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the structure of Lexington's complex regulatory and advisory system may impact development decisions; 0 coordinate its work With that of the 2020 Vision Task Force on sustainability, and incorporate considerations of sustainable development in its own work and recommendations; and ® work with town officials to arrive at an effective, workable mission for an economic- development officer. To achieve these goals, the Taskforce formed four subgroups: Taskforce Sub oups Financial IM pa and Mode ling Subgrou Paul Hamburger, of the subgroup, performed an initial financial analysis projecting what town finances would look like if we simply continued doing what we are doing -- a no- change scenario. In the analysis, the subgroup discovered that even with revenue growth at 4 -5% per year, expenses would exceed that by 2 -3 %. This finding directed the EDTF to address the need for additional revenue sources such as planned, appropriate commercial development. His work is included in Appendix A. The subgroup, through the expertise of Larry Smith of Cranberry Hill Associates, evaluated the potential of three key commercial areas. The analysis evaluated all parcels in the existing commercially zoned areas -- Rte 2A/Forbes, Bedford Street/Hartwell Ave and Hayden Ave /Spring Street. It incorporated data from the Planning Department and Co --Star as well as on -site evaluation of wetlands with an assessment of practical build - out potential, considering site and zoning constraints as. well as the age of building and building systems. Mr. Smith's analysis identified significant square footage development potential. Lexington 2020 Vision Economic Development Task Norco - August 22, 2008 4 of 19