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1 | Objective | Strategy | Potential Actions | Existing Resources | Funding | Lead | Partners | Priority | Sustainability Contributions | Endnotes | STATUS UPDATE (Spring/Summer 2021) | 2022 | |||||||||
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3 | Objective | Strategy | Potential Actions | Existing Resources | Funding | Lead | Partners | Priority | Sustainability Contributions | Endnotes | |||||||||||
4 | Objective 1.1. Celebrate the DOWNTOWN and work to increase its vitality. | 1.1.1. Develop a comprehensive vision for downtown | Form a downtown visioning committee Revisit and renew the Medfield Downtown Plan, as required, including: • identifying ways to increase commercial activity in the downtown; including making downtown a key component of town-wide economic development plans • evaluating and amending existing zoning in the downtown as needed to promote vibrancy in the downtown • ensuring any municipal projects actively consider the downtown • encouraging multi-use buildings in the downtown • engaging downtown property owners in developing the vision | Medfield Downtown Plan (2006) Historic buildings Pocket parks Pedestrian circulation network | Board of Selectmen Downtown Study Committee | Historical Commission Planning Department Department of Public Works Medfield Employers and Merchants Organization | #1 | Takes a longterm planning approach Enhances local economy; builds community | Planning: 109 Banner / PB: mixed use zoning / DPW: Transportation Improvement Program for Route 109 Corridor, includes Downtown (reconstruction, resurfaciung, multiple modes of mobility; additional aesthetic enhancements and underground utilities would be funded by the town, not by the TIP) // Historical Commission - supportive of strategy and particularly Design Review initiative for buisnesses and multi-family dwellings; factors into how HD approaches the demolition delay bylaw analysis when needed. The whole goal is fundemental to the ethos of the Medfield Historical Commission and their operations. Specific to the Downtown the MHC should specifically identify them for historic preservation (land mark buildings, downtown historic district Ord Block, Monks Block, Zullo building & other privately owned buildings) | ||||||||||||
5 | 1.1.2. Make physical changes to the downtown that increase a sense of vitality | Develop a wayfinding program that welcomes visitors to Medfield and orients them to the town’s historic and cultural amenities Implement the Pavement Management Plan for streets and crosswalks in the downtown Develop/implement a re-paving plan for the redevelopment of Route 109 and North Street Implement recommendations of the sidewalk plan (SEE ENDNOTE #1) Design and implement a street furnishings plan that includes seating, bicycle racks, drinking fountains, litter receptacles Implement a plan to install seasonal décor, including hanging flower pots, holiday lights, etc. Better regulate signs so that the design aligns with the unifying theme Streamline the sign application process Develop an incremental plan to place utility lines along Main Street under ground Consider a covered or enclosed space between the library and Zullo Gallery for use during winter | MassDOT Shared Streets and Spaces Program Town capital plan | Planning Department | Department of Public Works Medfield Employers and Merchants Organization Sign Committee Boy Scouts/Girl Scouts | #2 | Implements changes that increase resilience | Planning: Wayfinding plan $20k / DPW: Rt 109 reconstruction (see TIP project), Complete Streets program, increase green infrastructure implementation sites for BMP/ CAM: Involve CAM to promote season installations at Downtown businesses | |||||||||||||
6 | 1.1.3. Attract diverse dining and retail establishments | Initiate an annual “Taste of Medfield” to showcase the offerings of local restaurants Initiate an annual sidewalk sale weekend (or weekends) when reduced-price merchandise is placed outside along the sidewalks Explore town interest in attracting more latenight eateries Expand outdoor eating options Develop a “Buy Local” and “Hire Local’ campaign Establish a food truck bylaw to encourage and promote food trucks in the downtown | Existing restaurants and retail operations | Downtown Study Committee | Town Administrator Board of Selectmen Medfield Employers and Merchants Organization | #1 | Enhances local economy; builds community | Planning: 109 Banner | |||||||||||||
7 | 1.1.4. Improve the aesthetics of access to, around and through downtown as a means of sustaining the dining and retail establishments | Improve landscaping in the parking areas Improve the visual quality of pedestrian connections between parking areas and commercial establishments Involve the local artists community in the design of circulation patterns Develop a public art program to add sculpture and artwork to the downtown streetscape | n/a | MassDOT Shared Streets and Spaces Program MassDOT Complete Streets Program Medfield Cultural Council | Board of Selectmen Downtown Study Committee | Planning Department Department of Public Works Medfield Employers and Merchants Organization Cultural Alliance of Medfield | #1 | Promotes walkability | Planning: Revise Zoning &/or Rules and Regulations for additional landscaping requirements. / DPW: increase Low Impact Development (LID) Best Management Practice (BMP) practices | ||||||||||||
8 | 1.1.5. Preserve historic buildings that contribute to the fabric of downtown | Identify the historic buildings and landscapes that provide the foundation of downtown Replace historically insignificant buildings with sensitively-designed, carbon-neutral buildings, providing retail on the ground floor, offices on the second floor, and residential space on the third floor; amend existing zoning, as required, to allow for these changes (SEE ENDNOTE #2) Provide incentives for historically insignificant buildings to be rebuilt Develop incentives for owners of historic buildings in the downtown to preserve facades and design more attractive storefronts | Historic buildings including the town house, library, historical society and several privatelyowned prominent structures Medfield Preservation Plan (1999) | Historical Commission/ Historic Districts Commission | Planning Department | #1 | n/a | Planning: Continue engagement with Historical Commission to incentivize historic rehabilitation (in zoning or policy documents) rather than tear downs. // Historical Commission - see discussion in 1.1.1 re ID historic buildings and landscapes; Look for examples from other towns on how they have been able to incentivize rehabilitation; look at the fabric of downtown and town in general (brainstorm) to come up with a commission level priority list, look for the threads of the larger cultural fabric | |||||||||||||
9 | Objective 1.2. Preserve and enhance Medfield’s HISTORIC RESOURCES | 1.2.1. Create a “Medfield Story” that conveys the town’s history and preserves resources that tell this story | Identify historic resources, including buildings, landscapes, objects, monuments, etc. that best tell the Medfield Story Update the Medfield Preservation Plan to include these resources as “high priority” Raise awareness of Medfield’s place in United States History Support the adoption of the East Main Street Local Historic District Establish additional Local Historic Districts as identified in an updated preservation plan Involve school children and seniors in storytelling activities | Existing historic buildings including the Clark Tavern, Dwight Derby House, Unitarian Church, Peak House, Medfield State Hospital campus 4 Local Historic Districts Existing historic landscapes including Meetinghouse Pond and Vine Lake Cemetery Medfield Preservation Plan (1999) Town Historian | Massachuset ts Historical Commission Survey & Planning Grants | Historical Commission Historic Districts Commission | Medfield Historical Society Medfield Public Library Town Historian School Department Council on Aging | #2 | n/a | COA: Objective 1.2- 1. • Work with older town residents to collect their stories • As in the past hold interviews through local cable station • Use our newsletter to promote awareness • Host a Medfield History event at the Center // Historical Commission - add more information to the Commission's webpage (or referrence the Historical Society site) Work with CoA and Medfield TV; Collect Richard DeSorgher's newspaper columns; photos for the website or library that has synopsies of Medfied hIstory (topic, section of Town, chronological), foster history in economic development endeavours. History is a key value in Medfield that developers should be aware of. Story-telling lends itself to potential new historic districts, despit ethe failed effort to create the East Main Street Historic District. | |||||||||||
10 | 1.2.2. Support preservation, through re-use, of the Medfield State Hospital’s historic buildings and landscape | Implement preservation recommendations included in the Medfield State Hospital Strategic Re-Use Plan Launch a public information campaign to broaden residents’ knowledge of and appreciation for the buildings and landscape | Medfield State Hospital Strategic Re-Use Plan Medfield State Hospital historic buildings and landscape Medfield town website | Community Preservation Act (SEE 1.2.4, below) Federal Historic Tax Credits (SEE ENDNOTE #3) | Board of Selectmen | Historical Commission Planning Department Department of Public Works Medfield State Hospital Development Committee | #1 | n/a | Cultural Alliance of Medfield 99-year lease to preserve Chapel and Infirmary (June, 2020) // DPW: private development, won't be involved unless roadways are public. // Planning: Continue efforts to support re-use plan // Historical Commission: supportive of the design guidelines that were incorporated into the reuse plan | ||||||||||||
11 | 1.2.3. Support preservation of historic municipal buildings | Prepare Historic Structure Reports for historic municipal buildings to assess condition and identify preservation needs | Medfield Town House Dale Street School Medfield Public Library Hannah Adams Pfaff Center | Massachuset ts Historical Commission Preservation Projects Fund | Town Administrator | School Department Public Library Parks and Recreation Department Facilities Department | #1 | n/a | Community Preservation Act. The CPA enables adopting communities to raise funds through imposition of a voter-authorized surcharge on local property tax bills of up to 3% to create a local dedicated fund for open space preservation, preservation of historic resources, development of affordable housing, and the acquisition and development of outdoor recreational facilities. Medfield has attempted to pass this act in the past without success. https://www.communitypreservation.org/ | Historical Commission: Municipalities and non-profits are eligible for this grant, the Historical Commission should be more proactive, fix the definicencies in the demo delay bylaw, regroup as a commission given the new members regarding procedures and goals | |||||||||||
12 | 1.2.4. Relaunch the initiative to adopt the Community Preservation Act | Team with housing, open space and recreation advocates to develop a campaign to support the act. SEE ENDNOTE #1 | Community Preservation Act Study Committee Community Preservation Coalition | Community Preservation Act Study Committee | Planning Department Community Preservation Coalition | #2 | Supports open space preservation Leads to increased resilience through open space protection | Certified Local Government Program. This program of the National Park Service is a partnership between municipal governments and the Massachusetts Historical Commission that encourages and expands local involvement in preservation-related activities. MHC passes through 10% of its Historic Preservation Fund to CLG’s in the form of matching grants. Currently 26 cities and towns in Massachusetts have CLG designation. https://www.sec.state.ma.us/mhc/ and https://grantsdev.cr.nps.gov/CLG_Review/search.cfm | Planning: provide technical support depending on town policy //Historical Commission: remains supportive of CPA despite the multiple efforts, needs stronger leadership and support from the the popular sports/recreation folks ie Little League, need to overcome the "another tax" aspect, volunteers were "studying" it and could not overcome the hurdle to actually "advocate" for it | ||||||||||||
13 | 1.2.5. Apply to the Massachusetts Historical Commission to become a Certified Local Government | Restart annual reporting to the Massachusetts Historical Commission/National Park Service SEE ENDNOTE #2 | Medfield Historical Commission | Planning Department | Historical Commission | #2 | Creates a platform for resource and information sharing with neighboring communities | Federal Reinvestment Tax Credit Program. This program allows the owner of an income-producing historic structure to receive 20% of the amount spent on the qualified rehabilitation costs as a federal income tax credit. This program is administered by the Massachusetts Historical Commission. https://www.sec.state.ma.us/mhc/ | Planning: Work with Historical groups to retain CLG status // Historical Commission: Work with HDC to resusitate to position us better for grants | ||||||||||||
14 | Objective 1.3. Protect, enhance, and connect existing NATURAL FEATURES and acquire additional OPEN SPACE | 1.3.1. Protect existing open space and natural features | Expand protection of the remaining agricultural land through redevelopment efforts at the Medfield State Hospital Revise the town’s development-related bylaws so that they better safeguard the public and property from damage caused by flooding, extreme temperatures and extreme weather events Coordinate protection efforts with nonmunicipal landowners, including The Trustees of Reservations, United States Army Corps of Engineers, and Commonwealth of Massachusetts (Department of Conservation and Recreation) Preserve trees to help mitigate heat islands Consider the impact of high winds in tree placement | Medfield State Hospital campus Agricultural Preservation Restriction Program The Trustees of Reservations United States Army Corps of Engineers Department of Conservation and Recreation | Planning Board | Planning Department Medfield State Hospital Development Committee Conservation Commission | #1 | Preserves open space and natural habitats Improves air and water quality Improves resilience to flooding and extreme heat Involves collaboration with regional partners | Planning: coordinate hazard mitigation planning and municipal vulnerabilities planning with associated grant opportunities. ConCom - working on grant funding for Danielson Pond, seeking funding for additional projects - stimulus money for shovel ready projects; ADA Evaluation strategies; Prepare inventory of ConCom properties, Park and Rec and other town-owned parcels; Educate residents on the amount of open space already owned and the costs of maintenance and management (alloocation of resources) valuation, habitat, use, permitting, trail damage. Newton tree ordinance (mitigation for cutting). Intrinsic and inherent value of trees. Cut for safety but perhaps "bank" tree locations. | ||||||||||||
15 | 1.3.2. Acquire additional open space | Continue to update the map of unprotected open space to target for future purchase or negotiated easement | Medfield Open Space and Recreation Plan | Massachusetts Land and Water Conservation Fund Grant Program (EOEEA) (SEE ENDNOTE #2) Massachusetts Local Acquisitions for Natural Diversity (LAND) Grant Program (EOEEA) (SEE ENDNOTE #3) | Conservation Commission | Planning Department | #2 | Protects additional open space and natural habitats Improves air and water quality Improves resilience to flooding and extreme heat | ENDNOTE 2: Massachusetts Executive Office of Energy and Environmental Affairs (EOEEA) Land and Water Conservation Fund. The EOEEA provides grants for land acquisition and conservation efforts the Land and Water Conservation Fund Grant Program. With funding from the Federal Land & Water Conservation Fund, EOEEA provides up to 50% of the total project cost for the acquisition, development and renovation of parks, trails and conservation areas. Eligible projects include acquisitions of parkland or conservation land; creation of new parks; renovations to existing parks; development of trails. For more information contact EOEEA: https://www.mass.gov/service-details/massachusetts-land-and-water-conservationfund- grant-program. ENDNOTE 3: Massachusetts Executive Office of Energy and Environmental Affairs (EOEEA) Local Acquisitions for Natural Diversity (LAND). Through this program, the EOEEA supports the purchase of forests, fields, wetlands, Wildlife habitat, unique natural, cultural, or historic resources, and farmland by reimbursing municipalities for the acquisition of land in fee, or for a conservation restriction: https://www.mass.gov/service-details/localacquisitions- for-natural-diversity-land-grant-program. | Planning: Support the ConCom's lead in open space and recreation planning (conditional plan to expire in 2022, unless certain revisions are approved). ConCom - see above for comments about acquisition. Also land donations. 3,305 acres of open space total 2,606 acres ConCom balance is Trustees, ACOC, combo of everything - Park and Rec and other Depts. Revisit inventory in OSRP. Create a resource to identify land ownership and where the Cons easements etc. Figure out where the lands that are subject to project. | |||||||||||
16 | 1.3.3. Create connections between existing and future open spaces and improve equity of access | Prepare a map of possible connections, utilizing bike lanes, sidewalks, off-road trails, and potential easements. | The Trustees of Reservations sites (Rocky Woods, Rhododendrons, etc.) United States Army Corps of Engineers Department of Conservation and Recreation | Massachusetts Land and Water Conservation Fund Grant Program (EOEEA) (SEE ENDNOTE #2) Massachusetts Local Acquisitions for Natural Diversity (LAND) Grant Program (EOEEA) (SEE ENDNOTE #3) | Planning Department | Agent Volunteer Groups Owners of open space parcels | #2 | Promotes connectivity of open space and natural habitat Promotes walkability and increases access to active recreation options | ENDNOTE 2: Massachusetts Executive Office of Energy and Environmental Affairs (EOEEA) Land and Water Conservation Fund. The EOEEA provides grants for land acquisition and conservation efforts the Land and Water Conservation Fund Grant Program. With funding from the Federal Land & Water Conservation Fund, EOEEA provides up to 50% of the total project cost for the acquisition, development and renovation of parks, trails and conservation areas. Eligible projects include acquisitions of parkland or conservation land; creation of new parks; renovations to existing parks; development of trails. For more information contact EOEEA: https://www.mass.gov/service-details/massachusetts-land-and-water-conservationfund- grant-program. | Planning: To include in departmental work plan; Years ago Merl worked on identifying ACOE land (7-8 years ago) silver/red marks on trees marks the floodzone easements. | |||||||||||
17 | 1.3.4. Support efforts to pass the Community Preservation Act (SEE ALSO 1.2.4) | Team with housing, historic preservation and recreation advocates to develop a campaign to support the act, incorporating any lessons learned from previous attempts to adopt the act (SEE ENDNOTE #1) | Previous attempts to pass the Community Preservation Act Community Preservation Coalition | Community Preservation Act Study Committee (Revived/Reestablished) | Community Preservation Coalition | #1 | Supports open space preservation Leads to increased resilience through open space protection | ENDNOTE 1: Community Preservation Act (CPA). The CPA enables adopting communities to raise funds through imposition of a voter-authorized surcharge on local property tax bills of up to 3% to create a local dedicated fund for open space preservation, preservation of historic resources, development of affordable housing, and the acquisition and development of outdoor recreational facilities. Medfield has attempted to pass this act in the past without success. https://www.communitypreservation.org/ | ConCom: Not well understood by community,requires additional outreach and supporter. Can CPA funds be used for maintenance of existing open spaces. Worth revisiting. | ||||||||||||
18 | Objective 1.4. Guide DEVELOPMENT and REDEVELOPMENT so that is in keeping with the Town’s character. | 1.4.1. Guide new development so that it has a balanced impact on public facilities and services, including traffic, schools, water and sewage | Determine capacity of existing transportation systems, schools, and public infrastructure Identify areas where new development can be accommodated Amend zoning bylaw to reflect desired development | Zoning Bylaw/ Zoning Districts | Planning Board | Planning Department School Department Department of Public Works | #2 | Protects infrastructure critical to public health and safety | DPW: currently W&S not yet studying townwide capacity. Water Treatment Facility is being evaluated for drinking water quality. Standpipes are designed for fireflow which exceeds use capacity / Planning: Taking lead from DWP/W&S as planning department has no funding or expertise in infrastructure capacity studies | ||||||||||||
19 | 1.4.2. Guide new development so that it preserves existing open space | Limit the building of residential or commercial infrastructure in forested areas Update and amend zoning bylaw to better preserve existing open space and reflect desired development (OSRD Bylaw) | Medfield Open Space and Recreation Plan Zoning Bylaw | Planning Board | Planning Department Conservation Commission Public and private owners of open space Re-established Open Space Committee | #1 | Preserves open space and natural habitats Improves air and water quality Leads to increased resilience through open space protection | Planning: Revise zoning bylaws to mitigate impacts of sprawl (ie update Article 7, Open Space Residential Development using the Natural Resources Protection model zoning and review statutory subdivision practices).Conservation: will continue to protect jurisdictional areas protected by the Wetlands Protection Act and the town bylaw. | |||||||||||||
20 | 1.4.3. Guide new development so that it complements existing neighborhood character | Develop character-based design guidelines for individual neighborhoods, including scale and massing Establish a Design Review Board to implement design guidelines Amend zoning bylaw to reflect desired development within existing neighborhoods | Zoning Bylaw Demolition Delay Bylaw Local Historic Districts Guidelines for Changes in Local Historic Districts | Planning Board | Planning Department Historic District Commission | #1 | Takes a long-term planning approach | Planning: Added to work plan in 2014, need consultant to help in creating the structure and guidebook. Historical Commission: should be listed as Lead/Partner | |||||||||||||
21 | 1.4.4. Assess the tangible and intangible costs of new large-scale development | Require developers to conduct a fiscal impact analysis for any proposed largescale development Develop incentives for developers to finance public improvements associated with large-scale projects, including linkage fees Develop incentives and/or requirements for developers to adopt green policies regarding energy (net-zero energy) and stormwater management associated with large-scale projects | Planning Board | Planning Department Medfield Energy Committee | #2 | Takes a long-term planning approach | Planning: Added to workplan, update Board Rules and Regs and zoning bylaws | ||||||||||||||
22 | 1.4.5. Consider Design Review for large commercial and multi-family developments | Develop design guidelines for large commercial and multi-family developments Consider design review for all building permits to preserve/enhance the visual environment Establish a Design Review Board to implement guidelines for development outside the existing Local Historic Districts | Planning Board | #2 | n/a | Planning: Added to workplan, update Board Rules and Regs and zoning bylaws, create a design a review process for friendly // Historical Commission: supportive should be listed as Partner | |||||||||||||||
23 | GOAL 2.0 Make GETTING AROUND TOWN safe and pleasant | ||||||||||||||||||||
24 | Objective | Strategy | Potential Actions | Existing Resources | Funding | Lead | Partners | Priority | Sustainability Contributions | Endnotes | |||||||||||
25 | Objective 2.1. Improve traffic congestion and make traveling by AUTOMOBILE safer. | 2.1.1. Maintain roads, intersections, and sidewalks | Continue to fund the maintenance of roads, intersections, and sidewalks primarily through MassDOT Chapter 90. SEE END NOTE #1 Continue to implement the Town’s Pavement Management Program to monitor roadway conditions and prioritize their repair. | Department of Public Works Pavement Management Program | MassDOT Chapter 90 Funding | Department of Public Works | Board of Selectmen | Ongoing | Provides adaptation to climate impacts, such as flooding extreme storms Improves driver and pedestrian safety | The MassDOT Chapter 90 Program entitles cities and town to receive reimbursements on approved projects. Chapter 90 funds are for capital improvements such as highway construction, preservation, and improvement projects. | ATA: Town investing in roads through capital plan. FY22 Capital Budget includes road construction in addition to Ch. 90 funding from the state. FY22-26 Capital Plan includes additional investments in road construction above Ch. 90 funding. | ||||||||||
26 | 2.1.2. Make Improvements to the Route 109 corridor to reduce congestion and delay and improve safety | Upgrade, coordinate and optimize traffic signals to reduce delay and queuing. Evaluate potential measures to improve safety and reduce crashes between Causeway Street and Pound Street. Coordinate with Westwood on corridor improvements that would benefit both communities. | Department of Public Works Safety Committee | Department of Public Works | Safety Committee Board of Selectmen | #1 | Improves driver and pedestrian safety Involves coordination with adjacent towns | ||||||||||||||
27 | 2.1.3. Improve Safety at High Crash Locations | Evaluate potential safety improvements at: • Main Street (Rt. 109)/North Meadows Road/Spring Street (Rt. 27) • North Meadows Road (Rt. 27)/West Street • Main Street (Rt.109)/Hartford Street • North Meadows Road (Rt. 27/Dale Street • Main Street (Rt. 109)/North Street • Rt. 109 between Causeway Street and Pound Street. • Conduct Road Safety Audits at intersections above except at North Meadows Road (Rt. 27)/West Street. SEE END NOTE #2 | Town and MassDOT Crash Data Road Safety Audit Results Department of Public Works Safety Committee Police Department | MassDOT Chapter 90 MassDOT Road Safety Audits | Department of Public Works | Board of Selectmen | #1 | Improves driver and pedestrian safety Involves coordination with adjacent towns | A Road Safety Audit (RSA) is a formal safety review of an existing or planned intersection by an independent multidisciplinary team that identifies potential safety issues and improvements. An RSA was completed at North Meadows Road (Rt.27) and West Street in 2019. | ZBA Condition of Medfield Meadows: RSA performed at 27/West in 2020 and an RSA is required at Main and 109 (TBD). ATA: Town applied for and has been awarded grant funding to redesign 27/West Street intersection for $160,050. Town will then submit the project to the state's TIP program for project funding (est. $1m to $1.5m) | |||||||||||
28 | 2.1.4. Implement Traffic Calming Program | Develop a Traffic Calming Policy and Guidelines to implement traffic calming devices on neighborhood streets. SEE END NOTE #3 Evaluate potential traffic calming improvements at and around schools. Promote effective enforcement of speed limits. | Safety Committee Department of Public Works Police Department MassDOT Safe Routes to School | MassDOT Chapter 90 Funds MassDOT Complete Streets Funding MassDOT Safe Routes to School | Safety Committee | School Department Department of Public Works Police Department | #1 | Improves driver and pedestrian safety Involves coordination with adjacent towns | Traffic Calming incudes devices to slow traffic and improve safety for all travel modes. Some example devices include curb extensions, raised crosswalks and intersections, narrow lanes and neckdowns, speed humps, chicanes, speed feedback signs, and flashing beacons. | ATA: Complete Streets policy under review and will be submitted to BOS | |||||||||||
29 | Objective 2.2. Improve parking when/where possible. | 2.2.1. Implement Parking Management Strategies in Downtown | Implement recommendations in the 2018 Downtown Medfield Parking Study. SEE END NOTE #1 Encourage shared parking between businesses, churches, and Town properties. Explore public-private parking partnerships. SEE END NOTE #2 Encourage employees to use more remote underutilized parking areas in the Downtown to make spaces available for shoppers, diners, and patrons of businesses. Develop a map of parking areas. Explore parcels for the Town to acquire for parking. Consider electric vehicle charging locations to accommodate increasing electric vehicle use. | Janes Avenue Parking Lot Downtown Medfield Parking Study Department of Public Works Private electric vehicle charging stations | MassDOT Chapter 90 Funding Mass EVIP Multi-Unit Dwelling Charging Incentives (MassDEP Open Grant Program) | Planning Department | Board of Selectmen Department of Public Works Medfield Energy Committee | #1 | n/a | ENDNOTE 1: Downtown Medfield Parking Study, Final Report and Recommendations, May 2018, Nelson Nygaard. ENDNOTE 2: The Board of Trustees of the Public Library of Medfield and Roche Bros. Supermarkets Co. (Brothers) signed a Parking License Agreement in 2014 to share parking between the two sites. The Medfield ZBA approved an agreement on March 22, 2016 allowing the owners of 445 Main Street (Avenue Restaurant) to expand the Town-owned parking lot on Janes Avenue and use a portion of the parking lot. | Planning: Implement parking signage at Janes Ave for loading zone near Avenue backdoor; winter parking guidance for snowplowing the lot. Friendly wayfinding signage to encourage parking once and walking to multiple locations. Downtown end to end walk is less than 10 minutes, signal timing dependent. Encourage use of shared private parking areas through easements/agreements. Strip additional public parking areas where practical. Work with Montrose to acquire additional parking as needed. Encourage Montrose to use their backlot for employess to allow for more public parking at the Vine Brook building closer to Main Street. ATA: Town submitted expression of interest for Massachusetts Downtown Initiative to fund the wayfinding project | ||||||||||
30 | 2.2.2. Improve Signage and Wayfinding Downtown | Provide clear and concise signage to indicate parking regulations and restrictions for on-street and off-street locations. Provide wayfinding signage to inform and guide motorists to parking areas and pedestrians to Downtown destinations and back to their vehicle. Form wayfinding sign committee. | Department of Public Works Safety Committee Police Department | Department of Public Works | Planning Department | #1 | n/a | Create substance use - free zones for public parks and spaces with signage (MO, signage to be provided by DFC grant) / DPW: currently installing signage with bigger signs and bigger letters; winter parking rules for Janes Ave lot; work on shared parking strategies in densely parked areas. ATA: wayfinding study, mentioned before | |||||||||||||
31 | 2.2.3. Consider Zoning Amendment to Reduce Required Parking for Development | Review existing zoning off-street parking requirements for development projects, which are conservatively high. SEE END NOTE #3 Identify parking spaces that can be shared between multiple uses at different times. | Zoning Bylaws Downtown Parking District Safety Committee Police Department | MassDOT Chapter 90 MassDOT Road Safety Audits | Planning Board | Planning Department | #1 | Reduces impervious surfaces, improving resilience to flooding and high heat | ENDNOTE 3: Zoning for the downtown area provides that a waiver for parking requirements can be granted by the Zoning Board of Appeals. | Planning: Downtown Parking Special Permit serves it's purpose but we need to study modern parking requirements for certain uses, particularly if pursuing better dwntown mixed use zoning. | |||||||||||
32 | Objective 2.3. Improve existing infrastructure and extend PEDESTRIAN and BICYCLE networks | 2.3.1. Develop and connect pedestrian and bike facilities to create a network of safe and pleasant sidewalks, crosswalks, trails, and bike lanes. | Develop a Pedestrian and Bicycle Master Plan to inventory all existing facilities and conditions and develop short-term and long-term recommendations to improve the active transportation network. The Town has recently hired a consultant to evaluate sidewalks and pedestrian ramps. Identify locations where new sidewalks are needed to connect neighborhoods, recreation areas and Downtown. Begin construction of the Medfield Rail Trail through the Medfield Foundation initiative Develop a map showing trails for active and passive use Identify where new pedestrian ramps and crosswalks are needed to be ADA-compliant. Continue to participate in MassDOT’s Safe Routes to School program and improve walking and biking facilities around schools to encourage active transportation. SEE END NOTE #1 Implement Complete Streets measures in all projects to accommodate people of all ages and abilities. Complete the Complete Streets Prioritization Plan and apply for MassDOT funding. SEE END NOTE #2 Provide bicycle and pedestrian facility connections to the Medfield State Hospital site. Create a map to identify potential locations for new bike lanes to provide connections to destinations. Look for ways to locate walking paths away from streets, such as a path from Route 109 to Wilkens Glen. | Department of Public Works Pavement Management Program Medfield Rail Trail MassDOT Safe Routes to School Complete Streets Prioritization Plan | MassDOT Chapter 90 Funding MassDOT Complete Streets MassDOT Safe Routes to Schools | Department of Public Works | Board of Selectmen School Department Planning Department Friends of Medfield Rail Trail | #1 | Increases walkability and promotes active transportation | DPW: Complete Streets policy needs review and approval, then eligible for planning grant, then eligible for implementation grants / ADA sidewalk plan (inventory, potential future connections around schools downtown etc connections, difiiencies within network); DPW not scheduled for Rail Trail construction this spring; | |||||||||||
33 | 2.3.2. Maintain existing sidewalks, trails, crosswalks and pedestrian ramps. | Develop a sidewalk management program to schedule, maintain, and repair exiting sidewalks, crosswalks, signage, and pedestrian ramps. The Town has recently hired a consultant to conduct a town-wide study to evaluate sidewalks and pedestrian ramps | Department of Public Works Pavement Management Program MassDOT Safe Routes to School Complete Streets Prioritization Plan | MassDOT Chapter 90 Funding MassDOT Complete Streets MassDOT Safe Routes to Schools MassTrails | Department of Public Works | Consultant | #1 | Increases walkability and promotes active transportation | DPW - continue with confines of existing budget | ||||||||||||
34 | 2.3.3. Improve Walking and Biking Facilities in the Downtown area | Improve pedestrian crossings on Route 109 to improve safety and reduce pedestrian delay and discourage jaywalking. Develop short-term Shared Streets project in the Downtown to repurpose travel lanes and parking to improve capacity and safety for pedestrians, bicyclists, outdoor seating, and dining. SEE END NOTE #3 Provide facilities to attract pedestrians and bicyclists, create a sense of place and provide pleasant areas for sitting and socialization. These can include pocket parks and sitting areas, street trees, picnic benches, bicycle parking, game tables, and lighting. | Baxter Park Straw Hat Park Library Open Space Existing sidewalks Local businesses | MassDOT Chapter 90 Funding MassDOT Shared Streets Program | Department of Public Works | Safety Committee Planning Department Board of Selectmen | #1 | Increases walkability and promotes active transportation Increases access to town destinations and creates community | DPW - ped xings included in TIP project; no plans for new pocket parks. Complete Streets policy and program | ||||||||||||
35 | Objective 2.4. Explore the possibilities for providing PUBLIC TRANSPORTATION | 2.4.1. Institute a pilot program for a town shuttle to connect various frequently visited locations within Medfield and explore regional connections. | The Town to consider developing a shuttle bus pilot program to provide service for residents to local destinations and regional connections. Explore using Council on Aging vans to shuttle commuters to train stations. Coordinate with the MBTA and Central Transportation Planning Staff (CTPS) to evaluate the existing and future ridership demand for residents to MBTA commuter rail stations in Walpole, Needham, Norwood, and Route 128 Station and transit options. Evaluate the ride share and car share options as well. Evaluate the cost-benefit of the MBTA’s The Ride program in Medfield and potential alternatives with other regional transportation authorities such as MWRTA. | Council on Aging Shuttle Vans MBTA Central Transportation Planning Staff | Community Transit Grant Funding (FTA Section 5310) MassDOT Workforce Transportation Program Direct Local Technical Assistance Fund Central Transportation Planning Staff Community Connections | Planning Department | Council on Aging Board of Selectmen | #2 | Increases mobility options Increases access to town destinations Explores possibility of regional planning and resource sharing | Planning: Added to work plan for future. COA not open to broadening COA bussing at this time. | |||||||||||
36 | 2.4.2 Provide transit service for those without vehicles or who do not wish to drive, especially for older adults and teens. | Consider expanding existing Medfield Council on Aging shuttle van service which provides rides to Medfield all residents Monday through Friday 9:00 AM to 3:15 PM. Evaluate expanding using volunteer vehicles to provide rides for seniors. Volunteers are used in addition to the Council on Aging vans to provide Medical Essential Transportation door-to-door for medical appointments. Encourage residents to form informal commuter carpools to employment centers or commuter rail stations. If available, Town to identify underutilized parking lots in central locations that can be used for carpool parking. Micro-transit mini-buses and vans can be considered for carpool vehicles. Consider how Transportation Network Companies (TNC) such as Lyft and Uber can provide carpooling options. SEE END NOTE #1 Explore deploying electric autonomous vehicles such as Olli. SEE END NOTE #2 | Council on Aging Shuttle Vans Volunteer vehicles MBTA “The Ride” MBTA/GATRA Ride Match Service | Planning Department | Council on Aging | #1 | Increases mobility options Increases access to town destination and creates community | ENDNOTE 1: UberPool and Lyft Shared Ride services are suspended in the United States and Canada to reduce the spread of COVID-19. ENDNOTE 2: Olli is a 3D-printed connected electric autonomous shuttle. | Add transporation services for youth; community services/programs; crossover with MO programs. COA: Objective 2.4.2 • Any expansion of transportation service will require increase is staffing o Required Trainings through MArtap • We currently utilize volunteers for our Medical Ride Transportation Program and have been for almost 19 years • Provide training for those seniors who have smart phones and can use the use of technology for Lyft and Uber / Planning: Added to workplan | ||||||||||||
37 | **As a result of COVID-19, it is recognized that many commuters avoid taking public transit and carpooling if they have other options such as work-from-home and personal automobiles. Therefore, transit strategies may not be feasible until society adapts or returns to a more favorable mass public transit commuting environment. | ||||||||||||||||||||
38 | GOAL 3.0 Encourage ECONOMIC ACTIVITY | ||||||||||||||||||||
39 | Objective | Strategy | Potential Actions | Existing Resources | Funding | Lead | Partners | Priority | Sustainability Contributions | Endnotes | |||||||||||
40 | Objective 3.1. Diversify the TAX BASE | 3.1.1. Incentivize development | Create incentives for redevelopment and encourage developers to invest in the town. Update and substantially revise the Town’s off-street parking requirements, especially in the B district. Most nonresidential uses have unusually high parking requirements. | Economic Development Committee Board of Selectmen/ Town Administrator | Planning Department | #1 | Enhances local economy and builds community | Offer public support for commercial development projects (ie forthcoming Chipotle at Shaws plaza) | |||||||||||||
41 | 3.1.2. Update the Zoning Bylaw with economic development in mind. | Fund and carry out a comprehensive review and revision of the Medfield Zoning Bylaw. Reduce front and side setback requirements in the BI district. Consider increasing the maximum building height for structures in the BI and IE districts. Survey business owners in the BI and IE districts for their input about opportunities to update the zoning in ways that will benefit their establishments. | Planning Department | Economic Development Committee | #2 | Takes a long-term planning approach | Planning: Zoning Diagnostic funding requested for FY22 but tabled due to budget contraints. This is a fundemental item that the PB wants to do before we go further down the path of revising zoning in accordance with the various master plan recommendations. Will pursue grant funding or request funding in future fiscal years; will review dimensional requirmeents as needed; Planner visted downtown business properties on 3/17/21 as part of the LRRP survey flier distribution. ATA: submitted expression of interest in April 2021 for new state grant program for planning grants which could fund the Zoning Diagnostic and additional zoning bylaw review | ||||||||||||||
42 | 3.1.3. Recognize elder care as an economic development opportunity | Remove regulatory barriers for assisted living and memory care residences, which typically generate considerable tax revenue (except when owned and operated as a charitable entity). There is a significant market for elder care services in Eastern Massachusetts. | Planning Department | Affordable Housing Committee Council on Aging | #1 | Builds resilience of a vulnerable population Increases the safety of senior residents Diversifies the local economy and increases access to services for senior residents | COA: Objective 3.1.3 • COA has been and is fully supportive on appropriate, affordable senior housing o Apartment style o Small 1300-1500 sq ft one floor o Independent living option similar to Magnolia Heights in Franklin o Assisted Living o Memory care Planning: on workplan, lower priority as CARE is a major component and priority of MSH | ||||||||||||||
43 | 3.1.4. Provide for a wider mix of uses in the BI district. | Consider replacing the special permit for many of the uses in the BI district with a permitted use/site plan review process to reduce regulatory barriers. Consider allowing food service businesses up to a certain size to support employees in the BI district. Allow small take-out (not drive through) establishments as of right. Allow co-work facilities as of right in the B and BI districts, Allow R&D, manufacturing as of right, subject to SPR, and subject to reasonable maximum size thresholds (over which a special permit would be required). Allow inns and hotels by special permit in the BI district. | Economic Development Committee | Planning Department | #1 | Encourages walkable downtown areas | Planning: Start with zoning diagnostic and identify ways to modernize use table | ||||||||||||||
44 | 3.1.5. Encourage and support local self-employment | Explore the feasibility of developing a co-work facility in Medfield, ideally in the downtown area or at Medfield State Hospital, to bolster interaction between local self-employed people and the downtown business community. | Economic Development Committee | Medfield Employers and Merchants Association (MEMO) | #2 | Increases the resilience of the workforce during extreme weather Increases economic resilience and access to employment options | TA: Annual State of the Town Address to MEMO 01/21/21. // Cultural Alliance of Medifeld (CAM) connects with artists and creatives as local, self-employed people. | ||||||||||||||
45 | Objective 3.2 Become more BUSINESS-FRIENDLY | 3.2.1. Hold business roundtables with local businesses | Conduct a quarterly roundtable with local businesses to improve local government’s understanding of their needs and tap their expertise about issues facing the community. Use local business owners as advisors to the town administration. | Medfield Employers and Merchants Association (MEMO), | Town Administrator | Economic Development Committee Board of Selectmen | #1 | Strengthens the local business | |||||||||||||
46 | 3.2.2. Increase efficiency in permitting | Streamline permitting wherever possible, converting special permits to uses as-of-right with site plan review, publishing design guidance, and moving small projects to an administrative (staff level) site plan review process. | Planning Board Planning Department | Economic Development Committee Board of Selectmen | #2 | Planning: Streamlining always on workplan; will consider ways to grant planner certain administrative level responsibilities | |||||||||||||||
47 | 3.2.3. Create a small business portal on the town website | Provide links to resources of interest to small businesses, including technical assistance, advisory services, funding sources, and sources of news and information useful to downtown and other businesses. Survey the business community to find out what kinds of information and technical assistance they need and would be interested in having better access to locally. Use the survey process to build a working database of business establishments, and use the database to help the town better understand its existing businesses and changes within the employment base over time. | Economic Development Committee Economic Development Officer (new; position to be created when feasible)) | Medfield Employers and Merchants Association (MEMO) | #1 | Strengthens the local business community | Cultural Alliance of Medfield connects with artists and creatives as self-employed. | ||||||||||||||
48 | 3.2.4. Train Town boards and staff | Provide training to Town boards and staff about best practices and methods of community economic development. Train inspectional staff in “customer friendly” approaches to inspections at small business establishments. | I-495 Partnership Metropolitan Area Planning Council | Board of Selectmen Economic Development Officer (new) | Economic Development Committee Planning Department | #1 | n/a | Planning: email sent to 495 Partnership, additional resource is Mass Office of Business Develoment or Mass Downtown Initiative? Currently (Mar 2020) working on the LRRP grant and have sumitted a regioal application to MOBD. | |||||||||||||
49 | 3.2.5. Institute a business visitation program | Design and develop a program to familiarize Town staff and volunteer “ambassadors” with local businesses and build rapport with business owners. For an effective economic development program. the town should be visiting at least two or three local businesses per week. | Economic Development Committee Economic Development Officer (new) | Town Administrator Planning Director MEMO | #2 | Strengthens the local business community | ATA: | ||||||||||||||
50 | GOAL 4.0 Provide a range of HOUSING options | ||||||||||||||||||||
51 | Objective | Strategy | Potential Actions | Existing Resources | Funding | Lead | Partners | Priority | Sustainability Contributions | Endnotes | |||||||||||
52 | Objective 4.1. Provide smaller units for older adults, younger adults and others looking for more AFFORDABLE housing | 4.1.1. Reduce regulatory barriers to housing production | Allow two-family dwellings as of right, subject to site plan review, in the RU, RS, and RT districts, at the minimum lot area for each district in the Table of Area Regulations (i.e., without requiring additional land for the second unit. 20,000/20,000/40,000). Allow accessory dwelling units as of right in owner-occupied homes, subject to site plan review, in all residential districts; both inside a single-family home and in an existing detached structure. Limit one ADU per lot. | Housing Production Plan Massachusetts Analysis of Impediments to Fair Housing Choice MAPC Regional Housing Plan | Planning Board Affordable Housing Committee | Planning Department | #1 | Enhances housing market and increases access to a diversity of housing options | Planning: Participating in Living Little syudies with MAPC, perhaps to move forward with MAPC TA to develop better ADU bylaws | ||||||||||||
53 | 4.1.2. Encourage congregate residences, assisted living, and memory care residences | Provide for congregate residences, assisted living residences, and memory care facilities at Medfield State Hospital and to support aging in community and meet needs of Medfield families with elder family members who need supportive care. Allow as of right, subject to site plan review, with reasonable limits on maximum density. | Senior Housing Survey Senior Housing Study Final Report Medfield State Hospital Reuse Plan | Planning Board | Senior Housing Study Committee Planning Department Affordable Housing Committee | #1 | Builds the resilience of a vulnerable population | Planning: support MSH re-use | |||||||||||||
54 | 4.1.3. Support mixed uses in business-zoned areas. | Allow upper-story multifamily units above commercial space as of right, subject to site plan review, in the B district. Tailor parking requirements to the ability of mixed-use projects to share parking between uses. Create a guidance document to educate property owners about how to design a mixed-use project that will satisfy the Town’s architectural and site design objectives for business districts. | Economic Development Committee | Affordable Housing Committee | #2 | Increases residential access to downtown centers | Planning: Mixed use is on the work-plan. Want to do zoning diagnostic and any assocoaited reformtting prior to adopting more complicated zoning. Might be possible to do an abbreviated amendment based on other towns' mixed use bylaws but still requires time and headspace to figure out the best practice for Medfield | ||||||||||||||
55 | 4.1.4. Evaluate the effectiveness of Section 300-14.16, Inclusionary Zoning | Review affordable housing production that has occurred under Section 300-14.16 and determine whether the bylaw is meetings its objectives. Consider removing special permit requirement and providing for a modest “by right” density bonus. | Planning Board | Affordable Housing Committee | #1 | Increases access to a diversity of housing options | Planning & AHT: undertaking 2021 HPP update and will review inclusionary zoning as part of the work. | ||||||||||||||
56 | Objective 4.2. Encourage the development of alternative housing types | 4.2.1. Review with the Attorney General the legality of existing Sec. 4.28 (Table of Uses) | Review the special permit for “community residences for rehabilitation of mentally and physically handicapped” in light of the protections for group residences under Sec. 3 of Chapter 40A and the obligation to provide reasonable accommodation under the Americans with Disabilities Act of 1990 and the federal Fair Housing Act. | Affordable Housing Committee | Planning Department | #1 | Improves safety for mentally and physically disabled residents Improves access to housing for disabled residents | Planning: Zoning diagnostic | |||||||||||||
57 | 4.2.2. Work with providers of group residences to establish additional dwellings in Medfield. | Recruit organizations that specialize in serving adults with disabilities to establish a group home in Medfield, first to diversify housing options and second, to increase the number of units on the Chapter 40B Subsidized Housing Inventory. (Each room in a group home counts as a separate unit.) | Affordable Housing Committee | Medfield Housing Authority | #1 | Improves safety for mentally and physically disabled residents Improves access to housing for disabled residents | AHT: on-going meetings with TIL, Lifeworks, NeuroRestorative | ||||||||||||||
58 | 4.2.3. Revise the Open Space Residential Development Bylaw, Article 7. | Update and revise Article 7 to make it an effective, “best practices” tool for natural resource protection and housing choice. Eliminate the “perfect square” requirement in the minimum lot regulations for OSRD developments, allowing a mix of residential use types (single-family, townhouse, two-family, multifamily), and reduce the minimum acreage for a qualifying tract of land. | Planning Board | Conservation Commission Zoning Board of Appeals Board of Selectmen | #2 | Preserves open space and natural habitats Improves resilience through the protection of open space | Planning: Zoning Diagnostic/Update Art 7 on workplan | ||||||||||||||
59 | 4.2.4. Provide Meaningful Housing Choices | Make affordable units created in Medfield available on a fair and open basis to income-eligible people without a local preference requirement. | Affordable Housing Committee | Board of Selectmen Planning Board | #1 | Noted, local preference requiremenst are politically palatable but are rarely met. | |||||||||||||||
60 | 4.2.5. Evaluate options for cottage units. | Study and consider regulatory strategies to allow cottage dwellings on small, substandard lots. | Planning Board | Affordable Housing Committee Board of Health | Planning: to pursue ADU technical assistance from MAPC as part of the Living Little concept. | ||||||||||||||||
61 | GOAL 5.0 Provide PUBLIC FACILITIES and SERVICES that meet the needs of all residents. | ||||||||||||||||||||
62 | Objective | Strategy | Potential Actions | Existing Resources | Funding | Lead | Partners | Priority | Sustainability Contributions | Endnotes | |||||||||||
63 | Objective 5.1. Support excellence in EDUCATION | 5.1.1. Support the School District to meet its facility needs | Support the Department’s plans for deferred maintenance. Support the Department in its efforts to update the school buildings to meet contemporary pedagogical goals and philosophies. Consider providing free full day Kindergarten. Consider providing after school care for Pre-K age group. Closely monitor student enrollment projections and limit the need for modular classrooms. | Medfield Public School buildings | MSBA, Capital Stabilization Fund, potential givernmental funding for universal Pre-K/K | School Department | Board of Selectmen School Committee Medfield After School Program | #1 | Increases access to educational facilities and builds community | ||||||||||||
64 | 5.1.2. Improve communication and relationship between the School Department and other Town Departments | Communicate school budget needs to residents without children in the school system. Continue to promote the use of the school buildings by the community at large during after school hours. | Town website Newsletter Town residents | School Department | Board of Selectmen Town Departments Medfield After School Program | #1 | Increases access of school assets by all residents | MO is currently an active partner with this item (prevention work, clinical work, guidance supporting emotional wellness of students, particularly with Team Rival and Wellness Department) | |||||||||||||
65 | 5.1.3. Support the Dale Street School process | Support the School Department in its effort to complete the feasibility study and hold a Special Town Meeting in Fall 2021. SEE END NOTE #1 | Feasibility study underway | MA School Building Authority (MSBA) + Town appropriation | School Building Committee | Board of Selectman School District Administration School Committee | #1 | ENDNOTE 1: Massachusetts School Building Authority’s school enrollment projections estimate an additional 800 students in the next 9 years (See Townwide Master Plan, Volume II: Inventory and Assessment of Existing Conditions, page 6-9). Some in Town have questioned this estimate and consider it to be too high. | SBC in the Preferred Schematic Phase w the MSBA. Special Town Meeting Scheduled for September 2021, and Special Town Election scheduled for October 2021 to appropriate funding and hold debt exclusion override vote. | ||||||||||||
66 | 5.1.4. Preserve the town-wide grade configuration | Medfield has an unusual grade configuration that is enthusiastically supported by its residents. SEE END NOTE #2 | Existing configuration | School Department | School Committee | Continuous | ENDNOTE 2: The Town has an unusual grade configuration in that each school accommodates a number of grades for the entire Town. When residents were recently surveyed regarding this arrangement 86% of parents reported wanting to maintain a town-wide grade cohort as opposed to the neighborhood school model. | ||||||||||||||
67 | Objective 5.2. Continue to plan, manage and maintain municipal FACILITIES | 5.2.1. Continue to support facilities management practices | Maintain a Preventive Maintenance Plan and update and implement it on a regular (annual) basis. Report progress to date in the annual Town Report. Take a long term approach to budgeting and recognize the need to invest in preserving existing facilities as well as to support the need for new facilities and/or services. Continue to implement the Roof Replacement Plan Recognize and plan for the full costs associated with expansions of town staff, programs, and services Restructure department budgets to reflect the full costs of staff, programs, and services, including benefits costs that are currently consolidated in separate town-wide budgets | Facilities Master Plan Municipal Building stabilization fund 20-Year Plan including inventory of existing conditions of all municipal buildings ADA Compliance Committee Town adopted Financial Policies | Apply funds obtained through major capital sales of town assets to the town’s long-term financial obligations | Board of Selectmen | Facilities Department Planning Department | Continuous | Take a long-term planning approach and increases resilience to climate shocks | ATA: Town approved an override in FY2019 to establish the Municipal Buildings Stabilization Fund which is being used to fund capital improvements and repairs in town and school buildings. | |||||||||||
68 | 5.2.2. New Facility for Recreation Department | Review the findings of the Market and Feasibility Study and explore options for constructing a new facility to accommodate the community’s desire for programming and activities. Explore options for providing additional athletic fields including converting a 12-acre former farm into municipal athletic fields (located south of Hospital Road). | Parks and Recreation Department | Board of Selectmen Parks and Recreation Commission | #1 | Promotes active lifestyles Improves access to recreational facilities and builds community | P&R has not finalized the study - delayed due to COVID, also waiting on results of Dale/Wheelock Study; may make Dale Street an ideal location for new facility to avoid infrastructure extension costs to Hosp Road site. Permanent Building Committee began conversatiions about long term use of Dale Street School should Elementary SChool building project be approved. | ||||||||||||||
69 | 5.2.3. Consider creating an intergenerational Community Center | Capitalize on the need for a larger Council on Aging facility and the desire for additional opportunities for community gathering to create a new intergenerational center. Explore locations that are central and accessible to most residents (e.g. downtown) | Dale Street School The Center | Board of Selectmen | Council on Aging Parks and Recreation Department Parks and Recreation Commission | #1 | Provides critical services for senior residents Improves access to public spaces and builds community | Potential for community and intergenerational gathering spaces in Cultural Alliance (CAM) plans at State Hospital; P& R offers adult programs so a new P&R facility would also be for adults. | |||||||||||||
70 | 5.2.4. Develop a Dale Street School Reuse Plan | If a new Dale Street is built, conduct an assessment of existing conditions and feasibility study of potential reuses for the old school building. Keep the building for municipal use. | Board of Selectmen | Planning Department | #1 | ||||||||||||||||
71 | 5.2.5. Determine appropriate uses for other town-owned properties | Continue to promote the reuse of the Medfield State Hospital (SEE GOAL 6.0) Determine whether to develop or to sell the following properties: • Hinkley property • Lot #3 (11-acres that abut the Ice House Rd. cul-de-sac and the parking area for the Kingsbury Club) • West Street at the Railroad tracks • W&S land behind Wheelock • Land around the Wastewater Treatment Plant • The old landfill Apply funds obtained by selling these assets (such as those listed above) to the Town’s long term financial obligations | Town-owned parcels | Board of Selectmen | Planning Department | Continuous | Takes a long-term planning approach and increases resilience to climate shocks Protects water quality | ||||||||||||||
72 | Objective 5.3. Improve municipal UTILITIES | 5.3.1. Ensure adequate funding for the ongoing maintenance and upkeep of the town’s transportation, water, and sewer infrastructure | Develop a Sidewalk Plan to help prioritize repairs, ADA compliance, and locations for extending sidewalks and walking paths. Update the Pavement Management Plan on an annual basis. (SEE OBJECTIVE 2.3) | Chapter 90 Funding | Board of Selectmen | Planning Department Department of Public Works | Continuous | Takes a long-term planning approach and increases resilience to climate shocks Improves mobility options | DPW: ADA cuurently underway; pavement management plan is updated yearly. | ||||||||||||
73 | 5.3.2. Establish and annually update a 20-year capital plan for Sewer System | Continue to repair and replace aging pipes. Support the Sewer Department in their efforts to address infiltration and inflow problems. Determine where system expansions may be desirable and explore funding mechanisms. | Sewer Department Department of Public Works | Board of Selectmen | #1 | Takes a long-term planning approach and increases resilience to climate shocks Protects water quality | Capital plans exist for water and sewer, they get updated as needed (5yrs); repairing and replacing aging pipes occurs; IDDE investigtions occuring through the IDDE program as part of the MS4 permit | ||||||||||||||
74 | 5.3.3. Consider regional solutions to electric supply | Continue to repair and replace aging pipes. Support construction of Water Treatment Plant (will be at Town Meeting in May 2021). Consider instituting more water conservation measures. Increase awareness regarding need to conserve water. Explore alternative/back up sources of water. SEE END NOTE #1 Determine where system expansions may be desirable and explore funding mechanisms. | Water Department | Board of Selectmen | #1 | Improves energy resilience Considers work done by neighboring Towns | ENDNOTE 1: Water usage is close to capacity and there is no well redundancy. There may be a need to expand system in the future. | Strategy and potential actions do not match here | |||||||||||||
75 | 5.3.4. Assess whether or not the Town’s long range plans are supported by long range plans for infrastructure improvements | Continue to monitor and coordinate long term planning by using Asset Management GIS layers of municipal water and sewer systems and compare to goals regarding increased residential (more small, affordable units) and commercial development (additional retail and restaurants); identify potential service gaps. | GIS layers | Department of Public Works Water and Sewer Division | Planning Department | Continuous | Take a long-term planning approach and prepares infrastructure for climate shocks | DPW review projects development proposals on a case by case basic rather than preparing for growth - lack of funding to be able to do build-out studies. | |||||||||||||
76 | *** Explore alternative funding sources for placing utilities underground in the downtown. | ||||||||||||||||||||
77 | GOAL 6.0 Support the reuse of the STATE HOSPITAL | ||||||||||||||||||||
78 | Objective | Strategy | Potential Actions | Existing Resources | Funding | Lead | Partners | Priority | Sustainability Contributions | Endnotes | |||||||||||
79 | Objective 6.1. Pursue the vision and aspirations of the MEDFIELD STATE HOSPITAL MASTER PLAN | 6.1.1. Integrate redevelopment of the campus into town-wide economic development plans | Support development of arts incubator spaces at the redeveloped campus. Encourage an independent movie theatre to locate at the redeveloped campus. | Medfield State Hospital Strategic Reuse Master Plan Medfield State Hospital Development Committee | Medfield State Hospital Development Committee | Planning Dept. Cultural Alliance of Medfield | #1 | Strengthens the local economy and builds community | |||||||||||||
80 | 6.1.2. Make the MSH campus into a town destination | Develop a well-defined multi-use route from downtown to the campus, including sidewalks, trails, and bike lanes. Improve existing trails and develop new trails throughout the campus. Integrate needs of the Parks and Recreation Department for additional athletic fields. Work with the Massachusetts Cultural Council to establish a cultural district in Medfield, with the MSH campus at the heart. (SEE ENDNOTE #1) | Medfield State Hospital campus Medfield State Hospital Strategic Reuse Master Plan MSH campus rezoning Medfield State Hospital Development Committee Cultural Alliance of Medfield Visual and performing arts organizations | Medfield Foundation Medfield Cultural Council | Board of Selectmen | Medfield State Hospital Development Committee Economic Development Officer (new) Planning Department Department of Public Works Parks & Recreation Department Cultural Alliance of Medfield | #1 | Increases mobility options Strengthens the local economy and builds community | ENDNOTE 1: Cultural District Designation. As of the compilation of this plan, the Massachusetts Cultural Council has paused formal consideration of applications for state-designated cultural districts while it reorganizes its Communities Initiative staff to better serve the Commonwealth’s cities and towns. | Town Office space (Planning, Outreach) at MSH; MO to office services. MO as Partner Org. DPW: currently snow removal, future developers will be responsible for maintenance once developed. P&R not sure where fields would go, but unlikely on North of Hospital Road, possibly on South of Hospital Road (old Odessy house location) | |||||||||||
81 | 6.1.3. Prevent over-development of the former Medfield State Hospital | Conduct a reality check on redevelopment by: • Vetting the qualifications of developers who have expressed interest in the project • Drafting a request for proposals from qualified developers • Soliciting proposals • Selecting the most qualified developer Work with the developer to ensure that open space and river vistas are preserved, and traffic congestion is minimized | Medfield State Hospital Strategic Reuse Master Plan Medfield State Hospital Development Committee Amended zoning for the MSH area | Board of Selectmen | Planning Department Medfield State Hospital Development Committee Cultural Alliance of Medfield | #1 | Strengthens the local economy, encourages reuse of existing resources, and builds community | ||||||||||||||
82 | 6.1.4. Support the reuse the Chapel as an arts and cultural center | Implement recommendations of the Medfield State Hospital Master Plan pertaining to reuse of the Chapel SEE END NOTE#2 Consider passing the Community Preservation Act as a potential means of financial support for chapel rehabilitation (SEE ALSO GOAL 1, 1.2.4 and 1.3.4) | Existing Chapel Medfield State Hospital Strategic Reuse Master Plan Medfield State Hospital Development Committee MSH campus rezoning Community Preservation Act Study Committee Cultural Alliance of Medfield | Mass. Cultural Council Cultural Facilities Fund Community Preservation Act | Board of Selectmen | Planning Department Medfield State Hospital Development Committee Cultural Alliance of Medfield | #1 | Creates an additional gathering space for community members | ENDNOTE 2: The Town has entered into a 99-year lease with the Cultural Alliance of Medfield as a first step towards activating the Chapel as an arts and music center. | ||||||||||||
83 | 6.1.5. Locate and build a dog park to accommodate pet-owners currently using the MSH grounds | Identify a location or locations in Medfield with easy access and ample land to accommodate a dog park Hire a designer to create a plan for the park Implement the design Develop an information campaign to notify dog-owners of the new park (and prohibition of dogs at the Medfield State Hospital campus) Consider creating a dog park on a portion of the Medfield State Hospital campus. (SEE ENDNOTE #3) | Medfield State Hospital Development Committee | Board of Selectmen | Planning Department Medfield State Hospital Development Committee Department of Public Works | #2 | Creates an additional gathering space for community members | ENDNOTE 3: Other State Hospital Sites. Other municipalities in Massachusetts that have redeveloped former state hospitals include Danvers (Avalon Bay at Danvers), Foxborough (Chestnut Green), Westborough (Del Webb Chauncy Lake) and Northampton (Village Hill). Most of the redevelopment has taken the form of housing; Chestnut Green at Foxborough is mixed-use. Both Danvers and Northampton have retained some of the historic campus buildings. ENDNOTE 4: Dog Parks. Other nearby towns with established dog parks include Franklin, Sharon and Medway. A portion of the former Northampton State Hospital grounds were reserved for use as a dog park in the redevelopment of the site. | DPW: no opinion | ||||||||||||
84 | Objective 6.2. Reuse the buildings and campus to meet TOWN NEEDS | 6.2.1. Designate a new location for Dog walkers | Explore the possibility of creating a Dog Park (SEE 7.1 and/or 1.3) | Planning Department | Medfield dog owners | #2 | Creates an additional gathering space for community members | ||||||||||||||
85 | 6.2.2. Find a new location for the school buses | Explore alternative sites | School Department | Planning Department | #3 | n/a | |||||||||||||||
86 | 6.2.3. Address Town housing needs | Provide appropriate housing for older adults and affordable housing. (See also, Strategy 4.1.2) | Planning Department | Council on Aging Housing Authority | #1 | Builds resilience of vulnerable populations | Planning: HPP 2021 update to commence Summer 2021 | ||||||||||||||
87 | 6.2.4. Create a sustainability model for the rest of the Town | Showcase how Medfield can be a leader in the sustainability area, e.g. net zero, opportunity for education. (SEE END NOTE) Connect to art and cultural center to explain and express sustaibility. Encourage research and development for net zero development possibilities. | Devens, MA Net Zero and E+ Housing Net Zero Building Codes NESEA Energy Case Studies Cambridge, MA Net Zero Action Plan | MA Leading by Example program Green Communiities Database of State Incentivesfor Renewables and Efficiency (DSIRE) | Planning Department Planning Board | Medfield Energy Committee Building Department Department of Public Works | #2 | Models and promotes sustainable development Protects water quality Acts according to climate predictions Diversifies the economy, promotes reuse of existing resources, and builds community Serves as a regional model | ENDNOTE 1: EXAMPLE: See the Reuse Plan for Devens, MA as an example: “The Devens Reuse Plan defined sustainability at Devens as “development which achieves a balance of economic social and environmental needs, while maintaining and enhancing the natural resource base.” They lead “sustainability tours” to increase awareness and use the example to educate the public. A number of strategies were incorporated to achieve a sustainable approach to redevelopment; these include: • Conducting a greenhouse gas inventory • Creating a Devens Climate Action Plan • Offering a DEC renewable energy facility reduced permit fee schedule • Certification by LEED • Developing green infrastructure guidelines • Providing a number of resources to residents and businesses Devens, MA Net Zero and E+ Housing Codes : https://builtenvironmentplus.org/wp-content/uploads/2019/09/ZeroEnergyBldgMA2019.pdf Energy Case Studies: https://nesea.org/buildingenergy-case-studies Net Zero Actino Plan: https://www.cambridgema.gov/CDD/Projects/Climate/NetZeroTaskForce MA Leading by Example program: https://www.mass.gov/leading-by-example-program Database of State Incentivesfor Renewables and Efficiency (DSIRE):https://www.dsireusa.org | DPW: work with Recycling Committee/MEC ATA: Medfield is a Green Communitty | |||||||||||
88 | GOAL 7.0 Support HEALTH AND WELLNESS of residents | ||||||||||||||||||||
89 | Objective | Strategy | Potential Actions | Existing Resources | Funding | Lead | Partners | Priority | Sustainability Contributions | Endnotes | |||||||||||
90 | Objective 7.1. Maintain existing and provide additional opportunities for RECREATION | 7.1.1 Redevelop or relocate the Parks and Recreation facility | Update the existing Pfaff Center building or relocate the center to better provide for existing and future Parks and Recreation Department needs Redevelop the Pfaff Center into more of a Community Center serving all ages through an array of programming Evaluate the Community Preservation Act as a means of supporting future recreation activities (SEE ALSO GOAL 1: 1.2.4 and 1.3.4) | Hannah Adams Pfaff Center Medfield Municipal Facilities Evaluation and Capital Plan Medfield Open Space and Recreation Plan Community Preservation Act Study Committee | Community Preservation Act | Parks and Recreation Department. | Board of Selectmen Community Preservation Act Study Committee | #1 | Encourages active lifestyles Increases access to Town assets and builds community | MO partner with P&R for future office space (part of a multi-site service area); P&R YES! Next Steps on hold due to COVID/Dale/Wheelock study | |||||||||||
91 | 7.1.2. Construct a town sports complex to house facilities not provided at the Pfaff Center | Construct an indoor pool (Olympic size) Construct an indoor ice rink for hockey, figure skating, and recreational skating Construct a basketball court or courts Construct an indoor soccer field or multi-use field Pass the Community Preservation Act to help support recreation activities (SEE ALSO GOAL 1: 1.2.4 and 1.3.4) Coordinate with other towns in the region to share recreation facilities and/or create a regional recreation facility as an alternative to existing private facilities | Medfield Municipal Facilities Evaluation and Capital Plan Medfield Open Space and Recreation Plan Community Preservation Act Study Committee | Community Preservation Act | Board of Selectmen | Parks and Recreation Department. Community Preservation Act Study Committee Adjacent towns with matching recreation needs | #2 | Encourages active lifestyles Considers sharing resources with neighboring towns | MO as partner and encouraging access for kids; P&R would be interested in bball courts and soccer facilities (in and outdoor), current fields are overused in Spring, Summer, Fall, new fields would allow for rotation and increase the life of fields before renovation is necessary. Pool and ice rink are very expensive for on-going maintenance but P&R could manage if Town wanted to properly fund. | ||||||||||||
92 | 7.1.3. Partner with a private entity or entities to provide additional recreation amenities | Recruit a private partner to supplement amenities offered by the town, including indoor turf field(s), basketball courts, indoor soccer/lacrosse field, an ice hockey rink, a rock climbing wall | Board of Selectmen | Parks and Recreation Department Economic Development Committee | #3 | Encourages active lifestyles | MO as partner DFC grant supports substance-free activities for kids/teens; POTENTIAL NEW ACTION ITEM: MO create "wellness foundation" that seeks to foster a coalition about awareness for alternatives/community health collaborative to share and remind about common missions / information sharing / break down silos. P&R: Are public-private partnerships vialble in this realm? (missions are conflicting ie for-profit vs provide service at cost) | ||||||||||||||
93 | 7.1.4. Provide more outdoor winter recreation activities | Revive the warming hut for public ice skating at Rocky Woods | Rocky Woods ponds | The Trusrees of Reservations | Parks and Recreation Department | #3 | Encourages active lifestyles | MO as partner DFC grant supports substance-free activities for kids/teens P&R: no existing relationship, worth exploring (safety/liability) | |||||||||||||
94 | 7.1.5. Increase access to the Charles River | Collaborate with existing owners/stewards of lands along the Charles to create additional trails and canoe/kayak launching sites | Charles River Park Department of Conservation and Recreation United States Army Corps of Engineers Upper Charles Conservation Land Trust | Department of Conservation and Recreation United States Army Corps of Engineers Upper Charles Conservation Land Trust | #3 | Encourages active lifestyles and increases mobility options Increases access to natural spaces Involves collaboration with regional organizations | MO partner // ConCom - before adding more access we need to consider and evaluate the existing access sites (dumping, trash, waste) More thought in managing the spots; consider the integrity of the site. Create/enforce rules for these spaces ie dog walking areas. Uses should be consistent with the vision for the property. "Winter hunt" (deer, sportsmen) stewards, do trail clearing and monitoring, tend to be good friends of conservation and open space. Unintended consequenses of such uses. | ||||||||||||||
95 | • Construct a skateboard park • Construct a network of off-road running trails • Provide maps of existing recreation and trail facilities • It may be an option to use the former landfill for recreation. It would have to be evaluated in terms of potential health hazards, regulatory requirements and cost.: “Depending on the age and contents of the landfill, the amount of groundwater or soil contamination, and the planned recreational use, construction costs have ranged from $500,000 for a 2-acre site to $30 million for a regional park of more than 100 acres. Expenses depend on such factors as topography, availability of materials, cover design, and much more. A calculation by the Center for City Park Excellence puts the average at around $300,000 per acre. Financial responsibility for these and other costs may lie solely with the park developer or be shared by the landfill owner/operator.” Smart Cities Dive website: https://www.smartcitiesdive.com/ex/sustainablecitiescollective/dumps-destinations-converting-landfills-parks/30435/ | ||||||||||||||||||||
96 | Objective 7.2. Promote HEALTHY LIFESTYLE choices, especially for YOUTH | 7.2.1. Support Medfield Outreach (MO) | Provide information on healthy stress reducing techniques, reduce substance abuse, support suicide prevention, and promote good mental health and healthy lifestyle options, behaviors and activities. | Medfield Outreach Suicide Prevention Coalition Medfield Cares About Prevention Substance Misuse Coalition Drug Free Communities Grant SEE END NOTE#1 Local schools | Recently received Drug Free Communities grant ($625,000 over five years with potential to be extended to a 10-year grant) | Board of Selectmen | Medfield Employers and Merchants Association (MEMO) Board of Health Planning Department School Department Public Library | #1 | Disseminates information about healthy living Increases access to community assets | Lead: MO; Community Health Collaboration; Add "clinical Services" to Actions column as they currently exist. MCAP & MCSP are Medfield Foundation Initiatives but MO administers the program. Add long term funding for the Substance Use Prevention Coordinator position for when the Grant runs out/becomes a competetive grant. | |||||||||||
97 | 7.2.2. Explore ways of providing a broad range of activities | Support the Parks and Recreation Department in their efforts to continue to expand programming. Provide a location for Medfield High School students to play music for one another (as occurred when the “Fests” were active). An indoor/outdoor location would be ideal. Consider developing a shared Community Center SEE END NOTE #1 Promote healthy life style choices Work with existing groups that provide support and programming to youth Support, encourage and promote the Town Departments’ efforts to collaborate on events and programming Provide additional opportunities for recreation and socializing Further connect open spaces, recreational facilities, the downtown and other destinations with pedestrian and bike connections to reduce dependence on cars and prioritize walking and biking. Broaden offerings to include art, STEM, and other non-athletic oriented activities | Parks and Recreation Department facilities and programs Schools Library The Center | Town Administrator | Board of Selectmen Parks and Recreation Department Council on Aging Medfield Outreach | #1 | Increases mobility options and promotes healthy living Increases access to community assets and opportunity | ENDNOTE 1: The subject that received the largest number of comments at the Virtual Public Forum held on June 7, 2020, was the need to address substance abuse and mental health issues, especially with regard to youth. 1. Drug Free Communities Grant. Youth Services is involved with the Substance Misuse Coalition. Together they have received for a Drug Free Communities grant for the amount of $625,000 over five years. The grant that has the potential to be extended to a 10-year grant and will focus on the prevention of substance mis-use and promotes health and wellness. The grant provides a full time Prevention Coordinator for the Medfield Cares About Prevention (MCAP) coalition. The coalition will specifically target alcohol and vapor products, will promote positive alternatives to substance abuse, and will seek to implement strategies that focus on prevention including : • Providing information and support • Enhancing skills • Providing incentives and disincentives for youth substance abuse • Changing the physical environment • Modifying policies Also see: Let's Move! (https://letsmove.obamawhitehouse.archives.gov) outlines a number of ways elected officials can bring a community together to solve the obesity challenge: - Become a Let’s Move Town - Help parents make healthy family choices - Improve the health of schools - Increase physical activity opportunities - Make healthy food affordable and accessible Here is a guide to getting started on a Let’s Move program: Section 4-78 http://www.healthycommunitieshealthyfuture.org From by the White House Office of National Drug Control Policy in cooperation with the Substance Abuse and Mental Health Service Administration. “Medfield Cares About Prevention Awarded $625,000,” Medfield Patch, November 21, 2019 | Existing Resource: MO - especially as they broaden to middle school programming (for prevention; they already see middle-schoolers for therapy). Also Cultural Alliance of Medfield as resource for activities and potential space in plans at State Hospital. P&R: runs a spectrum of ongoing activities and tries to ingerate new new programs, depending on trends in community needs (ie P&R offerred mandarin at 7 am twice a week), activities really expanded during covid /// COA; Objective 7.2.2 • Work together with town departments to offer programming | ||||||||||||
98 | 7.2.3. Consider promoting a town-wide health and wellness campaign and involve youth in taking leadership roles. | Develop on-line and other materials to increase awareness regarding fitness, health and wellness. Promote town events and facilities that support health and wellness. Invite youth to take a leadership role in organizing and promoting campaign. SEE END NOTE #2 | Medfield Outreach Medfield Angels Medfield Helping Hands Medfield Foundation Schools Medfield Employers and Merchants Association (MEMO) Various local businesses Area gyms | Board of Selectmen | Medfield Outreach School Department Area medical professionals Area gyms | #1 | Disseminates information about healthy living Increases access to community assets and opportunities | Collation Work (Youth (politics, PSA, leadership speaking) and Health & Wellness; Partner with CAM; Add MO as a Lead; MO is a health and wellness hub for Medfield ATA: Full time Town public health nurse included in the FY22 budget | |||||||||||||
99 | 7.2.4. Consider developing an After School Teen Center | Teen Center could provide opportunities for casual socializing, a wide range of activities as well as help with homework by peers. Could be part of the Community Center or part of the new Parks and Recreation facility | Parks and Recreation facility and programs Schools | School Department Planning Department | Library Medfield Outreach | #2 | Increases access to community assets and opportunities | MO as partner; new P&R facility would have this type of feature for active or passive (sports or homework) | |||||||||||||
100 | 7.2.5. Establish Youth representation | Create a “Youth Representative” to be involved in Town affairs. Could be one position or a Youth Council that could be part of the Board of Selectmen. Set up a regular communication channel for youth to express their needs Appoint youth to existing Town Committees (in the past students were required to be part of a Town Committee for a semester; this could be reinstated). Invite youth to participate in State Hospital reuse especially with regard to sustainable practices and recreation. | Girl Scouts Boy Scouts Parks and Recreation Department facilities and programs Schools Medfield Foundation Youth Leadership Program | Board of Selectmen Town Administrator | Medfield students School Department Medfield Outreach Medfield Foundation Medfield State Hospital Development Committee | #1 | Invests in future generations Gives a voice to young residents | MO currently has youth representives on their board and MCAP Coalition; initiative to get sport teams and coaches involved with wellness; enage with pediatricians and health care providers. P&R might have kids interested in youth rep on the commission | |||||||||||||