mazzeo 2020: an economic development action plan · mazzeo 2020: an economic development action...

MAZZEO 2020: An Economic Development Action Plan

April Anderson Lamoureux with Jessica Casey,

Anderson Strategic Advisors, LLC &

Brian A. Joyce, Joyce Law Group

November 2013

1 Mazzeo 2020: An Economic Development Action Plan

November 2013

Executive Summary Mazzeo 2020 is an economic development visioning project and action plan to help the Town of

Randolph to attract more businesses and jobs to the Mazzeo Drive and Route 139 Corridor, and to

enhance the commercial tax base of the

Town. The Town engaged an economic

development and legal team, comprised of a joint

venture of Joyce Law Group and Anderson

Strategic Advisors, LLC, to complete three specific

tasks.

First, the consultants guided the community

through a public visioning process for the Mazzeo

Drive Corridor. Creating an online web portal, and

using social media, online surveys, visioning

sessions, email, and meetings with interest

groups, the consultants embarked on an

aggressive campaign to solicit community

participation in the public visioning process.

These visioning sessions revealed consensus

among participants about the priorities for reuse of the area.

Second, the consultants conducted a comprehensive demographic study of Randolph and five

comparable communities, and a SWOT (strengths, weaknesses, opportunities, threats) analysis of

Randolph’s economic position. The consultants also investigated the market potential of the Mazzeo

Drive Corridor for redevelopment and job creation. These investigations yielded details about

Randolph’s economic strengths and weaknesses that will inform planning for redevelopment along

Mazzeo Drive and beyond. This information will likely serve as a tool for the community to inform other

economic development planning for years to come.

And third, using the information gathered above, the consultants developed an economic development

action strategy for the Mazzeo Drive Corridor that offers detailed recommendations on how the Town

may attract private investment and new jobs to the area.

The project area originally ran from the Stoughton line on Mazzeo Drive to the Chase & Sons property,

however Chase & Sons is a single-owner property that is currently in use and the stretch between Chase

& Sons and the next commercial property includes a large swath of residential properties. Therefore, to

remain focused on the task of redeveloping Mazzeo Drive, the investigation and analysis largely focused

on the commercial area from the Stoughton Line to the Not Your Average Joe’s Plaza.

At the conclusion of the investigation, the consultants determined that Mazzeo Drive is ripe for

redevelopment as a strong retail corridor. Additionally, the Town of Randolph is well positioned to

accept job growth in manufacturing, healthcare and social assistance, and retail in other areas of the

community. The details of the investigation and an economic development action plan are outlined in

the following report.


November 2013

Contents Executive Summary ......................................................... 1

Public Engagement and Visioning ................................... 3

Mazzeo 2020 Project Website ......................................... 3

Public Visioning Sessions ................................................. 5

Community Survey .......................................................... 6

Social Media and Other Electronic Communications .... 10

Conclusions.................................................................... 10

Randolph Demographic Snapshot ................................ 11

Demographic Characteristics ........................................ 11

Household Income ......................................................... 17

Workforce ..................................................................... 18

Employment .................................................................. 21

Market Assessment ....................................................... 23

Economic Development Action Plan ............................. 24

Mazzeo 2020 Redevelopment Strategies ...................... 24

Randolph Economic Development ................................ 27

Conclusion ..................................................................... 29


November 2013

Public Engagement and Visioning The Town of Randolph prioritized public engagement as part of the Mazzeo 2020 Project and the project

team utilized a variety of strategies to meet the Town’s expectations.

Mazzeo 2020 Project Website

The Mazzeo 2020 Project Website (www.Mazzeo2020.com) was launched in September 2013 and

received more than 2,700 visitors to the site over 90 days.

The website served as the main portal of information on the Mazzeo 2020 Project, including news

and events, project map, community surveys, and a blog to recap various events for those unable

to attend. The primary language of the website was English, however a clearly marked translate

button made the site available in Vietnamese and Haitian Creole as well.

A media release was issued in

early September and carried by the

Patriot Ledger and Wicked Local

Randolph announcing the project

and launch of the new website.

Fliers advertising the website

and scheduled visioning sessions

were distributed in English,

Vietnamese and Haitian Creole at

the Literacy Jamboree, to St.

Bernadette’s Church, and at area

businesses along Mazzeo Drive and

elsewhere in Town.

Letters were mailed to each of

the land owners along the Mazzeo

Drive Corridor asking for their

participation in this effort.

In September 2013, the website included a brief survey about the interests of the community.

Over a period of three weeks, 124 respondents answered three basic questions as follows:

1. Which of the following best describes your reason for interest in this project?

37% responded “I care about what is happening in my town”

30.6% responded “I care about new tax revenue to fund schools & other

community services”

http://www.mazzeo2020.com/


November 2013

2. What kind of development would you like to see along Mazzeo Drive and the Route 139

Corridor?

44.3% responded “Retail shops”

38.7% responded “Mixed Use (any combination of two or more of the above)”

3. How did you hear about this project?

The answers to this question are evenly divided, which demonstrates that the multi-

channel communications strategies were effective.

37% responded “Newspaper/Media”


November 2013

24.2% responded “Other”

19.3% responded “Town Website”

16.5% responded “Public Meeting”

Public Visioning Sessions

There were two public visioning sessions held for

Mazzeo 2020 on Saturday, September 28th from

2:00-4:00pm at the James M. Hurley Senior &

Veterans Center at 16 Fencourt Avenue, and

Wednesday, October 2nd from 7:00-9:00pm in

Chapin Hall of Randolph Town Hall at 41 South

Main Street.

Regretfully, attendance at the visioning sessions

was low. Approximately 35 attendees participated

in the two events. Despite the low attendance,

those who did attend the sessions represented a

mix of concerned residents, residential abutters

and local officials.

The visioning sessions revealed that the

participating residents feel that redevelopment of

Mazzeo Drive presents a number of opportunities

to improve existing conditions in the area, including

traffic conditions and pedestrian access and

mobility, and would enhance opportunities for

revenue generation that would benefit the community.

These sessions also revealed that the participating residents are generally positive about the

opportunities for redevelopment along Mazzeo Drive.


November 2013

Community Survey

Scheduled to coincide with the public visioning sessions, a Community Survey was launched in late

September on www.Mazzeo2020.com that asked more specific questions about the future of

Mazzeo Drive. The Community Survey was intended to engage residents who were unable to

attend the visioning sessions, and provide Randolph residents with a variety of ways to engage in

the process. A second media release was issued to encourage participation in the Community

Survey, and it was covered by Wicked Local Randolph.

Over six weeks, 83 respondents answered eight questions as follows:

1. What brings you to Mazzeo Drive now (check all that apply)?

75.61% responded “Post Office”

68.29% responded “Restaurants”

65.85% responded “Movies/Entertainment”

2. How often do you visit businesses along Mazzeo Drive each month?

39.76% responded “1 to 4 times”

38.55% responded “5 to 10 times”



November 2013

3. Do any of the following activities/services require you to leave Randolph? (choose all

that apply)

76.62% responded “Other Shopping”

70.13% responded “Doctor/Medical Care”

59.74% responded “Entertainment/Cultural Activities”

4. If added to Mazzeo Drive, what types of businesses would you be likely to visit? (choose

all that apply)


November 2013


64.1% responded “Other shopping”

56.41% responded “Entertainment/Cultural activities”

55.13% responded “Grocery shopping”

5. What concerns you about redevelopment along Mazzeo Drive? (choose all that apply)

92.06% responded “Traffic concerns (congestion, speed, etc.)”

49.21% responded “Impact on residential neighbors”


November 2013

6. Please rank the issues most important to you when thinking about the redevelopment

of Mazzeo Drive. (1 = Most important)

The two issues considered most important by the highest number of

respondents were “Resolve traffic congestion” at 32.5% and “Bring tax revenues

to the community” at 27.5%.

The two issues considered second most important by the highest number of

respondents were “Bring jobs to the community” at 32.5% and “Resolve traffic

congestion” at 20%.

The three issues considered third most important by the highest number of

respondents were “Resolve traffic congestion” at 20% and “Protect

environmental resources (i.e. Great Bear Swamp)” and “Bring tax revenues to

the community” both at 17.5%.

On average, the top three issues of importance to respondents were “Resolve

traffic congestion,” “Bring tax revenues to the community” and “Bring jobs to

the community.”

7. What types of uses do you support adding to Mazzeo Drive? (choose all that apply)

86.08% responded “Retail shops”


53.16% responded “Entertainment/Cultural activities”

50.63% responded “Recreation”


November 2013

Social Media and Other Electronic Communications

The Town’s Facebook page served as a medium for sharing information on Mazzeo 2020 with

followers.

A Twitter account was created using the handle @Mazzeo_2020. The account remained active

during the 90 day project period, issuing 42 tweets that were retweeted to countless individuals

by the Randolph Chamber of Commerce, local media outlets and other followers.

The blog posted on www.Mazzeo2020.com was the third most popular page on the project site.

A project-specific email address was created ([email protected]) and information about

the project, including the Community Survey, was distributed by this address to individuals and

groups who provided email addresses to the project team, and to business email addresses

compiled by the Town. Questions from residents, land owners and businesses were answered

using this email address as well.

Conclusions

The project team used every available vehicle to encourage citizen participation, including a

presentation to the Randolph Chamber of Commerce and distribution of more than 150 fliers to

families at the Literacy Jamboree. While the website attracted over 2,700 visitors, representing

approximately 8.5% of Randolph’s population, attendance at the visioning sessions was low. This is

not unusual for planning meetings, and especially those hosted during the concept stage, such as

Mazzeo 2020. It is often difficult for residents to envision possibilities outside of the context of

current realities. That said, a lot was learned from the participants who did engage such as:

Any new development along Mazzeo Drive should include traffic mitigation and pedestrian

connectivity and safety improvements, to resolve existing traffic congestion and pedestrian

safety concerns among residents and businesses.


mailto:[email protected]


November 2013

There was general consensus among participants that the surrounding residential

neighborhoods should remain protected from the impacts of new development to the greatest

extent feasible.

The participating residents of Randolph are generally accepting of new development along the

corridor, and see a great deal of potential for new commercial and mixed use development to

impact the community in a favorable manner.

Participants are interested in Mazzeo Drive generating new tax revenues for the Town and

creating additional job opportunities for residents.

Randolph Demographic Snapshot The Town of Randolph is a suburb of the Greater Boston area with a population of 32,112. The following

demographic snapshot investigates population, workforce and industry demographics using the United

States Census data from 2000 and 2010, as well as the United States Census Bureau Economic Census

data of 2002 and 2007. The Economic Census is published every five years, and the 2007 data is the

most recent available as of the date of this report.

In order to understand how Randolph compares to surrounding communities, the Town of Randolph

selected five “comparison communities” of Avon, Braintree, Dedham, Stoughton and Quincy. These

communities were selected because of their proximity to major highways along Route 24 or Routes

93/95, and their similar demographic profile. Throughout the report, there will be frequent references

to how Randolph compares to these five communities.

Demographic Characteristics

Of the six communities investigated in this report, Avon is the smallest with a population of 4,356

and Quincy is the largest with a population of 92,271.

Of the six communities, Randolph has the lowest commercial tax base, with 14.8% of the total

value being derived from commercial/industrial users. Avon has the highest commercial tax base,

with 46.9%.

Of the six communities, Randolph has the lowest estimated per capita spending at $2,917

compared with $4,941 at the highest in Avon. The estimated per capita spending calculation is

based on 2010 population data and the total municipal budgets for Fiscal Year 2013.

Figure 1: Demographic Comparison Snapshot, 2013


November 2013

Commercial property tax rates are applied per $1,000 of property tax value. The commercial

property tax rates among the comparison group range from $25.44 in Braintree to $34.37 in

Dedham.

The commercial property tax rate in Randolph is the second highest among the comparison group

at $30.73, however it is only slightly higher than Quincy, the third highest at $30.61.

Between 2000 and 2010, the population in Randolph grew by 3.7%. The growth was slower than

Braintree (6.1%), Dedham (5.4%) and Quincy (4.8%), but stronger than Avon (-2%) and Stoughton

(-.7%).

During this decade, the number of households grew in Randolph by 2.1%. That growth was slower

than Braintree (9%), Dedham (11.5%) and Quincy (4.6%), but stronger than Avon (.2%) and

Stoughton (.4%).

Also during this period, the number of families grew in Randolph by .6%. Similar to the above, that

growth was slower than Braintree (3.8%), Dedham (2.6%) and Quincy (2.7%), but stronger than

Avon (-4.8%) and Stoughton (-2.3%).

Owner occupied housing dropped by .3% in Randolph over this period, representing the only

community among the six that declined, and rental-occupied housing grew in Randolph by 8.3%.

Rental-occupied housing did not grow in Avon (0%) and dropped in Stoughton (-.2%) over this

period, but grew in Braintree (29.3%), Dedham (56%) and Quincy (6.8%).

In Randolph, the average household size and average family size grew most significantly among

the six communities, at 1.5% and 1.8% respectively. In fact, Quincy was the only other community

to grow household size (.9%) over this period, and Quincy and Braintree were the only other

communities to grow family size over this period, though Randolph’s average family size grew

more than twice as much as these two comparison communities.


November 2013

Figure 2: Demographic Shifts, 2000 to 2010, Randolph and Comparison Communities

Population growth, particularly among the youngest age groups, is commonly believed to be a

positive economic indicator for communities.

In Randolph, 42.6% of the population is between the ages of 25 and 54.


November 2013

Figure 3: Population by Age 2010, Randolph

The “working age” is commonly considered to be 15 to 64 years of age.

Comparing the working age groups across the six comparison communities, Randolph has the

most significant population of 15 to 19 year olds and 55 to 59 year olds.

Figure 4: Working Age Population, 2010, Randolph and Comparison Communities


November 2013

To get a complete picture of the population demographic in Randolph, it is important to

investigate how these age groups shifted over the decade.

Between 2000 and 2010, the population grew most significantly in the 60 to 64 age bracket at

52%, 55 to 59 age bracket at 41%, and 20 to 24 age bracket at 27%.

The age groups that declined most significantly are 35 to 44 year olds by -17%, 5 to 9 year olds by -

13%, and 10 to 14 year olds at -8%.

Figure 5 below shows that the community is growing in the oldest age groups, and while 27%

growth of 20 to 24 year olds is a positive indicator, it is neutralized by the 20% loss of 25 to 44

year olds during this period. This loss in population of this age group is consistent with the very

slow rate of growth of families in Randolph over the decade (.6%).

Figure 5: Population Shifts by Age, 2000 to 2010, Randolph

Racial diversity in Randolph changed significantly between 2000 and 2010.

Over the decade, the percentage of Whites living in Randolph declined by -21.1%, the percentage

of African Americans living in Randolph increased by 17.4%, and the percentage of Latinos living in

Randolph doubled to 6.4%.


November 2013

Figure 6: Race, Percent of Total Population, 2000 to 2010, Randolph

Compared with the other five communities, Randolph is the most racially diverse and is the only

majority-minority community in the comparison group.

The second most diverse community in the comparison group is Quincy with a majority of its

population being White (67%) and a significant population of Asian residents (24%).

Figure 6: Race, Percent of Total Population, Snapshot, 2010, Randolph and Comparison Communities


November 2013

Household Income

In 2010, Randolph’s median household income was $60,871, compared with the $62,072 in

Massachusetts. For comparison sake, the median household income in Boston in 2010 was

$49,893.

Between 2000 and 2010, the median household income in Randolph grew by 10.2% from

$55,255 to $60,871. This is slower than the rate of growth in MA as a whole, where the median

income rose 22.9% from $50,502 to $62,072.

In 2010, 47% of households in Randolph had a household income between $50,000 and

$150,000 annually.

In Randolph in 2010, 15.9% of total households had an annual household income of $50,000 to

$74,999, 15.8% had an annual household income of $100,000 to $150,000, and 15.3% had an

annual household income of $75,000 to $99,999.

Between 2000 and 2010, the income group with the highest percentage of growth was

households making $150,000 and $199,000 annually, which grew 234% and accounted for 7.1%

of total households in Randolph.

The income group showing the second highest percentage of growth between 2000 and 2010

was in households making $200,000 or more annually, which grew 144% and represents 3.4% of

total households in Randolph.

The household income group showing the third highest percentage of growth was $10,000 to

$14,999, which grew by 50% and represents 6.9% of households in Randolph.

The income group that shows the greatest loss percentage over the decade is households

making $50,000 to $74,999 annually, which lost 27%.

The three lowest household income brackets grew by 23.8% and the three highest household

income brackets grew by 26.3%, while the four middle brackets decreased by 60%. This is a

classic rich get richer, poor get poorer scenario and it is consistent with the national trends.

Figure 7: Household Income, Snapshot, 2010, Randolph


November 2013

When compared with the five comparison communities, Randolph’s median household income of

$60,871 is higher than Quincy ($59,256), but lower than Avon ($67,313), Braintree ($78,627),

Dedham ($75,566) and Stoughton ($68,945).

Randolph has the highest percentage of the lowest household income groups within the

comparison group.

Figure 8: Household Income, Snapshot, 2010, Randolph and Comparison Communities

Workforce

The workforce data and subsequent analysis was derived from the 2000 and 2010 United States

Census.

In 2010, 86.7% of Randolph’s population were high school graduates or higher, and 25.8% had

bachelor’s degrees or higher.

Among the comparison group, Randolph had the lowest percent of high school graduates or

higher, and the second lowest percent of bachelor’s degree or higher.


November 2013

Figure 9: Educational Attainment, 2010, Randolph and Comparison Communities

In 2010, 31% of Randolph’s workforce was employed in the Educational Services, Healthcare and

Social Assistance sector, 12% in Retail and 8% in Manufacturing.

When compared with the five comparison communities, Randolph’s workforce shows strength in

these three sectors.

The two sectors where Randolph’s workforce was weakest in comparison with the five other

communities were in Information and Public Administration.


November 2013

Figure 10: Workforce by Sector, 2010, Randolph and Comparison Communities

The commuting patterns in Randolph in 2010 were largely dominated by single vehicle occupancy,

with 72.8% of the workforce community alone in a vehicle.

13.1% of the workforce utilized public transportation and 11.7% of the workforce carpooled.

Over the decade, commuting patterns in Randolph were relatively unchanged with only a slight

uptick of 2.8% in the percentage of workers using public transportation.

The 2010 commuting patterns in Randolph are consistent with those in the comparison

communities, particularly with respect to the overwhelming reliance on single occupancy vehicle

commuting. However, Randolph had the highest percentage of workers carpooling of all

communities.


November 2013

Figure 11: Workforce Commuting Patterns, 2010, Randolph and Comparison Communities

Employment

The employment data and subsequent analysis was derived from the 2002 and 2007 Economic

Census, which are the most recent sources available. The Economic Census is conducted every five

years, and the 2012 Economic Census data is expected to be released in 2014. Where noted, the

Economic Census data was analyzed in conjunction with the 2010 Census data to demonstrate

trends, though it is not possible to draw definitive conclusions when comparing the different data

sources over a series of years.

In 2007, the economic census showed a total of 433 businesses in Randolph with 6,452 jobs.

At that time, 19.2% of the jobs located in Randolph were in the Accommodations and Food Service

sector, 18.5% were in the Healthcare and Social Assistance sector, 15% were in the Wholesale

Trade sector, and 15% were in Retail.

Between 2002 and 2007, the Healthcare and Social Assistance sector grew employment in

Randolph most rapidly by 6.8%, and Accommodations and Food Service also grew employment by

3.5%.

During this period, the Manufacturing sector declined in employment the most significantly by

5.9%, followed by Wholesale Trade which reduced its employment base in Randolph by 4.3%.

Decreases in employment across the Manufacturing sector was a national trend during this period

due to a number of factors including adaptation and innovation, and therefore a decline in

Manufacturing employment in Randolph over this period should not be considered as the primary

indicator of the sector’s strength. Rather, this should be considered to be consistent with national

trends across the Manufacturing sector.


November 2013

Figure 12: Employment by Industry, Snapshot, Change from 2002 to 2007, Randolph

NOTE: Employment data for the Educational Services sector and the Arts, Entertainment and Recreation sectors was suppressed and unmeasurable, therefore these sectors are labeled n/a in the above chart.

The chart below depicts the annual payroll by industry sector versus the number of employees by

sector to demonstrate the highest value jobs in Randolph in 2007.

The sectors that provided the highest wage per employee in Randolph in 2007 were Wholesale

Trade with an annual payroll of approximately $56,000,000, Manufacturing with an annual payroll

of approximately $35,000,000 and Professional, Scientific and Technical Services with an annual

payroll of approximately $20,000,000.


November 2013

Figure 13: Annual Payroll and Number of Employees by Sector, 2007, Randolph

Again, it is impossible to draw definitive and exact conclusions between the 2007 Economic

Census data and the 2010 United States Census, however the trends suggest that up to 61% of

employed workers in Randolph in 2010 traveled outside of Randolph for employment.

Additionally, the trends suggest that in 2010, Randolph had significantly more workers employed

in Manufacturing, Healthcare and Social Assistance, and Retail than jobs available in those fields,

which means that the skills of the existing local workforce could readily support the addition of

new jobs in these sectors.

The combination of these two points suggest that Randolph has a competitive workforce

advantage for business recruitment in the Manufacturing, Healthcare and Social Assistance, and

Retail sectors.

Market Assessment The market conditions in the 128 South sub-region remain weak for new office or industrial

development. Industrial vacancy rates hover near 20% across the region. The cost per square foot for

leased industrial space is averaging below $5.50, yet the cost for new construction per square foot is

averaging more than 12 times the leased average cost per square foot.

Similarly, Cassidy Turley’s Market View for Third Quarter 2013 shows a 19.5% office vacancy for the 128

South sub-region and an average cost per square foot for leased space of $19.50, yet the cost for new

office construction exceeds $80 per square foot.

The economic realities of new office and industrial development, including high vacant rates, coupled

with the high development costs and low rents, make it difficult to conceive of significant new office or

industrial development taking place in the 128 sub-region in the near future. Compounding that reality


November 2013

on Mazzeo Drive, there is currently 300,000 square feet of vacant office space and approximately

300,000 square feet of vacant warehouse space for rent in the Stoughton office park directly abutting

the westerly portion of the Mazzeo 2020 project site. The availability of newer, low-priced industrial and

office space in the immediate vicinity of Mazzeo Drive render the prospect of new office or industrial

construction in this area very unlikely.

However, the close proximity of Mazzeo Drive to Route 24 and the heavy traffic patterns, particularly

during peak hours, makes Mazzeo Drive an attractive location for a variety of retail uses. However,

attracting retail to this area is not without its challenges. Existing big box retail across the Stoughton

line, large scale retail developments within a fifteen minute drive, such as South Shore Plaza, and lower

income trends in Randolph provide some challenges for attracting the higher end retailers that residents

expressed desire for during the visioning sessions. Nevertheless, it is anticipated that the retail market

will respond in this area if the Town of Randolph sets the right conditions to make this corridor

profitable for redevelopment. The area is most likely to attract traditional retail uses such as big box

retail, grocery, hotel, entertainment, and restaurants. These uses are consistent with the uses identified

by residents during the visioning process and through the online Community Survey.

Further, mixed use development that includes a housing component is also feasible for this area, if

developers are able to assemble a large enough development parcel to enable high density multi-family

development. A residential component to redevelopment in this area would create a village and provide

the necessary foot traffic to attract more retail opportunities. High density housing along Mazzeo Drive

may provide the necessary ridership to justify the addition of regular public transportation in the area. A

more detailed transportation demand model would need to be completed to understand the possibility

of adding regulator public transit to this corridor. In addition, as of right zoning would be necessary to

attract a mixed use development opportunity.

Economic Development Action Plan The following section makes recommendations on the steps that the Town of Randolph can take to spur

redevelopment along Mazzeo Drive and improve economic outcomes throughout the community as a

whole.

Mazzeo 2020 Redevelopment Strategies

The following strategies are recommended to overcome redevelopment challenges and signal the

market that Randolph is serious about attracting redevelopment to this area:

Reduce the Parking Requirements: To minimize excessive surface parking and underutilized

development space, it is recommended that the Town revise its minimum parking standards for

new development as follows:

o Commercial/Business should be revised to one space per every 300 square feet of

space

o Eating/Drinking Establishments should be revised to one space per every three seats

plus six spaces per every take-out station

o Manufacturing/Industrial should be revised to one space per every 400 square feet or

one space per every two employees on the largest shift, whichever is greater


November 2013

Reevaluate & Revise the Parking Requirements for Existing Businesses: There are a number of

overflow parking lots on Mazzeo Drive that are underutilized. It is recommended that the Town

actively consult with these land owners and businesses to consider reducing the parking terms

of the existing occupancy permits to free up some of the underutilized surface parking for new

development. These discussions should be collaborative and involve representatives of the

Town, land owners and existing tenants to ensure that the needs of existing business owners are

met while also meeting the objectives of the community to attract more commercial activity to

this priority development area.

Rename the Great Bear Swamp Highway District: The Town website describes the Great Bear

Swamp Highway District as an area that “supports large scale regional trade for general retail,

entertainment and dining.” This description adequately summarizes the market potential of the

zoning district. Yet including the word “swamp” in the zoning district title implies that the area is

aesthetically unattractive and the potential exists for environmental challenges to new

development. It is recommended that the Town remove these perception problems by

renaming this zoning district to the Mazzeo Drive Development District or the Great Bear

Business District. Including the word “development” or “business” in the title appropriately

describes the Town’s desires to attract new commercial activity to this area.

Adopt Expedited Permitting: Within the development community, the Town of Randolph has a

reputation for difficult permitting. To counter this perception, it is recommended that the Town

create a Chapter 43D Local Expedited Permitting district along Mazzeo Drive, guaranteeing 6-

month local permitting on all of these parcels. The program requires the land owners to grant

written permission to adopt expedited permitting for each of the parcels. This program does not

make any changes to the zoning or allowable uses of the property, therefore there is no risk to

existing land owners. The benefit to land owners is a guarantee of 6-month local permitting for

their use or future users, therefore enhancing the value of the land. Adoption of the Chapter

43D program provides “priority status” to the Town’s applications for state infrastructure

grants.

Catalyze Public-Private Partnerships to Improve Traffic & Pedestrian Conditions: It is

recommended that the Town participate in a public-private partnership to improve the traffic

congestion and pedestrian accommodations along Mazzeo Drive. More specifically, it is

recommended that the Town establish a District Improvement Financing (DIF) District along the

corridor to catalyze a meaningful public-private partnership to upgrade the public infrastructure

in this area.

District Improvement Financing (DIF) is a tool that enables communities to invest in

infrastructure that unlocks new investment in targeted development districts. Once a

development project is presented, and it is determined that the new project will generate a

positive property tax benefit for the Town, the municipality may negotiate with the developer to

make a public contribution to infrastructure upgrades to support the project. To do so, the

municipality would issue bonds to contribute to the cost of infrastructure improvements within


November 2013

the designated district, and then appropriate a portion of the net new property tax collected on

the improved property to service the debt.

The Town makes no financial obligation until a project is presented and approved, however the

first step in initiating the process is to establish a DIF District. There is no risk to the Town in

establishing the District and the ultimate financial obligation of the Town, if any, is negotiated

with a private developer at the time that a project is presented and the infrastructure costs and

estimated tax revenues are determined.

Add Upper Story Housing to Allowable Mix of Uses: The Mazzeo Drive area would benefit from

adding upper story housing units to first floor retail uses to create a village development

concept. While the community expressed some sensitivity to adding housing to this area during

the visioning sessions, the concept of upper story housing above commercial uses was

considered acceptable. This style of mixed-use smart growth development is an economic driver

particularly for retail uses, and has the potential to create more ridership to justify the

introduction of public transit in the area. Therefore, it is recommended that the Town revise its

zoning to enable first floor retail with at least two stories of upper story housing as an as-of-right

use along Mazzeo Drive.

Support Identification of Priority Development Site in a Regional Plan: The Town of Randolph is

already working with the Metropolitan Area Planning Commission (MAPC) to attain “Priority

Development Area” (PDA) status for the Mazzeo Drive Corridor in a regional land use plan. It is

recommended that the Town aggressively pursue the PDA designation, as it brings priority

consideration for state discretionary funding, including infrastructure grants, pursuant to

Executive Order 548.

Investigate Traffic Improvements: It would be beneficial for the Town to understand current

traffic conditions along Mazzeo Drive and to develop a plan for traffic and pedestrian

improvements that would be desirable to permit new development along the corridor. It is

recommended that the Town begin to investigate current traffic conditions now, including

traffic counts during peak hours and signalization issues and to develop recommendations for

ways to mitigate negative traffic impacts of new development along the corridor. Understanding

the existing traffic situation and the potential for mitigation, including the costs of the potential

mitigation strategies, is one of the best ways for the Town to streamline the permitting and

approval process for a new development.

Maintain Regular Communication with Chase & Sons: It would appear that the Chase & Sons

property is currently underutilized, and the current owners suggest that they have no

immediate intention of disposing of the asset. However, if this should change and the current

owners decide to sell, the Town should work with them to ensure that the highest and best uses

for that property are achieved. One possible scenario could include the Town taking ownership

of the parcel for redevelopment purposes. It is recommended that the Town stay in

communication with the owners of Chase & Sons to keep apprised of the status of that

property.


November 2013

Work with Stoughton to Seek Grant Funds to Investigate Public Transit Options for Route 139:

There would be significant benefits to Randolph in introducing public transit along the Mazzeo

Drive Corridor, such as reduced car traffic and better connections to other existing transit

routes. There would be a benefit to residents if a single bus route serviced Randolph and

Stoughton, connecting the existing developments along Route 139 and other existing public

transit lines. It is recommended that the Town work with the Town of Stoughton to jointly seek

District Local Technical Assistance (DLTA) grant funds from MAPC to investigate the potential for

adding bus transit in this area and connecting to other existing routes in both communities,

including current planned rail stations.

Randolph Economic Development

Beyond Mazzeo Drive, the Town of Randolph has an opportunity to take specific actions that will

improve its economic competitiveness for the future. The following strategies are recommended

for opening Randolph for more business development and job creation opportunities:

Investigate the Reasons for Demographic Trends: A troubling statistic for Randolph is the 20%

loss of 25 to 44 year olds between 2000 and 2010, and the very slow rate of growth of families in

Randolph over the decade (.6%). It appears that school-aged families and young professionals are

leaving Randolph, and it is recommended that the Town investigate the reasons for this trend and

seek to reverse it. For economic stability, it is important for Randolph to retain young

professionals and families for their discretionary spending power and to maintain a strong

workforce that is attractive to employers.

Add Market Rate Residential Units: While the community at large has expressed concern about

the addition of new housing in Randolph, it is important for the community to learn from the

experiences of Braintree and Dedham, where the addition of new rental housing has benefitted

the communities. Braintree and Dedham enjoy higher educational attainment levels and a

greater concentration of households making $50,000 or more per year, as compared with

Randolph. Specifically, Randolph should consider adding new market rate housing to attract high

income-earning individuals. Increasing the income level and educational attainment statistics of

the community will help the Town to attract higher end commercial users that rely on an

educated workforce and a residential population with disposable income.

Inventory Available Manufacturing & Industrial Space: While there is a glut of available

industrial space in the 128 South sub-region, this investigation revealed evidence that Randolph

is uniquely suited to support new manufacturing and industrial jobs. Therefore, it is

recommended that the Town of Randolph inventory all available manufacturing and industrial

space and share this information with organizations that can help the community to connect

with potential new users, such as MassDevelopment, MassEcon, the Massachusetts Office of

Business Development, and the South Shore Chamber of Commerce. This can be a time

consuming process, however it has the potential to attract new tenants and jobs to existing

space.


November 2013

Adopt Chapter 43D Expedited Permitting Broadly: As discussed above, Chapter 43D enables the

Town to identify priority development sites and guarantee 6-month permitting in those

locations. The Town of Randolph has used this program on select parcels in Pacella Park and it is

recommended that the Town adopt this program more broadly on all parcels where expansion

of an existing facility is possible, or where the Town would like to attract new tenants or

development. Because a predictable approval process is so critical to businesses, adopting an

accelerated permitting process could be the reason for a new business to elect to locate in

Randolph over other similar communities in the region.

Adopt National Institute for Health Recombinant DND (rDNA) Guidelines: Several market

reports confirm that the life sciences sector is spilling over into the suburban markets, and while

this is traditionally taking place in the 128 North sub-region, there is reason to believe that

lower costs may drive life sciences researchers and manufacturers to the 128 South sub-region

and particularly in Randolph. The Town has already been identified as a “Bronze” BioReady

Community by Massachusetts Biotech Council. However, it is recommended that Randolph take

steps toward achieving “Platinum” status, and adopt the National Institute for Health (NIH)

rDNA Guidelines as part of the Board of Health regulations governing biotech research and

development. Doing so will remove a potential barrier for life sciences operations to locate in

Randolph. It is recommended that the Town work with the Massachusetts Biotechnology

Council to investigate the NIH guidelines and “Platinum” BioReady Community status.

Establish an Economic Development Director Position: The economic development function is

currently performed by the Town Planner, who does a nice job supporting economic

development currently. However, if Randolph is to focus on economic development as a priority

for the community, it is unreasonable to assume that the Town Planner will have the time to

complete regular planning activities in a timely fashion while also promoting economic

development and completing the types of recommendations included in this action plan.

Therefore, it is recommended that the Town establish a position that is dedicated to promoting

economic and business development exclusively.

Establish a Development and Industrial Commission: In accordance with Massachusetts

General Law Chapter 40, Section 8A, the Town of Randolph may establish a Development and

Industrial Commission to promote the development of industrial resources to strengthen the

local economy. The Commission is charged with investigating industrial conditions and

promoting the development of industrial projects. It is recommended that the Town of

Randolph establish a Development and Industrial Commission, to be staffed by the proposed

new economic development position, to facilitate and promote new industrial development in

Randolph, and to serve as a professional resource to other local boards and commissions as they

review development proposals.

Engage Randolph Chamber of Commerce and Other Massachusetts-based Business Groups: It

is understood that the Town has been engaging with the Chamber of Commerce on a regular

basis in recent months. It is recommended that the Town continue this engagement to

understand the needs of the business community and ways to make the local government more


November 2013

responsive to those needs. Additionally, it is recommended that the Town join other

Massachusetts-based business and real estate groups such as the National Association of

Industrial Office Properties (NAIOP), Association of Industries of Massachusetts (AIM), the South

Shore Chamber of Commerce, and the International Council of Shopping Centers (ICSC). These

groups provide the Town with an opportunity to interact with businesses and real estate

decision-makers on a regular basis, gain expertise on target industry sectors and their needs,

and build relationships to support new business development opportunities.

Conclusion The Town of Randolph has an outstanding opportunity to realize new commercial growth in the Mazzeo

Drive Corridor as well as in other areas of the community. However, the full potential of that growth will

only be realized if the Town can take some positive steps toward removing barriers to new growth and

streamlining the local review process. The recommended actions outlined in this report will help the

community to achieve its goal of more commercial development and enhanced commercial tax

revenues in the near term. However, the Town should also look to longer term strategies that seek to

attract more young professionals and families to stabilize the Town’s demographic profile and attract

the highest and best commercial opportunities for the future.

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