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Article 20 - Appropriation for Master Plan Update - Master Plan Strategic Framework 2020-2025 pdf file
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STRATEGIC FRAMEWORK 2020-2025
STRATEGIC AREAS OF FOCUS
What is the Strategic Framework? The Strategic Framework 2020‐2025 is an implementation schedule of the short‐term or ongoing action items presented in
The Canton Master Plan. The strategic framework includes the guideline principles and rational behind each strategic area of focus. In addition to specific action
items, the framework identifies responsible municipal parties. (bold represents the Lead Responsible Party).
LIVE
Housing & Neighborhoods
Guiding Principle: Canton will have homes for residents at all stages of life and with diverse incomes.
Rationale for Long‐term Strategic Objectives: The availability of homes in Canton that meet the needs of residents at all stages of life and
incomes will open opportunities for young people to move into Canton, but also allow older residents to stay and “age in place.”
Sub‐Section Action Item Responsible Parties Timeframe
A. Maintain an Inventory of Deed Restricted Affordable Housing Beyond 10%
Short‐
Housing & A.1. Continue to monitor the progress of the Town’s Housing Action Plan and update as Term
Town Planner, Planning Board
Neighborhoods required. (within 5
years)
Canton Housing Authority, Commission on
Housing & A.3. Continue to support the maintenance and possible expansion of existing Housing
Disability, Community Preservation Ongoing
Neighborhoods Authority properties.
Committee
A.4. Use Comprehensive Permit applications strategically to permit individual projects that
Housing &
are consistent with the Town’s needs. Town Planner, Zoning Board of Appeals Ongoing
Neighborhoods
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STRATEGIC FRAMEWORK 2020-2025
B. Expand Housing Choice Throughout the Community
Short‐
Housing & B.1. Introduce the concept of missing middle housing options to the community and Term
Town Planner
Neighborhoods identify where different models could be appropriate. (within 5
years)
Short‐
Housing & B.2. Amend the Zoning Bylaw to remove impediments to the development of multi‐family Term
Town Planner, Planning Board
Neighborhoods housing models where they are already allowed. (within 5
years)
C. Capture Housing Opportunities Unique to Specific Areas of Town
Housing & C.1. Continue to advance the development program and associated infrastructure Paul Revere Heritage Commission, Town
Ongoing
Neighborhoods improvements for the Paul Revere Heritage Site. Planner, Select Board
Short‐
C.2. Consider zoning provisions specifically tailored to the golf course parcels that
Housing & Term
incentivize higher retention of protected open space and more flexible, environmentally Town Planner, Planning Board
Neighborhoods (within 5
sensitive design.
years)
D. Increase Capacity to Implement Housing Strategies
D.1. Continue direct support of the Canton Housing Authority through contributions from
Housing & Canton Housing Authority, Community
the Community Preservation Act funds and direct engagement during the update of the Ongoing
Neighborhoods Preservation Committee
Housing Action Plan or drafting of the Housing Production Plan as applicable.
Easy Win
Housing &
D.2. Establish an advisory Housing Committee. Select Board, Town Planner (within 2
Neighborhoods
years)
Short‐
Housing & Town Planner, Select Board, Planning Term
D.3. Pursue the establishment of an Affordable Housing Trust.
Neighborhoods Board (within 5
years)
Housing & D.4. Continue to seek assistance from state‐level programs/agencies for the
Town Planner, Select Board Ongoing
Neighborhoods implementation of housing policy initiatives.
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STRATEGIC FRAMEWORK 2020-2025
Short‐
Housing & D.5. Explore the formation of a Regional Housing Services Organization with neighboring Term
Town Planner
Neighborhoods communities, and with assistance from MAPC. (within 5
years)
Public Health & Social Wellbeing
Guiding Principle: Canton will recognize the challenges of its most vulnerable community members and rise to meet their needs. Canton will strive
to ensure physical and economic access for all residents to make healthy choices that enhance quality of life for all ages.
Rationale for Long‐term Strategic Objectives: The physical make‐up of our community and the ability to access needed services impact the physical
and mental health of residents.
Sub‐Section Action Item Responsible Parties Timeframe
A. Support Vulnerable Residents in the Community
A.1. Conduct community needs assessments to identify gaps in health and social services for
Short‐Term
Public Health & current and future residents, particularly older residents and low‐income families and individuals. Town Planner, Health Department, Canton
(within 5
Social Wellbeing Consider additional staff and operational reorganization as needed (e.g. Substance Abuse Public Schools, Council on Aging, CAASA
years)
Coordinator).
A.2. Educate local decision‐makers on the impacts of their decisions on public health and social
wellbeing of Canton residents. Create an advisory committee for public health issues with Health Department, Town Planner, CAASA, Short‐Term
Public Health &
municipal departments, including Health, Council on Aging/Senior Center, Public Safety, Canton Council on Aging, Public Safety, Schools, (within 5
Social Wellbeing
Public Schools, Planning, and others. Use the advisory committee to improve the coordination Commission on Disability years)
and communication of public health and social issues and services in Canton.
A.3. Promoting health and equity lens into local decision making/ health impacts of proposed Town Planner, Planning Board, Board of
Public Health &
projects, improving communication and coordination across health and social services in Town. Health, Council on Aging, Commission on Ongoing
Social Wellbeing
Consider additional staffing and organizational changes as needed. Disability
Easy Win
Public Health & A.4. Explore partnerships with regional groups working on common public health issues to build
Health Department (within 2
Social Wellbeing collaborations.
years)
Public Health & A.5. Continue performing a regular Youth Risk Assessment at the middle school and high school
Canton Public Schools Ongoing
Social Wellbeing levels and sharing data with other departments.
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STRATEGIC FRAMEWORK 2020-2025
A.6. Develop town policies that support all ages and promote accessibility. These include
Town Planner, Engineering, Parks and
Public Health & diversifying housing types and designs that are more accessible and affordable, improving walking
Recreation, Council on Aging, Commission Ongoing
Social Wellbeing and biking connections, addressing ADA concerns at town‐owned and managed facilities, and
on Disability
building opportunities for intergenerational events.
A.7. Look for opportunities to add space to the Senior Center to accommodate immediate needs
Short‐Term
Public Health & and its expanding role in the community, both for the Town’s growing aging population but also
Council on Aging, Select Board (within 5
Social Wellbeing serving other vulnerable residents.
years)
A.8. Evaluate transportation needs for seniors and consider options to expand services offered by Easy Win
Public Health &
the Senior Center with other town‐wide transit needs, such as residents with disabilities, Council on Aging, Commission on Disability (within 2
Social Wellbeing
students, and others. Include an evaluation of transportation needs to the Canton Food Pantry. years)
A.9. Promote the TND and TOD models at appropriate scales for new and infill development.
Public Health &
Encourage a mix of uses, housing types, public spaces, and walking and biking connections to Town Planner Ongoing
Social Wellbeing
neighboring developments.
B. Promote Active Living in the Community
Short‐Term
Public Health & B.1. Develop a comprehensive assessment for recreational needs with a focus on vulnerable
Parks and Recreation, Town Planner (within 5
Social Wellbeing populations and areas that lack in Canton.
years)
Public Health & Town Planner, Parks and Recreation,
B.2. Provide pedestrian and bicycle connections between parks and other recreational facilities. Ongoing
Social Wellbeing Conservation Agent, Engineering
Public Health & B.3. Continue to support the integration of walking and biking amenities into new development
Town Planner Ongoing
Social Wellbeing proposals and the redevelopment of Route 138.
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STRATEGIC FRAMEWORK 2020-2025
Town Services
Guiding Principle: Canton will continue to deliver high quality services through efficient, transparent, and open government where all residents can
participate in local decision‐making. Canton will promote meaningful civic engagement and participation in local decision‐making by all residents.
Rationale for Long‐term Strategic Objectives: Town services are critical to local quality of life is the capacity of the Town to understand and meet
the needs of residents and provide opportunities for civic engagement that support open and transparent government.
Sub‐Section Action Item Responsible Parties Timeframe
A. Evaluate Capacity with Needs
A.1. Continue to pursue land use policies that will increase tax revenue in areas identified for future Town Planner, Planning
Town Services Ongoing
growth. Board
A.2. Continue supporting all departments to compete for grants that could provide training, planning
Town Services Public Works, Select Board Ongoing
support, or funds for physical improvements to roads and facilities.
A.3. Where possible, identify where matching or supplementary funds will be needed for grants the
Town Services Town Planner Ongoing
Town wishes to pursue and ensure those funds are available.
B. Support our Public Schools
B.1. Continue to support the recent proposal to restructure how the facilities are used and the location
Town Services Canton Public Schools Ongoing
of students/school district offices identified in the Canton Public Schools facilities assessment plan.
B.2. Engage the Canton Public Schools, faculty, and students in municipal planning issues that go
Town Services Town Planner Ongoing
beyond the public schools (e.g., housing, recreation, walking and biking, etc.)
B.3. Continue coordination with regional technical schools to broaden educational and job Economic Development
Town Services Ongoing
opportunities for Canton’s youth. Committee
Town Services B.4. Implement Canton Public Schools Master Plan (2017). Canton Public Schools Ongoing
Town Services B.5. Maintain and upgrade facilities according to Master and Capital plans Canton Public Schools Ongoing
Easy Win (within
Town Services B.6. Resolve vehicular and pedestrian access and parking at Luce Elementary School Canton Public Schools
2 years)
Short‐term
Town Services B.7. Retain funding and plans to renovate/expand or replace Galvin Middle School Canton Public Schools
(within 5 years)
C. Promote Inter‐Department Communication
Town Services C.2. Continue to advance the use of electronic applications for permit submittal and review. Engineering, Town Planner Ongoing
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STRATEGIC FRAMEWORK 2020-2025
C.3. Develop a strategic plan to create and maintain a comprehensive list of data points currently
managed by each department. The strategic plan should define the parameters for data points, how Information Systems
Easy Win (within
Town Services data points will be used to measure progress in reaching local goals and objectives, and different ways Manager, Town
2 years)
in which departments can share and support the collection of data. State and federal requirements, Administrator
restrictions, and obligations regarding data sharing must be followed.
C.4. Identify which data from every municipal department can be digitized into the municipal GIS Short‐Term
Town Services Engineering, Town Planner
database and complete digitization. (within 5 years)
C.5. Identify opportunities to have more than one municipal department compete for and work on Town Administrator,
Town Services Ongoing
grant funded projects. Town Planner
D. Create a Culture of Civic Participation
D.1. Continue to support the Canton Center for Civic Engagement and its efforts with the Canton Public
Town Services Canton Public Library Ongoing
Library to promote volunteerism among Canton teens and adults.
D.2. Explore other opportunities, such as reviving Canton Day, to bring residents together to learn
Parks and Recreation, Easy Win (within
Town Services about town functions and services, meet local decision makers, and promote opportunities for
Town Planner 2 years)
residents to participate in local government.
D.3. Evaluate new technology opportunities, including proprietary products, that can enhance the Information Systems
Short‐Term
Town Services ability of local government to disseminate information and receive public input. Invest in annual Manager, Town
(within 5 years)
training for municipal staff related to the use of new technology and software. Administrator
D.4. Using the 2018 Social Media and Citizen’s Engagement Assessment as a guide, continue to
Information Systems
improve policies and utilization of social media as an effective communication tool. Annually revisit the
Town Services Manager, Town Ongoing
assessment to ensure policies are current. Invest in annual training for municipal staff related to social
Administrator
media usage and policies.
D.5. Support training of town staff in meeting facilitation and public engagement techniques (high and
Short‐Term
Town Services low tech) to ensure effective communication before, during, and after public meetings, workshops, Town Administrator
(within 5 years)
and other town‐sponsored events.
D.6. Develop an outreach strategy to increase participation in town boards and committees to fill Short‐Term
Town Services Town Administrator
vacancies. (within 5 years)
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STRATEGIC FRAMEWORK 2020-2025
D.7. Understand reasons for low to moderate participation in public meetings, workshops, and other
town‐sponsored events. Offer incentives to encourage attendance:
Consider offering food, childcare, and other reasonable incentives to encourage attendance, and
consider whether the timing and location of meetings is a barrier to attendance.
Evaluate the process by which meetings and workshops are advertised or promoted and consider
Town Services Town Planner Ongoing
more creative ways that are eye‐catching.
Ensure that the process is clear for the event, describing when and how the public can participate
and voice their ideas during the event.
Use multiple strategies to engage the public, using in‐person events and online options. Think about
different technology and how user‐friendly they are.
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STRATEGIC FRAMEWORK 2020-2025
WORK
Guiding Principle: Canton will foster equitable economic prosperity and stability by retaining and expanding businesses of all sizes in collaboration
with the business community.
Rationale for Long‐term Strategic Objectives: Canton residents love their community for its high quality of life, diverse residential neighborhoods,
and abundant recreational opportunities, but beyond being a great place to live, Canton is home to numerous businesses and employment
opportunities. In fact, many are surprised to learn that Canton actually has more jobs than it has residents. Canton’s varied range of industries and
businesses contributes to the economic vitality of the town while providing a range of job opportunities close to residents and also bolstering the
tax base. Continuing to support a diverse and competitive local economy makes the Town an attractive place for employers and residents alike.
Businesses in Canton rely on the Town to foster a business‐friendly climate, provide critical services and infrastructure, maintain accessibility
through roads and sidewalks, ensure that employees and customers have safe places to live, and provide high‐quality education. Likewise, the
Town relies on businesses to create employment opportunities, provide goods and services to its residents, and support the Town’s fiscal health
through taxes.
Sub‐
Secti
on Action Item Responsible Parties Timeframe
A. Create Mixed‐Use Environments that Attract Businesses
A.2. Encourage a mix of uses in the town’s suburban‐style business parks, including restaurants, retail, services, entertainment, recreation, Short‐Term
Town Planner,
‐ etc. to increase market competitiveness. This includes standalone uses as well as adding amenities to existing office buildings. Adjust zoning (within 5
Planning Board
as needed. years)
B. Support Business Growth and Viability
Economic Easy Win
B.1. Regularly communicate with businesses to understand and address needs. Implement a business visitation program that ensures
‐ Development (within 2
regular dialog between the town and its businesses.
Committee years)
Economic
Easy Win
Development
‐ B.2. Identify funding sources for businesses and property owners to address needs and increase awareness of opportunities. (within 2
Committee,
years)
Town Planner
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STRATEGIC FRAMEWORK 2020-2025
Economic Easy Win
‐ B.3. Partner with Canton Association of Business and Industry (CABI) and work together to pursue joint goals. Development (within 2
Committee years)
Economic Easy Win
B.5. Open lines of communication with businesses owners and implement policies to support small retailers and improve their ability to
‐ Development (within 2
remain viable. Work with CABI.
Committee years)
C. Market Canton as “Open for Business”
Economic Easy Win
C.1. Continue to offer economic incentives to encourage strategic commercial growth and development in Canton. Use tools such as Tax
‐ Development (within 2
Increment Financing (TIF) to attract commercial development that aligns with town goals and strategies.
Committee years)
Economic Short‐Term
C.2. Target attraction of regional growth sectors, including professional and technical services, bio and life sciences, health technology, and
‐ Development (within 5
information technology.
Committee years)
Economic Short‐Term
‐ C.3. Target businesses that support the Town’s goals in areas such as arts and culture and sustainability. Development (within 5
Committee years)
Economic Short‐Term
‐ C.4. Attract more retail shops and restaurants to serve the needs of residents and employees. Work with CABI. Development (within 5
Committee years)
C.5. Expand external marketing efforts, including a professional economic development website. Include resources for businesses interested
Economic Easy Win
in locating in Canton, including information about available sites and utilities infrastructure, workforce availability for key industry sectors,
‐ Development (within 2
demographic information for retail businesses, relevant approval and permitting processes, and available incentives. Work with CABI. This
Committee years)
may require additional staff, such as an Economic Development Director.
D. Target Properties with Opportunity
Town Planner,
Short‐Term
D.1. Identify underutilized and/or vacant sites, work with property owners to recognize challenges and barriers to development and provide Economic
‐ (within 5
informational resources and potential funding sources. Development
years)
Committee
Economic Easy Win
D.2. Assist with marketing of properties with commercial development potential, including listings on the town economic development
‐ Development (within 2
website and state site selection websites, such as MassEcon.
Committee years)
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STRATEGIC FRAMEWORK 2020-2025
E. Support Workforce Needs
Short‐Term
E.1. Continue partnering Canton High School with Blue Hills Regional Vocational Technical School, and explore further partnerships with Canton Public
‐ (within 5
Massasoit Community College, to connect businesses with talent pipelines. Schools
years)
Short‐Term
‐ E.2. Partner with employers to make first/last mile connections between commuter rail stations and businesses. Town Planner (within 5
years)
PLAY
Guiding Principle: Canton will offer community spaces and programs that enable people of all ages to be active and socialize.
Rationale for Long‐term Strategic Objectives: Recreation, leisure activity, relaxation, and play are integral to our health and social wellbeing. Since
the early 1900s, park and open space advocates have voiced the importance of these spaces for individuals, particularly those in more urban
environments. These activities have physiological and mental health benefits, offering opportunities to be active with our bodies and “unplug” our
minds from everyday stress, reconnecting with nature. They are also important as communitywide resources because they provide places for
informal gatherings as well as organized community events and recreational programming. Beyond benefits to people, parks and open spaces also
have ecological and economic functions. For example, land conserved as open space for activities like hiking can provide habitat for wildlife,
recharge areas to protect water quality, and floodplain protection to help manage floodwaters. Parks and open spaces also contribute to the local
economy. Protected open space enhances property values and provides an attractive amenity to new residents and business owners. Visitors to
local parks and open spaces will spend money locally, supporting businesses.
Sub‐
Section Action Item Responsible Parties Timeframe
A. Build on Existing Planning Efforts
‐ A.1. Implement the Trails Master Plan, including, but not limited to:
Improve trail visibility, safety, access, and use through Canton trails information online; trailhead signage;
trail signage and markers; information kiosks; parking, vehicular access, and accessibility; and trail maps Parks and Recreation, Town Planner Ongoing
and descriptions, among other initiatives.
Invest in the maintenance and upkeep of trails.
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STRATEGIC FRAMEWORK 2020-2025
A.2. Revisit and update the Pequitside Farm Master Plan to implement select recommendations, including, but
not limited to:
Improve circulation through the site to park and access buildings.
Conservation Commission,
‐ Explore new activities that enhance existing uses and features of the site. Ongoing
Conservation Agent
Enhance and manage natural resources, including a management plan, restoration of the open meadow,
long‐range plan to manage successional growth trees, and explore the creation of an environmental
education center.
A.3. Implement the Canton Open Space and Recreation Plan (OSRP) through its:
Seven‐Year OSRP Action Plan, which addresses natural resource protection needs, community needs, and Parks and Recreation, Council on Aging,
‐ Ongoing
management needs. Commission on Disability
ADA Transition Plan to improve access for those with disabilities.
A.4. Implement the Earl Newhouse Waterfront Plan, including, but not limited to:
Implement invasive species management.
‐ Improve trail maintenance and access. Conservation Agent, Town Planner Ongoing
Improve drive access and parking.
Add site amenities such as benches, picnic areas, signage, and kayak launch, among others.
B. Increase Access to Parks and Open Spaces
B.3. Work with local businesses to develop recreational opportunities for their employees that also offer Economic Development Committee, Short‐Term
‐
access for residents. Focus on potential opportunities along Route 138. Town Planner (within 5 years)
Conservation Commission, Commission
‐ B.4. Improve/maintain accessibility of conservation areas. Ongoing
on Disability
Parks and Recreation, Commission on
B.5. Improve/maintain accessibility of recreation areas. Ongoing
Disability
C. Build Awareness of Local Resources
Parks and Recreation, Conservation
C.1. Develop new communication strategies that will increase public knowledge about local parks, open Short‐Term
‐ Commission, Commission on Disability,
spaces, and recreational opportunities. Use multi‐media approaches and consider high and low‐tech options. (within 5 years)
Council on Aging
C.5. Work with the Health Department and cross‐departmental teams to encourage healthy activities for Parks and Recreation, Health
‐ Ongoing
adults, youth, and children at the Town’s open space and recreation areas. Department
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STRATEGIC FRAMEWORK 2020-2025
CONNECT
Guiding Principle: Canton will support a safe, efficient, and convenient multimodal transportation system that serves the town’s residents and
businesses as well as neighboring communities.
Rationale for Long‐term Strategic Objectives: Canton’s proximate location in the Greater Boston region to transportation networks makes it a
desirable place to live and work; however, it also exposes Canton to a great deal of traffic, making it challenging to balance regional and local
access needs. Connectivity supports economic development, recreational and open space access, housing choice, and public infrastructure and it is
in the Town’s best interest to enhance and broaden transportation choices in Canton.
Neighborhood Connections
Sub‐Section Action Item Responsible Parties Timeframe
A. Address Walking and Biking Safety
A.1a. Advance preliminary design for Complete Streets projects to take advantage of using existing
Neighborhood
local and state funding sources, such as Chapter 90 funds, development mitigation, Safe Routes to Engineering, Town Planner Easy Win (within 2 years)
Connections
School, and MassWorks Infrastructure Program Grants: Top 5 projects in prioritization.
A.1b. Advance preliminary design for Complete Streets projects to take advantage of using existing
Neighborhood Short‐Term (within 5
local and state funding sources, such as Chapter 90 funds, development mitigation, Safe Routes to Engineering, Town Planner
Connections years)
School, and MassWorks Infrastructure Program Grants: Next 5 projects in prioritization.
A.2a. Advance final design and construction for prioritized Complete Streets Projects through the
Neighborhood
funding sources outlined above, as well as construction funding through the State Transportation Engineering, Town Planner Easy Win (within 2 years)
Connections
Improvement Program (TIP) and MassDOT Complete Streets Funding program: Top 5 projects
A.2b. Advance final design and construction for prioritized Complete Streets Projects through the
Neighborhood Short‐Term (within 5
funding sources outlined above, as well as construction funding through the State Transportation Engineering, Town Planner
Connections years)
Improvement Program (TIP) and MassDOT Complete Streets Funding program: Next 5 projects
Neighborhood A.3. Monitor the performance of all transportation projects to evaluate multimodal benefits and Engineering, Town Planner,
Ongoing
Connections impacts and to ensure projects meet stated goals. Walk Bike Hike Committee
C. Continue to Participate in the Safe Routes to School Program
Neighborhood C.1. Pursue Safe Routes to Schools Program Funding for educational programs and infrastructure Canton Public Schools,
Easy Win (within 2 years)
Connections upgrades. Town Planner, Public Works
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STRATEGIC FRAMEWORK 2020-2025
D. Improve Accessibility for All Ages and Abilities
Town Planner, Council on
Neighborhood
D.1. Identify funding sources to improve transportation services for persons with disabilities. Aging, Commission on Easy Win (within 2 years)
Connections
Disability,
D.2. Conduct an ADA audit of key corridors in town to identify locations in need of improvements Engineering, Building
Neighborhood Short‐Term (within 5
such as curb ramps, crosswalks, and accessible pedestrian signals, especially in relation to schools, Department, Commission
Connections years)
bus stops and commuter rail stations. on Disability, Town Planner
E. Connect New Development with Existing Places
E.1. Strengthen zoning that requires on‐site pedestrian circulation and linkages that build on
Neighborhood existing networks and consistently uphold these standards to promote connections between new Town Planner, Planning Short‐Term (within 5
Connections development and redevelopment projects and existing neighborhoods (e.g., large development Board years)
sites to residential cul‐de‐sacs).
E.2. Review the zoning code to ensure zoning requires adequate parking for new projects (i.e. not
too much, not too little) to promote alternative modes of transportation and reduce drive alone
Neighborhood Town Planner, Planning Short‐Term (within 5
trips. For example, parking maximums instead of parking minimums, shared parking, spaces
Connections Board years)
dedicated to carshare or electric vehicle charging stations, designated shared ride pick up/drop off
zones, and requiring bicycle parking.
E.3. Consider the connection between transportation needs and land use for future development
Neighborhood to manage traffic and parking demand – integrate traffic impact studies and peer reviews of traffic
Town Planner, Engineering Easy Win (within 2 years)
Connections studies for planned developments. Assess parking regulations and adopt policies that encourage
shared parking where appropriate.
Town‐wide Connections
Sub‐Section Action Item Responsible Parties Timeframe
A. Use Low‐Cost Techniques to Improve Traffic and Safety on Local Streets
A.1. Continue to evaluate the feasibility and cost of recommendations for the two Master Plan Easy Win
Town Planner,
Town‐Wide Connections transportation Focus Area for implementation: Washington Street at Pleasant Street and Washington Street (within 2
Engineering, Public Works
at Neponset and Church streets. years)
A.2. Explore locations for implementing short‐term, low‐cost operational improvements such as traffic Easy Win
Engineering, Town
Town‐Wide Connections signal timing, pavement markings, and vehicle detection including loop detectors and video detection to (within 2
Planner, Public Works
improve traffic flow and reduce delay. years)
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STRATEGIC FRAMEWORK 2020-2025
Easy Win
A.4. Investigate the impact of lowering speed limits on certain roads and using tactics such as temporary Engineering, Traffic
Town‐Wide Connections (within 2
feedback signs (also known as “Your Speed” signs) to improve safety. Committee
years)
A.5. Identify locations to implement traffic calming measures to improve safety. These may include Short‐Term
Engineering, Traffic
Town‐Wide Connections temporary bollards or pavement markings for rapid implementation and testing, or more permanent (within 5
Committee
measures like raised crosswalks, curb extensions, and pedestrian crossing islands. years)
B. Expand Local Transit Options
B.1. Update/expand upon findings of the Creating Transit Links in Canton, MA (2017) report to expand Short‐Term
Town‐Wide Connections first/last mile connections to transit through a public‐private partnership with ride‐hailing apps, or another Town Planner (within 5
identified method such as local shuttle service. years)
Town Planner, Short‐Term
B.2. Work with the MBTA to improve signage and bus stop visibility for Route 716 stops along Washington
Town‐Wide Connections Engineering, Canton MBTA (within 5
Street. Discuss other opportunities to increase transit options along Route 138.
Representative years)
Easy Win
Council on Aging, Town
Town‐Wide Connections B.3. Investigate potential use of Canton Senior Center vehicles for on‐demand shuttle use during off hours. (within 2
Planner
years)
B.4. Encourage local businesses, especially those in the Royall Street area and along Route 138, to join the
Easy Win
Neponset Valley TMA and/or participate in the Suburban Mobility Working Group to provide suburban
Town‐Wide Connections Town Planner (within 2
transportation options such as private shuttles or emergency ride home programs to increase local transit
years)
and reverse commute options for employees.
C. Explore Shared Services
Easy Win
Town‐Wide Connections C.1. Evaluate options for bike share companies to provide services in Canton. Town Planner (within 2
years)
Short‐Term
C.2. Amend zoning to incentivize shared mobility through requiring drop‐off/pick‐up zones in new Town Planner, Planning
Town‐Wide Connections (within 5
developments and reduce parking requirements. Board
years)
D. Embrace and Support Emerging Mobility Options
Short‐Term
D.1. Pursue technology to support connected vehicle infrastructure to improve safety, traffic circulation,
Town‐Wide Connections Town Planner (within 5
and congestion management.
years)
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STRATEGIC FRAMEWORK 2020-2025
Short‐Term
D.3. Add public charging stations at municipal buildings to implement recommendations from the 2017 Town Planner, Building
Town‐Wide Connections (within 5
Canton Energy Reduction Plan. Department,
years)
D.4. Consider revising Zoning By‐laws to establish performance standards that require electric vehicle Short‐Term
Town Planner, Planning
Town‐Wide Connections charging stations in new developments, which may be based on development size or number of overall (within 5
Board
spaces in provided parking areas. years)
E. Build East‐West Connections that Reduce Traffic
E.1. Identify public rights‐of‐way or easements (work with private landowners where applicable) with Town Planner, Parks and Short‐Term
Town‐Wide Connections potential for off‐road multi‐use paths to enhance walking and biking connectivity through town. Existing Recreation, Conservation (within 5
resources like MAPC’s Landline Vision Plan can be used to help create these connections. Commission years)
E.2. Consider applying similar regulations to Section 8, item 14 on “Sidewalks, Walkways, Bikeways, and
Short‐Term
Shared Pathways” from the Town’s 2019 amended Land Subdivision Rules and Regulations to Town Planner, Planning
Town‐Wide Connections (within 5
new/redevelopment that may fall outside of these regulations to require connectivity with external Board
years)
roadway networks.
Regional Connections
Sub‐Section Action Item Responsible Parties Timeframe
A. Expand Transit Options to Employment Areas
A.1. Continue to participate in the Neponset Valley Transportation Management Association (TMA) and
Regional Connections Suburban Mobility Working Group meetings and expand the Town’s involvement to identify options for Town Planner Ongoing
local transportation within Canton and between neighboring towns to reduce gaps in service.
A.2. Encourage businesses to join Neponset Valley TMA to provide transportation demand management
strategies. These include carpool incentives, emergency ride home programs, and transit benefits. An
Easy Win
employer sponsored emergency ride home program, like that provided for members of the Neponset Valley
Regional Connections Town Planner (within 2
TMS, reimburses green commuters with a free ride home in the case of an emergency, which makes people
years)
more likely to choose transit or another sustainable travel mode because they know they will have a free
alternative option should an emergency occur.
B. Connect Residents to Commuter Rail Stations
B.1. Maintain awareness of the status of the Canton Interchange Project. Should the project secure funding
Walk, Bike, Hike, Committee,
Regional Connections and move forward in the future, advocate for maintaining bicycle and pedestrian access to the Route 128 Ongoing
Town Planner
Commuter Rail Station.
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STRATEGIC FRAMEWORK 2020-2025
Short‐Term
B.2. Amend zoning to include developer incentives to build connections to transit, whether that is
Regional Connections Town Planner, Planning Board (within 5
walking/biking paths like Paul Revere Heritage Site, bike share, or shuttle services.
years)
Short‐Term
B.3. Explore the need for and establish park and ride locations and potential for shuttle to connect to
Regional Connections Town Planner (within 5
commuter rail.
years)
C. Increase Multimodal Options on Route 138
Short‐Term
C.1. Work with the MassDOT to implement recommendations from the Route 138 MPO Study to improve Town Planner, Engineering,
Regional Connections (within 5
multimodal conditions. Public Works
years)
Short‐Term
C.2. Incentivize use of transportation management strategies for larger developments to reduce single Town Planner, Economic
Regional Connections (within 5
occupant vehicle trips to Route 138. Development Committee
years)
D. Build on the Regional Walking and Biking Network
Town Planner, Walk, Bike,
Easy Win
D.2. Increase biking amenities such as bike racks, lanes, signage and markings where appropriate to Hike, Committee, Building
Regional Connections (within 2
facilitate longer‐distance bike trips. Department, Parks and
years)
Recreation
D.3. Evaluate “Desirable Connection Areas” identified in the 2018 Open Space and Recreation Plan to Short‐Term
Engineering, Town Planner,
Regional Connections identify design solutions to improve public and private trail connections as well as street and sidewalk (within 5
Parks and Recreation
connections to better link trail systems. years)
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STRATEGIC FRAMEWORK 2020-2025
PROTECT
Guiding Principle: Canton will preserve, promote, and encourage adaptive reuse of historic structures and sites to retain local, regional, and
national history and heritage and reinforce community character. Canton will support a broad range of arts and cultural experiences that make the
Town an interesting place to live, work, and visit. Canton will protect, enhance, and restore natural ecosystems and landscapes that support clean
air and water, and contribute to life in Canton.
Rationale for Long‐term Strategic Objectives: Our historic and cultural resources and natural environment provide social, economic, and
environmental value to the community. We appreciate and enjoy them today, but if not protected, future generations could not experience
Canton in the same way. These resources are at risk because of disinvestment, development or construction activities, lack of resources to sustain
them, or even factors beyond the borders of Canton itself. Therefore, they need to be strengthened and maintained. They are worthy of
protection to sustain Canton’s sense of place.
Historic Resources
Sub‐Section Action Item Responsible Parties Timeframe
B. Use Local Tools to Promote Preservation
Historic B.1. Identify opportunities and propose projects for CPA funds to acquire, rehabilitate, or Canton Historical Commission Ongoing
Resources otherwise preserve important historic resources.
Historic B.3. Recognize that historic preservation efforts can conflict with environmental and energy Canton Historical Commission, Ongoing
Resources efficiency goals but educate property owners on techniques for making historic structures Building Department
more energy efficient.
C. Increase Public Awareness
Historic C.1. Partner with the Canton Historical Society to build public knowledge of local historical Canton Historical Commission, Ongoing
Resources figures and events. Canton Public Library
Historic C.3. Use diverse media, including lectures, visual and performing arts, and social media, to Canton Public Library, Parks and Ongoing
Resources provide a range of educational opportunities for residents. Recreation, Council on Aging,
Commission on Disability
Historic C.4. Encourage the schools to weave local history into the curriculum to the degree possible. Canton Historical Commission, Easy Win (within 2 years)
Resources Canton Public Schools
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STRATEGIC FRAMEWORK 2020-2025
Arts & Culture
A. Focus on Placemaking
Arts & Culture A.3. Continue to distribute financial resources through the Canton Cultural Council to Canton Cultural Council Ongoing
support programming and capacity of Canton’s arts community.
Arts & Culture A.4. Identify funding opportunities that support placemaking programming and initiatives. Town Planner Short‐Term (within 5
These might include signage, public art installations, promotional materials, and special years)
events. Sources can be regional, state, or federal agencies as well as private organizations.
See Appendix C.
NATURAL ECOSYSTEMS & LANDSCAPES
A. Support Canton’s Stormwater Management Program
Environmental A.1. Find opportunities to incorporate green infrastructure on Town properties and in existing or planned
Public Works, Conservation Agent Ongoing
Stewardship infrastructure.
Environmental A.2. Continue to prioritize green infrastructure wherever practicable to manage stormwater as part of
Public Works, Conservation Agent Ongoing
Stewardship public projects and investments.
Environmental A.4. Continue involvement in regional collaborations to help meet common stormwater management
Public Works, Conservation Agent Ongoing
Stewardship goals and objectives.
A.5. Educate residents, property owners, and businesses about benefits and different ways of stormwater
Town Planner, Public Works,
Environmental management on their properties. Promote the use of rain barrels, rain gardens, and permeable pavers for
Conservation Agent, Sustainability Ongoing
Stewardship driveways and walkways, as well as limiting the use of fertilizers and cleaning up pet waste, among other
Committee
approaches.
Environmental A.6. Continue to evaluate standards for stormwater management in local regulations to ensure that best Conservation Agent, Town Planner,
Ongoing
Stewardship practices are required in proposed development. Public Works
B. Protect Groundwater Sources & Build Capacity
B.1. Contribute to regional initiatives on water quality and groundwater protection (for example, Public Works, Town Planner,
Environmental
Neponset Valley Watershed Association, MWRA, Massachusetts Department of Environmental Conservation Agent, Sustainability Ongoing
Stewardship
Protection). Committee
Environmental B.2. For commercial, industrial, mixed use, and multi‐family housing, require landscaping practices that Town Planner, Planning Board, Easy Win
Stewardship are drought tolerant. Conservation Commission, (within 2 years)
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STRATEGIC FRAMEWORK 2020-2025
Environmental B.3. Develop educational outreach programs and incentives that encourage efficient water use by Public Works, Sustainability
Ongoing
Stewardship residents and business owners. Committee
Environmental
B.4. Continue to maintain and upgrade the municipal water supply infrastructure and capacity. Public Works Ongoing
Stewardship
C. Use Development Standards and Other Local Policies to Protect and Improve the Natural Environment
Environmental C.1. Continue requiring the use of low impact design (LID) standards in areas near significant natural Town Planner, Planning Board,
Ongoing
Stewardship resources and encourage them town‐wide wherever possible. Conservation Agent,
Environmental C.2. Prioritize acquisition of properties of high conservation value that abut existing open space and Conservation Commission,
Ongoing
Stewardship recreational properties. Conservation Agent
C.3. Develop policies that protect the Town’s tree canopy. This might include a tree ordinance that
Environmental regulates various aspects of tree planting, removal, and maintenance on public and/or private property. Conservation Commission, Short‐Term
Stewardship Consider adding staff to the Conservation Department to develop and implement this and other policy Conservation Agent (within 5 years)
changes.
C.4. Provide standards and guidance for the installation of landscaping that is beneficial to the natural
Environmental Conservation Commission, Short‐Term
environment. Consider adding staff to the Conservation Department to develop and implement this and
Stewardship Conservation Agent (within 5 years)
other policy changes.
D. Manage Local Conservation Areas
D.1. Continue to implement recommendations of existing master plans for the Earl Newhouse Waterfront
Environmental Conservation Commission,
property, as well as others that may be developed. Revisit plans for Pequitside Farm and update as Ongoing
Stewardship Conservation Agent
necessary.
Environmental D.2 Identify and prioritize other town conservation properties that need Site Management Plans to Conservation Commission, Short‐Term
Stewardship establish clear management needs and strategies. Conservation Agent (within 5 years)
E. Give Residents and Businesses Opportunities to Make a Difference
E.2. Support residents and businesses who want to organize their own projects that have environmental
Environmental Short‐Term
and community benefits. The Town can provide a platform either online or at Town Hall (something as Public Works, Town Planner
Stewardship (within 5 years)
simple as a bulletin board) to connect residents with similar interests and ideas.
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STRATEGIC FRAMEWORK 2020-2025
ADAPT
Guiding Principle: Canton will seek to increase community sustainability through climate adaptation and mitigation efforts to increase water,
waste, and energy resource efficiency.
Rationale for Long‐term Strategic Objectives: ADAPT focuses on planning for anticipated impacts from climate change and taking steps to do our
part to change its course. There is widespread agreement by climate scientists that the climate is changing and it can potentially have impacts on
our local economy, public health, water resources, infrastructure, and energy demand, among other aspects of our community. Canton is already
vulnerable to natural hazard events, such as heavy rainfall, ice/snowstorms, wind, and heat related hazards like extreme heat, drought, and brush
fires, and climate change is expected to increase the frequency and intensity of these hazards. Minimizing or mitigating impacts involves
emergency planning, but also requires long‐term strategies around land development, conservation, infrastructure, and public health to limit our
risk and bounce back.
Energy Conservation & Generation
Sub‐Section Action Item Responsible Parties Timeframe
A. Build Capacity to Meet Energy Reduction Goals
Energy Conservation A.1. Invest in energy‐efficient equipment and facilities for municipal operations, including
Town Administrator Ongoing
and Generation schools (the Town’s largest energy consumers), that reduce energy consumption and costs.
Energy Conservation A.2. Increase the number of municipal electric or energy‐efficient vehicles. Add public Public Works, Police Department, Short‐Term (within 5
and Generation charging stations at municipal buildings like Town Hall, schools, and the library. Town Administrator years)
B. Provide Opportunities for Residents and Businesses
Energy Conservation
B.1. Review bylaws to clarify the types of solar generation supported by the Town. Town Planner, Planning Board Easy Win (within 2 years)
and Generation
Town Planner, Information
Energy Conservation B.2. Promote the use of state and federal energy rebate and incentive programs to residents
Systems Manager, Sustainability Easy Win (within 2 years)
and Generation and businesses through the Town’s website and other outlets.
Committee
Energy Conservation Review local zoning by‐law and identify new language that would require or encourage Short‐Term (within 5
Town Planner, Planning Board
and Generation residential and commercial electric charging stations. years)
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B.5. Review the zoning bylaw to ensure that public electric vehicle charging stations (Level 3)
Energy Conservation Short‐Term (within 5
are not treated similar to traditional fueling stations and can be part of parking garages or Town Planner, Planning Board
and Generation years)
standalone in surface parking areas, among other locations.
B.6. Investigate opportunities for Canton residents and businesses to access affordable Town Administrator, Select
Energy Conservation Short‐Term (within 5
renewable energy. Evaluate the advantages and disadvantage of a municipal aggregation Board, Town Planner,
and Generation years)
program in Canton. Sustainability Committee
Natural Hazards and Climate Change
Sub‐Section Action Item Responsible Parties Timeframe
A. Build Resiliency
Natural Hazards and A.1. Maintain the network of stakeholders that participated in the MVP process. Consider periodic update Town Planner, MVP Working
Ongoing
Climate Change meetings to evaluate progress and revisit priorities as needed. Group
B. Educate the Community
Natural Hazards and B.1. Develop a program for public education to increase awareness of natural hazards and climate change Town Planner, Sustainability Short‐Term
Climate Change impacts and identify measures individuals can do to prepare and prevent climate change. Committee (within 5 years)
B.2. Continue to implement the public outreach strategies of the Town’s Hazard Mitigation Plan to Emergency Management (Fire
Natural Hazards and
increase public awareness of natural hazards and steps to reduce personal risk and impacts from these Department), Public Works, Ongoing
Climate Change
events. Consider hiring a full time Emergency Management Director. Town Planner
Natural Hazards and B.3. Ensure local public works and public safety officials continue to receive training related to emergency
Town Administrator Ongoing
Climate Change management and infrastructure design. Consider hiring a full time Emergency Management Director.
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STRATEGIC FRAMEWORK 2020-2025
FOCUS AREA – CANTON JUNCTION
Guiding Principle: Canton Junction will become a compact, walkable center that connects to public transit, the Downtown, and adjacent
neighborhoods. It will offer diverse uses and services and provide housing options for all income levels.
Rationale for Long‐term Strategic Objectives: CANTON JUNCTION is the name of the MBTA station situated between Jackson, Beaumont, and
Sherman streets. The station and the surrounding area are important for the future of Canton because of the opportunities that can come from
creating a transit‐oriented development (TOD), which would meet a variety of needs for commuters and the surrounding neighborhood as well as
the Town as a whole.
Sub‐Section Action Item Responsible Parties Timeframe
B. Increase Access to Canton Junction
‐ B.1. Work directly with MBTA to ensure that the train station facility is considered “state‐of‐the‐art” with Town Planner, Canton MBTA Short‐Term (within
regard to accessibility for people with disabilities. Representative 5 years)
C. Manage Parking
‐ C.1. Work with MBTA to develop a future parking plan that considers:
Demand estimates for parking at Canton Junction that account for future development. Town Planner, Canton MBTA Short‐Term (within
Future ownership of parking facilities and administration of parking fees. Representative 5 years)
The size and location of possible structured parking facilities.
D. Solve the Infrastructure Challenge
‐ D.1. To the extent possible, develop a long‐term work plan with MassDevelopment that identifies areas Short‐Term (within
Town Planner
where they can provide assistance and where Canton will need to compete for funding. 5 years)
E. Zone for Transit Oriented Development (TOD)
‐ Easy Win (within 2
E.4. Consider the use of Chapter 40R for specific areas within the TOD neighborhood. Town Planner, Planning Board
years)
‐ E.5. If Chapter 40R is not pursued, use inclusionary zoning to incorporate a fixed percentage of subsidized Easy Win (within 2
Town Planner, Planning Board
affordable housing in new development proposals. years)
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FOCUS AREA – DOWNTOWN
Guiding Principle: Downtown will have a strong sense of place. It will be walkable, vibrant with activity, have a broad range of uses, and connect to
nearby destinations.
Rationale for Long‐term Strategic Objectives: DOWNTOWN has the potential to play a leading role as a commercial/mixed use center. It primarily
serves the day‐to‐day convenience retail needs of nearby residents, offering establishments such as banks, a pharmacy, hair and nail salons,
convenience stores, restaurants, and a limited number of small retail shops. It is also home to small professional offices, such as attorneys,
accountants, realtors, doctors, and others. In addition to the diverse mix of uses, Downtown boasts a strong collection of institutional buildings,
including the Public Library, Town Hall, and the Post Office.
Sub‐
Section Action Item Responsible Parties Timeframe
A. Make Downtown Canton a Destination
A.1. Perform outreach to local businesses in Downtown to explore the potential for partnerships with the Town that will Economic Development Short‐Term
‐
help administer improvements, investments, and programs. Committee, Town Planner (within 5 years)
‐ A.2. Continue to invest municipal funds in Downtown infrastructure and streetscape amenities. Public Works Ongoing
A.3 Revisit zoning in the Downtown to:
Clarify the Zoning Map to have one set of development procedures and standards for the Downtown area.
Revise signage requirements to ensure high quality design and appropriately scaled signage.
Revise the Use Table to ensure that only highly desirable uses are allowed in the Downtown area. Highly desirable Town Planner, Planning Short‐Term
‐
uses are those that contribute to the development of a cohesive, walkable, and attractive Downtown experience. Board (within 5 years)
Include better standards for dimensional requirements that reflect best practices in downtown design.
Develop design standards/guidelines for elements like building form, façades, pedestrian space, building materials,
and other important aspects of site and architectural design.
B. Implement the Downtown Parking Strategy
Town Planner, Economic Short‐Term
‐ B.2. Work with private property owners to open underutilized parking to the general public.
Development Committee (within 5 years)
B.4. Adjust parking requirements in the zoning bylaw. Current parking requirements for Downtown exceed standard Town Planner, Planning Short‐Term
‐
recommendations for a mixed‐use vibrant downtown. Board (within 5 years)
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C. Expand Shared‐Mobility and On‐Demand Services
C.1. Use results of the Parking Strategy and curbside inventory to designate ride share drop off/pick up zones for Short‐Term
‐ Town Planner, Engineering
services like Uber and Lyft to provide curbside management. (within 5 years)
D. Establish Strong Connections
D.1 Support multimodal infrastructure between the Paul Revere Heritage Site and Downtown Canton as well as Canton
‐ Town Planner, Engineering Ongoing
Junction.
D.2. Identify resources for new development in Downtown to reduce vehicle trips, such as bike share programs, bicycle Short‐Term
‐ Town Planner
parking, or designating ride‐share pick‐up/drop‐off locations. (within 5 years)
E. Improve Multimodal Transportation
‐ E.2 Pursue funding for design and construction for the Complete Streets projects prioritized in Downtown Canton. Engineering Ongoing
E.3. Include in the design process projects on the Complete Streets Prioritization list when designing future facilities in
‐ Engineering, Town Planner Ongoing
the Downtown area, such as on‐street or separated bike lanes.
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STRATEGIC FRAMEWORK 2020-2025
FOCUS AREA – ROUTE 138
Guiding Principle: Route 138 will be transformed into a revitalized destination with expanded businesses, shopping, entertainment, and residences
while increasing safety and access for all modes of transportation.
Rationale for Long‐term Strategic Objectives: ROUTE 138 runs from Milton in the north all the way through Fall River to the Rhode Island border to
the south. In each of the eight municipalities through which it runs, including Canton, Route 138 is a major arterial carrying high volumes of traffic
on a regional scale. Canton has capitalized on Route 138’s popularity, allowing it to become one of the Town’s greatest economic engines. The
Route 138 focus area concentrates on the roadway from Randolph Street to the Stoughton town line. There are opportunities for continued
economic growth and supporting this growth with amenities and other uses that make the area attractive to new businesses.
Sub‐
Sectio
n Action Item Responsible Parties Timeframe
A. Implement the Boston Region MPO Route 138 Study
A.1 Continue conversations with MassDOT and advocate for changes in the roadway that create safer conditions for
‐ Town Planner Ongoing
pedestrians and bicyclists. This could include the Town paying to develop design concepts.
A.2. Coordinate with developers on Route 138 to secure funding and/or access permits from MassDOT as appropriate to
‐ Town Planner Ongoing
implement multimodal recommendations.
A.3. Revise zoning bylaw to require connectivity of business sites with the surrounding transportation network, such as
Short‐Term
‐ new pedestrian and/or bicycle connections. This can be modeled after the Town’s existing Land Subdivision Rules and Town Planner, Planning Board
(within 5 years)
Regulations.
A.5. Identify areas where residential uses would be appropriate, focusing on locations where walking and biking Short‐Term
‐ Town Planner, Planning Board
improvements of the roadway are planned. (within 5 years)
A.4. Work with property owners and MassDOT to develop and adopt access management practices for future Short‐Term
‐ Town Planner
development that will reduce vehicle conflicts and improve safety and traffic circulation (within 5 years)
B. Provide Alternatives for Commuters
B.1. Work with business centers/employers on Route 138 to join the Neponset Valley TMA to provide transportation Town Planner, Economic Easy Win
‐
demand strategies for employees. Development Committee (within 2 years)
B.2. Explore opportunities for transit options from Route 138 to Canton commuter rail stations, such as shared, privately Short‐Term
‐ Town Planner
run transportation services and shuttles or publicly run shuttles. (within 5 years)
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B.3. Negotiate with developers to implement pedestrian and bicycle improvements recommended in the 2017 corridor
‐ study to provide connectivity corridor wide for walkers and bikers. Town Planner Ongoing
C. Continue Economic Development
C.1. Adjust zoning to encourage a mix of uses, including restaurants, retail, services, entertainment, recreation, etc., to Town Planner, Planning
Short‐Term
‐ increase market competitiveness. This includes standalone uses as well as adding amenities to existing office buildings. Board, Economic
(within 5 years)
See RKG Route 138 Study. Development Committee
C.4. Encourage a shared sense of identity among the varied businesses along the corridor by hosting business‐oriented Economic Development Easy Win
‐
programming and social events. Committee, Town Planner (within 2 years)
Indicators of Excellence: Criteria that measure success toward meeting Strategic Framework objectives
Action Plan Implementation Outcomes Resident and Business Feedback Municipal and School Responsibilities
Canton Master Plan | Strategic Framework DRAFT 26 May 6, 2021