Hamden, CT Three-Year Comprehensive Economic Development Plan Department of Economic and Neighborhood Development January 1, 2019-December 31, 2021 TABLE OF CONTENTS Page I. Introduction: 1. 2. 3. 4. II. Overview of Town and Regional Economic Data Impact of Major Taxpayer’s in Hamden Report Card- Evaluation of Previous Plan Results Cluster Meetings General Plan Areas: Problems and Solutions 1 2 10 12 17 1. Business Development and Business Incentives 18 2. Infrastructure and Redevelopment Brownfields, Neighborhood Revitalization, Technology (High Speed Broadband), Sewer Expansion, Energy Conservation 20 3. Small Business and Entrepreneur Assistance Resource Development, Workforce Development, Technical Assistance, 22 4. Planning, Marketing and Technology Plan Administration 24 III . Executive Summary of Activities 2019-2021 26 IV. Exhibits- Reports of Programs 28 1. South Central Regional Council of Government-Town Incentives 2. Data Sources a. CERC Town Profile 2017 b. Sample Gap Analysis: Grocery Stores in Highwood c. Vacancy Rate Chart 3. Hamden Business Assistance Center Update 4. Energy Exhibits 29 30 32 33 34 56 Chapter I: Introduction For 20 years the Town of Hamden has offered programs and services that attract new commercial development and to encourages the expansion of existing local businesses. The Town is also committed to maintaining the quality of life in its many neighborhoods as a way of encouraging investments into the commercial tax base. In 1998, the Town Legislative Council first approved a two-year economic development plan which established several programs to assist all types of businesses located anywhere in Town. The plan included neighborhood revitalization and redevelopment initiatives that would support and enhance the desirability of the various areas of Hamden available for business development. The Town’s economic development program is now 20 years old. To ensure that the Town’s economic and neighborhood development agenda continues the Economic Development Commission and its Director have developed a new comprehensive three-year economic development plan. This plan incorporates initiatives that will continue to stimulate Hamden’s economic growth to ensure that the Town maintains its competitive edge in the region. This plan is one of several other plans generated in The Town of Hamden. The Community Development Block Grant (CDBG) program is required to produce an annual and a five year plans. The Planning and Zoning Commission (by statute) is required to produce the Plan of Conservation and Development. These plans are coordinated by Hamden Town government to create a better community. Over the next three years, the Town will continue to focus on business retention and expansion as its primary objective. It will do so by offering products and services to its local business clusters and to developers who make quality investments. Creating jobs, increasing the tax base, offering an effective workforce strategy, developing plans for high speed broadband, energy programs and establishing quality destinations for tourism and unique anchors are major elements of the Town’s plan. The Plan goals will be coordinated with the Town’s Plan of Conservation and Development and help guide the Town’s zoning regulations in a positive direction for growth. Neighborhoods must have a strong infrastructure that is adequate to support existing and new businesses in the retail, service, manufacturing, and technology industries. The focus on addressing blight, infrastructure, and brownfields provides the tools needed to increase the Town’s commercial tax base. The Town must also upgrade its marketing plan in digital and social media format. Many great programs and services are offered to both businesses and residents. We look forward to the continued promotion of them. Most importantly the Town will focus on more transformational economic and neighborhood development goals that will establish equity and opportunities for all of its citizens. This plan should not only focus on the economic growth of businesses but also for each household in Hamden. What will the Town be like in five?, ten?, or twenty years? How do we help the students currently in the school system become the leaders of Hamden ten or twenty years from now? As part of this transformational approach, the Town will focus on Workforce Attraction and Workforce Readiness. Workforce (Development) Readiness is often identified as the most pressing issues for businesses and residents. Through collaborations with the Board of Education, local institutions, the business community and with important trade organizations such as the New Haven Manufacturers Association, local residents and their children will gain higher levels of employment and careers opportunities. Workforce Attraction is the Towns approach to attracting young professional people to Hamden to patronize its businesses, buy homes and raise families. Page 1 1. Overview of Town and Regional Economic Factors Page 2 To better prepare an economic development strategy for the Town, we must have a basic understanding of current market conditions, including changes in demographic factors, which affect the economy. The following data came from state and federal sources as well as trade organizations and specific industry reports. Population Growth and Income There was limited population growth (1%) from 2010-2016 that followed 5.9% increases between 20001010 and a 8.6% between 1990 and 2000. The total population in Hamden is 61,523 and is expected to grow to 62,545 or an increase of 2% by 2020. The projected 2020 total does not take into account two major residential developments (on Mather Street) that will likely result in 1,000 new residents. (Sources: U.S. Census, American Community Surveys, CERC, “Approved Project” files) Age Distribution (2011-2015) 0-4 Town Region State 3,199 46,057 191,445 5% 5% 5% 5-14 5,573 9% 103,421 12% 446,058 12% 15-24 12,695 21% 121,658 14% 492,864 14% 25-44 14,402 23% 218,390 25% 885,518 25% 45-64 16,666 27% 241,236 28% 1,035,059 29% 65+ 8,988 131,462 542,278 15% 15% 15% Total 61,523 100% 862,224 100% 3,593,222 100% Income in Hamden is at parity with the region and state. Hamden’s median household income was $71,665 in 2016, which is higher than the region ($61,640) and is on par with the State ($70,331). Higher earners in the Town, at 32.6% above $100,000 account for 17.7% of all households, which again is higher than the region’s 16.7% but somewhat below the State’s share of 20.8%. At the other end of the spectrum, an estimated 15.3% of all Hamden households earn below $20,000 as compared to 20.9% in the region and 18% in the State. Finally, Hamden’s overall poverty rate (8.2%) is below that of the region overall (12.4%), but higher than many other communities in the region. This growth of population and level of income indicates that there are more people that can financially support a growing economy through the consumption of good and services. The Town of Hamden can also provide an available and well-trained workforce to business owners. The age of Hamden’s population breaks down very similar to potentially the state region with the important exception of ages 5-14 continuing the decline of school aged population. Data Source: 2010 U.S. Census, Town of Hamden, Connecticut Department of Transportation, Plan of Conservation and Development, HUD, Connecticut Economic Resource Center (CERC) 2017 Grand List Growth We compared the growth of the grand list over the last five years from 2013-2017. Assessments of residential properties declined by 10% while the overall value of commercial property increased by 24%. Although the value of apartments declined by 25%, this did not include nearly 600 apartments currently under construction on Mather Street, which will add over $50 Million in new assessed value. Overall, real property declined by 5% because in the value of residential value. All personal property including cars, equipment increased by 32%. *Note: these numbers also reflect a revaluation year in 2015. Poverty in Hamden Poverty has grown significantly over the last several years in several Hamden neighborhoods. Page 3 Additionally income disparity has gotten considerably higher during the same period. Poverty (2016) is highest (15.5%) in Census Tract 1655 or Highwood while the income disparity (difference between the highest and lowest median family income by area of Town) between poorest and wealthiest part of Hamden nearly doubled from $41,945 to $77,704 in 2016. In fact, poverty, in Highwood has gone up by 74% since 1999. The Town-wide poverty level is 8.2% (Estimated by the US Census at $23,000 annually for a family of 5. Labor Force and Unemployment Trend Unemployment rates in the Town of Hamden have consistently trended at or below that of the State of Connecticut and the New Haven region, suggesting relative job stability of its labor force. As of September 2018, Hamden posted a 3.7% unemployment rate as compared to the State of Connecticut’s jobless rate of 3.8%. In the New Haven region, the overall rate was 3.9% for the same period. The closest large city (New Haven) had an unemployment rate of 4.9%. Looking at trending over the last five years, Hamden has consistently been roughly .5% lower then the region. Unemployment Rate in % Hamden New Haven County Connecticut 2012 2013 2014 2015 2016 2017 7.8 9.1 8.3 7.2 8.5 7.8 6.1 7.2 6.6 5.3 6.2 5.7 4.7 5.5 5.1 4.3 5.0 4.7 Between 2000 and 2015 the number of available jobs did not increase much. Over the same period, there was an estimated 4.5% reduction in jobs State wide. There was overall loss of jobs in Hamden between the years of 2008-2012 when the Northeast was still in a major recession. However, with the eventual return of a positive economic climate, Hamden (like the State overall) has experienced an increase in the size of its labor force. This suggests a need to focus attention on Workforce Development Issues such as job readiness, training, recruitment, transportation, and daycare to fill the coming job opportunities: .Data Sources: Connecticut Department of Labor, U.S. Census Employment Trends (Long-Term) Hamden’s employment base is more oriented to service-producing jobs relative to the region and the State. Over 85% of the Hamden’s job base is service-related (including retail, health care, etc.) as compared to 80.6% for the region and 79.4% for the State. The major difference is noted in the percentage of retail jobs in Hamden calculated at 22%of total service jobs, while the region and the State indicate a 16% share. The types of jobs available are directly related to the large number of small businesses, more than 73% of which have less than 10 employees, and 85% of which have less than 20 employees. Health Care is clearly the fastest growing job sector in Hamden. ● ● ● ● Between 2012-2120, anticipated health care employment growth is projected to increase by 20%. Five out of every ten jobs where post high school education is required, will be health care related. Health care and related industries account for the 2 nd highest total payroll numbers in the region. Six out of the 17 largest employers in Hamden are health care providers. Data Source: Connecticut Labor Department Hamden Jobs by Sector Page 4 According to the Connecticut Department of Labor, Hamden’s highest levels of employment were achieved in 1990 when it registered 20,730 jobs. In 2016 it has decreased slightly to 19,994, even considering the economic recession that crippled the Northeast. The following table demonstrates the employment breakdown by job sector: BREAKDOWN BY JOB SECTOR-HAMDEN 2016 Industry Total # Businesses Total-All Industries Agric., Forestry, Fishing & Hunting Construction Manufacturing Wholesale Trade Retail Trade Transportation and Warehousing Information Finance & Insurance Real Estate and Rental & Leasing Professional, Scientific & Technical Management of Companies and Enterprises Admin & Support of Waste Mgt. & Remediation Educational Services Health Care & Social Assistance Arts, Entertainment & Recreation Accommodation & Food Service Other Services Unclassified establishment Total Government Federal Government State Government Local Government 1,614 5 109 71 105 184 17 20 87 51 169 7 94 37 206 29 121 260 9 33 5 10 18 Data Source: Connecticut Labor Department Page 5 Total Jobs 19,994 19 630 1,186 428 2,540 413 103 573 339 309 94 971 2,733 3,931 429 1,762 886 4 2,043 110 265 1,668 Total Annual Wages $962,098,387 $562,734 $38,631,317 $66,217,141 $28,973,332 $67,913,547 $18,619,087 $7,266,158 $54,311,850 $14,855,566 $67,066,382 $7,420,172 $35,121,690 $171,299,722 $188,357,015 $8,409,927 $32,823,397 $26,910,1990 $210,047 $127,129,113 $7,590,514 $16,193,258 $103,345,341 Annual Average Wage $48,119.36 $29,232.94 $61,360.13 $55,832.33 $67,628.86 $26,737.62 $45,037.10 $70,545.22 $94,729.97 $43,767.93 $73,773.63 $79,148.50 $36,155.12 $62,684.01 $47,916.82 $19,592.14 $18,625.85 $30,386.97 $56,012.53 $62,231.76 $68,744.28 $61,125.86 $61,976.22 Hamden Retail Market Retail sales in 2013 were $708 million, up from $629 million in 2002 according to the Connecticut Department of Revenue Services. The largest concentration of this retail is located along Hamden’s “Magic Mile” in five major retail strips from the Merritt Parkway to Skiff Street. Hamden’s neighborhoods will continue to support the usual mix of pedestrian/convenience-scale retail and services. Hamden’s retail market is strong despite national and regional trends. The trend across the USA is a changing roster of shopping center tenants. On-line shopping and especially because of Amazon continue to take market share from store retail. It is estimated that by 2022, over 20% of all malls in the US will close. This change has caused a change in thinking in terms of tenant mix. Increasingly asset managers are leasing to what were considered in the past as nontraditional tenants such as health are, entertainments and educational uses. Increasingly shopping center owners are using a ”Gap Analysis” to analyze the market share of goods and services as compared with spending power. This analysis measure the amount of a particular good (i.e. grocery) in terms of a ratio of dollars vs. availability within a distance or drive time. See Exhibit 4 for Sample Gap Analysis. Hamden has 5 major shopping centers. Space in each has continued to backfill with tenants. Aldi moved into the majority of the former Toys R Us space, which was vacant for many years. Burlington Store took the majority of the former Bon Ton space but left around 25% of that space. Sketchers has opened an outlet shoe store in the former space partially occupied by Marshalls. Even at the former Acme Mall or Stop and Shop plaza as it is known, a (tax paying) technical school, Porter and Chester will occupy the majority of the former stop and shop space. A new private health care business and pharmacy will build a new s health clinic and pharmacy at this center. Hamden Occupancy/Vacancy in its Major Centers: (As of April 2018) The overall occupancy/vacancy rate (as of 11/1/18) in its 5 major centers is low as compared with the overall market place in the region. Overall Occupancy Rate: 94%** Hamden Plaza: 86% Hamden Mart 94% Marketplace (Staples etc.) 99% Brixmoor (Home Depot) 100% Putnam Place 100% (includes projects under construction and CVS) ** Note this data does not count smaller centers and spaces such as the formers Bally’s gym. Data Sources: Connecticut Department of Revenue Services Real Estate Market Information Page 6 General Office and Industrial Markets 2018 Generally Hamden currently has an overall low commercial vacancy rate. This can be tracked in real time via subscription services such as CoStar. What follows this section are more detailed breakdowns for office and industrial. As of the writing of this plan, there were pockets of higher vacancy, in particular on the east side of State Street. On 10/15/18 there was a 17.25% vacancy rate but one month later that vacancy rate will evaporate because one of the larger buildings on the market (creating high vacancy) is under contract. Overall, Hamden’s commercial vacancy rate (as of 9/18) by census tract neighborhood ranges between 2%-8%, still very low compared to the region. See chart in exhibits for complete breakdown by census tract. Office Market Due to gains in the service, communication, and technological sectors of the region, the office market vacancy rate in New Haven County has not dropped in the past several years from over 21% in the mid-1990s to 20.7% in 2017. In contrast, the New Haven Central Business District reported an office vacancy rate of 20.6% while in the Hamden Marketplace reported a 13.3% vacancy. Based on year ending numbers for the New Haven area, Hamden’s combined vacancy rate for office space and commercial properties is approximately (average of two sources 12.4%), well below the entire region, which is 20.6%. This compares to communities (at higher vacancy rates) where we compete for business such as East Haven 32.5%) Branford (9.2%), Wallingford 26.6% and Meriden (22%). Sources of Data: Cushman and Wakefield, Fusco Company and CB Richard Ellis Real Estate companies Hamden Industrial and Manufacturing Market Although, lacking the industrial and manufacturing base of New Haven and Meriden, Hamden’s industrial and manufacturing market is relatively stable. This is despite not having direct access to the major transportation corridors enjoyed by other Towns in the region (due to restricted truck use along Route 15). Historically the Town has benefited from the industrial spillover from New Havenbased firms looking to expand and grow their operations. The industrial and manufacturing market in Hamden is concentrated within three areas of the Town: southern Dixwell Avenue or “Highwood” (principally Hamden Business Park), Sherman Avenue, and the State Street corridor. The Hamden Business Park, located off Dixwell Avenue, is a Towndeveloped park encompassing over 30 companies on roughly 21 acres. Hamden Business Park: located on the site of a former airport used in the 1930’s, the last remaining parcel in the Hamden Business Park sold in 1999, with an expansion of three (3) lots in 2008 which has resulted in the relocation of Specialty Wire & Cord Sets and the $4.5 million development of a Self-Storage Facility. This area is designated as an “Enterprise Zone”. Sherman Avenue industrial area stretches two miles from Shepard Avenue to Whitney Avenue. Largely developed, the Sherman Avenue industrial area has a small vacant land inventory because of the many recent overall industrial property sales, including new construction projects. Page 7 The State Street Corridor and the adjoining Welton Street area represents the oldest industrial area in Hamden. Many of the manufacturing and distribution businesses have operated their locations for over 25 years. A large mix of older and recently arrived manufacturing firms primarily associated with assemblage operations are also found along the State Street corridor. Reportedly, these firms tout proximity to markets and access to I-91 as a major advantage of the region. Virtually all properties on State and Welton Streets have been or are being developed. Sherman Avenue Industrial Park: Up until the 1970’s Sherman Avenue was a primarily residential road with a few businesses. Based on its desirable size, location and proximity to I91 (via route 40 connector) development of a road and utility system began in the 1980s and continues to this day. There are hundreds of businesses located in the Sherman Avenue areas, including some of Hamden’s most successful manufacturing and technology companies. Industrial Lease Trends Lease rates associated with industrial products in the Hamden area are slightly below rates achieved in suburban areas to the north because vacancies are more apt to be in older style buildings that are often located in economically impacted and congested areas. Recent lease transactions range in rents from $15.00 gross in older buildings to $7.50 triple net per square foot in newer projects. Hamden has among the lowest industrial vacancy rates in the New Haven catchment area, particularly as compared to similar suburban communities and those with a similar number of buildings for lease. Based on year ending numbers for the New Haven area, Hamden’s vacancy rate for industrial type commercial properties is 4.4%, well below the entire region, which is 10.7%. This compares to communities (at higher vacancy rates) where we compete for business such as Branford (14.4%), North Haven (13.3%), Wallingford 10.1% and Meriden (20.3%). Sources of Data: Town Transaction Information Real Estate Analysis: CB Richard Ellis (4th Quarter 2017) Page 8 Healthcare Marketplace NUMBER OF JOBS IN REGION Healthcare (and Social Assistance) continues to be the fastest growing employment sector in New Haven County. According to South Central CT Workforce Alliance, Health and Social Assistance is the top 5 growing industry sectors between 2012-2022. In 2012, 67,480 jobs were reported and 2022 expects to see a 20% increase to 81,034 jobs. In 2015, data shows that the Healthcare sector in New Haven County had 72,253 jobs broken down approximately as follows: SPECIALIZATION Ambulatory Health Care Hospitals Nursing/Residential Care Social Assistance NUMBER OF JOBS 22,357 17,453 16,606 12,763 The South Central CT Workforce Alliance categorizes Health and Personal Care as a priority sector and states, “Health care reform, an aging population and other demographic and workforce shifts will continue to fuel growth in health and personal care jobs, many of which offer career pathways to higher-wage jobs.” HEALTH CARE WAGES In 2017, Hamden had 4,140 healthcare jobs (an increase of 22% from 3,391 in 2016). Total wages from this industry sector was over $188 Million. In 2015, the total annual wages in the Health and Social Assistance industry totaled over three billion dollars in New Haven County at $3,448,678,503. The average annual wage in Healthcare and Social Assistance is $49,209 which equates to $16.37 hourly. (QCEW Data) SPECIALIZATION Ambulatory Health Care Hospitals Nursing/Residential Care Social Assistance ANNUAL SALARY $61,213 $66,317 $35,996 $25,460 The most common positions in Healthcare and Social Services are RN (13.9%) followed by Home Health Aides (9.6%). Average hourly wage for a Home Health Aide is $12.48. (Bureau of Labor Statistics) Healthcare Jobs in New Haven County Within Government Sector Number of Jobs Average Annual Wage FEDERAL (e.g. VA Hospital) 2,752 $88,267 Page 9 STATE (e.g. UCONN Medical) 3,220 $71,192 Manufacturing Marketplace ● Total Manufacturing Jobs in Hamden in 2016= 1,186 ● Total Manufacturing Jobs in New Haven County 47,458 (This represents a 11.3% increase from previous 5 year estimate) 2016 QCEW * Program Data Total Annual Regional Wages: 1,938,755,181 Average Annual Regional Wage: $64,959 Average Weekly Regional Wage: $1,249 Average hourly wages for machinist = $21.62 as compared to $20.78 nationwide According to the South Central Connecticut Workforce Alliance, “The manufacturing industry has begun a resurgence, as manufacturing job postings in the region rose by 12% from 2014 to 2015. Manufacturing jobs offer good wages and career pathways, and create a higher number of jobs in other industries.” Manufacturing is listed fourth in the Top 5 Growing Industry Sectors, 2012-2022 Average starting wage: $16.37 (Workforce Alliance) Sources of Data: U.S. Census/American Fact Finder (CERC Town Profile) *QCEW: Quarterly Census of Employment & Wages Page 10 2. Impact of Major Employers/Taxpayers Hamden has a very diverse employment base in several business clusters. However there are a few employers and institutions that have made a particular impact over the last several years. 1. Quinnipiac University (Through 2015-2018): ● Quinnipiac is the largest private employer in the Town of Hamden with more than 1,200 full time employees. There are 350 full time employees working in North Haven. ● Quinnipiac is responsible for creating 15,926 jobs in the Greater New Haven region ● Quinnipiac has a $2 billion annual impact on the economy with $1,218,875,614 in total direct spending (by university, its employees, students and visitors) that stimulate more economic growth and development ● The total economic impact of Quinnipiac on the Town of Hamden for fiscal year 2014-2015 was $172,040,892 (includes direct spending by employees, students, visitors, University purchases, total direct spending and induced spending) Source – Economic Impact Study conducted by Quinnipiac University, May 2015 ● In FY 2018, Hamden is receiving $3,247,373 million from PILOT and Pequot funds. In FY 2018, North Haven is receiving $488,815 in PILOT and Pequot funds. ● In 2016-2017, Quinnipiac contributed $1.4 million (includes newly required PILOT property taxes) to the Town of Hamden as a voluntary payment for community assistance. ● Town services such as police, fire and EMTs used by the University are paid by the University. In the 2015-2016 academic year $300,000 was paid to the Town of Hamden for such emergency services. Quinnipiac financed a fully-equipped police car and donated a first response vehicle to the Town of Hamden. ● 500,000 visitors travel to Quinnipiac’s 3 campuses each year, investing millions of dollars into the State economy. Direct spending by visitors is estimate at $5,552,200. ● Quinnipiac utilizes renewable electricity and single-stream recycling. Campus buildings feature energy-efficient heating and cooling units, energy-efficient lighting fixtures, Green Guard carpeting and windows with energy-efficient thermal glazing. 2. Whitney Center is the largest (non-institutional) employer in Hamden at 350 employees. They are the largest commercial tax payer at over $6 million per year. Whitney Center makes a major contribution to the community not only in terms of tax revenue but also in terms of human capital and numerous community partnerships. There is also a supply chain multiplier effect, impacting the greater economy. The operation of Whitney Center positively impacts the supply chain in the region i.e. via food services, cleaning, landscaping, etc. Finally, Whitney Center provides quality services for its (elderly) clients. 3. Shopping Centers: In total the 5 largest shopping centers pay $3.4 Million in taxes and employ hundreds of people. They are also a destination for people to come to Hamden to shop and go to restaurants, etc. As the retail market place changes shopping centers will adapt by bringing in non retail such as health care, entertainment, etc. All of these uses bring people to Hamden. Page 11 4. Residential Marketplace: Hamden is home to numerous residential complexes, including nearly 5,000 units on Mix Avenue, housing roughly 9,000 or 15% of Hamden’s entire population. Most recently Phase 1 (165 units) of Canal Crossing has been completed with Phase II to be completed later in 2019, bringing the total number of units to 393. Canal Crossing will generate over $1Million in new tax revenue. To date, most units are occupied by millennials aged 25-35. It is critical to bring new young people into Hamden as future taxpayers and to raise families, becoming part of the civic infrastructure. The other project under construction is Regan Development which is 77 units of (taxable) housing. These unites will come on-line for lease in the fall of 2018. The total investment by the developers in of this project exceeds $10 Million. The overall financial impact of all of these new residents will be felt in Hamden retail markets, restaurants and professional services. Additionally, many local and regional developers have already purchased adjacent commercial properties (Mather Street-rear, Mauro Motors, D.P. Plastics) for development that could draw these new businesses and residents. 5. Regional Employers: Known as an inner-ring suburb, many Hamden residents commute to major employers in the region. For example it is estimated that 8,000 people per day commute to New Haven to work at the hospitals, Yale University, South Connecticut State University, Biotech to name a few. Hamden’s affordable housing market is dependent on these regional employers staying strong and by the Town remaining partner in regional initiatives. Page 12 3. Report Card: Evaluation of Previous Plan Results The Town’s current Economic Development Plan included goals for business incentives, physical improvements to neighborhoods, and growth in commercial districts. These incentives and improvements have resulted in increases in the commercial tax base, and the creation of jobs. The results have also generated important infrastructure improvements adding to the general appearance of commercial and residential areas. Note : 1. See Exhibits for full individual reports for many of the programs summarized below. It should be noted that the Town of Hamden has the most extensive economic development strategy in the region, making Hamden a very competitive marketplace. See Exhibit 1 for a comparative summary of other Town programs in the region. Economic Development Incentives to Attract New Businesses and Encourage Expansion To maintain its competitive edge in the region, the Town of Hamden offered incentives to businesses considering locating to Town or expanding at their current Hamden location. The following analysis reflects results from 1999-April 2018: ● 1a. STRATEGIC INITIATIVE 1: Business Incentives: Tax Deferrals, Grants, and Permit Waivers. Since 1998, the Town has approved 144 (15 since July 2015) applications including 95 projects that have been completed, 6 are currently under construction or are awaiting approval at zoning, etc., and approximately 43 projects never went forward or were not completed. From a sample of 50 projects completed, the type of projects completed under the incentive program included manufacturing (19), investment properties (8), retail/restaurant (5), construction (7), service (8) and misc. (5). Total Impact on Grand List From Businesses Taking Advantage of Incentives As a (cumulative) result of the Town Economic Development Plan, since 1998 the commercial grand list (assessed value) will have increased by a estimated value of $20,000,000 from projects/businesses that were directly or indirectly assisted through the program. This increase does not include personal property or other new tax revenue generated by other business locations and expansions leveraged by the success of these projects such as Home Depot, Highwood Square, State Street redevelopment, etc. Jobs Created Because of the general state of the economy and because of automation through the years, it is hard to pinpoint how many jobs were created by companies assisted by our program. Based on data accumulated, we estimated that over 500 jobs were created and another 300-400 were retained in Hamden by companies who participated in our incentive program from 2008-2018. That number fluctuates somewhat, based on seasonal and contractual work. Page 13 The Intangibles The success of the incentive program isn’t only being measured by new taxes collected and jobs created but also by other impact-type development in which staff plays a direct role. For example, as the Town has completed infrastructure improvements and promoted its Business Incentive program, many new stores have opened, such as Burlington Store, Aldi, Price Rite, Walgreens and several restaurants. The purchase and rehabilitation of blighted or run-down buildings improves the quality of neighborhoods, improves the confidence (and bottom line) of local businesses, and encourages additional investment. Examples of this kind of investment include: ● The Highwood Square development at the site of the former Johnson Perfume Company and the adjacent Nabisco Bakery ($12 million total investment). This investment resulted in a tax-generating development of 27 housing units and 14,000 S.F. of commercial space. ● Canal Crossing and Mather Street Apartments – Canal Crossing will ultimately include 393 apartments while the Mather Street Apartments will include 77 rental units. This nearly 500 of new units has generated significant development interest in the surrounding area of Dixwell Avenue The following pages describe successfully completed projects over the last three years. Infrastructure and Redevelopment The Town of Hamden has little developable land (5.7% commercial) of any substantial size for commercial and manufacturing development. In fact, the Town has the lowest vacancy rate in the region. The total commercial vacancy rate in Hamden is 7.5% and in the region it is 13.6% (source C.B. Richard Ellis 12/31/17). More recently, as of March 31, 2018, Hamden’s industrial vacancy rate was 6.7% as compared to its region (12.7%) ● Strategic Initiative 2.1: Utilize the Hamden Economic Development Corporation (HEDC) for the development of difficult or brownfield properties Page 14 The HEDC has established a strong track record through its role as a developer (Implementing Agency) and project manager for the Town of Hamden. Projects Completed ● 400 Goodrich Street: Remediation and Sale of a 16,000 S.F. industrial building ● New Haven Structured Repair Program: Renovation of 102 units of housing ● Newhall Deconstruction Program ● Rochford Field/Villano Park Redevelopment ● Zero Energy House ● Abatement & Demolition of a portion of (Former Middle School) Projects Underway/Planning Stages ● Hamden Business Incubator: 40,000+ S.F. ● Soil Management Fund ● Remediation and Rehabilitation of 2259 State Street ● Strategic Initiative 2.2: Continue a Predevelopment Cost Fund This “seed” fund was available for legal costs, appraisals, environmental assessments, etc., to secure parcels for site assemblage and redevelopment. Costs can be reimbursed to the fund where possible. Projects that benefited from this Initiative have included: a) b) c) d) e) f) 3. Route 15/Operating Engineers land purchase Westwoods Road Land Swap for the redevelopment of a major traffic intersection Daddio Farm subdivision plan Canal Line Disposition Appraisals of several properties being negotiated Legal Fees related to development projects and issues Small Business and Entrepreneur Assistance The Town will offer technical assistance to people opening or running small, town-based, and start-up businesses. The assistance will be one on one and in a classroom format. ● Strategic Initiative 3.1: Continue the Business Assistance Center (BAC) to Help Small Businesses with Business Planning, Raising Capital, and other Technical Needs. The BAC was opened in 2005 for small businesses (in particular start-ups) needing technical help and guidance in developing business plans and handling accounting, marketing, and development issues. Since that time, the BAC has worked with over 300 distinct clients, offering a variety of services. There have been many success stories from the BAC including a variety of pedestrian-type businesses (i.e. copy center, bakery, coffee shop). See report in Exhibit 3 for additional information. Out of over 300 businesses assisted, 35 opened, 210 continue to work at it, and 39 decided not to proceed. ● Strategic Initiative 3.2: Continue the Business Education Series and individual seminars using technology and hands on sessions. Topics to include business formation, cost flow analysis, and preparing a business plan. Page 15 4. Planning, Marketing and Communication Hamden must market its unique strengths and positive climate for business development and investment. To do so, the Town has identified key target industries and companies, trade associations, realtors, and other organizations. ● Strategic Initiative 4.1: Continue to make the Economic and Community Development Web Site useful as a business recruitment tool for the Town-wide business community. The Town continued to make numerous upgrades to the Economic Development web site. This page provides more frequently updated announcements, information on available development sites for major employers and outside users such as our realtor community, and other State and Federal links. Page 16 ● Strategic Initiative 4.2: Continue Recruitment of New Developers, Investors, and Businesses As part of the Town’s marketing efforts, the Town continued to network in regional, Statewide and national organizations (both public and private) to bring investments throughout the Town. This effort includes attending trade shows, conferences and continuing education opportunities. The Director is now part of several collaborations and serves in the following capacity: a. b. c. d. e. f. g. h. i. Connecticut Economic Development Association Hamden Chamber of Commerce Greater New Haven Chamber of Commerce International Business Innovation Association International Council of Shopping Centers National Brownfield Association CT Community Development Association Northeast Economic Development Association International Business Innovation Association ● Strategic Initiative 4.3: Continue a Town Database of Available Properties and Financial Resources Such an updated and accurate database continues to include: a. b. c. Available locations of technology infrastructure resources. List of available Hamden properties by category (e.g. size, locations), etc. List of Brownfield properties, including opportunities for finance. ● Strategic Initiative 4.4: Continue Planning Collaboration to Study The Viability of Commercial Districts Such collaborations include: a. b. c. d. e. f. g. Downtown “Hamden Place Northern Hamden Economic District “Magic Mile” and/or Retail Committee Study of Entertainment and Cultural Enhancement Districts Quality Development along the Farmington Canal Line Continued Study & Planning for the State Street and Highwood Commercial Corridor Business/Industry Clusters The Department has been an integral part of committees that study these important areas. Additionally, the Department has formed several Industry Clusters that are the largest collecting group of taxpayers and employers. They are: ● ● ● ● Healthcare Manufacturing Retail Real Estate ● ● ● ● ● Page 17 Workforce Development Financial Services/Insurance Creative Industries Green /Energy Industries Solopreneur (Home-Based Businesses) 4 Cluster Meetings and Other Input From Business and Community Groups Creating a long-range plan requires outreach to as many businesses as possible. As part of the business outreach process, we continue to use our successful Business Cluster Program. This program seeks to maximize business retention through web presence and an organized set of meetings and information sharing opportunities for the larger business sectors that are high tax payers and employers. Through the years we have established nine (9) clusters each with its unique needs for support. Key industries such as health care, manufacturing, retail and others are represented. For more information on our Business Cluster Program, go to http://www.hamden-ct.com/Content/Business_Cluster_Program.asp As part of the outreach to develop the long range plan, we held a series of Cluster meetings in 2017-2018.          Fall 2017 Creative Industries Cluster 3/15 Health Care: Joint meeting with the Hamden Chamber Tuesday 3/27: Workforce Cluster: 4/3 Commercial Real Estate 4/6: Solopreneurs 4/11: Residential Real Estate 4/24: Green/Energy Cluster 5/7: Finance and Insurance 5/22: Manufacturing The needs of each cluster ranged from marketing to needing a strong supportive business climate. Workforce needs was a common thread through all of the clusters. Minutes of these meeting are included in the Exhibit. Also there are audio recordings of most the meeting on the HEDC Facebook page if you would like to listen to the meeting. Go to https://www.facebook.com/HEDC2011/ to listen through Drop Box Civic and Community Group Meetings Our department met the key civic organizations as part of our outreach process which spanned over one year. Whitneyville Civic Association: Spring Glen Civic Association: Westwoods Civic Association: Ridge Hill Civic Association: Highwood Community Meeting: Hamden Plains Civic Association: Fall of 2017 Spring of 2018 Spring of 2018 Summer of 2018 Fall of 2018 Fall of 2018 The Content of each meeting was to: ● Key Demographic and Market Trends ● Provide an overview of the current plan performance ● Outline proposed elements of new plan ● Explain the coordination among other Town plan documents (i.e. POCD, CDBG) Chapter II: General Plan Areas (2018-2021): Problems & Solutions Page 18 The goals of the following Plan Areas were derived through a series of meetings with relevant economic development partners, business cluster participants, as well as through site visits and events. The goals are also based on current market conditions as well as from the experience in developing larger projects that generate significant tax revenue. The meetings held provided an opportunity for these partners to provide input on how Hamden’s programs have been working. The result will be in Hamden’s Business Incentive Programs. The accomplishments over the last few years are outlined in Chapter I, entitled “Report Card”. As the following plan areas are discussed, a summary of some of the results, and the identification of the current conditions, will be presented. It is through this comprehensive and Economic and Community Development plan that the maximum potential can be achieved for the business community throughout Hamden. Long-Range Plan: Administration The Department of Economic and Neighborhood Development is responsible for the implementation of the long-range Economic Development Plan. To the greatest extent possible, the department will seek programs and projects that generate income to recycle back into the department for the purposes of programs, marketing, and administrative costs. This will include the writing and administration of grants to supplement the activities in the plan. The emergence of the Hamden Economic Development Corporation (HEDC) as a production agency was an important factor in establishing the goals of this plan. The previous plans implemented by the department from 1998-2018 were originally capitalized by over $1,400,000 in funds. Now there is approximately $150,000 remaining in those accounts. Most of the goals were accomplished according to the plan(s) objectives. Although a substantial amount of funds were expended, limited funds are still available to carry out the current goals of the plan. The objectives set forth in the latest plan are equally spread between capital projects and programs that help to promote and train small businesses for success. Many of the proposed plan activities (i.e., workforce and neighborhood) are low cost, high staff intensive. The Department of Economic and Neighborhood Development will be responsible for the programs listed in this plan (Incentive Plan, Redevelopment Initiatives, Business Assistance Center, Marketing, Web-site, etc.), and other projects such as redevelopment and brownfield project management, streetscape projects funded by the State of CT and other sources such as the federal Economic Development Administration. The Department of Economic and Neighborhood Development will also continue to be active in marketing the Town through commercial real estate brokers and various publications. Plan Area #1: Business Development & Business Incentives Page 19 The Town and the State’s Enterprise Zone, Urban Jobs, and Railroad Depot Zone and Neighborhood Revitalization Zone (NRZ) Tax Incentive programs as well as the new Opportunity Zones are key strategies for expanding and maintaining Hamden’s commercial tax base. These incentive programs are marketed to the business, developer, and realtor communities. The Economic and Neighborhood Development Department has created information packets about these programs, has distributed this information to qualifying businesses, and has offered assistance in navigating the State’s application process. The Town’s Enterprise Zone (EZ), Railroad Depot Zone, Urban Jobs and NRZ program also offers tax assessment deferrals on the increased value of real property improvements to any commercial properties in the EZ. Since the Town program began (1998), 144 applications have been approved for a variety of business incentives. Many of the approved businesses are either complete, under construction, or soon to be under construction. Over 70% of these projects were for local existing businesses needing to expand. Business retention is a primary goal for this program and for the Town. 1. Problem Identified: There is a lack of funds currently available for grant and other financial assistance from the State and Federal Sources To maintain its competitive edge in the region, the Town of Hamden must continue providing incentives to businesses considering locating to Town or expanding at their current Hamden location. Mindful that other communities have a lower tax rate, offer lower rates on utilities, and offer similar incentives to businesses, Hamden Economic Development Commission strongly supports opportunities for business incentives to keep the Town highly competitive in the region. ● Strategic Initiative 1.1: Continue a Comprehensive Business Incentive Program to Attract New Businesses to Hamden and Encourage the Expansion of Existing Businesses The Town’s Business Incentive program will continue to offer the following benefits to businesses and will encourage Town Economic and Community Development projects that produce revenue. ● ● ● ● Tax deferrals (abatements) Grants for site and building infrastructure improvements (priority for manufacturing projects) Building permit fee waivers Tax abatements and financial assistance to owners who remediate hazardous sites Hamden currently offers tax abatements to manufacturing, warehousing and distribution, and some service businesses through its State of Connecticut designation as a Targeted Investment Community (TIC) under the Urban Jobs program, under our certified Enterprise Zone (EZ) and our Railroad Depot Zone (RRDZ). 2. Opportunity Zones Page 20 The federal government passed legislation for Qualified Opportunity Zones (QOZ). Hamden was approved in 2018 for a QOZ in the Highwood Neighborhood (Census Tract 1655). In a QOZ committee and a fund is established for investors to contribute capital gains for future quality redevelopment projects. These projects would be the private sector investment for increasing the tax base to create jobs. Federal guidance is not yet available in how to set up a fund under the QOZ program. Within the scope of this proposed three-year plan the Town Economic and Community Development Department will actively seek projects that qualify under the QOZ. ● Strategic Initiative 1.2: Create (Eligible) Entity, Fund Criteria and Inventory the Qualified Opportunity Zone (QOZ) The Town must be prepared for the investment funds that will be available via the Opportunity Zone Program. ● Strategic Initiative 1.3: Support and Market: Support and implement elements of the longrange plan developed the Energy Use & Climate Change Commission (EUCC) to help reduce costs for tax payers and reduce the carbon footprint town-wide. Incentives must be marketed through web and social media presence. ● Strategic Initiative 1.4: Continue Facade and Signage Programs: $10,000 Maximum (funded by CDBG Program) Note: Activities are limited to two eligible target areas a. HUD Targeted Areas: Highwood and State Street Corridors: Source of Funding CDBG b. All other Commercial Areas of Hamden: Town Capital Funds (as they are available) Eligible Expenses ● ● ● Signs All Facade Improvements (i.e. Brick Re-pointing, Window Treatments, etc.) Landscaping & Lighting Page 21 Plan Area #2: Infrastructure & Redevelopment Problem Identified The Town of Hamden has little vacant and developable land (for business expansion) of any major size. Only 5.7% of all land is zoned commercial. Most of the development opportunities lie in the redevelopment of existing properties with buildings ranging from 5,000 to 25,000 S.F. There are only a few existing buildings that exceed these sized properties. Among these sites are a few brownfield projects that require specialized professional services and financing to make them viable, tax-producing properties. Additionally, the large number of home-based businesses throughout the entire Town has created a need for town-wide high speed broadband. Additionally, in order to support the demand for developable space for any use, the Town must have an adequate infrastructure or plan for developing one. Infrastructure is defined as roads, utilities (water and sewer capacity), technology, (i.e. high speed broadband) etc. Included in the infrastructure needs is a plan for addressing the Town’s brownfield sites. Those are sites that actually have, or are perceived to have, environmental problems. Technology Infrastructure: Hamden’s economic future depends on the integration of technology with the needs of a younger generation of business owners. The Town has formed a working group to explore municipal broadband for all citizens and business owners. This department will staff and facilitate the process of achieving broadband for all. ● Strategic Initiative 2.1: Continue the role of the Hamden Economic Development Corporation (HEDC) for the re-development of difficult or brownfield properties and as Project Manager for municipal projects. The Hamden Economic Development Corporation was formed in 2004 as a tool to support the redevelopment initiative by the Town. There are similar corporations in mostly larger, growing communities, which include many older properties that present challenges and liabilities for the Town. Shelton, Orange, Naugatuck etc. are examples of Towns where Economic Development Corporations are utilized. Their independence from Town government gives them the flexibility to complete difficult projects more efficiently while insulating the Town from liability or contaminated properties. HEDC can raise funds, apply for grants, and take titles to property. The Director of the Economic And Neighborhood Development Department serves as staff for the Hamden Economic Development Corporation. The HEDC has now developed administrative capacity to conduct business. It is an approved 501-C4 tax exempt organization. Completed HEDC Projects: ● ● ● ● ● ● State Street Redevelopment 400 Goodrich Street Newhall Structural Repair Program: 101 Units Redevelopment of Rochford Field and Villano Park Abatement and Demolition of two building at former Hamden Middle School Zero Energy House Page 22 ● Strategic Initiative 2.2: Continue the Pre-Development Fund. This seed fund will be helpful to provide funds for legal costs, appraisals, environmental assessments, etc. to secure parcels for site assemblage and redevelopment. This fund could also be used as a cash match for land acquisitions under State & Federal economic development programs. Examples of such projects where this fund was used: ► Dadio Farm Subdivision Plan ► Route 15/Operating Engineers ► Westwoods Road Land Swap for redevelopment ► Canal Line Disposition ► Numerous Appraisals for redevelopment projects ● Strategic Initiative 2.3: Support a plan for establishing high-speed broadband (fiber) for internet access for all of Hamden residents and small businesses. With Town and State legislative support, develop a plan and funding mechanism for placing fiber in sensible locations, in all areas of Hamden considering cost and maintenance. The goal is to provide high speed broadband to all areas of Town, and all household regardless of income. The installation of high speed broadband throughout Hamden will attract younger, high earning residents and will support the large number of home-based business and technology sector. Staff will coordinate the working group to develop an action plan for high speed broadband. ● Strategic Initiative 2.4: Explore the expansion of the sewer line (through GNHWPCA) from Whitney Avenue from Westwoods Road to the Cheshire line. Because of the small percentage of developable land, it is critical to consider sewer expansion to allow for growth in the retail, healthcare and entertainment (i.e. restaurant) sectors. Staff will coordinate efforts between the GNHWPCA and rate payers. ● Strategic Initiative 2.5: Support and Market: Support and implement the long-range plan developed the Energy Use & Climate Change Commission (EUCC) to help reduce costs for tax payers and reduce the carbon footprint town-wide. Additional public initiatives regarding energy must be coordinated with other technology (i.e. broadband) ● Strategic Initiative 2.6: Consider a Plan For Clean Energy Grid in Key Public and Commercial Areas. The plan would connect public spaces and key commercial areas to assist in energy savings and the promotion of alternative energy sources. The grid design would be considered in coordination of the Broadband initiative. ● Strategic Initiative 2.7: Adopt and Assist in the Completion of Key Elements of Sustainable CT This would include the redevelopment of brownfields, workforce development, as well as all “Actions” listed in the Statewide Outline (see Exhibit 8) Page 23 Plan Area #3 Business Retention & Expansion: Small Business and Entrepreneur Assistance Incentives provide support to many out-of-town and expanding local businesses. However, Hamden must also offer financial or technical assistance to people running a local business, including those involved with start-up ventures. This also includes workforce assistance ● Strategic Initiative 3.1: Continue the Business Assistance Center (BAC) to help Small Businesses with Business Planning and other Technical Needs. The Economic And Neighborhood Development Department is the primary location for requests of a wide variety of service needs for small businesses. Since the formation of the Business Assistance Center in 2005, Hamden’s small businesses have requested help in developing business plans and associated components which are required by most financing sources. Small businesses, in particular start-ups, need technical assistance in developing these plans as well as guidance with accounting, marketing and development issues. Although some regional programs provide assistance to businesses in these areas, there are waiting lists and, in most cases, businesses do not receive on-site, one-on-one help, nor comprehensive services. Ultimately, these services are needed on a one-to-one level, where the interested business can receive proper attention. This initiative offers the type of “hands on” assistance necessary to make a project successful. There are many partners that provide assistance to the Business Assistance Center: a. b. c. d. e. f. Hamden Public Library Hamden Chamber of Commerce Hamden Business Resource Center Quinnipiac University Business School National Minority Supplier Development Council (NMSDC) Town ombudsman services to walk businesses through planning and zoning, engineering, and building department(s) processes. This service will be available through the Economic and Neighborhood Development Department. The Department of Economic And Neighborhood Development will also refer businesses to the financing programs available through the Connecticut Development Authority (CDA), the Connecticut Department of Economic and Community Development (DECD), the Community Economic Development Fund (CEDF), CT Minority Supplier Development Council, the Small Business Administration (SBA), and Community Investment Corporation (CIC). The Department will also utilize the resources of the Connecticut Economic Resource Council, Inc. (CERC) and Connecticut Innovations Inc. (CII). (See Exhibit for details about the Business Assistance Center) ● Strategic Initiative 3.2: Support Specialized Training Initiatives through the Hamden Workforce Cluster and other related Workforce Readiness programming. The Town has continued a local Workforce Development Cluster. Board members include the Regional Workforce Development Board, Easter Seals, ACES, the State Department of Labor, etc. The Town originally formed this board as an advisory group to examine general workforce needs (address hiring criteria, job fairs, etc.) This Strategic Initiative would expand the planning to include important issues such as linkages to transportation, quality childcare, and incorporation of people with disabilities into the workforce. A newly activated group would also actively work with industries by assisting them in Page 24 accessing funding for incumbent worker training. ● Strategic Initiative 3.3: Continue Individual goals established under the Hamden Business Cluster Program: Hamden supports the following Business Clusters, as they are the largest tax payers and employers and who can most widely impact the local economy: ● Healthcare ● Workforce Development ● Manufacturing ● Financial Services/Insurance ● Retail ● Creative Industries ● Real Estate ● Green /Energy Industries ● Solopreneur (Home-Based Businesses) ● Strategic Initiative 3.4: Develop a partnership for training education to link business to parents and children in the public school system. Work as a resource for helping businesses find qualified and well trained employees and to expand job opportunities and all students. Hamden should help the Hamden student population in planning their economic future. This includes the new initiative entitled “Everyone Gets a Job, Exploring Career and Technical Opportunities”. The idea of the program is to bring professionals in industry directly to parents in the form of job/career education panels that are sector based. (i.e. healthcare, manufacturing). Each panel will be held at public locations where parents and children typically (PTA meeting, library, religious institutions, etc). These panels will be held in 2019. Page 25 ● Strategic Initiative 3.4: Develop Program Related to Business Transition for Retiring Owners and Legacy Businesses Hamden, like many communities are facing a “Silver Tsunami”, the retirements of an aging business community. As owners consider retirement, the Town must develop a strategy for matching buyers with owners of businesses wishing to retire. The Town can work with other organizations (i.e. Hamden Regional Chamber of Commerce or UNH Family Resource Center, Solopreneur Cluster. A strategy could include: ● Informational Workshops on Business Valuation and Sales ● Technical Assistance to Family Members of Business Owners ● Develop “Marketplace for Buyers and Sellers of Businesses” Page 26 Plan Area #4 Planning, Marketing & Technology Hamden must market its unique strengths and take advantage of the positive climate for business development. To do so, the Town must target industries and companies, trade associations, realtors and other organizations. One strategic approach is the continued evolution of the Hamden Economic Development web site. Other areas include maintaining an inventory of available development sites and vacant properties, strategic social media campaigns, public relations, and communication strategies. To meet this challenge, the Town must engage the public and local professionals for the long range planning of the many businesses and shopping districts in Town. ● Strategic Initiative 4.1: General Marketing, Continue Recruitment of New Developers, Investors and Businesses As part of Hamden’s marketing efforts, the Town will continue to network in regional, Statewide and national organizations (both public and private) to bring investment throughout the Town. This effort will include attending trade shows, conferences, and continuing education opportunities. ● Strategic Initiative 4.2: Continue to Upgrade the Hamden Economic And Neighborhood Development Web Site to become more interactive and proactive Hamden must continue to become more and more accessible to small businesses, developers and investors via revamping the web presence by providing digital content. This includes our integrated digital social media campaign to promote the Town. The Town will continue to upgrade the our web site, provide more frequently updated information about available development sites for major employers and outside users such as our realtor community, and will provide links to i.e. CT Economic Research Center (CERC) web sites, etc. The Town will develop a stronger social media presence to become more interactive and market other neighborhoods. The Town will attempt to generate income from its webpage for the financial sustainability of the website. It will be used as a tool for marketing the Town to potential recruitment opportunities, to become more interactive, and to improve resources for Hamden businesses. Strategies for developing revenue include:  Yellow Pages  Advertising for Businesses on the Economic And Neighborhood Development Website Page 27 ● Strategic Initiative 4.3: Continue a Town Database of Available Properties and Physical Resources In a rapidly changing, dynamic process, the Town must be capable of providing valuable information that is essential for a business to consider when developing a given site in Hamden. Information efficiently collected would be located on the Town web site and on a GIS system. Such an updated and accurate database would include: a. b. c. ● Available locations of high technology infrastructure resources such as high speed fiber optic cable, sewer and water capacity, etc. List of available Hamden properties by category (e.g. size, locations) etc. List of Brownfield properties, including opportunities for finance. Strategic Initiative 4.4: Continue Planning Linkages to study the Viability of Commercial Districts and under specialized Marketing Initiatives. There are many areas of Town that have a rich history in terms of business services to residents. There are also several areas that require a fresh “look” to see if we can use effective planning to change the image of an area to become more positive. This initiative is aimed at using assessment and collaboration with professionals and community-based groups to determine recommendations for the future. Such collaboration is born out of the Comprehensive Planning process that is currently underway. This initiative will formally link the effort of the Economic And Neighborhood Development Department to those efforts and encourage the department to convene additional advisory groups in order to assess other specific needs of business throughout town. Such efforts include: a. b. c. d. e. f. g. ● Town Center Development Plan Northern Hamden Commercial District “Magic Mile” retail committee Study of Entertainment and Cultural Enhancement Districts Quality Development of the Farmington Canal Line Continued Study and Planning for the State Street and Highwood commercial corridor Business Cluster groups Strategic Initiative 4.5: Develop Strategy for the Implementation of the Towns Opportunity Zone in Highwood (Census Tract 1655). Using guidelines from the investment and local community, develop strategy fund and project criteria for Opportunity Fund. Director shall also work with neighborhood residents and local organizations to identify potential development projects. ● Strategic Initiative 4.6: Develop Strategy for Tax Incentive Finance (TIFF) District(s) Develop TIFF district based on economic analysis that is part of the Plan of Conservation and Development. Page 28 III. Executive Summary of Activities 2019-2021 The Economic Development Commission is asking the Legislative Council to earmark remaining funds from the Hamden Economic Development Fund to support the implementation of this comprehensive plan including the following Strategic Initiatives. Strategic Initiative 1.1: Economic Incentive Program The Town will offer property improvement grants, tax deferrals, and permit waivers for commercial projects that would increase the town’s tax base or be of significant benefit to the Town. Strategic Initiative 1.1a: Continue Façade Improvement Program* Note: Program funds will come from annual CDBG budget and from Town capital funds as available Strategic Initiative 2.1: Continue and expand the role of the Hamden Economic Development Corporation: Strategic Initiative 2.2: Predevelopment Fund Costs related to the predevelopment costs (appraisals, surveys, legal, etc.) for commercial development. Strategic Initiative 2.3: Establish Strategy for high speed broadband for all Hamden residents Strategic Initiative 2.4: Sewer Expansion: Cost/benefit analysis conducted by the GNHWCA Strategic Initiative 2.5-2.7: Support and Market Energy Goals Strategic Initiative 3.1: Business Assistance Center Continue to support the Business Assistance Center Strategic Initiative 3.3: Specialized Marketing and Industry Clusters Strategic Initiative 3.2 and 3.4: Workforce Development The Workforce Cluster will continue to promote programs that help businesses train people to find jobs through grants from State and Federal sources. Strategic Initiative 3.5: Business Legacy Program Create Education Program and market places for Sellers and Buyers of businesses. Strategic Initiative 4.1: Marketing Investment For recruitment, education and other marketing initiatives below. Strategic Initiative 4.2: Web-Site and Social Media Upgrades and Integration Funds would be used to continue the development of the website. Revenue generated from the site would pay for the future upkeep. Strategic Initiative 4.3: Data Base Development and Expansion To develop valuable information that is essential for a business which is considering a specific site. Strategic Initiative 4.4: Planning This initiative is aimed at using collaboration and needs assessment to determine recommendations for the future of commercial areas. Page 29 Strategic Initiative 4.5: Develop Plan for the Implement of a Town Hamden Opportunity Zone Includes potential project inventory, fund criteria and management procedure. Strategic Initiative 4.6: Based on POCD, consider a Tax Increment Financing (TIF) District. Note: Funding Priorities can be adjusted, following Town procedures for line item transfers as of January 1, 2019. All repaid funding (i.e. Strategic Initiative 2.2 (Predevelopment Fund) to be reimbursed back to account from which it came.. 3 Year Plan Proposed Allocation of Funds (based on 12/31/18 balances) Tax Incentive Program Business Assistance Center Marketing Professional Predevelopment Services $50,000.00 $15,729.59 $84,273.41 $20,000.00 Total $170,003.00 Page 30 EXHIBIT 1 REPORTS ON INCENTIVE PROGRAMS IN OTHER COMMUNITIES Note: The following chart shows the range of incentive programs in different communities in the region Page 31 South Central Regional Council of Governments - Town Incentive Programs Town Tax Abatement Grants Waiver of Fees Low Interest Loans Services Web Presence Electric Rates Enterprise Zone Incentives Manufacturing Assistance Program Facade Program X X X X X X X X X X Ultra High Speed Internet Bethany Branford (low taxes) East Haven X Guilford Hamden X X X (SCORE) X (Business Assistance Center) X X Car charging station Madison Meriden X Milford CEDF X CEDF New Haven X North Branford X North Haven X Orange X Wallingford X X X X (SCORE) X X X X X up to 50% discount West Haven X X 2 Car charging stations Woodbridge Page 32 X Hamden, Connecticut CERC Town meile 2018 Pradmed by HM: cram Caffabnm?w Hamlin-1 ?an-rt 2253 Uixwell Avenue Harnden. {71' 33513 [23312312133 Bel-mm; New Enemy LMA. 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Cm and Equal Assumce 205 3.333 {3:13;qu 151m- Education 5.1: 22 - and Fund Sen-lees 121 1.252 L?rl: 3: Elk-?ab CI 3?th Hm England Tmal Gee-emu: 33 2.3-1.2 Education 2312-2313 Ethane! Fear Smarter Eel-ented Test Perm?! Abner Goa! {20115-23123 Grade: Enroll-men! W3 Gn?td 3 Hamden Dimitri 5.3m Til-urn 3m Til-m1 Sure Tm 5mm Math 54.356 53.1% 32.4% 53.3% 33.5% :11 3'13 ELLA 52.133 Slime. 35.3% 511% 53 253 PIE-K Hermjer. School 233 Rate af?rm": Emmet-ism (23113-2131 4-Year Euherr Graduan?en Rm: {.2191 5-201 2] . All lift 25% 112.9% 90.9% 35.1% ?5 1 ?m Hamden School ?islriet 3163-3 33.533 35.3% Public v5 l?rrvme [2922-2191 I'm Canny 5m: Public 35.3% 313.3% 33.3% Frivae 14.3311 12 3?31 13-2% Tum-n. Pro-?les L-?enmted m1. 33231213- - Page 1 Page 33 No mpresentaaen a1- wanunas. express-ed or implied. are given mgardley the accuracy at" fmfuma?an Hamden, Connecticut 1 1 CERC Town Profile 2013 RESOUFCE Center _4 69991111118111 I Furm: Maw: - Dmcil Emit!? 311111.111] Elm-'1'? [53 TIE Educadm 594.145.3313 15.5% ailing-911111111199 93% Nun-Ia: 51134191131111.1111 L551 {21316} 55.520.004.424 5??4?55 Tun] 1.291.119.1199 rn Gupta 1191.259 P91- Eapila Tax (2016} 52.221 A: SE at" Expendllunas 131.3111: .45 HIE: 911-1312 Away 50.3015 .51: (If Still! 14mm 54551: Per CBPi?li 54.201 Band Eating Hill 1?15 '36 DE State 151511!ng 192-3911 ?l?u?l Hi.? RHE [2015} 4'15? EqualiIEd Mill Rate {2915] 25.51 901? Grand Lin 1-4.qu Huminya'?enl Erma I Housirg 5.1m {2012-20161 Dis-111191111011 an-mrs: 511111512013] 'I?dlwn (Laura-11' 5:111: Tm 51111: Umts 25.50? 352.45? 1.4512911 LEI-1: dun 55 1.113 3.413r 41. Single Unn{2012?2015?1 56.2% 55.641: 551.1511. s199.9119-1199.999 215 2.04? 2.522 New P99119119 111.9111 {20 I 30 2?50 4.514?r 125 1.410 5.031 a; 99 153191193 IJniu 11141-1. 11.209 11.3411. 59099914399999 57' 2.30 3.350 Demlit'mns [201?] 3 202 1.403 lmW?nr?-Inn- 5-3-5 5.900 5919112013] 531 5.12153 25.3111 Medlan Price 5225.200 5244.000 5209.300 Rum-191' {211124015} 131111111} State 13.91: I'm-1950 9m 19.191. 334% 29-23% [19111 51.219 91.1115 91.1199 Burnt Damian 15.335 203.553 500.223 Clubbumund Renter: 513391,. 55,51ng 52.5% a: 91mm Dmll'n'uas 65.291: 1321-119 665% 51111191111911 14915193120121 2.055 46.1011- 150.5745 Labor Far-1:: I'm WW Slut: [2015} Re?mrs Emphyed 33.4211 11.111.112.11 1.35.519 111.19 Tam: Fran: Tum: 1519:1151 Cum-rum; To: 119::de 1.606 24.522 56.223 Hand-911.121 3.210 Hm Haven. ET 3.022 mm 15-13. 55% 511,. New Haven. 2,431 Han-111911.131? R919 5.5% 5.5% 5.9% Nurtl'l Haven. CT 13159 ['4'th Hiwn. 1.349 Wes: Haven. 11511 Hangman, ET 1.1315- T991 Empln-Ilrm 1,514 3.15.11 111.1131 :11 1 19994 952.999 1 991; 5911 19.111.139.11. CT 315 w'umm ET Em? . - - East Ham. :1 9511 1.99.99. :1 919 I?Jlulm'e. 5-3-9 Wu Haven. CT 1155 Qua?? ?ff-41f? Crima- R1119: {pm- ran?enuj' 12015} Distant: nah-111191? Cum-1 Hesidennm' Ll'rffiII? Tm Stile Mk5 11-er1.: Provide-r 1515 1.2110 1-1111-1191-9 1.11 The 1.1911911 [01.119111111111115 En. 'L'lniant 314 21-1 991119119 7., 13190125241111 Dr 211? 21112-2015 mung Toni: 5mm FMMIIE EB 591.1111!er 133$ Chmpanjr Female 1.991 4.591. 11? {9119}. 55913999 Mill: 53% 5555 [1191111131 203 5911111 CT 11119.11.?an Wail-1' . Town {2113-1552-0020 lermgrum?aunn par {9111.19 5.11 Cub-19 Pran'd'er New Haven Page 34 Gap Analysis by Store Type 215115: Demand Sappnr in annual de?ant Catwamaus?-rg TAS Harrie-m! Retrial-Ia! Nw14. 24.115 1 rulilr} ?ruu CIJInn-nriaan ILL-I: - [ir-L'F-ljn'n: .u-Ll-u. ?an I. tel-Imr EIJ Beat-J l'l - [1.1 [le Granary aluree #451; Tam Harm-El Tow SUM Unhet Demand [Demand - Supply: Eta-lea. WW 100d ail-urea 44.521 Tetal Den-land Telal Supply Unmet Demand inama?d - Supply] Beer. wine. 3: liquor 5Terea Tara] Demand Tara] Supply Unmel Demand i?emar?rd - Sunny} Fan-4:1 Healln a. personal ear-a 5mm; 11-1451] Total 13an Tum Unmel Demand [Demand - Supply}: Health Easel'rr'm 5m 11-d- Tetal Demand 51-13?? Unmet [D?'l'mntj- Supply] Deparlnentelaras (MICE 1.521] Total Demand Telal Sm Unmet Damml [Den-ham - Sun-ply] degeneral merchamlaa stares Tamil Demand Teal Eunw Unmet Demand ?Denta'id - "aupnl? all-ares ENNCE 4-131] Tam Demand Ten] Hungry Unnat mernand - Shea 5.111125 (MUSE 1-153] Tedal Demand Teqal Supply Limit-Ir Demand {13mm Stud-r] ?led-ling ?(Incense-4H Stern-a Jewa1r5r, luggage. a Ie-a1ner gonna stoma gm. 1145111 Telal Demand Telnl Supp-Hy- Urlh?f [Demand Swami Elaumnlea applu'rce stares. (MIL I25 emu-Hat} Telal Demand Tual Sunny Unmet Demand [Demand - Supply: Spamng Why. 5 Muslt Ircalrxnent =15-11] Tual Harland Telal Supp?- Lhm'let Demand {Demand - Sup-cw: I: 1 :1 =45 Trade Area System13 PagaE-cn a 34.3111 .43? $313.1 *1 4TB 533.543.1133 5135.351 3235.339 $109,935 $551 91153 51.311042 ?11361 52.1311'53113 33.511 .94? $1347.52? 51.210.11'1] 5-1} 523311333 55.6?9264 -52.?1?.5tl1 51.511} 1'04 $22214}! El 5195.458 EU 5 193.4513 5221029 513331"? 31 04.1355 5503.691] 51 $932119 451.133.3515 $4131 .335 5229599 5232.235 Page 35 31 .TB1 .9131 $1519.43 ?350,459 356.1513 51 1 3.199 $521043 $226.525 $1 .aaema -s 1 . 5315.1 93 351311.?34 51 I5111.351 $1 EBBEJBESE 551113.421 551.330.9543 ?1 Jere-an 33.1 :1 an? $3373.51 559191 5.3.DE11.DEIT $2333.13? $591132 394.4913 541219.850 53.15311 11- $191,455 51.232.11.33 51.1341 .1121] Data Enume- Sqnargue Tachnt?uge-e lnL: In" :ruj Eff-1:! Office Market Indszial Market Tract Spaces AbiEEmn VEIZW Bu-Idings Spaces 9009165900 in 0 2.18:0 [15% 49 2 4.2% QUDQ1BEUHE 3? 14 4.3% 1 0.13% E11 13 3.953 4.9% {3 1.1?4 90119165501 1] NA NA 2 ID CI (1.1390091 551.1210 EUUQIE-SEDU 1B 1 1,296 4.1% 2 0 1.5% QUDQ1 8 '1 51% 22 1 {3.396} 2.1 '13 QUUB1ES4.DU 240 2.5% 25 1 15,319 4.9% 9UUQ1 7' 55 E. 1 '11: 4 If} 1.3 90119155101] 11 3 320 112% 22 E- 314] 2 3% 9009155200 3 0 CI 2.6% NA NA n'u'al'a' Malian am vacancy rare: are amp! lf?'du?l Sap-zlraugraggs r'cr each can?? use: Samar! GeJSrm- Cam Aswan-wuss Page 36 EVOLUTION ENTERPRISES LLC no. Ens Issese. Hamden, CT can 3 Telephone: 243467? Facsimile: {203} 243-361'4 E-Mail: [pearcc Memorandum To: Hamden Economic Development Commission From: Richard FL. Pearce Date; October 29,2013 Subject: Harnden Business Assistance Center Update Since my last update In the Canintissinn dated 2! I Silt} the Business Assistance Center react has continued to provide a valuable service tn Town residents. these seeking tn start a business within Harnden's berders. and existing ann businesses. As cftliis writing we have served over Bill) distinct requests for assistance. Dale has asked me to focus attenticn on what the has been. the trends observed. and the characteristics cf the clients of the Elm: have been over the past three years. Performance: Frem January 2, 2016 until this writing we have served 45 new and unique clients. Semi: of these clients were met 1with one: and thanks to that meeting were able to self-determine that the}.r were not ready to move forward with their business idea. I consider this to he a valuable serve in and ofilselt'as it eliminates a lot of frustration and wasted time on behalfof the client and service previders {technical services providers.1 lenders, landlords and others}. Although it may be determined that the time is not right to move forward with their business dreams, by having the initial meeting at the RAE, they leave better informed and equipped to go forward with their entrepreneurial pursuits when the time Is more appropriate. Although we met with 46 new and unique clients during the time period being discussed we held [11] total client meetings. Elf these 46 new clients: I no more follow up is anticipated 1.vnli 13; I 23 clients still have some form of contact w1lh the EM: {telephone cnnsulls. meets, doctnnent review 4- 3- are still very active {writing and res ising business plans. ?ling formation documents. seeking ?nancing etc.) Page 37 I 4 new businesses were started with our assistance: Fanar Consulting {Intercultural Coaching] Dr. Crhitda Angawi; Cort: Site Services {Construction site work} Allen M. Page; Holistic Angels {Healthcare Advocacy for senior citizens]: Dorothy Barges; Dainvood Lus ury Coaches [Luxury Coach lCompany]I Dairwood Vereen uh Dcitira I 3 established Harnden businesses were assisted; Moon Rocks Mamie Esp-osito; Mountainview Wellness [Health 3.: 1t'tl'cllness facility} .lulie Bailis; Route 25 Junk Haulers {Truchin g} Harris 3.: Martin Trends and Characteristics: When the EAC ?rst began, all client meetings were held in our of?ces at the 'Government Center. We did some outreach in the ?rst co uple ofyears by visiting area businesses to introduce ourselves and the services that we provided. We initially had studenl inlems from Quinnipiac University that helped with this outreach effort and administration of the Britt: [following up with clients, scheduling meetings and participating in some. ?ling etc.) For the past 6-3 years Mr. Pearce has assumed all ofthe former functions ofthe interns in. addition to providing counselling and technical assistance. Since the beginning of it] I there has been a shift in the numher ol'to thee to face c]ient meetings with more client cemmun ication done via mail and testing. These communications may cover simple questions such as recommendations for act:ountantsl attorneys, and other business services providers, to critiquing progress on business plans, cash ?ow projections and pita?farms profit and loss statements. Over this period ol?tirne there has also lieen a shift to clients having more formal andt'cr mchnicat education than had been evidenced in tlte early years of the Bat: Most of our clients are college educated and female. I really don?t know why th is is the trend hut have speculated in the past that not necessarily being the primary bread winner of" the family. having a greater acceptance for risk taking, a strong desire for ?nancial independence. and a greater ability to malti Lash matte females more inclined to entrepreneurism. In the early years of the Best: we experienced many individuals seeking to open day care centers [of which we helped a few to get established]. hair and nail salons and food establishments The day care center interest seemed to have been driven by the market demand at that time which seems to have slowed somewhat. The other market segments atoren?tentioned seemed to be driven by relatively modest start up cost and the strong desire to be one?s own boss. l[Liver the past nlrnotst three years the trend for those seeking assistance from the EEC is much broader and generally red uircs higher levels of formal education or special skills. Areas such Page 38 as management, substance abuse pmgrarns. consulting {el'yan'eus types}, enntmunicaiiuns. educational training material women?s services, trucking. and engineering are bul a few examples nfthe diverse nature efcur current clientele. We has-e else branched but It] assist Hamdcn businesses that find themselves in ?nancial dif?culty. We help these business earners identify the true underlying cause of their dif?culties and then help them devise, and implement, strategies In eerreet their Outreach: I Altheugh we no Ienger gen eLIt into the ecmrnunity kneel-ting en dent?s we have deycieped and eerttintte It:- re?ne our outreach These activities include business seminars which are organised and conducted by Mr. Pearce [during the pct-ind under discussion held in J's-lay 1i] 1 El} based en lepies which an interest has been expressed by the business cemmunity and aspiring entrepreneurs. Mr. Pearce reeruils? esprerls in the topics centered by these seminar sessinns which are typically held ever a pert ed et?seversl days. The May 2015 seminar [epics ccsered inelmled; Starting and Growing year business [the business plan and ether basiesl: Marketing your business: Financing year business and How tu tie business with the Federal Government and the State of I We else attend the ann?s Business Cluster meetings and help men the Town's beeth at entieus Esp-us and Trade shews. 4- It series :1de east have also been preduced which streams en the Town?s web site. Speaking efweb sites. this has became an ever-increasing way that clients initiallyr find out sbeul the BAC. Lastly, our relatienship with the Hamden Chamber and the ward el' tneuih rethrrai item BAG clients hat-e reSuilcd. in ?edgling and established business peeple seeking cur assistance. My 40 plus years {if werhing closely with business cwners throughout all industry lines, as a banking executive and business censultant, 1'0 help them grew their businesses and neercc me their imnediments centinue is well serve the needs el'eur Bert: clients. 1 lack fnrwarrl tn eenlinuing this service and weleeme cur prelile tn the occupants ct" the Town?s planned Business Incubator. Page 39 Hal-Idea hilt-es Madam lenr nullity intent Nam Busimt lumal Inn: mum at Scull"! hundred Islam To Emu mun? rim; alum Brion-d . Wham 1 le pal-cm?: nut; Tau-n ?HMS?Talla- Hank-uh; 'tlerll Na Lbs-?u Ornnh'alluml hlpg'lu. Plan. Him mud?: Lori mun-Wm: All For Fun 115$" ?th [imam Codi: Plum-1mm. Maximum training (Slut Hmdn?hn?m?llr Nut Juliana Thins: In? Sum-n: Cm animus Economl: Dunlap-urn: mlnlu annual]: Haunting In Lining fEccma-Hc Eric Imam Llulqul steel 9129:2005 nmc: ?mtln?luLHu ?sacrum-k 5h: "mum"; GIIHILI Bea-Int [at your W?wn ?my Wilt! l?f?f?l?icumnin Development help Clark Inurm'mple-e hlrilf. Chamber! Work- l'tlrl?: Whip Tumour: hm 3: Chamber Hp lam mum.? 201-2104!? H7 flu and: Me tannin. hlrt?lm David Hubbard HM mums Sn Hutchiun Emil-arm! Itclp "want 0mm ml" lanlm E. ?otilla Hume SID-lions Return! tmrne will?: mining I'll'l?tf?luc lair-u! Jun-Juan. In ID Is, In!- E?thtul Sum: Lulu-plug l?l?ol? Emiluhlnlu Elf. Auwtkn?h I bush": Bull-Len Hurling]: plan AnMusD. Hem Malian: Worn ol mm Huh-eunuch: *mptalnfc?llc In 113352-1359 ?ll USRWT Minn-d Ilunll #243006 Flam. Anomaly Clark Batu-mm ?Zuzana Wr?rum Page 40 Wand NEH Han-1 1mm Msl?all'? ?In minim (land?ll). Stuart. Anne Denial!" [Family farm} and ?namlal mum-s P. Esq. Ital-h PntnI Lu: [Hqulr Chunahram 'Sammrr' Fall-I Starla} 2121;1006 Walk In ?in 51.11 Enh- l-?urllm 'luuch Milli]: anemone Pleural [rm Nancy Inn-cry mm: Salas] Harlin Lind: T?hr EIEHIDDG (mum-on Dunc-rs; Fla- Vivian IMF-Ethan Sawing #2006 Sun: umul business Hariollmj'Em?med (SIDE Start a my nap:- with {Ml-mung Vern-II Day Spa 1317:2006 hula-tel Elwood lulu?: Han CSIDC Sophia Ill-um Real-Elm: 51112006 Realrimlc Purmm Lual won-l - Tm clerk. Penal-Ian; known by sum up Ild.bu?lnm him plan Matthew Sinner Hum Pdn?n: 3!!?th ?ll-Jun] Freq-roe planning um! formalin tan-plan glun Tw- dull. SHIN u, business plan hm um um Bash-Is Sfl?m Ian-gm Dur?apmnr plan-nth. and ("nation ?ve. . mm ?nicky Start In In?. bush". ?fins. plan liar" ?ulna-an MA HIRING Known by R. Peal-m formal-Inn miles given rill-i. humus p1" Inuit-m Iunplan: ?lglm' Emails! Info Elm In I. tum planning and lm?nrl glvauJEEnl? cmlacl? at Bus. Imam ?rm? Inge: aim-mindin- wanna; Dl?llp?'l?ll planning and ?nancing mu: omnuaumm-rm Jmlh?p lulu-55 plan. all-rim hawhnuu?hluh Llurdu Ham? Nil Eran-ml: betel-paler? ,a-d LL: NH. milled in louse hp lamp rare?ed to Han-Id" Henry llf??lWi Dunbar-r 13 lured! Road C-r ?aming: lam-ml: Mailman! Conn-r" H4 Lining madman" lulu-c: I Page 41 in his luluu ?It: locallunp'hulnuss 32 Tommi-Lu wall: In Media! ?Sim!? iPar-nhkuu Library ruminant? Mr. 2113-2334325 iI hill! lumen. Hm Itll'lplalt. M?tlk Hldsan Inn on Micro an Bum Annul- 12:13}le Pam?lktm?u'l Buun?s Loan Innathn Carver: {Ina-luau"! In. but: If "mum llamliim Bumb- lei-plate ?u Hath: gazing-.3114 in hum 8P "mph?. mulir? BPfHarmInl Plan. I: :u ?duty. 6 ch Campbell manning. 103 ?rm Tim alumni? 1853mm." I: Interns In Listing zu-zu-m - . Ink an Mluacl Knight Humming Furl-mm. Dummimnn I 1015 Kalli?: K-lm'ne Culs 1;:13umuqmlnumofml Pun mm Luau Program ummr trad! IIMLEQC ?pr outrun lulsZ mn- wolls In!" Sign mm built dam-I. nlqarlu gnu Intern-um .103410?6753 i urinal-d for red-null 1:143:01 ?mm-ml: Frau-kw in hams,- BP temp. ?Strum OI Dulli Specim- Hnaldrg. Business Baum-x 241: Milt-era? 53mm Ddl-Dm? 1131314?? Emmicm?hpmont Ominlullm. Nu um 203457-931! Provided In Mm BP?mp. Iurar?u- a. . h?len?r?n??lnl} Bali-mu .41 Dlh?lo 0mm 1'th Ull annaw-mm qunnlu?ml lull?: maul-1: formalin 62 Glacial-n Strut Frau-1M II house BF lampRoad Dim-the Int! Cl" I Page 42 I Mq?hanoealmch 505111?: in; Lin Head rum-1e Youth ELI-rulers In?ow Fem-m Drunlmm um: Nu um? zng-nzagsz l?lBlullmI SI. New Han-I I hlrl?: Bu?l?l Strap: 05511 HIRE-VII lumen ammun- Ill?: Ho ?sling 303?77353!? Innuj'zou? lumps: HimI 5 :an NIH Emmt slur: Sniflm?! imam undo-pm? Mum Bmlh?l?n In Lung ?$237-$465 15-! Mat-Ind [Ir . . Ilium Pun; Susi-II Shun-II Camille-lime 3? 5:200? Emu-mm: ?cr?npull nun-nu: Ill-puma? um mun; Skn?lnw?r?r nu: Plan] Utml?hllt ?2011? Wells?: Business urn-hang" HIM. um" zu.zza450? 760 Ml: Ave Baldness PlalldlI Sm Charmin! Business Org-lam?; 1-H Mi' like Eur 1125:2011? Hindu leranl HEM: HI Ll?ll'll Ill-4559130 Sara Lam ?49 Hm- can 1leI Fly-er Ital-IE1! Plan Tamplalr Iuslnu: Plan; llam- luhru-I Wll-bcmotu ?19120117 Ant Business Dru-Italian nan: 441 Ml: Avenue will: Bull-cu Plan! 5 Inf Path Divcml'lnl 4f1112m7 nlclurd Fem: lulu-ass Omarmlm HEM Ho mum Ina-14915 Mir-haul Barr-am lulu-n Hauf?nm ?Mme: Carnal Welt Dullrl LI.I: wanna! Emu-1i: hiding Dumper?! Art: 103.?.95413 Tmu Hell: mania"; 1235 ?illney Mum-t can" Sh. S?ll'zuu'r Finch: Hm; lenlul Han! Daub Mun Plat; 32 Gordon Shut Mala-cl 10110121!? {lumber Bull?: Dinah-all" Hluu: Ha Main 103-101-0111: Mum Flamr Mandi-Ila Hull Spat in Organhallnl ?Ml: hill!? Hm; 2'9 limb Hil load LTID SREIZDBT Salt Flu-Icing ?In: hlm?mm 201.131.1445 Troy Ruhr: Llunl?w linen Dirndl Ave Dim Slant will??! MC ?nancing Loan 203401-9159 Page 43 Inhennubln I Fallrurnlu Rubin :el nan Plan] an m: .m wanna? mull" mam-l Tun-n My '11: leng mam-nu ?Willi-ll" Mn"! HamillI ?Minna Mull! TIA Mr! map Emn?mlc Orwellian"! Mum Emulation HIM: mama-9mm? 2m?3W-529?! l??thue W: H1 Flu-till ?rd Sir-curr- I Deli n?ruclm! New ?ohm Dale linen ?and" I Mam Half MumOrluluuonf Ewan-m: Duelupmnl Llano- ?lam lulu; Hal; tame-lent: Elm ll'l}I luau? Emumlq: hrnlupmnl ?udnm?rlalzaum-n HIM jmlelMl?imtb? ma We?omm'le MIWZMT Ema-amt Dridwml lid-Lu Purchase HEM: Ll?lng 1n452?u? Eur-Innis Flu] Ebony Lanny Emmi: nudwmn Flu-null: um Ila-fil?-Idz? A I Manama-Won! . ?ddle-11m: Darin": Ermun?-I: 11erme "Incl? ralm?H?Mcm 1111.1?.05? Ball-m Han; [uancg st?: surl Ip dell winch]! Ear-uni: mulwmn lu?-I??mnlulln Secular ?n Dal". Elli-i?-aill hm lull-Ins FlamII lulu awash Gilliam! 5mm (lemon-1cm thth; [imprint .WISWWH nuns?: Busllen Flanf New mum I'll-? munwmk-? UMBBW I'm-Man LU: II MP Flank-.3 lm?nr; m2m1.yahnn.m 103.337.3355 GMJIWIHW Eon-null: Bitmap-1m! Hill Eon urban LLC ,Farl: dink-nus! :lusllm Half hlent Pun." inns-mm: luulimmnanciu HMS amen-a Ho ?sh l- Page 44 Hun! Pom'? ll thy Basil!? Half 13-15 Tau Dana! Duh IZHRW hmumlr Hulda: ?u thim Opemllun Hind-mu rr?urodlyu Half 55"- Ellberuhc Hume? Inc. Pearce Flu-um Hm Na 313-915-1116 ImSwlu'Da'ryl Dc?irro El?lm?ilf 33 Plan Trnirc hilarity annuals 11141310! mm"? HIM: Ila Luring aunt-nu? Edward hum: Business Plan! mfalrmw?n ?Jun nut ?swam Ilium by I. Pun-g Hulda; Hm ?3-339-6151- Dun; 'r Business in; is] Strut L1l Mylar: usnm Flwumf?mcil? HIM: ?3.7155.? Narnia Lin: 1 Plan 53 Talon all mull Mluml El?n?; Pl? um "q um" ?agging? lama Wanner Bull-Ian: Half II: Amie Totally 5pm unknown Marti-?Human; HIM: No Math: 201.235.9n3 mu: um: lulu-mt ITI?alr' 2 hullr Strut Pruchd Imam Rum-Icn Phi-dua- Hmlt?l??tmur mml?nlsm Ida-nun? Mark forum! 155 Knoll I: Haul-MR! mum Zfl??ml Hark ?Erbium Hui: 103-519-1329 . lent: Hahn Bull-m Half Thuh?up Girl 3i! moon Eranlrulr Email-1 HIM gln?n?m?uumrkm 2.3.1114430 nun-man; 42 ?mm Kim's Elwin imam: Mlumul Fin-null! HIM: .No Ham: ans-511101150 nun Alum Inunn?nf 4! Jim 60. 1:33:00: Diulupmcm Formation HIM: Cum: MIMI Bu?lt??ln! 132 Ilium axle Deal:- In: manual Emma-alt betcha-1cm Hunting Hlm?: Niall-521! "kirk: MM Delta illogic- Dayan- Drrelnpmenl Hu?nn ml: J. um Den: Dirndl An.- HIIRDOI Emu Financing mt Nuunm zuqamgmg Edmund Service: Call 'r ?Hill-WI Dll'lml' HIIE marm- Jackson flat-um "nut Emunllc Bailout-en! Burl-tapas HIM: m; um 1.3.;314335 animuh?humal Elm: Flaw EHZIZMI EDOITICI Manda; nu: Mullah; 1I3-4t?-1a14 Page 45 ll?nul "an; 1 DI m?l arm The Imagination 5mm Web lilr Innuenmnandn; nu: mum?; inn??mun lam El?n. I DrratnL?I-mlo .Ilslnul Plan; 2375 ?line-y ?nut: Frenth MI 51'1 IIZWI Nmanldu Int-palatial Ham: ?n man-3393 immn?llf 2i Winner Aw ?Iiculn' Purl E?l?l?ll Rummlr 09mm! Main: Planning. HIM: Unit; Ila: Petr! am: By Nmabaul Hindu-I as 'Lllilnul Hal; I51 farm ?and H33 Wilma aw ?Janna! Hunting 7G1-230-ll? Milt I?ll ?Incl-n Dr HEW 6 !de wanna: Hando- Engines Pin HIM: u?hwmmu-l? ?mrlahmon Mum-d Tet-hula? B?nml Inn Ill-Inc qml. Human ?ller I A. ?nlmk?a I: Inn-plum.- Bull-Ins Elm (Hr killers-Cine! ?fll?m erMInml Rules! HBAIC No ?Sill! ?26 Rat! mm Limo: Flue fault?mud Ul??u? Inn mu HEM: Ho listing 1203-3241311 H?nSu-ea [lass ?I'?llm?flul: lull-en . and Atl?MS-h TJISHUMIIMMRJEHM El?n-Eng Hm 203-91546? m?luu ?Hf 740 HI: Ave St: "12 Lou 'll'llk Prim? ?I??l??j?amm Chamber ?lilting HIM: No ?slim ans-H.441? .L Foe-nu Ind Nm Ihwn 0651: Hair Sal-n yawn? run-ring Hut: amul?' nun-m Hm! Warned: Sunny llama: Hauling 313-503-0013 I41 mun Strut Sull- in?ll? lulu" Han Hun: autumn-amt: 206896-3658 1 "men Plan; ?In sum: street Slap: ?rm Mu?r I'll-mm MMIMH 201-231}: 135 I?ll ?lm-ll hm Tap wl?ll?' Millie! Khan-fungal muss-I114: wand-r: l35ul?l 51ml ?Lilli!? Page 46 4'52 For?: laid Health an: "n 203-115-1457 ?and: mam-p 365 Mather 293-825-2361 in Willa-Irate}- . - sum-'5 [?rmer annual: 203-233-3556 mmebn 39 Avenu- HIM: rl'llu?nlm?nallm 2373 Whitney Eamie: Hill: minl?ml?n mm" Cunt-pt! by Llsa. lumhh; Bull-lax 153 Fume-alt Drive LLC Him-Ill.) "119310" l'll'?ll HIM: 2wsno-3us ?ler!? Ahlindar Blane? mu Salmon 1M Lu: human-o Eula-m HIM: 203-610-253: Him 5"?th Lad alvln' [labor Inn) 211? Town Wit Dr ?1:th Grunpdarp. and Financing HIM: main-run I luluul "an; Exit?: N. Bow MMIIWMM 2?3 llclu Smut Bantu-Ileana thwart HIM mum Ell-In?ll? Inlet! limit: a HIM: Remind when ?Print? mm?. ?nally basin-is phi-min; mural. beard lArl EM: and [emu-II: animal's!" helpimn lid-um 21ml Bull-?I Ave-n cum mmpou Damian-um umu all intern Punt: MHEMMIWI. Ila-anew; ?ml h: Bl??m?llf ?bank-w um Eur EDI: 12f! ?esmf?nlciu HIM: mm?lz?aquu. 2.3.nvu?r?l [lulu Earl] Bldne? Sikh-Ennis ?funnel Flu-Irwin: HEM: 16343541335 Eluhtlh ll?lun Budniu?nf Liar ELLE Hm Ken-?u nn?mn mutton clldae- iv 53 Anne Err-pin! I Hum!" HIM: am "mum ?:1"st ?Dun-potato menm Hunting HIM: loam ?maul; Englayec?l I mu? Summerhll Hd Maui-nut Imam {Spun} mt Inlchuclt?pbnusm 201-513-3052 Ruin ?our! Elihu: Hui Bl?Shupul In? Gnod 26? Imam in?ll;- Formal-I Hui: Irma-mm:- Zulu-26311 Page 47 ind-win; 21 Manor 5mm sue HHAC .mmnn I?er?-Z?l4 Elmira-u Mud! Iain-u FlamI mam ?ew [ale 11212?? Financing HEM: ?my?lm?m 203-230-1119 ?rmly chapel Stu-rt zl: luslnsu Plan; HM navel 06513 Will ET LLC Ell-null: HEM: ENG-19H 1m lien-Inn nun-?fin; H5 lie-$5! Tm olBuuny 113nm ?nancial: HEM: ?Jamaal? [referred to In}: lus?nrsi Plan gram money Roll "11: mum [lurid [L'Il'l?dt?? bush": luau?" Plan; 170 Nutmeg uni-Id mam rduqtillal] 11m 31046?-??m lulnm nunlmm Ruin-"mill" Iladcsl su?d?nk ?Masher: HIM: Mk?n lu?nnl ?Inf 1m cum-u hue Eve-l planing hints: 11mm Ham: number Flu-mum: um ?mam-mm taxi-mm Ilnul'ily Mmhild. 17! mm Community and Grantham-mule: E7 callus 5mm Pulacl IIlIlurs Dlitbpuunt Iran the tow. ?lm; In Scn'ln' zu?umjlz: [bonu- Unk- so: Hawk.? 9 BIJUIMQ Munch: um gill-7764?! "Inmn 1&3 til-tilt: mam Ere-1 [mm lulu.? Plan HIM: mu: Balm um Mm": 555 Shannan-Me Clan Gear at Colm?kul annual-luau?: zlaamzssa mm mum: HUI Dla?wcll Manor Am II In" Ila Lilli; Trill-5m: I?ll'l All-hr?! In: Throw Sullh Cumunltr AWIHGMEEI 31! 'M?ll?l Druhpmum touch ml?tltoqu?yabanm Wyn-Chm: all In rel-Ms u: 1 61 Carbon-Illa DIM Gillan Hausa M?emnallmm Ila-0965179 Page 48 [11st H?p Iwill: Hun] Slat.- Nina?s Spanls? Cubs-In Emu-Ionic nun-lam?: Hmnu No usual :03-515-1q19 lobed Idl- ITow Mnmtu Bush-1m Han; BS Writ [all 101151'2009 Stains: Financing ma?a. Ham: . Iunln Emu-I1? Dun} ?ll ll rum-dim when! HHpIrllh Bud-us: flu-f mullnmustu Eluttand: 5nd prop-cu ?nancing, Illa: ?unmanam-nam 201539-0379 'Htr ?mm-ll [Ila-1mm! In line lam Hdpwilh 51min?: Strut [Used 101233009 Hamill: um lawman-m 203-2311- 1212 an nut. Hum]! ?nish-d huh-en pllmalmadr mainland Lornln: Minus ash ?ow [1 le has Help Business "an; NIH Dlmell Mm? Quick Tech l?flw'zlm hum minim It ?nanciu um Help Bushman Flat; Susan M?qulsl 1113110119 301-506-1511] 4? lodFarI 3'"an Mung-Cilan- [Ital-dun Magnum} 1M Diem-d [Ir Gallery 1113120119 in: Flu-cl? HEM. Hamil: Dali-cam. [mummdt?mm amen! emit" Pinch-1m (all 1. [allow up no amnm??an; 2H Hall-who Dr 1116110!? ma Flu-ch: um ?u mung Darren 5 :th Newmh?le mum: and auxin?; Han} ?(an-ally Parkway Humane Financing HEM: ll Licking for help an mum: Dan not lulu-n Hm: an El Emcr Heallhun- Emu [Ir-.m Helped?: mm th' 101 Tum Drive 51mm 1111912009 numb; krM?I?ih-uum 1.3.1.7.3941 Tally Evan: ".9pr Business Plan} 15391"er Mel-I.- Til Gril 3111301? Film-Ida: Hm ?nallm?yahmnn Illa-1391253 Chris TM 5mm SuniPruchoal Help-Mil Baum-:1 Pun} 413! Whlnuy Mn: and Lani-gum") HIM: . Inmlt Helpw?n Business Plan} Thornton SI mum: (hum! HIM: unr?harhumlxuq ?3352:1125 Page 49 _l I Mullah 5 Suzanna Elvhul Dal: ?roan Emnonl-c Han! - 3&5 Mailer me! M-?la?li new?! HIM: 203-591-110? Innate-d In I nab-m app? i EDI: rem - (Ill Ink: Mines: loan: willing u) provided ?l'nvul tribunal WI boob ll? Slow sir-i: alt-u ?nal Dr walkway Iusllus?ll HIM: hast-unmanned 2113-5054335 Paul: [arm Pam's Treats ldg'll Flu-nun; Tn HMC 'M?d?y?mmln. 1113-7134?: May Su?: - - -.. ISIGHMAN IF HIM: aria-ER? 4? lulinm "an; 5 Hum Rd Ca?ltutlt?alahl? :I'mmn Tm mills Formula" HEM: cum ream-n human: I: 19 Saint Hillel Dr Lug-star tleanlng mznua Plan HIM: i mm in! ?l'rrladnnc?l inquiricl. Wat! lo du path-1 which Malia 'I'Irla?ll Imtlhing abut Ilah haw In wrlle 2: ?Wt 51 I?m- Sdlul Frilld mmad Ink?: Han augment-plan.? 1I3~9Il7~mn Then-s: Bay! ?bula LL12 lat! Dime! .Melue fiSouan-u? ugh"! Bud-u: Hal?" an: 51?an Hamlin-1! "Inlet-um Flannel? HEM Kann Elmrdi Hun; ll??kll?il load W'stritlcr?lr! hand-nu HEM: :?n52}11m LIIHH a lulu ll Senlm tznmotn Emma-1i: [inclement Mum n-uruhcumm Hut 203-2314?? Mn Mun Han! I 55 lam: 5! LI 0 Hour mum: lama-1 : Formal-m MI zu3-5u-2524 7. . Tau-lgI ?vhello Bluutll Food ?canning, . 1m 011ml] Mann Fond Sank! lulu Bum-I: Development rut-hum, mull-l luummuuoqm 205.9. 5.2m Page 50 Gem-rd Inquiries.- 'I'-nt wanna [roll the lav-Hui [or hmhl. Department or Allah-akin; [or mums tanner plan rr?slul Fraluuorl I?unp'u? 4' mm Khalil Pulhm Emmi Hamlin; Ii! Maln lined mud mm Bail Mn Milli?! ll Cantatas: Stat! 31! I lichn?l Pearce hr ink 9-er {2ij Hill: No Listing 903-499-0995 mu 'Busillu Han: Elthl Dr mm: We! Nth-ml Fart! Hulda: HIM: m?lmunm gum-511a Lhie Hududi Business "an; [35 Hams: Elli 44'1311011 Runonl: Malayan-wt Formationj'l?imhm Hut lemm 203-401-0601 I Sit-hm Sam Ina-m Pun; 3 Tyler "Him! of Low 51'? #101} Financing 291?m99? Andrew Ill Wall Aw ailm- Rent-lune? Hall "(Mum Mil-6965 Suzuki bond" Id Hal-Elm mkMMi?Hlnurl Willa Business Han - 11!! I'll. Sanford ?lm! My Hurling Millions i?u??ll ?mlul?ur uqulpnel? wilnhurwil?mlm Elizabeth lilo Maul 31 Dunn load ul'e Style (huge company I Etta-unit Dn?wmll er??ku?wm Ila-5304354 2M ?lmln Ave Cg Wu IO 19 20] I Emmi-I: neural lulu Mum 33431-9513 Daniel ?avor ?lSll Elms?: [If Tm MHEM Eminent Bli??nmt Hm Wulu?ma?w ?hula-F 361 Firm? Falk-y me?m; Fm: Era-m ?lrdupml Fitz-uh: Manama-mam Bib-3124321 Mun-?lm! Inna-:9. munch Emil? QMRMI MDtMunm-u HEM: Nu uni-I ?3.5553013 Doreen Ilall? . 735 Mil-?l Alt Mu hmum: Bangui: Burlap-nil l?uslnus Mf?mllm HIM: 1433.137.? {Irina O'Brien "?1242 Willi-Ill! Aw: Diric- Calu- Dedn amnnu luslcn lumen Plan! Fina-ring HIRE 911541?991! Harm: Maul: Hunt 120 I'M-ml End {Inca Air Hula lull: Id?'rlen Emmi: Dcr?jpmeul hmlm?m?nl nu: ?3435.304: Page 51 ITI- Vince-[Vtiemlm 'I'?mllm?hllm I In: Annu- IIJSRUII item-II: Dwainptunt mun HBAC zna?m.uu1 :I'Iluule Therapy: 'mm Plan; mum? Ecol-malt: Mama! FWIllonl?mniine HERE In I Cumu- 24m Dim? manna Gent?s I112 anaemic Wm": Elsi-cs: Ill-l? nun-um; Hm mum-auto? zoa-mnz: ?mn-?s?lrb? may hub [huh?sin Muss Annm- L'l' Yakima-ca (will: 1:30:20 I2 Economic mammal-usurp Isaac IIGIMBIZSMWI 2113-sz?: In: "an! Karyn-Eddy ?ber llonn- ??int: lulu-1h: Develop-Irm- m: 203-535-0931 hlun Fume-3 Drink Haul-gm 2:1;2012 mum tom mienmm; and 203.2?.1051 In!" mums ~l I 1104 Whitney Aw Mullnl Hul?l 21'221'2012 Italunlc Development lint-m ?an HIM: M?ausllzi?hhm?. 203-23? AlgeIuIPm: lhulh?l Ilnln 3:5;2012 Emlumk Dun-Horn!? Imam?. balm man I [mm Nut hr main-xi ?Hm-ml DI Sen-In: 31511012 Dunlap-ell Formation; Business 'Iu Ham: cl?snhaWLcun-I 233?237?005: Marla Emailu 5mm; Business 21 Wood! I?m! Home kinda-Dd; Emunmic Develop-cu man; Imam. Hm mbnnadludirmln Ill-zn-qsm Hm am: am: Tau-Lana Duh: Eco-wk ?lulu-?u alums: plan; mun um "yup-9550 Mira SW 4' Bum?'1! planf' ?Warmth? Deal 2 H016 Wu: 41'5J'2l112 Economic Illa-Elwin? wll?m?mni HEM ?nrugusl?mmlila-?l?-nsa Joll- Poi-danci- 1T5 Mil Paul Band IP's Fm haunt: 4:131:01! mil: nemwmt Finn-chug Hm Ha Listing ?3-230-2301- ITS I'll! Hui Erll?t Anders-tn . Ilrivc Fanny-urn Lu: ERROR Chub? :Mm?phmm?u HM: 203-313-1333 humus-animus? ?mm 15 Crawl-cw Tu Mom Emu-l: Dammit Emu: dwnduwsk?smtlel 203-143-1380 Frank 'laln up: Mammal-p Blam- 5:21am: Emmi: Flu-m - . 103114-2629 210 Mot-main Iliad Altru- Wuhan 17:"er 5t 63213012 mum {lint-new mum Hut: Page 52 WH- Baum St. Hull 5 W?ll??fnnl. rumba ?1131012 tram Basin-It pill-hm: HIRE militant-nun 203-637-5119] lid-en 51? Aradln All! Illu'mm?nl Sell-?an. Int ?will"! Emu-mic pill. lunch: HEM: 203-518-312? Ham-ah umr Loan-m 7mm Hwiuhni Brad-g ?nal-Iii: [lump-n! ?niacin II In. mam-22:2 lulu?: plank-cation. thin-Gilliam: ?Wilt 10:19:20" am I'lnll'llil'la WIWILNII . ?Inn 2 31' Pl"! Hand 1'de Pull: Dam: Turll lino-tn ?Ln-re! humus plan, Hunting Hm Ichm?muom Hal: Hm I 1215 i 113112013 ELI-111R mm? Hm I Erma Ihr?-i imam bull-[us SE Mn! Haven Diner I 2!?!2013 manic plin. hunting a?imhwm _u furl-cull lenIlESII'I-Inons is angItSt. raw Haven Eat-mull Rm 216121113 Rn. Brian Bellam- Inc-mama. Bum um - Inn 111.999.1923 1 Im- Maug- Fin-llam- ala- ?Its. '15 Edwards Cult-vulcm 3"221'2013 Kumtthunce Mun: Plan Illa: I "am Paper 1342 Best ?in ?1:201! Elm-m liming-tut half-Humming?: um hummuumm ila-zn-qm Shelli: Lu Furl-nation. Milne-n 21 Inn-fluid ?lth Plug-am Emma-k Dunlap-En: plan. ?nancing HMS 5559 (kirk-I I (howl lithium bud-en 4D Glanlmh Meme lip: Eco-om: [Indoor-?l Ill-l: ?u Lulu: mun-m: (rum. Earn Ham: Bunk rug-nun mm 4! WII Me servings 7.6112013 Hindu chamber pill. Maud-1g HEM Walkman Ilsa-$55555 mum: Tomlin Rem-u Veteran: Elm l?l?ul! Emmi: lulnuu pl?. flu-cm: Iluc Killed} 3 1'75 hula Mame ?chatty mm (on Fraule- lull-til plan. I lerhun Mhl?rhs 91'23'2011 mill-Ilium um Ill-9099095 Imam! Fuller 205 Wnlare St. Newllaul Mala Sm ?lming um ill-?aw?? I Elephant Tm . 153! Arc Dell nu lb: lludi Lu: Hamel:- lull-bus vim. "Ill-{Ill HEM: swarm? Ill-?Hm Page 53 Orpniullnn. Bull-bus Mann-Elia lulu-Inn's 11m LLC Emmi: MID-plum plan. I'll-m? HIM: 103-611-5165 Mil-empty; Sun-la "pars Elna-In; Service Eton-ml: ?marlin; Hm ?3415.57?! Usual?Book Helf?l?umt Han. Walla: Emu-mi: Mme? Win?m. ?uid? HEM: Plan. I ?when My MTII: LLC Ille?l? Dual-pine? ?nancing HEM: 917-512-323: ?dim halal IZHIZDIJ Dunlap-meal For-Illbn. Malian HIM: :aa-ns?ssa: Malian. bum 53mm Pan-Isl Food truck I2m1?2013 Incl silt mrniunlo?moon lump-m (uh Tiller] Ufa Couch 1:151:11? Bishop Emu: busineupun Add Tam mu: man?: HemmMI Balm: plan. "In: Mm School Prop-m 2;:412014 Era-um?: bulnenspian lint Ill-6?5? 51571 ?lrll. li?lr ill-HEM! luv-m hr IF Indus! Illa-?wow? HEM Ill! ELI Ell Sun! Itl'll'l'l'l by IP lune? plan. ?m?hn HIM ?mnml?miZIB?Ilm ?l?h Fmillan. bail-m Susan Ian-Jung Denier ?2212014 Emmi: nuclotht-It pin. HEM: uun??nlm Flm2?ml. ?an Mull: {In Lin Sim ?#2011 2- Pl:- huhlc?IE-l?lmalmd 1.3.5qmj 2 Tull GetFll ?no [He Hamm- Clark 31:10::st Plum-drug Ill-c- Dim: Lupin.- mush a ritual. hochcn Wm: Dunlap-"t lulu!" plan IIBM: piml?muilcm Ill-31.159023 ima?lmluzm . Tun-n ?all? Shall-c lint WebSlte Hm. ?hadn't Illa?: Immune-1 Gammon Io mam - Ludo? Ilcm'rrPlII'Illp Daimk Sta-kn lwnumh: Den-10m": until HEM: I Fm?on?ulnm I Shauna San-cl Banquet Han gnarl I1 hm try-l? Hun Hm Im?? Page 54 F?flilim Dim Lilla-DES? Meander Niullenlu "Imm?mn Era-null: urn-lumen: Plan Him: I AL Hard! Emmi "Mill ?Hill? mm mull-us Flirt. Fin-ml; EHBIC ?Mn-3:53 Mill 5MP- IMII Em Well iltl Bun-es: Han. Flu-ml: um hmm?l?ma??n urn-non. Bun-m Mull-hill? ?0'1ch IRIH neuhpmul Plan. ?naming 1:3.1314014 Dill! ?Elm DIN Punch? 11.? 4-12!? Ian-nun? Business Han Ill-148v!? -. .- Il?i?l? Era-null: Dutchmen Dunn-??an. HEM: ?may.? 153.9u7.9357 i' I?l?l?ll? Emulr? .. HM. :aa-za?a-um . Business Math ?urn! l?l?l? Sm.l Plan. may: 193.131.0139 [tumult Bevel-omen: Plan Mam ?rm! CT It! Lil! 315nm; we! nu! [mum mt" Hmf?nF dbilclalc?miamll I Miles: [normal-I, Chm"! lath" was Service: 4.4 Emu-ml: Oral-mum pl.? HIM: 103-515-9154 "?ail Icahn-Duran Mal Esta! landmark S??llji?b formal-n. Hunting 'mbunmillm 211341548311 um lwrto-Br-w- 4h?! Caner tannedkm . SRIHIIS Ruth-ml: Dual-palm! human ?an. l'inaclna HMCJEHIF Clothing Fan-mm. Bulilqss llalhh Spun Bulluau S??l?lls Econ-ml: Bevel-?rm HM: .u?ir?ybummajwpr. 203-210-235! urn-mum. miles ?Hm In?lmr Hilary i??lt? Emu-ml: bevel-mum :nll HIM: *H?hlullWLozni-HO-m Fomnlim. Bani? Glut-la Reed mm mans ml? me um: Mariana-ail? Ina-36mm I Sadr-Mun ?Webauiatin aanzllawn 5m: Irena-um. Busing? Ha. Hut usual-Immun- 'zns-mmt :?l'rm :N?ll??lnipm Arne: drunks I15 Benn-ml: MEI-pile": HIM: -nmumalum Tans-195.5655 Martin-Ill. A Halt! name HI: . 113111?! Email: Dual-plant. Hm up HIM: hym?m-?mlt??-m-l?ss .Form?umluhn-n ?ltll?u MINIMUM np?us [cur-ml: Duel-plant HIM: Page 55 alhl Brian. Mill-mu ?'3?de Sheri-I Mt?cnr IISRHS slle Pl:- Fara-lulu. Buslmh m" Lulu: smalls Malawi-wen: m- Hm Fuml?llin. ?mu?l? Hal Hm MTG-MEI Ful?l-II?, Btulnm Ma?lnkrun Hu'x?um HIM: 203-691-5591} Forum-o. hlimss Willow Marl Papal Blunt: ERIRIIS Hal HEM: ?d?m?l?l?m?kln 103-137-0544 Formal-n, Busing: Blunt! Walla! Hausa.- Pd Web all: Hi! HIM: Fermi? Bauhaus ll?l?lls Richard Hall Hm mac-mun IL: ns-m-mw hill-In?ll. Garth-I ultra} Fummiln HIM: 203-232-6?? Fum?ul. Balm Fluid. THI- Gun Ilr? HIM 103.355.9354 Damn: hall-cs: Semi-tilde: Forum-I1. Network!? mm: ?Hut-mm annual. mints Erma-II: Malignant pin-mm? HIM: .- Ina-mus: [autumm'lh?mni Emil-um Eton-ml: Mahmcn?l Furl-nail? Myz?malmIm 203-l5?-?21 Mum Balms Du? Strike: 6 7 Du?crll?t HM: mailman 203-!15-2712 Mll??il'?lwlh uttlefm 0pm ??i?lm mlmrumm ?ll-11mm um: - - int-415434 QIIHMEI 5 Hill: A 'J?i?lli HIM: 3 115-102-6631 A B?l?ll? Emumlcucmlupucm Rabat-Such tunznno itb?l: lust-mm Flu-nan. HIM: I . ?In Iln?v?lli all! lust-m Pun. Fin-:1" Hm Phn. annular; Il??l?lli tub In Farina? HIM: Page 56 hum Sula; Elan Mae Hm Eli? mung?ml: l??ll? HE Min-Ht! Hm Mancunian. Gland] Algawl Izmir Cumulus. 2(511111? Burro-1 : Deni-paler? alrlu: HIM: IMWIMM 1u3.mml Mil-m Plan. mum Will Em Hm: nest? Alum: Fomn?ln HIM: Carlannd Harri: Cam-in; anamn? HIRE Kali him-ll Hallnli LU: Den-lunch: Growth lull-Lee HIM: ?gauge? mnun?E?nmmuu ?lm-In all I'Iih Tamil; mun?m. :gmumn You: hummer: Bur-calm 312mm: mail: Fumalim Hm: mum'wymvan-wI-mn - Mull Hm. Page Emil" Services 4?320?l'! Io Richard form Hull? {mslleunlte?ullt-m1 :76 ml! Em?n In? It Dale-l. HIM ?In?rllm HEM: new calm-nu cull-menial Chin-?u Scull: sm?w Hnndu Chamber mm: Fun. "In?ll-Emu fill Illa! product? Boom-1h: Burlap-"t lulu?! Pun. Formallm; HIM: EU Hamilton Milmj'?m wmnuw Tm Web Site nlil. Flu-mu; HIAE mm 1mz7-JM1 Deidre Scrum: Dunn-l Lunar Bunches HERON Tm Itch an lull-us Pun. Fortnillm HMC Ill-{194353 21'" Scull! Anna Til-? loo-13ml: l1". lull-e ?nltam Prmy um: Elihu 01732011 Emu": Dem?lhe Tm Illa HEM: mun ?m Rndw: Spun Duh limp Bump-Ir manual HIM Rm Elm Nun lemn mum: In". um:- Hal. 2&3-515-4254' Mun-Jul Ital? ?11!:an (Ind:- Huh-r Hnl'berran'?yMnm shaman Inn-m Emu lulu-u Inn] 345-7334 ?ue Elle-r Homo-1k Ill?l'lre Eldon: [email-n. pl" Him: Paris hmld: 2126301! Emmi}: Bush-In: hruullul. Hut E?ar Elma: 49:21:1an DH. 0111:: Blind-n Forum-n HEN: Idle Home ?Il?lill W?m Formulatdlanu Ilium HIM: 519-135-9139 Page 57 Dorothy Burns 33 int 1.2mm Harris Sham: tale: Chiwn [almn Val Hahn.- Dam-uni mutt-t urticaria: ?trucking "sail rardcdurshlu Hill Mann-int: No I'lurc will In Cunard Businessman: Ila hem nl HEM: Exislln? business that needed Min 5H5J2G13 Form? BM: tlh?ll sue 5!??1013 Eamon?: Our. Ol'lkl animus tsunami: Demonic: Ermunic Dw?flkr "Hld?l?? DHILOFIHE mums Ecorumll: known In.? Z??l lino-I11- ul HIM Business HBuu?.? Busine? rarmanm. plan um Bull-us plan. l'urlullun Ham: Burl-e3 financing HIM: Buslneu pun HBM: Business plan .HBM: Bl?ne? phi HEM: plan HEM: Brain?: Illa: HEM: Page 58 Proposing a Clean Energy Microgrid to the Town of Harnden Facts to Know Propared Ely: Lon-y Rosenthal For: Dayle Kroop Kathleen Schornaker What is Mierogrid? A. Microgrid is a discrete mergy system ng of distributed energy sources renewable. conventional, storage} and loads capable of operating in parallel with or independently from, the main grid. The primary purpose is to ensure reliable, affordable energyr security for commercial, industrial and guvemmental wnsumers such as the Town of Hamden. Bene?ts that extend to utilities and the s?mmwitr a! large include lower greenhouse gas emissions and tower stress on the transmission and distribution system. 1Why is I Mlemgrid Plan being proposed as part of the Comprehensive Energy Plan needed? Over the Last 30 years, l-lamden has experienced partial andtor total electrical utility loss due to lion'icanes and other Frets of?od. Hurricane?s Sandy and Gloria and a number oficetsnow storms are perfect examples. Most recently, bash in May of ll northent Hamden 1was seriously impacted by an F- tornado which destroyed dozens of homers and left hundreds of other residents without The microgrid will have the ability to control load priorities with its local management system so that control strategies can be optimally managed and adjusted accordingly. What will a Microg?tl Plan mean to the Town ol'Hamdcn'? Ha rnden will achieve Energy Reliability: It will achieve resiliency through the microgrld?s ability to island itself from the main grid and [:re sell-an?lcient, When the main grid [United Illuminating] encounters a major problem. the microgrid is quickly decoupled and can still continue delivering energy from local sources. There may be limits to this autonomous supply due to lo cal production. storage capacity, and instantaneous status. However, with the microgrid's local management system, load priorities may be optimally managed and control strategies adjusted In addition, when the rislt of prob is ptedielahic, such as when a heavy storm is lirrecasted, the microgrid can be prepared by intentionally adopting a precautionary strategy, for example by reducing non-vital loads, preparing [ocai generation for dispatch, and charging batteries to increase the future resilience of die systEm. a Energy deoessibility: Provide access to energy at a reasonable cost when the main grid is not accessible. A microgr'ld is really a mini smart grid. it is a simple and fuel way to implement a parallel energy supply alternative when the main grid is not accessible. Such a ierogrid will employ -i Energy Independence: The Mierogt'id will reduce fossil fuel consumption by integrating more renewable generation. 1 Page 59 The Microgr'id can ensure energy cost optimize tiun: It can utilize energy flexibility to optimize the energy mix and grid balancing. A major objective of the Mierogtid is to utilize on-site distributed generation as a flexible energy asset to optimize participation in a demand response program, using local generation or load management [through the on-site Mierogrid Controller} to comply with a utility curtailment request. Additionally, in those periods of peak demand, battery storage can provide critical power for reducing peak load demand throughout the microgrid. When necessary. during times ot'high energy demand or reduced grid functionality clue to network or generation fan its, the microgrid can relieve stress on the grid by serving its own load. The Hamden Microgriil System can potential be comprised of the Following componenlrr: The interconnect between the Mierogtid and the utility grid. A photovoltaic array with rated power of Mw Gas ?red Fuel Cells with rated power of A master Controller stat ion?s An energy storage system composed of Lithium-ion batteries and electronic converters. A UPS placed at the low voltage service entrance to provide energy security and stabilize the voltage and frequency of the Micro grid?s electrical network in off-grid mode. Explaining funding options to the Mayor's Of?ce, Town Planner and the legislative Council. There are numerous frameworks in which to ?nance Microgrid projects, but broadly these fall into four categories.- debt, leasing, shared bene?t and managed service agreements. 1Within these four microgrid financing options, there are generally four major participants: developer, contractor, investor. and end- user. Dml?nsi? consider: A. Debt Financing This involves the direct sate ofa Microgrid System to the Town. This means that the ?town will ?nance the project by debt. with the Town being responsible for operation of the distributed energy resources Some of the risks associated with this option include: Credit Risk oflhe Financier who must assess the credit worthiness of the Town, considering the length of the debt repayments and ?nancial performance. Construction Risk: Developer is: Contractor must both share the risk of delays and cost Ov??uni Performance Risk: The Performance guarantees underpin the project and transfer the perform mare risk to the developer. Revenue Risk: is born by The Town B. Leasing the second option occurs when the developer provides the capital and owns the assets. The Town dc other participants within the Microgrid area being serviced have the exclusive rights to use the equipment for a contracted period oftirne with the leases coming in two basic forms: finance and operations. Some ofthe risks associated with this option include: lCredit Risk: Developer 5r Financier the Developer takes on the credit risk of the Town while the ?nancier'tskes ofthe risk ofthe Developer. Construction Risk Developer at Contractor both share the risk of delays and cost oven-ens. Performs nee Risk: Here the Town operates under a ?nance lease. but the Developer operates under an operating lease. Revenue Risk: This is the responsibility of the Town.C. Shared Bene?t Financing: this third option occurs where the developer funds the Ilamden Mierogrid project on Town property using either debt or its own capita[ and in return takes a contractually agreed shsre ofthe value created over a period. C. Shared Bene?t Financing This would occur where the developer funds the Town?s Microgrid project on the Town's property using either debt or its own capital and in return tsltes a 2 Page 60 contractually agreed share ofthe value created over a period. li'l this option. the developer typically takes on greater risk. Some of the risks associated with this option include: Credit Risk: Developer it Financler? The Developer takes on the credit risk ot'the Town while the Financier taltcs en the credit rials; orthe developer. Construction Risk: The developer dc Contractor each share the [delays and cost overruns. Performance Risk.- Developcr? Due to the developers ownership ofth: system and increased responsibility. Revenue Risk shared by the Developer and Tow D. Managed Service Agreements: This would occur where the investoo'developer owns the Microgrid asset. Which will be located on the Town?s property. This end-use entity would then enter into a contract witit the developer to purchase the system's output. This option allows the Town to account for spending on new energy as an operating expense. Some olthe risks associated IUtrith this option include: Credit Risk: Developer in: lnvestor~ The developer takes on the credit risk of the Town while the ?nancier takes on the credit risk ol?iJ'te developer Construction Risk: Developer tit Contractor both share the riot. of delays and EVEWS. Performance Risk: Developer agrees to service and performance parameters with the Town. Rcvenue Risk: The Town passes control of critical energy infrastructure to a third-party. Considerations for proposing a Microgrid in the Town of Hamden L.) ll]. . Set up meetings With the Towns of Fairfield. Woodbtidge. and 1 tiniest Hartford to discuss their Have a clear explanation of recommending a Mio?ogrid for the Town of Hamden Prepare a Hsmden EUCC Presentation Binder explaining the concept ol'a Microgtid. its de?nition. case studies. rislt factors. ?nancing options. site recommendation for the l?I Hsmden Microgricl. Page of De?nitions. factors for selection, precedent factors. Needs Assessment, preliminary Energyt Optimisation Analysis. Considerations for Return on Investment, its place in Resiliency and the Town?s Comprehensive Energy Plan. backup documentation for Sustainable CT. evaluation of the September EDIE Resiliency workshop. written commentary I?tom United Illuminating. more. Prepare a Power Point presentation Tour the proposed site being considered. Describe the perimeter and list all building owners and types ofoperations, Scoop contractort?dcveloper presentations of at least 3 potential bidders. Look at companies 1with Microgrid development experience. This may include Celtic Energy. Schneider Electric. Siemens. Amorcsoo, etc Com prise the EUCC Team that will evolve this project. Initially to include Dale Kroop. Larry Rosenthal and Kathleen Schontaker. Others to be added. Start the communications process early with the Town Planner. the Mayor?s Of?ce. Brendan Sherky {Asst Town intimacy}. the Town Engineer and . . . . . . . . . .. Submit the Binder and Power Point presentation to the Mayor's office for initial review Determine whether or not the Microgrid can be a ?stand-alone projectr or must be considered as part ofthe entire CEP ?nancing package. Presentation to Sustainable CT and other pertinent agencies micro-grid process. Page 61 13. Hi. I1. I45. Ii. Iii. . Modify the Miemgrid Plan an necessary. Prepare the ?nal binder Submi?a] and Power Point presentation including additional marketing materials for presentation to the Legislative Council. Determine thoae individuals dial will be asked to present. Align the EUCC with :1 Con suiting Engineering ?rm. Present our Proposal UI for Feedback. Work will: Atl. Sharkey and Purchasing Department to determine what mntmeluai relationship the 'i'own should enter into with respect to contract type: i.e. Power Purchase Agreement, Perfonnanee Contract, Public Private Partnership Agreement, ete. Evaluale eomraetor a developer. Determine quali?cations. Build the Teak Fore: to advance this pmjeeL Page 62 Dale Kreep From: Laurence Rosenthal ?:Irosentha?rt?gmeiimme Sent: Wednesday. September 25. EDIE 5:01 PM To: Kathleen Schemalter: EUCC Commissioner Sam Kumar: Date Krupp Subje?: FW: micrugi'ids Hello all. I have scheduled a meeting for next Thursday at 9:00 AM te seen out the Mieregl'id site selected. Then we plan te discuss Schneider's capabilities at length. Dale, ifvou and Kathleen are auallabte, we could meet at your of?ce after the tour to discuss some at the ?nancing plans they have in place. Please advise on availability. Meanwhile. read the attached en It Ls slew lnfermetWe. Larnr Resenthel Sent from for Windows In From: Ch ristn?r Bhuher Sent: Wednesday, September 25. 2018 4:20 PM Tn: lresenthaiEI-il?gmg Subject: micrng?ds Larry thank you far reaching nut to Schneider Electric for interrnalicin on and resiliency. Below is the link td our mlcregn'de website. ltninir. that you find the site to be an exeelent regarding micregnde. At the very pattern of the page is a section labeled where 1JidILl will ?nd all nfeur white papers, case eaniEe. etc. I lee-it tnnvard to meeting yeu next Thursday. Regards. Ch rie Christopher Blenlicr Fliminum Mimg?df?mp?enw 0:1er EEO-32931113 ?iullal'Lry. ET Energy linemen l' 'PIeer-e 1h: armrerrnenl before err-1mg Ihe Rama I I LEJ Page 63 masses 2 2.3.2 #33: can Ian: aiisa 525.; :11 3.3? H. 4111: Paul gE?ai?n: nit-55iiri3 . 2. .. 1.13:. uni?5:1: as: .xrpaliairclis:ilaqql1ta .nxualsiclr. iris-ll. . gang?s?stilling! 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