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Home My WebLink About2015-12-01 Board of Selectmen PacketO or a ° Office of the Town Manager 781- 942 -9043 ..'� 1,� 16 Lowell Street townmanager0ci.rea ding.ma.us 0 Reading, MA 01867 www.readingma.gov /town - manager To: Board of Selectmen From: Robert W. LeLacheur, Jr. CFA Date: November 23,2015 RE: December 1, 2015 Agenda Next week, Town Accountant Sharon Angstrom will be in to review a request to appoint the Town Manager as the Chief Procurement Officer. This is a formaility because the Home Rule Charter already does that, but filing the paperwork with the state seems like a good idea. Two forms are included as background: (1) the Notice of Appointment of Chief Procurement Officer is for the Board's action; and (2) a form we will file with the state for each time the CPO delegates authority to others in the organization. Please note that we are now moving forward with some planned improved procurement items which had been put on hold for over a year as the Finance Committee conducted an investigation. Town Meeting's approval of upgrading a position to be a centralized Purchasing Agent will be a helpful step in this process as we have taken on responsibilities for the Facilities department. MAPC and our planning staff will be in to present the DRAFT Economic Development Action Plan, a copy of which is in your packet and available online via our home web page. As you know, finalization of this plan this month wraps up an extensive process that included significant outreach to and participation by the community. MAPC senior staff has commented to me that this was one of the best community engagement projects they have worked on. Included at the end of the presentation is an overview on various economic deveopment committee models. A similar in -house overview from planning staff is also included in your packet. General Manager Coleen O'Brien will be in to review RMLD and to elaborate on some of the items she mentioned in her summary to Town Meeting. From an economic development perspective, their space plans may tie in well to one of the so- called priority development areas (PDAs) identified by MAPC. I will request a small change to the Classification chart for this current fiscal year. As a final step of the funding for pay & class changes, we had Town Meeting allocate some funds to the Finance department. Because of a retirement, that department wanted to take some time to study their options in terms of rearranging some responsibilities among the Treasurer /Collector, Assistant Treasurer and Assistant Collector. I request that the latter two positions receive a one -grade upgrade, consistent with these increased responsibilities from the Treasurer. The Board should be aware that Treasury staff spend a significant amount of time with routine Light department financial issues, which is quite different than most cities and towns. Lastly, I will provide the Board a sample resolution related to the recent discussion on two House Bills: #2870 "consumers paying for leaked gas" and #2871 "gas leak repairs". In your packet are the full texts of each bill, and an excellent sample of the City of Boston's response, as provided to me by the Climate Advisory Committee. Note that the House adjourned their current session without taking any action, but these issues remain. DRAFT - BOARD OF SELECTMEN 2015 AGENDAS 2015 111.,J12(1131 Staff I Estimated December 1, 2015 Office Hour Dan Ensminger 6:30 Chief Procurement Officocer designation LeLacheur & Angstrom 7:20 MAPC presentation on Enomic Development opportunities RMLD update Delios O'Brien 7:30 8:30 Public Hearing FY16 Classification Plan LeLacheur 9:00 TS 2015 for Adopt an Islands and Town MWatcri�ng Commission Reading Garden Club Sexton 7:20 7:3ppointment of Police Chief LeLacheur 7:40 icenses - non - ahol roject Update -joint meeting with Library Building Committee Huggins 8:00 Birch Meadow Master Plan joint meeting with Recreation Committee Feudo 8:45 St. Agnes School - proposed housing project LeLacheur 9:30 Future Agendas Reading 2020 Community Meeting Downtown Parking Strout Avenue Master Plan Recurring Items Close Warrants by Sep 23/Nov by Jan 261Mar Review BOS/TM Goals Mar-July-Dec Tri -ann Review Customer Service survey results Feb & Aug Semi -ann Review Regionalization efforts as needed Appointments of BCCs Approve Classification & Compensation Appoint Town Counsel Tax Classification Hearing June June June Oct./Nov. Annual Annual Annual Annual Approve licenses December Annual Reports to BOS Town Accountant Report RCTV members Report Qtrly I Semi -ann CAB (RMLD) member Report I Semi -ann MAPC member Report Semi -ann BOS Appointed Boards, Committees & Commissions NEW Annual Reading Housing Authority Report Annual Reading Iee Arena Report Annual DRAFT - BOARD OF SELECTMEN 2016 AGENDAS 2016 1112312015 Responsibility Start time ` iJanuary 12,2016 Conference Office Hour 6:30 FY17 Town Budget 7:00 Overview LeLacheur Public Safety - Fire Burns Public Safety - Police TBA Public Safety - Dispatch TBA Public Works Zager Enterprise Funds LeLacheur January 19, 2016 Conf Room FY17 Town Budget 7:00 Public Library Urell/Trustees 8:00 Finance AngstrontBOA Community Services Delios/BCCs Public Services LeLacheur Benefits, Miscellaneous LeLacheur Capital/Debt LeLacheur Summary LeLacheur January 20, 2016 - Financial Forum Pleasant St Ctr 7:30 January 26, 2016 Animal Control Bylaw 7:30 HEARING Close Warrant for April 25, 2016 Annual Town Meeting LeLacheur 9:00 February 9, 2016 Office Hour 6:30 Multi Board /Committee Chair &Vice Chair Summit LeLacheur February 23, 2016 Discuss forming Cable Advisory Committee - cable agreements expire 11/23/18 - 3yr formal process is allowed Town Counsel Local elections March 1, 2016 Tuesday March R. 2016 Office Hour 6:30 Board Reorganization LeLacheur March 22, 2016 HEARING (effective December 2015 billing) Vote Annual Town Meeting Warrant Articles LeLacheur LeLacheur 9:00 9:30 Apri15, 2016 Office Hour 6:30 April 19, 2016 Town Meeting April 25, 2016 Monday Town Meeting April 28, 2016 Thursday Town Meeting May 2, 2016 Monday Town Meeting May 5, 2016 Thursday May 3, 2016 Office Hour 6:30 May 17, 2016 June 7, 2016 Office Hour 6 :30 June 21, 2016 Future Agendas Joint Meeting with RMLD Commissioners Multi Board/Committee Summit Reading 2020 Community Meeting Downtown Parking Strout Avenue Master Plan Recurring Items Close Warrants by Sep 23/Nov by Jan 26/Mar Review BOSrrM Goals Mar -July -Dec Tri-ann Review Customer Service survey results Feb & Aug Semi -ann Review Regionalization efforts as needed Appointments of BCCs June Annual Approve Classification & Compensation June Annual Appoint Town Counsel June Annual Tax Classification Hearing October Annual Approve licenses December Annual Reports to BOS Town Accountant Report Qtrly RCTV members Report Semi -ann CAB (RMLD) member Report Semi -ann MAPC member Report Semi -ann BOS Appointed Boards, Committees & Commissions NEW Annual Reading Housing Authority Report Annual Reading Ice Arena Report Annual LeLacheur, Bob From: Angstrom, Sharon Sent: Wednesday, November 04, 2015 2:48 PM To: LeLacheur, Bob Subject: FW: CPO Forms Attachments: cpo- appt- form.pdf, cpo delegation form.pdf Hi Bob, /�� Attached are forms that needed be completed for the state regarding procurement. One is a foaat needs to be signed, the BOS appointing you as the chief procurement officer. The second states the policy which I believe is to follow the stag 't t guidelines and the delegations for purchasing. I believe one form is filled out for each designee (department heads) and m st be signed by the CPO. Please let me know if you have any questions. Thanks, Sharon Angstrom, CPA, CGA, CGMA Finance Director/Town Accountant Phone - 781 - 942 -6604 FAX - 781- 942 -9037 Please note new Town Hall Hours Effective June 7, 2010 Monday Wednesday Thursday - 7:30 am to 5:30 pm Tuesday - 7:30 am to 7 pm Friday -CLOSED Please let us know how we are doing - fill out our brief customer service survey at httD: / /readingma survev virtualtownhall net /survev /sid /ff5d3a5f03e8eb6 When writing or responding, please remember that the secretary of State's Office has determined that email is a public record. This communication may contain privileged or other confidential Information. if you are not the intended recipient, or believe that you have received this communication in error, please do not print, copy, retransmit, disseminate, or otherwise use the information. Also, please indicate to the sender that you have received this email in error, and delete the copy you received. From: Kinsella, lane Sent: Wednesday, November 04, 2015 2:09 PM To: Angstrom, Sharon Subject: CPO Forms Sharon, Attached are the (2) forms that we discussed. The first, (CPO appointment) would be completed by Bob and signed by the BOS. The second form (CPO Delegation) would be completed by Bob for each person (Dept Head ?) that he wants to give authorize as having the ability to purchase and at what levels. 1 can send you what is currently on record if you want to see them. Both forms, once completed, would be sent to the IG's office (Mark Till). Let me know if you want add'I info. Thanks! 1 Ste( Jane Jane C. Kinsella Assistant Director, DPW Town of Reading 16 Lowell Street Reading, MA 01867 Tel 781 -942 -6673 Fox 781- 942 -5441 ikinsella ci readina.ma.us Town Hall is closed on Fridays. Please let us know how we are doing - fill out our brief customer service survey at http / /readinama- survey virtualtownhall net /survey /sid /ff5d3a5f03e8eb60/ Sa,Z Instructions Notice of Appointment of Chief Procurement Officer Please complete the attached "Notice of Appointment of Chief Procurement Officer" form if your jurisdiction has appointed a Chief Procurement Officer (CPO) as defined by the provisions of M.G.L. c. 30B, § 2. "Chief Procurement Officer," the purchasing agent appointed pursuant to section one hundred and three of chapter forty -one, or as to any city or town which has not accepted said section, an individual duly appointed in a city having a city manager, by the city manager, in a town having a town manager, by the town manager, in any other town, by the selectmen, or, in any city or town otherwise providing by charter or local by -law for the appointment of a chief procurement officer, in accordance with such charter or local by -law, to procure all supplies and services for the city or town and every governmental body thereof; an individual duly appointed in a district by the prudential committee, if any, otherwise the commissioners to procure all supplies and services for the district; an individual duly appointed in a regional school district by the regional school district committee to procure all supplies and services for the regional school district; an individual duly appointed in a county having a county executive, by the county executive, or in any other county, by the commission, to procure all supplies and services for the county and every governmental body thereof; or an individual duly appointed by the governing board of an authority or other governmental body to procure supplies and services for the authority or governmental body. The form should be signed by the chief executive of the governing body (i.e., Chairperson of the Board of Selectmen). Please note: the delegation is specific to the Job Title or Position, not the employee. Notice of Appointment of Chief Procurement Officer �� {l� V (Type or print legibly) � �l 1. I hereby provide notice to the Office of the Inspector General of the appointment of a Chief Procurement Officer as defined by the provisions of M.G.L. c. 30B, § 2. Jurisdiction Name: Department: Employee's Title /Position: Name of Current Employee /CPO: Email of Current Employee: Date of Appointment: 2. This appointment is conditioned upon compliance with M.G.L. c. 30B, all applicable statutes, rules, regulations, charters, ordinances, or bylaws, and subject to the following additional requirements: ❑ Designation as a Massachusetts Certified Public Purchasing Official ( MCPPO) ❑ Designation as an MCPPO for Supplies and Services ❑ Designation as an MCPPO for Design and Construction ❑ Other Designation /Certification (specify in attachment) ❑ Completion of the following MCPPO course(s): ❑ Public Contracting Overview ❑ Bidding Basics & Contract Administration ❑ Supplies and Services Contracting ❑ Bidding for Better Results ❑ Design & Construction Contracting ❑ Model IFB Course ❑ Construction Management at Risk ❑ Advanced Topics Update ❑ Other (specify in an attachment) 3. This appointment shall remain in effect until revoked or amended. Otherwise, this appointment shall expire on: - Full name of the person appointing the CPO: Title: Office Address: Office Telephone: MCPPO Certified ?Yes❑ No ❑ Email Address of Appointing Employee: Signed By: Date: I attest under pains and penalties of perjury, the above information is accurate. Mail the original copy of this form to: Office of the Inspector General, One Ashburton Place, Room 1311, Boston, MA, 02108 -1518, Attn: CPO Appointments. ��q instructions Chief Procurement Officer's Delegation of Procurement Powers and Duties Form M.G.L. c. 30B, § 19, of the General Laws authorizes the Chief Procurement Officer (CPO) of a governmental body to delegate procurement powers and duties to other employees of the governmental body. The CPO makes the delegation to the position (e.g., library director or school business manager) and not the individual employee. The CPO has great discretion in making a delegation — it can be very specific and limited, or very broad. Also, a CPO may issue more than one delegation at a time. Therefore, multiple positions may have delegated authority. Keep in mind that you may only delegate powers you legally have under M.G.L. c. 30B and other applicable statutes, rules, regulations, charters, ordinances or bylaws. For example, where statutes or other rules require that a contract be approved by the mayor, city council, board of selectmen or school committee, such final approval is not the CPO's to delegate. You must complete and sign one delegation form for each delegation of powers and duties, and for each subsequent amendment or revocation of an original delegation. (For example, you may NOT issue a single delegation that specifies: "all department heads. ") Step -by -step instructions are listed below. 1. Check the appropriate box in step 1 on the CPO Delegation Form. (Amendments apply to changes in the position's authority, not changes in personnel filling the position. Revocation is used to permanently remove authority for that position.) 2. Provide the name of the CPO, the jurisdiction name, and list the official title and department of the employee position receiving this delegation. Also, list the full name of the employee currently in this position. (Try to avoid delegating authority to positions that oversee and /or approve expenditures (such as accountant or treasurer) to ensure proper segregation of duties.) 3. Check as many boxes (in step 3 on the CPO Delegation Form) as apply. If you wish to delegate powers and duties in addition to, or other than, those listed on the form, check "other" and specify the powers and duties you are delegating in an attachment. Page CPO Delegation Form Instructions CvJ 4. Check as many boxes (in step 4 on the CPO Delegation Form) as apply. If necessary, list additional departments or contracts in an attachment. If you wish to restrict the delegation in some way other than those listed on the form, check "Other" and specify the requirements in an attachment. 5. Check as many boxes (in step 5 on the CPO Delegation Form) as apply. If you wish to impose requirements not listed on the form, check "Other' and specify the requirements in an attachment. 6. Enter the expiration date, if any. If there is no scheduled expiration date, enter "Not Applicable." 7. Enter the name of your jurisdiction. Sign and date the delegation form. List your name, official title, department, office address, office telephone number and office email address. Also, indicate whether or not you have an MCPPO designation or certification. 8. Send a copy of this form to the Office of the Inspector General at the address provided on the bottom of the form. No delegation or subsequent amendment or revocation of an original delegation shall take effect until a copy of this form has been received by the Office of the Inspector General. A copy will be retained in the Office's file. Page I ii CPO Delegation Form Instructions �CL i, Chief Procurement Officer's Delegation of Procurement Powers and Duties (Type or print legibly) 1. ❑ Original Delegation ❑ Amendment ❑ Revocation 2. Pursuant to the provisions of M.G.L. c. 30B, 419, 1 am the CPO for punadldoN procurement powers and duties set forth below to: Job Title /Position: Current Employee: (print full name) and hereby delegate the 3. 1 hereby delegate the following M.G.L. c. 30B powers and duties to the procurements specified herein: ❑ solicit ❑ open ❑ Evaluate ❑ Award ❑ Reject /Cancel ❑ Exercise options ❑ Increase quantities ❑ Maintain records ❑ All of the above ❑ Other (specify in an attachment) 4. This delegation pertains to procurements: ❑ for the following department(s): ❑ for the following contract(s): ❑ other (specify in an attachment) Page ( 1 CPO Delegation Form (August 2014) rL ( Section 4 (Continued) This delegation pertains to procurements involving Supplies Services Statute ❑ ❑ M.G.L. c. 30B, § 4(c) (sound business practices) ❑ ❑ M.G.L. c. 30B, § 4(a) (price quotations) ❑ ❑ M.G.L. c. 30B, § 5 using bids ❑ ❑ M.G.L. c. 30B, § 6 using proposals ❑ ❑ Emergencies ❑ ❑ Other (specify in attachment) 5. This delegation is conditioned upon compliance with M.G.L. C. 30B, all applicable statutes, rules, regulations, charters, ordinances or bylaws, and subject to the following additional requirements: ❑ Final approval of award by Chief Procurement Officer ❑ Approval of all documents by Chief Procurement Officer prior to issuance ❑ Designation as a Massachusetts Certified Public Purchasing Official ( MCPPO) ❑ Designation as an MCPPO for Supplies and Services ❑ Designation as an MCPPO for Design and Construction ❑ Other Designation /Certification (specify in attachment) ❑ Completion of the following MCPPO course(s): ❑ Public Contracting Overview ❑ Bidding Basics & Contract Administration ❑ Supplies and Services Contracting ❑ Bidding for Better Results ❑ Design & Construction Contracting ❑ Model IFB Course ❑ Construction Management at Risk ❑ Advanced Topics Update ❑ Other (specify in an attachment) ❑ Other requirements (specify in an attachment) Page ( 2 CPO Delegation Form (August 2014) 5 a, 6. This delegation shall remain in effect until revoked or amended. Otherwise, this delegation shall expire on: (expiration date) 7. 1 certify that I am the Chief Procurement Officer of: (Jurisdiction) Signed: Date: Name: - Title: -- - -- - Department: Office Address: Office Address (2): _ Zip Code: _ Office Telephone: - -- Office Email: - — CPO has MCPPO Designation or Certification: ❑ Yes ❑ No 8. Send a copy of this form to: Office of the Inspector General Attention: CPO Delegation One Ashburton Place, Room 1311 Boston, MA 02108 -1518 No delegation, amendment or revocation shall take effect until a copy of the form is received by the Office of the Inspector General. Page 13 CPO Delegation Form (August 2014) °" ra Town of Reading 2020 Strategi:1,201]5 a s Services Inventory Executive Summary— October a., The financial future of the Town of Reading has been a subject of public meetings over the past year. The current level of service delivery provided by the Town of Reading Cannot be sustained in light of future revenue projections. Reading 2020 is a project initiated by the Board of Selectmen to develop a strategic plan to proactively plan for this financial reality. Department Heads participated in a survey designed to create an understanding of current service levels. A Services Inventory was compiled through the survey. Department Heads were asked for suggestions on how the Town could re -think its service delivery. Ideas were generated on how to streamline, eliminate, or work with community partners to improve efficiencies and reduce costs. Key Findings: • Maximize use of Technology and the Town website • Allow more fee and bill payment through the website - • Provide website access for all licensing o Add more programs like SeeClickFix to the website • Management of Records and Information (with limited staffing)is a challenge • Managing public records requests poses a challenge • Improve efficiency and accessibility of records across Town Departments • Support Services for Community Events • Consider alternatives to the current procedures for Town staff to work at Town events • Ask community partners to help pay for, setup, run, and breakdown events Core Services (defined as those services that are essential to the Department's mission): ➢ Should "Core Services" be limited to those mandated by State statute or local bylaw? • The services inventory could be improved with a more refined definition • Responses varied with some Departments listing all services as core services • Others noted that most of the services were core services Discretionary Services (defined as those services that are non - essential to the Department's mission): ➢ Should "Discretionary Services" be defined as those that meet a public demand, but are not required by law? Town Clerk, Assessors, Operations, and Library listed no discretionary services. Some of the Discretionary Services listed by Department is as follows: • The Police Department - administration of parking and community access stickers, business licenses, other administrative services • Public Services- newsletter production, coordinating volunteers, and responding to affordable housing inquiries • Public Works— in -house preparation of plans and studies; sports fields layouts; and land transfers, street acceptances and discontinuances Should the Town consider an alternative means of delivering services or discontinue them? Sb Reform Summary Snapshot (not an extensive list) Service Reform Police Public Services Public Works Notes Terminate Flood Map Other services we could identify as Advice and possibilities? Composting Contract Out Fingerprinting Facilities Engineering Planning contracts with the regional Planning studies planning agency on numerous planning projects Fee - For - Service Building Should we simply increase our fees Division for building permits? charge for site visits and reports Charge for Senior Van Could donations pick up the cost of transportation the Senior Van? Regionalize Animal Planning works with regional Control and partners currently in numerous ways Enforcement formally and informally Community Partners Expand for What could our partners do for us to Elder Services achieve savings and efficiencies? Could a local bank take over the Enlist Business administration of some routine Groups for services like issuing stickers for the Economic compost center? Development Programs Are there more possibilities to collaborate with Schools? Next Steps The services inventory was developed through a survey of Town department heads and providing a starting point for considering reform ideas. The following steps are recommended: • Solicit public input into how Town services should look in the future, including, any that we can do without; • Deeper dive into how to increase efficiency /cost of service delivery. Suggested areas include: heavier reliance on technology, increased collaboration within the organization or with community partners; and new ideas for service delivery. • Working with Department Heads to further refine suggested reforms 2 -�6 Z" Summer 2015 Planning Internship Case Study Report Economic Development Organizations Summary The purpose of this report is to serve as a guide to identify options for organizing and strengthen economic development efforts in Reading. A series of Case Studies were performed for our Peer Communities as well as a few others to help understand what our neighbors have done for economic development activities. Of the 10 Peer Communities, the following communities contained some form of economic development organization: Andover North Andover Danvers Walpole In addition this report studied the following communities: Marlborough Beverly Lynnfield Arlington Framingham Lawrence Brookline Information on the organizations found within each community was gathered. Specifically, information on how the organization was formed and what the primary'mission' or'goal' was for each entity along with identification of funding sources was collected. It is recommended that this information be reviewed and serve as a preliminary guide in identifying viable options for Reading that will serve the needs and meet our goals for economic development. 3 Peer Communities Andover Economic Develooment Council Type of Organization: Government Entity Mission Statement: To develop and implement a proactive economic development strategy that addresses issues relating to economic development, business retention and job creation. This will be achieved by assessing the 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 thrive in Andover as well as attract businesses interested in locating here. Start Date: February 2012 How was it formed: Recommended by the Town of Andover 2012 Master Plan. Formed by the Board of Selectmen February 2012. Staffing: Volunteer based -4 Board Members and 4 subcommittees (Membership, Andover Day, Holiday Happenings and Boutique Blowout) Programs: Improve the climate for incoming businesses by providing a "How To" Guide for permitting process. Help provide a Town Yard Redevelopment. Improve Zoning amenities for industrial districts. Examine downtown infill projects and revisit parking and traffic issues. Develop an economic development data base. Funding Sources: None Andover Business Community Association Type of Organization: Non - Profit 501 06 Mission Statement: It is dedicated solely to promoting and improving the quality of commercial life in the Andover business and service community. ABCA sponsors several important annual events, including Andover Day, Holiday Happenings, and the Boutique Blowout. Start Date: Unknown How it was formed: Unknown Staffing: Volunteer based which includes 4 Board Members and 4 subcommittees. Programs: Provides downtown events such as Andover Day, Holiday Happenings and the Boutique Blowout. Sb 1 Funding Sources: Monthly and annual membership fees North Andover Division of Community and Economic Development Type of Organization: Government Entity Mission Statement. North Andover's development goals emphasize expanding the regional economic base through sustained economic development efforts, securing new businesses with an emphasis on creating well - paying jobs and significant advancement of the commercial and industrial tax base, and planning for future growth opportunities that will ensure the community's quality of life. Start date: Unknown Haw it was formed: Town Department Staffing: 3 staff Funding: State and Local Aid North Andover Merchants Association (NAMAI Type of organization: Non -Profit 501 06 Mission Statement: The North Andover Merchants Association is dedicated to promotion, enhancement and growth of North Andover's Business Community. They wish to promote business networking support business networking support with a stay local, shop local philosophy. Start Date: Unknown How it was formed: Unknown Staffing: 6 Board Members and 5 Executive Members Programs: Provides the Knight of Honor Gala and the fall festival for the Town of North Andover. Also provides merchant to merchant discount and advertising for members Funding: Membership Fees Danvers Downtown Improvement Committee Type of Organization: Government Entity Website: http:// www. danvem .stovoffce.com /index.asv7TvDe =B BASIC &SEC= (017AB36E- 3252 -4FCF- -Jb6 Mission Statement: Provide a forum for discussion of those issues that relate specifically to, or are generated by, the Downtown area, as in parking, pedestrian and vehicular traffic safety, and general police protection; take a community development approach in attracting new business and lowering vacancy rates. Start date: Unknown How was it formed: Town Board /Committee Staffing: 10 Board Members and 1 Staff Programs: Generate programs and policies to manage the Downtown area as the economic and geographic center of the Town. Upgrading the site and architectural characterizes for the Downtown area. Funding Sources: None Walpole Community and Economic Development Type of Organization: Government Entity Website: http; / /www.walpole- ma.gov /community- and - economic - development Mission Statement: The Office of Community and Economic Development provides assistance to businesses and individuals in obtaining permits form the town as well as state and federal agencies; serves as a liaison between business owners and governmental agencies that are involved in business assistance and tax in incentive programs; participates in review of proposed projects for compliance with applicable local and state regulations, and use principles and compatibility with the Walpole Master Plan and EO 418 Community Development Plan; makes a focused, longterm outreach effort to retain and promote growth of existing business and works to attract new businesses. Start date: Unknown Howit was formed: Town Department Staffing: 1 staff Funding Sources: State and Local Aid Economic Development Commission Type of Organization: Town Department Website: htto: / /www.walpole- ma.gov/ economic - development- commission -0 -517 Mission Statement: The Economic Development Commission (EDC) works to enhance the commercial and industrial tax base of the town through maintain existing businesses, encouraging business expansion, supporting efforts to attract new businesses and exploring opportunities for new business development. Start Date: Unknown How it was formed: Unknown Staffing: 8 Board Members Programs: Annual Business Recognition Program, Business Anniversary Recognition Program Funding Sources: None Sb8 Other Communities Marlborough Marlborough Economic Development Corporation Type of Organization: Non - Profit 501 06 Website: htto://marlboroughedc.com/ Mission Statement., MEDC's mission is to stabilize the residential tax base by increasing Marlborough's commercial tax revenue. This will guarantee the future stability of the city and allow for higher quality of life for all Marlborough residents. State Date: Unknown How it was formed: Enabling legislation Chapter 40 of the Acts of 2007 Staffing: 25 Board Members and 6 Executive Board Members Programs: Shapes and communicates a vision forthe city's future by developing long -term strategies for sustainable economic growth and community development. Fosters the growth of Marlborough commercial industrial and retail sectors, promotes expansion and job creation. They also advocate for smart growth regional transportation planning and services developing the city's highly educated workforce, promoting Marlborough's quality of life, recreational amenities, affordable hours and education system also implements strategies for sustainable financial growth Funding Sources: Municipal/Private Beverly Beverly Main Street Type of Organization: Non Profit 501 ®3 Website: http, / /beverlymainstreets.org/ Mission Statement: The mission of Beverly Main Streets is to promote and enhance Beverly's downtown economic vitality, cultural and historic resources and quality of life. Start Date: Unknown How it was formed: Championed by local business owner Staffing: Has 7- memebr executive board and 21 other board members (including 2 students from local colleges) several standing committees and 2 full time staff. 50 Programs: Collaborates and promotes events such as: Arts Fest, Beverly's New Year, Merry Main Streets, Downtown Trick or Treat, College Night, Street Banner Design Contests. Business Programs: Retail Incentives Programs, Loan Programs, Storefront Adornment Program, Facade Improvement Grants, TIF Funding Sources: Public and private funding and additional funding from events. Lynnfield Economic Development and Housing Advisory Committee Type of Organization: Government Entity Website: http,//www.town.lynnfield.ma.us/Pages/LynnfieldMA EconDev /index Mission Statement: The principal role for this advisory committee is to provide management advice to the Board of Selectmen to protect the interests of the Town in zoning matters affecting the economic development of land and in housing development fillings initiated under Mass general law 40B. State date: March of 2006 How it was formed: Town Committee Staffing: Volunteers Programs: Engage and assist in commercial real estate, fiscal impact, 4011 zoning and design standards and traffic engineering. Funding sources: None Arlington Economic Development Type of Organization: Government Entity Website: http: / /www.arlingtonma.govl departments / planning - community- development/economic- development Mission Statement: Improves Arlington's commercial properties and business districts to make them more attractive, convenient and interesting to shoppers, workers and visitors ahead of regional and national economic trends; Promotes Arlington's vibrant colonial heritage, cultural institutions, and electric shopping and dining attractions to local and non -local patrons. Start Date: Unknown How it was formed: Falls under the Town of Arlington's Department of Planning and Community Development SAID Staffing: 1 staff Programs: The town of Arlington has established a storefront Enhancement program (SEP) through the Department of Planning and Community Development to provide grants and technical assistance to commercial property owners or local businesses seeking to improve the exteriors of commercial properties to ultimately improve the appearance of Arlington's business districts. Preference will be shown to projects that restore original architectural details and preserve or highlight historic. Funding: Town Budget Framingham Framingham Downtown Renaissance Type of Organization: Non Profit ®3 Website: httw / /www.fdrms.org/ Mission Statement: The organization's primary focus is to recruit public and private partnerships and investment in order to generate jobs and income increase community connections and support good design at a location that is highly visible and critically important to the MetroWest region. Start Date: 2008 How it was formed: Unknown Staffing:4 Executive Members, 7 Board Members and 1 Director Programs: Promotes and supports the Town of Framingham's Facade Improvement Program Funding: Private donations Lawrence Lawrence Partnershio Type of Organization: Non - Profit Website: htto: / /Iawmnceoartnemhip.org/ Mission Statement: The Lawrence Partnership is private /public sector collaboration for the economic development and general improvement of the City of Lawrence. Start date: 2014 How it was formed: Based off the Lowell plan and Salem partnership, business directors across the city of Lawrence wanted to improve the city's economic development. They wanted to provide a private sector outlook to create economic development throughout the community. Staffing: 25 Board Members, 10 Executive Members and 1 Director Slo Programs: Credit loan for business startup Funding: Donations Brookline Economic Development Advisory Board Type of Organization: Government Entity Website: http, / /www brooklinema aoy/ 493 / Economic - Development - Advisory-Board Mission Statement: Seeks to expand the tax base to support town programs and services; and increase the amount of commercial property so that the commercial taxes can constitute a greater percentage of the overall tax base. Promote the vitality of our commercial areas: EDAB purses these objectives within a framework that recognizes dearly held town values about preserving and enhancing the character of neighborhoods, appreciating diversity, and the role of affordable housing in maintaining that character, historic preservation, open space and high quality schools and other town services. Start Dote: 1995 How it was formed: Town Board under the Town's Economic Development Division Staffing: 1 Staff and Board Members Programs: The Town's Economic Development Division supports public celebrations such as First Light which is an event that kicks off the holiday season in November (independent steering committee coordinates with the Town). Town offers Facade Improvement Program. Funding: Unknown Brookline Local First Type of Organization: Network of locally- owned, independence businesses (membership- based) Website: htto: / /brooklinelocalfimt.ore/ Mission Statements: Brookline Local First is a network of locally- owned, independent businesses. Our mission is to build a strong local economy and vibrant community by educating residents and local government leaders about significant environment leaders about the significant environmental economic and cultural benefits of doing business with locally- owned, independent businesses. Start Date: March of 2012 How it was Jormed: In fall of 2011 Brookline resident and president of the Coolidge Corner Merchants met with Luary Hamment the founder of the Sustainable Business network and the local first. Within minutes they both created a local first group in the Image of over thirty local first chapters' across the s'b i z country. After a month, 12 of Brookline's business leader and several community leaders met together to establish Brookline Local First. Staffing:3 Board Members and 6 executive Members Programs: provides complimentary listing in online Member Directory, opportunity to be featured in or contribute to the Brookline Local First blog, provide educational opportunities and promote Brookline local first social media. Funding: Membership Fees 10 513 1 Prepared for: Town of Reading e Planning Division ' Reading, Massachusetts 01 867 Prepared by: Metropolitan Area Planning Council Boston, Massachusetts 02111 MAPC IK www.mopc.org ......................... r. 6Iy Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Table of Contents Acknowledgements ................................................................................................... ............................... Summa 4 .... . Overview ..................... - ................... - ... _ .............. _ ....... _ ... _ ... _ ............ _ .......................................... ......... ................ 4 Priority Development Areas ..... - ................... - ... _ ............ ......................................................... ..............................4 Readings Economic Development Vision.. ........ _ ....................... _ ............ _ .............................. - ... _ ................. _ ... 4 How this Plan is Organized ............................................................................._.......................... ........._............._...._.5 Summary of Findings and Recommendations ..................... _ ............................... _ ... _ ......................... _ ........ _ ... _ ..... 6 Action Plan Strategies ........................................................... ................A ........... ..............................7 Action Plan Development Process ..................................... .............................8 Historic and Planning Context ................................ ........................ ............................... 11 A Brief History ......................._...................-..._............ .........._............_...._...... .................._............ 11 Planning Efforts and Policies Advancing Economic Development .......... ............_..._........_..... 11 Policies and Guidelines._ ............................._...-................................._.:_......................._....:. ................. _ ... _......... 12 Current Conditions ................................................................................................. ............................... 13 Cultural Assets ..............................................................................._..._............ ............................... i' ..._ . 13 Environmental Assets ................................................................_.._-............... .._._.........................' 13 Transportation Assets ..... . .......................................................... ...._. ............ _. ............................... .. ....- ............... 14 Reading's Workforce ...... . ..................................................... _ ....... .....w......._ ...................................... _ ........ _ ... _.... 14 Population ..........................................................................................__............................-. .................._............ 14 Income._ ................... - ... _ ............................... Ir................. ... ............ ... .................................. ............................... 15 Educational Attainment .........................._.... ".�....._. ............. .... �A Wages ................... .._....- ....................... 15 16 ..................................... ..........................._._l ..................._ Market Potential ............ _. 16 Reading's Retail Market......................................... _ ........... ._ .......... ....._......................................................... 16 Retail Inventory ...................................................... _.._ ...... _._.............................................................................. 16 RetailOpportunity Gap Arolysis........................... _ ... . .......... . .......................................... _ ... - ......................... 17 Potential Supportable Retail Square Footage ..... __ ...................... _ ............................................ _.................. 17 Retail Worker Potential ..................... _ .................. .... 18 Reading's Office Market ........ . .......... _.................0...... :.. 18 Office Market Profile ......... ._....... _.._....- ............... ..._......................_........._....... ..........._...- ............... 18 Space Trends......._ ...................................__......_ %........ ... .......................... _ ... _ ... - ............................ _.......... 18 Employment Projections - ............ __._ ..................................................... _ ................. _ ......... _............................. 19 Office Development Potential ......... _ ... _ ......................................................... _ ... - ........................ _ ... ............... 19 Retail and Office Market Potential: Growth Opportunities .............. _ ................... _ ... _ ......... _.._ ........ _....... 20 Reading's Residential Market .... - .................................................... _ ....................... _ ... _ ... - .... _ ........ _ ... _ ... . ... _...... 20 Household Composition...._..._............................................. . ...................... _ ................... _ ... _ ... _ ................... ..... 21 School Enrollment ............... __ ................................................................... _ ... _....................................................... 21 Housing Stock: .................. _.._ .................................................................. - ... - .............. _ ... _ ......... _....................... 21 Unit Characteristics....._..__ ............... - ........................................ _ ................. - ... _ ............................ _.................. 21 Sales Trends ................ _ ........ _ .............................................................. _ .... _..._............................................. 22 Household Projections ................. - ............... . .............................................. _ ........ _ ... _ ................... _.................... 22 Residential Market Potential: Growth Opportunities ................................................... _ ... _ ... _............................. 23 Priority Development Areas (PDAs) in Reading ..:.................... ....................•.......... .................0......'••••25 Development Potential In PDAs in Reading ............................................... _ ................... - ... -................................. 25 Urban Design Preferences ........................................................................................_............... ...._.......................... 26 PDA #3 Urban Design Exercise: Visualizing Redevelopment Potential ................... .............................31 Introduction ............................... _ ... _ .............................................................................................. _ ... _ ... _ ....... _..... 31 Urban Design Process ....................... _ ... _ ... _ ................... _ ............................................ _ ... . ... _ ... _ ............ _ ....... _ 32 Urban Design Framework ................................................................................................... _..._........_................. 33 Conceptual Design...................... _ ... _ ... _ ... _ ... _ ......... _ ... _ ............ _ .................................. _ ............................... 34 Page 1 of 53 `!/ J f Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Proposed Circulation .............................................................................:_............................... ............................... 36 Refined Design ................................................................................................. ............................... .................0...........38 Zoning Regulations and Parking Requirements Applicable to Priority Development Areas .............._........43 Economic Development Vision and Action Plan ...................................................... .............................46 Economic Development Vision ............................._..................._......._..._..._......._..._............... ............................... 46 Next Steps: Partners for Action Plan Implememation_..._ ..... . ......... _ .... ..__........ .... _ ........ .. . ............ 0 .......... _ .... 51 . . Public - Private Economic Partnership .......... . .... _ ............ .. .................................. . ............ ......4 ............. _ ....... 52 Tables and Figures Figure 1: Priority Development Areas in Reading ...................... _ ............ A ....... ..... ......................... 5 Table 1: Redevelopment Potential ............................................. _................._... _ ................. __._ ........ 7 Table 2: Overview of Action Plan Strategies and Actions ._ ................... ... ..................................... 7 Figure 2: Action Planning Project Elements ................... _..._......... .................................. � ..................................... 9 Table3: Public Participation Schedule ........ _ ....................... _ ............ _....... ........................... __. ................................ 9 Table 4: Development Scenarios Modeling Esti mates ............... .._..... ..............................: ....... Table5: Urban Design Preferences ......................................... _................. .........- w.................... .. 26 27 28 Figure 3: PDA #1 Parcel Characteristics .................. _ ............ _ ... _ ............... .....�.w...................... . Figure 4: PDA #2 Parcel Characteristics...._ ............................... ............. ...._........................_. ......... 29 Figure 5: PDA #3 Parcel Characteristics, ..................................._.......................... ..................._.........30 Figure 6: Aerial of PDA #3 New Crossing Road Redevelopmnd Ash Street Parcels ................. Nfowp 31 Figure 7: Images of Current Conditions in PDAA*3 ....................................... ............._ ... _............. 33 Figure 8: PDA #3 existing building footprints; proposed buil........._.. ._..._..._....._ ............... 34 Figure 9: PDA #3 existing land use mix; proposed land use .. .............. ............................... 34 Figure 10: PDA #3 existing impervious surface; proposed parking _..»__ .......................... ............................... 35 Figure 11: Potential permeable features to reduce Impervious surface and manage water resources....... 35 Figure 12: PDA #3 proposed circulation ........................... _ ... _ ............................................................... _................. 36 Figure 13: PDA #3 proposed open space ................... _ ... _ ........................................................... _.......................... 37 Figure 14: PDA #3 proposed site plan .......................... _........................................................... ............................... 38 Figure 15: PDA #3 birds eye view perspective of proposed site plan; additional mossings ....... ._ ........ _.... 39 Figure 16: 78 Holten Street, Danvers — Photo and Elevation Graphic ........ _ ....................... ............................... 40 Figure 17: Rendering of PDA #3 depicting the proposed plaza and commercial buildings ._ ....................... 40 Figure 18: PDA #4 Parcel Characteristics .................. _ ............... _ ... _ ................................................. _ ... _................ 42 Table 6. Zoning Applicable to Priority Development Areas (PDAs) In Reading as of November 2015....._43 Table 7: Parking Requirements as of November 2015 ........................................................... .........................._.... 45 Action lot n Matrix ...................... _ ............................. _ .................................................................................................. 46 Table 8i %M&g Strategic E000gTic Action Plan Matrix..._ ................................................... ............................... 47 Appendices are Page 2 of 53 S6 /b Reading Economic Development Action Plan, 2016.2022 December 1, 2015 Acknowledgements The Reading Economic Development Action Plan identifies economic development and market opportunities for the Town of Reading, Massachusetts in the areas of retail, office, and housing. Many thanks to the Town of Reading, members of the Economic Development Committee, and members of the public who provided their feedback in public meetings associated with the development of this Plan. This project was made possible with funds from the Town of Reading, from the District Local Technical Assistance (DLTA) Program, and from the Commonwealth of Massachusetts Priority Development Fund (PDF). The Metropolitan Area Planning Council wishes to express our thanks to the Governor and the members of the Legislature for their support and funding of the DLTA and PDF programs. This Action Plan was produced through technical assistance provided by MAPC. MAPC Prolect Team Jennifer Erickson, Regional Planner 11 and Equity Specialist — Project Manager Matthew Smith, Senior Economic Development Planner Amanda Chisholm AICP, Regional Planner II Chris Kwchel, Regional Planner 11 and Transportation Specialist Karim Mllchman, Regional Planner I and Hou eciallst ` Andrei Poladi, Administrative Intern Emma Sdhnur, Land Use Intern Eliza Wallace, CIS Analyst Lydia Osborne, Communications Intern Metropolitan Area Planning Council Officers President Lynn Duncan, City of Salem Vice President Keith Bergman, Town of Littleton Secretary Shirrondo Almeida, Massachusetts Association of Community Development Corporations Treasurer Taber Keally, Town of Milton Thank you for the assistance and leadership of the following individuals Town of Reading Robert LeLacheur, Jr., Town Manager Jean Dellos, Assistant Town Manager Jessie Wilson, Community Development Director Economic Development Action Planning Project Advisory Committee Selectman John Halsey Selecman Kevin Sexton Karl Weld, member, Economic Development Committee Meghan Young- Tafoya, member, Economic Development Committee Jack Russell, member, Economic Development Committee Lisa Egan, Executive Director, Reading -North Reading Chamber of Commerce Cover Credi so Town of Reading; MAPC Page 3 of 53 A 17 Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Summary Overview The Town of Reading Economic Development Action Plan establishes a long term vision for growth and development that balances and respects the primarily residential character of Reading with appropriate development that complements the community. This Action Plan articulates an economic development vision for the town and Identifies six Implementation strategies and related actions that aim to maximize the redevelopment potential of four priority development areas in Reading. Phased implementation of this Aston Plan over a seven -year period between 2016 and 2022 will help the Town attract development interest, businesses, and residents needed to maintain a vibrancy and mix of uses that will contribute to a viable and diverse commercial and residential tax base. Reading's Economic Development Vision Reading is a vibrant suburban town where businesses can thrive and different generations can meet, connect, and build community. Reading's assets include quality schools, a walkable downtown, bike lanes, transit options including Commuter Rail service and access to major roads, and a lively downtown with retail shops and restaurants. Reading is committed to strengthening existing businesses, attracting new ones, and expanding the resident base that is needed to support a growing local economy. Reading and community partners will work together to implement this Action Plan of policy changes, infrastructure investments, and programmatic activities that aims to place the Town on firm financial footing for generations and maximize quality of life for current and future generations of people who choose Reading as a place to live, work, study, and play. Priority Development Areas The Town of Reading has identified four regionally- significant Priority Development Areas (PDAs). The process to Identify these four priority development areas is described in Appendix F. Redevelopment in these PDAs will help meet projected regional demands for housing, commercial, and industrial uses; strengthen existing places by improving the mix of development types in areas where development already exists; are sited in areas defined as having major growth potential; and are sited near existing transportation resources including public transit, bike, and troil facilities, thus contributing to the creation of more walkable communities. • PDA #1 - Downtown Reading Proposed Expansion Area. PDA #1 is a nine -acre area consisting of 46 parcels and is adjacent to the Town's current 40R Smart Growth Overlay District, hereafter ' Reading Is one of eight municipalities in the North Suburban Planning Council (NSPC) subregion that participated in the Noah Suburban Planning Council Subregional Priority Mapping Proles, a 1.5 -year initiative that implemented a robust community engagement process to Identify and map locally and regionally significant priorities for development, preservation, and Infrastructure investments in the subregion. The project resulted in the Identification of regionally significant planning priorities in the NSPC subregion: Priority Development Areas (PDAS), Priority Preservation Areas (PPAs), Significant Transportation Investments (STIS), and Significant Infrastructure Investments (Slls). Page 4 of 53 L I p Figure Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 referred to as the Downtown Smart Growth District (DSGD). The Town would like to expand the 40R zoning to include these parcels. PDA #2 —South Main Street. PDA #2 is a 26 -acre area consisting of 82 parcels located south of the downtown on South Main Street. The Town wishes to enable mixed use In this area to allow for more retail and residential development and to facilitate streescape and road reconfigurations that will enhance the street for pedestrians and bicyclists. PDA #3 — New Crossing Road Redevelopment District and Ash Street Parcels. PDA #3 consists of the five -acre New Crossing Road Redevelopment District, which consists of four parcels and includes vacant lots, derelict buildings, sites with industrial uses, and parcels on Ash Street. PDA #4,. 1 General Way. PDA #4 is one large 20 -acre parcel with gWix of single -story commercial uses and ample parking. The Town Is interested in faciltt more vibrant mix of uses and structures of different densities in this area. How this Plan is Organized Historic and Planning Context: The first section of this Plan provides a brief overview of Reading's early history and assets and relevant findings from planning efforts and studies the Town has undertaken over the lost decade. Current Conditions: The second section of this Plan reviews existing conditions, including population demographia; housing stock, needs, and demand; the local economy in terms of industries and employment; current land use and zoning applicable to the priority development areas; and the market potential for additional retail, office, and residential development in Reading (see Appendix A for Retail and Office Market Analysis and Appendix B for the Residential Market Analysis). Page 5 of 53 /1 Ip Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Priority Development Areas in Reading: The third section of this Plan reviews existing conditions and development potential of each priority development area (PDA). The section for PDA #3 also Includes conceptual urban design work illustrating the redevelopment potential in this PDA. Vision and Action Plan Matrix; The fourth section of this Plan articulates on economic development vision for the town and six implementation strategies and related actions that aim to maximize the redevelopment potential of four priority development areas in Reading. Summary of Findings and Recommendations MAPC conducted a retail market analysis, an office market analysis, and a r lal market analysis to develop an understanding of the potential for the four PDAs in Reading to A modate and attract more mmmerciul and residential development. The following table summarizes the market potential each PDA is best suited to accommodate based on an assessment of market analysis findings, existing conditions, current land uses, and infrastructure assets. It is important to note that market analyses alone are not a predictor of the success of future developments by type; they only estimate the market opporhmitylpotential for redevelopment to fill regional market gaps in commercial or residential. The ability to capture the market potential identified depends on the implementation of the strategies and actions in the Action Plan. Residential market potential: The housing market - for sale and rental — is strong in Reading. Demand for for -sale single - family and multifamily condomfMen units is robust, and now exceeds pre - recession levels both in number of sales and median unit prices. Given the expensive houslitiWarket, more affordable options are needed, and when they came to market, they go fast. This is true of rental units, particularly given the lack of new inventory in town. A capture rats jiligial demand for the study areas was calculated as follows: 75% of multifamily units would be capturi7R: the study areas, and 20% of single- family potential (in alternatives to single family like townhomes). This would result in a total of —300 new multifamily units, and —110 single - family (alternatives). � 1 � 1 �1�1 1 ielelele ii■■ 1 Retail market potential: When looking at market potential within the secondary trade area, MAPC uses a lower 5% capture rate. Using this methodology, the market within a ten minute drive time of the study area could likely support up to 6 total establishments with the best opportunities being a grocery specialty food stare, health & personal care stores (pharmacy, beauty supply, cosmetics, sunglass stores, health supplement stores, vitamin or nutrition stores), used merd:andlse, and a limited service eating establishment. The majority of the retail opportunities supported by the primary trade area would be most appropriate for a downtown setting. The market within the secondary trade area could support additional opportunities including up to 9 restaurants2. Attracting additional restaurants particularly to the downtown area is a major opportunity for Reading. 0 10 91 oft 0 r t Although to retail gap analysis uses a conservative capture rate, this opportunity may be slightly lower because the retail surplus /leakage data does tat yet take Imo amount the recent opening of many restaurants at Market Street m kynnfleld, which is located at me edge of the Primary Trade Area. Page 6 of 53 '_�I° Zo Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Table 1: Redevelopment Potential PDA Redevelopment Potential by PDA PDA #1 — Downtown Multi- family and mixed -use redevelopment potential. Sire 1 -B would best suited 40R Potential for multi- family; site 1 -A would be best suited to multi - family infill or mixed use Expansion: along major corridors. Retail Industries that could potentially be supported by mixed use development in the Commuter Rail station area. the primary market are health & personal care, specialty grocery, and used Facilitate more compact, mixed -use development in PDAs #2, #3 and #4. merchandise. The market could also support a substantial amount of new Develop and Implement a comprehensive parking strategy. restaurants that could help to make Reading a dining destination with the otential to draw in a more regional customer base. PDA #2 —South Main Northernmost areas of the corridor hold the greo ndal for multifamily Street: residential and mixed -use development, with a percentage of rental units. PDA #3 — New Residential & office uses could work well hoWiffRWc ll amount of retail in Crossing Road the more visible area of the site to serve the'residenn, taint workers. Limited Redevelopment potential for retail as part of a mixed -use development, as the retail District and Ash Street components would lack visibility to attract a larger customer base without Parcels: significant redevelopment to improve circulation,, Office space d likely be a better fit — particularly spaces targeting creatNe industries am d to former industrial areas or light Industrial uses such as shared commercial kitchens ace. PDA #4 — 1 General Within the context of the current market the town may be able to support Way: 15,000- 30,000 square feet at this site, potentially even through a renovation of the existing spools. Because this is a large parcel, this relatively modest amount of office space could be integrated with other uses such as residential and existing retail. Multifamily owner and rental units and single - family alternatives (e.g. town homes) on areas of the parcel closest to downtown may be feasible, and attractive if developed as part of a larger mixed -use compleir Should the Town prefer a mix of retail and new office uses here, it could work with the property owner to identify an anchor office tenant Interested in a build to suit property. Action Plan Strategies NO Action Plan strategies focus on facilitating redevelopment activity through policy changes, Infrastructure investments, branding and marketing, and public- private partnerships. The Plan recommends a phased opprodith that concentrates on attract growing industry sectors Identified in the retail and office market analyses as holding the greatest potential for growth and in the areas identified as most suitable to accommodate different development types. A summary of Action Plan strategies and actions is provided below. Table 2: Overview of Action Plan Strategies and Actions Strategies and Actions #1 STRATEGY: Adopt local policies and practices that will facilitate compact development and mixed use in the transit- accessible PDAs. Expand the Downtown Simon Growth District (DSGD) to PDAs #1 A and #I B to continue fostering 1 A mixed use development in the Commuter Rail station area. 1 B Facilitate more compact, mixed -use development in PDAs #2, #3 and #4. IC Develop and Implement a comprehensive parking strategy. Page 7 of 53 �/ 24 Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Strategies and Actions STRATEGY: Enhance walkability and connectivity within and between the priority #2 redevelopment areas. Make Infrastructure Investments that will create a safe and welcoming pedestrian environment 2A between the PDAs and between the PDAs and the Commuter Rail station. Prioritize Improving connections around PDA 43 — New Crossing Road Redevelopment District and 2B Ash Street parcels —to enhance the area's accessibility from PDA #2 and walkability to and from the Commuter Rail station. STRATEGY: Brand and market priority development areas to attract interest from the #3 developers, commercial establishments, and potential customers. Convene a working group of stakeholders in and around downtown Wing that can develop a 3A brand Identity for 2riority development areas in Reading . AL 36 Establish an online presence to market and promote Downtown. di 3C Consolidate economic development resources In a new section o the To eadin website. 3; Hold networking events for existing and prospective downtown Reading bus wners. 3E Maintain a database of prospective retail and office tenants. 3F Implement a phased approach to marketing redevelopment in PDAs. #4 STRATEGY: Support existing local businesses. Work with the existing local business group to plan activities and events that will help to support 4A the local business community. Connect local business owners with programs that can help them to strengthen and expand their 4B businesses. Identify a team of individuals in the Town of Reading who can champion economic development 4C and serve as liaisons to the small business community. STRATEGY: Promote public /private partnerships and collaboration to maximize redwelopment #S potential. Consider public private partnerships with developers to help address gaps in financing 5A redevelopment projects. Engage with local and regional entities and groups with access to businesses, developers, and SB investors to market redevelo ment potential in Reading. SC Facilitate redevelopment opportunitles that require parcel consolidation with multiple owners. STRATEGY: Build community and activate the public realm in Downtown Reading through #6 cultural economic development and placemaking initiatives. 6A Implement public space activities, programs, and evems that can facilitate creative placemaking. 6B Promote Reading as a creative community. 6C Program engaging activities that transform main streets within and between the PDAs. Action Plan Development Process This Action Plan is informed by six elements of work and developed with feedback provided by residents, business owners, property owners, and others through several public meetings and during a public comment period for the Plan draft. The feedback from the public meetings directly informed the development and refinement of the Action Plan strategies and actions. Please see appendices C, D, and E for summaries of public feedback provided at each public meeting. Page 8 of 53 _/ Reading Economic Development Action Plan, 2016-2022 Figure 2: Action Planning Project Elements Table 3: Public Participation Schedule December 1, 2015 Activity Summary A nine - member Advisory Committee met quarterly to provide input at key Project Advisory points during the project between September 2014 and June 2015 Committee Committee members reviewed and provided early feedback on the project scrape of work; the retail, office, and residential market analyses; and the conceptual urban design work for one priority development area. Each public meeting was promoted through the following activities: press releases disseminated through the Town of Reading and MAPC; direct mailings to abutters of the New Crossing Road and Ash Street parcels Press Publicity, priority development area; Mailings, and bi- weekly email blasts to the Town Manager's mailing list; Television Coverage posts to Facebook groups via our Advisory Committee; coverage by Reading Community Television (RCN); and articles in the Reading Advocate, the Reading Patch, and the Daily Times Chronicle news outlets. Over 60 people attended; e Presentation of the Economic Development Action Plan and the development Public Meeting #1 — potential of four PDAs; April 1, 2015 • Conducted visual preference survey utilizing keypad polling; feedback directly informed subsequent modeling of redevelopment potential and conceptual urban design work illustrating redevelopment potential in one PDA. Page 9 of 53 SL 2-3 Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Activity Summary • Over 50 people offended; • Introductory presentation, followed by "world -cofe" style discussion stations where participants engaged with facilitators at stations and could travel freely throughout the evening. Public Meeting #2— • Participants learned about the different elements feeding into the June 3, 2015 development of the Action Plan: • the retail, office, and residential market analyses; • conceptual urban design work of redevelopment potential; • transportation connectivity; and • development scenarios modeling estt f redevelopment potential. • Approximately 60 people attended; • Open House format, where attendees col d circuf 'around six stations to Public Meeting #3 — speak with MAPC or Reading staff about proposed Action Plan goals and October 7, 2015 strategies, provide feedback on the conceptual urban work illustrating development potential in one priority develop rea (PDA), and provide feedback on the draft Econamittevelopment Action Plan Draft Public Comment Period, November Content forthcoming — after the comment period is complete. 17 — December 1, 2015 J Page 10 OF 53 �l Zy Reading Economic Development Action Plan, 2016 -2022 December 1. 2015 Historic and Planning Context A Brief History Reading was incorporated as a town on June 10th, 1644. The area that is currently the Town of Reading was known as both Wood End and Third Parrish during its early years. The oldest remaining structure in Town is the Parker Tavern, built in 1694 and now operated by the Reading Antiquarian Society. A town meeting voted to fund public education in 1693, and Reading's first public library was created in 1868. The small community played active roles in both the Revolutionary and Civil W Prior to the 1800s, the Town evolved from a series of Isolated, subsidence farms to a specialized fa community located around a town center. Reading became a manufacturing town during the first half of the 1 industry was able to Prosper as a result of the construction of the Andover- Medford Turnpike, curre to 28, which improved access to Boston. Among the major businesses in Town were Daniel Daniel P factory, Samuel Pierces organ pipe factory, and Sylvester Hamden's furniture factory. Access to Bos d the southern markets increased with the arrival of the Boston & Main Railroad to Reading in 1845. Around this time, shoe- making had expanded from a cottage Industry to larger factories, and neckties were also produced in the Town for just under a century. Several factories were forced to close during and after the Civil War, however, as the market demand from the south declined. After the Civil War, Reading became a predominately residential community, though industrial activity did eventually expand. The forerunner to General Tire & Rubber Company was locoted'off Ash Street. Ace Art, Boston Stove Foundry, and a number of other companies were created in Reading after World War I. .o In 1986, Reading adopted the Reading Home Rule Charter, which created a Town Manager position that Is responsible for the day -to -day government operations. A few elected boards and commissions are responsible for policy and decision making functions. Reading's governance structure has changed quite a bit since the town was incorporated, reflecting the changing size and needs of the community. When the Town was created in 1644, its government consisted of a Board of Selectmen and a Town Meeting. In 1944, a representative town meeting replaced the open town meeting style that had been in place for 300 years. Reading's 2005 Master Plan sums up its urban form well: "the traditional New England village structure, with a distinct center, family - oriented residential neighborhoods, few business corridors and a surrounding system of natural elements." The residential, family- centered nature of Reading Is valued strongly by the comm* and facilitating development that retains this volue is of critical importance. Planning Efforts and Policies Advancing Economic Development This Action Plan builds on a number of planning and zoning efforts that hove been undertaken In Reading over the last decade. Relevant economic and housing- related findings, recommendations, policy changes are summarized below. • Reading Master Plan (2005): This Master Plan Included a detailed chapter on economic development, which recommended the establishment of an Economic Development Commission. As a result of the Master Plan, the Town created and staffed on Economic Development Committee (EDC) that served between 2006 and June 2015. The Master Plan flagged opportunities for redevelopment and identified three priority development areas: lower Haven Street; Main Street; South Main Street; and General Way. Key recommendations from the Master Plan include: enhancing streets in the downtown core with pedestrian access and streetscope improvements; Page 11 of 53 56 � Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 placing parking behind buildings and emphasizing green infrastructure In front of building; Implementing infrastructure improvements that calm traffic; and adopting zoning that facilitates mixed use. • Downtown Reading Market Assessment & Business District Composition Analysis (2007): This study serves as an important collection of business and customer patterns in Downtown Reading. The study highlights issues facing the downtown area and Identifies opportunities for a mix of businesses and identifies tenant recruitment targets. The study suggests that the Town create a "sales package" that can help it market itself to potential businesses. • Reading Housing Production Plan (2013): The Town completed a Housing Production Plan (HPP) in 2013 that identified the need to create additional market -rate and affordable housing In the Town, specifically targeting cost burdened households and the aging population that may be looking to downsize. • Main street Corridor Study (2012): This study Identified strategies that aim to elevate Main Street in Reading, Wakefield, and Melrose, into a greener, more accessible multi -modal transit corridor. The study recommended Improvements to pedestrian and bicycle access, signage, and the advancement of environmentally friendly and efficient transportation aht,matives. • Economic Development Self - Assessment Tool (2014): The Town of Reading utilized the Economic Development Self - Assessment Tool ( EDSAT) to assess the municipolil strengths and weaknesses when it comes to sustaining and expanding economic development. The EDSAT recommended an update to the Town's economic development strategy if it intends to allow for more commercial and industrial development. • Reading Bicycle Network and Pedestrian Priority Plan (2014): This Plan Identified actions the Town could take to improve safety, health, and the environment. study concentrated on major roadways in Town and foamed on increasing pedestrian and bicyc0occess to schools trails, retail and employment centers, transit, and parks. • Reading is Ready for Your Business (year): This brochure explains the Towns proactive approach to economic development and offers a number of reasons why it is ripe for commercial investment, Including its low commercial tax rate, presence of a commuter rail station, and a multi- million dollar grant to revitalize its downtown streetscape. • Doing Business in Reading (2015): This guide far those interested in opening a business in the Town. It answers commonly asked questions about the Town's Planning Division, Building Department, and Health Department, specifically in regard to permits, plum, and licenses. The document also offers design guidelines for those that have moved beyond the application and permining process and are ready to open their business in Town. In 2015, the Town of Reading, worked with MAPC to revise the Guide, which includes streamlined permitting dtedr lists and flow charts, which aim to clarify the steps involved with opening a business in town. Policies and Guidelines Over the last decade, the T has adopted a number of zoning changes, policies, and guidelines that facilitate compact, ml evelopment. Notable policies, guidelines, and standards adopted to date that support vibrant mi 7)d uses and a quality public realm include: • Downtown Smart Growth District (40R) • Gateway Smart Growth District (40R) • South Main Street Design Best Practices • Zoning Bylaw Changes (recently amended In 2014) • Complete Streets Policy Page 12 of 53 �! S (P Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Current Conditions Reading has a number of environmental, cultural, and demographic assets that make it a prime location for development. Cultural Assets Reading boasts a number of a assets that contribute to in vibrancy as a community and attract visitors to o the the Town. In order to mitigate the demolition of older buildings in Reading's downtown, some of which were representative of the Towns manufacturing history, a Historical Commission was formed In 1978 to MM^ identify and help preserve Reading's historical assets. The Historical Commission has ^ ^ ^ ^ ^ ^^ inventoried over 270 properties in Town of historical or architectural importance. There are many opportunities for engaging with the arts in flooding. The Town Is home to the Reading Symphony Orchestra, the Reading Civic Band, and two community theater groups, the Quannopowit Players and the Colonial Chorus. Children can get involved In the musical and fine arts through instructional programs at Creative Arts for Kids. The Reading An Association, founded in 1959, supports the advancement of art in the community and the R arion Society operates the Parker Tavern, a public museum In town. The Town of Reading recently undertook a pliining effort to examine feasibility of establishing a cultural district in Downtown Reading. According to the Downtown Reading Cultural District Exploratory Study, "A cultural district is a specific, well - recognized, labeled, mixed use al of a city or town In which a high concentration of cultural facilities, assets and activities serve as an anchor to attract people." The study goes on to Identify these facilities, assets, and activities In Town that make Downtown Reading a viable location for such a district. it also explains how a cultural district could be created in Reading as it relates to zoning and boundary considerations. Case studies of other cultural districts In the region are explored to evaluate successes and commonalities. The study goes through the results of a fall 201A survey that asked residents about their interest fn a cultural district and what It should encomposs. Overall, Town residents expressed a strong interest in developing a cultural district and their objectives were for one that has more collaborative events, one that has well promoted events, and one that involves the development of a cultural arts center facility. The study ends with shoo-term/immediate suggested actions and medfum- to long -term suggested actions for developing such a district. Environmental Assets io The Town of Reading has a rich stock of environmental assets. Approximately 30% of the Town's land area Is made up of wetlands, swamps, and floodplains. Both North Cedar Swamp and South Cedar Swamp, which together span the length of the town's 4=.A eastern boundary, provide groundwater supply, flood control, and habitat for wildlife. Timberneck Swamp, Bare Meadow, and Fairbanks Marsh serve similar environmental services while also providing for passive recreation options. Walkers Brook and Bare Meadow Brook ore two headwater streams that run through Reading on their way to the Aberjona, Ipswich, Mystic, and Saugus Rivers. Encompassing over 300 acres of Reading's northern border and adjacent to the Ipswich River is the Town Forest. This area is within the floodplain of the river, allowing it to serve as a buffer from flooding. It also acts as a buffer from encroaching development and it protect the Town's well fields. This dense pine forest grew in the 1930s as abutting areas were reforested. Today, the Town Forest contains a number of wide paths that can be used for hiking, cross - country skiing, camping, environmental education, and more. Other Page 13 of 53 _2�j 2-� Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 wooded areas of Reading include Kurdtian Woods and Marlon Woods. The former consists of almost 33 acres of mature trees, vernal pools, and a bog. Provisions in the Town's land use regulations encourage the protection open space. However, budgetary constraints have prevented the additional municipal purchasing of land. While negotiating with private developers for contributions to the town's recreation facilities and open spaces has helped fill this budgetary gap, this strategy will became more difficult to Implement as the amount of buildable land decreases and land cosh increase. Transportation Assets Like other communities In the NSPC region, both traffic arugh- traff ic loads have increased in Reading. That being said, Reading is fortunate from both an automobile and public transportation standpoint. The Town is in close proximity to the 1- 93/1 -95 Interchange, a major node of the region's interstate system. Run in the north -south direction, 1 -93 offers a major entry to Boston for murmurers, ev coming from as far north as New Hampshire. Reading residents benefit from both the Haverhill commuter rail line running through dow and the Lowell line running on the west side of 1 -93. At present, the Metropolitan Bay Transit Authority (MBTA) operates 19 Boston -bound Haverhill line trains and 23 outbound trains that stop in Reading on weekdays. Six commuter trains operate in each direction to and from Boston that stop in Reading on weekends and holidays. There is an average travel time of A minutes between the Depot stop in Reading and North Station In Boston. The MBTA operates two bus routes from the Depot; one to Wakefield and the other to the MBTA's Orange line at Malden Center. The Merrimack Valley Transit Authority operates two buses a day that run from Reading Depot to Lawrence and from Reading Depot to Andover. About 6.5% of Reading's population takes public transportation to work. ' Reading's Board of Selectmen adopted a Complete Sheers policy in July of 2014. This policy has been recognized as one of the nation's best for encouraging streets that are safer for pedestrians and bicyclists, reflect the local neighborhood and its culture, and entice visitors to local restaurants and shops. Reading's Complete Streets policy tied for ' the sixth best in the country in a 2014 ranking by Smart Growth America. The document describes how the Town plans to Implement a Complete Streets policy, including revising planning documents, zoning and subdivision codes, procedures, and the like to Integrate Complete Streets principles on all Town streets, trails, and paths. Reading's Workforce Population •eeee �TV11 Reading's • • 36% of households e e • • population: 24,747 .� have school -age If f (Census 20 10) children (Census 2010) As of the 2010 U.S. Census, Reading has a population of 24,747 people. This marks a growth of 1,039 people, or 4 %, since 2000. Reading's population growth is somewhat greater than the MAPC region, at 3.1 %, and the NSPC subregion, at 2.8 %. When looking at household projections by age of householder, Reading saw its population of 25 to 34 year olds decline 9% between 2000 and 2010 according to the U.S. Census. This was a greater decline Page 14 of 53 �� -ry Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 than for the entire MAPC region, at -6 9/o, but quite less of a decline as for the rest of the NSPC subregion, at .16 0/6. The 9% growth in 35 to 65 years olds aligns with both the region's and the subregion's growths at 7% and 8 %, respectively. Out of the 9,305 households in Reading, 360/6 have children under 18. Of these households, 86% are married couples. This proportion is much greater than in the whole MAPC region where 71 % of households with children are married couples. Reading's population is increasing and growing older. Based on MAPC's Stronger Region projections, the town could see a 100/6 population Increase between 2010 and 2030. In particular, the senior population (over 66) is projected to increase by nearly 75 %, or over 2,500 residents. Meanwhile, younger adult populations (20 -54) are projected to grow minimally, and the number of school aged children is projected to decrease by nearly 10 %. Significantly, households will grow by a higher percentage than population. These projected changes will likely have a significant impact on the type of housing units needed in Reading. Many senior and Millennial households prefer smaller housing units, . often multifamily layouts In or close to amenity rich, walkable environments with alternatives to auto transport including transit, bicycle, and pedestrian modes. While both the MAPC region and the NSPC subregion saw their percentage's of White, n spanic residents decline between 2000 and 2010, Readings percentage grew by 1 %. Approximately 92% of Reading is White, 1 % is Black or African- Amerimn, 4% is Asian, 219 is Hispanic, and 1 % is Two or More Races. Income �Y Average family household income in Reading is significantly higher than the median icoe of households fit in Massachusetts (ACS estimates) Incomes in Reading are significantly higher than those in all of Middlesex County. At $102,000, (ACS 2008 -2012 estimates) incomes are more than 25% higher. Family households also earn significantly more. ACS 2009 -2013 5 -year estimates indicate that income has risen even higher to $105,459 per year; this Is more than 1.5 times the mediae household income of Massachusetts at $66,866 per year. Thus, households have significant resources for housing, which is reflected in housing prices and rental rates. Educational Attainment AL Readings percentage of residents with some college education is higher than that of most municipalities in the NSPC subregion (ACS estimates) Often associated with high income is a high level of educational attainment. After Winchester, Reading has the highest level of educational attainment within the NSPC subregion. While 45% of the population in the NSPC subregion has earned a Bachelor's degree or higher, 55% of Reading residents have some college education (ACS 2009 -2013 5 -Year estimates.) Page 15 of 53 S6 2-9 Reading Economic Development Action Plan, 2016 -2022 December 7, 2015 Wages �AA Wage growth in Reading over o recent five -your period are on par with the county and state Between 2008 and 2013, the wage growth in Reading was positive and has b n on par with Middlesex County and the state. The Information Industry in Reading is, however, an om faith 79% growth in average weekly wages — because there ore such a small number of Infornclifdif`lobs, this change is likely due to one or two companies that came to Reading and offered higher wages. Wages in professional and technical services in Reading cominued to decline between 2008 and 2013 as they did between 2001 and 2008. Administrative and Waste Services also saw a significant drop in wages at around a 25% decline. Many individual office -based industries did see wage growth however including Finance and Insurance, Real Estate and Rental and Leasing, and Health Care and Social Assistance. Market Potential In order to develop an understanding of the potential for the four PDAs in Reading to accommodate and attract more commercial and residential development, MAPC conducted a retail market analysis, an office market analysis, and a residential market ancill"Is. The next two sections review key findings and recommendations from the office, retail, and residential market analyses as they pertain to each PDA. It is important to note that market analyses alone are not a predictor of the success of future developments by type; they only estimate the market opportunitylpotential for redevelopment to fill regional market gaps in commercial or residential. These estimates of potential are based on available information about current residents and businesses in Reading, the regional trade area of which Reading is a part of, and available population and household projections. The ability to capture the market potential identified in the next few sections depends on the implementation of the Action Plan. Reading's Retail Market In order to assess the current retail environment in Reading, MAPC conducted a retail inventory to understand what is curromly in the downtown area (where the vast majority of retail in Reading is currently located). This section summarizes key findings and recommendations from the full retail market analysis (see Appendix A). Retail Inventory There are approximat 153 establishments in the downtown area, Including both retail and professional offices. Reading currently only has one retail vacancy in the downtown area — a former Wolgreens on Hamden Street. Reading has a low percentage of retail (shoppers and convenience goods) when compared with o typical downtown mix. Conversely, downtown Reading has a high amount of professional services. This trend is actually fairly common in downtowns of similar communities throughout the region and is often the result of larger big box retail stores and online retail sales drawing sales away from more traditional downtowns. Affected downtown retail establishments went out of business and professional offices came in to fill the newly available space. Page 16 of 53 Sb 3 a Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 LITM •. MAPC staff analyzed ESRI Business Analyst data within the defined trade areas in order to conduct a retail gap analysis. A retail opportunity or gap analysis looks at the overall demand for retail goods and services within a designated trade area based on the spending potemial of the households (demand), and the actual sales for those goods and services within the market area (supply). The difference between the demand and supply Is called the retail "gap." If the demand exceeds the supply, there is "leakage," meaning that residents must travel outside the area to purchase those goods. In such cases, there is an opportunity to capture some of this spending within the market area to support new retail investment. When there is greater supply than demand, there is a "surplus," meaning consu ers from outride the market area are coming In to purchase these goods and services. In such cos re is limited or no opportunity for additional retail development. Thus, the retail gap analyst des a snapshot of potential opportunities for retailers to locate within an area. Findings indicate that the local trade area presents limited opport ity>7or do and mixed -use oriented retail. However, when considering the primary trade d seconder areas, there are opportunities for additional retail establishments, espedally ants. (ESRI Bus lre st Data) Potential Supportable Retail Square Footage MAPC staff uses a conservative capture rate to analyze the retail gap and understand the potential for additional establishments. This capture rate acknowledges that any single retail district will never be able to re- capture the full amount of retail Ieakagtt Competition from regional shopping areas such as Market Street In Lynnfield and Route 281n Stoneham, as well as other local districts std online shopping will always draw business away from the study area. Whe^'the dr potential with in the primary trade area, MAPC uses a 10% capture rate. When looking at market potential wRhin the secon C uses a lower 5% capture rate. Using this methodology, the market within a ten minute drive time of the study area could likely support up to 6 total establishments with the best opportunities being a grocery /specialty food store, health & personal care stores (pharmacy, beauty supply, cosmetics, stingless stores, health supplement stores, vitamin, or nutrition stores), used merchandise, and a limited service erring establishment. The majority of the retail opportunities supported: Ade area would be most appropriate for a downtn ow setting. ' The ma�ry-'��' in The trade uld support additional opportunities including up to 9 restaul�mk°. Attracting additional restaurants particularly to the downtown area is a major opportunity for Reading. Downtown Reading already has lust over 20 restaurants in close proximity that offer a diversity of food types. This restaurant presence could be further enhanced as restaurants in particular often draw a regional customer base and tend to do better when located near one another. They can be marketed collectively as a dining destination and patrons travelling to the area know that they will have several dining options. Multiple restaurants also increase the visibility and convenience of a location. At this time there is not a significant market opportunity within the secondary trade area to support a full new arts - related retail establishment. However if the town implements a cultural district downtown this could potentially bolster the market if more people are willing to travel to the area to visit unique arts - related retail establishments. Although the retail gap analysis uses a conservative capture rare, Mb Opportunity may be slightly lower because Me recall surplus /leakage data does not yet take Into account the recent opening of many restaurants of Market Street at Lynnfield (ilo. Dario's, NGaKyu, Legal C Bar, Wagam ima, Yard House, Panera Broad, Temazcal, etch whldi is located at the edge of roe Primary Trade Area. Page 17 of 53 � 3 1 Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Retail Worker Pote t' I Because there are a number of professional services that exist within downtown Reading, there is already a local base of workers who are also customers of stores and restaurants. In addition, there are close to 88,000 people employed within a ten minute drive time (ESRI). There is therefore potential to capture business from these nearby employees as well. Office workers can spend a significant amount of money an food and convenience items throughout the week. A successful marketing campaign could help to drive additional business from the surrounding population of workers in addition to the residents that are living within the trade area. Reading's Office Market n In order to determine the potential demand for office in Reading, MAPC staff analyzed existing office inventory, economic trends in Reading, and regional trends in the office market. This section summarizes key findings and recommendations from the full office market analysis (see Appendix A). Office Market Profile According to Assessor's data, the Town of Reading has approximately 610,000 square feet of office space. The majority of office space in Reading is located within the study area or in close proximity to it, either in the downtown, on South Main Street, nor at Walkers Brook Drive. More specifically within our study area, the Downtown 40R expansion has approximately 3,824 square feet of office4. South Main Street has around 127,690 square feet of office. New Crossing Road and One General Way have no office uses at this time. Through the recent EDSAT process, it was determined however that very little of this office space is currently vacant or available for new tenants. Commercial brokers also cited that the lack of available office space was a chadengo for the town. MAPC staff analyzed data on the largest employers (Le., employing 100+ people) to determine which Industries are the most represented amongst this group. The majority of these employers are either large retail establishments (Stop -n -Shop, Market Basket, Home Depot) or educational Institutions (Reading Memorial High School, Austin Preparatory School). Only two of the largest employers are traditional office space users (Massachusetts Bay Constables, East Middlesex Industries). Soace Trends V MAPC staff looked broadly at the Boston regional office market to identify the role of Reading within the larger market. Overall the office market in the Boston region is doing very well with net absorption at multi -year highs through the third quarter of 2014. Vacancies are near the ten -year low and asking rents are also at an all -time highs. Reading is part of the Jones Lang LaSalle Boston North submarket.6 When analyzing the suburban markets in Boston it is clear that the 128/Moss Pike market Is particularly strong, although the Boston North market is doing well and Improving. Positive indicators in the Boston North market are that the vacancy rate is down 2.1 points year over year and below the historic average (17.2 %). Boston North has also seen greater year over year rent growth and a greater percentage of absorption than the overall suburban market. 4 This PDA is adlacem to the current 40R district in Reading which has a much mom significant amount of ofilm space. 6 Jones Lang WSolla 6 Includes Me communities of Arlington, Beverly, Chelsea, Danvers, Everest, Lynn, Lynnfleld, Malden, Marblehead, Medford, Melrose, Nahant, North Reading, Peabody, Reading, Revere, Salem, Saugus, Somerville, Stoneham, Swampscon, Wakefield, Wilmington, Winchester, and Wobum Page 18 of 53 S/ 3 Reading Economic Development Action Plan, 2016 -2022 December 1. 2075 Compared with the 128 /Mass Pike Market however, the vacancy rate in Boston North is still much higher. The discrepancy between the two markets becomes more significant when looking at the vacancy rate for Class A office space (7.1 % in 128 /Mass Pike and 14.7116 in Boston North). Boston North also has a lower percentage of Class A office space available when compared with the 128 Mass Pike and overall suburban market. Asking term in 128 /Mass Pike are also much higher at about $28.99 per square foot. This compares with $20.43 per square foot in Boston North. 1LL does indicate that the leverage in the North market is shifting from a market that favors tenants to one that favors landlords which speaks to the growing competitiveness of the market. Once again, if Reading is able to strategically attract office tenants, the town stands to benefit from the growing office market in the Boston North subregion. Employment Projections Analyzing job projections at a more regional level demonstrates what industries are growing in and around the Town of Reading and where there may be some potential for Reading to capture some of this growth in their office market. The Massachusetts Deportment of Labor and Workforce Development projects job growth between 2010 and 2020 (+14.7% or 31,399 jobs for traditional office oriented industries) for the Metro North Workforce Investment Area (WIA). This ores includes ArIf ton, Belmont, Burlington, Cambridge, Chelsea, Everett, Malden, Medford, North Reading, Reading, R Somerville, Stoneham, Wakefield, Watertown, Wilmington, Winchester, Winthrop, and Woburn. It is projected that slightly more than 16,000 office- oriented jobs will be added within the WIA. Businesses will require office space to house their workers and it is likely that more will be needed than is currently available. However there are a number of m*c competitors within the MetroNorth WIA including Cambridge, Burlington, and Woburn. These municipalities already have strong commercial bases and a large number of office -based Industries. As these markets became saturatewpowever, office -based industries will look to other municipalities. This may present an opportunity, but Reading will need to Implement effective business attraction strategies in order to capture a portion of this job growth. Office Development Potential At this point in time, Reading has the potential to support some small office space downtown or along South Main Street (PDA 1 8 PDA 2). In the downtown it will be important to balance office development with retail, restaurants, and residential. There Is also some potential to work with property owners of larger parcels (such as the One General Way parcel within our study area) in order to develop new office space (likely 15,000- 30,000 square feet). The regional market supports a large office tenant, but there is a significant amount of competition from nearby municipalities. 4r As noted above, the Boston North sub - market continues to improve and the sub - market is likely to see more Interested office tenants as market pressures in surrounding areas grow. There is significant job growth projected within the MetroNorth WIA and Reading has seen job growth in office -based industries over the past ten years. The limited amount of office space currently on the market or slated to come onto the market in Reading suggests that if the town is interested in increasing office space and workers in the town, build to suit options may hold the greatest potential. Build to suit refers to a way of leasing commercial property through which the developer builds to the specifications of a tenant and would be ideal for attracting a larger office tenant. This strategy offers many advantages including a guaranteed tenant and a higher chance of project financing. The town can focus on attracting one or two key tenoms within an industry that has a competitive advantage in the town. Based on historical job growth in Reading, the health care and social assistance Industry may be an Important opportunity to pursue. Page 19 of 53 S03 33 Reading Economic Development Action Plan, 2016 -2022 December 1. 2015 Retail and Office Market Potential: Growth Opportunities PDA #1, Downtown 40R Proposed Expansion: The proposed downtown 40R expansion holds potential for additional retail on Main Street although the focus should be to first fill vacancies on Main Street just outside this PDA in the existing 40R district. The Walgreens space should be prioritized. Retail Industries that could potentially be supported by the primary market are health & personal care, specialty grocery, and used merchandise. The market could also support a substantial amount of new restaurants that could help to make Reading a dining destination with the potential to draw in a more regional customer base. Smaller office spaces downtown are in demand and additional space could be added an the second and third floors of mixed -use buildings. It is important to balance small office use de elopment in the downtown with retail, residential and restaurants in order to ensure a good balance of is Is consbtent with the recommendation of the priority mapping project to build mixed use irdill i reo (see Appendix B, Residential Market Analysis for more Information.). PDA #2, South Main Street. The NSPC priority mapping project ick i0 ed mul fly as the most appropriate use for this PDA. Regarding retail and office there may be some potential at the North end of this corridor, close to the existing downtown. It would be important for the town to work with existing property owners and identify their interest in potentially developing mixed use. These buildings could add residential and small office spaces while maintaining existing retail. (See Residential Market Analysis later In this document for more information.) PDA #3, New Crossing Road Redevelopment District: As the priority mapping planning process indicated, PDA 3 (New Crossing Road Redevillillxnent District) has some potential for a mixed -use development. This development could incorporate office space within a mix use development. Mixed use developments with office, retail, and residential are attractive to workers aW4 interest in these types of environments is growing particularly among young professionals. In particular, residential & office uses could work well here with a small amount of retail in the more visible area of the site to serve the residents and workers. Bewuse of the cu raft lWustrial character of PDA 3 there may be an opportunity to pursue a creative developmem that in addition to small office spaces also incorporates light industrial uses such as a shared use commercial kitchen space. (See Residential Market Analysis later in this document for more Information.) PDA #4, One General Way: PDA #4 is the most appropriate site for office development at this point. Within the context of the arrent market the town may be able to support 15,000- 30,000 square feet at this site, potentially even through a renovation of the existing space. Because this is a large parcel, this relatively modest amount of office space could be integrated with other uses such as residential and existing retail. The other potential opportunity for this site would be for the town to pursue a build to suit project for a more significant amount of office space if they are able to incentivize a large tenant to locate here. The Healthcare industry for example may benefit from this location as there are already medical office tenants nearby including Hallmark Health Medical Associates and Physician Interactive. (See Residential Market Analysis later in this document for more information.) Reading's Residential Market The residential market analysis provides on update on housing needs using Census and recent American Community Survey data and examines the opportunity/potential for residential or mixed -use redevelopment to capture housing demand. This section summarizes key findings and recommendations from the full residential market analysis (see Appendix B). Page 20 of 53 _513Y' Reading Economic Development Action Plan, 2016 -2022 Household Composifion Nearly 75% of households in Reading are family households and over o third have children 18 and under living at home - higher than percentages in surrounding Middlesex County. Couples with children often prefer larger housing units (ig single family homes). However, although the percentage of families with children is higher, so is the percentage of married couples without children. This may indicate younger couples move to Reading in anticipation of having children. Further, although there area lower percentage of nonfamily households, the percentage of households with people 65 or older is higher. Older populations, along with younger singles and married couples without children, are more likel to prefer smaller (rousing units, whether as starter units for younger couples, or downsizing units for old pies. (ACS 2008 -2012 estimates) School Enrollment Although Reading has seen an increase in its public school enrollmenkbver the last decade, it appears that it may have peaked, with enrollment down in the current year. Should this continue, and should more seniors choose to downsize and sell their homes to families with younger cleldren, the demand for additional new construction single - family units may ease to some extent. (School Enrollment, 2004 -2014) Housing Stock The vast majority of residential units in Reading o single family unite, representing over 75% of total stock. This is signWwly higher than that of A a Middlesex County, where only 55% of total stock is comprised of single family homes. In fact, Reading has a lower percentage of all multifamily housing types than its surrounding county. Most naksbly, only 7% of units are in smaller multi - family structures (2 -4 units), compared to over 22% in Middlesex. Fewer units are also in larger multifamily arrangements as well, however, units In larger 10+ unit structures are comparable. This may be a result of recent multifamily developments over the last decade. (ACS 2008-2012 estimates) In general, the age of Reading's housing stock is typical of Middlesex County. lust under a third of existing units were constructed before 1939 — most of which Is located near the historic downtown center, where homes in pre - automobile days were built within walkable distance to goods and services and the train station. However, and to be expected, as a suburb of Boston, the majority of homes were constructed over time post WWII, indicating the continued suburbanizotion of metropolitan areas. Approximately, 10% of total housing stock was built in each decade from the 1950s to 1980s. Although this housing is not old by historical standards, much of it is multi - story, and may not meet accessible needs for seniors as they age. Nor is It likely to include ame"s sought after by today's younger renters. Only 9% of units were built since 2000. Unit Characteristics As Is common in primarily single - family unit communities, Reading's housing stock has traditionally been, and continues to be owner- occupied. However, although the percentage of owner - occupancy units has hovered above 80% for over o decade, there appears to be a slight increase in remer demand. Thus, even though more ownership units were added over the timefrome, the growth in rentals was higher by percentage ( +14 %) compared to single family ( +4 %). Rental growth can be attributed to larger rental complexes that have opened since 2000 (e.g. Reading Commons, formerly Avalon, and most recently, 30 Haven). (ACS) Page 21 of 53 /I 3-I' Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Condominium ownership, particularly in multi - family structures, is also growing in Reading. According to Massachusetts Department of Revenue Parcel Counts by Property Class data (Table 7), condominium development has increased in town. Between 2000 and 2015, the overall percentage of condos increased to 13.1 %of total Reading parcels ( +464 units), whereas single- family units decreased 2.1 % (In percentage of total units). This number reflects both new condominium development and condominium conversions. Given the decrease in multifamily units (two- to 3- family), condo conversions are likely taking place In old 2- and 3- family rental buildings. At the same time, the percentage of parcels with apartments (buildings with more than 4 units) increased by 7 over the timefrome, which would include larger apartment structures Ike 30 Haven and Reading Commons. Essentially, the finding is that there is growing interest and support for multifamily ownership and rental units. There is a limited inventory of rental units within and nearby the priority redevelopment areas, particularly in the downtown. Generally, newer units with amenities In the downtown command higher rents than older product. For example, the new rental building at Haven Street, which has underground parking, elevator access, a gym and community room receives $1,900 and up for 1 BR units, and over $2,500 for 21IR units. Older rentals, with little or no amenities, like the Celeste Apartments on Washington Street receive for less ($1,200 for a 1- bedroom). These rents are comparable to larger units in highway - adjacent Reading complexes with greater amenities like pools (i.e. Reading Commons, former Archoone prTI& ). Property management at the Haven Street property noted that proximity to the commuter rail, and etail and restaurants in the building and in downtown, were main drivers. (Source: Zillow; Craigslist) Sales Trends Demand for ownership housing is strong In Reading. The housing market has picked up significantly as it recovered from the recession. In 2013, the first time since the recession, total sales exceeded the 2005 height. Interestingly, while the number of single family homes purchased increased by 42% since 2008, the number of condominium sales increased by over 250 %. The market for condominiums — townhome style, and multifamily— has increased significantly. Further demonstrating the strength in the Reading housing market Is the increase in sales prices since the recession lows (Figure 4). The median sales price for all units in Reading was $445,000, nearly 5% above the previous median price peak in 2005. And although condos are more affordable than single family homes ($250K vs. $485K, respectively), condo prices have Increased at a higher rate (33 %) than single family homes (21 %) since 2008. Given the number of condominiums, this may indicate a change in housing preferences, particularly given the recent construction of multi - family, age - restricted condominium development, most notably at Reading Woods near Rte. 128. Household Projections To estimate potential new unit housing demand for the study areas (all of which are within, or within walking distance to downtown), MAPC's Stronger Region 2020 household and household preference analysis was analyzed for all of Reading. As noted earlier, the number of households in Reading will increase over the coming years, with the greatest Increase likely to be households headed by persons 55 and older. However, there will also be sizeable increases in younger households (20 -34 years old; +20 %). Households headed by those 35 -54 —those most likely to have school -aged children living at home and to reside in single family houses - are projected to decrease. This change in households will lead to smaller household sizes, and likely, changes in unit preferences, both in size and location. Based on general housing preferences by age, MAPC produces demand projections by type of housing, (single- and multi - family units), and by tenure (rental and ownership). Based on these calculations, MAPC estimates Reading will require on additional 950 units by 2020, 400 multifamily and 540 single - family units. Page 22 of 53 l�� 6 Reading Economic Development Action Plan, 2016 -2022 December 1. 2015 Residential Market Potential: Growth Opportunities The housing market - for sale and rental — Is strong in Reading. Demand for for -sale single- family and multifamily condominium units is robust, and now exceeds pre - recession levels both in number of soles and median unit prices. Given the expensive housing market, more affordable options are needed, and when they come to market, they go fast. This is also true of rental units, particularly given the lady of new inventory in town. Further, although recent permit data shows the market has responded by building more multifamily, brokers as well as business owners in downtown note that there is a growing need for more residential in or near downtown, which command premium prices when in new or renovated formats. Households are increasingly looking to be close to the commuter rail, and the many retail, services and restaurants found in downtown. While the highest demand Is likely to be for single - family homes in Reading, the demand for multi- family units is likely to increase, particularly if developed in premium locations (e.g. downtown). Further, with limited vacant land remaining In town for single - family residential construction, aog�1o�tunnies for multi- family at different scales is likely more feasible, with downtown or downtown- adjrltent areas holding the greatest potential given the location of larger parcels with potential for redevelopment, and market preferences for walkable, mixed -use areas — seniors and younger households don't want to be on the outskirts. With a limited supply of rental apartments, particularly in new buildings, there is demand for additional snits, particularly in and around downtown. T is is supported by recent trends Including the success of the Haven Street project, the younger renter demand, and preference of seniors to live in downtown environments. Given the location of the priority sites for analysis, and the housing preferences of those most likely to reside in or adjacent to a downtown environment, a capture rate of total demand for the study areas was calculated as follows: 75% of muMiamlly units would be captured in the study areas, and 20% of single- family potential (in alternatives to single family like townhomes). This would result in a total of —300 new multifamily units, and —110 single - family (altemativesL Further, given increasing demand for rental and the absence of new product, specifically fn downtown downtown adjacent areas, this analysis assumed a higher percentage of new units would be rental than Wrrently found town -wide. Residential opportunity will differ by area: '"ll, PDA #1 — Downtown OR Potential Expansion: Downtown would be most attractive for multi - family and mixed -ups redevelopment - both ownership and rental - to take advantage of proximity to the train station*d retail /restaurant amenities most attractive to younger workers (without children) and households looking to downsize. Site 1 -B would best hold multi- family, whereas Site 1 -A would be best suited to multi - family infill or mixed use along major corridors. However, with few large parcels available in 1 -B, parcel assembly would likely be needed to make redevelopment feasible. PDA #2 — South Main Street, Northernmost areas of the corridor hold the greatest potential for multifamily residential and /or mixed -use development, with a higher percentage of rental units. Units would likely be most attractive to smaller households Interested in the proximity to the train station and existing retail amenities along Main Street in the downtown core. Redevelopment could also serve as a new gateway opportunity to the larger downtown. Added residential densities would also further support existing and future retail establishments. PDA #3— New Crossing Road Redevelopment District and Ash Street Parcels: Given that this priority area remains within walking distance to the train station and downtown retail amenities, residential could likely be supported, perhaps through a combination of ownership multi - family and single- family alternatives such as townhouses. However, since it Is also somewhat removed from the downtown, there is Page 23 of 53 _ W? Reading Economic Development Action Plan, 2016 -2022 December 1. 2015 limited potential for retail as part of a mixed -use development, as the retail components would lack visibility to attract a larger customer base. Office space would likely be a better fit, particularly spaces targeting creative industries attracted to former industrial areas. PDA #4— 1 General Way: Multifamily owner and rental units and single- family alternatives (e.g. town homes) on areas of the parcel closest to downtown may be feasible, and attractive if developed as part of a larger mixed -use complex. The area remains within walking distance to the train and downtown, and with a mix of office and redeveloped retail, could attract residential Interest from households looking for higher density environments. However, as highlighted in the office analysis, should the Town prefer a mix of retail and new office uses here, it could work with the property owner and o er specialists to identify on anchor office tenant interested in a build to suit property. 4 Page 24 of 53 Sb3� Reading Economic Development Action Plan, 2016 -2022 December 1. 2015 Priority Development Areas (PDAs) in Reading This section camains four sections that summarize existing conditions in each priority development area (PDA) and the development potential In each area. The development potential that each PDA is identified as being suitable to accommodate and attract is informed by the retail, office, and residential market analysis findings, MAPC alternative development scenarios modeling based on public feedback and evaluation of current parcel capacity, and MAPC's assessment of the land use conditions within and around each PDA. Each data table outlining parcel characteristics in each PDA draws from available data using 2015 assessors data and highlights the development types each PDA is suitable to accommodate. Please see Appendix F for maps that provide additional Information about current conditions at each parcel — utilizing 2015 assessor's data. The lost table In this section provides a snapshot of zoning regulations and parking requirements applicable to each PDA as of October 2015. Development Potential in PDAs in Reading ' 1 40#1 Market potential: It is important to note that market analysis findings alone are not a predictor of the success of future developments by type; they only estimate the market opporlunity/potenhal for redevelopment to fill regional market gaps in commercial or residential. Successful redevelopment and the ability to expand the industry sectors identified we dependent upon the Town's implementation of the strategies outlined in this Action Plan. Development scenarios modeling: MAPC used the ArcGIS extension tool CommunityViz to generate estimates of potential additional square feet of commercial space and potential additional residential units that could be realized through redevelopment in the four priority development areas in Reading. The modeling generated estimates of commercial, mixed use, and residential development that could be possible on parcels within each PDA should redevelopment occur on all or some of the structures within parcels. For the purposes of the modeling exercise, MAPC identified a list of parcels within each PDA that could be considered suitable for redevelopment based on several criteria. Parcels meeting at least three of the following criteria were selected far modelhgr _ • c e 5 N-.,rs old); than 50 percent itsip.. • (ding value is less than the value of the land (i.e., improvements to land value ratio is below 1); • parcel is larger than molyn the PDA, e.g., over an acre in size • parcel is located in a pliffe location, e.g., at a highly visible location and /or adjacent to the Commuter Rail station if Next, MAPC created model building types with attributes that were exemplary of the uses and density preferences that were voiced by participants during a visual preference polling exercise that took place at the April 2015 public meeting. The model building types were also adjusted to align with the maximum floor area ratio permitted In each PDA under current zoning. Please see Appendix G for a visual description of the CV modeling approach and results. Modeling results Indicate that, with zoning changes that permit the expansion of the 40R to parcels in PDA 1, higher density uses in PDA #2, and exploration of parcel consolidation to facilitate redevelopment In areas like PDA #3, the Town of Reading could facilitate an additional — 240,000 sf of commercial and an additional —400 residential units — compared to — 70,000 sf of additional commercial and —50 additional residential units under status quo — current zoning. Page 25 of 53 Sb39 Reading Economic Development Action Plan, 2016 -2022 December 1, 2075 Table 4: Development Scenarios Modeling Estimates Note: these estimates are provided for Illustrative purposes only and are based on modeling applied to select parcels within eadi PDA; these estimates are not a prediction of redevelopment that will occur. PDA Status Quo, Current Zoning Estimated Redevelopment Potential, Zoning Changes —37,000 additional sf of commercial; no '18,000 additional sf of commercial; ^100 PDA #1 A additional dwelling units additional dwelling units (under a mixed -use redevelopment scenarlo7 no additional sf of commercial; —2 — I0,000sf of comtnerciol; — 80 additional PDA #1 B additional dwelling units dwelling units (under a mixed -use redevelopment scenario —4,000 additional sf of commercials 70 `12,000 additional sf mmercial; —200 PDA #2 additional dwelling units' r mixed use and additional dwelling units m Tamil develo ment s s ,000 additional sf of com I; —18 PDA #3 — 30,000 additional sf of commercial; no C itional dwelling units (under mmercial- dwelling units office scenario and mixed use redevelopment scenarios applied only to Ash $t arcels — 140,000 additional sf of commercial PDA #4 no additional development (commercial /office scenario, involving redevelopment oftporcel consolidation Urban Design Preferences Urban design is an important component of redevelopment. It can address topics such as site loyout/intemol circulation, site connectivity to adjacent transportation and public realm amenities, and building style and fit with neighboring structures and uses. A Visual Preference Survey (VPS) was administered at the April 1, 2015 public meeting via keypad polling, which presented images of developments exemplary of different types of design, different densities, and different uses. Attendees were asked to submit a "Yes" or "No" answer as to whether they considered the development in each image to be suitable in each PDA. The design preferences indicated by the majority of participants at the public meetings are identified in the following table. Use preferences are included directly in the subsequent tables that summarize characteristics and development potential in each PDA. Page 26 of 53 /(_ Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Table 5: Urban Design Preferences 40R Expansion Area Comments; • Good landscaping • Very proportional -4 • Appropriate window to wall ratio • Good building offset • Nice arches Image exaWple: Arlington Comments • Mixed -use: inclusion of retail is nice • Mix of uses could be especially good for seniors — residential and easy access to market place • -Could also be suitable in I B Top Choice, PDA • Like all the green space and lamp posts • Good to have parking in bock • Well - articulated roof line; like the bays, contours • Like benches, seating, open space Is pleasant for pedestrians Choice, PDA Comments • Like that there are Ion of windows • Like tec:y vibe • Like reuse of historical building and blending of traditional and modern • [Like but needs] more green space Page 27 of 53 o i / 7 Reading Economic Development Action Plan, 2016 -2022 December 1. 2075 PDA #1: Downtown Reading: 40R Expansion Area PDA #1 includes 46 parcels in the downtown that are adjacent to the current downtown 40R Smart Growth Overlay District, which is referred to as the Downtown Smart Growth District (DSGD). The Town would like to expand the 40R zoning to the remainder of the downtown to facilitate redevelopment of these parcels. PDA #1 is in close proximity to the commuter rail station. The market potential for this site is mixed -use infill. This could include multi - family housing, ground floor retail, and smaller upper floor offices. feedback provided during public meetings indicated support for additional mixed use in Figure 3: PDA #1 Parcel Characteristics PDA #1: Proposed 40R Expansion Ank Parcel Charader3illite Total acres: 8.59 Number of parcels: 46 Parcel size range: .06 acres to 1.21 acres (average .19) Age of Structures: 10 (21.7 %) built before 1900 27 (58.7 %) built 1900 -1950 7 (15.2 %) built after 7950 (missing data for two parcels) Stories: 24 (52.2 %) one -story 17 (37.0 %) two -story 2 (4.3 %) three -story 1 (2.2 %) four -story (missing data for two parcels) Building value per '` $57,700 to $2,598,100 Parcel range: Average: $301,936 Improvements to land .02 to 1.82 value ratio range: Average:.9 Current Uses: Office, Residential, Commercial Current ownership: 39 different owners of 46 parcels, 36 owners from Massachusetts Data Source: 2015 Reading Assessor's Data Page 28 of 53 '51 Y2— Reading Economic Development Action Plan, 2016 -2022 December 1. 2015 PDA #2: South Main Street PDA #2: South Main Street is located in the southern portion of Reading. The northern end of the corridor is within walking distance of Main Street and Haven Street and the commuter rail station. The market potential for the northern end of the corridor is for mixed use that can support and blend into the commercial already located in downtown Reading. The addition of some residential In the central and southern portions of the corridor holds some promise to support future retail growth as well. Feedback provided during public meetings indicated support for commercial — including retail — on the first floor, with residential uses above. _ Figure 4: PDA #2 Parcel Characteristics PDA #2: South Main Street Parcel Characteristics Total acres: 50.9 h Number of 82 '1W Parcels: Parcel size .1 acres to 3.97 acres (average .62) range: Age of 9 (11.0%) built before 190P _ Structures: 27 (32.9 %) but 1900 -19 39 (47.6 %) built after 195 (missin even part Stories: 33 (52.2 %) one -story 34 (37.0 %) two -story 8 (4.3 %) three -story 1 (2.2 %) five -story (missing data for seven parcels, two parcels have two buildings) Building value $19,500 to $7,141,700 per parcel Seven parcels have missing data or no buildings range: Average: $635,760 Improvements to .02 to 1.82 land value ratio Average: .9 range: Current Uses: Office, Residential, Commercial Current 69 different owners of 78 parcels, 63 owners from ownership: Massachusetts; 90 owners of condo units Data Source: 2015 Reading Assessor's Data Page 29 of 53 0 1/ Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 PDA #3: New Crossing Road Redevelopment District PDA #3 includes New Crossing Road Redevelopment District and several adjacent parcels on Ash Street.? Current uses range from vacant lots and derelict buildings to commercial uses on parcels on Ash Street that abut residential parcels. The market potential in this area is for multifamily development that would generate additional spending needed to support retail in close proximity. There may be some opportunities for mixed use and creative flex /office space as well. The area is a half -mile walk from the Commuter Rail. Feedback provided during public meetings indicated a preference for promoting commercial uses in this PDA. Visual preferences voiced also indicated support for mixed uses that may include office space, gallery space, and a mix of office, commercial, and industrial uses. Figure 5: PDA #3 Parcel Characteristics PDA #3: New Crossing Road Redevelopment Disldq Parcel Characteristics Total acres: 8.77 Number of parcels: 9 Parcel size range: 0.23 acres to 2.49 acres (average .97) Age of Structures: 3 built before 1950 4 built after 1950 (Note: missing data for two parcels) Stories: 4 one -story 3 two -story (Note: missing data for two parcels) B value per p� $0 to $6,870,400 ran Average: $1,215,100 Improvements to land value 0 to 19.73 ratio range: Average: 2.71 Current Uses. Office, Industrial, Warehouse, Garage Current ownership: 7 different owners, all from Massachusetts. 2 parcels owned by the Town of Reading. Data Source: 2015 Reading Assessor's Data r PDA #3 was originally defined as the New Crossing Road Redevelopment District in the NSPC mapping project but was expanded over the course of this planning process to Include Ash Street parcels. Inclusion of "se parcels strengthens the opportunity to promote mixed use in this area of town -- in order to fadlnate a tromiHon in uses from commercial, to mixed, to residential, from PDA #3 to adjacent PDA #2. Page 30 of 53 /1 VV Reading Economic Development Action Plan, 2016 -2044 December 1, 2015 PDA #3 Urban Design Exercise: Visualizing Redevelopment Potential Introduction Building on previous planning work, MAPC and the Town of Reading developed an urban design framework to illustrate the redevelopment potential of PDA #3. Located within an easy walk to downtown and the commuter roil, PDA 3 is approximately 9 acres.B It is currently composed of industrial and commercial uses housed predominately in large, one -story buildings set among a primarily Impervious environment. Redevelopment potential is high, with opportunities to retain some existing businesses, potentially preserve a historic building, replace large warehouses with new office and commercial space, and add mixed -use development along Ash Street. Figure 6. Aerial of PDA #3 New Crossing Road Redevelopment District and Ash Street Parcels The Town of Reading has a tremendous opportunity to partner with property owners and developers to redevelop this underutilized land proximate to the downtown. This underutilized area can be transformed into a vibrant node that also serves as a transitional space between big box retail uses to the east and smoller -scale commercial and residential buildings to the west. 9 PDA 3 was originally a four -acre she behind the Reading Municipal Light Dairla Building. Based on community feedbacic and disamions with MAPC, the Town expanded the boundaries of PDA 3 b Include the land fronting Ash street. This expansion allows for a more holinic site plan that better relates to the surrounding context and creams a arouger connection to the downsown. Page 31 of 53 Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 The proposed urban design for PDA #3 establishes a vision for a vibrant, walkable neighborhood that can improve the quality of life for residents and employees, while also having a positive economic Impact. Existing uses and businesses can be retained, while new ones that take advantage of the site's prime location are added. The conceptual urban design of PDA #3 guides the size and scale of buildings, the organization of the site, their land uses, the types and locations of public space, circulation, and parking. What follows are a description of the urban design and the process of developing Its framework. Urban Design Process The vision for PDA #3's future originates with the surrounding community. An extensive public engagement process provided insight into the types of land uses, building typologies, and public realm amenities that are desirable and appropriate for the site. The counift initially provided feedback through a Visual Preference Survey (VPS) at the April 2015 pub m. The VPS gave participants a chance to vote on building types, heights, and other featulWt they like or dislike for each of the four PDAs in Reading. For PDA #3, participants generally for contemporary architecture typologies that blend modem with traditional elements. ey prefer three- to four -story buildings with varied facades and windows (i.e., not long, monolithic walls) and distinction between bottom and upper floors. Roofs that are articulated and pitched are also preferable, although this is more importort/,along Ash Street than within the interior of the PDA. Residents envision a public realm that's highly walkable, with wide sidewalks, visible crosswalks, and ample open space. As part of the April public forum, a majority arparticlpants also commented that they want to retain the commercial and industrial uses in the interior of PDA 3, although mixing uses, including residential, would be acceptable along Ash Street. In addition to community engagement, MAPC conducted a market analysis to gauge the potential for future development, and scenario modeling to test the implications of various development schemes. After reviewing this information, MAPC staff completed a site visit in April 2015 to better understand the existing conditions of PDA 3. Below is a selection of current conditions in PDA #3 as of spring 2015. LJ Page 32 of 53 5/b V Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Figure 7: Images of Current Conditions in PDA #3 Based on these planning processes, MAPC developed a conceptual urban design framework for PDA 3. The draft proposal was presented to the community at a public forum in June 2015. Meeting participants included representatives of the Reading Municipal Light District (RMLD), which occupies a substantial portion of PDA 3? They and others in attendance provided feedback that assisted with refining the urban design of the site. Urban Design Framework Based upon the process summarized above, the following principles guide the urban design of PDA 3. The site will: • become a vibrant neighborhood that serves residents and employees; • retain existing businesses while introducing additional land uses; 9 Correntt , RMID Is embarking on in own facilities planning assessment. They provided fsedbad that informed M PC of the department's furore space needs. Page 33 of 53 -611 V? Reading Economic Development Action Plan, 2016 -2022 December 1. 20 IS • provide safe and accessible circulation through multiple transportation modes; • connect to the downtown, commuter rail stop, and other areas in the vicinity; • develop In a context- sensitive manner that provides an appropriate transition between the residential neighborhood to the west and the big -box retail area to the east; • dramatically increase the amount of open space; and, • provide adequate parking. Conceptual Design The following diagrams provide a snapshot of PDA 3's existing conditions followed by proposed future conditions. The site currently contains large, one -story buildings that are Incompatible with much of the surrounding context, particularly to the west where single - family homes and smaller - scale commercial buildings are typical. Buildings are separated by large swaths of asphalt. Future development could be more compact and oriented toward Ash Street, creating a more walkable and less Inward - facing environment. The scale of the buildings will be more compatible with the surrounding area, providing a bridge between the single - family homes to F west and larger, big -box buildings to the east. Figure 8; PDA #3 existing building footprints; proposed building footprints s., 4o-. r • � es b.• r ■ . 4A Currently, the site primarily contains municipal uses (e.g., Reading Municipal Light Department, Reading Credit Union) and light manufacturing. Redevelopment could entail consolidating the Reading Municipal Light Department and Credit Union In one building towards the east side of the site, and opening up Ash Street for mixed -use development. The portion of the site behind Ash Street will contain a mixture of flexible office space, light industrial (potentially including existing businesses), and community uses (such as a day care or community center). Figure 9; PDA #3 existing land use mix; proposed land use mix The vast majority of the site is currently impervious, composed of Impenetrable materials such as asphalt, concrete, and various building materials. In addition to creating on inhospitable environment, impervious surfaces can cause environmental Issues by inhibiting storm -wafer retention and amplifying solar heat. Currently, parking lots comprise the vast majority of the site. In the future, parking will be concentrated along the rear and south side of the site in order to Page 34 of 53 /( 18 Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 minimize conflicts with pedestrians and improve walkability. Given the proposed mix of land uses and scale of buildings, there is ample space for parking under existing parking requirements. Figure 10: PDA #3 existing impervious surface; proposed parking O n A - m m � n Parking lots can be more than asphalt. By integrating green elements and planning for storm - water runoff, parking on PDA 3 can be both aesthetically pleasing and pleasant. Figure 11: Potential permeable features to reduce impervious surface and manage water resources Page 35 of 53 Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Proposed Circulation Under the proposed framework, vehicular circulation will be routed to reduce conflict with pedestrians and maximize safety. On the east edge of the site, a connection to New Crossing Road for vehicles, pedestrians, and bicyclists improves connectivity to the retail and commercial areas along Walkers Brook Drive. This access point may also decrease traffic along Ash Street by providing a more direct connection to Route 128. The pedestrian experience will be vastly improved by increased connectivity via an integrated network of sidewalks and pathways throughout the site. Figure 12: PDA #3 proposed circulation +q`a ume.r� Enjoyable and safe open spaces are composed of dvarlety of surfaces, interactive elements, adequate lighting, and a mix of passive and active recreation areas. Proposed commercial /industrial buildings for PDA 3 could be oriented around a central open space that will Include (1) a plaza with seating and event space and (2) a green space with trees and plantings. Elements such as public art, outdoor furniture, lighting, and even a water feature can help to create an open space that is inviting, comfortable, and interesting. Modest setbacks along Ash Street provide additional greenery. Mixed -use buildings each have open space in the rear. Trees provide a buffer from noise resulting from the adjacent commuter rail line, and increase the comfort of pedeting Ash Street and parking lots on the site VF Page 36 of 53 /n �b k, Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Figure 13: PDA #3 proposed open space 4 TI dY K 4-�7 �. !4h' i v� Page 37 of 53 SO Reading Economic Development Action Plan, 2016-2022 December 1. 2015 Refined Design The proposed design concept for PDA #3 creates a new node near downtown Reading. The design is informed by resident input, suggesting that commercial and industrial buildings be located to the reor of the site, that space be retained for existing businesses and RMID, and that the site develop in a context - sensitive manner, provide adequate parking, and create a sense of place. Rather than a purely functional, auto - dominated Industrial zone, the site becomes walkable and attractive, benefiting those who live and work there and drawing residents from the surrounding community. It connects a variety of surrounding land uses and building typologles through transitioning scales and a mix of residential, commercial, office t industrial, community and open spaces. Figure 14: PDA #3 proposed site plan - The bird's eye view persWaive below illustrates the massing of the site's buildings and their physical relationship to each other and the surrounding neighborhood. Page 38 of 53 S-0 Reading Economic Development Action Plan, 2016 -2022 Is7.711"Mal Figure 15: PDA #3 bird's eye view perspective of proposed site plan; additional massings 4*b J *AU *iu JIM 44L eo r , � ��.' ► ` A 1 ...w. —_� —. w.,o..a.. r, r►p� raj, , Or Iy � Reflecting the community's preference, the building heights in PDA 3 range from 2 to 4 stories. At 45 feet, the existing Reading Municipal Light and Power Station remains the tallest building on the site. This historic structure helps create a sense of place and should therefore be preserved as a part of the future neighborhood to whatever extent possible. As illustrated, the site contains seven buildings of various sizes, multiple areas of open space, and more - than- adequate space for vehicular movement and parking. Buildings along Ash Street are characterized by pitched roofs, which complement the existing homes across the street. In the rear of the site, the buildings have a more contemporary architectural aesthetic, reflecting a style more appropriate to their commercial and industrial uses. Page 39 of 53 �5w Reading Economic Development Action Plan, 2016 -2022 December 1. 2075 The massing of PDA 3 buildings —their general shape and size—is respectful to the surrounding context. Their scale provides a transition between the residential area to the west (consisting largely of single - family homes) and commercial area to the east (consisting of large - footprint, big -box stores and mid -rise towers). The spaces between buildings are also compatible in size with the surrounding neighborhood. Together, this creates a harmonious environment. The design of the mixed -use buildings proposed for the north section of Ash Street is based an 78 Holten Street in Danvers, MA. This recently constructed building contains space for ground -floor retail office space with six residential units above. This building served as the model for a rezoning effort (adopted in 2014) for a neighborhood adjacent to Danvers' downtown. Figure 17: Rendering of PDA #3 depicting the proposed plaza and commercial buildings Note: rendering does not buildings and the inclusion Page 40 of 53 if the 3'65`( Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 This urban design concept aligns with the alternative development scenario modeling estimate outlined in the beginning of this section. The proposed development in the conceptual design, including the buildings' uses, square footage, number of stories, required parking spaces (under existing zoning), and potential number of residential units aligns with the estimates generated from the alternative development scenarios modeling.lo 10 Although the site would require 785 parking spaces, the design Includes 350, providing added flexibility If the Town wishes to build larger Wildings than what is proposed. Page 01 of 53 Sd // Reading Economic Development Action Plan, 2016 -2022 PDA #4: 1 General Way PDA #4: 1 General Way is one large parcel consisting of 20 acres. It consists of a mix of single story commercial uses with ample parking and a Market Basket. The area Is about a half -mile walk from the Reading Commuter Rail station. This area is identified as suitable for office space with residential to blend the site In with surrounding residential uses. Build -to -suit office space could be successful in this location. December 1, 2015 Feedback provided during public meetings indicated a preference for a mixed use, walkable environment with an emphasis on commercial uses including office. Figure IS: PDA #4 Parcel Characteristics PDA #41: One General Way Parcel r Total acres: 20 Number of par11011Ll wr Parcel size range: `n /a Age of Structu� &.,It In 1910' Stories: `two - story building 0g va rce,%V36,800 Improvements to land 0.87 value ratio: ,%,Uses: j Shopping Center Current ownership: 1 owner based in Massachusetts Data Source: 2015 Reading Assessor's Data Page 42 of 53 (/ J Reading Economic Development Action Plan, 2016 -2022 December 1. 2015 Zoning Regulations and Parking Requirements Applicable to Priority Development Areas The Town of Reading's zoning bylaw regulates the physical development and preservation of land and the kinds of uses permitted on each individual parcel of property within the town. Reading's 17 zoning districts are divided in four types: Residence, Business, Industrial, and Overlay. Within Residence are the Single Family 15 (S -15), Single Family 20 (S -20), Single Family 40 (S -40), Apartment 40 (A -40), and Apartment 80 (A -80) Districts. Within Business are the Business A (Bus A), Business B (Bus 8), and Business C (Bus C) Districts. There are eight Overlay Districts: Flood Plain (F), Municipal Building Reuse (MR), National Flood Insurance Flood Management (NF), Aquifer Protection (AQ), Planned Unit Deve ment (PUD), Planned Residential Development (PRD), Gateway Smart Growth (GSGD), and Dow mart Growth (DSGD) Districts. There is one Industrial District (Ind). The following table summari Doing disirica applicable to the four PDAs in Reading. The specific zoning regulations applicable to each PDA are as fo s: �- • PDA #1 consists of two areas separated by High S nd the commuter rail lire. PDA #1A is located within Bus B, which has few requirements regarding yard sloes, floor area ratio (FAR), and the Ike. The district allows up to 350,000 square feet of floor area retail. Most uses are allowed as-of- right, besides medical facilities and places of assembly, which require special permits. PDA #1 B is located within SF -15, a residential district, which allows a FAR of 2.9 units per acre and a commerdol FAR of 0.75. In this districtti;he structure must h mimum area of 15,000 square feet and must have a maximum height of 35 f et. • PDA #2 spans three zoning districts: Bus A, S -1 Ta . The ar a of PDA #2 within S -15 has the same zoning provisions as PDA #1 B. Unlike the Bus B District, Bus A requires a minimum area of 40,000 square feet, an FAR. of 1.09 units per acre, and a commercial FAR of 0.75. The structure can be at most 40 feet high and most uses are allowed. In A -40, there is also a minimum area requirement of 40,000 square feet, though it must be for residential purposes. Requirements regarding FAR and maximum height are the some as for Bus A. • Both PDA #3 and PDA #4 foil in the Industrial District. Like in the Bus B District, the main requirement is that there is no more than 350,000 square feet of floor area retail. There are the some guidelines regarding uses other than industrial uses. Table 6. oning Applicable to Priority Development Areas (PDAs) in Reading as of November 2015 PDA 1 A is 2 2 Z 3,4 Zoning District Bus B SF -15 Bus A SF -15 A -40 Ind Minimum Area NA 15000sf 40000sf 15000sf 40000sf NA FAR - Units Per Aae 2.9 1.09 2.9 1.09 FAR - Commercial 0.75 0.75 0.75 0.75 Floor Area Retail Allowed <350000 <350000 <350000 Minimum Frontage NA 100ft NA 100ft 80ft NA Re utred From Yard NA 20ft 15h 20ft 30ft NA Re wired Side Yard NA I Sft 30Ft 15ft 30ft NA Required Rear Yard NA 20ft 30ft 20ft 30ft NA Page 43 of 53 �65� Reading Economic Development Action Plan, 2016 -2022 December 1. 20 PDA IA 1B 2 2 2 3,4 Maximum Coverage % of Lot NA 25% 25% 25% 25% NA Maximum Building Height NA 35fr 40ft 35fr 40ft NA Other Permitted Principal Use Minimum Areo NA 15000ft NA 15000ft 1000oft NA Minimum Frontage NA 100Ft NA I oqi& Soft NA Required From Yard NA 20fr 15ft 20ft 50ft Required Side Yard NA 15ft l Oft NA 20ft Leguired Rear Yard 20ft 20ft 20fr W'20fIW NA 20fr Maximum Coverage % of Lot 85% 25% 25% 60% Maximum Building Height 45fr 35fr ft 60ft Other Uses Child care y y y Adult day care Y y y Medical facility SPP Spp SPp Civic or private club Y y N Communtt y center Y y N Restaurant --i- y y Retail <35 000 y y y Convenience store y y y Office y y y Health club y Y y Now of assembly SPP SPP Spp Retail servlces y y Y Consumer service retail est y Y y Professional services -. Y y y Facll[tZ for skilled trades y y y Financial inst y Com uter services y Funeral est y y y y y Page 44 of 53 / sy b Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Table 7: Parking Requirements as of November 2015 Parking Requirements by Parking Loading Use 2 spaces plus 1 for each room for rent or Single family accessory apartment NA 1.5 /unit plus 1 for Two family each rental NA Apartment 1.5 unit 1 for every 20 rental units Retail, Office, 1 /300sf gross floor 1 for every 5,000sf gross floor area in excess of Consumer Service area 2,000sf 1 for every 4 seats, plus 1 for every Restaurant w/ employee on largest N20O1 mating shift 1 If 0- sf fl a 2 0, 3 if 4000+ 1 for every 75sf net Restaurant w/o floor area, but no less "oting than 10 1 if 0- 2000sf re, , 2 if 2001.4000, 3 if 4000+ 1 if 0- 100,000sf grost loor area, 2 if 100,001- 1 for every 500sf of 150,000, 3 if 150,00100,000, If 300,000+ 4 plus Industrial gross floor area one for every 150,000sf over 450,000 1 if 0- 100,000sf gross floor area, 2 if 100,001 - Office /Profession 1 space for every 150,000, 3 if 150,001- 300,000, If 300,000+ 4 plus al Building 300sf gross floor area one for every 150000sf over 450,000 Townhouse and 2 spaces for each Townhouse dev dwelling unit NA ni Page 45 of 53 Sv-' i Reading Economic Development Action Plan, 2016 -2022 December 7, 2015 Economic Development Vision and Action Plan Economic Development Vision Reading is a vibrant suburban town where businesses can thrive and different generations can meet, connect, and build community. Reading's assets include quality schools, a walkable downtown, bike lanes, transit options including Commuter Rail service and access to major roads, and a lively downtown with retail shops and restaurants. Reading is committed to strengthening existing businesses, attracting new ones, and expanding the resident base that is needed to support a growing local economy. Reading and community partners will work together to implement this Action Plan of policy changes, infrastructure investments, and programmatic activities that aims to place the Town on firm financial footing for generations and maximize quality of life for current and future generations of people who choose Reading as a place to live, work, study, and play. Action Plan Matrix The following Acton Plan identifies six strategies foE'cuolOa tting economic development in the town and a set of actions to realize each strategy. Each proposed action s identified as a near, mid, or long -term priority for implementation. • Near -term actions are those that are recommended for start up and implementation within the first year after plan adoption. • Mid -term actions are recommended for start -up and implementation within 24 -36 morths of Plan adoption. • ,#,ng -term actions are recommenelm"Or start -up and implementation within seven years of Plan 1iloption. • Many actions are flagged as requiring an ongoing investment of time over the course of the seven -year period following adoption of the plan. Page 46 of 53 ✓ by Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Table 8: Reading Strategic Economic Action Plan Matrix Page 47 Near-term Mid -term Long -term Strategies and Actions (2016- (2018- (2020- 2018) 2020 2022) 1 STRATEGY: Adopt local policies and practices thud will facilitate compact development and mixed use in the tmnsit-accessible PDAs. Expand Downtown Smart Growth District (DSGD) to PDAs #1 A and #1B to continue fostering mixed use development in the Commuter Rail station area. This zoning will facilitate lA mixed -use infill development, which will help meet Reading's Economic Development goals as x well as regional demand and potential shortages of housing. PDA I and 1 B are well suited to accommodate greater density and expanded mixed use... Facilitate more compact, mixed -use development in PDAs #2, #3 and #4. Amend zoning to facilitate higher density mixed use and in PDA #2 — South Main Street — with a focus on the northern segment closest to Downtown Reading next to the railroad tracks. South Main Street has underutilized retail parcels that could be redeveloped to mixed use with 1 B commercial on the first floor and residential above. Rezoning for mixed use, particularly in the x Northern and of South Main Street, will generate more foot traffic downtown. Facilitate development in alignment with South Main Street Design Best Practices. Adjust zoning requirements to facilitate mixed use in PDA #3. Work with property owners, developers and major tenants to pursue parcel consolidation to facilitate redevelopment Develop and implement a comprehensive parking strategy. Evaluate parking requirements 1C and make adjustments consistent with parking best practices, e.g., installation of signage to x indicate locations of parking lots; and tiered parking minimums and maximums based on uses. 2 STRATEGY: Enhance walkability and connectivity within and between the priority redevelo ment areas. Make infrastructure investments that will create a safe and welcoming pedestrian environment between the PDAs and between the PDAs and the Commuter Rail station. Enhance connectivity to major streets, especially in PDA 3 so that access is provided to Walkers Brook Drive to enhance the New Crossing Road Redevelopment District. Continue to Implement 2A the Complete Streets Policy and recommendations from the Main Street Corridor Study, Bicycle and Pedestrian Plan, and South Main Street Design Best Practices. Consider inclusion of x crosswalks, curb extensions, signals and stop signs at key locations, e.g., Washington street near the Commuter Rail tracks; on both sides of the Commuter Rail tracks; at the intersection of High Street and Green Street; at Main Street and Ash Street; at Main Street and Minot Street; and at Main Street and Avon Street. Prioritize improving connections around PDA #3 — New Crossing Road Redevelopment 2B District and Ash Street parcels —to enhance the area's accessibility from PDA #2 and x x walkability, to and from the Commuter Rail station. Test possible transportation Improvements Page 47 Reading Economic Development Action Plan, 2016 -2022 December 1, 2075 Page 48 Near4erm Mid-term Long -term Slrale8ies and Action (4016- (2018- (2020- 2018) 2020 2022) using temporary means such as zones, tape, removable paint or striping, barriers, and signage to delineate wider sidewalks, bike lines, or adjusted travel lanes on the street. Prioritize permanent transportation improvements through the Town's annual maintenance program. Reference urban design concepts regarding circulation and placement of parking that are included in this Action Plan. 3 STRATEGY: Brand and market priority development areas to attract interest from the developers, commercial establishments, and potential customers. Convene a working group of stakeholders in and around downtown Reading that can develop a brand identify for priority development areas in Reading. Establish a new Economic Development Partnership — a public- private partnership that can help promote all 3A redevelopment opportunities, including the transit - oriented development potential of areas like x PDA #1, the northern segment of PDA #2, and PDA #3, which are a walkable 1/2 mile from the Commuter Rail station. This group should include business owners, property owners, developers, town staff, and interested citizens. Establish an online presence to market and promote Downtown Reading. Use social media and Smartphone technology to offer cross promotions, publish business news, and keep people up to date on downtown events and programs. Work with local and regional business and 38 economic development entities— some of which have active followings on social media, e.g., x Reading Parents Network Facebook Group and Shop the Block, which operate Buy Local campaigns. Prioritize attracting local chains and restaurants that diversify current offerings, e.g., coffee sandwich sho ss brunch, and gift shops and which may appeal to families. Consolidate economic development resources in a new section of the Town of Reading website. Provide content of interest to prospective developers and businesses. Profile the 3C character and development potential of each PDA. Post the new Guide to Doing Business in Reading and streamlined permitting flowchart and checklists. Identify market opportunities in the x areas of: specialty foods, health and personal care; used merchandise; and restaurants. Link to existin businesses and business support organizations. Hold networking events for existing and prospective downtown Reading business owners. 3D These events will help strengthen relationships amongst existing business owners and be a great resource for prospective business owners looking to learn more about operating a business in x x x downtown Reading. Maintain a database of prospective retail and office tenants. Maintain communication with 3E prospective tenants by sending out notifications when opportunities or space became available.. x Listen for and document the interests of prospective tenants e., collaborative caworking sl Page 48 Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Page 49 Near -Mrm Mid-Mrm long orm Strategies and Actions (2016- (2018- (2020- 2018 ) 2020 2021 offices ace; restaurantspace; eta Implement a phased approach to marketing redevelopment in PDAs. Concentrate on filling downtown vacancies and promoting retail and mixed use in PDA #1 and in the northern section of the South Main Street corridor. Promote build -to -suit potential at PDA #3: New Crossing Road SF Redevelopment District and at PDA #4: One General Way —these PDAs are best suited to x x z accommodate new office space. The regional market Indicates potential for securing a large office tenant, but regional competition Is strong; marketing and promotion of Reading's transit access and amenities for workers — includin housing —will contribute to attracting office tenants. 4 STRATEGY: Support isting local businesses. Work with the existing local business group to plan activities and events that will help to support the local business community. Events like the Reading Fall Street Faire & Shop the 4A Block Holiday Shopping Event help to attract potential customers to the square. Adding z z x additional events and coordinating on business promotions would also help to support local businesses. Conned local business owners with programs that can help them to strengthen and expand their businesses. Continue to take advantage of state programs such as the Massachusetts Downtown Initiative to make the downtown a desirable destination and continue to bring in 41B experts, such as the retail best practices consultant that the town previously worked with, who can x x x provide direct support to local businesses. Partner with community partners to explore opportunities for low -cost services that can help businesses male up operations. That can help bring the cost of utilities down for local businesses. Identify a team of individuals in the Town of Reading who can champion economic development and some as liaisons to the small business community. These individuals could be members of a to-be- formed Economic Development Partnership. Identify a champion within the Partnership who will maintain an open line of communication between the Town and the local 4C business community, conducting visits on a regular basis and bringing concems back to town hall. z They can work to Identify business development programs offered by the Commonwealth and help firms take advantage of them. This Partnership will also help steward implementation of all actions outlined under strategies 3 and 4. In lieu of budget constraints, the Town of Reading will reach our to area colleges and universities to access interns for additional assistance. S STRATEGY: Promote public /private partnerships and collaboration to maximise redevelopment potential. Consider public /private partnerships with developers to help address gaps in financing SA redevelopment projects. Gaps may exist far predevelopment work such as infrastructure related z z to the development and for parking. Consider sharing a portion of development and Page 49 Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Page 50 rs- ^s` Ne tr-term Mid-term Long -term Strategies and Actions (2016- (2018- (2020- 2018) 2020 2022) infrastructure costs by being a partner on infrastructure Improvements. This is a particularly Important consideration for PDAs #3 and #4. Engage with local and regional entities and groups with access to businesses, developers, and Investors to market redevelopment potential in Reading. Partner with groups such as the 56 Reading -North Reading Chamber of Commerce, Shop the Block, the Sustainable Business x x Network of Massachusetts, and LOCUS, the coalition of real estate developers and investors that advocates for walkable urban development near transit. Facilitate redevelopment opportunities that require parcel consolidation with multiple owners. Create a system for monitoring property sales and redevelopment Interests of parcel 5C owners in the area.. The Town will convene /facilitate meetings of smaller property owners of adjacent properties to assess interest in combining properties to maximize redevelopment x x opportunities. Example: The Town can work closely with Reading Municipal Light Department to explore PDA #3 parcel redevelopment o tions that would meet future facilities needs. 6 STRATEGY: Build community and actrvare the public realm in Downtown Reading through cultural economic development and placemaking initiatives. Implement public space activities, programs, and events that can facilitate creative placemaking. Continue partnership with Cultural Connections Reading )CCR) and others to hold 6A festivals, fairs, and open studios similar to the plant sale and am exhibits that are held on the x x x Town Common. These activities bring together local businesses, residents, and am and culture groups. Build on beautification activities like the Reading Garden Club's "Adopt a Site" program. Promote Reading as a creative community. Work with community partners to implement recommendations from the recently Completed Cultural Districts study. Conduct an inventory of 66 cultural assets, apply for cultural economic development grants, and apply for Cultural District x x x designation. Market Reading as a creative community in order to attract creative industries and deve lo er interest in constructing live/work s ace in areas like PDA #3. Program engaging activities that transform main sheets within and between the PDAs. This may include community service /clean -up days, creative demonstrations of public realm 6C improvements, such as plantings or street furniture, removable paint or striping and signage to x x x delineate proposed sidewalks or bike lanes in areas; and temporary or permanent public art in public spaces in the PDAs. Page 50 rs- ^s` Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 Next Steps: Partners for Action Plan Implementation This section provides on overview of the existing organizations, boards, commissions, voluntary groups, and individuals that have a role in stewarding the Implementation of this Action Plan. Roles may include: convening; facilitating; marketing; and organizing programs and events that engage property owners, developers, business owners, and residents. Planning Division htt :// d' /pl -di . . The mission of the Planning Division is: is to honor and sustain our natural world; • to patiently and fairly guide both private and public land -u isio • to listen to and learn from each individual with respectir goals, d nd Ideas; and is to continually strive toward excellence in service and clan to iha Town Board of Selectmen htto: / /ww d' /b d- f ctmen The Board of Selectmen is composed of five members who are el or overlapping three -year terms. As specified in the Reading Home Rule Chartebthey are the Chief III Officers of the Town. The Selectmen call Town Elections and prepare the Warrants for Town Meetings end make recommendations on the Warrant Articles. They initiate legislative policy by inserting Articles In the Town Meeting Warrants and then implement the votes subsequently adopted. They adopt Town policies that can be found in the Selectmen's Policies; review fiscal guidelines for the annual operating budget and capital Improvements program and make recommendations to Town Meeting on the same. The Board of Selectmen serves as the Road Commissioners for the Town of Reading and oversees traffic issues and approves the Town's Traffic Rules and Regulations. In addition, the Board appoints members to most of the Town's Boards, Committees and Commissions. The Selectmen also serve as the licensing board responsible for issuing and renewing licenses for alcohol establishments, restaurants, car dealers, peddlers and entertainment and amusement devices. Com Planning and Development Commission hltni/ d' / it - I d d I t The CPDC makes studies and prepare plans concerning the resources, developmental potential and needs of the Town. CPDC annually reports to the Town giving information regarding the physical condition of the Town and any plans or proposals known to it affecting the resources, physical development and needs of the Town. The CPDC has the power to regulate the sub - division of land within the Town by the adoption of rules and regulations governing such development. CPDC has all of the power and duties given to Planning Boards, Boards of Survey and Industrial Development Commissions under the Constitution and General Laws of the Commonwealth, and such additional powers and duties as may be authorized by the Charter, by Bylaw or by other Town Meeting vote. Reading -North Reading Chamber of Commerce hnp://www.readinanteadinachomber.ora/about-the-chomber Page 51 of 53 Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 The mission of the Chamber is to have a working partnership among the business community, the public officials and the residents of Reading and North Reading, so government and business decisions result in an improved economic environment and quality of life. The Chamber keeps its members aware of Issues concerning them on both the state and local levels, and issues that impact the business community as a whole. Shop the Block, Reading, Mass. htlpsi/Lwww.facebook.com/`Sh Th -BI k R d' M 108587762587998821 Shop the Block is an Informal association of small business owners In Downtow &ding who organize local events to promote small businesses. They promote on annual holiday "Shop the Block" event that Includes restaurant specials, entertainment, raffles, with proceeds benefitting the Reading -North Reading Chamber of Commerce, which maintains a fund that assist with holiday lighting displays in both munidpalities. The group maintains a Focebook page. It Is not officially affiliated with any established organization. _ Cultural Connections of Reading (CCR) CCR is a new voluntary group that aims to promote the cultural assets of Reading as way to attract people to the downtown. The group includes town res'ddents and town staff who served on the working group that was formed to advise on the development of dse 2014 Cultural Distri oratory Study, which was produced using funding from the Massachusetts Downtown Initiative (MD group includes members of rs the Reading Historical Commission, Reading Colonial Chorus Players, Readi g Civic Concert Bond, Creative Arts, Reading Arts Association, RCN, Reading Public Library and the Reading Garden Club. Public- Private Economic Partnership Implementation of this Action Plan is dependent upon p�and private parmerships and the dedication of economic development staffing capacity at the town I. The Town of Reading is considering models for expanding staffing capacity in the Planning Division as part of broader discussions related to town finances that are currently underway as of November 2015. Economic development staffing capacity is contingent about the town's ability to raise additional revenue. The Town has examined the economic development models of 11 neighboring municipalities in order to identify options for organizing and strengthening Its current economic development capacity' 1. Below is a summary of current practices in neighboring municipalities which are being Investigated as future optione for growing economic development • Appointed municipal committees, commissions, or councils tasked with economic development responsibilities. Most of the peer communities have appointed voluntary groups tasked with the mission of assisting the municipality with the development and /or implementation of an economic development strategy that are affiliated with an existing, appointed board or commission, e.g., the Board of Selectmen. These groups serve as a forum for Identifying strategies for supporting existing businesses and attracting new ones as well as identifying policy changes that can facilitate Research performed during wmmer 2015 by a planning intern for the Town of Reading. Page 52 of 53 Sb' 6 Reading Economic Development Action Plan, 2016 -2022 December 1, 2015 a welcoming and safe downtown environment. This is the model that the Town maintained until June 2015. • Business and merchants associations. Several municipalities have nonprofit business associations or merchants associations. These entities administer activities that include: business networking; awards programs recognizing and celebrating local businesses; administering shop local campaigns; organizing seasonal and holiday - Chemed festivals; and maintaining databases of economic development opportunities. Resources are typically raised through monthly and annual membership fees. The Reading -North Reading Chamber of Commerce and Shop the Block currently administers programming similar to those offered by associations in peer municipalities. • LomlFirst group. One municipality has established a non - profit, membership -based LoWIFirst group that aims to promote the environmental, economic, and cultural benefits of doing business with locally -owned businesses. This particular group has conneallons with - I business networks hat emphasize sustainabllity and environmentally rasp y. Munic:p cross the country have established Local First chapters. In Massachuse ustatnable BusNgra.hos rk (SBN) has helped launch a half -dozen Local First groups. 12 • Main $trash organization. One municipality has a oftt eels pr an executive board, several standing committees, and s me staff. The organization organizes events throughout the year that supports parr to local businesses; It also offers storefront improvement programs andWministers retail inc and loan programs. The main streets model is a notionally - recognized public - private partnership model that relies on grants, membership contributions, and sponsorships. 13 • Economic Development Partnership. One municipality has a nonprofit partnership that not only engages local businesses but also financial Institutions, nonprofit organizations, and schools. The partnership's work is guided by a strategic plan focused on supporting local businesses, connecting employers to local talent, and marketing the municipality as a great place to do business. The partnership also operates a "Venture Fund" offering low -cost financing designed to assist ventures that would add diversity to the business community; this fund Is made possible through a partnership with a local community development financial institution (CDFI), a private organization that has teamed up with local banks to deWlop and administer this fund. u • Enhanced staffing. Several towns have expanded capacity in their planning offices and have division or department tides that include 'Economic Development.' In one municipality, the role of the office includes serving as a liaison between business owners and government entities involved in the provision of business assistance and the administration of fax incentive programs. In another municipality, the department administers grants and technical assistance to local businesses through a storefront enhancement program. Pending the ability to secure additional town resources, the Division could expand to include economic development responsibilities and change its name to include Community and Economic Development. :h Exomple - 4.1,1irro lacsl Finn: hVC / /brooklirobcall'rst ors /. 'h Beverly Main Strew: hts: / /beverlyrnamtreetsors/ :r Lawrence Pamronhip, his: ZJIswrenmoormersh 'nnra/Yenturefund Page 53 of 53 /b /„'7 ` LEGAL NOTICE TOWN OF READING To the Inhabitants of the Town of Reading: . Please take notice "that the Qgard of Selectmen of the Toph of Reading will hold a pppYip hearing on December . f.1015 at 9:00 ft: nn: in the gglectmen's Meeting,'Room, - B-%;pwell Srfreet,,Reading, . Ailj#achusetts on:.amending" the FY16. Non -Voign - Cta§SificaLon Plan. •A copy of the proposed docu- . rhent regarding this topic is avWt1ble—Jrr the Tow*1 MhrIVger's`o(fice, --16 Lowell . street, Reading, MA; M•W= Thurs from 7:30 a.m: - -5:30, p.m.,.Tues from 7:30 -a.m. =` 7:00 p.m. and Is. attached to,., 'the hearing notice: oh the website I at www readinamik aoy Ail interested parties are invite ad to attend.: the hearing; or may submit their comments in writing or by email "prior to 6:Q6 pan.. on December 1, - .2015 - -to fownmanaaer@ci.readtna nia By order of Robert W. LeLacheur- f:rF' Town Manager th24.15 S,�` FY 2016 TOWN OF READING CLASSIFICATION PLAN effective October 1, 2015 except as noted below Schedule A-1 Parking Fnki cermt A Officer Vm Dnwr B Clerk Ubonu,,Assonm Administrative Senior Libnery C Svoo, Associate Adminisvative Aoind Convol RCASA Youth Senior Center D Aninwt XSees CooNtiutm Comdiwm Of iu MwagerlPublic RCASA Outreach Receaton Pmgnam E Assistant Collector Assisant Town Clerk Avinwt Tneasurcn Cue Manager Computer Technician Librviw sie,t. Courdlnuor Coordinator Re®mul HOuaiag Smim Adminiswtive Zoning Enforcement Services Coo,iumtor Assimm Ins Ice Ptumbu,WGei Vmerwl Servos F AssieWtAssessm Halo Smim Case Nliumgmt Litspeetat Offices woes Ulauy Childneni Library lnfomution Library TUhnical Cwxrvniw Head Public Safer, Human Re sources Services Division Ubruy Circulation Services Division Services Division G M—nimanr Dinncher Generalin Heed Division Hed Heed Heed Nurse Advocate Public Health No. Recreation Senior Computer Want Supply Adminisonnor Technician Coordinator ENeeM. Service H Aft inim en Brsuh. Artiste t GIS Adnininmm Piathisn Agmt Assinent Libsety I Dorman RCASA Director HCalthA em Town Clank T.., Aviwnt militier Bsuiws Commutdty Conwwar, Sery fern K.. Colleaurliunsunt 1 Aveenor Dimmer. BuiMin Adaininrm Devela,,nnrrt D'ueeor Urectur Diem F. Uvector Assonant DPW K D. Assonant Fire Chief a Police Chief T.h.[M Mr our Town menrio hive AmounaevFinmoe L Service Utmur Ubru,, Urmun Monomer Assisant Town M mornpin DPW Dream Facilities Dance Fite Chief Polio Chief FY 2016 TOWN OF READING CLASSIFICATION PLAN etfec6ve January 1, 2016 Shcedule A -1 n 1 Parking Enforcement A Officer Van Dever B Clerk Litinii, Associate Adminlsnauve SaucrLibrary ' C Secretary Ass.,. Mainisbative Animal Contal RCASA Youth Sena Center D Aatisam Officer Cmrdianta Caotdimt. Office Meaager/Public RCASA Ouveach Recreation Program E AsswmtEeNeda Maiean[ Town Clerk A-a as aIinawrer Case Manager Campus. Technician Libmn. Services Cauchnator CoaNinewr Regimal Housing Senior Adminnerative Zoning Enforcement Services Coordinator Asia., Ina PlumbingrGu Veterans Service F Assistant Assessor A sboant Collector Aniwntrnessumr FIealb trusecher SesioriCaaegbaeuger haspecW officer wino Inaecar Library Children', Libary Information Library Technical Conservation Head Public Safety Human Reaornme Services Division library Circulation Sevices Division Servics Division G Administrator Msp.cher Generalist Head Division Head Head Head Nurse Advowa Public Health Nurse Recreation Senior Computer Water Supply Adminienri Technician Coordinator Eld.M. Semites H Mainiwator Eaecufive&,meant GUS Alauniffia ar laurchausingAgent Assistant Library I Directan RCASA Director Hea da Agent Town Clerk Trenurer- AeniaantFailities Business Community CaowuniH Serviw Human Remurees Collemm /Assimant 1 Asses. Direct. Bn Iv - Admwishabr Douala ant Director Director Director Finance Direst. Assistant DPW ' K ])brad. Aeleant Fite Chief Deum Police Chief Tek1broloU Director Town A hniniatcama AccountenUFinance L Samoa gaetoe lubne, Ditednn Direct. Assisant Town M !A[aca,c, DPW Dyed. Facilities Director Fite Chief - Police Chief n 1 OFFERED BY MATT O'MALLEY AND JOSH ZAKIM CITY OF BOSTON IN CITY COUNCIL RESOLUTION IN SUPPORT MASSACHUSETTS HOUSE BILL 2870 An Act Relative to Protecting Consumers of Gas and Electricity from paying for Leaked and Unaccounted for Gas WHEREAS: Massachusetts House Bill 2870 is an "An Act Relative to Protecting Consumers of Gas and Electricity from paying for Leaked and Unaccounted for Gas (UFG)" which seeks to protect all gas and electricity customers, whether businesses, manufacturers, homeowners and municipalities or other gas users, from paying for UFG by prohibiting providers from including the cost of UFG, as well as the costs of reducing or remedying loss in the rate base; and WHEREAS: According to H. 2870, "Unaccounted for gas or UFG is the difference between the total gas available from all sources that is acquired by a system type and the total gas accounted for as sales, net interchange or company use"; and WHEREAS: H. 2870 covers leakage or loss by leakage or loss due to discrepancies from measuring or monitoring inaccuracies, variations of temperature or pressure, or both, and other circumstances; and WHEREAS: The cost of UFG is typically passed on from providers of natural gas to users or consumers of gas; and WHEREAS: Leaking gas in the ground is harmful to vegetation and can kill valuable shade trees by depriving roots of oxygen; and WHEREAS: Methane is a precursor to ozone formation that can decrease lung function and aggravate asthma; and WHEREAS: H. 2870 will provide economic incentive to gas providers to develop improved technologies and practices for transportation, distribution and storage; THEREFORE BE IT RESOLVED That the Boston City Council strongly supports House Bill 2870 and urges the Massachusetts Legislature to take action to support this measure to protect consumers and the environment. Filed in City Council: September 28, 2015 OFFERED BY MATT O'MALLEY AND JOSH ZAKIM CITY OF BOSTON IN CITY COUNCIL RESOLUTION IN SUPPORT MASSACHUSETTS HOUSE BILL 2871 An Act Relative to Gas Leak Repairs During Road Projects WHEREAS: Massachusetts House Bill 2871 "An Act Relative to Gas Leak Repairs During Road Projects" would require the repair of all gas leaks when a road is opened up for a significant repair of the road or of any underground utility or other infrastructure; and WHEREAS: H. 2871 calls on utility companies that provide gas to survey a project area for the presence of gas leaks; and WHEREAS: H. 2871 would require all gas leaks to "be repaired within 12 months of the date the leak was classified "; and WHEREAS: The bill would further require Grade 1 leaks, which are considered the most dangerous and pose the greatest threat, to be repaired immediately; and WHEREAS: The legislation would require that the repair and replacement of gas leaks be provided to the "municipality or the commonwealth or other entity"; THEREFORE BE IT RESOLVED: That the Boston City Council strongly supports House Bill 2871 and urges the Massachusetts Legislature to take action to support this measure to repair gas leaks during road projects. Filed in City Council: September 28, 2015 City of Boston, Massachusetts Resolution Concerning Lost and Unaccounted For Gas September )(X, 2015 WHEREAS: Unaccounted - for -gas (UFG) is the difference between the total gas available from all sources that is acquired by a system type and the total gas accounted for as sales, net interchange and company use. This difference includes leakage or loss by other means, discrepancies due to measuring or monitoring inaccuracies, variations of temperatures or pressures, or both, and other variants; and WHEREAS: The cost of UFG is typically passed on from providers of any type or form of natural gas to any users or consumers of gas; and WHEREAS: Methane, a component of natural gas, is a powerful Greenhouse Gas; and WHEREAS: Leaking gas in the ground is harmful to vegetation and can kill valuable shade trees by depriving roots of oxygen; and WHEREAS: Methane is a precursor to ozone formation that can decrease lung function and aggravate asthma; and WHEREAS: Massachusetts House Bill, (H.2870), "An Act Relative to Protecting Consumers of Gas and Electricity from Paying for Leaked and Unaccounted for Gas" seeks to protect all gas and electricity customers, whether businesses, manufacturers, homeowners, municipalities, or other gas users, from paying for UFG by prohibiting providers from including the cost of UFG, as well as the costs of reducing or remedying loss, in the rate base; and WHEREAS: H.2870 will provide economic incentive to gas providers to develop improved technologies and practices for transportation, distribution and storage; and WHEREAS: Massachusetts House Bill, (H.2871), "An Act Relative to Gas Leak Repairs During Road Projects" would require the repair of all gas leaks when a road is opened up for a significant repair of the road or of any underground utility or other infrastructure; THEREFORE BE IT RESOLVED: That the Boston City Council support H.2870 and H.2871 and BE IT FURTHER RESOLVED: That the Boston City Council forward an engrossed copy of this resolution to the elected Boston delegation in the House and the Senate as well as House Speaker Robert A. De Leo and Senate president Stanley C. Rosenberg on behalf of the entire Boston City Council. Read and adopted Attest: Maureen Feeney, City Clerk Respectfully submitted: HOUSE DOCKET, NO. 1173 FILED ON 1/14/2015 HOUSE ............... No. 2870 The Commonwealth of Massachusetts PRESENTED BY: Lori A. Ehrlich and James B. Eldridge To the Honorable Senate and Howe ofRepresentadws ofthe Commonwealth ofMmsachuseas in General Courl assembled: The undersigned legislators and/or citizens respectfully petition for the adoption of the accompanying bill: An Act relative to protecting consumers of gas and electricity from paying for leaked and unaccounted for gas. PETITION OF: NAME: DISTRICT /ADDRESS: _. _ _ .................................................................................... Lori A. Ehrlich ............................... _.. _.............. ............................... 8th Essex James B. Eldridge Middlesex and Worcester .......... ...............:............... _ _.. ............................ .................... Marjorie C. Decker 25th Middlesex Stephen Kulik Ist Franklin Chris Walsh 6th Middlesex Louis L. Kajka 8th Norfolk _ .....e......................................... ............................... Dnise Provost :. 27th Middlesex ....________.. ......................................_......................._...................<................................ Kenneth L Gordon ........._..................... 21st Middlesex Stephen L. D1Natale 3rd Worcester ............................................................................. ..............................t Barbara L'Italien ..... Second Essex and Middles : ................................................ ............................... Dennis A. Rosa :4th Worcester Ellen Story .................... .............................. 3rd Hampshire Peter V. Kocot : Ist Hampshire Bruce E. Tarr .: Ftrst Essex and Middlesex Cory Atkins 1 of 7 Paul McMurtry 11th Norfolk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ............. : ................................. . . . . . Tricia Farley- Bouvier 3rd Berkshire Ruth B. Balser 12th Middlesex James M Cantwell 4th Plymouth C _...... ar p ........ ............................... mine L. Gentile : 13th Middlesex Mary S Keefe :15th Worcester _.r Thomas M McGee Third Essex .......... Cvnthia S. Creem i First Middlesex Jason M Lewis F Fifth Middlesex ..................y ...................... _ Barnstable, Dukes ....................:................ ............................... .. . 10th Plymouth Patrrcia A. Haddad 5 5th Bristol Michael J Barrett T ..................:.. ............................... __._.. . ................ ............._..._................................. .........................._____ . 23rd Middlesex .....................:........ ......................._.__..__ . 11th Middlesex Angelo J Pup pa[o, Jr. : :12th Hampden ... . 29th Middlesex ............. .............._._._......._____ .._..................... ..... . ............................. ................... _ _........................................ ........ .............................. ......... ................................................................................................:...:........... . ............................... .........._.__________ ............................................................................. z :33rd Middlesex Paul R. Heroux E .................. t E . . 2 2 of HOUSE DOCKET, NO. 1173 FILED ON: 1/1412015 HOUSE .. . . ... ... ..... No. 2870 By Representative Ehrlich of Marblehead and Senator Eldridge, ajoint petition (accompanied by bill, House, No. 2870) of Lori A. Ehrlich, James B. Eldridge and others relative to protecting consumers of gas and electricity from paying for leaked and unaccounted for gas. Telecommunications. Utilities and Energy. The Commonwealth of Massachusetts In the One Hundred and Eighty-Ninth General Court (2015 -2016) An Act relative to protecting consumers of gas and electricity from paying for leaked and unaccounted for gas. Be it enacted by the Senate and House of Representatives in General Court assembled, and by the authority of the same, as follows: The General Laws of the Commonwealth of Massachusetts are hereby amended as 2 follows: 3 SECTION I Chapter 164 of the General Laws, as appearing in the 2014 Official Edition, 4 is hereby amended by adding the following section: 5 Section 147. (a) As used in this Section, the following words shall have the following 6 meanings: 7 "Gas" - natural gas and any of its products, components or derivatives and methane, 8 whether produced by, or gathered from or collected as a result of exploration and production by 9 well, mining or otherwise, hydraulic fracturing, biomass gasification reactors, biogas reactors, 3 of 10 anaerobic digestion, methane emissions from landfills and liquid natural gas and whether mixed 11 with propane air or not or with synthetic natural gas or not. 12 "Hydraulic fracturing" - the process of pumping a fluid into or under the surface of the 13 ground in order to create or develop or enhance the flow through fractures in rock for the 14 purpose of the production or recovery of oil or gas. 15 "Liquefied natural gas " - a natural gas that has been changed into a liquid by cooling the 16 temperature at atmospheric pressure to approximately 260 °F. 17 "Local Distribution Company" — includes a municipal distribution company, and is 18 referred to as an LDC. 19 "Local retail outlets"— Distributors of gas at retail to retail customers for individual 20 household use. 21 "Natural gas " - a type of gas which originates in the ground and is predominantly 22 methane. 23 "Propane air" - a type of gas produced by those facilities which add commercial grade 24 propane to air for mixture with natural gas . 25 "Provider'— anyone that purchases, acquires, transmits, barters, forfeits, exchanges, 26 transports, stores, processes, compresses or decompresses, distributes, sells or conveys gas for 27 resale or reuse and any Public Utility. A Provider may use one or more system types. 28 "Public Utility" — a gas or electric company as defined in section one of chapter one 29 hundred and sixty four, or any municipal corporation which owns or may acquire municipal 30 lighting plants as referred to in section two of said chapter one hundred and sixty four or any 4 of 31 person, firm, association, or private corporation which owns or operates works or a distribution 32 plant for the manufacture and sale or distribution and sale of gas for heating and illuminating 33 purposes, or of electricity, within the Commonwealth as referred to in section two of said chapter 34 one hundred and sixty four or any domestic electric utility or foreign electric utility as defined 35 in section one of chapter one hundred and sixty four A. 36 "Synthetic natural gas " - a type of gas which is made by a facility which produces a 37 gaseous fuel from the manufacture, conversion or reforming of liquid or solid hydrocarbons. 38 "System type" —any one of a gas distribution system, gas transmission or transportation 39 system, gas storage facility whether in liquefied or other state, gas production, gathering or 40 handling system. and a Public Utility. 41 Unaccounted - for -gas (UFG) —The difference between the total gas available from all 42 sources that is acquired by a system type and the total gas accounted for as sales, net interchange 43 and company use. This difference includes leakage or loss by other means, discrepancies due to 44 measuring or monitoring inaccuracies, variations of temperatures or pressures, or both, and other 45 variants . 46 (b). Calculation of UFG. 47 (1) When possible, UFG must be measured, computed and reported by system type. 48 (2) UFG for a system type equals Gas Received less Gas Delivered less Adjustments. 49 (3) Percent of UFG equals UFG divided by Gas Received times 100 50 (4) Gas received, gas delivered, and adjustments must represent actual gas quantities. 51 Measuring and monitoring equipment that meets current industry standards applicable in 5of7 52 Massachusetts must be installed. Estimates shall be treated as UFO unless clearly identified, 53 have supporting justification, assumptions and calculations and can be determined to be at least 54 as accurate as measured results. All records of acquisition by purchase or otherwise, sales and 55 internal usage must be made available and have been kept in the usual course of business. 56 (5) All lost and unaccounted for gas shall be presumed to be lost gas unless the portion 57 represented by unaccounted for gas, including but not limited to losses to company used gas, 58 liquids extraction, and meter errors due to inaccurate calibration or temperature and pressure 59 fluctuations, is proven by a preponderance of the evidence in a given ratemaking proceeding. 60 (6) A Provider shalt be responsible for the UFO of each other Provider that is a source of 61 gas within the state that is not subject to ratemaking and the gas received for measuring UFO 62 shall be the gas received within the state by that Provider that it not subject to rate making. 63 (c). The cost of UFO in excess of the maximum allowable and all expenses for decreasing 64 UFO down to the maximum allowable shall be disallowed for ratemaking purposes. 65 (1) The maximum allowable loss is as shown in the following table. 66 Maximum Allowable Loss as a Percent of UFO per System Type 67 Year/ Distribution/ Transmission/ Storage/ Public utility/ Other 68 1/ 1.00 0/o/ 0.500W 0.25 0/./ 0.25 0/o/ 0.25% 69 2/ 0.750 % / 0.25 ° /W 0.100W 0.10%/ 0.10% 70 3/ 0.50 ° /W 0.10 % / 0.05 ° /W 0.05 ° /W 0.05% 71 4/ 0.25 ° /W 0.05°/.1 to/ to/ to 6of7 72 5/ 0.10 % / to 73 6/ 0.00 0/./ 0.00° /a/ 0.00 0/./ 0.00 0/./ 0.00% 74 (2) The calculation of the percentage of lost and unaccounted for gas shall be based on an 75 annual period. Notwithstanding the choice of test year for other aspects of ratemaking, and 76 unless a more appropriate period can be demonstrated by a preponderance of the evidence in a 77 given ratemaking proceeding, the annual period ends June 30, and is the most recent such period 78 for which data are available. 79 (3) Local retail outlets shall use best available technology and practices for preventing 80 leakage. 81 SECTION 2. Section 1 shall take effect on January 1. 2017. 7 of HOUSE DOCKET, NO. 1505 FILED ON: 1/15/2015 HOUSE ............... No. 2871 The Commonwealth of Massachusetts PRESENTED BY: Lori A. Ehrlich To the Honorable Senate and House of Representatives of the Commomveahh of Massachusetts in General Court assembled' The undersigned legislators and/or citizens respectfully petition for the adoption of the accompanying bill: An Act relative to gas leak repairs during road projects. PETITION OF: NAME: I DISTRICT /ADDRESS: James B. Eldridge ........te......................................................._ ....... ......._...._._............ Middlesex - -`- _. _ .._._...._.. Sphen Kulik i 1st Frankl ..._...._...._... .............................................................._...._....... Leonard Mina ........__.;_______............ 2nd Essex Denise Provost 27th Middlesex Kenneth I Gordon 21st Middlesex Steohen L. D* Natale T 3rd Worcester Middlesex Dennis A. Rosa 4th Worcester Peter V. Kocot I st Hampshire Co ry Atkins 14th Middlesex Ruth B. Balser l2th Middlesex Rose Lee Vincent 16th Suffolk .............. ................ ....._.. Ellen Story .. ................. .3rd Hampshire James M Cantwell 4th Plymouth William N Second Suffolk Suffolk and Middlesex 1 of Walter F Timilry 7th Norfolk ...................................... Mary S Keefe 15th Worcester ................................ - ............... omas McGee Third Esse x x zM C. Decker . ........ 2 5 t h Middlesex Edward F Coppinger : 10th Suffolk ............... ............. Jason M. Lewis Fifth Middlesex htm.O-A� v R Madden .................. Barnstable. Dukes and Nantucket Michelle M. DuBois 10th Plymouth ........................... Patricia A. Haddad A 5th ' a Bruce E Tarr 1 .. .. First Ess e x a n d Linda a r c e n a Fo r ? y First Suffolk James M. Murphy 4th Norfolk Kay Khan 111hMiddlesex Angelo J. finjpok Jr. 12th Hampden Jonathan Hecht 29th iddiesex Linda Dean Campbell 15th E s s e x ............. Steven Ultrino 33rd Middlesex Gailanne M Caridd; Ist Berkshire Pauli. HeroUX 2ndbristol Denise C. Garlick 13th Norfolk Sarah K Peake 4A Barnstable Tom Sannicandro 7th Middlesex James R. Miceli 19th Middlesex bm4m Rogers 24th Middlesex Jay D. Livingstone 8th S uffo I k deloey Stinchez .............. 15th Suffolk Timothy) iaoniey, Jr. .. .............. 26th Middlesex 2 of 3 HOUSE DOCKET, NO. 1505 FILED ON 1/15/2015 HOUSE ............... No. 2871 By Ms. Ehrlich of Marblehead, a petition (accompanied by bill, House, No. 2871) of Lori A. Ehrlich and others relative to gas leak repairs during road projects. Telecommunications, Utilities and Energy. The Commonwealth of Massachusetts In the One Hundred and Eighty -Ninth General Court (2015 -2016) An Act relative to gas leak repairs during road projects. Be it emcted by the Senate and House afBepresentatives in General Court assembled and by the authority oftee same, as follows: 1 Section 144 of chapter 164 of the General Laws, as appearing in the 2012 Official 2 Edition, is hereby amended by striking out section (c) and inserting, in place thereof, the 3 following: 4 (c) Upon the undertaking of a significant project involving the repair or paving of a 5 public way, the installation, replacement or repair of an underground water or sewer line or 6 underground electrical or other cable exposing confirmed natural gas infrastructure, a 7 municipality or the commonwealth or other entity responsible for the installation, replacement or 8 repair shall submit written notification of the project to a gas company. The gas company shall 9 survey the project area for the presence of gas leaks, and all leaks shall be repaired within 12 10 months of the date the leak was classified, with the exception of Grade I leaks, which shall be 11 repaired immediately, per Section 2 (b)(1). The repair and replacement schedule of gas leaks 12 shall be provided to the municipality or the commonwealth or other entity. 3 of q G4 oS Schena, Paula From: LeLacheur, Bob Sent: Monday, November 23, 2015 3:09 PM To: Schena, Paula Subject: FW: Has TV Notice Attachments: Customer Notice -MA Rl.pdf For BOS packet Robert W. LeLacheur, Jr. CFA Town Manager, Town of Reading 16 Lowell Street Reading, MA 01867 townmanooer0chreadina.ma us (P) 781 - 942 -9043; (F) 781- 942 -9037 www.readingma.00v,,P/eawfit/outourbriefcustomerservicesumeyat. htto: / /readingma -survey virtualtownhall net /survey /sid /ff5d3a5fO3e8eb6o/ Town Hall Hours: Monday, Wednesday and Thursday: 7:30 a.m - 5:30 p.m.;Tuesday: 7:30 a.m. - 7:00 p.m.; Friday: CLOSED From: Reddish, Jill M [mailto:iill.m reddish(clverizon coml Sent: Monday, November 23, 2015 3:08 PM To: Reddish, Jill M Subject: Fios TV Notice Dear Municipal Official: This is to notify you of certain upcoming Fios® TV pricing changes. On or after February 1, 2016 — • The Broadcast Fee will increase from $1.99 to $2.99 per month. This monthly fee helps cover a portion of the costs local TV stations charge Verizon for their programming and is subject to change. • The Regional Sports Network (RSN) Fee will increase from $4.99 to $5.89 per month. This monthly fee helps cover a portion of the costs Verizon pays to RSNs to deliver professional and collegiate sports programming in each local team's territory. Verizon will notify subscribers of the above by means of bill message beginning on or after December 1, 2015. A sample customer notice is attached. Access to the Fios® TV channel lineup is available 24/7 online at verizon.com/fiostvchannels. We realize that our customers have other alternatives for entertainment and our goal is to offer the best choice and value in the industry. Verizon appreciates the opportunity to conduct business in your community. Should you or your staff have any questions, please contact me. Sincerely, r Jill Reddish FiOS TV- Sr. Staff Consultant Franchise Management - NE 617 342 0558 ywkonJ cTa Z verizonv Fios' TV Channel and Programming Changes Broadcast Fee: Effective on or after 30 days from the date of this message, you will receive a Fios® TV Broadcast fee of $2.99 per month. If you currently have a Broadcast Fee on your bill, this will be increased to $2.99 per month. This monthly fee helps cover a portion of the costs local TV stations charge Verizon for their programming and is subject to change. Regional Sports Network Fee: Effective on or after 30 days from the date of this message, you will receive a Fios° TV Regional Sports Network (RSN) fee of $5.89 per month. If you currently have an RSN Fee on your bill, it will increase to $5.89 per month. This monthly fee helps cover a portion of the costs Verizon pays to RSNs to deliver professional and collegiate sports programming in each local team's territory. Verizon offers alternative packages that do not include RSNs are not subject to this fee. qc,13