,285 1.3% 3,052 1.7% 4,676 2.6%
Median Household Income $39,721 $50,841 $58,298
Average Household Income $49,777 $60,907 $70,325
Per Capita Income $19,541 $23,864 $27,565
2000 2010 2015
Population by Age Number Percent Number Percent Number Percent
0 - 4 29,745 6.5% 30,445 6.6% 30,036 6.5%
5 - 14 68,793 15.1% 59,411 12.8% 60,240 13.0%
15 - 19 33,878 7.4% 34,581 7.5% 30,892 6.7%
20 - 24 28,210 6.2% 33,550 7.2% 32,503 7.0%
25 - 34 57,705 12.6% 55,775 12.0% 60,289 13.0%
35 - 44 71,768 15.7% 57,888 12.5% 53,298 11.5%
45 - 54 61,087 13.4% 68,522 14.8% 61,936 13.4%
55 - 64 38,791 8.5% 55,338 11.9% 59,670 12.9%
65 - 74 31,906 7.0% 32,433 7.0% 40,814 8.8%
75 - 84 25,577 5.6% 23,263 5.0% 21,686 4.7%
85+ 8,768 1.9% 12,445 2.7% 12,033 2.6%
2000 2010 2015
Race and Ethnicity Number Percent Number Percent Number Percent
White Alone 360,889 79.1% 342,588 73.9% 329,383 71.1%
Black Alone 36,935 8.1% 40,110 8.7% 40,991 8.8%
American Indian Alone 1,201 0.3% 1,438 0.3% 1,542 0.3%
Asian Alone 5,918 1.3% 8,440 1.8% 9,822 2.1%
Pacic Islander Alone 313 0.1% 343 0.1% 346 0.1%
Some Other Race Alone 40,367 8.8% 56,469 12.2% 65,160 14.1%
Two or More Races 10,605 2.3% 14,263 3.1% 16,153 3.5%
Hispanic Origin (Any Race) 69,197 15.2% 96,507 20.8% 111,194 24.0%
Data Note: Income is expressed in current dollars.
Source: U.S. Bureau of the Census, 2000 Census of Population and Housing. Esri forecasts for 2010 and 2015 were effective as of July 1, 2010. Copyright 2010, all rights
reserved.
2011 Esri 2/21/2012 Page 1 of 3

Hampden County
Geography: County

2000 456,228 175,288
2010 463,651 177,663
2015 463,397 177,700

2000-2010
2010-2015
0.16
0
0.13
0.16
0.14
0.12
0.1
0.08
0.06
0.04
0.02
0
Households
-0.01
Population

Population by Age

2000
2010
0-4 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-64 65-74 75-84 85+
0
2
4
6
8
10
12
14
16
P
e
r
c
e
n
t


Market Area
U.S.
% High School Grad
0 5 10 15 20 25 30 35
26.7
29.6
24.1
34.3

2011 Esri 2/21/2012 Page 2 of 3

Hampden County
Geography: County

Market Area
U.S.
White
Black
Am. Ind
Asian
Pacic
Other
Two+
0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75
2.8
6.5
0.1
4.3
0.9
12.6
72.7
3.1
12.2
0.1
1.8
0.3
8.7
73.9
Percent



2010 86.9 13.1
2015 90.3 9.7

Market Area
U.S.
2010 2015
0
10
20
30
40
50
60
70
80
90
100

Market Area
U.S. 23.3
16.5
60.2
20.9
20.1
59
65
60
55
50
45
40
35
30
25
20
15
10
5
0

2011 Esri 2/21/2012 Page 3 of 3

Hampden County
Geography: County
Income

1990
2000
2010
2015
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
50000
55000
60000
65000
70000
75000

Housing
2011 Esri 2/21/2012 Page 1 of 9

Hampden County
Geography: County

Total Population
Area 1
1990 2000 2010 2015
0
50000
100000
150000
200000
250000
300000
350000
400000
450000
500000
463397 463651
456228 456310
2011 Esri 2/21/2012 Page 2 of 9

Hampden County
Geography: County

Males 47.9%
Females 52.1%
Males 48.2%
Females 51.8%
Males 48.4%
Females 51.6%

Area 1
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
45.0
50.0
55.0
60.0
65.0
70.0
75.0
3.1
12.2
1.9
0.3
8.7
73.9
P
e
r
c
e
n
t

2010 Population 15+ by Marital Status
Total 373,795
Never Married 32.0%
Married 50.0%
Widowed 7.3%
Divorced 10.8%

Total 305,664
Data Note: Persons of Hispanic Origin may be of any race
2011 Esri 2/21/2012 Page 3 of 9

Hampden County
Geography: County

Total 456,228
0 - 4 6.5%
5 - 9 7.4%
10 - 14 7.7%
15 - 19 7.4%
20 - 24 6.2%
25 - 34 12.6%
35 - 44 15.7%
45 - 54 13.4%
55 - 64 8.5%
65 - 74 7.0%
75 - 84 5.6%
85+ 1.9%

Total 463,651
0 - 4 6.6%
5 - 9 6.5%
10 - 14 6.4%
15 - 19 7.5%
20 - 24 7.2%
25 - 34 12.0%
35 - 44 12.5%
45 - 54 14.8%
55 - 64 11.9%
65 - 74 7.0%
75 - 84 5.0%
85+ 2.7%

Total 463,397
0 - 4 6.5%
5 - 9 6.5%
10 - 14 6.5%
15 - 19 6.7%
20 - 24 7.0%
25 - 34 13.0%
35 - 44 11.5%
45 - 54 13.4%
55 - 64 12.9%
65 - 74 8.8%
75 - 84 4.7%
85+ 2.6%

Median Age
2000 36.4
2010 38.3
2015 38.3

2011 Esri 2/21/2012 Page 4 of 9

Hampden County
Geography: County

Rate
-0.53%
Rate
0.62%

Area 1
1990 2000 2010 2015
0
20000
40000
60000
80000
100000
120000
140000
160000
180000
200000
220000
202375
196171
206062
210581
2011 Esri 2/21/2012 Page 5 of 9

Hampden County
Geography: County

Area 1
Mining
Construction
Manufacturing
Wholesale Trade
Retail Trade
Utilities
Information
Finance/Insurance
Other Services
0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 18.0
5.1
4.9
6.4
1.2
17.0
12.7
2.8
0.0
3.6
1.3
5.3
2.0
0.8
4.7
12.2
3.7
11.7
4.3
0.0
0.3
Percent
2011 Esri 2/21/2012 Page 6 of 9

Hampden County
Geography: County

Area 1
Mining
Construction
Manufacturing
Wholesale Trade
Retail Trade
Utilities
Information
Finance/Insurance
Other Services
-4.00 -3.00 -2.00 -1.00 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00
-0.13
-0.19
0.24
-0.48
2.06
1.82
-0.17
7.39
-0.90
-1.77
-1.03
-2.81
-2.09
-1.41
-0.73
-0.89
-4.17
-1.03
-4.08
-1.91
Percent
2011 Esri 2/21/2012 Page 7 of 9

Hampden County
Geography: County

2000 - 2010 Households Annual Rate 0.15%
2010 - 2015 Households Annual Rate 0%

Total Households
Area 1
1990 2000 2010 2015
0
20000
40000
60000
80000
100000
120000
140000
160000
180000
177700 177663
175288
169906
2011 Esri 2/21/2012 Page 8 of 9

Hampden County
Geography: County

Area 1
<$15,000
$15,000 - $19,999
$20,000 - $24,999
$25,000 - $29,999
$30,000 - $34,999
$35,000 - $39,999
$40,000 - $44,999
$45,000 - $49,999
$50,000 - $59,999
$60,000 - $74,999
$75,000 - $99,999
$100,000 - $124,999
$125,000 - $149,999
$150,000 - $199,999
$200,000 - $249,999
$250,000 - $499,999
$500,000+
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 11.0 12.0 13.0 14.0 15.0
0.1
0.6
1.0
2.8
3.3
5.8
14.9
13.2
9.1
5.9
4.5
4.9
4.9
4.8
5.2
5.9
13.0
Percent
2000 $39,721
2010 $50,841
2015 $58,298


2011 Esri 2/21/2012 Page 9 of 9

Hampden County
Geography: County




2010 Housing Units
Area 1
Owner Occupied Renter Occupied Vacant
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
45.0
50.0
55.0
60.0
7.6
35.5
56.9
P
e
r
c
e
n
t
Median Home Value
2000 $113,738
2010 $186,884
2015 $218,142

2011 Esri 2/21/2012 Page 1 of 9

Hampden County
Geography: County

Total Population
Area 1
1990 2000 2010 2015
0
50000
100000
150000
200000
250000
300000
350000
400000
450000
500000
463397 463651
456228 456310
2011 Esri 2/21/2012 Page 2 of 9

Hampden County
Geography: County

Males 47.9%
Females 52.1%
Males 48.2%
Females 51.8%
Males 48.4%
Females 51.6%

Area 1
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
45.0
50.0
55.0
60.0
65.0
70.0
75.0
3.1
12.2
1.9
0.3
8.7
73.9
P
e
r
c
e
n
t

Total 305,664
Data Note: Persons of Hispanic Origin may be of any race.
2011 Esri 2/21/2012 Page 3 of 9

Hampden County
Geography: County

Total 456,228
0 - 4 6.5%
5 - 9 7.4%
10 - 14 7.7%
15 - 19 7.4%
20 - 24 6.2%
25 - 34 12.6%
35 - 44 15.7%
45 - 54 13.4%
55 - 64 8.5%
65 - 74 7.0%
75 - 84 5.6%
85+ 1.9%

Total 463,651
0 - 4 6.6%
5 - 9 6.5%
10 - 14 6.4%
15 - 19 7.5%
20 - 24 7.2%
25 - 34 12.0%
35 - 44 12.5%
45 - 54 14.8%
55 - 64 11.9%
65 - 74 7.0%
75 - 84 5.0%
85+ 2.7%

Total 463,397
0 - 4 6.5%
5 - 9 6.5%
10 - 14 6.5%
15 - 19 6.7%
20 - 24 7.0%
25 - 34 13.0%
35 - 44 11.5%
45 - 54 13.4%
55 - 64 12.9%
65 - 74 8.8%
75 - 84 4.7%
85+ 2.6%

Median Age
2000 36.4
2010 38.3
2015 38.3

2011 Esri 2/21/2012 Page 4 of 9

Hampden County
Geography: County

Rate
-0.53%
Rate
0.62%

Area 1
1990 2000 2010 2015
0
20000
40000
60000
80000
100000
120000
140000
160000
180000
200000
220000
202375
196171
206062
210581
2011 Esri 2/21/2012 Page 5 of 9

Hampden County
Geography: County

Total 206,062
Construction 4.5%
Manufacturing 16.5%
Retail Trade 12.4%
Information 2.5%
Services 41.9%

Total 196,171
Construction 4.3%
Manufacturing 11.7%
Retail Trade 12.2%
Information 2.0%
Services 48.6%

Total 206,062
White Collar 57.7%
Professional 19.9%
Sales 10.6%
Services 16.7%
Blue Collar 25.6%
Production 10.5%

Total 196,171
White Collar 59.0%
Professional 23.2%
Sales 10.8%
Services 20.1%
Blue Collar 20.9%
Production 7.2%

2011 Esri 2/21/2012 Page 6 of 9

Hampden County
Geography: County

Area 1
Mining
Construction
Manufacturing
Wholesale Trade
Retail Trade
Utilities
Information
Finance/Insurance
Other Services
0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 18.0
5.1
4.9
6.4
1.2
17.0
12.7
2.8
0.0
3.6
1.3
5.3
2.0
0.8
4.7
12.2
3.7
11.7
4.3
0.0
0.3
Percent
2011 Esri 2/21/2012 Page 7 of 9

Hampden County
Geography: County

Area 1
Mining
Construction
Manufacturing
Wholesale Trade
Retail Trade
Utilities
Information
Finance/Insurance
Other Services
-4.00 -3.00 -2.00 -1.00 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00
-0.13
-0.19
0.24
-0.48
2.06
1.82
-0.17
7.39
-0.90
-1.77
-1.03
-2.81
-2.09
-1.41
-0.73
-0.89
-4.17
-1.03
-4.08
-1.91
Percent
2011 Esri 2/21/2012 Page 8 of 9

Hampden County
Geography: County

2000 - 2010 Households Annual Rate 0.15%
2010 - 2015 Households Annual Rate 0%

Total Households
Area 1
1990 2000 2010 2015
0
20000
40000
60000
80000
100000
120000
140000
160000
180000
177700 177663
175288
169906
2011 Esri 2/21/2012 Page 9 of 9

Hampden County
Geography: County

Area 1
<$15,000
$15,000 - $19,999
$20,000 - $24,999
$25,000 - $29,999
$30,000 - $34,999
$35,000 - $39,999
$40,000 - $44,999
$45,000 - $49,999
$50,000 - $59,999
$60,000 - $74,999
$75,000 - $99,999
$100,000 - $124,999
$125,000 - $149,999
$150,000 - $199,999
$200,000 - $249,999
$250,000 - $499,999
$500,000+
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 11.0 12.0 13.0 14.0 15.0
0.1
0.6
1.0
2.8
3.3
5.8
14.9
13.2
9.1
5.9
4.5
4.9
4.9
4.8
5.2
5.9
13.0
Percent
2000 $39,721
2010 $50,841
2015 $58,298


Site Map
Hampden County Prepared by Thomas Byrne
Hampden County
February 21, 2012
2012 Esri
Metro Analysis
Powered by Reis, inc.
Apartment
Section 1 - Current Metro Rent Details
Asking Rent by Age Asking Rent Distribution Asking Rent Growth Rate Distribution
Year Built Rent
Before 1970 $838
1970-1979 $962
1980-1989 $844
1990-1999 $1,289
2000-2009 n/a
After 2009 n/a
All $918
As of 12/31/11
Low 25% Mean Median 75% High
$659 $770 $918 $854 $1,025 $1,382
13
17
13
7
5
2
3
5
Under
$749
$750
$839
$840
$929
$930
$1,019
$1,020
$1,109
$1,110
$1,199
$1,200
$1,289
$1,290
Over
N
u
m
b
e
r

o
f

P
r
o
p
e
r
t
i
e
s
- 7.0% - 1.3% 0.9% 0.4% 3.0% 8.3%
4
2
4
11
21
10
5
8
Under
- 5.8%
- 5.7%
- 3.9%
- 3.8%
- 2.0%
- 1.9%
- 0.1%
0.0%
1.8%
1.9%
3.7%
3.8%
5.6%
5.7%
Over
N
u
m
b
e
r

o
f

P
r
o
p
e
r
t
i
e
s
32%
Negative Growth
68% Positive Growth
As of 12/31/11 Qtr Ending 12/31/11
Section 2 - Rent Growth Comparisons
Asking Rent Growth
Quarterly Annualized
4Q11 3Q11 YTD Avg 1 Year
Springfield 0.9% 0.5% 0.7% 2.7%
Northeast 0.5% 0.8% 0.6% 2.5%
United States 0.4% 0.6% 0.5% 2.0%
Average over period ending: 12/31/11 09/30/11 12/31/11 12/31/11
Metro Rank Total Metro Ranks
Compared to: Metros
4Q11 3Q11 YTD 1 Year
Northeast 25 4 20 5 5
United States 200 29 106 23 23
As of 12/31/11
2009
2010
YTD 2011
0.0% 1.0% 2.0% 3.0%
Rent Growth %
Rent Growth Comparisons
Springfield Northeast Region United States
As of 12/31/11
Metro Analysis
Apartment - 4th Quarter 2011
Metro: Springfield
Prepared by Pamela McKinney
Clearly Objective.
Copyright 2012
Reis Services, LLC
This report has been generated for the exclusive use of Pamela McKinney of Byrne McKinney & Assoc
The use, distribution and display of this report and any of the information contained herein are subject to the Terms and Conditions at ReisReports.com.
Page 2
Section 3 - Current Metro Vacancy Details
Vacancy Rate By Age Vacancy Rate Distribution
Year Built Vac. Rate
Before 1970 3.9%
1970-1979 2.0%
1980-1989 1.5%
1990-1999 1.4%
2000-2009 n/a
After 2009 n/a
All 2.5%
As of 12/31/11
0.0% 0.0% 2.5% 2.3% 3.5% 9.4%
19
9
15
8
4
6
1
3
Under
1.2%
1.3%
2.4%
2.5%
3.6%
3.7%
4.8%
4.9%
6.0%
6.1%
7.2%
7.3%
8.4%
8.5%
Over
N
u
m
b
e
r

o
f

P
r
o
p
e
r
t
i
e
s
As of 12/31/11
Section 4 - Vacancy Rate Comparisons
Vacancy Rates
Springfield 2.5% 3.0% 3.0% 2.8%
Northeast 3.6% 3.8% 3.9% 4.0%
United States 5.2% 5.6% 5.7% 5.9%
Compared to: Metros
Northeast 25 5 5 5 5
United States 200 8 14 13 9
As of 12/31/11
2009
2010
YTD 2011
0.0% 2.0% 4.0% 6.0%
Vacancy Rate
Vacancy Rate Comparisons
Springfield Northeast Region United States
As of 12/31/11
Metro Analysis
Metro: Springfield
Clearly Objective.
Copyright 2012
Reis Services, LLC
Page 3
Section 5 - Unit Mix Rent Details
Current Metro Average Rents and Sizes Asking Rent Growth
4Q 2011 Avg. SF Avg. Rent PSF YTD 1 Year
Studio/Efficiency $641 388 $ 1.65 6.8% 6.8%
One Bedroom $768 631 $ 1.22 1.6% 1.6%
Two Bedroom $955 876 $ 1.09 3.4% 3.4%
Three Bedroom $1,338 1123 $ 1.19 1.8% 1.8%
Average over period ending: 12/31/11 12/31/11
Studio 1 BR 2 BR 3 BR
$0
$500
$1,000
$1,500
$2,000
$2,500
Asking Rent Comparisons
Springfield Northeast US
$0.00
$0.50
$1.00
$1.50
$2.00
$2.50
Asking Rent Per SF
Springfield $641 $768 $955 $1,338
Northeast $1,688 $1,660 $2,037 $2,633
United States $1,062 $1,083 $1,305 $1,529
As of 12/31/11
Springfield $ 1.65 $ 1.22 $ 1.09 $ 1.19
Northeast $ 2.68 $ 1.79 $ 1.52 $ 1.51
United States $ 1.87 $ 1.27 $ 1.06 $ 0.97
As of 12/31/11
Metro Analysis
Metro: Springfield
Clearly Objective.
Copyright 2012
Reis Services, LLC
Page 4
Section 6 - Metro Inventory Characteristics
Inventory By Building Age Multifamily Permit Filings Market-Rate Properties by Number of Floors
Year Built Percent
Before 1970 32.0%
1970-1979 56.0%
1980-1989 10.0%
1990-1999 2.0%
2000-2009 0.0%
After 2009 0.0%
All 100.0%
As of 12/31/11
Year Total Units
1991 38
1992 37
1993 65
1994 18
1995 146
1996 44
1997 41
1998 132
1999 0
2000 62
2001 20
2002 58
2003 137
2004 27
2005 80
2006 285
2007 74
2008 167
2009 38
2010 22
YTD 2011 22
Source:US Census Data
75%
25%
One to Three Floors Four Floors and Up
Apartment Stock Traits
Size (units)
Mean 134
Median 88
Low 40
High 500
As of 12/31/11
Market Rate Units by County
County Pct% of Total MSA
HAMPDEN 65%
HAMPSHIRE 30%
FRANKLIN 5%
As of 12/31/11
Section 7 - Economy
Labor Force Data (*000) 01/25/2012
Civilian Labor Force 347.3
Employment 322
Unemployment 25.3
Unemployment Rate 7.3
Nonfarm Wage and Salary Employment By Sector (*000)
Total Nonfarm 292.6
Education and Health Services 61.8
Trade, Transportation, and Utilities 58.3
Government 50
Manufacturing 30.5
Leisure and Hospitality 27.4
Professional and Business Services 23.2
Financial Activities 15.7
Other Services 11.2
Mining, Logging, and Construction 10.8
Information 3.7
Bureau of Labor Statistics January 25, 2012
21.1%
19.9%
17.1%
10.4%
9.4%
7.9%
5.4%
3.8%
3.7%
1.3%
Springfield Non-Farm Employment by Sector
Education and Health Services
Trade, Transportation, and Utilities
Government
Manufacturing
Leisure and Hospitality
Professional and Business Services
Financial Activities
Other Services
Mining, Logging, and Construction
Information
Metro Analysis
Metro: Springfield
Clearly Objective.
Copyright 2012
Reis Services, LLC
Page 5
Springfield Metro Area
Metro Analysis
Metro: Springfield
Clearly Objective.
Copyright 2012
Reis Services, LLC
Page 6
Section 9 - Glossary
Section 1-Current Metro Rent Details
Asking Rent - Reis apartment asking rents are weighted averages by unit.
Asking Rent by Age - the chart defines current weighted average monthly asking rent per unit for apartment buildings built during the listed time periods. N/A for any age
bracket indicates there are not enough buildings built within that age period to be tabulated.
Asking Rent Distribution - the column chart shows the current number of properties falling with the various asking rent buckets. The tabular data above defines the asking
rent by percentile ranking of the current asking rents into low (3rd percentile), high (97th percentile), 25%, 75% as well as current mean and median asking rents for the metro.
Asking Rent Growth Rate Distribution - measures growth from previous quarter to current quarter. The column chart defines number of properties in the metro falling within
their associated asking rent growth rate bucket. The tabular data above defines mean asking rent growth for the metro as well as the low and high asking rent growth
benchmarks for properties in the metro.
Section 2-Rent Growth Comparisons
Metro Ranks - ranks the metro's rent growth versus other metros in the region and US. Please refer to the "Reis Coverage by State and Region" link on your market's Reis
metro page for a breakout of metros included in the region and US. Note that US and regional rent growth figures may differ from the figures on our primary market reports
which benchmark only primary markets in the region and US.
Section 3-Current Metro Vacancy Comparisons
Vacancy Rate - Reis vacancies asking rents are weighted averages by unit.
Vacancy Rate by Age - current average vacancy for apartment buildings by year built
Vacancy Rate Distribution - the column chart shows the current number of properties falling with the various vacancy rate buckets. The tabular data defines the asking rent
by percentile ranking of the current asking rents into low (3rd percentile), high (97th percentile), 25%, 75% as well as current mean and median asking rents for the metro.
Section 4-Vacancy Rate Comparisons
Metro Ranks - ranks the metro's vacancy rate versus other metros in the region and US. Please refer to the "Reis Coverage by State and Region" link on your market's Reis
metro page for a breakout of metros included in the region and US. Note that US and regional vacancy figures may differ from the figures on our primary market reports which
benchmark only primary markets in the region and US.
Section 5 - Unit Mix Rent Details
Unit Mix Inventory Details - "3 BR+" is inclusive of all three or more bedroom type units. All rents and sizes listed elsewhere for "3 BR" are for three bedroom units
exclusively.
N/A - for any unit mix data indicates there are not enough units for that particular bedroom type to be tabulated.
Section 6 - Trend Data
All selected economic and demographic data are sourced from Moody's Economy.com.
Average Household Income - The average income per household as defined by the US Bureau of the Census.
Households - The number of occupied housing units, as defined by the U.S. Bureau of the Census.
Office Employment - The number of persons employed in the finance, insurance and real estate (FIRE) industries as service industries.
Population - Total number of inhabitants in the defined geographic area as defined by the U.S. Bureau of the Census.
Quarter - 1, 2, 3 or 4 to denote the applicable 3 month period or Y for an annualized number.
Vacancy % Point Change - Percentage point change in the Vacancy rate from the previous period.
Vacancy Rate - Amount of available space expressed as a percentage of total inventory.
Section 7- Metro Inventory Characteristics
Inventory by Building Age - number of buildings built within each age period expressed as a percentage of the total amount of buildings.
Current Inventory Level - the total number of buildings and units for the metro in Reis's database. Reis includes market-rate rentals over 40 units for research purposes and
20+ units in California.
Apartment Stock Traits - mean, median, low and high (3rd and 97th percentile) apartment sizes in the metro.
Multifamily Permit Filings - Census data totaling the amount of New Privately Owned Housing Units for 5+ unit structures authorized in the Metropolitan Area by year. Note
that while this is an indication of planned construction activity, Reis multifamily inventory is based on market rentals over 40 units (20+ in California) and variance may occur
when comparing data sets.
Market Rate Properties by Number of Floors - total number of properties that fall between one to three floors and four floors and up expressed as a percentage of the entire
inventory of buildings.
Market Rate Units by County - total number of units in each county in the MSA defined as a percentage of the total number of units.
Section 8-Economy
Data on local economy sourced from US Department of Labor, Bureau of Labor Statistics. Please note that employment data by metro is not seasonally adjusted. Note that
while Reis uses both Economy.com and BLS data for illustrative purposes in its tertiary markets, there may be variances in employment figures due to differing metro
boundary definitions.
Labor Force data is delineated into employment and unemployment along with the resulting unemployment rate. Nonfarm Wage and Salary Employment is delineated into the
various employment sectors tracked by the BLS. All figures in thousands.
Section 9-Metro Boundaries
Reis tertiary metro boundaries are sourced from Census definitions of the Metropolitan Statistical Area but may be limited to only those areas of the MSA where there is
significant multifamily inventory.
Metro Analysis
Metro: Springfield
Clearly Objective.
Copyright 2012
Reis Services, LLC
Page 7
Metro Analysis
Powered by Reis, inc.
Retail
Section 1 - Current Metro Rent Details
Nonanchor Asking Rent
by Age
Nonanchor Asking Rent Distribution Nonanchor Asking Rent Growth Rate Distribution
Year Built Rent
Before 1970 $14.28
1970-1979 $13.80
1980-1989 $13.77
1990-1999 $18.46
2000-2009 $15.96
After 2009 n/a
All $14.84
As of 12/31/11
$ 8.00 $13.37 $14.84 $13.64 $16.00 $20.20
6
9 9
23
10
8
4
7
Under
$ 9.53
$ 9.54
$11.06
$11.07
$12.59
$12.60
$14.12
$14.13
$15.65
$15.66
$17.18
$17.19
$18.71
$18.72
Over
N
u
m
b
e
r

o
f

P
r
o
p
e
r
t
i
e
s
0.0% 0.0% 0.8% 1.0% 1.0% 1.1%
2
23
0 0 0
17
31
3
Under
- 0.1%
0.0%
0.1%
0.2%
0.3%
0.4%
0.5%
0.6%
0.7%
0.8%
0.9%
1.0%
1.1%
1.2%
Over
N
u
m
b
e
r

o
f

P
r
o
p
e
r
t
i
e
s
3%
Negative Growth
97% Positive Growth
As of 12/31/11 Qtr Ending 12/31/11
Anchor Asking Rent Distribution
$ 5.97 $11.44 $11.81 $11.45 $13.18 $19.44
As of 12/31/11
Section 2 - Nonanchor Rent Growth Comparisons
Asking Rent Growth
Springfield 0.7% 0.1% 0.0% n/a
Northeast 0.3% - 0.1% 0.1% 0.3%
United States 0.1% 0.0% 0.0% - 0.1%
Compared to: Metros
Northeast 24 2 14 16 n/a
United States 190 6 87 92 n/a
As of 12/31/11
3Q11 4Q11
0.0%
0.2%
0.4%
0.6%
Non-Anchor Rent Growth Comparisons
As of 12/31/11
Metro Analysis
Retail - 4th Quarter 2011
Metro: Springfield
Clearly Objective.
Copyright 2012
Reis Services, LLC
Page 2
Vacancy Rate By Age Vacancy Rate Distribution
Year Built Vac. Rate
Before 1970 12.1%
1970-1979 7.4%
1980-1989 10.3%
1990-1999 3.9%
2000-2009 10.5%
After 2009 n/a
All 10.3%
As of 12/31/11
0.0% 0.0% 10.3% 3.0% 12.2% 45.9%
34
12
3
6
5
4
3
9
Under
5.0%
5.1%
10.0%
10.1%
15.0%
15.1%
20.0%
20.1%
25.0%
25.1%
30.0%
30.1%
35.0%
35.1%
Over
N
u
m
b
e
r

o
f

P
r
o
p
e
r
t
i
e
s
As of 12/31/11
Vacancy Rates
Springfield 10.3% 10.6% 10.4% n/a
Northeast 9.3% 9.4% 9.3% 9.3%
United States 11.3% 11.4% 11.3% 11.3%
Compared to: Metros
Northeast 24 13 15 13 n/a
United States 190 52 61 53 n/a
As of 12/31/11
3Q11 4Q11
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
Vacancy Rate Comparisons
As of 12/31/11
Metro Analysis
Metro: Springfield
Clearly Objective.
Copyright 2012
Reis Services, LLC
Page 3
Section 5 - Metro Inventory Detail
Inventory By Center Type
37.1 %
41.5 %
13.3 %
8.1 %
Community
Neighborhood
Power Center
Regional Mall
Inventory By Center Age
Year Built Percent
Before 1970 30.0%
1970-1979 44.0%
1980-1989 11.0%
1990-1999 12.0%
2000-2009 3.0%
After 2009 0.0%
All 100.0%
As of 12/31/11
Shopping Center Stock Traits
Metro
Low Mean Median High
Year Built 1938 1971 1971 1996
Size (sq. ft.) 8,300 78,212 60,000 285,000
As of 12/31/11
Metro Analysis
Metro: Springfield
Clearly Objective.
Copyright 2012
Reis Services, LLC
Page 4
Section 6 - Current Employment by Sector
Labor Force Data (*000) 01/25/2012
Civilian Labor Force 347.3
Employment 322
Unemployment 25.3
Unemployment Rate 7.3
Nonfarm Wage and Salary Employment By Sector (*000)
Total Nonfarm 292.6
Education and Health Services 61.8
Trade, Transportation, and Utilities 58.3
Government 50
Manufacturing 30.5
Leisure and Hospitality 27.4
Professional and Business Services 23.2
Financial Activities 15.7
Other Services 11.2
Mining, Logging, and Construction 10.8
Information 3.7
21.1%
19.9%
17.1%
10.4%
9.4%
7.9%
5.4%
3.8%
3.7%
1.3%
Springfield Non-Farm Employment by Sector
Education and Health Services
Trade, Transportation, and Utilities
Government
Manufacturing
Leisure and Hospitality
Professional and Business Services
Financial Activities
Other Services
Mining, Logging, and Construction
Information
Section 7 - Employment Trends
2006 2007 2008 2009 2010 2011
-4.0%
-3.0%
-2.0%
-1.0%
0.0%
1.0%
Springfield US
Total Employment Growth Comparisons
E
m
p
l
o
y
m
e
n
t

G
r
o
w
t
h

(
%
)
2007 2008 2009 2010 2011
-8.0%
-6.0%
-4.0%
-2.0%
0.0%
2.0%
Total Office Ind
Springfield Employment Growth
E
m
p
l
o
y
m
e
n
t

G
r
o
w
t
h

(
%
)
2007 2008 2009 2010 2011
6.0%
7.0%
8.0%
9.0%
10.0%
Springfield US
Unemployment Rate Comparisons
U
n
e
m
p
l
o
y
m
e
n
t

R
a
t
e

(
%
)
Provided by Moody's Economy.com Provided by Moody's Economy.com Bureau of Labor Statistics
Metro Analysis
Metro: Springfield
Clearly Objective.
Copyright 2012
Reis Services, LLC
Page 5
Section 8 - Metro Area
Neighborhood and Community Non-Anchor Rents: $19 and up $14.00 to $19.00 $9.00 to $14.00 Under $9.00
Existing Area Power Centers and Regional Malls
Springfield Area Power Centers and Regional Malls
Id Name City
Year
Built
Size Type Id Name City
Year
Built
Size Type
1 HADLEY CORNER HADLEY 1971 340,000 P 3 GIBBS CROSSING WARE 1999 371,000 P
2 MOUNTAIN FARMS MALL HADLEY 1973 400,000 P 4 EASTFIELD MALL SPRINGFIELD 1970 673,800 R
Type R: Regional/Super Regional malls P: Power Centers
Numbers correspond to listings on map
Metro Analysis
Metro: Springfield
Clearly Objective.
Copyright 2012
Reis Services, LLC
Page 6
Section 9 - Glossary
Section 1 - Current Metro Asking Rent Details
Asking Rent - Retail asking rents on Performance Monitors are based on neighborhood and community centers in the metro specified. All figures are annual triple net rents
and are weighted averages by square foot.
Nonanchor Asking Rent by Age - chart identifies the current quarter weighted non-anchor asking rent per square foot for neighborhood and community centers built during
the listed time periods. N/A for any age bracket indicates that there are not enough centers within the age period to be tabulated.
Nonanchor Asking Rent Distribution - the column chart shows the current number of properties falling within the various asking rent buckets. The tabular data above
defines the asking rent by percentile ranking of the current asking rents into low (3rd percentile), high (97th percentile), 25%, 75% as well as current mean and median asking
rents for the metro.
Nonanchor Asking Rent Growth Rate Distribution - measures growth from previous quarter to current quarter. The column chart defines the number of properties in the
metro falling within their associated asking rent growth rate bucket. The tabular data above defines mean asking rent growth for the metro as well as the low and high asking
rent growth benchmarks for properties in the metro.
Anchor Asking Rent Distribution - table shows the current anchor asking rents into low (3rd percentile), high (97th percentile), 25%, 75% as well as current mean and
median asking rents for the metro.
Section 2 - Non Anchor Rent Growth Comparisons
Asking Rent Growth - table identifies rent growth for neighborhood and community centers for the time periods specified. Annualized rent growth captures the previous
year's year over year rent growth.
Metro Ranks - ranks the overall metro's asking rent growth versus other metros included in the region and the US. Note that US and regional rent growth figures may differ
from the figures on our primary market reports which benchmark only the primary markets in the region and in the US.
Vacancy - vacancy figures on Retail Performance Monitors are weighted averages based upon total anchor and nonanchor vacant space in both neighborhood and
community centers in the metro.
Vacancy Rate by Age - current total average vacancy for neighborhood and community centers in metro built during the listed time periods.
Vacancy Rate Distribution - the column chart shows the current number of properties falling within the various vacancy rate buckets. The tabular data above defines the
asking rent by percentile ranking of the current vacancy rates into low (3rd percentile), high (97th percentile), 25%, 75% as well as current mean and median vacancy rates for
the metro.
Annualized vacancy rates in table refer to previous year's year-end vacancy rate.
Metro Ranks - ranks the overall metro's vacancy rate versus other metros included in the region and the US. Note that the US and the regional vacancy rates may differ from
figures on our primary market reports which benchmark only the primary markets in the region and US.
Section 5 - Metro Inventory Detail
Inventory by Center Type - percentage of total Retail space in metro tracked by Reis for community, neighborhood, power and regional centers. Note that power centers and
regional mall figures are not included elsewhere in the Performance Monitor report.
Shopping Center Stock Traits - low (3%), high (97%), median and median size and age figures for neighborhood and community centers in metro.
Inventory by Center Age - percentage of total metro square footage of neighborhood and community centers built during the listed time periods.
Current Inventory Level -total number of neighborhood and community centers Reis is tracking in the metro along with total square feet.
Section 6 - Metro Data (All selected economic and demographic data are sourced from Moody's Economy.com.)
Quarter - 1, 2, 3, or 4 to denote the applicable three month period or Y for an annualized number.
Vacancy - vacancy figures on Retail Performance Monitors are weighted averages based upon total anchor and nonanchor vacant space in both neighborhood and
community centers in the metro.
Asking Rent -nonanchor retail asking rents based on neighborhood and community centers. All figures are annual triple net rents and are weighted averages by square foot.
Population - total number of inhabitants in the defined geographic coverage area as defined by the U.S. Census Bureau.
Households - the number of occupied housing units as defined by the U.S. Census Bureau.
Office Employment - the number of persons employed in finance, insurance and real estate (FIRE) sectors as service industries.
Average Household Income - the average income per household as defined by the U.S. Census Bureau.
Section 7 - Current Employment by Sector
Data on local economy sourced from U.S. Department of Labor, Bureau of Labor Statistics. Please note that employment data by metro is not seasonally adjusted. Note that
while Reis uses both Moody's Economy.com data and BLS data for illustrative purposes in its tertiary markets, there may be variances in employment figures due to differing
metro boundary definitions.
Labor Force data is delineated into employment and unemployment along with the resulting unemployment rate. Nonfarm Wage and Salary Employment is delineated into the
various employment sectors tracked by the BLS. All figures in thousands.
Section 8 - Employment Trends
Total Employment Growth and comparisons between industrial and office employment growth are sourced from Moody's Economy.com. Unemployment Rate trends are
sourced from U.S. Department of Labor, Bureau of Labor Statistics.
Section 9 - Metro Area
Thematic map of nonanchor asking rents for neighborhood and community centers along with numbered listed of power centers and regional malls in area.
Metro Analysis
Metro: Springfield
Clearly Objective.
Copyright 2012
Reis Services, LLC
Page 7
Residential & Retail
Market Analysis
June 2008
20 Park Plaza, Suite 1115
Boston, MA 02116
Prepared for:
City of Springfield
Prepared by:
GLC Development Resources
DAB Appraisal Services
SPRINGFIELDS
SOUTH END NEIGHBORHOOD:
SOUTH END, City of Springfield

RESIDENTIAL AND RETAIL MARKET ANALYSIS

Contributors
David Panagore, Chief Development Officer, Springfield Finance
Control Board
Brian Connors, Deputy Director of Planning, City of Springfield
Scott Hanson, Principal Planner, City of Springfield
Samalid Hogan, Project Manager, City of Springfield
Robert Kaye, Senior Vice President, MassDevelopment

Consultant Team
Drew Leff, Principal, GLC Development Resources, LLC
Arthur Jemison, Senior Project Manager, GLC Development Resources,
LLC
Dina Vargo, Project Manager, GLC Development Resources, LLC
Robert Salisbury, Senior Project Manager, DAB Appraisal Services
Frank Vanzler and Jonathan Smith, KV Associates
David Chilinski, Principal, Prellwitz-Chilinski Associates
Karen Dubrofsky, Associate, Prellwitz-Chilinski Associates
Ralph DeNisco, Senior Project Manager, McMahon Associates

Acknowledgements
Leslie Clement
Thomas Kegelman, The Community Builders
Peggy Ackermann, GFI Partners
Peter Gagliardi, HAP
Steven Desilets, Code Enforcement, City of Springfield

June 2008


Executive
Summary
In its South End neighborhood, the City of Springfield has a unique opportunity to
revitalize a once strong urban, mixed-use district with an existing base of retailers
and institutions; a significant number of attractive residential structures; and good
proximity to downtown. With the right changes and investments, it can grow into a
safe, vibrant, mixed-income urban neighborhood.

To achieve this goal however, significant commitments and actions will be needed.
The City and the local private sector must collaborate and take steps now to set the
course for that outcome. In recent decades, the South End has undergone a difficult
transition. Residential transience, disinvestment in property and neighborhood crime
(and the perception of crime) weakened the fabric of the neighborhood and now
make efforts to redevelop the community a significant challenge.

This analysis is meant to identify the underlying market attributes location,
residential and retail available to the City, property owners, residents, merchants
and the local development community to start the revitalization. The
recommendations that will grow out of this market analysis will identify the public
and private actions required to start the change.
Findings

For the purpose of this discussion, the South End Neighborhood is considered to be
the area south of downtown bordered by State Street to the north; Mill Street to the
south; East Columbus to the west; and Maple Street to the east. Within this
neighborhood there are two areas on which the analysis has focused, both on the
east side of Main Street: the former Gemini manufacturing site, currently owned by
the City; and the area known as Hollywood, centered on a group of approximately 20
historic 4-story masonry buildings between Saratoga, Oswego, Richelieu, and Main
Street.



The South End neighborhood has a number of underlying strengths from which to
build, including its proximity to downtown, mix of existing building stock, and open
space resources as well as strong community leadership and a diverse mix of
residents. The following are specific findings which will we believe will help the
community and the developers create recommendations for revitalization.

Residential - Rental

Market rents in buildings profiled in the study range from $.82 to $1.38 per
square foot but are clustered around $1.00 $1.10 per square foot or $800-
$900 per month for a typical two-bedroom unit. At these rates, market rents
do not support development of new rental housing.

Redevelopment of existing rental buildings shows some promise, however,
given the low price of existing rental housing stock, rents being achieved, and
the high occupancy rates of downtown rental buildings. The question will be:
Can a revitalized South End attract the downtown renter in a tight
downtown market? And will market households and Section 8 households,
despite there relatively close rent levels, live together in the same area?

Even in some of the healthy, market-oriented developments profiled, the
lower rents in market rental buildings overlap with Fair Market Rents for
Section 8 vouchers and eligible rents for Low Income Housing Tax Credits
(LIHTC) which goes up to 60% of area median income. Because of the
equity available to developers from the LIHTC program among others,
under some conditions, this overlap may create a dis-incentive for market
rental development.

However, with a mix of higher and moderate income rents, owners can
position their properties to take advantage of both the market and the
benefits of mobile Section 8 vouchers, while positioning themselves for an
improved rental market by retaining the leasing flexibility unavailable from
LIHTC.

Residential For-Sale

In Springfield today, the sales price of existing single family housing and the
direct cost to construct new housing are nearly the same, at approximately
$150,000 per unit. While the premium sales price possible for new
construction may help the balance somewhat, this still limits the opportunity
to use new housing as a market tool to revitalize the South End during the
first phases of neighborhood improvement.

Executive
Summary


However, the economics of developing new single family townhouses or
detached housing through modular or stick-built construction may make new
construction feasible in some locations. There may be a window for
developers with low basis in land to develop market housing in the South
End, assuming the public realm (including streets, sidewalks and open
space) is improved and the areas identity can be changed.

On average between 2005 and 2007, an average of 39 MLS listed single
family homes were sold citywide - in the same year they were built. MLS
data represent about 75% of the new for sale property, so it is estimated that
the market absorbs approximately 50 new units per year. This suggests that
smaller phases of new for-sale residential units will be required for any new
project.

There are also opportunities for developers to buy lower cost rental
properties in good locations and convert them to condominium use.

Retail

The South End retail district is comprised of two distinct districts:
o On the northern border closest to downtown, it is a walking district
connected to downtown by its strong Italian American retail
businesses.
o Traveling south towards Mill Street, the blighting influence of
Hollywood has affected occupancy in retail buildings in the area;
further south on Main Street, this largely vacant retail area gives way
to a more stable but commuter-oriented retail area.
Even where stores in this area are occupied, some uses such
as auto businesses, the bottle and can redemption center, etc.,
are not suitable for neighborhood retail districts.

The South End does not currently have a supermarket within its boundaries.
However, within a two mile radius there are both full-service supermarkets
and smaller neighborhood serving markets. As a result, the community may
feel that that the neighborhood is underserved by grocery stores. However,
supermarkets and their development professionals may believe that the
existing full-service stores are too nearby and the local grocery stores too
numerous for the South End to be considered an underserved market from a
supermarket developers standpoint.

The analysis found that there is unmet retail demand which may support a
smaller grocery of approximately 20,000 square feet. However, this smaller
format is currently only being developed in relatively high-income urban
neighborhoods. There are local examples of retailers such as Food Zone,
Executive
Summary


which do operate in a smaller format and as indicated by the neighborhoods
they serve, have many low-income customers.

Review of other comparable neighborhoods suggests that their paths to
revitalization have included strategies such as:
o focusing on housing revitalization to entice investment and increase
retail demand;
o creating Main Street/Business Improvement Districts to focus
attention on problem conditions, to create a cohesive district, and to
promote the district and its individual businesses;
o identifying community institutional partners;
o creating community development corporations; and
o creating attractive gathering places.

For the community to take advantage of these trends, the City and local private
sector must initiate changes in the physical, social, and business environments in the
South End enough for the local market, the source of most potential buyers and
renters, to perceive the South End as an emerging, vital downtown neighborhood.

The recommendations that derive from this report will identify a set of specific
public and private actions which can help capitalize on these trends.
Executive
Summary


Table of Contents

1. OVERVIEW .........1

2. RESIDENTIAL MARKET ANALYSIS......4

3. RETAIL MARKET ANALYSIS ....................................14

APPENDICES..........24
A: Residential
B: Retail
1

1
Overview of Findings

Findings

These findings cover the residential rental and for-sale market; as well as the retail
market in the South End.

Residential Rental Market

There are a number of successful, market-rate downtown rental projects,
including Morgan Square and Stockbridge Court achieving $1.00 to $1.10 per
square foot rental rates and 95% occupancy.
Successful buildings are typically professionally-managed with larger unit
counts; with designated nearby parking and relatively small one-bedroom and
two-bedroom units.
Based on these rents and local construction costs, the market rents for
comparable buildings in benchmark neighborhoods are not high enough
currently to support new construction of rental housing.
In some of the developments profiled, there is overlap between lower rents
in market rental buildings and Fair Market Rents for Section 8 vouchers and
eligible rents for Low Income Housing Tax Credits (LIHTC). Because of the
value of the equity available to developers from the LIHTC program, this
overlap can create a dis-incentive for market rental development.
Some developers are positioning properties to take advantage of both the
market and the benefits of mobile Section 8 vouchers without the 15-year
income limitations of the LIHTC program: as an example, the majority of
2

the households in the recently redeveloped WinnResidential property along
Central Street are Section 8 mobile voucher holders.
Given the low price of existing rental housing stock, rents being achieved,
and the high occupancy rates of downtown rental buildings, there are
opportunities to buy, renovate and reposition existing rental buildings.
Based on construction permit activity, there does not seem to be much new
market rental stock, and demand seems to be going into existing housing
being redeveloped in the City, which, combined with the high occupancy of
downtown rental buildings suggests there may be market demand for new or
revitalized rental product in the market.
In the South End neighborhood, 80% of the stock is rental; and most of
these units are occupied by low-income households.
Existing rental stock, given recent transactions where existing rental units are
being sold for $25,000 per unit, may be available at a price which could allow
for revitalization.
Assuming rents achievable a few blocks away from the South End in either
direction, it may be possible for the owners to afford approximately $19-$40
per square foot rehabilitation costs, before use of capital subsidies like
historic tax credits, HOME, or other eligible public subsidy programs which
could pay for further rehabilitation.

For Sale (Single Family/Condominium)

According to MLS data, the average Springfield single-family (new and
existing) house sells for approximately $155,000. [This data set excludes sales
by owners, which may decrease the average price.]
Over the last three years (2005-2007), the average existing single family home
in nearby Old Hill/Upper Hill/Bay neighborhood sold for $125,000. In the
South End and downtown, this price point was approximately $114,000.
Over that same period, about 1,300 single family homes sold each year in
Springfield; of which about 18 are in the South End and 161 are in nearby
Old Hill/Upper Hill/Bay.
Single family production and absorption trends:
o In the period 2005-2007 126, 135 and 145 new single family permits
were pulled in each of those respective years, showing that there is
significant new single family activity in the market.
o As a snapshot of annual single family absorption, from 2005 -2007,
1,321 MLS listed single family homes sold city-wide, and 39 of those
were built in 2006; suggesting that accounting for units sold outside
of MLS (approximately 25% of new housing) the market could
absorb about 50 new units per year.
Interviews with local developers suggest that construction costs of $110 to
$180 per square foot have been achievable in the market place.
Assuming these economics, in general the direct cost of building new single
family units meets or exceeds the achievable average sale price.
3

However, at a higher price point, $190,000 or more, developers have shown
there is market window for newly developed for-sale housing and suggest
that townhouse or single family detached units may be viable where that
price point can be achieved. While this price point has not been available in
the South End recently, it has been available in other moderate-income
Springfield neighborhoods such as Pine Point and East Springfield.
Assuming recent transactions are barometers of the cost of existing
buildings, the cost of existing units suggest there may also a market for
turning existing buildings into condominiums in the downtown.

Retail Market

To understand how local retail business is fairing, we compared its
characteristics to other revitalizing neighborhood retail districts in the region.
Among the findings, the South End had:
o a relatively high amount of retail square footage per household; and
o a relatively high vacancy rate in existing space.
Keys to retail success in the urban neighborhoods we examined have often
included significant residential revitalization in advance of retail
development, a dedicated CDC, a Main Streets program, and an educational
or other institutional presence on the Main Street.
From information provided by the Co-Star commercial retail database and
the talks with a local retail broker, the retail rents in the South End range
from approximately $9 per square foot in the south and central sections of
Main Street to $12 per square foot closer to State Street.
The retail analysis showed that the South End and Metro Center are not well
served by full-service supermarkets although there is a Big Y or CVS within
a two mile radius.
Supermarket dollars appear to be migrating outside the neighborhood to
both the West Springfield Big Y and other area supermarkets.
Although all neighborhoods have some degree of leakage because of their
boundaries, our leakage/capture analysis indicated that on an order of
magnitude basis, over $6M or nearly 25% of the areas buying power which
could be captured for grocery goods is being spent outside of the immediate
neighborhood. While this amount would not be adequate to support a full-
service supermarket, it may be adequate to support a smaller 20,000 square
foot grocery store.
To support their retail districts, comparable neighborhoods have focused on
strategies involving:
o Residential revitalization
o Community organizations such as Main Streets Program
o Non-retail users that bring community together ex. schools, health
centers, libraries
o Institutional partners


4

2
Residential Market Analysis

2.1 Existing Conditions - Residential

The South End is one of the Citys smallest neighborhoods and is one of the closest to
downtown Springfield. It has traditionally been defined as the area bounded by I-91 on the
West, Maple Street on the East, State Street on the North and Mill Street on the South.

From the 1990 to the 2000 census, changes were made to the boundaries of the South End
Metro Center and Six corners and the population of the South End went down as a result.
Within the smaller focus area of this study, which used the same block groups in the two
periods, the population of the South End has been reasonably stable over the past 10 years
with approximately 4,500 residents in 1,900 households. Its residents have an average
median income of $21,000, below municipal Springfields $36,000 median household
income.

There are approximately 2,000 dwelling units in the South End of which approximately
1,900 (93%) are occupied, a rate that is slightly higher than the city as a whole. The South
End, however, has a much larger ratio of renter-occupied units to owner-occupied units:
renter-occupied units represent approximately 75% of the total units in the South End. In
the city of Springfield, renter-occupied units represent 48% of the overall units, with a 12%
vacancy rate.

Because of the poor physical and economic condition of the South End, the GLC team
sought to envision a way forward, instead of focusing on the current condition of the
district. To do this, the team sought to identify models of success in residential properties in

5

comparable and adjacent parts of the city. Market information about the rental and for-sale
market in adjoining neighborhoods has been used to identify the kind of conditions that
could potentially exist in the South End, based on certain assumptions.
The specific conditions that the team believes must be addressed to facilitate change in the
market conditions in the South End are the following:

Code Enforcement

While not unique to Springfield, the South End has a comparatively large number of
vacant and abandoned structures and lots, reducing the value of adjoining properties and
creating a concentrated area of disinvestment, decline and poor maintenance. The
continued work of the Building Code Enforcement Department in the area will be
necessary to change both the reality of decline and poor maintenance and the subsequent
perception of crime and danger.

Safety

The current perception of personal safety in the area is poor. To enable the market
conditions that exist in adjacent comparable neighborhoods to thrive in this area,
Springfield Police and community residents need to continue their work to keep crime
out of the neighborhood.

2.2 Residential - Rental

To identify whether there is a market for the development of new units or the rehabilitation
of existing rental property in the South End, using the methodology identified earlier, the
consulting team identified a series of properties in the Springfield market that represented
the potential performance of rental property in a stabilized South End.

The properties selected by the team were identified because they were of the same
approximate height, age, design and number of units as the larger multifamily buildings in
the neighborhood.

The properties were:

1. Stockbridge Court, Downtown/South End
2. 202-212 Pearl Street, Downtown
3. Cumberland Apartments, 36 Cumberland Street, North End
4. 122 Chestnut Street, Chestnut and State Street, Downtown
5. Armory Commons, 69 Winter Street; and
6. Morgan Square Downtown.

Detailed information about each of these comparables is attached in Appendix A in
Exhibit 2a as well as a map of their locations.


6

2.3 Residential Rental Findings

These comparables generally average approximately $1.00 to $1.10 per sq foot rents per
month. A summary of these rents is attached in Appendix A in Table 1a.

A key finding focuses on the overlap between market-rate rents, Section 8 fair market
rents and tax credit eligible rents which are at their highest 60% of Area Median Income
(AMI). Today, Stockbridge Court rents for a small 2 bedroom unit $990 per month; the
adjusted 2BR Fair Market Rent (the rent which identifies the maximum amount that a
Section 8 voucher may subsidize) is $928 ($62 per month difference) and a 2BR 60% tax
credit rent is $967 ($23 per month difference). Other properties have lower rents. This
suggests that the market for rental is within or just above the 80% of AMI which is
considered affordable housing. Because tax credit equity available from maintaining 60%
AMI rents is a valuable as a part of developing or redeveloping residential and the
security of the mobile Section 8 vouchers are more appealing than market rents, this may
provide a dis-incentive to maintaining exclusively market buildings.

However, obtaining affordable housing tax credit equity requires that buildings retain
their affordable, rental status over 15 years. (Other sources of affordable housing grants
require 30 years). This limits the ability to change direction as condos or to capture
additional market households when the market changes. As a result, there may be
benefits to maintaining a building that can capture higher rents through development of
a healthy mix of affordable and market eligible units.

Assuming a moderate $1 per square foot rent, along with basic operating costs and
market variables (1.20 DSCF, $6,500 per unit operating costs, 95% vacancy and an 8%
cap rate), a stabilized market rental unit would be valued at approximately $47-$66,000
per unit. This value is not adequate to justify new construction of rental units in the
market.

Under these circumstances, there are still good investments for developers and the
community to be made: acquisition of existing apartment units, assuming they had no
significant systemic problems, could be a good investment. By way of example, at
$25,000 per unit (this is approximately the per unit cost of the Carabetta portfolio as
reported in the Springfield Republican, September 17, 2007, attached in the Appendix),
the investor may have approximately $20,000 or more to invest in unit upgrades to bring
the revitalized buildings to market, before considering the use of Historic Tax Credits,
HOME, 4% tax credits or other funding programs with relatively modest affordability
requirements. An example of this calculation is attached in Appendix A in Table 4a.

2.4 Residential For-Sale Findings

To identify the benchmark value and absorption of existing for-sale housing in Springfield,
the team reviewed Multiple Listing Service data prepared and provided by DAB Appraisal.
This data covers for-sale property (single family homes and condominiums) for all

7

neighborhoods in the City of Springfield for the years 2005, 2006 and 2007. MLS data
typically capture approximately 85% of all transactions and slightly less approximately 75%
for new sales. [The team has focused on these two categories of the for-sale market on the
advice of the City of Springfield, as the market for multifamily units has been affected
significantly by the high number of rental units.]

As shown in Table 5a in Appendix A, during the period of 2005-2007, single family
homes have hovered in the range of $155,000 per unit at an average unit size of
approximately 1,400 square feet, or $110 per square foot. These units were on the
market for approximately 68 days. Approximately 1,300 units per year are sold.

In the same three-year period, in The Old Hill/Upper Hill Bay, the stabilized area
closest to the South End, the average sale price was $125,000 and units took
approximately 71 days of market time to sell. In the area which includes the South
End and parts of Downtown, there were several sales which averaged approximately
$115,000 in 2007. [Note: Few of these sales had street addresses in the South End.
The majority of the units were located in the nearby downtown neighborhood.]
Based on this analysis, we would assume that values in the South End would be the
same or less than these values.

Also shown in Appendix A in Table 5a approximately 90 condominiums were sold
per year in the $120,000 range with unit sizes of approximately 1,000 square feet.
These units had approximately 70 days of market time.

In the period 2005-2007, 126, 135 and 145 new single family permits were issued in
each of those respective years, showing that there is significant new single family
activity in the market. Based on a review of the new construction single family
permits issued over the last 60 days and discussions with the Code Enforcement
staff, the majority of these units are infill townhouse or detached homes in the less
dense sections of the City such as Sixteen Acres, Pine Point and East Forest Park.

For a one-year snap shot of absorption, on average from 2005-2007, MLS data
shows that 39 units built in a given year were sold in that year, suggesting that the
market absorbs 39 newly built single family homes per year. When adjusted to
account for the non-MLS sales, this figure is closer to 50.

In the same period, in the area closest to the South End that has a significant
number of condominiums, Forest Park, there was an average of 24 condominium
sales per year at $156,000 with 77 days of market time. The area which includes the
South End and Downtown had an average of 6 sales per year in that period,
averaging approximately $75,000. [Within this category, these addresses primarily
represent condominiums in the Downtown area, rather than the South End.]

Based on these sales, there is a market window to achieve an adequate price point
available to warrant new construction of single family housing. This price point

8

requires approximately $110 per foot direct construction costs and likely savings
through land, construction method or labor costs; or that a premium can be
established based on the location. Without these factors, a subsidy would be required
to allow new for-sale development. New construction typically commands a price
premium which may allow for a somewhat higher achievable price for projected new
units.

Under the right conditions, there may be a market for acquisition and rehabilitation
of some existing buildings for condominium use in certain established areas: Classical
Condominiums is an example of property adjacent to the target area which has had
success.

The effects of the sub-prime lending and foreclosures on the market have also yet to
be fully accounted for in these sales and will have an impact on the immediate
prospects of the local housing market as there may be an influx of additional units
on the marketplace at a very low price point. Recent historic cuts in interest rates by
the Federal Reserve Bank may lessen the impact of these trends.

2.5 Developer Interviews

To further understand the dynamics in the rental and for sale market, the members of the
GLC team conducted phone interviews with representatives of developers active in the
market. These interviews were designed to identify the customer profile of the households
that are buying the existing units at these price points; and get an understanding of the
construction costs they are achieving in the local market. The results of the interviews are
presented below:

Mrs. Leslie Clement, Sears Realty (Recent Project: Junes Way in Forest Park)

Customers are divided equally among Caucasian, African-American and Latino
families; most from Springfield, or Springfield area
These groups have adapted to concerns about area schools and most are prepared to
use Catholic schools if they feel neighborhood public schools will be inadequate.
Most all are married; 30% of them are relocations; 30% are second marriages.
Customer has many options and wants suburban amenities in the city including yard,
larger numbers of rooms, bathrooms, etc., the idea that there is a suburban
mentality for buyers is a real concern for new single family housing.
Despite amount of existing housing on the market, there is a real premium for new
units.
Experience with Junes Way is that direct construction is $110-$120 per foot stick-
built; modular can be done successfully in the market if designed correctly.
Junes Way price points are in the mid-$300,000 range and offer relatively large
homes, some over 2,000 square feet; developer mentioned that product type is
designed for location, which is proximate to the Longmeadow border.


9

Mrs. Peggy Ackerman of GFI Properties (Recent Projects: Prospect Park in Pine Point and
East Springfield)

The customers are young families, and there is a mixed-racial profile
Most from Springfield area already, many buyers from other nearby Springfield
neighborhoods.
Approximately 50% with children.
Range of backgrounds, most are local workers at colleges, and medical and corporate
employees
Springfield has neighborhood schools at the elementary school level; schools not
perceived as major issue for buyers.
Identified a premium on new product if location is right.
The GFI property in Pine Point, which is proximate to MassPike, has many buyers
from Boston area.
Two major recent developments: Prospect Park in Pine Point and East Springfield
3br/1.5 baths; 1,300 to 1,400 square feet: $225,000 in Prospect Park; in East
Springfield the price point is $190,000-$200,000.
$110 per foot direct cost, stick built; modular has also been successful.

Mr. Tom Kegelman of the Community Builders, Springfield Office, (Recent Project: Ice
Pond Residences at Village Hill, Northampton)

The customers for Northampton projects primarily come from Hampshire County, a
smaller portion of whom are from Springfield institutions such as Bay State and
Mercy Hospitals; some of whom in another time may have lived in Springfield; many
priced out of Northampton, Amherst and Longmeadow.
Although there is infill, there is not much larger scale market development in
Springfield/Holyoke; disincentive to build anything but affordable given replacement
cost relative to rent levels and relative abundance of housing.
Construction costs are lower than Boston, but not that much lower; $120 per foot in
2005; can expect $150 or more for sophisticated stick-built single family housing.
Modular has been successful; and can definitely work if it is designed from the first.
But it is not always cheaper, especially when local wages are down.

2.6 Residential Conclusions

Springfield has a surplus of housing at relatively modest prices. The South End has not been
a particularly attractive residential option due to perceptions of inferior public safety and
quality of environment. The neighborhood does, however, have advantages, namely its
convenient central location. The South End is a short distance to the employment and
recreation centers of downtown Springfield. It also enjoys close access to local highways
such as I-91, which connects to other regional employment and entertainment centers.
There is also at its heart, the Hollywood District itself an impressive clustering of
handsome apartment buildings and tree-lined streets that is largely intact. The Little Italy

10

feel is also palpable along the northern section of Main Street, lending a special character to
the surroundings.

The challenge going forward is to build on the strengths of the neighborhood and ameliorate
the negatives so that the South End becomes an attractive neighborhood. The specific
physical measures required to accomplish this will be explored in the next phase of work. To
succeed, those measures must do the following:

o Create an attractive, street-oriented residential environment, unique in the Springfield
market, with the appropriate density and open space amenities;
o Work with city officials and community groups to enhance public
safety for residents and visitors;
o Improve the range of retail uses located in the neighborhood and provide
connections to shopping and downtown employment;
o Deliver new or fully renovated homes at a competitive price;
o Provide the right mix of market and affordable housing;
o Actively work with members of the real estate community to identify challenges and
solutions to market conditions;
o Build and support community organizations that can provide leadership and
continuity for what will be a long-term effort;
o Celebrate the multi-cultural identity of the South End.

To capitalize on those proposed improvements and begin to change the residential character
of the neighborhood, the Citys residential strategy should be to:

1. Create incentive packages of existing funding sources to encourage repositioning of
existing rental assets and the financing and construction of new for-sale units concurrent with the
completion of the public realm improvements discussed above;

2. Identify the range of funding sources that could reduce the capital gap in order to
improve the economics of market-rate homeownership;

3. Make sure any proposed residential development includes a phasing plan which supports
absorption and improves positive connections to downtown residential and the Forest
Park neighborhood.

4. As new product appears in the market, create a neighborhood-wide marketing
campaign to support sales and rentals.

2.6a Re-positioning Existing Rental Properties

While the rental market may not support new development, for existing rental properties in
the district, assuming continued progress on code enforcement and depending on their
condition and any deed restrictions, there may be market opportunities for current owners if
the areas public realm is improved. For example, for existing rental units, it may be possible
to have a largely market redevelopment of rental buildings with a relatively small 20-30%

11

affordable requirement using 4% tax credits or selective use of HOME or CDGB funds
rather than the deep subsidy required from a 9% tax credit project, which would require
100% of the units to be available to households making 60% or less of area median income
for 15 years.

A closer look was also taken at workforce housing or housing for families who earn above
80% of Area Median Income (AMI), which could be a segment of the rental market on
which to focus. There are many households that are earning nearly market rate incomes but
for a variety of reasons homeownership may not be suitable for them yet. In particular the
city would do well to assist in creating housing affordable for local school teachers, police
and firefighters. The challenge will be that while there is definitely demand in this market
segment, the availability of low-cost for-sale and rental opportunities in the Springfield
market and the lack of operating subsidy programs for these units have made them a
challenge for developers to include in their projects.

An example of the potential to reposition existing rental housing is the Carabetta portfolio,
recently acquired by First Resource, Incorporated which includes over 100 units in the South
Ends Hollywood section. While these new owners, like other owners, may be wary of a
repositioning strategy given the current conditions in the neighborhood, use of programs
such as 4% tax credits and historic tax credits could make it possible to move a critical mass
of units into the market if the timing of the public realm improvements is appropriate. A
review of title information for these properties by the City of Springfields Code
Enforcement staff suggests that some of these properties may have expiring project-based
Section 8 vouchers which subsidize the units operations as affordable housing. We
recommend completing due diligence on the properties income requirements and
potentially engaging these and other owners of property in the area to solicit their interest in
redevelopment in tandem with physical improvements.

The Springfield Housing Authoritys Marble Street development should also be an area of
focus. As shown in the TAP study, the development may be in the path of new or extended
streets that have been discussed as part of the revitalization strategy. If that development is
demolished, there may be ways to satisfy the unit replacement requirement by redeveloping
the units among other new mixed-income residential development, while bringing federal
resources that can support the redevelopment of the larger area in the style of the US HUD
HOPE 6 program. While the HOPE 6 grant scale of development and subsidy may or may
not be available in this case, there are other US HUD-funded models for revitalization or
redevelopment of the public housing should be used as a resource to anchor the larger
revitalization plan.

A final area of focus should be the strategy in place at the WinnResidential revitalized
Northern Lights property along Central Street. At this property, the developer has
redeveloped the buildings and is currently leasing predominantly to mobile Section-8
voucher holders, which allows them to obtain for a 2 bedroom unit for example, $928 with a
partial guarantee for a portion of the rent. While this does not necessarily create new market
housing, developers can get the top of the affordable housing rents while retaining flexibility
to serve households at 80% of AMI which is still considered affordable (in some cases, may

12

be equal to market rents). This suggests that if a developer can identify rental revitalization
funding which does not entirely limit the possibilities of obtaining higher rents by limiting
LIHTC to a smaller number of units, or using HOME or historic tax credits, the developers
incentives can be aligned with the Citys interest: revitalization and greater income diversity
in rental developments.

2.6b Reduce the Homeownership Capital Gap

If we assume that the right series of public improvements are made and continuing progress
is made on crime reduction and building code enforcement, considering the price premium
for new construction, an argument could be made that a price point of approximately
$180,000 - $200,000 could be achieved for the first phase of a new development in the South
End. Assuming a direct construction cost of $120 per square foot for the average 1,400
square foot single-family home, when including soft costs, the units would need to sell at
$210,000 to break even, before land costs. To make this economic, the units would require
between $10,000 and $30,000 in subsidy per unit. While it will require substantial work, it
may be possible for efficient unit sizes, site work subsidies, infrastructure work or other
incentives to reduce the developers costs of construction. Importantly, reducing land costs
for publicly owned land to zero in some cases could be a major help in encouraging new for
sale residential development. Further, the revitalization of the public spaces in the area may
provide adequate amenities in the area to make a difference in achieving the price point
required to make this form of residential more economically feasible.

An example of this in Boston is Washington Commons, on the corner of Washington and
Martin Luther King Boulevard in the Roxbury neighborhood of Boston. In this instance, the
City and local developer, Windale, developed a series of new, for-sale homes on vacant
Redevelopment Authority parcels. The City used land price write-downs, HOME funding
and other resources to fund specific project elements for the whole project, including site
preparation and site work, as well as providing a subsidy for the 30% of the homeownership
units which were available to households at 60-80% of area median income. The remaining
units were 30% targeted for workforce housing (households earning 100% of area median
income) and 40% market units. While this mix may vary for Springfield (the small difference
between the workforce and market housing may hurt sales of the workforce units), the
strength of the subsidy for the 60-80% tier and the site work allowed the housing subsidy to
stimulate needed market rate homeownership units.

2.6c Phasing Plan and Absorption

According to the MLS data, over the past three years, the City has been absorbing an average
of 39 new single family homes (i.e. buildings built in the same year they were sold). This fact
suggests that new residential development must be through carefully in the context of other
projects that are underway to make sure the new development can be absorbed.

The trend in existing homes (those not built in the preceding three years) also suggests that
care should be taken to make sure new for-sale units are phased carefully. The Downtown
and South End appear to be absorbing a relatively small number of existing for-sale units per
year (an average of 18 single family homes 2005-2007). Even assuming a preference in the

13

market for new development, and that a share of the Six Corners or Old Hill sales of existing
homes could be captured by new development, the absorption information suggests a phase
of new units containing over 20 new homeownership units may be a challenge to absorb in a
single phase. This gives the City guidance on how to scale and phase any planned new
residential development.

2.7 Next Steps - Residential

To prepare a preliminary strategy for redevelopment in the South End, team members will
take the following next steps:

GLC and DAB will follow-up on the restrictions governing the newly acquired rental
properties in the Hollywood and prepare economic analyses of possible market
rental redevelopment for select properties in the area using shallower subsidy sources
such as 4% tax credits, historic tax credits and other subsidies with a focus on
bringing as much income diversity to the buildings as possible. This information will
be used to develop feasibility scenarios for rehabilitated rental buildings and help
guide the development of the plan. We also propose a meeting with appropriate SRA
staff regarding the Marble Street development.

Prellwitz Chilinski Associates (PCA) and McMahon Associates will review prior
studies and develop a plan to identify the priority physical changes needed to create a
physical climate for revitalization in the district. This will include:

o Prioritizing public realm improvements by the public sector (streets,
sidewalks, open space, water or utility infrastructure);
o Providing recommendations for priority preservation and demolition in the
area, where applicable;
o Identifying potential residential design typologies for cost review and pricing
by KVA.
o Identifying a phasing strategy for residential development which recognizes
the absorption thresholds but develops momentum and dovetails with the
timing of the public realm improvements.

KVAssociates, the teams pre-construction consultant, will confer with Springfield
developers and builders in greater depth and more specifically identify costs of the
new housing that may be targeted for the City sites in the South End.

Using the PCA typology and the KVA cost-analysis, GLC and DAB will develop
economic analyses of the targeted homeownership residences to characterize the
capital gap between the cost to produce and new homeownership units here and the
price point using forms of subsidy that can support the mix of incomes targeted.

Continue to explore options for single-family infill housing using modular
construction techniques and green technologies.


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3
Retail Market Analysis

3.1 Existing Conditions - Retail

The South End retail district is generally characterized as the area along Main Street just
south of Springfields downtown bounded by State Street to the north and Mill Street to the
south. Based on information from Co-Star, a commercial real estate database, and a take-
off analysis based on assessing records, this area may have up to 300,000 square feet of
ground floor space, the much of which has been designated for retail use. The retail district
is organized with street-oriented storefronts, with parking in the rear of the stores or on
adjacent lots; although the streetwall breaks up as Main Street approaches Mill Street.

In part because Main Street had traditionally been a major artery for commuter travel into
the City, with average daily traffic of 10-15,000 cars per day, for many years the South End
was a popular retail destination. Its many grocers, bakeries, restaurants and stores reflected
the heritage of the then largely Italian-American residents. Since the departure of many of
residents who brought their retail spending to these restaurants and stores, and without

15

sufficient replacement by new residents, many of these businesses relocated from the Main
Street shopping district or closed altogether.

With the exit of many longtime residents in the 1980s and 1990s, the residential population
has changed. Many of the new residents are households from the Spanish-speaking
Caribbean. While Main Street in the North End of the City has many small businesses which
cater to its new population, the South End has fewer of these businesses, and the North End
may draw a disproportionate share of South End residents retail spending.

The South End still has several Italian-American businesses, which continue to be
destinations in the Springfield area, notably Mom and Ricos, an Italian restaurant, and La
Fiorentina and Frigos, both Italian specialty stores. The headquarters of a well-respected
local day care center, Square One (formerly Springfield Day Nursery), also occupies space
along the Main Street corridor.

These businesses however, represent a few prominent occupied storefronts near the
northern end of Main Street closest to State Street. The portion of Main Street between
Winthrop and Mill Street has a large number of vacancies; based on an informal inventory it
appears that approximately 30% of the storefronts along Main Street are vacant. The
vacancies in existing storefronts and the larger number of vacant lots on the Southern end of
Main Street create gaps that do not encourage walking. In this section of the street, there are
also storefronts with tenants that are perceived as undesireable, such as bottle redemption,
which according to local storeowners and residents, is a blighting influence on the
neighborhood retail. In this area there is also a lack of appropriate signage for an urban
commercial district and locations with broken sidewalks.

As described earlier, according to the discussion in the ULI TAP report, and the community
meetings that preceded it, one of the major reasons for the on-going difficulty in attracting
customers and new retailers to the South End stems from perceptions of crime and safety in
the area. Another challenge is the smaller, storefront-style design of the retail. While this
style and scale is regaining popularity in new developments aimed at wealthier markets with
higher disposable income, the small sizes and configurations rarely meet the requirements of
retailers most likely to serve the local and commuter market. For example, the median sized
retail space along Main Street is approximately 4,100 feet, and may have parking in the rear,
whereas many users would typically want a larger selling space and parking in front of or
alongside the store. Retail rents do not seem to be a deterrent to leasing of the vacant retail.

While there are drugstores and supermarkets in or around the downtown and in the
northern end of Forest Park, none of these providers of basic goods and services have
locations within the South End boundaries. In addition, the downtown location of CVS for
example, keeps hours (including short weekend hours) that are not oriented to Downtown
or South End residents.

As shown on the Figure 1b in Appendix B, the City owns sites which front on Main Street
and have some retail development potential: the parcels at Main Street, Winthrop Street and

16

Morris Street, an approximately 20,000 square foot vacant site. It is also adjacent to other
vacant city-owned property across Winthrop Street.

3.2 South End Demand Analysis

Despite its small population size, the South End (especially when combined with downtown
Springfield) is a relatively dense neighborhood for Springfield. To better understand how the
South End is performing compared with comparable neighborhood retail districts in the
region, we have looked at the South End in the context of comparable neighborhoods in
other cities to assess its relative strength and the relationship between that buying power and
space in the neighborhood retail district.

To establish points of comparison for the South End and to identify successful practices that
have been implemented in other similar neighborhoods in New England, the team profiled
four communities to compare to the South End [descriptions of these neighborhoods are
included in Figure 2b in Appendix B]:

Frog Hollow in Hartford, CT;
the Broadway retail area in Chelsea;
Codman Square in Boston; and
Main South in Worcester.

These communities were identified because they had relatively similar demographics, were in
close proximity to the downtown area, had street-oriented retail spaces, immediately adjacent
residential neighborhoods and either represented stable neighborhoods or were taking steps
along the path toward revitalization.

While their relative sizes differ, their similarities are shown in their household incomes,
income mixes, housing tenures and per household spending. The boundaries of these
districts are shown in maps in Figure 3b and supporting data for these categories is shown in
Table 4b in Appendix B.

For the purposes of this analysis, the South End neighborhood was considered to be the
following area: I-91 on the West, Maple Street on the East, State Street on the North and
Mill Street on the South. Based on census information and projections, the South End has
approximately $31M in annual retail spending or approximately $16,000 per household per
year.

This analysis starts with the assumption that, even with the emergence of regional shopping
centers, a significant amount of retail spending still takes place in the local neighborhood
market area. For the purpose of understanding how the South End retail spending and its
relationship to its occupied retail space, and how that compares with the comparable
neighborhoods selected, we have compiled the 2006 aggregate retail spending estimates of
the amount of occupied first floor, retail-eligible square footage in the neighborhood, as
shown in Table 5b in Appendix B. [Data on first floor square footage in these
communities was not immediately available and had to be estimated. The estimates were

17

based on information from Co-Star, a commercial space database, to identify retail square
footage. This estimate against assessors listings of land and building areas for
reasonableness. The estimate is from sources deemed reliable but should be considered a
general order of magnitude, rather than a specific estimate of retail square footage in the
market areas.]

This comparison helps us understand both the amount of the relative retail demand and
suggests the level of economic health of the retail districts in question. While all
neighborhoods lose sales to other neighborhoods, healthy comparable retail districts are
likely to have roughly the same relationships between sales and retail square footage. While
these conclusions are subject to some variation based on the relative density and the layout
of the retail spaces, this analysis suggests a few important conclusions:

Adjusting for regional differences between western and eastern Massachusetts, the
South Ends $31M retail buying power (approximately $16,000 per household) is not
significantly different from the retail buying power in comparable revitalizing
neighborhoods in Massachusetts or Connecticut.

As shown in Table 5b, the South End appears to have much more retail square
footage than some of its comparable neighborhoods, despite the fact that it is among
the smaller residential areas in terms of population size.

With the exception of Frog Hollow, comparable retail districts have a lower number
of retail square feet per household and much higher spending per occupied square
foot, suggesting that the South End may have either too much existing retail space
for the neighborhood or that the retail does not match the needs of the community.
In terms of the types of retail offered consumers, it is very similar to the comparable
neighborhoods. (See Table 6b in Appendix B.)

Given the differences in the retail to households and sales per square foot of retail, these
findings suggest that there may be an imbalance between the existing retail-eligible first floor
space in the area and the neighborhoods ability to support its retail. Considering the data in
the context of the population and housing trends in the City and the South End, the data
suggest that the South End may have more retail than the neighborhood can support by
itself, but may also be suffering from less patronage from outside the community (such as
downtown lunch traffic, weekend visits or dinner traffic from households outside the
neighborhood) than had been the case in the past. It might also suggest that the retail mix
that does exist is not serving the needs of the residents and so they are shopping elsewhere.

3.3 South End Leakage/Capture Analysis

To better understand how the South End is currently being served by retail, the GLC team
reviewed the locations of major supermarket and drugstore retailers. Within 2 miles of the
heart of the South End, there are three CVS stores, two Walgreens and one Big Y grocery
store. Within 4 miles, there is one additional Walgreens, two additional CVS stores, four
Stop and Shop grocery stores, one additional Big Y and a Food Zone. Six miles outside of

18

the South End, there are an additional three Big Y grocery stores. A car is required to reach
the grocery stores. Although the Big Y in West Springfield is accessible by public
transportation, the trip requires a transfer in downtown Springfield. A map of the sites is
available in Figure 8b in Appendix B.

To analyze the demand for supermarket retail in the South End and Downtown, which are
relatively speaking, equally served by the existing stores, the consulting team performed a
leakage and capture analysis to identify how much in sales is available for capture by a new
market and whether that potential capture would warrant a new supermarket.

This capture analysis assumes that households in the South End and downtown current
spending for supermarket consumer goods is captured by local outlets and drives their sales
per square foot in essence, what is un-captured by local outlets is then available for capture
by new retailers. Table 7b in Appendix B illustrates this analysis. Based on this analysis
which is gross in scale and represents an order of magnitude estimate only, there are
approximately $6.5M in annual retail sales which could be captured by a grocery store that
are likely leaving the South End. This amount of sales could support additional grocery retail
of approximately 20,000, assuming a retailer would require sales per square foot for a
neighborhood store of approximately $300 per square foot. This represents about 25% of
the supermarket eligible spending that a supermarket could capture.

This is before considering the positive benefit of very strong Average Daily Traffic (ADT)
counts which show 18,000 cars per day traveling past Main and York Street and 9,000 at
State and Main, which are considered relatively high traffic counts. Figure 8b in Appendix
B illustrates this analysis.

Assuming this analysis captures the dynamic of sales in the market, there is significant unmet
demand. However, based on the square footage thresholds commonly required to support
new stores, demand is likely not adequate to support a new full-service store, although it is
close to supporting a new urban formatted store, of the same size as the smaller 20,000
square foot Food Zone store in Forest Park. New urban full-service supermarket of
approximately 30,000 square feet are a recent phenomenon, and have been successful when
they have been developed in dense, higher income neighborhoods, as shown in the article in
Appendix B, while potentially an option in the future, the lower-income demographics of
downtown Springfield and the South End, do not suggest that profile at this time.

Further, the issue of siting a new supermarket in the South End is another important
question. In order for a standard store to be successfully sited, it would require a large site of
approximately 50,000 square feet, plus a field of parking which may require an acre or more
(although in the case of urban stores, supermarket operators have been able to be successful
with less parking or with shared parking structures). Without property takings, there are no
sites that approach this size in the South End. If the Gemini site were used as an example, it
may be able to accommodate a smaller store and field of parking which most retailers would
require. A larger store would likely require takings on nearby blocks and street closures.
However, the narrow blocks, distance from East Columbus and I-91, may make it a less
desirable site for this form of retail. It would also require much increased traffic volumes on

19

Main and Central and nearby side streets which are not well-sized for such volumes. The
City would also lose some of the street fabric that could make the district unique and
pedestrian-oriented.

The GLC team believes that the demand suggests that with residential growth, the South
End may be a good place for a new grocery store in the right size and format. A site where
this may be possible is the 20,000 sf site between Winthrop and Morris along Main Street
and its adjacent vacant property across Winthrop. Locations that may be of interest to
retailers would need to be along Main Street and allow for parking in the rear. They would
also require close proximity to if not frontage at a signalized intersection. A prime example
would be City owned property near at or near the Central and Main Street intersection.

3.4 Comparable Neighborhood Profiles

The challenge of revitalizing neighborhood shopping districts is not a new circumstance in
other Commonwealth cities and towns. For that reason, we have reviewed the strategies that
other cities have used when faced with similar challenges.

As important as the preceding Leakage/Capture analysis are practical descriptions of the
comparable neighborhoods, the strategies that those cities and neighborhood organizations
have used to bring additional retail vitality over the last 10 years are important. To
understand those dynamics, team members went to each of the four communities identified,
and met and spoke with local stakeholders to understand what local dynamics are driving the
areas revitalization.

Profiles of Frog Hollow in Hartford, CT, Main South in Worcester, Codman Square in
Dorchester (Boston) and the Broadway commercial district in Chelsea, are attached as
Figure 2b in Appendix B.

3.5 Strategies from Comparable Neighborhoods

The strategies which have been most successful for the comparable communities fall into
two categories: physical revitalization and community involvement.

Physical Revitalization

Housing Revitalization

In each of our study areas, housing revitalization has been the first step to the success of
street retail. Focusing on in-fill housing and the purchase of apartment buildings formerly
owned by absentee landlords allowed the CDCs in Main South and Codman Square and
their partner city agencies to improve the conditions and appearance of the housing. The
focus on in-fill housing also dealt with safety problems associated with vacant lots in the
neighborhood. Residential revitalization is a key part of the ideas under consideration in the
South End at this time.


20

Gathering spaces that create identity

In each of the comparison areas, gathering spaces including parks and open space are
connected to the retail district. With the exception of Frog Hollow which has a large city
park along the northern boundary of the neighborhood, each study area had at least one
small open area along the main street, providing a small gathering place for retail users. A
particularly good example was the Broadway retail district in Chelsea which had a string of
three small open areas with benches and memorials and includes the town green. The South
End has a small memorial to Anthony Scibelli, a local politician, and a bricked sitting area at
the corner of Main and Cross Streets. There is also Emerson Wight Park. However, the
Emerson Wight Park is physically disconnected from the retail district and is closest to what
may be most troubled residential and retail uses, including the Marble Street Springfield
Housing Authority Development and the bottle redemption center along Main Street.

Mix of Anchors

In each study area, there was a wide variety of retail types meeting the needs of the resident
population. The activity on the street was not limited to retail, however. A healthy retail
center requires a mix of small retail anchors and institutions. Health centers, senior centers,
child care providers, libraries, schools and college branches and city services can each play a
role. Each of the comparable communities has two or more civic institutions which provide
anchors physically and also through staff use of local restaurants and stores. In Worcester,
Clark University ancillary offices provide an anchor. In Codman Square, there is a district
courthouse, YMCA and a community health center. In Chelsea, City Hall sits on one end of
the retail district and Bunker Hill Community College and the city library are also located in
the retail strip. A newly constructed senior center sits just one block off to the main street in
Frog Hollow but the library and health center are located in the center of the retail area.
While Square One along Main Street in the South End plays some of this role on Main
Street, there are few neighborhood institutions of this kind along Main Street in the South
End. Bringing uses which bring a mix of incomes to civic institutions into the South End
may be a worthwhile approach to explore. Public, parochial and charter/pilot schools can
also play an important role in the community as an attraction to younger workers, new
couples and small families.

Streetscape Improvement

In Frog Hollow in particular, new sidewalks, street lighting, signage and crosswalks were
recent improvements. There, the sidewalks and crosswalks are constructed with grey pavers,
the lights have an historic look and green patina color, and there are granite curbs and curb
cuts. Recent faade improvements like cleaned brick, new store awnings and new windows
many of the buildings. On one vacant building, brilliant murals have been painted to offset
to enliven the streetscape. Altogether, the effect is one of momentum, investment and care.

Parking


21

Parking in each of the retail districts was mainly on-street, metered parking. In Frog Hollow
however, an effort was made to turn otherwise vacant lots into attractive small parking lots
that were either entered from a back alley or the main street. They were newly paved with
asphalt and had waist-high brick walls, flush with the adjacent storefronts, surrounding the
main street entrances.

Community Organization

As suggested in the ULI TAP report, many of the strategies for revitalization in the retail
areas to which the South End was compared had to do with developing and maintaining
long-term community participation. A few examples follow:

Community Partners

Each of the comparison areas boasted strong community partnerships with their
government and other local institutions. Main South in Worcester in particular has been able
to capitalize on a partnership it has with Clark University. Their partnership is mutual
Clark University has to keep the best interests of their students, many of whom live in the
neighborhood, in mind. To that end, they have a formal place in the efforts of the Main
South CDC the University Chancellor sits on the Board of the CDC, funds programs of
the CDC and provides interns to the CDC. Clarks involvement brings credibility to the
CDC that has allowed the CDC to leverage funds and political capital with the city and state.
Students at Western New England College graduate and professional schools are a major
part of the market for downtown residential such as Stockbridge Court; perhaps there are
linkages that could be made not only to residential development that could take place here,
but also through occupying space along the Main Street.

Active CDC presence

In each study area, an active CDC acts as a community champion, putting the needs and
aspirations of the neighborhood at the forefront of its work. With the urging of a mission-
focused organization, the neighborhoods needs are presented as a priority to the city and
state. CDCs can create action plans to achieve the requirements of the neighborhood and
can actively implement them. CDCs often can take on the work of the government in
determining demolition priorities and infrastructure needs. They can create community
partnerships to leverage political and financial capital to create programs small business
revolving loan funds, assistance in creating business plans, workforce programs, and
organizing block groups or merchant associations.

Main Street Program and Active Merchants Association

City-supported Main Street programs have brought funds to neighborhood retail districts in
the form of Faade Improvement grants. A Merchants Association or Chamber of
Commerce provides a way for businesses to network and share information, gives businesses
a collective voice in providing input to the city for planning, provides representation for

22

businesses owners at city hall and offers a conduit for providing information about loans and
business strategies to businesses. Such organizations also help consolidate in-line retail space
and help create coordinated marketing for district retail space. Although the focus of the
Main South CDCs activities in Worcester is primarily housing, it has piloted faade
improvement grants for a year and plans on initiating a second round in 2008. They have
also created a Merchants Association which has contributed input to the overall
revitalization strategy of the neighborhood and meet regularly with the city police to report
on on-going safety issues. CDCs can be particularly helpful when they have active merchants
with whom to strategize and plan.

Safety Initiatives

Each of the comparison areas studied felt safe to walk, drive and shop in. In each, a
concerted effort was made to work with police to clean up troublesome spots and with the
neighbors to report misconduct regularly to the police. As an example, Main South in
Worcester has formed a Public Safety Alliance that meets once a month with representatives
of the local police to keep abreast of what is going on in the area and to address any
problems immediately.

Ethnic Restaurateurs

In addition to attracting franchise restaurants, often smaller sit-down restaurants with ethnic
foods are part of a larger revitalization effort. As shown in the neighborhood profiles, many
immigrant and minority entrepreneurs are willing to take risks on local restaurant ventures
and have been a key part of bringing vitality back to neighborhood retail districts. In each
study area, ethnic restaurants outnumber or equal the amount of traditional American
diners, pubs, restaurants and even chains. Jamaican, Asian and Latino restaurants populated
each of our study areas. This may draw others to the neighborhood curious about new foods
and cultures.

3.6 Conclusions and Next Steps

The Main Street retail district in the South End has historically been a benefit to both the
neighborhood residents, downtown and broader the Springfield community. Its strengths
grew from its proximity to downtown, its location on a major city thoroughfare and its
historic recognition as a regional retail destination.

Today, it is two places: to the north, an underperforming extension of downtown street-
front retail; and to the south, a mix of stores and vacant lots that suffer from the poor
perception of crime and public safety. To recommend a plan to address the physical
challenges the retail presents, the team will complete the following next steps.

On the northern end of Main Street closest to downtown, the team will explore the
feasibility of clustering retail attractions including a smaller grocery, commercial or
open space uses south of Winthrop along Main Street that could attract retailers and
customers and extend the walking district from La Fiorentina south. Towards this

23

goal, the team will specifically consider retail re-use of City-owned parcels near the
corner of Central Avenue for new retail development or as part of a site assembly
that supports retail redevelopment.

The team will also review how to maximize the positive impact on long term retailers
like Mom & Ricos and Frigos: these businesses are critical to the neighborhoods
heritage and character and need the support of the City so they may be part of the
revitalization planned for the area.

To create a strong voice and guide the agenda for the South End retail revitalization,
GLC will identify best practices for Main Streets programs and in light of the
proximity to downtown, and seek examples, if any, of places where the Downtown
business improvement districts (BID) have included significant residential
neighborhoods.

Based on this analysis, the GLC team will also look carefully at the so-called Four
Corners area of Main Street (where it meets Central and Fremont Streets) and
prioritize locations where sites, building sizes, ownership and parking arrangements
could allow retail to be clustered or encourage additional retail users.

This analysis also suggests that the location and design of open space is key to the
success of the retail district. Through examination of Emerson-Wight Park and other
locations in the neighborhood, the team will evaluate whether new or revitalized
open space can help create the connections and sense of place or support the
concentration of retail sought at key points on the southern end of Main Street.

The team and the City should also work to identify civic organizations, city agencies,
charter or pilot schools or other institutional tenants with a mixed-income user
profile who could be part of the retail and commercial focus areas. Potential ideas
for users could include YMCA, expansion of Square One, a City department or
agency, or a tenant representing a local college or university.

Because of the importance of residential redevelopment for the success of street
retail, the team will consider the sequence of infrastructure to support retail (such as
the extension of the Main Street improvements to the South End) and retail
development, as part of the recommendations that grow out of this plan.

The team will also review the feasibility of creating promotional materials on the
neighborhood as part of the implementation of both the retail and the housing
revitalization recommendations.

With the retail and residential analysis complete, the team will now use this information as a
base to develop land use and traffic recommendations for discussion in the summer of 2008.

APPENDIX A /
Residential Market
Analysis

Table 1a: Rental Comparable Summary

Figure 2a: Rental Comparables

Figure 3a: Map of Rental Comparables

Table 4a: Economics Example Rental Units

Table 5a: Summary - Single Family Homes; Condominiums

Figure 6a: Article, Investors Buy Into Springfield, Springfield Republican, 9/16/07

APPENDIX: Table 1a
Rental Comparable Summary
Selected Springfield Rental Developments
September 2007
Low High Low High Low High
Studio 470 550 647 692 1.38 $ 1.26 $
1br 600 800 753 911 1.26 $ 1.14 $
2br 900 1,100 990 1071 1.10 $ 0.97 $
3br
Studio 450 450 500 525 1.11 $ 1.17 $
1br 610 610 600 675 0.98 $ 1.11 $
2br 700 750 700 800 1.00 $ 1.07 $
3br
Studio
1br 550 550 593 629 1.08 $ 1.14 $
2br 750 750 756 799 1.01 $ 1.07 $
3br
Studio
1br 650 950 725 950 1.12 $ 1.00 $
2br 965 1,400 850 1,200 0.88 $ 0.86 $
3br
Studio 395 475 395 475 1.00 $ 1.00 $
1br 675 800 675 800 1.00 $ 1.00 $
2br 875 1,100 875 1,100 1.00 $ 1.00 $
3br 1,100 1,100 900 1,200 0.82 $ 1.09 $
Studio 450 600 585 645 1.30 $ 1.08 $
1br 600 790 710 825 1.18 $ 1.04 $
2br 700 885 820 975 1.17 $ 1.10 $
3br
Source: D.A.B Appraisal Services
Armory Commons 246 units
Morgan Square 266 units
Stockbridge Commons 233 units
202-212 Pearl Street 49 units
Cumberland Homes 76 units
Unit Size Unit Price Point Price/SF
No 3BRS
No 3BRS
No 3BRS
No Studios
No 3BRS
No Studios
No 3BRS
122 Chestnut Street 99 units
SOUTH END, City of Springfield Residential and Retail Market Analysis
APPENDIX: Figure 2a
SOUTH END, City of Springfield Residential and Retail Analysis
Stockbridge Court Apartments
45 Willow Street, Springfield, MA
Tel: 413-737-2697

Stockbridge Court is located within the South End neighborhood boundaries as defined in this
report. It is on Willow Street, adjacent to downtown Springfield. The property consists of a former
warehouse building that was renovated during the 1980s to provide 233 studio, one and two-
bedroom apartment units. The property is in excellent condition. Site amenities include a fitness
center, kitchen and conference facilities, a roof-top deck, 24-hour maintenance service, laundry
facilities, gated parking and on-site management. The units include a disposal, dishwasher and
microwave in each unit. Utilities are not included. The property was 98% occupied as of our most
recent inspection conducted for this report.

Stockbridge Court Low High Low High Low High
Studio Unit 470 590 $632 $687 $1.34 $1.16
One Bedroom Unit 560 800 $693 $896 $1.24 $1.12
Two Bedroom Unit 790 970 $1,005 $1,056 $1.27 $1.09
Unit Size Unit Price Point Price per Square Foot

Keys to success: Professionally managed; secured parking; building to parking walk is safe; perception as
relatively safe; large units
APPENDIX: Figure 2a

Pearl Street Apartments
202-212 Pearl Street, Springfield, MA
Tel: 866-859-8537

The Pearl Street Apartments are located approximately one-half mile north of the northwest
boundary of the South End along Pearl Street in downtown Springfield. This apartment community
contains 49 studio, one and two-bedroom apartment units. Site amenities include on-site parking
and a laundry facility. Units include a stove, refrigerator and hardwood flooring. Heat and hot water
are included. The property was 95% occupied as of our inspection for this report.

Pearl Street Apts Low High Low High Low High
Studio Unit 450 450 $500 $525 $1.11 $1.17
One Bedroom Unit 610 610 $600 $675 $0.98 $1.11
Two Bedroom Unit 750 750 $700 $800 $0.93 $1.07

Keys to success: stable neighborhood
APPENDIX: Figure 2a
Cumberland Homes
36 Cumberland Street, Springfield, MA
Tel: 413-733-7894

The Cumberland Homes units are located approximately 1.70 miles west of the western boundary of
the South End proximate to the Bay State Medical Center. Cumberland Homes was originally
constructed in 1914 and renovated in 1982 and again in 1999. The four story brick apartment
building contains 76 one and two-bedroom units. Site amenities include laundry facilities and on-site
parking. The units include a disposal and dishwasher. Heat and hot water are included. The property
was 96% occupied as of our most recent inspection for this report.

Cumberland Homes Low High Low High Low High
Studio Unit - - - - - -
One Bedroom Unit 550 550 $593 $629 $1.08 $1.14
Two Bedroom Unit 750 750 $756 $799 $1.01 $1.07

Keys to success: Professionally managed: proximity to Bay State Medical; part of well maintained immediate
area

APPENDIX: Figure 2a
122 Chestnut Street
122 Chestnut Street, Springfield, MA
Tel: 413-781-1220

122 Chestnut is approximately 0.36 miles west of the western boundary of the South End and is
located in the downtown area. The property was originally constructed in 1926 and renovated in
1986-87. The eight story-brick apartment building contains 99 one and two-bedroom units. Site
amenities include laundry facilities, fitness area, community room, and on-site parking. The units
include a disposal and dishwasher. Heat and hot water are included. The property was 95% occupied
as of our most recent inspection for this report.

122 Chestnut Low High Low High Low High
One Bedroom Unit 650 750 $725 $950 $1.27 $1.12
Two Bedroom Unit 965 1,400 $850 $1,200 $0.86 $0.88
Unit Size Unit Price Point Price per Sqaure Foot

Keys to success: Professionally managed; part of well-maintained neighborhood
APPENDIX: Figure 2a
Armory Commons
69 Winter Street, Springfield, MA
Tel: 413-739-9629

The Armory Commons are located approximately 0.36 miles north of the western boundary of the
South End just north of downtown Springfield. Armory Commons consists of 246 units in fourteen
multi-story, red historic brick buildings in downtown Springfield. The property contains a mix of
studio, one and two-bedroom units. Site amenities include on-site laundry, on-site management,
storage facilities and off-street parking. Units include a stove and dishwasher and some units have a
fireplace. Heat and hot water are included in the rent. The property was 95% occupied as of our
most recent inspection for this report.

Armoury Commons Low High Low High Low High
Studio Unit 395 425 $525 $550 $1.33 $1.29
One Bedroom Unit 525 675 $600 $675 $1.14 $1.00
Two Bedroom Unit 780 1,100 $725 $1,000 $0.93 $0.91

Keys to success: Professionally managed; immediate area is secure
APPENDIX: Figure 2a
Morgan Square
15 Taylor Street, Springfield, MA
Tel: 413-732-9759

This property is located less than one-half mile west of the South Ends western boundary on Taylor
Street in downtown Springfield. The property consists of a several three-story, garden-style
apartment buildings with 266 studio, one and two-bedroom units. Site amenities include a fitness
center, a laundry facility, on-site management and garage parking (for an additional fee). Units
include a stove, refrigerator and a dishwasher. Utilities are not included. The property was 96%
occupied as of our most recent inspection for this report.

Morgan Square Low High Low High Low High
Studio Unit 550 600 $585 $645 $1.06 $1.08
One Bedroom Unit 700 710 $710 $790 $1.01 $1.11
Two Bedroom Unit 850 1,000 $820 $870 $0.96 $0.87

Keys to success: Professionally managed; enclosed nature of building, managed parking lot

APPENDIX: Figure 3a
Map of Rental Comparables
APPENDIX: Table 4a
Rental Rehabilitation Analysis
Hypothetical Springfield, MA Rental Development Portfolio
September 2007
Conservative Moderate
Units 100 100
Square Feet 900 900
Rent Per Square Foot 1.00 $ 1.10 $
Months 12 12
Potential Gross Income 1,080,000 $ 1,188,000 $
Occupancy 95% 95%
Adjusted EGI 1,026,000 $ 1,128,600 $
Operating Costs Per Unit 6,500 $ 6,000 $
Total Expenses 650,000 $ 600,000 $
NOI 376,000 528,600
Maximum Loan Amount
Debt Service Coverage 1.20 1.20
NOI Available for Debt Service 313,333 $ 440,500 $
Interest Rate 7.00% 7.00%
Amortization Period 30 30
Maximum Loan ($3,888,166) ($5,466,183)
Maximum Loan Per Unit ($38,882) ($54,662)
Cap Rate Approach
NOI 376,000 $ 528,600 $
Cap Rate 8.5% 8.0%
Capped Value 4,423,529 $ 6,607,500 $
Capped Value Per Unit 44,235 $ 66,075 $
APPENDIX: Table 5a
Sale Prices, Single Family and Condominium Units
Springfield, MA 2005,2006, 2007
Single Family Homes
Year
Single Family
Homes -
Citywide Price Market Days SF Price/PSF
2005 1483 151,000 $ 58 1,500 101 $
2006 1321 158,000 $ 69 1,400 113 $
2007 1087 152,265 $ 76 1,408 108 $
Average 1,297 153,755 $ 68 1,436 107 $
Year
Single Family
Homes - South
End, Downtown Price Market Days SF Price/PSF
2005 22 136,000 $ 58 1,500 91 $
2006 20 126,000 $ 69 1,400 90 $
2007 12 82,000 $ 80 1,411 58 $
Average 18 114,667 $ 69 1,437 80 $
Year
Single Family
Homes - Old
Hill, Upper Hill,
Bay Price Market Days SF Price/PSF
2005 247 125,000 $ 65 1,425 88 $
2006 223 133,000 $ 69 1,425 93 $
2007 178 118,000 $ 79 1,481 80 $
Average 216 125,333 $ 71 1,444 87 $
Condominiums
Year
Condominiums -
Citywide Average Price Market Days SF Price/PSF
2005 128 105,000 $ 53 934 112 $
2006 106 121,000 $ 71 1,000 121 $
2007 73 121,000 $ 83 995 122 $
Average 90 121,000 $ 77 998 121 $
Year
Condominiums -
South End,
Downtown Average Price Market Days SF Price/PSF
2005 10 64,000 $ 57 780 82 $
2006 5 85,000 $ 24 1,060 80 $
2007 7 73,000 $ 63 1,022 71 $
Average 6 74,000 $ 48 954 78 $
Year
Condominiums -
Forest Park Average Price Market Days SF Price/PSF
2005 34 166,000 $ 44 800 208 $
2006 27 151,000 $ 60 835 181 $
2007 21 161,000 $ 93 1,025 157 $
Average 24 156,000 $ 77 930 169 $
Source: D.A.B. Appraisal, Multiple Listing Service (MLS)
APPENDIX: Figure 6a
APPENDIX: Figure 6a
APPENDIX: Figure 6a
APPENDIX: Figure 6a

24

APPENDICES
APPENDIX A / Residential Market Analysis

Table 1a: Rental Comparable Summary

Figure 2a: Rental Comparables

Figure 3a: Map of Rental Comparables

Table 4a: Economics Example Rental Units

Table 5a: Summary - Single Family Homes; Condominiums

Figure 6a: Article, Investors Buy Into Springfield, Springfield Republican, 9/16/07

APPENDIX B / Retail Market Analysis

Figure 1b: Map of Potential Retail Development Sites

Figure 2b: Comparable Neighborhood Profiles

Figure 3b: Comparable Neighborhood Maps

Table 4b: Comparable Neighborhood Demographics

Table 5b: Comparable Neighborhood Buying Power/Retail

Table 6b: Comparable Retail Mixes

Table 7b: Neighborhood Retail Leakage

Figure 8b: Map of Essential Goods in South End area

Figure 9b: Average Daily Traffic, South End locations


APPENDIX B /
Retail Market Analysis

Figure 1b: Map of Potential Retail Development Sites

Figure 2b: Comparable Neighborhood Profiles

Figure 3b: Comparable Neighborhood Maps

Table 4b: Comparable Neighborhood Demographics

Table 5b: Comparable Neighborhood Buying Power/Retail

Table 6b: Comparable Retail Mixes

Table 7b: Neighborhood Retail Leakage

Figure 8b: Map of Essential Goods in South End area

Figure 9b: Average Daily Traffic for South End Locations

APPENDIX: Figure 1b
Potential City-Owned Site for Retail Development
Appendix: Figure 2b

Comparable Neighborhood Profiles

South End, Springfield Neighborhood Retail

Looks like
The South End retail district is roughly 17 blocks long beginning on State Street going eastward to
Mill Street.

The South End retail district has a very traditional downtown feel with large, turn of the century
block buildings located near State Street, turning into smaller three and four story brick buildings
with office above and then changing into one story, car-oriented retail nearer Mill Street.

Restaurant Health Community
Asian 2 Caring Health Center 1 Sherriff's Office 1
Hispanic 1 Injury Rehab Center 1 School/Day Care 1
American 2 Chiropractor 1
MBL Housing &
Development 1
Fast Food Chain 2 South End Medical Building 1 Library 0
Pub/Bar 3 Total 4 South End Citizens Council 1
Pizza Ethnic Club 0
Italian 1 Specialty Total 4
Caf 3 Clothing 4
Total 14 Shoes Churches
Electronics/Cell Phone 3 Storefront 1
Services Carpeting/Rugs Traditional
Laundromat/Dry Cleaning 1 Furniture 2 Total 1
Hair/Nail Salon 8 Jewelry 1
Barber 2 Gift Shop 2 Post Office 1
Bank 2 Florist 1
Financial/Taxes/Mortgages 4 Discount Store 2 Professional Office Use
Insurance 4 Liquor 2 Attorneys 2
Real Estate 1 Tailoring 2 Professional Office 2
Shoe Repair 1 Appliances 2 Architect 1
Travel Agency 1 Tatoo 1 Design 1
Total 24 Bakery 1 Engineering 1
Pawn Shop Accountants 1
Markets/Grocery Athletic Supplies 1 Apartment Management 2
Asian 1 Office Suppliers 2 Total 10
Hispanic 1 Total 26
Italian 2 Miscellaneous
Market/Tedeschi's 2 Convenience Store 1 Bottle Can Return 1
Seafood 1 Power Tools & Repair 1
Total 7 Automotive Funeral Home 2
Auto Parts Gas Station 2
Park 1 Auto Sales 3 Total 6
Total 3
Vacant Storefront 11

Vacant Building/Lot 3
Appendix: Figure 2b


Vacancy

There were 11 empty storefronts in the 17 block stretch of Main Street and 3 empty buildings.

Housing

The area is primarily surrounded by rental housing in single detached homes broken up for
apartments. A former mill building, Stockbridge Court, has also been converted to apartments and
sits back a block from Main Street at Cross Street. Stockbridge Court provides market rate housing in
a meticulously landscaped and cared for environment. Traditional four story brick apartment
buildings built in the late teens and early 20s are also located to the west of Main Street and clustered
in the Niagara-Saratoga-Oswego-Bayonne area off of Main Street. From Central Street to Rutledge
Street, the housing is a deteriorated state.

Retail Characteristics

Retail buildings in this area are mixed. There are one story block buildings of the 1930s vintage,
newer one-story cement block buildings of the non-descript vintage, and rehabilitated turn of the
century block buildings. There are stand alone chain stores like Dunkin Donuts, McDonalds, and
LaundroMax, starting at Central Street and going eastward towards Mill Street.

Demographics

According to the US Census data for 2006, the population of the South End section of Springfield
was 4,445 people.

50.2% White
18% African American
.7% Asian
27% Hispanic (Other)

Income
The median household income for 2006 was $21,161.

Appendix: Figure 2b

Chelsea Neighborhood Retail

Looks like
The Chelsea retail district, located on Broadway Street between Park Street and Gerrish Avenue is
roughly 10 blocks long.

The district is easily accessed by public transportation by either commuter rail to North Station and
several buses that deliver riders to either the Haymarket/Green Line T Station or the Maverick/Blue
Line T Station.

The Chelsea retail district has a very traditional downtown feel with large, turn of the century block
buildings interspersed with smaller, one-story concrete block shops and 1930s style one-story
storefronts.

Retail Mix

Asian 3 Pharmacy 1 YMCA 1
Hispanic 9 Dentist 3 Centro Latino de Chelsea 1
American 1 Optometrist 1 Consilio Hispano Inc. 1
Fast Food Chain 3 Total 5 Chamber of Commerce 1
Pub/Bar 1
Bunker Hill Community
Coll. 1
Pizza 2 Specialty City Hall 1
Total 19 Clothing 3 Employment Center 1
Shoes 1 Juvenile Justice Office 1
Services Electronics/Cell Phone 8 School/Day Care 1
Laundromat/Dry Cleaning 3 Carpeting/Rugs 1 Police Station 1
Hair/Nail Salon 12 Furniture 1 Library 1
Barber 3 Jewelry 3 Neighborhood Housing 1
Law Offices 2 Gift Shop 5 Ethnic Club 1
Check Cashing 2 Discount Store 10 Total 13
Bank 3 Liquor 3
Financial/H&R Block 3 Tailoring 1 Churches
Insurance 1 Restaurant Equipment 1 Storefront 1
Real Estate 2 Tatoo 1 Traditional 1
Copying/Printing 1 Bakery 1 Total 2
Western Union/Cash
Transferring 3 Pawn Shop 1
Travel Agency 2 Total 40 Post Office 1
Total 37
Vacant Storefront 8

Markets/Grocery Convenience Store 5 Park 3
Asian 1
Hispanic 2 Automotive
Middle Eastern 1 Auto Parts 1
Market 3
Grocery Store 1
Total 8
Appendix: Figure 2b


Vacancy

There were a only handful of vacant storefronts. Vacancy does not appear to be a problem in this
district.

Housing

The area is primarily surrounded by rental housing in brick apartment buildings. Some single family
homes have also been broken up into apartments. Apartments located above the ground floor retail
are very prevalent here.


Retail buildings in this area are mixed. There are one story block buildings of the 1930s vintage,
newer one-story block buildings of the non-descript vintage, modern 1950s and 60s one-story
buildings and rehabilitated turn of the century block buildings. A new brick building is being built
next to the Post Office. There are few stand alone chain stores like 7-11, which is located on the
perimeter of the district, near Park Street at Williams Street.

Dunkin Donuts, McDonalds and Store 24 have each been well-located in traditional retail space
called the DeDomenico Building, they are not typical drive-through retailers.

Demographics

According to the US Census of 2000, the population of the City of Chelsea was
35,080 people.

57.95% White
7.25% African American
4.69% Asian
48.42% Hispanic

Income
The median household income was $30,161.

Appendix: Figure 2b

Codman Square Neighborhood Retail

Looks like

The Codman Square retail district, located on Washington Street between Park Street and Rockwell
Street in Dorchester is roughly 14 blocks long and is an official Main Streets district.

Apartment buildings, large single-family houses, churches and parks are interspersed along the retail
corridor.

Retail Mix

Restaurant Specialty Markets/Grocery
Asian 1 Clothing 7 Fish 1
Hispanic 1 Shoes 2 Hispanic 3
American Diner 1 Electronics/Cell Phone 3 Grocery Store 1
Jamaican 1 Photo Studio 1 Total 4
American 1 Furniture 1
Fast Food Chain 3 Jewelry 1 Convenience Store
Deli 2 Total 15 Convenience Store 6
Total 10 Total
Community
Services YMCA 1 Automotive
Laundromat/Dry Cleaning 3 Codman Sq CDC 1 Auto Repair 1
Hair/Nail Salon 8 Health Center 1 Total 2
Beauty Supply 1 Senior Center 1
Tanning 1 Chiropractor 1 Post Office 1
Wig Shop 1 Employment Center 1
Barber 3 Courthouse 1 Vacant Lot 1
Law Offices 2 School/Day Care 2
Auto School 1 The Great Hall 1 Vacant Storefront 5
Check Cashing 1 Library 1
Bank 2 Total 11 Parking Lot 1
Financial/H&R Block 1
Insurance 2 Churches Park 1
Real Estate 2 Storefront 3
Total 28 Traditional 3 Gas Station 1
Religious Instruction 1
Health Total 7
Physical Therapy 1
Pharmacy 1
Health Institution 2
Total 4
Appendix: Figure 2b

Vacancy

There were only a handful of vacant storefronts (10%). Vacancy does not appear to be a problem in
this district.

Housing

The area is primarily surrounded by rental housing in either triple-decker style houses or mid-sized
brick apartment buildings. Some single family homes have also been broken up into apartments.
Apartments located above ground floor retail are not prevalent here.

Some of the more grand homes, primarily located along Melville Avenue, have been bought and
restored by individual owners.


Retail buildings in this area are primarily one story block buildings of the 1930s vintage. There is a
few newly constructed brick building housing ground floor retail and health institution offices above.
There is also a newly constructed health center. There are a few stand alone chain stores like
McDonalds, Kentucky Fried Chicken and Walgreens.

Demographics

According to the Codman Square Neighborhood Corporation, the population of the Codman Square
neighborhood is one of the poorest in the City of Boston with the median income well below the
80% median for the City and SMSA. Using 2000 Census data for the neighborhood of South
Dorchester, in which Codman Square is located, demographic breakdown follows:

32% White
43% African American
10% Asian
10% Hispanic

Income

The median household income is $39,587.

Appendix: Figure 2b

South Main Avenue, Worcester Neighborhood Retail

Looks like

The Main South retail district can be broken into three distinct areas: the traditional retail area closest
to downtown which is also a part of the Worcester Arts District; the Clark University area and the
more modern, stand alone retail closest to the intersection of Mill and Cambridge Streets.

Apartment buildings, houses, churches and parks are interspersed along the retail corridor.

Retail Mix

Restaurant Specialty Markets
Asian 6 Wedding 1 American 2
Hispanic 3 Clark U 1 Asian 2
American Diner 1 Music 1 Hispanic 1
Jamaican 1 Clothing 1 Total 5
Pizza 2 Specialty/New Age 1
American 3 Electronics 1 Convenience Store
Chain 3 Rent-a-Center 2 Variety Store/Lottery 3
Deli 1 Total 8 Convenience Store 1
Caf 1 Total 4
Pub/Bar 1 Funeral Home 2
Total 22 Automotive
Community Auto Repair 1
Services YMCA 1 Used Auto Sales 1
Laundromat 1 Main South CDC 1 Total 2
Florist 1 Health Center 1
Hair/Nail Salon 6 Total 3 Liquor Store 3
Tanning 1
Barber 1 Churches Post Office 1
Bakery 1 Storefront 3
Travel 1 Traditional 6
Insurance 1 Total 9
Total 13

Vacancy

The vacant storefronts were clustered in the area closest to downtown, from Madison Street to
Hermon Street. Vacancies were limited to traditional department style retail stores. In particular, the
former Caravan at Main and Madison Street.

Appendix: Figure 2b


Housing

The area is primarily surrounded by rental housing. Many of the apartments are in large Queen Anne
style houses that have been broken up and triple-decker style buildings. The area also has some
apartment buildings. There are also apartments located over storefronts along Main Street, but this
type is in the minority.

Many of the Queen Anne houses have also been bought and restored by Clark University, which is
using the buildings as administrative office space.


Retail buildings in this area are of three types the majority are one story block buildings, ground
floor retail located in three or four story brick buildings with apartments over the retail, and a few
stand alone chains like McDonalds and Store 24. There is one small strip mall located near the
intersection of Park and Main.

Again, buildings closest to downtown are larger. There is a former department store at Madison and
Main Street called the Caravan. It is vacant. There is more vacancy overall in these few blocks. There
are also a few used car lots.

Demographics

The population of the Main South neighborhood breaks down into the follow ethnicities:

44% White
23% Hispanic (Puerto Rican)
11.5% Asian
8% Black
14% Other or Mixed Race

Income

A 33.6% of families live below the poverty line.
50.5% of all families are headed by a female householder with no husband present.

Appendix: Figure 2b

Frog Hollow Neighborhood Retail
Hartford CT

Looks like

The Frog Hollow retail district runs along Park Street in the Frog Hollow neighborhood from Park
Terrace to Washington Street, an area nine blocks long. Park Street essentially bisects the
neighborhood of Frog Hollow. Located just outside of downtown Hartford, there are several major
institutions that surround, but are not located within, the neighborhood such as Trinity College, the
Greater Hartford Academy of Arts, Hartford Hospital and Childrens Hospital.

Apartments are located in large part above the retail stores in brick block buildings. A few houses
converted to apartments and churches are also interspersed along the retail corridor.

Retail Mix

Asian 3 Pharmacy 0 Library 1
Hispanic 6 Dentist 0 Community Development Corp.
American 5 Optometrist 0 Mi Casa Community Ctr 1
Fast Food Chain 1 Total 0 Hartford Health Dept. WIC Ctr 1
Pub/Bar 2 Fire Station 1
Pizza 1 Specialty Total
Total 18 Clothing 5
Shoes 1 Churches
Services Electronics/Cell Phone 2 Storefront 0
Laundromat/Dry Cleaning 1 Music 1 Traditional 3
Hair/Nail Salon 4 Musical Instruments 1 Total
Barber 5 Furniture 2
Check Cashing 3 Jewelry 6 Post Office 0
Bank 2 Discount Store 6
Financial/H&R Block 3 Liquor 2 Vacant Storefront 7
Western Union/Cash
Transfering 1 Tatoo 1
Hardware/Lock 2 Bakery 1 Vacant Lot 2
Travel Agency 3 Bridal/Baby Showers 1
Total 24 Florist 1 Park 0
Appliances 1
Driving School 1 Automotive
Markets/Grocery Small Food Warehouse 1 Auto Shop 1
Hispanic 5 Total 33 Auto Parts 1
Market 2 Total 2
Total 7
Convenience Store 1

Vacancy

There were only a handful of vacant storefronts and fewer vacant lots. It appears that what may have
been vacant lots in the past are now nicely paved and fenced parking lots for the retail district. There
were four small parking lots located on Park Street.
Appendix: Figure 2b


Housing

The area is primarily surrounded by rental housing in both wood frame triple deckers and three story
brick row houses. Single-family homes have also been converted to rental apartments and are
concentrated in the area north of Park Street.

According to the 2000 Census, 7.3% of the housing is owner-occupied. 92.7% is renter occupied and
46.25 of the renters are paying 30% or less of their income on housing.


Retail buildings in this area are primarily brick block buildings with apartments over the ground floor
retail. There are a few newer 1930s style one story retail spaces but they are not in the majority.

New sidewalks, street lighting, signage and crosswalks are in evidence here. Sidewalks and crosswalks
are constructed with grey pavers, the lights have an historic look and green patina color, and there are
granite curbs and curb cuts.

There is also evidence of faade work like cleaned brick, new store awnings and new windows in
many of the buildings. On one vacant building, brilliant murals have been painted to offset the effect
of what could be an eyesore.

Despite the movement in a positive direction, the streets were dirty with litter which may be the
result of a recent snow thaw.

Demographics

The total population of the Frog Hollow neighborhood is 9,323 in the 2000 Census. It breaks down
into the following ethnicities:

10.9% White
71.5% Hispanic
1.4% Asian
13.1% Black

Income

The median household income is $17,333. 44.8% of the neighborhood population lives in poverty.
APPENDIX: Figure 3b
APPENDIX: Figure 3b
APPENDIX: Figure 3b
APPENDIX: Figure 3b
APPENDIX: Figure 3b
APPENDIX: Table 4b
Demographic Information, South End (Springfield, MA), Comparable Neighborhoods, Massachusetts
December 2007
1990 2000 2006 2011 (Projection) 1990-2000 2000-2006 2006-2011
South End
Population 4,488 4,470 4,445 4,425 -0.04% -0.09% -0.09%
Households 1,912 1,912 1,905 1,902 0.00% -0.06% -0.03%
Median Household Income $16,071 $19,422 $21,161 $22,454 2.09% 1.49% 1.22%
Main South Worcester
Population 12,495 12,272 12,577 12,862 -0.18% 0.50% 0.45%
Households 4,171 4,142 4,281 4,400 -0.07% 0.67% 0.56%
Chelsea Ngh
Population 15,341 18,956 17,906 17,087 2.36% -1.11% -0.91%
Households 5,181 5,838 5,513 5,259 1.27% -1.11% -0.92%
Codman Square
Population 10,426 10,825 10,160 9,645 0.38% -1.23% -1.01%
Households 3,204 3,501 3,282 3,115 0.93% -1.25% -1.02%
Frog Hollow
Population 11,156 9,323 9,466 9,574 -1.64% 0.31% 0.23%
Households 3,860 3,255 3,239 3,235 -1.57% -0.10% -0.02%
Source: Geoview/AGS. Inc.
Demographic Comparison Avg. Ann. Change
APPENDIX: Table 4b
December 2007
Income South Main South Chelsea Codman Frog
Level End Worcester Neighborhood Square Hollow
Less than $15,000 727 1,436 1,397 628 1,322
$15,000 to $25,000 390 623 726 379 541
$25,000 to $35,000 292 617 704 426 311
$35,000 to $50,000 156 637 711 544 420
$50,000 to $75,000 183 598 1,017 610 361
$75,000 to $100,000 58 195 443 338 132
$100,000 to $150,000 60 142 355 239 122
$150,000 to $200,000 5 20 79 50 7
More than $200,000 34 13 81 68 23
1,905 4,281 5,513 3,282 3,239
South Main Chelsea Codman Frog
End South Neighborhood Square Hollow
Total Housing Units 2,046 4,642 6,105 3,667 3,721
Occupied Units 1,905 4,281 5,513 3,282 3,239
Vacant Units 141 361 592 385 482
Owner Occupied Units 370 1,003 1,693 1,419 515
Renter Occupied Units 1,535 3,278 3,820 1,863 2,724
South Main Chelsea Codman Frog
End South Neighborhood Square Hollow
Total Housing Units 100% 100% 100% 100% 100%
Occupied Units 93% 92% 90% 90% 87%
Vacant Units 7% 8% 10% 10% 13%
Owner Occupied Units 19% 23% 31% 43% 14%
Renter Occupied Units 81% 77% 69% 57% 73%
Annual Income 2006
Housing Tenure 2006
Housing Tenure 2006
APPENDIX: Table 4b
December 2007
1990 2000 2006 2011 1990-2000 2000-2006 2006-2011
South End
Total Retail $30,675,695 $30,861,422 $31,214,244 $31,545,944 0.06% 0.19% 0.21%
Food and Beverage $11,437,512 $11,506,761 $11,638,312 $11,761,987 0.06% 0.19% 0.21%
Apparel $1,008,218 $1,014,323 $1,025,919 $1,036,821 0.06% 0.19% 0.21%
Main South
Total Retail $60,061,168 $60,057,335 $63,374,426 $66,099,175 0.00% 0.92% 0.86%
Food and Beverage $22,582,665 $22,581,224 $23,828,431 $24,852,922 0.00% 0.92% 0.86%
Apparel $1,986,317 $1,986,191 $2,095,892 $2,186,004 0.00% 0.92% 0.86%
Chelsea Ngh
Total Retail $90,922,065 $102,491,340 $99,482,195 $96,211,773 1.27% -0.49% -0.66%
Food and Beverage $33,936,390 $38,254,588 $37,131,433 $35,910,758 1.27% -0.49% -0.66%
Apparel $3,067,010 $3,457,268 $3,355,763 $3,245,444 1.27% -0.49% -0.66%
Codman Square
Total Retail $62,574,992 $66,810,099 $64,294,872 $61,910,881 0.68% -0.63% -0.74%
Food and Beverage $23,181,254 $24,750,173 $23,818,393 $22,935,230 0.68% -0.63% -0.74%
Apparel $2,103,800 $2,246,187 $2,161,624 $2,081,473 0.68% -0.63% -0.74%
Frog Hollow
Total Retail $53,434,603 $44,671,918 $46,065,447 $46,665,856 -1.64% 0.52% 0.26%
Food and Beverage $20,167,992 $16,860,664 $17,386,628 $17,613,242 -1.64% 0.52% 0.26%
Apparel $6,087,969 $5,089,609 $5,248,378 $5,316,785 -1.64% 0.52% 0.26%
Avg. Ann. Change Aggregate Retail Spending
Appendix B/ Table 4b
Retail Analysis, South End (Springfield, MA), Comparable Neighborhoods, Massachusetts
December 2007
Neighborhood Households
Household
Retail
Spending
Total Retail
Spending
Adjusted
Neighborhood
Retail SF [2] Occupancy
Occupied
Retail SF
Retail Spending
Per Occupied SF
Occupied SF
Per
Household
South End 1,905 $16,385 $31,214,244 329,693 70% 231,000 135 $ 121
South Main 4,281 $14,804 $63,374,426 343,333 100% 343,000 185 $ 80
Codman Square 3,282 $19,590 $64,294,872 155,103 100% 155,000 415 $ 47
Frog Hollow 3,860.00 $18,006 $46,065,447 369,386 100% 369,000 125 $ 96
Notes
[1] Source - CoStar Commercial Real Estate Database, rounded, with adjustments by GLC to account for gaps in data.
[2] Chelsea excludes because of gaps in data.
APPENDIX: Table 6b
Comparing Retail Mix By Neighborhood
Retail Type South End % Frog Hollow % Main South % Chelsea % Codman Square %
Restaurant 14 12% 18 18% 22 31% 19 14% 10 11%
Services 24 21% 24 24% 13 18% 35 25% 26 28%
Specialty 26 23% 33 32% 8 11% 40 29% 15 16%
Markets 7 6% 7 7% 5 7% 8 6% 4 4%
Convenience 1 1% 1 1% 4 6% 5 4% 6 6%
Automotive 3 3% 2 2% 2 3% 1 1% 1 1%
Community/Churches/Post Office 6 5% 8 8% 13 18% 16 12% 19 20%
Professional Office 10 9% 0 0% 0 0% 2 1% 2 2%
Health 4 3% 0 0% 0 0% 5 4% 4 4%
Miscellaneous (incl. funeral) 6 5% 0 0% 2 3% 0 0% 1 1%
Vacant Storefronts/Lots 14 12% 9 9% 3 4% 8 6% 6 6%
115 102 72 139 94
Retail Storefronts by Neighborhood
APPENDIX: Table 7b
Leakage/Capture Analysis, South End and Downtown, Springfield, MA
Metro Center/South End Household Income Spent on Supermarket Goods (2006) 8,844 [1]
Metro Center and South End Households (2000) 3,962
Total Supermarket Eligible Expenditures 35,040,285
Potential Supermarket Capture 70% [2]
South End Sales Capture Available to Supermarkets 24,528,199
Less: South End Existing Retail Capture 17,934,000 [3]
Total Remaining Supermarket Sales For Capture 6,594,199
Average Supermarket Sales PSF 320 $ [4]
Supportable Supermarket Size 20,607
Standard Grocery Store Minimum Size 50,000 [5]
Premium "Urban" Grocery Store Minimum Size 30,000 [5]
Notes:
[1] Super Market Goods Include the following categories of retail spending:
Food And Beverages (2006) 6,109
Household Operations (2006) 1,213
Miscellaneous Expenses (2006) 663
Personal Care (2006) 561
Tobacco (2006) 298
Total 8,844
[2] Assumes 30% spent on food and beverage, house operatios, miscellaneous, personal care, tobacco outside supermarket.
[3] Existing Metro Center/South End stores with supermarket goods assumed to be:
Mom & Rico's 3,000
A&C Market 7,000
Zonini's 3,000
Diaz Market 7,130
Los Primos Market 3,500
Albano Market 2,600
Saratoga Mini-Market 1,050
Frigo's 2,500
Food Zone 30,000
Total Existing Retail with Supermarket Goods 59,780
Assumed Annual Sales PSF 300
Existing Sales Volume in South End 17,934,000
[4] Dollars and Cents of Retail, ULI, 2006
[5] Premium Grocery Stores are often willing to locate in smaller stores with non-traditional retail parking formats.
2 Miles 4 Miles 6 Miles
Springfield Regional Premium Supermarkets
APPENDIX: Figure 8b
APPENDIX: Figure 9b
Residential and Retail Market Analysis
APPENDIX B
Proforma Examples
age | 1 roforma leaslblllLy 1esLs Appendlx 8
Implementation - Appendix B
Proforma Feasibility Tests
Metbodology
ln an efforL Lo evaluaLe Lhe fundlng requlremenLs assoclaLed wlLh varlous redevelopmenL concepLs for
Lhe SLudy Area, we have devlsed and LesLed a serles of lllusLraLlve programs for economlc feaslblllLy.
1he approach uLlllzes a resldual valuaLlon model Lo compare Lhe value produced each program wlLh lLs
cosL of developmenL. When Lhe value of a pro[ecL on compleLlon exceeds Lhe cosL requlred Lo bulld lL,
Lhe developmenL concepL can be sald Lo be feaslble wlLhouL Lhe need for gap fundlng or lncenLlves.
When Lhe cosL Lo develop a pro[ecL exceeds lLs value on compleLlon, gap fundlng or lncenLlves wlll be
requlred Lo produce economlc feaslblllLy.
Summary Conclusions
As shown by our markeL lnvesLlgaLlons and Lhe lllusLraLlve pro[ecL proformas prepared for Lhls sLudy and
summarlzed below, for mosL programs Lhere ls a subsLanLlal gap beLween Lhe cosL requlred Lo bulld or
rehablllLaLe bulldlngs ln ulsLrlcLs 1 and 2 and Lhe lnvesLmenL of debL and equlLy LhaL can be [usLlfled by
Lhese acLlvlLles. 1hls gap beLween pro[ecL cosL and Lhe economlc value Lo a prospecLlve lnvesLor ls noL
dlrecLly aLLrlbuLable Lo Lhe Lornado buL reflecLs Lhe markeL reallLles ln Sprlngfleld and consLlLuLes a
flnanclng rlsk LhaL wlll be dlfflculL for prlvaLe caplLal Lo overcome absenL Lhe publlc lncenLlves and
Lechnlcal asslsLance made posslble by Lhe Lornado rellef and recovery efforL.

roforma 1esL 8esulLs
Gap I|nanc|ng
Needed
Gap I|nanc|ng
Ava||ab|||ty
lnflll Pouslng
Sl ngl e laml l y (Cwnershl p) ?LS Cood
1wo laml l y (Cwnershl p w/renLal ) ?LS Cood
1hree laml l y (Cwnershl p w/renLal ) ?LS Cood
MulLl-lamlly
AparLmenL (new or 8ehab-8enLal ) ?LS Cood
Condoml nl um (8ehab-Cwnershl p) ?LS Cood
Mlxed use 8ehab
8esl denLl al Above 8eLal l ?LS Cood
Cffl ce Above 8eLal l ?LS Ll ml Led
8eLall
8ul l d-1o-Sul L (new or 8ehab) nC none 8equl red
Specul aLl ve (new or 8ehab) ?LS oor
Cfflce
8ul l d-1o-Sul L (new or 8ehab) nC none 8equl red
Specul aLl ve (new or 8ehab) ?LS oor
lorLunaLely, Lhere are many poLenLlal sources of funds avallable Lo help close Lhe gap for Lhe
recommended program opLlons descrlbed by Lhe ulsLrlcLs 1 and 2 plans. Many of Lhe mosL lmporLanL of
Lhese have been ldenLlfled and descrlbed by Lhls reporL.

Infill Housing Programs
1he lnflll houslng programs LesLed by our analysls lnclude slngle famlly, Lwo famlly and Lhree famlly
lllusLraLlons, each modeled assumlng a 1,300 Sl per unlL sLandard. 1hls ls conslsLenL wlLh Lhe local
markeL sLandard.
1he proformas assume ln each case LhaL Lhere would be an owner occupanL. lor Lwo and Lhree-famlly
developmenLs, Lhe second and Lhlrd unlLs are expecLed Lo be renLed Lo underwrlLe Lhe occupancy cosL
for Lhe owner-occupanL.
1he neL sale proceeds (values) esLlmaLed for each lllusLraLlon are conslsLenL wlLh markeL prlclng for one,
Lwo and Lhree famlly producL ln Lhe local markeL, ad[usLed for a Lyplcal sale expense. 1he cosLs of
developmenL assume LhaL Lhere are no premlum cosLs for slLe remedlaLlon or demollLlon and have been
benchmarked Lo local hard and sofL cosL sLandards.
As shown ln Lhe Lables LhaL follow, all lnflll houslng concepLs are llkely Lo requlre some level of lncenLlve
Lo produce feaslble developmenL condlLlons. Speclflcally, underwrlLlng Lhe cosL of land and slLe prep as
well as Lhe use of PCML lunds could help Lo close Lhe gaps, especlally for one and Lwo famlly lnflll slLes,
wlLh Lhe poLenLlal for efflclenL use of renLal lncenLlve programs vla a scaLLered slLe redevelopmenL
approach.
We have noL expllclLly modeled a condomlnlum opLlon for Lhe Lwo and Lhree-famlly programs, buL lL
appears LhaL Lhls approach mlghL yleld a somewhaL smaller lncenLlve requlremenL.
Single family 1,500 GSF Owner occupany only
Revenues - Private
Sale Proceeds 1 $125,000 5% $118,750 $118,750
Parking Spaces 0 $0.00 $0.00 $0.00 $0
0 5 7 , 8 1 1 $ 0 5 7 , 8 1 1 $ 1 l a t o t b u S
% 0 0 1 y c n e i c i f f E F S s s o r G : t e N
0 0 0 , 5 $ t i n u r e p 0 0 0 , 5 $ d n a L
0 0 0 , 0 5 1 $ F S G r e p 0 0 . 0 0 1 $ t s o C d r a H
0 $ F S G r e p 0 0 . 0 $ k r o W e t i S
0 0 0 , 5 1 $ t s o C d r a H f o % 0 1 ) . c t e e e f , g n i c n a n i f s e d u l c n i ( s t s o C t f o S
Rounded $170,000
Per RSF $113
Per Unit $170,000
Rounded ($51,250)
Per RSF ($34.17)
% Surplus/(Gap) -43.2%
Revenue
Two-Family 3,000 GSF Owner occupancy w/rental
Revenues - Private
Sale Proceeds 2 $75,000 5% $71,250 $142,500
0 $ 0 0 . 0 $ 0 0 . 0 $ 0 0 . 0 $ 0 s e c a p S g n i k r a P
0 0 5 , 2 4 1 $ 0 0 . 0 5 2 , 1 7 $ 2 l a t o t b u S
0 0 0 , 0 1 $ t i n u r e p 0 0 0 , 5 $ d n a L
0 0 0 , 0 0 3 $ F S G r e p 0 0 . 0 0 1 $ t s o C d r a H
0 $ F S G r e p 0 0 . 0 $ k r o W e t i S
Rounded $340,000
Per RSF $113
Per Unit $170,000
Rounded ($197,500)
Per RSF ($65.83)
Revenue
Three Family 4,500 GSF Owner occupancy w/rentals
Revenues - Private
Sale Proceeds 3 $75,000 5% $71,250 $213,750
0 $ 0 0 . 0 $ 0 0 . 0 $ 0 0 . 0 $ 0 s e c a p S g n i k r a P
0 5 7 , 3 1 2 $ 0 0 . 0 5 2 , 1 7 $ 3 l a t o t b u S
0 0 0 , 5 1 $ t i n u r e p 0 0 0 , 5 $ d n a L
0 0 0 , 0 5 4 $ F S G r e p 0 0 . 0 0 1 $ t s o C d r a H
0 $ F S G r e p 0 0 . 0 $ k r o W e t i S
Rounded $510,000
3 1 1 $ F S R r e P
Per Unit $170,000
Rounded ($296,250)
Per RSF ($65.83)
Revenue
Multi-Family Housing Programs
1he mulLl-famlly houslng programs LesLed by our analysls lnclude a 30-unlL renLal aparLmenL (new
consLrucLlon) and a 30-unlL for sale condomlnlum (lofL/rehab) lllusLraLlon - nelLher wlLh reLall square
fooLage. 8oLh concepLs assume unlL slzes aL 1,000 Sl (neL llvlng area) wlLh an 83 neL Lo gross
efflclency.
1he values esLlmaLed produced for each lllusLraLlon are based on renLs and sale prlces belng achleved ln
Lhe local markeL, ad[usLed for markeL supporLed operaLlng and sale expenses. 1he cosLs of developmenL
assume LhaL Lhere are no premlum cosLs for slLe remedlaLlon or demollLlon and have been
benchmarked Lo local hard and sofL cosL sLandards.
As shown ln Lhe Lables LhaL follow, boLh mulLl-famlly houslng concepLs are llkely Lo requlre some level of
lncenLlve Lo produce feaslble developmenL condlLlons. Speclflcally, underwrlLlng Lhe cosL of land and
slLe prep as well as Lhe use of Lax credlL equlLy programs (speclflcally hlsLorlc for renLal only and houslng
credlLs) are llkely Lo be Lhe mosL effecLlve sources. 1hese could be coupled wlLh oLher, low-cosL debL
vehlcles (LargeLed Lo Lhe developer and ln Lhe case of Lhe condomlnlum opLlon, Lo Lhe end-user) Lo brlng
Lhe economlcs lnLo balance.
We have noL expllclLly modeled senlor houslng or asslsLed llvlng opLlons buL Lhese mlghL also presenL a
vlable mulLl-famlly alLernaLlve - and access Lo an array of addlLlonal fundlng sources.


roforma Scenarlo ueflnlLlon: AparLmenL new/8ehab
leaslblllLy 1esLs
rogram Summary 50 Unit Rental 75,000 GSF Rental occupancy only
Cross oLenLlal lncome
Revenues - Private Un|ts kSI kate]SI]mo kent]SI Annua| kent
Apartment 50 50,000 $1,250 $1.25 $750,000
Parking Spaces 0 75 $0 $0.00 $0
Subtotal 50 50,000 $750,000
vacancy & CollecLlon Losses 5.0% ($37,500)
LffecLlve Cross lncome $712,500
non-8elmburseable Lxpenses
Operating/RE Taxes $5,250 Per Unit ($262,500)
Reserves $250 Per Unit ($12,500)
Other $0.00 per RSF $0
Subtotal ($275,000)
neL CperaLlng lncome $437,500
CaplLallzed value Cn CompleLlon-AL SLablllzaLlon
Capitalization Rate 7.0% Overall Rate $6,250,000
Rounded $6,300,000
Per RSF $126
Per Unit $126,000
uevelopmenL CosL - WlLhouL remlums
Net:Gross SF Efficiency 85%
Land $5,000 per unit $250,000
Hard Cost $150.00 per GSF $8,823,529
Site Work $0.00 per GSF $0
Soft Costs (includes financing, fee etc.) 20% of Hard Cost $1,800,000
Rounded $10,873,529
Per RSF $217
Per Unit $217,471
leaslblllLy Surplus/(Cap) - 8efore lncenLlves Rounded ($4,573,529)
Per RSF ($107.61)

roforma Scenarlo ueflnlLlon: Condo new/8ehab
leaslblllLy 1esLs
rogram Summary 50 Unit Condo 50,000 GSF Owner occupancy only
Revenues - Private Un|ts Sa|e r|ce Sa|e Lxpense Net roceeds Annua| kent
Sale Proceeds 50 $100,000 5% $95,000 $4,750,000
Parking Spaces 0 $0.00 $0.00 $0.00 $0
Subtotal 50 $95,000.00 $4,750,000
Land $5,000 per unit $250,000
Hard Cost $100.00 per GSF $5,882,353
Rounded $7,308,824
Per RSF $97
Per Unit $146,176
Per RSF ($51.18)
Mixed Use Programs
1he mlxed-use programs LesLed by our analysls lnclude a resldenLlal over reLall and a commerclal offlce
over reLall lllusLraLlon - boLh slzed aL 30,000 renLable square feeL. 1he resldenLlal concepL assumes 23
unlLs of renLal houslng over a 7,300 Sl reLall base (83 efflclenL). 1he offlce program assumes 22,300
8Sl over a 7,300 reLall base (90 efflclenL)
1he values esLlmaLed produced for each lllusLraLlon are based on renLs (aparLmenL and offlce) belng
achleved ln Lhe local markeL, ad[usLed for markeL supporLed operaLlng expenses.
1he cosLs of developmenL assume LhaL Lhere are no premlum cosLs for slLe remedlaLlon or demollLlon
and have been benchmarked Lo local hard and sofL cosL sLandards.
As shown ln Lhe Lables LhaL follow, boLh mlxed-use concepLs wlll requlre some level of lncenLlve Lo
produce feaslble developmenL condlLlons. lor Lhe resldenLlal opLlon, Lhe use of Lax credlL equlLy
programs (speclflcally hlsLorlc and houslng credlLs - and perhaps new MarkeL) are llkely Lo be effecLlve
sources and wlLh oLher, low-cosL debL vehlcles would be expecLed Lo brlng Lhe economlcs lnLo balance.
lor Lhe commerclal opLlon, Lhere are few vlable lncenLlve alLernaLlves, barrlng Lhe poLenLlal for bullL-Lo-
sulL or owner-occupanL end user wllllng and able Lo shoulder Lhe full cosL of developmenL. As such, only
Lhe resldenLlal opLlon ls vlewed as belng a llkely candldaLe for developmenL ln ulsLrlcLs 1 and 2.

roforma Scenarlo ueflnlLlon: Mlxed use - 8esl Cver 8eLall
leaslblllLy 1esLs
rogram Summary 25 Unit Rental 26,471 GSF Rental occupancy only
Ground Floor Retail 7,500 GSF Rental occupancy only
Revenues - Private Un|ts kSI kate]Mo. kate]SI Annua| kent
Apartment 25 22,500 $1,250 $1.39 $375,000
Retail 4 7,500 N/A $15.00 $112,500
Subtotal 25 30,000 $487,500
vacancy & CollecLlon Losses Residential 5.0% ($18,750)
Retail 15.0% ($16,875)
Residential Operating/RE Taxes $5,500 Per Unit ($137,500)
Residential Reserves $250 Per Unit ($6,250)
Commercial Mgt/Reserves 3.0% per RSF ($2,869)
Subtotal ($146,619)
Rounded $3,800,000
Per RSF $127
Per GSF $108
Land $5,000 per unit $125,000
Hard Cost $150.00 per GSF $5,095,588
Rounded $6,220,588
Per RSF $207
Per Unit $248,824
Per RSF ($80.69)

roforma Scenarlo ueflnlLlon: Mlxed use - Cfflce Cver 8eLall
leaslblllLy 1esLs
rogram Summary Upper Floor Office 25,000 GSF Rental occupancy only
Ground Floor Retail 7,500 GSF Rental occupancy only
Revenues - Private Un|ts kSI kate]SI]Mo. kate]SI Annua| kent
Office 10 22,500 $1.67 $20.00 $450,000
Retail 4 7,500 $1.25 $15.00 $112,500
Subtotal 10 30,000 $562,500
vacancy & CollecLlon Losses Office 15.0% ($67,500)
Retail 15.0% ($16,875)
Office Operating/RE Taxes $7.00 Per SF ($157,500)
Office Reserves $0.25 Per SF ($5,625)
Retail Reserves and Mgt. 3.0% per RSF ($2,869)
Subtotal ($165,994)
Rounded $3,500,000
Per RSF $117
Per GSF $105
Land $5.00 per GSF $150,000
Hard Cost $150.00 per GSF $4,875,000
Rounded $6,025,000
Per RSF $201
Per GSF $181
Per RSF ($84.17)
Commercial Programs
1he commerclal programs explored by our analysls lnclude boLh speculaLlve and bullL-Lo-sulL/owner
occupanL lllusLraLlons for offlce and reLall concepLs. All programs are slzed aL 23,000 8Sl (Lhe
lllusLraLlons are scalable), and none lnclude reLall. 1he values esLlmaLed produced for each lllusLraLlon
are based on renLs (offlce and reLall) belng achleved ln Lhe local markeL, ad[usLed for markeL supporLed
operaLlng expenses.
1he cosLs of developmenL assume LhaL Lhere are no premlum cosLs for slLe remedlaLlon or demollLlon
and have been benchmarked Lo local hard and sofL cosL sLandards.
As shown ln Lhe Lables LhaL follow, boLh Lhe owner-occupanL (non-speculaLlve) alLernaLlves are feaslble
wlLhouL lncenLlves - produclng poslLlve reLurns over cosL. Powever, boLh speculaLlve commerclal
concepLs would requlre lncenLlves Lo produce feaslble developmenL condlLlons. 1here are few vlable
lncenLlve alLernaLlves, buL even lf Lhere were, no speculaLlve commerclal developmenL ln ulsLrlcLs 1 and
2 are vlewed Lo be flnanceable.


roforma Scenarlo ueflnlLlon: 8eLall-8ulld Lo SulL
leaslblllLy 1esLs
rogram Summary Anchor 25,000 GSF Pre-leased
Satellite 0 GSF Pre-leased
Anchor 1 25,000 $1.25 $15.00 $375,000
Satellite 0 0 N/A $0.00 $0
Subtotal 1 25,000 $375,000
vacancy & CollecLlon Losses Anchor 2.0% ($7,500)
Satellite 0.0% $0
Operating/RE Taxes $0.00 Per SF $0
Reserves $0.25 Per SF ($6,250)
Subtotal ($17,275)
Rounded $5,400,000
Per RSF $216
Per GSF $216
Land $10.00 per GSF $250,000
Hard Cost $150.00 per GSF $3,750,000
Soft Costs (includes financing, fee etc.) 20% of Hard Cost $800,000
Rounded $4,800,000
Per RSF $192
Per Unit $192
leaslblllLy Surplus/(Cap) - 8efore lncenLlves Rounded $600,000
Per RSF $24.00
% Surplus/(Gap) 11.1%
roforma Scenarlo ueflnlLlon: 8eLall-SpeculaLlve

leaslblllLy 1esLs
rogram Summary Anchor 15,000 GSF Not Pre-leased
Satellite 10,000 GSF Not Pre-leased
Anchor 1 15,000 $1.25 $15.00 $225,000
Satellite 8 10,000 $2.08 $25.00 $250,000
Subtotal 9 25,000 $475,000
vacancy & CollecLlon Losses Anchor 5.0% ($11,250)
Satellite 15.0% ($37,500)
Operating/RE Taxes $0.00 Per SF $0
Subtotal ($19,038)
Rounded $4,500,000
Per RSF $180
Per GSF $180
Land $10.00 per GSF $250,000
Hard Cost $150.00 per GSF $3,750,000
Rounded $4,800,000
Per RSF $192
Per Unit $192
leaslblllLy Surplus/(Cap) - 8efore lncenLlves Rounded ($300,000)
Per RSF ($12.00)
roforma Scenarlo ueflnlLlon: Cfflce-8ulld Lo SulL

leaslblllLy 1esLs
rogram Summary Major Users 25,000 GSF Pre-leased
Smaller Users 0 GSF Pre-leased
Major Users 1 25,000 $2.08 $25.00 $625,000
Smaller Users 0 0 N/A $0.00 $0
Subtotal 1 25,000 $625,000
vacancy & CollecLlon Losses Major Users 5.0% ($31,250)
Smaller Users 0.0% $0
Operating/RE Taxes $7.00 Per SF ($175,000)
Retail Reserves and Mgt. 0.0% per RSF $0
Subtotal ($181,250)
Rounded $6,300,000
Per RSF $252
Per GSF $252
Land $10.00 per GSF $250,000
Hard Cost $150.00 per GSF $3,750,000
Tenant Work Letter $25.00 per GSF $625,000
Rounded $5,425,000
Per RSF $217
Per Unit $217
leaslblllLy Surplus/(Cap) - 8efore lncenLlves Rounded $875,000
Per RSF $35.00
% Surplus/(Gap) 13.9%
roforma Scenarlo ueflnlLlon: Cfflce-SpeculaLlve

leaslblllLy 1esLs
rogram Summary Major Users 0 GSF Not Pre-leased
Smaller Users 25,000 GSF Not Pre-leased
Major Users 0 0 $0.00 $0.00 $0
Smaller Users 10 25,000 $1.67 $20.00 $500,000
Subtotal 10 25,000 $500,000
vacancy & CollecLlon Losses Major Users 0.0% $0
Smaller Users 15.0% ($75,000)
Operating/RE Taxes $7.00 Per SF ($175,000)
Retail Reserves and Mgt. 0.0% per RSF $0
Subtotal ($181,250)
Rounded $2,700,000
Per RSF $108
Per GSF $108
Land $10.00 per GSF $250,000
Hard Cost $150.00 per GSF $3,750,000
Tenant Work Letter $25.00 per GSF $625,000
Rounded $5,425,000
Per RSF $217
Per Unit $217
Per RSF ($109.00)
APPENDIX C
Development Incentives
age | 1 Appendlx C
Implementation - Appendix C
Potential Funding Resources
Several of Lhe mosL lmporLanL lncenLlves LhaL mlghL be used Lo enhance Lhe feaslblllLy of SLudy Area
redevelopmenL are presenLed ln Lhe followlng pages - organlzed by provlder. 1hls llsL ls noL lnLend Lo
reflecL Lhe unlverse of posslble sources - buL offers a plcLure of Lhe broad array of currenLly avallable
supporLs.
MHFA
Rental Housing Supports
Affordable Pouslng 1rusL lund
hLLps://www.masshouslng.com/porLal/server.pL/gaLeway/1A8CS_0_2_391_0_0_18/AP1l_Culdellnes.
pdf
1he MassachuseLLs Affordable Pouslng 1rusL lund (AP1l) was creaLed wlLh Lhe enacLmenL of SecLlon
227 of ChapLer 139 of Lhe AcLs of 2000, now known as ChapLer 121u of Lhe MassachuseLLs Ceneral Laws
(Lhe SLaLuLe). 1he AP1l ls deslgned Lo provlde resources Lo creaLe or preserve affordable houslng
LhroughouL Lhe sLaLe for households whose lncomes are noL more Lhan 110 of medlan lncome, as
deLermlned by Lhe u.S. ueparLmenL of Pouslng and urban uevelopmenL (Puu). 1he AP1l was funded aL
$20,000,000 per year for Lhree years (SLaLe llscal ?ears 2001 - 2003) from Lhe sLaLe's Ceneral lund.
lundlng for l? 2003 was laLer reduced Lo $12.3 mllllon. ln !une of 2003, Lhe LeglslaLure adopLed
language ln ouLslde SecLlon 631 A of ChapLer 26 of Lhe AcLs of 2003 Lo provlde for Lhe caplLallzaLlon of
Lhe AP1l vla bond auLhorlzaLlons. 1he budgeL language auLhorlzed bond lssues LoLallng $70,000,000 Lo
caplLallze Lhe fund over a flve-year perlod (l? 2004 - l? 2008). ln addlLlon Lo Lhe purposes seL forLh ln
MCL c. 121u, Lhe bond auLhorlzaLlon speclfled LhaL up Lo 2 of Lhe auLhorlzaLlon may be used for uPCu
admlnlsLraLlve cosLs dlrecLly aLLrlbuLable Lo Lhe admlnlsLraLlon of Lhe AP1l. ln !une of 2004, Lhe
LeglslaLure adopLed language ln ouLslde SecLlon 412 of ChapLer 149 of Lhe AcLs of 2004 Lo provlde an
addlLlonal $2,000,000 ln general revenue funds for Lhe AP1l. 1hose addlLlonal funds wlll be resLrlcLed Lo
pro[ecLs uLlllzlng 9 Low lncome Pouslng 1ax CredlLs. ln 2003, an addlLlonal $100 mllllon was re-
auLhorlzed for Lhe Affordable Pouslng 1rusL lund.

ln addlLlon Lo Lhe AP1l leglslaLed fundlng, Lhe Affordable Pouslng 1rusL lund ls Lhe reclplenL of fundlng
for and Lhe admlnlsLraLor of Lhe ueparLmenL of MenLal PealLh uanvers SLaLe PosplLal Pouslng lund Lo
be used Lo asslsL ln Lhe developmenL of houslng for cllenLs of uMP who reslde ln communlLles ln Lhe
uMP norLh LasL Area, slnce paLlenLs of Lhe former uanvers SLaLe PosplLal were predomlnanLly from
Lhese communlLles.

age | 2 Appendlx C
Green Affordab|e nous|ng Deve|opment rogram
hLLps://www.masshouslng.com/porLal/server.pL/gaLeway/1A8CS_0_2_2489_0_0_18/Creen8ulldlng_1
ermSheeL.pdf
Summary
1he Creen Affordable Pouslng uevelopmenL rogram ls a fund, esLabllshed by Lhe 8enewable Lnergy
1rusL (8L1"), acLlng by and Lhrough Lhe MassachuseLLs 1echnology CollaboraLlve (M1C"), and
admlnlsLered by Lhe MassachuseLLs Pouslng llnance Agency (MassPouslng"), Lo promoLe Lhe
consLrucLlon of ellglble renewable energy generaLlon sysLems (8L SysLems") ln affordable houslng
developmenLs flnanced by MassPouslng or Lhe Affordable Pouslng 1rusL lund (AP1l").

Amounts Ava||ab|e for Award
Ieas|b|||ty Grants Lo sLudy Lechnlcal and flnanclal feaslblllLy of 8L SysLems lnLo a proposed affordable
houslng developmenL. up Lo $30,000 per pro[ecL based upon an lLemlzed requesL by Lhe pro[ecL and
revlew by MassPouslng sLaff. Approved granLs wlll be advanced Lo Lhe owner/developer for Lhe pro[ecL
ln a lump sum by MassPouslng upon compleLlon of Lhe feaslblllLy sLudy.
Des|gn Grants Lo prepare deslgn and prlclng lnformaLlon for consLrucLlon of 8L SysLems. up Lo $30,000
per pro[ecL based upon an lLemlzed requesL by Lhe pro[ecL and revlew by MassPouslng sLaff and
approval by M1C. Approved granLs wlll be advanced Lo Lhe owner/developer for Lhe pro[ecL ln a lump
sum by MassPouslng upon compleLlon of relevanL deslgn documenLs and/or esLlmaLes.

Construct|on Grants or Loans Lo fund dlrecL consLrucLlon cosLs of 8L SysLems. up Lo $300,000 per
pro[ecL based upon an lLemlzed requesL by Lhe pro[ecL and revlew by MassPouslng sLaff and approval by
M1C. Maxlmum poLenLlal granLs and ellglble granLs wlll be calculaLed based on Lhe aLLached maLrlx.
Approved granLs wlll be advanced concurrenL wlLh consLrucLlon funds provlded by MassPouslng, lf a
consLrucLlon loan, or wlLh Lhe closlng of Lhe permanenL loan lf a permanenL loan only. CranLs may be
sLrucLured as a loan aL Lhe requesL of Lhe owner/developer, wlLh Lhe concurrence of MassPouslng.

L||g|b|||ty Cr|ter|a
ro[ect L||g|b|||ty: ro[ecLs musL flle a compleLed Cne-SLop AppllcaLlon wlLh MassPouslng lndlcaLlng LhaL
Lhe proposed developmenL wlll (l) lnvolve new consLrucLlon or subsLanLlal rehablllLaLlon, and (ll) meeL
affordablllLy guldellnes for federal low-lncome houslng Lax credlLs. ln addlLlon, Lo be ellglble for
consLrucLlon funds, Lhe pro[ecL musL recelve and close a consLrucLlon or permanenL morLgage loan
provlded by MassPouslng or AP1l.
1he proposed developmenL musL be cerLlfled as an LnL8C? S1A8 Pomes, as approved by LnL8C? S1A8
Pome program admlnlsLraLor.
ro[ecLs musL be dlsLrlbuLed generaLlon pro[ecLs of ellglble Lechnologles locaLed ln MassachuseLLs wlLhln
Lhe servlce LerrlLory of an lnvesLor-owned elecLrlc dlsLrlbuLlon company.
ro[ecLs musL have a proposed renewable energy sysLem nameplaLe capaclLy LhaL ls greaLer Lhan or
equal Lo 10 kW (100kW for wlnd power pro[ecLs).
ro[ecLs lnsLalllng renewable energy musL consume 100 of Lhe renewable energy produced onslLe.
M1C may walve Lhls requlremenL.

age | 3 Appendlx C
L|der M|xed-Income
hLLps://www.masshouslng.com/porLal/server.pL/gaLeway/1A8CS_0_2_3903_0_0_18/LlderMlxedlnco
me_1ermSheeL.pdf
Underwr|t|ng Standards
Loan to Va|ue kat|o A Maxlmum of 90.
Debt Serv|ce Coverage kat|o Mlnlmum 1.13
Amort|zat|on Schedu|e 30 - 40 years
Iun|or I|nanc|ng Allowed sub[ecL Lo compllance wlLh Agency and credlL enhancer requlremenLs.
Cenerally, all subordlnaLe morLgages musL be "sofL" seconds.
Construct|on er|od k|sk Agency can provlde boLh consLrucLlon and permanenL flnanclng. revalllng
wages musL be pald lf MassPouslng consLrucLlon flnanclng ls used.
kecourse]Non-kecourse non-recourse
Secur|ty All loans wlll be secured by a flrsL morLgage on Lhe land and lmprovemenLs. lf properLy ls
owned sub[ecL Lo a ground lease, Lhe lmprovemenLs alone may sufflce: however, Lhe ground lease musL
be subordlnaLed Lo Lhe flrsL morLgage and shall be, ln all respecLs, saLlsfacLory Lo MassPouslng's Ceneral
Counsel.
Lqua| Cpportun|ty Goa|s MassPouslng malnLalns a sLrong commlLmenL Lo equal employmenL and
afflrmaLlve acLlon pracLlces. Cwner and general conLracLor musL negoLlaLe afflrmaLlve acLlon hlrlng and
occupancy goals wlLh Lhe MassPouslng Lqual CpporLunlLy ueparLmenL.
Lnv|ronmenta| kev|ew A hase l LnvlronmenLal SlLe AssessmenL (LSA), compleLed wlLhln slx (6) monLhs
of appllcaLlon, ls requlred for all MassPouslng loan commlLmenLs. 1he LSA musL follow Lhe mosL
recenLly revlsed verslon of AS1M SLandard racLlce L-1327 and musL lnclude a vlsual assessmenL of
poLenLlally hazardous bulldlng maLerlals/componenLs. lf Lhe sub[ecL properLy ls a dlsposal or release
slLe, Lhe LSA musL also lnclude Lhe reporL conLenL descrlbed ln Lhe M.C.L. 21L hase l lnlLlal SlLe
lnvesLlgaLlon 8eporL sLandards of 310 C.M.8. 40.
Underwr|t|ng kequ|rements Loan approval wlll be sub[ecL Lo saLlsfacLory assessmenL of Lhe
developmenL ln Lerms of Lhe followlng facLors:
- LxLenslve Lhlrd-parLy markeL feaslblllLy sLudy, lncludlng revlew of overall vacancy raLes, absorpLlon,
renLal comparables, markeLlng plan and budgeL
- SlLe lnspecLlon, lncludlng an analysls of Lhe surroundlng nelghborhood
- Servlce program
- 8evlew of developmenL Leam (morLgagor, developer, servlce provlder, conLracLor, archlLecL)
- ueslgn revlew of slLe plans, bulldlngs, unlLs
- 8evlew of consLrucLlon budgeL on a llne lLem basls
- 8evlew of operaLlon budgeL
- AfflrmaLlve markeLlng plan

Loan Secur|ty
- ConsLrucLlve and operaLlng perlod leLLer of credlL equal Lo 6 of Lhe morLgage
- lnlLlal operaLlng deflclL reserve Lo cover 100 of pro[ecLed absorpLlon losses
- Commerclal space guaranLees

age | 4 Appendlx C
8r|dge Loan I|nanc|ng
hLLps://www.masshouslng.com/porLal/server.pL/gaLeway/1A8CS_0_2_392_0_0_18/8rldgeLnlln_1erm
SheeL.pdf
Underwr|t|ng Standards
Max|mum Loan Amount:
1he sum of Lhe brldge loan and any MassPouslng consLrucLlon/permanenL loan may noL exceed 90 of
1oLal uevelopmenL CosL. 1he sum of Lhe brldge loan and Lhe lnlLlal caplLal conLrlbuLlon may noL exceed
60 Lo 90 of Lhe gross syndlcaLlon ralse, dependlng on Lhe Lerms and condlLlons of subsequenL caplLal
ConLrlbuLlons
1he amounL of Lhe MassPouslng 8rldge Loan Lo be funded wlLh Lax-exempL bond proceeds shall be Lhe
mlnlmum amounL necessary Lo ensure LhaL over 30 of Lhe aggregaLe basls of Lhe uevelopmenL ls
funded wlLh Lax-exempL bond proceeds (Lhe 30 1esL"), as deLermlned ln accordance wlLh appllcable
Lax code provlslons.
Interest kates:
1ax-LxempL llnanclng
- llxed 8aLe: 130 8asls olnLs above 10-?ear 1reasury
- varlable 8aLe: 130 8asls olnLs above weekly 8MA Swap lndex
1axable llnanclng
- llxed 8aLe: 130 8asls olnLs above 1-?ear Ll8C8
- varlable 8aLe: 130 8asls olnLs above weekly Ll8C8
1erm]Amort|zat|on: 1-2 years for consLrucLlon perlod brldge loan.
Schedu|e: 3-7 years for consLrucLlon perlod and lease-up brldge loan.
rlnclpal and lnLeresL wlll be repald ln accordance wlLh Lhe lnvesLors' scheduled caplLal conLrlbuLlons. AL
mlnlmum, prlnclpal amorLlzaLlon wlll be on an annual basls wlLh monLhly lnLeresL paymenLs. Loan Lerms
and amorLlzaLlon may be modlfled based on MassPouslng's revlew of Lhe arLnershlp AgreemenL.
Non-kecourse Debt: 8rldge loans are non-recourse debL secured, ln parL, by a second morLgage on land
and lmprovemenLs.

age | 3 Appendlx C
L|der Cho|ce
hLLps://www.masshouslng.com/porLal/server.pL/gaLeway/1A8CS_0_2_394_0_0_18/LlderCholce_rog
ramCulde.pdf
rogram Gu|de||nes & Underwr|t|ng kequ|rements]Gu|de||nes
Cb[ect|ve: LlderCPClCL ls a program deslgned Lo provlde consLrucLlon and permanenL flnanclng for
asslsLed llvlng developmenLs servlng Lhe frall elderly. lL ls lnLended Lo address Lhe needs of frall elders by
creaLlng a supporLlve llvlng envlronmenL whlch maxlmlzes Lhelr ablllLy Lo llve ln a resldenLlal seLLlng and
reduces Lhe need for cosLly lnsLlLuLlonallzaLlon. MassPouslng's prlmary ob[ecLlve wlll be Lo flnance
developmenLs LargeLlng elders needlng asslsLance wlLh acLlvlLles of dally llvlng (baLhlng, conLlnence,
dresslng, ambulaLlng, LolleLlng, eaLlng, and Lransfers).
Lach developmenL wlll be requlred Lo reserve a mlnlmum of 20 of Lhe unlLs for low-lncome occupancy.
uevelopmenLs may be new consLrucLlon or renovaLlon.
1arget Group: 1he mlnlmum age for resldency ln an LlderCPClCL developmenL ls 33 years, unless
oLherwlse requlred by appllcable sLaLe or federal programs. Clven Lhe program's orlenLaLlon Lo frall
elders, lL ls anLlclpaLed LhaL mosL resldenLs wlll be slgnlflcanLly older (80+) Lhan Lhe mlnlmum age
requlred.
Low-|ncome Cccupancy: AL leasL 20 of Lhe unlLs ln a developmenL musL be avallable Lo low-lncome
persons for a mlnlmum of flfLy years. A resldenL may have an lncome of no more Lhan 30 of area
medlan lncome Lo quallfy as low-lncome.
kent and Serv|ce Charges:
Motket kote uolts: 8enL and servlce charges may noL exceed 73 of lncome for Lhe LargeL markeL and
musL be supporLed by local area demographlc characLerlsLlcs.
low-locome/ MeJlcolJ-llqlble uolts. 8enL and servlce fees charged Lo Medlcald-ellglble resldenLs may
noL exceed 73 of Lhe maxlmum ellglble lncome for Lhe program, currenLly $6,900 per year. ln addlLlon,
a relmbursemenL under Lhe Croup AdulL losLer Care (CAlC) rogram Lo offseL Lhe cosL of personal care
servlces may be avallable Lo quallfled provlders. 1hls relmbursemenL ls noL sub[ecL Lo Lhe 73 of lncome
cap.
1ox cteJlt uolts. 1he LoLal renL and servlce charges for non-elecLlve servlces may noL exceed Lhe
maxlmum allowable renLs for Lhe Low-lncome Pouslng 1ax CredlL rogram (generally, 30 of 30 of
medlan lncome).
Underwr|t|ng 1erms and kequ|rements
1he followlng underwrlLlng requlremenLs are sub[ecL Lo change dependlng on markeL condlLlons and Lhe
requlremenLs of appllcable flnanclng.
Moxlmom looo Amooot 90 of appralsed value. AL leasL 10 of Lhe LoLal developmenL cosL, less
developer's fee and overhead allowance, musL be conLrlbuLed by Lhe developer ln Lhe form of cash
(non-proflL developers may use granLs). Land value and overhead allowance may be conLrlbuLed as cash,
however, resLrlcLlons wlll apply.
uebt 5etvlce covetoqe 1.13. Plgher debL servlce coverage may be requlred ln order Lo achleve 90 loan-
Lo-value raLlo.
1etm/Amottlzotloo 5cbeJole 30-40 year Lerm and amorLlzaLlon schedule for permanenL loan.
coosttoctloo letloJ klsk 1he Agency provldes boLh consLrucLlon and permanenL flnanclng. lf
MassPouslng consLrucLlon flnanclng ls used, prevalllng wages musL be pald. lf MassPouslng ls provldlng
permanenL flnanclng only, a pro[ecL musL achleve susLalnlng occupancy aL pro forma renLs prlor Lo
permanenL loan Lake-ouL or musL provlde accepLable securlLy Lo guaranLee renL-up rlsk.

age | 6 Appendlx C
M|xed Income (1axab|e-1ax Lxempt)
hLLps://www.masshouslng.com/porLal/server.pL/gaLeway/1A8CS_0_2_4746_0_0_18/Mlxedlncome_1
ermSheeL.pdf
Loan 1erms
Max|mum Loan Amount: Maxlmum 90 of appralsed value.
Debt Serv|ce Coverage: Mlnlmum 1.10.
Lqu|ty kequ|rements: Mlnlmum 10 of 1oLal uevelopmenL CosL, excluslve of developer fee and
overhead. Land value and overhead allowance may, sub[ecL Lo llmlLaLlons, be conLrlbuLed Lo saLlsfy
equlLy requlremenLs. lor deLalls, please see Lhe MassPouslng equlLy requlremenLs pollcy sLaLemenL.
Interest kates: 8oLh Laxable flnanclng and Lhe Lax-exempL flnanclng are avallable. underwrlLlng raLes
are esLabllshed monLhly. 1he acLual raLe ls locked ln when Lhe bonds are lssued. lor currenL raLes see
MassPouslng lnLeresL 8aLes schedule.
Cred|t Lnhancement: 1o ensure Lhe mosL favorable borrowlng raLes, credlL enhancemenL ls Lyplcally
provlded Lhrough Lhe Puu/PlA 8lsk Sharlng rogram. lor morLgage lnsurance premlum raLes, see
MassPouslng lnLeresL 8aLes schedule.
1erm]Amort|zat|on: 8oLh 30- and 40- year fully amorLlzlng Lerms are avallable.
Non-kecourse Debt Loans are non-recourse debL secured by a flrsL morLgage on land and
lmprovemenLs.

Affordab|||ty kequ|rements:
1ax-Lxempt LlLher: 20 of Lhe unlLs musL be boLh renL resLrlcLed and occupled by lndlvlduals whose
lncome ls 30 or less of area medlan gross lncome (20 [ 30") or 40 or more of unlLs musL be
boLh renL resLrlcLed and occupled by lndlvlduals whose lncome ls 60 or less of area medlan gross
lncome (40 [ 60").
1axab|e A mlnlmum of 20 of Lhe unlLs musL be boLh renL resLrlcLed and occupled by lndlvlduals whose
lncome ls 80 or less of area medlan lncome.
kents lor all-lncome unlLs, renLs charged cannoL exceed 30 of Lhe area medlan lncome llmlL for Lhe
elecLed seL-aslde or b) 10 below-markeL renLs for comparable unasslsLed unlLs ln Lhe markeL area. ln
addlLlon, Lo ensure LhaL affordable renLal unlLs wlll be made avallable Lo very low-lncome households,
sponsors musL agree Lo make besL falLh efforLs Lo markeL all seL-aslde unlLs Lo households wlLh renLal
asslsLance (SecLlon 8 cerLlflcaLes or vouchers)
D|spos|t|on Agreement
AffordablllLy resLrlcLlons musL be malnLalned for Lhe llfe of Lhe MassPouslng loan, buL ln no evenL less
Lhan 13 years from Lhe daLe of Lhe MassPouslng loan closlng.

Deve|opment 1eam kequ|rements
L||g|b|e 8orrowers: 1he borrower musL be a slngle-asseL, sole-purpose enLlLy. 8oLh llmlLed dlvldend and
noL-for-proflL borrowers are ellglble.

age | 7 Appendlx C
Home Uwnersbip Supports
nous|ng Starts rogram
hLLps://www.masshouslng.com/porLal/server.pL?open=314&ob[lu=236&parenLname=CommunlLyage
&parenLld=18&mode=2&ln_hl_userld=2&cached=Lrue
MassPouslng's Pouslng SLarLs program promoLes Lhe consLrucLlon of new for-sale houslng under Lhe
CommonwealLh's ChapLer 408. 1hrough Pouslng SLarLs, developers can apply for slLe approval, Lhe flrsL
sLep Loward obLalnlng a comprehenslve permlL.
L||g|b|||ty
uevelopers bulldlng for-sale houslng communlLles where aL leasL 23 of Lhe unlLs are seL aslde for
lower-lncome households.
rogram Deta||s
Slngle-famlly homes and condomlnlums quallfy
23 of unlLs musL be reserved for households earnlng no more Lhan 80 of Lhe area medlan
lncome
1he developer's proflL margln may noL exceed 20 of LoLal developmenL cosL
rocesslng fees may apply.
llnanclng avallable Lhrough Lhe ConsLrucLlon llnanclng program

age | 8 Appendlx C
Construct|on I|nanc|ng
hLLps://www.masshouslng.com/porLal/server.pL?open=314&ob[lu=237&parenLname=CommunlLyage
&parenLld=19&mode=2&ln_hl_userld=2&cached=Lrue
MassPouslng provldes consLrucLlon flnanclng for home ownershlp developmenLs where aL leasL 23 of
unlLs are seL aslde for households earnlng less Lhan 80 of Lhe area's medlan lncome. 1hese Lerms also
apply Lo any loan made for a Pouslng SLarLs pro[ecL seeklng consLrucLlon flnanclng.
L||g|b|e App||cants
uevelopers bulldlng for-sale houslng communlLles where aL leasL 23 of Lhe unlLs are seL aslde for
households earnlng less Lhan 80 of Lhe area's medlan lncome.
rogram Deta||s
Max|mum Loan Amount: 1he lesser of 90 of Lhe LoLal developmenL cosLs or 73 of gross sales
proceeds of a developmenL
Interest kate: llxed aL Lhe 2-year u.S. 1reasury 8lll ?leld plus 230 basls polnLs
Loan 1erm: up Lo 60 monLhs
8orrower-a|d Iees
$1,000 appllcaLlon fee
Appralsal fee esLlmaLed beLween $3,000 and $10,000
llnanclng fee of 1, due aL closlng
CosL of an envlronmenLal slLe assessmenL reporL (21L)
CosL of MassPouslng's lnspecLlng englneer
MassPouslng legal fee: $3,000 llaL lee
Inspect|on and Lega| Iees: 2 of Lhe loan amounL.
Underwr|t|ng: 1he underwrlLlng process conslsLs of a revlew of an appralsal, archlLecLural plans,
consLrucLlon speclflcaLlons, consLrucLlon proforma, Lhe credlL and flnanclal capaclLy of Lhe
borrower, and Lhe 21L slLe assessmenL and oLher necessary documenLaLlon.
Loan Secur|ty: ConsLrucLlon loans are made wlLh full recourse Lo Lhe borrower, requlrlng a
personal guaranLee. Loans are secured by a flrsL morLgage on Lhe land plus any lmprovemenLs.
Lnd-Loans: MassPouslng wlll provlde 30-year, flxed-raLe morLgages Lo ellglble buyers for up Lo 23
of Lhe unlLs ln a developmenL Lhrough an approved lender. More deLalled lnformaLlon on Lhls
flnanclng wlll be provlded when Lhe developer has compleLed Lhe comprehenslve permlL process.

age | 9 Appendlx C
DHCD
Rental Housing Supports
Cap|ta| Improvement and reservat|on Iund
hLLp://www.mass.gov/hed/houslng/affordable-renL/caplLal-lmprovemenL-and-preservaLlon-fund-
clpf.hLml
1he CaplLal lmprovemenL and reservaLlon lund ls a sLaLe bond funded program LhaL seeks Lo preserve
and lmprove exlsLlng prlvaLely owned, sLaLe or federally asslsLed affordable renLal developmenLs.
Lllglble properLles lnclude houslng aL rlsk of loslng affordablllLy resLrlcLlons due Lo Lhe poLenLlal for Lhe
prepaymenL of lLs morLgage or houslng ln whlch a pro[ecL-based renLal asslsLance conLracL has explred.
L||g|b|e App||cants
lor-proflL and non-proflL developers and local houslng auLhorlLles are ellglble Lo apply for Cll funds.
L||g|b|e Act|v|t|es and Affordab|||ty kequ|rements
Cll funds can be used for Lhe acqulslLlon, reflnance and/or rehablllLaLlon of exlsLlng renLal properLy.
AL leasL half of Lhe LoLal unlLs ln Lhe pro[ecL musL be occupled and affordable Lo households aL or below
80 of area medlan lncome, uslng u.S. uepL. of Puu daLa. ln addlLlon, no less Lhan 3 of Lhe LoLal unlLs
musL be avallable and affordable Lo households aL or below 30 of area medlan lncome as deLermlned
by Puu. 1hese renLal and occupancy resLrlcLlons wlll be ln place for a mlnlmum Lerm of 40 years from
Lhe daLe of Lhe closlng on Lhe Cl funds.
Iund|ng L|m|ts
uPCu wlll award $40,000 per unlL for pro[ecLs wlLh more Lhan 23 unlLs wlLh a per pro[ecL maxlmum of
$2,000,000. uPCu wlll award $30,000 per unlL for pro[ecLs wlLh 23 unlLs or less wlLh a per pro[ecL
maxlmum of $1,230,000.
Loan 1erms
Cll monles are sLrucLured as a 40-year deferred paymenL loan aL 0 lnLeresL. uPCu reserves Lhe rlghL
Lo sLrucLure Lhe loan wlLh an lnLeresL raLe above 0 for any Cll loan. All Cll loans are non-recourse
and secured by a morLgage on Lhe properLy.

age | 10 Appendlx C
Commun|ty-8ased nous|ng
hLLp://www.mass.gov/hed/houslng/affordable-renL/communlLy-based-houslng-cbh.hLml
1he C8P rogram provldes fundlng for Lhe developmenL of lnLegraLed houslng for people wlLh
dlsablllLles, lncludlng elders, wlLh prlorlLy for lndlvlduals who are ln lnsLlLuLlons or nurslng faclllLles or aL
rlsk of lnsLlLuLlonallzaLlon.
L||g|b|e 8orrowers
nonproflL enLlLles or enLlLles conLrolled by non-proflLs
L||g|b|e Act|v|t|es
8easonable acqulslLlon, rehablllLaLlon, new consLrucLlon, predevelopmenL and oLher "sofL" cosLs.
L||g|b|e opu|at|ons
C8P rogram excludes cllenLs of Lhe uMP and uM8 buL lncludes many oLher people wlLh dlsablllLles
who are lnsLlLuLlonallzed or aL rlsk of lnsLlLuLlonallzaLlon. lor C8P, a dlsabled person musL have a
physlcal or menLal lmpalrmenL of a permanenL or long and conLlnuous duraLlon LhaL subsLanLlally llmlLs
one or more ma[or llfe acLlvlLles. 1he physlcal or menLal lmpalrmenL musL be medlcally demonsLrable by
accepLable cllnlcal and laboraLory dlagnosLlc Lechnlques.

Lllglble populaLlons lnclude adulLs wlLh a broad range of dlsablllLles lncludlng moblllLy lmpalrmenLs,
cerebral palsy, mulLlple sclerosls, muscular dysLrophy, epllepsy, Plv/AluS, braln or splnal cord ln[urles,
sensory dlsablllLles, emoLlonal dlsablllLles and cognlLlve dlsablllLles.
L||g|b|e nous|ng 1ypes
rlorlLy wlll be glven Lo pro[ecLs LhaL provlde lnLegraLed houslng such as several C8P unlLs wlLhln a
larger renLal bulldlng or developmenL. ldeally, no more Lhan 13 of Lhe unlLs should be for people wlLh
dlsablllLles. 8enLal pro[ecLs are more llkely Lo be more approprlaLe for C8P-ellglble populaLlons buL
ownershlp unlLs are allowed.
Max|mum Loan Amount
C8P loans may be up Lo 30 of LoLal developmenL cosLs for Lhe C8P unlLs ln a developmenL, up Lo a
maxlmum of $730,000.
kate and 1erm of Loan
Loans wlll be sLrucLured as 0, deferred paymenL loans for a Lerm of 30 years.

age | 11 Appendlx C
nome rogram
hLLp://www.mass.gov/hed/houslng/affordable-renL/home-lnvesLmenL-parLnershlps-program-
home.hLml
PCML ls a federally funded program LhaL asslsLs ln Lhe producLlon and preservaLlon of affordable
houslng for low and moderaLe-lncome famllles and lndlvlduals. 1he program funds a broad range of
acLlvlLles lncludlng new consLrucLlon, acqulslLlon and rehablllLaLlon of renLal properLles.
L||g|b|e App||cants
lor-proflL developers, non-proflL developers, non-proflL organlzaLlons deslgnaLed as CommunlLy
Pouslng uevelopmenL CrganlzaLlons (CPuCs), and munlclpallLles ln cooperaLlon wlLh any of Lhe above
are ellglble Lo apply for PCML funds.
PCML funds can be used for Lhe acqulslLlon and/or rehablllLaLlon of exlsLlng sLrucLures for renLal use,
lncludlng dlsLressed or falled properLles, or for Lhe new consLrucLlon of renLal pro[ecLs. ro[ecLs seeklng
PCML funds musL have a mlnlmum of 3 PCML-asslsLed unlLs. All unlLs recelvlng PCML asslsLance musL
be occupled by households earnlng no more Lhan 60 of Lhe area medlan lncome. AL leasL 20 of Lhe
PCML unlLs musL be affordable Lo households earnlng no more Lhan 30 of area medlan lncome.
(lease see Lhe addlLlonal program lnformaLlon below for a llsL of maxlmum renLs and household
lncomes for your communlLy.)
Iund|ng L|m|ts
uPCu wlll award Lhe lesser of $730,000 per pro[ecL and up Lo $30,000 per PCML-asslsLed unlL ln PCML
enLlLlemenL/consorLlum communlLles. ln non-enLlLlemenL or non-consorLlum communlLles, Lhe
maxlmum award ls up Lo $63,000 per PCML-asslsLed unlL, up Lo a per pro[ecL maxlmum of $730,000.
(lease see Lhe addlLlonal program lnformaLlon below for a llsL of enLlLlemenL and consorLlum
communlLles.)
A pro[ecL locaLed ln a PCML enLlLlemenL/consorLlum communlLy musL lnclude a maLchlng commlLmenL
of local funds, or Lhe appllcaLlon wlll noL be scored. ln general, preference wlll be glven Lo appllcaLlons
wlLh full maLch commlLmenLs.
Loan 1erms
ln general, uPCu PCML awards are sLrucLured as loans wlLh 0 lnLeresL, and a 30-year deferred
paymenL Lerm. uPCu reserves Lhe rlghL Lo asslgn a hlgher raLe of lnLeresL Lo any PCML loan. PCML
loans Lo pro[ecLs recelvlng allocaLlons of Low lncome Pouslng 1ax CredlLs are made aL Lhe Appllcable
lederal 8aLe (or hlgher) as requlred by Lhe 1ax CredlLs program. All PCML loans are non-recourse and
secured by a morLgage on Lhe properLy.

age | 12 Appendlx C
nous|ng Innovat|ons Iund
hLLp://www.mass.gov/hed/houslng/affordable-renL/houslng-lnnovaLlons-fund-hlf.hLml
Pll provldes fundlng for Lhe creaLlon and preservaLlon of alLernaLlve forms of affordable houslng. 1hese
forms lnclude, buL are noL llmlLed Lo, slngle room occupancy (S8C) unlLs, llmlLed equlLy cooperaLlve
houslng, LranslLlonal houslng for Lhe homeless, baLLered women's shelLers, muLual houslng, employer
asslsLed houslng, and lease Lo purchase houslng.
L||g|b|e App||cants
non-proflL corporaLlons organlzed under M.C.L. c. 180, may also be requlred Lo be a 301(c)(3)
organlzaLlon under Lhe lnLernal 8evenue Code aL Lhe Llme of loan closlng. ln order Lo quallfy as a
non-roflL CorporaLlon, no member, shareholder, offlcer or employee of such corporaLlon or lLs board
of dlrecLors may proflL, dlrecLly or lndlrecLly, from Lhe Pll asslsLance or from Lhe Lllglble ro[ecL. ln
addlLlon, ln order Lo quallfy as a non-roflL CorporaLlon for purposes of Lhe Pll program, uPCu musL
deLermlne LhaL a corporaLlon ls capable of managlng all of lLs responslblllLles ln connecLlon wlLh Lhe
proposed pro[ecL.
Pll loans may used for Lhe reasonable and necessary hard and sofL cosLs Lo develop an ellglble pro[ecL,
lncludlng cosLs of acqulslLlon, consLrucLlon, archlLecLure/englneerlng, envlronmenLal LesLlng and
remedlaLlon, lnsurance, Laxes, surveys and permlLs, developmenL consulLanLs, legal servlces, flnanclng,
relocaLlon, LlLle and recordlng, lnspecLlon servlces, markeLlng and renL-up, and developer overhead and
fees.
noL less Lhan 30 of Lhe occupanLs of Pll houslng shall be persons whose lncome ls less Lhan 80 of Lhe
area medlan lncome as deLermlned by Puu, and noL less Lhan 23 of Lhe occupanLs may be persons
whose lncome ls less Lhan 30 of Lhe area medlan lncome.
Iund|ng L|m|ts
Loans are llmlLed Lo noL more Lhan 30 of Lhe LoLal developmenL cosLs, wlLh a maxlmum Pll loan of
$300,000. 1hls llmlL does noL apply Lo loans provlded for Lhe creaLlon of baLLered women's shelLers
where Pll funds may be used for up Lo 80 of Lhe flnanclng of LoLal developmenL cosLs.
Loan 1erms
Loans are lssued wlLh a Land use 8esLrlcLlon, recorded ln Lhe reglsLry of deeds, provldlng LhaL Lhe land
wlll be used for Lhe purpose of provldlng alLernaLlve forms of renLal and ownershlp houslng for up Lo 99
years. 1he properLy cannoL noL be released from Lhls resLrlcLlon unLll Lhe balance of Lhe prlnclpal and
lnLeresL ls repald ln full or unLll a morLgage foreclosure deed ls recorded.
Loans are for a Lerm of 30 years durlng whlch Llme repaymenL may be deferred by Lhe loan lssulng
auLhorlLy unless, aL Lhe end of a flscal year, cash collecLlons from all sources ln connecLlon wlLh such
houslng, excepL for conLrlbuLlons, donaLlons or granL moneys, exceed 103 per cenL of cash expendlLures.
lf, on Lhe daLe loans become due and payable Lo uPCu, an ouLsLandlng balance exlsLs, loans may be
exLended for up Lo 10 years, provlded LhaL Lhe pro[ecL conLlnues Lo remaln affordable houslng. lnLeresL
raLes for loans are flxed by uPCu, ln consulLaLlon wlLh Lhe sLaLe Lreasurer.

age | 13 Appendlx C
nous|ng Stab|||zat|on Iund
hLLp://www.mass.gov/hed/houslng/affordable-renL/houslng-sLablllzaLlon-fund-hsf.hLml
1he Pouslng SLablllzaLlon lund (PSl) ls a sLaLe funded bond program LhaL asslsLs ln Lhe producLlon and
preservaLlon of affordable houslng for low and moderaLe-lncome famllles and lndlvlduals.
L||g|b|e App||cants
lor proflL developers, non-proflL developers, local houslng auLhorlLles and munlclpallLles ln cooperaLlon
wlLh for- proflL or non-proflL developers are ellglble Lo apply for PSl funds.
PSl monles can be used for Lhe acqulslLlon and/or rehablllLaLlon of exlsLlng sLrucLures for renLal use,
lncludlng dlsLressed or falled properLles, or for Lhe new consLrucLlon of renLal pro[ecLs. ro[ecLs seeklng
PSl funds musL have a mlnlmum of 3 PSl-asslsLed unlLs. All unlLs recelvlng PSl asslsLance musL be
occupled by households wlLh lncomes no greaLer Lhan 80 of Lhe area medlan lncome durlng Lhe flrsL
40 years. uurlng years 41 Lhrough 30, PSl asslsLed unlLs maybe occupled by households wlLh lncomes
no greaLer Lhan 100 of area medlan lncome. 8enLs ln PSl pro[ecLs musL conform Lo Lhe hlgh PCML
renL schedule, u. S. ueparLmenL of Puu SecLlon 8 renLal raLes or oLher uPCu program renLal raLes.
(lease see Lhe addlLlonal program lnformaLlon below for a llsL of maxlmum renLs and household
lncomes for your communlLy.)
Iund|ng L|m|ts
uPCu wlll award Lhe lesser of $1,000,000 per pro[ecL and up Lo $30,000 per PSl-asslsLed unlL ln PCML
maxlmum award ls up Lo $63,000 per PSl-asslsLed unlL, up Lo a per pro[ecL maxlmum of $1,000,000.
communlLles.)
ro[ecLs locaLed ln PCML enLlLlemenL or consorLlum communlLles musL lnclude a maLchlng commlLmenL
Loan 1erms
ln general, PSl monles are sLrucLured as a 30-year deferred paymenL loan aL 0 lnLeresL. uPCu reserves
Lhe rlghL Lo sLrucLure Lhe loan wlLh an lnLeresL raLe above 0 Lo any PSl loan. ln addlLlon, pro[ecLs
recelvlng allocaLlons of Low lncome Pouslng 1ax CredlLs ln comblnaLlon wlLh PSl may be sLrucLured
wlLh an lnLeresL raLe seL aL Lhe Appllcable lederal 8aLe (or hlgher) as requlred by Lhe 1ax CredlLs
program. All PSl loans are non-recourse and secured by a morLgage on Lhe properLy.

age | 14 Appendlx C
Low Income nous|ng 1ax Cred|t rogram
hLLp://www.mass.gov/hed/houslng/affordable-renL/low-lncome-houslng-Lax-credlL-llhLc.hLml
1he Low lncome Pouslng 1ax CredlL ls a federally auLhorlzed program LhaL asslsLs ln Lhe producLlon and
preservaLlon of affordable renLal houslng for low-lncome famllles and lndlvlduals. 1he program supporLs
a broad range of acLlvlLles lncludlng acqulslLlon, new consLrucLlon, and rehablllLaLlon of exlsLlng renLal
properLles conslsLenL wlLh an annual Cuallfled AllocaLlon lan.
LIn1C L||g|b|e App||cants
lor proflL developers and non-proflL developers.
LIn1C L||g|b|e Act|v|t|es and Affordab|||ty kequ|rements
1ax credlLs can be used Lo supporL Lhe acqulslLlon and/or rehablllLaLlon of exlsLlng sLrucLures for renLal
use, lncludlng dlsLressed or falled properLles, or Lhe new consLrucLlon of renLal pro[ecLs. ro[ecLs seeklng
Lax credlLs musL have a mlnlmum of 8 Lax credlL-asslsLed unlLs. 1he mlnlmum Lerm of affordablllLy ls
LhlrLy years.
All unlLs recelvlng Lax credlL asslsLance musL have 20 or more households earnlng no more Lhan 30 of
area medlan lncome or 40 or more households earnlng no more Lhan 60 of Lhe area medlan lncome.
ln addlLlon, Len percenL of Lhe LoLal unlLs musL be reserved for persons or famllles earnlng less Lhan 30
of area medlan lncome. (lease see Lhe addlLlonal program lnformaLlon below for a llsL of maxlmum
renLs and household lncomes for your communlLy.)
LIn1C Iund|ng L|m|ts
1he maxlmum Lax credlL award for a new asslsLed llvlng pro[ecL ls $300,000. 1he maxlmum for any oLher
pro[ecL ls $1,000,000. Powever, uPCu may elecL Lo award more Lhan $1 mllllon ln credlL (up Lo a
maxlmum of $1.3 mllllon ln credlL) Lo large scale nelghborhood lmpacL pro[ecLs. 8equesLs for allocaLlons
greaLer Lhan $1 mllllon wlll be consldered on a case-by-base basls lf Lhe sponsor ls able Lo demonsLraLe
Lhe poLenLlal lmpacL of Lhe pro[ecL and lf uPCu has sufflclenL credlL Lo make a larger allocaLlon. uPCu
expecLs LhaL a sponsor recelvlng an award greaLer Lhan $1 mllllon (up Lo $1.3 mllllon) wlll requesL
reduced amounLs of subsldy flnanclng from Lhe ueparLmenL. 1he maxlmum ellglble basls per unlL ln Lax
credlL developmenLs ls $230,000 per asslsLed unlL for pro[ecLs wlLhln Lhe 8osLon meLro area and
$200,000 per asslsLed unlL for pro[ecLs ouLslde Lhe 8osLon meLro area. uPCu wlll cap Lhe allowable
ellglble basls ln Lhe preservaLlon seL-aslde aL $173,000 per asslsLed unlL.

age | 13 Appendlx C
Home Uwnersbip Supports
I|rst 1|me nome-8uyer rogram
hLLp://www.mass.gov/hed/houslng/affordable-own/flrsL-Llme-home-buyer-fLhb.hLml
1he Pouslng uevelopmenL ulvlslon of Lhe ueparLmenL of Pouslng and CommunlLy uevelopmenL
provldes fundlng Lo developers, non-proflL organlzaLlons and communlLles Lo asslsL flrsL Llme
homebuyers.
Down ayment and C|os|ng Cost Ass|stance for I|rst 1|me nomebuyers
uPCu provldes down paymenL and closlng cosL asslsLance Lo lncome-ellglble flrsL-Llme homebuyers
Lhrough parLlclpaLlng communlLles and non-proflLs. Check Lhe llsL of currenL provlders and Lhe
communlLles Lhey serve.

I|rst-1|me nomebuyer Lducat|on
llrsL-Llme homebuyer educaLlon courses are offered LhroughouL Lhe CommonwealLh and are requlred
for mosL flrsL-Llme homebuyer programs and loan programs. Check Lhe followlng slLes Lo flnd a course
near you.

Mortgages Ava||ab|e to I|rst-1|me nomebuyers

AlLhough uPCu does noL provlde morLgages dlrecLly Lo flrsL-Llme homebuyers, Lhere are many
resources avallable. Check Lhe followlng slLes for lnformaLlon on a number of sLaLe and federal
morLgage producLs for flrsL-Llme homebuyers. Many MassachuseLLs banks offer producLs for flrsL-Llme
homebuyers, call your local lender for more lnformaLlon.

age | 16 Appendlx C
nCML Amer|can Dream Down ayment Ass|stance rogram
hLLp://www.mass.gov/hed/houslng/affordable-own/home-amerlcan-dream-downpaymenL-
lnlLlaLlve.hLml
PCML Amerlcan uream uownpaymenL lnlLlaLlve ( PCML Auul) ls a federally funded program LhaL
asslsLs lncome-ellglble households Lo purchase Lhelr flrsL home.
non-proflL organlzaLlons, munlclpallLles or munlclpallLles ln parLnershlp wlLh non-proflL developers are
ellglble Lo apply for PCML Auul downpaymenL and closlng cosLs asslsLance funds. lease noLe LhaL
PCML ! and ConsorLlum communlLles are noL ellglble Lo apply for PCML Auul fundlng.

1hese funds can be used by ellglble appllcanLs Lo provlde downpaymenL or closlng cosLs asslsLance Lo
quallfled households. Lllglble appllcanLs musL ensure LhaL households recelvlng asslsLance under PCML
Auul compleLe a homebuyer educaLlon course LhaL lncludes pre- and posL-purchase counsellng.
llrsL-Llme homebuyers recelvlng a PCML Auul AcqulslLlon Loan may earn no more Lhan 80 of Lhe area
medlan lncome. Lach asslsLed unlL musL have a purchose price LhaL does noL exceed 93 of Lhe area's
medlan prlce, as deLermlned by Lhe Slngle lamlly MorLgage LlmlLs under SecLlon 203(b). Any PCML-
asslsLed renLal unlLs ln mulLl-famlly properLles musL be leased Lo households earnlng no more Lhan 60
of area medlan lncome. (lease see Lhe addlLlonal program lnformaLlon below for a llsL of Lhe 203(b)
morLgage llmlLs and maxlmum household lncomes for your communlLy.)

Iund|ng L|m|ts
uPCu wlll award up Lo $130,000 per appllcaLlon. AsslsLance Lo lndlvldual homeowners ls llmlLed Lo 3
of a properLy's purchase prlce up Lo a maxlmum of $10,000.
non-proflL sponsors lnLendlng Lo provlde asslsLance ln PCML enLlLlemenL or consorLlum communlLles
musL lnclude a maLchlng commlLmenL of local funds equal Lo Lhe amounL belng requesLed from uPCu. lf
an appllcaLlon ls submlLLed wlLhouL maLchlng funds, lL wlll noL be compeLlLlve. (lease see Lhe addlLlonal
program lnformaLlon below for a llsL of enLlLlemenL and consorLlum communlLles.)

Loan 1erms
Loans Lo homebuyers wlll be sLrucLured as deferred paymenL 0 percenL lnLeresL, for 3 years durlng
whlch Llme Lhe properLy musL remaln Lhe buyer's prlmary place of resldence. ln Lhe evenL LhaL a buyer
deslres Lo sell Lhe properLy prlor Lo Lhe end of Lhe flve-year Lerm, Lhe full amounL of Lhe loan musL be
repald Lo uPCu.
age | 17 Appendlx C
nome Investments artnersh|p rogram
hLLp://www.mass.gov/hed/houslng/affordable-own/home-lnvesLmenL-parLnershlps-program.hLml
PCML ls a federally funded program LhaL asslsLs ln Lhe producLlon and preservaLlon of affordable
houslng for low and moderaLe-lncome famllles and lndlvlduals. 1he program funds a broad range of
acLlvlLles lncludlng Lhe acqulslLlon, new consLrucLlon, and rehablllLaLlon of exlsLlng properLles whlch are
sold Lo lncome ellglble flrsL-Llme homebuyers.
L||g|b|e App||cants
lor-proflL developers, non-proflL developers, non-proflL organlzaLlons deslgnaLed as CommunlLy
Pouslng uevelopmenL CrganlzaLlons (CPuCs), munlclpallLles ln cooperaLlon wlLh any of Lhe above are
ellglble Lo apply for PCML funds.
PCML funds can be used for Lhe acqulslLlon and/or rehablllLaLlon of exlsLlng sLrucLures for sale Lo
lncome-ellglble flrsL-Llme homebuyers, lncludlng dlsLressed or falled properLles, or for Lhe new
consLrucLlon of homeownershlp pro[ecLs. ro[ecLs seeklng PCML funds musL lnclude a mlnlmum of 3
PCML-asslsLed ownershlp unlLs, Lhe slLes for whlch musL be secured wlLh a slgned urchase & Sale
AgreemenL aL Lhe Llme of appllcaLlon.
All flrsL-Llme homebuyers purchaslng PCML-asslsLed unlLs musL have a household lncome of noL more
Lhan 80 of Lhe area medlan lncome. Lach PCML-asslsLed unlL musL have an appralsed value LhaL does
noL exceed 93 of Lhe area's medlan prlce, as deLermlned by Lhe Slngle lamlly MorLgage LlmlLs under
SecLlon 203(b). Any PCML-asslsLed renLal unlL ln a mulLl-famlly properLy musL be leased Lo households
earnlng no more Lhan 60 of Lhe area medlan lncome. 1hose renLal unlLs may be leased aL Lhe "hlgh"
PCML renL. (lease see Lhe addlLlonal program lnformaLlon below for a llsL of Lhe 203(b) morLgage
llmlLs, maxlmum renLs and maxlmum household lncomes for your communlLy.)
Iund|ng L|m|ts
uPCu wlll award Lhe lesser of $730,000 per pro[ecL and up Lo $30,000 per PCML-asslsLed unlL ln PCML
maxlmum award ls up Lo $63,000 per PCML-asslsLed unlL, up Lo a per pro[ecL maxlmum of $730,000.
communlLles.)
A pro[ecL locaLed ln a PCML enLlLlemenL/consorLlum communlLy musL lnclude a maLchlng commlLmenL
Loan 1erms
Loans Lo "Lllglble 8orrowers" wlll be for Lwo years. 8y Lhe maLurlLy daLe, each unlL musL be sold Lo
lncome-ellglble flrsL-Llme homebuyers. 1he lengLh of Lhe Affordable Pouslng 8esLrlcLlon (a/k/a deed
rlder) for Lhe homebuyer ls 13 years. ln Lhe evenL LhaL Lhe homebuyer deslres Lo sell Lhe properLy prlor
Lo Lhe end of 13 years, cerLaln resale/recapLure requlremenLs wlll apply. All PCML loans wlll be non-
recourse and secured by a morLgage on Lhe properLy. upon sale of a unlL ln accordance wlLh Lhe Lerms
of Lhe loan and execuLlon of a deed rlder by an lncome-ellglble flrsL-Llme homebuyer, Lhe prlnclpal
amounL due under Lhe loan ls reduced by Lhe amounL of PCML funds appllcable Lo Lhe unlL.

age | 18 Appendlx C
Soft Second rogram
hLLp://www.mass.gov/hed/houslng/affordable-own/sofL-second-program.hLml
1he SofL Second Loan rogram ls a [olnL lnlLlaLlve of Lhe publlc and prlvaLe secLors Lo lncrease affordable
houslng opporLunlLles for low- and moderaLe-lncome homebuyers. lL comblnes a convenLlonal flrsL
morLgage wlLh a subsldlzed second morLgage Lo help low- and moderaLe-lncome households Lo quallfy
for a morLgage and purchase a home for Lhe flrsL Llme.
L||g|b|e App||cants
MunlclpallLles and reglonal consorLla ln cooperaLlon wlLh prlvaLe secLor lenders are ellglble Lo apply for
SofL Second Loan rogram funds Lo be dlrecLed Lowards low-lncome flrsL Llme homebuyers purchaslng a
home ln Lhelr servlce area.
1hese funds can be used Lo secure flnanclng from prlvaLe secLor lenders for low-lncome flrsL Llme
homebuyers wlLh reduced closlng cosLs and down paymenL, as well as reduced lnLeresL paymenLs. llrsL-
Llme homebuyers recelvlng a SofL Second Loan may earn no more Lhan 80 of Lhe area medlan lncome.
Lach parLlclpaLlng household musL compleLe an approved Pomebuyer 101 course. Lach home
purchased Lhrough Lhe SofL Second Loan program musL be used as Lhe sole prlmary resldence of Lhe
appllcanL. 1he home musL be locaLed ln a communlLy parLlclpaLlng ln Lhe SofL Second Loan program, and
Lhe homeowner musL be able Lo afford Lhe purchase prlce of Lhe home.

Iund|ng L|m|ts
uPCu has made $2,000,000 avallable for lnLeresLed communlLles Lwlce yearly, dependenL upon Lhe
avallablllLy of funds. lndlvldual subsldles for each ellglble household vary dependlng on Lhe appllcanLs'
lncome, buL are on average abouL $3,800 per loan.

Loan 1erms
1he SofL Second Loan rogram addresses Lhe quallflcaLlon problem by breaklng Lhe LoLal morLgage
amounL lnLo a "flrsL" and a subsldlzed "second" morLgage. A governmenL subsldy loan would pay a
porLlon of Lhe borrower's second morLgage lnLeresL paymenLs. SpllLLlng Lhe LoLal morLgage would also
allow Lhe borrower Lo avold Lhe addlLlonal expense of prlvaLe morLgage lnsurance.

1he paymenLs on Lhe second morLgage are llmlLed Lo lnLeresL only. ubllc funds may also cover a
subsLanLlal porLlon of Lhe lnLeresL due on Lhe second morLgage ln Lhe early years. lor Lhe flrsL flve years,
publlc funds may cover up Lo 73 of Lhe lnLeresL paymenLs on Lhe second morLgage. Cver Lhe nexL flve
years Lhe amounL of subsldy gradually decreases and ls phased ouL by year 10.

age | 19 Appendlx C
MHIC
hLLp://www.mhlc.com/xroducLs.cfm?age=xroducLs&LlMarglnLfL=23&MalnMenu=roducLs&SubMen
u1=none&SubMenu2=none&SubMenu3=none&8lo=none
MPlC provldes a broad array of debL and equlLy flnanclng producLs Lo nonproflL and for-proflL sponsors
of affordable houslng and commerclal real esLaLe (ln low-lncome communlLles). Whlle MPlC works on
many dlfferenL Lypes of LransacLlons, lLs speclalLy ls provldlng flnanclng LhaL mlghL noL oLherwlse be
avallable. MPlC flnances boLh large and small developmenLs -- lncludlng renLal, S8C, ownershlp, asslsLed
llvlng, cooperaLlve, commerclal, and senlor-houslng unlLs. A wlde varleLy of properLles ln communlLles
LhroughouL Lhe CommonwealLh are ellglble for flnanclng.
Loan Programs
MPlC provldes lnnovaLlve debL flnanclng Lo ensure LhaL Lhe pro[ecLs lL flnances are compleLed ln Lhe
mosL cosL effecLlve and Llmely manner posslble. We have long-sLandlng relaLlonshlps wlLh publlc and
prlvaLe lenders, granL flnanclng sources, and communlLy organlzaLlons - and we work wlLh Lhem as a
Leam Lhrough successful compleLlon of your pro[ecL.
All loan programs feaLure Llmely revlew of appllcaLlons, compeLlLlve lnLeresL raLes, hlgh loan-Lo-value
fundlng, qulck closlngs, and personallzed servlce deslgned Lo ensure LhaL your prospecLlve developmenL
wlll be successful.

Acqu|s|t|on
Loans Lo acqulre land, dlsLressed properLy, or lncome-produclng properLy for fuLure developmenL,
lncludlng mlxed-lncome and mlxed-use properLles.
1hls loan producL was lnLroduced Lo provlde flnanclng for properLles someLlmes locaLed ln dlfflculL-Lo-
develop nelghborhoods, and Lo supplemenL flnanclng LhaL mlghL noL be avallable from local sources.
CfLen Lhese loans are made for affordable houslng properLles aL rlsk of belng converLed Lo markeL raLe.
8ecause of Lhe need Lo move very qulckly ln such cases, MPlC has esLabllshed pracLlces Lo make LhaL
posslble.
L||g|b|e borrowers: lor proflL and non-proflL companles
roperty types: AcqulslLlon loans are made for Lhe purpose of acqulrlng properLles for fuLure
developmenL and/or rehablllLaLlon of affordable houslng pro[ecLs, mlxed use
properLles, or oLher communlLy developmenL pro[ecLs. Such loans may be
secured by vacanL land, or vacanL bulldlngs LhaL wlll be re-poslLloned for fuLure
developmenL. 1here musL be a feaslble and economlcally vlable plan for Lhe
fuLure use of Lhe properLy.
Loan s|ze: up Lo $3,000,000
Interest rate: lloaLlng over prlme or flxed raLe
1erm: up Lo 24 monLhs
Loan to va|ue: up Lo 90
age | 20 Appendlx C
Iees: CommlLmenL fee of 1 of Lhe loan amounL
repayment: AnyLlme wlLhouL penalLy
Co||atera|: llrsL morLgage
Affordab|||ty: negoLlable

Construct|on
MPlC provldes consLrucLlon loans for renLal houslng, homeownershlp pro[ecLs, cooperaLlve houslng,
slngle room occupancy (S8C) properLles, condomlnlums, mlxed-use properLles and oLher communlLy
developmenL pro[ecLs.

lor LlP1C pro[ecLs, Lhese loans generally cover Lhe consLrucLlon perlod requlremenLs brldglng Lhe gap
beLween Lhe recelpL of subordlnaLe flnanclng and/or permanenL loans (from ouLslde sources) and/or
equlLy syndlcaLlon funds recelved durlng or aL compleLlon or consLrucLlon.
Loan Lerms and condlLlons vary based Lhe locaLlon of Lhe properLy, Lhe experlence and credlL worLhlness
of Lhe borrower, Lhe Lype of properLy, Lhe appralsed value of Lhe properLy, and any oLher facLor relaLed
Lo Lhe percelved rlsk of developmenL.
roperty types: ConsLrucLlon loans are made for renLal houslng, slngle room occupancy (S8C)
properLles, condomlnlums, homeownershlp developmenLs, mlxed use
properLles, or oLher communlLy developmenL pro[ecLs.
Loan s|ze: up Lo $10,000,000
Interest rate: slmple lnLeresL payable monLhly, aL rlme 8aLe plus 100 basls polnLs wlLh a floor
raLe commensuraLe wlLh markeL condlLlons

age | 21 Appendlx C
ermanent
Loans made on a selecLlve basls wlLh Lerms ranglng from 7 - 20 years.
roperty types: ermanenL loans wlLh or wlLhouL consLrucLlon needs wlll be made for renLal
houslng properLles wlLh an expecLaLlon LhaL Lhe loan wlll be sold Lo oLher lenders,
sold on Lhe secondary markeL, or held by MPlC for a maxlmum Lerm of Len years.
1erm: up Lo 10 years

M|n|-perm
Loans Lo asslsL developers ln acqulrlng properLy and re-poslLlonlng lL for fuLure rehablllLaLlon or
developmenL.
Mlnl-perm loans are llke acqulslLlon loans excepL Lhe properLles belng flnanced are occupled and Lhe
cash flow carrles Lhe debL. AcqulslLlon loans, on Lhe oLher hand, are on land, vacanL bulldlngs, parLlally-
occupled bulldlngs, eLc. Mlnl perms are made for relaLlvely shorL maLurlLles, generally 3 years or less.
1he purpose of Lhese loans ls Lo asslsL Lhe borrower ln acqulrlng Lhe properLy and re-poslLlonlng lL for
fuLure rehablllLaLlon or developmenL. Such fuLure plans may lnvolve Lhe appllcaLlon for houslng Lax
credlLs, seeklng bond flnanclng, or seeklng flnanclng aL a laLer daLe.
roperty types: Mlnl-perm loans are made for relaLlvely shorL maLurlLles, generally Lhree years
or less and where collaLeral conslsLs of properLles LhaL are occupled and provlde
enough cash flow Lo carry Lhe debL servlce. 1he purpose of Lhese loans ls Lo
asslsL Lhe borrower ln acqulrlng Lhe properLy and re-poslLlonlng lL for fuLure
rehablllLaLlon or developmenL. Such fuLure plan mlghL lnvolve Lhe appllcaLlon for
houslng Lax credlLs, seeklng bond flnanclng, or seeklng convenLlonal flnanclng aL
a laLer daLe.
Loan s|ze: up Lo $10,000,000
age | 22 Appendlx C
1erm: up Lo 3 years
Co||atera|: llrsL morLgage or accepLable collaLeral

8r|dge |oans
Loans Lo asslsL developers wlLh shorL Lerm flnanclng needs, lncludlng slLuaLlons where Lhe collaLeral
conslsLs of Lhe pledge of syndlcaLlon proceeds or oLher non-real esLaLe asseLs.
8rldge loans are made Lo asslsL developers wlLh shorL Lerm flnanclng needs and lnclude slLuaLlons where
Lhe collaLeral conslsLs of Lhe pledge of syndlcaLlon proceeds or slmllar collaLeral where Lhe requlremenL
ls for a shorL perlod and Lhere ls a demonsLraLed plan for repaymenL.

roperty types: 8rldge loans would lnclude slLuaLlons where Lhe collaLeral mlghL conslsL of non-
real esLaLe asseLs such as Lhe pledge of syndlcaLlon proceeds, lnvesLor noLes, or
parLnershlp lnLeresLs or slmllar collaLeral whre Lhe funds are requlred for a shorL
perlod of Llme and Lhere ls a demonsLraLed plan for repaymenL.
Interest rate: lloaLlng over prlme or flxed

age | 23 Appendlx C
L|nes of cred|t
Loans for a comblnaLlon of predevelopmenL cosLs, worklng caplLal needs, shorL Lerm consLrucLlon
needs, and acqulslLlon purposes. 8eal esLaLe collaLeral ls noL requlred.
Llnes of CredlL may be offered Lo sLrong cusLomers for a comblnaLlon of predevelopmenL cosLs, worklng
caplLal needs, shorL Lerm consLrucLlon needs, and acqulslLlon purposes. Such a llne of credlL may also be
used Lo encourage cusLomers Lo acqulre and/or develop properLles LhaL do noL necessarlly depend upon
llmlLed publlc resources, buL are ln danger of belng converLed from affordable unlLs Lo markeL raLe
unlLs.
roperty types: Llnes of credlL may be offered Lo sLrong cusLomers for a conblnaLlon of
predevelopmenL cosLs, worklng caplLal needs, shorL Lerm consLrucLlon needs,
and acqulslLlon purposes. Such a llne of credlL may also be used Lo encourage
cusLomers Lo acqulre and/or develop properLles LhaL do noL necessarlly depend
upon llmlLed publlc resources, buL are ln danger of belng converLed from
affordable unlLs Lo markeL raLe unlLs.
Loan s|ze: up Lo $300,000
Interest rate: lloaLlng over prlme or flxed
Co||atera|: llrsL morLgage or oLher accepLable collaLeral

Equity Programs
MPlC provldes equlLy flnanclng for affordable houslng and communlLy developmenL pro[ecLs LhaL
quallfy for federal or sLaLe low lncome houslng Lax credlLs, federal hlsLorlc credlLs, or comblnaLlons of all
Lhree. 1he federal low lncome houslng Lax credlL (LlP1C) program ls Lhe prlnclple source of equlLy
lnvesLmenL avallable for Lhe producLlon and preservaLlon of affordable houslng Loday.
MPlC has a porLfollo of more Lhan 100 Lax credlL properLles LhaL vary ln slze from properLles wlLh as few
as 8 unlLs Lo properLles wlLh more Lhan 300 unlLs, LhaL encompasses Lhe full range of affordable famlly,
elderly, S8C and speclal needs houslng, and LhaL sLreLches from rovlnceLown Lo lLLsfleld. ro[ecLs
lnclude Lhe preservaLlon of exlsLlng affordable houslng, as well as new consLrucLlon. MPlC also lnvesLs ln
Lhe hlsLorlc rehablllLaLlon of commerclal bulldlngs ln deslgnaLed revlLallzaLlon areas Lo conLrlbuLe Lo Lhe
sLlmulus of a communlLy's economlc developmenL.

age | 24 Appendlx C
Iedera| LIn1C
1he federal low lncome houslng Lax credlL (LlP1C) program ls Lhe prlnclple source of equlLy lnvesLmenL
avallable for Lhe producLlon and preservaLlon of affordable houslng Loday.
1he MassachuseLLs ueparLmenL of Pouslng and CommunlLy uevelopmenL ls responslble for allocaLlng
federal 9 Lax credlLs, whlch are awarded Lo Lhe sLaLes on a per caplLa basls, as well as much of Lhe
subordlnaLe flnanclng used ln developlng affordable houslng. lederal 4 Lax credlLs are avallable Lo
pro[ecLs uslng Lax exempL permanenL flnanclng. 1hese credlLs are avallable ln MassachuseLLs Lhrough
MassPouslng (formerly Lhe MassachuseLLs Pouslng llnance Agency) or Lhe MassachuseLLs uevelopmenL
llnance Agency.
ro[ecL sponsors whose pro[ecLs recelve allocaLlons ln Lurn sell Lhose credlLs Lo syndlcaLors of Lhe Lax
credlLs, such as MPlC. 1he syndlcaLor usually acqulres 99.99 of Lhe economlc ownershlp lnLeresL ln a
pro[ecL, whlch lncludes Lhe Lax credlLs and Lhe Lax beneflLs of passlve losses. 1he syndlcaLor ln Lurn sells
Lhese credlLs and losses Lo lnvesLors (generally banks, lnsurance companles and oLher flnanclal
lnsLlLuLlons) Lo ralse Lhe equlLy Lo lnvesL ln Lhe pro[ecL.
1he Lax credlLs represenL a dollar-for-dollar reducLlon of Lhe lnvesLor's federal Lax llablllLy. 1he passlve
losses are used Lo reduce Lhe lnvesLor's Laxable lncome annually, alLhough Lhls deferral of Laxes may
have Lo be pald when Lhe lnvesLors exlL a parLnershlp lf Lhelr caplLal accounLs are negaLlve.
ln Loday's markeL, syndlcaLors are paylng beLween $.78 and $.83 per Lax credlL dollar Lo pro[ecL
sponsors.

Ied. n|stor|c 1ax Cred|ts
lederal hlsLorlc Lax credlLs are avallable Lo developers who rehablllLaLe quallfled hlsLorlc sLrucLures. 1he
hlsLorlc credlL ls 20 of Lhe quallfled basls of ellglble sLrucLures. MPlC wlll purchase such credlLs elLher
as parL of a LlP1C lnvesLmenL, or on a sLand-alone basls as parL of a quallfled commerclal pro[ecL ln a
deslgnaLed revlLallzaLlon area.
PlsLorlc Lax credlLs are avallable ln Lhe year ln whlch Lhe quallfled sLrucLure ls placed ln servlce. PlsLorlc
Lax credlLs are generally purchased aL $.90 on Lhe dollar. Llke Lhe LlP1C, Lhe hlsLorlc Lax credlL
represenLs a dollar-for-dollar reducLlon of Lhe lnvesLor's Lax llablllLy.

1he New Markets 1ax Cred|t rogram
Congress creaLed 1he new MarkeLs 1ax CredlL program ln uecember 2000 Lo spur Lhe lnvesLmenL of $13
bllllon ln prlvaLe caplLal Lo promoLe economlc developmenL ln rural and urban low-lncome communlLles.
1he program allows lndlvlduals and corporaLlons Lo geL a Lax credlL agalnsL federal lncome Laxes for
maklng lnvesLmenLs ln cerLaln low-lncome properLles when Lhose lnvesLmenLs are made Lhrough a
communlLy developmenL enLlLy" (CuL). MPlC quallfles as a CuL because lL has been cerLlfled as a
CommunlLy uevelopmenL llnance lnsLlLuLlon (Cull) by Lhe 1reasury ueparLmenL.
1he nM1C program was creaLed speclflcally Lo sLlmulaLe lnvesLmenL ln buslnesses and commerclal
pro[ecLs ln ellglble low-lncome communlLles (deflned below). MosL Lypes of buslnesses servlng low-
lncome communlLles, such as small Lechnology flrms, reLall sLores, resLauranLs, manufacLurlng, and
small buslness cenLers, could quallfy lf Lhey are acLlve or locaLed ln low-lncome communlLles. AL leasL
half of Lhe buslness's gross lncome musL come from Lhe ellglble area. Also, a subsLanLlal porLlon of lLs
Langlble properLy and Lhe servlces performed by employees of Lhe buslness musL be ln an ellglble
communlLy
age | 23 Appendlx C
ln general, flnanclng of low-lncome renLal houslng (l.e., renLal properLy LhaL derlves 80 or more of lLs
lncome from resldenLlal LenanLs) ls noL ellglble, and Lhe nM1C may noL be comblned wlLh oLher federal
Lax subsldles, lncludlng Lhe LlP1C. Powever, a mlxed-use developmenL wlLh less Lhan 80 of Lhe
properLy's gross lncome ls renLal lncome from hosu9lng unlLs, ls allowed.
A low-lncome communlLy ls a census LracL wlLh a poverLy raLe of aL leasL 20 or wlLh a medlan lncome
LhaL ls 80 or less of Lhe medlan lncome ln Lhe area (meLropollLan area for urban LracLs, sLaLewlde for
rural areas). 1he nM1C may also be used ln 1argeL Areas," whlch are areas wlLhln a census LracL LhaL do
noL meeL Lhe poverLy or medlan lncome deflnlLlon. Such areas musL have pre-exlsLlng boundarles llke
esLabllshed nelghborhoods, meeL Lhe poverLy raLe or medlan lncome sLandard, and have a
demonsLraLed lack of lnvesLmenL caplLal. 1he 1argeL Area provlslon enables cerLaln communlLles locaLed
wlLhln lnellglble census LracLs Lo parLlclpaLe ln Lhe program.
MPlC ls offerlng permanenL flrsL morLgage loans, acqulslLlon loans for boLh vacanL and exlsLlng
sLrucLures, equlLy lnvesLmenLs, and subordlnaLe loans under Lhe nM1C program. 8ased on pro[ecL
characLerlsLlcs, equlLy fundlng can supporL up Lo 23 of LoLal developmenL cosLs.
1he Lypes of pro[ecLs MPlC ls evaluaLlng for nM1C lnvesLmenL caplLal lnclude reLall and offlce space,
LheaLers and performlng arLs cenLers, mlxed-use pro[ecLs, communlLy cenLers, arLlsL sLudlos and gallery
space, llghL lndusLrlal and small buslness cenLers. ro[ecLs can be new consLrucLlon and elLher hlsLorlc or
non-hlsLorlc renovaLlons, for renL or owner occupled.
lor developers, Lhe nM1C program provldes a new source of flnanclng Lo brldge Lhe gap LhaL ofLen
exlsLs when lL cosLs more Lo develop Lhan Lhey can supporL ln Lerms of convenLlonal debL.

age | 26 Appendlx C
Massacbusetts Historic Commission
State n|stor|c 1ax Cred|t rogram
http:]]www.sec.state.ma.us]mhc]mhcpdf]br|ef_descr|pt|on.pdf
1he MassachuseLLs PlsLorlc 8ehablllLaLlon 1ax CredlL rogram ls admlnlsLered by Lhe MassachuseLLs
PlsLorlcal Commlsslon, under SecreLary of Lhe CommonwealLh Wllllam l. Calvln, Chalrman of the
MassachuseLLs PlsLorlcal Commlsslon.
1he program ls a plloL program wlLh $30 mllllon dollars currenLly avallable annually for cerLlfled
rehablllLaLlon pro[ecLs. 1he program wlll explre on uecember 31, 2017.
under Lhe program, a cerLlfled rehablllLaLlon pro[ecL on an lncome-produclng properLy ls ellglble Lo
recelve of Lhe cosL of cerLlfled rehablllLaLlon expendlLures ln sLaLe lncome Lax credlLs. 1he
properLles musL produce lncome and be owned, ln whole or ln parL, by a for-proflL enLlLy LhaL ls sub[ecL
Lo MassachuseLLs sLaLe lncome Lax llablllLy (Laxpayer). Lxamples of lncome-produclng properLles lnclude:
renLal properLles (resldenLlal, commerclal, or lndusLrlal), aparLmenLs, elderly houslng/llfe care faclllLles,
hoLels, offlces, bed and breakfasLs, resLauranLs, offlces, sLores, LheaLres, aLhleLlc faclllLles, eLc.
Cwner-occupled properLles LhaL do noL have an lncome-produclng componenL, are noL ellglble Lo apply.
1he bulldlng musL be llsLed ln, or ellglble for llsLlng ln Lhe naLlonal 8eglsLer of PlsLorlc laces. lf Lhe
bulldlng ls noL currenLly llsLed ln Lhe naLlonal 8eglsLer, Lhe MPC musL cerLlfy LhaL lL ls a hlsLorlc bulldlng
LhaL ls ellglble for llsLlng ln Lhe naLlonal 8eglsLer.
1he rehablllLaLlon musL be subsLanLlal," whlch means LhaL Lhe rehablllLaLlon expendlLures wlLhln a 24-
monLh perlod (selecLed by Lhe Laxpayer) musL exceed 23 of Lhe Laxpayer's Ad[usLed 8asls ln Lhe
bulldlng. 1he rehablllLaLlon musL meeL Lhe SecreLary of lnLerlor's SLandards for 8ehablllLaLlon.
8ecause Lhe program ls capped aL $30 mllllon dollars annually, Lhere are selecLlon crlLerla Lo ensure LhaL
Lhe funds are dlsLrlbuLed Lo Lhe pro[ecLs LhaL provlde Lhe maxlmum publlc and preservaLlon beneflL. nlne
crlLerla are ouLllned ln Lhe regulaLlons and lnclude facLors such as Lhe level of hlsLorlc slgnlflcance of Lhe
properLy, Lhe level of publlc supporL, and Lhe overall challenge of Lhe preservaLlon lssues ln Lhe pro[ecL.
A ma[or dlfference beLween Lhe sLaLe and federal hlsLorlc Lax credlLs ls LhaL Lhe sLaLe credlL awarded can
be of Lhe quallfled rehablllLaLlon cosL, whlle Lhe federal credlL ls for 20 of Lhe quallfled
rehablllLaLlon cosL.
1he sLaLe hlsLorlc Lax credlL can be used as a credlL on Lhe Laxpayer's sLaLe lncome Lax reLurn, or, slnce lL
ls a cerLlflcaLe, lL can be sold. 1he credlL cannoL be clalmed unLll Lhe pro[ecL ls compleLed and puL lnLo
servlce.
1he Lax credlL may be carrled forward for flve years afLer Lhe year ln whlch Lhe pro[ecL was placed lnLo
servlce.
1he Laxpayer musL reLaln Lhe properLy for flve years beglnnlng on Lhe daLe on whlch Lhe pro[ecL has been
compleLed, or else Lhe credlL ls sub[ecL Lo recapLure.

age | 27 Appendlx C
nome Iunders rogram

hLLp://www.homefunders.org/faq.hLml
1he Pome lunders (Pl) collaboraLlve was creaLed Lo address Lhe unprecedenLed crlsls ln affordable
houslng for very low lncome famllles ln MassachuseLLs. 1hls parLnershlp of prlvaLe funders came
LogeLher based on Lhe bellef LhaL wlLhouL adequaLe houslng, all oLher soclal lnvesLmenLs are aL rlsk.
We have developed an lnnovaLlve soluLlon Lo solve Lhls growlng problem - poollng prlvaLe dollars Lo
make low-lnLeresL loans and granLs Lo bulld very affordable houslng uslng experlenced houslng flnance
lnLermedlarles.
8y addlng a new, $26 mllllon LargeLed pool of funds, Pome lunders ls leveraglng exlsLlng houslng
resources Lo lncrease Lhe supply of houslng avallable Lo Lhe lowesL lncome famllles ln MassachuseLLs.
1he lund ls a unlque resource for Lhe developmenL communlLy because lL provldes flnanclng aL a low
lnLeresL raLe for an exLended perlod of Llme, maklng Lhe fundlng easy Lo use and compaLlble wlLh Lhe
exlsLlng neLwork of resources. A LoLal of $21 mllllon ln loans and over $1 mllllon ln granLs has already
been pledged. 1he lund ls seeklng addlLlonal lnvesLors/parLners Lo reach our goal of $26 mllllon.
Pome lunders uses Lhe exlsLlng houslng flnance lnfrasLrucLure Lo sLreamllne Lhe lendlng process. 1he
CommunlLy Lconomlc uevelopmenL AsslsLance CorporaLlon (CLuAC) and Lhe MassachuseLLs Pouslng
arLnershlp (MP) serve Lhe many non-proflL houslng developers ln Lhe communlLy LhaL are lnLeresLed
ln reachlng LLl famllles. 1hrough Lhe LLC, Pome lunders' loans are made avallable Lo Lhese Lwo
lnLermedlarles aL a 1 lnLeresL raLe ln order Lo promoLe a deep level of affordablllLy. As a resulL, Pome
lunders loan funds are easlly accessed and comblned wlLh avallable publlc resources. Pome lunders'
loans Lyplcally represenL 3-10 of LoLal pro[ecL cosLs. CLuAC provldes Lechnlcal asslsLance and early
predevelopmenL and acqulslLlon loans, whlle MP provldes long-Lerm permanenL flnanclng. 8ecause
access Lo lnlLlal, hlgher rlsk affordable houslng developmenL funds ls parLlcularly lmporLanL, Pome
lunders allows CLuAC Lo commlL up Lo $1.3 mllllon Lo any slngle pro[ecL LhaL meeLs Pome lunders'
ellglblllLy requlremenLs. 8ecause Lhe LLC's funds Lo CLuAC's shorLer Lerm lendlng revolve, as of Lhe Lhlrd
quarLer of 2010, CLuAC's $9.13 mllllon commlLmenL from Pome lunders had resulLed ln a LoLal of $20.3
mllllon ln lendlng.
CLuAC's and MP's roles complemenL one anoLher, and boLh have excellenL Lrack records underwrlLlng
affordable houslng pro[ecLs and managlng porLfollos. 1he agencles markeL Pome lunders' resources Lo
poLenLlal developers, provlde deLalled revlew and underwrlLlng of pro[ecLs, and ensure LhaL publlc
secLor resources are avallable Lo cover LoLal developmenL cosLs. 1hese addlLlonal sources Lyplcally
lnclude Low lncome Pouslng 1ax CredlLs, federal PCML funds, sLaLe bond programs and local publlc
fundlng sources.
1arget
Pome lunders ls houslng famllles earnlng abouL $28,900 annually or less - 30 of area medlan lncome
or below. 1haL's a famlly where boLh parenLs work mlnlmum wage [obs or where a slngle parenL wlLh
Lhree klds makes $14.43 per hour.
Pome lunders lnLegraLes famlly unlLs lnLo mlxed lncome houslng, raLher Lhan creaLlng blocks of low-
lncome houslng.

age | 28 Appendlx C
hLLp://www.massdevelopmenL.com/flnanclng/
MassuevelopmenL provldes real esLaLe and equlpmenL flnanclng wlLh hlgher advance raLes and low
lnLeresL raLes Lo help for-proflL and nonproflL organlzaLlons grow Lhelr buslnesses. WlLh exLenslve
experlence and a wlde range of flnanclng Lools, lncludlng developmenL funds, Lax-exempL bonds, loans,
and guaranLees, we can provlde flnanclng aL any sLage of your pro[ecL - from predevelopmenL Lo
permanenL flnanclng.
MassuevelopmenL provldes flnanclng ln areas of 8ond llnanclng, Loans & CuaranLees, 1ax CredlL
llnanclng and SpeclalLy rograms.

8ond I|nanc|ng
?ou can beneflL from MassuevelopmenL's bond flnanclng programs because Lhey offer a cosL-effecLlve
way Lo flnance real esLaLe and equlpmenL. Lower raLes and flexlble Lerms keep you compeLlLlve whlle
provldlng a smarL soluLlon for Lhe reflnanclng of debL. ?ou also wln by Laklng advanLage of Lhe
opporLunlLy Lo obLaln Lax-exempL bonds.
1ax-Lxempt 8onds
8ecause Lhey are exempL from federal Laxes and ln cerLaln cases sLaLe Laxes, Lax-exempL bonds are
usually Lhe lowesL lnLeresL raLe opLlon for real esLaLe pro[ecLs and new equlpmenL purchases. 1ax-
exempL bonds can be sold ln Lhe caplLal markeLs or dlrecLly Lo your bank or anoLher flnanclal lnsLlLuLlon.
ro[ecLs flnanced musL be ellglble for Lax-exempL flnanclng under Lhe federal Lax code and lnclude:
301(c)3 nonproflL real esLaLe and equlpmenL
Affordable renLal houslng
AsslsLed llvlng and long Lerm care faclllLles
ubllc lnfrasLrucLure pro[ecLs
ManufacLurlng faclllLles and equlpmenL
Munlclpal and governmenLal pro[ecLs
Solld wasLe recovery and recycllng pro[ecLs

1axab|e 8onds
MassuevelopmenL can lssue Laxable bonds for lndusLrlal and commerclal real esLaLe. 1axable bonds are
ofLen used as a Lall" ln a Lax-exempL flnanclng lf Lhe borrower organlzaLlon's needs exceeds lLs
ellglblllLy Lo lssue Lax-exempL bonds for a parLlcular pro[ecL.

Cap|ta| I|nanc|ng S01
CaplLal llnanclng 301 ls a Lax-exempL commerclal paper program LhaL provldes MassachuseLLs 301(c)3
lnsLlLuLlons wlLh low-cosL sources of caplLal LhaL can be borrowed and repald as needed. A one-Llme
appllcaLlon sLreamllnes fuLure borrowlngs. 1he program can be used for:
Land or bulldlng acqulslLlon
age | 29 Appendlx C
new consLrucLlon or renovaLlon
LqulpmenL purchases
MalnLenance, repalrs, on-golng caplLal expendlLures
ermanenL flnanclng
lnLerlm flnanclng

oo| Loans
ool Loans are avallable Lo ellglble nonproflL lnsLlLuLlons. Made from Lhe proceeds of a
MassuevelopmenL bond lssuance on behalf of Lhe borrowers, ool Loans have Lhe advanLage of offerlng
a low, Lax-exempL lnLeresL raLe wlLhouL Lhe cosLly and Llme-consumlng process of compleLlng a sLand-
alone bond lssuance.
MassuevelopmenL Leams up wlLh banks LhaL provlde leLLers of credlL supporL for Lhe bond offerlng. 1he
parLlclpaLlng banks wlll have Lhe flnal approval of Lhe borrowers, sub[ecL Lo prevlously esLabllshed credlL
crlLerla.
lunds ln ool Loans are asslgned on a flrsL-come-flrsL-serve basls, and wlll be commlLLed Lo borrowers
when Lhey slgn and close a commlLmenL agreemenL wlLh MassuevelopmenL.
1he expecLed credlL proflle for Lhe borrower wlll lnclude adequaLe cash flow Lo cover debL servlce
paymenLs, a hlsLory of operaLlng surpluses, accepLable loan-Lo-value for real-esLaLe backed loans, and
oLher cusLomary Lerms and condlLlons.

Va|ue Lease
A Lax-exempL lease ls essenLlally an lnsLallmenL loan. An lnvesLor lends funds Lo Lhe borrower Lo
purchase equlpmenL and compleLe any relaLed renovaLlons, and Lhe borrower agrees Lo make paymenLs
on a perlodlc basls (monLhly, quarLerly, or seml-annually). Cenerally, Lhe borrower leases Lhe equlpmenL
for a lengLh of Llme approxlmaLlng Lhe useful economlc llfe of Lhe equlpmenL. AL Lhe end of Lhe lease
Lerm, Lhe borrower Lyplcally pays a nomlnal amounL (usually $1) and assumes ownershlp of Lhe
equlpmenL.
A Lax-exempL lease offers lnLeresL raLe savlngs, lL ls as slmple as LhaL. lnLeresL raLes avallable Lhrough Lhe
value Lease rogram may be 2 Lo 4 below Laxable raLes, provldlng subsLanLlal savlngs.
value lease ls approprlaLe for all Lypes of equlpmenL purchases of $300,000 and up. ldeally, a pro[ecL
should lnclude aL leasL one large asseL or group of relaLed equlpmenL. ln addlLlon, smaller lLems such as
auLomoblles, compuLers, or paLlenL-room Lelevlslon sysLems can be flnanced (as long as Lhe smaller
lLems represenL a modes componenL of an overall pro[ecL). 8enovaLlon and lnsLallaLlon cosLs may be
flnanced as parL of a pro[ecL, up Lo 20 of Lhe overall flnanced amounL.

Loans & CuaranLees
age | 30 Appendlx C
lf growlng your operaLlon ls a goal, you can beneflL from a loan or guaranLee from MassuevelopmenL.
Cur low raLes and flexlble Lerms wlll help you sLay compeLlLlve ln your fleld. 8y provldlng flnanclal and
Lechnlcal asslsLance, MassuevelopmenL fosLers real esLaLe and buslness pro[ecLs LhaL generaLe
economlc beneflLs for local communlLles and Lhe sLaLe as a whole. We speclallze ln flnanclng complex
pro[ecLs LhaL requlre experlence and lnnovaLlve Lhlnklng.

redeve|opment Loans
redevelopmenL loans can be used Lo flnance early sLage pro[ecL cosLs, such as archlLecLural and
englneerlng work or Lrafflc and feaslblllLy sLudles, whlch are necessary Lo advance a pro[ecL Lo Lhe
consLrucLlon sLage. Cur predevelopmenL loan program offers:
- Loans up Lo $30,000
- ueferred lnLeresL paymenLs
1he borrower ls requlred Lo provlde a 30 maLch for MassuevelopmenL loan funds.

kea| Lstate Loans
8eal esLaLe loans can be used Lo fund faclllLy acqulslLlon, renovaLlon, consLrucLlon, and permanenL
flnanclng. Cur real esLaLe loan program offers:
- Loans or bank loan parLlclpaLlons up Lo $3,000,000
- ConsLrucLlon loans, usually made ln parLnershlp wlLh anoLher lender
ermanenL flnanclng loans
- MulLl-LenanL, mlxed use, commerclal, lndusLrlal
- ManufacLurers, small buslness, non-proflLs

lor owner-occupled real esLaLe, loan advance raLes up Lo 90 of Lhe properLy value

Lqu|pment Loans
lf your company ls expandlng operaLlons and needs Lo purchase equlpmenL, MassuevelopmenL can
help. Cur equlpmenL loan program offers:
- Loans or bank loan parLlclpaLlons up Lo $1,000,000
- llxed raLe flnanclng
- Loan Lerms up Lo seven years
- Loan advance raLes up Lo 83 of Lhe cosL of new equlpmenL

Mortgage Insurance Guarantees
MassuevelopmenL can provlde a guaranLee on a porLlon of a bank real esLaLe loan or Lax-exempL bond.
Cur guaranLee covers Lhe dlfference beLween a bank's maxlmum allowable loan advance raLe and up Lo
age | 31 Appendlx C
90 of Lhe properLy value, Lhereby lncreaslng Lhe amounL of flnanclng avallable Lo your buslness. Cur
morLgage lnsurance guaranLee program offers:

Loan guaranLees up Lo $1,000,000

Loan advance raLes up Lo 90 of Lhe value of Lhe real esLaLe
CuaranLees are also avallable for charLer school loans or Lax-exempL bonds and loans Lo companles LhaL
exporL producLs Lo lnLernaLlonal markeLs.

Green Loan rogram
MassuevelopmenL wanLs Lo help buslnesses opLlmlze energy efflclency and reduce energy cosLs. Cur
Creen Loan rogram brldges Lhe gap beLween energy efflclency pro[ecL cosLs and Lhe rebaLes or
subsldles provlded by uLlllLy companles and sLaLe/federal lncenLlve programs.
1o be ellglble, an organlzaLlon musL:
be a non-proflL or for-proflL buslness ln MassachuseLLs
have been ln exlsLence for aL leasL flve years
demonsLraLe an ablllLy Lo repay Lhe loan
Loans are avallable ln Lhe amounLs of $30,000 Lo $300,000 and are neL of pro[ecL-relaLed rebaLes or
subsldles.
Loans may only be made for pro[ecLs LhaL recelve approval for a uLlllLy rebaLe under a publlc uLlllLy
sponsored energy efflclenL program auLhorlzed by Lhe MassachuseLLs ueparLmenL of ubllc uLlllLles or
approval for a subsldy from a sLaLe/federal energy efflclency lncenLlve.
lunds may be used for:
PvAC replacemenLs or lmprovemenLs
Wlndows, lnsulaLlon, and oLher bulldlng lmprovemenLs
LlghLlng
Lnergy conLrol sysLems
Chlllers and 8ollers
PoL waLer heaLers
hoLovolLalc panels
1he appllcaLlon ls a Lwo-sLep process:
1he borrower musL flle an appllcaLlon wlLh a uLlllLy for an energy efflclenL program rebaLe.
lnformaLlon on Lhe uLlllLy energy efflclency lncenLlve programs are avallable Lhrough Lhe Mass
Save web slLe (www.masssave.com/buslness).
A loan appllcaLlon ls flled wlLh MassuevelopmenL.

USDA Loan Guarantee rogram
MassuevelopmenL ls an approved lender for Lhe uSuA 8ural uevelopmenL 8uslness & lndusLry Loan
CuaranLee rogram. 1he program allows us Lo supporL [ob creaLlon and economlc developmenL
lnlLlaLlves ln Lhe rural areas of Lhe sLaLe - communlLles wlLh fewer Lhan 30,000 ln populaLlon and noL
ad[acenL Lo communlLles wlLh over 30,000 ln populaLlon.
181

Rebuild Springfield Plan

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r e b u i l d S p r i n g f i e l d p l A n | S p r i n g f i e l d M A S S A C H u S e T T S

Housing strategy: Build on the success

Marble Street Apartments public housinglong-term effort to secure funding underway

Advance adaptive reuse of the Main Street Federal Building

Activate the Riverfront with performances and events

Upgrade industrial areas

There are over 25 faith based institutions and houses

Reforestation Focus Areas

Potential Trail Connections

Marble Street Apartments public housinglong-term effort to secure funding underway

Advance adaptive reuse of the Main Street Federal Building

Activate the Riverfront with performances and events

Upgrade industrial areas

Idea Title Create Medical and Student Quarters

Idea Title green to the core

Idea Title South end Community Center in the Hollywood area

Idea Title do you really want input from affected neighborhoods?

Idea Title Citywide

Idea Title invest in Quality neighborhoods: Vacant lots as Community Spaces

roforma Scenarlo ueflnlLlon: 8eLall-SpeculaLlve

roforma Scenarlo ueflnlLlon: Cfflce-8ulld Lo SulL

roforma Scenarlo ueflnlLlon: Cfflce-SpeculaLlve

nome Iunders rogram

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