Middletown's Comprehensive Plan Needs Updating

Reviewing the Middletown Comprehensive Plan for the Middletown Leads Newsletter (published on the Middletown Library website)  raised issues regarding the effects of changing conditions and the passage of time.

The Comprehensive Community Plan was most recently updated in 2014; it was adopted by the Middletown Town Council On March 2, 2015.  Many changes have taken place since 2014 which make some of the existing guidelines out-of-date.

For example, the Aquidneck Island Transportation Study, which was used to form many of the conclusions in the Transportation section, was actually completed in 2011, which makes it 8 years out-of-date, a long period of time considering the road construction that has taken place in Middletown (and on the island) over recent years.

In addition, the state no longer requires that Comprehensive Plans be formally reviewed every 10 years, so extensive change is unlikely even though time doesn’t stand still.

Neither does there seem to be a formal process in place for making appropriate adjustments, so the Town is continuously faced with conflicts over economic development and land usage that should have been addressed before they occurred, rather than when it was too late to do anything about them.

For example, there was the recent controversy over the applications for 2 new hotels in the Atlantic Beach District. Residents were concerned that the unique character of the area was being threatened and that more preference was being given to investors and tourists than to residents. 

Some went so far as to suggest a moratorium on building in the area until the zoning could be changed to restrict further hotel development. Unfortunately, it was too late. The applications had already been submitted; the Town was legally obligated to consider them within the existing zoning ordinances.

These examples point out the need for the Town to develop a process for continuous review of the Comprehensive Community Plan and the Town Ordinances that support it.

Perhaps the Aquidneck Island Planning Commission can be persuaded to undertake another Aquidneck Island Transportation Study.

Additionally, unless the Town Council develops a review process for the Comprehensive Community Plan and the Zoning Ordinances, the Planning Board and the Zoning Board will be faced with decisions that can only lead to more controversy. 

One issue that needs to be resolved immediately is the perception that the Comprehensive Community Plan is a rule book written in stone. In fact, it is really only a guide, approved by the Town Council.

Sr. Housing - Middletown Town Council Meeing - Mar 4, 2019

The need for affordable senior housing has been on the Middletown Town Council docket since April 2017. 

Early in 2018, the Town Council met with a local non-profit provider as well as Rhode Island Housing to discuss options.

Subsequently, the Town Council formed a Senior Housing Sub-Committee which, after multiple meetings, finally recommended in December 2018 that the Town Council hire a consultant to advise the Town about developing senior housing units.

At the March 4^th meeting, the Town Council reviewed the scope of the work, which included the following tasks:

1.      Identify the need (as if the need had not already been established)

2.      Identify funding options (which had already been discussed at length with such agencies as Rhode Island Housing)

3.      Conduct a market analysis (to “provide the Town with an understanding of the potential for success for non-profit and/or for-profit development”)

4.      Identify potential locations (of which the Town is already well aware)

5.      Identify potential partners (with some of whom the Town had already had discussions)

6.      Make recommendations for implementation

Following consideration of the proposed scope of the work and the conclusion that the Town Council was already aware of the information to be provided, the Town Council voted not to authorize the proposed Feasibility Study related to Senior Housing.

There was consensus that $22,500 to compile information in 4 months that was already available was not a good use of funds, not to mention the anticipated 2 to 3 years for the project to actually get underway, 

Several points were made that led to a change in direction:

1.      If the Town desires to use residency as a criterion for establishing wait lists, then it would be ineligible for grants and tax credits and would have to rely on taxpayer dollars to subsidize the costs of construction and rent.

2.      The Town is not going to use taxpayer money to build and operate an affordable senior housing project on its own.

3.      A non-profit partner typically has connections within the community and generally keeps money in the project.

4.      A for-profit partner general takes money out of the project.

These points led to the reorganization of the previous TC Senior Housing Committee which would again review the options, but this time within a 2-month deadline for concrete recommendations. At that point, the Town Council would meet with potential partners and, hopefully, get the project underway. 

 

The important point to be made is that the Town Council agreed that a decision needed to be made sooner rather than later, and it initiated action to achieve that goal.

Middletown Housing Data Updated to 2017 (2/18/19)

On February 9^th and 16^th, Middletown Leads reported Housing issues as they were addressed in the 2014 Middletown Comprehensive Community Plan. 

Information in the plan reflected conditions current at that time.

The R.I. 2017 Housing Fact Book provides updated information that is more relevant and promotes reinforcement and urgency for the statement in the 

Comprehensive Plan that promises “annual review.” 

The following is the data for Middletown, updated to 2017:

The 2017 population was 16,057.

There were 6,419 households of which 53% were owner occupied and 47% were rentals.

The Median Single Family home price was $352,500 which generated a down payment of approximately $12,338, a mortgage of $346,115, and a monthly house payment of $2,395.

A comparison of the median home prices showed a 7% increase from 2011-2016 (5 yr.) and a 23% increase from 2006-2016 (10 yr.).

An income of $56,280 was needed to pay the average 2-bedroom rent of $1,407.

A comparison of the 2-bedroom rentals showed a 2% increase from 2011-2016 (5 yr.) and a 14% decrease from 2006-2016 (10 yr.).

Middletown had 7,365 dwellings in 2017 of which 36% were multifamily, 64% were single family, and 5.4% qualified as affordable housing.

Housing is considered affordable when a household spends 30% or less of its income on housing costs.

Nesletter #12 - 2/16/19 - Housing- Part 2

Middletown Leads

Area #6 - Housing - Part 2

Data from 2014 Middletown Comprehensive Community Plan

Income 

The disparity between wages and home prices makes it incredibly difficult for workers to afford to live in Middletown. Sales prices of homes are equivalent in Newport and Portsmouth, meaning most workers cannot comfortably afford to live on Aquidneck Island, and instead must live elsewhere and commute. Middletown’s median household income was $70,766 (2008-2012) approximately $25,000 less than the required income to comfortably afford the median home price in Middletown.

Rents

Rents have also risen rapidly in recent decades, making it difficult for workers in Middletown to find housing they can afford. Middletown saw a 45% increase in average rent from 2000 to 2010. In 2010, the average rent for a 2-bedroom apartment in Middletown was $1,265 (considerably higher in 2019.)

Housing Costs & Affordability

Despite the recent (2014) decline in housing prices and low interest rates, the cost of the median home is still out of reach for many. As of 2013, the median income required to afford a median priced home in Middletown was over $95,000. Housing is considered affordable if a family or person pays less than 30 percent of their income on housing-related costs.

Housing Needs

By 2035, the projected population for Middletown is 12,822 and by 2040, that population is expected to decline to 12,121. These projected population figures were used as the basis for assessing future needs.

A basic assessment of future housing needs is to divide the projected population for the 20-year time period by the current average household size. Using the current household size, 2.34, and the projected population for Middletown in 20 years of 12,822, the town’s housing needs will be approximately 5,479 housing units.

This is 1,395 less than the current year-round housing stock of 6,874. Therefore, for Middletown, the future housing needs will more likely be related to the suitability and affordability of these units rather than the actual amount of housing stock.

Housing Plans

In recognition of the importance and its responsibility in promoting affordable housing, Middletown developed an action plan that lays out actions that will be taken over the next ten years to meet the town’s affordable housing goals.

The plan is intended to be reviewed annually to ensure progress is being made. Changes to the plan will be made as necessary and as new guidelines on affordable housing are made available from Statewide Planning, the Housing Resources Commission and Rhode Island Housing.

Middletown Housing Facts (2013) 

      1.       Median sales price of homes: $321,500

      2.       Typical monthly housing payment* for a $321,500 house: $2,393

      3.       Household income required to afford a $306,500 house: $95,735

      4.       Average monthly rent for a two-bedroom apartment: $1,390

      5.        Household income required for that rent to be affordable: $55,600

      6.      Average private-sector wage for jobs in Middletown: $44,668

Note:  *2013 calculation using a 30-year mortgage at 3.66% interest rate with a 3.5% down payment, municipal property taxes, hazard insurance ($100/month), and monthly mortgage insurance (1.25%/month). Source: HousingWorks RI

Newsletter #11 - 2/9/19 - Housing Part I

Middletown Leads

Area #6 - Housing - Part 1

The guiding principles of the Housing area of the Comprehensive Plan are represented in the following Housing Vision Statement:

Residential development in Middletown will be planned and designed in a way that complements our heritage, preserves our natural resources, and enhances the quality of life of our residents. The town will have a balance of housing opportunities for all income levels that allows multiple generations to call Middletown home.

Housing - Goals, Policies, & Action Items

Recognizing the importance and its responsibility in promoting affordable housing, Middletown developed in 2013 a Ten-Year Affordable Housing Action Plan, which set forth its strategy to increase the town’s supply of affordable housing. The stated intent was to review the plan annually to ensure progress is being made.  Goals were as follows:

1.      Protect the existing supply of affordable housing

2.      Promote a balance of housing choices for all income levels and  

         age groups

3.      Increase the town’s supply of workforce housing

4.      Reduce housing costs while promoting more sustainable  

         development

5.     Appropriately site affordable housing

6.     Meet the state’s 10% requirement for low-and-moderate income 

Conditions Related to Housing

The Comprehensive Community Plan looks at multiple existing conditions that impact availability as well as new development.

Currently existing housing units include single-family, multi-family, apartment complexes of various sizes, and mobile homes.

Lot size determines density. The west side of town has high-density zoning while the east side is zoned low-density.

Occupancy rates are determined by year-round primary use. The percentage of rentals belonging to seasonal residents has increased substantially.

The majority of homes in Middletown are post-World War II construction.

The cost of the median priced home is out of reach for many. 

Housing is considered affordable if a family or person pays less than 30 percent of their income on housing-related costs.

The disparity between wages and home prices as well as rents makes it difficult for workers to afford to live in Middletown.

Newsletter #10 - 2/2/19 - Comp Plan - Transportation

Middletown Leads

AREA # 5 – Transportation

The guiding principles of this area of the Comprehensive Plan include:

      1. Transportation has a profound influence on residents’ quality of life.
      2. There exists a fundamental relationship between transportation and land 

          use.
      3. Regional and island transportation patterns affect the local transportation 

          system and local decisions will have regional impacts.

Transportation - Goals, Policies, & Action Items

      1. Promote safety as a top priority with all transportation strategies, 

          infrastructure projects, and programs
      2. Provide a street network that allows for safe and efficient movement of 

          vehicular traffic throughout the town
      3. Provide for and promote the use of alternative modes of transportation
      4. Promote the use and expansion of public transit to reduce traffic 

          congestion and to improve air and water quality for the citizens of 

          Middletown and Aquidneck Ave.
      5. Maintain, preserve and extend the life and vitality of prior investments in 

          the transportation system
      6. Make transportation decisions and policies that promote energy 

          conservation, foster healthy communities, and protect environmental 

          quality

Challenges Related to Transportation

Major challenges include split responsibility (Town/RIDOT) for roadways, two-lane arterial roadways, a lack of consistent pedestrian access, no provisions for bicycle transportation, and seasonal travel that can double traffic volume.

Aquidneck Island Transportation Study - Middletown

A two-year Aquidneck Island Transportation Study (completed in 2011) culminated in the development of a Comprehensive Multi-Modal Transportation Master Plan for Aquidneck Island. Following are the recommendations that applied to Middletown at that time:

      1. Optimize traffic signals
      2. Reconstruct the Two Mile Corner intersection
      3. Make localized intersection safety/capacity improvements realigning  

         Aquidneck Ave./Purgatory Rd intersection to eliminate the slip lane
      4. Widen West Main Rd to provide left turn lanes at Oliphant Lane and 

          Forest Avenue 

      5. Extend existing left turn lanes at Gate 17 Access Road and Valley Road
      6. Construct new Burma Road connections to the north and south

Transit improvements focused on making transit options more attractive, available, and efficient:

     1. Encourage Transit Oriented Development
     2. Provide additional bus service
     3. Establish Newport Jitney Service (access to Middletown Beaches/Atlantic 

         Beach District)
    4. Implement Rapid Bus Service
    5. Maintain Active Newport Secondary Rail Corridor
    6. Enhance Transit Users’ Experience
    7. Encourage employers to institute Transit Programs for Employees
    8. Create Park and Ride Opportunities
    9. Enhance Ferry Service

Newsletter #9 - 1/26/19 - Comp Plan - Economic Development

Middletown Leads

    Area # 4 - Economic Development

The guiding principles of this area of the Comprehensive Plan include:

     1.      Long term economic development opportunities and job creation                 2.      Education and training of the workforce

     3.      A positive business environment

     4.      The long term viability of agricultural businesses.

Economic Development - Goals, Policies, & Action Items

      1.      Promote a diverse and expanded local economy without                         

               compromising   the characteristics and qualities which make  

              Middletown a desirable community

     2.      Foster collaboration between business and local educational institutions 

              to develop a trained workforce

     3.      Retain and expand existing industry clusters and cultivate new clusters  

     4.      Strengthen the economic vitality of agriculture

Economic Development Sectors

Each of the following sectors is an important job creator with an impact on Middletown’s tax base:

     1.      The Federal Government & Defense Industry

     2.      The Naval Undersea Warfare Center (including BRAC - the Defense 

              Base Closure and Realignment

     3.      SENEDIA – Southeastern New England Industry Alliance and the 

              Defense Industry Partnership

     4.      The Marine Trades

     5.      Tourism

     6.      Agriculture

     7.      Retail.

The following areas provide opportunities for increased economic development:

1.      Aquidneck Corporation Park

2.      Enterprise Center

3.      Atlantic Beach District

4.      West Main/Coddington Development Center

5.      Two Mile Corner Growth Center.

Extremely important to all of the above as well as new economic development is the Aquidneck Island Broadband Project. 

Challenges to Economic Development

The major challenges to economic development include an aging population, which may be resistant to change, and the lack of affordable housing, which would encourage business and industry to locate here.

Middletown’s Comprehensive Plan is based on a balance of the various aspects of the community.

Newsletter #8 Comp Plan - Recreation, Conservation, Open Space

Middletown Leads

    Area # 3 - Recreation, Conservation, & Open Space

The chief goals of this area of the Comprehensive Plan include the following:

1. To provide new recreational facilities to ensure that the Town meets the ongoing recreation needs of the community

2. To maintain and improve recreational facilities to meet needs identified during the planning process

3. To acquire additional open space as appropriate for conservation and passive recreation

4. To properly manage and maintain town-owned conservation and passive recreation land

5. To support expanded access to water based recreational opportunities through maintenance of existing facilities and, where appropriate, expansion of facilities

6. To expand and enhance the trail system in Middletown

7. To promote active and healthy lifestyles in Middletown

Some Specific Areas Related to Recreation, Conservation & Open Space

Areas accessible for active recreation include public fields, primarily at school sites, that are generally dedicated to specific sports, e.g., the football field complex, Little League fields, even an adult softball field on West Main Road.

Specific passive recreation sites include the Sakonnet Greenway Trail, the Sachuest Point Natural Wildlife Refuge, Sachuest and Third Beaches, a site for moorings at Third Beach, the Norman Bird Sanctuary, and various rights of way along the properties on Easton’s Point.

Conservation and Open Space Preservation of areas not accessible to the public are protected under the auspices of the Aquidneck Land Trust.

Properties proposed for additional acquisition are ranked according to the following criteria:

1) Groundwater and watershed protection potential, 2) ecologically significant habitat, 3) proximity to other protected land, 4) farmland preservation, 5) historic/cultural/scenic qualities, 6) size of parcel, 7) potential to offset the impact of residential development, 8) leverage of Town funds in project acquisition, 9) potential for recreational use.

Issues That Might Present Challenges

Maintenance is currently being split between the School Department for its facilities and the Department of Public Works for all the town-owned property other than the schools. Some of the leagues also participate in maintenance of the fields.

But the costs of new facilities can be affected by different variables such as site considerations (e.g., environmental constraints, soils); the presence of hazardous materials; drainage and stormwater management; materials, etc.

It is not irrelevant to consider costs in a town where the state projects that the population is expected to decline from its current (approx.) 15,000 to 12,000 by 2040 and the average age of the residents is rising. As with all aspects of life, balance is vital; ignoring it is consequential. 

Newsletter #7 - 1/12/19 Comprehensive Plan

Middletown Leads

WHAT IS MIDDLETOWN LEADS? 

Middletown Leads is a weekly newsletter intended to connect the Middletown community by providing information about the civic undertakings of the Town.  

COMPREHENSIVE COMMUNITY PLANS – THE CHALLENGES OF CHANGE & TIME 

The State of RI requires that each community review and revise its Comprehensive Community Plan every 10 years.  It recognizes that change is inevitable with the passage of time. Thus it requires a progress review every 5 years and allows as many as 4 amendments per year. 

MIDDLETOWN’S COMPREHENSIVE COMMUNITY PLAN 

The current Community Comprehensive Plan was approved by The Middletown Planning Board on September 10, 2014; it was adopted by the Middletown Town Council On March 2, 2015.   

MIDDLETOWN’S PLAN – THE OVERALL VISION 

Middletown will preserve its quality of life for all generations as a safe and friendly community with a distinctive heritage, extraordinary cultural and natural resources, a strong local economy and fiscally sound government. 

In this and future newsletters, we will explore the various areas addressed by the Comprehensive Plan to see how it addresses the values it has defined as equally important to the community’s character:  

1. Cultural & Historic Resources     2. Natural & Ecological Resources     3. Recreation, Conservation, & Open Space      4. Economic Development                5. Transportation             

6. Housing       7. Facilities & Services              8. Land Use 

AREA # 2 – NATURAL & ECOLOGICAL RESOURCES 

The chief goals of this area of the Comprehensive Plan include the following: 

1. To ensure that new development takes place in an ecologically sound manner 

2. To protect and preserve the town’s natural drinking water supply 

3. To protect and restore valuable coastal resources 

4. To promote the preservation and restoration of Middletown’s ecological systems 

5. To protect the natural and rural character of Middletown 

6. To preserve existing forested areas and increase the town’s tree resources 

7. To reduce the town’s vulnerability to climate change impacts 

8. To protect and maintain the air quality of Middletown and Aquidneck Island 

9. To promote energy conservation and the development of renewable energy resources 

SOME SPECIFIC AREAS OF NATURAL & ECOLOGICAL INTEREST 

There are many conditions that warrant consideration in this area of the plan. Geology and Landforms include rock formations but also rich agricultural soil. Watersheds such as Bailey Brook, Paradise Brook, Maidford River, and Nelson Pond feed into 3 large ponds, which provide the local water supply.  

Saltmarshes, such as at Sachuest and Gardiner Pond, serve to reduce pollution of both water and air, but they are fragile and need protection. 

Topical areas such as forests, open fields, greenways, and the beaches as well as the resident wildlife also need protection. Marshes, bogs, and swamps provide protective buffer zones around reservoirs. 

ISSUES THAT MIGHT PRESENT CHALLENGES 

1. Sea level rise has increased the potential for flooding and drinking water contamination.   

2. Natural plant species are threatened by invasive species with bacteria that endangers the water supply. 

3. Management of stormwater is vital to the reduction of pollution and the protection of public health. 

4. While a majority of Middletown has sewer service, some areas of town still have septic systems that contain pollutants such as nutrients, suspended solids, oil, grease, and pathogens.  

5. Renewable energy, alternate forms of transportation that reduce carbon monoxide, and the mitigation of night light pollution are also of interest.   

6. The division of the Comprehensive Plan into 8 equal sections suggests a delicate balance between the protection of the environment and the needs of man. 

NEXT WEEK -  

The January 19, 2019 newsletter will discuss Recreation, Conservation, & Open Space as they are addressed in Middletown’s Comprehensive Community Plan  

Editorial - Educational Improvement? Ask the Teachers.

In 1993, MA passed its Ed Reform Act and has been a leader in educational reform because it developed clear and consistent curriculum mandates that ensured a high quality education for students across the state.  

How was it done? By asking the teachers to identify not only the essential student learnings but also the outcomes, the performance tasks, the benchmarks, and the evaluation methods that gave them the tools to perform their miracles in the classroom.

The word miracles is not used lightly. A good teacher is a treasure, a model to be emulated, but only if the administration provides the encouragement, support, and appreciation that make the difference between a job and a mission.

What is a good teacher?  There are many – at every level - but all fit the following description:

One who has a deep knowledge of the subject(s)

One who cares deeply about all the students – even the challenging ones.

One who has high expectations and inspires students to reach them.

One who engages students – even the little ones – in goal-oriented discussion.

One who asks questions – at every grade level – that promote critical thinking and analysis.

One who uses technology as a learning support, not as a replacement for teaching.

One who is always looking ahead in order to prepare students for the next grade or level.

One who revises and improves instructional units based on the current level of success.

One who continues to learn in order to become a better teacher.

One who is guided by a passion for the work. 

These are the miracle workers who experience successes and failures every day, maintaining a positive outlook, leaving everything else behind when they close the classroom door.

What makes a good administrator?

Multiple years of experience in the classroom - at as many grades/levels as possible - and memories of the experience that facilitate shared understanding.

A focus on supporting the teachers in their efforts to provide a quality education and experience for the students.

A willingness to address uncomfortable issues when the need arises, be it with a teacher or with a parent.

Clarity about the responsibilities of leadership and an absence of ego. 

Note that none of the above is about money – although obviously work of any kind warrants remuneration. It only says that the best educators place the most value on what they can provide for the students. Ask the teachers. They know how it’s done.