Winchendon’s Draft Master Plan – A Deeper Dive (Part 1)
Last week the Courier published an announcement from the Master Plan Committee calling for public comments on the town’s draft Master Plan. A Master Plan guides a community’s growth and development over a period of one to two decades. It establishes the community’s vision and sets priorities, policies, and actions to best achieve that vision.
Our last full Master Plan was created in 2001 and has remained largely unchanged over the last nineteen years. Much has transpired in our town and the time is well upon us to prepare a new Master Plan. The Master Plan Committee has spent the last several years in studying, benchmarking and collecting public input. The result is a bold departure from typical Plans in scope, detail and ambition.
A Plan of this scope and detail can be a bit daunting. The Courier will be publishing a series of articles summarizing sections of the Plan. This week we’ll look at the Vision and Key Challenges of the plan, and the general structure of the document.
Our Vision: “Winchendon will be a town that embraces its enduring heritage of craftmanship, entrepreneurial spirit, civic engagement and sense of community – abundant in culture, recreational opportunities and natural beauty…a place where all are proud to call home.”
From its founding days, Winchendon has a rich history of industry, innovation and crafting, beginning with woodworking and milling operations, continuing to the present day with innumerable small and medium-sized businesses. We also have a rich history of citizens-helping-citizens. This began back in the 1800’s when business scions such as Murdock, Whitney, Clark and others invested much of their wealth in buildings, schools and programs to better their community; to present day with many community focused organizations such as the Community Action Committee, Kiwanis, Clark Memorial YMCA, Scouts, and churches. Finally, many residents compliment the wide-open space, and proximity to nature and agriculture that our town affords. Our Vision embraces all of those sentiments.
We are not without our challenges. The Master Plan acknowledges six key challenges as follows:
Engaging All Citizens/Stakeholders
While our town motto is “Working Together” it is an obvious fact that our town business is influenced and conducted by a small fraction of our population. About 1% of our population attends Town Hall Meetings and a small circle of dedicated citizens do the lion’s share of volunteering. For our town to prosper, it is essential to engage many more of our citizens in voting, volunteering and general awareness of our town’s “doings.”
Improving Quality of Life
Too many of our citizens live at or below poverty level, bringing a constellation of issues ranging from unemployment, food insecurity, poor health and inadequate housing.
Growing in a Way that Honors the Past
Winchendon can boast a number of buildings and properties that have historical and architectural appeal. Economic development can better leverage these assets. Many newcomers to town would benefit from learning more about our traditions and unique history.
Addressing Aging and Blighted Infrastructure
The proliferation of shuttered business fronts, dilapidated housing, abandoned industrial properties and crumbling roads is perhaps the most obvious aesthetic and economic challenge faced by our town.
Developing and Supporting a Sustainable Local Economy
Winchendon has seen the slow decline of its local industry and businesses continue without new and different replacements. What are the realistic options for local economic growth?
Attracting and Retaining Families and Youth
Our local population has aged significantly. In 1990, the median age was 31.0 years old, while today it is 41.3 years old. Bringing in younger families with children to fill the school system and engage in community activities is essential for any thriving town.
All strategies in the Master Plan are aimed at fulfilling this Vision and addressing these Challenges. Goals and strategies to effect change are categorized into nine chapters. In subsequent Courier issues we will look over the contents of these chapters. Many of these goals and accompanying strategies require new cooperation across town employees, boards and committee members, as well as increased public participation and support.
Winchendon is a town with great potential and people. We have the opportunity and capability to make significant changes to meet the wishes of our residents.
