Plan Recommendations

Strategy 1.1: Document and share the stories of indigenous communities in Revere.

Strategy 1.2: Document and share the stories of immigrant communities in Revere.

Strategy 1.3: Inventory historic resources with cultural significance to Revere’s historic immigrant communities.

Strategy 1.4: Translate all arts, culture, and historic preservation funding opportunities into Revere’s most commonly spoken languages and promote through cultural organizations and networks.

Strategy 1.5: Create a Complete Count Census Committee with representation of stakeholders from the various cultural and socioeconomic groups in Revere, to promote a complete and accurate census count

Strategy 1.6: Encourage participation among residents of all neighborhoods, ages, and backgrounds in municipal planning for arts, culture, and historic preservation

Strategy 2.1: Use Massachusetts Historic Commission inventory forms to document historic cultural facilities with adaptive reuse potential for new cultural and community use.

Strategy 2.2: Translate interpretive signage and historical narratives into the most commonly spoken languages in Revere.

Strategy 2.3: Host cultural programming that serves Revere’s immigrant communities within the Revere Society for Cultural and Historical Preservation museum and public historic facilities. Explore the feasibility of documenting and celebrating significant people from Revere’s history.

Strategy 2.4: Expand public art program, such as the underpass mural installations, and work with key partners to develop criteria for determining content, development, and maintenance of such public art. 

Strategy 2.5: Facilitate coordination among historic preservation and cultural organizations to identify shared priorities.

Strategy 2.6: Identify opportunities for matching funds to enable application for Cultural Facilities Fund grants for planning and upgrading of Revere cultural facilities.

Strategy 2.7: Prioritize the development of new community spaces that meet the cultural facilities needs of Revere residents.

Strategy 2.8: Explore feasibility of establishing municipal staff position with responsibility for supporting arts and culture in Revere by helping coordinate efforts by individuals and organizations, identifying potential revenue sources to support arts and culture, and other roles as appropriate.

Strategy 3.1: Explore partnerships with local and regional arts organizations to develop extra-curricular arts education opportunities by including spaces and staffing in community centers and after-school programs for instruction in visual and performing arts, media arts, fiber arts, and crafts like woodworking and metalworking, for Revere residents of all ages.

Strategy 3.2: Explore opportunities to establish public/private partnerships to expand arts education in Revere Public Schools through in-school curricula, staffing, and enrichment activities through partnerships with parents and local arts and culture organizations.

Strategy 3.3: Prioritize the development of arts spaces in new construction and adaptive reuse projects to provide extra-curricular arts education opportunities for Revere residents of all ages.

Strategy 4.1: Explore matching fund opportunities through partnerships with state agencies and arts and culture organizations such as Massachusetts Cultural Council, MassDevelopment, MassHumanities, Mass Historical Commission, Arts|Learning, etc. in order to build the capacity and impact of local cultural organizations. 

Strategy 4.2: Adopt the Community Preservation Act.

Strategy 4.3: Strategy 6.2. Explore municipal Percent-for-Art Ordinance to raise funds for arts and culture in Revere, incorporating the principles articulated in the Creative District vision and advancing diversity and cultural inclusion.

Strategy 5.1: Explore the development of a Municipal Preservation Plan as a way to expand participation in preserving historic and cultural resources, establishing a systematic approach to preservation, and initiating work of documenting Revere’s cultural communities. 

Strategy 5.2: Coordinate planning for Revere Creative District with cultural organizations active in the Shirley Avenue Commercial District and expand principles of Creative District vision to the city as a whole by incorporating public art funding and cultural space into development priorities across the city.

Strategy 5.3: Expand access to funding for arts and cultural events and programming for local artists and organizations.

Strategy 5.4: Explore benefits of using a district management strategy for Revere’s creative district and its naturally occurring cultural districts in its Shirley Avenue Commercial District and Downtown Civic District, looking at Main Street districts, Business Improvement Districts, and designated cultural districts as potential approaches.

Strategy 5.5: Explore feasibility of establishing local cultural district programming that provides annual funding to support cultural programming in city- or state-designated cultural districts and prioritized funding for improvements to the pedestrian realm and pedestrian and bicycle access points to districts.

Strategy 5.6: Explore the development of a travel and tourism plan, including a visitors’ center, focused on capitalizing on Revere’s unique assets and leveraging the expected increase in visitors to Revere.   

Strategy 5.7: Evaluate current zoning regulations for compatibility with entertainment and cultural uses and explore amendments to incentivize more entertainment and cultural activities.

Strategy 5.8: Formalize development and use vision for Revere Beach Creative District through zoning ordinance.

Strategy 6.1: Invest in pedestrian and bicycle improvements at key points of access to walkable districts of historic and cultural resources.

Strategy 6.2: Create city-wide wayfinding templates that help unify distinct neighborhood identities across the city.

Strategy 6.3: Collaborate with arts and culture organizations in Revere to incorporate linguistically and visually accessible design components, socially-engaged public art, and community-led creative placemaking into wayfinding strategies to improve pedestrian and bicycle mobility and strengthen the identity of cultural destinations.

Strategy 6.4: Survey neighborhood origins and travel models of participants to existing community facilities to inform needed improvements.  Explore the feasibility of conducting walk radius analyses. 

As documented throughout this chapter, a large share of Revere’s population has difficulty affording market-rate housing costs, which continue to rise. Creating deed-restricted Affordable Housing will be beneficial to a wide variety of households.

Basis for Recommendation

• More than half of the city’s households are low-income and, therefore, eligible for deed-restricted Affordable Housing, but the supply of deed-restricted Affordable Housing is serving only 15% of these households.
• Between 2021 and 2026, 324 deed-restricted Affordable units in Revere could have their affordability expire if it is not renewed, and another 146 units could expire between 2031 and 2055.
• 71% of participants at the housing public forum ranked both the creation and preservation of deed-restricted Affordable Housing as a high priority goal.
• Similarly, 71% of survey responses said providing deed-restricted Affordable Housing was important, very important, or extremely important, with 28% of participants responding this is extremely important.

Extremely low-income residents in Revere include seniors, single-person households, and families, as documented throughout this chapter. Strategies that create greater housing stability will assist these groups and could also assist veterans who might be experiencing displacement pressures.

Basis for Recommendation

• In the past few years, approximately 2,000 market-rate housing units have been developed in Revere and housing costs have risen significantly in recent years as Revere has become a more attractive place to live and invest. Increased housing costs will contribute to displacement pressures for Revere’s many low-income households which represent more than half the city (12,205 out of 20,485 total households).
• Many owners and renters in Revere are cost-burdened: 4,300 out of 9,734 owners (44%) are cost-burdened, and 5,559 out of 10,498 renters (53%) are cost-burdened.
• Approximately 40% of all households in Revere are low-income and cost-burdened. There are 5,270 extremely low-income households and close to 70% of these households are severely cost-burdened. These households face significant displacement pressures that could be caused by increases in rent, eviction, landlord actions, condominium conversions, increases in property taxes, and other factors.
• Landlord-tenant relationships were a major theme of public input gathered at the master plan kick-off meeting and at the public forum where draft housing goals were presented. When the goal to mitigate displacement pressures was presented, 45 out of 55 participants (82%) ranked this as a high priority goal.
• Housing focus group participants in the social services field stated they have observed an increase in evictions within the city due to both rising rental costs and building acquisition. According to Princeton University’s Eviction Lab, there were 1,335 evictions in Revere between 2010 and 2016.

Increasing homeownership opportunities will benefit many households in Revere, particularly existing renters and families preparing to purchase their first home and households that would like to settle in Revere. Affordable ownership opportunities can also help many of Revere’s moderate and low-income households accumulate wealth.

Basis for Recommendation

• Increasing access to homeownership was ranked as the number one housing goal at the public forum on April 10, 2019. In 49 out of 59 responses (83%), this goal was ranked as a high priority.
• The number of households in Revere increased by 5.31% from 2000 to 2010 and is projected to continue to increase another 34% by 2040. Recent and continued increases in households indicate Revere will need more housing of all types to meet future demand.
• In Revere, housing tenure is evenly split between owners and renters. Of the City’s 19,977 households, 48% are owner-occupied, and 51% are renter occupied. The City’s many renters could accumulate wealth from homeownership opportunities, but these will need to be Affordable ownership units given that the median income of renters in Revere is only $36,451.
• During the housing focus group session on September 18, 2019, participants highlighted the importance of naturally affordable and deed-restricted Affordable ownership options so that aspiring homeowners do not move out of the city to seek ownership opportunities elsewhere.

Building on Revere’s diverse housing stock to create more naturally affordable housing will benefit a range of households with different housing needs, including seniors looking to downsize, young professionals seeking employment in the city, families seeking intergenerational living, and many other household types.

Basis for Recommendation

• The development of Affordable units is challenging to finance, and as a result, a multi-pronged approach to meeting housing need will be important. A diverse housing stock is one of the city’s greatest assets. Improving the quality of the existing stock and expanding the stock by allowing additional housing types in appropriate areas can benefit many moderate-income residents without expending significant financial resources.
• There are a variety of housing types in Revere that support naturally occurring affordable housing but most pre-date 1940. Many of these buildings will need to be rehabilitated to maintain a diverse housing stock that supports naturally affordable options.
• 60% of responses at the housing forum ranked this goal as a high priority. The top naturally occurring affordable housing types identified in the survey were small lot single-family (23%), mixed-use (17%), and townhomes organized around open space (14%).
• In the master plan survey, 59% of participants responded they were in favor of allowing a variety of housing types to ensure housing is available at a variety of price points.

Strategies to help residents afford market-rate housing will benefit the many households in Revere that are cost-burdened, which includes several different household types mentioned throughout this chapter.

Basis for Recommendation

• The cost of new housing in Revere is extremely high. The median price of a one-bedroom rental in 2018 was $2,000 a month based on online rental listings, which reflect what someone would encounter when looking for a rental in Revere today. The cost of purchasing a home in Revere has increased steadily since 2013. Between then and 2017, the median sale price of a single-family home increased by 38% from $263,053 to $362,500. In the same time period, the cost of a condominium also increased by 38%, from $220,964 to $305,500.
• Workers in the Revere’s Retail Trade and Accommodation and Food Services industries looking for an apartment in the city are completely priced out of the market. Wages in six of the other top ten industries in Revere require their workers to pay upwards of 30% of their monthly income for a $2,000 rental.

The following matrix includes a list of all recommended housing strategies and goals. Strategies have been categorized into programming strategies, regulatory strategies, and funding strategies. Many of these strategies work towards several housing goals. The relationship between strategies and goals is noted by an ‘x’ mark indicating which strategies correspond to which goals. 

Programming & Partnership

• Work with regional partners to implement the goals and recommendations of the North Suffolk Comprehensive Health Needs Assessment
• Strengthen the existing first-time home-buyers program with additional funding strategies
• Establish a dedicated staff role to lead housing stability initiatives and advocate for an Office of Housing Stability
• Offer home improvement loans + grants with affordability conditions for small multi-family property owners
• Offer home improvement loans for income-eligible homeowners
• Facilitate employer-assisted housing partnerships
• Promote existing housing programs for seniors and veterans
• Provide Technical Assistance and expedited permitting for housing cooperatives
• Provide or help public partners access technical assistance to create a community land Trust
• Increase housing voucher standards 

Planning

• Adopt a state-certified Housing Production Plan (HPP)
• Establish a Housing Trust Fund
• Pursue a ballot measure for the Community Preservation Act
• Preserve affordability of expiring deed-restricted units
• Partner with the Revere Housing Authority to improve and expand the stock of Affordable Housing
• Work with non-profit partners to create supportive housing (need to define supportive housing - at 30% threshold or by service type)
• Create deed-restricted Affordable Housing through the Local Initiative Program (LIP)
• Leverage publicly owned land for Affordable Housing

Land Use & Regulatory

• Expand property tax exemption to low-income households and small landlords
• Draft and adopt Inclusionary Zoning
• Require linkage fees
• Allow more density in the General Business District
• Create an Affordable Housing Protection Overlay Zone for the Shirley Avenue Neighborhood
• Allow accessory dwelling units and other naturally occurring affordable housing types
• Adopt regulations for short-term rentals that limits impact on the housing market
• Draft and adopt a condominium conversion ordinance
• Draft and adopt a rental registration inspection ordinance
• Revise Community Improvement Trust Fund ordinance to prioritize affordable housing (e.g. a % or other determination vis-a-vis nexus)
• Support housing redevelopment opportunities through District Increment Financing (DIF) and Tax Increment Financing (TIF)

Strategy 1.1: Implement the Complete Streets prioritization plan and pursue project funding that addresses safety concerns on high-use, high-crash corridors and intersections. Consider Suffolk Downs Complete Streets implementation as an example for future major development projects.

Strategy 1.2: Continue to work with neighboring communities and state agencies on major roadway safety projects, such as planned efforts on Route 1 with Saugus.

Strategy 1.3: Re-evaluate signal timing at City-owned intersections (as is being done on Broadway) and determine whether any changes can be made to ensure pedestrians can comfortably and safely move through intersections.

Strategy 1.4: In coordination with the Police and Public Health Department, adopt a Vision Zero ordinance that outlines a strategy to reduce traffic fatalities.

Strategy 2.1: Pilot potential project ideas to build support for additional walking and biking infrastructure and to test ideas with the public.

Strategy 2.2: Continue to work with neighboring communities, including Saugus and Lynn, to expand upon regional off-street cycling connections, such as the Northern Strand Trail.

Strategy 2.3. Install pedestrian-scale street lighting, using dark sky friendly fixtures, at key locations to improve the sense of security along public ways and to enhance safety at pedestrian crossings.

Strategy 2.4: Develop a bicycle and pedestrian master plan to document existing local infrastructure, determine gaps in the pedestrian and cycling network, and prioritize future infrastructure investment decisions.

Strategy 2.5: For future development projects, consider Suffolk Downs multimodal plan as an example of integrating the City’s transportation goals into new developments.

Strategy 2.6: In alignment with local bicycle planning efforts, adopt an ordinance that requires bicycle lane striping when roadway reconstruction projects occur.

Strategy 3.1: Adopt a transportation demand management ordinance to require commercial and residential developments of a certain scale to invest in measures to alleviate traffic congestion, such as offering transit pass subsidies, requiring bike parking on-site, and joining a transportation management association.

Strategy 3.2: Expand the existing Community Trust Fund program by allowing developers to pay a fee-in-lieu of parking if they construct less than the amount of parking required on-site. Specifically, this revenue should be allocated to a fund designated to support transportation-related improvements in the city.

Strategy 4.1: Consider piloting removal of parking lane at certain times of day to accommodate a shared bus/bike lane on high-use, high-delay corridors.

Strategy 4.2: Conduct a parking management study on Broadway to determine existing on-street and off-street parking utilization and determine whether any changes to parking regulations are necessary. As part of this study, consider whether any nearby residential corridors would benefit from striping to better delineate the number of spaces available and ensure the most efficient use of space.

Strategy 4.3: Adopt a shared parking ordinance that would allow for less parking to be constructed on-site at mixed-used sites where the principal uses have demonstrated different peak demand times.

Strategy 4.4: Modify parking requirements at a district-level based on neighborhood type and transit accessibility to limit the over-construction of parking at multifamily developments. Work in coordination with the Zoning Board of Appeals so that changes in parking requirements reflect common issues addressed in recent local parking variance decisions.

Strategy 4.5: Allow developers to count off-site parking spaces toward a parking minimum provided residents/commercial tenants are legally able (through lease, easement, or other means) to utilize those off-site spaces, and they are located a reasonable distance (500-1,000 feet) from the site.

Strategy 5.1: Assess whether there are any high-use, high-delay bus corridors that would benefit from dedicated bus lanes, improvements to signal timing, or other related bus improvements.

Strategy 5.2: As was the case with Suffolk Downs, for any large scale transit-oriented developments that are anticipated to add significant demand to the Blue Line, continue to work with the MBTA to determine whether the developer can offset this impact by contributing to improved operations or additional train service.

Strategy 5.3: Advocate for local and regional improvements at MBTA Fiscal and Management Control Board meetings, MassDOT board meetings, and other venues.

Strategy 5.4: Advocate for a new commuter rail station in Revere. 

Strategy 5.5: Advocate for increased frequency and fare adjustments along the purple line running between Lynn and Revere. 

Strategy 5.6: Advocate for the Blue Line/Red Line connector. 

Strategy 5.7: Advocate for signalization improvements on the Blue Line to improve efficiency and capacity.

Strategy 6.1: Coordinate with DCR to have parking meters installed on Revere Beach Boulevard and Ocean Avenue.

Strategy 6.2: Continue work with neighboring communities on regional traffic studies, such as the Route 1 study being completed in partnership with Saugus.

Strategy 6.3: Advocate for improvements in commuter rail services by participating in the Commuter Rail Communities Coalition to promote greater accessibility to Revere by region’s workforce. 

Strategy 7.1: Hire a transportation planner to have a dedicated staff person to work in close coordination with the MBTA, MassDOT, DCR, Massport, transportation planning staff from neighboring communities, and other stakeholders to advance local and regional transportation goals.

Strategy 7.2: Attend and participate in Boston MPO meetings to advocate for local and regional projects during the development of the Transportation Improvement Program (TIP) and Long-Range Transportation Plan (LRTP).

Strategy 1.1:  Explore the potential for leveraging the HYM Innovation Center or other potential infill sites towards a workforce training facility.

Strategy 1.2:  Encourage continued partnership between Revere High School and regional employers to facilitate internship opportunities and support the promotion of initiatives such as the partnership with YearUp, One Goal, the Inversant program and the partnership with North Shore Community College.

Strategy 1.3: Explore the potential to create workforce training programs for climate-related careers, such as climate-resilient construction and other emerging industries. 

Strategy 1.4:  In collaboration with  CONNECT, Revere CARES, the Revere Chamber of Commerce, the Revere Community School, MassHire MetroNorth, Revere High School, Women Encouraging Empowerment and other partners create a workforce development skills pathway strategy that can guide the City’s actions and investment in workforce infrastructure.

Strategy 1.5: Coordinate the development of a high school biotechnology program with the construction of the new high school leveraging funding for equipment and build out from Mass Life Sciences and Mass BioEd.

Strategy 1.6:  Align the City’s workforce, and education priorities with the goals set forth by the North Suffolk Integrated Community Health Needs Assessment and Action Plan.

Strategy 1.7:  Convene a working group composed of private sector, workforce development, and community development stakeholders to create a good jobs policy for hospitality workers, given the recent expansion of the industry in Revere.

Strategy 1.8:  Mandate that new developments over a certain square footage threshold hire locally and provide living wages.

Strategy 2.1: Continue to expand the City’s storefront improvement program to include areas outside of the Broadway, Shirley Ave, and Beachmont areas to all businesses citywide. 

Strategy 2.2:  Host City-organized open streets days in the commercial corridors and the Revere Beach Creative District in collaboration with local community groups and artists.

Strategy 2.3:  Make City licensing, permitting, and informational materials available in Spanish, Khmer, Arabic, Portuguese, and Haitian-Creole.  (See Goal 4). 

Strategy 2.4:  Partner with Bunker Hill Community College and other small business service providers to create small business training programs for local businesses with a focus on businesses that could take space in the forthcoming Suffolk Downs development 10% set aside of commercial space for locally owned businesses. (See Goal 4)

Strategy 2.5: Support and expand Revere on the Move, a joint program of the City and Mass General Hospital, to promote healthy food access at local businesses, through a subsidized grocery caddy program and training for MBTA drivers to accommodate people with groceries.

Strategy 2.6:  Work with local community partners and business owners to undertake a detailed commercial district needs assessment of all five commercial corridors to better understand the specific conditions and challenges unique to the different areas.

Strategy 2.7:  Conduct a citywide business survey to solicit input from businesses on what they need from the City.

Strategy 2.8: Based on the results of the small business survey, develop a plan to provide technical assistance to businesses to promote retention of at-risk businesses as commercial rental rates increase. Such assistance should be provided in coordination with local and regional partners, such as the Revere Chamber of Commerce. 

Strategy 2.9: Based on the results of the small business survey, develop a plan to provide specific assistance to immigrant and minority-owned businesses.

Strategy 2.10:  Work with DCR to enable more food vending opportunities along Revere Beach

Strategy 2.11:  Conduct an East / West connection visioning exercise to identify pathways to connect the Broadway Corridor with both sides of the city.

Strategy 2.12: Review zoning in the commercial corridors for the feasibility of incorporating mixed-use developments.

Strategy 2.13: Develop and adopt an ordinance to allow food trucks.

Strategy 3.1:  Incentivize the construction of new high-quality office spaces as part of TOD developments such as Suffolk Downs and Wonderland Park.

Strategy 3.2: Partner with property owners and developers to address barriers to attraction of such businesses, such as transportation and housing options for employees.  

Strategy 4.1:  Convene a working group of local construction companies to identify needs and goals for the sector.

Strategy 4.2:  Coordinate workforce strategies in the industrial sector with MassHire Metro North and other community partners to offer Commercial Driver’s License (CDL) training, OSHA training, and lean manufacturing practices.

Strategy 4.3:  Create an industrial business support overlay district in the Railroad Street area that would support and protect industrial business development and limit commercial or retail development in the industrial business sectors.

Strategy 5.1:  Create a City-sponsored entrepreneurship training program in collaboration with community partners such as the Chamber of Commerce and others.  Identify successful business owners to participate as business mentors.

Strategy 5.2:  Make City licensing, permitting, and informational materials available in Spanish, Khmer, Arabic, Portuguese, and Haitian-Creole (See Goal 1).

Strategy 5.3:  Work with local and national philanthropic organizations to start a community entrepreneurship grant program.

Strategy 5.4:  Partner with Bunker Hill Community College and other small business service providers to create small business training programs for local businesses.

Strategy 5.5 Provide space in municipal and school buildings with full kitchens (e.g., incubator) to support the start-up of small food-based businesses.

Strategy 5.6:  Utilize the Revere Farmers Market as a launch point for food entrepreneurs.

Strategy 5.7 Develop and adopt an ordinance to allow food trucks

Strategy 1.1 Designate spaces in existing community buildings for physical improvements, using universal design principles, to pilot intergenerational programming, such as the pilot Community Center at the Garfield School and ongoing improvements of Revere City and the Revere Historical Society. The design of the new Revere High School should consider recreational and community spaces.

Strategy 1.2 Expand availability of indoor and outdoor public space for youth programming (existing and planned spaces, such as the new Revere High School or a future community center) for youth programming to increase physical activity and prosocial behavior. Such space should be designed with lessons learned from the Colella Community Center, and should provide flexibility to serve a variety of uses, such as cultural, artistic, active recreation, and other uses. The spaces should be evaluated consistently to determine effectiveness.

Strategy 1.3 Provide additional public land for community gardens to provide residents with space for the safe production of food and potential local distribution (e.g., schools).

Strategy 1.4 Identify vacant lots or surface parking lots for temporary or permanent interventions (cleaning and greening) that are facilitated through volunteer efforts of neighbors and city residents.

Strategy 1.5 Conduct bi-annual creative placemaking events to highlight the cultures of city residents.

Strategy 1.6 Work with private developers to ensure increased public amenities, such as the Innovation Center and accessible playground proposed for Suffolk Downs.

Strategy 2.1 Apply crime prevention through environmental design (CPTED) (natural surveillance, access control, territorial enforcement, maintenance, and management) principles in the design of publicly accessible open spaces to increase perceptions of safety and increase the sense of community.

Strategy 2.2 Foster community-wide, family-based social and emotional health across the lifespan for all residents, including specific efforts to eliminate stigma.

Strategy 2.3 Continue participation in the Greening the Gateway Cities Program to increase tree canopy cover in the city.

Strategy 2.4 Install pedestrian-scale street lighting, using dark sky friendly fixtures, at key locations to improve the sense of security along public ways and to enhance safety at pedestrian crossings.

Strategy 2.5 Enforce current ordinance that restricts the location and concentration of alcohol and tobacco retailing and provides restrictions on street-level advertising.

Strategy 2.6 Develop and distribute resources about tenant protection (e.g., available legal services) to inform and connect residents about their rights as tenants in the city and the Commonwealth.

Strategy 2.7 Develop partnerships with “non-traditional” institutions such as hair salons and barbers, religious institutions, funeral homes, and banks and financial services to help establish connections and informally identify the potential risk of social isolation and need for outreach.

Strategy 2.8 Support efforts of the North Suffolk iCHNA Action Plan to increase access to behavioral and mental health providers and programming focused on resiliency within Revere Public Schools.

Strategy 3.1 Adopt zoning changes that include site layout and physical interventions to mitigate air pollution exposure in new residential developments and proposed outdoor recreational spaces.

Strategy 3.2 Develop sensitive use location guidelines to require new facilities be at least 500 feet from high traffic roadways. Identify recommendations for mitigation, including design standards and ventilation systems.

Strategy 3.3 Continue work with neighboring communities on regional traffic studies, such as the Route 1 study being completed in partnership with Saugus.

Strategy 3.4: Advocate for local and regional bus, subway and commuter rail improvements at MBTA Fiscal and Management Control Board meetings, MassDOT board meetings, and other venues.

Strategy 3.5 Work with MassPort and partner in regional advocacy efforts to reduce the environmental impacts of airport operation and traffic congestion related to airport access/egress.

Strategy 3.6 Install mitigation measures at sensitive uses such as schools, childcare centers, recreation spaces, and housing that are proximate (within 500 feet) to existing stationary and mobile sources of air pollution. Install noise decibel readers, air quality, and/or water quality monitors in key locations (e.g. Pines River) and ensure consistent reporting to Board of Health and residents for monitoring and enforcement purposes.

Strategy 3.7 Revisit, and where needed, update noise control and disturbance regulations to move towards meeting environmental noise guidelines as set by the state and World Health Organization.

Strategy 3.8 Work with landlords to protect renters against the hazards of lead-based paint and to improve the air quality in older homes where mold, mildew, and other contaminants may be present.

Strategy 3.9 Assess housing stock in relation to anticipated climate change effects and target low-income homeowners in high-risk locations with programming to make changes that reduce the risk of climate-induced flooding and thermal impacts.

Strategy 3.9 Provide age-friendly home remodeling guidance (e.g., AARP HomeFit guide, universal design guide) through the Building Department and pair with lower permitting fees, expedited permitting, or low interest municipal to assist older residents with affording to make these changes.

Strategy 4.1 Adopt a data-driven traffic safety practice to identify locations with high crash potential and prioritize capital investments for interventions to reduce the risk of crash-related fatalities and injuries.

Strategy 4.2 Use MAPC Local Access Scores to prioritize bicycle and pedestrian capital investments along corridors (e.g., Broadway, Squire Road) that connect to healthy destinations such as grocery stores, commercial districts, recreation destinations, childcare, transit stations, and schools.

Strategy 4.3 Direct public and private sector investments along key walking and biking corridors to include transit shelters, benches, shade trees, and lighting and at key destinations also include water fountains, bicycle parking, and publicly accessible restrooms.

Strategy 4.4 Conduct a review of pedestrian and bicycle elements at signalized intersections to improve lighting, audible pedestrian signals, crossing times, and use of evidence-based interventions (e.g., leading pedestrian interval) to improve safety for users.

Strategy 4.5 Update local traffic guidelines to enable greater mobility for older adults (e.g., FHWA Designing Roadways for Aging Population) as well as persons with disabilities and residents who do not drive.

Strategy 4.6 Continue pursuit of funding for multi-modal intersection, street, crosswalk, and sidewalk enhancements to improve the sense of security along public ways and to enhance the safety of bicyclists and pedestrians.

Strategy 5.1 Support municipal public health services transition to the Public Health 3.0 model that includes the role of the Chief Health Strategist to support more holistic place-based planning and health-promoting interventions.

Strategy 5.2 Develop channels of communication and collaboration between local health officials and planners through the use of quarterly check-ins, involvement in pre-development meetings, or use of shared planning process.

Strategy 5.3 Adopt, at a minimum, a streamlined site plan checklist (e.g., Plan for Health Toolkit checklist) to evaluate building envelope and development site conditions for opportunities to enhance and promote the health of residents in nearby neighborhoods as well as future residents.

Strategy 5.4 Schedule bi-annual meetings, at a minimum, to foster partnerships with outside organizations seeking to address the social determinants of health such as MGH/Revere Cares and North Suffolk Mental Health.

Strategy 5.5 Collaborate with the Revere Public School Health Services to pursue funding for vaccine storage and vaccines for children’s programs to reduce barriers to care for new students.

Strategy 5.6 Based on expected future residential development, evaluate the feasibility of partnering with existing health facilities, and regional anchor institutions to expand health care delivery throughout the city.

Strategy 1.1: The City recently completed its Open Space and Recreation Plan for 2018-2025. Many of the needs, goals, and objectives in that plan overlap with this Master Plan, and they should be reinforced and expanded, particularly in reference to this Open Space and Recreation section and in the Public Facilities and Services, Historic and Cultural Resources, Energy and Climate, Public Health and Transportation sections of this Master Plan.

Strategy 2.1: Continue efforts to upgrade park and recreation facilities for all users and to meet applicable ADA standards as improvements are made.

Strategy 2.2: To provide better access in underserved and densely populated neighborhoods, use findings from the 2019 Pocket Park Suitability Analysis to identify opportunities to create new parks, open spaces, and recreational facilities where they can best provide climate resilience, social and health benefits.

Strategy 2.3: Support the development of a fully ADA-accessible open/recreational space, in addition to the accessible space planned for the Suffolk Downs development. 

Strategy 2.4: Explore ways to add shared space for walkers, motorists, and cyclists at locations such as the Central Avenue Parking Lot.    

Strategy 3.1: Create a multi-lingual website or a feature within the City website, which was recently revamped to emphasize user-friendliness and accessibility that will aggregate local and cultural events like sports, concerts, and festivals from disparate sites into a central repository. This invaluable resource would allow members of the community to access and disperse information from a central location and reach broader segments of Revere’s diverse community.

Strategy 3.2: Support local arts and cultural resources by increasing awareness of cultural events in Revere and support funding streams for arts and cultural resources such as the Revere Cultural Council.

Strategy 3.3: Use data gathered from the Recreation Department’s Garfield pilot program to help define the needs of a future indoor recreational facility.

Strategy 3.4: Consider the development of a sustainable multi-use, multi-generational community center, including a swimming pool, to provide a variety of cultural and recreational activities throughout the year.

Strategy 4.1: Support ongoing efforts to improve parks, open spaces, and recreational facilities identified in the 2018 OSRP Seven Year Action Plan to provide Revere residents with the active recreation facilities, urban gathering spaces, and natural open spaces and trails they seek.

Strategy 4.2: Continue to develop safe walking paths that connect existing open spaces and parks and incorporate such paths into newly planned open spaces. New paths should be handicapped-accessible and multi-use, serving walkers, runners, bicyclists, and wheelchairs, following examples of such improvements at Gibson Park, Harmon Park, and Harry Della Russo Stadium

Strategy 4.3: Investigate the possibility of staggered Parks and Recreation employee work shifts to ensure weekend and seasonal coverage of recreational events, rather than all full-time employees working Monday through Friday. Community feedback suggested that special events are a popular role of Revere’s parks and open spaces. Yet, special events are also a strain on Parks and Recreation staff and require weekend diligence and significant clean-up.

Strategy 4.4: Consider hiring a volunteer coordinator to recruit volunteers, maximize volunteer potential, formalize park Friends Groups, and develop corporate sponsorships.

Strategy 4.5: Explore partnerships with local businesses to help improve park maintenance and create revenue-generating opportunities in parks. For example, contracting or offering incentives to businesses to establish sponsorships and sustainable revenue streams to help defray maintenance costs.

Strategy 4.6: Consider additional staffing and funding to properly protect and maintain all open spaces and natural resources throughout the City.

Strategy 4.7: Continue to pursue funding for park projects through Capital Improvement Plan, Parkland Acquisitions and Renovations for Communities (PARC), Local Acquisitions for Natural Diversity (LAND), and other grant opportunities.

Strategy 4.8: Explore the feasibility of acquiring additional open space at opportunity sites or proximate to existing open space. 

Strategy 4.9: Reconsider adopting the Community Preservation Act (CPA) to augment financial resources for not only open space and recreation but also affordable housing and historic preservation. 

Strategy 5.1: Proactively work with DCR to ensure that the condition of Revere’s state-owned public facilities continues to improve, addressing issues related to park and recreation facilities, including necessary maintenance and upgrades. (For example, sections of the seawall along Winthrop Avenue are failing and in need of repair.)

Strategy 5.2: Improve the working relationship between the City, private, and community-based organizations and DCR to streamline the recreation permitting process. Doing so will reduce scheduling barriers and provide residents with more opportunities to enjoy programmed events on DCR owned land.

Strategy 5.3: Explore possibilities for new funding for the DCR reservation to support maintenance and programming in the shared interest of Revere and state entities.

Strategy 6.1: Publish the Revere Pocket Parks Report on the City of Revere website and other platforms.

Strategy 6.2: Identify the City of Revere department(s) that will coordinate Pocket Park implementation activities in coordination with civic, neighborhood, and business groups. Secure funding for the City staff time toward this.

Strategy 6.3: Identify five-ten priority sites found suitable for pocket park development in the Revere Pocket Parks Report.

Strategy 7.1: Via the designated City of Revere department(s), develop a program that supports civic, neighborhood, and business groups in developing pocket parks. The City of Boston “Grassroots and Open Space Development” program may serve as a model from which to build the City of Revere program. This program should be coupled with or include 1) clear pathways to articulating community need and interest for priority sites to the City of Revere; 2) educational and capacity-building workshops on the benefits of pocket parks and the City of Revere program; and 3) technical assistance and funding resources to realize pocket parts on priority sites where community interest has been articulated.

Strategy 1.1: Create an Energy and Climate Committee that can advise on issues of climate mitigation (reduction of Green House Gas (GHG) emissions and energy savings), as well as climate preparedness and resilience.

Strategy 1.2: Develop and adopt a citywide Climate Action Plan to reduce Greenhouse Gas Emissions (GHC) for all sectors (including buildings, transportation, waste, etc.). Set ambitious, specific, and measurable municipal goals for GHG reductions over time.

Strategy 1.3: Adopt zoning and design guidelines that help reduce GHG through energy efficiency and clean energy in new development and retrofits.

Strategy 2.1: Lead a Solarize+ campaign that includes clean heating and cooling options.

Strategy 2.2: Provide residents and businesses with resources for consumer protection on renewable energy options in coordination with the Consumer Affairs Department, a regional office based in Revere.

Strategy 2.3: Participate in a Community Choice Aggregation[1] or Green Municipal Aggregation program to provide a higher percentage of clean energy. In these programs, municipalities contract with a competitive electricity supplier to provide additional clean energy to local customers through the existing electricity grid. Often these programs supply clean energy for a reduced cost, and participants may see cost savings.

Strategy 2.4: Increase municipal solar PV, particularly at the schools, in order to reduce energy costs and GHG emissions. Consider pairing with energy storage for resilience benefits.

Strategy 2.5: Ensure that new municipal facilities, including schools, are net-zero buildings or meet the highest energy efficiency standards possible. 

Strategy 2.6: Reduce municipal barriers and streamline processes to adopting solar, including reviewing zoning code to determine any barriers to solar installation and providing clear materials to residents regarding the permitting and inspection process.  

Strategy 3.1: Explore opportunities to acquire and protect land within the floodplain, as well as open space opportunities to be paired with flood storage to enhance flood management.

Strategy 3.2: Ensure that any existing or proposed capital improvements incorporate resilient design standards that will mitigate the impacts of climate change and strengthen resilience.

Strategy 3.3: Incorporate cost-effective green infrastructure strategies and best management practices in the construction, renovation, and maintenance of all municipal public buildings and facilities to expand energy efficiency, renewable energy, environmental stewardship, help mitigate stormwater runoff and the impacts of climate change.

Strategy 3.4: Continue participation in the Greening the Gateway Cities Program to increase tree canopy cover in the city.

Strategy 3.5: Develop a shoreline protection plan that includes both grey and green infrastructure solutions to manage sea-level rise and storm surge.

Strategy 3.6: Develop a plan and guidelines for using open space and green infrastructure to combat urban heat island impacts, including setting goals for increase urban tree canopy by certain percentages annually.

Strategy 3.7: Partner with State agencies and utility providers that own and operate key assets in the city, including MBTA, DCR, and energy utilities, to plan and coordinate infrastructure improvements, following successful participation in other regional coalitions such as the Mystic Valley Watershed Association and other coalitions.

Strategy 3.8: Adopt Resilient Flood Overlay district (or update existing flood overlay) to plan for future sea-level rise projections and establish design guidelines and best practices for both traditional built infrastructure as well as green infrastructure that used natural systems to provide services.

Strategy 4.1: Establish a "resilience hub" for community members to use during an emergency and provide other community services (including storm shelter and cooling center). Ideally, the site will have energy storage and can operate during a grid outage.

Strategy 4.2: Ensure that materials on climate change are translated into multiple languages and are available to a wide diversity of groups, especially those most impacted by climate change.

Strategy 4.3: Partner with local community organizations such as Revere Beach Partnership, Alliance for Health and Environment, and Point of Pines Neighborhood and houses of worship to create a neighbor helping neighbor program during extreme weather events and increase climate awareness.

Strategy 4.4: Establish curriculum in local schools and after school programs to educate students about climate change mitigation and adaptation. Solar PV and other technology at schools can help provide a “living laboratory” for students.

Strategy 4.5: Educate and create programs for residents and businesses to make resilience improvements to their private property, including floodproofing and coordinate with the Consumer Affairs Department to disseminate information to residents and businesses. 

Strategy 4.6: Expand recycling programs, such as the “pink bag” textile recycling program and explore the possibility of offering a composting program.

Strategy 4.7: Assess housing stock in relation to anticipated climate change effects and target low-income homeowners in high-risk locations with programming to make changes that reduce the risk of climate-induced flooding and thermal impacts.

Strategy 4.8: Explore ways to incentivize the use of electric vehicles, such as through educational outreach, designated parking, and installation of charging stations. 

Strategy 4.9: Continue to coordinate with the Northeast Homeland Security Regional Advisory Council (NERAC) to ensure proper evacuation preparation measures are in place, with particular attention to residents dependent upon public transit. 

Strategy 1.1: Ensure staffing levels are adequate to fulfill departmental duties, and resources are efficiently distributed.

Strategy 1.2: Ensure adequate funding and staffing for Public Safety (police and fire) services. These critical services help keep residents safe and as Revere continues to change and grow, expansion of these services is necessary.

Strategy 1.3: Evaluate needed adjustments to municipal services based on future expected commercial and residential development. 

Strategy 2.1: Examine current communication processes and practices and experiment with new techniques for civic engagement and new channels of communication while also using established partners to reach broader segments of the community.

Strategy 2.2: Improve internal communications and coordination between City boards, commissions, and departments.

Strategy 2.3: Given Revere’s diverse population, maximize efforts to provide an enhanced and coordinated program of wrap-around services involving civic associations, schools, and non-profit community resources.

Strategy 2.4: Continue to improve coordination and communication with DCR to ensure that the public amenities owned by DCR are well marketed to residents of Revere. 

Strategy 3.1: Identify and proactively address maintenance concerns that do not yet rise to the level requiring capital improvement funding.

Strategy 3.2: Provide adequate funding for school renovations and new facilities, as recommended by the School Committee. Potential funding sources include but are not limited to the Massachusetts School Building Authority (MSBA) and the United States Department of Education’s Educational Facilities Clearinghouse (EFC).

Strategy 3.3: Prioritize the development of arts spaces in new construction and adaptive reuse projects to provide extra-curricular arts education opportunities for Revere residents of all ages.

Strategy 3.4: Continue the development and implementation of the City’s five-year Capital Improvement Plan and reassess priority projects annually.

Strategy 3.5: Encourage and support the continued pursuit of grant funding and other financing strategies to address routine maintenance and capital improvement projects.

Strategy 3.6: In order to better serve the needs of the City and its residents and address inadequacies of existing facilities, such as Revere High School and the Recreation/Community Center, move forward with applicable space studies, site identification, and design to move these potential projects forward in a timely manner, in addition to pursuing the recommendations included in the Accessibility study. 

Strategy 3.7: Pursue grant funding through the Massachusetts Public Library Construction Program (MPLCP) to move forward with the existing plan to renovate and expand the Revere Public Library.

Strategy 4.1: Incorporate cost-effective green infrastructure strategies and best management practices in the construction, renovation, and maintenance of all municipal public buildings and facilities to expand energy efficiency, renewable energy, environmental stewardship, help mitigate stormwater runoff, and the impacts of climate change.

Strategy 4.2: Continue to work with State agencies and utility providers such as MassDevelopment, National Grid, and Citizens Energy to develop and promote energy efficiency programs for residential, commercial, and municipal facilities.

Strategy 4.3: Establish a "resilience hub" for community members to go to during an emergency (including storm shelter and cooling center). Ideally, the facility will have energy storage and can operate during a grid outage.

Strategy 4.4: Continue to seek ways to increase recycling and reduce solid waste disposal, including composting. 

Strategy 4.5: Ensure that any existing or proposed capital improvements incorporate resilient design standards that will mitigate the impacts of climate change and strengthen resilience.

Strategy 5.1: When undertaking major facility constructions or expansions, consider Revere’s facilities portfolio holistically. This includes consideration of potential re-uses of the City’s surplus properties (e.g. the McKinley School or Winthrop Street Fire station) as well as foreclosed or abandoned properties that come into public ownership.

Strategy 6.1: Explore creative financing mechanisms for crating public facilities that will be owned, operated, or leased by the City of Revere or that is otherwise developed or managed by them in partnership with a private or non-profit entity.

Strategy 6.2: Explore joint-use partnerships with private entities to develop facilities or programs that provide a public benefit and/or support a specific City or community function. For example, a public-private partnership could be utilized to help finance the construction of a public facility such as a Boys & Girls Club., which would be built by a private developer and leased to the City at cost.