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TOWN OF WATERTOWN, MASSACHUSETTS
STRATEGIC FRAMEWORK FOR ECONOMIC DEVELOPMENT
Appendices
AUGUST 2, 2011
Mt. Auburn Associates I Madden Planning Group I Gamble Associates
APPENDICES : TABLE OF CONTENTS
A. ENGAGEMENT A-1
Business Outreach
Outside Entities
Community Outreach
B. ECONOMIC ACTIVITY B-1
Innovation
Employment Growth
Wages
Watertown's Position in the Regional Economy
Workforce and Employment
C. LOCATION AND REAL ESTATE C-1
Regional Context
Market Trends
Watertown's Position in the Regional Market
Commercial/Industrial Land Use Patterns
Building Stock and Valuation
D. INFRASTRUCTURE &THE CIVIC REALM D-1
Amenities: Nature, Culture, and Recreation
Retail Centers
Transportation and Access
Public and Private Utilities
A-1
APPENDIX A: ENGAGEMENT
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Over the course of a 12-month period,the The inquiry focused on the following questions:
Economic Development Study has involved multiple 1. What factors led you to locate in or stay in
public meetings,ongoing coordination with the Watertown? What other locations had you
Town and its elected officials,and outreach to considered if any?
businesses. The Watertown Department of
Community Development and Planning managed 2. Did you confront any barriers to locating
the process for the Town and has been actively in Watertown or do you see any that
engaged in guiding the work and generating affect your business today or in the future
recommendations. A Steering Committee provided (space, infrastructure,access,workforce,or
oversight by reviewing the work at key milestones. regulatory)?
Members of the Steering Committee included 3. Do you participate in or take advantage of
the Town Council Economic Development Sub- Federal or State economic development
Committee and the Planning Board. The Town programs?
Council was briefed at the outset of the project in
January 2010 and Councilors have been present at On April 1,2010,a breakfast forum for the large
all the public meetings. employers was held. The discussion centered on
Watertown's image and strengths,workforce and
BUSINESS OUTREACH transportation issues, amenities,the development
process, and the role of local government.
The initial focus of the study was to define the
profile of local businesses. Calls were made to the Regarding Watertown's image, business leaders
chief executive officers or financial officers of the were concerned about attracting a younger
50 largest firms, representing biotech,design and workforce that have an urban and transit-oriented
engineering, health care and social services, media focus. The Town's image has improved a lot but still
and information,and science and technology, lacks identity with low-density,auto-oriented uses.
and food industries. These 50 firms represent Improving connectivity and attractiveness was
approximately one third of Watertown's workforce recommended.
(Table A-1).
A-2
Table A-1. Telephone Outreach to Large Employers Transit was one of the most important issues
PARTICIPATING FIRM AND NO.OF EMPLOYEES CONTACTED FIRM AND NO.OF EMPLOYEES raised,along with other transportation concerns.
Many employees drive to work but would prefer
c 1111111111111111116� ADVANCED MANUFACTURING/TECHNICAL
a transit option. There is no direct access to the
Barclay Water Management Inc 80 A123 Systems Inc 24
commuter rail stations in Belmont and Newton.
n Doble Engineering Co 200 Alem-Rmd Joint Venture 89
c The bicycle trails are attractive to the workforce
c High Tech Turning Company 23 Exergen Corp 100 but are not sufficient by themselves. The#70 bus
�'
Pulpdent Corp 65 Techdevice Corp 47 connects a high tech corridor between Cambridge
0 Therma-Flow Inc 25 United Electric Controls Company 99 and Waltham, passing through Watertown.
BIOTECH/LIFE SCIENCES Narrowing Mount Auburn Street is important but
o this corridor also needs to facilitate better transit.
o Boston Biomedical Research Institute 125 Asischem Inc 30
Pedestrian movement in Watertown Square can be
Enanta Pharmaceuticals Inc 40 Psivida Inc 26
� treacherous.
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EnVivo Pharmaceuticals Inc 53 Tetraphase Pharmaceuticals Inc 25
Virogen/Boston Biotechnical Institute 2 Wolfe Laboratories 30 On competitive advantages,several businesses
DESIGN/ENGINEERING mentioned proximity to the airport and the fact
Cadmus Group Inc 70 Allen&Gerritsen Inc 60 that we are close to Boston, but not Boston. Clients
Sasaki Associates Inc 260 Bard RAO&Athanas Consulting 130 find the space at the Arsenal attractive, but there is
still a need for more restaurants and "cool" places
Souza,True&Partners Inc 25 Corey McPherson Nash 50 to go. A good hotel is desperately needed.
Vanasse Hangen Brustlin Inc 350 Reed Hilderbrand Associates 25
INFORMATION/MEDIA Regarding the role of Town government,the
Athenahealth Inc 554 Charlesbridge Publishing Inc 32 participants identified the need for a one-stop
Communispace Corp 206 Harvard Business School Publg 230 `ombudsman"to take a business through necessary
Liaison International Inc 50 (prospect,Inc 109 steps of locating a business or developing a site.
There needs to be more advocacy for business
Pharmetrics Inc 68 Mobile Messenger 130
in general. The Arsenal was a successful model
Software Artisans Inc 30 Molecular Inc 100 because it was pre-planned as a coherent
Tom Snyder Productions Inc 100 Netage Solutions Inc 65 development. Mixed-use development allows
New England Sports Network Inc 60 for flexibility to respond to the vagaries of the
Pure Imaging Inc 21 marketplace. The businesses were open to further
HEALTH/SOCIAL engagement if there were a defined sense of
New England Research Institutes,Inc 220 Bright Horizons Family Soln 550 purpose.
Pathfinder International 80
Tufts Associated Health Plans 1000
A-3
Table A-1. Telephone Outreach to Large Employers(continued) D
PARTICIPATING FIRM AND NO.OF EMPLOYEES CONTACTED FIRM AND NO.OF EMPLOYEES m
3
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BUILDING/SPECIALTY TRADES X'
JC Cannistraro LLC 400 Charlie's Contracting Inc 70 D
ML McDonald Sales Co Inc 180 =
ao
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A Russo&Sons Inc 120 Canadian Fish Exporters Inc 18 N
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Newly Weds Foods Inc 80 Radlo Foods 25 rt
OUTSIDE ENTITIES
In March 2010, meetings were held with the Mass Real estate brokers were also contacted via are easier for their workforce to access. The East
Office of Business Development and the Mass telephone to understand better the local market, Side/Arsenal Street corridor was identified as the
Biotech Council. The purpose of these sessions was types of companies,available properties, rates, best location, because people have an easier time
to alert these groups to the economic development trends,and Watertown's position vis-a-vis visualizing how to get there.
study and to hear their perspective on the regional surrounding towns.
economy and business decision factors. Another real estate professional pointed out that
One real estate broker noted that Watertown is a Pleasant Street could be nice if the urban amenities
MassBio identified the competitive advantages decent market for life science companies looking were improved. Waltham is perceived as a better
that attract biotech firms:speed and timing related for a lower price point than Cambridge and willing address generally,with many venture capitalists
to moving, building,or renovating a building; to be a few miles away from academic institutions. located there. The Arsenal does well because it is
the availability of bio-ready buildings; proximity The push back is that it is a little burdensome to architecturally interesting and has stable ownership
to transit and regional highways;and a highly access from the highway network. Some would (Harvard University).
educated workforce. Developers who specialize rather be in Cambridge or on Route 128,which
in biotech include Alexandria Real Estate, Biomed
Realty,and Cummings Property. Watertown could
achieve MassBio Platinum rating if the Health "The appeal in Watertown is access to R6�D workforce at a significant discount
Department were to adopt a set of guidelines
generated by the Bio-safety Board. to Cambridge —so smaller earlier stage companies. Interesting funky shops,
restaurants, and cafes appeals to this type of workforce; there is some synergy
with the Arsenal on the Charles where they have restaurants, a health complex,
some curb appeal" (Real estate broker/developer).
A-4
` May 2010—Analysis residential, artist lofts and open space. In these
September 2010 —Economic Scenarios discussions, additional heavy industry, big box
l retail,and auto-related uses were not deemed
c December 2010—Vision and Implementation appropriate under the assumption that Watertown
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' These meetings were well attended by a cross already contains a large number of these uses
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c section of residents and some small business relative to the Town's size. Extending transit,
0 owners,as well as members of Town Council,the creating more pedestrian-friendly districts,and
Planning Board, and Town Administration. The focusing on the Charles River were all suggested as
meetings were reported by the Boston Globe, part of the vision.
►'f 1 the Watertown Tab,and the Watertown Patch.
o Presentations were posted on the Town of In response,a draft vision statement was presented
Watertown's Economic Development website. at the December forum,with the suggestion that
rt it be tailored more to Watertown. Participants
The feedback from these meetings helped shape were excited that Watertown was undertaking
Participants at the September community meeting the course of the work and the ultimate strategy. In this process and future planning efforts to shape
engaged in discussions about future scenarios. May 2010,the discussion centered on Watertown's the future rather than react to outside forces. In
image and position in the Boston metropolitan response to a set of possible implementation
area,the relation of industries to the workforce,the tools, participants expressed significant interest in
COMMUNITY OUTREACH importance of transit and bicycle paths for making comprehensive planning,a new zoning strategy,
connections,the need for vibrant places that are an improved economic development website,and
Outreach to citizens followed several tracks. The relevant to a younger work force,and the need streetscape and transit improvements. Brownfield
Town website was updated with a new page for information management and a one-stop point remediation was also viewed as an activity where
for economic development with links to maps, person within the Town to facilitate business and the Town could be more proactive.
presentations,and events. An email list was development issues.
compiled from a variety of sources, and word of
upcoming meetings was sent out via email blasts At the September 2010 forum,the need for an
from the Town. In addition,a Facebook page overall vision was underscored. Participants
was created. This site was frequently updated noted that character and form of development
with information about meetings as well as news are as important as use categories, and that one
reports regarding local companies and property objective is to balance commercial and residential
transactions. uses in the Town. Within five underdeveloped
focus area in Town,desired uses identified were
Three public forums were held during the study,
green technology, hotels, office and research
with the following themes: and development, local shops,some multifamily
B-1
APPENDIX B : ECONOMIC ACTIVITY
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Watertown businesses had approximately 19,000 of which became evident in conversations with
wage and salary employees in 2009.1 The number Watertown businesses leaders during the study.
of business establishments totals approximately Over the course of the last few years,the national
1,100,generating total wages of over$1.1 billion economic turndown has significantly affected some
in 2009. There are an estimated additional 4,400 businesses in Town,especially in the construction,
workers who are business proprietors or self- manufacturing,and design sectors.
employed.2
Many businesses make location decisions when
The vast majority of Watertown businesses are the term of their lease is up or due to mergers and
small. More than half of business establishments acquisitions. Major Watertown employers such as
have four or fewer employees. Only about three Communispace,A123, and Innosight had outgrown
percent have 100 employees or more. The Town's their space at the Arsenal and subsequently
largest employers are shown in Table B-1. made decisions to move to Boston,Waltham,and
Cambridge, respectively. Other firms such as Ionics,
Data regarding employers and the size of their New Age Publishing,and Vicam,were purchased
businesses are constantly in flux, however,some by national firms and eventually consolidated into
headquarters in other locations.
1 The source of wage and salary employment data cited in this
report is the U.S.Department of Labor Quarterly Census of
Employment and Wage.
2 Extrapolation of Middlesex County proprietor employment
data from the U.S.Bureau of Economic Analysis Regional
Economic Accounts
B-2
Table B-1. Largest Employers in Watertown(as of 2009)
FIRM NO.OF INDUSTRY
EMPLOYEES
0
WATERTOW N Retail Trade
m Tufts Associated Health 1,000 Health/Insurance Other 14%
C 23%
0 Perkins School for the Blind 700 Education
0
Athenahealth 554 Health/Admin Services
Bright Horizons Family Solutions 550 Social
v
Vanasse Hangen Brustlin 350 Design/Engineering Professional and
o Sasaki Associates 260 Design/Engineering Technical Services
14
°
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Communispace 250 Information Const6rction °
°°
' Harvard Business School Publishing 230 Information
rt
Doble Engineering 200 Advanced Engineering Manufacturing
°
REIT Management&Research 200 Real Estate ° Information
11%
Target Corporation 200 Retail
Educational
Source: Data compiled from the Commonwealth and Dun&Bradstreet and field checked Services Health Care Finance and
for the Watertown Economic Development Study 8% and Social
Insurance
Assistance
10%8
Table B-2. Watertown Employment by Industry(2009)
AVERAGE NO.OF AVERAGE Figure B-1. Watertown Employment by Industry(2009)
INDUSTRY EMPLOY- ESTABLISH- WEEKLY
MENT MENTS WAGE
Retail Trade 2,645 150 $617 The professional and technical services sector broadly includes
Professional and Technical Services 2,615 151 $1,757 legal, accounting, specialized design, computer systems
Information 2,013 59 $1,833 design, architectural and engineering, scientific research and
Finance and Insurance 1,850 40 $1,391 development, management and technical consulting, and
Health Care and Social Assistance 1,503 89 $724 advertising services. The information sector includes print and
Educational Services 1,501 28 $901 software publishing, media, and telecommunications
Manufacturing 1,111 42 $1,307 Other industries, which each have under 1,000 employees include
Construction 1,025 106 $1,430 management,food services, wholesale trade, other services,
Other 4,245 401 $829 waste services, arts/entertainment/recreation, transportation
and warehousing, and real estate and leasing.
TOTAL 18,812 1,091 $1,158
Source: Massachusetts Executive Office of Labor and Workforce Development,2009
B-3
INNOVATION 45
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Knowledge-based industries are dominant players 40
in the Watertown economy. Of the Town's six 35 c
largest primary industry sectors,five can be
W
considered knowledge industries accounting for 30
4-1
approximately half of all jobs in Watertown. Even 25 0
in the still prominent manufacturing sector,six a c
in ten jobs are in knowledge-related areas such o 20 3
as computer and electronic products. Retail and Z 15 n
professional and technical services are the two
largest primary industry sectors, (Figure B-1 and 10 w
Table B-2). 5
In 2006, $137 million in venture capital was 0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
invested in Watertown (Grow Think Research).
Over the last ten years, businesses in Watertown Figure 8-2. Patents issued in Watertown(source: U.S. Patent and Trademark Office)
have been granted 294 patents ranging
from infrared thermometers to biomolecule
crystallization (Figure B-2). Watertown ranks EMPLOYMENT GROWTH percent, between 2001 and 2009. Construction
slightly above the statewide average in patents, but Not only do knowledge industries dominate industry jobs,also a traditional source of
considerably below Cambridge and Waltham (Table Watertowns economy,they have also experienced employment,dropped by 381,or 26 percent,during
B 3). the strongest growth. Employment in the this period,the second largest numerical drop.
information sector increased by 771,or 62 percent, Smaller declines occurred in six other sectors.
between 2001 and 2009,and in professional and
Table B-3. U.S. Patents(2005-2007) technical services sector by 589,or 29 percent, Employment trends in Watertown have been
even as total employment dropped by 1,569. somewhat less favorable than in immediately
LOCATION PATENTS PER adjacent communities and the larger metropolitan
Employment in the finance and insurance and
i,000 EMPLOYEES educational services sectors also increased but by region. Between 2001 and 2009,wage and salary
United States 0.7 employment in Watertown declined by 1,569,or
much smaller margins,97 and 78 respectively. The
Massachusetts 1.2 other significant growth sector was retail trade, 7.7, percent(Figure B-4). Employment in the four
Cambridge 5.7 communities surrounding Watertown—Cambridge,
with an increase of 278.
Waltham 4.9 Newton, Belmont,and Waltham'—declined by an
Watertown 1.5 as emerged
While knowledge g a industries have 3 These four towns were selected for comparison because of
its traditional the Town's economic drivers
Source: Kau their proximity,making them subject to similar economic
Kaufman Foundation ,
f forces. Boston was excluded from this"peer group"because
manufacturing base has eroded dramatically. of its much larger and more diverse economy and its unique
Manufacturing jobs declined by 2,580,or 70 position as the central city within the metropolitan region.
B-4
21 WATERTOWN'S POSITION IN THE
v REGIONAL ECONOMY
c 0 20 \ When compared to surrounding communities,
3 Watertown is highly competitive as a location for
� s0 19 firms in a number of industry sectors. In these
° v industries,the employment data reflect a high
0 r_ 18 concentration in Watertown as a proportion of
total employment in comparison to the area
0
CL 17 encompassing Cambridge, Newton, Belmont,
a. ,y Waltham,and Watertown (location quotient).
0
16 The Town's highest location quotients are in
rt 2001 2002 2003 2004 2005 2006 2007 2008 2009 finance and insurance and in information. Tufts
Figure 8-4. Watertown Employment Trend 2001 to 2009(Massachusetts Executive Health Plan,with approximately 1,000 employees,
Office of Labor and Workforce Development,2009) dominates the finance and insurance sector in the
local area. The strength in the information sector
is particularly significant because the adjacent
average of 6.2 percent during this period,while employment sectors in Town,the traditional communities already have a high location quotient
employment in the entire Boston Metropolitan industries of construction and manufacturing in this sector relative to the entire Boston MSA,
Statistical Area (MSA)declined by only 4.5 percent. continue to pay well with above-average wages thus indicating a particularly strong competitive
Within the decade, local employment reached a ($1,300 to$1,400 per week),while health care/ position for Watertown. Watertown also has a
low point in 2004,and then increased through 2008 social assistance and educational services fall below high location quotient in the retail sector since
before declining again in 2009. the average($700 to$900). it serves as a retail center for the surrounding
area. Other industry strengths for Watertown lie
The average wage paid by Watertown employers is in construction, management of companies and
WAGES on par with the metropolitan region, but below the enterprises(i.e.,corporate headquarters),and arts,
Wages vary considerably by industry. Average norm when compared to adjacent communities. entertainment,and recreation.
weekly wages in the knowledge industries were The Town's average weekly wage in 2009 was
approximately$1,300,while in the retail industry $1,158,essentially equivalent to the average of The Town's professional and technical services
averaged less than half that at about$600. In $1,164 for the Boston MSA. The surrounding sector, in contrast, has a low location quotient
addition to being the Town's highest-growth and towns, however,average about 20 percent above relative to surrounding communities. Given
among its largest industry sectors, information the average wage in Watertown. Cambridge and that this sector has experienced strong local
and professional and technical services also pay Waltham in particular have higher average wages, employment growth during the past decade, its low
the highest wages,$1,833 and $1,757 weekly a reflection of the extent of the knowledge sector location quotient suggests that it has considerable
respectively in 2009. Among the other large economy in those cities. room for further growth, particularly since
B-5
surrounding communities are highly competitive n
in this sector relative to the entire Boston MSA. In OConstruction ,3
,3
addition,statewide employment in this sector is
OManufacturing a
projected to grow at the highest rate of any primary X'
industry sector during the next five years.' 3.5 W
c
Finance and OUtilities
3 m
o Insurance 0
Figure B-5 combines data on industry size,growth, 0 Wholesale Trade °
and location quotient. The industries in the upper d 3.0 °
right quadrant, notably information and retail, ORetail Trade
g
are the Town's strongest industries,showing 3 2.5 _ n
o OTransp&Warehousing
both a high location quotient relative to adjacent <:
w
communities and recent employment growth. The °
Manufacturing Information
industries in the lower right quadrant, notably o 2.0 - Retail
0
professional and technical services, but also N
c 0 Finance&Insurance
educational services and accommodation and food
services,can be considered areas of opportunity, a 1.5 O Real Estate
showing recent employment growth but location
0
quotients below that of adjacent communities. 0 O Prof&Tech Svcs
1.0
Health are/
Social Asst. Prof.&Tech 0 Mgmt of Co's&Enterprises
0
0.5 Services
OAdmin&Waste Svcs
4 Massachusetts Executive Office of Workforce Development, 0
Commonwealth of Massachusetts Employment Projections Educational Services 0 Educational Services
2006-2016 0.0
-90% -70% -50% -30% -10% 10% 30% 50% 70% O Healthcare&Social Assist
%Employment Growth 2001-8 OArts,Ent&Rec
Figure B-5. Indicators of Industry Growth Potential: Watertown 2009 (MA SAccomn,&Food Svcs
A LOCATION QUOTIENT of greater than Executive Office of Labor and Workforce Development, ES-202)
one indicates that Watertown has a higher OOtherServices
percentage of industry employment relative
to total employment than in area to which
it is being compared, in this case the
surrounding four communities Cambridge,
Newton, Belmont, and Waltham.
B-6
WORKFORCE AND EMPLOYMENT
0
The creation of employment opportunities for local Production
c 7. residents is an important factor to consider as part Office and Administrative Support
of economic development efforts. While local
m workers look for jobs in a regional labor market, Life, Physical, and Social Science
C providing local employment opportunities matched -
0 to resident skills and career aspirations increases Management
access to jobs while reducing commute times and
relieving traffic congestion. Architecture and Engineering
N
°o Sales
The targeted clusters,while providing jobs in a
wide variety of occupations,tend to provide a high 0% 10% 20% 30% 40% 50%
— proportion of positions in high-skill occupations well
matched to Watertown's workforce(Figures B-6 to Figure 8-6. Workforce Profile of Life Sciences(Pharmaceuticals
B-9) and Medical Device Manufacturing Industries)
Watertown's labor force has relatively high skill
levels. Fifty-two percent of residents 18 years and
older have at least an associate's degree,and 19 Architecture and Engineering
percent have a graduate of professional degree.
This compares to 42 percent and 14%statewide. Office and Administrative Support
The Town's younger age groups are particularly
well educated. Among residents, 25-34,fully 80 Management
percent have an associate's degree or higher,and
31 percent have a graduate or professional degree Life, Physical, and Social Science
(Figure B-10.5 -
Computer and Mathematical
Watertown workers also tend to be employed
in high-skill occupations. Fifty-six percent are 0% 10% 20% 30% 40% 50% 600,
employed in professional, management,and Figure 8-7. Workforce Profile of Architecture and Engineering
business and financial occupations compared to 42 Industry
percent statewide.
Source: Massachusetts Executive Office of Labor& Workforce
Development Massachusetts Industry-Occupational Matrix,2006
5 U.S.Census Bureau,American Community Survey,2006-8
B-7
Office and Administrative Support ' Production (I
m
Computer and Mathematical ' Architecture and Engineering °
Business and Financial Operations Computer and Mathematical
m
0
Office and Administrative Support =
Architecture and Engineering pp C
Management Management n
n
Life, Physical, and Social Science Business and Financial Operations
w
Legal Sales
0% 10% 20% 0% 10% 20% 30%
Figure B-8. Workforce Profile Figure B-9. Workforce Profile of Advanced
of Information Industry Manufacturing Industry
50%
40%
30%
018 to 24 years
20% ■25 to 34 years
035 to 44 years
10% 045 to 64 years
■65 years+
0%
Oe ssd aadyuate °es dgee
N5.o'gxc \'S C N° °,,tie ge\°C< Oral
N° S°oe Go e9 ' P °P `
G
Figure B-10. Educational Attainment of Watertown Residents 18+, By Age Group,
2006-2008(U.S. Census Bureau,American Community Survey)
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Watertown is close to downtown Boston and the many universities and medical centers there and in Cambridge.
C-1
APPENDIX C: LOCATION AND REAL ESTATE
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Companies in metropolitan Boston have many some, proximity to airports is heavily weighted;for
choices when it comes to location. They weigh the others,ease of access to regional highways is more E.
cost and availability of space against operational important for shipping. N
requirements such as basic sewer and water and a
robust telecommunications network. Access needs The relationship of business location to employee
vary by company with different weights placed on residence is not insignificant,especially for
physical relationship to customers,employees, entrepreneurs. Starting a business close to
suppliers,financial backers,and others. While home makes sense,all other factors being equal,
perhaps the least tangible,the real estate"address" and once a firm is in place,employees form a
is nevertheless vital, bundling together image, constellation around it. When owners relocate
reputation,and amenities associated with a place. their companies,they frequently cite employee
access as a consideration. Availability of parking
Besides cost and availability, businesses also look may be balanced with proximity to public transit or
for a match in terms of building type. The size and even bicycle trails as alternative modes to attract
configuration of the footprint,total floor area,and employees.
number of stories are all considerations closely tied
to the operation. Other factors range from loading Space, infrastructure,and access are all factors that
docks to well-designed lobbies. Historic buildings can be measured and analyzed with some degree
may be desirable for some,while others seek new of consistency. When businesses locate, however,
space or flexible space that is easy to retrofit. they also consider the"address",which may relate
to a community overall or to a specific place within
Although the internet has shifted business models, a community or even to a specific street or building.
face to face communication remains important for Some firms create an address through their own
many firms. The ability to meet with customers, success and others seek one out. A positive,
clients,funders,and/or institutional partners is distinctive character integrates many factors,some
a factor that influences location,whether it is of which are subjective,such as aesthetics, diversity
physical proximity or the image projected when of uses,amenities, maintenance,and name
receiving these visitors at the place of business. For recognition.
C-2
REGIONAL CONTEXT
The scale and development patterns of
c metropolitan Boston are such that an entrepreneur
has many choices for locating a small business close
m to downtown Boston, universities,the airport,and
�. regional highways,and close to great residential
neighborhoods and natural amenities. From a
3
n' central location in Boston's Metro-West area,a
company has access to a workforce of over 1.5
million within a 30 minute drive(Mappoint,2006).
Building types range from historic mills to cutting-
edge lab facilities,with many flexible spaces in
between.
�T
Among metropolitan areas, one of Boston's
greatest advantages is the number of universities
and medical centers, including several major
research institutions. The Massachusetts Institute
of Technology, Harvard University,and Boston
University are ranked in the top 100 research
;- institutions nationally and together represented
-� — $1.3 billion in total research dollars in 2006(Table
C-1). Many of the top hospitals in the area are
Watertown Arsenal teaching hospitals for these academic institutions.
The value of location attributes change over time. The Watertown Arsenal was
originally sited because of its proximity to water transportation at a defensible Academic and medical institutions drive the
inland position. On this vast tract of land, production facilities grew in size to metropolitan Boston economy at many levels,
match changing technology for manufacturing armaments. By the mid-20th including direct employment as well spin-off
century, the facility was rendered obsolete and closed, becoming an eyesore that research,the concentration of venture capital,
affected Watertown's reputation. After years of planning and public investment in and a trained and well-educated workforce. New
hazardous waste remediation, the property was redeveloped in accordance with business ideas often arise out of academic labs.
its historic status on the National Register. The historic buildings are now highly Firms remain within close proximity to universities
desirable real estate, and the coherent campus environment has established an as they launch, in part because of dual teaching
"address" that is in great demand by innovative companies. and research responsibilities and the attraction of
C-3
talented staff. Some universities may sponsor or for firms that have national or international
support incubators ace to help translate theory connections. To the west and north, Route 128 and w u
into practical applications. Route 3-once centers for electronics innovation-
remain a desirable destination for some companies, »„ �f c
As ideas move from academic research into in part because of the availability of larger footprint *-.
research and development,venture capital is the facilities and lower rents. ,r
0
' i" k1NnaF
accelerant that allows entrepreneurs to explore
potential applications. Nationally,venture capital With no tradition of regional government,an ;` (-.. o
investment tracks fairly closely with high profile entrepreneur could be comparing 25 to 30 distinct
research institutions,which further enhances municipalities that meet basic criteria (Figure C-1).
Boston's competitive advantages. These The historic pattern of New England towns ensures
iI m
relationships require face to face interactions, a multitude of choices for old mill space and vacant
another factor that suggests proximity to the center industrial land,often close to riverfront amenities, 4 rt
during the startup phase. village centers, and compact neighborhoods.
Watertown is one of many choices for locating a "
Transportation remains a motivating factor in business,and because of its small size and lack of a 1 „.
regional geography. Many firms that originate consistent identity, may not attract much attention. , R _.
in Cambridge move west along the 1-90 corridor Figure C-1. Twenty-minute drive zone from the center
as they expand and mature. Ease of access to of Boston/Cambridge
the airport along this corridor is not insignificant MARKET TRENDS
distinct markets. The rest of the region is divided
Table C-1. Boston Research Institutions While Watertown has unique attributes that shape into various suburban markets. Watertown is
local supply of,and demand for,commercial and often included in the"128/MassPike"or"128
2006TOTAL 2006 industrial real estate,the local market is heavily West"category,which typically includes Waltham,
INSTITUTION RESEARCH NATIONAL influenced by broader regional trends. Watertown's Newton,Weston,Wellesley,and Needham
($MILLIONS) RANK position at the edge of the region's urban core among others(Figure C-2). The designation of a
Massachusetts Institute of $601,000 12 places it at a transition point between the urban "Northwest Market"captures the strength of the
Technology markets of Boston and Cambridge,and suburban Lexington, Burlington, Bedford market along Route
Harvard University* $453,000 27 markets, particularly along the western and 128.
Boston University* $256,000 63 northwestern segments of Route 128.
Tufts University* $129,000 110 Boston and Cambridge are the center of the
Northeastern University $66,000 157 Real estate brokers divide the metropolitan market technology and professional services industries
Brandeis University $57,000 167 into submarkets,with each broker devising a that have a strong presence in Watertown. As
Boston college $36,000 195 slightly different geography depending on their firms in these industries mature and grow or seek
* Associated with medical centers and teaching hospitals products and interests. Typically downtown Boston space more suitable to their needs(e.g., more
Source: The Centerfor Measuring University Performance and Cambridge each stand by themselves as space, lower rents,greater accessibility for clients
http://mup.asu.edu/index.html
C-4
-- or employees),some move into adjacent suburban
markets,with the 128/Mass Pike and Northwest
markets foremost among them.
0 Aln,e,rr
' �roKlM1� As of late 2010,the regional commercial and
m
c ---------------. .............,,... HEWHAh1PSH1RE µ� industrial real estate market, like the broader
-- NORTHERS] .� regional economy,was continuing to recover slowly
nen re.rar h,r°m
from the deep recession of 2008-9. At the onset of
n W rww,
p the downturn, prices and occupancy levels declined
"'"'"d NeiM1 RlA!inp w.°"° significantly and development activity came to a
N" Nor
495iN0 p
virtual standstill. A slow but steady recovery began
in 2010 with occupancy levels beginning to creep
" ��. up, prices stabilizing, and plans for modest levels of
"°ten eumeye NORTHWEST� own NORTH
1-1 ,M s new development materializing(Table C-2).
wN-
Ww Swr w.ya !anlb rnlai! Wds,
°r, While the regional real estate market has weakened
F,e
r CAliva
over the past two years,declines in demand have
i W,4iu — CnmenOpe
not been uniform across industries. In fact,demand
` lAAMiNf�iA� wwmn OSTON from technology sectors have held up reasonably
Bgra.,e
well. A report prepared for Jones Lang LaSalle,a
�A951MAS5 PIKE .rs Ism
national real estate services firm, notes that the
AtlNr°
downturn in Cambridge was relatively mild because
oem y
its industry makeup is heavily concentrated in life
NNlpew
M� sciences,computer software,and professional
"'"" services,which have experienced relatively small
Mole
N° °°'u'' w� employment declines. The Cambridge sub-market
Lamr Aqa
1 �npp �rOrnrn AYr/.
nnlla SOUTH is expected to be one of the first to strengthen
°, ter tia because of projected growth in these industries and
o n
° �5isOUT p° r �°w' "�. the small number of new development projects in
------------------------------------'-----� wnmce !!rlMN ..
the pipeline. The report predicts that, "growth will
Nilroa
be led by the professional services and information
AlWlrcrd IMAM PINION
A�
mod.. industries, both forecast to surpass pre-recession
peaks by 2012. Cambridge and the tech-heavy
suburban markets west and north along route 128
should benefit most from this trend."1
Figure C-2. Each real estate firm uses slightly different boundaries for their submarkets(Greater Boston
Submarket Map,Jones Lang LaSalle). 1 Jones Lang Lasalle,on point:Boston Office Outlook,Q1 and
Q3 2010
C-5
Table C-2. Greater Boston Office Statistics(Q4, 2010, recognized. Review of lease data and interviews Watertown's position between these two markets n
�
Jones Lang LaSalle) with local firms and real estate professionals as well as the characteristics of its building stock
and other community attributes shape the profile
Aver. YTD provide a detailed picture of the types of employers a
Inventory Total Asking Total Net Watertown is best positioned to attract. of firms that find Watertown a good fit. Within X'
(million vacancy Rent($/ Absorption technology and professional sectors,they tend
sf) sf) (million sf) to be early stage and some established firms that c
Positioned between the two technology hubs value proximity to Boston and Cambridge but are
Boston 60.3 17.8% $39.90 0.18, of Cambridge and the Route 128 west corridor, �•
seeking a lower property price point. o'
Cambridge 10.6 15.6% $34.33 0.28 Watertown can be viewed to some extent as a 3
transitional market. To the east, Cambridge offers 3
128/ 21.3 20.5% $25.54 0.98 For example,as biomedical firms move from
direct access to research institutions that are
MassPike most important to startup technology firms and product development to commercialization, M
Northwest 13.6 20.7% $22.78 0.16, immediate access to research institutions may —
research labs established by pharmaceutical giants m
not be important enough to merit the price N
that depend heavily on direct interaction with top d
premium paid for a Cambridge location. A �
While longer-run trends are difficult to predict, researchers. These companies are prepared to Watertown location provides them with reasonably
with asking
they are likely to be driven by broader trends in pay premium prices for this access, close proximity to the research infrastructure
rents for lab space in late 2010 an average$51/sf
the regional economy. If life sciences,computer of Cambridge and Boston as well as the young
technology,and professional services continue to office
gross and space an average of$34/sf,$38/
sf in East Cambridge. In Watertown,the cost of professional and technology workforce that tends
grow as projected,they are likely to drive demand to live in the urban core,with significantly lower
for real estate and shape the scale and type of new lab and office space is at least 30 percent lower property costs. While there currently remains a
than in Cambridge, based on property listings and
development that occurs. If Watertown continues significant inventory in Cambridge as a result of the
to show strength in these industries, it will benefit information provided by real estate professionals. weak economy,technology sectors are expected
from these trends. to rebound within the next two years, resulting in
To the west along the Route 128 corridor in tightened inventory, increased lease rates,and a
communities like Waltham and Lexington, rise in demand in adjacent communities including
WATERTOWN'S POSITION IN THE lease rates tend to be somewhat higher than in
Watertown, but by a lower margin than Cambridge Watertown.
REGIONAL MARKET (approximately 20 percent). The distinction is less
"Location is everything" is the tagline for MassEcon, in the rent differential than in the types of space The size of commercial and industrial spaces found
a public-private partnership that promotes available. Commercial space along Route 128 tends in Watertown make it a good location for small
growth firms, but less desirable for firms seeking
Massachusetts as a place to do business. Among to be in business parks with large blocks of space or
large blocks of space in modern,efficiently designed
the 25 to 30 communities within the immediate large stand-alone corporate campuses. The sale or
business parks or corporate campuses. Most firms
Boston/Cambridge area,the Town of Watertown lease of space of 100,000 sf or greater is common.
has a number of inherent strengths,especially in The Route 128 corridor is also viewed as highly locating in Watertown are small. According light of the current economic geography of the accessible to professional and technical workers federal data,92 percent e Watertown businesses
have 50 or fewer employees. In the important
region,as well as some limitations that must be who reside in suburban communities.
2 Bureau of the Census,ZIP Code Business Patterns,2008
C-6
growth sectors of information technology and
REAL ESTATE DEMAND FOR TARGET INDUSTRIES professional,technical and scientific services,the
`D Life Sciences percentage is slightly lower at 88 percent. These
° firms typically look for space of 25,000 sf or less,
R&D and smaller pharmaceutical and medicine manufacturing companies
m typically look for 20,000 sf or less in multi-tenant buildings. Modern buildings which is typical of the size of spaces leased in
with flexible floor plans are desirable, especially with wet labs ace and Watertown.
p p Y p
0 potential to expand to small batch manufacturing. Access to restaurants and
q' The Town has a limited number of blocks of space
shops and other employee amenities are a plus. Businesses that manufacture
medical equipment and supplies are often looking for 10,000 sf or less in multi- that can accommodate 100 or more employees.
< A few current examples are the two former GE
M tenant buildings, with a preference for lower cost space.
o Ionics plants,with 129,000 sf and 137,000 sf. The
former Boston Scientific properties(with 220,000 sf,
Information Technology including the Aetna Mills),were recently purchased
Information technology companies typically look for 10,000 sf of space in at auction and are being considered for reuse as
multi-tenant properties. Telecommunication and software firms look for Class a multi-tenant facility. The GE Ionics facilities
A space with employee amenities, while film and video production companies could be suitable for small-scale pharmaceutical
more often look for lower cost space in either Class B or industrial loft or medical device manufacturing,two of the only
buildings. manufacturing industries in the state with growth
potential, but these plants,when they do locate
in Massachusetts,tend to locate in more remote
Design greenfield locations.
Architecture firms often seek out buildings with interesting character such as
While viewed as an attractive location for small
converted mill space, while engineering firms are drawn to basic structures
that are easy to reconfigure. Both types of firms are interested in relatively low and early-stage technology and professional
cost space, although convenient parking is a priority to minimize travel time to firms,Watertown suffers from a few significant
frequent off-site meetings. disadvantages. Foremost among these is
accessibility. Local businesses and real estate
professionals note that,while near the Mass
Advanced Manufacturing Pike,the Town is less accessible from Route 128
Start-up firms in advanced manufacturing typically look for small increments and other major arterial roadways, and lacks
of space (10,000 sf or less) in low cost industrial buildings. Second stage firms a mass transit line. This poses inconveniences
might need 15,0000 sf to 50,0000 sf, but as they grow, demands for space over for employees, both suburban auto commuters
100,000 sf becomes hard to satisfy in Watertown. and urban transit users. A less tangible but still
significant disadvantage is the Town's indistinct
image. Both Cambridge and Route 128 have an
international reputation as desirable locations for
C-7
Xj
k41
..� 3
a to
y
Figure C-3._BirdF;eye view of Watertown, 1898 M-~
__. ,showing the patterns of industrial and residential development
technology firms. While real estate professionals COM M ERCIAL / I N DUSTRIAL LAN D The Charles River was the original corridor for
and businesses already located in Watertown USE PATTERNS industrial uses,with the Arsenal strategically
see it as a desirable location for certain types of Land use patterns in Watertown are a tightly sited on navigable waters upstream from Boston
technology firms, it lacks a well-defined image that (Figure C-3). Clusters of mills at Bridge Street and
could generate more attention among firms seeking knit mosaic created by its historic development Watertown Square took advantage of the water
new locations. as a mill town and a streetcar suburb of Boston. power created by dams,with sluiceways that
The technologies and transportation of each era extended power downstream on both sides of the
contributed to the overall patterns of use,while
many anomalies today make sense only in light of Square. Other mills along Pleasant Street took
advantage of the river for disposing of effluents.
features that no longer exist. The Fitchburg railroad,which opened in 1851,
C-8
1,200 is the commercial center for East Watertown,
0 with specialty foods, banking,small shops,
1,000 and restaurants. The west side lacks a strong
F wo commercial district, although local residents and
m o 800 nearby employees take advantage of the shops and
c 1Z restaurants on West Main near the intersection
c 600 with Lexington Street. Other smaller centers
q L exist in the neighborhoods, including those at the
a 400 ■R&D
v o corners of Belmont and Sycamore, Belmont and
LL 200 ■Office Mount Auburn, Orchard and Waverly, Mt.Auburn
o ' and Common,School and Walnut,and many other
_ smaller corners.
ti� ti� ti� ti� ti� yA yAJ ti� p5`y ti� ti� ,LO The redevelopment of former industrial lands has
Qte �J �J positioned Watertown as a regional center for big
box retail with a total of almost one million square
Year Built(spaces over 10,000 gsf) feet. This activity is largely concentrated on the
East Side along Arsenal Street but also occurs on
Figure C-4. Distribution of Office and Research&Development Space by Age of Building the South Side with the shopping center on the
border between Newton and Watertown. These
connected Waltham to the main line in Cambridge housing demand and the growing prevalence of big box centers serve local residents and also draw
serving both passengers and freight. This corridor automobiles expanded housing developments customers from Brighton,Cambridge,and other
opened up additional industrial opportunities along on the west side of Town, replacing the last of communities in the Boston area.
its length from Fresh Pond to the Arsenal and west the farmland. Higher density apartments and
through the Square and parallel to Pleasant Street. condominiums have been built in or near former
Over the years,factories along both the railroad and industrial lands, including complexes on Coolidge
the river have been steadily replaced by commercial Avenue,Arsenal Street,Watertown Street,and BUILDING STOCK AND VALUATION
office, lab, retail, and auto-related uses,either Pleasant Street. Watertown has a total of approximately 10 million
through adaptive reuse or building replacement. square feet of commercial/industrial floor area
Located at the original crossing of the Charles sited on a little over 500 acres. These properties
Generally residential neighborhoods occupy River,Watertown Square has always been a include a wide range of building types, but many
the hills and upland areas in Town. These crossroads with commercial activity on both sides are one-story industrial properties and some sites
neighborhoods of mostly one and two-family of the river. The Square remains the center for are vacant, bringing the average density to less than
homes developed in close proximity to the streetcar government and supports restaurants,shops, 0.44 FAR. For firms looking to locate in Watertown,
lines on Mount Auburn Street, Belmont Street,and and services patronized by surrounding offices as the following building types might be considered:
formerly on Galen Street. By the mid-201h century, well as residents and visitors. Coolidge Square
C-9
• Office/flex space in historic buildings: A total n
of 2.4 million square feet of office space exists I_
J
in structures built before 1920, including M
the Arsenal on the Charles,the Watertown a
Square mill complexes,and the Tufts Health n
Plan building. These older warehouse and l c
mill buildings offer distinctive environments
that are easily adapted for a wide variety of S c
information and design firms and other office w
users. At the lower end of the rent structure,
the Hunt Street mill building has been adapted
for many media firms. Flexible/Incubator-70 Coolidge Hill Road Office/Flexible(Renovated)-Arsenal on Charles
m
• Office/flex space in newer buildings: d
Watertown has relatively little Class A space
in new buildings. In the last 25 years the only
new office space has been the infill conversion _
of the Arsenal structure at the corner of
Arsenal Street and Greenough Boulevard,
which has little presence and is only 34,000 sf �°'"
(see Figure C-4). 1' `,,�,� •
• Lab/R&D: Lab and R&D buildings range from 191
i'lei 11-1
relatively new buildings tailored to life sciences,
such as the Alexandria complex(142,000 1' O h
sf, built in 2002)to other mid-20th century Lab/Research&Development-313 Pleasant High Tech/Manufacturing-396 Pleasant Street
structures that are being used for engineering
research (Doble)as well as life sciences -
(304 and 396 Pleasant Street and the Wolfe " -Laboratories building).building).
• Flexible/Incubator space: A number of R
buildings serve a vital function as incubator
start-up space. The building type is similar to
other lab/R&D structures but the ownership _
arrangement is such that relatively small
amounts of space can be leased affordably,
which is ideal for start-up companies. Exergen
Warehouse/Manufacturing-594 Pleasant Street Vacant-Haortz Mason(soon to be redeveloped)
C-io
originated in the 313 Pleasant Street building
Warehouse/Manufacturing/Auto (Cannistraro) before moving across the street;
200 ' and WiTricity and a number of firms at the
0 I Arsenal originated in the 70 Coolidge Hill Road
F
' •• I building(Eastern Clothing).
n tw
0 150 '
0 0 • • • Manufacturing: there are two key types of
manufacturing buildings that remain in use.
100 The first are the large footprint structures,
o • I such as United Electric Control and Newlywed
(D m •M • Foods,with approximately 100,000 to 200,000
°a C 50 • s • sf. The second are incubator complexes
• ••�•i 'N�� t offering spaces of 10,000 sf or less for small
'» b „ ,� �T • . ' businesses, notably the white buildings at the
$0 $30 $60 $90 $120 $150 corner of Bridge Street and Waltham Street
and the brick buildings at Acton Street and
Building Value($/gsf) Rosedale Street.
Figures C-5.Scatter Plot of Building Values: Warehouse, Manufacturing, and Auto-related Uses • Warehouse:The largest warehouse structures
are found on the East Side(UPS,Verizon, Urell,
as well as smaller buildings)occupying a total
Office/R&D/Bank of approximately 800,000 sf. Another 145,000
200 = sf of warehouse space is found in the Pleasant
•
Street area in buildings ranging from 2,000 to
c 150 • 45,000 sf.
r i • • I • Vacant: At the time of the writing of this
100 • j report,a number of significant structures in
1 Town have been vacant for a number of years
m • I including Haartz Mason (86,000 sf),GE Ionics
c 50 * • • : •' • I - (266,000 sf total at Grove Street and Irving
l • � •S� • • Street),Aetna Mills(220,000 sf),and Fluid
Management(169,000 sf),each varying in
$0 $30 $60 $90 $120 $150 suitability for reuse and status of development
Building Value($/gsf) process.
Note: Arsenal on Charles 818,000 gsf @$174/sf and Tufts 805,000 gsfat$66/sf not
illustrated
Figures C-6. Scatter Plot of Building Values:Office, Research&Development and Financial
Uses
C-11
Approximately 900,000 sf of additional building Table C-4. Summary of Propert r Density and Valuation(2009) n
space is occupied by automotive uses, parking, TOTAL IND/ -0
storage yards,and trucking terminals. These FOCUS AREAS TOTAL TOWN 3
COMMERCIAL c
properties account for 70 acres, representing Land Area(ac) 173 519 1,603 x
relatively low densities of 0.31 FAR. The assessed
Building Area(sf) 2,080,000 10,053,000 43,000,000
building values for warehouse, manufacturing c
and auto-related uses averages$29/sf,while Average Density(FAR) 0.28 0.44 0.60
the assessed building value for office, research Total Assessed Value($) $148 million $972 million $5,400 million c
&development, and bank uses averages$83/sf Assessed Value/Land Area($/sf) $20 $43 $70 w
(Figures C-5 and C-6).
m
Another 1.8 million sf is dedicated to retail space The property valuations also reflect the mixed The lowest performing properties(lowest 0
m
ranging from a small shop with under 1,000 sf to levels of condition and investment. While the quartile in terms of value) have approximately rt
the big box centers that include the Arsenal Mall commercial/industrial land occupies a third of the half the density and half the value of the average
(478,000 sf),the Watertown Mall (257,000 sf),and developable land area in the Town, it represents commercial/industrial property. In some cases,
the Watertown Street shopping center(225,000 sf). only about a fifth of the assessed value because of businesses within the focus areas are viable retail
The large big box retail centers have average total generally lower levels of investment. or manufacturing enterprises that will remain in
property values because the building assessments place. The focus areas,which account for a third
are offset by the low densities(0.3 FAR). The small Key areas in the Town are particularly of industrial/commercial land in Town, represent
retail in Town functions just the opposite: the total underdeveloped, notably parts of the former tremendous potential for the future of Watertown
property values are higher because of the density industrial lands in the East Side,Arsenal North, (Table C-4).
(Table C-3). Union Market,South Side, and the West Side.
These areas of focus are defined by the generally
Table C-3. Comparison of Small Retail, Big Box Retail, low value of the property assessment in relation to
and Office uses in Watertown(2009) the land area,capturing the fact that these tend to
SMALL BIG BOX OFFICE be low density, low value buildings or vacant land,
RETAIL RETAIL in some cases marked by disinvestment.
Average Density 1.3 0.3 0.9
(FAR)
Average Building $46 $73 $59
Assessment($/sf)
Assess Value/Land $104 $51 $85
Area($/sf)
D-i
The Arsenal Park offers a variety of playing fields as well as quiet Specialty foods make Watertown a Watertown is well served by two trolley bus lines and
relaxation in an arboretum setting. unique destination express buses to downtown Boston
t -
s -
r -
_ op
The first phase of the Community The Charles River is a recreational resource for boating, Fresh food and plants draw residents from all around the region to
Path under construction running, and bicycling. Watertown's west end.
D-1
APPENDIX D : INFRASTRUCTURE AND THE CIVIC REALM
a
X
v
d
rn
rt
c
n
rt
C
Businesses make location decisions by taking into buildings and natural resources,such as the river,
v
account a host of favorable attributes ranging from create unique and authentic identity. A place is
the very tangible infrastructure networks to the also defined by the activities within the buildings, s
more intangible elements of character related to especially if there are unique destinations,a variety fD
n
the physical resources in the area. These factors of stores and restaurants,and a well-balanced mix <'
also influence a company's ability to recruit and of uses. ^
z
retain employees. M
Ongoing investment is necessary to maintain
Traditionally, infrastructure concerns focus on infrastructure and positive character. For
transportation and basic utilities, but today municipalities,an ongoing commitment to maintain
telecommunications and in particular broadband and improve the public realm of parks,streets,and
have become equally important. Transportation utilities has to be balanced with a set of priorities
considerations are multi-faceted, involving that recognizes the annual budget realities. A
roadways,truck routes, public transit, bicycles,and set of priorities focuses resources where needed
access to highways,all of which must be correlated most and but also can strategically leverage private
with where employees live and origins and investment. The condition of the public realm
destinations for goods and services. sets the stage for private companies to maintain
their properties and makes it easier to recruit new
A positive sense of"address" derives from more businesses to fill vacancies as soon as they arise.
abstract characteristics, but can influence business
location decisions nevertheless. Well-designed Within the public realm, private utilities and state
streetscapes and parklands define a civic framework entities are responsible for a network of services
for private development. These can be further that must be managed to the Town's advantage.
enhanced with public art and distinctive signage. The availability and service of private utilities,such
The quality of the building stock and appealing as electricity,gas,and telecommunications,are key
architecture impart character as well. Historic determinants for business location decisions. The
D-2
The bike trail through the town is just emerging
after decades of planning and hard work. This
infrastructure investment needs to connect to a
broader network of walkable streets and bicycle
' routes. Reinvestment in adjacent properties can
m
c reorient them to face toward this new open space
c amenity.
p -- Entrepreneurs and employees involved in the
< '•. innovation economy typically place a higher degree
o n of importance on access to running and bicycling
- trails, both as alternative transportation modes and
rt = .•;- "' '' for fitness. The Arsenal on the Charles is a highly
� !
;� sought after address for such companies in part
because of its well-maintained cohesive campus
environment,where buildings,streets,and open
space are well integrated,and trails lead directly to
-- - the river.
Watertown's position on the banks of the Charles
River—not to mention the Town name-creates a
The Charles River is close to most of the employment centers in Watertown. powerful identity. The Arsenal Park, Mount Auburn
Cemetery,the Gore Estate,and the grounds of
the Perkins School are all unique features. The
maintenance of private street poles and overhead AMENITIES: NATURE, CULTURE, AND Arsenal Center for the Arts has become a regional
wires affects service as well as aesthetics, an issue RECREATION destination with a repertory theater company,
that the Town has been facing in recent years with children's theater,artists in residence,and a wide
the utility companies. Improving transit service in
Parks are well known as catalysts for redevelopment range of musical and black box theater events.
Watertown may be realized in a longer time frame, and contributors to quality of place for residents
but the advocacy for such changes should begin
and employees(Figure D-1). While exact The targeted focus areas are notable for the
as soon as possible given the critical nature of this
measurement of the effect on business recruitment absence of parks and lack of identity. These areas
issue to businesses. and retention is not possible, investment in parks could benefit from new streets and open space that
helps establish memorable images for communities. would create a positive real estate address. New
Well-designed open spaces also can minimize storm trails and street improvements could connect them
water runoff and improve the quality of the runoff to nearby assets such as the river,the new bike trail,
reaching the Charles River. and retail districts.
D-3
1 I •
B
eaverS
treet P
Jn:.•
, a
B E L M Fresh Pond
fi.• E ' •�
v
10
nt Street �1� �ls \'� .•♦ y
r.'.r._ ----:.r,. rm ��11//1 Rr •••- rt
WALTHAM r; -'>y�{PCs;' "::" `'`'' "r_Ar` 7� CAMBRIDC�•E �P =
MC3
nstreetlRte !t 'c'/> :g.;: rjw::'9 '�f.'•'''" " " '1 \ • �°
z ... ..�• is wt3: 5 G: „t_
\
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,,.,
is Oakley CC s e
.. xRa ,7v •:.. �/ i 4-17
s .. : •::,• i•L "o�:�.:t
Gore
•.1
••'4
'I3
- _ n
F
Estat i i I rRN, _
'/
'e L. —
:
'i.
-
Mt.Auburn
n
■
� s'If`. .• •<� .�i sue` rM-�: •
S a. Cemeter
Y z
AW
70
:4 1 A,'ti` _7" •',�• •tr', :'sJ.,•••.,'yr .i. 1 i�'..•raJ�+• p%
♦ 1
i
,� pve
�# + ......... ern ---
>.; sue
_
•••.. � or the Blind
Perkins School +
West
NEWTON :.....� _
ee� i �z��•�, N . . •.•....
e
ash�ngtOnStreet / / Mass Pike/1-90\ No B aco e
BOSTON n/Rtezp
- Parks Public Facilities Residential ' Commercial/
- Schools Other Open Space Mixed Use Industrial
----�--�--- Trail
Figure D-1. Parks, Open Space, and Recreational Trails in Watertown
D-4
shoppers'goods,convenience retail,and eating
and drinking. The remainder of the frontage is
Nk professional office, public and personal service,
automotive and vacant. The shopkeepers by and
' large have put considerable effort into storefront
c_ � �a r displays and well-designed signage. The Square's
Iva V T public realm, however,shows signs of wear and
tear and has an undistinguished character,with
relatively narrow sidewalks,old street lights,
uneven landscape,and no signage or street
furniture to complement the private investment.
N
rt �; For employees in the Arsenal Street corridor,
destinations for lunch are limited mostly to the
Arsenal on the Charles plaza and to the cluster of
restaurants on School Street. Coolidge Square,
which once had a direct connection to the factory
gate at the end of Bigelow Street, is now cut off
by fenced utility yards and is further disconnected
Coolidge Square is renowned for its specialty foods and local restaurants. by uninviting streetscapes on Nichols,Arlington,
and Grove Streets. While the Community Path
will begin to improve these connections,strategic
RETAIL CENTERS In addition,the pedestrian connections between investment in nearby streetscapes is needed. In
The innovation economy thrives on interaction the retail centers and the large employment centers the long term, redevelopment of key properties
and exchange of ideas. Proximity to restaurants,
need to be strengthened,especially between would provide a tremendous opportunity to create
coffee shops,and an interesting mix of small retail Coolidge Square and the large employers along a network of connections between Coolidge Square
stores creates a sense of urbanity that benefits both Arsenal Street and between West Main and the and Arsenal Street.
employees and residents. Ideally, retail activity Pleasant Street corridor.
is embedded in a walkable business district or is Watertown Square and the Center
within an easy walking distance for employees. Coolidge Square and the East Side
Despite the complicated road and transit systems
In Watertown,Coolidge Square,Watertown Coolidge Square is transit and pedestrian-oriented that converge on Watertown Square, recent
Square,and to a lesser degree the shops on West and has the advantage of visible retail on both streetscape improvements have made a significant
Main begin to offer this kind of ambiance. A more sides of the street. The district has an enviable and difference in upgrading the Square's image. In the
concerted effort on the part of the Town and the unique blend of destination shops and restaurants. center,the restaurants and shops have engaging
shop owners is needed, however,to bolster the Approximately 60 percent of the frontage remains signage and storefronts,complemented by new
image,environment,and services in these areas. dedicated to active retail, including specialty foods, sidewalks, historic lamps, and coherent landscape
D-5
plantings. The Square is a destination for dining ' n
ti
and government services and also offers banking,
convenience retail,and cultural attractions. Rear
parking is convenient but often oversubscribed.
In the long run,the Town is considering a parking o
garage to increase parking and free up space for —
additional development. T
d
The edges of Watertown Square,especially on
Arsenal Street and North Beacon Street, lack 1�
streetscape character and have a mix of vacant and
inappropriate uses and blank walls that discourage a
pedestrian activity. These connections are ; s
m
particularly important since they serve as gateways
and also help to close the gap between the Arsenal
and the Square. On the south,the pedestrian z
m
environment between the Square and the South 9D
Side businesses on Water Street and Hunt Street is Watertown Square has a pedestrian-friendly character despite the busy roads. 3
challenging.
West Main and the West Side -
West Main could be thought of as merely an
extension of Watertown Square or a crossroads,
but actually has the potential to serve as the 1 �"
retail center for West Watertown employees
and residents. Between Lexington Street and rr
Waverly Avenue,the cluster of small restaurants, F=�
shops, and services begins to serve this role, but
at present lacks a coherent character and critical
mass of activity. Recent developments that have
been set back away from the street edge further
break down the sense of character, making large
parking lots prominent at this gateway location.
Many of the stores have not benefited from any
recent investment,and the streetscape lacks any
distinguishing character. West Main serves many needs In the West End but lacks a cohesive character.
D-6
�— paths. Walking is quite possible between many
�r = destinations,especially in light of the overall scale
of the Town,which is approximately one mile by
three miles in dimension.
-- _ Road Connections and Streetscape
- Watertown's street network provides access for
businesses to connect to regional highways,the
airport,workers, clients,and transit centers in
o
Cambridge, Belmont,and Newton. Streets need
iff to accommodate not only cars but also truck and
bus routes, bicycles,and pedestrians. Image and
identity is not insignificant for business decisions,
+� since clients,funders,and recruited employees
form an impression about the success of a business
arm
enterprise based on their sequence of arrival.
The return on investment is difficult to measure
in economic terms, but street improvements do
benefit residents and employees,as well as the
businesses themselves.
Arsenal Street links employment centers in East Watertown and Watertown Square,yet the streetscape lacks Watertown has a fine grained network of streets,
consistent street trees, well-designed light poles, district signage, bicycle lanes, and pedestrian-friendly sidewalks. but the arterial and connector streets form the
backbone of the system,with the highest traffic
volumes and the most direct access to most
West Main would benefit from better pedestrian TRANSPORTATION AND ACCESS businesses. This hierarchy of streets should inform
connections to the businesses on the eastern end streetscape guidelines as well as investment
Watertown is close enough to the center of Boston
of the Pleasant Street corridor. The proposed and Cambridge to be well connected through a decisions. A few key arterials in Town have been
Community Path,which passes through this area, reconstructed but ongoing work is necessary to
variety of transportation networks from airports
will strengthen the connection but Howard Street to bicycles. Most areas of town have a well- improve the design character of these corridors.
is also important. The only other potential for developed street network,which alleviates heavy
retail services on the West Side is around Russo's traffic congestion,although Watertown Square The major arterials—Arsenal Street, Pleasant
in the Pleasant Street corridor,an opportunity that will always be a complex intersection. Bicycles Street, Main Street, Mount Auburn Street,Galen
is described in more detail in the Development Street,and Watertown Street—should feature high
have easy access along the street network as well
Opportunities chapter. as a number of existing and new regional off-road quality and consistent design elements such as
D-7
generous sidewalks,granite curbs,street trees, and reliance on transit, automobile demand decreases Table D-1. META Bus Service in Watertown a
where possible, underground utilities. These are resulting in less congestion and a reduction of land WEEKDAY PEAK HOUR AVERAGE HEADWAY -0
urban streets, not highways. Streetscape design set aside for parking. ROUTES HEADWAY DAILY MIN AND c
should balance automobile and alternative transit (MINUTES) HEADWAY MAX x
modes by narrowing travel lanes, expediting buses, The vast majority of Watertown's employment o
(MINUTES) (MINUTES)
and allowing for on-street parking and/or bicycle occurs within a quarter mile of the Route 70/70A #70/70A 11 15 -50 T
lanes where possible to calm traffic. bus.The route originates in Cambridge's Central ARSENAL
Square (with connection to the Red Line subway),
STREET
A second priority for streetscape investment is to links to Harvard's future science center,and follows
#71 MOUNT 7 10 4-20 �
focus on primary addresses within the businesses Arsenal Street to Main Street, continuing on to
districts,especially those that have become downtown Waltham and the Route 128 business AUBURN
dilapidated. In particular,Coolidge Avenue, parks and commuter rail station. A consistent STREET
Arlington Street,and Grove Street should feature concern expressed by employers is the difficult #73 s e 1 as s
BELMONT m
a more pedestrian and landscaped character. A commute for employees living in downtown Boston
third tier of investment should be targeted to the and Cambridge travelling to jobs in Watertown, STREET
lattice work of north south streets,which serve as basically a reverse commute. z
m
gateways into Town for many: Lexington Street,
Waverly Street,Common Street, Irving Street,and Bus Rapid Transit(BRT)along a portion of or the The Pleasant Street corridor is not well served by
School Street. entire Route 70 bus route would upgrade this public transit. In the western section,the Route
service considerably. BRT varies widely in its #70/70A bus on Main Street is at least a ten minute
The coordination of public streetscape and elements, but typically includes newer vehicles, walk, and the lack of a consistent north/south street
appropriate private development is needed at key consistent headways,expedited traffic signals, network makes this walk difficult. The Express
gateways and points of arrival. Notable examples improved shelters,dedicated lanes where possible, Route#558 travels along Pleasant Street between
are Arsenal Street at the Charles River,Galen Street and state-of-the-art information for riders. Seyon Street and Bridge Street and stops in several
from the MassPike, Pleasant Street from Waltham, locations before going directly downtown. This bus
West Main,and Coolidge Square. Currently, headways on the combined Route 70/70A is only scheduled for two trips during peak hours,
average 15 minutes, ranging from 7 to 50 minutes however.
and weighted toward serving a traditional bedroom
Public Transit community trip to downtown. Even during peak Watertown businesses are not well served by
Businesses in Watertown depend in considerable hours,the service is inconsistent with wait times of the commuter rail system. The closest stations
measure on the quality of the MBTA service, 10 minutes for one bus and 20 minutes for the next. are Belmont Waverly and Newtonville,and bus
particularly the Route 70/70A buses,the express After 8 pm,a rider must wait 35 minutes to 50 connections from these locations to Watertown
buses that stop at either end of Galen Street, minutes. The comparison between the bus routes jobs are so inconvenient as to be impractical.
and the Route 71 Bus. Improved transit service is shown in Table D-1. There are several express buses that leave from
in Watertown will benefit businesses,their the MBTA bus terminal on the South Side, but they
employees,and local residents. With greater tend to serve the peak hours and are less useful for
employees who work unconventional hours.
D-8
Signage and Wayfinding
Signage and wayfinding are relatively easy
c . . techniques to establish a clear identity,while
1{' facilitating movement around Town. A well
M designed graphic system delivers coherent
---A - information depending on where you are in your
° journey, moving from the regional highways
3
to key gateways to local districts and finally to
_• = parking and the pedestrian experience. In this
f' way, key destinations in Town can be highlighted
°o —Watertown Square,Coolidge Square, Mount
(D Auburn Cemetery, Perkins School for the Blind,
_ Gore Estate, Charles River,the Community Bike
Bicycles are not just recreational, but also serve as Path—and districts can be reinforced as a way of
an important form of commuter transportation understanding business addresses—such as East
Side, North Arsenal,Arsenal, Union Market District,
Bicycles South Side,and West Side. The graphics should
For those looking for alternative transportation reinforce Watertown's identity,which might include
modes,Watertown has excellent bicycle paths an aspect of the past but should really project a
along the Charles River and is in the process of positive image of the future.
building a new Community Bicycle Path. The
riverfront trails extend the length of the Town
and pass close to most major employers, making PUBLIC AND PRIVATE UTILITIES
commuting between Watertown and Boston and In urban areas such as Watertown, businesses rely
Cambridge relatively easy. on basic sewer,water, and storm sewers,all of
which require ongoing maintenance and upgrades
The new Community Bicycle Path follows the old by the Town. Watertown has the advantage
railroad line from Fresh Pond to the Star Market on of a robust telecommunications network with
Belmont Street,south to the Arsenal and west to several choices for broadband. From an aesthetic
Watertown Square and the Pleasant Street corridor point of view,overhead wires and poles must be
(refer to Figure D-1). Because of the Town's better managed,and ultimately, investment in
industrial heritage, most of today's businesses line underground conduit would be more in character
this route. The path is being built in phases, but with urban business districts.
ultimately will connect Cambridge residents and
commuter rail and subway lines at Alewife with
Watertown jobs.