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L6xington 2020 Vision
Economic Development Scoping Group Report
September 11, 2006
Introduction: Economic Development and the Work of the Scoping Group
"Economic development" in the broadest sense underlies every aspect of our standard of
living. The intersection of business investment' and public spending (on education,
transportation, public safety, and other essential services and facilities) creates local jobs
and produces the stores and services on which we as consumers depend. Economic
development also advances our quality of life by encouraging reinvestment in and
maintenance of existing facilities. Private capital spending can introduce modern
technologies which improve safety, efficiency and productivity with limited environmental
impact. Sensible regulations shape the location and Scale of private and public investments
to enhance residential quality of life, maxihuize workable transportation options, minimize
inefficient use of infrastructure, and otherwise integrate economic decisions into attractive
cotpmunities.
All aspects of economic development matter to Lexington residents, and are considered in
the town's planning and zoning systems, public investments, and health and safety
regulations. Such development can egcompass commercial office or laboratory space,
retailing, residential construction, or other activities, on a large scale or involving smaller,
neighborhood -sized development. It can also encompass promotional activity meant to
support businesses and economic activity, such as marketing of a retail center, tourism,
cultural amenities, or other programs.
This Scoping Group recognizes all these aspects of economic development and the
associated public responsibilities for regulatory oversight and promotion in Lexington's
government (and the important associated activities of business owners, the Chamber of
Commerce; and public-private partnerships). Rather than cover alt of them, however, the
group's charge is narrower: to advise the 2020 Executive Group on how to conduct a
community planning and vision effort concerning economic development in Lexington, with
an explicit eve toward the fiscal implications of economic development for the public services
provided by the municipal government and school system, at a time when revenues available
to pav for municipal and education services are under continuing constraint.
As part ofthat discussion, at.the Town Manager's request, the Scoping Group also examined
possible roles for the recently authorized economic -development officer; without some sense
of agreement among stakeholders, and some sense of general public support for various
economic -development policies, it was felt that the position could not be productively defined
and filled. So the Scoping Group's recommendations aim to help clarify those issues through
the 2020 Vision process too.
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Recommendation Summary
In general, the Scoping Group recognizes that though retail and Center development are
important and a highly visible measure of Lexington's character, commercial development
represents a significant proportion of the town's tax base. Additionally, extensive work has
already been done by various groups in relation to retail and Center development. The
Scoping Group therefore suggests that a 2020 Vision Task Force -on economic development
focus on commercial development and attempt to realize the following ambitious agenda
within the next year: -
• engage the community in education about our existing businesses and potential
for further commercial development in Lexington, and elicit community opinion on
these issues, broadly defined;
• conduct a. modeling exercise, perhaps like the Lexington Center Collaborative,
through which community members could explicitly examine the tradeoffs
associated with various commercial -development choices vs. the affordability of
current and expected public services;
• examine with the public various regulatory issues affecting prospects for the
current business sector in town and for future commercial development, and the
structure of Lexington's complex regulatory and advisory system bearing on
development decisions;
• 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
• based on the previous steps, work with town officials to arrive at an effective,
workable mission for Lexington's economic -development officer.
• The Scoping Group also suggests some elements of the composition of the 2020
Vision Task Force, with an eye toward making tangible progress on the agenda
outlined here.
1. Recommendation for Information Gathering and Community Education
Discussion: An initial objective of the Task Force is education of the community at large.
Townspeople ought to have a sense of what commercial development currently exists and
where, its share of the tax base and tax revenues produced, the services and jobs provided,
potential for further development under existing regulations, and the responsibility of
regulatory authorities. The Task Force should have the ability to guide Lexington in an
intelligent conversation about economic development, focusing on the commercial sector,
which has the greatest fiscal impact and potential. In turn, the Task Force's findings and
report should be informed by and should reflect community attitudes on these issues
In general, the Scoping Group feels that the public should have a thorough understanding of
the commercial sector: people understandably focus on, the Center, which is visible and
which they may use or pass through often, but pay less attention to Hartwell/Hayden Ave.
and satellite commercial areas, which collectively represent much more of the current
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commercial tax base and potential for development. It -is important to understand the
contributions, needs, and prospects of all commercial areas if the community is to consider in
an informed way any potential changes that could yield benefits for Lexington as a whole,
and to put the costs associated with achieving those benefits into an appropriate context.
The Economic Development element of the Comprehensive Plan supports the existing mix of
residential and business development, and outlines the potential for further development
(see Appendix A, zoning map). A community conversation about economic development
will naturally bring out perspectives on traffic, for example, but also ought to focus discussion
on the possibility for better transportation alternatives as different or denser development
options are considered. Similarly, residents need to know about the multiyear business -
development cycle, the requirements for reinvestment to maintain current commercial
facilities and adapt them for the requirements of new users, and so on—all factors in
informed community discussion of the kind of economic development best for Lexington.
Recommendation: The Task Force should design its work to maximize outreach to and
education of the community. it should gather information for itself but afso.share that
information through compiling existing documentation and policies on economic development
and relevant planning and zoning considerations (and making such information centrally
available, perhaps at Cary Library), and through conversations and public forums with
planning and zoning authorities, business owners and dperators, propertyowners and
developers,.tenants of leased office and retail space, leasing experts, etc., from all parts of
town (the Center, the Hartwell/Hayden office parks, etc.). It would be productive to consult
with people who study and advise oniuture development trends, too, reflecting changing
technologies, the larger competitive position of Massachusetts and the Northeast, etc.
11. Recommendation to Evaluate What Commercial Development Means for
Lexington: Modeling and Simulations
Discussion: The Task Force is not a regulatory body, nor is it hearing views on specific
development proposals. It will make most progress if its public discussions go beyond a mere
airing of opinions.
In the Scoping Group's experience, conversations about economic development in Lexington
often begin by comparing Lexington to communities which actively pursue commercial
development, such as Cambridge or Waltham. Unfortunately, these discussions frequently
stall because the conversation turns into a debate about how the comparison communities
differ from or are similar to Lexington. To avoid this dead end and best communicate what
economic development really means for Lexington, the Task Force should focus on
comparing Lexington to itself rather than to surrounding towns.
This does not preclude information -gathering from other communities, but rather emphasizes
that the final analysis be brought back specifically to Lexington: our present circumstances
and options for the future. One means of achieving this would be to compare what Lexington
would look like if we as a town pursue various, different economic -development paths,
ranging from discouraging commercial growth to maintaining the present state of affairs to
encouraging further economic investment. In each case, the discussion will be more
informative if it is disciplined by common assumptions about current revenues and the costs
of current services, and projections about their future—from which variances can be made,
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when explicitly identified. That way, the costs and benefits of all courses of action can fairly
be compared.
Econometric modeling is a decision-making tool useful in creating these different pictures of
Lexington. Econometric models quantify the impacts of a change in policy on a town's fiscal
and demographic characteristics. Modeling software is broadly available, as are the
consulting services to create custom simulations. Moreover, the Town Manager can provide
historic data on Lexington's revenues and expenses, and reasonable assumptions about
future cost trends, using information available for Massachusetts generally. The Scoping
Group recommends that the Task Force should be able to translate the results of such
modeling exercises for both the Task Force itself and the broader community.
The objective is a set of simulations, each of which shows short- and long-term effects on the
town's fiscal position (tax revenues and sources the overall town economy), based on
particular policy decisions.
Recommendation: The Scoping Group recommends that the Task Force pursue a public
econometric -modeling exercise to simulate various commercial -development scenarios for
Lexington.
Two potential consulting organizations the Scoping Group identified are:
TischlerBise: http://w*w.tischlerbise.com/pages/qrowthalternatives.asp. TischlerBise of
Maryland appears to be a consulting group that specializes in modeling commercial
development for municipalities on a custom basis. They have done numerous studies for
municipalities in Massachusetts.
Regional Econometric Models, Inc.: http://www.remi.com/software/20-20insiilht.shtml. REMI,
Inc. of Amherst appears to offer standardized software that uses local as well as regional
data to create a simulation model. They appear to offer consulting services as well.
At a minimum, three basic scenarios should be developed:
1. Stasis — No change
2. Commercial Development
a. Increase in commercial development using existing commercial zoning; and
b. increase in commercial development through additional building via an
increase in the FAR (floor -area ratio; a higher FAR permits a developer to
build more leasable space on a given land parcel) or other regulatory changes
permitting/encouraging more development
3. An increase in residential development as opposed to commercial development
In drawing conclusions from the scenarios and public discussion, of course, the Task Force
would need to discuss the results within a broader framework that acknowledges non -
quantifiable attributes such as aesthetics, potential for further traffic generation vs. further
mass -transit options, etc,
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III. Recommendation to Examine Regulations and Enforcement
Discussion: The Scoping Group broadly discussed the significance of local regulations and
various permit -approval processes. It was suggested that a goal for Lexington would be to
assess its regulationsand procedures relative to those of surrounding communities, and on
their own, 16 determine whether they are inadvertently discouraging desired economic
development, and whether they are appropriate relative to competing venues for commercial
investments the town would like to attract.
Lexington's regulatory boards and bodies affecting commercial enterprises and development
include but are not limited to the following:
1. Board of Selectmen and sometimes Town Meeting
2. Planning Board
3. Zoning Board of Appeals
4. Historic District Commission
5. Building Commissioner
6. Board of Health
7. Historical Commission
8. Fire Department
9. Conservation Commission
There are also advisory bodies such as the Commission on Disability, the Design Advisory
Committee, the Tourism Committee, and committees on sidewalks, bicycling, traffic safety,
trees, and other matters. Having separate bodies with a -say on economic development,
such as the tourism group, may make it more difficult to focus on Lexington's goals and to
communicate them to development interests. Navigating the local regulatory landscape can
be daunting for many commercial applicants, particularly smaller enterprises, and might be
perceived as a barrier to be overcome, or avoided, by developers who have alternative sites
to consider in the Route 128 corridor.
Accordingly, the Task Force should consider whether the town could productively reconsider
or restructure its permitting and advisory structure. This work might involve relativelyminor
steps intended to ease the current process by coordination. Should Lexington, for example,
take steps to facilitate initial meetings of relevant town department heads and chairs of local
regulatory boards prior to a commercial developer embarking on the local regulatory process
for project approval? This type of "super meeting" approach might need to be implemented
selectively, on an as -appropriate basis, in response to sizable or complex projects. Similarly,
for smaller projects (a retail re-leasing), some coordinating function might be created. Such
functions could be a general town government responsibility, among the responsibilities of
the new economic- development officer (see below), or a function of the Chamber of
Commerce or other entities.
Alternatively, the Task Force may wish to hear ideas about and to make recommendations
on a more comprehensive reworking of Lexington's regulatory and advisory committee
structure. The aim, of course, would be to more effectively represent the town's interests in
development oversight while simultaneously facilitating those°kinds of development desired
by the community.
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The work of the Design Review Team, now in place, is apparently a useful way of
coordinating development proposals before applications formally enter the regulatory
process. The Task Force may wish to explore this precedent to determine whether it, or
some more substantial change, is applicable to economic development; the potential gains in
efficiency and effectiveness may.be substantial.
Moreover, reflecting wide interest in such issues, the new state streamlined permitting law (a
'summary appears in Appendix B) encourages communities to opt in to a 180 -day, site-
specific (rather than whole municipality) expedited permitting process with technical
assistance, and provides for streamlined appeals, for developers to proceed with projects at
their own risk, and for a state permit ombudsman. Lexington needs to decide how it wants to
act in face of this new system, and how its decision will affect the town's competitive
economic -development position.
Recommendation: The Scoping Group recommends further investigation by the Task Force
of the effects of Lexington's local regulations and regulatory and advisory processes on the
town's competitive appeal for any commercial development, it may wish to encourage. The
Task Force could play a useful role in examining public experience with the permitting and
regulatory system, and in hearing from the authorities responsible for overseeing applications
about the regulatory constraints under which they act, their funding and staffing and turn-
around times, and the accessibility and clarity oflhe standards they use to advise
prospectivedevelopers and rule on their applications.
W. Recommendation to Define the Role of the Economic Development Officer
Discussion: The Scoping Group reviewed the role of the town's Economic Development
Officer (the position, in place 19992003, was eliminated in 2004 and reinstated for FY 2007
following the override vote last June). The Town Manager has not yet filled this position. (A
description of the position as of 2004 appears in Appendix C.)
Numerous stakeholders who have an interest in the role and responsibilities of the Economic
Development Officer, including: Board of Selectmen, Planning Board, Center Committee,
Chamber of Commerce, Tourism Committee, Community Development Office, and Town
Manager's Office. The officer's possible roles have has been defined to include at least the
following:
• working with town boards and committees to examine the zoning bylaw and other
regulations to determine if changes are appropriate that would allow for more
business and commercial development in Lexington;
• acting as an ombudsman between the.town and businesses wishing to locate or
expand in Lexington;
• reaching out to prospective developers, owners, and tenants considering locating
or expanding in Lexington, marketing the town, and attempting to secure
regulatory or Town Meeting approvals to bring development projects forward;
• supervising and staffing the tourism staff (Liberty Ride, Battle Green Guides)
andtor working with Tourism Committee, Chamber of Commerce, Lexington
Historical Society, National Heritage Museum, Center retailers, hoteliers, and
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other stakeholders to expand and enhance tourism opportunities in Lexington;
• marketing and managing Cary.Memorial Hall;
• recruiting businesses for the Center and other retail areas, promoting Lexington
asa retail venue; and
• recruiting businesses for the commercial areas ( e.g., Hartwell Ave.,
Hayden/Spring Street).
These roles include diverse skills such as management and administration, marketing,
market research, regulatory intervention, policymaking, information -gathering, and other
functions, and vary in substance from focusing on Center retail promotion to economic -
development outreach to commercial office -space developers and leasing agents. In the
past; the economic -development officer's effectiveness was limited by the diversity of
functions and skills required the structure of the position, the officer's vulnerability to fulfilling
many other parties' wish lists or needs for incremental staffing, and lack of clarity on
priorities.
The Scoping Group felt that in the future,.such varied and broad responsibilities cannot all be
fulfilled capably by a single economic -development staffer. Nor could the officer succeed at
many of the potential high-profile, high -return activities—such as marketing sites for larger
commercial developments—unless and until community consensus exists for pursuing such
projects, making Town Meeting support likely. Similar issues arise concerning possible
changes in Lexington's development regulation system and advisory -committee processes.
Accordingly, the Scoping Group believes that the Task Force could, through engaging the
community in discussion, help define the highest priorities for the position and therefore the
critical skills for success, to Lexington's benefit. The Scoping Group strongly believes that
this is the most cost-effective way to proceed in fulfilling the community's desire to create -a
productive economic -development position.
Recommendation: The Scoping Group recommends that the Economic Development Task
Force:
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• engage the various stakeholders to review the role of the Economic Development
Officer position, drawing on its substantive work and its community discussions
concerning the town's development goals and regulatory processes (the Task
Force may also wish to examine similar positions in other communities);
• make recommendations to assist the Town Manager in revising the draft job
description of the Economic Development Officer so that the job responsibilities
are focused, achievable, and consistent with the recommendations of the Task
Force; and
• consider whether a portion of the funding available for the Economic Development
Officer'position in FY2007 may be useful in providing consulting support to the
Task Force as it undertakes its work, particularly the modeling and scenarios
described above.
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V. Recommendation to Address Issues of Sustainability
Discussion: The Scoping Group felt it importaht throughout its deliberations to raise the
connection between economic development and sustainability. For example, any discussion
of altering the FAR or otherwise changing the physical character of the town—through the
recommended fiscal -modeling exercises or other Task Force activities—needs to be
reviewed in the context of short and long-term impacts on the whole community environment.
The 2020 Scoping Group on Sustainability is establishing a charge for a separate Task
Force. It is important to realize that many goals of sustainable development, focused on
minimizing negative community and environmental impacts, also seek to ensure social,
economic, and environmental benefits. The aim, broadly, is to foster economic growth, and
the returns investors require, without impairing community naturalassets, while realizing
social and other gains. Necessarily, sustainable design requires meaningful community
participation and leadership in decision-making. This Scoping Group therefore views
economic development as closely linked to sustainability: environmental integrity, economic
prosperity, and community wellbeing.
Recommendation: The Scoping Group recommends that the economic -development Task
Force promotes awareness of and support for sustainability through a close connection with
its sister Task Force on sustainability, and that its recommendations on economic
development incorporate principles of sustainability.
In its community discussions,'the Task Force should emphasize liow economic options affect
environmental elements such as traffic, infrastructure, and open space. Visioning
workshops, like the Lexington Center Collaborative's efforts or the Boston Society of
Architects' Smart Growth Workshops, should be reviewed as a precedent for such
discussions, which should be broadly inclusive of diverse interests.
VI. Task Force Membership
Recommendation: The Scoping Group recommends that the Task Force include at least the
following representative members:
• A representative from the Planning Board
• A representative from the Board of Selectmen
• A representative from Board of Assessors
• A consulting professional with expertise in growth management to lead the
economic scenario development and translate results for the broader community
• A professional with technical expertise in zoning issues and regulations
In light of the fiscal matters the Task Force will address, it would be very useful to have
liaison relationships with the Appropriation Committee and the Capital Expenditures
Committee. The Scoping Group also suggests that a resident or residents without any town
committee or board affiliation be selected for the Task Force; ideally, such members (not
representing any specific economic or development interest) would be drawn from different
parts of town.
The Task Force and the parallel sustainability Task Force ought to appoint formal liaisons to
one another.
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Scoping Group Activity
The Scoping Group gathered on four occasions over the summer of 2006 and shared
general correspondence, and drafts of this report, for discussion and comment via email to
all members. The meeting format was an open participatory dialog with some moderation.
Of the original list of members at least seven members were present at any given meeting.
Members
Mary Jo Bohart,.Arthur Katz, Mollie Garberg, Sheri Mahoney, Dawn McKenna, Candy
McLaughlin, Jerry Michelson, Daphne Politis, John Rosenberg, Fenando Quezada, Carl
Valente, and Gregory Zurlo
Appendix A
Appendix B
Appendix C
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APi'ENplx 8
CHAPTER 205 OF THE ACTS OF 2006
THE "EXPEDITED PERMITTING" LAW
Summary of the Law
Prepared by the Massachusetts Municipal Association and the City Solicitors and Town
Counsel Association
August 2006
On August 2, 2006, the governor signed Chapter 205 of the Acts of 2006, known as the
Expedited Permitting Law. The legislation was declared to be an emergency Mw, and is,
therefore, effective immediately.
Section 11 of the law, which amends Chapter 43D, is a local option statute and
establishes an expedited permitting procedure in those municipalities which accept its provisions.
The remaining sections of the law are not a local option, and are effective immediately statewide.
The sections of Chapter 205 of the Acts of 2006 are summarized as follows:
Section 1
Provides for appropriating authority for -fiscal 2007 for purposes described in the statute.
Section 2
Makes appropriations to the Executive Office of Economic Development for fiscal 2007
• for the purposes of the statute.
Section 3
Amends G.L. Chapter 7, Section 41-I to require the division of administrative law appeals
to prepare an annual report of all appeals filed in the preceding calendar year containing the
information specified in the Mw and requires the chief administrative magistrate to verify that
written recommended final decisions are issued within 90 days after the record is closed.
Section 4
Replaces Section 31-1 of Chapter 23A of the General Laws to provide the following:
Appointment by the Governor of a Director of the Massachusetts Permit
Regulatory Office within the Executive Office of Economic Development
to serve as the state permit ombudsman, with the following duties:
• provide "one-stop" licensing
• expedite the process of obtaining state licenses, permits
and approvals
• facilitate communication between municipal and state
agencies •
Section 5
Adds Section 62 to Chapter 23A to create an interagency permitting board within the
department of economic development. Its functions include monitoring the development of
priority development sites under Chapter 43D, investigating ways to expedite such
developments, and administering the technical assistance grant program established by Chapter
43D.
Section 6
Establishes the district local technical assistance fund to be administered by the bureau of
municipal assistance within the department of revenue. Funds are to be used by the department
of housing and community development to provide grants to regional planning agencies for
technical assistance to municipalities and to develop a statewide permitting model.
Section 7
Amends Section 10A of Chapter 30A to require that at least 5 of the 10 persons filing an
appeal in a Chapter 91 waterway licensing or municipal harbor permit matter reside in the
municipality where the activity is located, and requires each intervening person to file an ,
affidavit stating the intent to be part of the group and to be represented by .its authorized
representative.
Section 8
Provides that zoning ordinances or by laws may provide that research and development
uses and related limited manufacturing may be allowed by special permit in any district that is
not residential, agricultural, or open space, unless that use is permitted as of right.
Section 9
Amends Section 11 of Chapter 40A to allow special permits to take effect whether or not
they are appealed and eliminates the automatic stay upon the filing of an appeal of a special
permit. This will allow applicants to proceed with construction at their own risk,
notwithstanding the filing of an appeal. This provision applies to all special permits, not just
those granted under Chapter 43D.
Section 10
Amends Chapter 40B by adding Section 30 to create a technical assistande center within
each regional planning district for the delivering of technical services to local governments for
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the purpose of expedited permitting. Each regional planning agency is directed to conduct an
evaluation of its member cities' and towns' permitting processes, and to assist in the
development of a statewide permitting model.
Section 11 — Local Option
Replaces Chapter 43D with a new Chapter 43D, with the following key. provisions:
• Cities and towns that accept Chapter 43D would be able to
designate locations in the community as "priority development
sites." Currently, Chapter 43D requires the city or town to
designate the entire municipality as such. Further, the parcels are
to be located in "smart growth" locales wherever possible.
• Participating cities and towns would have 180 days to complete the
local permitting process, doubling the current 90 day timeframe
under Chapter 43D.
• The state would provide direct technical assistance to cities and
towns for the implementation of Chapter 43D, with grants of up to
$150,000.00.
• Permits issued pursuant to Chapter 43D shall expire 5 years from
the date of expiration of the applicable appeal period. Where
permits cover multiple buildings, commencement and continuation
of construction of 1 building preserves the validity of the permit.
• Within 120 days of acceptance of this chapter the governing body
(city council and mayor or city manager, or board of selectmen)
shall implement the following:
(a) appoint a primary municipal liaison for all expedited permitting
issues.
(b) amend rules and regulations on permitting issuance to conform
to this chapter.
(c) collect and ensure the availability of all governing• statutes,
ordinances, by-laws, regulations, procedures and protocols.
(d) establish a procedure where the governing body (city council
and mayor or manager, or board of selectmen) shall determine
. all permits, reviews and approvals required for a project.
(e) establish a procedure for reviewing whether all of the materials .
required for review have been submitted.
• Appeals from final decisions of the issuing authority may be taken
to the division of administration law appeals. The division shall
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render a final written decision within 90 days of the receipt of the
appeal. Thereafter, the statute provides that an aggrieved party
may appeal to the superior court department within 20 days after
the division has rendered a final decision.
Section 12
Provides that the Commissioner of Highways shall adopt regulations regarding curb cuts
that effectuate the purposes of the statute.
Section 13
Amends Section 32 of Chapter 184 to address the acquisition and enforcement of
conservation, preservation, agricultural preservation, watershed preservation and affordable
housing restrictions by governmental bodies and charitable corporations or trusts.
Section 14
Amends Section 1 of Chapter 185 to provide that the land court shall hold sittings in
Boston, Fall River and Worcester.
Section 15
Amends Chapter 185 by establishing a separate session of the land court department, to
be known as the permit session of the land court department, which shall hold sessions in
Suffolk, Middleton, Essex, Norfolk, Plymouth, Worcester and Hampden Counties.
The permit session shall have original jurisdiction concurrently with the superior court,
over the following civil actions, but only if the underlying project or development involves either
25 or more dwelling units or the construction or alteration of 25,000 square feet or more of gross
floor area or both:
a) actions based on or arising out of the appeal of any municipal, regional or state
permit, order, certificate or approval, or in the denial thereof, concerning the use
or development of real property, including those brought under Chapter 21,
Section 61 to 62H of Chapter 30, Chapter 30A, 40A to 40C, 40R, 41, 43D, 91,
131, 131A or Sections 4 and 5 of Chapter 249, or Chapter 664 of the Acts of
1956, or any local bylaw or ordinance;
b) actions seeking equitable or declaratory relief;
c) claims under section 6F of Chapter 231, or for malicious prosecution, abuse of
process, intentional or negligent interference with contractual relations;
d) any other claims between persons holding any right, title or interest in land and
any municipal, regional or state board, authority, commission or public official.
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Actions not commenced in the permit session may be transferred there, but if a party
claims a valid right to a jury trial, the action shall be transferred to the superior court.
The chief justice of the land court shall establish a procedure for the assignment of cases
to mediation. The mediators shall be persons with past experience in.private practice, practice
with public agencies or as jurists related to environmental and land use planning.
To the extent that public agencies are participants in the mediations, their deliberations
shall not be subject to Section 23B of Chapter 39 (the Open Meeting Law).
Section 16
Increases the number of land court judges from 6 to 7.
Section 17
Appropriates funds to the division of administrative law appeals.
Section 18
Appropriates funds for economic development grants to be administered by the
department of business and technology.
Section 19
Appropriates funds to the district local technical assistance fund to be administered by the
division of local services within the department of revenue.
Section 20
Provides for an annual reportfrom the secretary of environmental affairs to the house and
senate clerk with respect to the state-wide environmental justice program adopted by the
secretary of environmental affairs.
Section 21
Provides that Section 9 (the removal of the automatic stay on the issuance of a permit
notwithstanding an appeal) applies to all special permits issued after the effective date of this
action.
Section 22
Provides that Section 13, dealing with conservation, preservation, agricultural
preservation, watershed preservation and affordable housing restrictions, shall apply to all
enforcement actions commenced after the effective date of the statute relative to applicable
restrictions granted before, on, and after that date.
Section 23
Requires the department of environmental protection to adopt rules and regulations as
necessary to be consistent with Section 10A of Chapter 30A of the General Laws (intervention in
adjudicatory proceedings affecting the environment) on or before January 1, 2007.
Section 24
Requires the Commissioner of Highways to adopt regulations regarding curb cuts
required by Section 12 of the Act on or before July 1, 2007.
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POSITION DESCRIPTION
Class Title: Economic Development Officer Job Code Number:
Department: Town Manager Band Number: ,216
Division: Community Development Union:
Date:1/99 'Location:
GENERAL PURPOSE:
Professional, technical work in developing, coordinating, and
implementing strategies for recruiting and retaining local business
within the Town of Lexington, and providing assistance to businesses
and individuals in obtaining permits.
SUPERVISION RECEIVED:
Report to the Town Manager
SUPERVISION EXERCISED:
None.
ESSENTIAL DUTIES AND RESPONSIBILITIES:
Responsible for development and implementation of a business
retention, expansion, and attraction program.
Acts'as Toon between the local government and Community _
Boards and committees, the Chamber of Commerce, merchants'
associations, and other public, private or nonprofit groups and
associations interested in economic development. Serves as resource
to businesses regarding permitting and zoning processes.
Attends economic development -related workshops as well as business
trade -shows on behalf of the Town, both to gather information and to
market the Town of Lexington.
Responsible for the coordination, content, and preparation of
marketing materials for the Town of Lexington's economic development
activities.
Performs advisory role related to Town Committees involved in
Economic Development.
Advises Town officials and staff in'their encouragement of business
retention and attraction.
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Ability to work with all town departments ,to coordinate efforts
relating to the Town's short and long-range economic development
planning;
pothers, interprets, and_ prepares data for studies, reports and
recommendations related to economic development. Provides technical
and professional advice.
Prepares and maintains information on utilities, taxes, zoning,
transportation, community services, financing tools, etc. Responds
to requests for information for economic development purposes;
prepares data sheets and other information. Responds to local
citizens inquiring about local economic development activities and
opportunities.
Prepares, writes and administers grant applications related to
economic development.
Provides assistance to businesses and individuals in obtaining
permits; prepares materials to provide more clarity to the permitting
process.
Acts as a liaison to those seeking information about the town
Performs additional duties as required in support of local economic
development activities.
PERIPHERAL DUTIES
Contact with other town departments and outside organizations to
obtain additional information for economic development.
QUALIFICATIONS
Knowledge of:
Business retention and attraction methods.
Principles ana practices of record keeping and reporting.
Modern office procedures, methods and equipment.
Principles of training.
Pertinent Federal, State and local laws, codes, and regulations.
Considerableknowledge of business and economic development.
Working knowledge of municipal zoning and infrastructure, planning
programs and processes.
Ability to:
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Interpret and explain Town policies and procedures as related to
economic development, permitting and zoning.
Respond to requests and inquiries from the general public.
Prepare clear and concise reports.
Communicate clearly and concisely, both orally and in writing.
Maintain physical condition appropriate to the performance of
assigned duties and responsibilities which may include the
following:
standing or sitting for extending periods of time
conducting field inspections
operating office equipment including computer, copier and
telephone.
Maintain effective audio-visual discrimination and perception needed
for:
making observations
communicating with others
reading and writing
operating assigned equipment
answering questions
speaking in a clear and audible voice.
Maintain mental capacity which permits:
making sound decisions and using good judgement
demonstrating intellectual capabilities
evaluating the effectiveness of programs and personnel
communicating clearly
responding to questions.
Effectively handle a work environment and conditions which involve:
working closely with others
working outdoors conducting field inspections and visits
working with the public.
Experience and Training Guidelines
Any combination of experience and training that would likely provide
the required knowledge and abilities is qualifying. A typical way to
obtain the knowledge and abilities would be:
Experience:
Two to four years of increasingly responsible experience in
economic development.
App C Duaiption-l.doc
Training:
Equivalent to a Bachelors degree from an iaccredited college or
university with major course work in planning, urban affairs,
economic development, business or public administration, or a
related field.
Must possess or have the ability to obtain, by the time of hire
a valid state drivers license.
TOOLS AND EQUIPMENT USED:
Phone; personal computer including word processing, spread sheet and
database software,. and programs specific to economic development ;
scanner; copy machine; postage machine; fax machine; calculator,
typewriter.
PHYSICAL DEMANDS:
The physical demands described here ate representative of those that
must be met by an employee to successfully perform the essential
functions of this job. Reasonable accommodations may be made to
enable individuals with disabilities to perform the essential
functions.
While performing the duties of this job, the employee is required to
sit, talk and hear. The employee is required to have mobility in
order to move about the office; use hands to finger, handle, or feel
objects, tools, or controls; reach with hands and arms on the floor
or on ladder.
The employee must occasionally lift and/or move up to 25 pounds.
Specific vision abilities required by this job include close vision,
the ability to adjust focus, and to distinguish colors. Frequently
subjected to outdoor elements and construction site environment.
WORK ENVIRONMENT:
The work environment characteristics described here are
representative of those an employee encounters while performing the
essential functions of this job. Reasonable accommodations may be
made to enable individuals with disabilities to perform the essential
functions. The noise level in the work environment is characteristic
of an open office.
SELECTION GUIDELINES:
Formal application, rating of education and experience; oral
interview and reference check; job related tests may be required.
Requires minimum of 2 years economic development experience.
The duties listed above are intended only as illustrations of the
various types of work that may be performed. The omission of specific
statements of duties does not exclude them from the position if the
work is similar, related or a logical assignment to the position. The
job description does not constitute an employment agreement between
the employer and employee and is subject to change by the employer as
the needs of the employer and requirements of the job change.
Approval: Supervisor
Effective Date:
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Approval: Appointing Authority
Revision History:
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