Hardwick State of the Town Forum & Charrette Summary May 2014 Introduction The purpose of this report is to summarize the positions of approximately 50 residents of Hardwick provided at a State of the Town Forum and charrette held at Hardwick Elementary School concerning the future development options for municipal facilities. The discussion of municipal facilities focused on the options of (1) upgrading and renovating currently used facilities, (2) building new single use facilities, (3) building new multi-purpose facilities, and (4) upgrading an existing large structure for multiple municipal uses. Residents were encouraged to consider all municipal services and structures, with particular focus on the wastewater treatment plant, senior and youth centers, municipal offices, police and fire services, and vacant surplus buildings. The charrette focused on three specific questions: 1) What are the Strengths, Weaknesses, Opportunities and Threats (SWOT) that are associated with each development option? 2) What appears to be the most beneficial option, or combination of options for the town to pursue? 3) What are the key actions that should be taken immediately, i.e.in the next ninety days? The report is divided into four parts, each part listed in point form. Part I is a summary of the SWOT analysis that was highlighted on the poster boards. In the interest of avoiding redundancy due to minor differences in the phrasing of each group's ideas, each point has been created to best reflect common ideas being stated. They are ranked from most frequently stated to minimally stated, with their frequency noted in the numbers at the end of each point. Part II is a listing of those actions identified as important to undertake in the immediate future, i.e. in the next ninety days. The frequency at which they were mentioned can be noted in the numbers at the end of the point. Part III is a summary of the dot preference survey completed by the participants at the end of the charrette. Every action that was marked with a dot is listed, with the total 1 C E D 2 0 1 4
number of dots it received noted at the end of the point. Each dot represents a participant's vote for what is the most important action to undertake. All the participants were given three dots which they were allowed to place on any action, as long as it was not on their own group's action. All three dots could be placed on the same action. Part IV is an assessment based on the perspective of the associates from the Center for Economic Development (CEO) that attended and facilitated the charrette. The assessment includes overall conclusions based on the results of the charrette, interviews with public officials and stakeholders and recommended actions that are believed to be critical to moving forward in a way that reflects the desires and needs of the town. I. SWOT Exercise A. Strengths 1. Renovating Current Facilities Maintaining town character, aesthetics (5) Maintaining town history (3) Not creating or using a vacant lot (3) Location (2) Less disruption of services Making them more energy efficient New is not always better 2. Building New Single Purpose Facilities Customization, exactly what is needed (5) Energy and cost efficient (4) Modem and up to code (2) Each building would have its own identity Better for some services, such as police 3. Building New Multi-Purpose Facility Efficient use of space (3) Consolidation of expenses (3) 2 C E D 2 0 1 4
Ease of accessibility, convenience (3) Modem and up to code (2) Ability to plan for future needs Less disruption of services Sale of old building Possibility for rental space 4. Renovating Existing Large Facility for Multiple Uses Preserve town character (3) Shared costs (2) Connection to town history (2) Encourage economic and social activity (2) Enough space, future expansion option (2) Using existing buildings Increase tax revenue Not using open space Avoid future problems with vacant building B. Weaknesses 1. Renovating Current Facilities Costs of upgrading and meeting codes (10) More space than is needed, inefficient use of space (4) Energy inefficient (3) Temporary occupancy and relocation of services (3) Lack of flexibility with current buildings, cannot customize (3) Less environmentally friendly (2) Hazardous Materials Time 2. Building New Single Purpose Facilities Redundancy of costs, less efficient energy use an operating costs (4) Maintenance and plowing of new facilities (2) Dependence on vehicles Damage to environment 3 C E D 2 0 1 4
Too many projects at once Lack historic character Disruption and disturbance during construction 3. Building New Multi-Purpose Facility Need a site large enough to fit building and parking (2) Constructing new can be expensive (2) Maintenance of new facility (2) Funding sources (2) Might need to build new or improve existing infrastructure Lack historic character Expensive to raze an existing building to build a new one in its place 4. Renovating Existing Large Facility for Multiple Uses Costly to make upgrades and renovations (4) Not as flexible as building new (3) Need a building suitable for multiple uses (2) Temporary occupancy and relocation of town services (2) Length of time for renovation (2) Funding source Need enough room for parking C. Opportunities 1. Renovating Current Facilities Sale and reuse (5) Consistency (2) Better than allowing continued deterioration Integrating Eagle Hill Community into Hardwick Agricultural tourism 2. Building New Single Purpose Facilities Sustainable energy (2) More appropriate locations Customization 4 C E D 2 0 1 4
Old building could be razed and the lot turned into a park or playground Disaster preparedness 3. Building New Multi-Purpose Facility Community space (4) Value per square foot Custom design Building for resiliency Planning for the environment Incrementally change "car culture" 4. Renovating Existing Large Facility for Multiple Uses Leasing rather than owning (4) Community involvement and interaction (3) Opportunity for new, additional services (2) Could create new space for other commercial uses, business incubator (2) Potential for new jobs (2) Renovating Knitting Mill and revitalizing Gilbertville Use of the rail line if Knitting Mill D. Threats 1. Renovating Current Facilities Safety during process Maintaining building character Hidden costs with renovations Who is in control of renovations 2. Building New Single Purpose Facility Building styles and techniques might be incompatible with town character (2) Spreading out services makes it harder to collaborate/generate activity and use Land acquisition if not town owned properties Losing control of old buildings if they are sold Longer time frame if building multiple new facilities 5 C E D 2 0 1 4
3. Building New Multi-Purpose Facilities Safety concerns with having everything in one place (2) Not a lot of space in town to build new large facility (2) Land acquisition if not town owned property 4. Renovating Existing Large Facility for Multiple Uses Safety concerns about having everything in one place (2) Uncertainty about town ownership and liability Hidden costs with renovations Might take a long time 5. General Need to attract buyers for old buildings, might be challenging (3) Lack of resources and funding (2) Maintaining town character (2) Doing nothing (2) Lack of community support and proactivity (2) Not acting fast enough Discomfort with change Lack of transparency, knowledge deficit Lack of comprehensive planning II. Priority Actions A. Multi-Purpose Facility Begin process of renovating large multi-purpose space (2) Sell municipal building and lease back until the mill is ready (2) Identify funding opportunities/sources (2) Identify a building to move town services into Find a developer for the Knitting Mill Build new multi-purpose facility Look at smaller projects after moving services into multi-use building 6 C E D 2 0 1 4
B. Renovation/redevelopment/reuse of current facilities Move forward with sale of unneeded buildings and get them on the tax roll (4) Explore public/private partnerships, such as redevelopment authority or other agency to manage real estate (3) Lower energy and operating costs (2) Relocate Senior and Youth Centers and raze and redevelop site Consolidate municipal offices, senior center, and youth center into one building and then turn empty building into condos or commercial space C. Infrastructure Pressure state representatives for broadband internet Work on sewer line Find an equitable way to fund the sewer and waste water treatment upgrades Approve wastewater treatment plant upgrades Try new energy strategies D. Administrative Continue to hold informational meetings Hold a town vote on funding options Create historic district Review who is involved in processes Form committees as needed for redevelopment projects E. Other Create job, business, and tourism opportunities (2) Make Hardwick a green/sustainable community Encourage community collaboration 7 C E D 2 0 1 4
III. Dot Preference Survey Results A. Multi-Purpose Facility Find developer for the Knitting Mill (17) Begin process of moving into large multi-purpose space (11) Build new multi-purpose facility (10) Sell municipal building and lease back until the mill is ready (5) B. Renovation/redevelopment/reuse of current facilities Consolidate municipal offices, senior center, and youth center into one building and then turn empty building into condos or commercial space (12) Move forward with sale of unneeded buildings and get them on the tax roll (9) Explore public/private partnerships, such as redevelopment authority or other agency to manage real estate (7) Lower energy and operating costs (1) C. Infrastructure Pressure state representatives for broadband internet (10) Work on sewer line (9) Wastewater treatment plant upgrades (1) D. Administrative CPA [undefined] (3) Create historic district (2) Make Hardwick a green/sustainable community (3) E. Other Encourage community collaboration (1) 8 C E D 2 0 1 4
IV. An Assessment from the Perspective of CED Associates A. Conclusions Based on the Charrette Results 1. The group discussions and preferences gravitated towards multi-use facilities, seeing them as more convenient, efficient, and providing more opportunities for community engagement and use of services. 2. There was interest and optimism about the Knitting Mill as a site for relocating municipal services and creating new commercial space in Gilbertville. 3. There was also interest in building a new multi-use facility, with supporters citing the ability to customize and create exactly what is needed as being attractive. 4. There is a desire to consolidate town owned properties and sell those that are underutilized or unneeded to get them back on the tax rolls. 5. There is an open-mindedness to public/private partnerships and optimism that a private or semi-private agency will be a more effective manager of properties. 6. Maintaining town character and village aesthetics is essential in any reuse or redevelopment of buildings. 7. The history of the buildings and town must be preserved. 8. There is desire for more community engagement, interaction, and cohesion. There was excitement about the opportunity for a community gathering space to bring people together and keep them engaged. 9. The town residents are concerned about the environment and would like to be more green" with future developments and encourage more sustainable lifestyles. 10. There was support for tourism and attracting new people to Hardwick, particularly an interest in agricultural tourism and creating the rural "unplugged" experience. 11. There is a need for infrastructure improvements for day to day functioning as well future economic improvement and development. 12. There is an overall concern and understanding that energy use and operating costs associated with current town facilities is excessive and that the "do nothing" scenario is not feasible. 9 C E D 2 0 1 4
13. There is concern about inaction and a lack of public support at town meetings and votes, in general there is a need for proactivity among the residents. 14. There is a need for follow-up meetings and informational materials so that everyone can make informed decisions and feel comfortable as planning moves forward. B. Recommendations for Moving Forward 1. The Town should dispose of the properties. 2. The Town should instruct its attorney to advise the Selectboard on the legal process for selling leasing or sale/lease back options for all recommendations noted below. 3. The Town should enter into discussions with Barton Associates immediately with the intent of attracting it to either the Ruggles School House or Municipal Office Building. 4. If the Ruggles School is the preferred site for Barton Associates, the Town should insure that the wellhead is protected, wetlands are protected, and that parking is provided in the rear of the building. 5. If the Ruggles School does not suit the needs of Barton Associates, the Town should enter into discussions with the firm over a leasing agreement or sale/leaseback arrangement concerning the Municipal Office Building. 6. If the Ruggles School does not meet Barton Associates needs, the Town should prepare a "Request for Proposals" (RFP) concerning the purchase of the property for the use of up to three units of housing. 7. If Municipal Office Building does not meet the needs of Barton Associates, the Town should begin a "Request for Proposal" process for the repurposing of the buildings for housing needs. 8. The present Senior Center Building should be demolished and, if the land is not desired for continued Town ownership and use, a "Request for Proposals" to develop a new, multi-unit residential structure should be issued. 9. While the Municipal Office Building and Senior Center Buildings are either inaccessible or being demolished, the Town must find temporary space for municipal senior, youth and police department needs. 10 C E D 2 0 1 4
10. The Paige Building should be sold through a "Request for Proposals" process for either residential (2 units) or retail use. A critical part of the proposal must be an agreement with the Town to allow auto parking (up to 4 spaces) on the road adjacent to the Cemetery. 11. The Town should connect the Paige Building to the upcoming sewer line extension and plan for further extension of the line to the Ruggles School: Access to public sewer service is essential for the successful revitalization of both properties. 12. The Town should link all of the proposed actions with the re-purposing of the Knitting Mill as long as there is the potential that it can be revitalized. 13. If the mill can be efficiently revitalized than the Town should strongly consider becoming a tenant: There is a potential for the permanent siting of municipal public safety and civic uses. 14. If the mill cannot efficiently be revitalized in the next five years then the Town should be prepared to build a new community building for municipal, public safety and civic uses. 11 C E D 2 0 1 4