hudson, ma - mass.gov district map and boundaries, marketing brochure, recommendations on continued...

HUDSON, MA

DOWNTOWN MANAGEMENT / BUSINESS IMPROVEMENT DISTRICT PLANNING STUDY

Consultant: Ann Burke Vice President Economic Development Council of Western Massachusetts 1441 Main St, Suite 111 Springfield, MA

Massachusetts Downtown Initiative

_______________________________________________________________________________ Department of Housing & Community Development, 100 Cambridge Street, Boston, MA 02114

May 1, 2017

HUDSON BUSINESS IMPROVEMENT DISTRICT Summary Report – Town of Hudson MA Downtown Initiative Grant

OVERVIEW OF PROJECT The purpose of the 2016 Hudson MA Downtown Initiative Technical Assistance grant was to confirm the feasibility of creating a management district in downtown Hudson, develop a Business Improvement District (BID) plan and preliminary budget and prepare organizers to initiate a petition process to form a BID. Included in this work was a final BID work plan, fee structure, district map and boundaries, marketing brochure, recommendations on continued outreach for the steering committee, and a strategic outline and general timeframe for the petition signature campaign. Additionally, organizers were provided a sample Town Memorandum of Understanding, BID petitions, and articles of organization and bylaws that could service as models to operationalize the BID upon approval. The Hudson Business Association has served in the leadership of efforts to support downtown Hudson for many years as a voluntary organization. The Steering committee sees the development of a BID as the logical next steps in undertaking sustainable supplemental programs and services that will benefit downtown Hudson and plan for future development. The activities undertaken during this grant prioritized the need for the sustainable management of marketing, cultural place making, business development, and advocacy for the downtown. To test the feasibility of creating a BID in Hudson, the Steering committee evaluated the minimum land use requirements, ownership and assessed value of the district, and identified draft boundaries. Additionally, the Steering committee met with numerous property owners to discuss the broad concept of district management and have determined that there is general support to proceed. Town officials and the downtown Steering committee conducted “visioning exercises” and group meetings to refine issues and work plan priorities, district boundaries and analyze alternative fee structures to fund several areas of work that will benefit downtown Hudson. A BID work plan of priority projects and budget have been developed, and communication materials have been produced to be used educate and gain commitment of downtown property owners to form a BID. Draft components of a Memorandum of Understanding including a baselinePLUS service agreement has been developed and conceptually agreed upon by Town officials. The Steering committee has actively launched an effort to educate property owners on the concept of BIDs and has initiated the signature collection process for the formation of the management district in downtown Hudson.

DISTRICT BOUNDARIES. The Hudson BID will include approximately 107 parcels valued at $48,072,300.00. The proposed boundaries encompass the core commercial area of downtown Hudson. The district consists primarily of a combination of mixed use and commercial/retail/restaurant properties, and cultural attractions. The district is generally well occupied with a variety of retail and restaurants, office space, nonprofits and a limited number of residential units. PROPERTY DATABASE –Addendum 1 The relatively small number of properties and concentration of ownership will help organizers engage key property owners and downtown stakeholders and complete the signature process in a timely manner. The Steering committee has a committed core group of property owner volunteers engaged in signature collections, and have made a commitment for their own properties to participate. The Steering committee plans to secure a significant percentage of property owner support before launching into a more public campaign. MAP BOUNDARIES –Addendum 2.

PLANNING PROCESS - “Dream Sessions” The BID planning process included a series of meetings or “Dream Session” exercises with the

Steering committee and other stakeholders to identify program priorities and strategies that

informed the BID Plan and MOU with the Town of Hudson. The result was the development

the following BID Plan. DREAM SESSION FINDINGS –Addendum 3.

HUDSON BID DISTRICT PLAN The Hudson BID has as its mission to create a sustainable, vibrant welcoming and economically healthy destination for entrepreneurs and existing businesses, residents and visitors. The BID management plan is a reflection of the priorities of downtown Steering committee and other stakeholders. Supplemental programs undertaken by the BID will build and leverage the work currently undertaken by the Town of Hudson and other organizations. Downtown Hudson has many positive attributes, a supportive town government and staff, chamber of commerce and other cooperating organizations that will help ensure the success of the BID in Hudson. CULTURAL PLACEMAKING - “Placemaking is more than a bench! We need to make the

downtown consumer friendly through activities and physical improvements”. “Integrate Arts,

Culture and Creative energy in all downtown improvements” ……. Steering committee member

FOCUS: Using a cultural “lens”, undertake physical improvements and activities that will unify

the district as a location; improve the user experience, and development opportunities and

create a vibrant destination”.

• Wayfinding Signage

• Landscaping/Maintenance/Snow Removal

• Amenities – Artist Designed Benches, Bike Racks, Tables and Chairs

• Façade Improvements

• Physical Connections – Alleys, Soften Gateways

• Banners

• Enhanced lighting

• Art /Cultural programming /events and activities

ARTS/CULTURE

FOCUS: Develop partnerships to intentionally activate downtown spaces to unleash creative

energy and community engagement and interest in the downtown.

• Small Stages in Found Spaces for weekend bookings, open mics, community based entertainment

• Promote Outdoor Piano • Expand Farmers Market to promote food, cooking experiences, orchards and farm and

specialty food demonstrations • Create Antiques and crafts market • Develop Avenue of the Arts.

MARKETING

FOCUS: Promote downtown Hudson to a broad audience of businesses, residents, and visitors

through wayfinding, events, joint marketing and public relations to increase food traffic, sales

and development opportunities.

• Create Wayfaring System that signifies downtown Hudson

• Develop and Implement a consistent and sustainable marketing strategy for the

downtown

• Implement a Social Media Strategy for the whole downtown

• Implement Events and Promotions

PARKING/INFRASTRUCTURE

FOCUS: Work in collaboration with the Town to implement a comprehensive approach to

manage and expand parking that is convenient, affordable and accessible.

• Create a Parking Management System administered by the management district.

• Parking Wayfaring signage – Parking Directional signage for existing parking

• Advocate for Public Transit enhancements

• Develop Additional Parking Inventory

• Expand Shared Ride Services

ADVOCACY/POLICY/ADMINISTRATION

FOCUS: Advocate for Town policy /zoning and codes to support development goals of the district.

• Create MOU with Town to outline relationship and Baseline services to be provided in the district

• Evaluate and propose zoning or regulations to support strategies outlines for the district.

COMMUNICATION MATERIALS - The HUDSON BID PLAN BROCHURE - – . The BID

Plan brochure is the basic marketing piece to communicate the services offered in the BID Plan,

boundaries, fee structure, Frequently Asked Questions and other information on the proposed

BID. It will form the basis for the petition and signature campaign. Hudson Downtown BID

Plan - Addendum 5

FEE STRUCTURE

The Hudson BID will initially have a modest budget of approximately $125,000.00. The BID will work in collaboration with other organizations and Town to leverage BID resources available through the District fee. The proposed fee structure will be supplemented with other sources to undertake the proposed program of work. Funding for the BID activities will be raised through a combination of district fees, sponsorships, grant writing and additional in kind contributions.

Property owners will pay for the BID services based on the following fee formula:

Commercial/Industrial 0.035%

Mixed use: Commercial - 0.035%

Residential – 0.020%

Residential - 0.02%

Non- Profits – Negotiated agreements-Contribute services or funds per negotiated agreement

Public – Negotiated MOU - Contribute services or funds per negotiated agreement

Memorandum of Understanding -Town of Hudson/BID

1. The MOU between the Town of Hudson and BID is divided into three sections. It defines the basic relationship between the Town and the Management District, baseline services provided by the Town to the proposed district and a Baseline PLUS agreement of the cash and in kind services to be provided by the Town as a member of the BID. Draft MOUs from other communities have been shared with the Steering committee as models for developing the HUDSON MOU.

Based on the priorities the Steering committee has established, the following BaselinePLUS services are suggested:

Cash Contribution: The Town of Hudson will contribute $20,000.00 annually to the BID to support the execution of parking management and wayfinding in the district.

Collect and Distribute BID fee: The Assessor’s/Treasurer’s Office will bill, collect the appropriate district fee for each property within the BID, and distribute the revenue directly to the management district at no cost to the district.

Landscape/ Maintenance: The Town will maintain all permanent on-street landscaping areas within the BID area. This includes watering and pruning of all new street trees, watering and weeding of planter beds, and mowing of lawn areas.

Banners and flags: The Town will pay insurance for installing marketing and event banners and flags on the light poles. The Town will also be responsible for initial installing of banner/flag brackets and maintenance of the brackets as required.

Public Services to support Events/ Promotions: The Town will cover the costs of additional police, fire and DPW for up to 4 events per year or other special promotions above and beyond current allocations undertaken by the BID and collaborating partners.

Capital Improvements: The Town will seek additional capital funds for improvements such as broadband internet and parking supply, streetscape improvements and amenities.

Identification of Additional Sources of Funding - The Town agrees to work with the BID to identify additional sources of revenue available to the Town to fund enhancements, services, benefits, or capital improvements within the BID.

SIGNATURE CAMPAIGN - Steering Committee Leadership The Hudson BID Steering committee has solidified its Steering committee membership and leadership. The committee members are active property owners, civic leaders and business association members. It also includes new entrepreneurs and long- time business owners. This mix of leadership will help enable the group to reach different constituents in the downtown community. Additionally, planning staff, key city departments and Select Board members have been engaged in the planning process. The Steering committee and Chair have begun the process to gather required signatures of a minimum of 60% of property owners representing 51% of the assessed value of the district. The Steering committee plans to work throughout the summer to complete the signature collection process and has established a timeline and benchmarks to monitor signature collection and problem solving. The Steering committee has a goal of exceeding the statutory requirements to demonstrate community consensus for forming the BID. Signature page - Addendum 5 SIGNATURE CONSIDERATIONS Collecting the necessary signatures from property owners should take into consideration the following issues to ensure that the signatures are sufficiently documented. The petition signature page should include the following information:

Legible printed name of owner

Signature of owner

Address of each parcel

Lot and parcel number

If the property is owned by an LLC, Trust, or Board is it suggest that organizers attach additional documentation documenting authorization of individual signing petition on behalf of all parties. This may require a Board vote, letter or copy of the trust or partnership documenting authority to sign on behalf of the ownership entity.

There is no need to have signatures notarized.

Line for witness signature.

TOWN CLERK CERTIFICATION

Upon completion of the signature phase of the project, the assessors’ office will review and

confirm the signatures of the property owners and affirm that the organizers have met the

signature threshold requirements. As part of this project, Town officials were consulted to

review the proposed legislative process and review and outstanding procedural questions.

Organizers will request that the Town Clerk sign a certification that the threshold requirements

have been met and include it in the petition. Sample Certification – Addendum 6

TIMELINE

The Steering Committee is in the process of collecting signatures in support of the formation of

the Business Improvement District. With 107 properties in the proposed District, a minimum

of 65 property owners are required to meet the 60% threshold to move the concept forward to

a public hearing. The following timeline will serve as benchmarks for the completion of the

legislative process.

May – September - Signature collection complete.

October - Submission of Petition to City Clerk and Public Hearing

November/December – Vote by Select Board to establish Management District

January 2017 – May 2017 - Operationalize the BID including – Articles of Organization, Bylaws,

Board, hiring staff, contracts, and operationalization of services.

NEXT STEPS Outreach to Downtown Stakeholders – Steering Committee The Steering committee will continue to outreach to downtown stakeholders to educate owners and tenants on the concept of a Hudson BID and secure property owners signatures in support of the BID.

Prepare the Petition – The Steering committee will prepare the petition to submit to the Town Clerk. The elements of the petition will include: a copy of the Management District work plan, fee structure, management, hardship provision language, a map of BID boundaries, and original signatures of property owners that meet the required threshold of support. Conduct Petition Campaign/Legislative Process- 3-5 months – The proposed district is relatively small and Steering committee members are securing signatures of a minimum of 60% of the real property owners that represent 51% of the assessed value of the district. This should be able to be accomplished within a relatively short window of time with the active involvement of steering committee. The legislative process is mandated in the enabling legislation and could take up to 90 days to complete the public hearing, any subcommittee hearings and vote by the Select Board of the Town of Hudson. Budget A volunteer steering committee is undertaking the legislative process and other outreach for the campaign. However, modest additional resources will be required for legal, mailing and printing costs. Certain activities could come in the form of donated or in kind services, but it is important to plan for some expenses to be associated with the BID formation process. At a minimum these include:

Printing - The BID Plan brochure has been printed and will be distributed widely to property owners and stakeholders. Additional copies of the BID Work Plan may be printed at a modest cost. The document conveys enough information on the BID plan and budget for property owners to make an informed decision.

Postage/Advertising. Several mailings and required advertisements are mandated as part of the legislative process. Although not required in the enabling legislation, it is recommended that resources be budgeted for the Notice of Organization to be sent by certified mail to all property owners.

Legal – Organizers are encouraged to engage legal consul to review the petition, prepare boundary descriptions, review the petition, bylaws and articles of organization, and other filings required for the approval and initialization of the BID.

SUMMARY

The Downtown Hudson Steering Committee, Chamber of Commerce and Town officials have developed a BID district plan, fee structure, boundaries and budget for the proposed Hudson BID. The goal of the committee is to move forward on a downtown management petition that will be brought to the Select Board for a public hearing and vote by late 2017. Attachments

Addendum 1 – Database Addendum 2 – MAP Addendum 3 – Dream Session Findings Addendum 4 - Management Plan Addendum 5 – Signature page

Addendum 6 – City Clerk Certification

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Town of Hudson, MAProposed Business Improvement District

0 130 260 390 52065Feet

Map created by Hudson GISSeptember 16, 2016

These maps are not a legal record and should be used for assessment and/or

reference purposes only.

Addendum #3

HUDSON DREAM SESSION

ANALYSIS

Dream Session : Downtown Steering Committee

Date: June 6, 2016

Participants Ann Burke – facilitator

Arthur Redding

Jack Hunter

Kristina Johnson

William Ross

Mike Murphy

Karim El-gamal

Chuck Randall

Mark O’Connell

Mae Zagami

Why Are You Here ?

Dream Session participants were downtown stakeholders and city officials who are actively involved in

the community as residents, business owners, planners and other downtown organizations. Many

participants are involved in ongoing efforts to support downtown Hudson. The group shares a collective

vision for the downtown and sees opportunities for collaboration and continued growth. They are

interested in creating a sustainable approach to managing parking and downtown programs that is

supported equitably by all downtown stakeholders. This shared vision is expressed in the following:

“I value the downtown as a resident but equally as a property owner.”

“I’m here to strengthen the relationship with the business community because they are an asset to the

community and can help implement a master plan for downtown Hudson”.

“ In my time in Hudson, I’ve seen a lot of improvements, I want to see that continue”

“I own 2 businesses on Main street and I want to see more businesses here”

“I want the downtown to be sustainable ….. I also want to see more collaboration”

“ Not to be selfish…. In fairness, everyone should be asked to help with their proportionate share to make

the downtown sustainable”

“ I want to bring new ideas to make things happen”

Addendum #3

“ I want to get people to see participating as a ‘investment’ not as an expense “

“ I want to see the downtown be vibrant for my business and my employees”

“I want to help position the downtown to keep the renaissance I see happening going “

“We’ve come a long way, but we have a ways to go for businesses in the downtown.”

“ I would like to see concrete ways we can make downtown better “

“ I see the downtown as a golden star that the whole town can be proud of and we can do more”

BREAK OUT SESSIONS

In two break out sessions, participants were asked to identity what their vision for downtown Hudson,

identify the most critical needs and challenges, opportunities and priority projects. To frame the

session, participants were asked to this about Downtown Hudson with the following key questions in

mind.

NEEDS /CHALLENGES/ OPPORTUNITIES

What does a vibrant downtown Hudson look like?

1. STRONG SENSE OF PLACE/ DYNAMIC ACTIVITY AND USES - Participants want to develop

downtown Hudson into an active, downtown destination with a strong “sense of place”

that is multigenerational, with a variety of businesses, cultural activities and other reasons

for people to visit, shop, live or work downtown. Success would include:

- Year round program of activity

- Extended business hours for businesses

- Create sense that there is always something going on

- Increase foot traffic

- Increase number of businesses and dining/entertainment

- Make getting around convenient with easy parking

“Seeing many generations downtown creates a sense of vibrancy”

“We used to have an 8 am to 5 pm day downtown and then the streets would roll up; now it’s a 12 to

14 hour day. …. And that’s a good thing” for the downtown. “

2. ATTRACTIVE FACADES AND SIGNAGES / WELL MAINTAINED STREETSCAPE - Participants

would like to see downtown Hudson have an improved consistent appearance throughout

the district.

Addendum #3

“Upgrade some facades to make signs and storefronts more attractive and better maintain the general

appearance of the downtown”

What’s missing? 1. PARKING/TRANSPORTATION IMPROVEMENTS / MANAGEMENT- There is a strong sense from

participants that adequate public transportation options and parking signage, availability,

access, and management are key elements currently missing in downtown Hudson. Like many

communities, Hudson is balancing the management of existing parking assets, possible

development of new facilities and recommendations for ongoing promotion and management

of downtown parking. Additionally, participants feel more public and alternative

transportation options would enhance the downtown and user experience.

“ I am sitting with friends at a restaurant downtown and they are complaining that there is no place to

park. I feel guilty with my car all alone in my business lot.”

“ We need to work with public transportation to get service to downtown to make it easier for people to

take the bus”

“ It would be great if there were more bike racks for people who like to ride bikes downtown”

“ Downtown needs more conveniently located parking”. If people can’t park, they may come once but

won’t come back.”

2. WAYFINDING – Downtown Hudson lacks an adequate, comprehensive wayfinding signage

system. Improving wayfinding could help establish community, develop continuity

throughout the downtown, direct users to parking, cultural, commercial and other attractions,

and help create a “downtown brand” .

“ Downtown Worcester has a symbol of a heart to direct people downtown. It really tells people where

to go . It works”

What are the opportunities? There is the sense that there are multiple opportunities to

build on the positive business and cultural activity that is happening in recent years in the

downtown with new businesses, younger entrepreneurs and residents, and a sense of energy

and cooperation with downtown stakeholders. Key opportunities that were identified include:

1. PARKING IMPROVEMENTS/ MANAGEMENT – Participants feel there are ample

opportunities to improve parking in the downtown through better management of existing

resources, development of additional parking , and marketing .

“ We are more than willing to share parking after hours but we need the police to help us. There is the

opportunity to manage the off time use better “

“Town Hall parking is open after 4:30pm”

Addendum #3

“ We have been talking as a group about parking for seven years; we have renderings for new parking

that would combine several lots. When we have a better parking facility it can all work together better.”

“ We need to build a new parking or some sort to have growth”

“We can better sign and market the existing parking we have in the short term”

“ Maybe a downtown district could provide parking management and even create revenue that could

be used in the downtown”

“ Parking management and wayfinding are low cost; they are beneficial to managing the parking assets

we already have”

“ We need to think about parking long range. I fear our success may be our own demise. We need to

plan for parking as downtown grows.” People need to feel they can always find interesting things to do

and places to park to make downtown a destination”

2. PHYSICAL IMPROVEMENTS - There is an opportunity to undertake physical improvements

to the downtown that create better connections to South Street, sidewalks and alleyways

to tie the district together as a whole. “Place making” improvements could add planters ,

decorative street lights, benches, food, and other enhancements to soften the connections

and create gateways to the downtown.

“ Downtown is more than just Main St and we need to add physical improvements that will tie the

downtown together.”

“ Some physical improvements can be done immediately ; are simple, and in reality are additional

marketing for the downtown. They make people want to come visit”.

“ South St improvements are important to build on the downtown as part of a place”

“ Make more use out of sidewalks , for example , make it easy for businesses to bring merchandise out

of stores.”

3. ART AND CULTURE - Art and culture is seen as an immediate avenue to quickly show

impact and action in downtown Hudson. There is the sense that there is momentum and a

movement happening in the downtown that supports more and varied art activity that has

the opportunity to be immediately impactful. It will attract a variety of people into the

downtown. Participants feel this strategy should be encouraged and expanded.

“Art and culture creates a sense of place, community. It generates more activity and goodwill for

business owners and residents who frequent the downtown”.

“ There is momentum going on right now. More young people are moving in, sure, Hudson is affordable,

but its more than that …. We have things to do, we are creating a cluster of activity that makes people

want to be here. There is a sense that something is going on.”

4. MARKETING / SOCIAL MEDIA - Marketing and expanded use of social media is an

opportunity for downtown Hudson. Participants believe that a cooperative approach to

collaborate to promote the downtown to potential businesses and visitors is not currently

underway and presents an opportunity to explore.

Addendum #3

VISIONING – PRIORITY PROGRAMS

What key improvements or programs would have a positive impact on

downtown Hudson?

Participants were asked to provide their top 3-4 ideas that would enhance downtown Hudson for

residents, visitors, commerce, culture, dining and entertainment?

1. PHYSICAL IMPROVEMENTS/ PLACE MAKING

Undertake physical improvements that will unify the district as a locations; improve the user

experience and create a “ destination”.

“ Placemaking is always more than just a bench! We need to make the downtown consumer

friendly” though physical improvements but also activities”.

CREATE CONNECTIONS

- Connect downtown Hudson to Assabet Waterfront

- Make South St and Connectors “Complete Streets”

- “Soften” gateway entrance to downtown

ADD AMENTIES TRHOUGHOUT DOWNTOWN

- Add benches, tables& chairs throughout downtown including

riverbanks, rotary, at storefronts, sidewalks etc.

- Enhance lighting

- Flags and banners

- Flowers

- Bike Racks

WAYFINDING SIGNAGE

FAÇADE IMPROVEMENTS

Signage and Façade Improvement programs

IMPLEMENT A DOWNTOWN MAINTENANCE IMPROVEMENT PLAN

- Maintenance program – sweeping and trash removal

- Snow removal

- Planters, Landscaping and beautification

2. ARTS and CULTURE - Integrate Arts, Culture and Creative energy in all downtown

improvements.

- Create Small stages/coverings for performance spaces in downtown in found spaces

for weekend bookings, open mics, community based entertainment

Addendum #3

- Keep outdoor Piano !

- Expand Farmers Market to promote food, cooking experiences, orchards and farm

and specialty food demonstrations

- Antiques and crafts market

- Develop a “Avenue of the Arts “

- Create Wayfaring symbol or color that signifies downtown Hudson displayed

throughout the downtown.

3. MARKETING AND PUBLIC RELATIONS -

- Develop and Implement a consistent and sustainable marketing strategy for the

downtown

- Social Media Strategy for the whole downtown

- Design and implement wayfaring signage system for downtown

4. PARKING /TRANSPORTATION IMPROVEMENTS

Effective Parking management, expansion of existing parking, wayfinding, marketing and

promotion of parking priority solutions. Enhanced public transportation and alternative

transportation solutions also identified as part of solution.

PARKING MANAGEMENT SYSTEM OVERSEEN BY MANAGEMENT DISTRICT. – Develop a

parking management system overseen by a management district that would include

marketing and promotion, management of lots, wayfinding signage, development of

strategy and funding for additional parking facilities. Possible revenue stream for

sustainable parking system for the downtown.

PARKING WAYFARING SIGNAGE - Immediate signage improvements to direct people to

existing lots and parking

PUBLIC TRANSIT ENHANCEMENTS

- Expand MWRTA service to downtown Hudson

- Create Trolley bus system through downtown

DEVELOP ADDITIONAL PARKING INVENTORY

- Develop additional parking – proposed project – assemble several lots

including town owned land, bank lot and additional acquisition on Houghton

St. Add additional parking level. Secure and leverage funding.

- Explore shared parking lot use. Identify available lots that might be

available for parking after hours (ie banks, city hall etc. )

- Expand and Promote Shared Ride Services – Uber and Lyft

Addendum #3

5. BUSINESS DEVELOPMENT / HOUSING

Explore activities to support business develop to create a healthy retail/commercial/ dining

and entertainment mix in the downtown. Expand housing variety and other living

opportunities in the downtown to create a downtown residential community .

Retail recruitment to achieve a more diverse retail mix – bookstore

Promote downtown to attract businesses to locate in Hudson

Encourage single family residential conversion in walkable downtown

neighborhoods

Encourage residential use in underutilized upper floor commercial space

Conduct analysis of current residential occupancy.

6. ADVOCACY AND POLICY

Analyze current Town policy /zoning and codes to support development goals of the district.

Create MOU with Town to outline relationship and Baseline services to be provided

in the district

Evaluate and propose zoning or regulations to support strategies outlines for the

district.

IMPLEMENTATION – WHO ELSE ?

Participants suggested other key participants who will need to participate in implementing the projects

identified in the DREAM Session. They include:

Other Property Owners

Tenants

Select Board

City Department Heads – DPW, Building Departmet/codes, Police

Transit

Addendum #3

HUDSON DOWNTOWNBusiness Improvement District

Are there other BIDS in Massachusetts? There are currently 5 BIDS in MA with budgets from $200,000 to $5 million dollars o�ering programs that range from maintenance and beautification, marketing and events, security and hospitality, business development and many other initiatives. A number of communities in MA are in planning stages of forming BIDS.

We pay taxes – why should we pay more for services? Isn’t that the municipality’s responsibility? This is the most common question and arises from the concern that private property owners need to provide services that some feel should be under-taken by the municipality. The simple answer is that BIDS provide supplemental services over and above those commonly o�ered by the municipali-ty. The BID fee is an investment in a property that will yield returns in the form of increased property values, improved tenancy, and revenue to the

municipality through increased business activity and visitor expenditures in downtown business-es. Most BIDS can demonstrate a solid return on investment over the long haul. By investing in the BID, property owners and municipalities actually leverage the municipal resources available for programs o�ered within the district. BIDS encour-age property owners to “Think like an owner, not a tenant.” That is… as an owner, they are making the investment in their properties for the long run and the ultimate value they add to the district.

Who actually controls the BID? The BID is controlled and financed by the proper-ty owners in the district. A Board of Directors representing the property owners oversees the execution and management of the BID Business Plan. The Board of Directors makes personnel, program and budget decisions within the scope of the plan approved by the BID members.

FREQUENTLY ASKED QUESTIONS How much does it cost? Property owners within the BID determine the budget and priority supplemental programs and services it will provide in the district. Property owners in the district will determine a fee structure that is fair and equitable to all members of the BID. Each BID has its own unique fee structure that is appropriate for their municipality and is developed as part of the planning process of forming a BID.

Are we privatizing public spaces? The privatization of public space is a topic of debate for some property owners within BIDS. It is important to note that agreements between BIDS and a community function like land leases and the community does not give up ownership of the district. Most BIDS make existing public space more usable, through better programming, maintenance and security for the benefit of the entire downtown community.

Why should property owners be mandated to participate? The underlying purpose of a BID is to distribute both the burden and the benefits equitably. For example, for some services like marketing or snow removal, skip-ping properties who don’t want to participate negative-ly impacts the e�ectiveness of the service and its impact on the downtown. To quote Richard Starr, one of the top development experts in the USA, who says, “He who benefits, pays; and he who pays, benefits.”

If we form a BID, is it forever? Can we dissolve a BID if things don’t work out?Once a BID is established, all property owners partici-pate in the BID. Every five years, property owners vote to continue the BID or not. If a majority of the property owners vote to dissolve the BID, it will be disbanded. A BID can be dissolved at any time by a vote of 51% or the real property owners OR the owners of 51% of the assessed valuation within the district.

What are the proposed boundaries for the BID and how are they established? BID boundaries are established at the discretion of property owners in the district. Boundaries are not limited to zoning constraints or traditional definitions of downtowns or neighborhoods. Geographic or physical barriers that create a natural boundary often create a natural ending point to the district. District boundaries

can also be determined by land use, owner interest or other commonly agreed upon criteria. Ultimately BID boundaries are established by a consensus of proper-ty owners in the proposed district.

How does the Town or nonprofits participate in the BID? The municipality participates by providing both financial support and in kind services. Most BIDS have a Memorandum of Understanding with the municipality that spells out the relationship with the BID, the baseline services provided by the municipali-ty and a “ baseline plus” agreement that outlines how the municipality will participate in the BID as a proper-ty owner member of the district.

How is a BID di�erent from a Chamber of other Business Association? The BID is a legal mechanism for property owners to collectively purchase supplemental programs and services in a specific geographic area, establishing a dedicated revenue stream to execute the business plan approved by property owners in the BID. A Chamber typically provides membership services that are geographically dispersed, sometimes over multi-ple communities.

Why consider a BID in any community? Successful downtowns are an actively managed hub of a variety of activities that contribute to its health and economic vitality. Residents, visitors, customers, employees, business owners and students of all ages comprise the downtown community and contribute its success. When property owners part-ner with the municipality to leverage the downtown through a well management and sustained e�ort, the downtown becomes an economic driver for the overall community.

Do they work? BIDS have now been in existence for over 50 years. They are so fully integrated into most major cities that multiple BIDS are commonplace, and policies and legislation are rarely modified. The International Downtown Association (www.ida-downtown.org) documents a proven track record of success that can be demonstrated through increased values, improved tenancy, and an enhanced “sense of community” in BIDS in large and small cities across the country.

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Town of Hudson, MAProposed Business Improvement District

0 130 260 390 52065Feet

Map created by Hudson GISSeptember 16, 2016

These maps are not a legal record and should be used for assessment and/or

reference purposes only.

FOCUS: Using a cultural “lens”, undertake physical improvements and activities that will unify the district as a location; improve the user experience, and devel-opment opportunities and create a vibrant destination.

FOCUS: Develop partnerships to intentionally activate downtown spaces to unleash creative energy and community engagement and interest in the down-town.

� Small Stages in Found Spaces for weekend bookings, open mics, community based entertainment � Promote Outdoor Piano � Expand Farmers Market to promote food, cooking experiences, orchards and farm and specialty food demonstrations� Create Antiques and crafts market � Develop Avenue of the Arts

� Wayfinding Signage� Landscaping/Maintenance/Snow Removal � Amenities – Artist Designed Benches, Bike Racks, Tables and Chairs � Façade Improvements � Physical Connections – Alleys, Soften Gateways � Banners � Enhanced lighting � Art/Cultural programming/events and activities

What is a Business Improvement District? A Business Improvement District, or BID, is a legally established, contiguous geographic area within which property owners initiate, manage, and finance supplemental services for the benefit of everyone who lives, works or visits the district. Over 2000 BIDS exist throughout North America and the world.

Why a BID for Hudson? Downtown Hudson is experiencing a sense of renaissance fueled by the emergence of younger entrepreneurs and residents, new independent businesses and a vibrant cultural scene. To capital-ize on this opportunity, downtown stakeholders are interested in working together to continue and

Q&Areinforce these positive trends by investing in strategic programs and services like streetscapes enhancements, arts and culture, parking improve-ments, and marketing that will create a sustainable, vibrant, welcoming and economically healthy destination for entrepreneurs, residents and visitors. The Hudson BID enables downtown stake-holders to decide which services to provide to benefit the downtown community and develop the programs to make it happen!

Why your support is important! Property owners working collectively can leverage their resources and make strategic decisions on programs and services that will strengthen down-town Hudson and have a greater impact than any individual owner can accomplish alone. By support-ing the BID, you will play an active part in helping to create a vibrant, attractive and sustainable down-town Hudson for the future.

THE PLAN

“Placemaking is more than a bench! We need to make the downtown consumer friendly through activities and physical improvements. Integrate Arts, Culture and Creative energy in all downtown improvements”

CULTURAL PLACEMAKING

DISTRICT SERVICES

ARTS/CULTUREFOCUS: Promote downtown Hudson to a broad audience of businesses, residents, and visitors through wayfinding, events, joint marketing and Public relations to increase food tra�c, sales and develop-ment opportunities.

� Create Wayfaring system that signifies downtown Hudson� Develop and Implement a consistent and sustainable marketing strategy for the downtown� Implement a Social Media Strategy for the whole downtown� Implement Events and Promotions

MARKETING

FOCUS: Advocate for Town policy /zoning and codes to support development goals of the district.

� Create MOU with Town to outline relationship and Baseline services to be provided in the district� Evaluate and propose zoning or regulations to support strategies outlines for the district

ADVOCACY/POLICY/ADMINISTRATION

Property owners pay for the BID services based on the following fee formula:

Businesses – 0.035%Residential – 0.02%

Mixed use: Commercial – 0.035% Residential – 0.02%Non profits – negotiated agreementsPublic – negotiated MOU

WHAT WILL IT COST PROPERTY OWNERS?

The BID is managed and financed by the property owners in the district. A board of directors representing property owners, businesses, residents, town and other key stakeholders makes all personnel, program and budget decisions. The BID will hire a professional manager to implement and manage the BID plan. BIDS run lean to maximize and leverage resources.

HOW IS THE BID MANAGED?

A BID creates a way for property owners to pool their resources to fund and coordinate improvements and supplemental services in downtown Hudson with the goal of promoting business and cultural activity to enhance value, generate more business activity and enhance the overall experience for anyone who lives, works or visits. BIDS have been an important part of thriving downtowns for over 50 years in communities of all sizes. From small towns like Burlington VT, Amherst, Hyannis and Taunton MA, to major cities like New York, Denver, Boston and Baltimore, BIDS have demonstrated success. Simply put… BIDS work!

BENEFITS OF A BID

Mark O’ConnellAvidia Bank

Michael Murphy Murphy Insurance

Chuck Randall Randall Properties

Arthur Redding Hudson Appliance

Bill Camuso Camuso Enterprises

Bill Ross Better Accounting Services

Mae Zagami Creative Designs in Kitchens

Karim El Gamal Rail Trail FlatBread Co.

STEERING COMMITTEE MEMBERS

� Create a Parking Management System administered by the management district. � Parking Wayfaring signage – Parking Directional signage for existing parking � Advocate for Public Transit enhancements � Develop Additional Parking Inventory � Expand Shared Ride Services

FOCUS: Work in collaboration with the Town to imple-ment a comprehensive approach to manage and expand parking that is convenient, a�ordable and accessible.

PARKING/INFRASTRUCTURE

CulturalPlacemaking

Parking/infrastructure

Admin/Advocacy

Marketing/Arts/Culture

40%25%

20%

15%

Jack Hunter Director of Planning and Community Development

Richard Braga

For more information, contact Mae Zagami at [email protected]

PETITION TO THE TOWN OF BOARD OF SELECTMEN OF HUDSON, MA

TO FORM A BUSINESS IMPROVEMENT DISTRICT

We, the following property owners and authorized representatives of property owners in

Downtown Hudson MA, petition the Board of Selectmen to initiate proceedings to form a

Downtown Hudson Business Improvement District, allowable under Massachusetts General

Law Statute 40-O. A summary of the BID management plan and district boundaries are attached

to this petition.

Date: ________________________________________________________________________

Legal Owner: ________________________________________________________________

Lot and Parcel Number Site Address (list each property separately)

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

I hereby declare that I am the owner or authorized representative of the owner of parcels listed

on this petition.

Legal Owner Name of Authorized Representative (Print)

Legal Owner of Authorized Representative (Sign) _____________________________________

Signature Witness (Print) ________________________________________________________

Signature Witness (Sign) _________________________________________________________

Total Number of Parcels ___________________

Email to [email protected] or mail to The Downtown Hudson Business Improvement

District, 21 Main Street, Suite 5, Hudson, MA 01749

mailto:[email protected]

TOWN OF HUDSON, MASSACHUSETTS

CERTIFICATE OF THE TOWN CLERK

Regarding the HUDSON Business Improvement District

I, the undersigned Town Clerk of the Town of Hudson, pursuant to the direction of the

Select Board, hereby certify that as required by Massachusetts General Laws Ch. 40 O, §4, I

have determined that the establishment criteria for the Hudson Business Improvement District

have been met as set forth in Massachusetts General Laws Ch. 40 O, §3.

EXECUTED under the pains and penalties of perjury, this _____ day of ______________, 2017.

[SEAL]

___________________________________

Town Clerk

Town of Hudson

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