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HomeMy WebLinkAbout01-06-1997 Ad Hoc Business Comm Rpt Town of Lexington Selectmen's business Committee (Ad hoc) Report January 6, 1997 CONTENTS I. Summary and Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 II. A Lexington Business Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 M. Observations on Lexington's Business Resources, Opportunities, and Challenges . . . . . . 9 IV. General Technology Trends Relevant to Lexington . . . _ V. A Look at Development Efforts in Other Towns . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 VI. Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 VII. Implementation of Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 VIII. Need for Continued Research and Action . . 25 IX. Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 A. Lexington Tax Rates, Fiscal Year 1989 to 1995 . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 B. Total Valuation of Selected Commercial and Industrial Classifications . . . . . . . . . . . 29 C. Population, Age Distribution, and Projections . . . . . . . . . . . . . . . . . . . . . . . . ... . . . 30 D. Lexington Minuteman, March 2, 1995, "Commercial Growth is Part of the Solution" . . . . . . . . . . . . . . . . . . . . . . . . . . 31 E. Selectmen's Business Committee and its Subcommittees . . . . . . . . . . . . . . . . . . . . . 32 1, StTMMARY AND INTRODUCTION Lexington citizens know all too well that the town's revenues are not keeping pace with the costs of services, be they schools, public safety, library or parks and playgrounds. Each year's budget struggles, the need for four over-rides since the passage of Proposition 2 '/2 and now the decision to turn off every other street fight dramatically testifies to the fact that Lexington, like most other towns, has a serious continuing financial problem. At the same time, we are acutely aware of the fact that our property tax bills have been steadily rising. As individual taxpayers, we are providing ever more revenue, in the form of both taxes and fees. Why is this happening and what can we do about it? The tax increases are due to several factors, including inflation, reevaluations of our properties, growing school enrollment, an expanding senior population and the aging of our infrastructure from roads to fire equipment to school buildings. There is one other cause which is commonly overlooked: the sharp drop in the value of our commercial and industrial properties since 1990. As a matter of fact, the average homeowner is paying 5358 more in taxes than would have been needed if the businesses had kept pace with the rising values of homes. Thus, homeowners have had to pick up more of the tax burden as the assessed valuation of commercial and industrial property has slipped. Realizing this fact, and alert to the changing nature of the defense business and of industry generally, the Selectmen established a special Business Committee to see what we could do to affect the situation. The Committee divided itself into three subcommittees: New Technologies, Retail and Inventory. Committee discussions pointed out that to move ahead we must, as a community, recognize that the times have changed and that our situation has changed. As far back as most of us can remember, we were holding the cards in this game. Developers were looking at Lexington with eager eyes, but our revenue situation was such that we did not go out of our way to invite development opportunities. Indeed, in some cases we were perceived as"standoffish". We perhaps felt we could afford to design and utilize our zoning by-laws to control and to limit commercial and industrial expansion here without full consideration for future needs. We are now in a different situation. To maintain the quality of our services, the quality of life we have enjoyed, we have to take a new look at the balance we struck so many years ago between controls and collaboration. The tightening financial vise in which we find ourselves, the rising property taxes of which we are all so well aware, demand that we search for constructive ways to increase our Commercial and Industrial Property(CIP) base without sacrificing the environmental and aesthetic values which are so important to us. This task becomes much more challenging in view of the changing nature of American business, and the vagaries of the market place. We must look at the health of our retail sector, although that is not as much of a factor in the equation as is high end use office space such as Hartwell and Hayden Avenues. We must examine our strengths as a location for companies and our strategies for attracting them here. We need to determine what types of sustainable environmentally sensitive firms would be a good fit for our town. Selectmen's Business Committee (Ad hoc) 1 January 5, 1997 I What follows is the consolidated report of these three subcommittees. Recognizing that the strength and diversity of the economy is the most important factor, there are some steps that we can take which are designed to improve the situation and to lighten the burden on homeowners. Lexington needs to take concrete steps to become more attractive to businesses. There are measures that must be taken to streamline the permitting process without relaxing existing regulatory standards. One-stop shopping for applications for permits can serve to maintain clarity and consistency in the process. Lexington's existing resources and amenities can be packaged and made more visible in accordance with the specific business audiences we would like to reach. More attractive packaging of sites, such as the Hartwell Avenue area, can then be part of a larger marketing effort for Lexington which would highlight the Town's many advantages. For instance, Lexington should utilize existing resources such as Minuteman Tech, Lexington High School Cary Lihrary, Middlesex Community College, and Hanscom Air Base. Both recovery and enhancement are likely if we review the key structural and procedural aspects of how to attract and retain businesses in Lexington. The vacancy rate for commercial properties in Lexington is only part of the problem. The major thrust in increasing the valuation of commercial properties can only be achieved through the deliberate upgrading of some existing properties. We need to make adjustments as a Town to provide for incentives that will allow commercial property owners and interested financial institutions to invest in the upgrading. To this end, we must also revisit zoning provisions affecting existing commercial properties to address the specific needs of the industries of the fixture. Updating the zoning for certain strategically located commercial properties should seek to accommodate the growing demand for high-end office space, health-care services, and appropriate facilities for telecommunications, biotechnology, environmental technology and other emerging fields. The upgrading process should also result in a greater amount of available commercial space without decreasing the amount of existing residential and open space. All of this can and should be achieved with strict observance of the quality of life interests of the town. The recommendations referred to above fall into several broad categories: (1) Zoning changes, especially to Hartwell Avenue, and other actions designed to attract the high-end offices which provide by far our greatest CIF income; (2) The creation of a post of Economic Development Officer who will aggressively promote Lexington as a site for desirable environmentally sound companies and help them through the permitting process; (3) A variety of initiatives which will serve to signal that Lexington welcomes business. The details of these recommendations and the data on which they are based are included in the pages that follow. This report points to a number of such ways which demand of all of us - of our elected and appointed town officials and of our citizenry - a fresh attitude and a new flexibility. The Committee hopes that its recommendations will be viewed in the new light cast by the situation in which we now find ourselves. Selectmen's Business Committee (Ad hoc) 2 January 6, 1997 II. A LEXINGTON BUSINESS PROFILE A March 1995 issue of the Boston Business Journal discussed a survey which asked business executives about the most important factors in choosing an office site. The answer that carne from 44/0 of the survey respondents was "Location, Location, Location". Respondents also highlighted the importance of services offered by a given site as well as the image of a particular building. Price was mentioned, but only after everything else. Some of our advantages, as noted by business people, are-. ® Good location is one of Lexington's major strengths. It is relatively close to Boston and offers easy access to major highways. • Lexington has good public transportation connections as well as corporate jet facilities at . Hanscom Field. Q Existing commercial buildings and commercial areas in the town are in attractive settings. i • Lexington Center has extensive financial, commercial and restaurant services. • The quality of life in Lexington has traditionally attracted a mixture of professionals, service providers, retail workers, and others as residents who have provided important intellectual and cultural capital. The many groups represented have contributed to the prestige, cosmopolitan nature and ethnic and racial diversity of the Town. It is a good community in which to live and work. • The town is well-managed and has responded to the demands for high quality services. • Our educational and recreational facilities are considered among the best. • Cary Memorial Library maintains first rate professional service standards. Cary Library's Internet service is of growing interest to businesses and residents alike. • The Lexington High School and the Minuteman Science & Technology High School and Adult Career Center are important resources for the Town and for the growing businesses in the region. • Lexington's art galleries and museums, and its' various musical activities, contribute to a rich cultural life. At the same time, we have some disadvantages-. ® Lexington is not necessarily known for actively recruiting businesses into the town. • Housing and land costs are high_ Selectmen's Business Committee (Ad hoc) 3 January 6, 1997 ® Traffic congestion on major routes into town (Routes 225 and 2A) is a problem. - ® There is no formalized town assistance to commercial real estate interests and new businesses. 0 There is no "one-stop" guidance through the permitting process. ® There is a lingering uncertainty about the future of Hanscom AFB and its possible effects on the Town. The charts and tables on the following pages provide some of the statistical background for Lexington. Selectmen's Business Committee (Ad hoc) 4 January 6, 1997 TOTAL ASSESSED VALUE OF COMMERCIAL PROPERTY BY GEOGRAPHIC AREA GEOGRAPHIC LOCATION TOTAL 1994 ASSESSED 'VALUE (MILLIONS) Hartwell Ave-Bedford St 114.5 Spring St-Hayden Ave 105.8 Lexington Center 54.3 Other Small Commercial Districts 29.5 Route 2A 29.0 Residential Districts 23.9 Bedford St - Worthen Rd 21.0 East Lexington 19,5 Source: Planning Department Most of the revenue from commercial property in Lexington is from two areas: the Hartwell Avenue-Bedford Street area, and the Spring Street-Hayden Avenue area. One of the best opportunities for Lexington to increase the value of existing commercial real estate is on Hartwell Avenue. See the chart which follows, identifying the value of land and buildings by location and category and town. Selectmen's Business Committee (Ad hoc) 5 January 6, 1997 Total Value of Selected Commercial and Industrial Classifications 350,000,000 300,000,000 i 250,000,000 200,000,000 150,000,000 ssl- 100,000,000 k ' R 50,000,000 U. I�Z Q Retail Condos Office Condos Manufacturing Retail Medical,Dental Offices Indust.R&D,Labs Legend 1990 Assessed Value 0 1994 Assessed Value Source: Planning Department By far the majority of Lexington's commercial and industrial property is in high-end office use. Selectmen's Business Committee (Ad hoc) 6 January 6, 1997 TOTAL 1994 ASSESSED VALUE OF COMMERCIAL STRUCTURES BY GEOGRAPHIC AREA GEOGRAPHIC LOCATION LOWEST VALUE HIGHEST VALUE Bedford St - Worthen Rd 266,000 4,255,000 East Lexington 85,000 945,000 Hartwell Ave-Bedford St 24,000 13,949,000 Lexington Center 134,000 3,115,000 I Other Small Commercial Districts 104,000 3,691,000 Residential Districts 60,000 3,751,000 Route 2A 405,000 7,078,000 I Spring St-Hayden Ave 180,000 15,778,000 Source: Planning Department Lexington has few truly large first class office buildings on Hartwell Avenue. This distinguishes Lexington Commercial real estate from Waltham and Burlington, where first class office buildings command higher rent levels. Spring Street will be acquiring a first class office building in the next couple of years. Boston Properties has announced that it is going to put up such a building in that location. That may inspire activity with some of the other buildings in Lexington. Selectmen's Business Committee (Ad hoc) 7 January 6, 1997 FY95 ASSESSED VALUES BY CLASS Residential Commercial Industnal Personal Total Pro e Burlington $1,189,983,600 $530,403,900 $142,445,800 $61,250,580 $1,924,083,880 Lexington $2,801,492,000 $297,404,000 $72,673,000 $45,468,200 $3,217,037,200 �. Waltham $2,248,883,400 $780,666,500 $378,595,600 $146,668,300 $3,554,813,800 Bedford $807,551,900 $166,996,700 $198,969,600 $27,790,100 $1,201,308,300 Weilesle $2,867,090,200 $375,416,724 $4,116,900 $26,560,400 $3,273,184,224 Needham $2,158,058,255 $298,856,245 $139,739,200 $47,680,810 $2,644,334,510 Bonin on 61.8% 27.6% 7.4% 3.2% Lexington 87.1% 9.2% 2.3% 1.4% Waltham 63.3% 22.0% 10.7% 4.1% Bedford 67.2% 13.9% 16.6% 2.3% Wellesley 87.6% 11.5% 0.1% 0.8% Needham 81.6% 11.3% 5.3% 1.8% Source:Massachusetts Department of Revenue,Division of Local Services,Municipal Data Bank Comparisons with other similar communities show we are heavily residentially oriented. Furthermore, our industrial class is quite low. ICI l Selectmen's Business Committee (Ad hoc) S January 6, 1997 III. OBSERVATIONS ON LEXINGTON'S BUSINESS RESOURCES, OPPORTUNITIES, AND CHALLENGES The New Technology Subcommittee of the Business Committee met with representatives from selected types of businesses in the area. They included a local biotechnology company, a commercial real estate company, and a product testing service company. Each one offered relevant first hand observations on the market trends as well as on Lexington's particular strengths and weaknesses. Case I The representative from a local biotechnology company shared his experience on why his firm selected Lexington for its headquarters. He cited the attractive space, the cost advantages, the easy access to Route 128, transportation links to Alewife and to Lexington Center, food services, and Cary Library. He mentioned that there are fewer "hassles" in Lexington than in cities such as Cambridge. He perceives a trend among similar firms that are expanding out of Cambridge as the cost of floor space in Lexington is about half of that in Cambridge, so you get twice as much space for the dollar. His own company needed around 25,000 sq. ft. of area and Lexington had an existing building which was an easy retrofit from a former electronics use. The company now occupies 3 floors with about 51 employees. Their first hire from Lexington was a receptionist, now there are other hires from Lexington. His company does no manufacturing in Lexington; a Wisconsin company does it for them. They have used workers from Minuteman Tech and the Middlesex Community College. His company did not start laboratory activities until they opened in Lexington. They used a consultant to help them design their laboratory in Lexington who had experience with Lexington's permitting process. Although his company has only a minor amount of interaction with other biotechnology firms in the area, he mentioned that he would like to see a "group" theme or "image" emerge in Lexington. Perhaps the Town can help to establish a Lexington Biotechnology Council. Some sense of "community" of similar firms is desirable in any business. Case II Another person, a commercial real estate broker, also mentioned that he has seen a migration to Lexington of businesses from Cambridge. Representing one of the largest commercial brokerage firms in the US with 10 years of experience in Lexington commercial property, this Realtor echoed the observation that the "Lexington address" has a marketable appeal. He observed that the Lexington and Waltham commercial markets are dissimilar. Generally, the Northwest market has historically had a lower vacancy rate than other markets. Vacancy rates in Selectmen's Business Committee (Ad hoc) 9 January 6, 1997 Lexington are significantly lower. Since 1993 rates have rebounded and the vacancy rate is now at around 10%. The lease rates for office space in Waltham are usually higher than the rates in Lexington. The whole Northwest market is smaller than the market in Waltham. There is no raw commercial land left available in Lexington. Even though many buildings are now occupied, there is a lag between income and expenses for a property owner. Leases that were written in declining years were for lower rates. Even though the buildings are now leased, the rental income and hence the value of these properties is lagging. Space is occupied but under leases lower than current market rates. Recent trends are moving toward less demand for lit zY, fancy, luxurious amenities. Although most of the demand which he observes these days is for "high end" office space, the interest is in more efficient buildings. Businesses are hiring less support staff and are leasing smaller spaces rather than larger ones. In the near future, he thinks there will be an increasing demand in Lexington for expanding and rehabilitating existing buildings. For specialized uses such as biotechnology firms, he points out that they typically prefer single story buildings for HVAC purposes, or a building in which they are the only tenant. That is, they need to be able to intake fresh air and exhaust air to the outside. More than one high tech use in a single building brings up the issue of"air mingling". As to what the Town of Lexington could do to help, he feels that more town assistance is needed in the form of a point of contact person or someone in the building department to "run interference" for interested businesses. He suggests a permit coordinator as a single point of contact as well as a more established procedure for people to talk about possible grievances and to ask questions about the Town. The reduction to .15 of the Floor Area Ration(FAR) in the CR® and CM zones has raised the value of existing buildings, and lowered the value of raw land. Raising the FAR limits would permit some property owners to rehabilitate and expand commercial buildings. Hartwell Avenue/Bedford Street traffic improvements are needed. Current parking requirements in the CB zone are awkward. Two lanes on Hartwell would also improve the situation as would improvements to Bedford Street between Hartwell and Route 128. Case M A product testing firm, which was interviewed, located its headquarters in Bedford,just across the Lexington line. The firm did not necessarily want to be on Hartwell Ave because of 10-20% higher property costs. He mentioned that Route 128 is a good business area. Its representative mentioned some of the factors which were important to that firm in making its decision to locate in this general area: the availability of an existing building adequate for their purposes, welcoming attitude of the Town of Bedford, the good quality neighborhood, the availability of experts, and the excellent schools in the area. The workers in their laboratories Selectmen's Business Committee (Ad hoc) 10 January 6, 1997 come from area schools such as Minuteman Science and Technology High School (Minuteman Tech) and Middlesex Community College. Minuteman Tech has developed innovative programs in partnership with emerging technology industries, particularly in the area of environmental technology, biotechnology and telecommunications. The school is working closely with Lincoln Laboratory and Raytheon in Lexington and with prominent technology-based companies outside the region. Minuteman Tech is also receiving assistance from the Massachusetts Centers of Excellence and other agencies to develop an on-campus biotechnology center which would accommodate a private company as well as shared laboratory and conference facilities for training purposes. Lexington can take advantage of an increasing demand for commercial space to accommodate biotechnology, computer industry, and health related uses, among others. The firms that will occupy our commercial space in the future will be smaller, easier to move, companies. Some of these companies may be referred to as `virtual companies'. Desk jobs, such as software development, are more likely to be growing than manufacturing and laboratory jobs. Thus, office space will be required, but not necessarily large units. Surf mary of Observations The office space that will command the highest value will be in buildings that are readily subdividable, wired for current technological use.. In recent years, the Board of Selectmen and the Town Manager have urged municipal employees to regard citizens who seek information or municipal services in Town Offices as clients to be served and satisfied, matching current business practices. We need to demonstrate that same approach to operators of commercial and industrial buildings, their tenants or prospective tenants, and real estate brokers. All those coming to Lexington must be treated in the same fashion. I, No efforts to enhance values of commercial and industrial properties in town can bear fruit without a cooperative attitude on the part of all of us who deal with companies interested in settling in or expanding in Town. Lexington has identifiable strengths which can form a basis of our promotional strategy for technology-based companies: quality of life, prestige, available space, strategic location, public transportation access, educated work force, many professionals as residents, well managed town, education facilities, Minuteman Tech, cosmopolitan nature and diversity, recreation facilities, Hanscom Air Field access for corporate jets, existing core of technology companies, Cary Library Internet, presence of ESC and Lincoln Laboratory, proximity to Waltham, Bedford, and Woburn industrial activities, and intellectual capital. Increasing the value of the currently available commercial space appears to be more of a relevant issue than does the problem of leasing currently available space, given the shortage of the latter. Selectmen's Business Committee (Ad hoc) 11 January 5, 1997 IV. GENERAL TECHNOLOGY TRENDS RELEVANT TO LE 'GTON To assess which industries may be of particular value to Lexington, i.e., those which would be particularly suited to the Lexington environment, a literature search was made for forecasts on job opportunities and the state of industry. Two primary resources were consulted (they are listed at the end of this section), one which uses actual data for extrapolating into the future and another which speculates on the general overall trends. It should be noted that the projections are based on the reasonable assumptions that there will be no major increase in inflation, no recession, no major international changes in politics, no major military actions on the part of the USA, and no major scientific breakthroughs. Aside from large super-conglomerates, by the year 2000 about 95% of the US labor force will be working for companies employing fewer than 200 people. I Based on various indicators, the years from 1992 on will be dominated by the computer and information (communication) industries. For the computer industry the growth areas forecast are: Hardware - Actual Computers Software - Programs utilizing the Computers For the communication industry, the growth areas forecast are: Cable TV, including advertisement in this medium Cellular Telephones Radio Broadcasting, again advertisement is important Computer Networks Video Teleconferencing Interactive TV Tele-medicine Video Teleconferencing, which allows visual and audio interaction among the participants, will greatly reduce the cost of conferences of all kinds, including major scientific, economic and other conferencing, by eliminating travel, hotel expenses, etc. It will also revolutionize teaching on all levels. Currently, the costs are relatively high, but it is expected that these will come down. Interactive TV will change our shopping habits, allowing shopping from the home on a much larger scale than currently possible. It will also provide feedback for political events, be that local, state or nationwide. Other events will also benefit from this medium. Both office space and housing are projected to be declining from their 1995 levels. Particularly noteworthy is that there is believed to be enough office space already in place to carry us to the year 2000. This is probably caused by both "flex time" and flex space, i.e., working at selected hours from a selected space, often from home. Communication with the office will be via personal computers. Half of the people working in the information industry are expected to be working this way. Selectmen's Business Committee (Ad hoc) 12 January 6, 1997 i By the year 2000, 85% of the labor force will be working in the service sector, many of those in the information industry, while others will be working with computerized equipment. It is also believed that 43 % of the labor force will be involved in collecting, analyzing, synthesizing, structuring, storing or retrieving information. Developers of hardware and software will enjoy vast opportunities. Five of the fastest growing careers between now and 2001 will be computer related. Advances also will be made in these fields: ® New Materials • Advanced Semiconductor Devices ® Artificial Intelligence Biotechnology ® Communications Technology O Digital Imaging Technology Environmental Technology ® Flexible CIM ® High Density Data Storage • Nigh Performance Computing • Medical Devices and Diagnostics ® ®ptoelectronics a Sensor Technology ® Other software and data security systems, and - - Superconductors. Carson and Goldman state in their 1994 book, Fast Forward, that the next decades will see dramatic shifting of gears within the US. To maintain its competitiveness, the US must serve a rapidly aging and diversifying population, restructure its economy, revive a failing education system, radically reform a disastrous health care system, establish environmental priorities, unify an increasingly divided society and forge a hemispheric economic alliance - all this in the face of a technological onslaught that will hammer relentlessly at our traditional definitions of work, intelligence and life. The 1990's and the early part of the twenty-first century will see the fastest technological change in history. Telecommunications is expanding our reach, knitting together cultures and shrinking our planet. New materials will mean lighter, stronger products, even greater efficiencies and expanded habitats. Biotechnology will give us undreamed of power over our environment, our bodies, even our heredity - and will create political and ethical controversies so fierce as to call to mind the poet T. S. Eliot's words, "After such knowledge, what forgiveness?" Genetic engineering may lead to improved crop yields, ultra-efficient manufacturing processes, and thorough toxic waste clean up. It may unlock the secrets of whole ranges of diseases including cancer, diabetes, and multiple sclerosis. Research in this sector, which requires human embryos, vast number of animals and emotionally challenging concepts of the limits on human intervention will encounter increasingly bitter opposition across the spectrum of political activism. Selectmen's Business Committee (Ad hoc) 13 January 6, 1997 As an industry, biotechnology stands to rival electronics in dollar volume and perhaps surpass in its social impact by 2020. The United States, blessed with the finest universities in the world, is today a world leader in biological research, Universities and biotechnology firms here will endeavor to maintain and expand their leading position. The table below lists the various occupations in terms of projected increases. Computer system analyst and operation research analyst occupy the top places, i.e. people responsible for organizing computers in terms of hardware and software, and people analyzing the large number of data being generated presently and, increasingly, in the future. The "graying" of America will also require an increased number of physical therapists, nurses, and related occupations. It is of interest that the projected increase for electrical and electronic engineers and for biological scientists, etc. is less than half the number projected for computer workers. Occupations with the Largest Projected Increases from 1992 to 2045 Occupations Percent i Computer System Analysts 79 Physical Therapists 76 Operations Research Analysts 73 Human.Services Workers 71 Economists and Market Research Analysts 64 Occupational Therapists 55 Respiratory Therapists 52 Podiatrists 46 Registered Nurses 44 Actors, Directors,Producers 41 Recreational Therapists 39 Dancers and Choreographers 38 Electrical and Electronic Engineers 34 Biological Scientists 34 Lawyers and Judges 34 Social Workers 34 Counselors 34 Physicians 34 Physician Assistants 34 Selectmen's Business Committee (Ad hoc) 14 January 6, 1997 i i SOURCES Person,James E.,Jr., Ed., Statistical Forecast for the United States,-Detroit,Washington, D.C., London, Gale Research,Inc., 1993 Carson,Kick, and Bruce Goldman,Fast Forward Harper Business, 1994 I i i Selectmen's Business Committee (Ad hoc) 15 January b, 1997 V. A LOOK AT DEVELOPMENT EFFORTS IN OTHER TOWNS Other communities in Massachusetts are taking deliberate measures to market their commercial space. We observed aggressive industrial location efforts in surrounding towns such as Waltham, Bedford, Burlington and Woburn. In addition, the Northwest Weekly section of the Boston Globe, November 3, 1996, illustrated a number of our neighboring communities which have or are planning to add to town staff a business development officer or office. This appears to be standard operating procedure at the moment. What follows are selected examples of specific measures which some Massachusetts cities and towns have put forward as part of business promotion packages (note, neither Boston's nor Woburn's nor Chelmsford's nor other efforts are included here) This is not intended to be a definitive list, but an illustrative one: • Designation of a point person to handle business inquiries and to walk interested businesses through the local permitting process. (Newton) • Facilitate the laying of a fiber optic cable network. (Burlington) • Provision of financing assistance for facilities "build-out" and adaptation through HUD 108 provisions. (Cambridge) • Assistance to companies in dealing with state agencies. (Cambridge) • Establishment of a scientific advisory committee. (Cambridge) • Development of a promotional brochure which includes a statement on the town with demographic profile and that highlights its amenities. (Mashpee, Gloucester) • Provision of an outline map of the local permit process. (Mashpee) • Establishment of special industrial theme parks or designated areas. (Falmouth, Worcester, Gloucester) • Establishment of business incubators. (Wakefield, Worcester, Lowell) • Establishment of locally operated small business assistance centers. (Cambridge) • Establishment of economic development committee. (Mashpee) • Provision of property tax reductions. (Haverhill) • Expansion of powers of local economic development authority so it can implement overall economic development strategy. (Gloucester) • Aggressive marketing of the town. (Gloucester, Lowell) Selectmen's Business Committee (Ad hoc) 16 January 6, 1997 ® Support of training programs relevant to local industry. (Gloucester) 0 Recognition of exceptional performance by local firms. (Gloucester) ® Encouragement of diversification of local businesses. (Gloucester) ® Encouragement of industrial uses in areas with favorable road access. (Gloucester) Most of these efforts are relatively new, It could be valuable to Lexington to find out about the respective experiences and results to date. Selectmen's Business Committee (Ad hoc) 17 January 6, 1997 III. RECON4MENDATIONS With all of Lexington's positive resources, there are certain aspects that need improvement if we are to become more attractive to sustainable technology-based businesses. There are simple and low cost steps we can take which will help improve the desirability and value of our commercial real estate. The Business Committee strongly recommends working on those steps with existing groups such as the Lexington Chamber of Commerce. Lexington's promotional strategy should serve at least two objectives: • Highlight Lexington's existing amenities, and • Develop and implement specific incentives directed at the desired type of firms to be nurtured or recruited. our recommendations fall into two categories: WHAT WE CAN Do TODAY and LONGER TERM MEASURES. The WHAT WE CAN Do TODAY category contains recommendations which can be implemented fairly easily, meaning fairly quickly. The category of LONGER TERM MEASURES contains recommendations which, although they need to be started as soon as possible, will require more time and resources to achieve. They must be started, however, rather than postponed indefinitely. WHAT WE CAN Do TODAY Industries of the future The Town must seek to understand how the,rapidly changing technology trends will affect the nature of commercial enterprises. Lexington will need to remain aware of industries of the future which can be expanded in the region. Many of these industries will stem from advancements in the technology areas discussed earlier in this report. The Town can make a deliberate effort to attract and retain the type of firms which are acceptable to the community. Increased exposure Lexington can do more to deliberately seek and obtain greater promotional exposure in the media; not only at the state and regional level, but also nationally. There should be a policy and a programmed effort to issue press releases favorable to the Town and to participate in selected promotional trade fairs in the US and abroad. Ideally the Town should have a person with the responsibility of promoting Lexington to the "outside World". Selectmen's Business Committee (Ad hoc) 18 January 6, 1997 Promotional network The implementation of any technology-based economic development plan for Lexington cannot rest solely on the Town administration. We need to take advantage of the network of other institutions with vested interests in the Town's economic well-being: the Chamber of Commerce, the area banks, real estate agents, state agencies and existing technology-based firms in the Town. Internet/Web Page An Internet Web page could be used to advertise vacancies and commercial real estate brokers. This may help to speed the occupancy of vacant commercial space. The Zoning By-Law and the Permitting Checklist could be included on the Lexington Business Home Page, along with a link to a Chamber of Commerce Home Page, a map of Lexington, etc., etc. The Lexington Business Home Page will have to be maintained on a regular basis so that current information is always available. The Lexington Business Home Page will be reachable through a link to the Lexington Home Page, currently being planned. That too will need to be kept current. This can be an important and fiscally efficient way to disseminate information. Brochures Lexington can benefit hugely from the availability of promotional brochures which comprehensively describe the amenities, incentives and services of interest to new technology- based enterprises. Competitive Rents If there is a real or perceived price difference in high-end real estate between Lexington and other communities such as Boston, Cambridge or Newton, Lexington can gain an advantage by letting its competitive prices be more widely known. Regional benefits Lexington's technology-based industrial development strategies can take advantage of the renewed interest in the Route 128 corridor. Our strategy can emphasize that the expanded development of the areas around Hartwell Avenue, Spring Street, Hayden Avenue is enhanced by their accessibility to the growing technology-based firms in surrounding towns such as Waltham, Bedford and Burlington. Selectmen's Business Committee (Ad hoc) 19 January 6, 1997 General access and image The Town's excellent location at the intersection of Route 2 and 128 is a geographic fact. However, access, image, and visibility can be improved. For example, access from Route 128 to Hartwell Ave via Bedford Street could be improved. In addition, signs on either of the principal highways, inviting people to join Lexington businesses', would catch the attention of commuting business people. i It would be helpful to have a rain shelter with a roof and a bench at the public transportation bus stop on Bedford St. at the intersection of Hartwell Ave. An added amenity would be a path for biking, walking, and jogging along one side of Hartwell Avenue. The same amenities could be explored along Spring Street and Hayden Avenue. Shuttle Buses It is important to run shuttle buses from Hartwell/Hayden Avenue to bring people to the Center without increasing traffic or parking problems. If done creatively, this could pay for itself. The about-to-be created Hartwell Avenue Traffic Management Association, which will provide a shuttle service to Hartwell Avenue area businesses from that location to the Alewife T Station as a beginning, will be very helpful. Hartwell Avenue-based companies are interested in mitigating traffic congestion on Hartwell Avenue and improving air quality by providing area employees with commuting alternatives to single occupant vehicles. This project is being overseen by Lexington's Office of Transportation Services. LONGER TERM MEASURES One-stop shopping Interaction with business representatives wishing to expand in Lexington can be facilitated through the appointment of a central liaison person or economic development office for "one-stop shopping". Although this function has often been performed by staff in the Inspectional Services and Planning Departments, or by the Office of the Town Manager, a liaison person designated by the Town should have primary interaction with the "outside" world. This person, without other responsibilities, should be readily accessible to those interested in Lexington by phone, fax, and e- mail. Because of Lexington's interest in emerging environmentally sensitive industries, we could consider creating an Office of Sustainable Commercial Enhancement (OSCE) to pursue appropriate companies in a creative manner. The OSCE could perform the information functions and could work closely with the commercial real estate brokers and keep Town officials alerted to evolving issues and opportunities. Recruiting a business liaison person to work within municipal government to help businesses through the process will make it easier to attract businesses to Town. The reader is referred to the Selectmen's Business Comrnittee (Ad hoc) 20 January 6, 1997 article in the Northwest Weekly of the Boston Globe, November 2, 1996, which details what other, neighboring towns are doing on that front. We will not be in the lead in this area. Various ideas of what could be helpful to businesses in Lexington include. • Marketing information to advertise Lexington as a business location; • Distributing widely the Inspectional Services Department Business Permitting Checklist; • Indexing and including contact information in the ZBL and other documents; • Guiding people through the approval process of the various Boards and Departments, in addition to paper checklists and information; and I • Considering how Town officials and staff could increase contacts with prospective and resident businesses to increase feelings of comfort about starting up or moving to or staying in Lexington Office Park Visibility. Areas such as Hartwell Avenue can be "packaged" as contained industrial sites to help encourage business to locate there and then to keep them happy. The visibility and quality of the space can be enhanced by beautifying entrance areas, and by giving the areas an "identity" or perhaps a name such as "Lexington Office Park" or "Lexington Executive Park". Visibility and image of the Lexington Office space could be improved at a minimal expense by placing an attractive stone sign with bright flowers at the Hartwell Ave. entrance off Bedford Street or even off Route 128, or both. The Town could work with the several owners of land along Hartwell Avenue, etc., to develop this approach. Defense conversion Even though Hanscom Air Force Base has escaped measures to close it down, this situation may not continue indefinitely. Lexington should still plan several years into the future by building as much as possible on spin-off activities from the Hanscom Air Force Base Electronics Systems Center. In this regard, Lexington can learn from other communities in the US which have gone through or are going through periods of transition from dependency on military base-related activities_ Through the efforts of Minuteman Science/Technology High School and Adult Learning Center, Lexington has already initiated dialogue with one such community in California for this purpose. If Hanscom were to close or shrink significantly, the Town should look at it as an opportunity to convert some of the existing space into taxable commercial real estate. The Town should also develop its position on the reuse of the land at Metropolitan State Hospital in conformity with some of the observations listed in this report. Selectmen's Business Committee (Ad hoc) 21 January 6, 1997 Incubator or software park The development of an incubator which could provide a "business shell" for small new technology companies such as software companies could do a lot to improve Lexington's business image as well as to convey the Town's willingness to work with and nurture new entrepreneurs. Local banks and selected venture capital groups can be encouraged to participate in an incubator program. The incubator could address the needs of companies who are just starting and need a business shell. Desirable shared services could include: a telephone operator/receptionist, a copy center, a small business library, and perhaps a group of volunteer business "mentors". We could invite local banks and seed capital firms to participate in development and support of the businesses. We also could ask the Massachusetts Software Council to help the Town establish a Lexington Software Council which could participate in nurturing new software companies. General Review of Zoning Regulations Affecting Commercial Areas A careful review of all zoning regulations which affect commercial areas should be undertaken in order to make the highest and best use of Hartwell Avenue and other business areas without violating the environment. This also means encouraging the upgrading of existing research and development buildings to first class office space. It is important to note that it is the high end office space which contributes the most to the Town's revenue stream, even though a vibrant and varied retail sector is important to the quality of life of Lexington residents. We need to identify which parts of the Lexington Zoning By-Law for commercial areas need to be changed to facilitate conversion from R&D space to more valuable office space. This review of the commercial areas of the Zoning By-Law should also serve to help plan for better services for office users on Hartwell Avenue such as a small retail mall with copying services, cafe and lunch food, similar to what exists on Winter Street at the Route. 128 exit in Waltham. These steps can be taken to overcome possible barriers for businesses which want to locate and to stay in Lexington: ® index the Zoning By-Law (ZBL) so that people can find information easily Simplify what may be too many different commercial districts and too many different development standards. It is proposed that consolidation into two or three districts will work better. The concepts, definitions, districting and USE table are not geared to modern technology and a fast changing business culture, particularly in Research and Development. ® Simplify the commercial areas of the Zoning By-Law so that certain activities are clearly prohibited and other activities are generally allowed. This will make it more clear for Selectmen's Business Committee (Ad hoc) 22 January 6, 1997 businesses which want to locate in Lexington, and facilitate appropriate changes in commercial uses, without removing important zoning protection for business. This increased flexibility would remove many of the barriers to locating a business in Lexington and increase the diversity of businesses. e Review the permitted floor area ratio (FAR) and parking restrictions. For example, the FAR restrictions previously voted for Hartwell Avenue in the late 1980's has meant, in part, that no new commercial building has happened on Hartwell Avenue for 8 or 9 years. ® Rather than specifying everything that is permitted in the Zoning By-Law, the ZBL could identify what is prohibited so that other activities, specified or suggested, would be allowed. It is important to begin laying the groundwork now so that changes can be proposed for the 1997 Annual Town Meeting. Analysis will be needed to demonstrate to the Town the tax revenue benefits of commercial development. Parking Parking in Lexington Center has many dimensions. It is particularly tight during the lunch hour because of the number of restaurants which attract business people from the several business districts in town. There are also tour buses and carloads of tourists. Lexington has no arrangements for tour buses or for tourist cars to park in an area away from the Green and away from Meriam Street, a parking area which could allow bus and car drivers a chance for a rest stop, a cup of coffee, etc. We need to consider increasing the supply of parking in the Center and how best to achieve that without destroying what is important about Lexington Center. We may need to look at freeing zoning regulations from parking restrictions. Ideas to solve parking needs in Lexington Center will have to be both imaginative and well thought out so that many people can be convinced that it can be achieved without altering the nature of the Lexington community. Meeting the parking needs in the Center may require a long-range funding plan. Tax Incentives. Tax incentives might encourage diversity of commercial tenants and high occupancy of commercial space. This needs to be further defined before any action is started, but it should not be forgotten. The underlying concern is that high taxes may prevent landlords from renting to new or small businesses because they need to charge such high rents. Selectmen's Business Committee (Ad hoc) 23 January 6, 1997 VII. IMPLEMENTATION OF RECOMMENDATIONS Implementation of the recommendations will require more than one person and more than one committee. We need functional groups and specialists to make the several recommendations happen. No one person and no one committee can implement the recommendations by themselves. The recommendations, however, are of sufficient importance to not be abandoned nor left alone. The recommendations must be put into action as soon as possible. There are many groups and many people in Lexington which would take on particular projects. A newly constituted Business Committee could be the coordinating arm of the entire program. But the successful implementation of this new approach, this new strategy, requires that all of us, and especially the Town Officials, actively working with existing businesses as potential enterprises, adapt a cooperative attitude. Continuing the Positive Attitude In recent years, the Board of Selectmen and the Town Manager have urged municipal employees to regard citizens who seek information or municipal services in Town Offices as clients to be served and satisfied. As part of a community working towards Lexington's sustainability, operators of commercial and industrial buildings, their tenants or prospective tenants, and real estate brokers, must also be regarded in the same spirit. No efforts to enhance values of commercial and industrial properties in town can bear fruit withoui a cooperative attitude on the part of all of us who deal with companies interested in settling or expanding in Town. Scrupulous observance and enforcement of our By-Laws can be achieved within an atmosphere of service and assistance. Again it is in our long-terra interest that Lexington invite and welcome occupancy of empty commercial and industrial spaces, and that all municipal employees and citizens alike strive to be helpful. Further, it needs to change its basic attitude from one of the"wooed" to that of the "wooer". Our community needs are too great and our fiscal constraints too severe to overlook any avenue for moving forward. A related attitudinal aspect involves our orientation toward the future. Lexington's situation is such that it can successfully recruit sustainable emerging technology companies by actively promoting the Town's resources and amenities. To do so effectively, Lexington needs to be open to a strategy to make more aggressive use of State and Federal programs to enable the Town to provide financial incentives for new technology-based enterprises. Selectmen's Business Committee (Ad hoc) 24 January b, 1997 VIII. NEED FOR CONTINUED RESEARCH AND ACTION The Business Committee suggests that there is a need for additional information and data gathering in order to more accurately chart a strategy for increasing Lexington's revenue base through commercial property upgrading. It must be realized that the commercial development process is dynamic rather than static. Today's findings and recommendations may be outdated six months from now. Therefore, regular, periodic updating is necessary and essential. The task of periodic updating and review should specifically be assigned to an ongoing organizational entity or committee of the Town such as the Planning Board or a permanent Business Committee which would have to be created. It is suggested that the task is new enough to the Town that a separate, special entity will be required, rather than adding an additional, heavy charge to an existing Board or Committee. In fact, in discussing the need for implementation just above, the point was made that a new Business Committee would be the coordinating group for this entire, important project. Furthermore, the Town should acknowledge the existing institutions that create the foundation for technology driven growth such as Minuteman Tech, Lexington High School, Cary Library, Middlesex Community College, and Hanscom Air Force Base and include them in the planning process. Please note that in order for a continuation of the Business Committee or of another committee to make more detailed recommendations, these conditions will apply: • It will be important for the designated committee to have timely and complete information on current occupancy/vacancy rates_ The occupancy rate, or the amount of vacant space, largely determines the rent levels, and rents determine property valuation. • We also need to have a better understanding of the current methods of making tax projections. We need to develop ways to answer a question such as: "do we need more property and space that is buildable or can we increase the tax revenue from increasing the value of existing commercial property?" It would also be helpful to have an idea of the acceptability of adapting the Floor Area Ratio guidelines to new industry needs in selected locations as well as the feasibility of providing temporary tax rebates to fill up vacant buildings. ® We also need to research what outside agencies can be helpful to Lexington in its efforts. For example, Boston Edison has initiated a program for regional development through which it will work with local agencies to promote industrial expansion in a given area. Where there are potential energy savings involved, Boston Edison will provide special incentives. Given that Boston Edison's largest customer (Hanscom) is in our area, we need to study how we can take better advantage of mutual interests in regional development efforts. Similarly, we need to know more about what agencies such as the Massachusetts Office of Business Development (MOBD) can offer. MOBD is serving as a broker for several state level Selectmen's Business Committee (Ad hoc) 25 January 6, 1997 incentives packages available from selected state agencies such as the Massachusetts Government Land Bank, the Massachusetts Industrial Finance Agency, the Massachusetts Technology Development Corporation and others. ® It would be important for the whole town, but in particular the business community, to have the whole town wired with fiber optic cables. This technology, by itself, can spawn new ventures. Finally, we need to continue to explore and to define the guidelines and criteria for what we are to consider "sustainable" or "desirable" commercial activities in Lexington in conformity with the existing (and perhaps revised) commercial Zoning regulations. Such criteria can apply to decisions regarding which sectors to target with special outreach efforts and incentives. Lexington has much to do. Selectmen's Business Committee (Ad hoc) 26 January 6, 1997 IX. APPENDICES A. Lexington Tax Dates, Fiscal Year 1989 to 1995 . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 B. Total Valuation of Selected Commercial and Industrial Classifications . . . . . . . . . . . 29 C. Population, Age Distribution, and Projections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 D. Lexington Minuteman, March 2, 1995, "Commercial Growth is Part of the Solution"31 E. Selectmen's Business Committee and its Subcommittees . . . . . . . . . . . . . . . . . . . . . 32 Selectmen's Business Committee (Ad hoc) 27 January 6, 1997 A. Lexington Tax Rates, Fiscal Year 1989 to 1996 Tax Rate Split Fiscal Year Residential Commercial Residential Commercial FY 89 10.89 18.10 38% 62% FY 90 9.20 15,91 37% 63% FY 91 11.16 22.28 33% 67% FY 92 12.23 23.80 34% 66% FY 93 13.64 26.59 34% 66% FY 94 14.16 27.11 34% 66% FY 95 14.00 26.37 35% 65% FY 96 14.01 26.52 35% 65% Selectmen's Business Committee (Ad hoc) 28 January 6, 1997 B. Total Valuation of Selected Commercial and Industrial Classifications Property 1990 1991 1992 1993 1994 Change Classification 1990 to 1994 Retail 62,088,000 44,136,000 48,308,000 45,894,000 44,254,000 17,834,000 Retail Condos 4,830,000 4,468,000 4,310,000 4,310,000 4,310,000 520,000 Medical,Dental 5,818,000 5,340,000 5,016,000 5,067,000 5,067,000 751,000 Office Condo 19,218,800 17,889,000 14,206,000 14,279,000 14,255,000 4,963,800 Offices 311,961,000 1 250,780,000 206,231,000 182,717,000 176,094,000 135,867,000 Manufacturing 9,277,000 5,542,000 5,112,000 4,762,000 4,762,000 4,515,000 i industrial R&D, 98,217,000 85,717,000 76,706,000 78,818,000 60,969,000 (37,248,000) Labs su.nary 511,411,790 418,873,991 3 59890 992 335,848,993 1 309,712,994 201 698 796 Source: Town Assessment Data 4 Selectmen's Business Committee (Ad hoc) 29 January 6, 1997 C. Population Age Group Forecasts Population Age Group Forecasts E Age p 1990 2000 2010 Gr®u 0-4 1,581 1,397 1,217 5-9 1,739 1,536 1,339 10-14 1,801 2,205 2,061 i 15-19 1,645 1,631 1,524 24-24 1,558 979 1,268 25-29 1,593 837 878 34-34 1,724 1,416 941 35-44 4,876 4,528 3,252 45-54 4,129 4,685 4,605 i 55-59 1,729 2,119 2,549 60-64 1,784 1 734 2,085 64-74 2,648 2,265 2,664 75-�- 2,167 3,071 3,388 Total 28,974 28,403 27,767 I Source: Metropolitan Area Planning Council, Population Age Group Forecast, December 1995 Selectmen's Business Committee (Ad hoc) 30 January 6, 1997 D. Article: Lexington Minuteman, March 2, 1995, "Commercial Growth is Part of the Solution". Commercial g"rowth is pary, of' the solution Thoughtful development will help sustain the quality of life in Lexington By Edmund C.Grant percent in five years,the residential portion has he Lexington Board le #men's recently Part of the problem is attitude, increased 38 percent The owner of the average established the Selectmen's Business p Lexington home, who has made no property Committee whose charge includes=use nting how a community or municipality Improvements,has seen his or her taxes go up new and envi onmentally sound businesses,filling i>)Perceived by tl6g blssines: almost ao percent in five years vacant commercial space aid anticipating econorn- iJnfortunately we have been spending too much is changes in the shift from deface-based activi- community.Business stagnates or timC debating how we spend the revenues, rather ties.This committee presents a much-needed eventually leaves when Costs of than malting the effort to expand our revenue base opportunity for the Down to reevaluate the business doing bossiness remain prohibitive and restore the commercial part to the healthy 33 climate in Lexington with a new focus on restoring percent level of the mid-to late 1980's,This five- lost revenues from a diminished commercial base and its needs are not addrewed. year Lexington experience is part of a growing and also producing new revenum regional problem that has larger implications for As a residential homeowner and appointed mem- for and New England as well. bar of the committee,1 draw upon my Lexington bidding wars which often occur in the tilting of pan of the,problem is attitude,how a community experience as an elected Planning Board member houses for sale.Newly approved building lots of or municipality is perceived by the business com- for five years and Town Meeting member since subdivisions,without houses,range in value from munity.Business stagnates or eventually leaves 1985- $200,000 to s2.50,0w. when costs of doing business remain prohibitive Best case,we preserve the primarily residential Our focus should not center on choosing and Its needs are not addressed The current situa- flavor of our town with the help of a healthy com between the schools or the various town service& tion with Raytheon is instructivc menial base to ease the residential tax burden,That Other factors are at work. For example, in Raytheon is the single largest employer in is the way it used to be in the time of prosperity Lexington the number of school-aged children and Massachusetts,employing 19,500 people general- from 1985 through the early 1990s.Town Meeting senior citizens over the age of 85 has grown signifi- in$$150 million in tat revenue,which increases to voted the school budget seemingly in a breeze. cantly. We kid ourselves to think the costs of $275 million when using its economic multiplier Appropriations for town services faced little oppo- schools and essential town services could go down. effect In the wake of defense industry cutbacks and sition.Money was not an object.The issue was We no longer receive nor should we expect rev- downsizing,marry of Raytheon s competitors have how to spend the money,not where to get it. entree fort the state,which considers Lexington an moved to states with lower operating costs. if No more.The economic times have changed, "affluent"town Uncertainty and gridlock surround Raytheon were to move to Arizona,it would cut some say dramatically.As Town Meeting and federal money which is of little surprise when costs by 20 to 30 percent. In Raytheon's view, Fiscal Year 1996 approach,we again face overri& reminded that severs of the 10 most affluent cant- unless its$40 million tax relief legislation filed in Now,as in recent years,the focus is on choosing ties in the United States are in the metropolitan area December is passed,it is at a distinct competitive between schools and services,making approptia- of Washington,D.C. disadvantage white remaining in Massachusetts. tions for some departments at the expense of others. The primary focus thus should be to take more The Raytheon story is part of a trend in which The selectmen and School Committee,to their control of our own financial destiny to the best of businesses are relocating to those states which are credit,forge time-consuming compromises for joint our abilities and to harness town resources to openly receptive to the development of and cost of recommendation to Town Meeting artd accommo- increase revenues. doing business.A recent fiotut page Boston Globe date.as best they can,the competing fosses for err Most distressing of the economic changes is to story featured the 6,800-acre Research Triangle incteasutgly smaller pat of money. 10 percent shift in the tax burden from rte corner. Park in Durham,N.C.,as a"mix of technology, Some debate of course is helpful to monitor the cial to ttte residential land owner since fiscal year brainpower,and business climate posing a powerful excdk=of our schools,delivery of services,and 1990.Due to vacancies and other economic factors, challenge to Massachusetts efforts to attract new efficiency of town government What has became valuation of commercial property has decreased by business and to persuade established businesses to lost in the recent debate is that because we care to 50 percent.In 1989.-brmnercial properties carried relocate forting elsewhere in the country or the snake it s,,,Lexington rates as a first class suburban 33 percent of the tax load,now reduced to 23 per- woad." town,as evidenced by its pri"tty values and the cent-While the overall tau levy has increased 1R Sae and,Pair y r l BUSINESS,from page 6 cult.There has been no new tom- gates to uncontrolled development is the business community while The onus of last business rev- mercial development since 1989. simply not grounded in fact as the maintaining confidence that its enues falls on the shoulders of rest- The absence of new commercial above numbers attest.The Planning excellence as a town will be pre- dential taxpayers-in times of pros- enterprise since the late '80s has Department's report"Land Use served. perity,government can afford to be substantially contributed to the Change in the Eighties"states our The committee welcomes your regulatory. In response to the real town's fiscal crisis- major challenge in the nineties is suggestions and comments as we estate boom years during 1985- We are fortunate to have the maintaining the economic viability work together to meet the challenge, 1990,the town implemented various expertise and town resources to of our existing commercial space I plan to prepare follow-up articles zoning changes[hat curtailed or dis- implement regulatory controls when rather#hall confronting new growth, that will discuss more specifically couraged commercial development. needed.But when the fiscal perdu- Like Candide,we must learn to some of the changes we may consid- T hese measures included reduc- lum swings the other way we must cultivate our own garden and prefer. er in our business inventory,zoning ing floor area ratios in commercial use these assets and expertise 10 col- ably ail of it. in our own backyard changes and other aspects of the reg- districts; creating more restrictive laborate with business in a proactive the towns of Bedford and Acton ulatory framework. zoning districts: making the com- rather than in a reactive mode. have taken initiatives to welcome E+imund C.Grant is a member of mercial use table less flexible so that -�for or myth that a business- business.Lexington must be willing the Lexington Selectmen's Business- a change of use would be atom diffi- friendly attitude will open the food- to assert itself in positively engaging Committee. Selectmen's Business Committee (Ad hoc) 31 January 6, 1997 E. Business Committee and its Subcommittees Charge to the Committee: It is requested that you communicate with the members of the business community, in such a manner as you determine, in order to attempt to identify what qualities make Lexington attractive to business, what additional services can be offered to businesses, and what negative perceptions and/or realities exist that make Lexington less attractive to commercial/industrial entities which may be considering Lexington as a location for its facility. We are anxious to determine whether the Town can attract tenants for the existing empty space, how we can anticipate and prepare for the changes which will occur as the result of the shift from defense based activities, and generally how we can attract new and environmental sound businesses to our community. New Technology Subcommittee: Fernando Quezada, Chairman Selectman Dan H. Fenn Narain Bhatia Julian Bussgang Geza Szonyi I Retail Subcommittee: Selectman Dan Busa, Chairman Elaine Doran Carla Fortmann Ted Hansberry John Mahoney Eric Michelson Richard Nolan Mark O'Neal Laurence Prusak Jan Siren Inventory Subcommittee: Selectman Betty Eddison, Chairman Sam Berman Steve Colangelo Frederick DeAngelis Matt Dwyer Edmund C. Grant Dave Pergola Jim Rosenfeld Selectmen's Business Committee(Ad hoc) 32 January b, 1997