DOCSLIB.ORG

Commercial and Industrial Development | 8-1

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Commercial and Industrial Development | 8-1 COMMERCIAL AND INDUSTRIAL DEVELOPMENT | 8-1 Chapter 8: Commercial and Industrial Development BACKGROUND AND INTENT In addition to agriculture, the Riley County economy has historically been dominated by the government sector, with the large employment base provided by Fort Riley, the school districts and Kansas State University. While these entities will continue to play an important role in the area’s economy, the County continues to seek greater diversity in employment opportunities for area residents to include a variety of jobs, cultural amenities, and services that make a positive contribution to the Riley County community. This Chapter identifies goals, objectives, and policies regarding the location and the criteria for siting commercial and industrial uses in the unincorporated areas. Although much of this type of development will be directed to the urban areas where infrastructure is available, this chapter will provide guidance to decision-makers when rural locations are needed. CURRENT SITUATION AND TRENDS Local Employment Commercial and industrial development is important to Riley County as a whole because these components of the economy provide significant employment opportunities for citizens of the County. Table 8.1 summarizes the most current employment data available for Riley County. The total number of employed persons in 2007 was 27,596 (2007 Labor Force Estimates, Kansas Department of Labor, Labor Market Information Services). The largest employer was the services sector with 39.7% of the workforce. Government jobs were a close second. Retail trade was third at 12.5%. It is interesting to note the relative lack of manufacturing jobs compared to other sectors. The reason is the two largest single employers in the Manhattan area are Kansas State University with 6,060 full-time employees (10/15/08) and Fort Riley with 8,346 civilian employees in 2006. The University has experienced modest increases in enrollment over the past 13 years (from 20,476 in 1995 to 23,520 in 2008). During the next 10 years, however, enrollment is projected to remain fairly level. The outlook for Fort Riley is strictly linked to Department VISION 2025 – A COMPREHENSIVE PLAN FOR RILEY COUNTY COMMERCIAL AND INDUSTRIAL DEVELOPMENT | 8-2 of Defense decisions about base mission for the future, but as discussed in Chapter 4, the Fort Riley civilian and non-civilian populations are expected to increase significantly through 2012. These two major employers are therefore expected to continue to dominate the overall employment picture for the near future. Other major employers in the area include the Manhattan/Ogden Unified School District, Mercy Regional Health Center, and the Kansas Farm Bureau. These employers, plus KSU and Fort Riley, are the primary reason why non- manufacturing jobs account for the majority of jobs in the Manhattan area. Less than 3% of the workforce is involved in manufacturing and more than 90 percent of workers in the area are employed in the following sectors: services (40%), government (29%), retail or wholesale trade (19%). The lack of manufacturing jobs has long been a concern and great emphasis has been given to encouraging more manufacturing in the area to diversify the economy. This emphasis will continue for the foreseeable future. Table 8.1—Employment by Non-Agricultural Industry: Riley County, Kansas 2007 Number of Percent of Sector Employed Persons Total Service 10,968 39.7% Government 8,011 29.0% Retail Trade 3,437 12.5% Construction 1,569 5.7% Financial, Insurance, & 1,455 5.3% Real Estate Manufacturing 757 2.7% Management & 641 2.3% Information Wholesale Trade 630 2.3% Transportation & Utilities 128 0.5% TOTALS 27,596 100% Riley County’s unemployment rate has fluctuated from a high of 4.1% in 1998 to a low of 2.9% in 1999. In 2007, the unemployment rate for Riley County was 3.1%. These rates are relatively close to those of the State of Kansas and significantly lower than those for the United States. COMMERCIAL AND INDUSTRIAL DEVELOPMENT | 8-3 Income The median family income in Riley County, as reported by the 2000 Census, was $46,489, which is about 94% of the State median family income. The per person (per capita) incomes are $16,349 in Riley County and $20,506 in the State. Two reasons the income levels are lower in Riley County are the large percentage of young people attending the University that are only employed part-time and the large number of military personnel who have lower incomes. The percentage of Riley County families having incomes below the established poverty level is substantially higher than the State, but it generally parallels the income comparison. Area economic development plans and initiatives have stressed the importance of creating a greater number of higher wage jobs in the area. Emphasis has been placed on bioscience and technology industries to create jobs that can help to retain university graduates in the community. These efforts will continue for a long time into the future. Land Use The majority of the commercial and industrial land use is located within the city limits of Manhattan and the other cities in Riley County. The amount of commercial and industrial zoning in the unincorporated area illustrates this fact. As of 2008, there were 338 acres zoned commercial in the unincorporated area, not including the rural racing facility, equaling approximately .1% of the total unincorporated acres. Land zoned industrial accounted for only 164 acres, not including quarry sites. Therefore, the vast majority of the land currently zoned or designated for future commercial or industrial uses is located within the Manhattan Urban Area. This is due to the need for most commercial and industrial uses to have access to municipal water and sewer systems and city fire protection. Occasionally, however, there are large commercial or industrial uses that require larger tracts of land or a more rural setting to accommodate special needs, e.g. taller structures, noise buffers, site-specific resources, etc. Siting of such facilities can be accommodated by using the policies outlined below. Nevertheless, the trend will continue that the majority of commercial and industrial uses will be located within city limits. VISION 2025 – A COMPREHENSIVE PLAN FOR RILEY COUNTY COMMERCIAL AND INDUSTRIAL DEVELOPMENT | 8-4 GOALS, OBJECTIVES AND POLICIES COMMERCIAL GOAL: TO ALLOW SUFFICIENT AREAS EFFICIENTLY DISTRIBUTED THROUGHOUT THE COUNTY AND ADEQUATE OPPORTUNITY FOR COMMERCIAL DEVELOPMENT. Objective C1: Encourage the development of comparative retail businesses in existing commercial areas within the cities in the County. Policies: C1.1 Office development shall be encouraged to locate in the cities. C1.2 The commercial zoning of land for all types of businesses outside the cities will be carefully controlled to prevent the total dispersion of shopping facilities. Objective C2: Allow for clustered and coordinated commercial development outside of the cities. Policies: C2.1 Planned commercial areas shall be provided for large lot users (i.e. lumberyards, farm implement dealers, auto dealers, discount stores, supermarkets). These uses should always be directed to the cities first. However, if suitable tracts and/or locations are not available within the cities, areas should be made available adjacent to or in close proximity to the cities. C2.2 Those areas containing large land uses shall be located on a principal arterial with careful access controls and sufficient buffers from any adjacent residential uses. C2.3 Large lot commercial uses shall be clustered to minimize their impact on surrounding uses and traffic patterns rather than allowed to form a long commercial strip. C2.4 Care shall be taken in permitting the development of new commercial areas to assure that they are not premature to market needs and would not create a scattering of businesses in half-developed commercial areas. COMMERCIAL AND INDUSTRIAL DEVELOPMENT | 8-5 C2.5 Promote home-based, information technology based, entrepreneurial, and other non-traditional business models to help establish a diversified economic base. Objective C3: Assure the provision of adequate vehicular access and parking at all commercial and employment centers. Policies: C3.1 Require adequate off-street parking for all new commercial and office development and require buffering between parking areas and adjacent residential uses. *** INDUSTRIAL GOAL: TO ALLOW SUFFICIENT OPPORTUNITIES FOR INDUSTRIAL DEVELOPMENT AT LOCATIONS WITH SUITABLE ACCESS, ADEQUATE COMMUNITY FACILITIES, SITE-SPECIFIC RESOURCES AND WITHOUT SERIOUS ENVIRONMENTAL OR LAND USE LIMITATIONS. Objective I1: Industrial developments should generally be directed to the cities or the designated city growth areas in the County where public and semi-public resources are available to accommodate the development. Policies: I1.1 Industrial sites should have direct access onto arterial roads or major highway. I1.2 Wherever possible, public water and sewer service should be provided. I1.3 Industrial development should be located and designed to facilitate adequate fire protection. I1.4 The County should collaborate with the cities to identify an inventory of available and suitable land for industrial development. VISION 2025 – A COMPREHENSIVE PLAN FOR RILEY COUNTY COMMERCIAL AND INDUSTRIAL DEVELOPMENT | 8-6 Objective I2: Encourage retention of existing and a diversity of new industrial employment opportunities. Policies: I2.1 A variety of industrial areas will be provided. I2.2 New industries will be sought
Load more

Recommended publications
  • China's Healthcare System: Addressing Capacity Shortfalls
    March 31, 2021 China’s Healthcare System: Addressing Capacity Shortfalls before and after COVID-19 Leyton Nelson, Policy Analyst, Economics and Trade Acknowledgements: Virgil Bisio, former Policy Analyst, Economics and Trade, contributed research to this report. Disclaimer: This paper is the product of professional research performed by staff of the U.S.-China Economic and Security Review Commission, and was prepared at the request of the Commission to support its deliberations. Posting of the report to the Commission’s website is intended to promote greater public understanding of the issues addressed by the Commission in its ongoing assessment of U.S.- China economic relations and their implications for U.S. security, as mandated by Public Law 106-398 and Public Law 113-291. However, the public release of this document does not necessarily imply an endorsement by the Commission, any individual Commissioner, or the Commission’s other professional staff, of the views or conclusions expressed in this staff research report. ! Table of Contents Key Findings .............................................................................................................................................................. 1 Introduction ................................................................................................................................................................ 1 Chronic Disease and Demographic Trends Strain China’s Healthcare System ......................................................... 1 As China’s Population
    [Show full text]
  • Political Parties and Welfare Associations
    Department of Sociology Umeå University Political parties and welfare associations by Ingrid Grosse Doctoral theses at the Department of Sociology Umeå University No 50 2007 Department of Sociology Umeå University Thesis 2007 Printed by Print & Media December 2007 Cover design: Gabriella Dekombis © Ingrid Grosse ISSN 1104-2508 ISBN 978-91-7264-478-6 Grosse, Ingrid. Political parties and welfare associations. Doctoral Dissertation in Sociology at the Faculty of Social Sciences, Umeå University, 2007. ISBN 978-91-7264-478-6 ISSN 1104-2508 ABSTRACT Scandinavian countries are usually assumed to be less disposed than other countries to involve associations as welfare producers. They are assumed to be so disinclined due to their strong statutory welfare involvement, which “crowds-out” associational welfare production; their ethnic, cultural and religious homogeneity, which leads to a lack of minority interests in associational welfare production; and to their strong working-class organisations, which are supposed to prefer statutory welfare solutions. These assumptions are questioned here, because they cannot account for salient associational welfare production in the welfare areas of housing and child-care in two Scandinavian countries, Sweden and Norway. In order to approach an explanation for the phenomena of associational welfare production in Sweden and Norway, some refinements of current theories are suggested. First, it is argued that welfare associations usually depend on statutory support in order to produce welfare on a salient level. Second, it is supposed that any form of particularistic interest in welfare production, not only ethnic, cultural or religious minority interests, can lead to associational welfare. With respect to these assumptions, this thesis supposes that political parties are organisations that, on one hand, influence statutory decisions regarding associational welfare production, and, on the other hand, pursue particularistic interests in associational welfare production.
    [Show full text]
  • Guide to Health Care Partnerships for Population Health Management and Value-Based Care
    GUIDE TO HEALTH CARE PARTNERSHIPS FOR POPULATION HEALTH MANAGEMENT AND VALUE-BASED CARE July 2016 ACKNOWLEDGMENTS The Kaufman Hall Author Team Patrick M. Allen Managing Director, Mergers, Acquisitions and Partnerships ([email protected]) Michael J. Finnerty Managing Director, Mergers, Acquisitions and Partnerships ([email protected]) Ryan S. Gish Managing Director, Strategic and Financial Planning ([email protected]) Mark E. Grube Managing Director and National Strategy Leader ([email protected]) Kit A. Kamholz Managing Director, Mergers, Acquisitions and Partnerships ([email protected]) Anu R. Singh Managing Director, Mergers, Acquisitions and Partnerships ([email protected]) J. Patrick Smyth Senior Vice President, Strategic and Financial Planning ([email protected]) Rob W. York Senior Vice President, and Leader, Population Health Management division, Strategic and Financial Planning ([email protected]) Suggested Citation: Allen, P.M., Finnerty, M.J., Gish, R.S., et al. (2016, June). Guide to Health Care Partnerships for Population Health Management and Value-based Care. Chicago, IL: Health Research & Educational Trust and Kaufman, Hall & Associates, LLC. Accessed at www.hpoe.org Accessible at: www.hpoe.org/healthcarepartnerships Contact: [email protected] or (877) 243-0027 © 2016 Health Research & Educational Trust and Kaufman, Hall & Associates, LLC. All rights reserved. All materials contained in this publication are available to anyone for download on www.aha.org, www.hret.org or www.hpoe.org for personal, non- commercial use only. No part of this publication may be reproduced and distributed in any form without permission of the publication or in the case of third-party materials, the owner of that content, except in the case of brief quotations followed by the above suggested citation.
    [Show full text]
  • Chapter 6 Commercial and Industrial Units Contents
    Chapter 6 Commercial and Industrial Units Contents Methods Used to Complete the Property Record Card .................................................... 5 Sketching a Structure ............................................ 5 Measuring and Calculating Areas ......................... 6 Using the General Commercial Models ................. 7 Using the Schedules ............................................. 8 Understanding Schedule A—Base Rates ...... 9 Understanding Schedule B—Base Price Adjustment .............................................. 10 Understanding Schedule C—GC Base Price Components and Adjustments........ 10 Understanding Schedule D—Plumbing ....... 10 Understanding Schedule E—Special Features .................................................. 11 Understanding Schedule F—Quality Grade and Design Factor ........................ 11 Understanding Base Rates for Floor Levels ........ 11 Determining a Structure’s Finish Type ................ 12 Determining a Structure’s Use Type ................... 13 Determining a Structure’s Wall Type ................... 13 Using a Structure’s Wall Height .......................... 13 Understanding Vertical and Horizontal Costs ...... 14 Understanding the Perimeter-to-Area Ratio for a Structure ...................................................... 14 Determining a Structure’s Construction Type ...... 16 Determining How Many Property Cards to Use for a Parcel...................................................... 17 Completing the Property Record Card ............ 18 Task 1—Recording the Construction
    [Show full text]
  • Participant List
    Participant List 10/20/2019 8:45:44 AM Category First Name Last Name Position Organization Nationality CSO Jillian Abballe UN Advocacy Officer and Anglican Communion United States Head of Office Ramil Abbasov Chariman of the Managing Spektr Socio-Economic Azerbaijan Board Researches and Development Public Union Babak Abbaszadeh President and Chief Toronto Centre for Global Canada Executive Officer Leadership in Financial Supervision Amr Abdallah Director, Gulf Programs Educaiton for Employment - United States EFE HAGAR ABDELRAHM African affairs & SDGs Unit Maat for Peace, Development Egypt AN Manager and Human Rights Abukar Abdi CEO Juba Foundation Kenya Nabil Abdo MENA Senior Policy Oxfam International Lebanon Advisor Mala Abdulaziz Executive director Swift Relief Foundation Nigeria Maryati Abdullah Director/National Publish What You Pay Indonesia Coordinator Indonesia Yussuf Abdullahi Regional Team Lead Pact Kenya Abdulahi Abdulraheem Executive Director Initiative for Sound Education Nigeria Relationship & Health Muttaqa Abdulra'uf Research Fellow International Trade Union Nigeria Confederation (ITUC) Kehinde Abdulsalam Interfaith Minister Strength in Diversity Nigeria Development Centre, Nigeria Kassim Abdulsalam Zonal Coordinator/Field Strength in Diversity Nigeria Executive Development Centre, Nigeria and Farmers Advocacy and Support Initiative in Nig Shahlo Abdunabizoda Director Jahon Tajikistan Shontaye Abegaz Executive Director International Insitute for Human United States Security Subhashini Abeysinghe Research Director Verite
    [Show full text]
  • 2 MB Otago Regional Council Candidate Handbook 2019 Download
    Otago Regional Council Candidate Information Booklet 2019 Local Government Elections Candidate Information for the 2019 Elections Contents Introduction 4 Election Signage 19 Electoral Officer Appointment 4 NZTA Guidelines for Managing Electioneering Signs on State About electionz.com 4 Highways 19 Electoral Officer & Deputy Electoral Officer 4 Voting and Processing of Votes 20 Role of Electoral Officer 5 Order of Candidates on the Voting Papers 20 Election Principles 5 Special Voting 20 Election Timetable 6 Early Processing of Returned Voting Papers 20 Candidate Information Presentation 6 Election Results 21 Election Issues 7 Recounts and Petitions for Inquiry 21 Population Statistics 7 Constituency Maps 22 Governance Information 8 Otago Regional Council Constituencies 22 Council’s Responsibilities 8 Appendix 1 - Candidate Profile Statements 23 Councillor – Base role description 8 Local Authority Elections 2019 23 Additional Information 8 Duties, Powers and Responsibilities of Electoral Officers 23 Members Interests 9 Distribution of Candidate Profile Statement 23 Members’ Remuneration 9 Appendix 2 - Return of Electoral Donations and Expenses 24 Health and Safety at Work Act 2015 9 Appendix 3 - Electoral Expenses and Donations 25 Inaugural Meeting 10 Appendix 4 - Scrutineers 28 Pre-election Report 10 Role of Scrutineers 28 Electoral Systems 10 Appointment of Scrutineers 28 Electoral Roll 11 Declaration 28 Candidate Eligibility 11 Information to be Supplied by Electoral Officer 29 Nominations 12 Arrangements for Roll Scrutiny, Preliminary
    [Show full text]
  • Election Committee
    Annex B Election Committee (EC) Subsectors Allocation of seats and methods to return members (According to Annex I to the Basic Law as adopted by the Standing Committee of the National People’s Congress on 30 March 2021) Legend: - Elect.: EC members to be returned by election - Nom: EC members to be returned by nomination - Ex-officio: ex-officio members - Ind: Individual - new: new subsector Composition Remarks/Changes as No. Subsectors Seats Methods Ind Body compared to the 2016 EC First Sector 1 Industrial (first) 17 Elect 2 Industrial (second) 17 Elect Each subsector reduced by 1 3 Textiles and garment 17 Elect seat 4 Commercial (first) 17 Elect 5 Commercial (second) 17 Elect Commercial (third) (former Elect Hong Kong Chinese 6 17 Increased by 1 seat Enterprises Association renamed) 7 Finance 17 Elect 8 Financial services 17 Elect 9 Insurance 17 Elect 10 Real estate and construction 17 Elect 11 Transport 17 Elect 12 Import and export 17 Elect Each subsector reduced by 1 13 Tourism 17 Elect seat 14 Hotel 16 Elect 15 Catering 16 Elect 16 Wholesale and retail 17 Elect Employers’ Federation of Elect 17 15 Hong Kong 18 Small and medium Elect 15 enterprises (new) Composition Remarks/Changes as No. Subsectors Seats Methods Ind Body compared to the 2016 EC Second Sector Nominated from among Technology and innovation Hong Kong academicians of (new) Nom 15 the Chinese Academy of 19 30 (Information technology Sciences and the Chinese subsector replaced) Academy of Engineering Elect 15 Responsible persons of Ex- statutory
    [Show full text]
  • Developing a Commercial First Approach a Proposal to Help the Canadian Federal Government to Modernize, Digitally Transform and Migrate to the Cloud 1
    10101111000010101000111000100000010010100100100101010100010111110001 00100101010100010111110100010010010101010001011111000100100101010100010111110001 001001010101000101111100010010000100101010100010111110001101010100010111110001 001001010100010010101010001011111000110001011100100101010100010111110001110001 001001010101000101001001010101000101111100011111000100101010100010111110001001 001001010101000101111100000100101010100010111001001010101000101111100011100011 10101111000010101000111000100000010010100100100101010100010111110001 00100101010100010111110100010010010101010001011111000100100101010100010111110001 001001010101000101111100010010000100101010100010111110001101010100010111110001 00100101010001001010101000101111100011000101110010010101010001011111000111000110100010101 10100010101 10001010101000101001010010100010101101000101001010101000101001010001101000101001011000101110100010100101000110100010100101 0010010101010001010010010101010001011111000111110001001010101000101111100010011010001010 1110001010100010 001001010101000101111100000100101010100010111001001010101000101111100011100011 Developing a Commercial First Approach A proposal to help the Canadian Federal Government to modernize, digitally transform and migrate to the Cloud 1 INFORMATION TECHNOLOGY ASSOCIATION CANADIENNE ASSOCIATION OF CANADA DE LA TECHNOLOGIE DE L’INFORMATION 10101111000010101000111000100000010010100100100101010100010111110001 00100101010100010111110100010010010101010001011111000100100101010100010111110001 001001010101000101111100010010000100101010100010111110001101010100010111110001
    [Show full text]
  • Commercial Real Estate Terms and Definitions
    Commercial Real Estate Terms and Definitions Maria Sicola CEO, Integrity Data Solutions, LLC © 2017 NAIOP Research Foundation There are many ways to give to the Foundation and support projects and initiatives that advance the commercial real estate industry. If you would like to contribute to the Foundation, please contact Bennett Gray, vice president, National Forums and NAIOP Research Foundation, at 703-904-7100, ext. 168, or [email protected]. Requests for funding should be submitted to [email protected]. For additional information, please contact Margarita Foster, vice president, Knowledge and Research, NAIOP, 2201 Cooperative Way, Herndon, VA 20171, at 703-904-7100, ext. 117, or [email protected]. Commercial Real Estate Terms and Definitions Prepared for and funded by NAIOP and the NAIOP Research Foundation By Maria Sicola CEO, Integrity Data Solutions, LLC San Francisco, California March 2017 About NAIOP NAIOP, the Commercial Real Estate Development Association, is the leading organization for developers, owners, and related professionals in office, industrial, retail and mixed-use real estate. NAIOP comprises some 18,000 members in North America. NAIOP advances responsible commercial real estate development and advocates for effective public policy. For more information, visit naiop.org. About the NAIOP Research Foundation The NAIOP Research Foundation was established in 2000 as a 501(c)(3) organization to support the work of individuals and organizations engaged in real estate development, investment, and operations. The Foundation’s core purpose is to provide these individuals and organizations with the highest level of research information on how real properties, especially office, industrial, and mixed-use properties, impact and benefit communities throughout North America.
    [Show full text]
  • Strategic Plan Lallie Kemp Medical Center FY2019-2020.Pdf
    Louisiana State University Health System Health Care Services Division Lallie Kemp Medical Center Strategic Plan FY 2019-2020 THROUGH 2024-2025 6/30/19 1 Louisiana State University Health System Health Care Services Division Lallie Kemp Medical Center Strategic Plan 2019-2020 through 2024- 2025 2 Table of Contents I. THE PURPOSE OF THE LSU HEALTH SYSTEM HEALTH CARE SERVICES DIVISION Lallie Kemp Medical Center Introduction Mission Statement Vision and Philosophy Principal Clients and Services External Impediments Avoidance of Duplication of Effort The Purpose of the LSU Health System - Health Care Services Division Lallie Kemp Medical Center 3 Introduction The LSU Health Care Services Division, Lallie Kemp Medical Center is located in Independence, Louisiana at 52579 Highway 51 South. Lallie Kemp Medical Center provides care to and accepts patients from multiple payer sources including charity care, Medicare, Medicaid, self-pay, and commercial insurance. Mission Statement Providing quality healthcare from our family to yours Vision Serving our community and the region by delivering quality healthcare in a positive and respectful environment. Philosophy Provide QUALITY and COMPASSIONATE healthcare in an EFFICIENT and SAFE manner. Principal Clients and Services The principal clients and stakeholders of the LSU HCSD Lallie Kemp Medical Center and the services provided to them include: All citizens of Louisiana regardless of their ability to pay, who are in need of primary, secondary, or tertiary medical care services, and may benefit highly From the provision of services by skilled health care professionals trained in the hospital. The Louisiana legislature and government officials who represent the citizens of Louisiana and hold LSU accountable to help meet the medical needs of the citizenry while always emphasizing effective and efficient stewardship of public resources.
    [Show full text]
  • WELCOME ADDRESS by Governor S.S
    WELCOME ADDRESS by Governor S.S. Nuuyoma Erongo Region Governor S.S. Nuuyoma It is with the sense of deep gratitude and appreciation that I rise to speak to you today, at this very important gathering. I am particularly pleased to have been availed this opportunity to welcome all the distinguished guest to the great Erongo Region and in particular to the beautiful historic beach Town of Swakopmund. Having said that, allow me on behalf of Erongo Regional Council, the people of the great Erongo Region and of course on my own behalf to officially pronounce a warm welcome to all of you honourable members, most particularly the Right Honourable Prime Minister, Comrade Hage Geingob and all the dignity members from all the corners of the Republic of Namibia. Your presence here is held in a very high esteem. 1 The same heartfelt welcome is extended to all the distinguished guests. Your presence here is a token of solidarity and unity that embraces all of us together, to discuss and share knowledge and experiences at this Congress. Without your presence this Congress will be meaningless. Equally important, let me also on behalf of the people of the great Region register my gratitude and appreciation to the Management team of the Association of Regional Councils under the leadership of Honourable Governor and the President of the Association, Comrade John Pandeni for finding it fit to host the third Congress in our Region. I believe that the weather of the Atlantic Ocean which is uncharacteristic to many of you will give you a special treatment.
    [Show full text]
  • 27 Photos MLS # 72456033
    MLS # 72456033 - New Commercial/Industrial - Commercial 62 Parker Street List Price: $295,000 Gardner, MA 01440-3809 Worcester County Directions: Main Street to Parker Street 27 Photos Remarks Located in the center of Gardner’s downtown, this landmark building is a prime spot for renovation and reuse. Ideal for retail, office, or restaurant on the street level, and office or, with special permit, apartments on the second level. 8,600 square feet on street level, 8,600 square feet on second level, plus an additional 4,400 square feet on lower level accessed from side street. Property includes parking lot in rear of building and is across the street from a municipal parking lot. Building is structurally sound and in a high exposure location at signaled intersection. Must be seen to appreciate the potential! Property Information # Units Square Ft: Assessed Value(s) Residential: 0 0 Land: $82,100 Space Available For: For Sale Office: 10 12000 Bldg: $239,000 Lease Type: -- Retail: 2 5200 Total: $321,100 Lease Price Includes: -- Warehouse: 0 0 Lease: No Exchange: No Manufacturing: 0 0 # Buildings: 1 Sublet: No # Stories: 3 21E on File: No Total: 12 17200 # Units: Disclosures: Drive in Doors: Expandable: -- Gross Annual Inc: Loading Docks: Dividable: -- Gross Annual Exp: Ceiling Height: Elevator: -- Net Operating Inc: # Restrooms: Sprinklers: -- Special Financing: -- Hndcp Accessibl: -- Railroad Siding: -- Assc: -- Assoc Fee: $ Lot Size: 15742 Frontage: Traffic Count: Acres: 0.36 Depth: Lien & Encumb: -- Survey: -- Subdivide: -- Undrgrnd Tank:
    [Show full text]