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HomeMy WebLinkAbout2006-03-13 Board of Selectmen PacketR~ 65 3 . (3f o(, ter: Town of Reading 16 Lowell Street Reading, MA 01867-2683 Phone: 781-942-6612 fax: 781-942-9071 znebsite: www.ci.teadiitg.t)ia.iis/planning Town Plattner (CPDC Clerk): Chris Reilly e-mail: creilly@ci.reading.tna.tts Community Planning and Development Commission Agenda Meeting Dated: March 13, 2006 Location: Selectmen's Hearing Room, Town Hall Time: 7:00 PM 1. Public Comment/Minutes 7:00 2. Joint Zoning Workshop with Selectmen 7:15 Johnson Woods PUD R Zoning By-Laws Amendment Request to change Section 4.9.6.2.h. from 7 to 4 years 3. Administrative Review: 8:00 ➢ CPDCMemo on Compliance/Enforcement ➢ Master Plan Implementation 4. Public Hearing: Site Plan Review (continued) 8:30 25 Walkers Brook Drive, Stop & Shop Application to demolish existing structure and redevelop site in entirety for a 63,000 sq. ft. Stop& Shop, with related utility, drainage, screening and other site improvements (Action date: March 13, 2006) 5. Signage Certificate of Appropriateness 10:15 78 Haven St., Atlantic Framing Co. (Action date: April 10, 2006) 6. Site Plan Review Waiver Request 10:30 680 Main St., Venetian Moon Restaurant (Action date: April 10, 2006) C:\Documents and Settings\phechenbleikner.TOWN\Local Settings\Temporary Internet Files\OLKIAB\313 06 Agenda.doc ~6,s LATHAM, LATHAM & LAMOND, P.C. 643 MAIN STREET READING, MASSACHUSETTS 01867-3096 W W W.LLLLAW.COM KENNETH C. LATHAM (1939-1996) 0. BRADLEY LATHAM* JOHN T. LAMOND SHEILAH GRIFFIN-REICHARDT JOSHUA E. LATHAM CHRISTOPHER M. 0. LATHAM *ADMITTED TO PRACTICE IN MASSACHUSETTS & NEW HAMPSHIRE Community Planning and Development Commission Town Hall 16 Lowell Street Reading, MA 01867 TELEPHONE: (781) 944-0505 FAX: (781) 944-7079 February 9, 2006 Re: Amendment to the Planned Unit Development-Residential Zoning By-Law In 2002 when the PUD-R zoning district was created, the 300-foot wide strip of land abutting the Woburn City line was imposed with a restriction that such strip would not be developed for residential use until 2009. The purpose of imposing that delay was to see if in the interim that strip would be developed for commercial use. The abutting Woburn land was then zoned only for office use and "approved" for approximately 875,000 square feet of office space. It was felt that such Woburn commercial use may be a catalyst for the development of the 300-foot parcel for a compatible, commercial use. It is eminently clear now that such land will not be development for commercial use. The site is now surrounded by residential uses. Even the abutting Woburn land that was zoned commercial use has been rezoned for residential uses and is being developed with residences. Because of those circumstances, we respectfully request that the CPDC endorse a simple change to the PUD-R by-law to permit the 300-strip of land to be used for residences without waiting until 2009. The zoning change would allow for permitting to start four years, rather than seven years, from the date of the original adoption of the PUD-R by- law. Such a change would result in the following significant benefits: Affordable Housing: The residential development of the property would result in the creation of more affordable housing for Reading's benefit. The By-law provides that 15% of the housing within the 300 foot strip must be affordable. In addition, this high percentage helps Reading maintain a level of "recent progress" in order to be better protected against adversarial projects. 2. Tax Revenue: It has been proven by Town studies and confirmed by the experience within Phase One of the Johnson Woods that the project does not result in children of school age residing in the dwellings. Currently, eighteen completed units in Johnson Woods are occupied and there a no school-aged children. As a consequence, there is significant net tax revenue for the Town, without school costs. 3. Beneficial to Current Residents: Having the property used for residential use would be more compatible than commercial use would be with the current residences in the area. In addition, permitting the entire development to proceed to completion without a hiatus would be beneficial as the Johnson Woods residents and other neighbors would not have the elongated disruption of a protracted construction project. We enclose the proposed rezoning petition for your consideration. We request the opportunity to meet with the CPDC as soon as possible to discuss this matter. Thank you. Sincerely, LWBy nd, P.C. TOWN OF READINd 16 Lowell Street Reading,,MA 01867-2683 Phone: 781-9426612 Pax: 781-942-9071 . Email: creiliy@ci.readingma.us COMMUNITY DEVELOPMENT February 28, 2066 Canaille W. Anthony Chairman, Board of Selectmen 16 Lowell Street Reading, MA 01867 RE: CowLuNcE/ENFopcEmeNT of CPDC DEcisioNs Dear Camille: This letter is a follow up to the action that the Community Planning and. Development Commission (CPDC) accepted at our January 3, 2006 joint meeting to review the Compliance/Enforcement issue in more detail and to provide our recommendations for improving the situation both from within the CPDC and with policies and procedures. The CPDC is pleased to, report that we have taken an introspective look at this issue and would like to offer the following findings and recommendations: (1) We have found that there appears to be a need to improve communication as part of this process. Clearly, both the level of detail found in the conditions of our prior CPDC decisions and follow-up correspondence by the Town Planner are not being adhered to or addressed. ACTION: All pending actions (Permits/COs) and, identified compliance/enforcement issues should be reviewed at the monthly Design Review Team meetings. A separate agenda item should be added to facilitate this discussion and the building inspector should be present for at least this portion of the meeting. A running list (log) should be maintained by the Planning Department and CPDC. (2) Although lacking any enforcement powers, the CPDC has not been as vigilant as it could be in ensuring its decisions are adhered to.' ACTION: The CPDC will review prior decisions at its meetings on a monthly basis and provide direct feedback to the Town Planner for action. To support this effort, we will be requesting that the BOS consider expanding the CPDC with the addition of 2 associate members. (3) The Town Planner has made it clear that often times, developers are uncooperative or simply. do not pay attention to compliance issues.. ACTION: The CPDC will add a condition to every new decision requiring a meeting with. developers with the Town Planner and Building Inspector 1530 days prior to the issuance of a Building Permit, Certificate of Occupancy, and Lot Release, in order to, review any outstanding issues. This meeting will be considered a required component prior to issuance of the respective items. The CPDC will utilize these meetings as a primary means to PROA.CTIVUY gauge compliance status. The CPDC will notify the Chair of the Board of Selectmen and the Town Manager in the case of clear departure from or noncompliance with conditions, or should a building'permit or certificate of occupancy be issued without the conditions of a CPDC decision being met. (4) The Community Services department lacks s-a dedicated manager and as such, priorities and issues are not always given the attention needed. ACTION: The CPDC strongly recommends that the Community Services department be provided with a stand-alone department head that can assist in prioritizing the activities of the planning staff and be more directly involved in resolution of such enforcement and compliance issues. This includes a request to review the allocation of staffs time dedicated to enforcement activities and report on this allocation and its adequacy to the BUS and CPDC. (5) The Town Manager requested that more conditions are handled earlier in the process. ACTION: CPDC. will craft its decisions such that they can be more easily enforced. CPDC decisions will continue to identify what conditions ;must be met before a building permit can be issued and what conditions must be, met before a certificate of occupancy can be issued. CPDC will craft its decisions such that the large majority of the conditions must be fulfilled prior to issuance of a building permit. (6) There are a number of existing cases which present compliance issues (list to be provided at a later date), for which building permits/certificates of occupancy have already been issued. ACTION: An actioij plan will be, presented by the Town Manager to address these items with a timeframe for resolution. In. addition to the above recommendations, as you know, the Town Manager previously provided his comments on this subject in a memorandum dated January 18, 2006. We certainly appreciate the Town Manager's initiative and would like to express our support for items .92 (see recommendation #5 above) and 93 in that memo. With respect to item #4 of that memo, the CPDC is not in favor of this proposal (requiring from a developer a performance guarantee rather than-performance of a condition in'certain circumstances, via "administrative' authorization). This propasal essentially creates a mechanism by which a developer, having.properly applied. for -and received a decision -and/or conditions for a project from CPDC as the lawful granting authority, can engage in action or activities which deviate from those specifically approved by CPDC without the knowledge of CPDC and without ever requesting or receiving approval from the lawful granting authority. We do not believe .it would be appropriate to do so. It also appears to be unnecessary. The CPDC meets at least every 14 days, and has always been. willing to include additional items on its agenda as "administrative action" as needed;. and CPDC could therefore itself entertain any request for relief from or to modify its conditions or requirements where practicality requires it. And in most cases -W as would certainly be the case by the Town Manager's example concerning landscaping in winter.conditions - the circumstances requiring relief would or should be known sufficiently in advance (CPDC meets every 14 days and given our recommendation ##3 above) so that the matter could be presented to CPDC for its consideration as the lawful granting authority. CPDC strongly urges rejection of this proposed . action. We do not believe that it is justified or warranted in light of existing comparable relief presently available through the CPDC. In addition, provision of such an alternative can only have the further harmful effect of denigrating and undermining the responsibility and authority of the CPDC, in summary, the CPDC stands ready to actively support the compliance/enforcement issue to the extent feasible and allowed by the Town Charter and by-laws. We are confident that the recommendations listed above are an important first step to improving the situation and more importantly communication between all parties. The CPDC looks forward to hearing a response and your plan of action for implementing the above recommendations and hopes this topic can be further discussed at our next. joint meeting (to be' scheduled). Regards, ohn Sasso, Chairperson . Richard Howard, Secretary Jonathan Barnes Susan DeMatteo Neil Sullivan. Community Planning and Development Commission CC: Peter Hechenbleikner, Town Manager Chiis Reilly, Town Planner Glen Redmond, Building Inspector i , February 28, 2006 TOWN OF READING 16 Lowell Street Reading, MA 01867-2683 Phone: 781-942-6612 Fax: 781-942-9071 COMMUNITY DEVELOPMENT Email: creillyC7ci.reading.ma.us TO: PETER HECHENBLEIKNER, TOWN MANAGER (TM) RE: ASSIGNMENT OF MASTER PLAN ACTION STRATEGIES The Master Plan Advisory Committee completed their work on the most recent version of the Master Plan (MP) in the Fall of 2005 and subsequently it was adopted by the Community Planning and Development Commission (CPDC) on February 25, 2006. This plan is available through the Town's Planning Webpage, and an electronic copy of this document is attached to this letter (see attached CD). This MP provides the strategic and tactical goals and objectives for the Town of Reading and more importantly captures in a Vision statement the core ideals by which each and every board, commission, staff, resident and elected official have agreed as the basis for the community. A list of the seven themes of the Vision. statement is as follows: ➢ Sense of Community: neighborhoods, small town feel, scenic ways & volunteerism ➢ Retain and enhance natural resources and open space ➢ Provide housing for diversity - expand infrastructure to support housing ➢ Business friendly atmosphere and vibrant downtown ➢ Regional road network, transportation and road improvements and transportation alternatives Town-wide connections, safety and access ➢ Excellence of School system Chapter 11, Implementation (attached), was developed to take those objectives considered a priority and define specific action strategies requiring execution, identifying a responsible party for each strategy, and proposing an initial timeframe for completion. You have been assigned two action strategies. A complete list of the action strategies can be found in the attached spreadsheet. Those assigned to you can' be identified by looking for "Town ManaLver" in the "Assignment - Primarv" column of the spreadsheet. You may also be responsible as a secondary or "co-assignee." Please also review and coordinate with the primary owner on those actions"for which you have been identified in the "Assienment - Secondarv (Co)" column of the spreadsheet. The CPDC is responsible for ensuring execution of this plan, and has made a commitment to the Board of Selectmen (BOS) and the community to keep them apprised of the status. To facilitate this process, the CPDC will communicate directly with. you to obtain status, address issues and concerns, answer questions and affect changes as needed. Please understand that while not all of the steps identified in the action strategy (in the implementation chapter) may fall under your purview, it is our expectation and your responsibility to ensure all activities are completed. The CPDC looks forward to working with you and wants to ensure you are provided with the support you need to be successful and complete your assigned action strategy. If you have any questions, the CPDC and the BOS welcome your feedback and encourage you to attend any of the upcoming joint CPDCBOS status meetings. In the meantime, please feel free to contact the CPDC if you have any questions or comments. Sincerely, John Sasso, Chairperson Richard Howard, Secretary Jonathan Barnes Susan DeMatteo Neil Sullivan Community Planning and Development Commission Attachments: (1) Hard copy of Implementation Chapter (2) Electronic Copy of Master Plan (CD) (3) Action Strategy Spreadsheet lNama lDue Date active ID lAction.Strata Standards & .06 September te Design }Obi Cate o ttSPda 11311 Guidelines oad1H{stunc 2006-Dacarnbar nic R tdenti.V Char & Create Sce plsw av J identity Char & - ' 1@f2 td lonlzatfon peveloo Mans olembsr etoPad ty Char & identi 2DA InventUndev w) e t & idanti ~ ousing un 2D12 N Create New H n cha `2007-September 1 Add't'F~diin tor 1@i1 rtna , sue Housing 4 Ha 1@12 in Coals Hor>sino m ommunicate Housing Housina Prepare Zoning Article to Ailuw 20p6 Ma Prep ylpmnt (PRO) Housir',, 2A-1311 Cluster De Sec 4.3.2.8 (Accessory ,2006-may Modify @viaw EV2 AS) of the Zon„ Zoning in ~~6 j fovembar Use ed e H, oio rjo ' VDowntaw oduc SAP` n rDe oot lur e of Econ 2Q06-F6bruarY SIN v f.{ousina Econ teion avip Commrss '2006 November ' 1 tablish Econ Develop t pevatoPm icon Es on t 'Commission Main ~2006 Noyemb ~yong South 1 2NZ Development Econ 3A-Sh Street Gor dq tot Streetscapa' 2007_Saotembar ReZone 1 ' + il Funding t Developmen `Ob . 1 t t Econ @12 Drvetopment a.7-Novembl w gyiaws/S pd e ation 223 Natural 1 A/1 urces t , Revie Reas to EnhancFe~ 10 rued 2007-W -V Explore I Reso ' Natural 1A/2 n on Pr orv atf and peal Effaciivaly Resources Addr at R3ofonal Needs ith b ' Natural 213 Resources w Y ellfietds protectdp, 9!Strang ening 200-7-mall Natural Resources Natural Resources Natural Resources Often Space Open Spac..e•-j if Open Space Open Space Am 3P11 t3Vtaws olr 3A/2 Monifor enlorcamant of @viaws One uitardtoExpand '2007-Maroh Hrre Cone ~Histor cal inventory ace Plan 7A11 of Open SP ~2oo7-JanuaN Review iC/1 `(annually. tannualiyjf r12006J"1" lnp IGl2 fSoliaitPublic emantso 2006-April t ~identtiy pub/priv Eas 1 uartarty) r 1013 Connection (hand for {PravideFunding(annN) t2oo7 M1V 2D11 j. aidslPlcAreaslPar Mutti- 2D12 Open Space 8011 Open Space .Phone Devatcp School iand for 2606_Aucust eation(?n"w1 nun ose Rec 'Evaluate Conservation lard 2007=JanuaN torTraAs annuatt 1' l T I Asdionment- Friary CPDC 'Historical Cummission 1tGPDG 1CPOG `gOS ~Housina Parvwshfp_ CPDC CPDC yCPDC Status ho S2condarv (Co A110 2b06 Zonin Works A-Sl3D`nant - - l ufed for }Schad 1TownPfannar ' _ 'CpDG/TownPlanner J ~TownPlanner ( _ .06 'NIA ~ • `TownMana;ar ' WOTY'shop' - 1N1A Scheduled for AP7 n . city list c nn owManacer ~Soard of Selectmen 600 'T own Planner CPDG - CPDC 6nservatfon Adn,lnisttator ra~ovadfrom ~ ring 2~ NIA (;Poo approve Scheduled for Sp TownMeetma ° N!A 'Completed 'N/A . 'Town Planner 'N1A 6nedulad for April 2008 Zonma Wotksh°p NjA gOS Town Planner ~ NIA ' 'gOS Conservation Commission i Enforcamani Offtcaf VstoncatCo mission ~ TownPlannet 1 }TownPianner DRT Town Manager Supadntendant ''Town Forest Carrunission NiA Conservation Ccmrri ssfon gOS ~N/A NiA ~NlA 'DRTiRecraaUon Committee Town ManaaerlDRT conservation Commission Open Space 3C/2 Develop Interpretive Proqrams 2007-danuary Improve Mapping for Open Open Space 3C/3 Space Ongoinq Conduct Public Education for Open Space 3C/4 Schoots/Youth Groups(annp 2007-Mav Create "Guide to Reading's Open Space 3C/5 Open Space" 2007-Mav Support Public Awareness Open Space 3C/6 Everts (annually) 2006-May Appoint Ad-Hoc CPA Open Space 5A/1 Committee 2066-March Implement Developer Impact Open Space 58/1 Fees for Recreation 2007-Mav Create Recreation Funding Open Space 58/2 Endowment (annually) Ongoinq Recruit Volunteers for Fund Open Space 56/3 Raisinq (ever two years) 2007-March Solicit Letters/News Articles for Open Space . 51314 Programs (annually) Ongolnq Services & Facilities 10/1 Review Impact Fee Practices 2007- Mav Services & _ Facilities 1D/2 Develop Impact Fee Bylaw 2007-November Develop & Maintain Public Services & Health Emergency Response Facilities 2AM Plan Services & Define types of Information to Facilities 5A/1 by communicated 2006-November Services & Define communication means Facilities 5A/2 and methods 2006-November Services & Identify strategies to couple Facilities 5A/3 information needs/methods 2007-Mav Services & Facilities 5A14 Implement communication plan 2007-November Explore methodologies for measuring customer Services & satisfaction-with town Facilities 6811 services 2006-May Services & Measure customer satisfaction Facilities 68/2 with town services 2007-Mav Services & Analysis of results and Facilities 6613 future actions 2006-November Initiate Town-Based Transit Transportation 1B/1 Non-Profit 2008-January Identify Parking Concepts for Transportation 1B/2 Downtown 2007-Januarv Form Town-Wide Parking/Traffic Ad-Hoc Adv Transportation 4B/1 Comm. 2006-June Explore Impact Fee Bylaw for Transportation 4B/2 Sidewalk Improvements 2007-Mav Advocate Reading's Transp Transportatio Interests in Reg'I Ping n 6C11 Groups Ongoing Open Space Commission Historical Commission ' GIS Administrator N/A Superintendent School Committee Town Forest Commission GIS Coordinator Recreation Committee BOS BOS CPDC/Finance Committee Recreation Committee BOS/Fnance Committee Recreation Committee NIA Recreation Committee BOS Recreation Committee N/A Town Planner Town Counsel Town Planner CPDC Health Department N/A BOS Town Manaqer BOS Town Manaqer BOS Town Manaqer SOS Town Manaqer BOS Town Manager BOS Town Manaqer BOS Town Manager SOS Town Manaaer/rown Planner BOS Econ Devi. Committee/Town Manaqer BOS Town Manaaer Town Planner N/A SOS Town Manager Master Plan Advisory Committee 2005 Master Plan-CHAPTER 11 IMPLEMENTATION CHAPTER 11 IMPLEMENTATION 11.1 CRITERIA. AND PRIORITIZATION 1/1/2006 Page 1.23 of 199 In order to guide the selection of priority action items, the committee stalled with a criteria that was based primarily on the key aspects of the Vision Statement for this plan (as articulated by members of the community at large). This resulted in a set of seven major themes to'compare each goal and objective against. • Protect the sense of Community: in the neighborhoods, in the small-town feel, in the scenic ways and in the volunteerism of the residents. • Retain and enhance the natural resources and the open space of the Town. • Provide housing for a diverse range.of incomes and ages, while expanding the infrastructure necessary to support it. • Generate a business-friendly atmosphere throughout the Town and initiate changes so as to create a more vibrant downtown. • Maintain Reading's connections to the regional interstate/highway network, and to public transportation, while promoting other necessary local road improvements and alternative means of transportation. • Improve walking and bicycling within the Town, with a focus on safety and access of open/natural spaces. • Protect the excellence of the Reading School System. The previous 7 chapters identified a total of 149 Objectives. Although each of them is important within their own right, we recognized the need for selecting the most critical ones on which to focus our initial efforts. This Plan is intended to cover activities that may continue for some time, those that are not yet ready to begin, and even some that have been on-going but have yet to be fully completed. Objectives (and associated actions) that are already underway have not been identified as priority simply because the efforts have already been given a priority. An example of one such action is the Downtown Improvements (Economic Development Goal 1, Objective B) planned for completion in 2006. Objectives that were deemed lower priority may in fact be under consideration by some of the very committees, boards or organizations that provided input to the Master Plan. On such example is the Historical Commission's effort to Master Plan Advisory Committee 2005 Master Plan-CHAPTER 11 IMPLEMENTATION 1/1/2006 Page 124 of 199 "Preserve the Town's heritage found in historic documents, photos and other artifacts." (Natural, Historical and Cultural Resources Goal 7, Objective D). The committee set forth to validate its selections by surveying. members of the community, various Town boards, staff, committees, Town meeting members, business owners, and other stakeholders using a questionnaire (See APPENDICES). Survev Results After selecting an initial list of 20 priority objectives (note an additional 4 priority objectives were selected from the modified Service and Facilities objectives after the survey was finalized), the questionnaire was developed and distributed throughout the community by a variety of methods, including media publication, web placement, Town and Public Meeting distribution, availability-at numerous Town facilities, email circulation and Master Plan presentation distribution. Approximately 110 questionnaires were returned as of November 30, 2005. The first 18 questions were intended to validate selection of the priority objectives. Without exception, when reviewing the positive responses (those marked strongly agree or agree), every question resulted in greater than a 50% positive response, with 13 of the questions yielding greater than 80%. The questions resulting in the most affirmative acceptance were #7, #5, and #8, corresponding to (1) protection of the historic village pattern of the Town, (2) promoting preservation and enhancement of Reading's existing uplands and woodlands, and (3) creation of a path system connecting schools, open, space, and neighborhoods, respectively. It is interesting that these three objectives span goals found within Character and Identity, Natural and Cultural Resources, and Open Space. Conceptually they can be tied together by the underlying theme of Reading as a historic New England Village, with a diverse nature of uses, but one that must be respectful of the natural resources and preservation of its heritage. Although no question resulted in an overwhelmingly negative reply, there were two questions that were identified as having between .20% and 25% negative responses (those marked strongly disagree or disagree). Those were questions #3 and #16, corresponding to (1) the construction of a multilevel parking structure in the municipal lot behind CVS, and (2) the issue of whether existing, renovated or newly built, single-family houses substantially larger in size than the Town's traditional capes, ranches and colonials have a negative effect on the Town's character. The remainder of the questionnaire was focused on a number of diverse subjects. In 'question #19 the committee was interested in feedback for particular uses at the Addison Wesley site. With the exception of a clear dislike for the potential of a 4013, the results were mixed, showing that there was no one particular use that everyone could agree upon. In question 20, the respondents were asked to characterize Reading, and the majority of those surveyed (41%) defined-Reading as a bedroom community, although another 44% characterized Reading as either having a "small town" or "New England village feel. ' The last substantive question asked the respondents to rate the types of business in Town as either having the right amount, too many or too few in Town. In two cases, Fast Food Restaurants and Drug Stores, over 60% of the respondents indicated there were too many. Master Plan Advisory Committee 1/1/2006 2005 Master Plan-CHAPTER 11 IMPLEMENTATION Page 125 of 199 The last set of questions was aimed at understanding the demographics of the respondents. Ninety-two respondents were from Reading, and twenty-four respondents working within the Town. One interesting fact was that of those responding to question 25, nearly 30% of them indicated they worked from home at least 1 or more days per week. This particular trend reflects the changing business environment, acceptance of flexible work schedules, and infusion of enabling technologies. It is one that the Town will need to close watch as it continues to foster development of public and private infrastructure for business and residents alike. 11.2 PRIORITIES AND OBJECTIVES For each of the priority objectives, the following information was considered to form a more cohesive action plan. a. Identification of Person, Organization, Town Committee or Staff to be assigned . responsibility for the Objective. b. Identification of the Action Steps required to implement objective c. Cost and/or resources required to implement d. Time frame - including how long to complete and a recommendation for target date. This information forms the basis for each of the action strategies defined in the next section and will be used as a basis for tracking progress and ensuring the appropriate individuals and organizations are assigned and provided with the necessary resources to complete the efforts. Character and Identitv Action Strategies Objective 1B: Protect the historical village pattern by the balance of its constituents: buildings, streets and natural elements. Promote this balance as a prerequisite for developments to a scale familiar and comfortable to the individual. Update Design Standards & Guidelines • CPDC/Town Planner develop, adopt and apply design standards & guidelines for use in subdivision application process, site plan review and other special permit application processes. Where appropriate, revise internal CPDC policies and prepare zoning articles, to incorporate and reflect these standards &guidelines. This would be accomplished by involving the business community and using the public hearing process, as appropriate. o Town Planner places these standards & guidelines on Town web site. (July, 2006) 2. Create Scenic Road/Historic District CPDC/Town Planner/Historical Commission considers other appropriate areas within Town for applications for "Scenic Road" designation and "Historic District" designation. ■ For Scenic Road designation, initiate dialogue with residents within the area and review applications for Scenic Road designation. Master Plan Advisory Committee 2005 Master Plan-CHAPTER I 1 IMPLEMENTATION I/1/2006 Page 126 of 199 e CPDC conduct hearings relative to Scenic Road applications and prepare zoning articles for Town Meeting consideration. ■ For Historic District designation, initiate dialogue with residents within the potential area and review petitions for Historic District designation (December, 2006) Objective 21): Promote the design of new construction to seamlessly connect with their receiving surroundings. 1. Develop Mansionization Zoning • CPDC to prepare "Mansionization" or other appropriate zoning article to address "tear-down-rebuild" and environmental issues. • Town Meeting to consider zoning article. (May, 2008) 2. Inventory Undeveloped Land • CPDC/Town Planner to inventory remaining undeveloped land within residential districts for consideration by Town for acquisition based on criteria set forth in the Town Open Space Plan. • Failing acquisition of such land by the Town, CPDC to consider PUD-R Overlay zone on undeveloped sites within residential districts. Prepare zoning article for Town Meeting consideration. (Initial Review, November, 2006) HousinL- Action Strategies Objective 1B. Pursue an Increase in Town Involvement and Investigate Additional Funding Vehicles to Achieve Housing Goals. Communicate Housing Goals to Residents. Create New Housing Partnership (HP) with the Objective to Coordinate Housing Related Action Strategies under the Master Plan. • Town Manager to recommend Charter for HP • Board of Selectmen appoints HP members (June 2006) 2. Pursue Additional Funding for Housing Using the Community Preservation Act (CPA) Board of Selectmen appoints new CPA Committee to not only prepare the recommendation for implementing the CPA but also to identify the programs to be funded by it (March, 2606) • Town Meeting considers CPA warrant article (November 2006) • If Town Meeting approves, ballot question to create and fund CPA is placed on the ballot for Town election (March 2007) • Submit CPA funding request to State ( September, 2007) 3. Communicate Housing Goals Master Plan Advisory Committee 2005 Master Plan-CHAPTER 11 IMPLEMENTATION 1/1/2006 Page 127 of 199 • HP continues to make Town residents aware of housing goals and initiatives (Ongoing, beginning November, 2006) Objectives 2A and 2B. Encourage New Developments and the Rehabilitation and Reconstruction of Existing Buildings Consistent with the Town's Character and Identity and Meeting State Mandated Affordable Housing Goals. 1. Prepare zoning article which would allow cluster development (PRD) in all S-15 and S- 20 zoning districts provided one in eight units is affordable and $30,000/market unit is contributed to Housing Trust Fund for market units above/below eight. • CPDC prepares zoning article • Town Meeting considers zoning article (May, 2006) 2. Modify Section 4.3.2.8 (Accessory Apartments) of the Zoning Bylaws to remove the restriction that an accessory apartment must be occupied prior to 1982 in the portions of the residential districts adjacent to the Depot. • CPDC prepares zoning article • Town Meeting considers zoning article (May, 2006) Objective 5A. Introduce Mixed Use Zoning in the Downtown and Around the Depot 1. Prepare a zoning article that would allow residential units on all floors except the street portion of the first floor of properties in the Business B zoning district. • CPDC drafts zoning article • CPDC reviews draft of article with Board of Selectmen • Town Meeting considers zoning article (November, 2005) Economic Development Action Strateeies Objective 2A: Establish an Economic Development Commission 1. Determine structure of the Commission • Town Manager and Town Planner study the various options available under state law and recommend to the Board of Selectmen the type of Economic Development Commission (EDC) to best meet the Town's development needs and to leverage additional State.and Federal developmental grants. (February 2006) 2. Establish the Commission • The Board of Selectmen takes the necessary steps to establish the EDC and appoint qualified and dedicated citizens to the commission. (November, 2006) Master Plan Advisory Committee 1/1/2006 2005 Master Plan-CHAPTER 11 IMPLEMENTATION Page 128 of 199 Objective 3A and B: Improve South Main St. Streetscape Rezone along South Main Street Corridor • CPDC consider re-zoning along the South Main Street corridor as a means to improve the appearance with particular attention to setback requirements, visual buffering of parking areas, and expanded used of the PUD (B) overlay district. (Town Meeting, November, 2006) 2. Obtain funding for streetscape improvements. • Town Planner, supported by the Board of Selectmen, will pursue all possible State and Federal grants to hire consultants (landscape architects and traffic engineers) to generate detailed streetscape beautification plans for the area from Washington St. south to I95/128. • After completion of the initial plans, the Town Planner, supported by the Board of Selectmen, will pursue State and Federal funds to implement the plans (September, 2007) Natural; Historic and Cultural Resources Action Strateuies Objective 1 A: Promote the preservation and enhancement of Reading's extent of existing upland and wooded areas and the extent of public accessibility to these areas, particularly in new developments through appropriate amendments to the Zoning By-Laws and Subdivision Regulations and other measures such as impact fees. Review Bylaws/Subdivisions Regulations to Enhance Preservation. • CPDC and Town Planner review the existing zoning bylaws and subdivision regulations to improve the preservation and enhancement of Reading's natural resources. (November, 2007) 2. Explore Impact Fees to Fund Preservation • CPDC explores impact fees as a means of funding the preservation and enhancement of Reading's natural resources. (May, 2007) Objective 2 Bi Encourage the development of a regional resource protection plan (Aberjona, Saugus, and Ipswich River water-sheds, Cedar Swamp), and of regional efforts to reduce pollution of water, groundwater, and the air. 1. Address and Deal Effectively with Unmet Regional Needs. Master Plan Advisory Committee 1/1/2006 2005 Master Plan-CHAPTER 11 IMPLEMENTATION Page 129 of 199 • Conservation Administrator and Board of Selectmen establish new organizations (or expand the scope of appropriate existing organizations) for regional and /or Town- wide cooperation to address and effectively deal with unmet regional. needs and. problems. (Ongoing) Objective 3A: Protect well fields and water recharge areas and strengthen and monitor the enforcement of the Aquifer Protection Zoning By-Laws.. 1. Protect Wellfields by Amending/Strengthening the Town's Bylaws • Conservation Commission reviews and amends Town's bylaws to ensure protection of the Town's wellfields and water recharge areas. (Fran?) 2. Monitor Enforcement of Bylaws Enforcement Officer and Conservation Commission ensure that the Town monitors enforcement of these provisions. (Ongoing) Objective 7A: Maintain and add to the Town's Inventory of historical and architecturally significant buildings. Hire Consultant to Expand Historical Inventory • Historical Commission uses inventory as the basis for Town's historic preservation planning. • Board of Selectmen secures funding to hire a consultant to assist the Town in identifying historically and architecturally significant buildings. (March, 2007) Open Space Action StrateLyies Objective 1C: Create path systems connecting schools, open space, and neighborhoods, e.g. develop walking/biking trails between open spaces 1. Review Open Space Plan • Town Planner reviews plan with School Committee, DPW, and Design Review Team (Annually, beginning in January, 2007) 2. Solicit Public Input • Town Planner solicits public input (Annually, beginning in July, 2006) 3. Identify Public/Private Easements for Connections • DRT identifies public and private easements that can used for connections (Annually, quarterly, beginning in April, 2006) Objective 21): Acquire more land for playing fields, a family picnic areas and pocket parks Master Plan Advisory Committee 2005 Master Plan-CHAPTER I 1 IMPLEMENTATION 1/1/2006 Page 130 of 199 Provide Funding • Town Manager, DRT and Recreation Committee include funding in the Capital Plan/operating budget (Annually, beginning in May, 2007) 2. Develop School Land • Superintendent, Town Manager and DRT develop and use school land more intensively for multi-purpose recreation (Annually, beginning in August, 2006) Objective 3C: Make public aware of the importance of public and private conservation land and open space 1. Evaluate Conservation Land for Trails • Conservation Committee and Town Forest Committee evaluate conservation areas for self-guided trails (Annually, beginning in January, 2007) 2. Develop Interpretive Programs • Open Space Plan Committee develops interpretive programs based on 2006 Open Space Plan update (January, 2007) 3. Improve Mapping • GIS Administrator improves mapping (Ongoing) 4. Conduct Public Education • Superintendent and School Committee conduct public education with schools and youth groups via speakers, displays in the Spring/Fall, curriculum studies (Annually, beginning in May, 2007) 5. Create "Guide to Reading's Open Space" • Consultant, GIS Coordinator and Town Forest Committee create a "Guide to Reading's Open Space," including better scaled maps, and using new aerial photos and history (May, 2007) 6. Support Public Awareness Events • Selectmen and Recreation Committee support events such as Earth Day and Town Forest Day (Annually, beginning in May, 2006) Objective 5A: Re-consider the Community Preservation Act Appoint Ad Hoc CPA Committee • Selectmen, CPDC and Finance Committee develop and appoint Ad Hoc Community Preservation Act Committee (March, 2006) Master Plan Advisory Committee 2005 Master Plan-CHAPTER 11 IMPLEMENTATION 1/1/2006 Page 131 of 199 Objective 5B: Develop new sources of recreation funding, apply for grants and self-help funds and create a Friends or Stewardship program to help maintain open spaces 1. Implement Developer Impact Fees • Recreation Committee, Finance Committee and Selectmen develop and implement a developer impact fee program for financing.improvements and additions to recreational facilities (May, 2007) 2. Create Recreation al Funding Endowment • Recreation Committee creates'recreation funding endowment or "friends" groups (Annually, ongoing) 3. Recruit Volunteers for Fund Raising • Recreation Committee and Selectmen recruit volunteers for fund-raising (Every two years, beginning March, 2007) 4. Solicit Letters/News Articles for Programs • Recreation Committee solicits letters and news articles for programs (Annually, Ongoing) Services and Facilities Objective 1(D): Develop an impact fee bylaw consistent with State legislation and the Town's Master Plan goals to apply to new developments of mid- to large-scale. 1. Review impact fee practices. • Town Planner/Town Counsel gather State laws, regulations, case law and practices by other Massachusetts communities related to impact fees • CPDC reviews the gathered information in light of the Master Plan objectives and evaluated benefits and drawbacks to the Town. (May, 2007) 2. Develop impact fee bylaw • CPDC/Town Planner develops impact fee bylaw through a series of workshops inviting the public and interested developers • Town Meeting considers the bylaw (November, 2007) Objective 2 (A): Create and maintain appropriate Town-wide disaster, security and/or health outbreak plans and ensure Town services, departments and nonprofits and other service providers are trained and prepared. Develop and maintain Public Health Emergency Response Plan To establish Memorandum of Understanding with surrounding town public health professionals Master Plan Advisory Committee 2005 Master Plan-CHAPTER I I IMPLEMENTATION 1/1/2006 Page 132 of 199 • To maintain written public health emergency plan (Annually, Ongoing) • To continue training of public health staff with Homeland Security and Health Alert Network for notification from state and CDC on outbreaks • To plan physical operation of Emergency Dispensing Site/Treatment (EDS) clinics to treat the entire Town population • To secure facilities for Town wide immunization and or treatment in preparation for outbreak, epidemic or pandemic. • To secure physician orders referring to the 15 most likely disease outbreak scenarios • To continue to training and credential medical response volunteers • To secure medical supplies such as 24,000 syringes, screens, vaccine, medications, bandages, etc. • To establish a team of trained volunteers to work at clinic site • To establish and exercise response time and operation Emergency' Medical Dispensing Sites • To maintain communication with Town departments fire, police, DPW for support and cooperation Objective 5(A): Develop strategies to disseminate information from Town Government to residents and businesses in the most effective manner. 1. Define types of information to be communicated • Board of Selectmen/Town Manager survey Town Departments, Boards and Committees'to identify various types of information that is communicated and who the target audience is for each. Also identify underlying reason for communication (legal req't, health/safety, general info, etc.) • Board of Selectmen/Town Manager survey residents and businesses regarding the effectiveness of communication and solicit feedback at Town functions, board/committee meetings, and at local organizational meetings o, Board of Selectmen/Town Manager review results of surveys and develop definition of information types and priorities (November, 2006) 2. Define communication means and methods available for communication and segregate by priority, intrusiveness, cost, etc. • Board of Selectmen/Town Manager review various technologies and communications means both currently being used by the Town and those available or potentially applicable for use by the Town. • Board of Selectmen/Town Manager create assessments of each communication means to define the communication priority it could represent, how intrusive or available to the community, the cost of the method, and other factors deemed appropriate. (November, 2006) 3. Identify Strategies to couple information needs with communication methods Master Plan Advisory Committee 1/1/2006 2005 Master Plan-CHAPTER 11 IMPLEMENTATION Page 133 of 199 • Board of Selectmen/Town Manager create draft communication plan based on the information defined in Actions 1 and 2. Objective should be to create Community "Communication" Guide • Board of Selectmen/Town Manager: Solicit input from all stakeholders on "Guide" (May, 2007) 4. Implement Communication Plan • Board of Selectmen/Town Manager ensure all defined communication means are available and in place, and appropriate training performed for Stakeholders on how to utilize guide (Web based Q&A, local meetings, etc.) • Board of Selectmen/Town Manager: Monitor implementation; obtain feedback and update plans and guide on-going. (November, 2007) Objective 6B: Develop and conduct a comprehensive customer service survey 1. Explore methodologies for measuring customer satisfaction with Town services. • Town Manager to review scale of customer interaction in the various Town . departments (May 2606) • Board of Selectmen reviews methods -of citizen input and customer surveys in place in Reading and other cities and towns in the Commonwealth (May 2006) 2. Determine approach to and proceed with measuring customer satisfaction ® Board of Selectmen and Town Manager determine if scale of customer interaction justifies hiring consultant or managing the function with Town resources. (August 2006) • Board of Selectmen and Town Manager implement survey (November 2006) • Board of Selectmen and Town Manager publicize customer survey process to the Town (November 2006) • Board of Selectmen and Town Manager compile results and report to the community (February 2006/2007) 3. Analysis of results and future actions • Board of Selectmen and Town Manager identify opportunities to change Town processes and procedures based on survey input (Ongoing, beginning February 2006/2007) • Board of Selectmen and Town Manager determine how to build customer satisfaction measurement into ongoing Town operations such as through comment page on website, periodic random surveys, comment cards at Town Hall, etc... (November 2006) Master Plan Advisory Committee '2005 Master Plan-CHAPTER 11 IMPLEMENTATION Transportation Action Strateuies 1/1/2006 Page 134 of 199 ObjectivelB: Develop a comprehensive Town-wide Parking Plan to address satellite employee parking, alternative locations for garages in Downtown with respective zoning amendments and revisit public parking regulations. 1. Initiate a Town-Based Transit Non-Profit (TNP) in Collaboration with Other Adjacent Bedroom Communities • Town Planner to attempt a joint meeting with Town Planners from Stoneham, North Reading, Wakefield, Wilmington, Woburn (June, 2007) • Town Manager/Town Planner to investigate interest by those communities to participate in the transit non-profit. (September, 2007) • Town Manager/Town Planner to recommend Scope for TNP (November, 2007) • Board of Selectmen to appoint TNP members (January, 2008) 2. Identify Parking Concepts for Downtown. • Board of Selectmen/Town Manager to review the current parking regulations in Downtown (September, 2006) • When formed, Economic Development Commission to hold joint meeting with the BOS to map out potential areas for new municipal garages/lots and calculate 'their capacity (January, 2007) Objective 413: Develop a sidewalk improvement priority list, complete all needed sidewalk extensions and improve crossings in areas where safety. is a concern. Form a Town-Wide Parking and Traffic Ad-Hoc Advisory Committee (PATAC) Town Engineer to provide sidewalk improvement prioritization criteria (December 2005) • Town Manager to recommend Scope for PATAC (May 2006) • Board of Selectmen appoints PATAC members (June 2006) 2. Explore an Impact-Fee Bylaw for Sidewalk Improvements. • Town Planner to monitor State Legislation update process (May, 2007) Objective 6C: Develop a Town and/or a regional transportation organization to address increased transportation needs via car pooling, van pooling, HOV/transit dedicated highway lanes and other forms of local/regional commuting measures. 1. Advocate Reading's Transportation Interests in the Metropolitan Area Planning Council,. the North Suburban Planning Council and the M 3TA Advisory Board • Representatives to these organizations to report bi-yearly to the Board of Selectmen. • Continue active participation to the Task Force of the I93-I95 Interchange Planning Initiative by the Massachusetts Highway Department. Master Plan Advisory Committee 2005 Master Plan-CHAPTER 11 IMPLEMENTATION 1/1/2006 Page 135 of 199 Staff to monitor updates of the State Transportation Plan, the Metropolitan Planning Organization studies that CTPS performs and reports on short- and long-term issues effecting Reading and the NSPC sub-region to Town Manager. (Ongoing) Master Plan Advisory Committee 2005 Master Plan-CHAPTER 11 IMPLEMENTATION 1/1/2006 Page 136 of 199 PRIORITY OBJECTIVES TIMELINE Chapter Obj/Action No Action Responsible Party Char & Identity 16/1 Update Design Standards & Guidelines CPDC/Town Planner Char & Identity 1 B/1 Update Design Standards & Guidelines CPDCf Fown Planner Char & Identity 16/2 Create Scenic Road/Historic District CPDC/TP/Historical Comm. Char & Identity 2D/1 Develop Mansionization Zoning CPDC Char & Identity 2D/2 Inventory Undeveloped Land (initial review) CPDC/Town Planner Housing 1 B/1 Create New Housing Partnership Town Manager/Board of Selectmen Housing 16/2 Persue Add'I Funding for Housing Using CPA Board of Selectmen Housing 1 B/3 Communicate Housing Goals Housing Partnership Housing 2A-B/1 Prepare Zoning Article to Allow Cluster Devlpmnt (PRD) CPDC Housing 2A-B/2 Modify Sec 4.3.2.8 (Accessory Apts) of the Zoning Bylaw CPDC Housing 5A/1 Introduce Mixed Use Zoning in Downtown/Depot CPDC Econ Development 2A/1 Determine Structure of Econ Devlp Commission Town Manager/Town Planner Econ Development 2A/2 Establish Econ Develop Commission Board of Selectmen Econ Development 3A-B/1 Rezone along South Main Street Corridor CPDC Econ Development 3A-B/2 Obtain Funding for Streetscape Improvements Town Planner/Board of Selectmen Natural Resources 1 A/1 Review Bylaws/Subdivision Regs to Enhance Preservation CPDC/Town Planner Natural Resources 1A/2 Explore Impact Fees to Fund Preservation CPDC Natural Resources 2B Address and Deal Effectively with Unmet Regional Needs Conservation Administrator/Selector Natural Resources 3A/1 Protect Wellfields by Amending/Strengthening Bylaws Conservation Commission Natural Resources 3A/2 Monitor Enforcement of Bylaws . Conservation Comm./Enforcement Natural Resources 7A/1 Hire Consultant to Expand Historical Inventory Historical Commission/Board of SelE Open Space 1 C/1 Review of Open Space Plan (annually) Town Planner Open Space 1 C/2 Solicit Public Input (annually) Town Planner Open Space 1 C/3 Identify Pub/Priv Easements for Connection (quarterly) DRT Open Space 2D/1 Provide Funding for Land for Fields/PicAreas/Parks(annly) Town Manager/DRT/Recreation Cor Open Space 2D/2 Develop School Land for Multi-purpose Recreation(annly) Superintendent/Town Manager/DRT Open Space 3C/1 Evaluate Conservation Land for Trails (annually) Conservation Comm./Town Forest C Open Space 3C/2 Develop Interpretive Programs Open Space Comm./Historical Com Open Space 3C/3 Improve Mapping for Open Space GIS Administrator Open. Space 3C/4 Conduct Public Education for SchoolsNouth Groups(annl) Superintendent/School Comm. Open Space 3C/5 Create "Guide to Reading's Open Space" Consultant/GIS Coord/Town Fort Open Space 3C/6 Support Public Awareness Events (annually) Board of Selectmen/Recreation Open Space 5A/1 Appoint Ad-Hoc CPA Committee Board of Selectmen/CPDC/Fin C Open Space 513/1 Implement Developer Impact Fees for Recreation Recreation Comm./Fin Comm/B( Open Space 513/2 Create Recreation Funding Endowment (annually) Recreation Committee Open Space 513/3 Recruit Volunteers for Fund Raising (ever two years) Recreation Committee/BOS Open Space 513/4 Solicit Letters/News Articles for Programs (annually) Recreation Committee Services&Facilities 1 D/1 Review limpact Fee Practices Town Planner/Town Counsel Services&Facilities 1 D/2 Develop Impact Fee Bylaw CPDC/Town Planner Services&Facilities . 2A/1 Develop/maintain Public Health Emergency Response Plai Board of Health Services&Facilities 5A/1 Define Types of Information to be Communicated Board of Selectmen/Town Manal Services&Facilities 5A/2 Define Communication Means ans Methods Board of Selectmen/Town Manat Services&Facilities 5A13 Identify Strategies to Couple Information Needs/Methods Board of Selectmen/Town Manal Services&Facilities 5A/4 Implement Communications Plan Board of Selectmen/Town Manal Services&Facilities 6132 Measure customer satisfaction with Town services. Board of Selectmen/Town Manal Transportation 1 B/1 Initiate Town-Based Transit Non-Profit Town Planner/Town Manager/B( Transportation 1 B/2 Identify Parking Concepts.for Downtown BOS/Town Mgr/Econ Devlp Corr Transportation 413/1 Form Town-Wide Parking/Traffic Ad-Hoc Adv Comm. Town Manager/Board of Selectrr Master Plan Advisory Committee 2005 Master Plan- CHAPTER 11 IMPLEMENTATION 11.3 FISCAL REALITIES 1/11/2006 Page 137 of 199 The Master Plan introduces a wide range of action items aimed at controlling the Town's growth and protecting the Town's assets, strategies that require the expenditure of time and resources. In effect, there exist several methods of public policy and of development tactics that can augment and improve a Town's capabilities to control and protect. A few of the methods that are closer to New England's reality are examined below, as to whether they can provide opportunities for proactive planning. The State While the State has delegated the power of zoning to local authorities through Chapter 40A, the yearly 2.5% cap of tax revenue increase is a true limitation for a broad-base proactive land use planning by the Town. Long-term local planning for the type of growth, the preservation and the environmental protection is not publicly funded at a local level. Frequently the only alternative left to the Town is to advance limited short-term planning agendas with an impact on the Town's resources and Board/Committee time. Even if the Town found a quick and efficient way to adjust its zoning regulations against pressures for abrupt growth, the requirement for a two-thirds Town meeting majority to authorize zoning changes makes local proactive planning very cumbersome. The Private Sector Many municipalities have used tax waivers and impact fees to encourage or discourage particular types of development. In this manner, towns can tap on new funding mechanisms originating in the private sector and streamline specific planning activities and projects*of high-priority. Compared to these municipalities, however, Reading is much smaller in size, in proportion of commercial/industrial land uses and in potential for new-developments. Furthermore, given the limited amount of undeveloped land in Reading, the method of having proactive planning conducted as part of alliances with the private sector is unlikely to occur while the potential for large-scale projects is diminished. Redevelopment projects can require limited planning and raise awareness and solicit public involvement for only a certain period of time. , The Communitv Preservation Act In effect, the Town has been utilizing the existing planning tools found in the zoning bylaws, the district overlays; the public processes and the impact mitigation efforts to protect its assets. The task of proactive planning, however, lies beyond the resources and fiscal abilities as they exist today. Realizing this impasse, the State instituted the Community Preservation Act in 1999 as a local funding mechanism for proactive planning and for the protection of the Town's assets. In light of its near passage a few years ago, building public support for a new CPA referendum will require a substantial grass-roots effort in that task.