Maplewood Village Vision Implementation Plan December 2019

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Acknowledgements

Maplewood Township Committee Working Group Members Victor DeLuca, Mayor Dean Dafis Frank McGehee, Deputy Mayor Victor De Luca Nancy Adams, Committeewoman Annette DePalma Dean Dafis, Committeeman Julie Doran Gregory Lembrich, Committeeman Andrew Fishman

Local Planning Services Staff John James Sean Thompson, Director Paul Kittner Terry Kizer, Editor Ginny Kurshan Sarah Lester Local Planning Services Team Deborah Lyons Robert Tessier, AICP, PP Lorraine Storch Pamela Weintraub, AICP, PP Sonia Viveiros Geoffrey Gray-Cornelius, Planner Deb Yohannan Additional Project Support Photo Credits: Jef Buehler, DCA Local Planning Services, unless otherwise noted Amy Heath, Graphic Designer

Table of Contents

Executive Summary ...... 1 Introduction ...... 2 General Overview ...... 5 Regional Setting ...... 5 Existing Conditions ...... 7 Maplewood Village...... 7 Buildings and Businesses ...... 9 Parking and Infrastructure ...... 11 Infrastructure and the Pedestrian Realm ...... 15 Maplewood Library Project ...... 15 Maplewood Memorial Park ...... 16 Public Input ...... 18 Focus Group Strategy Session ...... 18 Community Survey ...... 19 Related Document Review ...... 24 Maplewood Economic Development Plan (1999) ...... 24 Master Plan for the Township of Maplewood (2004) ...... 25 Maplewood Township Traffic Calming Needs Study (2007) ...... 26 Maplewood Township Master Plan Reexamination Report (2011) ...... 26 Parking Study for Municipal Parking Plan (2012) ...... 27 Maplewood Village Post Office Redevelopment Plan (2013) ...... 29 Maplewood Village Toomey’s Automotive Site Redevelopment Plan (2019) ...... 29 Demographic and Economic Vitality Analysis ...... 30 Demographic Overview ...... 30 i

Market Analysis ...... 33 Retail Marketplace Profile ...... 40 Maplewood Village Strategic Recommendations ...... 44 Vision Statement ...... 44 Maplewood Smart Village ...... 44 Install Smart Kiosks ...... 46 Incorporate a Smart Business Center in the Renovated Maplewood Library ...... 47 Retrofit Mixed-Use Building for Micro Apartments ...... 50 Increase Parking and Improve Circulation ...... 53 Create a Redevelopment Plan for the Maplewood Center Lot ...... 58 Focus on Placemaking and Branding ...... 58

Executive Summary In March 2018, the Maplewood Township Committee requested assistance from the New Jersey Department of Community Affairs Office of Local Planning Services (LPS) to create a vision for revitalizing Maplewood Village. An analysis of the current land use and infrastructure, built environment, economic anchors, community priorities, and market trends was necessary to effectively address potential revitalization activities in Maplewood Village. LPS staff worked closely with the Township’s Working Group, which was created by the governing body, to prepare this Maplewood Village Vision Implementation Plan. Feedback from Township officials and boards, stakeholders, community members, and the Working Group resulted in the development of strategies to transition the Village into a 21st Century Smart Village.

LPS staff conducted a thorough review of all relevant planning documents including the 1999 Maplewood Economic Development Plan, 2004 Maplewood Village Redevelopment Plan, 2011 Master Plan Reexamination, 2012 Parking Study for Municipal Parking Plan and Maplewood zoning and development regulations. LPS also conducted a demographic and economic vitality analysis, which focused on Maplewood Village’s population, housing and employment. This analysis, combined with the results of a focus group workshop, the Maplewood Village Community Survey, and a variety of stakeholder interviews, formed the basis for the recommendations in this Plan.

This Maplewood Village Vision Implementation Plan offers an array of short- to long-term actions and strategies that the Township, along with other partners, can implement to leverage current investments in the Village to achieve its goals for a revitalized downtown. The Strategic Recommendations focus on the following initiatives:

a. Install Smart Kiosks b. Incorporate a Smart Business Center in the Renovated Maplewood Library c. Retrofit Mixed-Use Buildings for Micro Apartments d. Increase Parking and Improve Circulation e. Create a Redevelopment Plan for Maplewood Center Lot f. Focus on Placemaking and Branding

This Maplewood Village Vision Implementation Plan addresses the goals set forth by the Township and presents a blueprint for transforming the Village into a 21st Century destination while building on the Village’s existing assets.

Introduction Maplewood Township (the “Township”) requested the “Maplewood Village Vision Implementation Plan” (the “Plan” or “Vision Pan”) to set forth a strategy to realize the potential economic revitalization of Maplewood Village. Prior to the Township’s request for services, LPS held a pre-application meeting with Township representatives for a needs assessment, at which time both parties agreed that creating a vision and strategy for Maplewood Village would provide the most value to the community.

LPS prepared a scope of services, which was approved by the Mayor and Township Committee on March 20, 2018 as Resolution No. 70-18. The resolution established a Maplewood Village Vision Working Group to provide Source: Card Cow guidance and relevant information to LPS. The Working Group met regularly with LPS throughout the development of this Plan. During development of this Plan, LPS interviewed stakeholders, conducted site visits, analyzed data and reviewed existing planning studies and development regulations to better understand the current issues and opportunities in the Maplewood Village. Additionally, LPS conducted a focus group strategy session and an online community survey to further gather public input. This feedback was summarized and used in the preparation of this Plan.

Revitalization and management of Maplewood Village has been a Township priority for many years. The Village was defined by Improvement District boundaries adopted in 1999 that serve as the historic downtown of Maplewood Township and one of its principle commercial areas. The Maplewood Village Study Area used in this report expanded the Improvement District boundaries to include key local cultural assets, the Burgdorff Center for the Performing Arts and the Woodland to the north of the commercial corridor along Maplewood Avenue, as well as Maplewood

Middle School and the Maplewood Library to the south of the rail tracks. Map 1 shows the location of Study Area for this report within Maplewood Township.

This Plan analyzes current conditions and prepares strategies and recommendations that will guide the revitalization and growth of Maplewood Village. This Plan builds on Maplewood Village’s many assets and supports a sustainable and vibrant local economy that provides value to residents of the Township. To achieve its goal, this Plan focuses on identifying actions to attract and retain economic investments, makes recommendations for physical improvements to existing buildings and streetscapes that improve the visitor experience and pedestrian realm, and makes recommendations for connectivity, parking and other livability issues in the greater Maplewood Village district. This Plan also provides a prioritized implementation guide with a narrow geographical and functional focus which has the potential to provide significant community and economic benefits to Maplewood Village.

Map 1

General Overview

Regional Setting Maplewood Village is located in Maplewood Township in the south-central part of Essex County, New Jersey (see Map 2). It is the historic, civic and commercial center of Maplewood Township, which developed around Maplewood Station. Situated in northern New Jersey, Maplewood Village is approximately 12 miles from New York City, six miles from Newark and 45 miles from Trenton. Maplewood Station, which is at the heart of Maplewood Village, offers an approximately 50-minute commute to Penn Station in Manhattan along NJ Transit’s Morristown Line. Maplewood Village is within five miles of Interstate 78, Interstate 280, and the Garden State Parkway.

Maplewood Village is serviced by central water and sewer. Maplewood is one of 12 towns that sends its sewage to the regional utility called the Joint Meeting of Essex and Union Counties (JMEUC). New Jersey American Water Company operates the water utility. The Village is supplied with electric power by Public Service Electric & Gas.

Map 2

Existing Conditions

Maplewood Village Maplewood Village is centered around Maplewood Station, which is accessible in under five minutes by foot from anywhere in the Village. A variety of restaurants, shops, and attractions are clustered along Maplewood Avenue next to the train station. Additionally, Ricalton Square is a 0.4-acre pocket park with seating and other outdoor amenities located next to Maplewood Station (see Map 3).

The Village extends past the U.S. Post Office to the west. To the south of the rail tracks, the Village includes Maplewood Middle School and the Maplewood Library, which sits on the edge of Memorial Park, as well as the parcels to the north of Dunnell Road to the northeast. The entrance to the Maplewood Country Club is just south of the Maplewood Library and the Village boundary. A number of other cultural assets are found in the Village. Most notably, on the northern end of the Village are the Woodland and the Burgdorff Center for the Performing Arts.

The Woodland is located near the intersection of Woodland Road and Inwood Place. This Georgian Revival style mansion and adjoining auditorium was completed in the 1930’s and is an integral part of Maplewood’s cultural and civic life. It is owned by the Township and is dedicated for cultural, educational and recreational activities that reflect the diverse character of this unique community. In addition, the Burgdorff Center is also located on Woodland Road, near the Durand Road intersection. It houses a 100-seat theater and a 1,600 square foot community room. The facility is use for classes, performance and private functions for both residents and non-residents. It was built as the First Church of Christ Science in 1925 and given to the Township in 1988 by Jean T. Burgdorff. Additional assets include the Maplewood Middle School and the Maplewood Library. The Middle School is part of the School District of South Orange and Maplewood and serves grades six through eight. The Maplewood Library is planning for a replacement building at the same location. This library is very active with cultural and social programs for the residents of Maplewood.

Map 3

Buildings and Businesses The downtown of Maplewood Village has the look and feel of a small central business district. This is area is developed in the manner of a traditional downtown with a diversified mix of land uses. Specifically, retail and service commercial uses, including restaurants, are located on the ground floor of most buildings, with residential and office uses on the upper floors in some locations. Other land uses in the area include residential buildings, the Maplewood Library, Kings Grocery Store, the Burgdorff Center, the Woodland, the Maplewood Theater, Maplewood Middle School and parking lots. Maplewood Village, particularly Maplewood Avenue and adjacent streets, is primarily characterized by uninterrupted buildings with first floor retail.

Map 4 illustrates the property classification in the Village area. The commercial uses in the Village are all within the Maplewood Village Alliance Improvement District. This commercial center is a truly walkable community serviced by excellent public transportation linking it to other urban centers.

Map 4

Parking and Infrastructure As in most downtowns, there is a perceived deficit in parking opportunities in Maplewood Village, depending on the time of day and the driver’s ability or willingness to walk. The community survey that LPS conducted for this report found that the major reasons respondents do not visit Maplewood Village is that they cannot find a convenient place to park. Another major impediment was traffic congestion.

Finding parking in and around the village is very difficult for a visitor to navigate. Time limits for public parking spaces generally range from one to four hours. Note that during the planning process much of the parking time limits were changed to two- or three-hour limits. The 2012 Parking Study for Municipal Parking Plan (discussed in greater detail in the Related Document Review section) found there was a very high percentage of cars that park for longer than the allowed time in the restricted hour parking spots. Some parking areas had 25% to 50% of the vehicles over the limit when the study was conducted. Staying longer than the posted parking limit signs indicate does not result in ticketing. This lack of enforcement reduces the effectiveness of having time limits on parking and exacerbates the perceived problem of a lack of parking options.

Map 5 shows the location of parking lots and on-street parking within Maplewood Village as well as on-street parking that is within convenient walking distance to the Village. Table 1 shows that there are 653 parking spaces within parking lots, though only 428 spaces (67%) are in public lots. As shown in Table 2, there are also 592 on-street parking space though 362 spaces (61%) are permitted spaces for commuters using the train station and merchants. The flexibility of these types of spaces benefits evening shoppers and diners, but the availability during business hours is constrained. In total, the Village and surrounding areas have 1,245 parking spaces, yet only 668 spaces (54%) are in public lots or the street and not permit restricted.

Table 1. Parking Lot Spaces

Number Public or Parking Lots of Type Identifier Private Spaces NJ Transit Lots #1, 2 & 3 60 Commuter Pay by Space Public A NJ Transit Lot #4 82 Commuter Pay by Space Public B Four-hour public (28 spaces); Four-hour Municipal Lot #5 43 Public C merchant permit (15 spaces) One-hour public (24 spaces); Three-hour Municipal Lot #7 81 Both D public (47 spaces); Private (10 spaces) Municipal Lot #9 20 Two-hour Public E Two-hour (48 spaces); One-hour (15 spaces); Ricalton Square Lot 66 Public F Twenty-minute (3 spaces) Burgdorff Theatre Lots 26 Merchant permit (8 am to 6 pm) Public G Bank of America Lot 45 Bank Parking Only Private H The Woodland Lot 51 Two-hour Public I The Station House Apartments Lots 50 Residential Parking Only Private J Nelson's Office Building 28 Employee Parking Only Private K Maplewood Fire Department Lot 20 Employee/Customer Parking Only Private L Maplewood Middle School 26 Employee Parking Only Private M Maplewood Library Lot 19 Employee/Customer Parking Only Public N 111 Dunnell Road Office Building Lot 36 Employee Parking Only Private O Total Public Parking Lot Spaces 438 Total Private Parking Lot Spaces 215 Total Parking Lot Spaces 653

Table 2. On-Street Parking Spaces

Number On-Street Parking (In & around Village) of Type Limitations Spaces Four-hour (26 spaces); One-hour (24 spaces); Baker Street 56 Time and Permit One-hour merchant permit (6 spaces) Durand Road 17 Two-hour Time Everitt Place 15 Two-hour Time Two-hour (16 spaces); One-hour (17 spaces); Highland Place 48 Time and Permit Commuter permit (15 spaces) Inwood Place 9 One-hour Time Lenox Place 26 Commuter Permit (6 am to 9 am) Permit Maplewood (Baker St. to Lenox Pl) 17 One-hour Time Maplewood (Baker St. to Highland) 11 One-hour Time Maplewood (Highland to Inwood) 11 One-hour Time Maplewood (Inwood to Durand) 24 One-hour Time Maplewood (Mountain to Winthrop) 21 No parking (6 am to 9 am) Time Commuter permit (25 spaces); Two-hour (6 Maplewood (Durand to Beach) 31 Time and Permit spaces) Winthrop Place 41 Commuter permit Permit Woodland Road (Ridgewood to Inwood) 10 Merchant permit (8 am to 4 pm) Permit Three-hour (16 spaces); Commuter permit Woodland Road (Durand to Beach) 29 Time and Permit (13 spaces) Oakview Avenue (east of Valley Street) 48 Commuter permit (6 am to 9 am) Permit Dunnell Road (Oakview to Baker Street) 83 Commuter permit (6 am to 9 am) Permit Dunnell Road (Baker to dead end) 45 Commuter permit (6 am to 9 am) Permit Dunnell Road (Oakview to Oakland) 50 Commuter permit (6 am to 9 am) Permit Total Time-Limited On-Street Parking Spaces 230 Total Permit-Limited On-Street Parking Spaces 362 Total On-Street Parking Spaces 592

Map 5

Infrastructure and the Pedestrian Realm Maplewood Village is serviced by central sewer and water. The storm water drainage system has a few significant capacity issues. The road and parking network provide for access to the Maplewood Village businesses and cultural activities but are reported to be crowded at peak hours and parking is difficult to find. The tangible feel of downtown presently provides the feel of a walkable village center that encourages or invites visitation or investment. There is a diversity of restaurants, specialty shops, a grocery store, library, middle school, cultural venues and a post office which provide the community with a balanced mix of destinations. At the heart of Maplewood Village is the train station which provides a link to the New York Metropolitan Region, supports local businesses and increases parking demand. These factors support a healthy pedestrian realm which is being supported by The Maplewood Village Paver Replacement Project, which was completed during the planning process, aims to improve the look, safety and feel of the streetscape. Between the Township and the Special Improvement District, additional streetscape improvements recommended in this report will further improve the look and feel of this commercial district.

Maplewood Library Project The Maplewood Memorial Library was built in 1955 and holds over 100,000 items. The current library buildings no longer meet the needs of the community and Maplewood Library is in the process of designing and funding a new library. The proposed building will be just over 33,000 square feet. According to the Maplewood Library Building for the Future Report (2017), the new library’s design goal is to create “an overall feeling of transparency… so that people on the outside are curious enough to want to venture inside to explore and those inside the building still feel connected to the outside world” and where “the library will be a hub of activity for the community.” The library will strive to be “a destination, a community anchor, and the intellectual heart of the town” by being “intentionally inclusive, interactive and innovative.”

The Maplewood Library Building for the Future Report recommends building a “Create Space,” a “Business Center,” and “Collaboration Rooms.” The “Create Space” is designed to support the creation of digital media, technology training and a maker space. The “Business Center” provides essential equipment for businesses, including printers, scanners, and payment processing systems. The “Collaboration Rooms” includes 15 conference rooms and other areas to accommodate the needs of startups and small businesses. These spaces offer many opportunities to integrate the library with the business community by providing assistance to aspiring local businesses who may eventually become commercial tenants in the Village.

Maplewood Memorial Park Memorial Park consists of 25 acres and is a designated historic landmark that was designed by landscape architects Olmstead Brother and Brinley & Holbrook in the 1920’s. The park is designed in the picturesque style of landscape architecture that emphasized a “natural” appearance of elements in a highly designed landscape. It is located behind the Maplewood Library and across the tracks from the Maplewood Train Station. The park is an important asset to the Township in a key location adjacent to the Village.

In 2014 the RBA Group prepared the Memorial Park Master Plan which outlined a series of actions to continue and expand the character of the park. One of the recommendations of the Plan was to create five gateway locations, as shown to the left on Map 6 below. Three of the gateways serve as entrances into the Maplewood Village Study Area, located behind the library, across from Maplewood Station and at the intersection of Baker Street and Dunnell Road. In addition, the Plan includes specific interventions to improve the landscape design around the library. The Maplewood Library and Memorial Park create a unique combination of civic assets. This relationship needs to be maintained so that each asset complements the other and users can move from one to the other. The right of Map 6 shows a layout of the area where the Memorial Park Master Plan recommends further study.

Map 6

Source: Memorial Park Master Plan

Public Input

Focus Group Strategy Session On July 24, 2018, the Township hosted a public focus group strategy session with downtown stakeholders and interested parties at the Maplewood Library to assist in the development and refinement of the goals, objectives and recommendations for a vision for Maplewood Village. The event was attended by at least 66 participants representing the business community, property owners, non-profit organizations, Township representatives and residents. The meeting was facilitated by LPS staff, who organized the discussion into three topic areas:

• Village Economy/Business Mix; • Village Look and Feel/Buildings; and • Village Parking and the Pedestrian Realm

Participants performed a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis by first considering and offering feedback on Existing Conditions (Strengths and Weaknesses) for each topic area, then voting with three ‘ballots’ to prioritize them. Afterwards, participants focused on Desired Futures (Opportunities and Threats), followed by another voting period. Finally, the participants brainstormed Actions and Implementation Strategies that built on the priorities they already had determined by voting earlier. After one more round of voting, participants prioritized several recommendations for consideration. Below are the top five Actions and Implementation Strategies as chosen by the participants: 1. Parking & Pedestrian Safety: Increase parking supply - Structured parking deck (Highland and Woodland) with time limits - up to 2 hours free (22 votes – 13.4%) 2. Parking & Pedestrian Safety: Constant loop jitney - needs to be family and senior friendly (17 votes - 10.4%) 3. Village Economy/Business Mix: Commercial rent control (13 votes - 7.9%) 4. Village Look+Feel/Buildings: Ricalton Square/median/train station area - planters – beautification (13 votes - 7.9%) 5. Village Look+Feel/Buildings: Code enforcement for commercial buildings - quality, quantity and priority of codes (12 votes - 7.3%) 18

6. Village Look+Feel/Buildings: Look at whole Village layout / flow for gathering places/zones (12 votes - 7.3%) 7. Parking & Pedestrian Safety: Better information about where there's parking – Install a sensor parking system, subsidize Uber rides, prepare for on-demand autonomous vehicles (9 votes - 5.5%)

Community Survey LPS also coordinated with the Township and Working Group to create a comprehensive online community survey as a means of further capturing community members’ input regarding Maplewood Village today and what it might be in the future. Using word of mouth, social media, newspapers and other promotion to engage the public at large, 870 surveys were completed by people who wished to have a say about the Village’s future. Additionally, the survey garnered over 500 public comments regarding issues and opportunities in the Village. The completed community surveys indicate the following six themes are desired by the public:

1. Improving the supply, accessibility, and management of parking 2. Improving the business mix in general 3. Making new and renovated buildings more attractive 4. Increase of Village residents 5. Holding more events, including a Farmers’ Market Source: Maplewood Township Facebook Page 6. Creating and enhancing “places” for casual and programmed interaction and experiences

While some respondents to the community survey indicated that other issues, including streetscape improvements and physical enhancements were important, most prioritized the themes listed above. Results from the Community Survey are integrated throughout this report in relevant topic sections to show where the community’s stated goals line up with the analysis provided by LPS. The major findings of the survey are shown on the following charts:

The survey gave very clear results regarding how much residents liked Maplewood Village with 16% really liking it and not seeing any reason to change it while 72% are satisfied with the Village but agree it could be improved. Only 11% felt the Village was OK but could use some work and 1% of the respondents said they did not like the Village at all.

It is clear from the number of successful restaurants in the Village that it is a dining destination. In describing their desired dining destinations, most respondents want sit-down restaurants while all the dining options on the survey were generally positively received. The survey did not ask about fast food restaurants.

The respondents to the survey were favorable to the improvements proposed in the survey questions. The type of improvement that received the most positive feedback was creating more and/or easier to use parking, with over 50% of respondents considering this to be a major priority. The next most important improvement, with roughly 75% considering this to be either a major priority or priority, was adding to the business mix downtown. Other improvements where at least 25% of respondents indicated they were a major priority included making downtown more pedestrian and bike friendly; having outdoor dining in front of business; having a regular downtown farmers’ market; and creating more/better

22 gathering/social space. Improvements where at least roughly 50% of respondents believed were either a major priority or priority included enhancing and revitalizing storefronts, facades, and historic buildings; free Village Wi-Fi; Activating and improving Ricalton Square; enforcing building codes consistently; incentivizing building and storefront improvements; and more flowers/plants; enforcing or improving building design/materials requirements; adding trees; holding more events there; and adding public arts/murals. The only improvements that received minimal support (less than 25% of respondents considered a major priority or priority) were making downtown safer; adding more residential options above storefronts; and creating an effective wayfinding system.

Related Document Review

Maplewood Economic Development Plan (1999) The 1999 Maplewood Economic Development Plan noted that the Village is well liked and used by many Maplewood residents but there is room for improvement. One of the four special projects in the Plan was bringing the Burgdorff Center up to code to allow it to serve the community. This center is now a vital part of the Village. The study included results of both a Non-Retail and a Retail Business Survey. The key results that relate to the Village are as follows:

• Only 15% of the non-retail business work force were residents of Maplewood • One third of businesses expressed interest in employing more Maplewood residents. • Most of the employees in the Village park in the municipal lots leaving space for customers • Peak times are Saturdays, Sundays and weekday afternoons • Home businesses in Maplewood are well established with nearly one half of the people surveyed indicating they have been working at home for 6 or more years • 25% of business owners expressed interest in a business center providing access to equipment and meeting space • 20% of home businesses surveyed are interested in moving their businesses out of their homes if there was office space available • Most Maplewood merchants believed their clientele was increasing • 90% of merchants felt that parking is keeping clients away • 40% of merchants were considering store front and signage improvements • 25% of residents surveyed walked rather than drove in the Village

There are approximately 200,000 square feet of retail space near the train station. The surveys of residents conclude that the village is perceived as convenient, walkable, safe and clean. The plan states that the Special Improvement District managed by the Maplewood Village Alliance has capitalized on the qualities of the village and worked to enhance its appeal. The Plan concludes that some improvement is needed for the Village and presents the following initiatives to continue to support and expand the vitality of Maplewood Village.

• Pinching of key intersections • Adding pedestrian amenities • Reconfiguring and possibly enlarging traffic islands • Landscaping and widening of the sidewalk in front of Toomey’s Station • Provide new public space to sit and socialize • Incorporating pubic art and special amenities including painting and murals • Adopt design guidelines as part of Township zoning ordinance • Continue to provide parking for merchants on the outskirts of the Village.

Master Plan for the Township of Maplewood (2004) The 2004 Master Plan includes Goals and Objectives, a Land Use Plan, a Housing Plan, a Circulation Plan, a Utility Plan, a Community Facilities Plan, an Open Space and Recreation Plan, an Economic Development Plan and a Historic Preservation Plan. The Economic Development Plan includes recommendations for Maplewood Village which are as follows:

• Continue to encourage, through zoning and other policy, a diverse mix of retail, office and residential use in the Village. • Undertake all future planning, regulatory and development activities in the Village mindful of the desirability of preserving and protecting three key anchors: the post office, the grocery store, and the movie theater.

In addition, the Economic Development Plan recommends the following parking policies for parking in the commercial districts of Maplewood:

• Develop plans for enhancing and optimizing parking supply in all business districts • Protect and preserve existing parking resources through zoning and whenever economic development activities are undertaken • Encourage the use of shared parking between commercial and residential uses • Implement parking policies in the Village that promote and encourage the reuse of existing buildings and pedestrian-friendly development patterns, while preventing the loss of existing parking areas.

Maplewood Township Traffic Calming Needs Study (2007) The Maplewood Township Traffic Calming Needs Study, prepared in 2007 by Keller and Kirkpatrick, prioritized intersections and street corridors in the Township in need of traffic calming and made recommendations. The only area that was prioritized in the Village was Baker Street. This report found and recommended the following:

• Issues: The traffic study in the report identified speeding, limited visibility resulting from the overpass and significant pedestrian traffic as hazards along the roadway • Existing Conditions: This street is under the jurisdiction of Maplewood Township. The posted speed limit is 25 mph. • Solutions: The conceptual solution proposes to reduce speeding and improve pedestrian safety by installing bump outs at the intersection of Baker and Dunnell Roads. Pedestrian crosswalks are suggested to induce a “latter” striping to increase viability to motorist. Finally, a speed study is recommended to determine the effectiveness of speed cushions.

Maplewood Township Master Plan Reexamination Report (2011) The Master Plan Reexamination Report states that the Municipality should “continue to encourage, through zoning and other policy, a diverse mix of retail, office and residential use in Maplewood Village. Maplewood Village is the symbolic, social and commercial heart of the township. Its continued health has town-wide benefits. It depends upon a lively mix of uses generating activity throughout the day and into the evening. For these reasons, zoning and development policy in the Village should continue to nurture and encourage this fine-grain mixing of uses. While the built form of the Village is unlikely to change much over its current condition, market trends and economic circumstances are ever-evolving. The township should periodically review its zoning and building codes to ensure that the Village’s stock of mixed-use buildings continues to support a viable and diverse mix of uses. Undertake all future planning, regulatory and development activities in the Village mindful of the desirability to preserving and protecting three key anchors: the post office, the grocery store, and the movie theater

The Master Plan Reexamination Report makes recommendations for Maplewood Village/Station Area as follows:

• While there may be different planning and zoning considerations for different parts of this area, it is recommended that the Maplewood Station area be addressed as a whole when planning for its future.

• It is strongly recommended that improving the physical connections between both sides of the railroad tracks in the station area should be a key component of any development projects adjacent to the station and/or improvements to the station property itself.

• The core of Maplewood Village should remain the focal point for retail and service commercial development in this area, with an emphasis on local businesses to differentiate it from other downtowns and business districts in the area.

• Dunnell Road should be viewed as a support zone that provides space for residents, workers and/or visitors who can patronize the Maplewood Village business district. As such, the Parkside zone should permit multi-family residential, offices, small-scale hotels or inns and limited commercial uses such as health clubs.

• The Parkside zone is recommended to be expanded to include the property currently occupied by the Delta service station (Block 16.03, Lot 126).

• Automobile service stations should no longer be permitted as conditional uses in the Retail Business zone, as the design and impacts of service stations are inconsistent with the existing and desired future character of Maplewood Village.

Parking Study for Municipal Parking Plan (2012) This parking study, prepared in 2012 by Maser Consulting P.A., included an inventory of both street parking and lot parking looking at both the number of spaces, usage, limitations and ownership. Each individual lot and section of street parking was analyzed and presented. Maplewood

Center Lot, referred to as Lorena’s Parking Lot in the Parking Study and Map 7, has high peak parking occupancy and numerous vehicles that exceed the time limit, which was typical of parking lots in the Township. The Plan has a series of major recommendations for parking. They are broken down into short term, intermediate term and long term. The recommendations are as follows:

Short Term

• Extensive Downtown re-striping program • Modify existing parking regulations • Extensive Downtown re-signing program

• Implement carpool permits and designated parking spaces on Dunnell Road Map 7 • Implement public awareness campaign Source: Parking Study for Municipal Parking Plan Intermediate Term • Implementation of a wayfinding and signage program • Increase in enforcement measures • License plate recognition system • Shared parking • Mitigation steps for 125 Dunnell Road redevelopment • Realignments, reconfigurations and new on street parking to gain additional spaces Long Term • On-street metered parking • Structured parking and off-street paid parking (structure to be located in NJ Transit Lot 4)

Maplewood Village Post Office Redevelopment Plan (2013) This redevelopment plan is for three municipally owned properties and the project has been completed as shown below. The project includes a single mixed-use building with 20 residential units residential over retail at the site of the former Post Office.

Maplewood Village Toomey’s Automotive Site Redevelopment Plan (2019) This adopted Redevelopment Plan is for a vacant automotive business building in the Maplewood Village along Baker Street. This plan recommends a new mixed-use building for this site with retail on the first floor and the residential uses above the retail. The redevelopment plan allows for three-story buildings. The redevelopment of this parcel into a mixed-use building following the example of the post office redevelopment will add more residential options in Maplewood Village walking distance to the train station. During the planning process, the Planning Board adopted a site plan for 11 residential apartments and roughly 2,000 square feet of retail space.

Demographic and Economic Vitality Analysis

Demographic Overview The Township of Maplewood comprises 3.87 square miles. According to the U.S. Census Bureau 2013-2017 American Community Survey 5- Year Estimate, the Township of Maplewood has a population of 24,706 with a median age of 39.8 (see Table 3). The percentage of the population under 18 years old (29.0%) is higher than Essex County (23.9%) and the State of New Jersey (22.3%), while the percentage of the population 65 years and older (11.6%) is less than both the County (12.8%) and State (15.1%), indicating that the Township has a relatively young and active population base. The percentage of families below the poverty level (4.9%) and unemployment rate (5.1%) are both lower than the State and County. Likewise, education levels are higher in the Township than the County or State, with an especially high contrast between the percentage of the population with a bachelor’s degree of higher (63.1%) compared to the County (34.0%) and State (38.1%).

The percentage of the Township who identify as white (56.6%) is less than the State (67.9%) but more than the County (42.1%). The percentage of black or African-American residents (34.2%) is much greater than the State (13.5%) but less than the County (40.0%). The percentage of Asian residents (2.8%) is less than both the County (5.2%) and State (9.4%). The percentage of the population that identifies as Hispanic or Latino (7.9%) is much lower in the Township than the County (22.4%) and State (19.7%). Note that Hispanic of Latino identity is considered independent of race here (for example, one can identify as both Black or African American and Hispanic or Latino).

Of the 8,176 households in the Township, 77.1% are comprised of families and the average household size is 3.01 people. Both of these indicators are greater than the County and State. The Township’s median household income of $126,000 is much higher than both the State ($76,475) and especially the County ($57,365), suggesting that Township’s residents have more money available to spend within the local economy.

The Township has a lower housing vacancy rate than the County or State (8.2% compared to 11.1% and 11.0%, respectively). Owners occupy 77.6% of the 8,907 housing units, which is higher than the State (64.1%) and particularly the County (44.5%). The median value of owner- occupied units is $484,800, which is over $100,000 greater than the County ($363,300) and over $150,000 greater than the State ($321,100). Median gross rent of $1,485 is higher than the County ($1,107) but much less than the State ($2,398).

The percentage of residents whose occupation type is management, business, science, or arts is 57.6%, which is higher than the County (37.9%) and State (41.7%). This category of occupations is typically associated with higher-income or salaried positions. Conversely, occupation types considered to be more “blue collar” such as service occupations; natural resources, construction, and maintenance occupations; or production, transportation, and material moving occupations are less prevalent in the Township.

While a majority of Maplewood’s workers over 16 years old who do not work at home commute to work by car, truck, or van (64.4%), this is lower than the County (72.3%) and State (83.0%). Most notably, due to convenience of the Morristown Line which stops at Maplewood Station, 25.8% of the Township commutes to work by railroad or ferry (there are no ferries in Maplewood so this number can be solely attributed to rail ridership). This is much higher than the County (6.6%) and State (3.2%). The Township’s mean travel time to work (41.1 minutes) is higher than the County (34.4 minutes) or State (31.5 minutes).

Table 3. Demographic Overview

Maplewood Essex County New Jersey Township Population Total Population 24,706 800,401 8,960,161 Persons per square mile 6,389.40 6,169.20 1,154.20 Median age (years) 39.8 37.3 39.6 Under 18 years old 29.0% 23.9% 22.3% 65 years and older 11.6% 12.8% 15.1% Percent of families below poverty level 4.9% 13.6% 7.9% Unemployment Rate 5.1% 10.4% 7.0% Percent high school graduate or higher 95.2% 85.3% 89.2% Percent bachelor's degree or higher 63.1% 34.0% 38.1% Race and Ethnicity White 56.6% 42.1% 67.9% Black or African American 34.2% 40.0% 13.5% American Indian and Alaska Native 0.2% 0.3% 0.2% Asian 2.8% 5.2% 9.4%

Maplewood Essex County New Jersey Township Native Hawaiian and other Pacific Islander 0.0% 0.0% 0.0% Some other race 2.3% 9.9% 6.4% Two or more races 4.0% 2.6% 2.6% Hispanic or Latino (of any race) 7.9% 22.4% 19.7% Households Total households 8,176 280,327 3,199,111 Family households 77.1% 64.9% 69.3% Nonfamily households 22.9% 35.1% 30.7% Average household size 3.01 2.78 2.74 Median household income $ 126,000 $ 57,365 $ 76,475 Housing Units Total housing units 8,907 315,186 3,595,055 Occupied housing units 91.8% 88.9% 89.0% Vacant housing units 8.2% 11.1% 11.0% Owner-occupied housing units 77.6% 44.5% 64.1% Renter-occupied housing units 22.4% 55.5% 35.9% Median value of owner-occupied units $ 484,800 $ 362,300 $ 321,100 Median Gross Rent $ 1,485 $ 1,107 $ 2,398 Occupation Management, business, science, and arts 57.6% 37.9% 41.7% occupations Service occupations 13.0% 20.2% 16.6% Sales and office occupations 21.5% 23.4% 24.1% Natural resources, construction, and 1.6% 7.1% 7.1% maintenance occupations Production, transportation, and material 6.3% 11.3% 10.5% moving occupations Means of Commuting to Work Total workers 16 years and over who did not 11,736 350,766 4,119,485 work at home

Maplewood Essex County New Jersey Township Car, truck, or van 64.4% 72.3% 83.0% Bus or trolley bus 5.2% 12.6% 6.6% Streetcar or trolley car, subway or elevated 2.1% 2.7% 2.2% Railroad or ferryboat 25.8% 6.6% 3.2% Walked 1.2% 4.5% 3.1% Taxicab, motorcycle, bicycle, or other means 1.3% 1.2% 1.9% Mean travel time to work (minutes) 41.1 34.4 31.5

Source: U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates

Market Analysis ESRI Business Analyst creates a demographic and economic profile at customizable geographic levels using data provided by the U.S. Census Bureau and the U.S. Bureau of Labor Statistics. LPS created a profile for areas within a 5-minute, 10-minute, and 15-minute driveshed of the center of Maplewood Village (see Map 8). This allows for a regional analysis that recognizes demand for goods and services in the surrounding area, providing Maplewood with the potential to find an appropriate use or mix of uses at a local and regional scale. Note that the figures presented in this section are based on estimates calculated by ESRI, hence the potential for slight discrepancies between the 2017 U.S. Census data presented in Table 3 above.

ESRI Business Analyst also groups and characterizes a variety of demographic datasets into “tapestry segments” that are designed to provide an understanding of “customers' lifestyle choices, what they buy, and how they spend their free time.” This analysis considers both the type of consumers and their spending potential within each of the 5-minute, 10-minute, and 15-minute drivesheds around Maplewood Village. According to the ESRI data, the household consumer market surrounding Maplewood Village consists of thirteen tapestry segments that each account for at least 2% of the population at one or more drivesheds. The presence and concentration of these tapestry segments varies drastically depending on the driving distance from the Borough. Detailed profiles of the thirteen tapestry segments are found in the Appendix I.

The 5-minute driveshed represents the Primary Market Area for the village with much of the area being within walking distance to the Village. The 10-minute driveshed represents the Secondary Market Area, a distance that most people are willing to drive to access a grocery store or other

33 routine needs. The 15-minute driveshed represents the Extended Market Area, which includes portions of Essex, Morris and Union Counties, and has the potential to attract people attracted by unique dining, drinking, recreational, or event experiences.

For the purposes of this report and its implementation recommendations, LPS considered the 15-minute driveshed as the furthest distance for most regional visitors to travel to the Village. Maplewood Village’s unique market position and assets become much more diluted with significant competition as the market area extends beyond the 15-minute driveshed. The Maplewood Station along the Morristown Line also allows for regular access to East Orange and Summit within 15 minutes, further increasing the accessibility of Maplewood Village to the surrounding area. The characteristics of the selected drivesheds represent not only geographic proximity to the Village but also drastically different markets and consumer preferences.

Map 8

Source: ESRI Business Analyst

Primary Market Area The 5-minute driveshed represents the Primary Market Area. This geography includes much of Maplewood Township and is generally also within walking distance to the Village. This driveshed includes nearly 17,000 people with a median household include of roughly $175,000. This is much higher than the Township’s $126,000 median household income, suggesting that the Village and the area immediately surrounding it is even more affluent than the rest of the Township. With relatively high levels of disposable income, this driveshed’s population annually spends $21,799 on groceries and eating out, a total expenditure of over $350 million. This makes restaurants and grocery stores in the Village well-suited to capture a high proportion of this market’s food-related budget. This driveshed also annually spends $5,488 on apparel and services, a total Source: ESRI Business Analyst expenditure of over $90 million. While there is likely more competition with online retailers than the food industry, the Village has potential to attract business to its stores if it is able to effectively cater to the tastes of this market.

According to ESRI Business Analyst, the “Top Tier” tapestry segment comprises over half of the residents within the Primary Market Area. The Top Tier comprises a “highly educated, successful consumer market” who are the wealthiest consumer group in the country. The two other tapestry segments that comprise more than 10% of the population are “Urban Chic” and “City Lights.” Urban Chic are less affluent than Top

Tier but still tend to be employed in white collar occupations and are Primary Market Area Tapestry Segments 55.0% “busy, tech savvy residents” who are “financially shrewd” but willing to 60.0% “shop at upscale establishments.” City Lights are less wealthy than Urban 50.0% 40.0% Chic or City Lights but still “earn above average incomes.” They are 30.0% 15.6% “price-conscious consumers” but “will pay for quality brands they trust.” 10.3% 20.0% 6.0% 4.5% 4.2% 4.4% 10.0% These three tapestry segments suggest that the population within the 0.0% Top Tier Urban Chic City Lights Primary Market Area is largely willing to spend money on high-quality Parks and Rec Trendsetters Professional Pride products, trendy dining options, and unique experiences. Other tapestry segments

Source: ESRI Business Analyst

Secondary Market Area The 10-minute driveshed represents the Secondary Market Area. This area, which includes parts of neighboring South Orange Village, Millburn, Union, and Irvington Townships, has a population of 116,480 people. While the average household size remains the same as the Primary Market Area (2.8), the median age drops from 41.6 years to 39.1 years while the percentage of the population with a bachelor’s degree or higher decreases from 77% to 52%. As the driveshed expands, the median household income drops to roughly $95,000 while annual household spending decreases in comparison to the Primary Market Area. Nonetheless, this driveshed’s population annually spends $14,290 on

Source: ESRI Business Analyst

37 groceries and eating out, as well as $3,625 on apparel and services.

According to the Tapestry Segmentation, the population of this area shifts Secondary Market Area Tapestry Segments 23.0% in characteristics from what is found in the Primary Market Area. The 25.0% 19.2% most prominent tapestry segment is “City Strivers” who comprise almost 20.0% 14.1% 12.2% 15.0% 10.3% a quarter of the population. City Strivers tend to rent in densely populated 5.9% 10.0% 4.9% neighborhoods, commute using public transportation, and have a median 3.9% 3.4% 3.1% 5.0% household income of only $44,700 with one in five households in poverty. 0.0% City Strivers Top Tier City Lights This tapestry segment’s population tends to “shop at discount retailers and Pleasantville International Marketplace Urban Chic Trendsetters Golden Years High Rise Renters warehouse clubs for the basics, but do occasionally treat themselves.” Other tapestry segments Source: ESRI Business Analyst Despite its prominence within the Primary Market Area, the Top Tier is diluted to less than 20% when the driveshed expands to the Secondary

Market Area. City Lights increases its share to 14.1% in the Secondary Market Area, suggesting that this tapestry segment, which falls in between the wealth levels of City Strivers and Top Tier, also functions as a spatial transition between these two types of neighborhoods. “Pleasantville” is the only other tapestry segment that comprises over 10% at this geography. Pleasantville residents have a median household income of $92,900, tend to comprise more suburban households, and are “willing to spend more for quality and brands they like.” The distribution of tapestry segments at the Secondary Market Area highlights the contrasting demands resulting from significant variations in disposable income and taste or style.

Extended Market Area The 15-minute driveshed comprises the Extended Market Area, which includes a population of nearly 360,000 people. The average household size remains at 2.8 while median age slightly decreases to 38.8 years. The percentage of the population with a bachelor’s degree of higher also decreases to 42%. The geography annual spends $11,940 on groceries and eating out and $3,031 on apparel and services. Both measures are less than the Secondary Market Area and only 55% of what is spent by the Primary Market Area population, highlighting the drastic difference in spending ability between the drivesheds. The distribution of tapestry segments at this geography underscores this disparity.

City Strivers increases its presence to 34.0% of the Extended Market Area Tapestry Segments Source: ESRI Business Analyst population in the Extended Market Area, which accounts for over 122,000 40.0% 34.0%

30.0% people in the driveshed. Conversely, Top Tier continues to decrease in 14.1% 15.3% 20.0% 10.6% prominence, reducing to 14.1% of the population. Pleasantville remains 8.8% 5.5% 4.3% 10.0% 2.8% 2.4%2.2% the only other tapestry segment comprising over 10% of the population. 0.0% Six other tapestry segments comprise between 2% and 10% of the City Strivers Top Tier Pleasantville City Lights Urban Chic International Marketplace population, emphasizing the wide variety in the types of consumers that City Commons Golden Years Social Security Set Other tapestry segments live within a 15-minute drive of Maplewood Village. Source: ESRI Business Analyst

Retail Marketplace Profile The Retail Marketplace Profile estimates the discrepancy between an industry group’s supply, as measured in retail sales to consumers by establishments, and demand, the retail potential at the chosen geographies. If retail demand is greater than retail supply a positive retail gap exists, suggesting that there is unmet potential for that industry at the given geography. If retail supply is greater than retail demand, there is negative retail gap, suggesting a surplus. Table 4 summarizes these findings for Maplewood Village and the three drivesheds at the three-digit North American Industry Classification System (NAICS) level.

There is often a drastic fluctuation in the retail gap as the driveshed increases, though this does not appear to be the case in Maplewood Village within the Extended Market Area. A scarcity of industries that serve the region at one geographic level can often be reconciled as the driveshed increases. Likewise, an industry that may appear to be oversaturated in a place like Maplewood Village may be underrepresented in the rest of the area. Determining which geographic scale is most relevant is industry-specific. Industries that tend to primarily serve the local community can be analyzed at a smaller scale, while industries that can serve a larger area should be evaluated through a more regional lens. Furthermore, an area that “specializes” in a certain industry may appear to be oversaturated, while the higher-than-normal concentration of that industry may be able to succeed, if not thrive, specifically because of this dense concentration.

There is a positive retail gap at the 5-minute, 10-minute, and 15-minute drivesheds from Maplewood Village for nine out of thirteen industry groups. This suggests not only that industries are distributed relatively evenly across the Extended Market Area, but more importantly that there is a significant amount of unmet demand in a variety of industries which the Village could capture. Food Services & Drinking Places and Food & Beverage Stores account for the largest amount of retail sales within the Primary Market Area (a combined total of over $136 million), yet there is still a retail gap of over $44 million in these industries. These two industries also have the highest retail sales but a leakage factor that indicates unmet demand at the Secondary and Extended Market Areas.

The industry with the largest retail gap in the Primary Market Area is General Merchandise Store with over $90 million. This also represents the greatest leakage factor (92.5) as there are currently only four businesses with total retail sales of less than $4 million. The unmet demand remains relatively high (leakage factor of 63.9) at the Secondary Market Area and remains positive but lower at the Extended Market Area (5.8). Other industries with positive retail gaps at all three drivesheds are Furniture & Home Furnishing Stores; Electronics & Appliance Stores; Building

Materials, Garden Equipment & Supply Stores; Gasoline Stations; Sporting Goods, Hobby, Book & Music Stores; and Miscellaneous Store Retailers. Besides Gasoline Stations, many of these industries are served well by prominent physical locations that have high levels of foot traffic, as oppose to auto-centric big-box stores or shopping that can be done online. As a walkable downtown with an existing core of retail businesses, Maplewood Village is well-suited to benefit from the addition of certain industries that complement the existing mix of businesses and restaurants.

Table 4. Retail Marketplace Profile for Primary, Secondary and Extended Market

Demand Leakage/ NAICS Market Supply Retail # of 2017 Industry Group (Retail Surplus Code Area (Retail Sales) Gap Businesses Potential) Factor Primary $129,128,657 $159,103,859 ($29,975,202) -10.4 17 Motor Vehicle & Parts 441 Secondary $460,025,736 $339,955,021 $120,070,715 15 44 Dealers Extended $1,114,314,970 $1,943,410,590 ($829,095,620) -27.1 206 Primary $26,614,903 $4,190,571 $22,424,332 72.8 4 Furniture & Home 442 Secondary $93,733,469 $27,079,961 $66,653,508 55.2 15 Furnishings Stores Extended $226,042,342 $176,145,266 $49,897,076 12.4 110 Primary $25,657,622 $8,503,404 $17,154,218 50.2 9 Electronics & 443 Secondary $91,409,132 $69,013,004 $22,396,128 14 32 Appliance Stores Extended $220,715,009 $189,929,651 $30,785,358 7.5 95 Building Materials, Primary $43,306,356 $6,803,614 $36,502,742 72.8 8 Garden Equipment & 444 Secondary $147,203,911 $96,498,944 $50,704,967 20.8 37 Supply Stores Extended $351,146,346 $299,389,449 $51,756,897 8 144 Primary $110,667,412 $98,254,381 $12,413,031 5.9 24 Food & Beverage 445 Secondary $413,749,581 $274,089,896 $139,659,685 20.3 121 Stores Extended $1,009,198,466 $898,846,379 $110,352,087 5.8 419 Primary $45,345,622 $34,452,652 $10,892,970 13.7 12 Health & Personal 446 Secondary $166,075,045 $123,204,646 $42,870,399 14.8 51 Care Stores Extended $403,917,053 $438,331,482 ($34,414,429) -4.1 196 Primary $57,180,210 $13,269,496 $43,910,714 62.3 4 Gasoline Stations 447 Secondary $211,184,622 $117,420,354 $93,764,268 28.5 31 Extended $515,080,190 $468,786,658 $46,293,532 4.7 119 41

Demand Leakage/ NAICS Market Supply Retail # of 2017 Industry Group (Retail Surplus Code Area (Retail Sales) Gap Businesses Potential) Factor Primary $49,684,018 $18,974,319 $30,709,699 44.7 30 Clothing & Clothing 448 Secondary $180,202,068 $88,010,687 $92,191,381 34.4 119 Accessories Stores Extended $435,200,493 $547,331,001 ($112,130,508) -11.4 459 Sporting Goods, Primary $20,046,268 $7,030,503 $13,015,765 48.1 10 Hobby, Book & Music 451 Secondary $72,470,205 $21,019,964 $51,450,241 55 24 Stores Extended $175,170,083 $126,255,937 $48,914,146 16.2 89 Primary $94,420,088 $3,698,854 $90,721,234 92.5 4 General Merchandise 452 Secondary $346,161,882 $76,349,733 $269,812,149 63.9 28 Stores Extended $840,226,135 $747,846,216 $92,379,919 5.8 120 Primary $24,703,200 $17,353,286 $7,349,914 17.5 31 Miscellaneous Store 453 Secondary $87,766,164 $42,455,988 $45,310,176 34.8 98 Retailers Extended $211,914,815 $142,513,737 $69,401,078 19.6 278 Primary $11,390,502 $3,010,685 $8,379,817 58.2 1 Nonstore Retailers 454 Secondary $41,902,763 $66,624,849 ($24,722,086) -22.8 10 Extended $101,449,746 $179,950,203 ($78,500,457) -27.9 39 Primary $70,096,308 $38,188,399 $31,907,909 29.5 82 Food Services & 722 Secondary $252,741,333 $121,628,606 $131,112,727 35 299 Drinking Places Extended $610,720,420 $484,161,934 $126,558,486 11.6 889

Source: ESRI Business Analyst

Health & Personal Care Stores and Clothing & Clothing Accessories Stores have a positive retail gap at the Primary and Secondary Market Areas but a negative retail gap at the Extended Market Area. The Village may be able to utilize these types of industries if the focus is on serving the Village and its immediate surroundings, but there is regional competition from within the Extended Market Area and beyond that may prove challenging. Motor Vehicle & Parts Dealers have a negative retail gap at the Primary and Extended Market Areas, but positive in the Secondary Market Area, while Nonstore Retailers have a positive retail gap only in the Primary Market Area. This suggests that the Village would not benefit from the addition of retailers from the two industries. Furthermore, these are not industries that support the type of pedestrian-friendly, in-person retail experience that currently defines the Village’s character. 42

Overall, the Village would benefit by selecting an industry or industries which have a positive retail gap and high leakage factor that would complement the existing businesses and support the overall feel of the Village. With a limited amount of available commercial space and streets that are already crowded, the Village should carefully consider which industry or industries would best fit. Since the Village has a low vacancy rate most commercial growth should occur in the form of online sales which will transcend the current market to a global market. In this way, the Village can increase business viability without increasing parking demand or traffic congestion in the Village.

Maplewood Village Strategic Recommendations

Vision Statement “If you can’t differentiate your community, you will have no competitive advantage.” – The Economics of Uniqueness, World Bank

“The unique characteristics of place may be the only truly defensible source of competitive advantage for cities & towns.” – Joe Cortwright, CEO’s for Cities

The strategic vision for Maplewood Village is to become a 21st century Smart Village. This vision imagines the Village embracing new technology as part of the global economy while the Village remains a place to live, work, and prosper. It will be easier for people and businesses to connect with customers, for visitors to navigate, for businesses to explore and develop new technologies, and for students to be on the cutting edge of new technology. Visitors will benefit from wayfinding signage, attractive pedestrian pathways, more usable parking, and enhanced connectivity opportunities in public spaces. The Village will have a well-groomed, textured and colorful streetscape with room for public art displays, gathering places and live events. The commercial buildings in the Village will build or convert second and third story space into a hundred Micro Apartments which house single occupants that work in the Village or commute to the train station. The streets of the Village offer charging stations and Wi-Fi access. A new packaging and distribution center and smart business center will support the rising e-commerce of the Village merchants. The new library is a center for learning, collaboration and commerce offering venues for home-based business, training in e- commerce, meeting, web and social media e-commerce, publishing and design opportunities. The rise of e-commerce brings added revenue to all the Village Businesses, the addition of Micro Apartments makes building more economically sustainable and the clearer marked paths, parking and streets make it easier to come to and travel around the Village.

Maplewood Smart Village Creating a 21st century brand for the Village will set the stage for continued vitality and relevance of the Village. This new branding and image of commercial community that both support physical space while at the same time interacting with the global market and 21st century technology.

The following proposed strategic initiatives will build a structure to propel the Village into the future:

a. Install Smart Kiosks

b. Incorporate a Smart Business Center in the Renovated Maplewood Library

c. Retrofit Mixed-Use Buildings for Micro Apartments

d. Increase Parking and Improve Circulation

e. Create a Redevelopment Plan for Maplewood Center Lot

f. Focus on Placemaking and Branding

Map 9 illustrates the physical location of these recommendations.

Install Smart Kiosks The location of the four proposed Smart Kiosks at gathering places are shown in Map 9. The Smart Kiosks are proposed in areas that pedestrians can gather and should be accompanied by street furniture and other amenities. The Smart Kiosks will be a visible statement that Maplewood Village is embracing the latest technology and there are many optional models and potential uses associated with the Smart Kiosks. They can be used for wayfinding, advertising Village goods and services, linking to business websites, parking management, charging mobile devices, access to Wi-Fi, emergency calling or other features. These Smart Kiosks can have zero capital or maintenance costs for the municipality if they can be paid for paid by advertising on the kiosks controlled by the operating Source: Link Smart Kiosk company. For example, all five boroughs in New York City now have these kiosks installed at no cost to the City. They are also going up in Philadelphia, London and Newark Penn Station. Installation in smaller communities is just beginning and models with reduced services might have to be purchased if provider feel the market is not strong enough for advertisers to carry costs.

Some key features of these kiosks which are noted on the Link Smart Kiosk photo above could include:

1. Free Wi-Fi connection for personal devices within a 75-foot high speed range and a 400-foot reduced speed range.

2. Access to transportation opportunities, city services, maps, directions, dining, and shopping options from a tablet at the Kiosk.

3. Free phone calls to anywhere in the U.S. using an app on the tablet or keypad and microphone with option to plug in a personal device.

4. Dedicated red 911 button in the event of an emergency

5. Device charging from a power-only USB port.

6. ADA compliant design.

7. Public service announcements and business location maps with relevant advertising on two 55-inch High Definition displays.

The proposed location of these Smart Kiosks at the Maplewood Library, Maplewood Station and other key locations will help inform and direct residents and commuters within the Village to goods and services.

Incorporate a Smart Business Center in the Renovated Maplewood Library The Maplewood Library has plans for the construction of a new 33,000 square foot library. This presents an opportunity to support merchants and professionals in Maplewood Village as well as home-based businesses, students and consultants through the development of a business incubator center and a virtual business center. This Smart Business Center would offer opportunities for training, technical support, collaboration, web development, production, meeting space and work space for business operations and expansion. The goal is to link community businesses, startups and professionals with users, clients and purchasers outside of the primary and secondary markets in a global market place. The Smart Business Center should also be linked to a packaging and distribution center to assist businesses in shipping and received product. This center could also be located adjacent to the Library or in the Woodland or Burgdorff Center.

The Smart Business Center should include a full-time coordinator and operator with support from the Technology Librarian. Additional services and staff could be made available on a pay basis through the Center and though off-site consultants. An example of the typical mix of services available on a purchase as needed basis are shown on the business incubator graphic. These services should be supplemented by more production, social media and data management services. The development of virtual business support and what it might look like is presented in the next graphic. The virtual business support should promote business independence from infrastructure and geographical location. The incubation of virtual business opportunities for merchants and professionals should be a critical component of the Smart Business Center

As discussed above, the Maplewood Library Building for the Future Report includes three program spaces in the proposed building: the Create Space, the Business Center and Collaboration Rooms. These spaces can be adapted to support the mission of establishing a Smart Business Center. The access, security and operating hours of the Smart Business Center will have to be incorporated in the operational plans for the new

47 library. Recommendations for each of these spaces include some items from the Maplewood Library Building for the Future Report with some more specific details appropriate for the proposed Smart Business Center as follows:

The Create Space:

• A computer training area to accommodate set-up at tables for 12 laptops • A data projector, screen, and instructor’s podium • Counters and storage cabinetry to support the maker’s space with room for a 3D printer, color printer, STEAM projects, etc. • An audio and video production area with recording equipment, film editing equipment, and pulldown green screen • Space to display items that are manufactured • Space for a mobile maker cart • An office for the Technology Librarian

This Plan recommends adding the following items to the Create Space:

• Desk for Smart Business Director (with Technology Librarian) • A large format plotter • A large format scanner • Commercial printer and binding machines • Smart Board • LED product, restaurant and services display board

The Business Center:

• Copier • Scanner • Printer • Fax Machine

• Shredder • Print release station • Coin box • Free standing change machine/credit card processor

This area should be linked with the Create Space Area and branded as a Smart Business Center.

Collaboration Rooms This area includes the following that can be repurposed or used by the Smart Business Center. Smart business uses should be prioritized for use of this space due to space limitations and availability of other venues for meeting space in the Woodland and in the Burgdorff Center. The facilities in this space are as follows;

• Community Room This 200-seat capacity room could double as collaborative or work space for Small Business Center participants • Conference Room (1) It is recommended that there be more three conference rooms to accommodate usage from home-based businesses, startups and retail and service business owners. The conference rooms should be able to be reserved online in advance by Smart Business Center participants. • Small Collaboration Rooms (3) These three rooms are fit up with a flat-screen and lap top with space for 8 in each space. This space should be promoted for private Smart Business Center participants who could have priority sign up for blocks of time in advance.

Participants in the Smart Business Center should be registered and pay a fee for membership and services which can be used to offset the administrative and operating cost of the center. The Smart Business Center administrator and the Technology Librarian will support the Smart Business Center through hands on training and support for businesses to develop a regional and global market presence, update online presence, increase online commerce and launch new business ventures.

Packaging and Distribution Center/Program The Woodland, a storefront with FedEx or the Maplewood Post Office would make a good host for a packaging and distribution center for local businesses and professionals. The Smart Business Center should undertake a needs study to determine what services businesses need help with such a pick up, labeling, packaging or shipping so that e-commerce development can be maximized. Both typical shipping and fresh food and meals should be reviewed. The Township should consider how to assist King’s Food Markets and other Village retailers with deliveries to primary and secondary markets.

Retrofit Mixed-Use Building for Micro Apartments Micro Apartments are an increasingly popular option for providing low-cost housing for single households who are priced out of the traditional market. This market tends to be dependent on mass transit and for those interested in living in a walkable community.

The defining feature of a Micro Apartment is its size. According to the Urban Land Institute, “although micro unit has no standard definition, a working definition is a small studio apartment, typically less than 350 square feet, with a fully functioning and accessibility compliant kitchen and bathroom” (ULI 2014, p. 4). In New York, former Mayor Michael Bloomberg changed the city zoning to allow for units of 400 square feet while Portland, Oregon approved units of less than 200 square feet. Some Micro Apartment designs such as the Footprint Hollywood in Portland, Oregon do not have full kitchens but instead provide partial kitchens with communal cooking space for multiple units.

The quality and cost of homes around Maplewood Village is well above the State and County averages. The percentage of single-person households has increased nationally from just over 5% in 1960 to 30% in 2017 according to the U.S. Census Bureau Current Population Survey. The trend of expensive housing surrounding the Village and the increase in single-person households in the region as well as the preference of millennials to live in walkable centers close to transit all point to the need for proving alternative and affordable housing in the Village. In addition, the vitality of the Maplewood Village work force is dependent on lower-skilled employees to support retail and dining businesses. This work force currently must travel into the Village to work without housing options in their price range. The walkability of the Village, the diversity of uses, the abundance of cultural activities and the train station make Maplewood Village a strong market for Micro Apartments.

There is an opportunity to provide additional housing in Maplewood Village by allowing and encouraging the development of Micro Apartments above existing structures. It is important to include adequate building amenities such as outdoor roof lounges, indoor lounges, game rooms, free Wi-Fi to encourage interaction and relaxation outside of the Micro Apartments.

The image at right of a Micro Apartment from Carmel Place, New York includes Murphy Beds that fold up during the day to provide functional sitting/dining areas, a separate bath, a study or desk area and a full kitchen.

This model of a typical 400-square foot Micro Apartment with Source: Curbed New York

separate bathroom, combined living area and full kitchen shown in the image to the left is from the NY Zoning Code. It is also necessary to provide adequate window space in the unit to give it a more open feel and provide natural light. These units are usually designed along an exterior wall with one side of the unit dedicated to a large window from floor to ceiling.

The development of Micro Apartments over existing commercial floors in Maplewood Village will add to the value and cash flow of building owners and reduce the dependence of commercial rents for those owners that build two to four stories of Micro Apartments. Map 9 shows the eight possible locations for these residential uses. Source: Jorge Fontan

An overlay or special use zoning ordinance should be adopted to allow for Micro Apartments. The Township and Maplewood Village Alliance should meet with property owners to assist them with pursuing the development of Micro Apartments.

The overlay or special use zoning ordinance could address the following:

Micro Apartment Zoning: Definition: A Micro Apartment is a dwelling unit which is designed for a single resident that is more than 250 square feet and less than 400 square feet with a kitchen and a bathroom in each apartment.

Uses: First floor to be commercial or retail with above floors to be residential.

Building Amenities: Each Micro Apartment building shall provide Wi-Fi to the entire building, have a roof top patio or other outside gathering space, shall have at least 1,000 square foot on lounge and gathering space for residents with charging station and seating areas, an exercise area with gym equipment and a bicycle storage area.

Parking: There will be no parking requirements for Micro Apartments under 400 square feet. Residents to have car ownership restriction enforced in ownership or rental agreements.

Windows: Each Micro Apartment should have one exterior facing window that is a minimum of 24 square feet.

Increase Parking and Improve Circulation The Parking Study for Municipal Parking Plan provides a detailed analysis of current parking conditions in the Village and provides recommendations for improvement and are presented in the Related Document Review section above. LPS prepared an updated survey of parking locations shown on Map 5 and listed in the Maplewood Village Parking Summary.

The current parking restrictions and the lack of parking meters result in confusion for users and extensive overages for time of use of time restricted spaces as documented in the Parking Study for Municipal Parking Plan. Results from the community survey and focus group affirmed that improving the supply, accessibility and management of parking was the number one issue for the Village. Smart parking meters can help to Source: Brian A. Pounds, Hearst Connecticut Media alleviate this issue by aiding with increased enforcement of parking limitations while providing drivers with an easy method to pay for parking. The public and merchants are increasingly recognizing that the current system of unofficial “free parking” will have to be removed if the parking issue is to be addressed. Furthermore, the community should recognize that increasing parking efficiency will likely increase the number of visitors to the Village. While this will increase the number of customers spending money in the Village, the parking issue may not appear to be alleviated.

The following strategic actions are designed to address the current and future parking and circulation issues for the Village.

Smart Parking The municipality should install smart parking meters with License Plate Recognition (LPR) systems to provide real time information on available parking spaces and current length of stay violations for a parking enforcement officer. Smart parking meters or kiosks can have the following features:

a. Cameras to monitor parking space usage and availability b. Realtime mobile applications to provide location of all available spaces (i.e. Park Smarter App)

c. Realtime information for enforcement on time limits for parking d. Multiple payment options in vehicle, online, credit cards or coins e. Connectivity to an e911 network f. Remote control of entire parking system g. Integration to cloud based smart city applications h. Message and voice notifications

There are several providers for smart parking meters and kiosk systems which the Township should review to find a good fit for Maplewood Village. The real time information system on parking availability will allow drivers to find available spaces reducing the number of cars circling to find spaces and make the entire system easier to use. Parking fees can be managed to allow for special events and circumstances and only need to be at a rate to induce a provider to install a parking management.

One such provider, IPS Group, presents the following graphic on their website showing the basic linkages between features of smart parking meters. Revenue from these smart systems can cover the cost of installation plus. These are emerging technologies and are anticipated providing new features to expand the usefulness of this technology over time.

Source: IPS Group

LPS recommends that the Township form a Parking Task Force to explore smart parking options for the Village. The task force should provide a basic information package to potential providers and interview each provider to determine scalability, applicability, features, management and costs of smart parking systems. The task force should prepare an analysis and recommendation report to form a basis for preparing a request for proposals (RFP). This task force should also look at electric vehicle parking stations as discussed later in this report.

Time Restrictions, Use and Signage for Existing Parking While working with the smart parking provider selected during the Smart Parking Implementation Process, the Township, in coordination with NJ Transit, should review the current mix of parking types. These are very confusing to users because there are too many categories and time limits on parking as shown in the Maplewood Village Parking Summary. The simplification of this system could be accompanied by comprehensive downtown re-signing program to provide drivers with clear, standardized and understandable parking, destination directions and smart parking meters.

The Parking Task Force should work with NJ Transit and a private consultant to come up with the design and placement of Village parking and locational signage during this effort the current parking categories should be simplified and designated.

Increase Parking There are two methods that should be utilized to increase parking availability. The Parking Task Force should review these two options and make specific recommendations to the Township. First, as recommended in the Parking Study for Municipal Parking Plan realignments, reconfiguration and new striping should be used in all existing parking areas to maximize space available. Second, a plan for structured parking should be developed for NJ Transit Lot 4 as recommended in the Parking Study for Municipal Parking Plan. This long-term parking deck should have an appealing street presence using a mural and provide ground level opportunities for pop-up retail/food and beverage operations.

Electric Car Charging Stations Having electric vehicle (EV) charging stations will give the Village a competitive advantage as more drivers switch to electric vehicles. While EV charging stations are becoming more common throughout the State, they can still be difficult to find in public places. They will also make a powerful statement about the new brand of a Smart Village.

An EV charging station that accommodates two vehicles has already been installed at the Woodland Parking Lot. The proposed Parking Task Force should undertake a study to locate, find funding and install an appropriate number of additional EV charging stations in the Village. In doing so the Parking Task Force should consider the impact of designating spaces for EV charging on drivers of non-EV vehicles as these currently comprise the majority of vehicles.

Source: Smart Charge America

Create a Redevelopment Plan for the Maplewood Center Lot The Maplewood Library Building for the Future Report The Maplewood Center Lot, which is also informally known as Lorena’s Parking Lot, and the back of the surrounding buildings are a major gateway to the Village from Baker Street after passing under the railroad tracks. Although this parking lot has high levels of pedestrian and vehicle activity and most businesses along Maplewood Avenue have rear entrances into the parking lot, the rear of the buildings are not attractive or coordinated, which does not represent the feel of Maplewood Village. A mix of drop off and pick up areas as well as dumpsters distract the viewer and conflict with the Maplewood Center Lot. Source: Google Maps This parking lot needs a reorganization of the parking stalls to efficiently utilize space. The buildings’ delivery and pick-up service need to be coordinated and simplified. The building facades and business presence need to be displayed to the parking lot. The Township should declare this area as an Area in Need of Redevelopment or an Area in Need of Rehabilitation and prepare a redevelopment plan to maximize the number of parking spaces through restriping and reorganization of the lot. In addition, the redevelopment plan should provide a façade and entrance improvement vision and program for the buildings facing this parking lot. Pedestrian circulation, landscaping and green infrastructure should also be considered in the redevelopment plan.

The viewshed of this parking lot and surrounding buildings when entering the village is an impediment to the image and feeling of the Village and should be addressed as a priority by the Township. This effort will provide additional parking spaces, better service to the businesses and a new and enticing welcome to those entering the Village from Baker Street or walking through the site.

Focus on Placemaking and Branding As noted earlier in this report, the historic built environment defines Maplewood Village. The train station, grocery store, movie theater, library, Burgdorff Center, Woodland, and numerous shopping and dining options provide for an exciting and diversified Village which continues to attract uses. If downtown Maplewood Village is to continue to successfully grow through leveraging investments in its assets, the Township will also need to invest funds and commit resources to retain the Village’s unique character, accessibility and appropriate mix of uses as the area 58 modernizes with enhanced technological capability. Connections between the two sides of the railroad tracks should also be enhanced to reduce the feeling that the railroad is a barrier that is dividing the Village.

In addition, the Village should rebrand the commercial center as a Smart Village to promote the initiatives in this strategy. There should be a branding committee and funding for a consultant to develop a logo and brand that can be implemented along multiple platforms. This new brand should be integrated into the physical and e-commerce aspect of the village. It must have buy-in from all the stakeholders and convey a message that the Village is proactively adapting to a rapidly changing business environment.

Maplewood Village placemaking and branding should focus on the following strategies:

• Activate Ricalton Square:

o Schedule busker space performances or add outdoor piano. o Add color with temporary art installations. • Activate sidewalk space, particularly along Maplewood Avenue and next to the train tracks:

o Install café lighting and movable outdoor seating for restaurants. o Activate the space with brightly colored paint. o Schedule events. • Improve functionality and aesthetics of the tunnels under the railroad tracks and the adjacent trackside area with 24/7 LED lighting and murals.

Map 9