Main Street Corridor Study
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The Power of Small State of Main Is Published As a Membership Benefi T of Main Street America, a Program of the National Main Street Center
A PUBLICATION OF MAIN STREET AMERICA WINTER 2018 The Power of Small State of Main is published as a membership benefi t of Main Street America, a program of the National Main Street Center. For information on how to join Main Street America, please visit mainstreet.org/main-street/join/. National Main Street Center, Inc. Patrice Frey President and CEO Board of Directors: Editorial Staff: Social Media: Ed McMahon, Chair Rachel Bowdon TWITTER: @NatlMainStreet Darryl Young, Vice Chair Editor in Chief Senior Manager of Content David J. Brown Development FACEBOOK: Kevin Daniels @NationalMainStreetCenter Emily Wallrath Schmidt Samuel B. Dixon Editor Joe Grills Associate Manager of INSTAGRAM: @NatlMainStreet Irvin M. Henderson Communications Laura Krizov Hannah White Contact: Mary Thompson Editor Tel.: 312.610.5611 Director of Outreach and Engagement Email: [email protected] Design: Website: mainstreet.org The Nimble Bee Main Street America has been helping revitalize older and historic commercial districts for more than 35 years. Today it is a network of more than 1,600 neighborhoods and communi- ties, rural and urban, who share both a commitment to place and to building stronger communities through preservation-based economic development. Main Street Ameri- ca is a program of the nonprofi t National Main Street Center, a subsidiary of the National Trust for Historic Preservation. © 2018 National Main Street Center, All Rights Reserved WINTER Table of contents 2018 3 President’s Note By Patrice Frey 5 Editor’s Note By Rachel Bowdon -
2015 Open Space and Recreation Plan
2015 OPEN SPACE AND RECREATION PLAN City of Melrose Office of Planning & Community Development City of Melrose Open Space and Recreation Plan Table of Contents Table of Contents Section 1: Plan Summary ............................................................................................................. 1-1 Section 2: Introduction ................................................................................................................. 2-1 A. Statement of Purpose ........................................................................................................... 2-1 B. Planning Process and Public Participation .......................................................................... 2-1 C. Accomplishments ................................................................................................................ 2-2 Section 3: Community Setting ..................................................................................................... 3-1 A. Regional Context ................................................................................................................. 3-1 B. History of the Community ................................................................................................... 3-3 C. Population Characteristics ................................................................................................... 3-4 D. Growth and Development Patterns ...................................................................................... 3-9 Section 4: Environmental Inventory and Analysis -
Articulating the Power of the Main Street and Special Assessment District Collaboration
Articulating the Power of the Main Street and Special Assessment District Collaboration Sydney Prusak University of Wisconsin–Madison Department of Urban and Regional Planning & University of Wisconsin–Extension Local Government Center Spring 2017 2 Acknowledgments This work would be not possible without the support and guidance from Dr. Chuck Law, UW- Extension’s Local Government Center Director. Additional acknowledgments go to my resourceful advisor Professor Brian Ohm and supportive committee member Dr. Yunji Kim. Executive Summary Business Improvement Districts (BIDs) are an increasingly popular economic development and revitalization tool for downtown communities. This special assessment creates a unique public private partnership to support municipal improvements ranging from streetscape beautification to annual community events and festivals. This report examines the relationship of these districts with the Main Street America, in terms of funding and leadership dynamics. While the relationship between the two entities can often be contentious, this report determines the characteristics that are needed for both downtown groups to thrive. Through series of interviews with BID managers and key economic development leaders in Wisconsin, solutions and key findings for a successful downtown relationship are realized. These include organizational formation, one Board of Directors to govern both groups, continued stakeholder involvement and communication, and a dedicated envisioning process. With these practices in place, BIDs are a reliable funding source for Main Street Programs. This revitalization partnership gives property owners a direct stake in economic development planning and programming for their community. This report is meant to serve as an informational document for Main Street communities looking to create a BID as well as for BIDs interested in the Main Street Program. -
Oklahoma Main Street
Oklahoma Main Street Program Guide and Handbook Restore, Restructure, Revitalize, Results OMSC Program Guide and Handbook 1 Welcome Welcome to the Oklahoma Main Street network! You are now part of a group of dedicated and knowledgeable Main Street directors, volunteers and board members statewide, who have also decided to take on the challenge of working to revitalize their communities’ commercial historic districts. The Main Street Approach is part of a national movement whose primary focus is creating a positive economic impact. The Oklahoma Main Street Program, established in 1985, is overseen by the Oklahoma Department of Commerce. Main Street work can be both rewarding and challenging. Keeping that in mind, we have designed this resource guide to provide you with an introduction to your new responsibilities – whether as board member, volunteer or paid director. I, along with the Buffy Hughes rest of the Oklahoma Main Street Center staff, am dedicated State Main Street Director to helping your program grow while you help your downtown become a positive catalyst for change. I encourage you to take this opportunity to learn as much as you can about your downtown and the Main Street Approach. Again, welcome! We look forward to assisting you with the revitalization of your downtown. Sincerely, 2 Contents NATIONAL MAIN STREET PROGRAM History of the Main Street Program.....................................4 The Four Point Approach......................................................6 Eight Guiding Principles.......................................................8 -
City of Melrose Annual Report
CITY OF MELROSE MASSACHUSETTS Annual Reports 1917 WITH Mayor’s Inaugural Address DELIVERED JANUARY 2, 1917 PUBLISHED BY ORDER OF THE BOARD OF ALDERMEN UNDER THE DIRECTION OF THE CITY CLERK AND SPECIAL COMMITTEE THE KEYSTONE PRESS MELROSE, MASS. 1918 Digitized by the Internet Archive in 2017 with funding from Boston Public Library https://archive.org/details/cityofmelroseann1917melr INAUGURAL ADDRESS HON. CHARLES H. ADAMS MAYOR OF MELROSE DELIVERED JANUARY 2ND, 1917 Mr. Chairman, Members of the Board of Aldermen, Ladies and Gentlemen: At the beginning o£ the work for another year we should express our gratitude for the prosperity and advancemnt in 1916. Through the growth of the Cit> the extensive building operations, creating new property, we were able to reduce our tax rate without any general advance in property valuation. The rate was reduced from $23.70 to' $22.00. By the splendid progress of the City, the actual value of every property in Melrose was increased, but the value for taxation purposes Avas, with minor exceptions, not changed. We are able to so manage our affairs that the Budget was slightly less in 1916 than in 1915. How was it with you in your homes and in business? Did not your expenses increase in every line of expendi- ture? Did you buy anything so low in 1916 as before? On the whole, are you not surprised that our city has been able to get along without increasing your taxes? But all taxes are a burden, and a great burden to some, the subject of complaint and protest, often made by those best able to pay them, and we should seek to take from the people by taxation only the smallest amount possible for the needs of the city. -
MELROSE PUBLIC LIBRARY BUILDING PROGRAM August 2015
MELROSE PUBLIC LIBRARY BUILDING PROGRAM August 2015 CONTRIBUTORS The staff of the Melrose Public Library: Linda C.W. Gardener, Director Diane R. Wall, Assistant Director/Head of Technical services Marianne J. Stanton, Head of Children’s Services Cindy Beebe Mary Ellen Carter-Gilson Renee E. Cogan Jill M. Connolly Andrea P. D’Innocenzo Elizabeth Goodwin Martha A. Grant Becky LeMon Erin S. Lewis Joan P. Lounsbury Darshana Merchant Christine A. Morrissey Shelley L. O’Brien Suzanne Paterno Virginia A. Rowe Tracy Steinberg Kathryn H. Walton Trustees: Friends: The Melrose Community: Edward W. Waystack, Chair Christina Gagliano, Chair Focus group and survey participants Rosemary U. McIntire, Treasurer Daily insights from our patrons Mary M. Edwards Carol B. Hoffman Nancy F. Kukura Kristin J. Foote Melrose Public Library Building Program “It is not possible to predict the future of the public library. Its present marvelous development, which has been attuned within the last half century, leads us to expect still greater gains in the near future. Its use will never again be limited to the safe keeping of books and documents. It will never degenerate into a mere museum for the storage of rare old volumes, illuminated missals, famous manuscripts and other literary curios. The library will in the future reach every class in the community, and adjust itself to the needs of all striving to attain to the highest educational ideals. It is even now doing this.” From the dedication address for the new Melrose Public Library building, delivered on April 15, 1904, by Mrs. Mary A. Livermore, writer, lecturer, national activist for women’s suffrage, and citizen of Melrose. -
Lake Quannapowitt Diagnostic Feasibility Study
PALIS #93060 LAKE QUANNAPOWITT COM fo) O i I I I I I I I I I LAKE QUANNAPOWITT • DIAGNOSTIC/FEASIBILITY STUDY • Wakefield, Massachusetts FINAL REPORT • July, 1986 i i i i i i i I COM CAMP DRESSER & McKEE INC. One Center Plaza environmental engineers, scientists, _ „ .. mmo a , , ', Boston, Massachusetts 02108 I planners, & management consultants ' I y 617 742-5151 I July 24, 1986 I Mr. Richard C. Boutiette, P.E. Director of Public Works Town of Wakefield I 1 Lafayette Street Wakefield, MA 01880 I Dear Mr. Boutiette: Please find 12 copies of the addendum to the Final Diagnostic/Feasibility Study for Lake Quannapowitt. One copy has been sent to the Wakefield I Library. This revision to the Final Report completes the work on our contract with the Town of Wakefield for Phase I of the project, and 10 I copies have been sent to the Clean Lakes Section of DEQE. It has been a pleasure working on the project with the Department of Public Works, and we look forward to continuing our good working I relationship with the Town of Wakefield. If you have any questions or comments, please feel free to call. I Sincerely, I CAMP DRESSER & McKEE INC I Eileen Pannetier Project Manager I cc: Chris Duerring, DEQE I I I I I I I ADDENDUM TO FINAL REPORT I DIAGNOSTIC/FEASIBILITY STUDY Lake Quannapowitt, Wakefield, Massachusetts I DEPARTMENT OF PUBLIC WORKS, TOWN OF WAKEFIELD I INTRODUCTION The purpose of this addendum is to address the final comments from the Department of Environmental Quality Engineering (DEQE) on the Lake I Quannapowitt Phase I Diagnostic/Feasibility Study. -
Changes to Transit Service in the MBTA District 1964-Present
Changes to Transit Service in the MBTA district 1964-2021 By Jonathan Belcher with thanks to Richard Barber and Thomas J. Humphrey Compilation of this data would not have been possible without the information and input provided by Mr. Barber and Mr. Humphrey. Sources of data used in compiling this information include public timetables, maps, newspaper articles, MBTA press releases, Department of Public Utilities records, and MBTA records. Thanks also to Tadd Anderson, Charles Bahne, Alan Castaline, George Chiasson, Bradley Clarke, Robert Hussey, Scott Moore, Edward Ramsdell, George Sanborn, David Sindel, James Teed, and George Zeiba for additional comments and information. Thomas J. Humphrey’s original 1974 research on the origin and development of the MBTA bus network is now available here and has been updated through August 2020: http://www.transithistory.org/roster/MBTABUSDEV.pdf August 29, 2021 Version Discussion of changes is broken down into seven sections: 1) MBTA bus routes inherited from the MTA 2) MBTA bus routes inherited from the Eastern Mass. St. Ry. Co. Norwood Area Quincy Area Lynn Area Melrose Area Lowell Area Lawrence Area Brockton Area 3) MBTA bus routes inherited from the Middlesex and Boston St. Ry. Co 4) MBTA bus routes inherited from Service Bus Lines and Brush Hill Transportation 5) MBTA bus routes initiated by the MBTA 1964-present ROLLSIGN 3 5b) Silver Line bus rapid transit service 6) Private carrier transit and commuter bus routes within or to the MBTA district 7) The Suburban Transportation (mini-bus) Program 8) Rail routes 4 ROLLSIGN Changes in MBTA Bus Routes 1964-present Section 1) MBTA bus routes inherited from the MTA The Massachusetts Bay Transportation Authority (MBTA) succeeded the Metropolitan Transit Authority (MTA) on August 3, 1964. -
Regionwide Suburban Transit Opportunities Study Phase II
Regionwide Suburban Transit Opportunities Study Phase II A report produced by the Central Transportation Planning Staff for the Boston Region Metropolitan Planning Organization Regionwide Suburban Transit Opportunities Study Phase II Project Manager Clinton Bench Authors Thomas J. Humphrey Heather Ostertog Contributing Staff Paul Reim Cartography Mary McShane Cover Design Jane M. Gillis Cover Photographs Carol Gautreau Bent Kenneth Dumas Central Transportation Planning Staff, directed by the Boston Region Metropolitan Planning Organization. The MPO is com- posed of state and regional agencies and authorities, and local governments. December 2005 TABLE OF CONTENTS 1. SUMMARY OF FINDINGS.................................................................................................1 Overview...........................................................................................................................1 Suggested Routes .............................................................................................................2 Wellesley .........................................................................................................................2 Winchester.......................................................................................................................2 Westwood........................................................................................................................2 Canton..............................................................................................................................3 -
Town of Reading Massachusetts
Town of Reading Massachusetts 2020 Annual Town Meeting Report on the Warrant April 27, 2020 Annual Town Meeting - April 2020 Monday April 27th Table of Contents Article Article Description Sponsor Page 1 Local Election 2 2 Reports Select Board 3 3 Instructions Select Board 3 4 Amend the Capital Improvement Program FY20 - FY30 Select Board 3 5 Amend the FY20 Budget Finance Committee 5 6 Approve Payment of Prior Year’s Bills Select Board 6 7 Appropriate Funds into OPEB Irrevocable Trust Select Board 6 8 Approve Revolving Funds Select Board 7 9 Approve Affordable Housing Trust Fund Allocation Plan Select Board 9 10 Debt Authorization: Sturges Sewer Station Improvements ($2.0mil) Select Board 10 11 Debt Authorization: Gazebo Circle Water Systems Improvements ($1.0mil) Select Board 11 12 Debt Authorization: MWRA loans for de-leading services ($1.5mil) Select Board 12 13 Debt Authorization: Water Main Improvements (Downtown I $4.3mil) Select Board 12 14 Debt Authorization: Sewer Main Improvements (Downtown I $1.0mil) Select Board 13 15 Debt Authorization: Storm Water Main Improvements (Downtown I $1.0mil) Select Board 13 16 Authorize FY20 Chapter 90 Expenditures Select Board 14 17 Adopt FY21 Budget Finance Committee 14 18 Remove Town Meeting Members Select Board 15 FY21 Budget Finance Committee FY21 Budget 17 Town Manager's FY21 Budget Message 20 Town Accountant's Recommended Revenues 23 Town Accountant's Budget Summary 25 FY21 Spending Scorecard 28 FY21 Shared Costs 29 FY21 Town Budget - detail by department 35 FY21 School Budget 80 FY21 Enterprise Fund Budgets 143 Appendix General Fund FY21 Capital Plan 151 General Fund FY21 Debt Schedule 158 Table of Organization 160 Town Meeting Handout Guidelines 161 Conduct of Town Meeting 162 1 TOWN WARRANT COMMONWEALTH OF MASSACHUSETTS Middlesex, ss. -
2017 Wakefield
TOWN Town of Wakefield Wakefield of Town of WAKEFIELD 206th Annual Report – 206 th Annual Report 2017 2017 Council on Aging Form of Bequest I hereby give and bequeath to the Friends of the Council on Aging, Wakefield, Mass., the sum of ……………………. Dollars to have and to hold, to be used for the unrestricted purposes of the said Council. Library Form of Bequest I hereby give and bequeath to the Trustees of the Lucius Beebe Memorial Library, Wakefield, Mass., the sum of …………………. Dollars to have and to hold, to be used for the unrestricted purposes of the said library. 206th Annual Report OF THE TOWN OFFICERS OF WAKEFIELD MASSACHUSETTS including the vital Statistics for the year ending December thirty-first 2017 2 206TH ANNUAL REPORT TOWN OF WAKEFIELD Population – 2017 - Census – 24,426 2010 Federal Census – 24,932 Councilor, 6th District – Terrence W. Kennedy of Lynnfield U.S. Representative for Mass. 6th Congressional District-Seth Moulton Representative 9th Essex District- Donald H. Wong Representative 32nd Middlesex District- Paul A. Brodeur Senator, Fifth Middlesex District – Jason Lewis TOWN OFFICIALS *Selectmen Paul R. DiNocco, Chairman – 2018 Brian E. Falvey – 2018 Peter J. May, Vice Chairman – 2019 Ann McGonigle Santos, - 2019 Anthony J. Longo – 2019 Edward F. Dombroski, Jr. – 2020 Mehreen N. Butt - 2020 **Town Administrator Stephen P. Maio TOWN OF WAKEFIELD 3 **Chief of Police Richard E. Smith **Fire Chief Michael J. Sullivan *Town Clerk Betsy Sheeran - 2020 *Tax Collector Kathleen M. Kelly – 2018 *Moderator William Harbison Carroll – 2018 *Treasurer John J. McCarthy, Jr. – 2019 **Town Accountant Kevin M. Gill 4 206TH ANNUAL REPORT **Town Counsel Thomas A. -
Initial MBTA Service Pilot Proposal
November 4, 2019 To: Massachusetts department of Transportation Massachusetts Bay Transportation Authority [email protected] cc: Senator Jason Lewis Representative Paul Brodeur Representative Donald H. Wong Thank you for the opportunity to submit the Town of Wakefield’s MBTA pilot proposals. Wakefield is fortunate to be serviced by two commuter rail stops (Wakefield Station and Greenwood, via the Haverhill line) and two bus routes (136 and 137). As indicated by your recent passenger counts, hundreds of individuals use Wakefield’s MBTA service each day. The ideas proposed are the direct result of public input. To determine what adjustments to propose, we gained feedback from individuals via the attached survey. The survey was available electronically, and physical copies were available at our library. It was open for the entire month of August 2019. There were 295 responses, 98 percent of whom were Wakefield residents. A majority of respondents (95%) utilized the MBTA during weekdays and 35 percent rode on weekends. Residents also provided feedback during Town Councilors’ office hours and via email with these representatives. Wakefield’s Zoning Board is currently deliberating on petitions that would add 491 residential units throughout town. Several large developments would be located steps from the Greenwood and Wakefield commuter rail stations, likely drawing tenants specifically looking to use the MBTA. Others are in close proximity to, or directly on, current bus routes. It is critical that we prepare for these public‐transit‐ oriented residents. According to our research, 62 percent of respondents take a non‐preferred form of transportation to their destinations (walking, taxi, Uber) at least once per month because the MBTA schedule isn’t convenient.