ansonia-strategic economic development plan2013

7/28/2019 Ansonia-Strategic Economic Development Plan2013

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1 Gold Street, Suite 20-B

Hartford, CT 06103

860 549-5000

860 525-5700 (F)

National Real

Estate Consultants

STRATEGICECONOMIC DEVELOPMENT

PLANCity of Ansonia, CT

June 25, 2013


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TABLE OF CONTENTS

PAGE

ExecutiveSummary 3

Introduction7

Background7

Plans and DocumentsReviewed 8

Current Statusof 9Economic Development in Ansonia

Information Interviews 11

Public Meeting 17

Inventory of Businesses 20

Market Area 21

Real Estate Trends and Analysis 23

Demographic and Economic Characteristics 31

Market and Customer Segmentation 37

Highest and Best Use Analysis 49

Branding 51

Action Steps 52

Marketing Plan Business Attraction 54


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Appendix A. Inventory of Businesses

Attachment 1 Five-Year Projection Business AttractionAttachment 2 Five-Year Projection Impacts

EXECUTIVE SUMMARY

Bartram & Cochran was engaged by the City of Ansonia to create a StrategicEconomic Development plan for the City. This plan sets forth the underlyinganalysis and action steps to support the economic development of the City andidentifies the types of businesses that would be best suited for Ansonia to supportits economic growth. In addition the plan describes how to attract thosebusinesses to Ansonia. Both the Ansonia City Center Plan and the Plan of

Conservation and Development have been critically considered in the creation ofthe Strategic Economic Development Plan.

To create the plan, Bartram & Cochrans work included:

Review of existing Plans and Documents Assessment of the Current Status of Economic Development in Ansonia Information Interviews with state, regional and local contacts in both the

public and private sectors Feedback from a Public Meeting Inventory of Businesses categorized into major sectors

Determination of the Market Area for Ansonia Description of Real Estate Trends and Analysis of Downtown and adjacent

areas and Industrial Parks Analysis of the Demographic and Economic factors underlying Ansonia Determination of Market and Customer Segmentation for Ansonia Determination of Highest and Best Uses, as well as Branding

recommendations and Action Steps for success A Marketing Plan for Business Attraction

From the above analysis, the Highest and Best Uses were determined to be:

Retail Home Furnishing Stores Electronic And Appliance Stores/Toys and Games Building Materials and Supplies Dealers Specialty Food Stores Clothing and Shoe Stores Restaurants/Entertainment Jewelry, Luggage and Leather Goods Stores


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Warehouse Clubs/Superstores Office Supplies, Stationery and Gift Stores Pet Supplies

Industrial/Warehouse/Flex/Specialized Needs Research & Development Light Manufacturing/Assembly Precision Manufacturing Businesses that Supply the Aerospace/Defense Industries Back Office Operations/Storage Data Centers Community College/Educational-Training Facilities

Office Medical Office and Healthcare Uses

Residential Apartments as part of Mixed Use Development Artists LoftsLive-Work Space

plus Commercial Arts Space

For the Most Likely Scenario, the bottom line projection of Businesses to beattracted and related Square Footage, Jobs created (direct and total), Increases tothe Grand List and Increases to Real and Personal Property Taxes is as follows:

Year 1 Years 2-3 Years4-5

Cumulative5-Yr. Total

Businesses

9 47 16 72

SF 49,750 317,450 152,500 519,700DirectJobs

131 460 282 873

TotalJobs

181 628 408 1,217

Increases toGrandList

$1,837,500

$11,903,850

$4,530,750 $18,272,100

Increase

s to RealPropertyTaxes

$50,807 $292,561 $125,275 $468,643

Increases toPersonalPropertyTaxes

$18,900 $105,264 $36,150 $160,315


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Consequently, over the above five-year planning horizon, commercial vacancy inAnsonia will be significantly reduced as a result of the growth in business that isprojected. Also, it should be noted that granting incentives, such as TIFs, toattract business would reduce the projected increase to tax revenues, temporarily.

Branding

A brand creates an image, a perception, an inspiration, a lifestyle. It imparts asense of what a place is all about in only a few words. It establishes this in theminds eye of the viewer or listener.

The branding recommendation for Ansonia combines authenticity, energy andcommunity spirit with a positive look toward the future, using a recognizablevariation of the Ansonia High School sports symbol:

This brand builds on Ansonias community spirit and pride in its sports successand promotes economic development for the future. It establishes Ansonia as aplace for entrepreneurs, unique businesses and others, as well as residents.Bringing this all together in some carefully chosen words and with a recognizablelogo is the essence of what this brand will represent for the City of Ansonia.

Additionally, this brand will be a key part of the business attraction campaign tobring new businesses, developers and residents to town.

Next Steps

Our recommendations include a targeted marketing plan approach to attractbusiness and development to town. Also specified are the immediate and longerterm Action Steps needed to achieve Economic Development and the goal of


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making Ansonia a vibrant community where people live/work/play, including,among others:

Announcing completion of the Strategic Economic Development Plan, KeyRecommendations and Next Steps, to demonstrate follow-through; then,

as additional progress is made, each step should be announced to themedia so that the public sees things are happening in Ansonia.

Making it clear who the primary contact is for development inAnsonia

As part of the business development/attraction effort, inviting all GreaterAnsonia area real estate brokers to Ansonia for a Red Carpet Tour.Starting at City Hall with a presentation on the key findings from theStrategic Economic Development Planincluding the incentives availablefor new businesses coming to town, the tour would then travel to key sites

such as the Farrel site, the Palmer Building, the ATP, the Healey Ford site,the Hershey Industrial Park and Fountain Lake Commerce Park. KeyAnsonia City Officials, Commission Members and Staff would be inattendance to show the brokers that Ansonia is open and ready for newbusiness. Finally, communications with each of these brokers should bemaintained through quarterly updates on Ansonia business and residentialdevelopment.

Address aspects of blight/decay throughout the Downtown where thereare empty lots that are not well-kept, buildings that appear abandoned,sidewalks that need fixing. Looking ahead, either stricter enforcement of

existing blight ordinances or more stringent new ordinances may beneeded to resolve this issue as more reuse, beautification and renewalefforts move forward.

Brownfieldsa number of brownfield sites in Ansonia have hadcontamination issues remediated and the sites have been reused.However, some large sites in the City Center are reported to have potentialenvironmental issues that may delay or impede their reuse possibilities,although prior owners have reportedly indemnified the future clean-up ofthe sites. It will be imperative that these sites have clearly definedenvironmental condition reports (including, for example, Phase I

Assessment, Phase II Analysis, Cleanup documentation, Indemnificationstatements, etc.) available for review by prospective parties interested inreuse opportunities and related redevelopment.

A Final Word

It is worth noting that in the sections to follow, while some negative aspectsrelated to economic development in Ansonia have been identified, some may be


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more perception than reality. And, perhaps more importantly, the City has takensteps to resolve these matters such as now having a full-time Zoning (and Blight)Enforcement Officer as well as a Fire Marshal. Shortly, the City will also have anew Economic Development Director. All of these steps are indicative of the factthat the City of Ansonia is charging ahead toward a future positioned for

success.

INTRODUCTION

Bartram & Cochran was engaged by the City of Ansonia to create a strategiceconomic development plan for the City. This plan sets forth the goals and

strategies for the economic development of the City and identifies the types ofbusinesses that would be best suited for Ansonia to support its economic growth.In addition the plan describes how to attract those businesses to Ansonia. Boththe Ansonia City Center Plan and the Plan of Conservation and Developmenthave been critically considered in the creation of the Strategic EconomicDevelopment Plan with regard to establishing the goals and overall vision for theCity.

BACKGROUND

In his bookThe Making of the President, 1960. author Theodore H. Whitereferred to the Naugatuck Valley "as the seedbed of Yankee ingenuity.

This is exemplified by Anson Greene Phelps for whom the City was named. Inthe early stages of the industrial revolution, metal dealer Phelps formed theAnsonia Brass company in 1844 to supply brass movements to the expandingclock business in Connecticut Then, in 1850 the Ansonia Clock Company wasformed as a subsidiary of the Ansonia Brass Company by Phelps andclockmakers, Theodore Terry and Franklin C. Andrews, thus creating a built-inmarket for the brass movements Phelps was manufacturing.

Pierre Lallement, considered by some to be the inventor of the bicycle, left Francein 1865 to settle in Ansonia, where he built as well as demonstrated an improvedversion of his bicycle. He later filed the only American patent for his pedal

bicycle.Heavy manufacturing grew up along the Naugatuck River and led to earlyprosperity for Ansonia. Ansonia became known as The Copper City, a namethat arose from the manufacture of copper products (along with other metal andfoundry goods). But as time marched on and manufacturing declined in theNortheast due to competitive disadvantages, Ansonias fortunes also receded.
http://en.wikipedia.org/wiki/Phelps_Dodgehttp://en.wikipedia.org/wiki/Anson_Greene_Phelpshttp://en.wikipedia.org/wiki/Theodore_H._Whitehttp://en.wikipedia.org/wiki/Phelps_Dodgehttp://en.wikipedia.org/wiki/Phelps_Dodgehttp://en.wikipedia.org/wiki/Anson_Greene_Phelpshttp://en.wikipedia.org/wiki/Anson_Greene_Phelpshttp://en.wikipedia.org/wiki/Theodore_H._Whitehttp://en.wikipedia.org/wiki/Theodore_H._White


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Flood waters and fire (at the Latex Foam Co.) also had a devastating effect onAnsonia, but renewal took place. In 2000, Ansonia was named an All-AmericaCity as part of the designation bestowed on the communities in the LowerNaugatuck Valley.

Downtown Ansonia is situated between the large factory buildings on the northside and the newer shopping areas to the south. Key underutilized parcels in thisarea include the Farrel site, the Ansonia Technology Park (ATP) and the PalmerBuilding. Additionally, business/industrial parks include the Hershey IndustrialPark, as well as the Fountain Lake Commerce Park where usage needs to bemaximized.

Not unlike the situation with industrial competition, retailers in the City werefaced with competition from regional malls that offered more expansive shoppingexperiences. Some of these negative impacts have been offset in recent years bythe addition of stores such as Target.

Ansonia needs to be revived and revitalized through economic growth that isspecifically designed to match both its needs and the opportunities that areavailable. Ansonias accessibility to Route 8, its Metro North stop on theWaterbury line connecting to Bridgeport and its being situated on the NaugatuckRiver within New Haven County are some of the positive elements that can befurther leveraged to accomplish this.

PLANS AND DOCUMENTS REVIEWED

Bartram & Cochran reviewed the following plans and documents in creating the

Strategic Economic Development Plan:

City of Ansonia Connecticut, City Center Plan, January 2006

Ansonia 2008 Strategic Plan of Conservation and Development

2011 Business Survey Results

Ansonia Downtown Parking Study 2007

Ansonia Downtown Concept Plan (Yale Urban Design Workshop) 2002

CT Main Street Walking Tour & Assessment-Downtown Ansonia 2009

A History of Ansonia, Bicentennial-1976

Minutes from Ansonia Economic Development Commission


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Numerous area newspaper articles related to Ansonia EconomicDevelopment

Naugatuck Valley Comprehensive Economic Development Strategy(CEDS) 2004

CERC Profile of Ansonia

Farrel Site Sales Brochure

CURRENT STATUS OF ECONOMIC DEVELOPMENT IN ANSONIA

There are a number of key factors influencing economic development in Ansonia.

First, the largely vacant buildings and sitesFarrel, the Ansonia TechnologyPark (ATP) and the Palmer Buildingwhile presenting opportunities for reuse,also create an image of a city that has fallen on hard times. As with much of theNortheast U.S., heavy manufacturing has departed for other parts of the countryor to Asia and this departure has left its mark with empty buildings and increasedunemployment. Other smaller vacancies Downtown, combined with non-profitand religious uses do not present a vigorous, active growth image for Ansonia.

While some brownfields projects have been successfully completed in the Cityother key sites (such as the American Copper & Brass site) still have an

environmental cloud hanging over them. While cleanup of environmentalhazards does not present the insurmountable hurdle of past decades it is stillanother challenge that must be met when reusing buildings/sites for higher andbetter uses.

Another issue facing Ansonia is the negative perception created by the local presswhere stories of persistent car thefts, crimes committed with guns, vandalism andimproprieties with the City Tax Collector dominate the headlines.

With specific respect to economic development, there have been three major focalpoints over the past few yearsthe Economic Development Director, the

Economic Development Commission and the Mayor. With the untimely death ofthe Economic Development Director in 2011, the Mayor became the focal pointfor attracting and retaining business. Even before this occurred, there may havebeen more of a focus on fair housing issues rather than business development.Over this same period of time the Economic Development Commission hasbecome more active and focused on trying to attract more people and morebusiness activity to Downtown through events (like the Bike Rally) and designingprograms (like a revolving loan fund) that are aimed at accomplishing these


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goals. A resounding theme that describes the past few years is that economicdevelopment to the extent that it has occurred has happened by accident.

Apparently, the City Center Plan is the closest thing that Ansonia has had to anEconomic Development Plan but there has been no vehicle to move it forward.

Related plans that were done were too vague to implement; or there was notenough hand holding to get things done.

Another significant theme is that the Citys relationship with business is adifficult one. Ansonia is characterized as a tough place to do business. Ingeneral, Ansonias Boards and Commissions could work together more effectivelyto attract new business.Zoning has been identified as a stumbling block. Some areas needing fix up maybe impeded by zoning. Overlay zones from the City Center Plan are said to beconfusingit is not clear what is allowed and what is not allowed.

While there have been a number of obstacles to economic development inAnsonia there are also bright spots. Ansonias Harvest Festival, the Bike Rallyand the Farmers Market are events that in some cases need to be improved orenhanced, but still shed a positive light on the City and establish the groundworkof community spirit needed to take Ansonia to the next level. Restaurants inAnsonia are viewed positively and can often be the magnet that attracts morepeople to Downtown and this can then draw more business and new businessinto the City. Ansonias historic buildings, such as the Opera House, are positiveelements in the Citys overall image as is the Riverwalk. Being part of the Route 8Enterprise Corridor Zone can help in encouraging business expansion as well asin attracting new business to the City. Ansonias Metro North stop functions as

another gateway for the City and with some rehabilitation of the station and itssurroundings and potential improvements to scheduling it offers a significantopportunity for contributing to the future economic growth of Ansonia,particularly as reuse opportunities are identified that can be coordinated with,and supported by, this transportation hub.

A word about the overall commercial real estate market in Connecticut is also inorder to better put into perspective the situation in Ansonia. According to thethird quarter edition of CT COMpREhensive, a quarterly review providing a pulsefor Connecticuts commercial real estate:

A slowdown in overall economic activity in the state has translated intoweaker levels of commercial real estate activity in third quarter, 2012.

Tepid economic recovery has meant fewer new hires and lackluster retailperformance, creating an underlying sense of uncertainty in thecommercial real estate sector.

The Office Market continued to be affected by sluggish activity within thelabor market as employers will not add workers (and hence need more


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office space) until demand for products and services becomes moretangible.

The Industrial Market which had been helped by healthy export growth inrecent years is now facing pressures from European recession.

The Retail Market continues to be affected by subdued consumer spending

power, sagging consumer confidence (relative to past recoveries) and tepidjob growth. Rising gasoline prices are also a factor weighing heavily onthis sector, resulting in increases to transportation costs and thus the priceof all other goods.

The Investment Market is a relative bright spot as the overall economyimproves, albeit slowly, and profit margins remain relatively healthy.

Overall, for Ansonia there are still many positive attributes that can be leveragedand opportunities to be seized going forward, while simultaneously resolvingsome of the constraints that have held back economic development in recentyears.

INFORMATION INTERVIEWS

Information interviews were conducted with the individuals below, identifyingthe following key Positives/Opportunities and Concerns/Constraints/Issues foreconomic development in Ansonia:

Economic Development Commission members and participating audiencemembers

Vincent Scarlata (EDC)Gregg Seccombe (EDC)

Keith Murray (EDC)Dave Cassetti (EDC)Charlie Stowe, AldermanJohn Marini, AldermanRandolph Carroll, Historical Commission Chair

Peter Lent, Office of Business Development, CT DECDCowlis Andrews, Office of Business Development, CT DECDRick Dunne, Exec. Director, Valley Council of Governments (VCOG)William Purcell, Greater Valley Chamber of CommerceGregg Seccombe, Owner, Seccombes Mens ShopKen Kreiger, Owner, Spector Furniture

James Lane, VP, Commercial Real Estate, Webster BankBill Weirsman, Colonial PropertiesPhil Donofrio, Owner, Alexanders HardwareAlan Fischer, Fischer Commercial Real EstateDave Kelly, General Manager, Spectrum Plastics GroupGarrett Sheehan, Economic Development Specialist, United IlluminatingLibby Meissner, Owner, CraveBrian Gallant, Owner, Platt St. Grocers & Deli


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Joe Perun, Manager, Peoples United BankRobert Scinto, R.D. Scinto, Inc.Chris Setaro, Owner, Antonios RestaurantLaurie LeBouthillier, Principal, Emmett OBrien Technical SchoolAtty. James Sheehy, Sheehy & Dillon Law Offices

Positives / Opportunities Concerns / Constraints / Issues

Ansonias lakes, reservoir and greenspace.

Relationship of City with businesses isdifficult. Ansonia is a tough town inwhich to do business.

Annual Bike Rallytry to tie tobusinesses; create sustained businessfor downtown. Pierre Lallement, anearly bicycle inventor had lived inAnsonia for awhile. Ansonia could be

branded as Home of the Bicycle.

American Copper & Brass has gone fromthe largest employer in the City to about12 employees.

Finish and launch EDC website as aplace to read about Ansonia; show spaceavailable and vacancies; tie to relevanttechnology (such as Facebook); showEDC logo and City pictures. Use thewebsite as a marketing tool. Consider agreen scenario tied to green space,lakes, reservoir, etc.

Economic Development has happenedby accident. Former director focusedmore on fair housing than economicdevelopment and as a result did not geteconomic development moving.After passing of Economic DevelopmentDirector, Mayor has been point personfor business development.

Need action plan for EconomicDevelopment and a champion/cheerleader to energize it.Plan must be implementable, reflect thereal world and have a number of(smaller) steps to result in successnotbe a grandiose vision.

Revolving loan program for repairs,rehabilitation and faadeimprovements; make Main St. moreattractive to attract new business andretain existing business.

Program details to be worked out;$50,000 in upfront seed money.

City Center Plan was closest thing to anEconomic Development Plan but therehas been no vehicle to move it forward.

Related plans that were done were toovague to implement; or not enoughhand holding to get it done.

Need to follow through.


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Restaurants are a positive threaddowntown. Need to make Ansonia adestination. Need events that will bringpeople into town. Need morecommunication. Need to better

accommodate businesses at time ofevents. Need restaurants like Sonic andCiCis Pizza.

Zoning has been a stumbling block.Some areas needing fix up are impededby zoning. Overlay zones from CityCenter Plan are confusingnot clearwhat is allowed and what is not allowed.

Properties available should be pre-zoned so that developers will know whatthey can do. Limit obstructions. Zoningmust be changed or better defined.

Ways to generate more communityinterest and spirit.

In general, Ansonias Boards andCommissions could work together moreeffectively to attract new business.

Get more High School students involvedin order to get more adult (parents)involved; project to catalog existingbusinesses and vacant storefronts that

will be included on website.

Brownfields may be an issue.

Emmett OBrien Technical Schoolinvolved in projects in the city andwork-based learning programs with areabusinesses.

Social clubs, churches, non-profitsenough of themzoning to limit theseuses.

Potential events to draw peoplemovienights; citywide tag sale.

Tax base is terrible nowso hopefullycommissions will be willing to worktogether to improve this.

Farmers Market in Municipal ParkingLotneeds to draw more people.

Combining zoning, the City Center Planand economic development is achallengebut worth the effort.

Revitalize Downtown to make it morevibrant with activities; then radiateoutward.

Ansonia is almost fully built out.

Ansonia Business Councilneeded to beregenerated; last meeting had a bigresponse.

Ansonia does not have a wide range ofhousing opportunities.

Perception of Ansonia needs to beimproved through positivecommunications with the press.Impression should be Ansonia is aliveand vibrant.

Unclear who is in charge of what in theCitys organizational structure. Unclearfor developers where the process starts.Lack of effective economic developmentcoordination.

Create relationships with StateGovernment for infrastructure projects;State Board of Regents for communitycollege use of space in Ansonia; andTrust for Public Land for more effectiveuse of Ansonia green space and greeninitiatives.

Not enough shopper traffic. Not enoughimpulse buying. Not enough draw toDowntown. Downtown is not adestination.


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Ansonia has identified all the pieces ofthe (economic development) puzzle;now the pieces need to be put together.

Walkways are uneven.

Ansonia Harvest Festival is typicallybiggest event in the City.

Costs of commercial and residentialdevelopment may not be supported by

rent levels. Availability of capital fordevelopment may be an issue.

A lot of focus on Downtown. Citys perceived image is bad.

Empty factory space and mills need tobe reused/redeveloped; possibly formanufacturing or an athletic facility.

No problem getting engineers,management level personnel but hourlyworkers are hard to find withqualifications that are needed; and lowpay leads to high turnover.

Valley Council of Governments (VCOG)is a partner in cleaning up brownfields.Cleanup of American Copper & Brass

site has GE partially responsible; Farrelsite cleanup has BP and others involved.

Events need to be better run, with morebusiness involvement.

Ansonia has a lot of historic landmarksand Historic District. A lot of historicalbuildings on Main St. including theoldest Opera House in the state which ison the National Register of HistoricPlaces. Current owner has rejected usessuch as condos and other approaches inorder to keep it closer to its original use.Restaurant or theater use would begreat.

A lot of undesirables milling about onMain St. keeping other people awayfrom Downtown. A lot more Downtownactivity will dilute that impact.

Opportunity for mixed use developmenton Main St. Okay to include residentialas part of development but not justresidential.

Already a lot of residential Downtown;need more commercial activity. How toattract businesses is #1 issue forDowntown.

Riverwalk can draw people from all overthe Valley.Tax incentive programs (similar to TaxIncrement Financing TIF) are beingexplored.

Ansonia is part of an EnterpriseCorridor Zone (along Route 8).Get all the diverse elements of the Citytogether in a common effort.Get all the commissions to worktogether.


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Ansonia has strong neighborhoods anda strong City spirit with pride in itsschools and athletic teams.Ansonia Nature and Recreation Centeris picturesque and an asset with

adjoining hiking trails.Re-install confidence to Ansonia.

Accessibility to Route 8; developgateways to bring people downtownincluding off of Route 8 and WakeleeAvenue Corridor.Need more entertainment and shoppingDowntown so you can walk up one sideand down the other for this. Currentlyonly the upper and lower areas of MainSt. are vibrant with many vacant

storefronts or defunct businesses inbetween. Need boutiques andbusinesses that are open at night.Restaurants with outdoor seating.Train station is a gateway and could be areal key but needs rehab andsurrounding areas cleaned up and bettertrain schedules. Train Station providesaccess to Fairfield County and NYC jobs.Transit-oriented developmentopportunities.ATP and Palmer Building may becoming off lease; opportunity for acollege campus scenario.Need to catalog existing businesses andthen determine what Ansonia needs andwants and then attract those businesses.Small business commitment to stayingin Ansonia.Initial development of Fountain LakeCommerce Parkneed to get buildings

occupied.Potential sites for data centers.

Expansion sites for large employers innearby Valley towns.Potential locations for precisionmanufacturers, light manufacturing andclean R&D.


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Potential locations for suppliers toaerospace/defense industries.Target and Big Y are customer draws forAnsonia.Ansonia has true traditional Downtown

versus some of the other surroundingtowns.Ansonia has mature but well-maintained infrastructure (sewer, water,gas, fiber optic trunk line, etc.) forfuture development.Valley towns of Ansonia, Derby Sheltonand Seymour can function together likea larger urban area; each can develop inways that are complementary to theothers. But each is fighting to get

development.Provide incentives to developers toconvert vacant factory space to mixeduse neighborhoods.Goal is a community where people canboth live and work. Youngerprofessionals and seniors like to live indowntowns.City controls a number of Downtownproperties.Back office operations make sense. For

example as back office operations needto expand out of Stamford or reducetheir costs, Ansonia is a lower costoption, with connectivity in terms ofcommuting potential. Back officeoperations locations do not have animage requirement.As Shelton gets built out developmentshould move northward to AnsoniaA lot of good companies in Ansonia andFountain Lake Commerce Park is a firstclass development.A number of long time Downtownretailers (furniture, clothing, jewelry)are good foundations for future growth.Need more businesses added.Would like to see another deli/luncheonette Downtown.


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Open areas where a building burntdown should be redeveloped.Downtown needs an aesthetic spruce upto reverse a bad first impressioncoming into town. A revitalized

streetscapeincluding finishinghistorical lighting, benches andplantingsis essential to attractingbusiness.Need beautification along withdevelopment.Need to pursue more grants to getfunding for economic developmentrelated projects.Proximity to Griffin hospital maypresent medical office and immediate

healthcare opportunities.Rental market is strong (with condomarket weak).While the commercial real estate marketin Ansonia (and beyond) has been weakover the last 12-18 months, newrestaurants have been coming into townmaking that sector a bright spot.A lot of younger people coming intotown.All the towns around Ansonia have

started to blossom and now it isAnsonias turn.Manufacturing opportunities fromexpansion within CT and spin-offs, orfrom more expensive surroundingstates.Owners should be required to fixfacadesperhaps with partial grants.A community college would be atremendous opportunity.Banks could be more involved inEconomic Development in terms ofwhere to develop, what to develop andfinancing.

PUBLIC MEETING


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A Public Meeting was conducted on October 11. 2012 for members of the public tovoice their opinions on what opportunities they would like to see come to fruitionin Ansonia as well as what they saw as concerns, constraints or issues.Approximately 30 members of the publicresidents and business operatorsattended. Several people who could not attend also provided their comments via

email.

Positives / Opportunities Concerns / Constraints / Issues

Return of small manufacturers/lightassembly would be desirable (perhapsalong East Main Street).

Apparently homeless persons hangingout all day in park next to City Hall is adeterrent to new business. NoLoitering signs suggested.

Condos aimed at young professionalscan only work if there are moreactivities/amenities (like restaurants)

available for this group.

Dont add housing until there is anincrease in businesses.

Need a list of new businesses andrestaurants distributed to everyone intown so they know of their presence.

Currently a disconnect exists betweengovernment and business.

Merchants need to proactively worktogether. But there is a lack ofcommunication and confidence. Needsof different types of merchants aredifferent.

Vacant and rundown storefronts need tobe renovated. A burned out sitesappearance is a deterrent to newbusiness.

Need to attract more people to MainStreet after they shop at Target.

Ansonia is perceived as not welcomingto newcomers.

Need more selectively chosen events intown to attract people Downtown. Getpeople from outside of Town to get toknow merchants.

No hard copy local newspaper (tocommunicate to people in Ansoniaabout happenings).

More emphasis on arts and education.Create artspace in lofts for artists tolive/work. Make this a destination forout-of-towners. Create an arts scene.

Need increased sense of community.

Create spaces in vacant industrialbuildings for technology innovation and

learning; and incubator for start-ups.Partner with companies like GE andSikorsky.

Funding for redevelopment is an issueand may require public and private

monies.

Consider painting a mural (possibly ofhistory of Ansonia) on brick wall atBridge Street and Main Street.

All government boards andcommissions need to work together toachieve economic development.

Riverwalk needs continuity to Derby.


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Create more cohesive, consistent upperfloor facades along Main Streetcolors,signage.Create a sports/event center at Farrelsite or Healey Ford site.

Get railroad running on schedule withmore choices. It could also get people towhere jobs are in other areas. (May be aproblem with diesel trains onWaterbury-Bridgeport line but withelectric trains on New Haven line.)Consider closing Main St. for specialevents to create a pedestrian mall.On vacant lots create a sculpture park asa showcase for artists (lot still remainsfor sale).

At Opera Houseconsider live theaterperformances or foreign films.(Renovation requirements such as forhandicapped accessibility, in historicbuilding, may be an impediment.)Need mixed use Downtown and higherincome activities for people withmoney--to spend it Downtown. Needunique shops not strip malls or chainrestaurants. Need a movie theater.Need more retail as opposed to service

or professional uses Downtown. Need anucleus of businesses that will keepthings working successfully.Some uses may require re-zoning.

Prime real estate along the river needsbetter uses than blighted buildings orlow-end housing.Ansonia has one of the better MainStreets, with merchants that most of theother surrounding towns dont have.

Draw people to Downtown fromsurrounding towns, with restaurantslike Crave.Need uniform, compatible facades andsignage. Uniform sidewalks alsoneeded. Improve aesthetics and keepthings cleaned up.


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Perhaps high school plays or talentshows at the Opera House.Ansonia is a good location for a reversecommute to businesses, here versustraffic flow in opposite direction.

Restaurants and other businesses haveopened on Main Street in the recent pastand (many) are still operational.Ansonia has all different size spacesavailable for small-medium-largebusinesses. Need one or more anchorbusinesses.Leverage gateways from Route 8.

Signage to direct people to (ample)parking locations. Need signage onRoute 8 to get people to shop in town.

Make parking lots more inviting and theroutes to them more attractive andfriendly.Need to create a welcoming climatefor business and shoppers.Get residents on 2nd floors and they willuse local stores.Get building owners involved.

Mixed commercial-residential adaptivereuse opportunities.

Canal Reservoirbuild an access road;install a boat ramp; and some docks tofish off of.Provide incentives to new businesses.

Restaurants as a group need to self-promote and organize events like Tasteof Ansonia.

INVENTORY OF BUSINESSES

An Inventory of Businesses for the entire City of Ansonia was categorized asfollows (with full details in Appendix A.):

CATEGORY TOTAL PERCENTAGE

Restaurants/Bars 30 6.8

Retail 61 13.8


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Food Stores 8 1.8

Non-Profit/Religious 30 6.8

Financial Services 32 7.2

Professional Services 70 15.8

Personal/Commercial Services 60 13.5Health/Fitness 10 2.3

Government/Utilities/Associations 16 3.6

Manufacturers/Assembly/Sales 24 5.4

Automotive/Vehicle Related 28 6.3

Construction/Renovation/Maintenance 74 16.7

TOTAL 443 100%

Ansonias Economic Development Department provided the basic list ofbusinesses that were then cross-checked versus the 2010-2011 Grand Lists as wellas with input from the EDC and a Main Street merchant. This information wasthen categorized, as shown above, into the different sectors described. Excludedfrom the 443 businesses inventoried are City Hall, police and fire functions.Interestingly, retail, professional services, personal/commercial services andconstruction/renovation/maintenance are the largest sectors and all roughlyaround 13-17% of the total business community. Combining non-profit/religiousentities with government/utilities/associations still only amounts to just over10%, remembering that City Hall, fire and police have been excluded.

Numbers aside for the City as a whole, as one walks through Downtown Ansoniathere is still a perception that religious, non-profit and related uses are moreprevalent than what would be expected in a vigorous and expanding economicenvironment where retail, restaurant, office uses, professional services, personaland commercial services, residential and other attractions, in combination,present a more dynamic image.This inventory will be examined further in combination with the surplus/leakagedata to determine the best business, retail and other uses to try to attract toAnsonia.

MARKET AREA

Ansonias market area is influenced by many factors. While Ansonia is right onthe Route 8 corridor between Waterbury and Bridgeport, the Downtown issomewhat isolated from Route 8it is not right at a highway exit.

Commuters into Ansonia come from the following towns:


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Ansonia (itself) 1,335Seymour 357Derby 324Shelton 259

Oxford 163Waterbury 154New Haven 130Beacon Falls 94Milford 90Orange 90Source: CERC

Based on the geographic analysis as well as discussions with businesses, themarket area can most realistically be defined as a 20 minute drive time. Whilethere are some businesses with customers from beyond the 20 minute drive time,those customers would tend to be outliers and not the majority of people

frequenting Ansonia.

Portrayed in the exhibit below, in the outer (more lightly) shaded area is the 20minute drive time boundary extending from Waterbury (to the north) toBridgeport (to the south), and Greater New Haven (to the east) to FairfieldCounty (to the west). Traffic Counts are also shown as described in the legendbelow the graphic as well as in the counts displayed on the map.

Ansonia Market Area and Traffic Counts

Ansonia, Connecticut, United States Latitude: 41.346208

Drive Time: 10, 20 Minutes Longitude: -73.078997


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Source: 2011 MPSI (Market Planning Solutions Inc.) Systems Inc. d.b.a. DataMetrix Traffic Count Map

Traffic


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REAL ESTATE TRENDS AND ANALYSIS

Trends

As shown in the following graphical displays (source: Loopnet), real estate trendsin multifamily, office, industrial and retail properties since 2006 have fluctuatedup and down for both Connecticut and New Haven County. However, in mostcases, asking prices for properties for sale are lower today (as of July, 2012)compared to 2006.

Looking just at trends over the past year (July 2011 to July 2012):

Multifamily Asking Prices are up 8.8% in New Haven County while down5.9% for Connecticut

Office Asking Prices are up 0.2% for New Haven County while down 7.1%for Connecticut

Industrial Asking Prices are down 9.3% for New Haven County versusbeing down 2.0% for Connecticut

Retail Asking Prices are down 10.7% for New Haven County versus beingdown 3.3% for Connecticut

Overall, New Haven County asking prices versus the State are slightly higher forMultifamily, about the same for Office, slightly lower for Industrial andsignificantly lower for Retail.

Multifamily Property Asking Price Index - Sale Trends


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Office Property Asking Price Index - Sale Trends

Industrial Property Asking Price Index - Sale Trends


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Retail Property Asking Price Index - Sale Trends

Looking at leasing trends, as shown below, a somewhat different story emerges.Office leasing was more stable over the period 2006- 2012. Over the 12-month


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period July 2011 to July 2012, New Haven County asking rents were up 1.9%compared to 2.4% for Connecticut, although the County average was about $3/SFless than the State overall. So the County has a pricing advantage in Officeleasing rates.

Industrial leasing trends fluctuated considerably over the 2006-2012 period, withNew Haven County down 4.5% versus down 2.7% for Connecticut over the last 12months (July 2011 to July 2012).

Retail leasing trends also fluctuated considerably over the 2006-2012 period,with New Haven County down 3.9% versus down 2.1% for Connecticut over thelast 12 months (July 2011 to July 2012). Average lease rates in the County wereabout $3/SF lower than the State overall. So the County has a pricingadvantage in Retail leasing rates.

Office Property Asking Rent - Lease Trends


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Industrial Property Asking Rent - Lease Trends

Retail Property Asking Rent - Lease Trends

Other trends underway, at large, include:

ResidentialA still fragile housing sector beginning to hint at a recoverypossibly underwaybut until then the apartment sector remains strong


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RetailMore willingness to spend by householdssubject to whathappens with respect to the government dealing with deficits

OfficePrivate sector employment growth needs to continue to signalbusiness growth and expansion

IndustrialPotentialgrowth in U.S. manufacturing as growth in Asian

wages combined with relatively higher cost of product transportation fromthe Far East make domestic production more competitive

Finally, we can compare the above New Haven County Asking Sale Prices andRents to Ansonia prices in order to gauge Ansonias relative competitiveness.Possible differences in condition, relative location desirability and possiblefinancial distress do, of course, influence pricing. Both asking price and closedtransactions from a variety of sources (including Loopnet, CERC and Craigslist)were used, where data was available.

Sales

New Haven County Ansonia

Multifamily Sales $/Unit $59,000 $51,389

Office $/SF $113 $14 $68

Industrial $/SF $52 $7 - $44

Retail $/SF $107 $43 - $67

Leasing

New Haven County Ansonia

Office $/SF $15 $10 -$22 (higher end formedical office)

Industrial $/SF $6 $3 - $7 and as high as $10

Retail $/SF $12 $4 - 15

In general, then, Ansonia real estate pricing appears to 0ffer some verycompetitive opportunities.

Analysis


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Bartram & Cochran walked the Downtown along Main Street (from the Farrel siteto the Ansonia Shopping Center), as well as East Main Street and West MainStreet. Additionally we traversed all the surrounding areas, as well as the portionof Main Street from the Ansonia Shopping Center to Division Street, the HersheyIndustrial Park and the Fountain Lake Commerce Park.

It is noteworthy that one can see the entire way from the end at Maple Street tothe other end at Tremont Street along Main Street. And this can also becharacterized, positively, as a very stereotypical New England Downtown.

Our observations include the following:

No traffic or roadway issues were observed. Obviously Downtown is notimmediately accessible from the Route 8 Corridor but this must beaddressed through measures and techniques other than logistics.

Pedestrian access and mobility throughout the Downtown appearsexcellent and with some exceptions sidewalks are generally adequate.Occasionally there is also asphalt paving where sidewalks would beexpected.

Parking seems relatively abundant with the large West Main Street andEast Main Street public parking lots as well as on-street parking (and thepotentialperhaps of an interim natureof the recently paved lot at theFarrel site). It should be noted, however, at the West Main Street parkinglot, the large concrete wall to the west is overbearing and unattractive.

Historic street lighting along Main Street is a definite plus and addscharacter to the Downtown.

Land use and zoning can be complex issues especially when zones haveevolved over time and adjacent uses may sometimes appear incompatible.However, current land use and zoning appears reasonable and theaddition of the City Center (overlay) Zone allowing commercial uses andresidential above seems to present a flexible approach going forward.There are no apparent conflicts with the surrounding areas.

No infrastructure issues appear to exist. Water, sewer, electric and gas are

available. Fiber optics for internet access is also generally available(typically with a coaxial cable connection from the fiber optics at the streetinto the business or residence). A fiber optics connection from the streetinto the business or residence is also availablealbeit at a higher cost.

Entrance to the Downtown from Maple Street to the North is initiated bythe sight of the Farrel Manufacturing buildings on the right-hand side.These buildings, if adaptively reused and refreshed would present a very


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attractive entry to Downtown as typical brick manufacturing buildings thatare reused for other purposes and are representative of the type oftransformations that exist across the Northeast and beyond.

Entry to the old Downtown from the southafter the Ansonia Shopping

Centerat Tremont and Main Streets presents an unpretentious, tiredmostly one-story presence.

Downtowns character is multi-faceted. There are grand historicalstructures such as City Hall, the Post Office, the old Savings Bank ofAnsonia building, the Opera House and the old Osman & Cheesmanfactory building. (Nearby areas also have some magnificent historicalbuildings such as the old Ansonia Armory, the Ansonia Library, and thestone churches.) Many authentic brick structures of two or more storiesalso abound, often with upper floor residential uses above street levelcommercial uses. Different size buildings with different architectural

styles and a variety of building materials add to the unique character ofDowntown where most buildings are a sidewalks distance from the street.But there are distractions and detractions. An empty lot across the street(just to the north) from the Post Office is filled with piles of dirt. A vacantFarrel factory building on East Main Street just north of the ATP is alsovisible from Main Street and projects a blighted, derelict appearance.While some businesses have a clean, professional look others are worn outlooking and may have an amateurish business sign that appearshaphazardly put together. Many of the businesses on the street are housedin one story, very tired looking structures with unattractive, inconsistentfacades and signage. This lends an unappealing aura to the Downtown

overall. However, the nucleus of a dynamic downtown is therebutrefreshing exteriors, achieving continuity and imbuing a sense of energyare needed.

Downtown is a mix of commercial uses, professional uses, serviceproviders, restaurants, entertainment and residential, as well as publicuses, non-profits and religious activities. To the casual observer this is areasonable mix and not weighted disadvantageously. Ourrecommendations will detail future use recommendations in terms of whattypes of uses Ansonia should seek to attract.

A very different scenario from the old Downtown is apparent at theAnsonia Shopping Center, anchored by Big Y, and the Target across thestreet. These are of a much larger scale and presence than the smallerbusiness Downtown. As one progresses from these sites to Division Streetthere are a potpourri of less densely populated businesses from HealeyFord (vacantand a very desolate landscape in the City Center) tocommercial uses to professional services to retail to auto related services,with an equally wide variety of building types. A small retail development


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on the west side is currently advertised as build-to-suit for up to fivedifferent business occupantsbit its current condition projects a blighted,unattractive and bedraggled appearance.

Both the Fountain Lake Commerce Park and Hershey Industrial Park are

well located with access to Route 8. Light industrial, assembly andwarehousing/distribution uses are appropriate uses at the HersheyIndustrial Park where the flex buildings are attractive for these types ofuses. At the Fountain Lake Commerce Park, the two current businesses,Homa Pump Technology and Spectrum Plastics Group have attractivebuildings and the portion of the site that Robert Scinto is developing hasgreat potential for his targeted areas of research and development or lightmanufacturing.

DEMOGRAPHIC AND ECONOMIC CHARACTERISTICS

Key demographic and economic characteristics for the City of Ansonia are shownin the exhibits that follow. Some relevant observations and additional

information about Ansonia include:

Population change from 2010 to 2017 shows projected growth at 3.5% withan increase from 19,249 to an estimated 19,914. Similarly, households areexpected to increase from 7,510 to an estimated 7,709.

Median age for Ansonia (38.4) is just slightly above the U.S. level (37.3).

Of the population 25 years or older, Ansonias percentage with collegedegrees is 21% versus 36% for the State.(source: CERC Town Profile 2012)

Unemployment in Ansonia is at 10.2% compared to 9.0% for the State.(source: Bureau of Labor Statistics-Oct. 2012)

White collar workers comprise 55.5% of the workforce compared to service(19.6%) and blue collar (24.9%) workers.

Occupation by Industry shows the largest sector is


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Educational Services/Health Care/Social Assistance at 25.4%, withRetail Trade at 17.3% and Manufacturing at 15.5%.

Median household income is projected to rise from around $50,870currently (1.4% above the U.S. average) to an estimated $56,256 in 2017.

52.8% of the housing units are owner-occupied, while 39.6% are renter-occupied and 7.7% are vacant.

Median home value is currently at approximately $195,811.

9.5% of all families (and 11.6% of all people) are below the poverty level.


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Ansonia cit , Connecticut

Estimate Percent

OCCUPATION

Civilian employed population 16 years and over 9,743


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Management, business, science, and arts occupations 2,870 29.5%

Service occupations 1,913 19.6%

Sales and office occupations 2,535 26.0%

Natural resources, construction, and maintenance

occupations

1,006 10.3%

Production, transportation, and material moving

occupations1,419 14.6%

INDUSTRY

Civilian employed population 16 years and over 9,743

Agriculture, forestry, fishing and hunting, and mining 38 0.4%

Construction 794 8.1%

Manufacturing 1,515 15.5%

Wholesale trade 197 2.0%Retail trade 1,687 17.3%

Transportation and warehousing, and utilities 284 2.9%

Information 170 1.7%

Finance and insurance, and real estate and rental and

leasing466 4.8%

Professional, scientific, and management, and

administrative and waste management services977 10.0%

Educational services, and health care and social

assistance2,470 25.4%

Arts, entertainment, and recreation, and

accommodation and food services413 4.2%

Other services, except public administration 403 4.1%

Public administration 329 3.4%

CLASS OF WORKER

Civilian employed population 16 years and over 9,743 9,743

Private wage and salary workers 8,081 82.9%

Government workers 1,137 11.7%

Self-employed in own not incorporated business

workers525 5.4%

Unpaid family workers 0 0.0%


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PERCENTAGE OF FAMILIES AND PEOPLE

WHOSE INCOME IN THE PAST 12 MONTHS IS

BELOW THE POVERTY LEVEL

All families 9.5%

All people 11.6%

Source: U.S. Census Bureau, 2007-2011 American Community Survey

A breakdown of businesses by sector for Ansonia shows the following:

Ansonia Business Patterns Breakdown of Businesses by Sector(Source: 2010 Zip Code Business Patterns, U.S. Census)

# Estabs. Sectors

266 (100%) Total for all sectors

28 (10.5%) Construction

16 (6.0%) Manufacturing

8 (3.0%) Wholesale trade

50 (18.8%) Retail trade5 (1.9%) Transportation and warehousing

13 (4.9%) Finance and insurance

8 (3.0%) Real estate and rental and leasing

22 (8.3%) Professional, scientific, and technical services

15 (5.6%) Administrative Support, Waste Mgmt and Remediation Srvs


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most significant surplus and leakage exists, shown both by Industry Subsectorand the more specifically defined Industry Group.

Significant surpluses exist for Department Stores

Used Merchandise Stores

Significant leakages exist for Home Furnishing Stores Electronic And Appliance Stores Building Materials and Supplies Dealers Lawn and Garden Equipment and Supplies Stores Specialty Food Stores Clothing Stores Shoe Stores Jewelry, Luggage and Leather Goods Stores

Books, Periodicals and Music Stores Other General Merchandise Stores Office Supplies, Stationery and Gift stores Other Miscellaneous Store Retailers Electronic Shopping and Mail Order Houses Vending Machine Operators Special Food Services


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Another detailed data set, shown below, indicates for a variety of detailedcategories, the spending and related habits of persons in Ansonia. Thisinformation shows the number and percentage of persons/households doing thespending or related behavior as well as the Market Potential Index (MPI) which isa measure of the relative likelihood of the persons/households to exhibit theconsumer behavior or purchasing patterns compared to the U.S. average of 100.So an MPI of less than 100 indicates activity below the U.S. average and above100 indicates activity above the U.S. average.


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Categories include:

Apparel Automobiles

Automotive Aftermarket Beverages Cameras & Film Cell Phones/PDAs and Service Computers Convenience Stores Entertainment Financial Grocery Health Home Related

Insurance Pets Reading Materials Restaurants Telephones & Service Television & Sound Equipment Travel

This detailed information will supplement other market and customer relateddata to inform the evaluation of highest and best uses in Ansonia.


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Finally, to better evaluate customer behavior, segmentation into customer groupsidentifies and labels these groups based on similar tastes, lifestyles, life stage andbehavior. And, as with the previous market data, this will better inform thehighest and best uses for Ansonia. The totality of the customer segment groups


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forms a community tapestry from which the most significant groups can befurther analyzed. In the Retail Goods and Services Expenditures exhibit below,the top five Tapestry Segments have been aggregated and account for over 90% ofthe spending behavior in Ansonia.

These top five Tapestry Segments are characterized (on a national basis) asfollows:

Main Street USAa mix of married couples and singles. Medianhousehold income is $55,144. 20% have college degrees. 61% live insingle-family homes. Active members of the community. Like to eat out atFriendlys, Red Robin or their favorite bar. Like bowling, ice skating orrent a movie. May take aerobics classes. Shopping online is growing. Relyon the yellow pages to find stores. Do own home remodeling.

Prosperous Empty NestersOver half are 55 or older. Median household

income is $69,834. Transitioning from child rearing to retirement. Investprudently for the future. Well established careers particularly in educationand healthcare. Mostly single-family housing pre-1980. Like golfing andboating. Like Eddie Bauer clothes. Have a luxury car.

Old and Newcomersare in transition and typically renting. Startingcareers or retiring. Median household income is $42,971. Above averageeducation. Compact cars. Like reading and going to the movies andrenting DVDs. Enjoy cooking, sports and jogging or walking.

International MarketplaceYoung, mostly married with children. Diverse

population including over half Hispanic plus Asian. Median householdincome is $46,380. Below average education. Larger than averagehousehold size. Live in older, urban neighborhoods. Mostly renters.Products for the home are important. Like to shop at Macys, Marshallsand Costco and Rite-Aid for a drugstore. Make quick purchases atconvenience stores. Enjoy television, movies and sports.

Cozy and Comfortablemiddle aged married couples, comfortable, settledin single-family homes in older neighborhoods. Median age is 41.9. In nohurry to retire. Represent a variety of occupations and industries. Medianhousehold income is $65,768. Consult a financial planner. Do some of

their own home improvements. Eat at family restaurants. Have computersthat are old. Like television.

Included in the exhibit is the Spending Potential Index (SPI) which representsspending compared to a U.S. average of 100.


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HIGHEST AND BEST USE ANALYSIS

Our Highest and Best Use Analysis is based upon the previous work completedincluding:

Review of existing Plans and Documents

Assessment of the Current Status of Economic Development in Ansonia


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Information Interviews with state, regional and local contacts in both thepublic and private sectors

Feedback from Public Meeting #1

Inventory of Businesses categorized into major sectors

Determination of the Market Area for Ansonia

Description of Real Estate Trends and Analysis of Downtown and adjacentareas and Industrial Parks

Analysis of the Demographic and Economic factors underlying Ansonia

Determination of Market and Customer Segmentation for Ansonia

This analysis includes evaluating the retail gap in terms of the amount of squarefootage supportable, and an assessment of all potential uses in terms ofsustainability. In summary, the Highest and Best Uses are as follows:

Retail Home Furnishing Stores Electronic And Appliance Stores/Toys and Games Building Materials and Supplies Dealers Specialty Food Stores Clothing and Shoe Stores Restaurants/Entertainment

Jewelry, Luggage and Leather Goods Stores Warehouse Clubs/Superstores Office Supplies, Stationery and Gift Stores Pet Supplies

Industrial/Warehouse/Flex/Specialized Needs

Research & Development Light Manufacturing/Assembly Precision Manufacturing Businesses that Supply the Aerospace/Defense Industries Back Office Operations/Storage Data Centers Community College/Educational-Training Facilities


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Office Medical Office and Healthcare Uses

Residential Apartments as part of Mixed Use Development

Artists LoftsLive-Work Spaceplus Commercial Arts Space

Attached separately (Attachment 1) are three spreadsheets that show five-yeardetailed projections of potential business (and residential) attraction for each ofthe uses shown above. Separate spreadsheets identify the Most Likely scenario(worksheet #1), a Conservative scenario (worksheet #2) and an Aggressivescenario (worksheet #3). Each spreadsheet indicates for Year 1, Years 2-3 andYears 4-5

Number of Businesses Attracted (excludes apartments) Number of Square Feet (SF)

Number of Direct Jobs Number of Total Jobs (including multiplier effect)

Then, Attachment 2 shows for each business or residential use in the Most Likelyscenario

the most likely location with respect to Key Sitesincluding Farrel (East),Healey Ford Site, Fountain Lake Commerce Park, Farrel (West), HersheyIndustrial Park, ATP and the Palmer Building; other unspecified locationsare either reuse of existing space or new construction

Increases to the Grand List, where applicable Increases to Real Property Taxes (by sector)

Increases to Personal Property Taxes (by sector)

Also shown in this attachment are all the underlying assumptions.

For the Most Likely Scenario, the bottom line summary is as follows:

Year 1 Years 2-3 Years4-5

Cumulative5-Yr. Total

Businesses

9 47 16 72

SF 49,750 317,450 152,500 519,700DirectJobs

131 460 282 873

TotalJobs

181 628 408 1,217


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Increases toGrandList

$1,837,500

$11,903,850

$4,530,750 $18,272,100

Increases to RealPropertyTaxes

$50,807 $292,561 $125,275 $468,643

Increases toPersonalPropertyTaxes

$18,900 $105,264 $36,150 $160,315

Consequently, over the above five-year planning horizon, commercial vacancy inAnsonia will be significantly reduced as a result of the growth in business that isprojected. Also, it should be noted that granting incentives, such as TIFs, toattract business would reduce the projected increase to tax revenues, temporarily.

BRANDING

A brand creates an image, a perception, an inspiration, a lifestyle. It imparts asense of what a place is all about in only a few words. It establishes this in theminds eye of the viewer or listener.

The branding recommendation for Ansonia combines authenticity, energy andcommunity spirit with a positive look toward the future, using a recognizablevariation of the Ansonia High School sports symbol:

This brand builds on Ansonias community spirit and pride in its sports successand promotes economic development for the future. It establishes Ansonia as aplace for entrepreneurs, unique businesses and others, as well as residents.Bringing this all together in some carefully chosen words and with a recognizablelogo is the essence of what this brand will represent for the City of Ansonia.


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Additionally, this brand will be a key part of the business attraction campaign tobring new businesses, developers and residents to town.

(Note: use of the Chargers logo will need to be further explored, and, if it should be unavailable, amore contemporized version may need to be created.)

ACTION STEPS

These recommendations (some of which are further described in the MarketingPlan section of this report) include immediate actions (meaning to be started assoon as possible and worked on in the near term) to show progress as well aslonger terms strategies for success toward the goal of making Ansonia a vibrantcommunity where people live/work/play:

Immediate Actions

Announce completion of Strategic Economic Development Plan, KeyRecommendations and Next Steps, to demonstrate follow-through; then,as additional progress is made, each step should be announced to themedia so that the public sees things are happening in Ansonia.

Develop an inventory of all available properties in Ansonia and make thisavailable on the EDC Website

Specify the incentives available through the Route 8 Enterprise CorridorZone and display this on the EDC Website

Establish a Tax Increment Financing (TIF) program to encourage businessattraction and expansion within the City and describe this on the EDCWebsite; and as part of the review process, confirm the potentialrecipients projected financial viability over the term of the TIF

Create a marketing collateral for Ansonia including key Ansonia facts, thenew brand, positive attributes, visuals, incentives, map and contactinformation that makes the case for the City in terms of prospectivebusiness/development attraction.

More clearly communicate the definition of the City Center (overlay) Zone Make it clear who the primary contact is for development in Ansonia

Invite all Greater Ansonia area real estate brokers to Ansonia for a RedCarpet Tour. Starting at City Hall with a presentation on the key findingsfrom the Strategic Economic Development Planincluding the incentivesavailable for new businesses coming to town, the tour would then travel to


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key sites such as the Farrel site, the Palmer Building, the ATP, the HealeyFord site, the Hershey Industrial Park and Fountain Lake Commerce Park.

Brownfieldsa number of brownfield sites in Ansonia have hadcontamination issues remediated and the sites have been reused.

However, some large sites in the City Center are reported to have potentialenvironmental issues that may delay or impede their reuse possibilities,although prior owners have reportedly indemnified the future clean-up ofthe sites. It will be imperative that these sites have clearly definedenvironmental condition reports (including, for example, Phase IAssessment, Phase II Analysis, Cleanup documentation, Indemnificationstatements, etc.) available for review by prospective parties interested inreuse opportunities and related redevelopment.

Establish a Year-Round set of events for Ansonia to constantly drawpeople into town and thus make them more aware of restaurants, stores

and entertainment venues that they will want to return to time and timeagain on a regular basis

Develop a program to attract Target and Big Y shoppers to the rest ofDowntown, including working with these two big players as well asDowntown businesses on a joint advertising effort

Downtown faade/signage improvements (and loan program)a designreview team should be an integral part of the loan program in order toassure the continuity that is needed for the storefront and buildings inDowntown

Gateway signage at both ends of Old Main Street ( at Maple and TremontStreets)subject to funding availability

Install banners with the new City brand on periodic light poles along OldMain Street to not only display the new brand but also to create a sense ofplace for the center of townsubject to funding availability

Create a mural of Ansonias history on the large concrete wall adjacent tothe West Main Street parking lotsubject to funding availability

Longer Term Actions

Improve the Train Station stop and surrounding area and train schedule


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Attract several destination restaurants to town, ones that have a uniquecuisine, a unique vibe or both (this is both immediate and longer term)

Better leverage the Historical Buildings in town to draw people to Ansonia

Add benches/planters to Main Street (when funding is available)

Address aspects of blight/decay throughout the Downtown where thereare empty lots that are not well-kept, buildings that appear abandoned,sidewalks that need fixing. Looking ahead, either stricter enforcement ofexisting blight ordinances or more stringent new ordinances may beneeded to resolve this issue as more reuse, beautification and renewalefforts move forward.

MARKETING PLAN BUSINESS ATRACTION

Marketing Ansonia to attract businesses and developers requires a multi-facetedapproach. First, a positive background aura needs to be established to set thestage for the target marketing to businesses and developers. This has severalaspects associated with it, with highlights as follows:

First, upon completion of the Strategic Economic Development Plan, thekey results should be communicated to the publicthrough the regionalmediaalong with plans for implementing the next stepsso they see thatthere will be follow throughfrom plan to implementation.

Then, as additional progress is made, each step should be announced to

the media so that the public sees things are happening in Ansonia.

One such step is the EDC Website, that when completed, should includean inventory of all available properties in Ansonia as well as a descriptionof all incentives available to businesses including the Route 8 EnterpriseCorridor Zone and potential Tax Increment Financing (TIF) and faadeimprovement programs.

Another key step is to establish and announce a Year-Round set of eventsfor Ansonia to constantly draw people into town and thus make themmore aware of restaurants, stores and entertainment venues that they will

want to return to time and time again on a regular basis.

Additional beautification/identification steps would include Gatewaysignage at both ends of Old Main Street (at Maple and Tremont Streets),banners with the new City brand on periodic light poles along Old MainStreet to not only display the new brand but also to create a sense of placefor the center of town and creating a mural of Ansonias history on thelarge concrete wall adjacent to the West Main Street parking lot.


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These steps and their communication will establish a positive backdrop againstwhich to successfully market Ansonia to the target businesses and developersneeded to bring the highest and best uses to the City.

As identified in the Highest and Best Uses analysis the following are the targeteduses:

Retail

Home Furnishing Stores Electronic And Appliance Stores/Toys and Games Building Materials and Supplies Dealers Specialty Food Stores Clothing and Shoe Stores Restaurants/Entertainment

Jewelry, Luggage and Leather Goods Stores Warehouse Clubs/Superstores Office Supplies, Stationery and Gift Stores Pet Supplies

Industrial/Warehouse/Flex/Specialized Needs

Research & Development Light Manufacturing/Assembly Precision Manufacturing Businesses that Supply the Aerospace/Defense Industries

Back Office Operations/Storage Data Centers Community College/Educational-Training Facilities

Office

Medical Office and Healthcare Uses

Residential

Apartments as part of Mixed Use Development

Artists LoftsLive-Work Spaceplus Commercial Arts Space

To attract these businesses and developers a targeted marketing campaign isrecommended where targeted businesses and developers are identified (in theimplementation phase of the effort), as appropriate, for each use. Then a coverletter and marketing collateral is mailed to each target business/developer. Forbusinesses, the target recipient would be the owner or CEO or president to assure


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the right level of authority is involved. Then a follow-up telephone call to eachtarget recipient is made to gauge their potential level of interest and answer anyquestions. If interested, then specific, particular sites can be discussed and apotential site and City tour arranged. Meetings with City officials up through theMayor would also be utilized where appropriate.

In selecting the target businesses that would be attracted to Ansonia, the focusshould start with businesses in the Greater Ansonia Area that might considerhaving an additional (typically second) location or might be consideringexpansion (and do not have enough space where they are currently located) orrelocation (for a variety of reasons). Then the focus should move outward toanywhere within the State of Connecticut and ultimately New England. Theremay be instances where national businesses are targeted but this would likelycome much later in the process.

It is also important to address the sequencing of the target marketing and the

following order is suggested in terms of both having the most significant initialimpacts as well as addressing key vacancies:

(1) Retail (2) Industrial/Warehouse/Flex/Specialized Needs (2) Residential (3) Office

Getting more retail (and the inherent related street activity that comes with it) inthe City will be one key to helping to further attract specialized needs, residentialand office uses. This is not to say that all retail contacts have to precede the other

categories, but rather to have the initial emphasis in the order just shown. This isalso consistent with the Most Likely Scenario (spreadsheet) included in theHighest and Best Use Analysis. Also, the planning and development horizonassociated with residential may be longer than the other sectors.

Another key role for retail (particularly destination retailers and destinationrestaurants) relates to our 3 stop rule. People may come in to shop at a clothingstore, and then go browse for an antique and then look for a gift for someone andby then they could stay for lunch or dinnerin this way the three stops have ledto a mealand more importantly they have hopefully spent more time and moremoney in town because there is much to do and see and buy. Destination retail

and destination restaurants are of course the biggest draws to get people to cometo town and once there the additional businesses can get customers as a result ofthe increased destination traffic.

Another aspect of this approach is the feedback loop. As conversations withbusinesses and developers ensue, there may be conclusions that surfaceindicating there should be changes or additions to the information being


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communicated to increase effectiveness. These changes would then makesuccessful outcomes more likely.

Marketing Collaterals

An effective marketing collateral for Ansonia would be a colorful 8 1/2' by 11page (two-sided) or an 11 by 17 page (two-sided), folded to make four separatepages. Key Ansonia facts, the new brand, positive attributes, visuals, incentives,map and contact information would be combined to make the case for the City interms of prospective business/development attraction. Then a cover letter wouldbe crafted to more generally introduce the recipient to Ansonia, explain theStrategic Economic Development Plan key results and why they should considerAnsonia for their business or development and identify the contact for furtherinformation.

Real Estate Related Approaches

Upon completion of the inventory of all available properties in Ansonia, allidentified properties should be listed both on the CERC website as well as onLoopNet. This will require working closely with the real estate brokersrepresenting the privately owned properties. Also, each key property needs tohave an information sheet that includes pricing and any related environmentalissues status.

Then all Greater Ansonia area real estate brokers should be invited to Ansonia fora Red Carpet Tour. Starting at City Hall with a presentation on the keyfindings from the Strategic Economic Development Planincluding the

incentives available for new businesses coming to town, the tour would thentravel to key sites such as the Farrel site, the Palmer Building, the ATP, theHealey Ford site, the Hershey Industrial Park and Fountain Lake CommercePark. Key Ansonia City Officials, Commission Members and Staff would be inattendance to show the brokers that Ansonia is open and ready for new business.Finally, communications with each of these brokers should be maintainedthrough quarterly updates on Ansonia business and residential development.