Select Board to Review Draft Master Plan Detailing Swampscott’s Vision Through 2036

The Select Board and Planning Board will meet Wednesday to review a draft Master Plan that outlines Swampscott’s goals and priorities through 2036.

Swampscott is in the process of updating its Master Plan, which will guide the town’s objectives from 2026 to 2036. The Master Plan is a non-binding framework that outlines ideas and goals for a shared vision of Swampscott’s future.

The draft outlines goals and strategies for economic and community development, land use and zoning, housing, transportation, open space and recreation, public facilities and services, historical and cultural resources, and climate resilience, sustainability, energy and hazard mitigation.

The 222-page draft outlines a wide range of proposals, including addressing gaps such as the 4–17% of residents without adequate internet service and the 38% of households struggling with housing costs.

Here’s a deeper look at what is proposed.

Economic and Community Development

The Master Plan defines economic development as a way to “support jobs and stability by leveraging financial, human and physical resources for needed goods and services.” The community development side “encompasses the broader social good like equity, civic and cultural amenities and community cohesion.”

With a median household income in Swampscott of $128,964 from 2019 to 2023 and 5.4% unemployment in the same timeframe, the Master Plan notes that “residents want more amenities and fiscal stability but strongly opposed density increases and new hotels.”

“Success requires coordination across housing, transportation, infrastructure, land use and climate resiliency,” the plan reads.

The Master Plan highlights several key statistics, including:

483 businesses
4,651 workers
“Extremely residential-heavy tax base places disproportionate burden on homeowners” with 64% residential tax, 14% exempt, 4.6% commercial and .4% mixed-use
4 to 17% of residents lack adequate internet service

Key issues include fiscal instability, deteriorating sidewalks, limited parking, the future of the town pier and waterfront, a lack of affordable housing that limits workforce availability, and underutilized commercial properties as Vinnin Square undergoes revitalization.

Priorities include:

Infrastructure investments in parking, transportation, broadband
Mixed-use zoning for Vinnin Square and the commuter rail station area
Proactive financial planning to diversify revenue streams
Pier redevelopment
Preference for locally-owned businesses in government contracts
Amenities for remote workers

Land Use, Zoning and Shaping Growth

Similarly to development, this section talks about mixed-uses. In Swampscott, “87% of zoning is residential but only 65% of assessed land matches that designation, planning focuses on redevelopment and infill rather than greenfield expansion.”

One challenge identified in the Master Plan is balancing fiscal needs with residents’ concerns about preserving the town’s character. Swampscott has 13 base zones and nine overlay districts.

The Master Plan suggests Swampscott needs to define town and neighborhood character while enabling diverse housing, managing CPA and zoning recodification for clarity and equity. There is also the need for green infrastructure for stormwater management and flood resilience.

Housing Options and Neighborhoods

From 2019 to 2023, Swampscott had 6,262 households with an average household size of 2.39 people. The median home sale price reached $800,000, more than double what it was in 2012. About 40.5% of households spend more than 30% of their income on housing costs, according to the plan.

The median rent increased by about 36% between 2017 and 2022.

“Many households in Swampscott struggle to afford housing and the cost of housing

in town is likely exclusive to many people who may wish to live in Swampscott,” the plan reads. “Low income households likely face the greatest affordability challenges in Swampscott.”

The plan also identifies that Swampscott has “a limited supply of affordable housing units.”

“The type and cost of housing available in a community has a distinct impact on who is and is not able to live there,” the plan reads. “In Swampscott, the cost of housing, particularly homeownership, is out of reach for many households. With a high cost of homeownership and limited rentals choices, Swampscott’s limited housing diversity is missing opportunities for lower income households, young adults and young families looking to stay in or return to town, and seniors seeking to downsize and age in place.”

To tackle this, the Master Plan suggests Swampscott creates opportunities to develop a more diverse supply of housing, both affordable and at market rate, while maintaining and advancing the capacity and advocacy efforts of the Affordable Housing Trust to support housing goals.

Transportation and Mobility Options

The majority of Swampscott residents use single-occupancy vehicles for their work commute. About 14.4% of residents take public transit, 5.5% carpool. 1.7% walk, 0.1% bike and 20.5% work from home.

That said, about 7.5% of households in town “lack access to vehicles and must get around by other means, highlighting a need for non-automotive multimodal transportation options.” About 78% of streets in Swampscott have sidewalks, but 5% of streets have bike lanes.

“Swampscott has a relatively extensive sidewalk network, but a limited

bicycle network in comparison,” the plan reads. “As the Swampscott Rail Trail project moves forward, expanding and connecting bicycle and pedestrian infrastructure

throughout the Town will make it safer and easier to get around without a

motor vehicle.”

The Master Plan focuses on expediting the completion of the Rail Trail while also creating a management plan for street and sidewalk assets in hopes of improving walking, biking and rolling connections. The plan also calls for improving MBTA bus stop conditions and requiring EV-charging readiness in new developments.

Open Space, Recreation and Natural Environment

Swampscott is the fifth smallest town in Massachusetts, but it ranks at 25th in population density statewide. There has been an increase in residents by about 12% since the last Master Plan, but Swampscott “has very limited open space – only 18% of its land consists of forests, wetlands or parks – and there is little room for expansion.”

The town has:

7 public beaches, which includes the small cove at Martin Way
10 recreation areas
6 conservation areas
914 square feet of open space per capita
463 square feet of public access open space per capita
9% assessed land

The plan calls for addressing pollution sources at King’s Beach through sewer, stormwater and coastal mitigation projects while accelerating completion of the Swampscott Rail Trail.

It also sets the priority of upgrading beach and recreation facilities and improving ADA accessibility.

Public Facilities and Services

This section points out the “aging infrastructure and past underinvestments” that have “created a backlog of needs, with fixing sewer and stormwater failures – especially those affecting water quality at Kings Beach – identified as the single most critical issue for both environmental resilience and community image.”

The goals for public facilities and services focus on infrastructure resilience, basic maintenance, accessibility and overall long-term financial planning.

High priorities are roads, sidewalks, waste management, educational facilities, police co-response and Town Hall access. Others include community programs and more centralized coordination of volunteers.

Historical and Cultural Resources

The historic and culture resources element of the Master Plan focuses on recommendations to identify and preserve historical and cultural assets.

Swampscott has 1,373 historic and cultural sites inventoried with the Massachusetts Historical Commission. There are 20 National Register of Historic Places including the Fish House, the Elihu Thomson House, the Sir John Humphrys House and the Railroad Depot.

The Elihu Thomson House and the Sir John Humphreys House have preservation restrictions on them.

However, the Master Plan suggests there is “insufficient and outdated documentation of historic resources” and that “many sites lack complete or accurate records, including missing designations for women’s history, underrepresented communities and cultural traditions.” This has led to gaps in Swampscott’s historical narrative, especially around Indigenous people, immigrant communities, women, LGBTQIA+ residents and people with disabilities.

The Master Plan has a goal to expand the understanding and documentation of historic resources and narratives while preserving and protecting Swampscott’s historical heritage and strengthening the town’s ability to manage its historical and cultural resources effectively.

Climate, Sustainability, Energy and Hazard Mitigations

The final section of the Master Plan is “essential for Swampscott’s long-term health and livability.” There is a look at sustainability, clean energy, hazard mitigation and climate resilience.

In May 2025, the town achieved certification as one of Massachusetts’ first 19 climate leader communities, which required Swampscott adopting a zero-emission-vehicle-first policy and grants priority access to state funding.

Swampscott also received a $95,201 Cooling Corridors grant in March 2025 to plant trees at the rail station and Phillips Park among other locations to combat urban heat islands. Tree canopy coverage has declined by 8.2% since 2010.

The town also has allocated $5.3 million for sewer infrastructure improvements, using $3.5 million from sewer borrowing and $1.7 million in ARPA funds for illicit discharge detection and elimination work at Kings and Fisherman’s Beaches.

That said, Swampscott has a critical flood area around King’s Beach and Stavey’s Brook, with the shoreline eroding at .9 feet per year.

“Swampscott has established an ambitious policy foundation, including the Resilient Swampscott plan (2023) targeting net-zero by 2050 and Climate Leader Community certification (2025),” the Master Plan reads. “However, community input consistently identifies a more immediate priority: resolving the water quality crisis at King’s Beach caused by infrastructure failures. Addressing this pollution is viewed as paramount to quality-of-life goals, demonstrating how climate planning must respond to urgent community needs while building toward longer-term resilience objectives.”

The Master plan notes an “extremely low” participation in the 100% renewable energy programs.

It lays out “urgent physical resilience needs” such as implementing hazard mitigation infrastructure like seawall upgrades and stormwater improvements, as well as integrating green infrastructure like rain gardens, tree planting and bioswales.

“Climate strategies require sustained funding, administrative capacity, and political commitment coordinated through the CIP and supported by FEMA Hazard Mitigation Assistance, Massachusetts Coastal Resilience Grants, Green Communities funding, and MVP Action Grants,” the Master Plan reads. “Coordination mechanisms (potentially through a/the Climate Action Steering Committee or Sustainability Coordinator) integrate climate action across departments and community partners.

Full Implementation

The Master Plan suggests that a committee is formed to act as an accountability mechanism for the Planning Board, Select Board and other municipal bodies.

There are short-term (2026-28), mid-term (2029-32) and long-term (2033-35+) frameworks to guide the town.

Short-term issues include:

Assessing parking needs in business districts and developing a parking management plan
Reviewing town procurement policies to identify opportunities to prioritize locally-owned businesses in government contracts
Establishing a regional Tourism Advisory Committee
Conducting a comprehensive financial audit
Creating and maintaining a map that shows areas of coastal and stormwater flooding vulnerabilities
Conducting a housing needs assessment for young adults
Establishing a strategic action plan for the Affordable Housing Trust
Creating an asset management plan for streets and sidewalks
Exploring partnerships with mental health organizations to support a co-response unit model for police calls
Providing resources and training to the Historic Commission for conducting historic home surveys

Mid-term issues include:

Drafting and proposing zoning amendments to establish commercial density restrictions to encourage diverse industries and reduce oversaturation
Update zoning bylaws to enable small-scale commercial activity, including home-based businesses and accessory commercial uses
Reduce parking minimums and add bicycle parking requirements
Transform the train station into a tourism hub
Adopt a multi-year fiscal stability plan
Hire a full-time grant writer
Work with the MBTA and MassDOT’s shared Streets and Spaces program to prioritize and fund improvements
Develop a long-term maintenance plan for the Rail Trail and its connection to ensure sustainability
Explore potential sites including Clarke School, Hawthorne Property and elementary school space for a Community Life Center development or alternative recreational uses
Install diverse and comfortable public seating in key locations to encourage social gatherings and placemaking
Launch an online appointment system to allow residents to schedule meetings with officials and staff
Launch public art projects in parks and public spaces highlighting climate resilience themes and local environmental history

Long-term issues include:

Engaging the local fishing and lobstering community to understand infrastructure opportunities for pier redevelopment that supports the industry
Map current broadband coverage and identify gaps in service
Educate homeowners on preservation and maintenance resources
Integrate multimodal infrastructure into all roadway projects
Collaborate with MBTA on station upgrade plans
Advocate for service alignment with residential density zones
Ensure compliance with ADA standards in all new infrastructure
Establish monitoring program for autonomous vehicle trends
Conduct vulnerability assessments of historic sites
Address growing wildlife interaction problems through education
Modify waste management practices
Implement water conservation education programs and develop regulatory measures to ensure water usable accountability for private entities and large consumers