HomeMy WebLinkAbout2006-05-30 Board of Selectmen HandoutMr. Peter Hechenbleikner
Town Manager
Town of Reading
16 Lowell Street
Reading, MA 01867
May 28, 2006
Dear Peter,
I would like to provide some observations on the issue of continuing to pump water from
Reading wells versus converting the entire town to the MWRA water supply. The issues
so far seem to have centered around availability, ecology, control of resources, and taste.
I would like to suggest that there is a far larger hidden cost of Reading's well water,
which is the high mineral content.
I have been a Reading resident for 30 years and have owned two houses. The effects of
Reading well water has been a substantial cost to living here, as water heaters, boilers,
pipes, and all plumbing fixtures are adversely affected by the high mineral content. I have
found water heaters have substantially shorter lifetimes due to the buildup of minerals. I
have replaced a boiler with large scale concentrations. The copper pipes in our houses
show an etching over time and the gaskets around faucets harden much faster. Our
clothes have been stained with iron, and a recent expensive repair of my refrigerator ice
maker was also due to mineral buildup from the water.. These are major hidden costs of
our present water supply which, over time, have cost hundreds if not thousands of dollars.
Living on the south side of town, we have first hand experience over the past month with
soft water from the MWRA. Soap lathers much faster, the taste is no different, and the
metallic stains have gone away. For the same or potentially lower cost water with hugely
lower mineral content, my vote is to switch entirely to MWRA water.
Sincerely,
John Stempeck
65 Avalon Road
Reading, MA 01867
5)
40
IPSWICH RIVER
WATERSHED
ASSOCIATION
PO Box 576, Ipswich, MA 01938
978-887-2313 fax-978-887-2208
May 19, 2006
Dear Member of the Town of Reading Town Meeting,
C. 2-Lg
C:~)at-to
The Ipswich River Watershed Association (IRWA) is writing to urge you to vote in favor of
purchasing all of Reading's future water from MWRA. This option will protect the Ipswich
River by ceasing the damaging use of the town's wells, while ensuring the safety and
sustainability of water for Reading's residents and businesses.
IRWA has worked for more than a decade to address the extreme environmental degradation that
occurs to the Ipswich River as a result of water withdrawals. Nowhere is that damage more
severe and more chronic than adjacent to the Reading wells (please see attached photos of the
river in Reading). The adverse impacts of Reading's Ipswich River wells have been thoroughly
investigated and documented, and affect the river not only in Reading, but throughout its course
downstream. IRWA believes that the dewatering of the river runs counter to a number of laws
that protect rivers and associated wetlands, and may also infringe upon rights of Massachusetts
citizens, riparian (riverfront) landowners, and communities downstream.
IRWA recognizes how challenging this situation is. We are aware that the increased cost of
building the new treatment plant has changed the alternatives analysis. We are concerned that
the town may decide to continue to use the wells, despite the damage that they cause. In fact, the
likelihood is that, if the town were to build the new treatment plant, it would feel economic
pressure to increase use of the wells and decrease the MWRA purchase, in order to justify and
afford the expenditures on the treatment plant. This would have very adverse consequences for
the Ipswich River, which we would be bound to oppose.
We urge the Town not to take this path. Not only will this approach continue to degrade the
Ipswich River ecosystem, but the town will continue to face management burdens and financial
and regulatory risks. Use of the wells could be further restricted or prohibited in the future,
because of the ecological degradation they cause. Quite conceivably, this could result in
Reading having to pay to build the new water treatment plant, yet having to forgo its use from
May through October or during low-flow periods.
Nor are the risks and issues strictly limited to the question of future authorization to use the
wells. The town's water supply remains vulnerable to contamination from a variety of actual and
potential sources, and the siting of the new water treatment plant near rare species habitat and .
sensitive wetlands represents an additional threat to environmental quality.
As has already been demonstrated by the escalation in costs of the water treatment plant, the
future costs of continued use of the town's wells is at best uncertain, and may well be higher than
currently projected, when all the concerns, and costs to address them, are fully accounted for.
While MWRA water is also subject to cost increases, these costs are subject to very detailed
forecasting and are shared among many communities. The state treasury has also, at times,
absorbed some of these costs, and we believe it is likely that it will do so again in the future, as
environmental groups such as IRWA have expressed support of this funding.
The Ipswich River wells are not a viable source in low-flow periods because of the
environmental damage they cause. One misconception is that the Town's proposal to reduce
pumping from May through October will solve the problem. This is not true. According to
modeling by the U.S. Geological Survey and the Massachusetts Department of Environmental
Protection, even reduced use of the wells from May through October will continue to pump the
river dry. Also, low-flow periods occur in other months. In fact, low-flows are more common in
November than in June, and in December than in May. The proposal for continued use of the
wells will continue to degrade the river during such periods.
As you know, IRWA originally supported the alternative of Reading purchasing sufficient water
from the MWRA to cease using the Ipswich River wells during the May through October period,
but to retain the use of the wells the rest of the year. However, we recognize that the economics
of the situation have changed, with the cost of building a new treatment plant escalating sharply,
so that the use of the local wells while purchasing sufficient water from the MWRA to meet all
the town's summer demand may be cost-prohibitive. Based on this change in the economics of
the partial use option, we have concluded that the best alternative to ensure the safety and
sustainability of the town's water supply, while protecting the river, is to completely cease the
use of the wells.
IRWA stands ready to assist the Town of Reading in whatever way we can to assure a safe and
sustainable water supply for Reading, while protecting the Ipswich River. We urge you to work
with us toward this end by voting to purchase all Reading's water supply from MWRA.
Thank you for your consideration.
Sincerely,
Kerry Mackin
Executive Director
5
Town of Reading
16 Lowell Street
Reading, MA 01867-2683 CONSERVATION COMMISSION
Phone (781) 942-6616 Fax (781) 942-9071
ffink&i.reading. ma.us
MEMORANDUM
To: Board of Selectmen
From Frances M. Fink, Conservation Administratort
Date: May 30, 2006
Re: Purchase and Sale Agreement for "Dividence Meadows"
Please review and sign the attached revised Purchase and Sale Agreement for the Dividence
Meadows property off Kieran Road. The agreement had to be revised after our title examiner
determined that we must have a surveyed site plan prepared to be recorded with the Deed at the
closing. We have received a contract proposal from a Professional Land Surveyor, Andrew.
Bramhall, in the amount of $6,900.00. We expect to receive a second proposal from Jack
Sullivan, and will accept whichever proposal is less expensive. The Town Manager has
approved using part of the $40,000.00 allocated by Town Meeting last fall for the Town share of
the survey.
The Seller has agreed to share the cost of the survey 50:50 with the Town. At the advice of
Town Counsel, paragraph #36 has been added to the Purchase and Sale Agreement as a result.
Because we need to wait for the site plan, we expect the closing date to be delayed from June 5,
2006, to the beginning of the last week in June. Town Counsel is making arrangements with the
Seller's attorney for the date. We must complete the purchase by June 30, 2006 to receive the
reimbursement under the Drinking Water Supply Protection Grant.
Please call if you have any questions. Thank you for your patience with the repetitious signature
requests.
9
28. AFFIDAVITS AT CLOSING
SELLER agrees to furnish to BUYER at the time of delivery of the deed executed affidavits, certificates, and
indemnifications regarding mechanics and materialmen's liens, and parties in possession sufficient to
eliminate any title insurance exceptions for these matters, or customarily required by BUYER's mortgagee in
connection with mortgage loans for transactions of this type. SELLER shall supply sufficient certification of
non-foreign status, tax identification number and driver's license at the time of closing.
29. This Agreement supersedes all prior Agreements and other understandings between the parties and
represents the complete and full Agreement of the parties hereto except as this Agreement is hereinafter
modified or altered by written agreement by the parties hereto.
30. a) Title to said premises is insurable (the premium to be paid by BUYER) for the benefit of BUYER,
by a title insurance company acceptable to 'BUYER in a fee owner's policy of title insurance, at
normal premium rates, in the America Land Title Association form currently in use, subject to those
printed exceptions to title normally included in the "jacket" to any such form or policy; and
31. The broker commission with respect to the transaction hereunder shall be paid by SELLER in the
amount of $2,480.00 to Grubb & Ellis Coldstream Real Estate, Inc. BUYER represents that they were not
introduced to the SELLER, or the property, or induced to enter into this Agreement by any other broker
other than the broker named herein, and BUYER shall indemnify SELLER for any losses, costs, or damages,
(including, without limitation, attorney's fees) incurred by SELLER with respect to any breach of BUYER's
said representations. The provisions of this Paragraph shall survive the delivery of the Deed hereunder.
32. No oral warranties, representations, or statements shall be considered a part hereof. The provisions
of this Paragraph shall survive the delivery of the Deed hereunder.
33. BUYER shall not have the right to assign this Agreement without the express written consent of the
SELLER. If, without the SELLER's written consent as aforesaid, BUYER assigns this Agreement,
SELLER, at their option, may declare this Agreement ipso facto, null and void, and all payments made
hereunder shall be retained by SELLER as liquidated damages.
34. All reference to the "then current year" and like references with respect to real estate taxes payable
for the premises shall be construed to mean the current fiscal tax period within which such taxes are payable.
35. If the BUYER records this Agreement, this Agreement, shall, ipso facto, at the option of the
SELLER become null and void, and the deposit with the interest thereon shall be retained by SELLER as
liquidated damages.
36. Buyer is to hire survey of it's choosing to survey the land and for other purposes. Seller agrees to
pay at closing from the proceeds of the sale the amount of $3,450.00.00 towards the cost of said plan. If
the closing is not consummated the Seller shall not be responsible for any fees or costs of the plan.
NOTICE: THIS IS A LEGAL DOCUMENT THAT CREATES BINDING OBLIGATIONS.
IF NOT UNDERSTOOD, CONSULT AN ATTORNEY.
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Boston Business Journal - May 22, 2006
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Hoop schemes
Eastern Development's efforts to redevelop 24 acres in Wellesley and the concessions the town
was able to secure reflect the growing savvy of municipal officials as they deal with developers
Boston Business Journal - May 19, 2006 by Steven..,P,,..,Galante. Special to the Journal
Ripples of anxiety swept through the town of Wellesley when Eastern Development LLC quietly
purchased a 24-acre shopping area a stone's throw from the town center. Yet, today, less than two
years later, Woburn-based Eastern is on the verge of getting filial approval for a retail and housing
project that one Wellesley selectman has said "will change the character of this town forever."
For Eastern, however, the process was hardly a cakewalk.
The company executive heading the project estimates he logged more than loo meetings with
town residents, officials and others involved in the planning. More significantly, to gain approval,
Eastern accepted restrictions on what it can build on the site and the kinds of tenants it can rent
to. The company promised to build seven units of affordable housing. And it agreed to make road
improvements, payments to the town and other concessions that will cost the developer some $6
million.
Wellesley's ability to wrest so many compromises from Eastern reflects the increasing clout and
sophistication that Massachusetts municipalities are bringing to negotiations with real estate
developers.
Much of the ability to make developers jump through hoops stems from their need to win zoning
relief for projects in many of the most desirable Bay State communities.
"Boards have lots of discretion about whether to approve projects," says Patrick Fox, president of
The Saint Consulting Group, a Hingham-based firm that helps developers orchestrate campaigns
to win project approvals.
Earlier this year, Saint Consulting teamed with the University of Massachusetts Lowell to survey
1,ooo households across the country to gauge public attitude toward development. Nearly three-
quarters of the respondents said their community is fine the way it is or is overdeveloped. Nearly
83 percent said they do not want new development in their communities.
Such "not in my backyard" attitudes aren't new obstacles for developers. However, municipal
officials have become more savvy in negotiating with developers, even going so far as to hire high-
profile consultants of their own. Wellesley, for example, hired Meredith & Grew, a major Boston
real estate advisory firm, to evaluate Eastern's proposal and advise on negotiations.
"There's definitely been a strong trend in the last five years among municipalities engaging
private-sector consultants to aid in evaluating and negotiating" with developers, says Yanni K.
Tsipis, the Meredith & Grew vice president in charge of the Wellesley project. (Adding insult to
injury, Eastern eventually agreed to reimburse Wellesley for Meredith & Grew's consulting fee.)
Eastern officials declined to discuss the project, citing the fact that the zoning board has yet to
grant final approval. Though that agreement is all but guaranteed, James Lamp, the Eastern
project manager in charge of the Wellesley project, says it would be "presumptuous" to comment
beforehand. "One of our concerns throughout the process in Wellesley has been perception," he
says. _
Eastern had good reason to be cautious going into the process. The property straddles Linden/
Street, the second-busiest commercial strip in the town. It is just a block north of Central Street,
Wellesley's main drag. Residents and officials worried about the kinds of businesses Eastern
intended to court, and whether they would undermine those on Central Street.
The property, moreover, has historical and emotional significance. The sellers were fourth-
generation descendants of William Diehl, who purchased his first piece of Linden Street property
in 1860. He and his descendants cut ice from a local pond to supply Boston ice boxes, broke wild
horses brought by train from Nebraska and resold them as work horses, and milled lumber from
logs shipped from Canada. Until they closed around the time of Eastern's purchase, the family's F.
Diehl & Son lumberyard, hardware store and fuel delivery service were local landmarks.
Wellesley also has a reputation for~taking a tough line with developers. Perhaps the most notable
example is its 12-year, deadlocked confrontation with Stop & Shop Inc., which tried unsuccessfully
to put a "super-store" on a former Grossman's hardware store site on the eastern edge of town.
That property, increasingly dilapidated, remains vacant even as Stop & Shop pays rent year after
year to the property's owner.
Town officials say Eastern wisely based its initial proposal for its project, called Linden Square, on
recommendations the town Planning Board had made for the area a few years earlier.
"They were giving the town what they presumed the town wanted," says Wellesley Planning
Director Rick Brown.
But Eastern also wanted to increase the density of the development on the property. When the
firm tried to put the project on a fast track for approval, town officials dug in their heels. That, says
town Executive Director Hans Larsen, is when negotiations began in earnest.
"At some point, they realized time was money," Larsen says. "They realized that if they didn't make
some concessions, this thing could have been tied up forever."
Wellesley's trump card was that the property was composed of to separate parcels. Eastern needed
the town to create a "zoning overlay district" so it could develop the property as a single package.
Otherwise, it would have had to plan, gain approval for and develop each parcel separately.
Rather than rushing in and cutting a deal with Eastern; however, the town went one step further. It
hired Meredith & Grew to quantify the financial benefit that Eastern would gain from the zoning
relief, and then to develop a strategy for negotiating with Eastern to participate in that gain.
"When the private sector asks the public sector to take discretionary.action, that increases the
value of the project for the private sector," says Tsipis, the Meredith & Grew vice president. "It's
only logical that the public sector would try to recapture some of that increased value."
Eastern got its zoning overlay district and the right to increase the density by about to percent. In
return, aside from the building restrictions and payments to the town, Eastern agreed to traffic
control, design and cosmetic changes intended to make the redevelopment project more in
character with the nearby downtown.
"They needed something, and we needed something," says Larsen, the town executive director.
"Everybody got something out of the process."
Assuming it receives final town approval as expected, Eastern intends to begin construction within
the next few months. And Lamp, the Eastern executive in charge of the project, suggests he is more
than ready to move to the next phase. "This," he says, "was about as detailed a development
planning process as I've ever experienced in my 20 years in this business," he says.
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Next 93/95 ITF mtg tomorrow 5/31 in Reading Page 1 of 2
Hechenblefter, Peter
From: Frey, Bob (EOT) [Bob. Frey@state.ma.us]
Sent: Tuesday, May 30, 2006 3:23 PM
To: Corey, John; Schubert, Rick; Anthony, Camille; Barnes, Jonathan; Bruen, Darlene; Casey,
Paul; Chong, Michael; Clarke, Dennis; Cosgrove, Joe; DiBlasi, Joe; Durrant, Ian; Everson,
Jeff; Festa, Mike; Gallagher, Jim; Grover, Robert; Hamblin, Eileen; Havern, Robert; Jones,
Bradley; Katsoufis, George; Kennedy, Anthony; Kinsman, Art; Leiner, Craig; McLaughlin, Tom;
Meaney, Paul; Medeiros, Paul; Molter, Andy; Natale, Patrick; Rogers, Maureen A.; Smith,
Suzanne; Stinson, Richard; Sullivan, Dan; Tarallo, Ed; Tisei, Richard; Webster, Bill
Cc: Blaustein, Joan; Callan, Melissa (Rep Mike Festa); Christello, Tricia (Mass Motor TA); Cooke,
Don; DiSarcina, Tony; DiZoglio, Dennis; Draisen, Mark; Edwards, Adriel; Florino, Ron; Frey,
Bob; Grzegorzewski, Josh; Harwood, Tracey (Mayor McLaughlin); Town Manager; Lindstrom,
Mike (Sen Richard Tisei); Lucas, Barbara; Lutz, Elaine; Martel, Justin (Rep Brad Jones);
McKinnon, Anne; McLaughlin, Thomas; Mcvann, John; Medeiros, Paul (work); Miller, Kenneth;
O'Rourke, Carmen (Rep Paul Casey); Pap, Mary (Rep Brad Jones); Purdy, Jim; Pyke, Keri;
Reilly, Chris; Schwartz, Bill; Stein, Kathy; Tafoya, Ben; Van Magness, Frederick (Rep Brad
Jones); Wood, Gail
Subject: Next 93/95 ITF mtg tomorrow 5/31 in Reading
Attachments: ITF 2006 05-31 meeting agenda.doc; ITF 2006 05-10 summary.doc
Hello Again Task Force Members:
Final reminder that the next meeting of the 1-93/1-95 Interchange Task Force will be tomorrow:
Wednesday, May 31, 2006
4:30 PM - 6:30 PM
Reading Senior Center
49 Pleasant Street
Reading
The agenda (previously sent) and the summary from last meeting (just finished) are attached:
«ITF 2006 05-31 meetina aaenda.doc>> «ITF 2006 05-10 summarv.doc>>
See you tomorrow in Reading.
Thanks,
- Bob
Bob Frey
Manager of Statewide Planning
Office of Transportation Planning
Massachusetts Executive Office of Transportation
0
5/30/2006
Memorandum
To: Peter Hechenbleilcner
From: Jane Fiore
Date: May 30, 2006 '
Re: 680 Main Street
The Health Division has not received to date any information or plans
regarding any construction change at this restaurant site - Venetian Moon.
The Health Division regularly inspects and annually permits this operation.
Therefore, at this time the Division on behalf of the Board of Health must
recommend denial of the entertainment license by the Board of
Selectmen until the food service establishment has presented plans and
those plans have been reviewed by the Health Division.
0
F &F
.rs
Town of, Reading
16 Lowell' Street
Reading; MA 01867-2685
FAX: (781) 942-9071
Email: townmanager&l.reading.ma.us
MEMORANDUM
TO: Police Chief Jim Cormier
Fire Chief Greg Burns
-Health, Seivicbs Ad airustrator Jan Fiore';
Y,
Building hi ispectot Glen Redmond
Town Planner Chris Reill-
FROM: Peter 1. Hechenbleikner
DATE: May 25, 2006
RE: 680 Mairi'Street
TOWN MANAGER
(781) 942-9043
Venetian Moon has applied for a license for live entertainment in the lower level of an expanded
restaurant. Attached is a copy of the proposed conditions for the license.
This matter is scheduled for Selectmen's discussion on May 30, 2006. Please provide to me your
suggestions/comments with.regard to the proposed license.
PIH/ps
Page 1 of 1
Schena, Paula
From: Hechenbleikner, Peter
Sent: Friday, May 26, 2006 3:52 PM
To: Schena, Paula
Subject: FW: Venetian Moon
For BOS
From: Burns, Greg
Sent: Friday, May 26, 2006 2:20 PM
To: Hechenbleikner, Peter
Cc: Jackson, Paul
Subject: Venetian Moon
Peter
The Fire Department is currently reviewing plans on the modifications to the building which calls for fire sprinklers
to be installed as part of the renovation. If the occupant sprinklers the building and does not exceed the capacity,
I do not object to the license.
Greg
16)
5/26/2006
On September 17, 1984 the Board of Public Works adopted the
following policy concerning access to public ways:
The Department of Public Works may issue permits for motor vehicles
access and exits on to public ways and/or across sidewalks as specified
in the Town By=Law Article XIV Section 6 if the request complies with
the following requirements:
a. No access shall be. allowed at the end of a roadway (except
a cul-de-sac).
b. A single car driveway shall not exceed 12 feet in width.
C. A double car driveway shall not exceed 24 feet in width.
d. A single direction parking lot entry shall not exceed 15
feet in width.
e. A dual direction parking lot access shall not exceed 30
feet in width.
f. Two access ways may be allowed on any single lot if the
distance between the access points shall be at least 125' unless
specific indicated needs to the contrary are.demonstrated.
g. The minimum distance between a dual direction parking lot
access and any other driveway or entry on the same lot shall be
50'.'
h. Any access to a public way or across any sidewalk shall conform
to the typical cross section of driveway apron (copy attached).
i. No permit shall be issued for the purpose of parking vehicles
on sidewalks, tree lawn areas or roadway shoulders.
j. No access to a public way or across any sidewalk shall conflict
with Town shade trees, nor existing or proposed utilities.
(hydrants, catch basins, headwalls, etc.)
k. Any access shall comply with all applicable traffic'engineering
and safety requirements and standards. (sight 'distance, alignment,
etc.)
1. The applicant may appeal to the Board in cases of dispute
concerning said permit issuance.
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TOWN OF READING, MASSACHUSETTS
DRIVEWAY.DESIGN REQUIREMENTS
The design standards presented are based on the type of road,
design speed, rights of the roadway user and abutting property
owners.
1. Driveways should be located to the best advantage with regard to
the roadway alignment profile, sight distance conditions and
natural features.
2. The standards call for not more than two driveways for any one
property. Additional drives should not be allowed unless there
is a clear necessity for them. No circular drives are allowed,
unless there is a minimum frontage of 150 feet.
3. If there are a number of commercial establishments to be
constructed, then a service road shall be constructed by the
applicant to connect with the exit and entrance allowed under
the standards.
4. The standard, for commercial drives,..on roads having a design
speed or an 85 percentile speed of 30 M.P.H. or less may have
two 450 drives with a minimum radius of 30 feet and a minimum
square width of 20 feet. If the major use of the drives is for
trucks, the width may be increased to a maximum of 24 feet.
5. In the case of a short frontage, where it would be impossible
to construct two 450 drives and a driving island, or where
warranted by other site conditions, a single 900 driveway 24
feet wide measured at the point of tangency to the drive, and
two 30 foot radii may be used.
6. Residential driveways will consist of a ,single 900 drive with a
maximum property line width of 24 feet.
7. Wherever possible, drives are to be set back 50 feet or more from
a street corner, measured between the nearest edge of the
driveway and the cross road edge of pavement,.
8. Proposed driveways must conform to the typical cross section
requirements for the roadway width being entered whether the
sidewalks exist or not.
9. At locations where sidewalks and curbing exists, curb corners of
like material shall be installed with a minimum of a 2 foot radius.
10.. The grade of a driveway may not exceed 1090' plus or minus for
a distance of at least 20 feet from the property line into the
lot.
/6
2.
1]. Driveways with excessive width and length may require drainage,
if the surface runoff will create a hazardous condition on the
roadway surface.
12. All proposed driveways or modifications to existing driveways
must be submitted for approval to the Department of Public Works.
The sketch shall indicate all trees, hydrants, poles, etc, as
well as the gutter grade, property line grade and proposed
grades in sufficient detail to insure compliance with the above
requirements.
13. Any driveway for a commercial or industrial use will require
approval from The Board of Public Works.
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Street Opening Permit Policy
This policy establishes requirements for performing work within road rights-of-way within the Town of
Reading.
Activities Requiring a Street Opening Permit
No person shall excavate any roadway in the Town of Reading for the purposes of installing or
repairing sewer, water, drainage, gas, telephone, cable television or other utilities without first obtaining
a Street Opening Permit from the Engineering Division of the Department of Public Works.
In addition, any excavation within the road right-of-way for the installation or replacement of driveway
aprons, sidewalk or curb, or occupancy. of the sidewalk or street area will require the issuance of a
street opening permit.
Permit Application Submission Requirements
Applications for Street Opening Permits must include the following information:
• A current valid DIG SAFE number,
• A satisfactory Certificate of Insurance naming the Town of Reading as an additional insured;
• A satisfactory Street Opening Bond in the amount of Five Thousand Dollars ($5,000.00) executed
to the benefit of the Town of Reading; and
• A sketch of the location and nature of the work to be done.
Permit Issuance
Permits will be routinely issued between April 1 and November 15. Between November 15 and
December 15, and between March 15 and April 1 a permit may be issued at the discretion of the
Engineering Division. Between December 15 and March 15, the Director of Public Works may grant a
permit under emergency conditions where no other alternative exists.
Permit Compliance
The applicant must comply with the Street Opening Permit Requirements and Roadway Construction
and Repair Standards or Driveway Design Requirements as established by the Department of Public
Works.
Permit Fees
A fee of $25.00 will be charged for Street Opening Permits related to driveways, sidewalk, curb and
street occupancy.
A fee of $50.00 will be charged for Street Opening Permits related to utility construction or
reconstruction.
0 Page 1
q
15 highest priority work items - 2006
From Town Manager's Goals and Objectives for FY 2007
(not in priority order)
1. 1-4 and 4-5 - Develop and implement a process to evaluate and improve the
financial computer platform which is used by all departments, with a goal of
implementing this process for FY 2008/2009. Assistant Town
Manager/Finance Director and Town Accountant
2. 1-4.2 - Develop a capital improvement program process involving all
stakeholders; 1-5.2 - Identify issues and capital and maintenance needs for
each facility performed by all Department Heads with the Facilities Director.
Assistant Town Manager/ Finance Director
3. 1-5.3 - Develop preventive maintenance plan (Facilities Director with input from
Department Heads); 1-5.4 - Develop calendar based schedule of maintenance
activities; 1-5.5 - Ensure that the Facilities Department has proper financial
resources to achieve mission. Fire Chief, DPW Director, and Facilities
Director
4. 1-6.1 - Conduct employee Technology Training in Word, Excel, Outlook, Power
Point, the web, and Access. Conduct an in-house resources inventory; then
seek outside resources as necessary. Assistant Town Manager/Finance
Director
5. 2-2.4 - Conduct training on Emergency Preparedness for Key employees &
elected officials updated annually. Fire Chief
6. 3-1.1 - Establish and foster internal communications, through retreats and other
mechanisms. Town Manager and Library Director
7. 3-1.3 - system for employee communications and information (benefits,
policies). Assistant Town Manager/Finance Director
8. Educate elected and appointed Boards & . staff on respective roles,
responsibilities and relationships. Town Manager
9. 3.1.7 - For Town Boards/Committees/Commissions (BCC) develop an internal
feedback mechanism for the public to provide systematic comment on the
conduct of the Town's volunteer government. Town Manager and Library
Director
10. 3-1.8 - Develop a system of interconnectiveness with calendars of members of
Boards/Committees/Commissions. This should be similar to the Microsoft
Exchange program in use for Town employees, to facilitate better planning of
meetings involving the volunteer portions of Town government. Assistant
Town Manager/Finance Director
11. 3-1.10 - Develop and document the budget process involving Boards & staff,
including all Departments (Town and School) and major
Page 18 of 19 updated 05/30/06
2~
Boards/Committees/Commissions. Assistant Town Manager/Finance
Director
12. 4-2 - Develop a process and plan of how the Town will address the additional
affordable housing needs in the community. Town Planner
13. 4-3.1 - Conduct an evaluation of the Reading Public Library building as well as
library services. Library Director
14. 4-4.2 - Identify consultants and scope the cost of conducting such a study.
(DPW Management Study). DPW Director
15. 5 - (Quality of Life) Implement the recommendations of the Initiative Against
Substance Abuse. Town Manager
Staff responsibility is assigned for each work item. This is generally a
Department Head, and it is recognized that other staff within each Department
may be responsible to the Department Head for all or any part of the assignment
Page 19 of 19 updated 05/30/06
0 ?.-,P
GOAL 1 - Financial Strength:
• Enhance and maintain the financial strength of the community in
order to have the resources to accomplish its priority services.
• Develop and maintain both physical and intellectual infrastructure
in a manner that reflects significant community investment and
_ lnancial support.
Obiective 1-1: Expand the Commercial Property Tax Base
1. Create and implement an Economic Development Committee in the community as a
focus for the community's many economic development activities. Done - first
meeting held - 4 of 5 .members selected.
2. Complete the development of Archstone, Maplewood Village, Johnson Woods, 10
Haven Street and Walgreen's sites. 10 Haven street is completed; Walgreens is
set to open in June; Maplewood Village is almost completed; Archstone has
their first occupancy;
3. Work with the property owner, residents, and proposed developer(s) of the Addison
Wesley site to ensure the re-zoning, approval, and redevelopment of that site for
uses that maximize the benefit to the Town consistent with the Master Plan.
Working group is making progress - is meeting weekly.
4. Implement the Downtown Improvement Project beginning construction in 2006 to its
completion in 2007. While this is not a Town administered project, work with the
State and the contractor(s) to ensure the least possible disruption to the businesses
and the community from the construction of the project. One final "sign-off by the
state is required - hope to be out to bid in late June or early July.
5. Implement mixed use development in downtown including 40R and or 40S. Mixed
use zoning is in place; No firm interest is yet expressed.
6. Work with property owner of M.F. Charles building on redevelopment plans.
Preliminary discussions have been held.
7. Explore outside funding to implement improvements to Downtown Reading including
parking and other appropriate improvements.
8. Work with owners of the buildings in town that were damaged by fire to redevelop
the sites in a manner that provides the maximum benefit to the community. Offers to
help have been extended. Building Inspector is working on getting north Main
Street property demolished.
9. Work with Walkers Brook Drive property owners to expand commercial development
in this area in a manner appropriate to the community.. This includes Stop and
Shop, Dickinson, the TASC building, 128 Marketplace, 128 Ford, and Fraen. Stop
Page 6 of 19 updated 05/30/06
v
and Shop is approved, but an appeal has been filed; We are working with
Nordic Properties (TASC); a site plan application for the 128 Ford site has
been filed for use as an auto dealership.
10. Provide improved information to the development community and potential
companies that would want to relocate to Reading, outlining the key elements of
locating in the community, including location, utilities, taxes, and internet access.
Provide this information on the web page, and try to get parties benefiting from such
exposure (utilities, brokers, property owners) to pay any costs associated with these
efforts. This will be a major undertaking of the Economic Development
Committee.
Obiective 1-2: Apply for and secure outside funding and grants
consistent with the community's goals, focused primarily on one-time _
and capital expenses
1. Identify and apply for at least one grant for a capital project. We are working on
funding for the north Main Street land acquisition; the RFD has secured a
grant for the replacement of the "Jaws of Life" equipment as well as the SAFE
trailer.
2. Evaluate the use of a grant person to assist the Town in securing additional grants
for programs or projects consistent with Town goals and the Capital Improvement
Program.
3. Identify and seek grants to fund the Town's "Initiative Against Substance Abuse".
4. Seek grants that will assist in implementation of approved strategic plans.
5. Work with individual and corporate donors to find appropriate opportunities for
givina_(new 5-30-06)
Obiective 1-3: Work with State and Federal officials to enhance local
government services and projects.
1. Develop a comprehensive local legislative agenda, and host an annual meeting
with the Town's state legislative delegation.
2. Stay up to date on Health Care and other hot button State and Federal issues.
The state has made major progress on this matter; We are keeping current
on the potential for state and federal changes in Cable TV licensing.
3. Identify as quickly as possible the Town's FY 2007 financial needs, and work with
the legislative delegation to try to address any shortfalls through increased aid or
grants. The state budgets adopted by the House and Senate are very
supportive of Town needs. We are still optimistic that the state FY 2006
Supplemental budget will have funding for fields and sidewalks.
4. Attempt to secure a priority position for the Town on the SRF program for low
Page 7 of 19 updated 05/30/06 Cam,
interest funding for the Water Treatment Plant in the event that the Town decides
to move forward with the project. No action yet - it depends on the decision of
the Town Meeting on June 12 as to future water supply.
5. Work with the legislative delegation and the MBTA and others to try to secure
assistance with relocation of the portion of Ash Street at the railroad, to try to
eliminate the grade crossing.
6. Determine whether there are any state or federal programs available to assist the
Town with major drainage projects like the Saugus basin improvements.
7. Determine whether assistance is available or appropriate to develop the
connection from Walkers Brook Drive to Main Street bypassing the Washington
Street neighborhood.
8. Secure a position on the state Transportation Improvement Program (TIP) for the
West Street project. Presentation made in May to MPO - we will find out in
August whether the project is on the TIP.
Objective 1-4: Review the Capital Improvement Program and capital
operating budgets with a focus on maintaining and improving the
current infrastructure.
1. Purchase capital planning software. Done,
2. Develop a capital improvement program process involving all stakeholders.
Upcoming this summer
3. Develop a capital funding strategy recognizing the current and projected debt
service and the Town's ability to pay. Done and presented to Town Meeting this
spring.
4. The CIP has been enhanced in recent years by the development of a water
distribution master plan, a GIS master plan, a water supply master plan, a Road
Improvement program, a storm water management plan, and a telecommunications
master plan. These plans should continue to be evaluated, updated, and
implemented through the CIP. Storm water plan will be developed with funding .
from the Enterprise fund.
5. Work on implementing the program for funding the storm water management master
plan. Approved by Town Meeting in April 2006.
6. Develop additional infrastructure master plans in areas not yet covered by such
plans, including a sidewalk and bike path master plan.
Page 8 of 19 updated 05/30/06 'L,,
Objective 1-5: Develop a long term plan to identify capital needs and
ensure each. building and related equipment receives proper
preventive maintenance, receives timely repairs, and is properly
cleaned
1. Confirm the support of Town Manager and Superintendent of Schools for a strong
and effective Facilities Department. Done
2. Identify issues and capital and maintenance needs for each facility performed by all
Department Heads with the Facilities Director. Will be part of upcoming CIP for FY
2008.
3. Develop preventive maintenance plan (Facilities Director with input from Department
Heads). Will be developed this summer
4. Develop calendar based schedule of maintenance activities. Will be developed
this summer
5. Ensure that the Facilities Department has proper financial resources to achieve
mission. The FY 2007 budget has a good level of effort in this area.
6. Develop e-mail based work order system that:
■ Allows the building manager to prioritize repairs. Done for Coolidge - will
be done for Town Hall during June 2006. Other buildings will follow
as resources permit.
Provides feedback to building manager on approximate date of repair.
7. Provide feedback to the Facilities Department on quality of service, with the Facilities
Director meeting quarterly with Department Heads. Facilities Director is attending
Department Head meetings. We will set up quarterly meeting with each
building supervisor and the Facilities Director.
Obiective 1-6: Provide training and other resources in key areas to
maximize the human resource potential of our employees.
1., Conduct employee Technology Training in Word, Excel, Outlook, Power Point, the
web, and Access. Conduct an in-house resources inventory; then seek outside
resources as necessary.
2. Develop a Customer Service program utilizing Training & a web linked Software.
Software systems are being evaluated by the Technology Division.
Page 9 of 19 updated 05/30/06
(9
GOAL 2 - Public Health and Safety:
• Support Public Health and Safety as priority local services.
® Enhance local efforts with assistance from Federal, State, and
regional resources.
Obiective 2-1: Evaluate recent and projected economic development
projects and their impact on local Public Health and Public Safety
services, and address any deficiencies.
1. As part of FY 2007 departmental operations, evaluate the demand for additional
service created by the new commercial and residential developments. This has
been done, and additional staff has been added in Public Health at this tiem.
Ongoing evaluation will be done by Police and fire also.
2. Address the additional demands through provision of additional resources as
appropriate. Additional Public Health resources were added to the FY 2007
budget.
3. As part of the Water Treatment Plant design development (if this project is to be
built), include security measures for the Town's water supply. This is in the design
if this WTP is to be built.
4. Identify resources to implement a comprehensive ID system for employees and
those volunteers who would be involved in addressing an emergency incident.
Being reviewed.
Obiective 2-2: Respond to demands for Emergency Preparedness and
Response on local Public Health and Public Safety services and
develop a flexible plan to address these demands.
1. Identify resources/costs associated with emergency preparedness and response
demands.
2. Implement Planning for emergency preparedness and response in an updated web-
based system (includes GIS).
3. Respond in a timely manner to all Surveys and reporting requirements related to
emergency preparedness. Extensive training for Town; RMILD; and School
personnel has been completed - all required training to date has been met.
4. Conduct training on Emergency Preparedness for Key employees & elected officials
updated annually. Done fro employees
5. Develop a process to let the community know how to find out about emergency
Page 10 of 19 updated 05/30/06
9
preparations in the event of an emergency.
6. Secure equipment as needed and available to implement priority emergency
preparedness goals. All required equipment has been acquired; Radio system
interoperability has been achieved through grants and inter-agency
cooperation.
®biective 2-3: Work to secure all available resources to support
Public Health and Safety services in the Community.
1. Utilize Town resources and/or a grants-person to fund additional demands for
services, particularly in capital or one-time expenses. Public Health and Safety
have been able to acquire additional resources - radio equipment, etc.
through grants; Town resources have been utilized to expand hours in Public
Health as needed.
f~
Page 11 of 19 updated 05/30/06
GOAL 3: Communication:
• Continuously enhance open two-way communication between
Town Government and its residents.
• Emphasize and enhance strong communication within Town
Government.
Obiective 3-1: Improve the internal communications within Town
Government, and between the Town, School, and the RMLD, both on a
staff and on a Board basis.
1. Establish and foster internal communications, through retreats and other
mechanisms. Department Head retreat in January was a great success.
Funding is provided in FY 2007 for a follow-up retreat.
2. Build a secure web based system for employee communications and information
(benefits, policies). This is on the goals list for the IT Division for this year.
3. Educate elected and appointed Boards & staff on respective roles, responsibilities
and relationships.
4. Develop a New Board / staff orientation process.
5. Continue "Highlights" once a month on the Board of Selectmen agendas. This is
being done and seems to be very successful.
- 6. Continue to incorporate the RMLD & School Dept in Department Head meetings and
activities. This is being done and is very beneficial to the entire team.
7. For Town Boards/Committees/Commissions (BCC) develop an internal feedback
mechanism for the public to provide systematic comment on the conduct of the
Town's volunteer government.
8. Develop a system of interconnectiveness with calendars of members of
Boards/Committees/Commissions. This should be similar to the Microsoft Exchange
program in use for Town employees, to facilitate better planning of meetings
involving the volunteer portions of Town government. We are using this now - it
doesn't provide as complete a process as we have for Town staff, but it's a
help.
9. Develop guidelines and procedures for all Boards, Committees, and Commissions
based on the best practices exhibited within town government.
10. Develop and document the budget process involving Boards & staff, including all
Departments (Town and School) and major Boards/Committees/Commissions.
Fincom will be working on this this summer - after the Special town Meeting is
over.
Page 12 of 19 updated 05/30/06
9
Obiective 3-2: Develop a universal and comprehensive strategy of
how Town Government gets information to and from our residents.
1. Identify stakeholders.
2. Inventory current communications systems.
3. Assess information needs (including specialized needs).
4. ID how to get info to and from. residents.
5. Use a focus group of residents not involved in Town government to evaluate
different communication models.
6. Establish a policy of how the Town departments communicate with the public, and
under what circumstances.
7. Establish a system of citizen feedback for customer service.
8. Evaluate the above results and establish a communication strategy.
9. Provide the resources needed to operate, maintain and continuously evaluate the
communication strategy. It would be helpful to understand how many residents/what
percentage of the community has access to computers with internet access and
email.
Page 13 of 19 updated 05/30/06
GOAL 4 - Planning:
• Utilize long-range strategic planning on all levels, to provide a
constant and reliable framework for decision making.
• Continuously evaluate and improve the services the Town
,provides, and how the services are delivered_
Obiective 4-1: Complete the Community Master Plan up-date and all
ancillary elements of this Plan
1. Complete the Open Space and Recreation element to the Master Plan. Completed.
We are now working towards a housing plan to address affordable housing.
2. Develop an implementation strategy and process. This is part of the Board of
Selectmen review of action items.
Objective 4-2: Develop a process and plan of how the Town will address .
the additional affordable housing needs in the community.
1. Update the inventory of affordable housing. This will be done this spring as part
of the update as required by DHCD.
2. Convene a housing forum to solicit input from all parts of Town government involved
in housing, as well as the community at large. Will be scheduled in June or July
(Difficult to find time to schedule this) and will include a review of the 40B
process, our status to date, and discussion on a Housing Plan.
3. Evaluate alternative methods of developing affordable housing, including 40R, new
developments, use of the housing trust fund, and other methods. See 4-2.2
4. Based on the above, develop a pro-active program to address affordable housing
needs with a goal of meeting or exceeding 10% of the Town's housing stock as
affordable housing within 5 years. See 4-2.2
Obiective 4-3: Complete the 5 year Library plan
1. Conduct an evaluation of the Reading Public Library building as well as library
services. This is part of the Library Director's goals for this year.
Page 14 of 19 updated 05/30/06
3o
Objective 4-4: Review all aspects of the Department of Public Works
operations, and develop a strategy for ensuring that the Department
has the resources to address infrastructure maintenance.
1. Develop a scope of services to evaluate the entire operation of the DPW.
2. Identify consultants and scope the cost of conducting such a study.
3. Identify funding for the study including use of utility enterprises, left over budgets, etc
for such a study. Funded through the FY 2007 budget.
4. If funding is available to proceed with the study, develop an RFP, and secure the
services of a consultant to start work before the end of the fiscal year.
Obiective 4-5: Evaluate alternative ways to more efficiently and
effectively deliver Town services.
1. Improve the overall collections process and its availability to consumers, including
building on the recent ability to pay via the web. Expand the number and type of bills
that can be paid that way.
2. Establish additional e-commerce opportunities.
3. Establish an electronic records management system and begin implementation.
4. Evaluate communications connections between phones & computers.
5. Improve Town telecommunications network using the WAN funding from Verizon.
Under construction
6. Develop an electronic room reservations & meetings posting system for internal use.
Implement a mechanism to show the meeting schedule on the website and send it to
via email to participants.
7. Implement a Permits Coordination system using additional personnel and software,
to improve the customer service functions in the Community Services Department.
As part of this process, establish a universal, written, user friendly system of
application forms and instructions for citizens/developers to better understand the
development review process. Position is funded in the FY 2007 budget.
Page 15 of 19 updated 05/30/06
3~
GOAL 5 - Quality of Life:
• The Town of Reading strives for excellence in all its services. In
its pursuit of excellence, the Town seeks to enhance and enrich
community life and the social, intellectual, and recreational lives
of all its citizens. (new - 5-30-06)
Obiective 5-1: The Town will work to implement an Initiative Against
Substance Abuse to address issues of policy, education,
enforcement, and treatment.
0
Establish a non-profit coalition which will work with Town and School agencies
to address these issues..
0. Establish local funding from a variety of sources including private and public
funds, to establish the staffing for the Initiative.;
0. Seek grant and other funding to make this program self sufficient.
Obiective 5-2: To engender and strengthen community spirit and civic
'
pride, the town will provide support for and form partnerships with civic,
business, and charitable organizations for annual public events with broad
appeal such as Friends and Family Day, Memorial Day observances,
Shop the Block, the Tree Lighting, and other occasions whose goal is to
foster community.
Obiective 5-3: To maintain a high standard of civic involvement and
a
citizenry actively engaged in self-government, the Town will strive to make
the workings of government transparent to the people.
1. Efforts will be made to broadcast as many public meetings as possible for home
access.
2. Broader public access to government documents, through digitization and
electronic document storage, will be explored.
3. Citizens will have unrestricted access to local documents and newspapers at the
library
Page 16 of 19 updated 05/30/06 3
Objective 5-4: The Town will help residents identify with their community by
supporting volunteerism.
Objective 5-5: The Town will maintain and preserve the character of the
community by -
• actively encouraging efforts to document and preserve the history of
the community and the preservation of historic buildings and areas; an
• by providing open space for recreation and relaxation in the Town
Forest, Conservation areas, Recreation Fields, and Parks; and
• establishing and maintaining a program to provide and/or replace
shade trees in public areas.
Obiective 5-6: The Town will provide through its facilities, buildings, and
public places, opportunities for people to meet and interact with others in
their community and to participate in public discourse about community
issues.
The town will provide outstanding facilities that are up-to-date, accessible,
well-maintained, and with service hours that meet the needs of the
community.
The town will encourage and support public gatherings through convenient
and equitable access to meeting rooms and public spaces.
Obiective 5-7: Town services such as the Senior Center, Library, and
Recreation Department will provide a broad range of services and programs
that appeal to all the citizens of Reading, that offer intellectual stimulation,
opportunities for lifelong learning, and avenues for the creative use of leisure
time.
Page 17 of 19 updated 05/30/06