BRPC Seeks Input On Comprehensive Economic Development Strategy

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PITTSFIELD, Mass. — Berkshire Regional Planning Commission (BRPC) is seeking public comment on a draft Comprehensive Economic Development Strategy (CEDS) for Berkshire County, which will be in effect from 2023 through 2027.
 
The CEDS is a coordinated regional planning process that documents current economic conditions, identifies priority economic development projects, and sets goals and strategies for the upcoming 5-year period. Two previous CEDS have been published for Berkshire County, in 2011 and 2017. The 2023 edition will include an expanded Resiliency Planning chapter, as well as an overview of COVID-19 impacts on unemployment rates and labor force statistics.
 
The Berkshire County CEDS is developed by BRPC staff in partnership with a regional CEDS committee, made up of representatives from local government, priority industries, non-profits, and regional agencies involved with economic development. After the public comment period completes on November 12th, 2022, and the CEDS document is endorsed by the BRPC Commission, it will be submitted to the US Economic Development Administration for approval. Implementation occurs over the course of the next five years, with annual progress reports filed each year.
 
The draft document can be found on BRPC’s website at berkshireplanning.org/initiatives/berkshire-comprehensive-economic-development-strategy-ceds/ or at bit.ly/BerkshireCEDS, along with more information about the initiative and copies of former CEDS documents and annual reports.
 
The PDF document includes links to online forms for members of the public to suggest additions to the Action Plan and Resiliency Recommendations included in the draft. General comments can be emailed to BRPC Economic Development Program Manager, Laura Brennan, at lbrennan@berkshireplanning.org, with the subject line "CEDS draft."

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Letter: Board Balance Needed on Dalton Public Safety Advisory Committee

Letter to the Editor

To the Editor:

I share Dave Martindale's concerns about appointing individuals with actual or perceived conflicts of interest to the newly formed Public Safety Facility Advisory Committee leadership. Several committee members either represent departments that would occupy and directly benefit from the proposed facility or have personal connections to those individuals, raising concerns about the committee's ability to impartially balance a best-in-class facility against a cost-conscious solution.

While their perspectives are valuable, the committee would benefit from a more balanced membership that includes independent residents focused on affordability, long-term planning, and the town's broader financial obligations.

I support the town's decision to explore a combined public safety facility. However, the police station needs assessment should be revisited before the town advances a specific plan. The assessment projects a 32 percent increase in total call volume and a 68 percent increase in staffing by 2045. Those projections are unrealistic based on historical call volume, crime statistics trends and the town's financial outlook — particularly when future budget constraints may require staffing reductions.

The town has already invested considerable time and money pursuing a standalone police station after previously rejecting a combined facility. Now that a joint facility is again under consideration, residents deserve a transparent process based on realistic projections and a cost-conscious evaluation of the town's actual needs.

The town manager and Select Board should consider adding neutral community members to the committee and designating the police chief and interim fire chief as non-voting advisers. They should also revise the needs assessment using supportable staffing, call volume, and population assumptions. A public safety facility is a significant long-term investment, and the town should ensure that the final proposal balances public safety needs with fiscal responsibility.

Amy Lennin
Dalton, Mass.

 

 

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