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Home My WebLink About2013-09-10 Board of Selectmen Packet-Part 2Town of Reading Economic Development Plan Submitted by Theresa Park 7/25/2012 The report's objective is to develop an economic development plan for the Economic Development Committee (EDC). The Economic Development Plan will assess both past and future goals for the EDC. The major goal of the study is to provide a peer review of accomplishments of the EDC over the past five years as well as develop a road map for the next five years. Table of Content I. Introduction II. Process 1. Planning Documents Review a. 2005 Reading Master Plan b. Reading EDC Strategy of May 2007 c. Reading Downtown Revitalization Observations, June 2007 2. Interviews with Economic Development Committee & Planning Staff Economic Development Best Practices: Community Comparisons a. Town of Andover b. Town of Concord c. Town of Ipswich d. Town of Lexington e. Town of Melrose f. Town of Wellesley III. Going Forward a. Business Attraction b. Retail Recruitment c. Economic Development Incentive Program d. Business Retention e. Supporting Commercial Development f. Regulatory Environment g. Business Information and Resources h. Public Amenities and Improvements i. Organizational Development & Partnerships IV. Conclusion Attachments A. Town of Andover Economic Development Council Report B. Costar Information C. Buxton Information D. Economic Development Incentive Program Guideline E. City of Port Arthur Business Retention Survey F. Commercial Real Estate Market Analysis G. City of Lowell Economic Development Brochure q� t-2-- Introduction The Town of Reading is endowed with many pluses, one of which is a very dynamic and engaged Economic Development Committee (EDC). Since its formation in 2006, the EDC members have spearheaded a number of successful initiatives to (1) reinforce the attractiveness of its town center and (2) mitigate the impression that Reading is not pro - business. As an example, the EDC initiated the Fall Street Faire which not only brought businesses and residents together in a celebratory manner, but it raised funding to support business assistance programming. The Building Fagade and Signage Improvement Program, an outcome of the event's success, provides technical and financial support to small businesses to improve their building fagade, signage and exterior lighting — leading to more attractive storefronts and ultimately a more vibrant downtown destination. EDC's ability to address a wider breadth of activities is greatly limited by the volunteer nature of EDC members and funding limitations. The purpose of this report is to identify areas of economic development programming that builds on EDC past success, aligns with its mission and is mindful of its resource constraints. This report is informed by review of past planning documents, interviews with EDC members and planning staff, and best practices from comparable communities. II. Process 1. Planning Documents Review In order to understand the Town of Reading's economic development needs and priorities, three planning documents were reviewed with main points and priorities highlighted. They are: The 2005 Reading Master Plan established longer term, overarching vision and goals for the Town which are listed below and are meant to benchmark efforts by the Town to prioritize efforts that progress the common good of the community: • Improve Downtown • Establish an Economic Development Commission • Improve South Street Streetscape • Recognize small commercial nodes in neighborhoods • Explore zoning changes to enhance development along I95/128 The Reading EDC Strategy of May 2007 identified Reading's competitive advantage, as well as describing its socioeconomic landscape. Its descriptive was reorganized by categorizing them into strengths / weaknesses /opportunities /threats (SWOT) classifications to allow focus on areas of need which may be addressed by the EDC. Strengths: • Desirable suburban community at crossroads of two major highways, I95/Routel28 and I93. qb 13 • Attractive downtown with mix of institutional and commercial users, further activated by a commuter rail train station. Weaknesses: Land use zoning limiting to business and industrial uses Limited job opportunities in the Town itself — 80% of residents commute elsewhere • Limited staff support; no local budget appropriation Opportunities: • Real estate potential of Addison - Wesley site on South Street, MassHighway capital improvement projects Threats: Trade -off and tension between balancing economic development and quality of life Reading Downtown Revitalization Observations, June 2007 included site specific recommendations that support the premise that: • Reading's retail mix in the downtown offers a good basis for revitalization • Energizing of the `spine' (from Town Hall to train station/Main to Haven) by activating ground floor uses and encouraging pedestrian friend design details • Better parking demand management would mitigation perception/reality of limited parking supply • Business Improvement District as a way to improve the physical, social and economic qualities of downtown area In considering the appropriate next steps for the EDC, recommended actions for consideration will adhere to the overall priorities as established by the board of Selectman when the Committee was formed, which are to: (1) Improve the quality of life for Reading residents by increasing the available retail, restaurants, and other amenities in town, particularly in the Downtown. (2) Ensure the stability and success of existing businesses in Reading that contribute to the quality of life in the Town (3) Expand the commercial tax base (4) Secondary priority of creating additional job opportunities in Reading, particularly for its residents 2. Phone Interview with the Economic Development Committee & Planning Staff While not included in the original scope of work, an initial meeting with the EDC raised questions that could best be explored though individual phone interviews. The questions and answers of conversations with four EDC members and one planning staff are summarized below: What has been done well by EDC? Ndi�t #1 — EDC has mostly have done beautification project; successful but also criticized because it's not an "essential" service. Shift focus to bringing businesses into Reading; no outbound marketing is currently being done. A concern is that people are nervous about bringing businesses — a great restaurant would attract too many outsiders. Lack of experience in approaching business prospects. The town's location is so good — lot to work off. #2 — Proud of work built on Adam Baacke's report. Lots of discussion around issues but not advancing. Developed a work plan with periodic review and check - in — allowed things to be accomplished such as alleyway projects, surveying of businesses, sign -by laws, fall street fair (also provide source of funding), building on capacity and expertise, i.e. accessing Peer to Peer program. Incorporating new people for fresh ideas. Few are the doers. #3 — Lots of passion among EDC members. They love the town that's special and admirable. Ability to pick up project and run with it, i.e. Street Fair. "How to Do Business in Reading" brochure really starts to talk about what is real economic development. Relaying information to help businesses succeed. The other things are good, but their connection to "true business development" in a more historic sense is blurred. #4 — EDC is the feather in its cap in building relationship w/ business community. Gotten great feedback on what they need, their past history with the community; successful execution of strategy and street fair and downtown improvement. It's organized well for people with no background in economic development and has taken it as far as they can go. #5 — Ambitious, takes advantage of every grant/program /workshop that's available to them. Getting excited about improvement to Reading's downtown. Interest and willingness to look at multiple avenues to get projects through. What hasn't? #1 - Struggle with bringing businesses in; lack of support from town administration and elected body. No recognition or support for the projects. Liaised with one of the businesses — Kalariso's, a farm stand in Reading that just built a new facility — upon request by the Board of Selectman to facilitate. Permit required $20K for a traffic study which lends to perception that the Town is a difficult place to conduct businesses. EDC position seems unclear because other town employees don't understand its role. #2 — Struggle with town interface and their lack of meeting attendance /interest. Participation in CPDC meetings is not welcomed (not the case with others, i.e. Finance Committee). Influx of new people on Committee offers sense that EDC should work on more economic development oriented effort, i.e. lowering 4 qLl downtown vacancy rate (but that's only at 5 %). Subcommittee on facade improvement which includes two CPDC members, one Selectman, and two EDC members is challenged by a lack of communication. Need to strike a balance between beautification and traditional economic development activity (retail recruitment). #3 — As a group excited to do things but frustrated by focus on how to raise money. Focus of EDC's efforts has been on beautification projects and while there's a purpose being served, EDC should aspire to a higher image. Explore potential of reallocating limited time and resources, which may mean moving away from beautification projects. #4 — Problems with politics — once issues are identified with the business community, not well received by town administration and/or officials. Commission had to struggle to operate efficiently in this negative environment. Support from elected officials has an inverse effect on support from town administration. What EDC has accomplished, it had to do on its own - EDC initiated the Peer to Peer application. #5 — EDC is a small group and recognizing need for input in identifying next steps. Difference of opinion on where effort should be focused. Which communities are good examples for Reading and why? #1 - Melrose — businesses, beautification program, so many people from Reading go there; Wakefield — not so much, they're struggling with similar challenges Concord /Wellesley /Ipswich — bit more upscale; places that are a destination. #2 — Melrose is close cousin; not historical like Lexington or Concord but has nice restaurants, good blending of things. Reading should not just be a restaurant row, but a place where people of all ages can go, i.e. movie theatre. #3 — Lexington and Andover have vibrant downtown with lots of businesses. More people downtown, more restaurants; no need for more pizza shops and beauty salons. It's understood that not every business is good for Downtown, i.e. Jordan's/Home Depot, but there has to be some attractions to draw people. Reading people go to Melrose, Andover, Somerville, Woburn, and Wakefield. Reading's not on the list of options. #4 — Andover (educated demographics, albeit a more affluent community; like the diversity of retail) and Melrose (Town has made a conscious effort to build up their downtown) are good examples. Reading should serve as a destination for a regional crowd. Increase in restaurant surcharge tax would help with the Town's revenue stream. Look more closely at commercial base (93% residential; 7% commercial) & opportunities to rezone /unique commercial uses. 5 q10 r'tP #5 — Portsmouth, NH, a community with a lively destination center. What resources does EDC have access to? #1 - At this point no funding sources to support any initiatives Fagade improvement — money comes from the street fair "Downtown Improvements and Events Trust" #2 — EDC membered looked at other sources of funding. Special subcommittee could be formed that could work with CPDC on economic development matters. Go for a larger grant, i.e. $ l OK. Look at sources of different funding levels, i.e. low level by mass mailing residents, medium via bank sponsorships, etc. Fundraising work is hard and it's made more so by lack of database /information sharing. EDC has to pay for planner's time; however, the town's current liaison to EDC is working out well. #3 — EDC is time constrained; why should it spend time figuring out how to bring in money to pay for ribbons instead of attracting new businesses. Everyone needs to come together and understand and agree on priorities. Work in synergy with town administration. #4 — Resource is the EDC; if report shows tangible data for specific recommendations, then EDC could find a way to pay for it. #5 — Financially limited to what EDC can fundraise. Limited staff support and volunteers' time commitment is limited What should be EDC's geographic area of focus? #1 - Focus on South Main Street, all of Route 28. Needs lots of work #2 — Master plan talks about the downtown; while improvements are being made people still talk about the Downtown vacancy. The scale and scope South Main Street is too big; CPDC has design guidelines for the area. Condition of downtown speaks of the larger community. #3 — Focus on the full Town of Reading, connecting downtown south to Route 128. South Main street is the area that needs the most help, including general clean -up of vacant and abandoned properties, and aesthetics of the area. Town has project in the works to improve the design guideline; how EDC can help publish it and support the businesses in other ways. #4 — Downtown is the heart of the city and should be a priority. South Main Street 6 A I is part of the city; there are lots of businesses there but they're treated like a step- child. would like EDC to see what can be done today. Downtown is coming to fruition on its own, allowing for ability to focus more on South Main Street. #5 — Focus seems to have shifted to South Main Street with pockets of need in downtown. What does "success" look like for you in 10 years? 41 - Walk everywhere — sidewalks; people shopping and eating there; open in evenings; outdoor dining. #2 — Perceptions that Reading is a difficult town to do business — success is in changing that perception. Reading is receptive to working with businesses to add vitality to downtown. Thriving downtown, rate it as B - /C+ right now. Look at South Main Street in five years because DT is so much better off and area of focus can go elsewhere. Decent amount of money to do other initiatives, i.e. fagade improvement can be offered more than once. #3 — Connecting with the community; lots of people don't know that the EDC exists. Drive the awareness, knocking on doors. Look back in 10 years, being an advocate for business. Real statistics of how EDC has helped bring new businesses come into the City and get credit for it. Restaurant attraction - Sam's Bistro — helped facilitate relationship to identify building, permits, etc. #4 — Having a business community that is happy to do business in reading; not intimidate or disrespected by the administration; residents feel there is a vibrant downtown; don't have to leave the city to fulfill retail need. For business community to be treated with respect. #5 — Livelier Downtown, friendlier South Main Street, no empty storefronts, addressing of the industrial area, and improved tax base. Do you have other comments? #1 —N/A #2 — In looking at Lowell's signature — a brand. Charrette with a community? Allowing the community to participate. Re: alley — contest for naming it, i.e. crowd - sourcing. #3 — Biggest issue is "what is our overall mission "? Drive true economic development and if so, what's the definition of that. Does that include beautification and how much time should be spent on it. Dual purpose, N� /9 improvements and traditional economic development, is currently what's being done. #4 — EDC has gone as far as it could go with its limited resources #5 — EDC has great potential to accomplish goals. 3. Economic Development Best Practices - Community Comparisons Based on the phone conversations, communities identified as being imitable were contacted to better understand their approach to economic development and level of available to support to achieve those goals. Town of Andover Lisa LaGrasse Schwarz, AICP, Senior Planner, Planning Division T: 978/623 -8310; E: lschwarznandovermajzov Up until three to, five years ago, the attitude towards economic development was that businesses will come without any need to proactively attract them. This approach also applied to real estate development. However, due to increase in commercial vacancies and local businesses being recruited out of town, there was a change in mindset that more had to be done to support its commercial tax base. The town's recent Master Plan update identified a community need to engage a group of volunteers to work on economic development priorities. In February 2012, the town created the Economic Development Council with representation from businesses and property owners including Pfizer and Raytheon. Since then the Council has been conducting listening sessions to better understand the business climate from perspectives of town departments, businesses and residents (see Attachment A for a report of the Council's activities). Additionally, the first tax increment financing (TIF) project was approved by the town. Other activities include a SWOT analysis, identifying ways to enhance business retention, providing better customer service by maintaining a clear and open line of communications with businesses and developers and adopting zoning changes such as the "amenities zoning" to allow accessory retail, i.e. Panera, in industrial districts. Currently zoning prohibits such uses. They anticipate going before town meeting this coming fiscal year. Economic development activities are supported by the town's Planning Division, primarily the senior planner, and there is no specific funding committed for this purpose. Town of Concord Marcia Rasmussen, Director, Planning Division T: (978) 318 -3290; E: mrasmussen @concordma.gov 8 lib /9 The Town of Concord is fortunate to have real estate owners who are conscious about bringing in business tenants that are complementary to other retail uses and in keeping with its historic character. The Town Manager views economic development as a priority and is very involved in the Concord Business Partnership (Kate Carr concordbusinesspartnershil 2C&gmail.com), an organization of 30 -40 "movers & shakers ". There is a spirit of dialogue that helps shape development in the community, as well as share a commitment to community upkeep. In 2010 the Town finished a report on its primary commercial node, the West Concord center. Out of the report came such changes as: adoption of design guidelines; initiating zoning bylaw amendments; progress on a mill rehabilitation project; and supporting mix -use development to allow residential and office uses. There is no dedicated support for economic development but the planning staff stay informed on economic development issues by attending conferences and supporting such groups as the Concord Business Partnership. The Town is typically ineligible for any kind of grants and no funding is committed for economic development purposes. Town of Ipswich Glenn Gibbs, Planning Director, Planning Department T: (978) 356 -6607; E: glenng @ipswich - ma.gov When the Glenn Gibbs started with the Town of Ipswich in 1994 the downtown was experiencing a transformative change — it was losing Woolworth's, a sizeable plant was moving to Danvers, and another anchor department store was leaving. The upside to the increasing vacancy was impetus for the community to come together and take advantage of the Downtown Partnership funding (now unavailable), which mimicked the national Main Street program. They obtained funding for three years, offsetting in total or in part the downtown manager's salary. Subsequent to the program, some signification infrastructure improvements projects (funded by CDBG) have now reached fruition, and seven to eight signification and modest fagade improvement projects completed. A nonprofit organization was also created at that time — the Ipswich Partnership — which still exists but only meets on a quarterly basis and has no real funding to operate. The town also undertook two studies, for downtown river walk and streetscape improvements along town green, which got funded by Enhancement Funds/PWED and Enhancement Funds /TIP respectively. The town also amended its zoning bylaws to attract businesses. No longer did the town require onsite parking for commercial uses in town center to address a problem with many small lots or require set -back for commercial buildings not in keeping with the town character. Further, the Town incentivized developers with density bonuses to encourage mix -use development and rezoned larger parcels in residential zones to allow commercial, industrial and multi- family housing. These efforts and zoning changes are supported by the Town Character Statement, the Downtown Development Plan and by the Town Manager and planning staff. The town also utilizes the Economic Development Incentive Program DT and approved a tax increment financing agreement (TIF) to attract Epsco Publishing, and more recently to support Ispwich Brewing Company's growth. 9 46 zd Economic development activities are supported by the town's Planning Department, and there is no specific funding committed for economic development purposes. Town of Lexington Melisa Tintocalis, Economic Development Director T: 781- 862 -0500 x257; E: mtintocalisalexingtonma.gov Lexington's economic development activities fall under its Economic Development Director, who serves as ombudsman for permitting and business assistance liaison. It is a one - person operation and reports directly to the town manager. In Lexington there is more political will to progress the economic development agenda stemming from greater awareness of its positive benefits to the tax base. Current focus is on development activities at commercial area districts (i.e. Hartwell business park) which contain underutilized older buildings; the Town changed its zoning to increase FAR (small but indicative of change in Town's attitude) to help fill the existing inventory. Another focus is on Lexington Center — while it only contributes approximately five percent of Lexington's tax base, it is also the most visible — with assistance to businesses in the form of retail best practices workshop and parking improvements. The presence of tourism is triggering discussions on how it ties into economic development and how its growth, if promoted, would impact the Town's quality of life. Attention is also being paid to Hanscom air force base and its future use which is dependent on federal decisions. Three different entities serve in economic development capacity. (1) Lexington formed an economic development advisory committee 4 -5 years ago and its focus has been to support commercial development. (2) There is a Center Committee whose focus is on the downtown and its urban design and streetscape. (3) The Tourism Committee is in the process of assessing its role as part of the larger discussion describe above. All three groups advise the Board of Selectmen. Other economic development activities include maintaining a database of commercial space and finding opportunities to leverage off Lexington's biotech minicluster. Town of Melrose Denise Gaffey, Director and City Planner T: 781 - 979 -4190 ; E: dgaffey(a,cityofinelrose.org Melrose doesn't do a lot on economic development. In fact, it had looked at Reading EDC's website for lessons learned from other communities. When it started seeing vacancies a couple of years ago, the Mayor initiated an effort to streamline permits for businesses in the form of an interdepartmental committee to guide businesses through the process. There have been discussions of studies, hiring consultants, etc., but these have not moved forward. Economic development is not designated to any staff but the city does work with a very active chamber of commerce. Past low vacancy rate is due to the Downtown's compact nature and good mix of retail (which occurred by happenstance, unlike Concord) and uses 10 q6 zl (grocery store, YMCA, drug store, etc.). Downtown is part of a historic district and its design standards maintain a high level of building appearance. The town does offer a small signage and fagade program with grants of $500 for fagade and $1,000 for signage. Town of Wellesley Meghan C. Jop, Planning Director The town had undertaken limited economic development activities; with exception of zoning studies for property reuse. Due to the current recession and growing concern with increasing storefront vacancy businesses, Board of Selectman, Planning Board, and the local chamber came together in an effort called the Wellesley Square Initiative to look at ways to shore up this area. The success of this collaboration has lent itself to other districts. One going concern in the commercial centers is the expanding presence of non - retail uses, such as banks and real estate offices that detract from the center's vibrancy. Also, while economic development is a concern, the town likes its commercial centers as they are and would not like to see its commercial footprint expanding out. Specific economic development activities undertaken include working with a consultant to conduct a retail visioning session and the loosening of the town's stringent liquor policy to allow smaller establishment to obtain a license. There is a Wellesley Merchants Association headed by Damian Wendrow, lending a voice for center businesses. Economic development activities are supported by the Planning Department but the Town does not view it as high priority; no funding is allocated for it. III. Going Forward The EDC is rich in passion and commitment, but limited by a lack of resources. But despite its limitations the Committee's past successes lends it the credibility and building block to advance other economic development priorities. The guiding principle in formulating the following recommendations are based on the current economic conditions, short term activities that adhere to its strategy are not resource - intensive and can be a building block toward more political buy -in and support, and in keeping with the EDC's priorities and capabilities. 1. Business Attraction There are two notable trends that have appeared from the current recession. Consolidation by larger corporations to streamline operations, create efficiencies and reduce overall cost of running a business, and uptick in business start-ups by those laid - off from shrinking industries. Larger corporations may be predisposed to particular locations or types of buildings, but it's also important to be on these companies' and representing brokers' radar to merit getting on their short list. While local governments 11 q� Z rarely have a say in the decision making process until a company has narrowed their selection to one or two buildings, all thing being equal, a company will likely choose a building in a community that appear to be more business - friendly. Small businesses, the independent mom - and -pop types, operate in a different way. These tend to be lifestyle businesses started by individuals living in the area. Their business needs are different and while they may not be big job creators, they add great value to a community's business mix and neighborhood environment. There is a variety of services that transect both types of business groups including: a. Community Visibility — The internet, and particularly the various forms of social media, can be a great equalizer in its ability to promote and elevate a community's profile. At an ICSC conference, one site locator remarked that 70 percent of people in his profession used LinkedIn to guide its site selection process. The EDC, if it hasn't already done so, may want to utilize LinkedIn, Facebook, Twitter, and other forms of social media to help its branding and virtual presence. b. Real Estate Database — While it's helpful to have an inventory of available industrial /commercial /retail space, the actual task can be very time consuming. There are services offering this information (http: / /www.costar.com/), but the fee may be cost prohibitive (See Attachment B for summary report from CoStar on Reading's vacancy rate and available space). Since commercial brokers typically subscribe to this service, EDC should identify active commercial brokers in the region and develop a working relationship with them. If there is a surplus of vacant commercial space in the community, a developer's tour of available sites may be a good way to introduce brokers to the community. Also, the Mass Alliance for Economic Development (www.massecon.com) acts as the state's site finder for businesses seeking to locate or expand in the State and issues eblasts seeking specific sites from communities. The Town, if not already a subscriber, should be added to the distribution list. c. Ambassador Program — When organizational capacity is limited it's helpful to identify key stakeholders, whether they are businesses, bankers, city personnel, or others, to extend EDC's reach and be feeders of businesses in need of service. Given EDC's business - friendly approach and quasi - public status, it is positioned well to become the "go -to" entity for facilitating businesses interactions with the Town. 2. Retail Recruitment There have been several mentions of bringing on board a retail consultant, such as Buxton, to assist the Town with its retail recruitment effort. It should be mentioned that Buxton (www.buxtonco.com) uses Claritas ( http:// www. claritas. com/MyBestSegments/Defaultjsv) data to segment the consumer population, determine market demand and identify suitable retail prospects that are 12 q1, -,�3 typically national chains (see Attachment C of Buxton's retail site determination information). The service itself is not inexpensive; an alternative may be to purchase the data directly from Claritas and approach retail brokers, i.e. Atlantic Retail Properties (http: / /www.atianticretaii.com/ for prospects interested in the Reading market. The 2007 Downtown Reading Market Assessment & Business District Composition Analysis report by FinePoint Associates, LLC provide a good snapshot of the retail mix and assessment of market conditions. However, five years is a significant time lapse and since then we have entered a recession period resulting in shifts in consumer behavior and new decennial census information has been made available. Combining updated data with enhanced working relationship with retail brokers could make a meaningful impact to Reading's retail landscape. 3. Economic Development Incentive Program Attracting large companies to a community is a competitive process and every benefit that can be brought to bear can add up to a more attractive proposal. While individually these benefits may not sway a business's siting decision, the Economic Development Incentive Program's financial benefits, especially for projects requiring significant capital investment, may give a community the edge in tipping a siting decision in its favor. The Town of Reading is not an Economic Target Area, a designation that's required to go forward with any project. Information on the EDIP is available on the Executive Office of Housing and Economic Development's (EOHED) website (www mass .gov /hed/business/ incentives / edip / edip - program- information.html); its program guidelines are included as Attachment D. 4. Business Retention As important as it is to attract new businesses, it's just as important, if not more so, to make an effort to support existing businesses, the very same ones that have already invested in the community. While there is a cost to relocating a business, it shouldn't be assumed that a business will continue its presence simply from loyalty. Often times these are bottom -line driven decisions and as business conditions and environments change, real estate requirements may also shift. Maintaining a pulse on business needs will help tailor EDC's business assistance service. A recommendation is to conduct an annual survey of business needs, possibly in partnership with the Reading -North Reading Chamber of Commerce, to gauge the business climate (see Attachment E for sample business retention survey from City of Port Arthur Economic Development Corporation). Emerging may be the following types of businesses needs which can be supported by EDC in partnership with other public /private /non - profit economic development organizations including: a. Technical — Small Business Development Centers (www.msbdc.org), Interise (www.interise.org), SCORE (htt p: / /www.interise.org!), etc. b. Financial — Local lenders, SBA loan guarantee program (www sba.g_ov /category /navigation- structure /loans - grants), Massachusetts Growth Capital Corporation (www.mcdfc.com), etc. 13 qb-2,H c. Procurement — Commonwealth Procurement Access & Solicitation System (www.comm pass.com), Supplier Diversity Office (www.somwba.state.ma.us), US SBA's Procurement Technical Assistance Centers (www.sba.gov /content/procurement - technical - assistance - centers- tacs ), etc. d. Networking — Reading -North Reading Chamber of Commerce, Business Networking International (www.bni.com), Small Business Association of New England, (www.sbane.org) etc. 5. Supporting Commercial Development The Town of Reading has redevelopment opportunities along South Main Street, Jacob Way, Walkers Brook area and other commercial and industrial areas. If redevelopment is a high priority, these and other parcels should be analyzed for potential zoning change that supports the high and best use for the Town and the developer. Additionally, Reading may want to consider the Town of Ipswich's example, whereby it encouraged mix -use development in its downtown to support day -night activity and rezoning of larger residential parcels suitable for commercial use. Reading already has a "Passport to Doing Business" which offers a comprehensive overview of the permitting system, including some guidance for certain business operations. If there are limitations to understanding Reading's market conditions, the EDC may want to consider undertaking a study of market conditions to better match market needs to site potential (see Attachment F for a sample market analysis RFP from the City of Lowell). The findings can help tailor the types of uses that can more readily be absorbed. If property owners are sitting on long- vacant parcels, they may be willing to financially support such a study. 6. Regulatory Environment Permitting could be a time -sink for businesses and developers. If the EDC feels additional clarity is needed to support business start-ups, there are useful models that can be reviewed for further consideration. They include the City of Cambridge extensive information on many of its permits and licenses (www.ci. cambridge. ma. us /permitsandapplications.aspx), as well as guides to more challenging permitting processes (www.ci. cambridge. ma. us /CDD /econdev/ smallbusiness /permittingresources.asax). The City of Lowell, in partnership with the Pioneer Institute, has also compiled a step -by -step permit guide for 20 business types ranging from flower shops to small grocery stores to restaurants (www.lowell.org/Documents/businessgqLde.Rdf). 7. Business Information and Resources Print marketing materials by itself are not effective but combined with positive outbound efforts could offers tangible and reinforcing message about the community (see Attachment F for City of Lowell's marketing brochure). Marketing materials should be 14 I Z� considered in context of a unified message and a comprehensive set of information that can be accessed in various ways. a. Website upgrade — EDC's website is organized and easily navigable. It should be monitored periodically to keep the content fresh and links live. A nice addition would be to include testimonials of businesses EDC has assisted to reinforce EDC's pro- business reputation. a. Print materials — Develop a leave- behind marketing brochure that highlights Reading's assets and where possible, targeted to specific industry groups (i.e. high - growth vs. lifestyle businesses). There are companies that design and print brochures for free; they bear the cost by selling advertising space and typically request an introduction to business leaders. One such company is Global Design & Publishing, LLC (contact Ms. Kelly Tourtellotte, VP of Sales & Marketing, 93 Munyan Road, Putnam, CT 06260, t: 860 - 963 - 0414). b. Social media — as previously mentioned, develop a strategy to utilize social media to build Reading's on -line presence and maximize its search engine optimization for greater visibility. To measure the success and impact of its website; Google Analytics (http://www.google.com/anal3licsZ) can be deployed at no cost to generate detailed statistics about visitors to EDC's website. 8. Public Amenities and Improvements A physically attractive and highly functioning public realm can translate to a more satisfying experience for people and has positive benefits for businesses and residents by instilling greater civic pride. EDC's success in beautifying the downtown has helped build its reputation and fundraise for its other program, the Building Fagade and Signage Improvement Program. Some of the other improvements discussed by EDC, including alley ways, better connection to the train depot, and downtown parking, are all important and would further improve downtown's appeal. However, the concern is the level of time commitment and the opportunity cost of focusing on improvements versus more traditional economic development activities. An option worth considering is the formalizing of an organizational entity to focus on these activities. There are three main venues: a business improvement district ()pww.mass.gov /envir /smart rg owth toolkit/pages /mod- bid.html), Main Street program ( http:// www .preservationnation.org/main- street/) and a business association such as the Harvard Square Business Association ()nww.harvardsquare.com) whose a driving force behind Cambridge's Local First program. They require different levels of buy -in, commitment and financial wherewithal in order to move forward. But an effective group of community - minded businesses can advocate for change to promote a more business - friendly climate. Of slightly different scope is an organization called the Project for Public Spaces (www.pps.org), whose website serves as a good resource for Reading's placemaking ideas. 15 qb 2(o The creative economy is making a meaningful impact in many communities. Lowell's Cultural Organization of Lowell (www.cultureiscool.org), New Bedford's AHA! (www.ahanewbedford.org), and Easthampton's City Arts (www.easthamptoncityarts.com) host events, implement pop -up galleries in vacant retail storefronts, add vitality to public spaces, attract new visitors and support creative entrepreneurs. Andover's Art in the Park ( www. andoversartistsizuild .com/page /2012ArtinThePark) transforms a public park into a festival of visual delight once a year. EDC could initiate dialogue with the Reading Art Association (www.readingart.org) to explore possibilities. 9. Organizational Development & Partnerships One way of flushing out EDC's scope of service is to assess the continuum of business assistance available to new and existing businesses. As they go through the business life cycle from start-up to growth, do services exist to support them in different phases of need? If not, what are gaps and are there other economic development organizations that can fill that gap? An introspective review leading to development of partnerships can expand EDC's organizational capacity and allow it to expand its scope. Additionally, EDC should continue its creative and successful grant writing efforts to fund eligible projects, such as an updated market analysis. The EOHED is emphasizing "regionalism" in economic development approaches and certainly, businesses do not recognize jurisdictional boundaries when making site location decisions. If there are advantages to be had by cooperating with abutting communities, Reading should consider such cooperative efforts. As an example, the communities along Route 3 between 195/Route 128 and I495 are in discussion to promote their communities as a distinct region for the sole purpose of encouraging greater economic development activity. The New Bedford -Fall River area has a similar initiative called "South Coast." The EDC has some support from the Planning Division but there's a tremendous challenge in matching staffing level to EDC's ambition. By continuing to build its portfolio of success and accessing other resources, there may come a time when political support translates to committed financial and personal resources for EDC. In the meantime, EDC may want to tap into planning students at MIT, Harvard University, Tufts University and other colleges and university and offer internship that enhance their academic curriculum and support some of EDC's planning effort. Lastly, EDC's continued involvement with Community Planning and Development Commission (CPDC) to advocate for development review that takes into consideration a project's economic impact is highly beneficial. EDC's perspective is an added value to the development review process and it, along with other economic development organizations like the Reading -North Reading Chamber of Commerce, should actively engage in the review process. If a more formalized role is desired based on strategic considerations (advocacy vs. regulatory) and recognizable benefits that can be derived for 16 x/('27 the town, the Committee may want to consider the feasibility of reforming as a Commission. IV. Conclusion The EDC's past accomplishments are great building blocks for its future success. The single greatest challenge of accessing resources to accomplish all of its desired goals can be best approached by expanding its capacity through growing partnerships, identifying shorter term goals that are meaningful and can be successfully executed to continue building its credibility, engaging in local processes to inject an economic development voice in shaping development outcomes, and tapping into other resources that provide technical and financial support to EDC's endeavors. The interesting take away in talking to other communities is that the Reading EDC is ahead of the curve in its initiatives and level of organization. Channeling the members' passion and drive towards a shared vision will only help to move the Town forward in an enviable way. The recommendations made in this report are just one step in the process — one that requires further consideration by EDC and in context of the Town's priorities and readiness to proceed. As parting words, I would like to add that I've been thoroughly impressed by the level of EDC's commitment and their willingness to "talk the talk and walk the walk" I have the distinct impression that once it decides on a path of approach, nothing can prevent its success. 17 , /h Z8 gnomic Development Council =#o ir97 11 MA Agenda i. Role of the Economic Development Council (F.DC) I. Role of the Economic Development (EDC) o Board of Selectmen voted to form the EDC in Novemb o EDC supported by the 2012 Master Plan o First meeting of the EDC held in February 2012 o Nine Representative Members o Meeting Schedule: First and third Thursdays of each mont o Mission To develop and implement a proactive economic development strategy that addresses issues rel economic development, business retention and job creation. This will be achieved by assessing strengths, weaknesses and opportunities in the partnership between the industrial and business communities and Town Government. The focus of the Council is to ensure that businesses thriv' Andover as well as attract businesses interested in locating here. W Economic Development C 0 0 0 0 0 0 4' Tom Belhumeur Kenneth Bradley Brad Duffin Marlene Hoyt Andrea Leary Steven Leed David Pierre Jeff Spagat Tim Vaill, Chairman s; ress to Date Listening Tour • Views /Ideas from Town of Andover Department Heads, residents, businesses and external sources Conducted a SWOT Analysis of current Andover Business Climate EDC analysis of Strengths, Weaknesses, Opportunities and Threats Will repeat after six months, one year Publicly supported the Schneider Electric TIF proposal • Townsman/Town Meeting Discussion of where the EDC can have greatest impact Wit-'_ Early Priorities Identified S STRENGTHS Education (School System, Workforce) Vibrant Downtown Access (Regional: Highway, Boston) Demographics OPPORTUNITIES Tax Increment Financing /Zoning /Economic Target Areas Outreach New Connections /Communication Expansion 6- w WEAKNESSES Parking Regulations (Process, Ba Customer Service) Transportation (Local Issc Marketing /Perception of Ai THREATS Competition with Other Com High Rents Energy Costs Aging Demographic1c II. Progress to Date o Listening Tour • Views /ideas from Town of Andover Department Heads, residents, businesses and external sources o Conducted a SWOT Analysis of current Andover Business Climate • EDC analysis of Strengths, Weaknesses, Opportunities and Threats • Will repeat after six months, one year • Publicly supported the Schneider Electric TIF proposal • Townsman/Town Meeting • Discussion of where the EDC can have greatest impact • Early Priorities Identified w III. Priorities 0 Improve the "climate" for incoming businesses • Need for a "How To" Guide (a la Salem) • Opportunities to improve permitting process • Create "Ombudsman" mindset at all touch points • Reputation for Predictability o Town Yard Redevelopment 0 Help provide "balanced assessment" on Town Yard discussion. Provide emphasis /communications on Downtown expansion • Support attractive mixed -use plan o Amenities Zoning for Industrial Districts • Improve the holistic environment • Retain top businesses and their employees Create spending opportunities in Andover i ... ., r. Ir M. Y •wr r r III. Priorities (con't) o Develop " Solution in Principal" for Downtown Andove • Examine downtown "infill" projects • Revisit parking and traffic issues • Address hardware store and other needs o Lowell Junction Interchange • Revisit key elements of plan • Coordinate with Andover -based employers • Work with State and Local decision points o Develop an Economic Development Data Base • Start with the facts • Automatic update of current situation • Identify needs and pressure points -. (T W IV. Next Steps 1. Continue "Listening Tour" a) Identify other important voices to be heard b) Compile results of Town Meeting survey c) Expand contact with the State d) Expand site visits 2. Take action steps to focus on Early Priorities a) EDC will join existing task forces or create ad hoc teams b) EDC will develop a list of action steps 3. Commence work on "How To" Guide a) Will be done by the Planning Division b) Completion Date: September 30, 2012 c) Layout j IV. Next Steps (con't) 1. Develop Economic Development Communication a) Full communication with BOS and other groups b) What to say to the public and when c) Outreach to incoming businesses d) The "marketing" of Andover 2. Work with Town IT staff to design EDC Data BasE ID vacancy males Reading, MA CT S LOWELL ._. This copyrighted report contains research licensed to City of Lowell Division of PlanninglDevelopment - 475426. 7111/2012 occupancy Existing Bldgs: 110 9% # Spaces: 16 Existing RBA: 2,017,189 Vacant: <101,892> 5% 7% Occupied: 1,915,197 957E 5 % Leased: 1,978,297 98% W 5% availability Vacant Avail: 41,492 2% 4% Total Avail: 128,746 6% 3 % Direct Avail: 126,146 6% Sublet Avail: 2,600 0% z qo - Average Time: 21.8 Months leasing activity 0% Leasing YTD: 2,910 0% 2009 2009 2010 2010 2010 2010 2011 2011 2011 2011 2012 2012 cur Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Qtr Net Absorp YTD: (2,610) (0 %) — Direct/Relet Vacancy direct gross rent — Sublet Vacancy — Total Vacancy Office range: e $12.00- $19.20/yr Office Avg: $16.401yr CT S LOWELL ._. This copyrighted report contains research licensed to City of Lowell Division of PlanninglDevelopment - 475426. 7111/2012 t)w I t 1 This eo nAD'itae report mMam research J*w& E 10 oty d Lo,NM Dl WOM Of Pllnm gV&wWoMw l - 475429. 7/11/2012 Page 1 q�qq 232 Ash St Reading Class C Industrial/Warehouse 45,000 SF 12,000 SF $7.50 236 Ash St Reading Class C Industrial 6,955 SF 2,000 SF Wl"d 1 General Way Reading Retail/Freestanding 258,000 SF 60.000 SF 520.00445.00 (Neighborhood Center) 2 Haven St Class la e Office/011111ca with 21.ODt� 3F 2,1167 t<1rl�00 a vel it 30 Haven St Reading Retall/Storefront 20,000 SF 19,938 SF $2311,00 RetallfResidential 95 Main St Reading Class C Offlce/OfRoa with 6.4W SF 2,000 SF For Salve Orgy street -leval Retail 122 Main St Reading Retail 3,017 SF 0 SF For Sale Only 126 Main St Reading RetalUStorefront 6.500 SF 6,500 SF S20.W- 3200 126 Main St Reading Retall/Fast Food 3,500 SF 3,500 SF $20.00432.00 248 Main St Reading Class 3 Office 16.000 SF 4,200 SF $171W 315 Main St Reading Class B Offroe 12,864 SF 6,441 SF $12.00 - 516.00 306 S Main St Reading Land 0.43 AC - For Sale Orgy 273 -275 Salem St Reading RetsiVFreestanding 55,000 SF 17,500 SF Withheld 4 Went St Reading Retail/Freeslanding 5,125 SF ZOW SF 22 Woburn St Reading Class C Ofic e/Lott/CFeative 9,676 SF 0 SF For Sale Only t)w I t 1 This eo nAD'itae report mMam research J*w& E 10 oty d Lo,NM Dl WOM Of Pllnm gV&wWoMw l - 475429. 7/11/2012 Page 1 q�qq ATTACHMENT C �b`�S /iY mss. +�7��R11e M as4 W�Wx M. CAMIWt�Y�w!w.�!l�/Y�wlf�rs�� 14r.!/tl go- i" �- C-�D Your Community, USA Site I Trade Area Map rX era xw 'a• Prepared for Your Community, USA N W +E s iy q_� ti (a Your Community, USA O. Yinuu Orr" Tim! sae i Vi J r ShoDWnj Cancer ,�1 .n -lwiiw•m • i�pp- �- C-�D Your Community, USA Site I Trade Area Map rX era xw 'a• Prepared for Your Community, USA N W +E s iy q_� ti (a F'r' N CommunitylD VaL Site E Analysis Drive -Time Trade Area The map on the opposite page depicts the trade area for Site 1. The trade area consists of a 7 minute drive -time polygon, determined by Buxton's proprietary drive -time technology. Psychographics The psychographic profile of the households within a 7 minute drive -time of Site 1 is presented below. Trade Area Segmentation MA 1% 1UJ t 1 7 1 g g 11 t Igr1 RIIam It In an naxrury n Ill URN 11 c a Ito n a a*4*4UaelSl Qgllg>C It A agog a la NRa Dominant Segments A segment that represents at least 3 percent of a trade area is a dominant segment Following is a description of the dominant segments for Site 1. Dominant Se=ments Deuription Nottelelds % of All Norsebolds I OPPER CRUST 4,037 1113•/. 2 BLUE 61000 ESTATES 2,OF1 6.67'/, 3 MOVERS d SHAKERS 2,759 8.84'/, 6 WINNER'S QRtLF 1,342 430A 14 NEW EMPTP NESTS 1,789 5.73% is POOLS & PATIOS 2,547 S. i 61/. 17 BELTWAT BOMS 1,427 4.56% IS KIDS d all DE -SM 1,254 4.02`b 19 HOME SWEET HOME 2.285 7.32`ti 21 SRAM POWER 1,832 5.87% 22 YOUNG INELUENFIALS IJ61 4'6'A 3D SUBURBAN SPRAWL 1,737 5.56% 36 BLUE -CHIP BLUES 1,081 3.46'/. 39 DOMESiIf DUOS 1,254 4.02•/, Your Community, USA 4 g6g7 LA � CommunitylD Site I Analysis (continued) Retail Trade Potential The following table outlines the estimated dollar potential available in major retail categories by consumers located within the trade area for Site I: Te�ritl � ctirlrute.l DaUu,rr C on%mmer i ariabie - AlujOr intewurits i Available MOOMWAW from Home [I Care 'Apparel - -. marts & Recreation. tss Miscellanea -_ _ - -- [Education Automotive Health Care - - The following table presents the trade potential variables for Site 1: 5197,778,020 $23,502,280 534,779 $14,771,790 $46,378,M 78 $57.752.550 S57,360.510 Trade Potential Variables 33,050 2003 Estimated Household Count 2003 Number of Households in Dominant Segments 26.781 Traffic Count 31,400 Estimated Retail Potential $ f,729,806,120 Your Community, USA 5 q6 4, J 71 CammunitylD Brief Segment Descriptions Myr i WaLial UPPER CRUST — The nation's most exclusive address, Upper Crust is the wealthiest lifestyle in America --a haven for empty - nesting couples over 55 years old. No segment has a higher cwwermation of residents earning over $200,000 a year or possessing a postgraduate degree, and none has a more opulent standard of living. 4 2 BLUE BLOOD ESTATES — Blue Blood Estates is a family portrait of suburban wealth, a place of million- dollar homes and manicured lawns, high -end cars and exclusive private clubs. The ration's second - wealthiest tifie style, it is characterized by married couples with children, college degrees, a sign"d'iant percentage of Asian Americans and six- 19 figure incomes earned by business executives. managers and professionals. 3 MOVERS & SHAKERS — Movers & Shakers is home to America`s up- and -coming business class: a wealthy suburban world of dual4ncome couples who are highly educated, typically between the ages of 35 and 54, often with children. Given its high percentage of pcecutives and white -cogar professionals, there is a decided business bent to this segment: Movers & Shakers rank number one for owning a small business and having a home office. 4 YOUNG DIGERATI — Young Digerati are the nation's tech -savvy singles and couples living in fashionable neighborhoods on the urban fringe. Affluent, highly educated and ethnically mixed, Young Digerati communities are typically filled with trendy apartments and condos. fitness clubs and clothing boutiques, casual restaurants and all types of bars --from juice to coffee to microbrew. IN Ll 14 Your Community. USA IN q�e 5 COUNTRY SQUIRES — The wealthiest residents in exurban America live in Country Squires, an oasis for affluent Baby Boomers who have fled the city for the charms of small-town living. In their bucolic communities noted for their recently built homes on sprawling properties, the families of executives live in six -figure comfort Country Squires enjoy country club sports'like golf, tennis and swimming as well as skiing, boating and biking. 6 WINNER'S CIRCLE — Among the wealthy suburban lifestyles, Winner's Circle is the youngest, a collection of mostly 25- to 34- year -old couples with large families in new- money subdivisions. Surrounding their homes are the signs of upscale living: eci Tonal parks. golf courses and upstate malls. With a median income of nearly $90,000, Winner's Circle residents are big spenders who like to travel, ski, go out to eat, shop at clothing boutiques and take in a show. IN Ll 14 Your Community. USA IN q�e L Retail Trade Potential Uw"s*-IL 7 - Mull Trade k" Due: I1117n*S Wwq Toub I" Sift 1 bwS*2 wdsae3 Food at Now $11$23$,640 $*9,!$1,990 $184,994.330 Food AM q ioen Now $197.77021 $212,462,170 $196025,151 Alcolaiic kyww $50,113,160 ;53,923,520 $49323.450 S Amg P►adrtts i Sesp* $23,SI2,10 $21179,3* $1ZIM14 Persoml Can Prodm Services $34,719.910 $3752ZHO $X%I i10 Day Can $14,771,790 $16,61S,70 $15127.910 Household Furl 8 Services $211,H 1,910 $313,217,570 $290,341.410 Nettie! EWM, $46,371.230 $49,$3$,900 546.314371 Apparel $171,951,260 $199,411,491 $115,119,924 Sports A Aeareation $S7.751,SS0 $65317,370 $60,521,071 %mbnew $124,441,310 $13$,049,100 $117,370,961 Ebelf" $57,360.510 $0,919,30 $60.264.320 Automotive $321,22,$50 $352,428,490 $33203,130 Had Cut $IS2,$47.690 $165,619260 $ISS,271610 TOTAL $1.729.1If IN $1.1!3,117,40 $I,757,5$Tm ECONOMIC ASSISTANCE COORDINATING COUNCIL MASSACHUSETTS OFFICE OF BUSINESS DEVELOPMENT" EXECUTIVE OFFICE OF HOUSING AND ECONOMIC DEVELOPMENT COMMONWEALTH OF MASSACHUSETTS 4 Economic Development Incentive Program (EDIP) 2011 Program Guidelines Issued by: Economic Assistance Coordinating Council Massachusetts Office of Business Development 10 Park Plaza, Suite 3730 Boston, Massachusetts 02116 Phone: (617) 973 -8538 Fax: (617) 973 -8538 ��Z These guidelines are issued by the Economic Assistance Coordinating Council pursuant to the authority granted under M.G.L 23A Section 3B. The guidelines are provided to the public and potential applicants for their information only, and are merely intended to provide illustrative guidance to the application process. The EACC reserves the right to amend, modify, or otherwise alter these guidelines as required, without notice. Applicants to the EDIP should refer to the application form, pertinent regulations and MOBD Regional Directors for further information. Nothing in these guidelines shall restrict the EACC's authority as granted by the EACC and EDIP legislation. L Program Description 2. Definitions 3. Eligible Projects 4. Application Process and Deadlines 5. Application Review 6. Award Process 7. Monitoring Process 8. MOBD Regional Contacts 9. Statutory and Regulatory References 10. Application Checklist 1/25/2011 � 3 L Pmgram Description• The Economic Development Incentive Program (EDIP) is a tax incentive program designed to foster full- time job creation and stimulate business growth throughout the Commonwealth. Participating companies may receive state and local tax incentives in exchange for full-time job creation, manufacturing job retention, and private investment commitments. As of January 1, 2010, the Economic Assistance Coordinating Council (EACC) may certify three categories of project for companies that generate substantial sales outside of the Commonwealth and are seeking the EDIP Investment Tax Credit (ITC): full-time job creation and investment projects within Economic Target Areas, projects with exceptional employment growth across the Commonwealth and finally, projects within gateway communities that sustain and grow manufacturing jobs. The EACC will also consider applications seeking the Abandoned Building Renovation Deduction and municipally supported local real estate tax incentive applications for projects that are not seeking an F.DIP- ITC. 2. Deainitions• Please refer to 402 CMR 203 for a more detailed list of definitions. Certified Project —The FACC considers applications by a business intending to develop or expand a project for designation as a "certified project," thereby allowing the business to benefit from the various tax relief programs made available by the EDIP. For information on how the length of the "certified project" may affect the vale of state tax benefits, please refer to the Massachusetts Department of Revenue (DOR) Directive 09-4 Effect that the Expiration of a Project's Certification Has on the Economic Opportunity Area Credit. Economic O000=y 14 Area or EOA - an area of the Commonwealth, located wholly within an Economic Target Area, which is designated as such by the EACC. In order for an economic development project to apply for state and / or local benefits as a Certified Expansion Project (EP), the proposed project must be located within an EOA. To obtain EOA designation, the municipality must identify appropriate locations for economic development and request the EACC to designate these targeted development areas within the ETA as EOAs. There are no limits to the number of EOAs that may be designated within an ETA. Since an area must be designated as both an ETA and an EOA before the benefits made available under the FMIP can be realized, municipalities may request simultaneous consideration of both i?TA and EOA applications by the EACC. Economic Target Area or ETA - an area of the Commonwealth designated as such by the F.ACC. More than 200 municipalities (or parts thereof) across the Commonwealth are members of Economic Target Areas as shown on the ETA map www.mass.ggv /dbd /edip To obtain ETA designation, the municipality must make a request to the EACC to designate the municipality as an ETA. This designation is based on income, unemployment, and other economic characteristics of the area, and may also be appropriate where the area contains certain special features, as identified in M.G.L c. 23A, § 3D and in 402 CMR 2.05. The number of ETAs that can exist at any one time in the Commonwealth is limited by state law, as set forth in M.G.L c 23A, 4 3E and in special acts of the Legislature. Please contact the appropriate MOBD Regional Director (See Section 8. MOBD Regional Contacts) to discuss the process for applying to become an ETA community. Exceptional Qppgm= Area — At the request of a non -ETA municipality, the Director of the Department of Business Development may designate certain areas of the Commonwealth as "presenting exceptional opportunities for increased economic development," thereby permitting the designation of a TIF Zone within 1/25/2011 4 b� `� such area, allowing for the municipality to negotiate local tax incentives with a proposed economic development project- Full-time F.Mk - an employee, as defined in 402 CMR 2.03: Employee who has been paid by an employer during its taxable year an amount equal to at least the maximum amount of "wages" with respect to which an employer is required to make contributions under M.G.L. c. 151A, § 14. Gala= ality — a municipality with a population greater than 35,000, a median household income below the Commonwealth's average and educational attainment rates that are below the Commonwealth's average, as measured by the most recent American Community Survey (ACb) of the U.S. Bureau of the Census. — the process of substantially transforming raw or finished materials by hand or machinery, and through human skill and knowledge, into a product possessing a new name, nature and adapted to a new use. In determining whether a process constitutes manufacturing, the EACC will examine the facts and circumstances of each case. Substantial Sales Outside of the Commonwealth — on an annual basis, at least 25 %, of an otherwise reasonable percentage as determined by the EACC, of a controlling business's products or services generated at the facility are sold in the regular course of the controlling business's trade or business to customers located outside of the Commonwealth; provided that, with respect to a facility that serves principally as a corporate headquarters or as a regional administrative office for the controlling business, the above threshold shall be deemed satisfied if at least 25 %, or an otherwise reasonable percentage as detemined by the EACC, of the controlling business's products or services, wherever generated, are sold in the regular course of the controlling business's trade or business to customers located outside of the Commonwealth. Middle Tier Community — a municipality with a median household income below the Commonwealth's average and educational attainment rates that are below the Commonwealth's average, as measured by the most recent American Community Survey (ACS) of the U.S. Bureau of the Census. The EACC may certify three categories of project for expanding companies that generate substantial sales outside of the Commonwealth, are retaining and / or creating full-time permanent jobs and are seeking the EDIP Investment Tax Credit (ITC). In consultation with MOBD, the FACC will determine a project's appropriate category. Certified Expansion Project: A full-time job creation and investment project within an Economic Target Area. Enhamed Expansion Project: A project with exceptional employment growth of 100 new full -time jobs or more, anywhere in the Commonwealth. Manufacturing Retention Project A project within a gateway community that creates at least 25 new full -time manufacturing jobs and /or retains at least 50 full - time manufacturing jobs. Certified F.xnansion Project ( In return for full-time job creation and private investment commitments, the EACC may certify Expansion Projects (EP) within Economic Target Area communities and award up to a 109/6 EDIP- Investment Tax 1/25/2011 9bJ S Credit (ITC) to support the project. EP are most similar to those EDIP Projects certified prior to January 1, 2010, however EP must have substantial sales outside of the Commonwealth. A municipally driven, three -stage process is required for an EP (the East two stages may have been completed ahead of the project application): • The city or town must be an ETA community, • The proposed project location must be within an FOA, and • The project must receive municipal approval of local tax incentives (either Tax Increment Financing (TIF) or a Special Tax Assessment (S'I'A)) and municipal approval of the Certified EP prior to being considered by the EACC. Enhanced Expansion Project =: The EACC may certify Enhanced Expansion Projects (N-EP) that will create at least 100 new full-time, permanent jobs in the Commonwealth within two years of receiving an EDIP -ITC incentive and be retained for at least 5 years. EEP that will strengthen the Massachusetts economy and contribute to the Commonwealth's fiscal health may be considered for an EDIP -ITC incentive of up to 109/6 eligible capital investment The project may also seek local tax incentives if proposed in an Fl A community or if a non- ETA community supports an Exceptional Opportunity. Umn" " Retention Pro= Q=b The EACC may certify Manufacturing Retention Projects (MRP) that will create at least 25 new manufacturing jobs and / or maintain at least 50 full -time, permanent manufacturing jobs for at least 5 years in a gateway community. The project must receive municipal approval of the MRP prior to being considered by the EACC and may also seek local tax incentives from the city or town. Other Projects: The EACC may also approve applications that can provide the following incentives for projects not necessarily seeking an investment tax credit: • Abandoned Building Renovation Deduction: A corporate excise deduction or a personal income tax deduction equal to 10% of the cost of renovating an abandoned building, defined as being at least 75% vacant for 24 months or more, within an EOA. • Local Tax Incentives: A municipally supported project seeking the real property tax benefits available under a tax increment financing plan and the tax exemption for personal property situated at a parcel receiving a tax increment financing exemption; or, as an alternative, a special real property tax assessment schedule. 4. Application Process and Deadlines Potential certified project applicants must work with their MOBD Regional Director (see Section 8. MOBD Regional Contacts) from the earliest point possible to discuss project parameters and eligibility for consideration under the Economic Development Incentive Program. Important elements in the application process, for companies, include: i. Participate in an introductory meeting with the MOBD Regional Director. ii. Work with the MOBD Regional Director to introduce the project to the municipality and ultimately seek local approvals, where necessary. iii. Send a "Letter of Intent" to the municipality, and copied to the MOBD Regional Director, in which the proposed project will be located indicating an interest in applying to the Economic Development Incentive Program and providing pertinent project details. 1/25/2011 qb O iv. Complete and return the EDIP Preliminary Application by the published deadline. Please provide an electronic copy to the MOBD Regional Director and send an original hard copy: Atm-. Brenda Reynolds, EDIP Project Manager, MOBD, 10 Park Plaza, Suite 3730, Boston, MA 02116. v. Following review and upon the invitation of the MOBD Regional Director, complete and return the EDIP Supplementary Application. The Supplementary Application requires the submission of supportive data, analyses and a definitive project timeline. Please provide an electronic copy to the MOBD Regional Director and send an original hard copy: Attn: Brenda Reynolds, EDIP Project Manager, MOBD, 10 Park Plaza, Suite 3730, Boston, MA 02116. vi. If applicable, submit local approvals and agreements (per Section 10. Application Checklist) to the MOBD Regional Director. All application materials must be submitted prior to published deadlines and incomplete applications will not be considered. vii Upon invitation, attend a meeting of the Economic Assistance Coordinating Council to present project details and request project certification. The EACC plans to meet on a quarterly basis. Please check with your MOBD Regional Director for the deadline to submit application materials. The EACC reserves the right to seek additional information from applicants and to defer project consideration. S. explication Review: The HACC will consider project certification and make EDIP -ITC awards based on the merits of individual projects and will take into consideration the jobs impact, project location, industry and resulting economic activity. Support of sustainable manufacturing projects and investment within middle tier or gateway communities are key program objectives. Please work with your MOBD Regional Director (See Section 8. MOBD Regional Contacts) to better understand the range of ITC award that might be available. Please note that when other state incentives are available to the project (including, but not limited to the Manufacturing / Research & Development 3% Investment Tax Credit or the Life Sciences Investment Tax Credit), the EACC will take any resulting benefits into consideration during its review. 6. Award Pracess: Unless the EACC determines that additional information is required, then the EACC will generally make decisions on project certification during their scheduled meetings. Projects will receive written notification of the CDIP -ITC award after the EACC: meeting, usually within 48 hours. The award will include a timeline for taking the EDIP -ITC in specific tax years. If awardees are unable to take the F ,DIP -ITC according to the agreed timeline then the EACC will try to accommodate the changed project timeline, however reserves the right to rescind the F.DIP -ITC award. 7. Monilgdn Process: At the end of each year, certified projects are required to submit a report to the EACC and to the municipality in which the project is located. The annual reporting form will be posted at wwv.mass.eov /dbd /cdip or may be provided by other means, upon request. The EACC reviews each project for compliance with job and investment goals, per MGI. Ch. 23A and 402 CMR 2.00 and requires 1/25/2011 q b -0 confantatioa of the EDIP -ITC utilization schedule. Please note that failure to submit the annual report to the EACC is grounds for project decertification. S. MOBD Regional Contacts: Berkshires Mike Vedovelll, Regional Director Massachusem Office of Business Development 1350 Main Street, Suite 1110 Springfield, MA 01103 Phone: 413 -733 -5357 Fax: 413.755.1349 Email: MikeXedovelli(a )state.ma.us Central / North Central Rosemary Scrivens, Regional Director Massachusetts Office of Business Development 89 Shrewsbury Street, Suite 300 Worcester, MA 01604 Phone: ((508) 792 -7506 x128 Fax: ((508) 792 -7532 E -mail: Roseman .Scnvcnsraistate.ma.us Greater Boston Rich Pellagrini, Regional Director Massachusetts Office of Business Development 10 Pak Plaza, Suite 3730, Boston, MA 02116 Phone: 617- 973 -8537 Fax: 617 - 973 -8554 Email: Email: Rich.Pellagrini@state.ma.us Metro West Arthur Robert, Director Massachusetts Office of Business Development Innovation BuMag, Mass. Tech Collaborative 75 North Drive,Westborough, MA 01581 Phone:508 -439 -5685 Fax: 617 - 973 -8554 Email: Arthi.Robert%yst?tc.ma.us Northeast Peter Milano, Senior Regional Director Massachusetts Office of Business Development 29 South Canal Street, Suite 107 Lawrence, MA 01843 Phone: (978) 970 -1193 Fax: (978) 794 -1611 Email: Pcter_b ilano- sear&state.tm.us 1/25/2011 ass Pioneer Valley Mike Vedovelli, Regional Director Massachusetts Office of Business Development 1350 Main Street, Suite 1110 Springfield, MA 01103 Phone: 413 - 733 -5357 Fax: 413.755.1349 F.ttsail M+keXed ,'e.9�,...1,1iQ&wM eaLy1 Southeast/ Cape & islands Buddy Roche, Regional Director cLtassachusetts Office of Business Development 275 Martine Street, Suite 201 Fall River, MA 02723 Phone: (508) 730 -1438 Fas: (508) 730 -2702 Email Bud .Roch&Qstate.ma.us 9. Statutozy and Regulatory References Please refer to the following (non - inclusive) references: The EACC, ETAS, EOAs and Certified Projects: • MGL Chapter 23A: Section 3A -3F • Chapter 166 of the Acts of 2009 • Chapter 240 of the Acts of 2010 • 402 CMR 2.00 The EDIP- investment Tax Credit: • MGL Chapter 23A: Sections 3A -3F • MGL Chapter 63: Section 38N • MGL Chapter 63: Section 31A • 830 CMR 63.38 N.1 • Department of Revenue Informational Guideline Release No. 94-201 • Department Of Revenue Directive 09-4: Effect that the Expiration of a Project's Certification has on the Economic Opportunity Area Credit • Department of Revenue Technical Information Release (2010) Tax Increment Financing: • MGL Chapter 40: Section 59 • MGL Chapter 59: Section 5, Paragraph 51 1/25/2011 rA db5 • 760 CMR 22.00 Abandoned Building Renovation Deduction: • MGL Chapter 63: Section 380 Section 10. EDIP APPLICATION CHECKLIST (Please note, additional materials may be required) ❑ ETA APPLICATION (IF NOT PRFVIOUSLY APPROVED) WTIH SUBMISSION APPROVAL CERTIFIED ❑ I;OA APPI.ICA11ON (IF NOT PREVIOUSLY APPROVED) EXPANSION ❑ TIF OR S°TA PLAN & ZONE PROJECT (EP) ❑ CERTIFIED CITY COUNCIL / TOWN MEETING VOTE ❑ LET TER OF INTENT ❑ EDIP PRFI.IMINARY APPLICITION ❑ EDIP SUPPLEMENTAL APPLICATION & ATTACHMENTS ❑ SIGNED TIF OR STA AGREEMI -IT ❑ CERTIFIED CITY COUNCIL / TOWN MEETING VOTE APPROVING TIF AND APPROVING SUBMISSION OF CERTIFIED PROJECT TO EACC ENHANCED EXPANSION ❑ LETTER OF INTENT PROJECT (EEP) ❑ EDIP PRELL'4IINARY APPLICATION ❑ EDIP SUPPLE MENTAL APPLICATION & ATTACHMMNT MANUFACTURING RETENTION ❑ LFI -rER OF LNTENC PROJECT (MRP) ❑ EDIP PRELIMINARY APPLICATION ❑ EDIP SUPPLEMENTAL APPLICATION & ATTACHMENTS ❑ LOCAL APPROVAL OF NL-kNUFACTURING RETENTION PROJEC ' [Q10B CREATION AND WORKFORCE ANALYSIS SHEET ❑PAST 5 YEARS' EMPLOXWENT LEVELS (PERMANENT FULL - SUPPLEMENTAL TIME) ❑FACILnYS PROJECTED SALES REVENUE, IDENTIFYING APPLICATION OUTSIDE SALES CHECKLIST []PROJECT INVESTMENT ANALYSIS SIIEET AND PROJECT PLAN /TIMELINE ❑EVIDENCF OI; PROJECT FUNDING ❑MA DEPT. OF REVENUE CERTIFICATE OF GOOD STANDING ❑PENDING LITIGATION WITH COMMONWEALTH OR ITS AGENCIES (IF APPLICABLE) ❑ADHERFNCIi TO L'NIMIGRATTON AND NATIONALITY ACT ❑AFFIRMXIIVE ACTION / EQUAL OPPORTUNITY STATEMENT AUTHORIZATION TO SUBMIT APPLICATION ON BEFLILF OF BUSINI';SS 1/25 /2011 �D qb ❑ ETA APPLICATION (IF NOT PREVIOUSLY APPROVED) WITH SUBMISSION APPROVAL LOCAL TAX INCENTIVES ❑ EOA APPLICATION OF NOT PREVIOUSLY APPROVED) ❑ TIF OR S A PLAN & ZONE PROJECT ❑ CERTIFIED CITY COUNCIL / TOWN MEETING VOTE BLANK ❑ LOCAL INCENTIVES APPLICATION AND ATTACHME'N'IS ❑ SIGNED TIF OR STA AGREEMENT ❑ CERTIFIED CITY COUNCIL / TOWN MEETING VOTE APPROVING TIF AND APPROVING SUBMISSION TO EACC 1/25/2011 q�(P( Business Retention Surve The purpose of this survey is to learn more about companies in the City of Port Arthur and about ways the Port Arthur EDC and Chamber of Commerce can lest support our existing companies. In addition to learning information that will help in planning programs and services for area companies, your responses will enable us to identify ways in which we can support your specific company. This survey is being conducted as a part of an EDC business expansion and retention program. All Individual responses to this survey will be held in strict confidence. L Business Prorde Company Name: _ Contact Person: _ Address: Email: Product/ Service(s): NASIC code: Title: Phone: _ W ebsite• Number of Employees: Years at Location: Are you a member of the local Chamber of Commerce? des no Small & Disadvantaged Business Utilization - Check all that apply to your business. Large Business: Small Business: Women - Owned: Small Disadvantaged: Veteran - Owned Bus HUBzone Business 3 year sales average over $28.5 million 3 year sales average under $28.5 million 51% ownership 51 % ownership iness: 51% veteran ownership Vendor Type - Please select the type of vending you provide. Craft Contract Commodity Which of the following best describes your firm? Select one option. Port Arthur Headquarters Branch Operation Franchise Operation Port Arthur Sales Office How long has your firm been in business in Port Arthur? 0 -1 year 2 -3 years 4 -5 years 6 -10 years More than 10 years What markets does your company serve? (Indicate % of total sales in each market) Local Count State (outside of country) National (outside of stow) International (Total should equal 1000%) gt(O3 Do you currently provide any supplies or services to local industrial refineries? _ yes _ no Are total company sales _ increasing stable _ decreasing? M. Raw Materials/ Suopliers Consider your company's major materials. Which goods or services purchased from outside the area would you prefer to purchase locally if available at a comparable price? IV.. Personnel/ Labor Total Employees: % Union Union Name (s) What percentage of your labor force is: Skilled_ Semi - Skilled_ Unskilled Clerical_ Mgt._? What approximate percentage of your employees live within (miles) 0 -5 6715 16 +_ Current employment status: Hiring � Stable Downsizing What demand do you anticipate for additional work force during the next given years? 2004 2010 2011 2012 2013 Number of hourly skilled Number of hourly unskilled Number of clerical Number of supervisor/ technical Consider the following labor -skill classes, and circle the number that best represents your opinion of their availability for employment locally and the quality of basic skills possessed by new employees: 1 -Excellent 2 =Good 3-Average 4 =Poor 5 =No Opinion Skill Class Availability Quality of Skills Professional/ Management 1 2 3 4 5 1 2 3 4 5 Skilled 1 2 3 4 5 1 2 3 4 5 Semi - Skilled 1 2 3 4 5 1 2 3 4 5 Unskilled 1 2 3 4 5 1 2 3 4 5 Clerical 1 2 3 4 5 1 2 3 4 5 Other _ 1 2 3 4 5 1 2 3 4 5 V. Availability If recruiting personnel is difficult; what factors contribute to these difficulties? (Check all that apply) Labor supply shortage Skills not adequate Lack of public transportation Affordable housing Available Housing other (explain) How do you recruit labor? Newspapers _, Workforce Temp Agencies _ Word of Mouth _ other (explain) What other labor difficulties, if any, have you experienced (turnover, productivity, union activity, etc ?) g6(tl VI.Ouality of Skills Skill needs not met: Has your company participated in any stato-sponsored job training programs (i.e., OTT, WIA, etc.)? Results: Have you worked with any of the following to provide customized training for your employees? (Check all that apply) _ Lamar University _ Lamar State College — Port Arthur _ WIA ABC Training Would you be interested in job training programs designed to meet your needs? yes no If yes, what specific types of training? VII. Community Services/ Assistance Please rate the following community resources according to their quality and cost, circling the response which best matches your opinion: 1= Excellent 2-Good 3= Average 4--Poor 5 =No pinion Utilities Water Sewer Electric Gas Telecommunications Transportation Rail Air Public Transportation Truck Barge/ Intermodal Community Services Health Care Entertainment/ Recreation Education (K — 12) High Education (College, etc.) Police Protection Fire Protection Paramedic/ EMT Service Streets & Highways Other Comments: VIII. Business Activity/ Business Climate Service Quality Cost Rut" 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 Please list or describe the greatest advantages of operating your business in Port Arthur. Please list the greatest disadvantages of operating your business in Port Arthur. 4(05" Who recommendation do you have for improving the business climate or quality of life in Port Arthur? Does your company plan to establish new or expanded operation outside of Port Arthur? If yes, when/ why? In which of the following areas has your company expanded in the past year? (Check all that apply) _ Plant/ Facility Approx Investment S _ Equipment Approx Investment $ _ Employment Approx Investment $ In which of the following areas do you anticipate growth in the next year? (Check all that apply) _ Plant/ Facility Approx Investment $ Equipment Approx Investment S _ Employment Approx Investment S Are you planning an expansion or new facilities within the next five years? Ifyes, Please explain: DL Business Assistance Is your company currently challenged by any of the following issues? (Check all that apply) _Utilities _Physical Space _Vandalism _Capital financing _Labor _Transportation _Safety _Taxes Production Process _Govt. Regulation Business Mgmt. _Drainage _Marketing _Environmental Issues _Other (specify) Please describe the most critical issue currently facing your company: X. How can the Port Arthur Economic DevelQl2ment Corporation (EDQ and The Greater Port Arthur Chamber of Commerce Help? Are there any specific challenges your company is facing which we can assist in resolving? Are there any additional industry or other support service that you feel are needed in Port Arthur? V � What else can we do to enhance your company's effectiveness or profitability in the Port Arthur area? Would you like any information regarding any of the programs listed below? (Check all that apply) _Federal Financing Programs _Worker Training Programs _State Financing Programs ^Industrial Revenue Bonds _Local Financing Programs _Technical Assistance Other: Thank you for completing our survey. Your assistance in this project is critical as we develop new programs to help make your company successful. A member of the EDC or Chamber of Commerce staff will visit your office in the near future to discuss the results of the survey with you and to obtain any additional input you may wish to provide. In the meantime, if you have any questions, please contact either office by telephone or email. Port Arthur EDC ( 409) %3 -0579, fbatlsteQpaedc org. Greater Port Arthur Chamber of Commerce (409) %3 -1107, portarthurchamberftortarthurtexas com qb &-7 REQUEST FOR PROPOSALS TANNER STREET DISTRICT MARKET RESEARCH RFP 11 -53 LOWELL, MASSACHUSETTS DUE: 1:00 PM WEDNESDAY, JUNE 1, 2011 CITY OF LOWELL, MASSACHUSETTS OFFICE OF THE CITY MANAGER DEPARTMENT OF PLANNING AND DEVELOPMENT 50 ARCAND DRIVE, 2ND FLOOR J.F.K. CIVIC CENTER LOWELL, MASSACHUSETTS 01852 978 -446 -7200 City of Lowell — Tanner Street District Market Research RFP H -53 — Page 1 `1 b lo 61 1.0 PURPOSE AND INTENT 1.1 Overview The City of Lowell (City) is soliciting proposals for the study of market conditions and the redevelopment potential of the Tanner Street industrial and commercial district ("District"). This study will support the City in completing a Brownfields area -wide planning study focused on economic development and environmental remediation strategies for the District in Lowell, MA. This study is being funded with a Brownfields Area -Wide Planning Grant from the U.S. Environmental Protection Agency (EPA). The Brownfields area -wide planning study will be completed by others and will build upon past planning efforts completed in the neighborhood by the City over the past 10 years known as the Tanner Street Initiative. The area -wide plan will focus on establishing a collective vision for the district in an effort to significantly improve the overall environmental health economics, job opportunities, and quality of life within the neighborhood. The plan will also incorporate an analysis of market trends and economic feasibility into the plan development, to be completed by the successful Consultant of this RFP, to ensure the proposed outcomes and action steps are executable in today's economic climate. The City is seeking a "Consultant" who can provide advice to the Department of Planning and Development staff and its Tanner Street District planning consultant throughout the Tanner Street District planning process. Broad topics of study will include, but may not be limited to, the following: • Definition of potential and likely markets for industrial and commercial development in the Tanner Street District • Recommendations for how to target these markets effectively • Identification of industrial and commercial sectors that should be targeted • Absorption rates for proposed development The materials and data collected and presented by the consultant will assist the DPD staff in targeting recruitment efforts at various stages of the project, shaping project directives and parameters, and in evaluating proposals and other submittals and claims made by partners and potential partners during the various phases of the project. The study will include the following tasks that are more completely outlined in section 4.0 Scope of Work below. • Task I: Market Study. • Task II: Consultation During Public Planning Process Should further response actions be required the City reserves the right to retain the selected consultantfor additional services beyond the original Scope of Work 1.2 District Information & History City of Lowell — Tanner Street District Market Research RFP 11 -53 — Page 2 I (7 The Tanner Street District is a unique area of Lowell that blends heavy industry with residential uses over approximately 125 acres of land in Lowell's Sacred Heart neighborhood. Much. of the area is zoned for industrial use, with commercial and residential use permitted along its periphery. As currently defined, the area includes properties along both sides of Tanner Street, from Howard to Plain Streets, and is bound by the River Meadow Brook and Lowell Connector Highway to the west and the Boston and Maine Railroad/MBTA tracks and Lincoln Street to the east. With direct access to the Lowell Connector Highway and located within close proximity to the Gallagher Terminal, Lowell's public transit hub, the Tanner Street District is uniquely positioned to transform itself into an innovative technology industry corridor within a dense urban setting. The heavily underutilized River Meadow Brook, running along the western edge of the district, provides a great opportunity for public recreational use, such as with a district -wide multi -use path connecting to Lowell's larger pathway system. The potential to establish Tanner Street as a transit- oriented neighborhood for both industrial and residential uses through the targeted redevelopment of underutilized properties is highly innovative and unique. Contained in the Tanner Street District are several known brownfields sites and one known National Priorities List (Superfund) site, the Silresim Chemical Corp. site. Groundwater contamination from the Silresim Chemical Corp. site is said to extend to nearly 16 acres of property in the Tanner Street area. Soil Contamination extends for nearly 7 acres. With a minority population estimated at roughly 30 %, the Tanner Street District has similar demographic statistics to that of Lowell as a whole according to the 2000 U.S. Census (Census Tract 3122). According to the 2000 U.S. Census: • Over 30% of all households in the District are female only householders (17.5% city -wide) 27% of the population in the District over 25 years old has less than a high school diploma • 57.8% of Lowell residents earned less than 80% of the area median income (similar within the Tanner Street District) • Median household income for the District is $43,144 • 35% of residents and close to 20% of families within the District live below poverty level • 46% of housing units are more than 60 years old within the District • 45% of all units are rental units within the District 2.0 GENERAL TERMS AND CONDITIONS The following are the terms and conditions of the RFP. 2.1 Prospective Consultant's Qualifications City of Lowell — Tanner Street District Market Research RFP I 1 -53 —Page 3 —1 0 1 The prospective consultant replying to the RFP shall be or represent a firm, company or corporation possessing experience and expertise in similar economic development and market research studies and the standards thereof. Proposals will be accepted from firms licensed by Massachusetts Professional Boards, where applicable. Such individuals, firms, companies, or corporations shall employ or have close association with licensed or professional personnel such as would be necessitated for the completion of all aspects of the scope of work outlined in this RFP. 2.2 Conflict of Interest If a prospective consultant feels that the potential for a conflict of interest exists, he /she shall document the facts and submit it for evaluation by the City of Lowell with the proposal. 23 Project Manager & Point of Contact James Errickson, Urban Renewal Project Manager, shall act as liaison between the Consultant and the City. Upon award, all correspondence with the Project Manager shall be directed to James Errickson, Urban Renewal Project Manager, Department of Planning and Development, JFK Civic Center, 50 Arcand Drive, 2"d Floor, Lowell, MA 01852; phone: 978 -446 -7200; fax: 978 - 970 -4262; email: jerrickson @lowellma.gov. 2.4 Questions When completing proposals, all inquiries and correspondence shall be directed to P. Michael Vaughn, Chief Procurement Officer, Purchasing Department, City Hall, 375 Merrimack Street, 3`d Floor, Lowell, MA 01852; phone: 978 - 970 -4110; fax 978 -970- 4114; email: pmvaughn@lowellma.gov. Questions will be accepted during the hours of 9 :00 a.m. to 5:00 p.m., Monday through Friday. Questions must be submitted in writing via mail, fax, or email no later than 4:00pm, Friday May 20, 2011. Answers will be provided to all prospective Consultants who retain a copy of the RFP directly from the City. The City shall bear no responsibility or liability due to copies of answers lost in mailing or not delivered to a prospective consultant due to unforeseen circumstances. The City shall bear no responsibility on answers to consultants who acquire the RFP without providing contact information to the Purchasing Department. 3.0 CONTRACT AND PROPOSAL INFORMATION 3.1 Proposal Preparation Prospective consultants are to follow the instructions contained in Section 5.0 of this document when preparing and submitting their response to the RFP. 3.2 Economy of Preparation City of Lowell — Tanner Street District Market Research RFP 11 -53 — Page 4 Z Proposals should be prepared simply, and provide a straightforward description of the prospective consultant's ability to satisfy the requirements of the RFP. Emphasis should be placed on completeness and clarity of contents. 33 Cost Liability The City of Lowell assumes no responsibility and no liability for costs incurred relevant to the RFP by prospective consultants prior to issuance of a contract. 3.4 Revisions to the Request for Proposal In the event it becomes necessary to revise any part of this RFP, revisions will be provided to all who received the RFP. The City of Lowell shall bear no responsibility or liability due to copies of revisions lost in mailing or not delivered to a prospective consultant due to unforeseen circumstances. 3.5 Proposal Submission When submitted, proposals are to follow Section 4.0, Scope of Work, including the outline. The outline shall include the fees (net estimated cost) for all work performed under the terms of the RFP, broken down by the projects outlined herein. Fees for each project, and phases for each project if necessary, must be itemized separately as described in the RFP. 3.6 Pre- Proposal Informational Meeting & Site Visit Not Applicable. 3.7 Response Date In order to be considered for selection, signed proposals must be submitted to P. Michael Vaughn, Chief Procurement Officer, City of Lowell, Purchasing Department, City Hall, 375 Merrimack Street, 3`d Floor, Lowell, MA, 01852 no later than Wednesday, June 1, 2011 at 1:00 PM (Eastern Standard Time). Prospective consultant(s) should allow for normal mail delivery time to ensure timely receipt of their proposals by the City of Lowell. Any proposal delivered to the Purchasing Department later than Wednesday, June 1, 2011 at 1:00 PM will not be considered for this RFP. 3.8 Distribution of Proposals In order to be considered for selection, prospective consultants should submit a complete response to the RFP. One original and four (4) copies of each proposal must be submitted. The prospective consultant shall make no other distribution of the proposals. Submitted proposals become the property of the City of Lowell. THE COST PROPOSAL MUST BE IN A SEPARATE, SEALED ENVELOPE. The City will only accept proposals from consultants who have obtained a copy of this RFP directly from the City. 3.9 Selection of Proposals The City of Lowell shall award a professional consulting contract to the responsible prospective consultant whose proposal conforms to the Request for Proposal (RFP), is City of Lowell — Tanner Street District Market Research RFP 11 -53 - Page 5 vl L ? 3 most advantageous to the City of Lowell, and meets the requirements as stated in Section 5.0. After the proposed consulting fee and all other factors are considered, the City will select a consultant within the time frame indicated in Section 6.0: RFP Schedule. A Selection Committee appointed by the City Manager and Department of Planning and Development will evaluate all proposals according to the Guidelines for Proposal Evaluation enclosed as Appendix A. Three (3) to five (5) consultants may be asked to attend an interview with the committee for further evaluation. Following completion of all interviews the committee will select the most advantageous consultant. The selected consultant will be required to sign a contract with the City of Lowell in which he/she accepts responsibility for the performance of services as stated in his/her proposal and be prepared to commence work immediately upon execution of the signed contract and receipt of a Notice to Proceed. 3.10 Acceptance of Proposal Content The contents of the proposal of the successful consultant and this RFP, in its entirety, shall form the base of any contract that is awarded. 3.11 Successful Consultant Responsibilities The successful consultant will be required to assume sole responsibility for the complete project as required by this RFP. The City of Lowell will consider the successful consultant to be the sole point of contact with regard to contractual matters, whether or not subcontractors are used by the successful consultant for one or more parts of this project. During the project's contract, the selected Consultant will attend all required job progress meetings with the City without additional compensation. These meetings may occur approximately two (2) times per month, or more if deemed necessary. Additional day, night and weekend meetings with the public may be necessary to complete outreach, present findings, and/or establish a collective vision for the District as necessary. 3.12 Subcontracting Subcontracting will be allowed for tasks required by this RFP. Any intent to subcontract on the part of the prospective consultant must be specifically described in the proposal package. The lack of identification of the subcontracted tasks in the proposal could disqualify the prospective consultant from further consideration. The City of Lowell reserves the right to approve the use of all subcontractors. If subcontracting is planned, submit details on the firm(s), name(s), location(s), contact person(s), phone number(s), names of responsible operating officer(s), and evidence of any required insurance, permits, and licensing/authorization of proposal documents. 3.13 Assignment The successful consultant is prohibited from assigning, transferring, conveying, subletting, or otherwise disposing of this agreement or its rights, title or interest therein or City of Lowell — Tanner Street District Market Research RFP 11 -53 — Page 6 Llb? Y its power to execute such agreement to any other person, company or corporation without prior written consent and approval by the City of Lowell. 3.14 Price Change All prices shall be firm and not subject to increase during the period of this contract, except upon written consent and approval by the City of Lowell. 3.15 Ownership of Material All rights, titles to and ownership of all data, material, and documentation resulting from this project and/or prepared for the City pursuant to this contract shall remain exclusively with the City. The prospective consultant shall be paid for all service as will be specified in the contract. 3.16 Access to Records In addition to terms stated elsewhere in the RFP, the City of Lowell or any of its duly authorized representatives shall have access, upon demand, to any books, documents, papers and records of the successful Consultant which are directly pertinent to this contract, for the purposes of making audit examinations, excerpts, and transcriptions. The successful Consultant shall insert identical rights of access for these parties into any subcontractor agreement the successful Consultant enters into under this contract. This right shall be reserved by the City of Lowell for the term of the contract and for three (3) years from the date of final payment. 3.17 Compliance with Federal, State, and Local Laws A contract between the City and the Consultant will be subject to and be in accordance with all Federal, State and Local laws as may be applicable. The Consultant, in designing the workplan, must take into account compliance with all applicable regulations. Consultants are advised to review all applicable Federal, State and Local regulations prior to submitting a proposal. 4.0 SCOPE OF WORK The City of Lowell will accept proposals from consulting firms interested in assisting the City of Lowell in completing the tasks outlined in this RFP. The City of Lowell is prepared to enter into Contractual Agreements for specific assistance as described below. 4.1 Work Plan Final review and approval by the Department of Planning & Development of detailed description of work submitted by consultant in the RFP will take place before execution of contract. 4.2 Documents Upon approval of the work plan, the study submitted must include but is not limited to the following: City of Lowell — Tanner Street District Market Research RFP 11 -53 — Page 7 S �f b? Task I.• Market Study • Describe in detail the characteristics of the strongest potential target market(s) for both industrial and commercial development in the District. • Identify features, amenities, and components of the District that will best meet the demand and interests of this market — e.g. industrial/land use types, site/area-wide utility infrastructure, commercial types, appropriate physical amenities, site access and design, etc. • Identify and provide an analysis of features, amenities, and components of the District that need significant investment or updating to best meet the demand and interest of this market — e.g. public infrastructure improvements, site access improvements and design, parcel assemblage to support economically viable redevelopment sites, etc. • Identify how the potential market(s) relate to those being met by similar industrial and commercial districts within the Greater Boston Region and recommend how to position the District to compete with these other districts in securing industrial and commercial tenants, investors, and property owners. • Provide direction as the realistic range of balances between industrial and commercial development that may be viable within the district. • Project realistic absorption rates for both industrial and commercial square footage. • Provide a summary of the relevant findings of Task I in a format that can be included in a Tanner Street District planning document to be completed by others. • Recommend outreach and marketing techniques/venues that can help the City reach potential future industrial and commercial businesseshenants/property owners for the district. • Provide a summary of the relevant findings of Task I in a format that can be included in materials designed to support the recruitment of site developers (if required) and industrial and/or commercial tenants. • Recommend outreach and marketing techniques/venues that can help the City and current/future property owners recruit site developers (if required) and industrial and/or commercial tenants. • Review draft project designs and comment on their viability and effectiveness at addressing the issues and factors identified in Task I as key to the successful marketing of the project to meet the demands and interests of the target market segments. • Recommend outreach and marketing techniques /venues that can help the City and its private development partners market the District to potential industrial and commercial users. NOTE: Contract does not include the production of marketing materials specifically. Only recommendations on outreach and marketing techniques/venues are requested. Task 11: Consulting During Public Planning Process • Advise City officials and their District planning consultants regarding proposed redevelopments, infrastructure improvements, and other plans that formulate from the public planning process to inform a collective future vision for the District. City of Lowell — Tanner Street District Market Research RFP 11 -53 — Page 8 y � 7 / 40 • Advise City officials regarding claims made by existing/potential property owners, site developers and commercial tenants regarding the redevelopment potential of the District and their recommended approaches. NOTE: As stated above in Section 1, the City is seeking a market research consultant to complete an analysis of market trends and economic feasibility for the Tanner Street District. This work will be incorporated into and inform the Brownfields area -wide plan being completed for the district to ensure the proposed outcomes and action steps of the plan are executable in today's economic climate. This area -wide plan, being completed concurrently to this contract by others, will focus on establishing a collective vision for the district in an effort to significantly improve the overall environmental health economics, job opportunities, and quality of life within the neighborhood. 43 Progress Reports Appropriate reports should be submitted for review and approval at the conclusion of each task. 4.4 Resources Available The following resources are available online to assist with preparing a response to this RFP: • htttr / /www.loweflma.gov /dots/dp4/ services /econdev/brownfield/tanner • h=:// www. lowellma.¢ oy/ depts/ dpd/services/econdev/brownfield • http: / /www.mass.gov/DHCD • httt)://www.epa.gov/brownfields/areawide ¢rants htm 5.0 PROPOSAL REQUIREMENTS The City of Lowell requires that each consultant follow the guidelines for proposal format and content so that the evaluation and selection process can occur in an orderly, timely and equitable manner. 5.1 Content The proposal must contain a detailed description of how the consultant proposes to carry out the requirements set forth in the RFP, including a schedule for the completion of each project/task. The information submitted must include, but should not necessarily be limited to, the following items: TANNER STREET DISTRICT MARKET RESEARCH A. Cover Letter Provide a narrative which introduces the firm and team; highlight the specific strengths of the firm to perform the work requested in this RFP. The letter should be signed by an authorized officer of the firm, binding the firm to all comments made in the proposal. Include a primary contact person for the proposal. City of Lowell — Tanner Street District Market Research RFP 11 -53 — Page 9 1 y B. Qualifications and Experience Provide a narrative describing the history, experience and qualifications of your firm and any proposed subcontractors to perform the Scope of Work. Please include the following: • A list of other similar projects your firm has undertaken. • A list of three (3) to five (5) recent client references, including contact person and phone number. For any project reference provided to demonstrate the Consultant's qualifications, the year(s) in which the work was performed must be provided, and, if applicable, which members of your project team were involved should be noted. C. Project Organization, Personnel, and Staffing Provide a brief description of all key personnel and technical staff (vendors, partners, subcontractors) to be involved and their relationship to the services to be provided Additionally, please include the following for all personnel that will work as part of the project team: • Names, titles, licenses, certificates, fields of expertise, and relevant state and local area experience • Identify the Principal -in- Charge for the project • Complete resumes as part of an appendix to the proposal • A project organization chart which depicts the organization of the project team, including reporting relationships D. Approach to Scope of Work Provide a narrative for each major task under the Scope of Work in Section 4.1 which clearly displays that the Consultant understands the project requirements and outlines a logical technical approach to performing the work. The narrative should outline the major tasks, subtasks and work to be conducted, display the type of results and deliverables expected from each major task, and identify appropriate assumptions and considerations that could impact the scope and timeline for completing each task. The City is seeking creative, proven approaches to complete the project as proposed. E. Plan of Services/Timeline A Plan of Services describing the specific method for completing the scope of work within the established deadline must be provided. The Plan of Services must include at minimum: • a description of the tasks to be performed by the consultant • the number of man -hours and other resources required to complete each task • the expected time to complete each task and sub task City of Lowell — Tanner Street District Market Research RFP 11 -53 —Page 10 u-6 � rr The Plan should also include time schedules, personnel assignments, and other information as necessary to demonstrate the consultant's ability to complete the project on time, specifically highlighting target dates for all proposed milestones. The Plan should outline the assignment of specified personnel with the required skills for each step to be completed, identifying each individual's responsibility(ies), including a statement noting the percentage of his/her time that will be devoted to this project and a complete resume. F. Anticipated City Resources List all resources, personnel data, or other assistance which the Consultant expects and/or requires from the City in order to complete each task in the work place during the planned time period. G. Financial Ability Provide specific information documenting the Consultant's financial stability and ability to complete all services. H. Company Background A company background statement to include: 1. Firm name; 2. Addresses and telephone numbers of all the firm's offices involved on this Project; 3. Structure of firm, i.e., sole proprietorship, partnership, corporation; 4. Size of firm; 5. Years firm has been in business; 6. Current financial statement and balance sheet; 7. Names of principals in firm; S. Educational and experiential background of principals and those who will be working on the project; 9. Names of those in the firm who will be working on the project and copies of their licenses, registrations or certifications; 10. Name of owners of similar projects who can be contacted as references; 11. Listing of contracts currently under contract; 12. Listing of any actions taken by any regulatory agency or litigation involving the firm or its agents or employees with respect to any work performed; 13. All insurance's that the firm has that would be applicable to the work, and; 14. An explanation of how the firm provides quality control in each phase of the project. An Affirmative Action/Non- Discrimination Plan/Statement J. Certificate of Non - Collusion and Certification of Tax Compliance Respondents to the Request for Proposals must submit a Certificate of Non - Collusion and a Certification of Tax Compliance. City of Lowell— Tanner Street District Market Research RFP 11 -53 — Page 11 ub77 TANNER STREET DISTRICT MARKET RESEARCH The City seeks proposals that demonstrate maximum value, innovation, effectiveness and total work performed. The cost proposal should be separate from the aualifications proposal. and sealed. A. Fee The City will award the contract based on a fixed price. The fee shall include all reimbursable expenses. The proposal shall include the rate schedule(s) and estimated hours of work for all personnel working on the project. The estimated fee for this project is $40,000. B. Hourly Billing Rate Sheet For work necessarily performed on a time and expenses basis, please provide an hourly billing rate sheet which includes all personnel anticipated to be involved on the project. 5.2 General Proposal Appearance The name of the consultant and title of the project must appear on the outside front cover of each binder. Each page of the proposal must be numbered consecutively from the beginning of the proposal through all appended material. 6.0 RFP SCHEDULE RFPs Available Tuesday, May 10, 2011 Deadline for Questions Friday, May 20, 2011 Proposals Due Wednesday, June 1, 2011 Distribute Proposals to Review Committee Early June 2011 Potential Interviews Early June 2011 Selection & Recommendation June 2011 City of Lowell — Tanner Street District Market Research RFP 11 -53 —Page 12 q bg6 Appendix A GUIDELINES FOR PROPOSAL EVALUATION The review cnmmittee will evaluate nronosals according to the Criteria outlined below. City of Lowell — Tanner Street District Market Research RFP 11 -53 —Page 13 t G t Highly Advantageous Advantageous Not Advantageous L Plan of Services Proposal includes a Proposal includes a Proposal is not Ratings will be based on detailed, logical, and credible scheme for sufficiently detailed to the project approach and highly efficient scheme addressing all of the fully evaluate, or does schedule. Particular for addressing all of required issues, not contain components attention will be given to the required issues and necessary to address all the methods by which the proposes to use a the required issues. candidate plans to complete methodology that has all items in the Scope of proven effective in Work. defining market conditions for urban redevelopment sites. LL General Qualifications of Candidate has Candidate has Candidate has Firm successfully completed completed projects experienced difficulty in Particular attention will be multiple large and successfully and completing projects paid to evidence of small scale projects timely. successfully. successful past and has a proven track performance. record for completing projects on time. within budget, and on schedule. M. Personnel & Resources At least one individual At least one None of the project staff to be Utilized from the proposed individual from the has substantially Rating will be based on project staff has proposed project contributed to the evidence that adequate substantially staff has contributed development of this qualified personnel are contributed to the to, or has experience type of project. assigned to all phases of the development of a with a similar project project, and that sufficient similar project for a for a public - sector resources are available. municipal client. client. IV. Experience with similar The firm or team has at The firm or team has The firm or team has projects. least five years of at least three years less than three years Rating will be based on experience with similar experience with experience with this experience providing economic development similar economic type of project. professional services for and market research development and similar economic projects focused on market research The firm or team has development and market industrial /commercial projects for public - not conducted similar research projects focused urban redevelopment sector clients. research for an urban on industrial /commercial plans for municipal Proposal includes at redevelopment project. urban redevelopment areas clients. The Proposal least three examples for municipal clients. includes at least three of similar projects. examples of similar .projects. City of Lowell — Tanner Street District Market Research RFP 11 -53 —Page 13 t G t Appendix B LOCATION OF STUDY AREA TANNER STREET DISTRICT' LOWELL MA Ll Li fru . r aflO,�r r,tawlLw dr ar � 0 G1 irF Too al- �or-- TTF aT ytl�` i p .w►�aar ;` Legend F Q sorer sues v ujw earwax MiNi � �SMF FIRC 11 Q 0.01 006 0.16 i City of Lowell — Tanner Street District Market Research RFP 11 -53 — Page 14 q b � -2-, ATTACHMENT G yeg3 LOW ELL This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426 7/19/2012 . Page 1 qj,b f 232 Ash St Location: Route 128 North Ind Cluster Building Type: Class C Warehouse Reading /Melrose Ind Submarket Status: Built 1965 Middlesex County Tenancy: Multiple Tenant Reading, MA 01867 Land Area: 2.50 AC Stories: 1 RBA: 45,000 SF Landlord Rep: Access Commercial Real Estate Total Avail: 12,000 SF Management: - % Leased: 73.3% Recorded Owner: Barbas Truckinq Co Inc Ceiling Height: 24'0 " - 26'0" Crane: - Column Spacing: - Rail Line: Yes Drive Ins: 2 Cross Docks: - Loading Docks: 2 ext Const Mat: Power: 400a/120 -208v 3p /4w Utilities: Gas - Natural, Heating - Oil (Fired), Sewer - Septic Field, Water - City Expenses: 2012 Tax @ $0.52 /sf; 2012 Ops @ $0.40 1sf Parcel Number: READ - 000044- 000000 - 000010 Amenities: Partial Stories Exist Floor SF Avail Bldg Cordig Rerd/SF/Yr+ Sva Occupancy Tenn UaalTypt P 1st 12,000 12,000 $7.50 /nnn Vacant 3 -5 yrs Direct Access Commercial Real Estate/ Bryan K. Ernst (781) 259 -8080 II IL LOW ELL This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426 7/19/2012 . Page 1 qj,b f ,., -. LOWEI.L . ..... This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426 7/19/2012 Page 2 L41 0� 236 Ash St Location: Route 128 North Ind Cluster Building Type: Class C Industrial Reading /Melrose Ind Submarket Status: Built 1968 Middlesex County Tenancy: - Reading, MA 01867 Land Area: 0.34 AC Stories: 2 RBA: 6,955 SF Landlord Rep: Carbone Commercial Real Estate, Inc. Total Avail: 2,000 SIF Management: - % Leased: 71.2% Recorded Owner: 236 Ash Street Nominee Trust jI Ceiling Height: - Crane: I - Column Spacing: - Rail Line: - Drive Ins: 4 Cross Docks: - Loading Docks: - Const Mat: - Power: - Utilities: - Expenses: 2007 Tax @ $0.55 /sf Parcel Number: READ - 000044- 000000 - 000011 Parking: 10 Surface Spaces are available Floor SF Avail Bldg Contly Rerd/SF/Yr+ Svs Occupancy Tenn Userrype E 2nd 2,000 2,000 Withheld Vacant Negotiable Direct Carbone Commercial Real Estate, Inc. /Edward C. Carbone (781) 935 -5444 x2 ,., -. LOWEI.L . ..... This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426 7/19/2012 Page 2 L41 0� LOW E LL This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426 711912012 . Page 3 V 6 96 1 General Way -128 Marketplace ' III Y j � , Location: 128 Marketplace Building Type: Retail /Freestanding (Neighborhood Center) Route 128 North Cluster Bldg Status: Built 1950, Renov Aug 2008 Wilmington /Reading Submarket Building Size: 258,000 SF Middlesex County Typical Floor Size: 258,000 SF Reading, MA 01867 Stories: 1 Land Area: 20.30 AC Landlord Rep: Danis Properties Total Avail: 60,000 SF Developer: - % Leased: 76.7% Management: Danis Properties Total Spaces Avail: 2 Recorded Owner: Danis Reading Limited Partnership Smallest Space: 1,000 SF Expenses: 2010 Tax @ $0.55/sf; 2010 Cps @ $2.50 /sf Bldg Vacant: 60000 jParcel Number: READ - 000017 - 000000 - 000012 Loading Docks: 16 ext Ceiling Height: 16' -30' Anchor Tenant(s): K & G Fashion Superstore, Market Basket Amenities: Dedicated Turn Lane, Property Manager on Site, Pylon Sign, Signage, Signalized Intersection Street Frontage: 85 feet on General Way(with 0 curb cut) Parking: 450 free Surface Spaces are available; Ratio of 3.86/1,000 SF I Floor SF Avail Floor Contig Bldg Con6g RenNSFM+ Sve Occupancy Tenn Type P 1st 1,000 60,000 60,000 $20.00 - $45.00 /nnn 30 Days 5 -10 yrs New Danis Properties /Jody Heyward (781) 670 -2000 x2255 P list 59,000 60,000 60,000 $20.00 - $45.00 /nnn 30 Days 5-10 yrs New Danis Properties /Jody Heyward (781) 670 -2000 x2255 LOW E LL This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426 711912012 . Page 3 V 6 96 LOWELL This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426. 7/19/2012 Page 4 Y6 � 2 Haven St - Haven Junction s W'.. r F film Location: Haven Junction Building Type: Class B Office /Office with street -level Retail Route 128 North Cluster Wilmington /Reading Submarket Status: Built Nov 2005 Middlesex County Stories: 3 Reading, MA 01867 RBA: 21,000 SF Typical Floor: 7,000 SF Landlord Rep: Mansard Commercial Properties Total Avail: 2,067 SIF Developer: M.G. Hall Contractors, Inc % Leased: 90.2% Management: - Recorded Owner: - Expenses: 2008 Tax @ $0.131sf, 2011 Est Tax @ $3.90 /sf; 2011 Est Ops @ $1.10 /sf Parcel Number: READ - 000063 - 000000 - 000015, READ - 000063 - 000000- 000015A Amenities: 24/7 Building Access, Atrium, Dry Cleaner, Metro /Subway Floor SF Avail FloorContly BldgCordlg Price RmVSFNr +Svs Occupancy Tenn Type P 1st /Suite 1,050 1,050 1,050 No $18.00 /nnn Vacant Negotiable Direct 102 -103 Mansard Commercial Properties / Jeremy J. Cyner (617) 674 -2043 x 1 2nd / Suite 201 1,017 1,017 1,017 $299,900 For Sale Only Vacant Direct Mansard Commercial Properties /Jeremy J. Cyner (617) 6742043x1 LOWELL This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426. 7/19/2012 Page 4 Y6 � LOWELL This copyrighted report contains research licensed to City of Lowell Division of Planning /Development - 475426 7/19/2012 . Page 5 �� 30 Haven St - The Shops at 30 Haven Street f met r� t Location: The Shops at 30 Haven Street Building Type: Retail /Storefront Retail /Residential Route 128 North Cluster Bldg Status: Under Construction, delivers Aug 2012 Wilmington /Reading Submarket Middlesex County Building Size: 20,00 SF Reading, MA 01867 Typical Floor Size: 10,006 6 SF Stories: 4 Land Area: 0.78 AC Landlord Rep: Mansard Commercial Properties Total Avail: 19,938 SF Developer: - % Leased: 0.3% Management: - Total Spaces Avail: 3 Recorded Owner: Oak -RJF 30 Haven LLC Smallest Space: 2,791 SF Expenses: 2010 Tax @ $1.65/sf Bldg Vacant: - Parcel Number: READ - 000016 - 000000 - 000347, READ-000063-000000-000001 I Amenities: Balconies, Bus Line, Commuter Rail Street Frontage: 115 feet on Haven St(with 0 curb cut) Parking: - I Floor 3F Avail Floor Contig BMg conug RenHBF/Yr+ Sva Occupancy Term Type P 1st 6,726 19,938 19,938 $23.00 /nnn TBD Negotiable New Mansard Commercial Properties /Jeremy J. Cyner (617) 674 -2043 xl P 1st 10,421 19,938 19,938 $23.00 /nnn TBD Negotiable New Mansard Commercial Properties /Jeremy J. Cyner (617) 674 -2043 x1 P 1st 2,791 19,938 19,938 $23.00 /nnn TBD Negotiable New Mansard Commercial Properties /Jeremy J. Cyner (617) 674 -2043 xl LOWELL This copyrighted report contains research licensed to City of Lowell Division of Planning /Development - 475426 7/19/2012 . Page 5 �� LOWELL This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426 7/19/2012 . Page 6 Y6 ?'q 95 Main St r Location: Route 128 North Cluster Building Type: Class C Office /Office with street -level Retail Wilmington /Reading Submarket Middlesex County Status: Built 1974 Reading, MA 01867 Stories: 2 RBA: 6,400 SF Typical Floor: 3,200 SF Landlord Rep: - Total Avail: 2,000 SF Developer: - % Leased: 100% Management: Sennott Insurance Recorded Owner: Riquier Thomas T Expenses: 2007 Tax @ $1.20 /sf Parcel Number: READ - 000006 - 000000 - 000025 Floor SF Avail Floor Contlg Bldg Contig RenUSFNr+ Sys Occupancy Term Type 2,000 2,000 2,000 For Sale Only 30 Days Direct Bumham Real Estate /David N. Burnham (781) 665 -8400 I �I i, i I LOWELL This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426 7/19/2012 . Page 6 Y6 ?'q LoWELL This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426. 7/19/2012 Page 7 qR D 122 Main St _ 1 X122 MAIN ST Location: Route 128 North Cluster Building Type: Retail Wilmington /Reading Submarket Bldg Status: Built 1994 Middlesex County Building Size: 3,017 SF Reading, MA 01867 Typical Floor Size: 1,508 SF Stories: 2 Land Area: 0.21 AC Landlord Rep: - Total Avail: - Developer: - % Leased: 100% Manaqement: - Total Spaces Avail: 0 Recorded Owner: Calareso Joseph Iii Smallest Space: 0 SF Expenses: 2010 Tax @ $3.24/sf Bldg Vacant: - Parcel Number: READ - 000012 - 000000 - 000001 Parking: L_ - LoWELL This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426. 7/19/2012 Page 7 qR D t.OWELL This copyrighted report contains research lice 7/19/2012 nsed to City of Lowell Division of Planning/Development - 475426. Page 8 Y� V 125 -131 Main St - The Perkins Bldg y ?t Ad Location: The Perkins Bldg Building Type: j Class B Office Route 128 North Cluster Wilmington /Reading Submarket Status: Built 1900, Renov 1991 Middlesex County Stories: 3 Reading, MA 01867 RBA: 22,000 SF Typical Floor: 7,333 SF l Landlord Rep: Perkins Building Trust Total Avail: 3,000 SF Mansard Commercial Properties % Leased: 86.4% Developer: - Management: Brown Associates Recorded Owner: Perkins Building Llc Expenses: 2007 Tax @ $0.93/sf Parcel Number: READ - 000012 - 000000 - 000021 Parking: 64 Surface Spaces are available; Ratio of 3.45/1,000 SF Floor SF Avail Floor Contig Bldg Condg RenUSFNr+ Svs Occupancy Tenn Type P 2nd 3,000 3,000 3,000 $17.00 /nnn Vacant 1 -5 yrs Direct Mansard Commercial Properties /Navaneeth R. Conjeevaram (617) 674 -2043 x205 t.OWELL This copyrighted report contains research lice 7/19/2012 nsed to City of Lowell Division of Planning/Development - 475426. Page 8 Y� V t_OWELL This copyrighted report contains research licensed to City of Lowell Division of Planning /Development 475426 7/19/2012 Page 9 q� 9 Z 126 Main St - Strip Center R At IILIIII MAN S,W Location: Strip Center Building Type: Retail /Storefront Route 128 North Cluster Bldg Status: Proposed Wilmington /Reading Submarket Building Size: 6,500 SF Middlesex County Reading, MA 01867 Typical Floor Size: 6,500 SF Stories: 1 Landlord Rep: Wronka, Ltd. Commercial Real Estate Advisors Total Avail: 6,500 SF Developer: - % Leased: 0% Management: - Total Spaces Avail: 1 Recorded Owner. - Smallest Space: 1,500 SF i Bldg Vacant: - Parking: - Floor SF Avail Floor Contig Bldg CoMlg ReM/SFNr+ Svs Occupancy Tenn Type EGRND 1,500 -6,500 6,500 6,500 $20.00- $32.00 /mg TED To Be New Determined Wronka, Ltd. Commercial Real Estate Advisors / Mananne Wronka (781) 229 -2233 /Ernest C. Wronka SIOR CCIM (781) 229 -2233 i _i t_OWELL This copyrighted report contains research licensed to City of Lowell Division of Planning /Development 475426 7/19/2012 Page 9 q� 9 Z LOWELL This copyrighted report contains research licensed to City of Lowell Division of Planning /Development - 475426 7/19/2012 . Page 10 Y�93 126 Main St - Pad Site JL 1 _ I 1 1 I �r MAIN STREET Location: Pad Site Building Type: Retail /Fast Food Route 128 North Cluster Bldg Status: Proposed Wilmington /Reading Submarket Building Size: 3,500 SF Middlesex County Typical Floor Size: 3,500 SF Reading, MA 01867 Stories: 1 Landlord Rep: Wronka, Ltd. Commercial Real Estate Advisors Total Avail: 3,500 SF Developer: - % Leased: 0% Management: - Total Spaces Avail: 1 Recorded Owner: - Smallest Space: 3,500 SF Bldg Vacant: - i Parking: - Floor SF Avail Floor Cordig Bldg Conlig Rerd/SFNr +Sva Occupancy Term Type E GRND 3,500 3,500 3,500 $20.00 - $32.00 /mg TBD To Be New Determined Wronka. Ltd. Commercial Real Estate Advisors / Mananne Wronka (781) 229 -2233 /Ernest C. Wronka SIOR CC/M (781) 229 -2233 I I LOWELL This copyrighted report contains research licensed to City of Lowell Division of Planning /Development - 475426 7/19/2012 . Page 10 Y�93 LOW E LL This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426. 7/19/2012 Page 11 Aqq 248 Main St v XX _ Location: Route 128 North Cluster Building Type: Class B Office Wilmington /Reading Submarket Middlesex County Status: Built Mar 2000 Reading, MA 01867 Stories: 2 RBA: 18,000 SF Typical Floor: 6,609 SF Landlord Rep: Mansard Commercial Properties Total Avail: 4,200 SF Developer: - % Leased: 76.7% Management: Carter & Coleman Recorded Owner: Carter & Coleman Expenses: 2007 Tax @ $0.11 /sf Parcel Number: READ - 000035- 000000 - 000012 Parking: Ratio of 3.33/1,000 SF Amenities: Property Manager on Site Floor SF Avall Floor Condg P 1st 2,000 - 4,200 4,200 4,200 $17.00 /mg Vacant 1 -5 yrs Direct Mansard Commercial Properties /Jeremy J. Cyner (617) 674 -2043 x 1 LOW E LL This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426. 7/19/2012 Page 11 Aqq LOW ELL This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426. 7119/2012 Page 12 ( q 315 Main St Location: Route 128 North Cluster Building Type: Class B Office Wilmington /Reading Submarket Middlesex County Status: Built 1986 Reading, MA 01867 Stories: 3 RBA: 12,864 SF Typical Floor: 4,227 SF Landlord Rep: Newis Real Estate Total Avail: 6,441 SF Developer: - % Leased: 91.3% Management: M & M Realty Trust Recorded Owner: M & N Realty Corporation, Inc. Expenses: 2010 Tax @ $1.36/sf, 2011 Est Tax @ $1.37 /sf; 2011 0 p @ $2.75 1sf Parcel Number: READ - 000043 - 000000 - 000014 Amenities: Property Manager on Site Floor SF Avail Floor Contig Bldg Contig RenUSF/Yr +Svs Occupancy Term Type P 2nd 1,125 1,125 1,125 $12.00 / +util Vacant 1 -3 yrs Direct Newis Real Estate /Robert Newis (978) 443 -3737 P 2nd 1,000 1,000 1,000 $12.00 / +util 60 Days 1 -3 yrs Direct Newis Real Estate /Robert Newis (978) 443 -3737 E 3rd 4,316 4,316 4,316 $16.00 / +util 90 Days 1 -3 yrs Direct Newis Real Estate /Robert Newis (978) 443 -3737 LOW ELL This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426. 7119/2012 Page 12 ( q .LOWED, ,.. This copyrighted report contains research licensed to City of Lowell Division of Planning /Development - 475426 7/19/2012 Page 13 Yb 9& 273 -275 Salem St 17, 500 SF Available 120' x 146' O G 5 tir Location: Route 128 North Cluster Building Type: Retail /Freestanding Wilmington /Reading Submarket Bldg Status: Built 1968 Middlesex County Building Size: 55,000 SF Reading, MA 01867 Typical Floor Size: 55,000 SF I Stories: 1 Land Area: 3.71 AC Landlord Rep: Boylston Realty Advisors, Inc. Total Avail: 17,500 SF Developer. - % Leased: 68.2% Manaqement: - Total Spaces Avail: 1 Recorded Owner: Readinq Dev 2 Co Smallest Space: 17,500 SF Expenses: 2007 Tax @ $1.42 1sf Bldg Vacant: 17500 Parcel Number: READ - 000079- 000000 - 000177 � Parking: 202 Surface Spaces are available; Ratio of 3.66/1,000 SF Floor SF Avail Floor i orRlg &dg Contlg +Svo Occupancy Tenn Type P 1st 17,500 17,500 17,500 Withheld Vacant Negotiable Direct Boylston Realty Advisors, Inc. /John McDonald (978) 657 -4600 x3140 I I I I I .LOWED, ,.. This copyrighted report contains research licensed to City of Lowell Division of Planning /Development - 475426 7/19/2012 Page 13 Yb 9& 4 West St Location: Route 128 North Cluster Building Type: Retail /Freestanding Street Frontage: Burlington/Woburn Submarket Bldg Status: Built 2003 Floor Middlesex County Reading, MA 01867 Building Size: 5,125 SF John Hanson Corp. /Marlene H. Wolfe (781) 944 -7233 Typical Floor Size: 2,563 SF Stories: 2 Land Area: 0.22 AC Landlord Rep: John Hanson Corp. Total Avail: 2,600 SF Developer: John Hanson Corp. % Leased: 100% Manaqement: William Hanson Total Spaces Avail: 1 Recorded Owner: John Hanson Corp. Smallest Space: 575 SF Expenses: 2009 Tax @ $2.65 /sf Bldg Vacant: 2600 Parcel Number: READ - 000022 - 000000 - 000001 Amenities: Drive Thru, Pylon Sign Cross Street: South St Street Frontage: 49 feet on West St(with 1 curb cut) Parking: 15 free Surface Spaces are available Floor P 2nd 575-2,600 2,600 John Hanson Corp. /Marlene H. Wolfe (781) 944 -7233 2,600 Withheld Vacant Negotiable Sublet . - LoWELt. This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426. 7/19/2012 Page 14 Y6 17 22 Woburn St Location: Route 128 North Cluster Building Type: Class C Office /Loft/Creative Space Wilmington /Reading Submarket Middlesex County Status: Built 1966 Reading, MA 01867 Stories: 3 RBA: 9,676 SF Typical Floor: 3,225 SF Landlord Rep: Mansard Commercial Properties Total Avail: No Spaces Currently Available Developer: - % Leased: 100% Management: - Recorded Owner: 22 Woburn Street Llc Expenses: 2007 Tax @ $1.08 1sf, 2011 Est Tax @ $1.63 /sf; 2007 Ops @ $0.94 /sf, 2011 Est Ops @ $4.37 /sf Parcel Number: READ - 000064 - 000000 - 000010 Parking: 25 free Surface Spaces are available LOwELt. This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426. 7/19/2012 Page 1$ y698 Floor SF Avall Rent/SFNr Term Occupancy Bid Out UselType Leasing Company Contact Listed Divisible 232 Ash St, Reading, MA 01867 Access Commercial Real Estate Bryan K. Ernst 781- 259 -8080 45,000 SF Class C Warehouse Building Built in 1965 P 1st 12,000 $7.50 /nnn 14 236 Ash St, Reading, MA 01867 6,955 SF Class C Industrial Building Built in 1968 3 -5 yrs Vacant Warehse /D Access Commercial Real Estate Bryan K. Ernst 781- 259 -8080 21 Mths N Carbone Commercial Real Estate, Inc. Edward C. Carbone 781 - 935 - 5444x2 E 2nd 2,000 Withheld Negotiable Vacant As -Is Office /D Carbone Commercial Real Estate, Edward C Carbone 17 Mths N Inc 781 -935- 5444x2 1 General Way, Reading, MA 01867 Danis Properties Jody Heyward 781 - 670 - 2000x2255 128 Marketplace, 128 Marketplace 258,000 SF Retail Freestanding (Neighborhood Center) Building Renovated in 2008 Built in 1950 P 1st 1,000 $20. 5 -10 yrs 30 Days Some Work Retail /N Danis Properties 00 -$45 00 /nnn p 1st 59,000 $20. 5 -10 yrs 30 Days Retail /N Danis Properties 00- $45.00 /n n n Jody Heyward 27 Mths N 781 - 670 - 2000x2255 Jody Heyward 20 Mths Y 781 - 670 - 2000x2255 7/19/2012 Lowt LL This copyrighted report contains research licensed to City of Lowell Division of Planning /Development - 475426. Page 16 LOWLt L q� C7 Floor SF Avail Rent/SFIVr Term Occupancy Bid Out Use/Type Leasing Company Contact Listed Divisible 2 Haven St, Reading, MA 01867 Mansard Commercial Properties Haven Junction 21,000 SF Class B Office with street -level Retail Building Built in 2005 P 1st/ Suite 102 -103 1,050 $18.00 /nnn Negotiable Vacant Some Work Retail /D Mansard Commercial Properties Jeremy J. Cyrier 40 Mths N 617 - 674 - 2043x1 2nd/ Suite 201 1,017 For Sale Only - Vacant - Office /D Mansard Commercial Properties Jeremy J. Cyrier 19 Mths N 617 - 674 - 2043x1 30 Haven St, Reading, MA 01867 Mansard Commercial Properties Jeremy J. Cyrier 617- 674 - 2043x1 The Shops at 30 Haven Street 20,000 SF Under Construction Retail Storefront Retail /Residential Building Delivering 8/2012 p 1st 6,726 $23.00 /nnn Negotiable TBD P 1st 10,421 $23.00 1nnn Negotiable TBD P 1st 2,791 $23.00 /nnn Negotiable TBD 95 Main St, Reading, MA 01867 6,400 SF Class C Office with street -level Retail Building Built in 1974 NBI Retail /N Mansard Commercial Properties Jeremy J. Cyrier 24 Mths N 617 - 674 - 2043x1 NBI Retail /N Mansard Commercial Properties Jeremy J. Cyrier 24 Mths N 617 - 674 - 2043x1 Retail /N Mansard Commercial Properties Jeremy J. Cyrier 24 Mths N 617 - 674 - 2043x1 2,000 For Sale Only - 30 Days - Office /D Burnham Real Estate David N Burnham 8 Mths N 781- 665 -8400 This copyrighted report contains research licensed to City of Lowell Division of Planning /Development - 475426. 7/19/2012 Page 17 Floor SF Avail RenUSFNr Term 122 Main St, Reading, MA 01867 3,017 SF Retail Building Built in 1994 No Spaces Currently Available 125 -131 Main St, Reading, MA 01867 40 The Perkins Bldg 22,000 SF Class B Office Building Renovated in 1991 Built in 1900 j -.¢• Bid Out Use /Type Leasing Company Contact Listed Divisible Perkins Building Trust Richard H. Dodge 781 - 279 -1300 P 2nd 3,000 $17.00 /nnn 1 -5 yrs Vacant Office /D Mansard Commercial Properties Navaneeth R. Conjeevaram 1 Day N 617- 674 - 2043x205 126 Main St, Reading, MA 01867 Wronka, Ltd. Commercial Real Estate Advisors Marianne Wronka 781- 229 -2233 Strip Center 3,500 SF Proposed Retail Storefront Building E GRND 1,500- $20. To Be TBD NBI Retail /N Wronka, Ltd. Commercial Real Marianne Wronka 781 - 229 -2233 5 Mths to 1,500 6,500 00- $32.00 /mg Determined Estate Advisors Ernest C. Wronka SIOR CCIM 781 - 229 -2233 LOWELL This copyrighted report contains research licensed to City of Lowell Division of Planning /Development - 475426. 7/19/2012 Page 18 LOW E LL This copyrighted report contains research licensed to City of Lowell Division of Planning /Development - 475426. 7/19/2012 Page 19 �N Floor SF Avail Rent/SFNr Term Occupancy Bid Out Userrype Leasing Company Contact Listed Divisible 126 Main St, Reading, MA 01867 Wronka, Ltd. Commercial Real Estate Advisors Marianne Wronka 781 - 229 -2233 / Pad Site 3,500 SF Proposed Retail Fast Food Building E GRND 3,500 $20. To Be TBD NBI Retail /N Wronka, Ltd. Commercial Real Marianne Wronka 781 - 229 -2233 4 Mths N 00- $32.00 /mg Determined Estate Advisors Ernest C. Wronka SIOR CCIM 781 - 229 -2233 248 Main St, Reading, MA 01867 Mansard Commercial Properties Jeremy J. Cyrier 617- 674 - 2043x1 18,000 SF Class B Office Building Built in 2000 P 1st 2,000- $17.00 /mg 1 -5 yrs Vacant As -Is Office /D Mansard Commercial Properties Jeremy J. Cyrier 9 Wks to 2,000 4,200 617 - 674 - 2043x1 315 Main St, Reading, MA 01867 Newis Real Estate Robert Newis 978 - 443 -3737 12,864 SF Class B Office Building Built in 1986 p 2nd 1,125 $12.00 / +util 1 -3 yrs Vacant Some Work Office /D Newis Real Estate Robert Newis 978 -443 -3737 49 Mths N p 2nd 1,000 $12.00 / +util. 1 -3 yrs 60 Days Office /D Newis Real Estate Robert Newis 978 -443 -3737 45 Mths N E 3rd 4,316 $16.00 / +util 1 -3 yrs 90 Days Some Work Office /D Newis Real Estate Robert Newis 978 -443 -3737 118 Mths N LOW E LL This copyrighted report contains research licensed to City of Lowell Division of Planning /Development - 475426. 7/19/2012 Page 19 �N LOW [ 7/19/2012 LL This copyrighted report contains research licensed to City of Lowell Division of Planning /Development - 475426. Page 20 d Floor SF Avail RenVSF/Yr Tenn Occupancy Bid Out Userrype Leasing Company Contact Listed Divisible 273 -275 Salem St, Reading, MA 01867 Boylston Realty Advisors, Inc. John McDonald 978- 657 - 4600x3140 Opp 55,000 SF Retail Freestanding Building Built in 1968 P list 17,500 Withheld Negotiable Vacant Retail /D Boylston Realty Advisors, Inc. John McDonald 7 Mths N 978- 657 - 4600x3140 4 West St, Reading, MA 01867 John Hanson Corp. Marlene H. Wolfe 781 - 944 -7233 5,125 SF Retail Freestanding Building Built in 2003 P 2nd 575- Withheld Negotiable Vacant Office /S John Hanson Corp. Marlene H. Wolfe 781 - 944 -7233 6 Wks to 575 2,600 22 Woburn St, Reading, MA 01867 Mansard Commercial Properties Navaneeth R. Conjeevaram 9,676 SF Class C Loft/Creative Space Building Built in 1966 617- 674 - 2043x205 No Spaces Currently Available LOW [ 7/19/2012 LL This copyrighted report contains research licensed to City of Lowell Division of Planning /Development - 475426. Page 20 d Day � °s ° 3 d ... ✓ d �Ut Dudes St r Y � � b union St 0 ® %a 0 o 6�� SAt Vernon St S k N, 3�n S� Haven St Lt 4 R% o • A O� ta�� Gould St ,'9*,e t Green St : PJi Gt S s o• e�\Qte ('7 �� Washington St /128� Washington Balton 5t Ce Park° So we 9 'IbA tty` \o4 °N td S%,,(%d �a ® SQ SIL j° 90 X. 4S Pd L1s St yak 5t U °� 39 O it Y A ,, A 1O�dn�sUt D a m c �. ttitehall t ^ S Red Gate Ln A 1a Sumrne� q AL 'r' ��u Fi o W a = Maple R'o d v m n o � S o• Flm St VO 7c o / A� GleatiOn ,$ Qs \c� a1 ' d, *01 HAt .ne Q ro ` ¢ tiO ' Outlook Rd 5100 rr�; Mwrosoft' Stur g es ��e 0 ,off Virtual Earth" �• 1*J iLl.9Jlum:uhL'm i L r Park G LOWELL This copyrighted report contains research licensed to City of Lowell Division of Planning/Development - 475426 d MIN 7/19/2012 Page 21