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 SSpringfieldRedevelopmentAuthorityCitywide PlanPresented by:ConcordiaGoody ClancyBNIMProject for Public SpacesFebruary 2012iiir 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 SOverview & IntroductionintroductionCity-wide OverviewRecovery Initiatives & RecommendationsMajor Moveseducational domain recommendationsphysical domain recommendationsCultural domain recommendationsSocial domain recommendationseconomic domain recommendationsOrganizational domain recommendationsOverall recommendationsPhilanthropic OpportunitiesFunding OpportunitiesImplementation Challenges, Opportunitiesand FinancingAcknowledgements22811121529516589107113123128132143Table ofContentsr 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 Siv1r 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 SOverview & Introductionr 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 S23r 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 SIntroductionTherebuildSpringfieldinitiativewascreated in response to the June 1st tornado that struck theCityofSpringfield.However,thescopeof the initiative goes far beyond simple rebuilding. Citizens,citygovernment,privatebusinesses andotherstakeholdersralliedtogethertouse theJunetornadoasacatalystforrethinking Springfields future.TherebuildSpringfieldinitiativeintegrated communityinputwithplanningexpertiseto developarealisticactionplanforrealizingthe 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 1rebui l dSpri ngfi el dwascommi ssi onedby devel opSpr i ngf i el dandt heSpr i ngf i el d redevelopmentAuthority.Theseentities, formed in 2008 and 1960, respectively, are tasked with restoring vitality to Springfield.TherebuildSpringfieldprocesstakesplace ontwoparallellevelswithastrongemphasis 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. Atthesametime,residentsofthetornado impactedareas(districts1,2,&3)engaged inaddressingtheneedsandvisionsoftheir respecti venei ghborhoods. bygatheri ng togetheri npl anni ngdi stri ctmeeti ngs, residentsfocusedonissuesspecifictothe activitiesandexperiencesoftheirday-to-day lives.They outlined realistic actions for achieving their vision.includedintheplanonpage132isabroad outlineofchallengesandopportunitiesfor implementing the plans recommendations.it is important to note that the scope of Springfields rebuildingneedsexceedstheavailabilityof currentfundingopportunities.itislikelythat adedicatedfederalappropriationwillbe necessarytoclosedvariousfinancinggaps presented in or as a result of the plan.fi nal l y, i npl anni ngandi mpl ement i ng Springfieldsfuture,nogrouporindividual canactalone.businesses,organizations,the government,andindividualcitizensmustwork together in a collaborative and cooperative way to build a revitalized Springfield and start taking the first concrete steps toward that vision.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 S4ApproachWhat is the concept behind the Rebuild Springfield initiative?TheCitywideplanningprocessisorganized according to the six nexus domains of a healthy and vibrant community.These domains include thephysical,cultural,social,organizational, educational,andeconomiccomponentsofa community.usi ngthenexusmodel asanorgani zi ng frameworkensuresthecreationofasystemic and holistic plan for Springfields future.Assets andneedsofthecommunityareanalyzedand sometimes mapped according to their respective domain or category.While items sometimes fallintomorethanonecategory,workingin 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. Theplanningdistrictprocessalsousedthe nexusframework,butdugmoredeeplyinto issuesandideastakingshapeinSpringfields tornado-impacted neighborhoods.Mostimportantly,publicengagementhas beenkeytodevelopingthemostappropriate recommendations for Springfield.Communi tymembers; organi zati onal and busi nessl eaders;muni ci pal ,regi onal and stateagencies;andelectedofficialsmust recognizethatownershipandparticipation inimplementationofthisplanisthekeyto realizingthehopesanddreamsofthemany communi tymemberswhoparti ci patedi n creating the plan. The public meetingsat both the Citywide and district levels addressed three core phases of developing the plan: phase 1|review and analysis of existing conditions, visionphase 2|develop and synthesize opportunities,consider financial implicationsphase 3|Confirm and prioritize recommendations and implementation stepsin addition to this project framework and to the workofgoodyClancy,bniM,andprojectfor public Spaces, obtaining additional expertise was important.dan Hodge of Hdr provided economic analyses andforecasting,andplayedaverysignificant roleinthedevelopmentandshapingofthe Citywiderecommendationsintheeconomic 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 providedrealestateconsultingservicestothe entireprojectteam,includingsignificantwork tailoredtotheconditionsandneedsofthe districtsoftherebuildSpringfieldplan.Her workincludedin-depthrealestatemarket analysesaswellassupplementalinformation relatedtothetypesoffundingresources necessary for implementing the many and varied recommendations in the plan pertaining to real estate and development. 5r 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 SProcessSchedule, Phases and Community ParticipationThe rebuild Springfield planning process began inOctoberof2011andwascompletedin february of 2012.The Citywide and planning district meetings took placeasiterativeandparallelprocesseswith issuesandsolutionsdevelopedinthedistricts informingtheCitywideprocess.Therebuild Springfield plan works to assure that the city and its neighborhoods can function harmoniously.TherewerethreeCitywideMeetingsand9 planningdistrictMeetings-threemeetingsin each planning district. Thef i rstroundof meeti ngsf ocusedon Visioning,thesecondonOpportunitiesand recommendations,andthefinalroundon priorities and implementation.OCTOBERDistrict MeetingsCity-Wide City-Wide City-Wide ImplementationNOVEMBERDECEMBERJANUARYDistrict Meetings District Meetings1 1 1 2 2 2 3 3 3CITY-WIDE CONGRESSDISTRICT 1Metro Center (Downtown)South EndDISTRICT 3Sixteen AcresEast Forest ParkDISTRICT 2Six CornersUpper HillOld HillForest ParkRebuild Springeld Planning Processr 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 S6Recommendation StructureHow to read a Rebuild Springfield recommendationi 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 toensureconti nui tyandcl ari ty. Typi cal categories include:Breadcrumbs breadcrumbsareintendedtoshowthe sourceofanideaorrecommendation. Throughout the community meeting process, ideaswerecatalogedandanalyzedto developadiverseplanthataddressedall ofthecommunitysneeds.breadcrumbs allowreadersandcommunitymembersto understandwhererecommendationswere conceived.General Description Thegener al descr i pt i onof f er sa perspectiveontheexistingconditionsin Springfieldthattherecommendationwill address. This section also contains brief explanations of the recommendations approach.Partnerships/Stakeholders Thepartnerships/Stakeholderssection isalistofactorsthatmightbewell-suited to participate in the implementation of the recommendation. importantly,thepartnershiplistsreaders will see are by no means exclusive, and any individual,group,ororganizationwhois interested in participating or being included in moving forward are encouraged to do so.Priority Thepriorityofarecommendationisoften determi nedbythel evel ofsupporti t receivedduringthecommunitymeeting process. funding opportunities, time, feasibility, and impact were also considered in judging the priority of the recommendation.Action Steps TheActionStepssectionisasimplified checklist that can act as a starting point for implementation. Thesestepsaresubjecttochangeatthe di screti onofi mpl ementati onleaders asdictatedbyon-the-groundrealityof implementation once the recommendation is put into action.Project Location The project location of a recommendation is often Citywide, as many of the following recommendationsaffecttheentiretyof Springfield. Whentherecommendationaffectsamore specific location, it is expressed here to focus efforts on that site. Resource Needs Thissectionprovidesabriefdescriptionof some of the resources needed for successful implementation of the recommendation. resour ceneedscanr angef r om financingandgrantfundingtoleadership, management, and communication.Potential Resource Opportunities ThepotentialresourceOpportunities s e c t i on l i s t s e x i s t i n gpr ogr a ms , collaborations, projects, and funding sources thatmightcontributetothesuccessful implementation of the recommendation. This list is not exclusive: additional resources shouldalwaysbeexploredandincluded intherebuildSpringfieldimplementation process. More resource opportunities are expanded upon in sections at the end of this document whichwerepreparedinconjunctionwith philanthropic,realestate,andeconomic 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 ideasthathaveworkdinotherplacesand cities. implementationleadersareencouragedto reachouttotheirpeersinvolvedinthose best practices to seek advice on challenges, tactics, and strategies on how to successfully implement the recommendation.7r 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 STo Our Mother Tornado, Teatro V!daEmmy 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 handsand create the city we all want:security, connection, cleanliness, beautyfresh-feeling parkswhere we enjoy freedom.City of equality.to let go of egosand begin at the bottom.Our Mother came to clean up a disaster:Ignorance.Theyre just kidsyou say we dont know what we wantbut when we talkwe are ignored;now its our turn to speak.You had your chance.empty streets scream fear.people feel insecurein their own homes.Our Mother came to clean up a disaster.good peoplethe city wants our well-beingher family engaged in daily changefrom neighborhood to neighborhoodWhen i hear impossiblei say, im possibleeverything is possible.We are possible.let us destroy deception and hypocrisy.name is of no value here-We needAction, Voice, Conviction.An impossible visionplaced perhapsabove monetary gainbut never abovethe peoples desire for justice.Our Mother came to clean up a disaster:Fear.Our Mother, helping her childrenthe north and the South make peace,work together like they shouldto help our city be reborn.She gave us a blank pageso we can draw colorful streetsfull of lights,clean and beautiful.Our Mother came to clean up a disaster:Domination.This is not a game,no more fighting for trophies on the wall.We stand for our home, our city;we see herShe wants change;productive change.now i stand for my home, my city.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 S8Citywide OverviewA Brief on the History and Character of SpringfieldSpringfield was established in 1636, when William pynchonlaidclaimtolandontheConnecticut river.locatedbetweenthemajorportsof newYorkCity,boston,Albany,andMontreal, Springfieldgrewandprospered,firstthrough industrieslikeprintingandmanufacturing,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 ofinventionandentrepreneurship.residents todayrecogni zeandrespectthi shi story, talkingaboutitwithmuchpride.inventions andfirstsincludethefirstAmericanarmory, theinventionofthegameofbasketball,and firstsintransportationincludingmarketable automobiles, motorcycles, and fire engines.SpringfieldishometoSmith&Wesson,and localfactoriesmanufacturednearlyallofthe unionArmysweaponsduringtheAmerican Civil War. Springfields involvement and efforts during the Civil War embody the spirit of the city. Accomplishments like this brought great wealth tothecityintothemiddleofthe20thcentury. Asaresultofthisboon,Springfieldshousing stock became increasingly prominent and ornate among all of its classes. ThedenseconcentrationofVictorianpainted lady, Queen Anne, and Tudor style architecture ledtothelocalnicknameofTheCityof Homes. To this day, Springfields housing stock consists of many elaborate historic houses.Theappreci ati onandpreservati onofthe communitys historic structures is reflected in the overwhelming attention to preservation activities in the community.in 1936, at the height of the great depression, theCityofSpringfieldsufferedoneofits mostdevastatingnaturaldisasterspriorto thetornadoof2011.TheConnecticutriver flooded,inundatingtheSouthendandnorth end neighborhoods where some of Springfields f i nestmansi onsstood. Twoyearsl ater, duringthe1938newenglandHurricane,high floodwatersravagedSpringfieldonceagain. large portions of the north end and South end neighborhoodsweredevastatedbecauseof these two great floods. Other,man-madeeventshavealsoaffected Springfieldsurbanfabric.duringthe1960s, interstate91wasconstructedonthelandthat once belonged to the citizens of the South end andnorthendneighborhoods.Thehighway dividedanddispersedmostofSpringfields inhabitants,includingsectsofenglish,irish, italian,frenchCanadian,andpolishresidents. forgenerationsbefore,thislandprovided economicvalueandrecreationalaccesstothe Connecticut river. presently,thecitysdemographicsareevenly splitbetweenCaucasians,AfricanAmericans, andlati nos( whoarepri mari l yofpuerto ricandescent).participationbyallcitizens ofSpri ngfi el dthroughcul tural acti vi ti es, homeownership, and economic contributions will set the stage for Springfields resurgence in the first decade of the 21st century. TheSpr i ngf i el dfi nanceCont r ol boar d (SfCb)wasestablishedonJune30,2004to restorefinancialstabilityintheSpringfieldcity government. Since then, the SfCb has dissolved andlocalgovernmentsfiscalcapacitieshave been restored. With the formation of the SfbC, Springfields Metro Center saw significant overall improvement,includingadramaticcitywide drop in crime and a viable course for the citys continued renaissance. Springfieldhasalsobeendesignatedasa gatewayCity.Thisdesignationisgiven toformerlythrivingindustrialcitiesthatshow promise as the cultural and economic centers of their regions.Springfield,likeitsmanypeercities,hasfaced manyeconomictroublesfollowingtheworst economiccrisissincethegreatdepression. 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 andeducationinstitutionshaveplayedan importantroleinretainingmomentumand innovation in the local economy. from early trading post, to manufacturing center and invention capital, Springfields unique history is still in motion.9r 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 Sr 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 S1011r 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 SRecovery Initiatives& Recommendationsr 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 S12Major MovesThe 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 needs2 | better engage the public in the process and importance of education reform3 | Create a system of connected and integrated partnerships for a continuum of education1 | develop a process for transforming vacant lots and structures into community assets 2 | focus transportation resources to better serve and connectSpringfield residents3 | 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 plan5 | design, develop, and operate places and spaces that are efficient and respectful of natural and human resources1 | better connect the community to its cultural amenities and assets through coordinatedoutreach and diverse events and arts programming2 | Support and grow the Arts and Culture Sector through a Series of lighter, Quicker Cheaper Cultural events3 | Celebrate the old and new cultural diversity of SpringfieldEducational DomainPhysicalDomainCulturalDomainPage:15 Page:29 Page:5113r 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 S1 | Strengthen developSpringfield as the Organization to partner with the City and the SrA to take a leadership role in guiding Springfields future2 | establish a body that coalesces community organizations to achieve efficiency and efficacy through collaboration and cooperationOrganizationalDomain1 | improve the reality and perception of public safety in Springfield2 | Attract a vibrant and youthful population to be stewards of Springfield3 | improve land owner and landlord oversight4 | increase Access to Health and Wellness Services5 | provide equitable access to a variety of housing optionsSocialDomain1 | develop and harness Springfields role as the economic heart of the pioneer Valley2 | Streamline the investment process and provide creative incentives and policies to encourage economic development and entrepreneurship3 | 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 employersEconomicDomainPage:65 Page:89 Page:107r 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 S1415r 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 SEducational DomainDescriptioneduc at i onal r es our c es ar e definedasencompassingallof thecommunitysassetsthatare allocatedtolifelonglearning. i ncl udedi nthi scategoryare functionalspaces,curriculaand instructional programs for all pre-K to12,communitycollegeand universityprograms,aswellas moreinformalpublicandprivate learning spaces and activities such as civil service training or individual skills development programs.Recommendations1.put schools and libraries at the center of creating a nexus of places, programs, and access to technology to meet community needs2.better engage the public in the process and importance of education reform3.Createasystemofconnectedandintegratedpartnershipsfora continuum of educationr 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 S16Put 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 district 2 Meeting round 1 education Stakeholders meeting latino Meeting Citywide Meeting round 2General Descriptiongreateraccesstoeducati onal servi cesi s oneofSpringfieldsgreatestpublicneeds.A novelapproachmustbeadoptedforcurrent cityassetstobefleshedoutintofar-reaching institutions that do more than provide learning opportunities.CitizensofSpringfieldshould countonschoolsandlibrariesforcommunity supportinitsmultitudeofiterations.These physicalspacescandomorethanprovidean education; they can stand for the advancement towards a better quality of life and provide the means for achieving it.inlightofthetornadooflastJune,andinan effort to address long-standing educational and communitychallenges,communityinstitutions mustgalvanizesocialservicestocultivate successfromthebottom-up.byservingthe youngpeopleofSpringfieldandtheirfamilies, theSpringfieldpublicSchool(SpS)system,as well as parochial and private schools, can apply educationalcapacitiestoservethecommunity atlarge.WithachangeinSpSleadershipon thehorizon,citizensmustcontributetothe process of finding a new superintendent who is anddeveloppartnerships.Thewide-reaching SpS,parochial,andprivateschoolnetworks shoul dbearenaforthesefuncti ons.Thi s approachi smodel edi ntheCommuni ty Schoolsinitiative(communityschools.org),and cantransformaschoolfrombeingsimplya schoolhouse into a facility that serves people of all backgrounds, ages, and abilities. committedtoextendingthesystemsfunction beyond just the classroom, school facilities, and school boundaries. These goals can be reached byenablingschoolfacilitiestodomorethan teach children for eight hours a day.Thissocialsupportdoesmorethaneducate,it providesaplaceforthewholecommunityto solveissues,improvehealth,buildcapacities, Educational #117r 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 SKeystepsinclude:increasingfacilityhours, offering services to all ages, providing workforce readi nesstrai ni ng, adul tl i teracycl asses, technologicalcompetencyclasses,developing communitypartnerships,andutilizingcreative thinking in implementation. Certain institutions in Springfield already offer some of these services. byfulfillingthesecapacities,SpSwillfirmly establishitsroleintheSpringfieldcommunity andgarnermoresupportfromneighborhoods thatharboritsfacilities.inallcases,increased communi typarti ci pati onandcooperati ve communication in these facilities is paramount in ensuring success for students and families. The Springfield City library recently completed astrategi cpl anthatl ai doutachi evabl e recommendationstoimproveitsservicetothe city.Therehavebeenseriousshortcomingsin 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,theywillhavetolookforcreative 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 localstewardsofknowledge,bothanalogand digital.One strategy for catalyzing progress is through the partnership of some public library branches witheducationalinstitutions.Thisapproach wouldenabletheconsolidationofresources toallowforincreasedhoursofoperation, improvedlanguageandliteracyservices,and moreopportuni ti estoaccesstechnol ogy andtechnologicaleducation.Obviously,this implementation item has different action steps in the short- and long-term.planningforajointlibraryventureisadifficult process,butSpSandSpringfieldslibrary leadershipalreadypossesstheforethought necessary to accommodate these methods. not only will library services improve the educational experienceofSpringfieldresidents,butthese jointfacilitieswillalsobeabletoprovidea widerangeofsocialservicesandactasa community center for health, literacy, community organization,capacitybuilding,andaccessto 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.Partnerships/Stakeholders 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 ddepartmentofHeal thand Human Services Springfield Health and fitness Stakeholders Spr i ngf i el dOf f i ceof 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 uMassThe 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 SocialCulturalPhysicalEconomicOrganizationalEducationalSocialr 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 S18 Vietnamese American Civic Association Western new england university Westfield State university Resource Needs1.ThenextSuperintendentofSpringfield publicSchools(SpS)systemneedstobe commi ttedtoextendi ngthesystem s functions, benefits, and presence beyond the classroom.2.Therebuildingofbrookingsanddryden willbefundedbyatleastinpartfeMA. Thispresentsanopportunitytodesign andconstructtheseschoolsasfullservice Community Schools.3.ThenewSpSSuperintendent,aswellas leadersofparochialandprivateschools, needtoexpl orecommuni tyoutreach techni questhatembodyaCommuni ty School.4.Theli braryMasterpl anneedstobe Community SchoolsWilliam 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)thatcultivatesthoughtfulandstrategic partnershipsinordertosupporttheacademic andnon-academicaspirationsandneedsof the students and families it serves.The school provides:AfterSchool,CaseManagement, CHArlAservices,CollegeAwareness,family Assistance Team, family resource room, Health Center,OnSiteregistrations,parentsinthe Classroom,andpeckparentsunitedinAction (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: Commitmenttofamily-School-Community partnership We believe that peck students wi l l bemostsuccessf ul whenf ami l y, schoolandthecommunityareworkingin 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 cancontributemeaningfullytotheirchilds education. Commi tmenttoConsi stentAcademi c improvement-Our commitment is to finding strategiesthatcontributetoimproved student achievement. parentleadershi pWeval ueparent partnershipinallaspectsofprogramming and governance and we will continue to work towards parent leadership in the initiative. Account abi l i t yt hr oughpar t i ci pat or y eval uati on-Wearecommi ttedtothe conti nuousstrengtheni ngofthefSCS implementedwithadditionalconsideration beinggiventoco-locationofcommunity libraries with community schools.5.Creative thinking about joint-use facilities in general and their potential for more efficient useofresources,greateri mpact,and expanded services.6.li t er acy , nei ghbor hoodacces s t o t echnol ogy, andl i br ar yandschool accessibilityneedtobecoreprinciplesof future programming and planning across the educational sector.7.library services need to engage and support thedi versecommuni tyofSpri ngfi el d; helping those who dont speak english, are unemployed, or wish to continue academic enrichment.Potential Resource Opportunities1.TheSpringfieldCitylibraryStrategicplan for2011-2016wascompletedin2011.This planoffersseveralsuggestionsthatwould improveandmodernizethesystemand prepareCitylibraryfacilitiesforthe21st Century.Thisplanhaswonseveralawards and could provide a step-by-step process for helping the library system in Springfield.2.feMAfundsforrebuildingbrookingsand dryden3.MassachusettsSchoolbuildingAssistance Authority4.The City of Springfield parks and recreation divisionisoneofthelargestprovidersof afterschoolenrichmentinthecity.This divisionhasalreadycollaboratedwith thedepartmentofparks, recreati on, andbuildingManagement(dpbrM)and SpringfieldpublicSchoolstodevelopa series of learning and recreation programs. Thi spartnershi pcoul dbeval uabl ei n implementing this recommendation. 5.gates foundation (library funding)Precedents/Best Practices19r 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 Sinitiativethroughongoingformativeand summativeevaluationgroundedinthe experi encesofourpartnersi ncl udi ng students,families,facultyandcommunity 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/familyneedsonthepartoftheschool,or statedneedsanddesiresofcommunity partners. Multiple forms of parent engagement - We understand that parent participation in their childs education can take many forms, some morevisibleintheschoolbuildingthan 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 philadelphianeighborhoodforover100years. Theschoolworkswithstudentsandfamilies thathaverecentlyenteredthecountryand focusesonlanguageartsandliteracytraining curriculum.usingtheSuccessforAllprogram developed at Johns Hopkins university, the Key school has made priorities of having small class sizes and personalized reading instruction. The schoolprovidesadultliteracyworkshopsand otheradulteducationprogramsthatpromote family learning and healthy development. Health is a key component in the curriculum. A school counselor communicates regularly with families andworkswithanon-siteschool-community coordinatortoprovidefamilysupportservices, careerandeducationalguidance,andreferrals andassistancewithobtainingotherservices. Theschoolsfocusonacademicsandfamily 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 from9a.m.tosometimeswellpastmidnight, 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 thepoorestneighborhoodsinnewYorkCity. during school hours, the Center provides on-site social services, such as attendance improvement, chi l dwel f ar e, anddr opout pr event i on interventions.Afterclass,avarietyofdifferent activitiesattractvariedlocalresidents.for parents and children there are support groups, parentingworkshops,andfamilyrecreational activities. for teens, the Center offers homework helpaswellasadrugawarenessprograms, late-nightbasketball,andamovieseries.The Centersteensareactiveinthecommunity, producingpublicservicevideos,organizing streetcleanups,publishinganewspaper,and operating a nighttime teen lounge. The Center has also worked hard to gain an identity within thecommunitythroughactivitiesthatinclude voter registration booths, Center t-shirts, and a neighborhood tree-planting project. in addition tofocusingonyouthandfamilydevelopment, theCounteeCullenbeaconofferssupport tounderservedfamilies:familypreservation services, emergency help, clinical services, home visits,counseling,andpracticalhelpinfinding housing, jobs, or child care.Joint-use LibrariesThef ol l owi ngtwoexampl eshavebeen resoundingsuccessesintheircommunities, despite public/university distrust on the outset. Theresultinglibrarieshavebeenabletooffer farmoreservicesatthesameorlesscostthan beforebecauseofconsolidationofresources. These practices are on the larger scale and show thesuccessthatalargeuniversity(enrolling morethan20,000students),canpartnerwitha large library clientele (over 750,000 people in the library catchment). SanJoseStateuniversity/SanJosepublic library: After much deliberation and debate, thesetwoinstitutionscombinedtoforma 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 werehiredandtrainedintheyearthatthe library was opened. expanded programming and language services were offered because oftheavailablefundsfreedupbythe consolidation of costs in the library.Thenextfourbestpracticesareexamplesof 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/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 S20than20,000people.instudies,thisscaleof service has proven to be extremely successful in starting a joint-use school library.Emmetsburg Public Library (Emmetsburg, IA)SmithWellnessCenter,runbycooperative partnershipbetweeniowalakesCC,theCity ofemmetsburg,andthecitizensofpaloAlto County The library has its own board of Trustees The library also acts as a community center. partnershiphasallowedformorespace, increased handicap accessibility, expanded services,morestudyandleisurereading space,additionalworkspaceforstaff,and more programming opportunities. eliminated duplicative services and work excel l ent communi cat i onhassol ved logistical issues Thecomputerlabavailabletoboththe general public and students electronic resources geneal ogyroomi smai nt ai nedby genealogicalsocietyandcontainsarchives of the areahttp: //www. emmetsburg. com/Communi ty/libraries.htmFranklin Community Library (Elk Grove, CA) partnershipbetweenfranklinHighSchool, TobyJohnsonMiddleSchool,andthe Sacramento public library Opened in 2002 library was able to offer extended hours, free Wi-fi, more services and programming, and computers for public usehttp://www.saclibrary.org/?pageid=643Jeremiah E. Burke High School (Boston, MA) Combination high school and public library. developedasacollaborativeeffortby topfloor,andthehighschoolandlibrary aresandwichedbetween.Thefloorplanis flexible to enable extensive use of the facility after hours.http://www.bostonpublicschools.org/school/burke-high-schoolhttp://boston.k12.ma.us/burke/Site/Home.htmlhttp://archrecord.construction.com/schools/09_burke_high.aspEarlWarrenMiddleSchoolLibrary(Solana Beach, CA) funded through a partnership between the CityofSolanabeach,theCountyofSan diego, Californias School facilities program, the friends of the Solana beach library, and the San dieguito union High School district (SduHSd) Thecampusofthemiddleschoolwas reorientedslightlytoaccommodatethe library (relocated entry to campus, improved traffic management and bus pick up) Tripledthesizeofthepreviousfacilitiesat 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 timehttp://www.sdcl.org/locations_Sb.htmlSchool-Centered Neighborhood Revitalizationeducat i on, housi ngandnei ghbor hood revitalization go hand in hand.new education andhousingpartnershipscanstabilizefamilies and boost student achievement.Over t hel ast decade, school - cent er ed nei ghborhoodrevi tal i zati onhasbeenan experimentaltacticusedinseveraluScities. Thisapproachiscarriedoutthroughreplacing bl i ghtedhousi ngwi thanattracti venew school.Theschoolisthenusedasameansof 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 edi noneof t het oughes t neighborhoods in the city Transparent design Thereisacommunitycenteronground floor,regulationbasketballcourtonthe Source:http://archrecord.construction.com/schools/09_burke_high.asp21r 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 Scommunity. The scale and complexity of this approach often requires significant public funding. Most school-centeredneighborhoodrevitalizationprojects have been driven by large federal investments, suchasthosefromtheHOpeViprogram. Massachusetts new education reform law is also providingcommunitieswiththeopportunityto integrate a new school with local neighborhood revitalization plans.Springfieldhasalreadyadoptedthisapproach with Veritas preparatory, which is set to open in 2012.VeritaswillbecentraltotheSouthends revitalization,buttobesuccessfulitwillneed thecommunityandlocalbusinessestorallyin support.AccordingtoMASSinc.,Success[of school-centeredneighborhoodrevitalization is]oftencontingentonastrongpartner(e.g., alargeemployer,university,orfoundation) operatingoutsideoftheschoolsystemwith along-terminterestinthewell-beingofthe community.http://www.massinc.org/~/media/files/Mass%20inc/research/full%20report%20pdf%20files/growth_brief.ashxProject LocationCitywide,althoughbrookingsanddryden schoolscouldsetaprecedentforCommunity CenteredSchool sthroughouttheCi tyof SpringfieldPriorityurgentAction Steps1.SelectanewSpSSuperintendentthatis committedtoexpandingthefunctionsand benefits of the system beyond the classroom.2.TheSpSanditsSuperintendent,parochial andprivateschoolswillseekapartnership with the Community Schools initiative (http://www. communi tyschool s. org/) toassi st intransforminglocalpublicschoolsinto facilitiesthatservecitizensbefore,during, and after school hours.3.SpS will further explore design opportunities for creating 21st Century Community Schools intherebuildingofbrookingsanddryden schools.4.TheCi tywi l l expl orethepotenti al of enacting the policies described in the library Master plan.5.On a community level, branch libraries and communityschoolswillmeetanddiscuss the opportunity to combine library services with the focus on providing accommodations andneighborhood-specificservicestothe community at large and at the neighborhood level.6.Schoolsandlibrariesalikewillengagethe greaterSpringfieldcommunity,expand their hours of operation beyond the school dayandmaximizethebenefittheyprovide tocitizens:enhancedlanguageservices, i ncreasedaccesstotechnol ogy, and improved social service programming will all be included.7.Spaceprogrammingdecisionswilltake i ntoaccountthewi shesandneedsof nei ghbor hoods, l i kepr i or i t i zi ngt he implementation of after-school programs.8.Withtheconstructionoftwonewschools inthefuture,planswillbemadetobuild orrenovatetwocommunity-scalejoint-use libraries.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 S22betterengagethepublicintheprocessand importance of education reformBreadcrumbs education Stakeholders meeting Citywide Meeting round 2General Descriptionenactingeducationreformisoneofthemost pressingissuesintheimprovementofthe Springfield public Schools (SpS) system. if schools areexpectedtotakeonalargerroleinthe community, political, institutional, and policy-related changesmusthavethesupportofresidentsto achievetheirdesiredimpact.presently,theSpS isnotreceivingsufficientbackingfromcitizens 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 engagementisthemostimportantfactorin 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)orsomeequivalentadvocacyandfunding organization should be established.lefsarenon-profitorganizationsthatworkto enhancelocalengagementinpubliceducation. These entities are commonly funded by foundation orgovernmentgrants.lefsarenotsolely dedicatedtoschoolreform;theyalsoserveas conduits between citizens and schools for shaping curriculum and monitoring progress. Springfield School Volunteers Springfield business leaders for education Springfield Technical Community College SpringfieldVietnameseAmericanCivic Association Stand for Children uMass Western new england universityResource Needs1.establishment of a local education fund (lef) or equivalent organization2.An organization to assume the role of engaging thepublicininteractingwiththeSpringfield public School (SpS) system3.Thepublicneedstohavemoretransparent access to information and statistics regarding school performance4.Thepublicneedstobemoreengagedin advocatingforhigherqualityschools,better access to technology, and improved english as a Second language (eSl) services.Potential Resource Opportunities1.davis foundation2.public and Community engagement (pACe) Springfield School Volunteers parent information Centerin2009,afeasibilitystudywascommissionedby thegreaterSpringfieldbusinessfoundationto 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 ofkeybusinessandeducationleadersfrom Springfield.Whilenotsuccessfullyinstitutedin 2009, the groundwork for moving forward exists and a renewed effort is recommended. Partnerships/Stakeholders American international College 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 puerto rican Cultural 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 public forum Springfield public Schools Springfield School CommitteeEducational #2EDUCATION REFORMEDUCATIONSTAKEHOLDERSCOMMUNITYADVOCACY AND INVOLVEMENT23r 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 family education department3.public education network4.Support from local businesses5.See greater Springfield business foundation feasibilityStudy:Springfieldeducation partnership, March 10, 2009(available via the davis foundation)Precedents/Best PracticesThe Paterson Education Fund (Paterson, NJ) Thepatersoneducationfund(pef),isanot-for-profit organization whose mission is to stimulate community action for change so that the paterson publicSchoolsensurethatallpatersonchildren achievehighstandards.http://www.paterson-education.org/pefs goals are: Tobuildourcommunitysciviccapacityto support,monitorandadvocateeducation reform. To educate and enable community leadership to understand and act on changing education needs. Toprovideaforumforthecommunityto effectively participate in the decision-making processes concerning education.founded in 1983, pefs activities build and nourish aconstituencyforsystematicschoolreformby educatingthecommunityontheimportanceof highstandardsandexpectationsinproviding quality education for all children. pef convenes and brokers relationships between the paterson school districtandprivatesectorentitiesinterestedin public education in paterson.patersoneducationfundisafoundingmember of the public education network (pen), a national organizationoflocaleducationfunds(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)YsletaelementarySchoolhasworkedwithan interfaitheducationfund(ief)since1992to developadiscoursewiththelocalcommunity. Together,parents,teachers,administrators,and communityleadersformaleadershipteamthat 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)TheMobileAreaeducationfoundationisa nonprofit organization dedicated to improving local public schools. Their mission is to build community responsibilityforimprovingpubliceducation outcomes in Mobile County. They work with, but are independent of, the Mobile County public School System. http://www.maef.net/PriorityHighAction Steps1.The educational domain working group will establish a set of short- and mid-term goals for the implementation for this recommendation.2.Anorganizationwillobtaingrantfunding andworktoestablishanetworkofcitizens, stakeholders,andschooladministrators throughoutSpringfieldfortheexpressed purposeofcreatingapublicengagement strategy for education reform. This organization couldbepartoftherebuildSpringfield implementationprocess,alocaleducation fund, or an organization with a similar mission.3.This implementation organization will take on the role of engaging the public in interacting withtheSpringfieldpublicSchool(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 forhigherqualityschools,betteraccessto technology, and improved english as a Second language (eSl) services.6.The public will be more engaged in advocating forhigherqualityschools,betteraccessto technology, and improved english as a Second language (eSl) services.Project LocationCitywideThe 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 SocialCulturalPhysicalEconomicOrganizationalEducationalSocialr 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 S24Create a system of connected and integrated partnerships for a continuum of educationBreadcrumbs Citywide Meeting round 1 business forum City of Springfield Workforce development Study CityofSpringfieldeconomicdevelopment Study interview: education group i ntervi ew: MassCareerdevel opment institute Citywide Meeting round 2 education Stakeholder MeetingGeneral DescriptionThecapaci tyforSpri ngfi el dsci ti zensto contributetoandmorefullyparticipateinthe workforcehasnotbeenadequatelyengaged. Starti ngwi thearl y-chi l dhoodeducati on, Springfieldschildrenareatadisadvantageto competeinthemoderneconomy.Thedavis foundationandotherpartnersrecognizethe importanceofearlyChildhoodeducationand areincreasingtheireffortstoraisetheprofile ofthiscriticalinitiativeasthestartingpointof thecontinuum.inaddition,thesegroupsare enhancingtheireffortstosupportuniversal pre-Kacrossthecityiskey.fromtheoutset, thiscontinuumimpactsSpringfieldsabilityto createlocalemploymentandemployees,and the education system needs to be equipped with a coordinated capacity to help Springfield and its businesses revitalize.Althoughthereareprogramstoassistinjob readiness, these offerings need to be supported andsmall.Jobtraining,internships,andother educational outreach and participation strategies areal l opti onsforbetterconnecti ngthe educational and economic domains.Together, thesepartnershipscanensureapipelinefor Springfield residents to meaningfully contribute tothelocal,regional,state,andnational economy.Currentl y, thereareorgani zati onsdoi ng i mpor t ant wor kr el at edt owor kf or ce developmentandjobtraining.Theseinclude theregionalemploymentboard(reb)and MassachusettsCareerdevelopmentinstitute (MCdi).Oneofthemostimportantelements ofimplementingthisrecommendationwillbe bringingallpartiesandstakeholderstothe tabletoensurecontinuityandcooperationin addressing this issue.Partnerships/Stakeholders ACCeSS American Career institute American international College 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 Massachusetts Career development institute private schools (Academy Hill, pioneer Valley Christian, Montessori etc.) regionalemploymentboardofHampden and coordinated to make a significant impact.Startingatthebeginningofayoungpersons education, the schools in Springfield must focus oncreatingcontinuityandintegrationamong the various actors in the educational continuum. literacy,criticalthinking,andcreativityshould beatthecenterofacoordinatedcurriculum. Moreover,thepursuitofknowledgeandjob readinessshouldnothaltonceachildleaves theschoolsystem;opportunitiestoacquire vocationalskillsshouldbeaccessibleforall residents. findingajobasayoungpersonisadaunting process.Attractingandretainingyounger resi dentsshoul dbeapri ori tyf orboth educationalinstitutionsandlocalbusinesses. Theeducationalsectormustworkstrategically to create connections to and relationships with theeconomicdriversofthecity,bothlarge Educational #325r 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 SCounty representati vesfromal l stakehol ders alongtheeducationcontinuumfromearly 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 public forum Springfield public Schools Springfield School Committee & The Mayor Springfield School Volunteer Organization Springfield School Volunteers Springfield Technical Community College Square One Stand for Children State delegation Technology, and Accountability Western new england universityResource Needs1.The City needs to hire a SpS superintendent who is committed to creating an integrated systemofeducationthatreinvigoratesthe innovationthatoncemadeSpringfield prosperous;thisprocessstartsinearly childhood,endswithpreparedstudents enteringcollegeandtheworkforce,and conti nueswi thpersi stentcommuni ty educational enrichment.2.universal pre-K: as recommended by nearly everyeducationalstakeholderduringthe rebui l dSpri ngfi el dpl anni ngprocess. universalpre-Kwasacknowledgedasa crucial missing link in the educational sphere of Springfield. The earlier that Springfields students are introduced into the educational pipeline,thebettertheirchancetoleada productiveandhappylife.Thisresourceis needed because of its wide-ranging trickle-downeffectsoneveryaspectofthecitys future.3.Theearl yChi l dhood, pre-Kandearl y elementary programs need to think creatively and employ novel techniques in developing critical thinking and language development.4.SpS,parochial,andprivateschoolsneed toi nvesti gateproj ect-basedl earni ng approaches and construct creatively-charged physical spaces for their students.5.SpS,parochial,privateschoolsandthe Cooperating Colleges of greater Springfield (CCgS) need to work in a coordinated effort tounderstandeachothersneeds,provide mutualsupport,articulateaconsistent curriculum,andstrivetosolveproblems multi-laterally.6.TheCCgSconsortiumcanbettercoalesce aroundthecoordinationofeducational services.7.TheCCgScanbetterfocusonpreparing studentstocontributemeaningfullytothe workforce.8.The public, parochial and private secondary- educationandCooperatingCollegeof greaterSpri ngf i el d( CCgS) needsto developastrongerconnectionwiththe local economy by integrating both large and smallbusinessinterestsintotheworkforce development curriculum.9.legislative buy-in and support for reform.10.A Child development Account programPotential Resource Opportunities1.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 rogerl.putnamVocationalTechnical Academy: Vocational training The High School of Commerce: finance, law, government, and entrepreneurship SpringfieldHighSchoolofScience andTechnology:Science,technology, engineering, mathematics TheSpringfieldrenaissanceSchool ( gr ades6- 12) : Ar t s, cul t ur e, and expeditionary learning2.Springfield parent Academy3.importantworkhasbegun.Agroupof communityleadersmetinJuneof2011to launchanewcommunitywideinitiativeto address early Childhood education Cherish everyChild:AblueprintforSpringfields future.Aswell,thedavisfoundationhas madeacommitmenttotheimprovement 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 SocialCulturalPhysicalEconomicOrganizationalEducationalSocialr 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 S26andenhanc ement of educ at i onal opportunitiesandachievementsforthe childrenandyouthofHampdenCounty through their education grantmaking. http://cherishspringfield.org/page/pdf/45/d.asp4.pdf4.TheCooperati ngCol l egesofgreater Spri ngf i el d( CCgS) i saneducati onal consortiumcomposedoftheeightpublic andpr i vat ecol l egesi nt hegr eat er Springfieldarea:Americaninternational College,baypathCollege,elmsCollege, HolyokeCommunityCollege,Springfield College,SpringfieldTechnicalCommunity College,WesternnewenglandCollege, andWestfieldStateCollege.TheCCgSis anestablishedorganization,butitcould becomemoreactiveinthelocalcollegiate landscape. whichcultivatesasenseofownershipand confi denceamongstudents. 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 KnowledgeWorksfoundation,Cincinnati,OH, hasbroughttogetherlocalleaderstotackle thestudentachievementcrisisandimprove educationthroughoutgreaterCincinnatiand northernKentucky.inthefouryearssince thegroupwaslaunched,Strivepartnershave improved student success in dozens of key areas acrossthreelargepublicschooldistricts.See Stanfordsocialinnovationreview,Collective impact, 2011, John Kania & Mark Kramer.Stand for Children (Massachusetts)StandforChildrensmissionistoensurethat allchildren,regardlessoftheirbackground, graduatefromhighschoolpreparedfor,and withtheaccessto,acollegeeducation.With members in more than 100 communities across Massachusettswhoprioritizechildadvocacy in school reform efforts, out ultimate goal is to ensurethateverychildhasaccesstoaquality 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 Consortiuminaddition,educationstakeholdersexpressed i nteresti ntheMi ddl eCol l egeconcept. TheMi ddl eCol l egenati onal Consorti um believesthatauthenticschoolreformgrows outofsustainedcollaborationamongmaster practitioners,structuredcommunication,and support for perpetual growth of leadership skills forallconstituents.Centeredonsixdesign principles, MCnC schools bridge the high school andcollegeexperienceforunderservedyouth Precedents/Best PracticesHigh Tech High (San Diego County, CA)HighTechHighisacharterschoolsystem consistingof11schools,spanningK-12.its curriculum is centered on project-based learning andinnovation.byconstructingenvironments that are safe, transparent, flexible, and creative, studentsareencouragedtoputtheirworkon display and it with their peers. This level of peer interaction is unrivaled in normal school settings, anditdevelopsasuperiorgraspofcritical 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 similartothatofanadultworkenvironment, 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#27r 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 Sleadingtoincreasedaccesstoandsuccessin college. for more information please visit www.mcnc.us.The Boston Opportunity Agenda (Boston, MA)ThebostonOpportunityAgendaisacitywide programthatsetsanationalstandardfor collaborationaroundasharedsetofgoals, drivenbydata,accountablethroughregular reportstothecommunityandsupportedby newresources.partners,includingboston publicSchools,theunitedWay,andseveral private foundations have formed a public-private partnershipandcommitted$27milliontothe comprehensiveeducationpipelinethatspans earlychildhoodcareandeducationthrough post-secondary achievement. The partners have pledgedtoensurethattheinitiativesbeing supported will have the resources they need to succeedandholdthemselvesaccountablefor the results. http://www.bostonopportuni tyagenda.org/About-us.aspxPriorityurgentAction Steps1.The City will hire a SpS superintendent that is committed to creating an integrated system ofeducationstressesliteracy,creativity, critical thinking, and innovation.2.Thenewsuperintendentwillworkwith therestoftheschoolsystemtocreated acoordinatedcurriculumthatstartsin earlychildhood,continueswithprepared students entering college, workforce training, andextendstocommunityeducational enrichment.3.SpS, parochial, and private schools will think creatively about novel techniques in teaching critical thinking and literacy.4.SpS, par ochi al , andpr i vat eschool s willinvestigateproject-basedlearning approachesandconstructingcreatively-chargedphysicalspacesforitsstudents. Thereisachancetosetnewprecedents for21stCenturyeducationenvironments as schools damaged by the June 1 tornado rebuild.5.TheSpSandthecooperatingCollegesof 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.TheCCgSwillworktodevelopastronger connectionwiththelocaleconomyby integratingbothlargeandsmallbusiness interestsintotheworkforcedevelopment curriculum.9.developaChilddevelopmentAccount 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.pdfProject Location CitywideWORKFORCEEARLYCHILDHOODEDUCATIONELEM-ENTARY &MIDDLESCHOOLHIGHSCHOOLHIGH SCHOOLDIPLOMAGED2-YEARCOLLEGE4-YEARCOLLEGEBACHELORSDEGREEASSOCIATEDEGREETRAININGGRADUATEDEGREECERTIFICATEVOCA-TIONALor COLLEGEAPPREN-TICESHIP orINTERNSHIPr 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 S2829r 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 SDescriptionThiscategoryisdefinedbythe physical resources that encompass thesumof thecommuni ty s builtandnaturalassets.These r esour cesi ncl udebui l di ngs, br i dges, hi ghwaysandeven telecommunications infrastructure aswellasnaturalresourceslike parks and other outdoor recreation areas.Recommendations1.develop a process for transforming vacant lots and structures into community assets 2.focustransportationresourcestobetterserveandconnect Springfield residents 3.buildonexistingphysicalassetstocelebrateandimprove Springfields aesthetic character and infrastructure4.plan for and take advantage of lessons learned from recent disasters by creating and publicizing a comprehensive disaster preparedness plan5.design,develop,andoperateplacesandspacesthatareefficient and respectful of natural and human resourcesPhysical Domainr 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 S30Develop a process for transforming vacant lots and structures into community assets Breadcrumbs district 2 Meeting round 1 district 1 Meeting round 2 district 3 Meeting round 1 Citywide Meeting rounds 1 & 2 interviews with Housing Stakeholders Springfield business improvement districtGeneral Descriptiondecadesofurbansprawlanddis-investment haveresultedinpocketsofblightinareasof Springfield, and the June 2011 tornado worsened thematter.ThroughtherebuildSpringfield planning process, residents voiced their concerns about vacant and abandoned properties in the city.Shorteningthepathtocleanerandmore stable neighborhoods would mean that current andfutureresidentscouldhaveattractiveand healthy communities in which to live. blightedstructuresandparcelsalsocontribute toloweringpropertyvaluesandincreased criminalactivity.Atthesametime,residents whohavebeenimpactedbythetornadoand otherdisastersneedtobegivenafairchance torebuild,andforgivenforshort-termblight issues. in short, a clear and effective strategy for addressing these issues needs to be a priority.encouraginginfilldevelopment,expanding greenspace,buildingcommunitygardens, merginglotstogether,sellinglandwitha 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) uSdepartmentofHousingandurban development (Hud)Resource Needs:1.funding2.grassroots action3.process for monitoring and management4.neighborhood Councils Collaboration5.Concentrated redevelopment effortsPotential Resource Opportunities1.Hud grants2.feMA grants3.MeMA grants4.SrA funding5.private donations6.Community fundraising7.The organizations Keep Springfield beautiful (KSb) and Springfield preservation Trust (SpT) have partnered to fight blight and transform downtrodden historic structures into suitable housing.TheworkandprogramsthatKSb andSpTdoisdiscussedfurtherinphysical recommendation#3,wherecitywideand neighborhoodbeautificationpracticesare examined in detail.more viable community assets. Some programs requiremorepublicfunds,whileothersjust r equi r enei ghbor hoodengagement and community groups to make change. At its root, this process must be executed at the grassroots level,asitistheresidentsoftheadjoining propertiesandnearbyblocksthatfeelmost passionateaboutenactingpositivechangein their communities.Organizations such as Keep Springfield beautiful (KSb),theSpringfieldpreservationTrust(SpT), andConcernedCitizensforSpringfieldhave partneredtogethertocurbandfightagainst blight and restore historic structures into suitable housing.Theireffortsshouldbesupported andcanbestrengthenedbyincludingnew stakeholders into the rebuilding process. Springfieldisnotalone.Therearenumerous ci ti esacrosstheuni tedStatesthathave experiencedurbanblightandhaveseveral vacantlots,manyatasignificantlyhigherlevel 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 #131r 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 SPrecedents / Best PracticesThe Lot Next Door Program (New Orleans, LA)Thelotnextdoorprogram,institutedbythe newOrleansredevelopmentAgency(nOrA), givesresidentsabuttingthefirstchanceto purchase and redevelop nOrA properties. The programwascreatedthroughanewOrleans CityCouncilOrdinancefollowingHurricane Katrina.Aprogramlikethisisalreadyinplace inSpringfield,howeveritonlyallowsforthe provisionthat,propertiesincludedin[the] auction cannot be built upon and may be used solely for open space and/or accessory parking toanimmediatelyadjacentpropertyunder commonownership.expandingthescope of the program in Springfield to allow for more flexibilityandincentivizecreativeuses,paired withmarketingandoutreachefforts,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-doorNeighborhoods in Bloom Program (Richmond, VA)richmondsneighborhoodsinbloomprogram (nib)programwascreatedtoallowcitizens toactivelydecidehowandwherecommunity developmentfundsareallocated.Thegoalof this program is to restore physical livability and improve neighborhood stability. neighborhoods areconsi deredwi thestabl i shedcri teri a andrevitalizationpotential[is]evaluated uponthestrengthofcivicassociationsinthe neighborhoods, the existence of redevelopment plans,andmarkettrends.Onceinthenibprogram,theCityworkswithneighborhood groups, non-profits, and residents to: buyvacanthouses,rehabilitatethem,and sell them for home ownership. buy vacant lots, build houses, and sell them for home ownership. providehomebuyereducationclassesand counselpotentialbuyersindetermining affordability and purchase power. provide down payment assistance. Assistowneroccupantswithhouserepairs and renovations.inadditiontoremovingblightandincreasing 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.aspxThe 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 SocialCulturalPhysicalEconomicOrganizationalEducationalSocialsource:http://www.richmondgov.com/neighborhoods/documents/neighborhoodimprovement.pdfr 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 S32FultonCounty/CityofAtlantaLandBank Authority (Atlanta, GA)ful tonCounty/Ci tyofAtl antalandbank Authority(lbA)isanon-profitcorporationthat overseestheprocessofputtingtheregions abandonedpropertybackintoproductiveuse. The lbA was formed in cooperation between the CountyandtheCity,andwasgiventhepower to forgive delinquent City and County property taxes.Thi sprocessmakesthesi tesmore marketable to future buyers, for both non-profit and for-profit development entities. http://www.fccalandbank.org/regulationsandresponsibilitiesforlandbanks 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 Humanitythat operate as de facto land banks (i.e. holding lotsawaitinghousingdevelopment).However, increasingcoordinationandattractingmore fundswouldhelpformaketheseinstitutions more effective. Stalled Spaces Program, (Glasgow, Scotland)glasgow,Scotlandsuffersfromsomeofthe worst rates of vacant land and property. The City had more vacant land than the rest of Scotland combined.Toreactivatethesespaces,thecity launched Stalled Spaces in 2008, a program that offerssmallloanstoneighborsofvacantland withtheintentionthattheycreatetemporary landscapinginterventionsthatcanservethe greatercommunity.StalledSpacesgetsits namebecauseitusespotsoflandinwhich developmentisliterallystalled.Someproject examples include: Creating temporary growing spaces Creating city market gardens. interim sustainable urban drainage sites. Treeplantingaspartofcarbonoffsetting, 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 levelingandturfingoverthesitewith continued maintenance. ht t p: //www. gl asgow. gov. uk/en/busi ness/environment/Clyde_Kelvingreenspace/Stalled+Spaces++++Temporary+landscapes.htmPriority HighAction Steps1.Compileanelectronicinventoryofvacant landandderelictstructuresandmakethis information publicly available. Whileadatabaseisbeingcreated, temporarily address stalled lands. Allocateasmallfundtosupporta programsimilartotheStalledSpaces pr ogr ami ngl asgow; pr ovi di ng communi tygroupswi thmoneyto developstalledland.Thisprogram wouldtemporarilyfillinthemissing teeth in neighborhoods until adequate development funds can be secured. partner with neighborhood Councils and propertyMaintenanceOrganizations (such as the property Maintenance Task force)toidentifypriorityparcelsand problems i nhabi tthesespaceswi thli ghter, Quicker, Cheaper cultural amenities (see: Cultural recommendation #2)2.devel opast r at egyf or per manent l y redevel opingvacantlandanddereli ct structures. Keep community organizations involved i ndevel opmentconversati onswi 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 oreothercentral i zedmethods forcatalogingandorganizingvacant andtax-foreclosedand/orcity-owned properties Think creatively about low-cost programs andactivitiesthatpublicizeavailable assets (see: economic recommendation #3) faci l i tatefrequentcommuni cati on, transparency,andoutreachtoreal estatedevelopers,non-profitgroups, businesses and residents. Suppor t cur r ent ef f or t sbyKeep Springfield beautiful and the Springfield preservation Trust.Project LocationCitywidesource: http://www.glasgowsouthandeastwoodextra.co.uk/ 33r 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 Sr 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 S34Focus transportation resources to better serve and connectSpringfield residentsBreadcrumbs StakeholderMeetingwithpioneerValley Transit Authority Citywide Meeting round 1 Citywide Meeting round 2 district 3 Meeting round 1 interview: Classical Condo Association Springfield MuseumsGeneral DescriptionThehealthofmanycitiesoftendependson healthyandfunctionaltransportationsystems. Springfieldresidentsoverwhelminglysupport improvementstolocaltransportationtoshift thewaythecityhasbeengrowing.Suggested improvementsrangefromaddingormoving bus stops and shelters, building transit centers, commuterrai l , andaddi ngbi kewaysand pedestrian pathways.improvements to alternative modes of transit that were suggested during the community meetings andprojectinterviewsincludedimproving places for pedestrians to walk, adding bikeways, andinvestinginrailtransit.Althoughmostof these tasks require significant funding, a lot can bedoneatthegrassrootslevel,andthereare 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 hoursofservice,newbusroutes,andcreating partnerships were all suggestions from residents. newHaven- Har t f or d- Spr i ngf i el drai l program peter pan bus lines pioneer Valley planning Commission pioneer Valley Transit Authority Springfield College Springfield Technical Community College State delegation Teatro V!da uMass Amherst landscape Architecture and regional planning uni tedStatesgovernment; Of f i ceof Congressman richard e. neal uS department of Transportation Western new england university Resource Needs1.An organized transportation advocacy group that collaborates with public entities2.public-private partnerships3.federal grantsPotential Resource Opportunities1.Areainstitutionscanmakeanimpactby investinginthetransitinfrastructureused bytheirpatrons.perhapsintheformof public-privatepartnerships,institutions such as the pioneer Valley Transit Authority, baystate Health, and area universities (such asSpringfieldCollegeandWesternnew england university) can provide or augment fundingfornewbusstops,information kiosks, transit centers, bike lanes.2.ThefederalHighwayAdministrationhas sever al Tr anspor t at i onenhancement 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.publictransportationgenerallysuffersfrom anegati vei mage; however, i ti sanal l -encompassing transportation provision that can beapracticalalternativeformanyresidentsin thecommunity.Somecitieshavetakengreat stridesinreinventingtheirtransitsystemsto reach out to the general public to improve their service and subsequently repair their image. Partnerships / Stakeholders: American international College Amtrak baystate Health board of public Works City of Springfield Commonwealth of Massachusetts greyhound bus linesPhysical #2flickr user: trevonhaywood201235r 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(Te)fundsavailablerelatedtosurface transportationprojects.ThepVTAwould beel i gi bl eformanyofthesegrants. Theseprojectsinclude,butarenotlimited to, pedestri anandbi cycl ef aci l i ti es, rehabilitationandoperationofhistoric transportationbuildings,structures,or facilities,andconversionofabandoned railway corridors to trails.3.unionStationrehabilitationasaregional intermodal transportation center4.uSdepartmentofTransportationgrants f aci l i t at edt hr ought heSust ai nabl e Communities initiative5.proj ectforpubl i cSpacescanprovi de consultation about creating safe and inviting bus shelters, stations, or waiting areas.Precedents / Best PracticesGreater St. Louis Transit Alliance (St. Louis, MO)ThegreaterSt.louisTransitAllianceisa consortium of governments, non-profit groups, businesses,privateinstitutions,andcitizens whohavetakenonthemissionofadvocating forimprovedtransitthroughouttheSt.louis Metropolitanregion.formedbythenon-profitCitizensforModernTransit,theAlliance consistsofnearly50members,allofwhom 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.htmlTransit 2020 Plan (Providence, RI)TheCi tyofprovi dencej ustunvei l edi ts newTransi t2020pl an,whi chi si ntended toexpandthescopeandefficiencyofthe citystransportationsystem.Afterarigorous feasibilitystudybytherhodeislandpublic TransitAuthority(ripTA)andthecity,aplan wasdevisedtoextendsystemreach,maximize availablefunds,incorporateculturalamenities, and improve user interaction. Specific measures include: using social media to interact with customers developing an interactive map with system updates,toolsformobiledevices,andreal time bus arrival displays Constructing12newcommunitydesigned 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 ngonTr 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/PriorityHighAction Steps1.Spr i ngf i el dcommuni t ygr oupsmust col l abor at et oes t abl i s hauni f i ed ci ti zentransportati onadvocacygroup thatpromotesandi mpl ementsbetter transportation opportunities such as: di rectbusservi cetorespondto community needs bui l dnewbi kepat hs/pedest r i an connectors to amenities improve sidewalks Attract passengers 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 SocialCulturalPhysicalEconomicOrganizationalEducationalSocialflickr user: Wampa-Oneflickr user: mindfriezer 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 S36 Themainobjectiveofthisorganization should be to collaborate with public and private transportation stakeholders and search for creative ways to bring diverse transit opportunities to Springfieldi n a ddi t i o n t o s e r v i c e - o r i e n t e d transportationissues,thisorganizationcan alsoadvocatetolocal,state,andfederal lawmakersforincreasedimplementation and capacity funding for the pVTA. To meet highcommunityexpectationsforservice, expanded pVTA capacity may be necessary in the short- or long-term.2.TheCi tyofSpri ngfi el dwi l l workwi th thepVpCi nacompl ementarymanner tounderstandthegoals,timelines,and priorities in the regional Transportation plan (rTp). The City must work in concert with the pVTAtounderstandthecurrentpictureof transportation resources in Springfield as laid out by the rTp and to identify and engage stakeholdersandpartnershipswhocan prioritizeandworktowardsimplementing recommendationsintherTpthataffect Springfield. 3.invest in minor infrastructure, such as kiosks, maps, extending hours, new bus routes, and creatingpartnershipstoimprovetheuser experienceofthetransitsystemwereall resident suggestions.4.TheCityshouldworkwiththepVTAto developsustainablestrategiesforadding signage,cleaningbusstops,andworking with universities to find inexpensive ways to add bus maps to more locations, bike arrows on streets, etc.5.Applyingforgrantsorstateandfederal funds are potential funding options for future projects.Coordinationandcooperation with the pVTA can help Springfield prioritize short-, mid-, and long-term projects such as quickly implementing low cost, high impact investmentsanddeferringlargerprojects tothel ong-term. long-termproj ects mightrequiremoreexpenditure,suchas formalbikelanes,improvedsidewalksand crosswalks, more buses, and passenger rail service.6.Createbi keways/wal kwaysthroughout thecitythatconnecttolocalandregional recreation assets.7.reachouttoareacollegestoresearch andbeginafreefareorreducedfarebus program for current students.8.Study current bus routes to determine if they canbemademoreefficientthroughthe introduction of loops in the bus routes.Project LocationCitywidePVTA NETWORK CONNECTIVITYCURRENT:Compartmentalized isolationbased around Downtown hubPROPOSED:Neighborhood hubs improvecitywide connectivity37r 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 Sr 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 S38Build on existing physical assets to celebrate Springfields unique and diverse aesthetic characterBreadcrumbs: district 3 Meeting round 1 district 2 Meeting round 1 district 1 Meeting rounds 1 & 2 Citywide Meeting round 1 Mindmixer Community Center Meeting Housing group greater Springfield Convention and Visitors bureau Armory Quadrangle Civic Association Springfield Chamber of Commerce Classical Condominium Association Wes t er nMas s ac hus et t s ec onomi c development Council Springfield Museums South end 8 Springfield business improvement district Valley real estateGeneral DescriptionSpri ngf i el di shosttomanyuni queand i mpressi vephysi cal assets.resi dentsand visitors agree that history, architecture, an urban core,extensivetreecanopy,andexceptional waterways are major strengths of the city.despitehavinggreaturbancharacter,current i nfrastructuredoesntal wayscompl ement physicalappeal.Someoftheseproblemsare duetothedestructioncausedbythetornado; however,Springfieldwasinneedofmanyof theseimprovementswellbeforeJune1,2011. lossoftreecanopy,decayingsidewalksand streets, inadequate signage, and disconnected consi derthi nki ngi nmoredepthabouta coordi natedhousi ngstrategy( muchl i ke thestrategysuggestedinthedistrict2plan recommendation entitled Coordinated Housing Strategy).Whilesomeneighborhoodshave greaterneedforsuchastrategythanother neighborhoods,acomprehensivecitywide perspecti vemi ghtbemostbenefi ci al for ensuringchallengesandneedsrelatedto housing are equitable and successfully met.lastly, the City has recently finished a complete modernizationofthezoningordinance.if adopted, it will provide the City with meaningful methods for directing and shaping development andneighborhoodcharacterformanyyears neighborhoodsallcontributetotheneedfor more aesthetic and infrastructure improvements. Suchimprovementswouldpolishandenhance current strengths and result in improved public spaces,streetscapes,andoverallquality-of-life.Addingnewsignage,crosswalks,flower gardens,plantingtrees,andnewlightingcan make the physical environment more inviting and enjoyable for people to live and visit.Someofthesei mprovementsareal ready beingplanned.elementsoftheCitysCapital improvementsplanmustbemoreaccessible attheneighborhoodlevel,andthecommunity needstoplayamoreactiveroleinsetting priorities.perhapsevenlettingneighborhood groupsvoteonprioritizationoftheseefforts mi ghtgoal ongwaytowardsol i di f yi ng therelationshipbetweentheCityandits neighborhoods and beautifying the city.Historic structures in Springfield are community assets well worth preserving.in addition to the structuresthemselves,parks,schools,andthe urban fabric that tie them all together must be consideredwhenbeautifyingneighborhoods. Theconnecti onsandtransi ti onsbetween neighborhoods and other physical assets, such as rivers, parks, cultural amenities and colleges mustbeenhanced.Creatinggatewaysthat welcome everyone bring about a sense of place andidentityforthosewhoresideinandvisit Springfield.relatedtohistoricstructures,theCitymight Physical #339r 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 Stocome.itisimportantfortheCitytoquickly adopttheproposednewordinanceandto publ i ci zei mportantchangesandbenefi ts forbothneighborhoodsanddevelopment professionals. Partnerships / Stakeholders 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 ceof pl anni ngandeconomi c development rebuilding Together Springfield Springfield department of public Works Springfield Housing Authority Springfield neighborhood Housing Services Springfield preservation Trust (SpT) uMass Amherst design CenterResource Needs1.private, State, and federal grants2.expanded partnerships between community organizations,theCity,andrealestate developers to work towards building small, meaningfulaestheticandinfrastructure improvements. Potential Resource Opportunities1.Cont i nuef or gi ngpar t ner shi pswi t h KeepSpringfieldbeautiful(KSb)andthe SpringfieldpreservationTrust(SpT).These organizationsalreadyhaveanactiverole inthecommunity,andtheworkbeing accompl i shedmustbei ntegratedand madestrongerforamorecomprehensive beautification process. 2.TheepAurbanWatersprogramrecently issuedanrfpforgrantsthatwillfund urbanwaterrestorationandcommunity revitalization.The current rfp due date will pass by the time this plan is finished, but this programisongoing,andSpringfieldcan soon capitalize on available grant money. http://www.epa.gov/urbanwaters/funding/index.html3.Massachusetts State grants: department of Conservation and recreation and MassWorkswww.mass.gov/dcr/grants.htmhttp://www.massworks.org/ 4.fundsforneighborhoodbeautification canalsobefoundthroughthefederalHighwayAdministrationsTransportation enhancementActi vi ti es. Thi sprogram providesgrantsthatpayforprojectssuch assurfacetransportationimprovements, streetscape beautification, and landscaping. Othereligibleactivitiesincludeacquiring scenicorhistoriceasementsandsites, improvingscenicorhistorichighways, bui l di ngtouri stwel comecenters,and conducting historic preservation.Precedents / Best PracticesStreetscapeandSustainableDesignProgram (Chicago, IL)ChicagosStreetscapeandSustainabledesign programi samuni ci pal programfunded bytax-dollarsthatisdirectedbytheCitys department of Transportation. The projects goal is to activate Chicagos public spaces into areas thatencourageandbenefitsocialinteraction. 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,newYorkcreatedasystemforselling oftax-foreclosedpropertiesthatrequiresthe review of a purchase proposal. instead of the property being sold to the highest bidder at the auction,theysellbasedontheintendeduse. This ensures that the property is integrated and complimentary to neighborhood needs. The city hiredTroyArchitectureprogram,anonprofit communitydesigncenter,whichworkedwith thecommunitytoensurequalifiedbidders. properties are placed on a website before review enabling easy access to acquire these properties. insomeways,thisprocessreflectstheway Spri ngfi el dcurrentl yeval uatesproposal s (based on a variety of factors, not simply price). 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 SocialCulturalPhysicalEconomicOrganizationalEducationalSocialr 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 S40Continuing to use a publicly open and inclusive process,liketheinclusionofneighborhood stakeholders,willresultindevelopmentbetter suitedtoneighborhoods.inaddition,by publiclystatingprioritiesforprojects(such astheclusteringneighborhoodcommercial establishments), the City can better direct public and private investment.PriorityModerateAction Steps1.engage Keep Springfield beautiful and the SpringfieldpreservationTrustasleadersin citywide beautification.2.pushforadoptionoftheproposedzoning modernization project.in addition to many otherzoninganddevelopmentbenefits, thiswillprovidespecificdesignstandards, i ncl udi ngstandardsfornei ghborhood commercial development and other forward-thinking development standards.3.Tieuseofgrantfundingtoestablished community priorities.4.Consultwithorganizationswithexpertise orresourcestoadviseonwayfindingand signagestrategiesforSpringfield,suchas the pioneer Valley planning Commission.5.identifylocalresources,bothgovernment andprivate,foradviceandexpertisein specific topic areas: tree canopy restoration, effi ci entandi mpactful streetl i ghti ng strategies, neighborhood connections, and traffic-calming techniques.6.Addnewsi gnage, crosswal ks, f l ower gardens,plantingtrees,andnewlighting intargetedlocationstomakethephysical environment more inviting and enjoyable for people to live.Some of these improvements may already be planned.7.Createstepsforaddressingappropriate landscaping and tree planting. Mass re-leaf isapotentialsourceformodestmatching grantsfortreeplantingandlandscaping (application available on www.mass.gov/dcr/stewardship/forestry/urban/index.htm8.publicizeplannedimprovementprojects. gather feedback from neighborhoods about prioritization of improvements.Project LocationTargeted locations Citywide41r 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 Sr 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 S42Take advantage of lessons learned from recent disasters by emphasizing Disaster Preparedness in SpringfieldBreadcrumbs Of f i ceof pl anni ngandeconomi c development Springfield Museums district 1 Meeting round 2 Citywide Meeting round 1 Citywide Meeting round 2 Office of emergency preparednessGeneral Descriptionduringthecommunitymeetingsfollowingthe June2011tornado,manyresidentsvoiceda need for better preparation for future disasters. despite an excellent response to the tornado by city departments and first responders, residents voi cedtheneedforstrongpost-di saster strategies that enable the city to better respond todisastersandtocommunicatetoresidents the processes they can expect during a disaster recovery effort. Springfieldisluckytohaveaveryeffective andactiveOfficeofemergencypreparedness. ensuring safety during and immediately following a disaster, such as knowing what residents should plan on bringing to an emergency shelter or the importanceofsafelyoperatingbackuppower generators.Thereareresourcesavailable thatcanhelpindividualsandfamiliesproperly 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 eve