Holliston leaders and community advocates are pushing for a new Master Plan Continuity By-law intended to ensure the town’s long-range planning is timely, accountable, and data-driven. Proponents argue the by-law would create mandatory review timelines and stronger legislative oversight to prevent planning gaps that have left Holliston with an outdated document.

Holliston’s current Master Plan dates to 1999, making it the oldest among the 177 MBTA 3A communities. Most peer towns have modernized their plans since 2015, and about 75% now have plans reflecting recent data and policy needs. Without a Home Rule Charter that obligates regular reviews, Holliston relies on the discretion of town administrators and various committees to initiate updates. That arrangement, advocates say, allows critical updates to lapse amid frequent turnover: local leadership has changed by roughly 92% over the past decade, eroding institutional memory and continuity.

Holliston’s 2024 Strategic Plan lays out a community vision and strategic priorities. The Master Plan should align with that vision and provide a blueprint for achieving it. Under Massachusetts law, a Master Plan should address goals and policies, land use, housing, economic development, natural and cultural resources, open space and recreation, municipal services and facilities, circulation, implementation, census-based projections, and alignment with zoning. The proposed by-law draws on Dedham’s Chapter 65 as a model and would require a comprehensive plan led by the Planning Board in concert with other Boards and Committees in alignment with Holliston’s Strategic Plan. Key provisions mandate a full review every 10 years with five-year interim updates, use of the latest census data, and consistency checks between the Master Plan and town zoning and regulations. Updates and formal proposals would be publicly posted and brought to Town Meeting when changes are needed.

Supporters note financial and governance benefits: a roughly $200,000 update would represent a small fraction of the town’s projected billion-dollar decade of spending, yet provide a living document to guide investments, reduce siloed decision-making, onboard volunteers. The group is doing a “listening tour” to build consensus and present unified support at Town Meeting.