Meredith adopts 10-year master plan focused on affordable housing, environmental protection

MEREDITH — After two years of planning, meetings and informational sessions, the planning board approved the town’s 10 Year Community Plan, also known as the master plan, titled Imagine Meredith 2035, at its Dec. 23 meeting.

The town has been working with Resilience Planning and Design on the document, including Founder and Principal Steve Whitman.

“After you’ve worked on this plan the last couple years, and the Housing Opportunity Planning Grant work you did prior and during, I think you have a really robust community plan, with a really clear vision, and really clear implementation plan to be focused on for the next 10 years,” Whitman said.

Public engagement was a top priority of plan creators. A community forum of more than 100 attendees at the Meredith Community Center on Nov. 7, 2024, was followed by a month-long online survey that collected 100 additional responses by Dec. 7, 2024. There was an Imagine Meredith 2035 display at the library, which included a survey. A website was created to post the plan, and information was sent to an email list, the townwide mailer, board meeting announcements, fliers, and press releases.

According to the document, Meredith is known for a community atmosphere, small-town feel, and natural beauty. Protecting waterbodies and wetlands from development impacts, cyanobacteria and stormwater runoff are a high priority for residents, as well as creating access to affordable housing options to retain the town’s work force, year-round residents, and families.

The public also voiced the desire to preserve the town’s historic character, open spaces, and rural feel, while managing sustainable growth. Traffic in Meredith Village was identified as an issue, especially at peak times. Residents also would like to see the expansion of bike paths, sidewalks, and safe crossings.

The public also noted “a vibrant village center, active local businesses and a diverse local economy beyond just tourism” are vital.

Town Planner Angela LaBrecque said the board has been over the town’s master plan quite a few times, spending a lot of time and effort. Planning Board Alternate Brian Harris, who was serving during the meeting, called it a “solid plan.”

“I think the hard work will be the implementation in that underlying grid, and any financial implications that are in there, but that’s the next step,” Harris said.

No one spoke during a public hearing on the plan, and the board voted unanimously to adopt it as presented. LaBrecque and members of the board expressed how pleased they were with Whitman’s work.

“That’s a big lift, but as Brian said, there’s a lot of work coming,” Whitman said.

The 10-year plan is outlined in an 82-page document. The document states it was created after two years of work by residents, business owners, organizations, town staff, and other interested parties.

“The people of Meredith helped shape the direction of this Community Plan and we are grateful for their input and participation,” according to the acknowledgements page.

The plan is intended to help plan for the town’s future and provides a blueprint to respond to the everchanging aspects of the community. It will be used to “guide future development and the preservation of our community,” and is meant to be an action document for community leaders, businesses, residents, volunteers, and officials to use in collaboration.

“The plan is only meaningful if it is implemented,” the plan states.

The adoption of a master plan is required by state law. RSA 674 instructs planning boards to update the plan, with a recommendation of every five to 10 years. There is no specific timeframe in the statute, and Meredith last updated its plan 23 years ago.

The planning process was separating into three phases, according to Imagine Meredith. Phase I, “Who is Meredith?”, is an analysis of exiting conditions. Resilience Planning and Design served as the town’s consultant, and led what was described as an “extensive effort” in analyzing conditions, data and trends.

This included using GIS mapping, as well as reviewing plans, studies, and documents to learn about conditions and initiatives in town. The Existing Conditions Report is included as an appendix. It includes data and findings, and is separated into categories like transportation, population, housing, and natural resources.

The second phase titled “What is Our Community Vision?” focused on desires for the town’s future. This involved community outreach and engagement, captured in the Outreach and Engagement Report, which is also an appendix to the document.

Phase III, “How Do We Get There?”, is the creation of the vision statement, core planning themes, and future land use strategy through the work of the community development department staff, planning board, and Resilience Planning and Design. It is intended for guiding growth, development, resource protection, infrastructure investment, and regulatory initiatives.

“A set of actions, vetted by town departments and other boards and committees, were created to accomplish the vision and implement the future land use strategy,” the report states. “This provided the basis for Imagine Meredith 2035, which was created to serve as a resource and clear guide for action.”

Meredith covers 54.2 square miles, has a population of 6,630, and is unique in the fact it contains several major state routes, like 104, 3, and 25, with Interstate 93. The tourism economy is a major aspect of the town’s identity, apparent through its restaurants, summer homes, camps, lodging, and cottages.

It was noted in the plan nearly half of the town’s housing stock is classified as seasonal or recreational, which “significantly reduces” available year-round housing. It was also noted 30% of residents are over age 65, and the median age is 55.3, meaning there is a demand for smaller, accessible housing options. However, the housing stock is made up mostly of aging, single-family homes on large lots, and rental opportunities are scarce, with only 19% of homes renter-occupied, and a vacancy rate of 0.5%.

“With limited new construction, land use constraints, changing market demands, and infrastructure barriers, Meredith is experiencing a growing mismatch between its housing supply and the needs of its workforce, older adults, and modest-income households."

The Imagine Meredith 2035 plan also analyzed existing land use, transportation, natural resources and hazards, heritage and culture, local economy, town facilities and services, and open space and recreation.

The report then moves to a vision for 2035, noting the town’s future was dependent on what they heard from community input. Needs to be addressed include resilient infrastructure, affordable housing, and transportation improvements; promoting economic development and balancing tourism influence while maintaining small-town character; protecting natural resources; and continuing to support outdoor recreation, and cultural and civic opportunities.

“Through a collaborative and inclusive effort, Meredith will create a future that reflects the values of its residents while preserving the unique qualities that make it a special place to live, work, and visit,” the document states.