Envision Hopedale

A Comprehensive Master Plan prepared with support from the Central Massachusetts Regional Planning Commission

Town Overview

The Town of Hopedale is a small suburb in southeastern Worcester County, 25 miles southwest of Boston.

Industrialists George and Ebenezer Draper influenced the early development of Hopedale. In addition to a successful loom manufacturer, they built high quality worker housing, public infrastructure, and community parks.

While the factory no longer stands, the investments by the Draper Corporation continue to benefit residents today. The iconic buildings donated by the Drapers and other benefactors host various public services. The duplexes that housed factory employees still stand, and provide much needed housing for Hopedale's workforce.

Hopedale residents cherish this history and its reflection in daily life; however, they also recognize that preservation must be balanced with appropriate growth.

The purpose of this master plan is to ensure that Hopedale meets the needs of its current and future residents. The Master Plan is a long-range strategic plan designed for and by the community. It is a roadmap to help inform municipal policies, investments, and decision-making for the next 10-20 years. The goals and strategies detailed in the plan were designed to advance a common vision for the Town, as defined by those who call it home.

The plan's goals are realistic and achievable; however, their achievement requires collective effort. It will require the dedication and cooperation of many in order to achieve implementation. We look forward to working together to make our common vision a reality.

Vision

The Town of Hopedale's vision is to preserve our small-town character in each stage of development. Hopedale will balance its past with the importance of looking to the future while being open to new economic opportunities, maintaining community services, advancing our school system, improving the parks and recreational facilities, creating a walkable and vibrant downtown, and protecting Hopedale's historic architecture. We will accomplish our vision though a partnership between community and local leaders.

Population & Housing

Hopedale has an aging population and limited opportunities for housing growth.

Hopedale is a small town with limited land available for development, as most land has either been preserved or built out. Hopedale's limited inventory of housing and high cost of living is failing to bridge the affordability gap for owners and renters.

The Hopedale Housing Authority has an extensive waitlist for their public housing services for low-income, elderly, and disabled members of the community. Hopedale is well-below the State's 10% affordable housing goal and threshold for safe harbor from Chapter 40B Comprehensive Permits.

Hopedale's increasing population includes a sharp growth in elderly residents, but the number of young families is decreasing. Hopedale may also experience a higher demand for housing due to relocation made possible through work from home policies.

Single-family detached housing units account for 79% of the total new structures added since 2006. The high cost of housing combined with a low volume of available housing has precluded some from buying a home. The cost in the rental market has increased, largely in response to the increase in home values, the very low amount of available rental units, and the lack of new multi-family units.

There are several strategies the town can use to expand its housing stock without compromising its existing character. New development can be managed sensitively and follow Smart Growth guidelines, ensuring the town maintains its natural beauty and small-town charm.

Zoning and policy changes can be pursued to allow new housing that meets the community's needs but maintains Hopedale's small-town character. Redevelopment of the Draper site will provide the greatest opportunity for new housing.

Smaller, multi-family housing developments such as Accessory Dwelling Units and Cottage Homes should be considered to diversify the current housing stock.

The Town will need to compile a list of potential sites for new housing developments that will be accessible and affordable for Hopedale residents.

These efforts can be made possible by establishing an Affordable Housing Committee, reviewing Zoning bylaws, and hiring a Town Planner for technical assistance.

Goal 1

Encourage development of new housing types that are supportive of an aging population, new families, and low-to-moderate-income households.

Goal 2

Take a proactive approach to planning for the housing needs of current and future Hopedale residents.

Goal 3

Pursue creative policies, partnerships, and resources that support the development of new affordable and diverse housing options as well as the rehabilitation of existing homes.


Land Use

Hopedale aims to adapt new zoning policy that facilitates adaptive reuse & mixed-use new development.

The industrial complex operated by the Draper Corporation (commonly referred to as the Draper Factory site) served as the economic heart of Hopedale for over a century. It is due to the Draper Corporation's influence that Hopedale's downtown has remained well-developed and vibrant. The factory fully shut down in 1980 and ever since, periodic efforts to reuse the property have occurred.

Hopedale has always been a small town defined by top-down forces and large land uses. Four single parcels (the Hopedale Parklands, Hopedale Country Club, north of the Parklands, Rosenfield Concrete) make up 23% of the Town's total land area.

The Town's industrial past led to a pattern of denser residential development than is typical of a town of 6,000 residents. Dwellings are located closer to the street and to each other than in typical suburban residential development.

Commercial uses have played a smaller role in the Town's development. Businesses are concentrated in the south of Town, along Route 140 with another handful at the intersection of Hopedale Street and Route 16 in the center of Town.

New development should focus on mixed-use and higher-density strategies. Higher density will help the Town mitigate the impacts of climate change by focusing development in desirable areas while leaving others preserved. Zoning should also encourage preservation of beloved open space and encourage the adaptive reuse of historic buildings.

Hopedale citizens recognize the need for more commercial development, including conveniences like restaurants and grocery stores. The Zoning Bylaws should facilitate mixed-use redevelopment of the Draper site for these and other purposes and its integration into the existing Town Center.

In support, the town should explore the utility of tools and programs such as Chapter 40R Smart Growth Zoning Overlay Districts, Tax-Increment Financing, and Business Improvement Districts.

Programs such as District Local Technical Assistance and "Community One Stop for Growth" are good sources for assistance with Bylaw review and similar projects.

Goal 1

Maintain a modern and accurate set of Zoning Bylaws.

Goal 2

Promote the development of new housing units in appropriate locations, in a manner that is mindful of preserving Hopedale's natural beauty and open space.

Goal 3

Strengthen the commercial and industrial uses that contribute to Hopedale's economic base.

Goal 4

Continue to strengthen Hopedale's tools for protecting open space and other land use through zoning.

Goal 5

Preserve historic structures and historic areas of Town.

Hopedale Zoning Districts, as of October, 2022 **not for official zoning business**


Economic Development

Hopedale seeks to streamline procedures and processes for new growth to diversify the tax base and support its local economy.

Hopedale has remained an economic engine since its first recorded settlement in 1669. Today, the Town nods to its industrial and utopian roots via its historic and cultural assets, its Town Center, and the fabric of its tax base.

Hopedale is home to a group of smaller-scale businesses and several larger industrial employers. There are an estimated 253 businesses in Town with approximately 2,260 employees.

The Town's median household income is significantly higher than the county and state's at $108,294. Almost half of Hopedale's employed population works in Management, Business, Science, and Arts occupations. Hopedale's tax base is 80% residential, eight percent commercial, six percent industrial, and five percent personal property.

Hopedale residents cherish the Town's history while recognizing the need for balanced growth. As a a crucial first step, the Town should increase economic development capacity by hiring a Town Planner and establishing a Planning Department to house planning, zoning, conservation, and inspectional services.

Hopedale should offer incentives for businesses to develop, expand, relocate, and/or grow, including height/density bonuses. Hopedale can implement District Improvement Financing or Tax Increment Financing and consider moving towards a single tax rate structure. The Town should eliminate existing permitting and procedural barriers for new growth. Hopedale can improve property values by funding a Facade and Sign Improvement Program through a matching grant program.

A commercial marketing campaign can help the Town attract new businesses. The Town can also differentiate itself by streamlining permitting; inventorying buildable and vacant properties; and creating investor-friendly materials on topics such as zoning, planning, taxes, and schools. Concurrently, Hopedale should enact sustainability measures and open space protection so that growth is balanced with preservation.

Goal 1

Develop responsible growth incentives for a variety of uses for available commercial and investment property to diversify the tax base without overburdening town resources.

Goal 2

Create and implement a marketing and communications plan designed to drive awareness of Hopedale's new and ongoing opportunities while providing transparency to its citizens.

Goal 3

Maintain the Town's vision throughout the planning process by developing and implementing open space, business design and upkeep, and sustainability bylaws.


Open Space, Recreation & Natural Resources

Hopedale boasts natural beauty that should be supported through enhancing recreational opportunities and preservation.

Hopedale is home to abundant natural, open space, and recreational assets, including the Town Park, the Parklands, Hopedale Pond, Phillips Field, Adin Ballou Park, and Hopedale Community House. The Town owns more than 650 acres of conservation and recreation lands.

Hopedale has a generally hilly topography encompassing numerous wetlands, valleys, and floodplains. The Parklands is Hopedale's largest tract of protected land, while Hopedale Pond is Hopedale's most significant water source. The Mill River and the Charles River also run through Hopedale, creating the Blackstone River Watershed Basin, the Charles River Watershed Basin, and the Mill River sub-watershed. Flood hazard areas have been identified on and along Hopedale Pond, the Mill River, and Spindleville Pond.

Deciduous forest comprises nearly 45% of the Town's land. Permanently protected lands are limited to a portion of the Upton State Forest.

The Town needs to proactively plan for the impacts of climate change by completing the recommendations of the Municipal Vulnerability Preparedness Plan. This includes addressing erosion along the Mill River and shorelines of Hopedale Pond and Spindleville Pond. A plan to reduce flooding on Green St., Rockridge Rd., Adin St., Cemetery St., and Hope St. is also necessary.

Hopedale should continue to improve recreational opportunities by updating signage, developing an ADA transition plan, and enhancing the walkability of the Town through sidewalk improvements and new benches/picnic tables. The Town can expand active and passive recreation through new athletic courts and fields, a running/walking track, a splash pad, trail connections, and a sandy beach area.

The Town should increase preservation by creating an invasive species removal plan for Hopedale Pond, certifying vernal pools, creating an inventory of potential farmlands, and establishing regulations to protect wildlife corridors.

Goal 1

Ensure accessibility of open space and recreation opportunities for people of all capabilities.

Goal 2

Improve and maintain existing open space and recreation opportunities.

Goal 3

Develop new open space and recreation opportunities in areas of Town that are lacking in environmental equity.

Goal 4

Increase preservation and resilience of natural resources.

Goal 5

Develop an ongoing strategy for community collaboration with future open space and recreation projects.

Protected & Recreational Open Space in Hopedale Source: CMRPC, DEP


Historic Resources

Hopedale has a long and rich history that residents wish to preserve & promote.

Hopedale contains one Historic District on the National Register, which spans from the Milford Town Line, Malquin Drive, Mendon Town Line, and Upton Town Line.

Hopedale's only Local Historic District is the Little Red Shop, located at 12 Hopedale Street. Built in 1841, the Little Red Shop is Hopedale's oldest industrial building. It now exists as a museum to communicate the story of Hopedale through town artifacts.

The Blackstone River Valley National Historical Park emphasizes the Village Historic District by offering a Self-Guided Walking Tour and a passport stamp.

The Bancroft Memorial Library, The Ledges (historical home), Unitarian Church, and Town Hall all exist as cultural and historic destinations.

Hopedale should utilize additional Local Historical districts to prevent inappropriate alterations to historically significant buildings, and a demolition delay ordinance to prevent bulldozing without adequate review.

Additionally, Hopedale should educate property owners on the benefits of Preservation Restrictions & utilize local Community Preservation funds as a resource for historic preservation.

Hopedale should consider initiatives such as guided community tours, self-guided walking tours, and farmers' markets to attract visitors and build appreciation for the local history and culture.

The Town should also develop a publicly accessible inventory of the Town's resources and utilize wayfinding signage/placemaking projects to promote the community's rich heritage.

The Town should encourage coordination between preservation groups and partner with regional organizations in order to maintain the current resources and preserve the history of Hopedale.

Goal 1

Utilize protective zoning, regulatory, and legislative tools to preserve and maintain Town-owned and, optionally, privately-owned historic assets.

Goal 2

Provide adequate cultural opportunities for Hopedale residents and visitors of all ages and abilities.

Goal 3

Support strong connections among Hopedale's arts, culture, historic and business communities through efficient communication and coordination.

Historic Inventory


Transportation

Hopedale prioritizes pedestrian and biking infrastructure in addition to improving road conditions.

Hopedale's lack of public transit and small-town character mean that the dominant mode of transportation in Town is by car. The Town has access to two state highways: Rte. 16 and Rte. 140.

Hopedale is a member community of the Metro West Regional Transit Authority; however, the MWRTA only offers paratransit service.

In 2020, Hopedale contained 15.9 miles of sidewalks and 124 ramps on federal aid-eligible roads. CMRPC estimates a backlog of $1,072,064 for sidewalk repair and $129,300 for ramp repair. The Hopedale Select Board adopted a Complete Streets Policy to focus on pedestrian mobility.

Two Hopedale schools are listed as "Safe Routes to School" partners, making them eligible for funding for safety improvements including signage, road striping, and sidewalk reconstruction.

Respondents to the Master Plan survey indicated a desire for improved and expanded sidewalks, as well as safe areas for bicycling.

Hopedale should establish an asset condition survey program for town owned assets to best improve state-owned and maintained roads.

The Town should provide a network of adequately maintained sidewalks, pedestrian crossings, and bicycle facilities, improve areas with high numbers of vehicular accidents, and support improvements to at-grade-rail crossings.

Hopedale should improve transit access for local and regional trips by partnering with the MWRTA, strengthen connections within and proximate to downtown Hopedale, and reduce conflicts with large commercial vehicles.

The Town should prioritize emerging transportation technology for infrastructure by developing electric vehicle charging stations, biking accommodations, and rideshare.

Goal 1

Maintain and enhance the condition of Hopedale’s transportation network.

Goal 2

Maintain and enhance the safety of Hopedale’s transportation network.

Goal 3

Improve multimodal transportation access to better provide local and regional connectivity.

Goal 4

Plan for emerging transportation technology.

Goal 5

Enhance the interconnectivity and circulation within Hopedale center.

CMRPC Asset Management System Sidewalks and Ramps, Hopedale

Hopedale Traffic Volume, 2022


Town Services & Facilities

The Town of Hopedale provides services and facilities to improve the quality of life for all residents.

Today, the services and facilities once provided by the Draper Corporation are the domain of local government. These town resources, including roadways, water and sewer infrastructure, and community facilities are the most visible representation of local government.

Hopedale boasts three schools, the Bancroft Memorial Library, the Senior Center, Police & Fire departments, and numerous parks and facilities including Hopedale Town Park, the Parklands, and Bath House.

The Highway Department, Water and Sewer Department, and Park Commission serve Hopedale residents.

Hopedale residents have expressed value in increasing business growth in town, improvements to the water supply, increasing recreational opportunities, and more walkable areas.

The Town should improve Town Hall conditions by adding an elevator, a new heating system, and additional office space on the second floor.

The Bancroft Library should be utilized for more indoor and outdoor programming.

In the future, the Council on Aging will require additional staff and new space to accommodate an increasing senior population.

The School Department has stated that two of the three schools are at full capacity. A discussion of future space needs should be initiated sooner rather than later.

The Town water supply comes from ground water supply, with a demand currently far greater than the capacity. Without additional water sources and storage, the water department will not be able to support the current water demands or future development.

Many such facilities improvements can be funded through Green Communities competitive grants.

Goal 1

Strengthen the Town's financial position so that funding is available for necessary services and facilities.

Goal 2

Provide quality facilities and services to meet current and future needs.

Goal 3

Meet the Town's transportation needs to ensure optimal mobility in town.

Goal 4

Provide high-quality parks facilities accessible to all residents.

Goal 5

Provide social, recreational, and cultural opportunities that enhance the quality of life for all ages and incomes in Hopedale.

Goal 6

Improve the safety, resiliency, and sustainability of town operations.

Goal 7

Improve the town's water and sewer systems to meet current and future demands.

Goal 8

Improve the functioning of local government.


Read the Master Plan

Created with Technical Assistance by the Central Massachusetts Regional Planning Commission

www.cmrpc.org 1 Mercantile St, STE 520 Worcester, MA 01608