The Town of Georgetown Massachusetts

 

Georgetown is a town in Essex County, Massachusetts. Originally settled in 1639 as a part of the town of Rowley by the Reverend Ezekiel Rogers, the town at the time stretched from the Atlantic coast to the Merrimack River, south of Newbury and north of Ipswich. Several farmers, finding suitable meadowlands in the western half of the settlement, began settling along the Penn Brook by the middle of the 17th century, creating Rowley’s West Parish.

The village, which became known as New Rowley, grew for many years, with small mills and eventually a shoe company opening up in the town. By 1838, the town was sufficiently large enough for its own incorporation, and was renamed Georgetown. Small industry continued, and today the town is mostly residential in nature, a distant suburb of Boston’s North Shore.

According to the U.S. Census Bureau, the town has a total area of 13.2 square miles, of which 12.9 square miles is land and 0.31 square miles is water. Georgetown is located on the edge of the hills and coastal plain of northeastern Massachusetts. It has many streams and brooks, as well as two major ponds, Rock Pond and Pentucket Pond. The town has several areas of protected land, including the Georgetown-Rowley State Forest to the south, the Crane Pond Wildlife Management Area to the north, the Lufkins Brook Area to the west and a small portion of the Boxford State Forest in the southwest.

 

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J. Butler Property Management, LLC. : Georgetown, Massachusetts

One of a competent property manager’s many responsibilities is the selection of vendors. Pricing is just one of many considerations but one that owners tend to focus on, for obvious reasons. Surveys indicate that the majority of property managers do ask vendors for discounts. This trend is on the rise, in keeping with the general tightening of the belt that recent economic conditions have brought about. Usually, the request for discounts occurs in the context of a request for bids from a variety of vendors. The process is transparent, in the sense that the vendors realize that they are in a competition for the business. At the same time, vendors obviously need to make a certain margin of profit in order to stay in business and of course this dictates the limits of discounting. Vendors are inclined to avoid “price-based relationships,” which they consider to be no relationship at all, as this type of customer would likely jump on the next ship offering a lower price and sail away. A good property manager understands that requests for discounts should be done with good business practices and a “big picture” view in mind. If a job is done poorly and needs to be redone, it was never really a bargain, even at the very low price at which it may have been offered. Even worse is when a job is awarded to a low bidder and not only needs to be redone but causes some sort of damage to the property, resulting in a net loss rather than a savings. A good property manager knows how to get the best deal with no sacrifice to quality.