Canton, Massachusetts · Saved source text
Route 138 Corridor Study (2020)
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Source page 81
PEDESTRIAN IMPROVEMENTS
Today, there are no sidewalks along the majority of the Route 138 Corridor, its secondary streets. This
has created a situation where those that choose to walk - or lack other options - must do so along the
shoulder of busy, often high-speed roadways. There is a clear need and desire for better pedestrian
facilities, as evidenced by the number of employees frequently seen walking in the business parks
during lunch hours. If these employment hubs were better connected to restaurants, services, and
other amenities, it is more likely that these workers would
walk to nearby destinations instead of having to drive. Mid-Block Crossing Signal System
Figure 30 shows potential locations for new sidewalks
along Route 138 and secondary roadways, potential mid-
block crossing locations for pedestrians to get from one
side of Route 138 to the other, and a system of connected
off-road trails for recreation and transportation purposes. As part of the MassDOT Route 138 design
process, the Town should advocate strongly for improved pedestrian accommodations including mid-
block crossings where they are safe to implement. For the off-street trails, the Town could work with
property owners today or as redevelopment occurs to explore options for conservation easements that
could form the connected trail network over time.
BICYCLE IMPROVEMENTS
Lastly, MassDOT and the Town should identify ways to accommodate cyclists on and off Route 138.
MassDOT’s preliminary concepts include a shared-use pathway on at least one side of the Corridor.
The shared-use pathway would be much wider than a typical six-foot sidewalk and could
accommodate both cyclists and pedestrians. Oftentimes where these pathways are implemented, they
include a painted divider or some other way of signifying a pedestrian zone and a bicycle zone to
avoid conflicts between modes of travel. A shared-use pathway could help solve both pedestrian and
cyclist needs along the Corridor and provide separation from the busy roadway. Providing safe and
connected pathways for pedestrians and cyclists also helps reduce short car trips, improves health
outcomes, and provides choices to households without
Bike Lanes and Sharrows
a car.
On secondary roads like Dan Road and New Boston
Drive, bicycle facilities could take the form of on-street
bike lanes or shared lane markings like Sharrows. These
solutions are relatively easy and cheap to implement as
they mostly rely on roadway striping and stenciling. In cases where roads are not wide enough for
bike lanes, the Sharrow markings at least provide an indication to motorists that they should expect
to see cyclists sharing the road. Share the Road signs can accompany Sharrow markings for added
visibility and effect. Figure 31 shows the location of potential bicycle facilities on and off the Corridor.
80Source page 82
Figure 30: Pedestrian Improvements
Mid-Block Crossings
Potential trail
network and
connections
Sidewalks on
both sides of
each roadway
Potential
east/west trail
connections
81Source page 83
Figure 31: Bicycle Improvements
Shared-Use path,
possibly shared by bikes
and pedestrians
separated from the
roadway
Bike lanes or Sharrows
on secondary streets
82Source page 84
IDENTITY AND BUSINESS RECRUITMENT
The Route 138 Corridor is a unique part of Canton in that it holds much of the Town’s commercial
and industrial tax base and supports a tremendous amount of jobs relative to Canton’s size and
position in the region. To ensure the Corridor’s short- and long-term success, this Plan has examined
the importance of branding, zoning, transportation enhancements, and allowing and encouraging
redevelopment over time. Another important aspect is building upon the identity of the Corridor and
using it as a tool for the future recruitment of businesses and the retention of existing firms.
The Corridor hosts several unique assets that draw visitors, whether for business or pleasure.
Recreation facilities, gyms and fitness, outdoor spaces, cultural facilities, breweries, the nearby Blue
Hills Reservation, and lakes and ponds all draw people to and through this Corridor. These are
attractive not just to local residents and visitors, but also to prospective employers looking for ideal
places in which to locate Figure 32 shows the location of different marketable assets that could be
showcased together as a package to bring in visitors and prospective firms from outside the Corridor,
providing material for business recruitment, and serving as amenities for existing businesses.
One of the challenges for the Corridor and Town
Recommendation: Consider
overall is that it lacks an entity tasked with
expanding the Town’s capacity to
economic development and promoting the
take on economic development and
Route 138 Corridor as a great place to do
business. The Canton Association of Business
marketing tasks.
and Industry (CABI) does a commendable job
filling in some of these gaps and serving as a
convener of the local business community. The dedication of the volunteers who make CABI a
successful business organization cannot be understated - but it remains a member-driven volunteer
organization, responsible for fulfilling a wide range of economic development, networking, and
recruiting tasks. Separately, the Economic Development Committee (EDC) functions as a “town
committee” of professionals with the stated goal of supporting open communication between the
business community and town government. While the EDC performs a critical function, the Town
would still likely benefit from having an internally-staffed position or organization to represent and
advocate for the business community in Canton.
There are several options for the Town to consider in creating an organization or staff position that
focuses on economic development efforts:
Economic Development Director or Planner – The Town could choose to complement current
planning staff with a person focused solely upon economic development efforts. This staff
member would serve as the official liaison between the business community and the Town
government, working to bolster the EDC’s work on attracting and retaining firms. The staff
83Source page 85
Figure 32: Corridor Asset Map
Assets to Help Brand the Corridor
@ Irish Cultural Center
@ TreeTop Adventures
® CrossFit Canton
©) Dirt Dog Sports
® Wampatuck Country Club
© Reservoir Pond
@ Children’s World Indoor Playground
Reservoir Restaurant Cluster
Pond (©) Answer is Fitness
6) Other Nearby Assets
Trillium Brewing Canton Center
Former Reebok Facility Blue Hills
Ice Hockey Ponkapoag Pond
Top Golf Stoughton Center
Wampatuck ‘c a os
ae
Country Club
member would also work closely with CABI to encourage cooperation and remove any
duplicative efforts.
e Bolster CABI with a Director or Staff Position — If the recurring cost of a full-time economic
development staff person in Town Hall proves to be unsupportable, CABI could partner with
the Town to fund a full-time director position that would answer to the CABI board. The staff
person could help to formalize CABI into a true economic development organization that
84
RKG
[Original embedded text, retained for comparison]
Figure 32: Corridor Asset Map
member would also work closely with CABI to encourage cooperation and remove any
duplicative efforts.
Bolster CABI with a Director or Staff Position – If the recurring cost of a full-time economic
development staff person in Town Hall proves to be unsupportable, CABI could partner with
the Town to fund a full-time director position that would answer to the CABI board. The staff
person could help to formalize CABI into a true economic development organization that
84Source page 86
takes on additional tasks like forming business roundtables, going to recruitment events,
creating marketing materials, establishing an online listing of available properties, and more.
Regional Economic Development Position or Entity – A third option could be pooling
resources with several adjoining communities to fund a shared economic development
position that would split time between each community. Their time in each community could
be based upon the amount of salary covered by each municipality. The staff person would
have less time to spend on Canton-specific tasks than a full-time person housed within Town
Hall or CABI, but would be able to work on some tasks the Town is currently not able to cover.
Recommendation: Build relationships that connect the Corridor’s existing
businesses, and work with regional partners to ensure that Route 138 in Canton is
known as a great place to do business.
While economic development capacity decisions are under consideration, there are action items
that the Town could advance either on its own (perhaps via the EDC) or in partnership with
CABI. These include:
Working with CABI to develop a comprehensive list of businesses and company points of
contact in Canton. This list could be used for outreach, marketing, or to invite business
leaders to events in town.
Convene recurring industry roundtables to better understand the needs different types of
businesses have, where they are having difficulties, and ways the Town could strengthen
efforts to partner with the business community.
Ensure that relationships with existing economic development organizations like the
Neponset River Chamber or the Massachusetts Office of Business Development are active,
and that opportunities in Canton are being promoted to prospective businesses.
Boost Canton’s regional and national presence by joining a trade organization, attending
trade shows, or advertising in trade publications.
85Source page 87
KEY REFERENCES
Massachusetts Executive Office of Labor & Workforce Development
US Census & American Community Surveys
US Bureau of Labor Statistics
ESRI Business Analyst
IBIS World
Longitudinal Employer-Household Dynamics (LEHD) database, US Census Bureau
Economic Modeling, LLC
Town of Canton Assessors Database
Town of Canton Zoning Bylaw
86Source page 88
APPENDIX: FISCAL IMPACT ASSUMPTIONS
This appendix is intended to provide further detail on the assumptions used in the Fiscal Impact
Analysis chapter of this document. The chapter’s key assumptions are presented in Tables 21 and 24.
These assumptions are generally based upon either: 1) a calculation based upon the assessed values
of different land uses as provided in the local assessor’s database, 2) a logical pattern as seen in other
communities (for example, parks and recreation expenses tend only to be driven by incremental
residential development, and truly variable costs tend to make up just 20 percent of most municipal
budget line items), or 3) direct input from local municipal staff including the Finance Department.
As stated in the Fiscal Impact Analysis chapter, the majority of budget line items are allocated based
upon a simplifying “standard assumption” that assigns municipal costs and revenues based upon a
given land use’s fair share of the Town’s assessed value. Per the chapter:
For the vast majority of budget line items, the most reliable methodology for allocating costs and
revenues is to do so based upon property values. This simplifying assumption means, for example,
if residential properties accounted for 60 percent of the town’s assessed value and commercial
properties accounted for 40 percent, then a line item like the accounting department’s salaries
would be driven 60 percent by residential uses and 40 percent by commercial uses.
In Canton, this “default” or “fair share” allocation percentage is based upon 2018 property
assessment data provided by the Canton Assessors Office. In 2018, approximately 78 percent of
Canton’s taxable property value was residential; the remaining 20 percent was commercial (a
further two percent was considered undevelopable and is excluded from this analysis). Basic
municipal expenses like public works, Town government, the police department, and others are
allocated in the Model based upon this “fair share” percentage.
A summary of the Assessors Database information used is presented in Table A1.
87Source page 89
Table A1: Canton Assessors Database, Key Figures
Total Assessed Total Built Number of
Land Use
Value Square Footage Properties
Residential Total $3,584,281,690 16,341,785 7,213
Single-Family $2,812,758,800 12,204,313 5,424
Condominium $401,714,800 1,789,075 1,459
Apartments w/ 9+ Units $185,614,200 1,303,452 16
Two-Family $98,375,600 582,194 237
Other Residential $43,834,790 248,621 5
Multiple Houses on a Lot $21,437,000 81,321 34
Apartments w/ 4-8 Units $12,485,600 84,704 19
Three-Family $6,812,500 48,105 13
Residential Property Improvements $1,248,400 0 6
Commercial Total $996,820,450 10,727,693 1,003
Office (General) $304,965,260 2,296,413 162
Warehouse & Distribution $221,698,820 3,783,536 81
Manufacturing, R&D & Flex $183,983,900 2,790,651 58
Utility Properties $67,793,600 553,640 22
Retail $58,600,900 427,612 33
Vacant Developable $54,377,800 103,285 255
Cultural, Entertainment & Recreational $31,736,270 161,666 12
Gas/Auto Sales, Service & Supply $27,183,100 195,981 33
Restaurant $12,517,999 61,580 13
Hotel $10,171,900 81,391 1
Bank $5,882,900 34,955 5
Other Commercial $4,096,000 73,802 4
Nursing Home $3,852,500 128,475 2
Undevelopable Commercial Land $3,464,000 0 292
Parking $2,325,900 0 12
Daycare $1,495,100 11,177 2
Medical Office $1,380,800 9,106 3
Education $930,700 14,422 1
Agriculture $364,000 0 1
Incomplete Listings $0 0 11
Total Taxable $4,581,102,140 27,069,478 8,216
Tax Exempt $414,809,700 1,640,332 329
Grand Total $4,995,911,840 28,709,810 8,545
Sources: Canton Assessors Database; RKG Associates
88Source page 90
The “efficiency” adjustments, as presented in Table 24, account for the varying levels of sensitivity to
new development among the budget’s line items. These assumptions are based upon RKG’s
experience in other communities, and were “sense-checked” with Canton’s Finance Department.
Table 21 is reproduced below to include brief explanations for each decision regarding the allocation
of dollars between residential and commercial uses.
Table 21: Revenue and Expenditure Allocation by Land Use
Category Residential Commercial Assumption / Justification
Revenues
Real Estate Taxes 28 61% 34% Calculated as Assessed Values x Tax Rate
Personal Property Taxes 78% 20% Standard assumption on assessed value
Residential-heavy allocation to account
for higher car ownership per residential
Motor Vehicle Excise 91% 9%
square foot vs. per commercial square
foot, discussed with Finance
Other Excise – Hotels/Meals Tax 78% 20% Standard assumption on assessed value
Penalties & Interest 100% 0% Typically driven by residential uses only
Payment in lieu of taxes typical only of
PILOT 0% 100%
new commercial development
Fees 78% 20% Standard assumption on assessed value
Rentals 78% 20% Standard assumption on assessed value
Other Department Revenue 78% 20% Standard assumption on assessed value
Licenses 0% 100% Commercial licenses only, per Finance
Typically driven by residential uses only,
Fines and Forfeits 100% 0%
per Finance
All Others 78% 20% Standard assumption on assessed value
Expenditures
Executive Counsel 78% 20% Standard assumption on assessed value
Town Counsel 78% 20% Standard assumption on assessed value
Human Resources Department 78% 20% Standard assumption on assessed value
Proposals received for residential and
Planning Department 50% 50% commercial uses roughly equal, per
Finance
Town Reports 78% 20% Standard assumption on assessed value
Sealer of Weights & Measures 0% 100% Businesses only, per Finance
Employee Contract Benefit 78% 20% Standard assumption on assessed value
Finance Department 78% 20% Standard assumption on assessed value
28 No assumption needed; value derived from 2018 Assessors’ Database.
89Source page 91
Proposals received for residential and
Building & Zoning 50% 50% commercial uses roughly equal, per
Finance
Fire Department 78% 20% Standard assumption on assessed value
Typically driven by residential uses only,
Cemetery Maintenance 100% 0%
per Finance
Typically driven by residential uses only,
Pequitside Farm 100% 0%
per Finance
All Other Public Works 78% 20% Standard assumption on assessed value
Typically driven by residential uses only,
Recreation & Playgrounds 100% 0%
per Finance
Police Department 78% 20% Standard assumption on assessed value
Typically driven by residential uses only,
Animal Control 100% 0%
per Finance
Committees & Commissions 78% 20% Standard assumption on assessed value
Town Clerk 78% 20% Standard assumption on assessed value
Typically driven by residential uses only,
Elections & Registrars 100% 0%
per Finance
Assessors 78% 20% Standard assumption on assessed value
Conservation Commission 78% 20% Standard assumption on assessed value
Proposals received for residential and
Planning Board 50% 50% commercial uses roughly equal, per
Finance
School Administration 100% 0% School spending only driven by residents
Residential-heavy allocation due to
presence of school employees in
municipal retirement, unemployment,
Retirement, Unemployment,
91% 9% insurance schemes; assumes roughly 60
and Insurance
percent of municipal employees are in
school system, in line with comparable
communities
Blue Hills Regional 100% 0% School spending only driven by residents
Norfolk County Agricultural
100% 0% School spending only driven by residents
High School
All Others 78% 20% Standard assumption on assessed value
Source: RKG Associates
90Source page 92
CANTON, MA
ROUTE 138
CORRIDOR STUDY
Vision and Public Input Summary
Prepared by
RKG Associates
76 Canal street
Suite 401
Boston, MA 02114
617.847.8912
August 2019
Prepared for MassDevelopmentSource page 93
RKG Associates, Inc. is a multi-disciplinary consulting firm,
founded in 1981. We serve public, private and institutional clients
and provide a comprehensive range of advisory, planning,
marketing, and management services throughout the US and
around the world.
We’re proud that the projects we’re involved in are projects that
get built – projects that happen – projects that work.
RKG is headquartered in Alexandria, VA, and has offices in
Boston, Atlanta, Dallas, and Durham, NH.
This report was led by:
Eric Halvorsen, AICP
Vice President and Principal
Ryan Kiracofe
Senior Urban Planner & Real Estate Market Analyst
1Source page 94
COMMON THEMES FROM PUBLIC INPUT
RKG Associates, in conjunction with the Town of Canton, developed a two-pronged approach to
gathering feedback and ideas from the public regarding the potential opportunities and challenges
along the stretch of Route 138 that passes through Canton. The first approach was to develop and
distribute an online survey, that opened in June 2019 and closed at the end of July 2019. The second
approach was to conduct a public forum on July 10, 2019 to solicit input and answer questions about
the information learned to date. The public forum included a presentation, question and answer
period, and several interactive stations designed to collect input from attendees on their vision for the
corridor, challenges that exist, and where they may want to see different types of improvements or
development occur over time.
RKG was able to reach nearly 200 individuals through these two methods and collect valuable
information and feedback from residents, employees, employers, and property owners who use the
Route 138 Corridor in different ways. The input received is also being used to help shape a vision for
the Corridor, and ultimately to inform the recommendations for regulatory, marketing, and
infrastructure changes over time. Some of the primary opportunities and challenges described by
participants include:
OPPORTUNITIES FOR THE CORRIDOR CHALLENGES FOR THE CORRIDOR
Increase desirability of the corridor by improving Vehicle congestion during morning and
the mix of retail, restaurant, entertainment, and evening rush hours is a deterrent.
housing choices. Variety of retail offerings and restaurants are
Reduce congestion by improving general traffic less than ideal.
flow, curb cut management, and signalization. Lack of sidewalks, crosswalks, and bike
Increase transportation access by adding facilities make it challenging to get around.
sidewalks, crosswalks, and/or bike facilities. Corridor has an inconsistent look and feel and
Reduce congestion by widening Route 138 to four is less aesthetically-pleasing than other sections
lanes. of Route 138.
Improve corridor aesthetics through landscape Lack of public transportation limits travel
treatments, building and façade improvements, options and connections from MBTA
and the screening of storage areas. Commuter Rail.
Improve turning movements and safety by
constructing a center turn lane on Route 138.
Increase transportation options and connectivity
by extending public transit to the corridor.
2Source page 95
Opportunities for the Route 138 Corridor
A – Improve mix of retail and restaurants
B – Improve traffic flow and congestion in general
C – More sidewalks, crosswalks, and bike facilities
D – Widen the road to four lanes
E – Clean up trash and improve landscaping
F – Create a center turn lane
G – Expand public transit options
H – Bring in recreation and entertainment uses
I – More open space and public space
J – Improve building conditions and aesthetics
K – New housing options
L – Slow traffic to improve visibility and safety
*Letter corresponds to the chart and the number
represents the number of times it was mentioned.
Challenges for the Route 138 Corridor
A – Vehicle traffic
B – Less than ideal mix of retail and restaurants
C – Lack of sidewalks and/or bike facilities
D – Inconsistent look and feel
E – Lack of public transportation
F – Corridor aesthetics
G – Lack of housing options at diverse price points
H – Vehicle Safety
*Letter corresponds to the chart and the number
represents the number of times it was mentioned.
3Source page 96
WHAT & WHERE
RKG designed an interactive exercise to capture input on desired future land use changes and
infrastructure investments, as well as the specific geographic location of those changes along the
Corridor. At the public forum, participants were asked to place stickers on a large format base map
identifying the type of change they would like to see and where they would like to see it.
Opportunities and Challenges Exercise Stickers for Indicating Land Use and
Infrastructure Priorities
What Respondents Would Like to See in the Future
A – Road Improvements
B – Restaurants
C – Parks/Open Space
D – Sidewalks
E – Retails Shops/Services
F – Bike Infrastructure
G – Entertainment/Fitness
H – Single-Family Homes
I – Offices
J – Public Transit
K – R&D / Flex Industrial
L – Townhomes
M – Multi-Family Condos/Apts
4Source page 97
Where Respondents Would Like to See Changes in the Future
[LandUseType Yes, Anywhere _No,Nowhere |
é vag, Me Office 1 10
é hi Retail 21 4
m4 Pa Mo * Restaurants 30 2
ss co % Fitness/Recreation 9 6
ce o % * R&D/Industrial 9 8
8 so % 4 |single-Famit 5 9
é %, @ gle-Family
9 exsnss9| Townhomes 4 9
a Multi-Family 3 19
out Open Space 36 1
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[Original embedded text, retained for comparison]
Where Respondents Would Like to See Changes in the Future
Land Use Type Yes, Anywhere No, Nowhere
Office 11 10
Retail 21 4
Restaurants 30 2
Fitness/Recreation 19 6
R&D/Industrial 9 8
Single-Family 5 19
Townhomes 4 19
Multi-Family 3 19
Open Space 36 1
5Source page 98
WHERE ARE CONSUMERS SPENDING THEIR MONEY?
Consumers visiting businesses along Canton’s stretch of Route 138 are spending money locally. As
part of the online survey, RKG asked specific questions of survey respondents to find out what retail
and restaurant types they are frequenting and which specific businesses they patronize most.
Consumer spending patterns from the survey align closely with other responses regarding which
business types people would like to see along the Corridor in the future. A major focus on
diversification of restaurant types, entertainment and fitness, and other general retail offerings aligns
with how survey respondents are spending their money today.
Feedback on most frequented restaurants and retailers was quite consistent across respondents.
Popular sit-down restaurants included the Ninety-Nine, Queen Anne, Mai Place, and the Turnpike
Café. Popular fast food/take-out locations included Dunkin Donuts, Slices, D’Angelo’s, Grand Slam,
and A Cut Above Deli. Fitness locations were also poplar and included Answer is Fitness, Open
Doors Yoga, and CrossFit. Respondents also noted that they frequent the Corridor for hair and nail
salons, veterinary services, gas stations and car washes, and auto repair shops.
6Source page 99
WHO RESPONDED TO THE SURVEY?
Among public forum attendees and the nearly 175-plus respondents to the online survey, the majority
of respondents live in Canton and work outside the Route 138 Corridor. The survey and meeting were
able to capture feedback from 57 respondents who either live in the Corridor, work in the Corridor,
or both. The chart below provides a breakdown of responses. Respondents were able to check more
than one option.
WHAT IS YOUR INVOLVEMENT WITH THE ROUTE 138 CORRIDOR?
a
es
°
sz
1
°
2
— oo
| LIVE ALONG THE | WORK ALONG THE | DO NOT WORK |OWN PROPERTY ILIVEELSEWHEREIN ILIVE OUTSIDE OF
ROUTE 138 CORRIDOR ROUTE 138 CORRIDOR ALONG THE ROUTE 138ALONG THE ROUTE 138 CANTON. CANTON.
IN CANTON IN CANTON CORRIDORIN CORRIDORIN
CANTON. CANTON
RKG
[Original embedded text, retained for comparison]
WHO RESPONDED TO THE SURVEY?
Among public forum attendees and the nearly 175-plus respondents to the online survey, the majority
of respondents live in Canton and work outside the Route 138 Corridor. The survey and meeting were
able to capture feedback from 57 respondents who either live in the Corridor, work in the Corridor,
or both. The chart below provides a breakdown of responses. Respondents were able to check more
than one option.
7Source page 100
WHAT IS THE VISION FOR THE FUTURE OF ROUTE 138?
Based on public input, interviews, and meetings with Town staff and the Corridor Steering
Committee, RKG Associates developed the following draft vision statement to describe the aspirations
for the Route 138 Corridor:
THE ROUTE 138 CORRIDOR IN CANTON WILL CONTINUE TO THRIVE
AND GROW AS A SIGNIFICANT CONTRIBUTOR TO THE TOWN’S
COMMERCIAL AND INDUSTRIAL TAX BASE, SERVING AS A REGIONAL
EMPLOYMENT HUB.
STRATEGIC PARTNERSHIPS IN TRANSPORTATION, OPEN SPACE,
ZONING CHANGES, AND A VARIETY OF DEVELOPMENT TYPES WILL
ENSURE THAT THE CORRIDOR OFFERS A SAFE, VIBRANT, AND
APPEALING ENVIRONMENT FOR ALL USERS.
8