Fiscal Impact Analysis Multi-family Development 20 Corporate Drive Burlington, Massachusetts

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1 Fiscal Impact Analysis Multi-family Development 20 Corporate Drive Burlington, Massachusetts July 10, 2015 Prepared by Connery Associates Melrose Massachusetts

2 Table of Contents Section Page 1.0 Preface 1 2.0Summary of Methodology Summary of Findings General Service Costs Education Costs Total Service Costs Revenue Projection Long Term Fiscal Profile One Time Fees 15 Appendix 16-17

3 Fiscal Impact Analysis Multi-family Development 20 Corporate Drive Burlington, Massachusetts June 25, 2015 a The Davis Companies of Boston Massachusetts is proposing to construct 300 luxury rental apartments at 20 Corporate Drive in Burlington Massachusetts (the Proposal). The Proposal will set aside 12.5% of the total number of units for affordable housing purposes consistent with the affordable housing guidelines of the Massachusetts Department of Housing and Community Development (DHCD). The proposed site is commercially zoned but is undeveloped and has remained undeveloped for over two decades. The objectives of this report are to identify the key fiscal characteristics of the Proposal and estimate its long term fiscal profile. Accordingly, the report generates an estimated cost-torevenue ratio at project stabilization and an estimate of the annual fiscal benefit expressed in current dollars. These findings are designed to provide the Town of Burlington with an understanding of how the Proposal will relate to the local tax base over the long term. The departmental costs used herein are intended to estimate the annual financial impact on affected municipal services. The cost estimates are not intended as budget recommendations for an individual department. This report recognizes that the application of current and future municipal revenues and levels of service is the purview of the local officials. Further, the specific values used to generate the various municipal cost estimates should be considered as the average annual costs, meaning that the estimated fiscal profile and individual components may fluctuate annually depending on future local, regional, or national economic conditions. Projected public school student enrollments and associated marginal costs are a major component of any residential development. This report generates an estimated education cost based on a projection of additional school age children and the current cost per pupil provided by the Massachusetts Department of Education. Similar to non-school cost estimates, education costs are not designed as budgetary or policy recommendations. Rather, the enrollment and cost projections should be considered as information to be used in conjunction with other school department studies, plans and policies designed to meet future educational objectives and needs. The education cost estimates used in this report are intended to provide an estimate of the longterm cost per student. In the near term, school costs, approximately one to five years after project approval, are most likely to be lower. However, this report takes the position that the measurement of education costs, like the Proposal in general, should be estimated over the long term and allocates school costs to the present time frame on the basis of estimated annual cost per student at stabilization. Table 1 below provides a summary review of the proposed unit mix. 1

4 Table 1. Proposed Development Program Residential Type NUnits Percent of Total (rounded) 1 bedroom market rate % 1 bedroom affordable rate 19 6% 2 bedroom market rate % 2 bedroom affordable rate 15 5% 3 bedroom market rate 26 8% 3 bedroom affordable rate 4 2% Total % As shown in Table 1 above, the proposed unit mix is oriented towards non family housing, given that 90% are one and two-bedroom designs, with 50% of the total being one bedroom units which do not generate any measurable or sustainable level of school aged children. The residential component is intended to provide quality rental housing for Burlington residents and housing for employees of the commercial/industrial corridors generally located along Rt. 128 (I- 95) and Routes 3 and 3A in Burlington. ftlo In considering the fiscal impacts of the Proposal, this report divides municipal service costs into two broad categories: general service costs (i.e. all non-education costs) and education costs. As noted in the body of this report, the measurable general service costs will be primarily generated from public safety-related (police and fire services). The departmental cost estimates discussed in this report were based on current fiscal year operating budgets and operational data provided by the public safety departments. For the Proposal, education costs represent the large majority of the total estimated service costs. Education costs have been applied based on an estimate of new students anticipated at project stabilization. The estimated student generation rate has been estimated by examining a number of multi-family developments in Burlington and selecting the two most comparable developments in terms of rent and assessed values given that monthly rental cost plays a significant role in school age children (SAC) generation rates. Education cost estimates are driven by an estimate of net additional school-aged children to be enrolled in the Burlington Public School System. The basic formula for determining the local education cost estimate is (1) Spending per pupil as reported by the Massachusetts Department of Education minus (2) state chapter 70 aid; a revenue source. 2 merit s at For all other municipal service costs i.e. general service costs, the report employs the Town's recently approved FY2016 operating budget and includes those service categories that will most likely exhibit a measurable additional cost due to the Proposal. In this case, the Police 2

5 Department and Fire Department will be impacted. The report combines the individual estimated departmental costs to generate a total general service cost estimate. It should be noted that there are municipal operational budget categories that are properly not included in general service costs for purposes of determining the fiscal impact, such as existing debt payments, municipal services paid by enterprise accounts, or similar accounts, for water and sewer services. Further, building department reviews and inspections which are paid for directly by fees charged to the developer are not included. In addition Public Works' responsibilities such as road maintenance and plowing of existing public roadways abutting the Proposal area will not change as a result of the Proposal, so no marginal costs are included. In short, the measurable additional general service costs will be associated with police and fire services. even-ti Service costs represent only one part of the fiscal equation. In order to appropriately estimate the annual fiscal impact of the Proposal, the estimated annual revenue stream (total tax revenues accruing to the Town) must also be determined. Based on conversations with the Town's Assessor in May of 2015, this report has employed two approaches i.e. the stabilized income method consistent with current practices for residential multi-family and a comparable value method based on existing developments with similar assessed valuation per unit. ZFiséá[IfllC The report compares the estimated total municipal service costs (both general service costs and education costs) to estimated total annual revenue to arrive at an estimated annual cost-torevenue ratio, or annual fiscal profile. The fiscal finding is also expressed in terms of current dollars gained or lost annually, commencing at project stabilization. Since the objective of the report is to provide Burlington with an understanding of the long-term fiscal implications of the Proposal, the most important finding presented is the estimated cost-torevenue ratio at stabilization, since this finding reflects the Proposal's long term fiscal profile. While the cost-to-revenue ratio will likely vary slightly from year to year due to background regional or national economic trends, the cost to revenue is the best measure of the long-term projected fiscal performance of the Proposal. 3

6 The Proposal will have an estimated annual revenue stream of $707,000 and an estimated annual service cost of $542,500. Accordingly, it generates a positive long -term annual cost-to-revenue ratio of approximately In current dollar terms the Proposal will generate an annual fiscal benefit of $164,500. One-time building permit fees are estimated to be approximately $500,000, payable at receipt of building permits. The estimated annual average number of school-aged children is estimated at 37- students; with a long term operational range of 30 to 44 students. The full enrollment level is likely to be attained by the 2019/20 school year. The Proposal will create a fiscally positive live /work opportunity in the Burlington Corporate Center that will support the overall economic and fiscal value of Corporate Drive. 4

7 This report uses the Town's FY2016 operating budget to estimate annual departmental costs associated with the Proposal and information provided by the germane Town Departments in May/June of Residential Service Costs Police Department Understanding the nature of calls for police services is the starting point of estimating annual police relate costs associated with the Proposal. It is important to note that the majority of calls for police service are not usually directly related to residential land uses. Office, retail and industrial uses plus public facilities, institutional uses, schools, recreation uses, town wide traffic management, and inter community co-operation create significant public safety demands. Based on current police department data for 2015, Burlington will likely generate a total of 31,500 calls for police service in 2015 (this level of service call estimate is based on 2013 and 2014 data provided by the police department which indicate 31,524 and 30,305 calls respectively for said years). Based on our experience in the region, police service calls to residential addresses are, depending on the nature of the community, 20% to 40% of all service calls in suburban communities. Since in this instance we cannot discern the exact ratio we have employed the high end of the range to be conservative in Town's favor i.e. 40% for analysis purposes. The current police budget is approximately $7,703,180. As noted, if up to 40% of all service calls are residentially generated then, applying the 40% ratio to the police budget generates a general residential service cost estimate of approximately $3,851,590. Based on our review Burlington has approximately 8,800 dwelling units. Accordingly, Burlington, generates an average police service cost of approximately $438 per unit. However, our experience has clearly shown that it is not reasonable to employ an average cost per residential call since the nature of said calls can vary widely on an annual basis, driving costs either higher or lower. Therefore, to attempt to adjust for the unpredictable nature of residential police service calls, this report adds 20% to the derived average service cost i.e. a revised average of $525. To further refine our estimate we examined the number of police calls to the two most similar multi-family developments in Burlington in terms of development and rent level, i.e. the Heritage at Stone Brook, and Arborpoint at Seven Springs. This approach generates an alternative cost estimate based on percent of call volume. Table 2 below illustrates police call data in 2013 and 2014 for the two comparables noted below. 5

8 Table 2. Police Calls by Comparable Development Development Number of Units (1) Calls in 2013 Calls in 2014 Calls 2 Year Avg. Arborpoint 425(1) Heritage Total (1) Please note data reflects calls for all 425 units, including the 94 condo units. As noted above, for the 605 comparable units the average there were 69 calls for police service or a call per dwelling unit rate of Applying the rate of to 300 proposed units generates an estimate of 34 calls per year. However, to reflect the uncertainty in call rates per year we note that in 2013 there were 57 calls from the 425 Arborpoint dwellings or a rate of Applying this higher rate to proposed 300 units generates an estimate of 40 calls per year. To further reflect the uncertainly in annual call levels we have assigned the $525 average cost to 40 calls per year to generate an annual additional police cost estimate of $21,000. Residential Service Cost Fire Department Data provided in June of 2015 by the Office of the Burlington Fire Chief indicates that in 2012 the total number fire service calls total 3,977 and in 2013 it was 3,844 and during the most recent complete year (2014) there were 3,904 calls for service. Accordingly for the purposes of this report we will assume that the 2015 call level will be 4,000. Ambulance runs (emergency and transports combined) consistent with recent year ratios will comprise will comprise 2,850 of the total calls for service in Therefore, approximately 1,150 calls will be related to non EMS service calls. Consistent with regional norms, due to significant improvements in fire safety and building codes in recent decades residential fires are not a major percentage of fire department service calls for any community. However, the cost associated with multi-family fires can vary widely and one major multi-family fire can created damage in the millions. Also, the large balance of other fire service calls such as smoke scares, lock outs, fires in vehicles false alarms, and car fires can be associated with multi-family development or residential development in general. Therefore, to generate a town wide context for fire service calls per dwelling unit this report generates a Town-wide average of service calls per dwelling unit, regardless of residential building type or population per unit similar to the approach taken for police service calls. Given that there are approximately 8,800 dwelling units in Burlington, the 1,150 fire related service calls generate a town wide rate of unit rate of 0.13 per dwelling unit. Applying this rate to the 300 dwelling units of the Proposal generates 39 fire service calls per year. Maintaining the assumption that all EMS calls are related to residential units, the 2,850 ambulance runs applied to 8,800 dwelling units calls generates a town wide rate of 0.32 per 6

9 dwelling unit rate of 0.32 which would be equivalent 96 ambulance runs per year for the Proposal. To further refine our fire call rate and to place our comparable developments within the Town wide context a review of the number of fire service calls to comparable multi-family developments is presented. Table 3 indicates the total fire related incidents at the two most comparable developments. Table 3. Fire Service Incidents-Comparable Developments 2014 Development Unit Count Fire Runs (1) EMS Runs (1) Fire Rate Per D.U. (rounded) EMS Rate Per DU. (rounded) Combined Per DU (rounded) Arborpoint Seven Springs Heritage Stone Ridge Totals (1) Three year average As indicated, the comparable development analysis method generates lower fire service and EMS rates as compared to the total dwelling unit analysis i.e vs for fire services and 0.10 vs for EMS calls. It is our position that the rate differential is primarily due to the lower population per unit in the comparable multi-family developments versus the population town wide i.e. the comparable multi families have approximately 50% of the population per unit as compared to the single family homes in the Town which comprise the majority of the housing stock. Essentially Table 3 above indicates that on per dwelling unit basis multi-family units generate considerably less fire service calls for service on a per unit basis. However, as with police service calls, using past year comparable averages to project service calls can be unreliable. Therefore, to reflect the potential upside in yearly variations for fire service runs and to be conservative in the Town's favor this report adds a 20% increase to the fire and ambulance service rates derived from the comparable analysis shown in Table 3.. Therefore the 120% Of average rates of 0.10 for fire service and 0.12 for ambulance service will be employed for the cost analysis. Based on the 120% of average the average call rate, we estimate that the Proposal could generate up to 30 additional fire service runs and 36 ambulance runs for a total of 66 additional fire service runs. Please note the 331 rental units unit Arborpoint at Seven Springs generates a three year average of 64 service call per year. 7

10 For FY 2016 Fire Department Budget is approximately $6,695,626. While we are aware that not all fire department costs are directly related to service runs, our experience and discussions with area fire chiefs indicate that the great majority or up to 80% of the budget can be directly related to service runs and the associated cost of labor and materials. Therefore, this report assumes that approximately $5,357,000 of the total budget is related to the anticipated 4,000 total service runs. As noted 1,150 runs are fire service related or 29% of all fire department runs. Accordingly $1,554,000 can be assigned to 1,150 runs or a cost of approximately $1,350 per non EMS run. Assuming 30 additional fire service related runs generates an estimated service additional cost of approximately $40,500. Ambulance Costs In addition to the fire service estimate noted above, total fire department service costs must also include the net cost of providing EMS services which comprise the majority of the total annual runs i.e. approximately 2,850 of the 4,000 total runs. In most surrounding communities Advanced Life Service (ALS) at level 1 is the norm. However, Burlington provides a contracted private ALS for approximately only 50% of its service runs. For the approximate 50% of ambulance runs Burlington provides Basic Life Service (BLS). From a municipal revenue perspective this means that Burlington can bill the participating insurance companies less for its Basic Life Service (BLS) runs than it can for ALS runs, while personnel costs remain the same. It is likely the ALS vs. BLS local service ratio generates stains on the Fire Department budget by reducing potential revenues. However, for the purposes of this report the measurable cost of ambulance service relates to the overall payer collection rate i.e. the insurance reimbursement rate. In this instance Burlington reports a rate of 88%. Our review indicates a combined ALS / BLS billing rate of approximately $1,100 per run. This means that Burlington is reimbursed approximately $968 of said cost, or a loss of approximately $132 per run. As noted, the Proposal could generate up to 36 additional EMS runs per year so a non reimbursed cost of approximately $5,000 can be assumed. Therefore, the annual total service cost assigned to the Fire Department is $45,500 ($40,500 for fire services and $5,000 for non reimbursed ambulance costs). Fire Service Context As stated in Section 1.0, this report recognizes that the application of current and future municipal revenues and levels of service is the purview of the local officials. While the total fire service costs associated with the Proposal are consistent with comparable developments Burlington, the issue of context of fire service costs and service levels should be generally addressed since this report does not and can explore fire department operational issues. Our review of Fire Department service demand indicates that in 1978 there was total of 1,666 fire service runs including 927 ambulance responses in contrast to current levels of 4,000 runs with approximately 2,850 ambulance responses. However, in intervening 37 years of considerable commercial and residential growth in the Burlington Fire department staffmg levels has remained essentially the same. This report can indicate the anticipated marginal cost 8

11 increase and level of additional service demands associated with the Proposal and leaves the appropriation of municipal revenue to local decision makers but given the context of past and continuing growth in Burlington we suggest that the Town may want to consider examining public safety service needs for the coming years in terms of additional staffing and levels of training. Other General Service Costs Water and sewer costs for the Proposal will be addressed via pay as you use fees established by the Town of Burlington. Similarly, building department costs will be covered by the required permit fees. The additional population should not generate additional staffing requirements for general government services such as Town Clerk, Treasurer, and for services such as libraries or recreation. Further, budget items like current municipal debt are not applicable since they predate the Proposal. Accordingly, the municipal departments that will experience measurable additional costs are Police, Fire and Departments. Table 4 below summarizes the total estimated annual general service costs (current dollars) associated with the Proposal. Table 4. Total General Service Costs Department Annual Cost Police $21,000 Fire $45,500 Total $66,500 9

12 iident Projections The school-aged children projections used in this report are based on a review of local comparable developments. We employed three comparables for public safety cost estimating purposes, given the unpredictability of said demands. However, for student projections we have selected the two local developments that are closest to the Proposal in terms of rents charged and average assessed value per unit, since rental housing costs per month is a major factor relative to student generation. All school data herein has been provided by the Burlington School Department in June of It should be noted that our student generation analysis has two components. The first component is the aggregate school aged children rate (SAC) rate for two bedroom units (market and affordable). For this component we rely on local comparable developments. We do not have stand alone data in Burlington for three bedroom units and the comparables have very few three bedroom units. Therefore will use what in our experience has been the high end of the range for market and affordable three bedroom units in the region. It is anticipated that the thirty (30) three bedrooms or 10% of the Proposal's total unit count will account for more than 50% of the estimated total number of additional students. Table 5 illustrates the school aged children (SAC) generation rate per two bedroom units found the two appropriate comparables. Table 5. Estimated SAC-Two Bedroom Units Development 2 Bedroom Units (1) Total Students SAC Rate Arborpoint Seven Springs (2) 0.10 The Heritage Stone Ridge Totals (1) The two bedroom units include both the market and affordable units; Therefore, the SAC rate shown is the aggregate rate for market and affordable two bedroom units. (2) Seven Springs generates a total of 37 students from 425 units However, 17 of the 37 students are generated from the 94 larger condominium units; leaving 20 students generated from the 199 two bedroom units. There are no students generated from the 132 one bedroom units. 10

13 Using the average SAC rate of 0.13 shown in Table 5 above, the 120 two bedroom units of the Proposal (market and affordable) will generate an average of 16 students annually. As noted we do not have access to stand alone three bedroom SAC data for Burlington so we will apply regional averages based on our experience, i.e for market rate three bedroom units and 1.2 for the affordable units. As a point of comparison the average number of students for all dwelling units in Burlington is approximately 0.42 per dwelling unit. In our experience this ratio is somewhat above the regional average. If only single family houses are considered, the student per unit rate is approximately 0.70, again slightly above the regional experience in our experience. The Town wide data is provided for purposes of context and to illustrate that the SAC rates used for three bedroom units in this report is analogous to the single family SAC rate. Appling the 0.6 SAC rate to 26 market three bedroom units generates 16 students and the 1.2 rate to the 4 affordable units generates an additional 5 students for a total of 21 students from the 30 three bedroom units i.e. an SAC rate of Table 6. Student Enrollment Projection Unit Type SAC Rate Number of Units Number of Students Aggregate Two Bedroom Units Market Three Bedroom Units Affordable Three Bedroom Units Totals (37) Combining the two and three bedroom student estimates generates a total of 37 students or an aggregate two and three bedroom rate of approximately 0.25 students per unit. We note that the Proposal is located within an established corporate center. It has been our experience that apartment locations that are operationally and visually integrated into commercial settings have student generation rates considerably below average for more traditional and residentially oriented apartment locations. The emerging live /work or mixed use locations along in the region all share the same characteristic, in varying degrees, relative to SAC generation rates (See Appendix 1). 11

14 However, Burlington has no established local comparable that can be effectively cited to illustrate the impact of location on school age children (SAC) generation. To that end we have assembled SAC data in Appendix 1 to illustrate the SAC impact region wide for mixed-use sites. We firmly believe the Proposal's location will generate SAC rates to be lower than what this report is indicating however, we cannot cite a local comparable at this time but assume that recently approved multi-family housing along Rt. 3 corridor will, in a few years time, support our contention. Employing an SAC ratio of 0.25 derivedfrom local comparables and regional averages for three bedroom units generates a student projection of 3 7 students. In operational reality the annual average estimate of 3 7 students will likely occur within a range of 30 to 44 students in any given year. _ 5.2 Estimated Annual School Cost and Enrollment _ Based on information received from the Massachusetts Department of Education Actual Net Spending per Student (ANSS) is currently $16,738. However, of said total $1,600 is addressed by Chapter 70 state school aid (a revenue source). Said amount is deducted from ANSS to generate a more accurate picture of the impact of school costs on local tax resources. Therefore, this report employs an adjusted cost per pupil of $15,138. Employing the above noted annual cost estimate of $15,138 to and assuming 37 students produces an estimated school cost of $560,000 (current dollars). However, in many instances we find that using said value would generate an overly conservative (high) estimate since it assumes that each of the projected new student will also marginally increase the cost of existing school building operations and maintenance (approximately 15% of the overall education budget). In this case we note that since the peak enrolment levels in 2009 the total enrollment has declined by approximately 200 students or approximately 5%. This indicates that overall capacity should not an issue directly related to the Proposal and that additional students would not marginally add to operations or maintenance cost of existing buildings or add to any demand for new construction. Based on a review of the school budget this would allow a deduction of approximately 15% (operation and maintenance portion of school budget) from the projected cost of $560,000 i.e. to $476,000. However, after our discussion with local school officials that indicated the school department is planning, in the near future, to update their student projection studies. This report will be amended relative to operations and maintenance costs once the new enrollment projections are completed Enrolintent _ Distri tt Based on our experience with multifamily development in the region, approximately 60% of the new students or 22 students will enroll in the grade levels K-6 and approximately 15 students will enroll in grade levels Assuming the time required for permitting process, construction, 12

15 and full rent-up will take 3 to 4 years, it is estimated that, at the earliest, the projected student enrollment will occur by the 2019/2020 school year. Table 7 below summarizes the estimated total service cost associated with the Proposal Table 7. Total Estimated Service Cost Department Estimated Cost Police $ 21,000 Fire 45,500 Schools $476,000 Total $542,750 13

16 Estimated ItCVenue _ For the purpose of generating a revenue estimate, this report employs two methods. The first estimate is based on the two closest assessed value comparables (Seven Springs and the Heritage at Stone Ridge). From existing assessor records it can be determined that Heritage at Stone Ridge has an assessed value of $29,477,300. Accordingly, the 180 units have an average assessed value of $163,763. For Arborpoint, the 331 rental units have an assessed value of $51,325,600 or an assessed value of $155,062 per unit. Combining the valuations of the two comparables yields a weighted average of approximately $160,000 per unit. Using this approach the estimated assessed value of the proposed 300 units would be approximately $48,000,000 and generate an annual property tax of $544,800 using the FY residential tax rate of $ While this approach can establish a base valuation it should be noted that new development is highly likely to be assessed at a higher rate. Therefore, to broaden the revenue analysis we have examined an additional method to estimate assessed value i.e. the Town's current stabilized income method. Based on an internal market analysis to determine market and affordable rent levels rents and applying said rents to assessing metrics to the Town's current the assessing methodologies, the assessed valuation based on the income method has been estimated. See specific values below. Estimated Aggregate Rents per Unit Type 266 market rate units, aggregate rent all types: $2, affordable rate all types: $1,800 Applied Income Method Metrics 5% vacancy deduction, 31% operation and maintenance deduction 2% reserves Cap rate of 8.20% Accordingly, at stabilization it is estimated that the assessed value of the Proposal will have an assessed value of approximately $68,682,458 (current dollars). Averaging the estimated income method based on assessed value ($68,882,458) with the assessed value derived by employing current comparables ($48,000,000) yields a blended estimate of $58,350,000. Applying the current $11.35 tax rate to the $58,350,000 yields a property tax of approximately $662,272 (current value). Additionally, the Proposal will likely generate 450 registered vehicles on site that will be subject to automobile excise taxes. The Town average per vehicle is approximately $100 per vehicle. Assuming 450 vehicles on site the Proposal will generate approximately $45,000 in annual excise tax revenue. Adding excise tax to the estimated property taxes yields an annual revenue stream estimate of $707,

17 GA) Estimated Long le Table 8 provides an overview of the Proposal's long term fiscal profile. Table 8. Summary of Fiscal Profile Proposal Annual Revenue Annual Cost Cost to Revenue Ratio Annual Benefit (loss) 300 Residences $707,000 $542, $164,500 The report finds that the Proposal generates a positive fiscal profile, even assuming a somewhat higher than anticipated school enrollment level and cautious public safety costs. _ 8.0, One Time Fees Building Permits and Related Fees. Given the current building permit fee permit fee of $10 per $1,000 of construction value plus ancillary plumbing and electric fees our initial estimate initial estimate of one time building fees is approximately $500,

18 Appendix 1. SAC Rates for Mixed Use Locations A key factor in estimating the generation of school aged children for any development concerns the issue of traditional neighborhood location versus a non- neighborhood location. For example, if a site is perceived to be different from a "traditional" neighborhood in terms of scale, or if the site is a stand-alone location without easy pedestrian links to surrounding traditional neighborhoods, or if it lacks significant secure private play space, is visually or operationally part of a mixed use or commercial setting, or is clearly identified with highway or major roadway access, then the number of school aged children per unit type is likely to decline by 50% to 80% per unit type with the exceptions being low and very low income housing developments. The table below illustrates, for projects ranging from 56 to 511 units in size (average size approximately 250 units). Data assembled between 2011 and Multifamily SAC for Mixed Use Locations Development 250 Station 40B - Legacy Place Dedham Two Bedroom SAC Rate Powder Mill Sq. 40B Andover Charles River Landing B Needham Avalon Ship Yard 40B Hingham Avalon Newton Highlands 40B Woodland Station 40B Newton Oak Grove Village Melrose Average Weighted Average It is not necessary for a site to have all the characteristics noted below to be considered as nonneighborhood location, but most likely if two or three characteristics are clearly present; the regionally-consistent outcome is that student generation rates will be significantly lower than at sites that are more integrated into surrounding residential neighborhoods. The following are a list of factors that identify non-neighborhood residential locations. The key characteristics are usually visual and operational isolation from traditional residential areas; visual and operational integration into commercial/industrial areas (mixed use); and primary access provided from nearby major highway or arterial. The italicized items are applicable to the Proposal. 16

19 Multi -family locations that are not physically or easily connected by pedestrian access to surrounding established residential neighborhoods; or are set off from traditional neighborhoods. Multi-family residences that provide minimal safe private recreation areas for children by design. Multi-family residential development located above commercial uses. Multi-family residences accessed primarily by elevators; generally buildings of 5 or more stories. Multi-family locations located in the midst of commercial strips, mixed use developments, commercial nodes centers or locations that are visually and operationally apart of abutting commercial / industrial areas. Multi-family developments that abut or are within close proximity to high intensity commercial developments, such as regional shopping center. Multi-family developments located on local high traffic ways or where primary access is via a highway interchange or a major collector roadway. 17

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