HomeMy WebLinkAboutFinal Draft Fiscal Report Barnstable NED Apartments Sept 5 2024
Fiscal Impact Analysis
Wilkens Lane Residential Phase II
September 5,2024
Prepared For
New England Development
1
FOUGERE PLANNING & DEVELOPMENT, Inc.
Mark J. Fougere, AICP
phone: 603-315-1288 email: Fougereplanning@comcast.net
Wilkens Lane Residential Phase Il
Barnstable, MA
FISCAL IMPACT ANALYSIS
Table of Contents
Section I. Executive Summary……………………………..2
Section II. Introduction……………………………………….3
Section III. Local Trends……………………………………...4
Section IV. Methodology………………………………………6
Section V. Local Revenue From Development…………….8
Section VI. Municipal & School Service Costs…………….10
Section VIII. Fiscal Summary………………………………….19
Section IX. Appendix………….……………………………….21
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I. Executive Summary
New England Development is partnering with Hanover Company to redevelop an
existing 15.1-acre parcel located on Wilkens Lane in Hyannis, MA. The proposal
includes a 320-unit multi-family community, with 13% of the units set aside as
affordable (“the Project”). The following bullet points summarize the positive fiscal
impact resulting from the proposed development:
➢ The Project is estimated to generate approximately $851,259 in new taxes
resulting in an annual positive fiscal impact of $520,203 to the Town of
Barnstable and Fire District.
➢ It is estimated that the Town of Barnstable with benefit from $700,139 in
gross tax revenue with an annual net positive fiscal impact of $436,739. The
Fire District will benefit from $151,120 in gross tax revenue with an annual
net positive fiscal impact of $83,464.
➢ One-time building permit fees will generate approximately $630,000 in
revenue.
➢ Forty-two (42) affordable housing units will be created through private
investment and without public funding, addressing a critical need in the
community and addressing local housing goals.
➢ Community and economic benefits associated with new housing in a market
with significant housing demands.
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II. Introduction
New England Development is partnering with the Hanover Company to redevelop
an existing 15.1-acre parcel located on Wilkens Lane. The Project includes a 320-
unit multi-family community, with 13% of the units set aside as affordable comprised
of five (5) four-story buildings, an amenity clubhouse, surface parking and detached
garages. Ten percent (10%) of the units will be set aside as affordable to those
earning no more than 65% of the Area Median Income and three percent (3%) set
aside to those earning more than 65% of the Area Median Income. Table 1 outlines
the specific breakdown of one, two and three bedroom units, with 60% being one
bedroom units.
Table 1
Apartment Unit Profile
One Bed Mkt. 166
One Bed Afford. 25
Two Bed. Mkt. 98
Two Bed Afford. 15
Three Bed Mkt. 14
Three Bed Afford. 2
320
The recently completed 2022 Barnstable Housing Production Plan highlights the
critical need for affordable housing in the community. Key Findings of the Housing
Needs Assessment include:
➢ The need for a greater diversity of housing types.
➢ The need for year-round housing.
➢ The need for workforce housing.
➢ The need for deed restricted permanent affordable housing.
This Project will address these noted critical needs by setting aside 42 permanent
affordable residences, as well as providing an alternative to detached single family
homes.
In addition, the Town Council’s Strategic Plan Housing Goal is to: “Identify needs,
and develop, promote, and monitor town-wide initiatives for income-equitable,
4
affordable, workforce, senior, and rental housing to meet the needs of residents
and increase the overall quality and quantity of housing in Barnstable”. The
Project targets these critical housing Goals1 as well. Also, the Town Council’s
Strategic Plan Economic Development Goal notes “Town Council and Town
Manager to support and grow a vibrant economy with a diversity of businesses,
both for-profit, and a strong labor force, taking into consideration promotion of
sustainability.” Without housing diversity, including affordable housing, economic
growth in the community cannot occur, hindering vibrancy the Council seeks.
It should be noted that the Project will be operated privately and as such all
proposed access ways will be maintained by the owner, as will trash disposal.
Public water and sewer will service the site.
Hanover Hyannis Phase 1
Adjacent to the Project, Hanover recently began leasing a 272-unit building
(“Hanover Hyannis Phase 1”) which is currently 48% occupied2 (130 units of 272)
with 142 total leases signed. At this this time occupant demographics note a wide
range of population, with an average age of 41. These residents are employed in a
diverse range of local occupations including: the Coast Guard, Cape Cod Hospital,
Cape Air, JetBlue, local outpatient practices, law firms, local contractors, car
dealerships, restaurant managers, property management companies, and Cape
and Islands school departments. Most of the current residents (over 60%) have
moved from Cape Cod communities, including the immediate area.
III. Local Trends
Census figures report that from 2000 to 2010 Barnstable’s population decreased
from 47,821 to 45,193, showing negative population growth over the 10-year time
period. The most recent estimates from the US Census Bureau reflect an increase
in population, noting 48,919 residents in 2020, an 8.2% increase since 2010, and
an approximately 2% increase over the 2000 population.
1 Highlighted words emphasize Goals that are met with this rental community.
2 As of August 30, 2024.
5
A majority of Barnstable’s housing stock consists of single family homes, with
recent US Census data3 reporting 21,713 single family homes out of a total housing
stock of 27,040 units as detailed in Figure 1. The Census data also reports
19,5764 occupied housing units in Barnstable, 75.6% of which are owner occupied,
and 24.4% renter occupied. The average renter household size is 2.6 persons per
unit (which is higher than the average, 1.85 persons per unit, found in the current
lease up of Hanover Hyannis Phase 1).
Figure 1
Housing Types
Budget History
Barnstable’s total General Fund operating budget for FY2025 is $179,201,213.
Public Safety and Education account for 58.3% of the total budget; Figure 2. The
FY24 Budget for the Barnstable Fire District totals $3,049,707. Public Safety,
Education and Fire account for the largest number of personnel and have the most
direct impact on municipal expenditures. Given the large budgetary impact these
departments have on the community and the fact that they will experience the most
direct measurable impact from the proposed development, they are the primary
focus of this Analysis.
3 American County Survey 2018 – 2022.
6
Figure 2
Department Budget Allocation
IV. Methodology Approach
Fiscal Impact Analyses can have many connotations, this analysis will follow the
classic definition of fiscal impact as follows “A projection of the direct, current public
costs and revenues associated with residential or nonresidential growth to the local
jurisdiction in which the growth is taking place4.”
There are a number of methodologies that are used to estimate fiscal impacts of
proposed development projects. The Per Capita Multiplier Method is the most often
used analysis to determine municipal cost allocation. This method is the classic
“average” costing method for projecting the impact of population growth on local
spending patterns and is used to establish the costs of existing services for a new
development. The basic premise of this method is that current revenue/cost ratios
per person and per unit are a potential indicator of future revenue/cost impacts
occasioned by growth. New capital expenditures required for provision of services
to a development are not added to current costs; instead, the present debt service
for previous improvements is included to represent ongoing capital projects. The
advantage of this approach is its simplicity of implementation and its wide
acceptance by both consultants and local officials. The downside of this approach
is that the methodology calculates the “average” cost as being the expected cost,
which is often not the case, and costs are exaggerated - significantly in some
4 Burchell.
7
instances. (For example, if one student is added to a school system, limited cost
impacts will occur; however, based on an “average” cost to educate one student the
cost could be noted as $18,000/year, which includes such costs as existing debt,
building maintenance, administrative and other factors, all of which will be minimally
impacted by the addition of one student. The “true cost” could be significantly less,
especially in those communities with declining enrollment.)
The Marginal Cost Approach is a more realistic methodology that can be used to
estimate and measure developmental impacts based on actual costs that occur in
the community. At this time, a “level of service” exists in Barnstable to serve the
community. This existing service level, for the most part, addresses the needs of
the community through existing tax collections. As new development occurs,
pressures are placed on some departments to address increased demands, while
other departments experience negligible, if any impacts. In reviewing the potentially
impacted town departments specifically, a truer picture of anticipated cost impacts
can be determined. The Report will use this methodology unless discussions with
Department heads lead to no definitive cost conclusion, in which case the Average
Costing Method will be applied.
Given the nature of the Project, as will be shown by the analysis below, measurable
impacts will be limited to a few Town departments. Any required off-site traffic and
roadway improvements are expected to be addressed during the approval
processes with the Town. Solid waste generated by the Project will be the
responsibility of the Project owner. Sewer and water expenses associated with the
Project will be offset through user fees, and the costs of any required municipal
utility upgrades will be addressed during the approval process.
All on-site property improvements and maintenance expenses will be paid for by the
Project owner. This report does not intend to imply that no costs will occur as a
result of the Project. Impacts of the Project are expected to result in the School
Department along with the Police and Fire Departments. Other Town agencies are
projected to experience little or no measurable impacts.
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V. Local Revenues from Development
A) Property Taxes
Local property taxes provide the bulk of municipal revenues for Barnstable, totaling
69.9% of all revenues to the General Fund5. Barnstable’s present tax rate is $6.65
per $1,000 valuation for residential uses and $5.92 for commercial/industrial uses.
In addition, the proposed project will be located within the Barnstable Fire District
which has a residential tax rate of $2.11, applied to all uses.
Reviewing local market conditions and construction costs, for this analysis we are
estimating a project assessed value of $72,000,000 generating $478,800 in annual
property tax revenue to the Town of Barnstable while the Barnstable Fire District
revenue is estimated at $151,920, totaling $630,720 as detailed in Table 2.
Table 2
Estimated Yearly Apartment Property Taxes – Barnstable & Fire District
Based upon the Project’s estimated value, the Project will become the 4th largest
taxpayer in the community as shown in Table 3
Table 3
Top Taxpayers in Barnstable
Project Owner Total Assessment
Eversource $195,568,020
Mayflower Cape Cod $157,394,200
National Grid $80,015,170
The Project $72,000,000
5 Fiscal Year 2025 Budget Summary.
# Units Value/Unit Total Value
Wilken Lane Apartments 320 $225,000 $72,000,000
Town Tax Rate $6.65 Est. Revenue $478,800
Barnstable Fire District $2.11 Est. Revenue $151,920
Total Property Taxes $630,720
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B) Motor Vehicle Excise Tax
Another major revenue source for the community is motor vehicle excise taxes. In
fiscal year 2025 the Town of Barnstable received a total of $8,557,0006 from this
revenue source. Based on an average vehicle value, Table 4 outlines a projected
$206,975 in vehicle excise tax revenue from the Project.
Table 4
Motor Vehicle Excise Tax
# Cars7
Avg.
Value Total Value
487 $17,000 $8,279,000
$25 x $7,305 $206,975
C) Community Preservation Surcharge
The Town of Barnstable has adopted the Community Preservation Act allowing the
community to impose a 3% surcharge on the Town’s property taxes. Based upon
the projected Town taxes outlined in Table 2, an estimated CPA surcharge of
$14,364 was calculated as summarized in Table 5.
Table 5
Community Preservation Surcharge
Property Taxes CPA Surcharge
$478,800 $14,364
D) Estimated Yearly Project Revenues
In summary, the Project is estimated to generate $700,139 in yearly revenues to
the Town of Barnstable from property taxes, excise taxes and CPA Surcharge as
summarized in Table 6.
Table 6
Estimated Yearly Revenue - Barnstable
Residential Property Taxes $478,800
Vehicle Excise $206,975
CPA Surcharge $14,364
Total $700,139
6 FY2025 Operating Budget Summary.
7 1.2 vehicles per one-bed unit; 2 vehicles per two and three-bed units.
10
The Barnstable Fire District tax rate is $2.11 per $1,000 and as such, the District
will realize $151,120 in gross new yearly revenue from the Project.
Additional one-time payment revenues will also be realized as part of the Project,
these will be detailed further below.
VI. Municipal & School Service Costs
Given the nature of the Project, as will be seen in the analysis below, measurable
impacts will be limited to three key Town departments, the school, police and fire
departments. All onsite maintenance will be the responsibility of the property owner,
including maintenance of access drives and trash removal. It should also be noted
that Wilkens Lane, a private road, will also be privately maintained.
Police & Fire
The Police and Fire Departments will experience increased demand for services
from the Project. For fiscal year 2025 the Police Department’s budget is
$18,709,328, and the Department responds to approximately 68,000 calls for
service annually. The Fire District’s budget8 is $3,049,707, and they responded to
approximately 1,781 calls in 2023, 64.2% being EMS.
To assess the degree of impact the Project would have on these departments, we
initially reviewed comparable multi-family emergency call data from over 3,000 “off-
cape” multi-family complexes, as “on-Cape” comparable projects do not exist9. In
discussing this data source with both the Fire and Police Chiefs, the preference is
to rely on local data to estimate emergency calls. Given this request, emergency
call data was obtained from five local multi-family complexes (summarized in Table
7) with total yearly calls averaged to determine the annual number of calls per unit.
These ratios were then totaled to derive an average call volume per unit, which was
then used to generate projected emergency calls for each Department. It should be
noted that 50% of Village Green’s units are designated affordable and Everleigh
8 FY24 Budget.
9 Reviewing larger 100 + unit comparable apartment complexes in Barnstable indicate that they are either age
restricted or 50% of the units are affordable.
11
Cape Cod is a 100% age-restricted facility; these conditions influence service
demand differently as compared to the Project’s market rate residential use.
Extrapolating the comparable call data from the 456 local multi-family units, annual
Police calls are projected to increase by 0.765 calls per unit or 245 calls per year
(4.7 calls per week), and annual fire/EMS calls are projected to increase by 1.059
calls per unit or 339 calls per year (6.5 calls per week) as detailed in Table 7.
It is our professional opinion, the emergency calls ratios from the Carriage House-
Harbor House and Residence at 850 are more reflective of potential increases in
calls for service from the Project. If this combined data set is used, an estimated
152 police calls per year, and 101 fire/EMS calls per year may be generated by the
Project.
To provide additional context, call data from “off Cape” apartment communities are
noted in the Appendix. If this data source is applied to the Project, 125 new police
calls per year are estimated and 60 fire/EMS calls per year are estimated. `
Table 7
Projected Emergency Service Calls
Project Town Units
Avg. Police
Calls Per Year
Avg. Call
Per Unit
Village Green - 50% affordable Barnstable 120 235 1.958
Everleigh Cape Cod - Senior Barnstable 225 61 0.271
Carriage House Barnstable 29 15 0.517
Harbor House Barnstable 29 10 0.345
Residence at 85010 Barnstable 53 28 0.528
Totals 456 349 0.765
The Project’s Estimated
Police Calls 320 245
Project Town Units
Avg. Fire/EMS
Calls Per Year
Avg. Call
Per Unit
Village Green - 50% affordable Barnstable 120 155 1.292
Everleigh Cape Cod - Senior Barnstable 225 293 1.302
Carriage House Barnstable 29 8 0.276
Harbor House Barnstable 29 5 0.172
Residence at 850 Barnstable 53 22 0.415
Totals 456 483 1.059
The Project’s Estimated
Fire/EMS Calls 320 339
10 New apartment complex, 6 months of call data was obtained and calculated into an estimated yearly figure.
12
Police Department
To gain an understanding of the impact of the Project on the Police Department, we
discussed the Project with Police Chief Jean Challies. The Chief recognizes that
the cost of housing is an issue in Barnstable and on the Cape and how that has
affected the recruitment of new officers, who cost approximately $130,000 annually
including benefits. The department has seen increased occupancy levels of
apartment units, which has led to increased calls for service to those locations. In
order to provide operational details of the Project, a senior member of the Hanover
Company (who will be managing the Project) met with the Chief to provide context
on how their buildings are professionally leased and managed with on-site staff to
help limit Public Safety calls. It is the goal of Hanover to create a positive working
relationship with the police department and address issues immediately should they
arise. To account for potential costs to the department from this new land use, we
will allocate a cost of $65,000 (1/2 police officer cost).
Fire Department
In discussions with Barnstable’s Fire District Chief, Chris Beal, the Chief does not
foresee issues in being able to respond to calls from the Project. Chief Beal
believes the Project will be a positive addition to the community given the local
housing crisis that exists on the Cape. Maintaining staffing levels, given the high
cost of housing, continues to be a challenge. Given growth in Barnstable in recent
years, a new fire station has been proposed and expected to be in place and open
within three years. At this time staffing levels are adequate, but additional staff will
be required as demand for service increases. Call volumes continue to grow each
year, with EMS calls growing at a faster rate. The annual cost of a fire fighter,
including benefits is approximately $100,000.
The Fire District generates revenues from Ambulance activity and in 2023 collected
$712,037 in fees or an average of $622 a call11. With an estimated 52 annual
ambulance calls generated by the Project12, $32,344 in EMS revenue is anticipated.
11 2023 1,144 EMS calls.
12 Based upon EMS call data from Carriage House, Harbor House and Residence at 850.
13
The Cost of a new fire fighter has been taken into account, and with the additional
EMS revenues as an offset, the Net Total cost of the new fire fighter is $67,656
annually.
Building
Building Department costs were not included in this analysis because they are not
permanent annual impacts and will be offset by building permit fees13. Building
permit fees are estimated to generate approximately $630,000 in revenue.
Public Works
All roads within the Project will be private and maintained by the Project owner.
Additionally, where Wilkens Lane is a private road, maintenance costs will not be
borne by the town. Solid waste will also be the responsibility of the Project. Not
included in this analysis are water and sewer connection fees that will be generated
by the Project.
Other Departments
It is not anticipated that measurable impacts will occur within other town
departments and therefore detailed cost impacts have not been estimated.
However, to account for nominal impacts, a cost of $120 per unit, or $38,400, has
been carried to offset any incidental municipal costs not specifically identified14.
13 Building permit $9.10/$1,000 est. const. cost.
14 Avg. $120 per unit, increased demand for services impacting operations of other town departments is
expected to be indistinguishable.
14
School Department
The Barnstable School District’s 2023/24 enrollment is 4,355 students and is
housed in 8 schools; five elementary, two middle, and one high school. The 2025
Barnstable Public School Department budget was $89,375,780.
Enrollment History
Barnstable Public school enrollment has declined over the last eight years,
decreasing 2.6% overall (131 fewer students) as detailed in Table 8 and Figure 3.
Although Pre-Kindergarten (“PK”) enrollment has increased since 2016, this trend
has not continued in the elementary grades except for small increases seen in the
Innovation School. Higher grade levels have all realized decreasing enrollments
overall.
Table 8
Enrollment Trends 2016-2023
Figure 3
Enrollment Trends
Grades 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 % Change
PK - Enoch Cobb 126 135 146 161 124 149 157 153 21.43%
K - 3 Elem.1,350 1,284 1,252 1,221 1,114 1,154 1,242 1,254 -7.11%
4 - 5 B. United 852 857 810 804 705 712 735 706 -17.14%
6 - 7 B. Intermediate 754 737 781 756 708 682 651 639 -15.25%
8 - 12 High School 1,866 1,857 1,802 1,807 1,769 1,762 1,763 1,756 -5.89%
K - 3 Barn. Comm. Innovation 0 0 0 292 292 292 290 309 5.82%
Total Enrollment 4,948 4,870 4,791 5,041 4,712 4,751 4,838 4,817 -2.65%
W. Barnstable Elem.260 260 258 245 221 241 264 253 -2.69%
15
Projected School Enrollment Estimates
To gain an understanding of the Project’s potential school related fiscal impact, the
anticipated number of school children that may be generated by the Project was
analyzed. The Project contemplates a mix of one, two and three bedroom units with
a majority (60%) being one bedroom units, as detailed in Table 9, which generate
few school-aged children (“SAC”). Thirteen (13%) percent of the units will be
designated as affordable.
Table 9
Bedroom Mix Breakdown
Bedroom Mix # Units
One Bed Mkt. 166
One Bed Afford. 25
Two Bed. Mkt. 98
Two Bed Afford. 15
Three Bed Mkt. 14
Three Bed Afford. 2
320
To estimate the number of potential SAC, a detailed database containing over
1,000 multi-family units15 where enrollment is documented based upon unit type
(garden style: bedroom type/market rate) has been analyzed. Applying these ratios
to the Project, 42 school-aged children are estimated to be generated by the
Project, per Table 10. There is the potential that some of these students will already
be enrolled in the school system, having relocated within Barnstable, or that some
children will attend private schools, thus yielding fewer new students. To be
conservative, this analysis has not taken that possibility into account.
15 Wilmington, Sharon, Hingham, Northborough, Randolph.
16
Table 10
Comparable School Enrollment Estimates
Bedroom Mix # Units
Per Unit
SAC Ratio SAC
One Bed Mkt. 166 0.009 1.49
One Bed Afford. 25 0.021 0.53
Two Bed. Mkt. 98 0.18 17.64
Two Bed Afford. 15 0.57 8.55
Three Bed Mkt. 14 0.812 11.37
Three Bed Afford. 2 1.19 2.38
320 42
Based upon typical grade profile data, breakdown of the 42 new students is
anticipated to include 25 elementary age, 9 middle school, and 8 high school. It is
also expected that the distribution of students will be uniform across all grade
levels.
Table 11
Estimated Enrollment Breakdown
60% PK - Grade 6 25
20% Middle School 9
19% High School 8
School Costs
Given the continued decline in enrollment realized over the last seven years, it is
unlikely that additional staff16 will be required as estimated new students will be
replacing seats vacated by former students and therefore no added school costs
are anticipated. However, in order to be conservative, additional expenses related
to special education will be carried. The percentage of students that require special
educational services generally averages from 16 to 20% of the total student
population. Average costs can range from $10,000 - $20,000 per student.
Conservatively, this analysis anticipates 20% of the estimated new student
population (8 students) will require assistance at a per pupil cost of $20,000. This
generates an estimated total school cost of $160,000.
The community annually receives Chapter 70 Aid and in FY2025 an estimated
$24,911,233 is anticipated, averaging $4,694 per pupil. This aid, which is tied to
16 Efforts to discuss the proposed project with the School Superintendent were unsuccessful.
17
enrollments and other factors will assist in offsetting school related impacts. Based
on the projected increased school enrollment, it is estimated that Chapter 70 Aid17
would increase by approximately $197,000.
In summary, the Project is estimated to generate 42 new school-aged children, but
given declining enrollment within the school district, the new students will not have
any measurable cost impacts. In an effort to be conservative in this fiscal analysis,
$160,000 of annual costs associated with increased special education services
have been included. However, further to the conservative approach of this analysis,
an estimated $197,000 of potential new Chapter 70 Aid has not been included.
17 Mass. Dept. of Rev. FY2025 Local Aid Estimate
18
VII. Fiscal Summary
As detailed in the preceding sections, annual gross revenues from the Project
consist of real estate taxes, excise taxes and CPA fund which total $700,139 in
annual gross revenues18 to the Town of Barnstable and $151,120 to the Barnstable
Fire District ($851,259 total).
New costs to the Town in connection with the Project total $263,400 and consist of
Police, Schools, and other municipal department expenses. As summarized in
Table 12 and Table 13, the Project provides a net positive gain in revenues of
$520,203 to the Town of Barnstable and Barnstable Fire District.
Table 12
Barnstable Estimated Annual Fiscal Impact
Gross Rev. Property Taxes, Excise Taxes & CPA $700,139
Estimated Municipal Costs
Police -$65,000
Other Departments -$38,400
School Costs -$160,000
Total Costs -$263,400
Net Annual Positive Fiscal Impact +$436,739
Table 13
Barnstable Fire District Estimated Annual Fiscal Impact
Gross Property Taxes $151,120
Fire Dept. Costs -$67,656
Net Annual Positive Fiscal Impact +$83,464
Fougere Planning is not suggesting that budgets should be increased to offset the
noted costs, but these conservative findings should be viewed as potential costs
and future budget increases will be addressed by Town officials through the
standard budgetary process. These “costs” will not be incurred by the Town unless
budgetary increases are approved.
18 Includes taxes from remaining vacant land.
19
VI. Conclusion
In summary, the Project will provide a positive fiscal impact by generating an
estimated total of $520,203 of net new revenues annually to the Town of Barnstable
and the Barnstable Fire Department.
20
Appendix
Off Cape Emergency Call Data
Police
Project Town Units
Avg. Police Calls
Per Year
Avg. Call
Per Unit
Arlington 360 Arlington 274 62 0.226
Brigram Square Arlington 119 24 0.202
The Lodge Foxborough 250 74 0.296
Union Place Franklin 297 73 0.246
Avalon - Shipyard Garden Hingham 91 14 0.154
Fairfield Green Mansfield 200 146 0.730
Pembroke Woods Pembroke 240 92 0.383
Blue Hills Randolph 274 148 0.540
Avalon Newton Highlands Newton 294 153 0.520
Avalon Chestnut Hill Newton 204 67 0.328
Arborpoint Woodland Newton 180 22 0.122
Cloverleaf Natick 183 82 0.448
Berry Farms North Andover 196 91 0.464
Everly Wakefield 186 117 0.629
Vista Apartments Wakefield 114 48 0.421
Totals 3,102 1,213 0.391
Estimated Police Calls 320 125
21
Fire Department Call Data
Project Town Units
Avg. Fire Calls
Per Year
Avg. Call
Per Unit
Arlington 360 Arlington 274 12 0.044
Brigram Square Arlington 119 6 0.050
The Lodge Foxborough 250 26 0.104
Union Place Franklin 297 19 0.064
Avalon - Shipyard Garden Hingham 91 8 0.088
Fairfield Green Mansfield 200 43 0.215
Pembroke Woods Pembroke 240 9 0.038
Blue Hills Randolph 274 10 0.036
Cloverleaf Natick 183 7 0.038
Avalon Newton Highlands Newton 294 26 0.088
Avalon Chestnut Hill Newton 204 11 0.054
Arborpoint Woodland Newton 180 12 0.067
Berry Farms North Andover 196 20 0.102
Vista Apartments Wakefield 114 4 0.035
Everly Wakefield 186 18 0.097
Totals 3,102 231 0.074
Estimated Fire Calls 320 24
Project Town Units
Avg. EMS Calls
Per Year
Avg. Call
Per Unit
Arlington 360 Arlington 274 14 0.051
Brigram Square Arlington 119 8 0.067
The Lodge Foxborough 250 24 0.096
Union Place Franklin 297 44 0.148
Avalon - Shipyard Garden Hingham 91 21 0.231
Fairfield Green Mansfield 200 25 0.125
Pembroke Woods Pembroke 240 70 0.292
Blue Hills Randolph 274 28 0.102
Cloverleaf Natick 183 24 0.131
Avalon Newton Highlands Newton 294 26 0.088
Avalon Chestnut Hill Newton 204 9 0.044
Arborpoint Woodland Newton 180 7 0.039
Berry Farms North Andover 196 24 0.122
Vista Apartments Wakefield 114 13 0.114
Everly Wakefield 186 15 0.081
Totals 3,102 352 0.113
Estimated EMS Calls 320 36