Master Plan for the Town of Williamstown, Issues ... - VHB.com

MASTER PLAN FOR THE TOWN OFWILLIAMSTOWNMASSACHUSETTSPhase 1 Issues AssessmentPhase 2 Draft Vision PlanSubmitted to:Williamstown Master Planning CommitteeSubmitted by:Vanasse Hangen Brustlin, Inc.Watertown, MAmawald.ld.07748-draft-vision-2.p65In association with:RKG Associates, Inc.Durham, NHWalter Cudnohofsky Associates, Inc.Ashfield, MA

Williamstown Master PlanPhase 1: Issues AssessmentWilliamstown,MAPrepared forThe Town of WilliamstownWilliamstown, MAPrepared by/Vanasse Hangen Brustlin, Inc.101 Walnut StreetP.O. Box 9151Watertown, Massachusetts 02272617 924 1770RKG Associates, Inc.Durham, NHWalter Cudnohufsky Associates, Inc.Ashfield, MAOctober 2001

Vanasse Hangen Brustlin, Inc.Table of ContentsMaster Plan Issue AssessmentsLand Use...............................................................................................................................1-1Transportation and Parking..............................................................................................2-1Open Space and Recreation ..............................................................................................3-1Housing ................................................................................................................................4-1Economic Development.....................................................................................................5-1Municipal Finances, Services and Facilities ..................................................................6-1Cultural, Natural and Historic Resources ......................................................................7-1

Vanasse Hangen Brustlin, Inc.1Land UseLand Use VisionProvide a Distinct, Attractive and Vital VillageCenter in a Protected ContextThe attractive Town center, surrounding mountains and rural landscape broadlydefine the highly cherished attributes of Williamstown. To preserve this distinctivetown character, it is important to develop a proactive strategy to balance andcontinue this vivid town-to-country relationship.Land Use AssessmentThe VHB Project Team, in working with the Master Plan Steering Committee andvarious stakeholders, identified a series of land use issues and potentialopportunities in support of an implementable Master Plan. The following sectionshighlight key findings and issues within Williamstown and provide initial proposedaction items to support development of a comprehensive Master Plan.Fact‣ There is a strong and effective town/rural land use distinction in Williamstown thatshould be preserved.Problems‣ There is limited buildable land in Town.‣ There is a strained political relationship between the Town and Williams College thathampers development within the Town center.‣ There are multiple constraints on available redevelopment properties in Town, includingthe Photec and Carol Cable sites, that limit their potential for redevelopment.‣ There is competition for available land which inflates property values.‣ The under-utilized and commercial strip-development nature of the Route 2 corridorcreates an unattractive gateway into Town.\\Mawald\ld\07748\docs\reports\Phase 1\Master Plan Elements\Land Use Vision 102201.doc 1-1

Vanasse Hangen Brustlin, Inc.‣ Existing zoning encourages large-lot development, and discourages infill developmentand cluster housing.‣ A significant amount of land is developed within the 100 year flood plain and does notmeet federal standards for flood insurance.‣ There is not a sufficient and coordinated approach to land use policy among the Townand local institutions and regional governing bodies.Action ItemsIntensify Town Center Use‣ Promote and plan high-density (yet aesthetic) commercial, industrial andresidential development in or near the Town center.‣ Plan for and promote community oriented uses in the Town center, includingpublic gathering places and public rest rooms.‣ Revise and update existing zoning bylaws and development regulations to bettermanage and control land use and development patterns.‣ Renovate, convert and reuse existing vacant and under-utilized buildings in theTown center area.‣ Develop a mixed use Town center, which offers the community and visitorsgoods, services and activities year-round and all-day.‣ Coordinate with on-going regional and institutional plans (Regional Bike TrailPlanning, Mohawk Trail, Clark Art Institute and Williams College).‣ Plan for renovation of linear Town Common to a village scale as a means ofimproving Town center character and image.‣ Explore potential for the implementation of a Memorandum of Understanding(MOU) between Williams College and the Town regarding future planning anddevelopment in and around the Town center.Manage Development and BuildSustainably in Outlying Areas‣ Preserve additional priority land in outlying areas for open space, recreation,forestry and farming.‣ Develop a pro-active plan for production and purchase of renewable energy(Massachusetts Technology Cooperative).‣ Develop a phased plan for achieving zero waste, air quality and water qualityimpacts.‣ Coordinate planning and land use management within a regional context andwith regional and other local planning initiatives.\\Mawald\ld\07748\docs\reports\Phase 1\Master Plan Elements\Land Use Vision 102201.doc 1-2

Vanasse Hangen Brustlin, Inc.2Transportation and ParkingTransportation and Parking VisionContinue to be a Community That is Safe andEasy to Move About inWhether walking, driving, passing through, parking, or delivering goods, anyfunctional community depends upon the safety, ease and convenience of its roadsand pedestrian walkways.Transportation and Parking AssessmentThe VHB Project Team has been working with the Master Plan Steering Committeeand various stakeholders to identify a series of transportation issues and potentialopportunities in support of an implementable Master Plan. The following sectionshighlight transportation issues within Williamstown and provide initial proposedaction items to support development of a comprehensive Master Plan.Facts‣ Route 2 and Route 7 are the major east-west and north-south traffic gatewaysinto Town.‣ There is only one traffic light in Town.‣ The Town has submitted a grant application to the State to study the feasibility ofcreating a bike trail in town, connecting to North Adams.Problems‣ Route 2, between Williamstown and North Adams, has been identified as aproblem corridor by the Berkshire Regional Planning Commission.‣ Regional bus service is currently operating at a poor level of service.‣ There are numerous vehicle and pedestrian conflicts that exist along Route 2.‣ Truck traffic along Route 2 is problematic at times between Route 43 andRoute 7.\\Mawald\ld\07748\docs\reports\Phase 1\Master Plan Elements\Transportation Vision 102201.doc 2-1

Vanasse Hangen Brustlin, Inc.‣ The Route 2 and Route 43 intersection is problematic for left turns during peak times.‣ Traffic safety and operations at Five Corners (Route 43 and Route 7) needs to beevaluated.‣ Parking within the Town center is inadequate.‣ Traffic flow, vehicular circulation and pedestrian crossings around Fields Parkneeds to be evaluated.‣ Traffic signal phasing at Route 2 and Cole Avenue is problematic and causesconfusion for motorists.‣ Traffic flow and safety around the new elementary school needs to be addressed,especially for bus circulation and sight lines.‣ Sidewalks are needed along key pedestrian routes, especially along Route 43 andRoute 7, Park Street, Water Street and Syndicate Road.‣ Better opportunities are needed for vehicle and pedestrian connections betweenthe Town center and the Clark Art Institute.‣ Better pedestrian connections are needed between Spring Street and WaterStreet.‣ Better connectivity is needed, both internally and externally, along recreationalwalkway and bike trails.‣ Emergency fire pre-emption should be considered at signalized intersections.Action Items‣ Explore feasibility of implementing traffic calming measures along Route 2 in thevicinity of Williams College and the Town center in order to minimizevehicle/pedestrian conflicts.‣ Study options and viability of rerouting portions of Route 2, Route 7 andRoute 43 to relive problems caused by traffic through Town.‣ Plan for reconstruction of Water Street/Green River Road, possibly as a Townroad.‣ Prepare a detailed circulation plan for pedestrian and vehicular safety within theTown center, with an emphasis on Spring Street, Water Street, Latham Street,Walden Street and Hoxie Street.‣ Increase parking options in the Town center.‣ Prepare a sidewalk study with an emphasis on Route 43 and Route 7, Park Streetand Syndicate Road.‣ Address vehicular traffic flow and pedestrian safety problems at Fields Park.‣ Increase service levels for public transportation and investigate possibilities forjoint public/private funding.‣ Study and plan for bike and running paths along Green River Road, StrattonRoad, Park Street and Syndicate Road.‣ Explore options for extending Latham Street to South Street in order to enhanceconnections to the Clark Art Institute.‣ Develop a way finding system for the Town center.‣ Insure service and patron access to new and existing business and industry.‣ Coordinate transportation planning and programs at a regional level.\\Mawald\ld\07748\docs\reports\Phase 1\Master Plan Elements\Transportation Vision 102201.doc 2-2

Vanasse Hangen Brustlin, Inc.3Open Space and RecreationOpen Space and Recreation VisionProvide a Full and Wide Range of AccessibleOpen Space and Outdoor RecreationalOpportunitiesThe active citizens of all ages, the inviting natural beauty and the visible open spaceareas in Williamstown produce a high demand for outdoor recreation space andactivities. While much satisfaction exists with the present open space preservationand recreational amenities, there are opportunities to expand and enhance openspace and recreation facilities to maintain the character of the Town and to helpconserve non-renewable resources.Open Space AssessmentThe VHB Project Team, in working with the Master Plan Steering Committee andvarious stakeholders, identified a series of open space and recreation issues andpotential opportunities in support of an implementable Master Plan. The followingsections highlight key findings and issues within Williamstown and provide initialproposed action items to support development of a comprehensive Town MasterPlan.Facts‣ The Williamstown Rural Land Trust has been extremely successful in preservingand protecting open space.‣ View corridors from roads are important and sacred.Problems‣ There is concern about recent “sprawl” development built and being proposedon the outskirts of town and their visual impact on the landscape.\\Mawald\ld\07748\docs\reports\Phase 1\Master Plan Elements\Open Space Vision 102201.doc 3-1

Vanasse Hangen Brustlin, Inc.‣ There is a rapid loss of farms and agricultural uses.‣ There is an insufficient supply and access to recreational facilities such as anoutdoor swimming pool and bike/running paths.‣ Sacred views and rural landscapes are being lost to alteration, including fieldsgrowing back to forests.‣ The Town Common is unsafe and conflicted by utilities and circulation.‣ Protected open space is often removed from the tax roles, resulting in a negativefinancial impact to the Town.‣ There are insufficient facilities and support for youth activities.‣ There is limited handicapped and general access to nature areas near the centerof Town.‣ Old dumpsites pose threats to the Town’s rivers and may limit the potential forrecreation development of parcels in the center of Town.‣ Saving land for preservation, coupled with smart growth initiatives, may behaving a negative impact on housing affordability/availability.Action Items‣ Update inventory and mapping of open space and working landscapes with anemphasis on development potential and priority for preservation.‣ Review, map and evaluate current conditions of recreational facilities, andprepare recommendations for improvements in terms of recommended actionsand costs.‣ Update inventory and map all active and passive recreational facilities.‣ Reassess recreational needs among all Williamstown citizens.‣ Identify opportunities for trail systems and improved trail and greenwayconnections, and continue with a phased program of trail development andmanagement with emphasis on access to protected lands. Prepare a trails mapwith needs, problems and opportunities.‣ Develop a management plan for all of the Town-owned open space properties inaccordance with the principles established in the State’s SustainableDevelopment and Planning Act that stresses the efficient use of naturalresources.‣ Provide an outdoor swimming facility and bike/running trails.‣ Prepare a Town Common assessment and evaluation in concert with the TownCenter study and transportation planning.‣ Prepare a five and ten-year recreational facilities development plan withidentified budget and funding sources.‣ Publicize and promote the use of all recreational facilities.\\Mawald\ld\07748\docs\reports\Phase 1\Master Plan Elements\Open Space Vision 102201.doc 3-2

Vanasse Hangen Brustlin, Inc.4HousingHousing VisionProvide Housing Choices for anEconomically Diverse Town PopulationExpand the availability of affordable and moderately priced housing to meet theneeds of the entire community, especially in areas that are accessible to publicservices and transportation. Within efforts to expand housing choices inWilliamstown, ensure that historic structures are maintained to preserve thearchitectural character of the town and its links to the past.Housing AssessmentThe VHB Project Team has been working with the Master Plan Steering Committeeand various stakeholders to identify a series of housing related issues and potentialopportunities in support of an implementable Master Plan. The following sectionshighlight housing issues within Williamstown and provide initial proposed actionitems to support development of a comprehensive Master Plan.Facts‣ There is very little housing inventory on the market; with a reported average ofapproximately 50 home sales per year.‣ Homes built in Williamstown over the past five years have an average lot size ofmore than 5 acres and an average assessed value of more than $350,000.‣ Williams College is an active player in the local real estate market (land andhome purchases – Pine Cobble, Mt. Hope Farm).‣ A significant percentage of the town’s population (10 percent) resides in themobile home park along Route 2.‣ There has been recent movement of College faculty, staff and other personsemployed in Williamstown into surrounding towns (North Adams, Adams,Vermont) due to high housing cost in Williamstown.‣ There is a limited supply, and poor quality, of rental housing in Williamstown.\\Mawald\ld\07748\docs\reports\Phase 1\Master Plan Elements\Housing Vision 102401.doc 4-1

Vanasse Hangen Brustlin, Inc.Problems‣ Demographics show an aging population, and few school-aged children.‣ There is a growing disparity in income levels.‣ There is a lack of choice in housing supply.‣ There are pockets of substandard housing in Town which are in need ofrehabilitation.‣ Large lot zoning and complicated processes to develop cluster and infill housingdiscourages opportunities for developing affordable housing.Action Items‣ Conduct a local/regional housing market analysis.‣ Perform a housing needs assessment to determine existing and forecast housingneeds and objectives.‣ Develop strategies to provide a greater mix and choice of affordable andmoderately priced housing types (first time home buyer, affordable, elderly, etc.).‣ Review bylaws and regulations related to housing and make recommendationsfor methods to encourage development of a broader range of housing to servedifferent market/income levels.‣ Explore potential to address affordable housing on a regional level.\\Mawald\ld\07748\docs\reports\Phase 1\Master Plan Elements\Housing Vision 102401.doc 4-2

Vanasse Hangen Brustlin, Inc.5Economic DevelopmentEconomic Development VisionPromote a Diverse and Expanded LocalEconomyPromote a diversified and expanded local economy that offers a wide range ofemployment opportunities at all skill, education and income levels. Capitalize onresources in Williamstown that attract tourism, and create an environment thatpromotes development of small businesses and supports expansion of existingcompanies.Economic Development AssessmentThe VHB Project Team has been working with the Master Plan Steering Committeeand various stakeholders to identify a series of economic development issues andpotential opportunities in support of an implementable Master Plan. The followingsections highlight local economic issues within Williamstown and provide initialproposed action items to support development of a comprehensive Master Plan.Facts‣ Williamstown has a relatively healthy employment base that is supported bystable institutional employers and a growing tourism economy.‣ Williams College (2,000 students), the Clark Art Institute (200,000 visitors peryear) and the Williamstown Theater and Film Festivals are major and successfulcultural and tourist attractions.‣ MassMOCA in North Adams and Tanglewood in Lenox are major attractionsthat bring tourists to Williamstown.‣ There are empty storefronts currently along Spring Street.‣ There is currently a total of less than 7 acres of privately-owned, vacant landavailable for industrial or commercial development in Town.‣ The Town has a total of approximately 400 hotel rooms. Williams Inn is planningan expansion.\\Mawald\ld\07748\docs\reports\Phase 1\Master Plan Elements\Economic Development Vision 102301.doc 5-1

Vanasse Hangen Brustlin, Inc.‣ There are a number of established commercial locations in Town suitable forinfill development (i.e., Rt. 2 corridor, Water Street, Hoosac Road/Cole Avenueand Rt. 7 near the Vermont border).Problems‣ Town has lost, and continues to lose, diversity in job and commercialdevelopment.‣ Lack of regional job growth limits economic opportunities.‣ There is a growing income disparity (mobile home parks and second homemansions).Action Items‣ Create diverse employment opportunities to offer jobs at all skill, education andincome levels.‣ Analyze zoning bylaws and municipal regulations and policies to identify andmodify obstacles that may hamper development and redevelopmentopportunities for new and existing businesses.‣ Encourage economic investment through infill development at Carrol Cable Mill,the Phototech site, the Town Garage site, the Southworth building, and along theRoute 2 commercial corridor.‣ Develop economic development incentive and marketing programs to attractnew businesses, expand existing businesses, and recruiting an appropriate laborpool.‣ Direct expansion to existing town business districts.‣ Coordinate economic development activities with regional and municipalofficials.\\Mawald\ld\07748\docs\reports\Phase 1\Master Plan Elements\Economic Development Vision 102301.doc 5-2

Vanasse Hangen Brustlin, Inc.6Municipal Finances, Servicesand FacilitiesMunicipal Finances, Services and FacilitiesVisionProvide a Safe and Secure Environment;Ensure Efficient Services and Facilities;Promote Continued Educational ExcellenceMunicipal finances, services and facilities are a key component in ensuring thatWilliamstown residents have the resources they need to carry on their lives andoccupations in a safe and secure environment. Efforts should be made to expand andupgrade existing services and facilities to ensure sufficient capacities and functionsare available to meet growing demands.Williamstown residents recognize the importance of academic excellence andsupport the need for quality public education, ensuring that the needs of all studentsare met through sound, relevant curriculum taught by committed teachers in up-todatefacilities.Municipal Finances, Services and Facilities AssessmentThe VHB Project Team has been working with the Master Plan Steering Committeeand various stakeholders to identify a series of municipal finance, service and facilityrelated issues, and potential opportunities in support of an implementable MasterPlan. The following sections highlight municipal services issues within Williamstownand provide initial proposed action items to support development of acomprehensive Master Plan.\\Mawald\ld\07748\docs\reports\Phase 1\Master Plan Elements\Municipal Services Vision 102401.doc 6-1

Vanasse Hangen Brustlin, Inc.FactsTown Services‣ Services for the elderly in Town are well regarded. Additional services and spacewll be needed for expanding elderly population.‣ The center of Town and some of the outlying areas have municipal sewer; theremainder of Town is on individual septic systems.‣ There is a desire to investigate alternative and renewable energy resources.Education‣ Education is a high priority for the community and something in which theTown prides itself on.‣ A new elementary school is under construction; future use of Southworth Schoolbuilding is being addressed.‣ There are no major capital improvements/expansions anticipated at Mt.Greylock Regional High School other than routine maintenance and upgrades.Finances‣ Non-residential property currently contributes about 15 percent of the Town’stax base and is growing at a slower rate than residential property values.ProblemsTown Services‣ Additional space is needed for the police and fire departments, substations maybe needed to provide better coverage in outlying areas.‣ The existing sewage treatment plant is over capacity (discharges above EPAallowable limit more than 50 percent of the time).‣ The Town center area has municipal water service and adequate fire pressureand flow. Outlying areas with private water services may not have adequatepressure or flow for fire protection.‣ There are no comprehensive maps of the Town’s storm drainage systems, andthere is a mix of closed drainage systems in the Town center area and openswales in outlying areas.‣ There is a need to better promote and manage disposal of wastes.‣ Health system and services may be overloaded.Education‣ There is a need to reconcile educational funding requirements given dwindlingschool-age and increasing elderly population.\\Mawald\ld\07748\docs\reports\Phase 1\Master Plan Elements\Municipal Services Vision 102401.doc 6-2

Vanasse Hangen Brustlin, Inc.Finances‣ Homeowners are paying an increasing share of the overall tax burden.‣ Taxes are high; services are limited.‣ Preservation of open space may have negative financial impact on the Town.‣ There is a significant amount of land within the Town that is tax exempt,including Williams College, the Clark Art Institute, DEM.‣ There is a need to address the true cost to Williams College for Town servicessuch as police, fire and utilities.Action ItemsTown Services‣ Provide additional services and space for an expanding elderly population.‣ Provide additional space for police and fire departments.‣ Ensure sufficient supply to meet current and future demands for the Town’ssewer, water, drainage, power, natural gas and telecommunications.‣ Assess whether existing or proposed programs and policies will requireadditional staff or resources to provide efficient levels of Town services.‣ Expand and promote awareness of programs and methods for recycling anddisposal of waste.Education‣ Maintain high quality education facilities and resources, educators andprograms.Finances‣ Evaluate trends in municipal revenues, expenditures, and debt service in relationto Town’s ability to finance the recommendations contained in the Master Plan.‣ Address true cost to the College for Town services such as police, fire, etc.‣ Coordinate planning on a regional level for common service and facilities needs.\\Mawald\ld\07748\docs\reports\Phase 1\Master Plan Elements\Municipal Services Vision 102401.doc 6-3

Vanasse Hangen Brustlin, Inc.7Cultural, Natural andHistoric ResourcesCultural, Natural and Historic Resources VisionManage Cultural, Natural and HistoricResources So They Remain Undiminished forFuture GenerationsPromote and enhance cultural, natural and historic resources. Engage as cooperatingpartners the performing arts venues, the museums, and Williams College, andrecognize the roles they play in Williamstown’s economic prosperity, quality of lifeand cultural landscape.Cultural, Natural and Historic Resources AssessmentThe VHB Project Team, in working with the Master Plan Steering Committee andvarious stakeholders, identified a series of existing cultural, natural and historicresource issues and potential opportunities in support of an implementable MasterPlan. The following sections highlight key findings and issues within Williamstownand provide initial proposed action items to support development of acomprehensive Town Master Plan.Facts‣ Williams College (2,000 students), the Clark Art Institute (200,000 visitors peryear), and the Williamstown Theatre and Film Festivals are major culturalattractions.‣ MassMOCA in North Adams and Tanglewood in Lenox are major culturalattractions that bring tourists to Williamstown.‣ There are three National Registered Historic Districts in Williamstown, with twomore pending approval.\\Mawald\ld\07748\docs\reports\Phase 1\Master Plan Elements\Cultural Historic Vision 102201.doc 7-1

Vanasse Hangen Brustlin, Inc.Problems‣ There is a need for better coordination and communication about how the Townand the cultural institutions can mutually support one another.‣ The Town center is perceived as being primarily a place for college students.‣ There is a desire that the Town center should become more functional in termsof providing the community with goods and services and opportunities forcommunity interaction, especially in the evenings.‣ There is a desire and need to protect the existing historic neighborhoods fromgentrification and to work with the College to promote new development in amanner that is consistent with its historical context.‣ There is a need to preserve and manage “working landscapes” and naturalresource areas, ensuring that they continue to contribute to the economic vitalityand rural character of the town.‣ There is an insufficient regional approach to tourism and marketing othercultural and natural resource attractions with neighboring towns (North Adams,Adams, Lenox).Near Future Actions‣ Review available short- and long-range plans for Williams College and the ClarkArt Institute and summarize the impacts and opportunities these plans appear topresent for the Town.‣ Recommend a process by which the Town can enhance its dialogue with themajor institutions in Town, and improve communication among departments,committees and organizations within Town.‣ Building upon the previously completed Town Center Study, conduct anassessment of the Town center that includes a “design walk” of the Town centerand Town Common, an assessment of the products and services that the Towncenter offers; an assessment of the Town center’s public gathering places; and anevaluation of the Town center’s planning and design characteristics includingcirculation, parking, signage, utilities, and lighting.‣ Identify historic neighborhoods and properties and assess whether existingzoning bylaws are allowing for improvements to buildings and landscapes thatmay be appropriate, while remaining consistent with neighborhood preservationgoals.‣ Identify and recommend ways that the Town can work cooperatively with local,inter-town and regional groups and state and federal agencies to protect theTown’s built as well as natural environments.‣ Identify the features, qualities, district, sites, buildings and views that areinstrumental in creating the Williamstown “character” and special places.‣ Provide model examples of, and outline a process for, gaining increased publicinvolvement and participation in civic life.\\Mawald\ld\07748\docs\reports\Phase 1\Master Plan Elements\Cultural Historic Vision 102201.doc 7-2

Vanasse Hangen Brustlin, Inc.‣ Conduct research on model agreements/regulations/review procedures thatother host municipalities have with their institutions (i.e. Cambridge, MA;Boston, MA, Hanover, NH).‣ Review and update the inventory of working landscapes and natural resourceareas, including active and passive recreational facilities. Using GIS mapping, aseries of open space plan/analytical graphics will be produced includingidentification of open lands, drinking water supply, large parcel ownership,waterways and wetlands, farm lands, active farmlands, built intensity, specialscenic and historic areas, wildlife habitat and ecologically significant areas.‣ Identify and recommend methods for the Town to manage natural resources andopen space areas in accordance with the principles established in the state’sSustainable Development and Planning Act that stresses efficient use ofresources.\\Mawald\ld\07748\docs\reports\Phase 1\Master Plan Elements\Cultural Historic Vision 102201.doc 7-3

Williamstown Master PlanPhase 2: Draft Vision PlanVision Plan RecommendationsWilliamstown,MAPrepared forThe Town of WilliamstownWilliamstown, MAPrepared by/Vanasse Hangen Brustlin, Inc.101 Walnut StreetP.O. Box 9151Watertown, Massachusetts 02272617 924 1770RKG Associates, Inc.Durham, NHWalter Cudnohufsky Associates, Inc.Ashfield, MAJanuary 2002

Vanasse Hangen Brustlin, Inc.Table of ContentsSummary RecommendationsLand Use..................................................................................................................................1Transportation and Parking.................................................................................................2Open Space and Recreation .................................................................................................3Housing ...................................................................................................................................4Economic Development........................................................................................................5Municipal Finances, Services and Facilities .....................................................................6Cultural, Natural and Historic Resources .........................................................................7Draft Vision Plan Technical MemorandumsLand UseTransportation and ParkingOpen Space and RecreationEconomic and Housing OverviewHousingEconomic DevelopmentMunicipal Finances, Services and FacilitiesCultural, Natural and Historic Resources

Williamstown Master PlanDraft Vision PlanSummary RecommendationsWilliamstown,MA

Vanasse Hangen Brustlin, Inc.Summary RecommendationsLAND USEProvide a Distinct, Attractive and Vital VillageCenter in a Protected ContextRecommended Actions and Improvements:Create an Active and Vital Village Center Promote Water Street as an active and vital Village Center. Provide more housing in close proximity to Village Center (Carol Cable,Stratton Road, Water Street). Develop a Civic Center around Field Park.Manage Growth and Preserve Open Space Promote infill rather than sprawl development. Channel development to manage growth and preserve open space in outlyingareas. Pursue environmental sustainability through renewable resources.Provide Areas for Economic Development Redevelop the Route 2 Corridor as office and higher end hospitality use. Redevelop Photec Mill area for light industrial or manufacturing use.Regional and Institutional Coordination Coordinate with region and institutions on planning initiatives. Formalize Town-Gown Agreement to enhance communication and plan forgrowth (MOU’s, Master Plan Updates).\\Mawald\PR\82213.04\data\Master Plans\Williamstown\Phase 2\01Summary report1.doc1Williamstown Draft Vision Plan

Vanasse Hangen Brustlin, Inc.TRANSPORTATION AND PARKINGContinue to be a Community That is Safe andEasy to Move About InRecommended Actions and Improvements:Route 2 Corridor Implement curb cut and driveway management plan. Implement intersection operational and safety improvements at Stratton Road,Cole Avenue and Water Street. Implement pedestrian safety at all crossings between Field Park and ColeAvenue (Traffic calming).Route 43 Corridor Redesignate as Town Road. Implement streetscape improvements. Implement traffic control improvements at Five-Corners. Road alignment at Village Center.Field Park Road alignment options.Pedestrian Circulation Provide sidewalks along Water and Latham Streets. Provide pedestrian links (Water/Spring Streets, Spring/South Streets). Implement wayfinding system.Parking Monitor and enforce parking regulations. Enhance signage. Implement parking agreement between Town/College. Provide additional parking in Village Center.Public Transportation Survey transit use. Decrease headways to promote increased ridership. Install fixed bus stops/shelters. Market public transportation options. Explore private partnerships for additional public transportation.\\Mawald\PR\82213.04\data\Master Plans\Williamstown\Phase 2\01Summary report1.doc2Williamstown Draft Vision Plan

Vanasse Hangen Brustlin, Inc.Bicycle Improvement Actions Provide signage along key routes. Coordinate improvements with College and other Institutions. Provide bicycle racks at key locations. Promote bicycle use through a comprehensive 3E’s program (education,encouragement and enforcement). Provide adequate paved shoulder or bicycle lanes (Route 2, Route 43 andRoute 7). Provide additional east-west corridors. Provide regional and in-town connections.OPEN SPACE AND RECREATIONProvide a Wide Range of Accessible OpenSpace and Outdoor Recreational OpportunitiesRecommended Actions and Improvements:Loss of Working Farms Create a town-wide working Town Farm with a central retail and educationcenter. Develop a cooperative forest management program and utilize byproducts forenergy production. Promote methane digester technology as a means of encouraging dairy farmingand producing an alternative energy source.Land Preservation Coordinate with WRLF as a proactive partner in affordable housing. Concentrate development in order to preserve the Town’s rural character. Extend Linear Park to create in-town green space and pedestrian connections. Provide additional east-west trail corridors along the northern and southernparts of Town. Increase public awareness about land preservation; what it offers and how itrelates to development.\\Mawald\PR\82213.04\data\Master Plans\Williamstown\Phase 2\01Summary report1.doc3Williamstown Draft Vision Plan

Vanasse Hangen Brustlin, Inc.Recreation Facilities Celebrate the “Town of Trails.” Develop trails and bikeways to connect townservices, cultural destinations, recreation facilities, and regional trails. Provide additional recreation facilities (outdoor pool, river access, skateboardpark, central recreation area). Develop recreation activities/programs specifically geared toward youth and theelderly.In-Town Green Space Create a new civic center and town common at Field Park including outdoorpark space for gatherings and celebrations. Extend linear park north along the Green River. Enhance streetscape/landscape along the Route 2/Town Common to createmore opportunities for public gathering.HOUSINGProvide Housing Choices for an EconomicallyDiverse Town PopulationRecommended Actions and Improvements:Infill Housing Provide additional infill housing within walking distance of Spring and WaterStreets. Redevelop Carol Cable Mill site as mixed use facility including multi-familyhousing. Encourage development of more market rate rental housing on boththe mill property and other locations along/near Water Street (150 to 250 units).Reuse/Revitalize Properties For Quality Affordable Housing Rehabilitate existing substandard housing. Renovate Southworth School for affordable housing (elderly/assisted living orfamily units). Seek funding to provide rehabilitation assistance to owners of single familyhomes valued below $100,000, with particular emphasis on assisting elderlyhomeowners.\\Mawald\PR\82213.04\data\Master Plans\Williamstown\Phase 2\01Summary report1.doc4Williamstown Draft Vision Plan

Vanasse Hangen Brustlin, Inc.Encourage New Housing Development Encourage construction of new mid-priced and affordable single-family homes($150,000 to $225,000 range) at strategic locations. Develop a long-term plan to relocate the Spruces Mobile Home Park out of theflood plain. Promote partnerships with Williams College to encourage new construction ofmarket rate housing in Town. Explore potential housing opportunities at Waubeeka Golf Course and Lowryproperty.ECONOMIC DEVELOPMENTPromote a Diverse and Expanded LocalEconomyRecommended Actions and ImprovementsSpring Street/Water Street Encourage transition of Spring Street into a dining/retail/entertainment district. Support expansion of College facilities in Spring Street/Latham Street area, ifsuch actions serve as a catalyst for Water Street development (pedestrian links,off-street parking, redevelopment of Town Garage site). Encourage infill housing, office and supportive retail/service development atCarol Cable and the immediate Water Street area.Route 2 Corridor Redevelopment as Williamstown’s future office park. Create a Business Improvement District. Evaluate zoning incentives to encourage higher valued uses. Conduct selective acquisition/redevelopment of key under-utilized properties.Executive Business Park/Route 7 Aggressively market to secure suitable end user.Photec Mill Redevelopment Area Construct 50,000 to 80,000 sq. ft. light industrial flex space with suitable buffers.\\Mawald\PR\82213.04\data\Master Plans\Williamstown\Phase 2\01Summary report1.doc5Williamstown Draft Vision Plan

Vanasse Hangen Brustlin, Inc.Micro-Business Development Remove zoning barriers (if present) and encourage development of homeoccupation businesses.Commercial Agriculture Encourage commercial agricultural operations (zoning incentives).Tourism Support cultural tourism and tourism-dependent businesses on a local and aregional level. Consider expansion of the Town’s hospitality sector to include additionalinventory of rooms when/if supported by market demand.MUNICIPAL FINANCES, SERVICES ANDFACILITIESProvide A Safe And Secure Environment;Ensure Efficient Services And Facilities;Promote Continued Educational ExcellenceRecommended Actions and Improvements: Initiate a strategic budgeting process that integrates and replaces the traditional5-year Capital Improvements Plan. Ensure sufficient capacity for all public utilities to accommodate projected futuredevelopment. Undertake a joint Town/College cost-benefit study to understand the fiscalimpacts of the College upon the community and for negotiating future costsharing agreements. Hire additional Town staff necessary to support Master Plan recommendations(Town Planner, parking enforcement, etc.). Provide necessary funding to support high quality educational, youth andelderly services and facilities. Plan for expansion of police and fire services to serve the needs of futuredevelopment in Town and in outlying areas.\\Mawald\PR\82213.04\data\Master Plans\Williamstown\Phase 2\01Summary report1.doc6Williamstown Draft Vision Plan

Vanasse Hangen Brustlin, Inc.CULTURAL, NATURAL AND HISTORICRESOURCESManage Cultural, Natural and HistoricResources So They Remain Undiminished forFuture GenerationsRecommended Actions and Improvements:Opportunities for Community Celebration and Gathering Create a new civic center at Field Park including outdoor park space forgatherings and celebrations. Develop an action plan aimed at creating more community celebratory events. Increase in-Town open and gathering space, including expansion of Linear Parkand Town Common. Prepare a “Gateways Study” proposal.Coordination and Communication Locally and Regionally Participate in regional planning initiatives (i.e. tourism, economic development,trails, transportation, housing, etc.). Celebrate the “Town of Trails,” create a trail center and trail use program.Coordinate regionally. Develop a sidewalk study for the coordinated network of pedestrian paths. Implement a cooperative forest management program.Historic Preservation in a Changing Town Create a working Town Farm with a central cluster as retail and educationcenter. Concentrate development in order to preserve the Town’s rural character. Support and retain working farms through creative zoning. Preserve views and scenic roads. Expand the number of historic districts.Natural Resource Use Celebrate the “Town of Trails,” create a trail center and trail use program.Coordinate regionally. Implement a cooperative forest management program. Protect natural resources. Implement a special places and views study. Develop strategies for promoting the use of alternative energy and sustainabledesign.\\Mawald\PR\82213.04\data\Master Plans\Williamstown\Phase 2\01Summary report1.doc7Williamstown Draft Vision Plan

Williamstown Master PlanLand UseDraft Vision PlanWilliamstown,MA

TransportationLand DevelopmentEnvironmentalS e r v i c e sMemorandum To: Ken Schwartz Date: January 31, 2002101 Walnut StreetP. O. Box 9151Watertown, MA 02471-9151617 924 1770FAX 617 924 2286Project No.: 0774800From: Scott Schilt Re: Williamstown Draft Vision PlanLand Use ElementLand Use ElementWilliamstown faces significant challenges when trying to manage a careful balance betweenpreserving open space to maintain its distinctive rural character while at the same time encouragingeconomic development and providing housing choices to meet the diverse needs of the localcommunity.Vision StatementProvide a Distinct, Attractive and Vital Village Center in aProtected ContextThe attractive Village Center, surrounding mountains and rural landscape broadly define the highlycherished attributes of Williamstown. To preserve this distinctive Town character, it is important todevelop a proactive strategy to balance and continue this vivid town-to-country relationship.Refined Issue AreasCreating an Active and Vital Village CenterHistorically, Spring Street has served as Williamstown’s Village Center, providing residents withaccess to goods, services and social interaction. However, because it is surrounded predominantlyby College uses, there is little room for Spring Street to further evolve and continue to meet thecombined needs of Williamstown residents, the College and the growing tourism industry. There islimited buildable land along Spring Street that is not owned by the College, and there is a need formore public gathering spaces, community serving uses, nightlife activities, and public restrooms inthe Village Center area.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\02Land Use Element

Date: January 31, 2002Project No.: 07748002Diversity in Housing OptionsA lack of housing choices, especially for market-rate rentals and low- to mid-priced single-familyhomes, is a key concern for Williamstown residents. Local employers report that limited housingchoices have hurt their ability to recruit workers, and other people who work in Williamstown cannot find quality affordable housing and are forced to live in other Berkshire County communities.The competition for available land and housing has in-turn inflated property values. Additionally,existing zoning encourages large-lot development, and discourages infill development and clusterhousing. This leaves limited opportunities in areas where existing utilities could accommodate newconstruction on smaller lots, at more affordable costs.A Redeveloping Route 2 CorridorLand use along the Route 2 Corridor between Water Street and the North Adams line has evolvedinto a mixed-use strip, developed in a character typical of a suburban commercial strip corridor. Thischaracter is not consistent with the remainder of the Williamstown community, and creates anunattractive gateway into Town. While there has been investment and improvements to someproperties in recent years, other areas remain underutilized and/or require substantial reinvestment.Additionally, a significant amount of land in this area is developed within the 100 year flood plainand does not meet Federal standards for flood insurance. This is especially significant for theSpruces Mobile Home Park, as a significant flood event could result in permanent displacement ofresidents of the mobile home park.Channeling Development to Manage Growth and Preserve Open SpaceWhile there currently exists a strong and effective town/rural distinction in Williamstown, there is aneed to better manage development in the surrounding open space areas and intensify land use inthe Village Center to prevent future sprawl and growth in outlying areas. There is some concern thatphysical and regulatory constraints on properties in Town, such as the Photec Mill site and the CarolCable Mill property, limit their redevelopment potential. While existing zoning and the overallregulatory structure in Williamstown has been effective in controlling land use and growth,updating the Bylaws and revisions to policies and procedures may be necessary to achieve futureeconomic development goals, and to promote infill development in Town, while preserving therural character of outlying areas.In addition to the Village Center, there are also other existing “nodes” in Williamstown that couldeventually evolved into neighborhood cluster areas; these areas include land surrounding FiveCorners, Sweets Corner, Waubeeka Golf Course and areas adjacent to commercial establishmentsand roadway intersections in outlying areas. Emphasis should be made to monitor potential growthin these areas.Pursuing Environmental SustainabilityThere is a need to better manage natural resources in the outlying areas of Williamstown, and towork towards achieving sustainable environmental quality through use of renewable energyresources. Better planning is needed to enhance the environmental quality of Williamstown, and theBerkshire County region, by promoting opportunities and providing accommodations for use ofrenewable energy production and consumption.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\02Land Use Element

Date: January 31, 2002Project No.: 07748003Williamstown and WilliamsgownThe strong presence of both Williams College and the Clark Art Institute in Williamstown providesmany benefits for the Town and local residents. However, there is also concern among someresidents that the relationship between the College and the Town needs to be improved, and thatbetter coordination is needed in terms of the College’s impact upon development patterns andassociated impacts on Town services. With both the College and the Clark Art Institute currentlyundergoing their own master planning processes, simultaneously with the Town developing its ownMaster Plan, it is felt that now is the time to develop methods for better communication andcoordination in addressing common interests.A Need for Regional CoordinationWilliamstown is an integral part of the Berkshire Region, as a nationally and internationallyrecognized cultural tourism destination. While cultural tourism brings many assets to the Town,challenges are presented in terms of accommodating the diverse economic needs for people who liveand work in Northern Berkshire County. There is a need for better cooperation and participation inplanning on a regional level, especially with regard to economic growth and job development,supporting tourism and cultural venues, addressing housing needs, and balancing transportationdemands.Recommended Actions and ImprovementsCreating an Active and Vital Village CenterAs a commercial district, Spring Street has evolved into a retail district that primarily caters toWilliams College and tourist related activities. While Spring Street is considered to be the area thathas traditionally served as the Village Center, there are few establishments outside of the Post Officethat provide Williamstown residents with goods, services and opportunities for interaction.Additionally, being virtually surrounded by College uses, and expansion of College facilities underconsideration, Spring Street is better suited to remain as a College and tourist commercial district.Consequently, efforts should be made to support the transition of Spring Street into a dining, retailand entertainment district to support tourist and cultural amenities in Town.Capitalizing on the activity and amenities of Spring Street, in addition to the existing commercialand retail uses, Water Street has great potential for evolution into a more traditional version of aVillage Center. The Water Street area, with significant opportunities to redevelop the former TownGarage and the Carol Cable Mill properties, in addition to having the capacity for additionalcommercial and residential infill development, is proposed by the Master Planning Team to becomethe new Williamstown Village Center. A focused opportunity to promote a higher density, mixeduse Village Center along Water Street is further enhanced by its proximity to both the Green Riverand the Green River Linear Park, assets that could provide a centralized public green space withinthe Village Center core. Recommended actions for redeveloping the Water Street corridor as theVillage Center include the following:1. To intensify land use in the Village Center, consider the acquisition and assembly of propertiesalong Water Street to provide opportunities for concentrated commercial and mixed-use infilldevelopment. Consider rezoning of the Carol Cable Mill property, and adjacent residential andcommercial properties in the area, to the Village Business District, to promote development of a\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\02Land Use Element

Date: January 31, 2002Project No.: 07748004broad mixture of uses in a compact pedestrian oriented environment. Encourage redevelopmentand land uses in the Village Center that provide Williamstown residents with a variety of goodsand services, including retail, office dining and entertainment.2. Using the Green River as a focal point, and expanding access to the Green River Linear Park,create a public green space that is a central element for the Village Center. The common area,with a public plaza on the west side of the river and the Park on the east side, could serve as aplace for community events and activities.3. To serve the parking needs for the Village Center, College facilities and Spring Street, redevelopthe Town Garage site as structured parking. The site could accommodate at least 150 parkingspaces, with commercial uses on the street level adjacent to the public plaza, and also serve toprovide a gateway for a designated pedestrian connection between Spring and Water Streets.4. Promote redevelopment of the Carol Cable Mill property for a mix of residential and office usesthat will further revitalization of the Water Street corridor and the Village Center. The site couldprovide market-rate condominium or apartment units in buildings adjacent to the Green River,with office and limited commercial development on the northern and Water Street portions ofthe property.5. To support commercial expansion of the Village Center, and to promote densification within thecenter of Town, create additional areas for infill housing. Consider rezoning properties to theGeneral Residence District 1 to provide opportunities for creating smaller (10,000 square foot)residential lots in areas serviced by existing utilities. Use of the Lowry property, and otherparcels in the area south of the Carol Cable Mill property, has the potential to create up to 250additional lots.6. Further redevelopment of Water Street as the Village Center, with a centralized public openspace, could be enhanced with the creation of a new roadway alignment. The new road could bean extension of Cole Avenue south of Route 2 that links through the Green River Linear Parkand crosses Water Street at Latham Street. Creation of the new road provides the opportunity tovacate Water Street north of Latham Street for use as a pedestrian plaza. The new road alsoprovides a better connection from the signalized intersection at Cole Avenue and Route 2 to theVillage Center and the Spring Street areas, thus providing better traffic flow and enhancedconnections along Route 2 and within the commercial areas in Town.The new road alignment could also be extended west of Spring Street to provide a directconnection to the Clark Art Institute. Such a new route would provide enhanced connectionsbetween the cultural venues of the Art Institute, adjacent neighborhoods, Williams College andthe Spring Street/Village Center areas, thus alleviating vehicular traffic along Route 2.Diversity in Housing OptionsProviding additional market rate housing within walking distance of the Village Center will be animportant strategy to encourage commercial expansion of the Center, creating a market base thatcomes from an expanded neighborhood population. Additionally, providing opportunities for infilldevelopment within the central area of Williamstown supports Town goals for providing a diverse\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\02Land Use Element

Date: January 31, 2002Project No.: 07748005range of housing types and price ranges, and also helps to prevent new residential development andsprawl into outlying areas of Town.1. Consider rezoning areas adjacent to Stratton Road, with special emphasis on the Lowryproperty, to provide opportunities for infill development of new 10,000 square foot lots. A newneighborhood in this area would have enhanced access to the Village Center area withpedestrian linkages through the East Lawn Cemetery and Linear Park.2. Further opportunities exist for infill housing areas in the area north of Route 2 and east of theGreen River, and adjacent to the west side of the River adjacent to Wood Lawn Drive. Considerimplementation and subdivision of these areas to provide approximately 80 additional 10,000square foot lots for residential infill development.3. Another critical housing issue in Williamstown is the future of the Spruces Mobile Home Park,as it is located entirely within the 100 year flood plain. Options must be considered for otherpotential sites to provide areas to accommodate future relocation of this park that serves vitalhousing needs, especially for senior citizens in Williamstown. Consideration should be given tousing land, reportedly under the same ownership as the Spruces Mobile Home Park, on thesouth side of Route 2 across from the current location.Designating a Civic CenterThe current concentration of municipal uses surrounding Field Park provides an opportunity tocreate a unique gateway and another common area for the Town. The proximity of Town Hall andthe Public Library, with the inclusion of a new police station on the corner by Town Hall, along witha realignment of Route 2 around Field Park, creates an area the Town should consider designating asthe Williamstown Civic Center.1. Realign Route 2 to provide one two-way road in front of the Williams Inn, with a new accesspoint to the Library coming from either off of South Street or from Route 2 prior to entering theCivic Center/Field Park Common.2. Realignment of the Route 2 roadway provides additional green space, and possibly foradditional municipal building space, in proximity to the current Field Park common.3. The new Civic Center provides the opportunity for a gateway and terminus for linkage to theenhanced pedestrian elements of the Town Common.A Redeveloping Route 2 CorridorAs an important gateway into Williamstown, attention should be given to focus futureredevelopment activity along Route 2 in a way that encourages higher-valued hospitality andprofessional office type uses, as opposed to uses that characterize strip type development patterns.1. Consider implementation of a Route 2 Overlay District, with zoning incentives that discourageretail cluster development and encourage higher valued hospitality and professional office uses,with ancillary supporting retail and restaurant uses.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\02Land Use Element

Date: January 31, 2002Project No.: 077480062. Develop enhanced design guidelines for the Route 2 Overlay District to promote redevelopmentin a character consistent with more of a small-town village character. Such guidelines shouldinclude recommendations for providing enhanced pedestrian amenities and streetscapeimprovements, siting buildings closer to the roadway and providing parking to the rear of theproperties.3. Consideration should be given to providing new roadway alignments off of Route 2 that lead toa new secondary roadway that parallels Route 2, in a manner similar to that of Adams Road onthe south side of Route 2. The new roadway could serve as access to parking areas forredeveloped commercial uses along Route 2, and as such would alleviate traffic congestionalong Route 2 by reducing the number of curb cuts and access points along the roadway.4. With construction of the new roadway alignment on the north side of Route 2, additionalopportunities are presented for additional housing along the roadway and adjacent to floodplain elevations of the Hoosac River (an area which could also be designated for public openspace use). Housing in this area would be more suited for affordable multi-family housing units,given the proximity to the Route 2 commercial corridor and the public transportation servicesavailable.Promoting the Photec Mill Redevelopment AreaThe area surrounding the vacant Photec Mill site, given present zoning and a lack of other suitableareas in Town for industrial use, is best situated for redevelopment to accommodate lightmanufacturing or related light industrial uses.1. With demolition of the existing mill structures, the Photec site is suitable for development ofsmaller scale (50,000 to 80,000 square feet) light industrial/manufacturing type uses. As part of aredevelopment plan for the property, appropriate setbacks with enhanced landscape buffer tothe adjacent residential properties on Mill Street.2. To support redevelopment of the Photec site, redevelopment of nearby properties along therailroad line could evolve into smaller-scale compatible industrial and manufacturing uses. Aspart of the redevelopment of the area, encourage maintenance of the Coal Silos for their historicsignificance.3. Promote incentives for upgrades/redevelopment of substandard housing along Mill Street toserve affordable housing needs in Williamstown.4. As part of the Green River Linear Park, and a buffer between the Photec Mill redevelopment siteand North Hoosac Road, consider reuse of the Train depot as an amenity to support reuse of therailway as a bike trail. The depot could serve as a gateway facility for the bike trail, with a café,a bike shop/rentals and other public uses.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\02Land Use Element

Date: January 31, 2002Project No.: 07748007Channeling Development to Manage Growth and Preserve Open Space1. As a means to promote infill development and preservation of key parcels in outlying areas ofTown, consider implementation of regulatory programs that permit transferable developmentrights. Such programs could provide incentives, such as allowing higher development densities,that direct new development toward appropriate pre-designated areas and preserve desiredopen space areas.2. Because of Williamstown’s attractive setting for seasonal vacation homes, development ofhousing in the outlying areas of Town will always continue to occur, especially upper-endhousing built by people who can afford to purchase and develop highly valued real estate. As ameans to control development patterns and protect views in outlying areas, measures should betaken to designate areas where development of such housing is appropriate, and encouragedensities and development patterns that promote a more clustered or neighborhood appearance.Possible locations could include areas that are not visible from scenic roadways or other viewcorridors because of forestation or slopes, and other “nodal” areas such as land surroundingFive Corners, Sweets Corner, Waubeeka Golf Course and areas adjacent to commercialestablishments and roadway intersections in outlying areas.Additionally, revisions to the zoning bylaw should be considered, including lowering theminimum of the Upland-Conservation District elevation to 1,200 feet. Additional regulatorydesign guidelines should be considered for the Upland Conservation and the Rural ResidenceDistricts to control development patterns and to protect views, such as larger minimum frontsetbacks and front yard landscaping requirements to reinforce the rural character of newdevelopment in these areas of Town.3. With the scheduled expiration of the lease on the Waubeeka Golf Course, make efforts for theproperty to be retained as a recreational or hospitality use, with opportunities to provideadditional residential development to support a resort type of use. Consider incentives topromote reuse of Waubeeka as a summer golf-recreational resort, with winter use for crosscountytrails and winter sports activities.Pursuing Environmental SustainabilityPreserving natural resources and protecting environmental quality is a high priority for manyresidents in Williamstown, and is a matter of significant importance when considering long rangeplans for maintaining the rural character of the Town and scenic beauty of the region. Manyelements outlined in various areas of the Master Plan promote sustainable community development(i.e. infill and cluster housing, enhanced public transportation services, provision of bikeway andtrail facilities). Additionally, with many innovative and technological advances being made withregard to environmental sustainability, other proactive efforts should be made to promote and planfor adoption and regulation of renewable energy production and consumption in Williamstown.1. Working with the Massachusetts Technology Collaborative, investigate opportunities to produceor purchase renewable energy sources (solar, water, photovoltaic, wind) for use at themunicipal, commercial and domestic levels.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\02Land Use Element

Date: January 31, 2002Project No.: 077480082. Promote and provide methods for enhanced recycling programs to encourage sustainability bymoving toward zero waste.3. Within new construction or redevelopment of properties, promote the use of “green” buildingtechnologies. Such technologies incorporate sustainable elements into design plans andconstruction techniques, and include the use of alternative and resource efficient energysystems, building materials that maximize energy conservation, the use of recycled buildingmaterials, methods to minimize waste disposal, and techniques that promote minimal overallimpacts on the environment4. Encourage planning for use of renewable and alternative energy resources within a regionalcontext and cooperate with regional planning agencies whenever possible.Town-Gown AgreementsWilliamstown receives many unique benefits from the influence and activities provided by WilliamsCollege. At the same time, the picturesque rural environment and small-town New Englandcharacter of Williamstown contributes significantly to the success and appeal of the College and itsscholarly activity. As such, the relationship between the Town and the College is in many respects,mutually beneficial. The need to improve cooperation and enhance the relationship betweenWilliamstown and Williams College is crucial for coordinating development, not only within theSpring Street/Village Center area, but also for coordinating the need for housing in other areas ofTown. Efforts should be made to establish policies and procedures for improving the lines ofcommunication regarding College expansion and development and the associated impacts on Townservices. Several possible measures to ensure a successful town/gown working relationship include:1. To provide a framework for a formal method of collaboration, creation of a “Committee forCollege and Community Relations,” made up of representatives from the Collegeadministration, students, Williamstown residents and Town officials, could be implemented toseek ways to enhance the positive aspects of Town-Gown relationships and to negotiatemethods to reduce the impacts of growth and change. The Committee, meeting on a regularbasis, could be a forum to discuss issues such as land use and growth, housing, fiscal issues,community relations and opportunities at the College (i.e. use of facilities or participation ineducational programs), economic development and communications.2. Through the Committee, an annual process for coordinating issues surrounding the College’sdevelopment and expansion plans should be implemented. The process should include a formalreporting to the Williamstown Planning Board or Board of Selectmen that provides the College’sstatements of future land use needs (i.e. new buildings, athletic facilities, housing for students orfaculty) and their plans for responding to those needs. This would provide a framework for theTown to assess the implications of College growth, determine associated impacts, and provide aformal mechanism for communicating and negotiating methods to mutually address planningefforts. The reporting process should include College populations and housing use, growthprojections, comprehensive property inventories and transportation studies.3. As outlined in the Municipal Finances Element, the Committee could undertake a study tounderstand the College’s net fiscal impact on the community and identify cost-sharingagreements that are in the mutual interests of both parties. Should the Town and College opt to\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\02Land Use Element

Date: January 31, 2002Project No.: 07748009continue the established practice of periodic cost sharing of capital projects, the proposedanalysis would provide a basis for quantifying the equivalent value of future contributions aspart of the annual reporting process to the Town. Reaching agreement on a cost sharing formulafor capital improvements recommended in the Master Plan could be a logical outcome for thisanalysis.A Need for Regional/Institutional CoordinationAs an integral part of the Berkshire Region’s attraction as a nationally and internationally recognizedcultural tourism destination, there is a need for the Town to recognize the economic and socialbenefits that can be gained from participation in planning on a regional level. Coordination withother Berkshire County communities on issues such as economic growth and job development,promoting the tourism industry, providing housing for all income levels, providing recreationalprograms and facilities, accommodating transportation needs, and promoting sustainableenvironmental resources will lead to enhanced inter-town relationships and a better use of Townresources through collaborative efforts.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\02Land Use Element

Town Center Design Concept

Land Use Diagram

Town CommonAlternative Plan

Williamstown Master PlanTransportation and ParkingDraft Vision PlanWilliamstown,MA

TransportationLand DevelopmentEnvironmentalS e r v i c e sMemorandum To: Ken Schwartz Date: January 31, 2002101 Walnut StreetP. O. Box 9151Watertown, MA 02471-9151617 924 1770FAX 617 924 2286Project No.: 0774800From: Vahid Karimi, P.E. Re: Williamstown Draft Vision PlanTransportation and Parking ElementTransportation and Parking ElementWilliamstown currently embraces the integration of various modes of transportation, ensuring asuccessful and unique Village Center while maintaining efficient vehicle access to the rest of theregion. The integration of motor vehicles, pedestrians, cyclists, and transit use will continue to beparamount during the Master Plan development process.Vision StatementContinue to be a Community That is Safe andEasy to Move About In.Whether walking, driving, passing through, parking, or delivering goods, any functional communitydepends upon the safety, ease and convenience of its roads and pedestrian walkways.Refined Issue AreasRoute 2 CorridorA recently completed Congestion Management Study prepared by the Berkshire Regional PlanningCommission (BRPC) identified the Route 2 corridor between North Adams and Williamstown as ahigh priority problem corridor. Vehicle speed and heavy vehicles along Route 2, between Route 7and Route 43, is problematic given a high concentration of pedestrians in the vicinity of WilliamsCollege. There are concerns by residents regarding operational and safety conditions at keyintersections along Route 2, primarily at the intersection with Stratton Road, at the intersection withCole Avenue, and at Route 43.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\03Transportation and Parking1

Date: January 31, 2002Project No.: 07748002Route 43 CorridorTraffic safety and operations at Five Corners (Route 43 and Route 7 intersection) should beaddressed.Field ParkTraffic flow, vehicular circulation, safety and pedestrian crossings around Field Park needs to beaddressed.Pedestrian CirculationNumerous vehicle/pedestrian conflicts exist along Route 2 between Route 7 and Route 43.Additional convenient pedestrian connections are needed to link Water Street and Spring Street. Ingeneral, Water Street currently has limited parking and pedestrian amenities (i.e. sidewalks).Connections are also constrained by College facilities and significant changes in grade betweenWater and Spring Streets. Sidewalks are needed along key routes including Route 43 and Route 7,Park Street, Water Street and Syndicate Road.ParkingParking within the Village Center is inadequate year round, but most significantly during touristseasons. Way finding signage to direct visitors off Main Street to the Public Parking Lot isinadequate.Public TransportationRegional bus (BRTA) service is currently operating at a poor level of service. Ridership along theroute between North Adams and Williamstown is fairly significant and requires a better level ofservice. In general, there is an expressed desire for shuttle bus service connecting major attractions inWilliamstown and the surrounding region.Bicycle Trails and ConnectionsBike trails throughout northern Berkshire County is an important recreational element for residentsand tourists. The Master Plan must carefully address the recreational pedestrian and bicycle facilitiesfor the Town, so that a seamless connection is achieved both locally and regionally. Additionally,there should be opportunities to improve vehicle and pedestrian connections from the VillageCenter to the Clark Art Institute, and from Spring Street to Water Street.Recommended Actions and ImprovementsRoute 2 Corridor Improvement ActionsThe Route 2 corridor from North Adams to Cole Avenue serves a significant number of motorists,including daily commuters, shoppers and visitors in the area. Congestion along this highwaycorridor is mainly due to a combination of through traffic and traffic entering and exiting adjacentcommercial developments. The Berkshire Regional Planning Commission has designated thiscorridor as a high priority facility for congestion improvements. Our recommended action items forimproving traffic flow and safety along this corridor is as follows:\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\03Transportation and Parking1

Date: January 31, 2002Project No.: 077480031. Develop a Curb Cut and Driveway Management Plan.Known as an Access Management Action Plan, this strategy is one that is well suited for theRoute 2 commercial corridor for mitigating congestion and improving safety. As each drivewayis a potential conflict point for turning vehicles, any effort to reduce their total number andimprove their placement is in the public interest. An access management study should beconsidered for the Route 2 segment between North Adams and Cole Avenue. The study mustfocus on techniques commonly used by local governments to manage and control access. Severalfeatures of these techniques may include:‣ Regulating driveway spacing, sight distance, and corner clearance.‣ Restricting the number of driveways per existing parcel or lot.‣ Establishing driveway design elements and warrants for use of those design features.‣ Encouraging or requiring joint and cross access, and promoting unified on-site circulationand parking plans.‣ Increasing minimum lot frontage and setback requirements, and regulating lot width-todepthratio.2. Improve operation and safety at the intersection of Route 2 and Stratton Road.A review of existing conditions, combined with the views expressed by Town officials andresidents, led to consideration for improving intersection geometry and traffic operations at this“Y” type intersection. The potential improvement actions consist of realigning the Stratton Roadapproach, turning lane channelization, and implementation of an actuated traffic control signal.Based on this preliminary recommendation, further engineering study should be completeddetailing these improvement actions.3. Improve traffic operations and safety at the Route 2 and Cole Avenue intersection.The Route 2 and Cole Avenue intersection is considered as a gateway to the Village Center andthe residential neighborhood to the north. Traffic signal operation at this intersection is notedproblematic by many local residents, as the left-turn signal phasing on Route 2 westboundfollows the through movement. To address this issue, our recommended improvement action isto provide a lead left turn phase, thus clearing the left-turn vehicles through the intersectionfirst. Also, a priority control preemption system should be installed for emergency vehicles atthis intersection. Since this intersection provides an entry-way to the residential neighborhood,the institutional/cultural environment at the Village Center, and separates the “Village” fromthe Route 2 commercial district, consideration may be given to implementing design featuresthat promotes a transition from commercial to residential and college areas. The geometricimprovements considered for this intersection may consist of:‣ Curb and sidewalk extensions to reduce crossing distance for pedestrians.‣ Textured crosswalks to delineate pedestrian walkways.‣ Handicap accessibility at intersection corners.4. Improve traffic operations and safety at the Route 2 and Water Street intersection.Peak-period traffic operations at the Route 2 and Water Street intersection was viewed asproblematic by many local residents. This condition becomes worse during peak tourist seasons,as left turn motorists exiting Water Street are significantly delayed by the continuous flow oftraffic on Route 2. To improve the design and scale of intersection operation and safety, and to\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\03Transportation and Parking1

Date: January 31, 2002Project No.: 07748004provide features that contribute to a stronger and more attractive identity approaching theVillage Center, the following action items are recommended:‣ Consider curb and sidewalk extensions to reduce crossing distance for pedestrians, withenhancements such as landscaping and street furniture- trees (planters, benches, andlighting fixtures).‣ Install textured crosswalks on all intersection approaches to delineate pedestrian walkways.‣ Improve handicap accessibility at the intersection.‣ Install a fully actuated traffic and pedestrian control signal.‣ Install priority control preemption system for emergency vehicles.‣ Interconnect/coordinate signal timing with the Cole Avenue traffic signal.5. Enhance safety at all pedestrian crossings on Route 2 between Water Street and Field Park.There are approximately eight pedestrian crossings on Route 2 between Water Street and FieldPark. Although all crossings are marked and signed, due to the significant use of these crossingsby students, additional action items are recommended to further improve safety along thiscorridor. The following actions are recommended, subject to review and approval by the Town,Williams College and the Massachusetts Highway Department:‣ Install textured pavement at all crosswalks to further delineate crossings.‣ Install a raised crosswalk at each end of this segment of Route 2 between Water Street andField Park. The purpose of a raised crosswalk in this area is to reduce vehicle speed,improve pedestrian visibility and emphasize pedestrian priority, and reduce pedestrianvehicleconflicts. In a manner similar to a speed bump, the design of the raised crosswalkshould provide for sufficient elevation to reduce traffic speeds to a desired level, while alsogiving consideration as to how different types of vehicles will respond to grade changeswithin the roadway.‣ Install bollards (illuminated) on sidewalks at each end of the crosswalks.‣ Consider installing actuated airport lighting (embedded lighting in pavement) on selectedcrosswalks.Route 43 Corridor Improvement ActionsThe Water Street (Route 43) corridor provides a direct connection from Route 2 to Route 7 south.This State-maintained road provides one travel lane in each direction and serves variouscommercial, retail and residential uses adjacent to the Carol Cable Mill Property. Given WaterStreet’s emerging role as a retail/commercial district of the Village Center, a key focus of the MasterPlan involves the improvement of Water Street in terms of its functionality (access, parking, localconnection to the Village Center), and opportunities to enhance the Street’s visual appearance.Current proposals envisioned for this corridor are as follows:1. Re-designate Water Street as a Town-maintained road.2. Reconstruct Water Street to act as an important entry route into the Village Center.3. Provide on-street and off-street parking and construct continuous sidewalks that provideconvenient and safe walking paths for pedestrians.4. Provide streetscape elements, plantings and lighting compatible with the Spring Street corridor.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\03Transportation and Parking1

Date: January 31, 2002Project No.: 077480055. Upon an engineering study, give consideration to installing a fully actuated traffic control signalat Five Corners (Route 7 and Route 43).6. As a long-term plan, consider constructing a parallel connector road (an economic opportunitycorridor) for the northern portion of Water Street. This new connector road would begin atRoute 2 at Cole Avenue and terminate on Water Street across from Latham Street, creating adirect connection to the future Village Center and points south via Water Street. An actuatedtraffic signal may be constructed at this terminus point. Upon constructing this new road, theexisting section of Water Street between Latham Street and Route 2 would be designated as abusiness hub and a pedestrian corridor for the Village Center.Field Park Improvement ActionsThe confluence of two major State highways (Route 2 and Route 7) along with key destinationpoints, compounded by confusing traffic operating conditions at Field Park, required the MasterPlanning team to develop alternative improvement plans for Field Park. Consideration was given todeveloping plans that address local needs as well as regional transportation elements. The followingalternative concept plans have been developed:1. Alternative Concept Plan A (low cost alternative)Under this alternative, the existing one-way operation is maintained at the rotary. However,channelizing islands are recommended on the Route 2 westbound and the Route 7 southboundapproaches to reinforce the one-way operation. Under this alternative, geometric improvementsare also recommended at the rotary to accommodate large vehicles.2. Alternative Concept Plan B (medium cost alternative)Under this alternative, the Route 2 approach is realigned to the south, providing a longerweaving section with the Route 7 northbound approach. The existing one-way pattern ismaintained at the rotary. Minor geometric improvements are recommended on the northwestcorner of the rotary.3. Alternative Concept Plan C (high cost alternative)Under this alternative, the Route 2/Route 7 link from the south is realigned to the north andbecomes the major two-way roadway link serving both regional and local traffic. The existingroadway link south of the Field Park will be closed to through traffic, thus providing local accessto the Clark Art Institute, the Library and other destinations on South Street. As part of thisrealignment plan, the Route 2 approach also shifts to the north, creating a four-way intersectionunder a traffic control signal. In addition, curb extensions (neck downs) may be considered atthe intersection to enhance pedestrian safety.Pedestrian Circulation Improvement ActionsPedestrian circulation is the primary mode of movement in the Town, and as such providesopportunities for informal interaction. The design, location, and orientation of circulation elements,building uses, including activity zones, will be essential in determining their success as interactivespaces as well as pathways. The Spring Street business district currently provides adequatepedestrian walkways and amenities. However, certain locations should become more opportuneplaces for brief interactions for residents, visitors and students. As the Village Center becomes moredefined, and the Water Street corridor presents an economic potential for the area, the opportunity\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\03Transportation and Parking1

Date: January 31, 2002Project No.: 07748006of linking business districts and other attractions (i.e. regional trails, college facilities and the ClarkArt Institute) becomes greater for creating a convenient pedestrian circulation network. Thefollowing improvement actions are recommended to enhance pedestrian circulation:1. Provide sidewalks and pedestrian amenities on both sides of Water Street from Route 2 to theCarol Cable Mill Property.2. Improve sidewalks on Latham Street, and provide universal accessibility for pedestrians.3. Establish a pedestrian link between Water Street and Spring Street; future use of the TownGarage site should incorporate a pedestrian connection to Spring Street via the pathway adjacentto the College gymnasium.4. Construct a multi-use pedestrian trail from Spring Street to South Street that connects SpringStreet with the Clark Art Institute and adjacent residential neighborhoods.5. Create a comprehensive, community-wide way finding system for pedestrians, withconsideration given to linking the pedestrian network from parking areas, public access pointsand visitor attractions.Parking Improvement ActionsMany people have identified parking as a critical issue for the Village Center. There is a long historyof concern for adequate parking serving both the Spring Street and Water Street commercialdistricts. While college students and faculty create some foot traffic, many also arrive by car andutilize the on-street parking spaces on Spring Street. Other users of parking in the Village Center areemployees and residents, some of whom live in nearby apartments where off-street, overnightparking is not available. It is essential that visitors and customers to the Village Center find parkingconvenient and accessible. Based on our preliminary review of on-street parking along Spring Streetand facilities in the Village Center, the majority of parking spaces are occupied by vehicles stayingmore than two hours. The only public parking lot available for patrons in the business district islocated at the south end of Spring Street. This surface lot is owned by Williams College and contains98 spaces – four of which are designated as handicapped, and 13 for two-hour parking. In Novemberof 1999, VHB conducted a parking accumulation study on this site. Based on that study, a total of 179vehicles were noted to have used the lot during the 11-hour observation period. The peak parkingaccumulation occurred between 1:00 PM and 2:00 PM where 90 percent of parking spaces wereoccupied. It was noted that the average length of stay for vehicles parked in the lot was over 3.5hours. While a more comprehensive parking supply and demand study is needed to detail theseissues and possible solutions, this initial assessment provides the basis for development of a longterm parking strategy plan.Parking Needs: What is At Stake?Plentiful parking is a key ingredient in support of the business vitality of the Village Center, and forallowing the commercial district to expand. An element of the parking “shortage” relates toutilization. What often occurs is that there are not enough spaces immediately convenient to certainshops, although there may be available parking spaces elsewhere in the Center. What should beshort-term parking spaces are often utilized by all day parkers, including merchants, students, andvisitors. Therefore, the on-street parking shortage is partially a matter of enforcement, convenience,\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\03Transportation and Parking1

Date: January 31, 2002Project No.: 07748007parking policies and incentives (i.e. methods to encourage long term parkers to park at more remoteand less convenient spaces to free up more spaces for retail patrons).Small scale improvements, including adoption of a short term parking enforcement strategy andpossible expansion to existing lots on Spring Street, will help alleviate some existing shortages butwill not be sufficient to support long-term growth. As evident, Water Street is subject to a differentset of constraints from Spring Street. There is a lack of both on-street and off-street parking facilities.Subsequently, to provide long-term solutions to current parking shortages and to support futuremixed-use expansion of the Village Center, new structured parking facilities will be required.In detail, the following action items provide both short-term management strategies and a long-termaction plan for maximizing parking in the Village Center:1. Enforce parking regulations for both on- and off-street facilities.Hire a part time special officer to monitor and enforce parking time limits.2. Improve accessibility to the Village Center parking facilities by providing clear signage.Advanced parking signs with directional arrows are recommended for roads leading into theVillage Center.3. Develop a Memorandum of Parking Agreement (MPA) between the Town and WilliamsCollege.The Town and College should have an open on-going dialogue to address Village Centercustomer parking, employee parking, a parking needs/enforcement policy for students, andvisitor parking for college events, including designated sites for buses and vans.4. Revise the functional classification of Water Street to improve on-street parking.The Town should consider changing jurisdictional use and functional classification of WaterStreet from Route 2 to Five Corners. This would allow more flexibility in designing on-streetparking, managing access and on-site parking in front of businesses, and provide a friendlypedestrian district between Route 2 and Latham Street.5. Plan for constructing additional public parking in the Village Center.Although Spring Street and Water Street are separated by College buildings and residentialproperties, the patrons are best served by public parking lots that are convenient and accessible.There are two key sites capable of supporting such new structured facilities. One is the 1.27- acreformer Town Garage site on Water Street. A three-level structured parking could accommodateat least 150 spaces at the site, while also maintaining street level mixed-use development. Also,due to the favorable site topography, the upper level of the garage could be linked by apedestrian bridge that connects to the Spring Street pedestrian walkway adjacent to thegymnasium. This pedestrian connection will encourage the use of the parking garage for visitorsto Spring Street.The second structured parking facility considered is the surface lot behind the brick buildingadjacent to the Post Office on Spring Street. A three-level parking garage could be constructed toaccommodate employees and the long-term parker. Access to this garage could be provided viaSpring Street and/or Latham Street.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\03Transportation and Parking1

Date: January 31, 2002Project No.: 07748008Other potential alternatives considered for off-street parking is to construct a multi-level parkinggarage on the current public surface lot at the end of Spring Street. This facility is convenientlylocated to serve Spring Street shoppers and the students/visitors during Williams Collegeevents.Public Transportation Improvement ActionsThe Berkshire Regional Transit Authority (BRTA) currently provides bus service between NorthAdams and Williamstown via Bus Route #3 – North Adams – Williamstown. The route generallybegins in Williamstown at the Williams Inn and travels along Route 2 with the final stop in theNorth Adams downtown business and retail district. In the Williamstown Village Center, Bus Route3 uses Southworth Street, Church Street, and Cole Avenue as a side loop, servicing the HarperSenior Center and local neighborhoods in the area. In addition to this local residential loop, BusRoute 3 provides the following connections in Williamstown and North Adams:‣ Field Park‣ Williamstown Town Hall‣ Williamstown Library‣ Clark Art Institute‣ Williams College‣ Williams College Museum of Art‣ Spring Street Retail Area‣ Southworth Street Neighborhood‣ Harper Senior Center‣ Proprietor’s Field‣ Cole Street Neighborhood‣ The Orchards‣ Williamstown Medical Associates‣ Route 2 Commercial Corridor‣ Stop & Shop‣ Appalachian Trail‣ Mass MOCA‣ Western Gateway Heritage State Park‣ N. Adams Business and Retail DistrictTransferring to Bus Routes #31 and #32 in the North Adams downtown business and retail districtprovides additional opportunities for patrons to make other regional connections.Hours of Operation - Bus service for Bus Route #3 is provided on weekdays and Saturdays, andoperates on one-hour headways. The bus route is in service between 6:15 AM and 6:30 PM onweekdays, and between 8:10 AM and 5:30 PM on Saturdays. The BRTA operates on a “flag stop”policy, with some “restricted bus stop areas.” Patrons can request service by waving to the busoperator for pick-up along any route with the exception of restricted bus stop areas. Restricted busstop areas are typically in business districts or shopping plazas. Bus stops are designated withinthese areas to provide safe and efficient access/egress for patrons.Fares - Each community is considered a “fare zone” with a full fare per zone of $0.75. A fare iscollected for each town a patron travels in with a maximum charge of four zones in one direction($3.00). For example, patrons traveling from the Cole Avenue Neighborhood in Williamstown to theStop & Shop on Route 2 in North Adams would be charged a $1.50 fee for each direction. Inaddition, bike racks are provided on BRTA buses from April to November, depending on weatherconditions, for use at no additional cost.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\03Transportation and Parking1

Date: January 31, 2002Project No.: 07748009In general, BRTA Bus Route #3 serves the Williamstown Village Center well, considering thesurrounding land uses and population density. In particular, the Cole Avenue and SouthworthStreet neighborhoods, as well as, Williams College benefit from BRTA service because of theirproximity to the bus route. However, some of the major attractions/venues in Williamstown, suchas, the Clark Art Institute, Williamstown Theatre Festival, and various Williams College events,draw visitors on a seasonal and/or event specific basis. These attractions/ venues are typically notserved well with fixed local and/or regional bus service because of the lack of consistent/reliableridership and varying schedules (i.e., evening exhibits, parents weekend, etc.).The following recommendations should be considered based on a review of existing bus routeinformation and the Northern Berkshire Community Transit Study.1. Perform a market survey to determine the potential demand for increased transit service.2. Decrease the headway from one-hour to every half-hour.Increasing frequency along Bus Route #3 will reduce patron frustration and could make bustransportation along this corridor a more desirable alternative. Decreased headways should alsobe considered during peak commuter periods. These initiatives should only be considered aftera market survey has been conducted to determine if an increase in ridership could be reached.3. Install fixed bus stops/shelters at the intersection of Route 2 and Spring Street.This would help market existing bus services, provide shelter for waiting patrons frominclement weather, and provide route and schedule information.4. Develop a marketing campaign to capture ridership from the Village Center neighborhoodsand Williams College students, faculty, and staff.5. Explore the possibility of a private partnership to address area wide transportation needs forspecial attractions and venues.This partnership would consider the following in support of special events:‣ Schedule and manage special events to offset peak load and unload periods;‣ Special event shuttle service;‣ Satellite parking locations with reliable shuttle service;‣ Shared parking opportunities; and‣ A way finding signage program for parking areas that support events.Trail Improvement ActionsBicycling and hiking are popular recreational activities and have become transportation alternativesin the Berkshire region. From a regional perspective, all types of cycling and hiking have become asignificant tourist attraction during the spring, summer and fall. In recognition of increased bicycleuse in the region, the Berkshire Regional Transit Authority (BRTA) has installed bicycle racks ontheir buses to encourage multi-modal connections, potentially increasing ridership.Over the years, Williamstown has been exploring regional bicycle and hiking connections. With thePhase II construction of the regional bike trail from Cheshire to Adams, the Phase III trailimplementation from Adams to North Adams and the future connection to Williamstown, a vibrant\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\03Transportation and Parking1

Date: January 31, 2002Project No.: 077480010regional tourist attraction and economic opportunity is being created. The proximity of the TaconicCrest and Appalachian Trails add to this attraction.Williamstown has the potential to offer excellent cycling and pedestrian opportunities within itsboundaries. Its Village Center area, combined with Williams College, offers a multitude of culturalattractions and services in a relatively compact area. Potential local connections include:neighborhoods, schools, recreation fields, playgrounds, ponds, the Hoosac and Green Rivers, ClarkArt Institute, Williams College, Field Park, new Town Center, Town Common green space, LinearPark and centralized recreation facilities. For many residents, college students and seniors inparticular, walking, bicycling and public transit are essential.Celebrate “Williamstown as Town of Trails”Create a Trail Center or centers with information kiosks. A trail-use milestone program withrewards/recognition for users with the most miles would help promote pride in Williamstown’strail system. Coordinate trails regionally and locally by providing locations for trail centers withkiosks: i.e. Sheep Hill (currently under consideration), Field Park, Town Center, and SouthWilliamstown.The following actions and management strategies should be considered to further enhance bicycleand pedestrian travel within the Town Center and into the surrounding region. These strategiessupport the Town of Trails idea.1. Make “Williamstown bike and pedestrian friendly”The Town’s local and collector roads should be considered as bicycle routes and therefore careshould be taken to eliminate hazards (grates that do not conform to bicycle use, inadequate sightdistances, etc.) that significantly affect bicycle travel.‣ Install “share the road” signs along key bike routes to help motor vehicle drivers to be aware ofthe presence of bicyclists.‣ Integrate Williams College bicycle and walking facilities into existing and proposed townimprovements.‣ Provide bicycle racks at key locations.‣ Promote bicycle use through a comprehensive 3E’s program (education, encouragement andenforcement). This may include published information on the “rules of the road”, promotingpolice officers on bikes for community policing, organized bicycle events, helmet give-awayprograms, etc.‣ Provide adequate paved shoulder or bicycle lanes along Route 2, Route 43 and Route 7.‣ Additional east-west corridors of protected land across both the northern and southern parts ofTown would enable hiking and bicycling routes along the large open space land and trails onthe east and west areas of Town.‣ Develop and support a sidewalk study and implementation program for the creation of acoordinated network of pedestrian paths. Coordinate with Williams College and the Clark ArtInstitute.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\03Transportation and Parking1

Date: January 31, 2002Project No.: 077480011‣ Increase in-town open and gathering space, including the expansion of Linear Park along theGreen River and the re-design of the town common and Field Park. These green spaces wouldprovide space for trail connections as well as become destinations in themselves.‣ Accept town ownership of Route 43 and work to create a pedestrian and bicycle trail along it.2. Possible regional and in-town key connections and routes include:‣ Connect the Taconic Crest trail and Mt. Greylock/Appalachian Trail across SouthWilliamstown (Hopper or Bressett Roads over Mt. Hope and out Sloan Road).‣ Connect the Taconic Crest Trail and the Village Center through Sheep’s and Stone Hill.‣ Connect the Taconic Crest Trail and North Adams/Appalachian Trail through Hopkins Forest,Mohawk Trail (extension along the Hoosac River) and Pine Cobble Trails.‣ Connect North and South Williamstown along Green River and/or Routes 43, Route 7.‣ Connect recreation facilities and gathering spaces: Field Park, Town Common, proposed sitesfor recreation center/outdoor pool, Margaret Lindley Park, Mt. Greylock Regional High School,Elementary school, Hoosac River, Green River, Linear Park, Cole Field, Broad Brook Park,Bridges Pond, WYC, Sand Springs Pool, Eph Pond.‣ Connect cultural attractions: Williams College, the Clark Art Institute, historic neighborhoods,scenic roads, summer theater, and inns.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\03Transportation and Parking1

mawald/ld\07748\graphic\boards\williams.p65Transportation Diagram

Williamstown Master PlanOpen Space and RecreationDraft Vision PlanWilliamstown,MA

TransportationLand DevelopmentEnvironmentalS e r v i c e sMemorandum To: Ken Schwartz Date: January 31, 2002101 Walnut StreetP. O. Box 9151Watertown, MA 02471-9151617 924 1770FAX 617 924 2286Project No.: 0774800From: Walter Cudnohufsky Re: Williamstown Draft Vision PlanOpen Space and Recreation ElementOpen Space and Recreation ElementOpen space is an important topic for Williamstown. It defines the rural character of the Town,contributes to its scenic beauty and appeal, and is a welcome and appreciated backdrop to daily lifein the community. Equally important are recreational opportunities and in-town gathering places.Although existing accessible open space provides multiple recreational opportunities, certaintargeted programs and groups need attention, support and investment.Williamstown is fortunate to have admirable, ongoing efforts to protect rural and town characterthrough the work of the Williamstown Rural Lands Foundation, its varied institutions, privatecitizens and others. While much has been done, there remains much to do. As the available landopportunities are reduced, the choices for land use are at once more difficult and critical.Vision StatementProvide a Full and Wide Range of AccessibleOpen Space and Outdoor RecreationalOpportunities.The active citizens of all ages, the inviting natural beauty and the visible open space areas inWilliamstown produce a high demand for outdoor recreation space and activities. While muchsatisfaction exists with the present open space preservation and recreational amenities, there areopportunities to expand and enhance these amenities to maintain the character of the Town, helpconserve non-renewable resources, support the re-establishment of a vital village center andconcentrates new development in and near this center to increase the sense of community.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\04Open Space Element

Date: January 31, 2002Project No.: 07748002Refined Issue AreasLoss of Working FarmsThere has been a rapid loss of working farms and their related views, open space and potential forgreen connections across the Town. The preservation and management of working landscapescontributes to the economic vitality and rural character of the Town. Conversely, their loss changesthe Town’s image of itself, its sense of community, and its economic vitality.Land PreservationAwareness of the benefits and opportunities for public use of the Town’s wealth of protected openspace is limited. Efforts to balance and coordinate preservation with development have had limitedsuccess. Without this balance and coordination there is a risk of increased homogenization.Recreation FacilitiesWilliamstown has abundant recreational potential, particularly in regards to having two riversrunning through Town. Although improvements have been made, both general and handicappedaccess to, and connections between, existing recreation facilities and in-town natural areas (includingriver access) is seen as inadequate to meet the needs of the Town. An outdoor public swimmingpool, more field space and facilities specifically geared toward youths (skate park) and the elderly(in-town walking paths) are needed. An ingredient that adds to the sense of community in a town isthe combination of facilities and space to bring people together in the activities they love.In-town Green SpaceExisting public open spaces in town (Field Park, the Town Common, school grounds) do not invitegathering and lingering, and are hard to travel to and between by foot or bike. The Town Common,a major Town-owned green space, is dominated by vehicles and is an obstacle to north/southpedestrian and bike travel. Institutional in scale, it provides distinct visual beauty but otherwisecontributes little to the day-to-day life of Williamstown residents. Inviting gathering spaces, likerecreation areas, increase the vitality of a village center in addition to adding to a sense ofcommunity.Recommended Actions and ImprovementsLoss of Working Farms• Create a working, town farm by identifying and gradually purchasing potential parcelsacross Town. This would help preserve active farming and the rural character ofWilliamstown. This dispersed land would be used for various types of farming. Promotethe use of methane digester technology for use on dairy lands within close proximity. Thiswould provide a cost-effective way of utilizing waste products and producing energy.Outlying lands could become Market Farms with products being sold on site or at thecentral retail center.• Develop a central, Town Farm retail center for sales of value-added products. This could bea pilot project demonstration area and education center.• Develop a cooperative forest-management program run by the Town or a non-profit thatwould benefit the town economically, provide a possible source of alternative energy\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\04Open Space Element

Date: January 31, 2002Project No.: 07748003through the use of wood byproducts. Coordination with WRLF and the ConservationCommission would assure that this was done in an ecologically sustainable manner. Thiswould have great potential for the application of agricultural/industrial zoning.Land Preservation• Concentrate development in appropriate areas and combine with land preservation in orderto preserve the Town’s rural character and sense of community while bolstering theeconomy and providing more varied housing options. Land preservation should beselective and focus on priority parcels. Unprotected open lands that exist near the towncenter should be carefully evaluated as to their best use. Preservation efforts should aim toprovide fingers of open space extending out from the Town Center providing access tooutlying open space. A balance should be struck that meets preservation needs and allowsmanaged growth/development to occur.• Create a new executive and hospitality village along the already commercially developedRoute 2 strip, or along Water Street, or through some combination of both. A connection ofopen space along the Green River and through Linear Park would tie the two areas together.• Promote Williamstown as the “Trail Center of Western Mass.” Additional east/westcorridors of protected land crossing both the northern and southern parts of Town wouldenable hiking and biking routes to connect the large open space land and trails on the eastand west. These trail connections would add to the already extensive system of trails forlocal pleasure and additional tourist attraction.• Engage Williamstown Rural Land Foundation as a proactive partner in affordable housing.The intimate knowledge of the land that a land trust develops is a valuable resource forfinding appropriate and successful places to develop.• Public outreach and education about how land preservation relates to development, the costof community services, the access of and activities available on protected land. Prepare acost of community services survey and circulation.Recreation Facilities• Recreation Center or centers that would include: a community pool (perhaps indoor), skatepark, fields, gym. Potential sites include Linear Park, Lowry property, in-town at existingWilliams athletic fields in coordination with Williams College, High School.• A system of multiuse trails connecting in-town amenities, recreation facilities anddestinations in addition to regional trails and neighboring towns. Town should acceptownership of Route 43 to facilitate part of this trail system. Promote Williamstown as the“Trail Center of Western Mass.” Develop trail center (centers) with information kiosks andway-finding systems to direct townspeople and tourists.• Expanded recreation programs to include groups currently underserved, specifically teens,the elderly and the handicapped.In-town Green Space• Make the Town Common even more pedestrian and bike friendly. Include more spaces forresting and gathering so that it becomes a destination in addition to a transportationcorridor.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\04Open Space Element

Date: January 31, 2002Project No.: 07748004• Create a civic center and symbolic and useable town common on and near Field Park.Include a new police station, revised traffic patterns to open up the park to pedestrians,gathering space, low-key recreation (wading pool, sand volleyball, horse shoes, etc) andspace for town celebrations.• Extend Linear Park from its existing location north along the Green River to the HoosacRiver. It would become a connection between the confluence of the Hoosac and GreenRivers, the Route 2 commercial area, the existing Linear Park and Water Street area. Includea multiuse trial along the Green River and a possible central recreation facility.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\04Open Space Element

Open Space andRecreation Diagram

mawald/ld\07748\graphic\boards\williams.p65Open Space Action Plan

mawald/ld\07748\graphic\boards\williams.p65Trails

mawald/ld\07748\graphic\boards\williams.p65Trail Center Concept Plan

Williamstown Master PlanEconomic and HousingMarket OverviewWilliamstown,MA

Williamstown Master Plan Update:Economic & Housing MarketOverviewWilliamstown Charrette PresentationJanuary 31, 2002Prepared by:RKG Associates, Inc.Economic, Planning and Real Estate Consultants277 Mast RoadDurham, NH 03824

Presentation Outline Demographic Trends Population Households School Enrollments The Economy Housing Fiscal Trends Tax Base Characteristics Budgetary Trends11/3/2004 2

Population Trends After gaining more than 1,400 residents Williamstown’s total 2000from 1960-80, Williamstown’s population population (of 8,424) washas declined by 300 (-3.7%) over the essentially equal to 1970past 20 yearslevels9,0008,000Population Trends (1930-2000)Williamstown & Berkshire Co., MA150,000145,000 Berkshire County has lostmore than 10,000residents since 1980,including nearly 4,400 (-3.2%) over the pastdecadePop in Williamstown7,0006,0005,0004,0003,0001930Source: US Census1940195019601970198019902000140,000135,000130,000125,000120,000Pop in Berkshire Co. Unlike Berkshire County,Williamstown’s populationstabilized during the pastdecade, growing by 204(2.4%) and recoveringsome of the populationlosses which occurredduring the 1980’s11/3/2004 Berkshire County Williamstown3

Composition of Williamstown’sPopulation Base10,0008,0006,0004,0002,000 The Town’s household populationhas declined (by 1.2%) since 1990Household and Group QuartersPopulation Trends, Williamstown, MA0Sources: US Census and RKG Associates, Inc.1980 1990 2000 All of Williamstown’s slightpopulation growth over thepast decade was attributed topersons living in “groupquarters”Nearly 28% of the Town’stotal 2000 population livedin group quartersNearly all of the groupquarters increase wasattributed to nursing homepatients, which increasedby 230 since 1990Nursing homes accountedfor all of the Town’s netpopulation growth over thedecade11/3/2004 4Household Pop.Group Quarters Pop.

Population11,00010,0009,0008,0007,0006,0005,0004,000Population Projections Earlier planning projections forWilliamstown forecast substantiallymore population growth than hasactually occurredPopulation Trends & ProjectionsWilliamstown, MA The 1963 Master Planexpected the Town’spopulation to exceed10,000 by 1980 The most “aggressive”projection (by BRPC)forecasts a population ofjust under 9,400 (11.2%increase) by 2020 The most conservativeprojection (by MISER),forecasts a populationdecline to 7,800 (a 7.0%loss) by 20103,000Absent of significant regional1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 economic changes, Williamstown isUS Census 1963 Master Plan 1984 MP Updatelikely to experience very slow ornegative population growth over the11/3/2004 MISER High (1999) MISER Mid-level BRPC (Preliminary)next decade.5

Household PopulationDistribution All of the Town’s 1990-00 populationgrowth in households has been amongpersons aged 45-64H'hold Population by Age GroupWilliamstown, MA (1980-2000)65 +45 to 642000 There has been a near18% decline inhousehold populationaged 25-44 since 1990 Population under 18has remained stableThe number of elderlyresidents in nursinghomes grew by 236,while total populationover age 65 grew byonly 17025 to 4418 to 24Under 180 500 1,000 1,500 2,00019901980 The number ofhouseholds in childbearingyears could beexpected to declinesharply over the nextdecadeSource: US Census and RKG Associates, Inc.11/3/2004 6

Household AgeDistribution75 & up65 to 7455 to 6445 to 54Distribution of Households By Ageof Householder: Williamstown, MA Within 5 years, nearlyhalf of all Williamstownhouseholds will beheaded by persons overage 55Virtually all of the netincrease inhouseholds will beconcentrated in the55-64 age group35 to 4415 to 34Source: Claritas, Inc.100 200 300 400 500 600 700Number of Households1990 2001 2006Because household size shrinksas householders age, elderly &empty nesters represent a higherpercentage of householdoccupancy than total population.11/3/2004 7

Distribution of Households byType According to the 2000 Census, lessthan 25% of Williamstown’s 2,753households had children under 18Household Distribution by Presence ofChildren Under 18: (1970-2000)30002500200015001000 The number of h’holdswith children under 18totaled 680 in 2000The number of h’holdswith children declinedby 52 (-7%) over thepast decadeThe number ofchildless householdsgrew by 116 (5.9%) More than 35% of theTown’s households (969)had persons over age 65500Source: US Census BureauThe percentage of Williamstown0households with children should1970 1980 1990 2000continue to decrease over theCouples w/Children Single Parents w/Children Hholds w/o Childrennext decade.11/3/2004 8

Age of Householder19 to 2525 to 3435 to 3940 to 4445 to 4950 to 5960 +Household Size & Presence ofChildren About 97% of the Town’s totalpopulation appears to be included inthe voter censusAn estimated 2,700 h’holds are inthe census count, excluding groupqtrsHeads of [1] Town Census Percent of Total# of Occupants Households Population HOH [2] Population1-Person 1,181 1,181 39.9% 14.4%2-Persons 961 1,922 32.5% 23.5%3-Persons 284 852 9.6% 10.4%4-Persons 333 1,332 11.3% 16.3%5-6 Persons 145 755 4.9% 9.2%7-10 Persons 19 152 0.6% 1.9%11+ Persons 36 1,993 1.2% 24.3%All Addresses: 2,959 8,187 100.0% 100.0%NOTES: [1] In some cases where unrelated undividuals live at the sameaddress, the Town Census may list more than 1 head of household.[2] HOH- Head of Household as coded in the Voter Census.# of HouseholdersTotal w/ Children5822185317978224 142279 159581 1811,17922% WithChildren3.4%24.3%43.6%63.4%57.0%31.2%1.9%# Children Children/Present H'holder2 0.03105 0.48147 0.82277 1.24282 1.01248 0.4327 0.02Avg AgeChildren2.05.76.910.411.913.812.7 The Census Identifies morethan 600 h’holds with1,088 children present11/3/2004Totals:2,718 637 23.4% 1,088 0.409 Multiplier of 0.16SOURCE: Williamstown Voter Registration Census & RKG Associates, Inc.23% of total h’holds Among h’holds withchildren:51% of Williamstownchildren live in h’holdsheaded by persons aged40-49 Multiplier of 1.11Presence of children inh’holds headed bypersons aged 25-39 isrelatively low Multiplier of 0.55The presence of Childrenunder 18 drops sharplyamong householdersaged 50+

Long-Term trends in Public SchoolEnrollmentWilliamstown Residents Enrolled inPublic Schools: 1980-20001,4001,2001,0008006004001980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2001 The number of Townresident children enrolledin public schools totaledabout 935 in 2001Resident enrollmenthas increased by 39(4.3%) since 1992Recent enrollmentpeaked at 1,027 in1997 and has beentrending downwardsince that timeTotal enrollment hasdropped 28% since1980Sources: Berkshire Co. Databook & Local Schools (1996-2000)Schools could have significantexcess capacity for theforeseeable future, particularly in11/3/2004 the elementary grades.10

1,2001,000Resident Enrollment by School8006004002000 Elementary grade enrollment has beentrending steadily downward (-15%) since1994, reaching 499 during the 2000-01school yearWilliamstown Resident Enrollmentby School: 1994-20011994 1995 1996 1997 1998 1999 2000 2001W'Town Elem (PreK-6) Mount Greylock HS McCann Tech October 2001 residentenrollment was 475,down 4.8% from 2000 Mt. Greylock enrollmentexpanded by 11.5%since 1994, howeverWilliamstown Elementary also has 64nonresident students, representing about12% of total enrollment (Nonresidentstudents are not shown in the graph).11/3/2004Source: Local School Department Records11The number of W’townstudents enrolled atMt. Greylock peaked at482 in 1998. The totalhas since decreasedto 436 (a 9.5% drop) in2000-0111 Williamstownresidents attendMcCann TechnicalSchool

Housing Indicators

Housing SupplyCharacteristics The total increase in housing units during the 1990swas nearly 50% lower than the prior decade The Town’s occupied rental housing stock declinedfrom 1990 to 2000Town of Williamstown and Berkshire CountyComparative Changes in Housing Supply: (1980-2000)ChangeWilliamstown1980 1990 2000 1980-90 1990-00Total Housing Supply 2,845 2,979 3,053 134 74Owner Occupied1,901 1,920 2,015 19 95Renter Occupied747 769 738 22 -31Seasonal28 138 127 110 -11Vacant169 152 173 (17) 21ChangeBerkshire County1980 1990 2000 1980-90 1990-00Total Housing Supply 59,245 64,324 66,301 5,079 1,977Owner Occupied34,087 35,413 37,490 1,326 2,077Renter Occupied18,313 18,902 18,516 589 -386Seasonal4,357 6,454 6,255 2,097 -199Vacant2,488 3,555 4,040 1,067 48511/3/2004 Source: US Census13

Property TypeSF HomesCondominiumsOther Owner Occupied [3]2 & 3 FamilyDistribution of properties bytaxpayer mailing address As many as 200 to 300 homescould be occupied seasonally bynon-resident owners2% of the Town’s housing stockis owned by Williams CollegeSamePropertyAddress1,3757913072Mailing Address for Property Tax BillOther OtherOtherWilliamstown Berkshire Williams MAAddress[1] Co. Address College Address[2]127201736 There is a ready inventory of177 buildable residential lotsin WilliamstownTOTALS: 1,656200148 46 25 194 2,269Percent Distribution 73.0% 8.8% 6.5% 2.0% 1.1% 8.6% 100.0%Buildable Lots [4]06613 517 40 177Percent Distribution 0.0% 37.3% 7.3% 28.8% 4.0% 22.6% 100.0%NOTES:[1] Includes PO boxes, local banks, attorneys, etc.[2] All remaining in-state addresses located outside of Berkshire County[3] Includes mobile homes, properties with multiple houses on a lot, mixed use residences, etc.[4] Includes vacant parcels classified as "developable residential land" (LUC 130), not in Chapter 61.11/3/2004Sources: Williamstown property tax assessment records and RKG Associates, Inc.14123771121531747 lots appear to be ownedby persons living outside ofBerkshire County17800Out ofState1176098TOTALS1,780179166144

Regional Housing PriceComparisons Home prices in Williamstown have historicallybeen 40-%50% higher than the Berkshire Regionaverage, and nearly 100% higher than severalnearby communities2000 Median and Average Single Family$250,000$200,000Home Prices: Williamstown & AreaSource: Warren Information Service/Banker & Tradesman$150,000$100,000$50,000$0AdamsCheshireClarksburgHancockLanesboro WILLIAMSTOWNNorth Adams Berkshire RegionMedian Sale PriceAverage Sale Price11/3/2004 15

Williamstown Home PriceTrends The median price of resale housing inWilliamstown has increased by morethan $23,000 since 1999 After 4 stable years,median home priceshave increased anaverage of more than12% per year in 2000and 2001 The number of sales fellfrom an average ofabout 135 per year in1999-2000, to 95 salesin 2001 (a 30% decline)Rising home pricescould impact thedemographiccomposition of futurebuyers11/3/2004 16

Comparative Home Values Average home (assessed) values in Williamstownare also the highest in the regionAverage 2001 Assessed Values ofFamily Homes: Berkshire RegionWilliamstownWest StockbridgeRichmondPittsfieldNorth AdamsLenoxLanesboroughGreat BarringtonClarksburgAdams$0 $50,000 $100,000 $150,000 $200,000Source: MA DOR & BRPC11/3/2004 17

Housing Affordability &Household Income Nearly 30% of Williamstown households earnbelow $25,000/year Nearly 39% of low/moderate income householdsare headed by persons over age 60Households with Incomes below $25,000Household Income Total H'Holds Age 60 or overUnder $5,0006626$5,000-$9,99913375$10,000-$14,999190105$15,000-$24,999502256Subtotal

Demographics of Recent HomeBuyers RKG identified 238 arms-lengthsales of SF homes between 1995-00, which could be correlated tothe Voter CensusRecent sales represent 13.4% ofall SF homes in Williamstown The average age of home buyersis clearly linked to priceHighest priced homes are beingpurchased by personsapproaching retirement age (55- Recent home buyersare somewhat youngerthan the Town’sgeneral populationNumber 64) Average Average % ofAge of Householder of Sales Sale $ Lot Size SalesUnder 253 $97,833 2.8 1.3%25 to 3428 $174,182 1.2 11.8% Empty nesters35 to 4478 $185,321 1.6 32.8% (persons age 55+)45 to 5479 $217,661 3.7 33.2%appear to account55 to 6422 $309,141 2.9 9.2%for about 21% of65 +28 $245,455 1.5 11.8%recent As sale prices salesappreciate,TOTALS: 238 $212,163 2.4 100.0% fewer young buyers mayMedian 11/3/2004 Purchase Price:$158,750emerge in the future. 1966% ofWilliamstown homebuyers (heads ofhouseholds)between 1995-00 arecurrently betweenthe ages of 35 to 54Only 31 homes(13%) werepurchased bybuyers under age 35

Demographics of Recent HomeBuyers According to the Town’s votercensus, 236 children currentlyreside in homes purchasedbetween 1995-2000Distribution by AgeUnder 2525 to 3435 to 4445 to 5455 to 6465 +TOTALS:Distribution by PriceUnder $125,000$125,000 -$149,999$150,000 -$199,999$200,000 -$249,999$250,000 -$349,999$350,000 +TOTALS:52% of recently sold homeshave children - twice the rateof all households in W’townNumberof Sales32878792228238763146193135238Current H'hold StatusChildless w/Children3 014 1419 5934 4517 527 1114 12439151781619114% H'holdsw/Children0.0%50.0%75.6%57.0%22.7%3.6%52.1%48.7%51.6%63.0%57.9%48.4%45.7%52.1%TotalChildrenPresent0291237671236AverageChildren/H'hold[1]0.001.041.580.960.320.040.99Avg AgeChildrenPresent0.04.38.012.516.717.09.311/3/2004 20371629111516124NOTE: [1] Multipliers based on total children divided by total sales.SOURCE: Williamstown Voter Registration Census & RKG Associates, Inc. Among recent sales: Homes in the $150-$199,000price range have thehighest # of children --1.35/h’holdBuyers aged 35-44 accountfor 52% of total children6225622237282360.820.811.351.161.190.800.9911.69.08.77.07.010.59.3

Percent of all Children30%20%10%Comparison: Recent Sales to AllHouseholds with Children Total children in sale sample: 236 Total children in voter census: 1,08822% of all children live in homespurchased since 1995Age Distribution of Children:Recent home buyers vs All H'holds(Recent buyers based on a sample of 238 Arms Length Sales)40%5116274283Sources: Williamstown property tax assessment records, voter registrationcensus & RKG Associates, Inc.5325858385 The following percentageof all children in the votercensus (by age group)reside in homes purchasedsince 1995: Under 5: 31% 5 to 9: 26% 10-13: 20% 14-18: 15% The recent resale of lowercosthousing (priced below$200,000) has clearlyaccounted for a majorpercentage of the town’syoungest childrenThe declining supply of affordable0%homes in the resale market could haveUnder 5 5 to 9 10 to 13 14 to 18major implications for future school11/3/2004 Recent Home Buyers All H'holds w/Children21enrollment levels.

Value characteristics of homesowned by the elderly About 10% of the Town’s SF homesand condominiums are occupied byhouseholders who are age 75+2001 Assessed Value of DwellingsOwned by Householders Aged 75+(Based on a Sample of 273 Town Census respondents whoown Single Family Homes or Condominiums)$250,000 & Over (21.98%)$150,000-$249,999 (22.34%)Under $100,000 (21.25%)$125,000-$149,000 (13.92%)$100,000-$124,999 (20.51%)Sources: Williamstown property tax assessment records, voter registrationcensus & RKG Associates, Inc. Nearly 42% of theseproperties are currentlyassessed below $125,00011/3/2004 22About 17% of all homesand condos valuedbelow $125,000 areowned by persons aged75+ Among elderly home -owners:Average assessedvalue-all properties:$185,300Median AssessedValue: $139,000The average andmedian value of homesowned by elderlyresidents are roughly4% - 7% below those of

Economy & Employment

Local and regionalunemploymentUnemployment Rate Trends (1983-2001)Williamstown & Berkshire Co.12%10%8%6% The rate ofunemployment amongWilliamstown residentshas historically averaged2 to 4 percentage pointslower than the Countyaverage Local unemployment hasaveraged below 2%since 19984%2%0%1983 1985 1987 1989 1991 1993 1995 1997 19991984 1986 1988 1990 1992 1994 1996 1998 200011/3/2004 Williamstown Berkshire Co.24Source: MA DET

Labor ForceLF in Williamstown5,0004,5004,0003,500Labor Force Trends (1983-2001)Williamstown & Berkshire Co., MA1983 1985 1987 1989 1991 1993 1995 1997 19991984 1986 1988 1990 1992 1994 1996 1998 200075,00070,00065,00060,000LF in Berkshire Co. Declining local andregional unemploymentrates have been more afunction of labor forcedeclines than jobgrowth The number of workingWilliamstown residentshas declined by morethan 750 since the mid-1980sWilliamstownBerkshire Co.Source: MA DET11/3/2004 25

Business FormationsEstablishment Trends (1985-2000)Williamstown & Berkshire Co., MA4504004,5004,000 The number ofbusinesses inWilliamstown totalsslightly above 250, thesame number whichexisted in 1988Firms in Williamstown3503002503,5003,0002,500Firms in Berkshire Co. The number ofbusinesses in BerkshireCounty also recentlyexceeded pre-1990levels2001985 1987 1989 1991 1993 1995 1997 19991986 1988 1990 1992 1994 1996 1998 20002,000Source: MA DETWilliamstownBerkshire Co.11/3/2004 26

Employment TrendsJobs in Williamstown4,5004,0003,5003,0002,500At Place Employment TrendsWilliamstown & Berkshire Co: 1985-00Source: MA DET1985 1987 1989 1991 1993 1995 1997 19991986 1988 1990 1992 1994 1996 1998 200065,00062,50060,00057,50055,000Jobs in Berkshire Co. Despite relatively slowrate of businessformations, Williamstownemployers havesteadily increased payrollemployment, addingabout 500 jobs since1995Average payrollemployment exceeded4,300 in 2000 Total employment in theCounty has yet to returnto pre-1990 levelsWilliamstownBerkshire Co.11/3/2004 27

Berkshire County Employment byIndustryGovernmentServicesFIRETradeEmployment Distributionby Industry Sector: Berkshire Co.20001995 Berkshire County hasrecovered manufacturingjob losses withemployment gains inservices, government,and tradeTCPUManufacturingConstruction199019850 5,000 10,000 15,000 20,000 25,000Source: MA DET11/3/2004 28

Williamstown EmploymentGovernmentServicesFIRETradeTCPUManufacturingConstructionEmployment Distributionby Industry: Williamstown, MA2000199519901985 Williamstown has amuch higherrepresentation of servicesector employment thanthe County as a whole 58% of the Town’spayroll employment isprovided by servicesector firmsSource: MA DET0 500 1,000 1,500 2,000 2,50011/3/2004 29

Largest employersWilliamstown Largest EmployersWilliams CollegePrivate EducationSweetbrook Nursing Home Health CareWillowood Nursing Home Health CareSteinerfilmManufacturingWilliamstown Medical Center Health CareLitchfield-TextronFinancialWilliams InnCountry InnTotal95029022020810088711,927 Williams College directlyaccounts for roughly22% of localemployment The Town’s 7 largestemployers account fornearly 45% of local jobs.11/3/2004 30

Comparison of Labor Force andEmployment TrendsEmployed Residents and Local JobsWilliamstown, MA (1985-2000)4,5004,0003,5003,0002,5002,000Source: MA DET1985 1987 1989 1991 1993 1995 1997 19991986 1988 1990 1992 1994 1996 1998 2000Employed ResidentsPayroll Jobs Williamstown is a net“importer” of labor, withlocal businessesproviding nearly 700more jobs than theTown’s resident laborforce The “gap” between localjob creation and laborforce availability hasbeen widening in recentyears Williamstown is aregionally significantemployment centerNearly 81% of the total net gainin County-wide payrollemployment during the 1990s11/3/2004 occurred in Williamstown31

SummaryWilliamstownUnitPopulationHouseholdsMedian Hhold $Housing UnitsLaborforceUnemployment RateTotal FirmsPayroll JobsEmploymentBerkshire CtyUnitPopulationHouseholdsMedian Hhold $Housing UnitsLaborforceUnemployment RateTotal FirmsPayroll JobsEmploymentTown of Williamstown and Berkshire CountySelected Socio-Economic Indicators (1990-2000)and Preliminary 20-year ForecastsChange 1990-20001990 2000 Number %8,220 8,424 204 2.5%2,689 2,753 64 2.4%$33,924 $44,291 $10,367 30.6%2,979 3,053 74 2.5%3,895 3,705 (190) -4.9%5.2% 1.9% -3.3%256 259 3 1.2%3,944 4,314 370 9.4%5,425 5,898 473 8.7%Change 1990-20001990 2000 Number %139,352 134,953 (4,399) -3.2%54,315 56,006 1,691 3.1%$30,541 $41,819 $11,278 36.9%64,324 66,301 1,977 3.1%69,913 62,681 (7,232) -10.3%6.8% 3.1% -3.6%4,414 4,467 53 1.2%61,023 61,482 459 0.8%77,52478,7291,2051.6%Forecasts [1]2010 20208,610 9,3702,928 3,372Nearly 1,600 local jobs are notclassified as payrollemployment.6,269 6,486Forecasts [1]2010 2020134,020 139,95053,481 57,25381,48882,638NOTES:[1] the middle range is presented11/3/2004Source: US Census, Claritas, Inc., MA DET, & Berkshire Regional Planning Commission32

Fiscal Indicators

Trends in Property Valuations Nearly 82% of the Town’s tax base is residentialLocal Assessed Valuation by PropertyType: Williamstown, MA$600$500$400Millions$300$200$100$01989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 200111/3/2004 Source: MA DLSResidentialComm, Ind, & PP34

Trends in Construction ActivityTotal Value$55,000,000$50,000,000$45,000,000$40,000,000$35,000,000$30,000,000$25,000,000$20,000,000$15,000,000$10,000,000$5,000,000$37.0 Outside of the institutional sector,new residential & commercialconstruction has been limitedReported Value of WilliamstownBuilding Permits Issued: 1995-00$12.0$49.7$14.3Total Permit Value(In Millions$)$11.7$23.3 Institutional and publicbuildings have accountedfor more than 67% of allconstruction activity inWilliamstown (measuredby value) since 1995 Residential constructionspending (on newdwellings and additions)has averaged $6.3million/year Commercial/industrialconstruction has averaged$1.6 million/year$01995 1996 1997 1998 1999 2000Residential/Agriculture Commercial/Industrial Educ/Non-Profit/Public11/3/2004Values include new construction,Source: Williamstown Building Department Records35alterations and additions.

Trends in Equalized Valuation Equalized property values have increased sharply since1996Trends in Equalized AssessmentWilliamstown, MA$600$500$400Millions$300$200$100$01976 1978 1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000Source: MA Dept. of Revenue, Division of Local Services11/3/2004 36

Distribution of WilliamstownLand Area and Tax Base byMajor Use Less than 22% of Williamstown’sland area has beendeveloped for residential,commercial or industrial use More than 70% of the town’sland area is tax exempt or inChapter 6111,938 tax exempt acres More than 2,300developable acres areavailable for residentialdevelopment Only 11 privately ownedacres are vacant andavailable for industrial orcommercial developmentSummary Distribution of Williamstown Tax Parcels and Acreage by Land Use: FY01Total Total Net Taxable Average Assessed Value[2]Property Classification:Parcels Acres Value [1] /Parcel /AcreDeveloped Residential2,175 5,734.5 $413,458,000 $190,096 $72,100Developed Commercial/Industrial 140 706.6 $74,507,000 $532,193 $105,448Developable Residential Land214 2,305.9 $19,425,000 $90,771 $8,424Developable Comm/Ind Land12 11.1 $1,185,000 $98,750 $107,201Undevelopable Land, Chapter 61 208 8,820.2 $50,521,000 $242,889 $5,728Public & Tax Exempt209 11,938.2N/AN/AN/ATOTALS: 2,958 29,516.4 $559,096,000 $203,382 $31,806NOTES:[1] Taxable value is net of most exemptions.[2] Average values per parcel and acre are for non-tax exempt propoerties only.11/3/2004 37SOURCES: Williamstown propoerty tax assessment records and RKG Associates, Inc.Percent ofLand Area19.4%2.4%7.8%0.0%29.9%40.4%100.0%

Selected Characteristics ofSingle Family Homes The average FY02 assessedvalue of all Williamstownhomes exceeds $192,000 Median value of $150,000 The average assessed valueof all homes built since 1990approaches $336,000 Median value of $265,000 Average floor area and lotsize have steadily increasedDistribution of Single Family Homes by ValueAssessed ValueUnder $100,000$100,000-$124,999$125,000-$149,999$150,000-$199,999$200,000-$299,999$300,000-$499,999$500,000 +TOTALS: All PropertiesNumberProperties339324225309320207561,780AverageLotSize (AC)0.741.041.261.563.306.6612.142.51SOURCE: Property tax assessment records & RKG Associates, Inc.AverageLivingArea (SF)1,1371,2831,5621,7962,2522,9804,6421,863 More than 37% of localhomes are assessed below$125,000 “Affordable” homes tend tobe on lots under 1.5 acresand have less than 1,600 SFof living areaDistribution of Single Family Homes by Year BuiltYear BuiltPrior 19001900-19491950-19591960-19691970-19791980-19891990-19941995-2000[1]TOTALS:NumberProperties26851241521614413232571,780AverageLotSize (AC)4.261.611.211.883.994.715.033.732.51AverageLivingArea (SF)2,1421,7561,5401,7031,9502,2192,7242,6951,863AverageFY 02Total Value$203,813$163,957$149,689$191,074$231,208$269,462$354,094$333,912$192,11011/3/2004 NOTE:38[1] Averages exclude some partially built homes started in 2000

Selected Value Characteristics ofCommercial & Industrial PropertiesLand Use [1]Hotels/Motels/InnsManufacturing & WarehousingCommercial/Mixed UseSmall RetailNursing HomesOffice BldgBanksEating & Drinking PlacesAll Other Commercial [2]Discount StoreMedical OfficeAutomotive/GasLumber/Building MaterialsUtilitiesComm. WHS/Stor. Most commercial land uses arevalued between $60-$70/SF ofbuilding areaTotalParcels13633171145136759443Mfg & warehousing useshave much lower values of$25/SFTotalAcres33.2186.2031.3113.498.7519.646.6724.65387.6817.205.9631.2837.690.812.04Gross Bldg.Area (SF)195,508444,607167,171107,16261,40974,49634,65759,03321,48442,64423,15736,90917,3523,51225,845FY 02 Assessed ValueLand Total$3,145,100$1,665,100$3,381,000$1,852,400$877,000$2,044,500$1,206,900$1,591,100$1,414,200$958,200$706,100$871,600$597,500$235,300$273,700Totals: All Comm/Ind:NOTES:140 706.58 1,314,946 $20,819,700[1] Data excludes tax exempt and commercially classified apartments.[2] Includes funeral homes, farmstands, camp grounds, greenhouses, etc.$13,281,000$10,986,000$10,066,000$6,479,000$6,093,000$5,825,000$4,394,000$4,118,000$3,301,000$2,610,000$2,536,000$2,235,000$1,228,000$694,000$661,000$74,507,000 Banks, offices, nursinghomes, restaurants &lodging facilities havethe highest values/acreand /building SFAverage Assessed Value/Parcel /Acre /Bldg SF$1,021,615$1,831,000$305,030$381,118$6,093,000$416,071$878,800$316,769$550,167$372,857$507,200$248,333$307,000$173,500$220,333$532,193$399,862$127,448$321,495$480,353$696,025$296,664$659,166$167,059$8,515$151,718$425,361$71,451$32,582$856,790$324,816$105,448$67.93$24.71$60.21$60.46$99.22$78.19$126.79$69.76$153.65$61.20$109.51$60.55$70.77$197.61$25.5811/3/2004 39SOURCE: Wiulliamstown Properoty Tax Assessment Records and RKG Associates, Inc.$56.66

Comparative Property TaxBurden Due in part to high values, SF home owners in Williamstownhave the highest average tax burdens in the regionComparative Single Family Tax BurdenWilliamstown & Selected CommunitiesWilliamstownWest StockbridgeRichmondPittsfieldNorth AdamsLenoxLanesboroughGreat BarringtonClarksburgAdamsAVG S/F Tax Bill$0 $750 $1,500 $2,250 $3,000$0.00 $5.00 $10.00 $15.00 $20.00Local Tax Rate11/3/2004Tax Rate AVG Tax Bill40

Trends in General FundExpenditures Despite a stable population and declining schoolenrollments, municipal expenditures have beengrowing at a near 7% annual rateAnnual School & Non-School OperatingExpenses: Town of Williamstown$7,000,000$6,000,000Source: MA DOR$5,000,000$4,000,000$3,000,000$2,000,000$1,000,000$01988 1990 1992 1994 1996 1998 2000EducationNon-School Expenses11/3/2004 41

Summary Budget HistoryTown of Williamstown, MASummary of Genera l Fund Revenues, Expenditures and Changes in Fund Balances [1]Fiscal Years Ending June 30RevenuesProperty Tax LevyIntergovernmentalDepartment receipts, licences, permits & misc.Charges for ServicesEarnings on investment1996$7,243,408$1,488,986$310,804$40,978$163,1991997$7,410,199$1,521,666$261,045$273,026$128,8751998$7,602,712$1,710,306$280,920$144,413$211,9051999$8,609,155$1,894,638$183,465$140,182$91,2552000$9,012,500$2,057,067$210,911$132,241$239,014C.A.G.R.5.6%8.4%-9.2%34.0%10.0%Total Revenues$9,247,375$9,594,811$9,950,256$10,918,695$11,651,7335.9%ExpendituresGeneral GovernmentPublic SafetyPublic Works/Highways & StreetsHuman ServicesCulture & recreationEducationLibraryCemeteriesState & County assessmentsDebt ServiceEmployee Benefits, Pensions & insuranceTotal Expenditures$728,869$751,798$1,067,898$251,069$160,517$5,309,472$0$0$79,487$162,137$570,432$9,081,679$786,877$769,930$1,082,977$246,576$0$5,796,191$170,095$195,731$82,482$129,509$651,557$9,911,925$935,102$846,428$1,378,630$281,788$0$6,075,359$181,110$247,095$81,268$149,758$681,763$10,858,301$818,660$834,382$1,045,563$279,569$0$6,324,593$182,140$239,024$95,725$322,744$752,308$10,894,708$965,143$858,003$1,095,962$278,620$0$6,610,215$233,383$547,614$86,252$313,874$862,305$11,851,3717.3%3.4%0.7%2.6%N/A5.6%N/AN/A2.1%18.0%10.9%6.9%Fund Balance (Deficits) at beginning of year$2,329,846 $2,645,295 $2,495,419 $1,432,523 $1,331,225 -13.1%Fund Balance (Deficits) at end of year$2,645,295 $2,495,419 $1,432,523 $1,331,225 $1,764,064 -9.6%[1] Extracted from the audited financial statements prepared by Adelson and Company, PC, Certified Public Accountants11/3/2004 42Source:Notice of Sale and Preliminary Official Statement Dated July 26,2001 ($3,325,000 - Tow n of Williamstow n, MA - General Obligation Bonds)

Summary Observations Williamstown appears to be one of fewcommunities in the Berkshires to haveexperienced net job growth during the 1990s Local employers are becoming increasingly relianton non-resident labor--this trend is likely tobecome more pronounced in the future The Town’s stable population base has notresulted in stable municipal service costs Recent rates of spending growth do not appearto be sustainable Nearly a third of the Town’s household populationis low/moderate income and qualifies for housingassistance Almost 40% of that population is over 6011/3/2004 43

Summary Observations Unless housing supply increases in the future,Williamstown is likely to lose population duringthe next decade Prospects are for declining enrollment andexcess school capacity Williamstown can support some level of newresidential growth with minimal marginal servicecost impacts A significant portion of the Town’s housing stockis owned by elderly householders and can beexpected to placed on the market at some point inthe future11/3/2004 44

Next Steps -Implementation Complete market research Housing & non-residential market demand Complete site specific analysis Examine market support for specific planrecommendations Build fiscal forecast to evaluate alternatives Develop financing/funding strategies11/3/2004 45

Williamstown Master PlanHousingDraft Vision PlanWilliamstown,MA

TransportationLand DevelopmentEnvironmentalS e r v i c e sMemorandum To: Ken Schwartz Date: January 30, 2002101 Walnut StreetP. O. Box 9151Watertown, MA 02471-9151617 924 1770FAX 617 924 2286Project No.: 0774800From: Gary Mongeon, RKG Associates. Inc. Re: Williamstown Draft Vision PlanHousing ElementHousing ElementBecause of changing economic conditions in Williamstown in recent years, and the attractiveness ofthe community for retirees and second home owners, the Town is experiencing changes inresidential property values and seeing demands for housing for lower and mid-range income levels.Vision StatementProvide Housing Choices for anEconomically Diverse Town PopulationExpand the availability of affordable and moderately priced housing to meet the needs of the entirecommunity, especially in areas that are accessible to public services and transportation. Withinefforts to expand housing choices in Williamstown, ensure that historic structures are maintained topreserve the architectural character of the Town and its links to the past.Refined Issue AreasLack of Choice in Housing SupplyThe number of new housing units constructed annually in Williamstown and the surroundingregion is relatively small. Although this is partly attributable to low demand, the private sector doesnot appear to be meeting regional needs for new construction, particularly in the areas of marketrate rentals and low- to mid-priced single-family homes. Lack of new construction regionally hasresulted in a limited turnover in the resale market and decreased the range of housing optionsavailable to persons who are either entering the market or are seeking trade up or down. Localemployers report that limited housing choices has hurt their ability to recruit workers, and that\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\06Housing Element1

Date: J anuary 31, 2002Project No.: 07748002increasing numbers of people who work in Williamstown are moving to other communities becausethey can no longer afford housing locally. These trends also have implications for commuter traffic,parking requirements and related issues.Aging Demographics and Growing Income DisparityDue in part to the limited turnover of existing housing and the comparatively high cost of housing inWilliamstown, a relatively small number of younger households are moving into the community.Potential consequences of this demographic trend could influence future service demands for theelderly, future school enrollments and space requirements, the success of business recruitmentefforts and other areas. The unusually wide range of real estate values in Williamstown and agrowing income disparity within the community are also viewed as concerns among some segmentsof the community. The social and fiscal consequences of continuing versus changing thesedemographic and income trends needs to be better understood. There is also a need to quantify theoverall demand for housing locally and to estimate the optimal numbers of units by type and pricerange that would be needed to “correct” market deficiencies.Impacts of Williams College and Other Institutions on the Local Housing MarketWilliams College has become an active player in the local real estate market, purchasing both homesand rental properties to provide transitional housing for people associated with the institution. TheCollege has also developed the Pine Cobble subdivision in order to provide home sites for facultywho wish to build new housing. Because new housing construction in Williamstown has been solimited, acquisitions of land, homes or rental properties by institutions can have a significant impacton the overall supply and availability of resale housing. The implications of these activities and theconsideration of alternative strategies to meet institutional housing demand should be incorporatedinto the Housing Element of the Master Plan.Pockets of Substandard HousingDespite the rapidly rising real estate values in Williamstown, there are still isolated pockets ofhousing in the Town which are in need of rehabilitation. Many of these units are located within ornear commercial corridors that are also in need of reinvestment. The Housing Element of the MasterPlan should identify the locations, overall numbers and types of dwellings that are in need ofrehabilitation and consider potential actions to improve the quality of these units. There may also bepotential redevelopment sites within the Town that could support the development of new housingas part of an overall revitalization strategy. There is a particular need in Williamstown to addressrehabilitation issues related to lower valued single family homes, many of which are owned bypersons over the age of 75.Chapter 40B HousingBecause real estate values in Williamstown are substantially higher than regional averages, issues ofhousing availability, affordability and choice are more pressing than in some nearby communities.Williamstown is currently providing less than the State’s “fair share” standard foraffordable/assisted housing units. One consequence of this shortfall is that it makes the Townvulnerable to Comprehensive Permit proposals. The scope of the Housing Element of the MasterPlan should include an evaluation of the Town’s affordable housing needs, including estimates ofneeded units by type, tenure and market segment (family, elderly, etc.).\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\06Housing Element1

Date: J anuary 31, 2002Project No.: 07748003Lack of Suitable Locations for Lower Cost HousingHomes built in Williamstown over the past five years have an average lot size of more than fiveacres and an average assessed value of nearly $350,000. The absence of lower cost new constructionis due in part to an apparent shortage of locations near existing utilities that could accommodateconstruction on smaller lots. Once the Town’s future housing needs are defined and quantified, it isimportant to identify appropriate locations where housing growth could be accommodated. Effortsshould be made to identify at least one location that could accommodate moderately priced singlefamily homes, targeted specifically to the housing needs of families with children.Housing at the Regional LevelThe recently completed Comprehensive Economic Development Strategy for Berkshire County lists“improving long-term housing supply” as an important regional economic objective. The lack ofhousing was cited as a regional economic weakness and a critical problem in terms of enticing andaccommodating new and existing professionals to the region. Located between North Adams andPittsfield, Williamstown has historically been an attractive residential location for professionals andtwo-income families. In addition to serving its internal housing needs, Williamstown can servebroader regional economic objectives by becoming a preferred address for professionals who liveand work in Northern Berkshire County.Recommended Actions and ImprovementsMarket Rate Multi-Family HousingAs noted in the Economic Development element, the location of additional market rate housing unitswithin walking distance of the Spring and Water Street corridors will be an important strategy toencourage commercial expansion within the Village Center. Without a growing regional economyand population base, market support for commercial expansion of the Village Center mustnecessarily come from an expanding neighborhood population. In addition to supportingcommercial expansion of the Village Center, housing should be a major component of a mixed-useredevelopment strategy for the Carol Cable Mill Property. Of the various potential housing locationsin Williamstown, The Carol Cable Mill Property and nearby sections of Water Street appear topossess the greatest potential to support market rate multi-family housing, including rental andcondominium units. Initial evaluation suggests that it may be feasible to locate 150 to 250 dwellingunits in this general area, including 50 to 100 units within the mill complex itself. Provided that theunits can be competitively priced and minimal regional competition is developed during themarketing period, it may be possible to absorb such a development within five years.Affordable/Assisted Rental HousingEfforts to provide affordable rental housing for local residents should concentrate on therehabilitation of existing substandard units where possible. In addition, consideration should begiven to reusing the Southworth School building for affordable housing. The property could be wellsuitedfor elderly or assisted living units, given its proximity to the Town’s existing public elderlyhousing and senior center complex. The site’s proximity to the new elementary school would alsomake the property attractive for affordable family rentals, providing that the existing structure issuitable for development of larger (2 and 3 bedroom) units. Consideration should be given tooffering the Southworth School to the Williamstown Housing Authority, the Housing Partnership orthe Berkshire Housing Development Corporation for the development of either affordable elderly or\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\06Housing Element1

Date: J anuary 31, 2002Project No.: 07748004family rental units. The ultimate configuration of the development would depend on the physicalsuitability of the structure to accommodate the needs of each market.Mid-Priced and Affordable Single Family HomesAs noted in the Economic Development element, there is a general shortage of new single-familyhome construction in the Berkshires, particularly homes priced within reach of younger families.This is a particular problem in Williamstown, where new construction has been almost exclusivelyfocused on individual custom-built homes valued in the $350,000 range. Encouraging theconstruction of mid-priced housing requires locations where units can be developed on smaller lotsin reasonable quantity, preferably with connections to municipal water and sewer. It appears thatthe Town, Williams College and possibly other non-profit entities own undeveloped parcels locatedwithin/near existing developed areas of the community, which could potentially accommodate newresidential construction on smaller lots. Consideration should be given to making those parcelsavailable to the private sector for construction of affordable and mid-priced single family homes. Tolower development costs and resulting sale prices, the Town (or other entities) could choose toreceive reimbursement on a lot release basis (as units are sold) rather than in a lump sum, up-frontpayment. Proceeds from the sale of these “surplus” parcels could also be used for other beneficialpublic purposes, such as the acquisition of additional open space, construction of Town recreationalfacilities or other public purposes. The Master Plan should identify candidate parcels and establish agoal of creating a minimum of 100 lots for construction of new homes priced in the $150,000 to$225,000 range. As a condition of sale, developers could also be required to set aside a percentage ofthese lots for first-time home buyers, with units offered at “cost”.The SprucesThe Spruces Mobile Home Park was noted to be in existence at the time of the Town’s 1963 MasterPlan. This development is occupied primarily by elderly residents and provides an important sourceof affordable housing for the community. Due to the property’s low-lying location adjacent to theHoosac River, it has been subject to periodic flooding. Should a severe flood occur in the future, it ispossible that residents could be permanently displaced. While it is not recommended that the Townactively plan to close and relocate this property, discussions should begin with the property ownerand residents of the Spruces to explore potential housing alternatives. There should be an activelong-term plan in place to reduce residential density in the development. Existing residents shouldalso be given priority for any affordable/senior housing units that are developed within the scope ofthe Master Plan.Williams College HousingWilliams College has historically served the housing needs of its faculty and staff by acquiringexisting homes and developing new subdivisions for exclusive occupancy by its employees. Whilethis approach has served the narrow objectives of the College, it has not helped to broaden housingchoices or promote affordability in the community as a whole. As an alternative to past practices, itis recommended that the College consider employing its resources to provide seed capital to start aprivate residential development company that can actively engage in the construction of market ratehousing throughout the Northern Berkshire Region. The objectives of this effort would be to createadequate supplies of new construction, across a spectrum of price ranges to serve the needs of theCollege and the region’s economy as a whole. While the focus of this entity would be initiallydirected to Williamstown, development activities could be broadened to serve other interestedcommunities as well.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\06Housing Element1

Date: J anuary 31, 2002Project No.: 07748005Waubeeka Golf CourseIt is our understanding that the Waubeeka Golf Course is operated on leased land and that the leaseis scheduled to expire in the near future. This event raises a potential that the site could beresidentially developed in the future, with or without a golf course component. There also appearsto be a significant inventory of available land surrounding the golf course in the vicinity of the FiveCorners that could be suitable for residential development. The Town should closely monitor thestatus of the golf course and consider a potential response in the event that significant changes to thefuture of the property are proposed. Careful consideration should be given to underlying zoning toinsure that it encourages the type of development that is desired by the community.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\06Housing Element1

mawald/ld\07748\graphic\boards\williams.p65HousingConcept Plan

Williamstown Master PlanEconomic DevelopmentDraft Vision PlanWilliamstown,MA

TransportationLand DevelopmentEnvironmentalS e r v i c e sMemorandum To: Ken Schwartz Date: January 30, 2002101 Walnut StreetP. O. Box 9151Watertown, MA 02471-9151617 924 1770FAX 617 924 2286Project No.: 0774800From: Gary Mongeon, RKG Associates. Inc. Re: Williamstown Draft Vision PlanEconomic Development ElementEconomic Development ElementWilliamstown has a relatively healthy employment base that is supported by stable institutionalemployers and a growing tourism economy. However, the Town is located within a region that isexperiencing relatively slow economic growth and a decrease in population in several nearbycommunities. The Town also has little land resources available for attracting new industries orencouraging expansion of existing businesses. Economic development strategies therefore need tofocus on redevelopment, expansion and infill within established business and industrial zones.Vision StatementPromote a Diverse and Expanded LocalEconomyPromote a diversified and expanded local economy that offers a wide range of employmentopportunities at all skill, education and income levels. Capitalize on resources in Williamstown thatattract tourism, and create an environment that promotes development of small businesses andsupports expansion of existing companies.Refined Issue AreasSlow Regional EconomyWilliamstown has a relatively healthy employment base that is supported by stable institutionalemployers and a growing tourism economy. However, the Town is located within a region that isexperiencing relatively slow economic growth and a decrease in population in several nearbycommunities. For Williamstown residents who are not employed by the College, the lack of regionaljob growth limits economic opportunities, particularly for primary wage earners with professionalskills.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\07Economic Development Element

Date: January 31, 2002Project No.: 07748002Economic DiversificationAccording to the recently completed Master Plan Survey, a majority of respondents agreed that it isimportant for the Town to diversify the local economy in order to provide a greater variety of jobopportunities for residents. However, the Town’s population appears to be closely split on whetherit is important to encourage more commercial development or to expand the Town’s non-residentialtax base. These responses imply the need to define a balanced economic development program forWilliamstown, to build consensus around appropriate goals and to pursue “quality” jobs as apriority.Limited Land ResourcesThe amount of privately owned, vacant land available for industrial or commercial expansion inWilliamstown currently totals about eleven acres. Few, if any options exist within the community torezone additional land for economic development. Economic development strategies will thereforeneed to focus on redevelopment, expansion and infill within established business and industrialzones.Redevelopment within Existing Commercial CorridorsSome established commercial locations in Williamstown, including the Route 2 commercial corridor,Water Street, the Photec Mill redevelopment area, and Route 7 near the Vermont Border, containunder-developed properties that require reinvestment and possess the potential to supportadditional nonresidential development and jobs. Potential redevelopment sites include the CarolCable Mill Property, the Photec Mill site, the former Town Garage, the Executive Business Park andthe Southworth School Building.Capitalizing upon the Region’s Tourism EconomyThe Berkshire Region has become a nationally and internationally recognized cultural tourismdestination. Williams College, the Williamstown Theater and Film Festivals and the Clark ArtInstitute are among the region’s major cultural and tourist attractions. These attractions bringvisitors to the Town and create an important and growing customer base for local hospitality, retailand service businesses. At the same time, these attractions both require and benefit from a networkof support services that enhance the experiences of visitors while they are in the community. There isa need to understand the opportunities/needs of the Town’s cultural institutions and thosebusinesses that have come to rely upon tourism markets, in an effort to better integrate and enhancethe long-term viability of both sectors.Economic Future of the Village CenterThe Spring Street Business District contains a variety of retail, service, entertainment, office,government and institutional uses. This compact area serves multiple customer markets, includingWilliams College students/faculty, tourists and Town residents. Absent of a proactive plan to directthe future of this area, market forces and rising rent levels are likely to encourage Spring Streetbusinesses to increase focus on tourism markets and, consequently, become less relevant to the dailyneeds of Town residents. The economic future of the Spring Street Business District and its role inthe community is an important issue to many residents. Components of this issue include whetherthe boundaries of the Business District should be expanded, whether regulatory controls should beamended to accommodate business expansion or diversification, how the business district interactswith nearby College facilities and whether physical connections to Water Street should be improved.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\07Economic Development Element

Date: January 31, 2002Project No.: 07748003Recommended Actions and ImprovementsSpring Street/Water StreetAs a commercial district, Spring Street has evolved into a retail district for student services, as wellas a tourism and entertainment center. Spring Street contains some of the highest valued nonresidentialproperties in the Town and has become a “preferred” location for small professionalservice businesses, which occupy both ground-floor and upper-floor locations in the area.Investment in commercial development along Water Street has been constrained by a number offactors. These include: (a) the influence of the Carol Cable Mill Property, (b) a shortage of off-streetparking, (c) the abandoned DPW facility, (d) a lack of focus on the river as a commercial asset, (e) thepresence of multi-family housing in a number of properties that possess significant potential forcommercial redevelopment. Recommendations to achieve redevelopment of this area include thefollowing:1. Because of its strategic location, the long-term future of Spring Street is likely to remain as acenter for tourism-based retail development and services. The Master Plan should encourage thecontinued transition of Spring Street into a dining, retail and entertainment district, designed tocomplement and support the Town’s fiscally critical hospitality sector. Improving physical andmarketing linkages between Spring Street and the Town’s cultural tourism attractions shouldhelp to expand the economic development and fiscal benefits of tourism activity within theTown. Expansion of Williams College facilities could also provide an additional source ofcustomer demand for tourism-oriented businesses in this area.2. As a long-term alternative, Williams College should consider the eventual development of astudent union or other campus center for the provision of basic student goods and services thatare presently available on Spring Street. This action could become necessary as property valuesand rent levels continue to escalate on Spring Street and encourage the location of more tourismorientedbusinesses in the area. One option may be to integrate a limited amount of commercialspace to service the student market, into the designed expansion of College facilities.3. Expansion of the College’s facilities on Latham Street should be supported by the Town, if suchaction could serve as a catalyst to support the revitalization of Water Street as a commercialcorridor. Minimum outcomes of expansion should include (a) the development of a functionalpedestrian linkage between Spring and Water Streets; (b) the creation of an off-street parkingfacility that provides accessible daytime, off street parking for Spring/Water Street businessesand customers when not used for College activities; (c) establishes Water Street as the primaryaccess point for event traffic; (d) enhances the value of the Town’s DPW site for redevelopment.4. The creation of additional market rate housing and office employment within walking distanceof Spring and Water Streets will be necessary to sustain the long-term expansion of commercialactivity in the Village Center. The redevelopment of the Carol Cable Mill Property will also becritical to encouraging the eventual revitalization of the Water Street Corridor. We recommend amixed-use concept for this facility in order to achieve maximum reinvestment and off-siteeconomic impacts from the redevelopment. It is not possible to determine a specific useallocation for the property without performing market research. However, we would\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\07Economic Development Element

Date: January 31, 2002Project No.: 07748004recommend that the primary use be market rate housing, focusing on 50 to 100+ units of rentaland/or condominium housing on the southern and rear portions of the mill which are adjacentto the river. The northern and Water Street elevations should be occupied primarily for officeuse, with possible limited commercial development located on the ground floor. Due to the sizeand complexity of the project, it is likely to involve a phased development program, includinginterim uses, over an extended period of time. Town actions should include the following:A. Closely monitor the status of the property and be prepared to purchase the site (eitherdirectly or though a development corporation) if a suitable private development entity doesnot emerge. The Town’s involvement in a potential property acquisition should becontingent on a thorough understanding of the cost implications of any environmentalissues that may be present on the property.B. Apply for predevelopment feasibility funding from MassDevelopment and/or other statesources to document environmental conditions and prepare a reuse plan for the property.C. Encourage the participation of Williams College as a permanent or interim tenant ratherthan a prospective owner.D. Consider the acquisition and assembly of abutting Water Street properties located to thesouth and north of the mill complex in order to provide maximum flexibility to develop thesite to its highest and best use.E. Evaluate the potential suitability of other parcels in the immediate vicinity of Water andLatham Streets, including land located on the east side of the river, to support increasedresidential development density over the long-term. A reasonable objective would be thecreation of another 100 to 150 market rate units (in addition to the Carol Cable MillProperty) through the development of vacant parcels, parcel assembly, expansion of existingbuildings, etc. The Land Use element of the Master Plan should attempt to identify suitablelocations for this additional housing.Route 2 CorridorThe Route 2 corridor between Water Street and the North Adams line has evolved into a mixed-usecorridor for retail, office, hospitality and residential land uses. Retail uses are “anchored” by thepresence of major retail developments located immediately across the Town line in North Adams.Land uses generally transition to office, hospitality and residential land uses approaching theWilliams Campus. The corridor is also characterized by a mix of properties that have beensubstantially improved in recent years, along with other sites that remain underutilized and requiresubstantial reinvestment. Absent of other suitable locations, there may be two to five sites locatedalong Route 2, which could be redeveloped to support high quality professional or medical officeuses, similar in scale and value to the Textron and Williamstown Financial Center properties.Encouraging the reuse of these parcels could enable Route 2 to slowly evolve into Williamstown’sfuture “office park”. Recommendations for this corridor include the following:1. Consider creation of a business improvement district to fund landscaping, façade and signage,bike path and other infrastructure improvements.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\07Economic Development Element

Date: January 31, 2002Project No.: 077480052. Evaluate zoning incentives that encourage the continued transition of the corridor to highervaluedhospitality and professional/medical office uses. With the exception of a short portion ofRoute 2 near North Adams, zoning should discourage free-standing retail stores, gas stationsand other uses that promote strip development.3. Similar to Water Street, it may be necessary for the public sector to act as a catalyst to encouragethe continued transition and upgrading of the Route 2 Corridor, through the selectiveacquisition, redevelopment and resale of key “problem” properties. Consideration should begiven to determining whether a new public or non-profit development entity is needed toundertake such efforts on behalf of the Town, or whether they can be accomplished either viaexisting regional organizations or without direct public sector participation.Executive Business Park/Route 7Efforts to develop the Executive Business Park for warehousing, manufacturing, office or flex spacehave been limited by the presence of significant environmental and access constraints to the site. It isvery unlikely that this site can be intensively developed to support a significant expansion of theTown’s employment or tax base. The entire Executive Business Park site should be marketed “as is”at a heavily discounted price, in an effort to secure a suitable end user as soon as possible. The Townshould be flexible in terms of identifying and permitting “acceptable” end uses for the site.Acceptable development should include any use that generates minimal traffic and does notadversely impact the value of existing nearby properties.Photec Mill Redevelopment AreaIf existing mill structures are demolished and the site is adequately prepared, the Photec Mill sitewould appear to be suitable to support one to three lots for the development of 50,000 to 80,000 SF oflight industrial or flex space. If successfully developed, it is possible that similar-scale developmentcould occur on other nearby parcels located near the rail line. Although perhaps not an ideal use, thegeneral area does not possess significant retail development potential, nor are any suitablealternative locations available in Williamstown to provide locations for light manufacturing activity.Suitable buffers must be incorporated into the redevelopment strategy to mitigate possible adverseimpacts on nearby residential neighborhoods and the river.Micro-Business Development.The March 2001 Comprehensive Economic Development Strategy for Berkshire County noted theimportance of “non-employer establishments” or self-employed workers, to the economy ofBerkshire County. Self-employed individuals in the county numbered nearly 8,800, representedroughly 18 percent of total County employment and generated more than $293 million in totalreceipts in 1997. More than 17 percent of these self-employed persons were engaged in professional,scientific and professional services and many worked out of their homes. Although it is not knownhow many of these self-employed individuals reside in Williamstown, it can be assumed that acomparable percentage (15 to 20 percent) of the Town’s working-aged households contain at leastone self-employed individual. Although it may be difficult for the Town to serve this population, the\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\07Economic Development Element

Date: January 31, 2002Project No.: 07748006Master Plan should attempt to document the number of home occupations in Williamstown andsuggest strategies to cultivate the growth of such businesses.Commercial AgricultureEncouraging successful commercial agricultural operations in Williamstown is essential topreserving open space, maintaining view sheds and supporting increased employment. Experiencein neighboring Vermont also suggests that successful agriculture can provide both directemployment and indirect benefits to tourism-dependent businesses. A component of the MasterPlan should include a review of how the Town regulates ancillary manufacturing or retail uses thatmay be associated with active agricultural operations. The Town and other non-profit entities whichown open space should also evaluate their land inventories to determine whether there are anyunused parcels that can be leased for agricultural purposes.TourismStrategies to support cultural tourism and tourism-dependent businesses in Williamstown have beenpartially addressed in the discussion of Spring and Water Streets. Consideration should also begiven to whether the Town wishes to encourage the expansion of accommodations in thecommunity and if so, how/where such development should occur. Recommendations related tozoning and site plan review of hotels, motels and bread & breakfast facilities could have a significantimpact on the future locations, number of properties and total room inventory that is eventuallydeveloped in Williamstown, as opposed to other communities in the region. Obviously, the future ofthe Town’s hospitality sector should be proactively addressed as an important planning objective onboth a local and regional level.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\07Economic Development Element

Williamstown Master PlanMunicipal Finances,Services and FacilitiesDraft Vision PlanWilliamstown,MA

TransportationLand DevelopmentEnvironmentalS e r v i c e sMemorandum To: Ken Schwartz Date: January 30, 2002101 Walnut StreetP. O. Box 9151Watertown, MA 02471-9151617 924 1770FAX 617 924 2286Project No.: 0774800From: Gary Mongeon, RKG Associates. Inc. Re: Williamstown Draft Vision PlanMunicipal Finances, Services andFacilities ElementMunicipal Finances, Service and FacilitiesElementWhile Williamstown residents appear to be fairly satisfied with Town services, there is a need forcontinual review and updates to accommodate capacity and demands for municipal services andfacilities, and to plan for future demands based on growth and demographic changes.Vision StatementProvide a Safe and Secure Environment;Ensure Efficient Services and Facilities;Promote Continued Educational Excellence.Municipal finances, services and facilities are a key component in ensuring that Williamstownresidents have the resources they need to carry on their lives and occupations in a safe and secureenvironment. Efforts should be made to expand and upgrade existing services and facilities toensure sufficient capacities and functions are available to meet growing demands.Williamstown residents recognize the importance of academic excellence and support the need forquality public education, ensuring that the needs of all students are met through sound, relevantcurriculum taught by committed teachers in up-to-date facilities.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\08Municipal Finances, Services and Utilities

Date: January 31, 2002Project No.: 07748002Refined Issue AreasDemand for Quality Town ServicesWilliamstown residents generally demand and are willing to support high quality public services.‣ Education is a high priority for Williamstown residents but funding requirements for educationneeds to be reconciled with other municipal needs. There is a new elementary school underconstruction and school operating and debt service costs may increase following the completionof that facility.‣ Utility infrastructure appears adequate, though upgrades are necessary. The Village Center areaand some of the outlying areas have municipal sewer service; the remainder of the Town is onindividual septic systems.‣ The Hoosac Water Quality District Wastewater Treatment Plant has regularly exceeded its EPApermitted discharge rate since it was put in service in 1977.‣ The Village Center has municipal water service with adequate pressure and flow, but someoutlying areas may not have adequate pressure or flow for fire protection.‣ Residents appear to favor investment in recreational facilities and have traditionally supportedservices for the elderly. With the projected rapid growth of the Town’s older population,additional services and space for elderly programs could be needed in the near term.‣ Additional space is needed for the police and fire departments. Questions concerning how servicedemands are likely to grow and change in the future, and how to pay for those desired services isa central issue in the Master Plan process.Slow Growth in Nonresidential Tax BaseNon-residential property currently contributes about 15 percent of the Town’s tax base and isgrowing at a slower rate than residential property values. Consequently, homeowners are paying anincreasing share of the overall tax burden. In addition, because relatively few residential units arebeing developed in Williamstown, the added tax base generated by appreciation of existing homevalues has had little effect on homeowner tax burdens.Large Presence of Tax Exempt PropertyThe large presence of tax exempt institutions and publicly owned land in Williamstown complicatesefforts to balance the Town’s tax base. It is generally believed that exempt property generatessignificant fiscal costs to the Town, which are not compensated by property tax revenues. The actualmunicipal costs to service tax exempt properties have not been estimated.Fiscal Consequences of Implementing Master Plan ElementsIt is anticipated that the Master Plan will recommend a number of public investments for projectsand services that are needed and desired by the community. There will be a need to understand thecumulative financial effects of these various recommendations over time and to develop strategies tofinance them in a fiscally responsible manner. An important function of the Municipal Finances,\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\08Municipal Finances, Services and Utilities

Date: January 31, 2002Project No.: 07748003Services and Facilities Element will be to establish a framework with which to evaluate, prioritizeand schedule numerous competing priorities in a realistic and fiscally responsible manner.Fiscal Consequences of Alternative Growth ScenariosThere is a general sense in the community that recent growth trends in Williamstown have not beenentirely positive in terms of their fiscal impact on the Town. However, there also appears to be aconcern that policy changes which result in additional growth and development could have evenworse fiscal consequences over the long run. A second objective of the Municipal Finances, Servicesand Facilities Element is to assist the Town in understanding the long term revenue and expenseimplications of alternative growth scenarios, including a continuation of present trends. Once theTown’s likely fiscal future is understood, strategies can be evaluated relative to their impact onimproving the Town’s future fiscal condition.Recommended Actions and ImprovementsStrategic Budgeting ProcessThe Town should initiate a strategic budgeting process that integrates and replaces the traditionalfive-year capital improvements plan. This budget would forecast tax base expansion and non-taxrevenue growth over a minimum three to five year-forecast period. Expenditure forecasts for Townand school operating budgets, enterprise funds, capital improvements and debt service would alsobe prepared and integrated with revenue forecasts. The bottom line output of the strategic budgetwould be a forecast of future tax levy requirements, anticipate the possible timing and magnitude ofProposition 2 ½ over-rides, and forecast resulting tax rates and tax burdens on residential propertyowners. The purpose of the strategic budget would be to anticipate future levy increases, testalternatives for managing required increases, and to evaluate the broad fiscal effects of growthpolicy initiatives.Wastewater Treatment ImprovementsIt is likely that the Hoosac Water Quality District will be required to invest in major upgrades of thewastewater treatment plant in the near future. These capital expenditures could have a major impacton future rates. It is important that planning for these improvements weigh the cost and benefits ofexpanding capacity to accommodate growth within water/sewer service areas, as a means of addingadditional customers and possibly reducing rate impacts on current users. It is also important toinsure that sufficient capacity will exist to accommodate projected infill development that isproposed in other elements of the Master Plan.Williams College Fiscal ImpactsThere is a public perception that the Town’s cost to provide municipal services to Williams Collegeexceeds total revenues generated by the College and its associated real estate. There is also concernon the part of some residents concerning the fiscal impact of the College’s acquisition of real estatesurrounding the campus. Over the years, the College has not made a formal annual payment in lieuof taxes (PILOT) to the Town, but has instead assisted the community by making periodic capitalcontributions to major projects, such as the construction of the new elementary school. Thesecontributions have resulted in substantial reductions to the Town’s annual debt service budget andhave had an equivalent financial impact to a PILOT agreement. However, the value of thesecontributions has never been quantified on an annual basis, nor has any effort been made to\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\08Municipal Finances, Services and Utilities

Date: January 31, 2002Project No.: 07748004systematically estimate the cost and revenue impacts of Williams College on the Town. It isrecommended that the Town and College jointly undertake such a study as a basis forunderstanding the institution’s net fiscal impact on the community and for negotiating future costsharingagreements that are in the mutual interests of both parties. Should the Town and College optto continue the established practice of periodic cost sharing of capital projects, the proposed analysiswould provide a basis for quantifying the equivalent value of future contributions on an annualizedbasis. Reaching agreement on a cost sharing formula for capital improvements recommended in theMaster Plan could be a logical outcome for this analysis.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\08Municipal Finances, Services and Utilities

Williamstown Master PlanCultural, Natural andHistoric ResourcesDraft Vision PlanWilliamstown,MA

TransportationLand DevelopmentEnvironmentalS e r v i c e sMemorandum To: Ken Schwartz Date: January 31, 2002101 Walnut StreetP. O. Box 9151Watertown, MA 02471-9151617 924 1770FAX 617 924 2286Project No.: 0774800From: Walter Cudnohufsky Re: Williamstown Draft Vision PlanCultural, Natural and Historic ResourcesElementCultural, Natural and Historic ResourcesElementWilliams College, the Clark Art Institute and the Williamstown Theater and Film Festivals are strongcultural assets for the Town. Ongoing plans for change and growth, particularly for WilliamsCollege and the Clark Art Institute, are intimately linked with the character, vitality, and nature ofthe Village Center as well as the larger Williamstown landscape. In addition, regional tourism isimportant to the economic vitality of Williamstown. Tourism is expected to significantly increase,bringing with it new opportunities, demands and requirements for transportation systems, parkingand public restrooms.The Williamstown Historic Commission is interested in and concerned about historic buildings anddistricts as well as the preservation of the existing architectural scale of Main Street and SpringStreet. They have an active program of identifying and documenting both structures and districts forthe National Historic Register. There are historic sites and structures waiting for a new incarnationbut are in need of viable use, care and investment by the community.Contemporary needs and uses often seem to require larger buildings. The resulting harsh scalejuxtaposition of larger to smaller buildings is evident in Williamstown’s Village Center. Thediminishment of economic diversity and mixed uses, a common problem for many New Englandtowns, is compounded in Williamstown, as larger scale building projects are contemplated.One of Williamstown’s most vital assets is its unique “working landscapes.” These activeagricultural lands in combination with forests and open space areas provide a scenic backdrop thatcontributes to the rural character and economy of the Town. While great efforts are being made topreserve these open space areas, protection of the sensitive environments and appropriate utilizationof the natural resources found within them is a high priority for many in the community.There is much to do to assure that Williamstown’s cultural, natural and historic resources areproperly protected and folded into a better future.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\09Cultural Element

Date: January 31, 2002Project No.: 07748002Vision StatementManage Cultural, Natural and HistoricResources So They Remain Undiminished forFuture Generations.Protect, promote and enhance cultural, natural and historic resources. Engage the performing artsvenues, the museums, and Williams College as cooperating partners, and recognize the roles theyplay in Williamstown’s economic prosperity, quality of life and cultural landscape.Refined Issue AreasOpportunities for Community Celebration and GatheringWilliamstown needs more opportunities for celebrating community and spaces for gathering. A truecommunity is composed of both the physical place and the people. In addition to a vibrant villagecenter and green gathering space, effective programmatic events, ritual, pageantry and the gatheringof people in celebration is a necessary part of bringing the community together.Historic Preservation in a Changing TownWilliamstown is losing its working farms. Additionally, several historic neighborhoods (somedesignated, some not) are likely areas for infill development. These working farms and historicresidential neighborhoods contribute to the Town’s visual character and help citizens maintain asense of connection with the past and with each other. They also add economic vitality through theirproduction and their attraction to tourists. The protection of these resources should be incorporatedinto and balanced with any plans for change in Williamstown.Natural Resource UseNatural resources are, at present, highly valued and well protected in Williamstown. Their healthunderlies the building of a healthy, vibrant community. Change in the form of locally producedalternative energy sources, better access to and expanded use of the rivers, maintenance and possibleexpansion of working agricultural lands and expansion of trail systems has potential to degradethese resources.Coordination and Communication Locally and RegionallyThere is a need for better coordination and communication about how the Town and its culturalinstitutions, particularly the Clark Art Institute and Williams College, can mutually support oneanother. Concurrently, there is a need for coordination and cooperation between Town entities, andbetween the Town and the region. Lack of cooperation leads to a diminished sense of community,missed opportunities (tourism, land preservation, social services, etc.) and inefficient Townoperations.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\09Cultural Element

Date: January 31, 2002Project No.: 07748003Recommended Actions and ImprovementsOpportunities for Community Celebration and Gathering• Increase in-town open and gathering space, including the expansion of Linear Park alongthe Green River and the re-design of the Town Common. Make the Town Common evenmore pedestrian and bike friendly. Include more spaces for resting and gathering so that itbecomes a destination in addition to a transportation corridor.• Create a civic center on and near Field Park. Include a new police station, revised trafficpatterns to open up the park to pedestrians, gathering space, low-key recreation (wadingpool, sand volleyball, horse shoes, etc) and space for town celebrations.• Prepare a gateways study proposal. The gateways into Williamstown along major trafficroutes should announce the traveler’s arrival into a special place.• Develop an ongoing action plan to help Williamstown citizens to connect more profoundlywith their community. By creating more rituals in the form of annual events, exhibits andongoing studies, the dual problems of disconnection from place and loss of experience ofgenuine community can be avoided.Historic Preservation in a Changing Town• Create a working, town farm by identifying and gradually purchasing potential parcelsacross Town. This would help preserve active farming and the rural character ofWilliamstown. This dispersed land would be used for various types of farming. Acentralized farm cluster would become the retail center for value-added products. Thiscluster could be a pilot project demonstration area and education center.• Support dairy farming by the promotion of methane digester technology for use onindividual farms or a group of adjacent farms would provide a cost effective way of utilizingwaste products.• Concentrate development in appropriate areas and combine with land preservation in orderto preserve the Town’s rural character and characteristic small New England village center.• Expand the number of historic districts to include those already under review. Town andCollege work cooperatively toward Historic District Designation for Main and SpringStreets. Acknowledge the historic importance of the Town Common and implement designchanges that would slow vehicular traffic, create gathering places, and increase pedestriancomfort thus encouraging its reestablishment as a destination in addition to a transportationcorridor.• Introduce agricultural/select industry zoning as a way to support and retain working farmswhile creating a place for appropriately scaled industry. This zoning would also helpmaintain the residential/village character of the in-town areas.• Create other zoning changes geared toward the preservation of views and scenic roads. Backlot zoning and scenic Road corridor zoning are examples.\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\09Cultural Element

Date: January 31, 2002Project No.: 07748004Natural Resource Use• Develop a cooperative forest-management program run by the Town or a non-profit thatwould benefit the town economically, provide a possible source of alternative energythrough the use of wood byproducts. Coordination with WRLF and the ConservationCommission would assure that this was done in an ecologically sustainable manner.• Additional east/west corridors of protected land crossing both the northern and southernparts of Town would enable hiking and biking routes to connect the large open space landand trails on the east and west. These trail connections would add to the already extensivesystem of trails for local pleasure and additional tourist attraction.• Continue to protect natural resources (aquifer recharge areas, wetlands, riparian zones andslopes) through zoning and a careful balance of land preservation and appropriate, clustereddevelopment.• Develop and implement a special places and special views study to recommend furtherhistoric and open space preservation target areas.• Develop strategies for promoting the use of alternative energy and sustainable designmeasures within the town (farmers cooperative use of a methane digerstor, town/collegejoint composting venture, wood byproducts use for heating/energy)Coordination and Communication Locally and Regionally• Celebrate the “Town of Trails.” Create a Trail Center and trail use program. Coordinateregionally and with in-town sidewalk development.• Develop and support a sidewalk study and implementation program for the creation of acoordinated network of pedestrian paths. Coordinate with Williams College and the ClarkArt Institute.• Develop a cooperative forest-management program run by the Town or a non-profit thatwould benefit the town economically, provide a possible source of alternative energythrough the use of wood byproducts. Coordination with WRLF and the ConservationCommission would assure that this was done in an ecologically sustainable manner.• Actively participate in regional planning initiatives (tourism, bike trails, sustainability,public transportation, housing, economic development)\\Mawald\ld\07748\docs\reports\Phase 2\Draft Elements\09Cultural Element

mawald/ld\07748\graphic\boards\williams.p65Cultural, Natural and HistoricResource Action Plan