Allston Village Strategic Development Plan by CivicMoxie

MORE THAN MEETS THE EYE

ALLSTON VILLAGE STRATEGIC DEVELOPMENT PLAN

More Than Meets the Eye: Allston Village Strategic Development Plan Prepared for:

Allston Village Main Streets

Prepared by:

MIT Department of Urban Studies and Planning

Date:

May 2013

Credits AUTHORS Jessie Agatstein Tara Aubuchon Sara Brown Gary Chan Giuliana DiMambro Rance Graham-Bailey My Lam Weixuan Li Katie Lorah Elizabeth Resor Christopher Rhie Jonah Rogoff Yuqi Wang FACULTY ADVISORS Karl Seidman, Senior Lecturer in Economic Development Susan Silberberg, Lecturer in Urban Design and Planning Bernard Harkless, Teaching Assistant

ÂŠ 2013 Massachusetts Institute of Technology Department of Urban Studies and Planning School of Architecture + Planning Massachusetts Institute of Technology Cambridge, MA dusp.mit.edu The views and ideas presented in this report are those of the authors and do not necessarily reflect the views or policies of, nor should they be attributed to, the Allston Village Main Streets organization. All images unless otherwise noted are copyright to the Massachusetts Institute of Technology. Every effort has been made to ensure that non-MIT images are either in the public domain or that copyright requirements have been followed.

MORE THAN MEETS THE EYE: ALLSTON VILLAGE STRATEGIC DEVELOPMENT PLAN

Acknowledgements This plan would not have been possible without the time, energy, and insight shared with us by community members, business owners, and public officals over the semester. We are very grateful to the business owners, public officials, and community members who participated in interviews and public meetings, and we appreciate the warm hospitality that was extended to us during our visits to Allston Village. A SPECIAL THANK YOU TO: Alana Olsen, Executive Director of Allston Village Main Streets Megan Aucoin Doug Bacon Paul Berkeley Anne Carey Rafael Carbono Michael Delsesto Valerie Frias Stephen Gilman Rosie Hanlon Andrea Howard Angela Holm Frank Hughes Mark Kadish Heather Kim Joshua Krefetz Steve Law Jennifer Lee Scott Matalon Gustavo Quiroga L.V. Randolph Jay Rourke Stuart Thompson Carl Valerie Joe Walsh Lis Hulin Wheeler Irwin Young

III

About This Report This report was written by thirteen graduate students in the Department of Urban Studies and Planning at the Massachusetts Institute of Technology, under the supervision of Susan Silberberg and Karl Seidman through the Revitalizing Urban Main Streets practicum. THE ALLSTON VILLAGE MAIN STREETS ORGANIZATION Established in 1996, Allston Village Main Streets (AVMS) is a local non-profit organization that works to make Allston Village a better place to live, work, shop, and run a business. It is part of the Boston Main Streets Program, the United States’ first urban, multi-district Main Street revitalization program, founded in 1983 based on the National Trust for Historic Preservation model. Allston Village Main Streets is comprised of a full-time Executive Director, a volunteer Board of Directors, and three volunteer committees (Design, Promotion, and Economic Restructuring). The organization follows the National Trust’s four-point approach for commercial revitalization, focusing on community organization, promotion, design and economic restructuring. In particular, AVMS has been involved in helping business owners obtain grants for façade improvements through the Restore Program and renovate their buildings, creating community murals, establishing a farmers’ market, and representing the business community, among other efforts. THE REVITALIZING URBAN MAIN STREETS PRACTICUM The Revitalizing Urban Main Streets Practicum is a biennial workshop conducted by MIT’s Department of Urban Studies and Planning. It focuses on economic development and urban design strategies that can be used to support vibrant urban commercial districts. The workshop matches urban planning graduate students with a client business district. Students begin by understanding existing conditions in the district, and then move into analyzing major economic and physical design opportunities and challenges. From this work, they generate a comprehensive commercial revitalization plan that addresses these.

MORE THAN MEETS THE EYE: ALLSTON VILLAGE STRATEGIC DEVELOPMENT PLAN

THIS REPORT WAS AUTHORED BY PLANNERS AT THE MIT DEPARTMENT OF URBAN STUDIES AND PLANNING, PICTURED HERE WITH THEIR INSTRUCTORS

Contents EXECUTIVE SUMMARY ............................................................1 Overview .............................................................. 2 Economic Conditions ............................................... 3 Urban Design Conditions ......................................... 4 Recommendations ................................................... 5 INTRODUCTION .....................................................................7 About the Project .................................................... 8 Goals ................................................................... 9 Approach ............................................................ 10 Report Organization .............................................. 12 EXISTING CONDITIONS ........................................................13 Economic Conditions ............................................. 14 Urban Design Conditions ...................................... 32 RECOMMENDATIONS ...........................................................49 Gateway Improvements ......................................... 51 Share-A-Lot .......................................................... 70 Hyperlocal Task Forces .......................................... 82 Business Recruitment .............................................. 88 CONCLUSION AND IMPLEMENTATION STRATEGIES................91 APPENDICES.........................................................................95

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Executive Summary Overview Economic Conditions Urban Design Conditions Recommendations

ALLSTON VILLAGE EXECUTIVE REVITALIZATION SUMMARY PLAN

Executive Summary Overview Allston Village is a thriving neighborhood commercial district, full of economically successful, ethnically diverse, and culturally vibrant businesses. The district boasts a strong mix of service and retail businesses that positions it well to be an all-day district, and to cater to a wide range of visitors. As a hub of restaurants, food, and nightlife, the district is a popular destination that attracts people from across greater Boston. Though Allston Village is a well-known destination, it is also derided for its “grungy” character. While many of the privately controlled assets are among the district’s greatest strengths, the public realm shows a lack of maintenance and public accountability. In particular, perceptions of the district as being dirty and unsafe fuel an image mismatch that ultimately masks the district’s strengths. However, Allston Village is more than meets the eye: the district has been referred to as “a diamond in the rough” and “a hidden gem.” Beneath these public realm issues is a district that is demographically diverse, physically and economically accessible, and that features a business mix that caters well to both daytime and nighttime activity. Allston Village is filled with latent assets and opportunities that can go far toward addressing this image mismatch. Through modest interventions that complement the district’s assets, business owners, property owners and managers, and other stakeholders can begin to realign Allston Village’s image with its greatest strengths. By addressing the qualities that fuel these (mis) perceptions, Allston Village Main Streets (AVMS) can go far in bringing the public realm up to par with the district’s thriving private realm, and uncovering and illuminating Allston Village’s hidden gems.

MORE THAN MEETS THE EYE: ALLSTON VILLAGE STRATEGIC DEVELOPMENT PLAN

FIGURE 1.1: BRIGHTON AVE RESTAURANT CLUSTER As evidenced by this restaurant cluster, Allston Village’s consumer base is young, diverse, and growing.

Economic Conditions Allston Village’s consumer base is young, diverse, and growing. Nearly 45% of the district’s consumers are between the ages of 20 and 30, and about 27% of the district’s residents are students. These groups are also ethnically diverse – about 30% of the district’s residents are foreign-born. Amongst all ethnic minorities, Allston Village’s Asian population is growing at a remarkable pace, and the Hispanic population continues to grow, though at a slightly slower rate over the past decade. About three quarters of households rent their homes, and 40% of households in the district does not have a car, an indication of the district’s accessibility. Allston Village contains a diverse business mix: 42% of businesses are service-related, 26% are retailers, and 27% are restaurants. There are very few vacancies. There are 50 local and national chains in the district; however, there is still a significant presence of independent stores – almost 80% of all businesses are independently owned and operated. Despite this strong business sector, there is still opportunity for district growth. Based on estimates of current business sales and consumer demand, the district has the best chance of capturing additional neighborhood spending with additional clothing stores, food markets, and home furnishing retailers. While the data show that there may be additional room for restaurants and convenience stores, businesses in nearby competing districts may already be capturing some of this demand. Additional pet stores, pharmacies, liquor stores, beauty and health care, and auto shops may not be needed in Allston Village. However, if these businesses are able to attract additional customers from outside the current primary trade area (which may be the case with auto shops), there may in fact be opportunity for these businesses to thrive.

FIGURE 1.2: EXAMPLE OF DIVERSE BUSINESS MIX Allston Village features a vibrant, diverse business mix that encompasses more than its image as a nightlife district.

EXECUTIVE SUMMARY

Executive Summary Urban Design Conditions The district has few ground-floor commercial vacancies, and a commercial occupancy rate of 96%. Such low vacancy is indicative of Allston Village’s economic vitality and contributes to vibrant street activity. However, there are several occupied buildings in prominent locations that are currently underutilized: these buildings – and especially their ground floor spaces – are not being used to their fullest potential. The largest concentration of these buildings is located at the corner of Cambridge Street and Harvard Avenue, where ground floor spaces in a number of buildings do not contribute to the district’s street life. This cluster of underutilized buildings also overlaps with a group of six historic buildings surrounding the same intersection. These assets represent an opportunity for businesses, property owners, and the district as a whole. Allston Village has limited public open space, yet there is significant private space dedicated to parking. In fact, the district has over 1,200 parking spaces, though only 35% of these spaces are available to the public. Despite the perceived lack of parking in Allston, many of the remaining private spaces and lots have different peak usage times throughout the day, and are thus underutilized in a full 24-hour period. While the district has an interesting mix of building types and conditions, there are many issues holding the district back, including narrow sidewalks, wide roads, problematic pedestrian crossings, insufficient lighting, and trash problems. These conditions can compromise customers’ pedestrian experiences. These streetscape problems appear to reflect maintenance failures in the district, which may reflect a lack of public accountability or a lack of effective cooperation for maintaining public space in the district.

FIGURE 1.3: DEFICIENCIES IN THE PUBLIC REALM Often stemming from lack of maintenance, deficiencies in the public realm detract from the district’s vibrant image. Allston’s physical environment does not accurately reflect the strength of Allston Village’s business community.

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Recommendations Based on our analysis of the district and stakeholder feedback, we have developed a set of recommendations for the Allston Village Main Streets organization and Allston Village community. These recommendations supplement the organization’s existing programs to address image problems related to Allston’s physical realm and maintenance, and capitalize on the district’s underutilized assets and strong business community. 1. REDESIGN AND IMPROVE MAJOR GATEWAYS: Targeted design interventions at entrances to the district will make the area more welcoming for pedestrians and cyclists, augment its brand, and establish a stronger sense of place. Specific interventions include increasing and improving the supply of open space, better integrating daytime and nighttime uses, and making the streetscape more consistently pedestrian-friendly. Interventions at strategic intersections will enhance the experience of entering Allston Village, and can play a critical role in transforming its image.

3. CREATE HYPER-LOCAL TASK FORCES: Understanding that the AVMS organization has limited resources, this proposal provides frameworks for business and property owners to take greater ownership of the district. These groups can help address issues that are specific to different parts of Allston and provide structure and accountability, as well as champion efforts to improve the district and support the work that the Allston Village Main Streets organization is already doing. Local stakeholders can play a critical role in improving the maintenance and management of the public realm that is so important in improving the pedestrian experience and district image. 4. ENHANCE BUSINESS RECRUITMENT STRATEGIES: A toolkit of strategies will help Allston Village recruit businesses to address key market gaps and meet underserved needs and strong consumer demand. This will help the district reach a more optimal business mix that reaches areas of untapped demand, and that bolsters its already thriving business community.

2. ADOPT A “SHARE-A-LOT” PARKING MODEL: A framework for the sharing or repurposing of parking lots during non-peak hours will help address the imbalance of parking supply and demand and allow for more effective use of underutilized parking lots. In addition to better utilizing Allston Village’s parking supply, this strategy also will create opportunities to establish needed green space and space for community events. Although most specific interventions are temporary, rethinking parking lots as an asset will help businesses maximize the potential of these open spaces.

EXECUTIVE SUMMARY

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Introduction About the Project Goals Approach Report Organization

ALLSTON VILLAGE REVITALIZATION INTRODUCTION PLAN

Introduction About the Project This report is a collaborative effort of thirteen graduate students in MIT’s Department of Urban Studies and Planning, with guidance and assistance from Instructors Karl Seidman and Susan Silberberg and Teaching Assistant Bernard Harkless. Students from the class represent diverse backgrounds that include urban design, economic development, transportation, international development, environmental policy, and housing and community development. For more than ten years, MIT’s Revitalizing Urban Main Streets practicum-level workshop has partnered graduate students with an urban commercial district and a Main Streets organization. This year’s class focuses on the physical and economic revitalization of the Allston Village Main Streets (AVMS) District by combining classroom work with an applied project. As a practicum, the course is designed to allow students to develop professional skills related to undertaking a planning process and performing various types of analysis, while also learning how to complete a plan based on these approaches.

FIGURE 2.1: STUDIO WORK MIT graduate students developed this plan through the Revitalizing Urban Main Streets practicum.

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Goals Throughout the class, planning work had two overarching goals: 1. Explore the integration of economic development and urban design in ways that reinforce commercial district revitalization efforts within Allston Village 2. Apply this knowledge to develop a set of key findings and detailed recommendations that support these revitalization efforts

FIGURE 2.2: INITIAL FINDINGS PRESENTATION The planning team presented its initial findings to the Allston Village Main Streets board.

INTRODUCTION

Introduction Approach The structure of the course consisted of three phases: 1. Baseline study of existing conditions to identify priorities for further analysis 2. Detailed research and analysis of existing economic and physical conditions 3. Formulation of recommendations and preparation of the final plan

PHASE 1 During the first phase, students conducted extensive fieldwork in Allston Village, ending with a presentation of initial findings to the Main Streets organization. Work in the first phase included: Interviews and meetings with various stakeholders from local businesses, government, non-profit groups, and other community leaders; Comprehensive inventory of businesses located in the district; Analysis of storefronts, building maintenance, pedestrian experience, and other physical conditions; and Research on history, demographic data, recent development proposals, and other relevant information on AVMS

PHASE 2

PHASE 3

For the second phase, the class divided into two groups to analyze existing conditions and identify key assets and challenges. One group researched economic conditions, while the other group analyzed physical conditions related to urban design. The following topics were included in each groupâ&#x20AC;&#x2122;s analysis:

In the third phase, the class formulated detailed recommendations, integrated analysis findings and feedback from the presentation with these recommendations, and produced the final plan. Activities in this phase include:

ECONOMIC ANALYSIS: analysis of market supply and demand, interviews with businesses and customers, business inventory, and trade areas. URBAN DESIGN: analysis of district image, public safety and crime, traffic and pedestrian counts, parking inventory, public transportation accessibility, building and streetscape conditions along streets and sidewalks, regional context, and greenery and open space. Toward the end of this phase, each group synthesized its findings and developed an initial set of recommendations for six strategies to improve the district, which culminated in a mid-term presentation on April 4th to the Main Streets staff, business owners, and members of the AVMS Board of Directors. Of these strategies, four priorities were selected for further development, and they form the basis for this plan.

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Student teams developed detailed plans and proposals for each of the four strategies; Group discussions with stakeholders to seek input on individual proposals; Completion of full report on existing conditions, detailed recommendations, and other proposals; and A final presentation on May 16 to AVMS, stakeholders, and the general public.

PHASE 1

PHASE 2

PHASE 3

BASELINE RESEARCH

DETAILED RESEARCH & ANALYSIS

FINAL RECOMMENDATIONS

INTERVIEWS / MEETINGS

ECONOMIC ANALYSIS

DETAILED PROPOSALS

BUSINESS INVENTORY

URBAN DESIGN

STAKEHOLDER INPUT

PHYSICAL ANALYSIS

FINAL REPORT

CONTEXTUAL RESEARCH

EXISTING CONDITIONS

Introduction Report Organization This report is organized into four sections: (1) Existing Conditions: Economic Analysis, (2) Existing Conditions: Urban Design, (3) Recommendations and Proposals, and (4) Implementation Guidelines and Conclusion.

of previous sections and highlights key takeaway themes and findings. An Appendix Section with additional methodology, maps, charts, and data collection materials is attached to the end of this report.

Section 1, Existing Conditions: Economic Analysis, examines commercial activity through a demographic and market analysis, business inventory and an assessment of interviews with businesses, customers and various stakeholders. Section 2, Existing Conditions: Urban Design, provides an analysis of physical spaces and pedestrian experience through an examination of building and streetscape conditions, as well as other physical qualities that impact the districtâ&#x20AC;&#x2122;s image. Section 3, Recommendations and Proposals, offers four detailed recommendations or proposals: redesigning and improving major intersections and district gateways, adopting a Share-A-Lot parking model, creating hyper-local task forces, and enhancing business attraction strategies. The section also discusses how each proposal ties into key assets and challenges that emerged from the existing conditions analysis, in addition to identifying objectives, potential partners, and challenges associated with stages of implementation. The final part of this section presents an idea bank of proposals that could further assist in the districtâ&#x20AC;&#x2122;s revitalization. Section 4, Implementation Guidelines and Conclusion, provides a roadmap and timeline for implementing the recommendations. The conclusion gives an overview

MORE THAN MEETS THE EYE: ALLSTON VILLAGE STRATEGIC DEVELOPMENT PLAN

Existing Conditions Economic Conditions Urban Design Conditions

ALLSTON VILLAGEEXISTING REVITALIZATION CONDITIONS PLAN

Existing Conditions Economic Conditions METHODOLOGY When exploring existing conditions, we conducted seventeen interviews with district stakeholders, including Allston Village Main Streets (AVMS) board members, representative community organizations, municipal representatives, institutional representatives, and district residents. The planning team also conducted a second set of semi-structured interviews, focusing on business owners, customers, and residents. Through these interviews, we sought to understand the district’s strengths and challenges, its perceived changes, the involvement of AVMS, and any potential areas of improvement.

FIGURE 3.0 DOING BUSINESS IN ALLSTON VILLAGE The planning team interviewed business owners, customers, and residents in order to understand the district’s strengths and challenges. Artful Edge, pictured here, is one business that has benefitted from the ReStore storefront improvement program, which was implemented in partnership with Allston Village Main Streets.

In addition, the team developed a primary and secondary trade area based on business and customer interviews, transportation access, and census tract boundaries. Primary and secondary trade areas are used by the retail industry to understand customer base characteristics and size up competition. A primary trade area describes the geographic area from which the majority of a business’ or district’s patrons will originate, and a secondary trade area represents a larger area containing most of the remaining customers. We identified and studied these trade areas to obtain demographic and socioeconomic characteristics of Allston Village’s primary consumers, using the 2000 and 2010 Decennial Census and the most recent 5-year American Community Survey. The team also developed a comprehensive business inventory. In this process, we confirmed all active businesses, identified detailed business types according to the National American Industry

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Classification System (NAICS), gathered additional observational data, and estimated business footprints. This data was then augmented with the City of Boston Assessor’s data in order to approximate business square footage. Once compiled, this information enabled us to perform various analyses on the composition of the existing businesses. We also compared Allston Village to several other competing districts in the region. Using the demographic profile and business inventory, we then approximated the revenue generated by existing businesses and compared it to trade area population spending. This enabled us to develop a high-level market analysis, as well as identify certain business categories that may be over- or underrepresented in the district. Our results are detailed below.

WHO LIVES AND SHOPS IN ALLSTON VILLAGE? Allston Village is both a neighborhood shopping area and a destination district. Because of this, it is well positioned to capture spending from its primary trade area while also competing for spending of residents in its secondary trade area, even though they can choose from several other competing districts. Interviews with businesses and customers revealed that Allston Village is not considered a singular entity within the neighborhood, but that it is part of AllstonBrighton. It serves the populations of Lower Allston and the closest part of Brookline. These areas are generally within a one-mile radius of the center of the district, and were selected as the primary trade area, shown in Figure 3.1. The secondary trade area

Economic Conditions includes southern Cambridge, eastern Watertown, eastern Newton, a portion of Jamaica Plain, and the northern half of Brookline, shown in Figure 3.1. These areas were cited as part of the district’s larger customer base and are fairly accessible to Allston Village.

Harvard Square

ALLSTON VILLAGE IS YOUNG The population in the district’s trade area is very young when compared to the rest of Boston – about 45% of the trade area is between the ages of 20 and 30 (see Figure 3.2). In fact, the district has grown even younger over the last decade. From 2000 to 2010, the district’s 20-25 year-old age bracket grew by 8% percent.

Central Square Allston Village Brighton Brookline

ALLSTON VILLAGE HAS A LARGE STUDENT COMMUNITY Students make up about 27% of the residents in the district’s trade area. In addition, households are small; about 80% of family households and over 90% of non-family households contain less than three people. This suggests that many homes in Allston have singleperson or two-person households without children. In fact, 55% of non-family households have only one person.

FIGURE 3.1 PRIMARY AND SECONDARY TRADE AREAS The primary trade area (shown in red) for the district includes areas within approximately a one-mile radius from the intersection of Brighton and Harvard Streets. The secondary trade areas (shown in orange) includes portions of Allston, Brighton, Brookline, Cambridge, Watertown and Newton.

Household income in the primary trade area again indicates a significant student population. As shown by the household income distribution in Figure 3.3, there is a great proportion of households with less than $10,000 annual income. These characteristics suggest a consistently large student population.

EXISTING CONDITIONS

Existing Conditions

AGE DISTRIBUTION DATA FROM THE U.S. CENSUS 25%

8% growth in the 20-25 age group since 2000

PRIMARY TRADE AREA (2010) 20%

15%

PRIMARY TRADE AREA (2000) CITY OF BOSTON (2010) 10%

0% 0

AGE BRACKET FIGURE 3.2 AGE DISTRIBUTION The residents of Allston Village’s primary trade area are exceptionally young compared to the City of Boston. This phenomenon has become even more exaggerated since 2000.

MORE THAN MEETS THE EYE: ALLSTON VILLAGE STRATEGIC DEVELOPMENT PLAN

85+

Economic Conditions ALLSTON VILLAGE IS TRANSIT-ORIENTED AND RENTER-OCCUPIED

Primary Trade Area Household Incomes in 2000 and 2010

$200+

In 2010, 40% percent of households in the trade area did not have a car, as shown in Figure 3.4. Public transit is thus an important method of transportation for many residents. 77% of households rent their homes, about 12 percentage points higher than the City of Bostonâ&#x20AC;&#x2122;s overall rate. ALLSTON VILLAGE HAS A LARGE IMMIGRANT COMMUNITY AND IS GROWING MORE DIVERSE Close to 30% of the trade area population is foreign-born. Among those immigrant residents, 46% originate from Asia, and 48% are split evenly between Latin America and Europe. Eighteen percent are from Korea, Brazil and Russia, the three groups of key immigrants identified by stakeholders, while another 20% are from China. Considering all ethnic minorities, the Hispanic population is growing at a remarkable pace, while the Asian population has had slower growth over the past decade.

Household Income (in thousands)

$150-199 $100-149 $75-99 $50-74 $35-49 $25-34 $15-24 $10-14 <$10 0

1000

2000

3000

4000

5000

6000

7000

8000

9000

Number of Households FIGURE 3.3 INCOME DISTRIBUTION A large proportion of Allston Villageâ&#x20AC;&#x2122;s households earn less than $15,000 per year (indicated by the darker bars), which is due to the large student population.

Primary Trade Area Vehicle Access

4+ vehicles 1%

3 vehicles 3%

2 vehicles 15%

No vehicles 40%

1 vehicle 40%

FIGURE 3.4 VEHICLE ACCESS Allston Village is largely transit-oriented, as 40% of primary trade area residents do not own a car.

EXISTING CONDITIONS

Existing Conditions

PRIMARY TRADE AREA RACIAL DISTRIBUTION DATA FROM THE U.S. CENSUS

FAST GROWING TRADE AREA 171% INCREASE IN HISPANIC POPULATION 30% FOREIGN BORN

2000 POPULATION (36,852)

= 400 PEOPLE

2010 POPULATION (54,248)

SOME OTHER RACE

TWO OR MORE RACES

BLACK OR AFRICAN AMERICAN

HISPANIC

ASIAN

WHITE

AMERICAN INDIAN AND ALASKA NATIVE

NATIVE HAWAIIAN AND OTHER PACIFIC ISLANDER

(NON-HISPANIC)

FIGURE 3.5 RACIAL DISTRIBUTION Allston Village is growing quickly, adding nearly 40,000 residents between 2000 and 2010. That growth is accompanied by a relative increase in the number of Asian and Hispanic residents.

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Economic Conditions WHAT DO ALLSTON VILLAGE’S CONSUMERS SPEND? Between 2010 and 2011, Allston Village’s residents spent about $255.46 million, both inside and outside of the district. This amount includes approximately $243 million spent on goods and services. Of that spending, $60 million went to food at home, $52 million to food away from home, $29 million to clothing, and $22 million to furnishings and household equipment (Figure 3.6). Allston Village’s potential demand also includes spending by employees, students and immigrants on food prepared outside the home, as well as spending by immigrants on clothing and specialty grocers. According to ESRI Business Analyst, there are approximately 2,616 workers in Allston Village. These workers spend approximately 20%, or $1.2 million, annually in restaurants in Allston Village. There are approximately 78,000 students in Boston, Brookline, Cambridge, Newton, Somerville and Watertown, whose spending on restaurants is approximately $118 million. In these five cities, spending by four key immigrant groups (Koreans, Russians, Brazilians and Chinese) is approximately $31.5 million at restaurants, $10.7 million at department stores, $9.8 million at clothing stores, and $7.4 million at independent food markets. It is likely that Allston Village already captures a portion of this spending, but it may be able to capture even more. Trade area residents are the largest customer group for Allston Village, greatly outnumbering visitor and niche spending groups.

Primary Trade Area Resident Spending Food at Home Food Away From Home Alcohol Housekeeping Household Furnishings Clothing Footwear Beauty and Personal Drugs and Medical Tobacco Products Pet Care Toys and Games Gasoline and Motor Oil Vehicle Maintenance $0

$10

$20

$30

$40

$50

$60

$70

Estimated Annual Spending (in millions) FIGURE 3.6 RESIDENT SPENDING Allston Village residents spend about $255 million per year, including $112 million on food.

EXISTING CONDITIONS

Existing Conditions WHAT BUSINESSES DOES ALLSTON VILLAGE HAVE? Allston Village contains a large, diverse business mix (Figure 3.7): 42% of the district’s businesses are service-related, 26% are retail, and 27% are in the restaurant sector. The district’s remaining business space is vacant. This large service sector suggests that Allston Village is much more day-focused than its reputation suggests; in fact, 89% of businesses with posted hours are open before noon (Figure 3.9). There are 50 local and national chains in Allston Village; however, there is still a significant presence of independent stores in the district – almost 80% of all businesses are independently owned and operated (Figure 3.10). The district is also diverse in the types of clients it serves. About 37 businesses are owned by or serve immigrant populations, representing 14% of the total businesses in Allston Village (Figure 3.11). These businesses are relatively diversified between food and beverages, hair salons, and restaurants.

NUMBER OF BUSINESSES BY TYPE Entertainment & Recreation

Health & Social Services

Automotive Services Food & Beverage Personal Services

39 38

Financial, Real Estate, and Professional Services Retail Restaurants & Bars

FIGURE 3.7 NUMBER OF BUSINESSES BY TYPE Allston Village has a prominent cluster of restaurants and service businesses. Retail establishments are low in number for the district’s size.

Looking at the occupied space of businesses (Figure 3.8), retailers tend to use more square footage than other businesses, both individually and in aggregate. In addition, the district contains a significant share of service-based businesses in number and square feet.

13 7

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Economic Conditions

SQUARE FOOTAGE BY BUSINESS TYPE # OF BUSINESSES INSCRIBED IN EACH SQUARE

180,000

General Retail

160,000 140,000

Restaurants & Bars

120,000

Financial / Real Estate / Professional

100,000 80,000 60,000

Automotive

40,000 20,000

Personal

RESTAURANTS

Health & Social

Vacant

13 7

SERVICE

Food & Beverage

Entertainment & Recreation

VACANT

RETAIL

FIGURE 3.8 SQUARE FOOTAGE BY BUSINESS TYPE Although restaurants are highest in number, retail establishments occupy the most square footage. Service businesses also account for a large combined footprint.

OWNERSHIP

COUNT PERCENTAGE

OPEN BEFORE NOON? COUNT PERCENTAGE

Chain

19%

Yes

149

Independent

199

81%

247

100%

Total

FIGURE 3.9 BUSINESS OWNERSHIP Most of the district’s businesses are independently owned.

FOREIGN LANGUAGE?

COUNT PERCENTAGE

89%

Yes

14%

11%

224

86%

167

100%

261

100%

FIGURE 3.10 DAYTIME BUSINESSES Most of the district’s businesses are open before noon.

Total

FIGURE 3.11 FOREIGN LANGUAGE SIGNAGE Foreign language was used as a proxy for immigrant businesses.

EXISTING CONDITIONS

Existing Conditions BUSINESS CLUSTERS Figures 3.12-3.16 detail the concentrations of several businesses types, nighttime activities, and vacancies occuring within a few spatial clusters in Allston Village. Automobile-related services are almost exclusively located on Cambridge Street, and larger chain clothing stores are located on Harvard Avenue south of Commonwealth Avenue. There is also a small concentration of buildings used for storage at the intersection of Cambridge Street and Harvard Avenue. Union Square is the home of several vegan restaurants. There is a notable cluster of nighttime uses at Harvard Avenue and Brighton Avenue, although these are also distributed throughout the district (Figure 3.16).

FIGURE 3.12 BUSINESS CLUSTERS

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Economic Conditions

EXISTING CONDITIONS

Existing Conditions

FIGURE 3.13 DETAILED MAP OF RETAIL BUSINESSES Retail occurs throughout the district, with a cluster of smaller stores on Harvard Avenue. Note that there are also some large floor plates.

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Economic Conditions

FIGURE 3.14 DETAILED MAP OF RESTAURANTS & BARS Restaurants and bars are also spread throughout the district, with a significant cluster at Harvard Avenue & Brighton Avenue

EXISTING CONDITIONS

Existing Conditions

FIGURE 3.15 DETAILED MAP OF SERVICE BUSINESSES Allston Village is well-served by service businesses, which are spread throughout the district.

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Economic Conditions

FIGURE 3.16 DETAILED MAP OF RESTAURANTS & BARS The number of businesses open past midnight is relatively small, but they are distributed throughout the district.

EXISTING CONDITIONS

Existing Conditions BUSINESS SALES As shown in Figure 3.18, automobile-related services, restaurants, and food service have the largest estimated sales in Allston Village. There is also a sizeable representation of large pharmacies, perhaps representing their role as convenience stores and to some extent grocers. The district does not contain big box retailers or department stores, and it has very few shoe stores. While furniture stores, known as “primary goods for the home,” are available in the district, there are few choices for home accessories.

SALES

Restaurants and Carry Out

PERCENTAGE $43,172,014

29%

$7,280,892

Hypermarkets

Discount/Warehouse/Mass Merchandisers

Supermarket

$10,978,373

Gas Station

Furniture and Hardware Stores Internet Retailing

RETAIL GAP

Clothing Store

$7,001,952

Figure 3.19 compares estimated business sales with potential consumer demand and implies key retail gaps in Allston Village’s business mix. For categories on the left-hand side, estimated demand is greater than the current supply– these are business types with opportunity for future business growth. Businesses on the right hand indicate where current supply is greater than the estimated demand in the district’s primary consumer base.

Independent Food Market

$7,318,728

$19,943,459

14%

$6,859,868

$19,625,533

13%

$4,131,084

Liquor/ Wine Shop

$9,657,048

Electronics and Appliance Specialist Retailers

$1,890,463

Pet Store

$1,116,676

Others

$7,739,745

$146,715,835

100%

The information in Figure 3.19 suggests that additional clothing stores, food markets, and home furnishing retailers could be supported in Allston Village. There may be additional room for restaurants and convenience stores, though restaurants in nearby competing districts may already be meeting demand in these categories. Based on this retail gap analysis, additional pet stores, pharmacies, liquor stores, beauty/health care and auto shops are not needed. However, if these businesses attract more customers from outside the primary trade area (which may be the case with auto shops), there may in fact be opportunity for additional growth.

EUROMONITOR SPENDING CATEGORY

Auto Shop Convenience Stores Department Store Drugstore/Pharmacy Beauty/ Health Care Specialist Retailers Shoe Store

Pet Superstore

Total FIGURE 3.18 SALES ESTIMATES Resident-oriented businesses account for a large proportion of estimated sales.

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Economic Conditions PRIMARY TRADE AREA SUPPLY & DEMAND IN MILLIONS OF DOLLARS PER YEAR

$60,000,000

ESTIMATED DEMAND $50,000,000

ESTIMATED SUPPLY $40,000,000

$30,000,000

$20,000,000

$10,000,000

$0 Restaurants & Carry Out

Independent Convenience Stores Food

Clothing Stores

Furniture & Hardware

Gas Stations

Drugstore/ Pharmacy

Demand Exceeds Supply

Liquor & Wine Stores

Pet Stores

Auto Shops

Beauty & Personal

Electronic & Applicance

Supply Exceeds Demand

FIGURE 3.19 PRIMARY TRADE AREA SUPPLY & DEMAND Spending estimates suggest that Allston Village could recruit food markets, clothing stores, and home furnishing retailers.

EXISTING CONDITIONS

What are people saying about Allston Village? ALLSTON VILLAGE IS CONSISTENTLY DESCRIBED AS A DESTINATION FOR RESTAURANTS, CARRY OUT FOOD, AND ENTERTAINMENT. “There are so many restaurants! Allston is the melting pot…you can get whatever you want to eat here.” “On a pub crawl… [one] can easily hit 10 bars in 2 blocks.” The Bazaar is “yet another food goldmine in Allston.” “They book a solid lineup of local and touring bands, and they don’t kill you at the door with an outrageous cover charge.” “I’m nothing close to an Allston hipster and I still love this place. They have reasonably priced drinks, a hip atmosphere, and lots of good live music.” IT HAS THE FEEL OF A NEIGHBORHOOD, despite a somewhat transitory student population. There is continuity among business owners and some residents. Some feel that Allston Village’s quality of living is relatively low, but is increasing seemingly driven by housing costs. “I live here because of the community and relationships… The people at the Dunkin Donuts know what I get and have it ready for me” “Delicious, affordable food” “Rents are steep, especially for young professionals” “At night I have to walk on the street because bar lines take up the whole sidewalk.” IT HAS GOOD CAR ACCESS AND IS CONVENIENTLY LOCATED, yet it experiences congestion in a few intersections. “Cambridge Street… is the 7th busiest intersection, so get lots of traffic… We get visibility from a crowded street”

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“CVS and us [Blanchard’s] are known for being among the most heavily towed parking lots in the city. We contract with a private parking/security company. They check and tow anyone who is there for too long.” “In the afternoon and evening, the traffic on Harvard Avenue gets backed up all the way to the bridge” “Tractor-trailers get stuck at Cambridge Street at least once a month” “If it’s not here, it’s 10 minutes away in Brighton, so it’s not a big distinction” THERE ARE A NUMBER OF CHALLENGES WITH RESPECT TO THE PUBLIC REALM. “Allston would benefit from being cleaner… the sewers get clogged, and it needs more trash barrels so people can easily dispose.” “I visit my mom in the suburbs for a quiet night’s sleep.” “Walking home at night, I’ve had people shout at me from cars.” “I have nowhere to let my dog run around.” “The sun has a hard time getting into a triple-decker.” “The streets are not well lit at night.” THERE IS A LACK OF AWARENESS OF THE DISTRICT’S STRENGTHS within the broader context of Boston: “You never see Allston in the Boston Globe… people don’t really think about this area being nice!”

Economic Conditions HOW DOES THE DISTRICT’S BUSINESSES COMPARE TO OTHER DISTRICTS? COMPARISON

IMPLICATION

Coolidge Corner

Allston Village has significantly more restaurants, but significantly less general retail.

Allston Village is better able to attract “foodies” than Coolidge Corner.

Harvard Square

Allston Village has fewer restaurants and bars, hotels, professional services, general entertainment, and recreation, but more automotive services, personal services, and food and beverage retail. It is more balanced across various categories of retail and services.

Overall

Allston Village lacks entertainment and recreation opportunities that are unconnected to food and alcohol. It has relatively fewer retailers for a district of its size. In general, there are fewer daytime destination uses in the District, suggesting a dichotomy of a daytime convenience and a nighttime destination district.

FIGURE 3.20 DISTRICT COMPARISON Allston Village is uniquely situated in the Greater Boston area.

Allston Village has greater balance in residential amenities important for “convenience retail,” yet it doesn’t lag too far behind in the food and nightlife. It does appear less competitive with respect to general retail.

SUMMARY: CUSTOMER AND BUSINESS INSIGHTS, DISTRICT COMPARISONS The preceding analysis reveals that the district is a hub of restaurants, food, and nightlife, and is an area that can compete with the strength of Harvard Square. Yet Allston Village does a seemingly better job of balancing the needs of local residents and visitors. It is a conveniently located neighborhood shopping district, but it also faces the challenges that come with popularity. High levels of traffic and the large number of visitors create a significant congestion issue that leads to some detrimental effects. Various aspects of the infrastructure (roads, sidewalks, parking, etc.) seem insufficient to meet the degree of the district’s overall popularity. Despite the perception of affordability in goods and services and an identifiable feeling that the district serves as a “neighborhood,” the district is experiencing a higher cost of living than it has in the past, driven by rent increases. Lastly, there are some issues with regard to the public space: shortage of parks, clean up of stray trash, insufficient lighting and a sense of insecurity associated with nightlife. These issues, detailed in the next section, impact Allston’s Village’s image and its ability to fully capitalize on its economic strengths.

EXISTING CONDITIONS

Existing Conditions Urban Design Conditions METHODOLOGY The urban fabric and physical design of Allston Village encompass a range of elements: the streets and public spaces within the district, the way buildings shape these spaces, the way people move through the district, and the image of the area. A variety of methods were used to analyze these characteristics, including field observations, extensive mapping, stakeholder interviews, and topical surveys of the district. Through this work, the team sought to understand Allston Village’s urban design qualities and the relationship between the built environment and the district’s economic performance, as well as perceptions of the district by those that work in, live in, and visit Allston Village.

WHAT IS THE CONDITION OF ALLSTON’S BUILDINGS?

FIGURE 3.21 URBAN DESIGN CONDITIONS Our team analyzed Allston Village’s urban design to understand how people interact with the district’s physical fabric.

The district has a 96% occupancy rate, with few ground-floor commercial vacancies (Figure 3.22). Such low vacancy is indicative of Allston Village’s economic vitality. However, there are several occupied buildings the team deems underutilized because they are not being used for retail; instead, these historically commercial or residential spaces are being used for industrial activities and warehousing. The largest cluster of these buildings is located at the corner of Cambridge Street and Harvard Avenue, where three structures are currently being used for storage. This cluster of underutilized buildings also overlaps with a group of six historic buildings surrounding the same intersection, as shown in Figure 3.23. Historic

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Boston Inc., a nonprofit developer and supporter of historic buildings in the City of Boston, has identified these buildings as being of historical significance. In addition to a high occupancy rate, Figure 3.24 shows that the majority of the buildings in the district are in “good” or “fair” condition. There is a concentration of buildings in “fair” and “poor” along Harvard Avenue, some of which correspond to longterm vacancies. For more information about how these buildings were rated, see the urban design analysis methodology in Appendix B.

WHAT IS THE CONDITION OF ALLSTON VILLAGE’S STREETSCAPE AND PUBLIC REALM? Allston Village’s streetscape and public realm embody both the district’s greatest strengths and its areas for improvement. OPEN SPACE IN ALLSTON VILLAGE There is limited public open/green space in the district, with the largest public spaces located in Union Square. These spaces are hardscape with no landscaping or green space, and during district observations in late January and February they were essentially empty. The plaza in front of the Jackson Mann School is used for events such as a farmers’ market in the spring and summer; this space is also used as a pickup and drop-off location for students attending the school. Yet the plaza remains largely inactive during other times of the day and year. The district’s other primary open space, a plaza in front

Urban Design Conditions ALLSTON VILLAGE MAIN STREETS DISTRICT ANALYSIS: VACANCY & USE

VACANT LOT

Legend Vacant Underutilized Occupied

FIGURE 3.22: DISTRICT VACANCY & USE Though the district has a high overall occupancy rate, there is a cluster of underutilized buildings at the intersection of Harvard Avenue and Cambridge Street.

EXISTING CONDITIONS

Existing Conditions ALLSTON HALL 1890

ALLSTON DEPOT 1886-1887

SHEPARD/LONGFELLOW BLOCK: 1880 CHESTER BLOCK 1876-1885

ALLEN BUILDING 1895

ALLSTON VILLAGE MAIN STREETS DISTRICT ANALYSIS: HISTORIC & INTERESTING BUILDINGS

HARVARD AVE FIRE STATION 1890s

GORDON BUILDING 1926

Legend Historical Importance, according to Historic Boston Inc. Architectural Interest

FIGURE 3.23: HISTORIC AND INTERESTING BUILDINGS There is a cluster of historic buildings at the intersection of Harvard Avenue and Cambridge Street.

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Urban Design Conditions ALLSTON VILLAGE MAIN STREETS DISTRICT ANALYSIS: BUILDING CONDITIONS

Legend Good Fair Poor

N FIGURE 3.24: BUILDING CONDITIONS Building conditions across the district are generally good or fair, though there is a higher proportion of buildings in poor condition along Harvard Avenue.

EXISTING CONDITIONS

Existing Conditions of the old fire station at the intersection of Brighton Avenue and Cambridge Street, also appeared to be inactive throughout much of the day. However, these observations should be placed in context; presumably summertime use of these plazas differs substantially from wintertime use. Figure 3.25 shows that Allston Village does feature large amounts of open space, though much of this space is paved and used for private parking and is not thought of in terms of traditional open space. In fact, use of this private open space is often restricted to customers or staff of particular businesses owning or controlling the spaces. Many of these parking lots have varied peak usage times throughout the day, and are thus underutilized in a full 24-hour period. Many lots remain empty long after the end of business; these spaces have enforced usage restrictions and fairly prevalent towing practices for illegally parked cars. PUBLIC REALM MAINTENANCE The combination of Allston Village’s narrow sidewalks and wide roads can detract from its pedestrian experience. For example, Harvard Avenue has sidewalks that are two to three feet narrower than those on Brighton Avenue (Figure 3.26), including sections that have significant cracks, fewer trees, insufficient lighting, and problematic pedestrian crossings. The lack of public trash barrels on every street except Brighton, as well as the open-topped design of existing barrels, results in clusters of litter throughout the district, and especially outside nighttime gathering spots (Figure 3.27). Compounding this problem, there is only one cigarette disposal can in the entire district – a surprising fact for Allston Village’s large number of nighttime businesses.

Legend Open Space Ringer Park

Path to Park Informal Gathering Space Private Lots Public Lots Other Lots

FIGURE 3.25: OPEN SPACE Formal open space (shown in green) in the district is sparse, but open space in the form of private parking lots (shown in blue) abounds. Allston Village is within walking distance to Ringer Park, located southeast of the district.

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Urban Design Conditions

7’

ALLSTON VILLAGE MAIN STREETS DISTRICT ANALYSIS: SIDEWALK WIDTH

12’

8’ 8’

8’

IDG

R MB

9’

10’

8’

9’

8’ 10’

VE ARD A HARV

8’

10’ 8’ 8’

8’

12’

19’

8’

48’

12’

8’

10’

12’

10’

BRIGHTO

10’

N AVE

15’

9’ 8’

10’ 10’

10’

20’

10’ 10’ 12’

10’

8’

11’ 10’

Legend

Sidewalk Dimensions

12’ 10’

8 - 9 Feet

8’ 8’ COMMON

12’

10 - 11 Feet

WEALTH AV

14’

12 + Feet

12’

10’

14’ FIGURE 3.26: SIDEWALK DIMENSIONS Sidewalks are narrow along Harvard Avenue between Brighton Avenue and Cambridge Street, as well as on the north side of Cambridge Street. Sidewalks on Brighton Avenue and Commonwealth Avenue are more uniform.

During t h e

EXISTING CONDITIONS

Existing Conditions planning teamâ&#x20AC;&#x2122;s district fieldwork in January and February trash issues were particularly evident on Harvard Avenue, which had litter and cigarette butts almost uniformly scattered along the street between Commonwealth Avenue and Cambridge Avenue. A deficiency of street lighting is another issue facing the district, as shown in Figures 3.28-3.29. While Brighton Avenue is well lit at night, Harvard Avenue is relatively dark, given the amount of pedestrian traffic it receives at night. Harvard Avenue has fewer streetlights than Brighton Avenue, which is partly due to the streetâ&#x20AC;&#x2122;s limited capacity for more light poles because of its narrower sidewalk dimensions and lack of a central median. Further, during January and February, the existing streetlights on Harvard Avenue were not in operation; broken streetlights in combination with a number of unlit storefronts and rolldown grates resulted in large, uncomfortable patches of unlit space along the street for pedestrians. Figures 3.30-3.31 show that inadequate storm water management and flooding of storm drains after rain events are prevalent throughout the district, but particularly at the intersection of Harvard and Commonwealth Avenues. These conditions, when combined with the presence of broken streetlights, appear to be indicative of insufficient routine public infrastructure inspection and maintenance in this section of the district.

FIGURE 3.27: GARBAGE BINS AND TRASH During field observations in February, our team noticed a prevalence of garbage along Harvard Avenue. The orange dots represent garbage bins, which are sparse along Harvard Avenue.

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Urban Design Conditions

FIGURE 3.28: STREET LIGHTS Street lighting is sparse along Harvard Avenue and Cambridge Street.

FIGURE 3.29: DARKENED HARVARD AVENUE Sparse lighting, poor public maintenance, and unlit storefronts results in dark conditions.

FIGURE 3.30: SIDEWALK FLOODING Flooded sidewalks reflect insufficient public infrastructure maintenance

FIGURE 3.31: FLOODED SIDEWALK (DETAIL) Flooding creates an unpleasant pedestrian environment and an unkempt image of the district.

EXISTING CONDITIONS

Existing Conditions WHAT IS TRAFFIC, TRANSIT, AND WALKING LIKE IN ALLSTON VILLAGE? Figure 3.32 indicates that, with the exception of the Cambridge Street and Brighton Avenue intersection at Union Square, automobile traffic is fairly consistent in each of the four time intervals observed. There is significantly more automobile traffic during weekday evening rush hour through Union Square, and otherwise the intersection at Cambridge Street and Harvard Avenue receives substantially more car and truck traffic than any of the other intersections in the district. This intersection is also unique in having high weekday morning rush hour pedestrian traffic. At all other observed intersections pedestrian traffic is consistently higher in the evenings, as customers enter the district for its restaurants, bars, and evening entertainment. Commercial traffic is largely concentrated in the morning and early afternoon hours, as a significant number of delivery and construction trucks drive through the district or service its many businesses early in the day. Bus and bicycle traffic are highest during morning and evening rush hours, respectively, reflecting Allston Village’s residents commuting patterns. INTERMODAL CONFLICTS

FIGURE 3.32: TRAFFIC COUNTS Traffic levels remain fairly consistent throughout different times of the week. The biggest exception is at the intersection of Cambridge Street and Brighton Avenue, where weekday evening rush hour traffic is much higher than at the other gateways examined. Morning rush hour pedestrian levels are also significantly highest at that intersection, while Friday night pedestrian traffic is highest on Friday nights at the other three intersections. for more information on traffic counts, refer to Appendix C.

Three of Allston Village’s main commercial corridors – Cambridge Street, Brighton Avenue, and Commonwealth Avenue – experience heavy vehicular traffic throughout the day. In addition, each of these roads has at least two lanes of traffic in both directions, often creating a challenge for pedestrians who attempt to cross the street. The waiting periods

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Urban Design Conditions to cross the street are frequently long enough that pedestrians jaywalk or get stuck in medians when crossing.

UNION SQUARE

INTERSECTION OF CAMBRIDGE ST AND BRIGHTON AVE

Merging Lanes

Traffic light synchronization is a major issue at the intersection of Cambridge Street and Brighton Avenue: pedestrians are often stranded on inadequately sized medians, left to interpret the intersectionâ&#x20AC;&#x2122;s complex traffic patterns shown in Figure 3.33. One of these medians appears to have been struck by trucks and large vehicles numerous times.

Twin Donuts

Westbound Eastbound JACKSON MANN SCHOOL

Open Space Bus Stop

FIGURE 3.33: UNION SQUARE INTERSECTION TRAFFIC FLOWS Union Squareâ&#x20AC;&#x2122;s complex traffic flows and lack of bicycle lanes makes the intersection dangerous for pedestrians and bicyclists.

Because there are no bike lanes on Brighton Avenue and Cambridge Street, bicyclists share traffic lanes with vehicles. This situation poses a safety concern because vehicles tend to move at high speeds through these corridors. This is an issue on Cambridge Street in particular given the high volume of car and truck traffic that moves through this street at significant speeds.

ALLSTON VILLAGE ACCESSIBILITY Figure 3.34 shows that buses and the Green Line MBTA service provide access to downtown Boston, Brighton, Brookline, and Cambridge. The B Branch of the Green Line stops at the intersection of Harvard Avenue and Commonwealth Avenue and directly connects the district to downtown Boston, Boston University, and Boston College. Two prominent bus lines also run through the district: the 57 and 66. These bus lines are two of the most heavily ridden bus lines in the MBTA system. These routes can be so full that buses have been seen skipping stops in the district, particularly during morning rush hour.

EXISTING CONDITIONS

Existing Conditions ALLSTON VILLAGE MAIN STREETS DISTRICT ANALYSIS: PUBLIC TRANSPORTATION

57 57

Legend

Public Transportation Bus Stop

Train Station Green Line

FIGURE 3.34: PUBLIC TRANSIT The primary bus lines that travel through the district converge at Union Square. The intersection of Commonwealth Avenue and Harvard Avenue is a nighttime transportation hub.

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Urban Design Conditions INSTITUTIONS AND LARGE DEVELOPMENT SITES

CENTRAL SQUARE

PARKING AVAILABILITY

CAMBRIDGE

HARVARD UNIVERSITY

(PART OF HARVARD EXPANSION)

CHARLESVIEW DEVELOPMENT

MIT

SITE OF NEW COMMUTER RAIL STATION

PIKE TS TURN

CHUSET MASSA

BRIGHTON GUEST STREET PLANNING STUDY (SITE OF NEW BRIGHTON LANDING)

BOSTON UNIVERSITY

ALLSTON VILLAGE MAIN STREETS DISTRICT

COOLIDGE CORNER

MEDICAL CENTER

BOSTON

BROOKLINE

FIGURE 3.35: REGIONAL CONTEXT Allston Village is centrally located amongst many large institutions.

Allston Village is within walking distance of several major institutions, including Harvard University and Boston University (Figure 3.35). In addition, the New Brighton Landing development project will bring with it a new commuter rail stop near Union Square on Everett Street. This 14-acre mixed-use development

station will provide another mode of access to the already transit-friendly district.

will feature a new world headquarters for New Balance, a sports complex, a boutique hotel, and over 700,000 square feet of office, restaurant, and retail space. The development will bring a large number of daytime visitors and employees within short walking distance of Allston Village, and the new commuter rail

Allston Village’s perceived lack of parking may discourage people from coming to the district, yet contrary to this perception, land area dedicated to parking is abundant in Allston Village (Figure 3.36). Allston Village’s primary parking issue is not the sheer number of parking spaces, but rather, access to these spaces. The planning team counted 1,282 parking spaces in the district, though most of these spaces are not available to the public. Parking lots in Allston Village are mostly privately owned, and usage is restricted to customers or business staff. This situation results in underutilized parking lots during the majority of the day, outside of peak hours, and especially during nighttime hours, when many visitors come to the district to patronize restaurants and bars. Of the 1,282 parking spaces counted during our team’s inventory, only 443 spaces (less than 35%) are public spaces. Of these 443 spaces, 56 are located in the district’s lone municipal lot. However, the lot is difficult to find, with only one sign demarcating its entrance and facing traffic passing on the opposite side of the lot entrance. The remaining public parking spaces are on street and evenly spread throughout the district. Their locations do not reflect the distribution of restaurants and nightlife destinations in the district, which are largely concentrated on Brighton Avenue and Harvard Avenue. There are a large number of on-street parking spots on Cambridge Street; however, the combination of sparse nighttime uses, poor sidewalk conditions,

RECOMMENDATIONS

Existing Conditions ALLSTON VILLAGE MAIN STREETS DISTRICT ANALYSIS: PARKING LOTS & SPACES

Legend On-street

Private Lots

Taxi Stands

Public Lots

“No Parking”

Uncounted

Parallel Parking Angled Parking

FIGURE 3.36: PARKING Allston Village has a total of 1,282 parking spaces, over two-thirds of which are located in private lots.

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Urban Design Conditions

and the automobile-oriented nature of Cambridge Street make the street and its associated parking spaces seem detached from the rest of Allston Village.

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PEDESTRIAN EXPERIENCE

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The pedestrian experience in Allston Village is mixed: while the concentration of businesses and mix of daytime and nighttime uses in the district make for a walkable commercial district, the public realm can detract from this experience. Maintenance issues, particularly those already noted on Harvard Avenue, take away from the streetâ&#x20AC;&#x2122;s positive attributes. The lack of trees on Harvard Ave to serve as a buffer with the busy street makes the street less pedestrian friendly (Figure 3.37), but the streetâ&#x20AC;&#x2122;s narrow sidewalks limit opportunities for interventions such as plantings and benches that improve the pedestrian environment (Figure 3.38).

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FIGURE 3.37: STREET TREES Street trees are sparse along Harvard Avenue, and narrow sidewalks limit the potential of planting additional trees.

The pedestrian experience throughout Allston Village is also compromised by ability for pedestrians to cross the street. Jaywalking is rampant in the district, particularly along Harvard Avenue at night and at the intersection of Harvard Avenue and Cambridge Street in the morning (Figure 3.39). The intersection of Brighton Avenue and Cambridge Street at Union Square can also be a difficult intersection to navigate. In addition to the high volume of automobile traffic at the intersection, which often moves at high speeds, the intersection is particularly wide. Pedestrians are forced to cross in multiple stages, and the signal timing at this intersection is timed to prioritize automobile traffic at the expense of pedestrian safety. The pedestrian islands located between streets are too small, and places the pedestrian in close proximity to fast-moving vehicles.

EXISTING CONDITIONS

Existing Conditions

FIGURE 3.38: STREET SECTIONS Harvard Avenue is much narrower than Brighton Avenue, and has smaller sidewalks. This makes it more difficult for streetscape elements like street trees and benches to be placed along Harvard Avenue.

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Urban Design Conditions WHAT IS THE IMAGE OF ALLSTON VILLAGE? Comments during stakeholder interviews, accounts in the Boston Globe and other sources, and Yelp reviews of Allston businesses suggest that perceptions of Allston Village focus on some of the district’s negative physical characteristics. Such qualities often commented upon are trash, noisy nightlife, crime, traffic, lack of parking, dirt, and minimal green space. Automobile-related issues, namely traffic congestion and lack of available parking, are also commonly noted complaints, as are conflicts between automobiles and other modes of transportation. In addition, Allston is seen as a place dominated by students, especially young college students, who may be participating in underage drinking and generally being “rowdy.”

FIGURE 3.39: OBSERVED JAYWALKING Jaywalking is prevalent along Harvard Avenue.

However, Allston has changed over time, and not all of these views are accurate. For example, the district is cleaner and safer than it has been in the past, and only a minority of its residents are students. Moreover, these negative perceptions mask the district’s many positive attributes. As a result, AVMS has an opportunity to transform the district’s image so that it better matches its current state and builds on its strengths. These strengths include its diverse mix of successful businesses, as well as its vibrant restaurant scene and nightlife.

RECOMMENDATIONS

Existing Conditions CONCLUSION: “A DIAMOND IN THE ROUGH” This urban design analysis of Allston Village reveals the physical manifestation of a larger tension in the district. Though Allston Village is well known as a nighttime destination, it is also derided for its “grungy” character. The condition of the physical environment contributes to this: the district’s public realm shows the effects of a lack of maintenance, which seems to reflect a lack of public accountability for that maintenance. Many of the district’s best assets are those controlled and maintained by its strong and committed private sector. However, Allston Village’s physical shortcomings, as well as sometimes-misplaced perceptions of the district, mask the district’s strengths. Many of these shortcomings can be addressed by modest interventions. The district is filled with “hidden gems,” and has been referred to as a “diamond in the rough.” As the following section will describe, Allston Village is more than meets the eye: the district is demographically diverse, physically and economically accessible, and features a business mix that caters well to both daytime and nighttime activity. The district’s public realm is filled with latent strengths and opportunities that can go far in complementing the district’s more obvious strengths.

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Recommendations Gateway Improvements Share-a-Lot Hyperlocal Task Forces Business Recruitment

ALLSTON VILLAGE REVITALIZATION RECOMMENDATIONS PLAN

Recommendations INTRODUCTION Based on Allston Village’s major strengths, challenges, and opportunities in economic and physical terms, the team generated four initiatives for the Allston Village Main Streets organization. These initiatives aim to address the district’s image challenges that obscure its many strengths, and to provide frameworks to address challenges that extend beyond the walls of individual businesses. These recommended interventions target the physical and experiential qualities that shape how visitors perceive the district. They also capitalize on Allston Village’s vibrant business community and growing consumer base, bringing the public realm up to par with the district’s thriving private realm. Though presented as individual proposals, it is worth noting that these recommendations support one another. Just as Allston Village is a district that is greater than the sum of its parts, the effects of these interventions build upon one another, and their results will be amplified when working together.

RECOMMENDED INITIATIVES 1. REDESIGN AND IMPROVE MAJOR GATEWAYS Visitors’ perceptions of Allston Village are forged the moment they enter the district. Targeted interventions at gateways can play a critical, cost-effective role in how visitors perceive the district. This plan’s recommendations for the district’s gateways aim to improve pedestrian safety, reinforce district identity, build community, and announce visitors’ entrance into Allston Village. Through the creation and expansion of public open space, strategic placement of wayfinding

and branding signage, and targeted streetscape enhancements, these interventions will create a sense of place for visitors from the moment they enter the district. 2. ADOPT A “SHARE-A-LOT” PARKING MODEL This proposal seeks to re-envision the district’s many private parking lots as a critical shared resource. Recommendations highlight opportunities for business partnerships that will make more effective use of Allston Village’s underutilized parking supply. Through a creative, flexible approach to parking lots, this proposal sets the stage for a long-term solution to perceived parking issues, as well as temporary uses for lots that will draw additional visitors. 3. CREATE HYPER-LOCAL TASK FORCES Many of the challenges and opportunities facing Allston Village are larger than can be addressed by a single person or business. This proposal provides a framework for the creation of place-based and themebased task forces that will support and supplement the efforts of the Allston Village Main Streets organization. By tapping into existing networks and forging new connections between stakeholders, these task forces seek to cultivate more effective maintenance of the public realm and greater civic accountability. Hyper-local task forces will empower business and property owners to tackle complex problems and take ownership of their roles in shaping the image of the district, while also sending a message to public officials that local stakeholders are committed to the health of the district.

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4. ENHANCE BUSINESS RECRUITMENT STRATEGIES Much of Allston Village’s vitality is rooted in its strong business community, and to help perpetuate this strength, this plan includes a toolkit to support AVMS’s business recruitment efforts. The toolkit will help Allston Village Main Streets and property owners and managers strategically recruit businesses by providing information on key market gaps and identifying underserved needs on the district level. This holistic approach to building a successful business mix will not just benefit new businesses, but also strengthen the district’s business community as a whole. The pages that follow outline these proposals, as well as strategies for their implementation. Each intervention uses the intersection of Harvard Avenue and Cambridge Street as a demonstration case to explain elements and illustrate implementation, but these interventions are applicable to the district at large. By leveraging Allston Village’s diverse and vibrant business community, these proposals draw on some of the district’s greatest strengths, and aim to support the AVMS organization in its mission to “make Allston Village a better place to live, work, dine, shop, play, and own a business.”

Gateway Improvements Gateway Improvements Allston Village suffers from an “image mismatch” – a mismatch between the district’s underlying economic vitality and its public perception. Nowhere else is this more obvious than in the intersections that serve as Allston Village’s gateways. While the district’s central intersection at Harvard Avenue and Brighton Street is relatively vibrant and functions fairly well from a pedestrian perspective, Allston Village’s other intersections suffer from poor pedestrian friendliness, a lack of way-finding cues and other issues that urban design interventions can help address. Moreover, gateways within the district present opportunities to address district-wide challenges related to the availability of open space, integration of daytime and nighttime uses, and overall district visibility.

WHY GATEWAYS? Harvard Avenue is the spine of Allston Village, from both an economic and an urban design standpoint. In fact, this street is the area most people first think of when asked about Allston Village. Consequently, over the years other areas of the district may have received less attention, both by customers and improvement programs. By focusing on urban design improvements at several strategic corners, on and off of Harvard Avenue, Allston Village Main Streets can improve the quality of the district at large. The gateways offer strategic opportunities to improve the visibility of Allston Village as a whole; as new entrances, they are well situated to announce the “Allston Village Brand” to visitors, create a more cohesive sense of place, and increase the district’s value to property owners, residents, and businesses.

FIGURE 4.1: GATEWAYS MAP The three gateways are Commonwealth Avenue & Harvard Avenue, Cambridge Street & Harvard Avenue, and Union Square.

Three gateways have been identified as potential areas of improvement. The following is a brief description of each one, we then describe a core multi-pronged approach to improvement at all the gateways and then provide a detailed plan to transform the one that we feel presents the greatest opportunity: the intersection of Cambridge Avenue and Harvard Avenue. While we recommend ultimately improving all the gateways detailed in this report, the intersection of Cambridge

Street and Harvard Avenue provides a distinct opportunity given its location near rapidly developing lower Allston, as well as its high concentration of underutilized properties and open space. However, an argument could be made for beginning with each gateway, since they all have unique challenges and opportunities that could be used to address the image mismatch across the district.

RECOMMENDATIONS

Recommendations Poor signage Pedestrian and cyclist safety issues Underutilized storefronts

Litter Roll-down grates Sidewalks in poor condition Lack of street furniture Inadequate lighting Lack of open space FIGURE 4.2: GATEWAY ISSUES Negative conditions associated with each gateway intersection are most heavily concentrated at Cambridge Street & Harvard Avenue.

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Gateway Improvements GATEWAY 1: UNION SQUARE Union Square, the intersection formed by Cambridge Street and Brighton Avenue, serves as the gateway to Allston from Brighton. Several elements work in the intersection’s favor. Its cluster of restaurants, especially its vegan restaurants, is popular during the day and night. It features the district’s largest open spaces, including the plaza in front of the Horace Mann School and the space in front of the firehouse on the intersection’s most visible corner. A high volume of vehicular and pedestrian traffic flows through the intersection, particularly during the morning commute hours (see Appendix C: Traffic Flows for more information). Because of its assets – a vibrant business cluster, existing open space, and high traffic volume – Union Square is well situated to announce arrival to Allston Village. However, the intersection suffers from a number of challenges. Union Square feels very autodominated and generally unsafe for pedestrians and cyclists. Pedestrian crossing distances are very long (Figure 4.3), and crossing lights are timed so as to strand pedestrians on a series of traffic islands. The typical pedestrian crossing across Cambridge Street consists of three separate crossings, and crossing lights are often broken. Union Square also suffers from lack of streetscape consistency. Building facades are in various states of repair in the square, and building frontages are set back at inconsistent angles. Brighton Avenue features mature street trees and historical streetlamps, while Cambridge Street has few trees and more utilitarian, highway-style streetlights. The plaza in front of Horace Mann is paved in brick, while other corners

feature pavement in various stages of repair. Many other streetscape elements, such as the medians of the crosswalks, curbs, and streetlights are in poor condition. A more complete set of the intersection’s challenges can be found in Figure 4.2. Although addressing the pedestrian and cyclist safety needs in Union Square would require a significant investment in reconfiguring the intersection and perhaps the nearby streets, there are several intermediate and short-term urban design interventions that could improve this gateway. Immediate

interventions affecting the image of the intersection as gateway to the district include minor improvements to building facades and sidewalk, such as repainting buildings, removing graffiti, and addressing litter, especially on the sidewalk outside bars after Friday and Saturday nights. Repairing broken sidewalks, crossings, medians, and crossing lights would require a moderate amount of investment, but could also have an immediate effect on safety and the pedestrian experience. Finally, the quality of the public space experience could be simply addressed with the addition of some benches in the existing plazas.

20 ft.

48 ft. 20 ft.

44 ft. 40 ft.

20 ft. 30 ft.

FIGURE 4.3: UNION SQUARE CROSSWALK DIMENSIONS Wide crossings at Union Square make it unfriendly towards pedestrians.

RECOMMENDATIONS

Recommendations GATEWAY 2: HARVARD AVENUE AND COMMONWEALTH AVENUE The intersection at Harvard and Commonwealth Avenues is the public transit-oriented gateway to Allston Village. It sees high flows of pedestrians entering the district, especially at night. It is also the gateway through which cars driving to the Massachusetts Turnpike enter Allston Village. This gateway is also notable as the location of Great Scott, one of the music locales that connect Allston Village to its Rock City roots. This gateway faces some difficulties once people have entered Allston Village. Although the stretch of Harvard Avenue between Commonwealth and Brighton Avenues contains several improved storefronts and many vibrant businesses, the street’s image is marred by litter, metal storefront grates, and graffiti. In addition, the intersection’s utilitarian-style streetlights are an eyesore and are not consistently lit at night. Few stores windows have nighttime illumination, so the combined effect is often a very dark street. Particularly for pedestrians, these negative details can create a sense that Allston Village is unsafe, especially at night. Harvard Avenue is also challenging. Because of its narrow width and sidewalks there are few street furniture elements such as benches, trees, or stylized streetlights. There is little space for pausing on the sidewalks, and with four lanes of cars including parking, the street does not necessarily encourage shoppers to cross back and forth as storefronts beckon. This gateway could be immediately improved with some basic and low-cost urban design interventions. Removing graffiti and painting murals on metal rolldown grates can fight the sense that this section of

Harvard Ave is unsafe and unattended. Similarly, any means of addressing the trash and litter problems on the street – arranging for more frequent emptying of city trash bins, removing litter every morning before businesses open, again a particular need in the vicinity of bars – would drastically improve the image of Harvard Avenue. Improvements to the street furniture – benches, planting spaces, street lights – around the northern side of the intersection where the sidewalks are deep and there is already a lot of informal gathering would make the gateway more welcoming and encourage dynamic use of the open space. GATEWAY 3: HARVARD AVENUE AND CAMBRIDGE STREET The gateway at Cambridge Avenue and Harvard Avenue presents a unique and significant opportunity to improve the visibility and image of AVMS while contributing to the commercial vitality and public open space of the district. The intersection is home to a cluster of underutilized historic buildings, the terminus of Harvard Avenue, and the point through which a heavy volume of automobile traffic flows at all hours. It is also the point of connection between Upper and Lower Allston, a location that will likely grow in value as Lower Allston is further developed in the coming decades by Harvard University. It is likely that the pedestrian connection across the Massachusetts Turnpike will become increasingly important in drawing foot traffic to the district in the near future. At present, the intersection represents a missed opportunity to capture substantial foot and car traffic and draw it into the district as well as present a compelling and positive image for Allston Village.

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The gateway is not a particularly welcoming location, and it does not clearly indicate an entrance to the district. However, because of the significant amount of underutilized historic buildings and open space, in combination with its strategic location between Lower Allston, the Harvard-Cambridge gateway is the ideal location to roll out significant urban design implementations. The next section lays out the urban design tool kit of interventions that can be applied throughout Allston Village, and because of the importance of the Harvard Avenue/Cambridge Street intersection, the final section of recommendations will focus specifically on a phased plan for urban design improvements at this gateway.

INTERVENTIONS AT ALL GATEWAYS Allston Village’s gateway intersections share several traits: inconsistent streetscapes, pedestrian and cyclist safety issues, a lack of directional and way-finding cues, and a lack of a strong sense of place. The following set of recommendations for gateway interventions are provided as an attempt to bring the built environment at these locations into line with the positive elements of Allston Village’s image. Interventions at gateway locations are one of the more effective ways to address the district’s problem of image mismatch. By improving the image of the entrances to Allston Village, making them feel intentional and as vibrant as the district’s core, these interventions will make the strengths of Allston Village immediately apparent to visitors, residents and those passing through. Targeted improvement of gateway intersections is thus effectively a branding exercise –

Gateway Improvements one with a great potential impact on the physical and economic environment of the entire district. These recommendations range from the temporary to the long-range, from daylong programs that temporarily activate underutilized space to the eventual reuse of underutilized buildings and parking lots. They also lie on a spectrum of implementation, ranging from simple tasks to ones that are highly complex and collaborative (Figure 4.28, Page 68). STREETSCAPE IMPROVEMENTS Streetscape improvements offer a simple way to transform the pedestrian experience, raising the value of the surrounding properties and improving the overall image of the district. An overarching goal should be to decrease the perception that any gateway is primarily oriented to cars, and a secondary goal should be to improve branding and directional signage. These goals can be achieved by improving sidewalks and street crossings, creating guidelines for more interesting and consistent ground-floor building facades, and strategically placing way-finding and branding signage.

FIGURE 4.4: NECK-DOWNS Neck-downs give pedestrians space to gather at crossings.

FIGURE 4.5: BARNES DANCE CROSSING Auto traffic is stopped from all directions as pedestrians cross

FIGURE 4.6: PLANTERS Planters buffer pedestrians from auto traffic and add greenery.

FIGURE 4.7: TEMPORARY PROGRAMMING Programming can be used to activate underutilized spaces.

gather and prevent overcrowding at crossings, thus addressing perception and actual safety.

timing the crossing signal to allow pedestrians enough time to cross the street. More involved interventions include traffic calming efforts such as raised sidewalks that also act as speed bumps, or synchronized crossings, also known as a “barnes dance,” in which

SIDEWALK AND CROSSING IMPROVEMENTS Relatively minimal improvements to sidewalks and crossings can greatly enhance the pedestrian experience and have a large impact on perception of safety. Such improvements include patching pavement cracks and resurfacing areas that have become broken or uneven. Expanding sidewalks wherever possible, in particular at corners by creating traffic calming “neck-downs,” can give pedestrians more space to

The most basic crossing interventions include clear marking of crossings with road paint and signs, and

RECOMMENDATIONS

Recommendations all pedestrians cross at once while all traffic is stopped. Clearly marked bike lanes that provide a clear path through complicated intersections will greatly improve safety for bikers and clarify the intersection for drivers, possibly reducing accidents caused by irregular turning or stopping in the middle of the intersection. STREET TREES AND FURNITURE The streetscape can also be improved with an addition of more street trees and furniture. In particular, Harvard Avenue and Cambridge Street lack trees and benches, giving these streets a more utilitarian and less neighborhood-like feeling. Although narrower sidewalk widths can seem a barrier to these improvements, there are still possibilities for modest interventions such as smaller trees, planters, and narrower benches. Additions such as these to the streetscape make the sidewalk more pleasant, encouraging shoppers to spend more time walking around the district. In effect, these interventions turn the sidewalks into a narrow and continuous public open space, rather than the existing utilitarian pedestrian corridor. SIGNAGE, STOREFRONTS, AND BRANDING Signage and storefront improvements are areas in which the Allston Village Main Streets organization is already excelling. Still, this area of urban design should not be underemphasized, particularly in light of the image mismatch identified in the field analysis. Improved business signage oriented to be visible to passing pedestrians can easily increase awareness of existing businesses in Allston Village. Similarly, store windows that clearly showcase the products of the business will create a more dynamic and engaging streetscape for pedestrians and passing

vehicle traffic. Storefronts that are freshly painted and graffiti-free project an image that the district is caredfor and well maintained. Upgraded signage, façade improvements, and nighttime display lighting help businesses while simultaneously improving the brand of Allston Village by making the assets of the district more visible. Underutilized and empty storefronts provide opportunities to specifically post branding images about Allston Village Main Streets. Whether simply the Main Streets logo or a more detailed display that highlights the strengths of the district or a particular set of businesses (ex. locally owned businesses, Korean restaurants, vegan establishments), these empty spaces can be temporarily filled with marketing materials for Allston Village and specific clusters of businesses. PROGRAMMING TO REACTIVATE UNDERUTILIZED SPACES Programming is another way to breathe new life into forgotten or unused spaces, particularly those in areas that are more broadly overlooked. Because the gateways are the first places that people see as they enter Allston Village they make ideal locations for new programming. Each gateway has different opportunities in terms of space for new programming – Union Square has existing open, public space; Commonwealth Avenue at Harvard has wide sidewalks and underutilized access roads on the Allston Village side of the intersection; and Harvard Avenue at Cambridge has the large and often underutilized parking lot at Regina’s; different kinds of programming can work at each. Programming can also be a single event, a short-term or temporary activity or a longer-term project.

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TEMPORARY PROGRAMMING Temporary programming is a particularly exciting option for an area with so many strengths and such a diverse community to build on. One existing example is the farmers market in the plaza in front of the Horace Mann School. Other possible examples include food trucks, pop-up parks or playgrounds, street fairs, a sidewalk sale, or an outdoor movie or concert. All of these have the benefit of not requiring any permanent changes to the built environment. They can bring new people into Allston Village or display a new side of Allston that may not get wider recognition. Short-term and temporary programming can also be an easy way to test out a longer-term idea before making the investment in making it permanent. LONG-TERM REUSE AND DEVELOPMENT Long-term programming can range from reuse of existing buildings or spaces, to laying the groundwork for new uses in zoning and other regulatory structures. The parking lot reuse programs laid out later in this section are a good example of this. Changing the zoning of a parcel to enable mixed-use development can be another way to encourage new programming in the future. Sometimes the findings from a short-term programming experiment can lead to decisions that impact long-term programming. For example, if a pop-up park becomes a favorite summer hangout for the neighborhood, it can create community support for building a permanent park near the pop-up park location.

Gateway Improvements

Summary of Streetscape Improvements

Sidewalk and Crossing Improvements

Signage, Storefronts, and Branding

Street Trees and Furniture

Reactivate Underutilized Spaces

Temporary Programming

Long-Term Reuse and Development

STORE FOOD

Goals » Decrease the perception that the gateways are primarily auto-oriented » Improve branding and directional signage » Transform the pedestrian experience » Improve the district image

Goals » Give pedestrians more space to gather » Prevent overcrowding at crossings » Make streets safer and less dangerous

Interventions Interventions » Design guidelines for more interesting and building facades » and branding signage » Improve sidewalks and street crossings

» Raised crosswalks that » Repair cracked sidewalks » Resurface areas with new paving » Widen sidewalks where feasible » Repaint clear marking of crossings on roads » Adjust timing of crossing signal to allow pedestrians enough time to cross the street » Paint bike lanes

Goals » Increase awareness of existing businesses » Create a more dynamic and engaging streetscape

Interventions » Improve orientation of business signage to be more visible to passing pedestrians » Continue efforts to remove storefronts freshly painted » Fill empty spaces with marketing materials for Allston Village

Goals » Makes the walking experience of the sidewalk more pleasant » Encourages shoppers to spend more time walking around the district » Turn the sidewalk into a continuous public open space

Interventions » Add smaller trees, planters, and benches to create new greenery and open spaces

Goals » Breathe new life into overlooked or unused spaces » Make the gateways more appealing as entrances to the district

Interventions » Develop programming in the form of a single event, a short-term or temporary activity or a longer-term project » Start with gateway intersections as locations for new programming

Goals » Experiment with temporary programming options, such as food trucks, pop-up parks or playgrounds, street fairs, a sidewalk sale, or an outdoor movie or concert » Test out different programming options to shape a long-term strategy

Interventions » Develop programming in the form of a single event, a short-term or temporary activity or a longer-term project » Start with gateway intersections as locations for new programming

Goals » Promote mixed-use development » Protect the character and economic vibrancy of the district » Explore opportunities for development areas that contribute positively to the district

Interventions » Reuse of existing buildings or spaces » Push for new zoning that permits higher densities and a wider range of building uses

FIGURE 4.9: STREETSCAPE ELEMENTS Streetscape interventions can address a range of issues in the district.

RECOMMENDATIONS

Recommendations THE CAMBRIDGE/HARVARD GATEWAY: AN OPPORTUNITY To illustrate the application of these recommendations, this plan proposes interventions at the Harvard Avenue and Cambridge Street gateway, shown in Figure 4.10. This single detailed case illustrates how a series of interventions can work together. Urban design improvements at this location will have several effects: by increasing visibility of the district to the outside, it will strengthen the Allston Village brand for visitors and customers. This intersection is a key location, where many motorists and pedestrians get a first impression of Allston Village. The intersection’s underutilized assets – historic buildings surrounding and including the former Allston Depot, a large parking lot, and a dead-end street – can all be incorporated in a cohesive way that adds up to the creation of a unique and memorable place worthy of a first impression. Through a series of temporary and permanent urban design interventions, this gateway can function better as a place itself, and as a more effective conduit, bringing visitors and potential customers into the district from Upper Allston, Cambridge, and Boston. An additional benefit of an enhanced gateway at Harvard Avenue and Cambridge Street is the improvement it represents for Harvard Avenue, a core street of the district’s restaurant and retail business. Currently, the section of Harvard Avenue near the intersection with Brighton Avenue experiences higher levels of pedestrian traffic, and thus its businesses enjoy a greater number of walk-up customers than those in other sections of Harvard Avenue. Pedestrian traffic and street activity falls off gradually as Harvard Avenue approaches Cambridge Street, where stakeholders generally have an impression that the

FIGURE 4.10: THE INTERSECTION CAMBRIDGE ST. AND HARVARD AVE. This intersection provides an opportunity to create an iconic gateway into the Allston Village district.

avenue becomes more auto-dominated. Harvard Avenue eventually dead-ends into the Massachusetts Turnpike, ending unceremoniously with a chain-link fence at the Allston Depot site. Currently, there is only one reasons for a pedestrian to cross Cambridge Street from Harvard Avenue – Pizzeria Regina is the only anchor at the intersection or on the other side of Cambridge Street. The activation of this gateway, on either a temporary or permanent basis, can thus better anchor Harvard Avenue and draw more pedestrians across Cambridge

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Street. As discussed below, this plan recommends a combination of programming, open space creation, streetscape improvements, and ground-floor retail use to create an anchor, the benefits of which will be felt all along Harvard Avenue and throughout the district. PEDESTRIAN EXPERIENCE The pedestrian experience at the corner of Cambridge and Harvard leaves much to be desired. The experience of walking near the Cambridge–Harvard gateway can simply be unpleasant, with a lack of visual interest

Gateway Improvements

FIGURE 4.11: CATTY-CORNER VIEW OF THE SITE

FIGURE 4.12: VIEW OF THE SITE FROM CAMBRIDGE STREET

along this stretch of Harvard Avenue and the noise associated with speeding traffic along Cambridge Street. However, it can also be downright dangerous, due to the illegal crossing many pedestrians take from the footbridge overpass across Cambridge Street as well as the legal crossing at Cambridge Street at the corner of Harvard, in competition with rightturning vehicles. However, the walkability of much of Harvard Avenue to the south, and the potential treatment of the intersection of Harvard Avenue and Cambridge Street with traffic-calming measures, indicates that urban design interventions can go a long way toward improving the pedestrian experience. The interventions we suggest are intended to: t $BMN BVUPNPCJMF USBGmD UP JNQSPWF QFEFTUSJBO BOE cyclist) safety; t 3FEVDF UIF QFSDFQUJPO UIBU UIJT JT FYDMVTJWFMZ B DBS oriented location; t $SFBUF WJTVBM JOUFSFTU UP NBLF UIF JOUFSTFDUJPO B NPSF pleasant place to walk and help to draw Cambridge Street pedestrians onto Harvard Avenue; t #SJOH UIF MPDBUJPO VQ UP BU MFBTU UIF QFEFTUSJBO experience standard of the districtâ&#x20AC;&#x2122;s central intersection at Harvard and Brighton Avenues;

FIGURE 4.13: VIEW OF THE SITE FROM THE CORNER

FIGURE 4.14: VIEW OF THE SITE FROM HARVARD AVENUE

t $SFBUF VOJUZ CFUXFFO QFEFTUSJBO FYQFSJFODFT PO sidewalks, in street crossings, and in open spaces, to build a seamless public realm; t 1SPNPUF XJOEPX TIPQQJOH BOE QBUSPOBHF PG EJTUSJDU businesses.

RECOMMENDATIONS

Recommendations HISTORICAL RESOURCES One of the gatewayâ&#x20AC;&#x2122;s great assets is the cluster of historic buildings surrounding what was once the Allston Depot, now owned by Pizzeria Regina, and its plaza, now a parking lot (Figure 4.18). This site was once the railway gateway to Allston, connecting Boston to its near suburbs, and is in many ways the historic hub of Allston. These buildings are currently underutilized, with several being used as storage facilities. Restoration and adaptive reuse of these historic assets, and of the historic Depot Plaza as open space, would help establish this gateway as a vibrant and unique entrance to the district and provide a strong anchor for Harvard Avenue. Historical restoration and reuse of these buildings is a longterm goal, but one that will become more viable as property values rise at this intersection, and one that is potentially transformative to the district as a whole. Other proposed improvements to this Gateway help to increase the value and interest in reuse and/or redevelopment.

FIGURE 4.15: ALLSTON DEPOT, HISTORIC IMAGE

In general, we recommend mixed-use occupancy of these buildings, with retail on the ground floor to create street-level interest: t "MMTUPO %FQPU 'JHVSFT #VJMU JO BT a station building for the Boston and Albany train line, the Allston Depot is a Boston landmark. It was designed by the architectural firm Shepley, Rutan and Coolidge, which designed several other rail stations in the area. It is one of the few remaining B&A rail stations, since many were torn down during the construction of the Mass Pike. Currently the Allston Depot houses Pizzeria Reginaâ&#x20AC;&#x2122;s. This successful restaurant caters to multiple demographics in the district â&#x20AC;&#x201C; families, college students, workers and business owners â&#x20AC;&#x201C; but the site feels disconnected, separated from the rest of the district by its huge store-front parking lot. This lot used to be a plaza and park designed by Frederick Law Olmsted, the late 20th Century landscape architect famous for designing Bostonâ&#x20AC;&#x2122;s Emerald Necklace, among many other urban parks. More than the building, the open

FIGURE 4.16: ALLSTON DEPOT, HISTORIC IMAGE

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space/parking lot is an underutilized asset for Allston Village. t 5IF $IFTUFS #MPDL 'JHVSF #VJMU JO UIF Chester Block is a three story Queen Ann-style brick building located at 391 Cambridge Street. It was designed by Swiss architect, Franz Joseph Untersee for developer W. R. Chester. This structure is notable as the first commercial building built in Allston, and it retains much of the original details, especially on the first floor commercial faĂ§ade. Most of the street-level retail spaces are currently occupied with long-term tenants, but the corner storefront is empty. This space is an ideal location for a retail tenant that could act as an anchor, perhaps filling one of the retail gaps identified earlier. t 5IF 4IFQQBSE -POHGFMMPX #VJMEJOH 'JHVSF Built in 1880, this three-story brick building at 4 Franklin Street was probably designed by developerarchitect Frank Sheppard, who worked closely with W. R. Chester to develop several parcels around

FIGURE 4.17: ALLSTON DEPOT, HISTORIC POSTCARD

Gateway Improvements the Allston Depot. The building is one of two owned and occupied by the Jack Young company, and is being used to store auto parts. For a building of historic value that faces a large open space, this use is greatly underutilizing the potential of the building and location. In the short term, using the streetlevel space that fronts on Franklin Street for retail or another use that engages pedestrians would greatly improve the vitality of the surrounding area. In the longer-term it would be ideal for existing business to take full opportunity to capitalize on the value of the building by moving storage to less valuable spaces and redeveloping the building for a mixture or retail, residential, and commercial uses.

FIGURE 4.18: ALLSTON DEPOT, PRESENT DAY

FIGURE 4.19: THE CHESTER BLOCK

FIGURE 4.20: THE SHEPPARD/LONGFELLOW BUILDING

FIGURE 4.21: THE ALLSTON HALL BUILDING

t 5IF "MMTUPO )BMM #VJMEJOH 'JHVSF "OPUIFS Queen Ann-style brick building built in 1889-1890, the Allston-Hall was built for Samuel Hano, a local real estate magnate. The structure is adjacent to the Sheppard/Longfellow Building at 12 Franklin Street and is the second Jack Young building being used for storage. The recommendations for short-term streetlevel retail eventually shifting to long-term mixed-use full occupation are the same as the Sheppard/Long Building. In addition, some reports indicate that this building used to house a dance hall and thus it would be worth investigating the market potential for cultural/ entertainment use at this space that could reclaim that part of the building.

RECOMMENDATIONS

Recommendations PHASE I: POP-UP OPPORTUNITIES

Streetscape Improvements

The first phase of urban design interventions at the Harvard-Cambridge gateway addresses as many of the image mismatch and pedestrian safety concerns as possible through interventions that can go into effect immediately (Figure 4.22).

Even in the short-term, the image and safety at the Harvard-Cambridge gateway could be vastly improved. Painting the pedestrian crossings to make them more noticeable and setting the crossing lights to turn to walk every time there is a red light (instead

of requiring pedestrians to press the button at the sign) would help drivers and pedestrians be aware of the crossing and follow traffic rules. Many turning cars stop in the middle of the crosswalks, and pedestrians will often cross against the light rather than wait because the ‘walk’ signal does not activate if the button is not pressed.

Pop-Up Opportunities Parking Effect: Regina’s Lot: -12 spaces (temporarily) Ace’s Lot: - 9 spaces (temporarily) Legend: Tree Sidewalk Pedestrian Crossing Temporary Activity Space Picnic Bench Craft Tent Food Truck

N FIGURE 4.22: POP-UP OPPORTUNITIES The Harvard-Cambridge gateway provides an opportunity for pop-up interventions.

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Gateway Improvements Posting branding materials and signage for Allston Village in the vacant corner retail space will make the corner look less abandoned and mark the start of Allston Village for drivers and pedestrians entering from the north. Planters or a bench on either of the two northern corners of the intersection would also improve the streetscape for pedestrians. The southwest corner already has both of these elements in front of Sting Ray Tattoos; having a similar installation on the opposite side of the street would make the entire intersection feel more cohesive and the design more intentional. Programming Suggestions Temporary programming offers the benefit of not making any permanent changes to the physical space while testing several uses for open space. Because the parking lot in front of Reginaâ&#x20AC;&#x2122;s is often empty during the day it provides an ideal place for holding several kinds of daytime temporary programming. Figure X shows how some of the spaces in the parking lot could provide temporary space for programming while still maintaining most of the parking and the circulation of the lot. On weekends the lot could host a sidewalk sale where stores and artisans in the area could rent tents to sell their goods or an all-day food truck festival, or these two could be combined for a weekend fair similar to the South Endâ&#x20AC;&#x2122;s SoWa market that takes over a parking lot every weekend through the summer for a crafts and antiques market. The proprietor of Reginaâ&#x20AC;&#x2122;s has also suggested that evening programming could be possible on nights that are not especially busy when parking demand is low. Evening events could include an outdoor movie or small concert. All of these programming suggestions could be one-time events or repeated for a period, such as the summer, based on their popularity and

FIGURE 4.23: FOOD TRUCK FESTIVAL in the short term, the gateway can host events like a food truck festival, which would not require any physical changes to the intersection.

financial success. In addition to being very good branding opportunities for Allston Village, ephemeral events display the incredible potential of having an anchor public space and corresponding activities at the end of Harvard Avenue.

RECOMMENDATIONS

Recommendations PHASE II: THE POCKET PARK This phase includes interventions that require some collaboration with actors such as city officials, but still do not require any drastic changes to the existing

parking and uses at the Harvard/Cambridge gateway. This phase includes the creation of a pocket park at the end of Franklin Street and the relocation (and addition) of parking spaces in that area, as shown in Figure 4.24.

Streetscape Improvements A variety of sidewalk improvements are recommended at this stage. These range from the addition of street trees, planter boxes, and pedestrian-scale lampposts

Pocket Park Parking Effect: Reginaâ&#x20AC;&#x2122;s Lot: + 10 spaces Aceâ&#x20AC;&#x2122;s Lot: - 9 spaces Braintree Street: +13 spaces Legend: Tree Sidewalk Pedestrian Crossing Paved Pedestrian Plaza Park Space Picnic Bench Beach Towels (Audience) Movie Screen Sound Barrier Pedestrian-scale Street Light Bus Shelter

N FIGURE 4.24: POCKET PARK The Harvard-Cambridge gateway could feature a pocket park visible from Harvard Avenue.

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Gateway Improvements at regular intervals (as has been done surrounding the Harvard-Brighton intersection) to the resurfacing of the sidewalk with a bricklike surface to differentiate it from the street. The addition of a bus shelter is also recommended since bus riders currently lean against a chain link fence or sit on top of a utility box while waiting for the bus on the Turnpike side of Cambridge Street. All of the streetscape improvements made in the earlier phase would presumably be in place or be included in the implementation of this phase as well. Programming Opportunities The pocket park would create an anchor space visible from Harvard Avenue. The intention of improving this location is to draw pedestrians from the core of Allston Village to this currently overlooked section of the district to allow street-level retail in the buildings along Franklin Street to benefit from the increased flow of pedestrians to enhance the vitality in this area The park could be the location for many of the temporary activities proposed in the previous phase – outdoor movies and concerts – and the remaining parking in front of Regina’s could still be temporarily used in the case of larger events requiring more space. The park would also be an asset for Regina’s by providing outdoor dining space. The creation of the park, which requires closing off Franklin Street and creating parking along the residual dead-end streets of Franklin and Braintree, would require substantial financial investment as well as the approval of and coordination with the City of Boston. However, such a project would be eligible for place-making and public space improvement grants, which could offset the financial costs.

FIGURE 4.25: POCKET PARK RENDERING The pocket park could be used to host events like nighttime outdoor movie screenings.

RECOMMENDATIONS

Recommendations PHASE III: ALLSTON DEPOT PARK & PLAZA This phase poses the most drastic changes to the gateway, turning the existing parking lot and dead end street into a large, open space for multiple uses for the benefit of the surrounding businesses and all of

Allston Village. Part park, part plaza, this open space would be the anchor of the gateway and of Harvard Avenue. Loss of parking could be made mitigated through partnerships with the many surrounding lots through the Share-a-Lot program.

Streetscape Improvements The improvement of pedestrian crossings across both Harvard Avenue and Cambridge Street would be a major priority in this phase. This plan recommends the use of a raised, textured crossing, not just in currently

Allston Depot Park & Plaza

45 spaces

Parking Effect: Reginaâ&#x20AC;&#x2122;s Lot: - 32 spaces Aceâ&#x20AC;&#x2122;s Lot: - 9 spaces Braintree Street: +13 spaces

Allston Depot

Legend: Tree Sidewalk

Allston Hall

Pedestrian Crossing Sheppard/

24 spaces

Paved Pedestrian Plaza

Longfellow Block

Park Space Picnic Bench

Chester Block

Outdoor Dining

18 spaces

Sound Barrier Pedestrian-scale Street Light Bus Shelter

N FIGURE 4.26: ALLSTON DEPOT PARK & PLAZA In the long term, existing parking lots at the Harvard-Cambridge gateway could be repurposed to provide an open space anchor for the district.

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Gateway Improvements striped crosswalks, but in the entire intersection. A brick-like texture, differentiated in color from the surrounding asphalt, can provide a cue to motorists to slow down while hinting at the historical nature of the gateway. This paving would continue on the paved sections of the Depot to unify the elements across Cambridge Street. Another significant change to the street would be a new pedestrian crossing, also raised and textured, where the pedestrian bridge from Lower Allston meets Cambridge Street. This location is currently the site of many illegal street crossings by pedestrians entering or exiting the bridge. This is a particularly dangerous area for illegal crossings because the cars coming down Cambridge Street are moving at high speeds here. For this reason, a yellow flashing caution light is recommended to accompany the crossing to warn cars to slow down and be aware of pedestrians crossings. Finally, a staircase connecting the pedestrian bridge to the Plaza would allow entrance to the district through the park. Programming Opportunities The Depot Park and Plaza would provide space for all previously mentioned programming ideas while increasing green space and pedestrian-only open space. Such a large public space would have an effect on the surrounding properties, raising their value for commercial and residential purposes. This would hopefully provide an opportunity and financial incentive for existing businesses to relocate any remaining storage to another site, opening the AllstonHall and the Sheppard/Longfellow buildings to be fully developed for mixed-use occupation. This new development would bring many more people to the

FIGURE 4.27: STAIRCASE TO THE PLAZA Long-term improvements could include a staircase connecting the existing pedestrian bridge to the new Depot Park and Plaza.

area on a regular basis, invigorating the surrounding streets and creating a solid consumer base for the nearby businesses. Such a large public space would be an asset to the rest of Allston Village. The new plaza could host several large and regular events that would raise Allstonâ&#x20AC;&#x2122;s profile throughout Boston. One such event could be the Taste of Allston, which is currently hosted outside of the district. Hosting such an event in Allston Village would make it more convenient for residents to attend and would directly relate the event with local

businesses while providing visibility and access to new customers. Such an event that celebrates the strengths of Allston Village is just the kind of branding needed to correct the image mismatch identified earlier.

RECOMMENDATIONS

Recommendations IMPLEMENTATION SPECTRUM MULTIPLE PARTNERS REQUIRED

SHARED PARKING PLAN

TIMING CROSSING LIGHTS PLANTER BOXES

BIKE LANE

RAISED CROSSWALKS STREET LIGHTS

SIDEWALK IMPROVEMENTS

STREET TREES

STOREFRONT SIGNAGE IMPROVEMENTS

DISTRICT SIGNAGE

BUS SHELTER STOREFRONT FACADE IMPROVEMENTS PUBLIC ART ONGOING PROGRAMS

TEMPORARY PROGRAMS

AVMS ALONE

ADAPTIVE REUSE OF HISTORIC BUILDINGS

STRATEGIC BUSINESS RECRUITMENT

EVENTS

SHORT-TERM

LONG-TERM MOSTLY PUBLIC PARTNERS MOSTLY PRIVATE PARTNERS

FIGURE 4.28: IMPLEMENTATION SPECTRUM Gateway and streetscape interventions range in time scale and number of stakeholders and partnerships required

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Gateway Improvements SUMMARY The three phases presented above show how urban design interventions can work with programming to transform a gateway into an anchor and an asset for Allston Village; although the Harvard-Cambridge gateway is described in detail because of its particular challenges and assets, each gateway could undergo a similar transformation using the toolkit of interventions provided in this study.

RECOMMENDATIONS

Recommendations Share-A-Lot Despite stakeholder complaints about a lack of parking, Allston Village has a significant number of parking spaces – 1,282 spots in total. However, most of these spots are privately owned and are not accessible to customers and visitors. There are 838 private spaces in the district, while only 444 spaces are public. Thus, the parking supply problem reflects private restrictions on parking that create a major barrier to full use of Allston Village’s significant parking resources and increasing the customer base for local businesses. In addition, as described in the urban design analysis section, Allston Village’s lack of green space and other public open spaces is one of its key deficiencies. The district is almost completely built out with few vacant lots, which limits opportunities to create new park space. However, Allston Village’s parking lots offer a way to expand open space for events, and public and community activities. Most parking lots have empty spaces for at least part of the day (Figure X), which means that they could be adapted to provide publicly accessible parking or open space on a temporary and flexible basis or for long-term needs.

WHAT IS SHARED PARKING? Shared parking is grounded in the idea that a single parking facility can serve multiple destinations and purposes. For example, two businesses that share customers at the same time of day, such as a pharmacy and a hair salon, can collaborate to provide one source of parking for their customers. Alternatively, businesses that function as destinations at different times of day, such as a hair salon and a

restaurant, can accommodate employees and visitors in the same space during the business’ different peak hours. Shared parking also can be used to provide more community, event, and open space by allowing greater utilization of existing parking and freeing up space for these uses. The AVMS organization is in an excellent position to match business owners that need parking with other business and property owners that may have extra supply and coordinate the shared parking system. AVMS also could support the development of community/event and open space by tapping into its existing relationships with businesses owners and community leaders to forge new partnerships WHAT ARE THE BENEFITS OF SHARE-A-LOT? A shared parking program for Allston, what this plan terms “Share-A-Lot,” would provide a number of direct benefits to the district. First and foremost, Share-ALot would open up more parking to visitors, which could bring more people to the district and help businesses compete with other areas where parking may be more readily available. Currently, the lack of available parking appears to deter visitors from coming to Allston, since they don’t want to take the risk of not finding a space or potentially being ticketed or towed. By providing visible parking in convenient places, a shared parking program also can reduce parking “circling” among visitors, reducing congestion, air pollution, and traffic collision risks. The program can shift the emphasis away from drivers and toward pedestrians and a good public realm experience. In addition, shared parking would reduce the need for towing in the district. Right now, Allston is a “hotspot” for towing: according to research by the Boston

MORE THAN MEETS THE EYE: ALLSTON VILLAGE STRATEGIC DEVELOPMENT PLAN

FIGURE 4.29: TIME-OF-DAY BUSINESS PARTNERSHIPS Businesses with opposite peak hours can enter shared parking partnerships to more efficiently utilize their parking resources.

Share-A-Lot Globe from December 2011, twice as many cars are towed for illegally parking in the 63-spot CVS/ Dunkin Donuts lot than any other address in Boston. The Blanchard’s lot and other pharmacy lots also are on the list of the top ten worst towing locations in Boston. Towing is an expensive and frustrating process for visitors and potentially creates negative marketing and drives customers away. Towing does not bring revenue to Allston business owners, only to the private towing companies who conduct “patrol” towing. Furthermore, Share-A-Lot can reduce parking maintenance costs, since property owners who operate lots together would be able to share in any upkeep expenses while the program could also generate new direct and indirect revenue. If people pay for parking privileges, the money could go directly to property owners. Likewise, more visitors may bring more money to the district’s businesses. Shared parking can even facilitate new development. With an effective shared parking system in place, new developers might not have to provide as many parking spaces, which currently serves as a barrier to development. Finally, temporary re-purposing of parking lots during low parking demand periods can provide much-needed community and open space. A shared parking program also can provide a host of indirect benefits to the district. First and foremost, it could improve the district’s image. Right now, the high levels of towing occurring in Allston negatively affect district perceptions. People view the towing as “corrupt,” “shady,” and “opportunistic.” Common complaints include being towed inappropriately, car damage, trouble locating the car after towing, being forced to pay in cash or being overcharged, and the behavior of towing staff. Some towing companies

pay their drivers on commission, so there is an added incentive for aggressive towing. In addition, parking sharing can promote a “sharing” ecosystem in Allston, encouraging communication and cooperation among business owners and community members that can have spillover effects throughout the region and bring positive publicity to the district. The program can provide a model for other urban main streets that struggle with parking issues. The Share-ALot model can be deployed in other locations across Boston, and ultimately promote the development of zoning regulations and municipal policy that would promote shared parking. Finally, a shared parking strategy can bolster the district’s daytime customer base. By providing the opportunity for visitors to leave their cars in a single, central place, it lets visitors spend more time in the district, running errands and attending to business at multiple businesses throughout the district. WHAT ARE THE CHALLENGES OF SHARE-A-LOT? Implementation of Share-A-Lot presents challenges for several reasons, beginning with inertia. Property owners may be relatively satisfied with their existing parking arrangements, and have limited motivation to change. They also may be skeptical about potentially losing land, development potential, or parking for future tenants, especially if owners relinquish land to the City or to AVMS for management.

hesitant to consider revisions to these arrangements, even if parking is underutilized as spaces are highly coveted. Importantly, there are some potential liability concerns associated with parking sharing. Based on information from interviews with management company representatives, these liability concerns are two-fold. First, there is an obvious legal liability issue for any damage or injuries occurring in private parking lots. Second, there is public relations liability, given that property owners may not want to take the risk of a negative event happening in their lot. Finally, towing companies would clearly resist such a scheme. “Patrol” towing is a very profitable enterprise in Allston. According to the Boston Globe, Robert’s Towing Company, which patrols the CVS/Dunkin Donuts parking lot, towed approximately 3,550 vehicles from April 8, 2009 to October 31, 2011, netting $465,000 in cash if staff received $131 per tow. By increasing parking availability, Share-ALot could cut into towing companies’ profits. What political leverage these companies have with property owners or City Officials who may need to sign on to the program is unclear but this issue will have to be addressed in the early stages of planning.

Tenants may also resist such a scheme. Property owners may have already made arrangements with their tenants that include leases that allocate a designated number of spaces. Tenants may be

RECOMMENDATIONS

Recommendations IMPLEMENTATION TOOLKIT Based on Allston’s needs for both more available public parking and more community, event, green, and open space, we recommend four potential interventions to take better advantage of underutilized parking:

SHORT-TERM INTERVENTIONS

Business partnerships

Business partnerships Community and event space District Parking Green/open space

Have property owners/tenants reach agreements to share parking for customers and employees on a case-by-case basis. Parties may have similar customers or different peak hours or simply have existing relationships and trust. Use underutilized parking spaces/lots for any of the following: Food truck gathering places Outside bars Temporary playgrounds and bowling alleys Craft, music, and craft beer festivals Outdoor concerts, movies, and live theaters Night markets Tailgating events

These interventions are summarized below in Figures 4.30-4.31, divided into short- and long-term efforts according to the amount of time that may be required to generate support and formalize program elements. Community and event space

Doing so could involve temporary use of an area at non-peak hours for events or long-term use of part of a large parking lot for a plaza, boulevard, or paved courtyard. Models: “Texas Food Truckin’ Fest” and “International Festival,” Dallas, TX (Figure 4.31 and Figure 4.32) “Parking Lot Party,” Northampton, MA

FIGURE 4.30: SHORT TERM INTERVENTIONS These interventions require little to no physical interventions, and can be implemented by as few as one or two stakeholders.

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Share-A-Lot LONG-TERM INTERVENTIONS

District parking

Establish a parking district for Allston that creates a common pool of parking for the whole district. This district may be closely tied to a pricing strategy, which varies by peak/non-peak hours and/or parking locations. This program would require paid parking similar to a municipal lot system (either meters or parking stations) and would have the advantage of unifying parking regulations across the district. Transform underutilized parking spaces/lots into any of the following:

Green/open space

“Parklets” Bioswales or rain garden Small paved plazas (with permeable paving) These can help improve water quality, reduce runoff, manage stormwater, and support pedestrian activity. Model: Seattle’s “Green Parking Lots” strategy (Figure 4.34 and Figure 4.35)

FIGURE 4.31: LONG TERM INTERVENTIONS These interventions require buy-in from multiple stakeholders, sometimes accompanied by physical interventions to parking lots.

RECOMMENDATIONS

Recommendations EXISTING LOT TYPOLOGIES AND POTENTIAL INTERVENTIONS Our team examined different parking lots in Allston Village, and sorted them into typologies according to ownership, intensity of use, and peak usage. Though there is variation amongst specific lots in the district, these are a starting point to considering possible interventions. PARKING LOT TYPE

INTERVENTION

Municipal

Green/open space (temporary, off-peak only)

Daytime Retail

Business partnership; District parking

Nighttime Retail

Business partnership; District parking; Community and event space

Leaseable Private

Green/open space

Employee

Business partnership; Community and event space

FIGURE 4.32: PARKING LOT TYPOLOGIES Different parking lot typologies identified in Allston Village lend themselves to different interventions.

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FIGURE 3.33: MUNICIPAL LOT This Harvard Avenue lot represents the most flexible space in the district. Since it is municipally owned and often half-empty, it can be adapted to become open space, at least during off-peak hours, in order to serve public interest. Because of the shortage of public spaces, this municipal lot should also have better signage to ensure that it is better utilized at peak times.

Share-A-Lot

FIGURE 3.34: DAYTIME RETAIL LOT Parking lots belonging to daytime retail businesses, such as this one in front of CVS, represent excellent opportunities for business partnerships in evening off-peak hours.

FIGURE 3.35: NIGHTTIME RETAIL LOT Parking lots belonging to nighttime businesses, such as this one in front of Pizzeria Regina, represent excellent opportunities for business partnerships and event spaces in daytime off-peak hours.

FIGURE 3.36: LEASABLE PRIVATE LOT Parking lots that offer month-to-month leases are the least flexible spaces, but still offer important greening opportunities.

FIGURE 3.37: EMPLOYEE LOT Employee parking lots are similar to daytime retail lots. Their off-peak hours offer the chance for owners to collect additional revenue and/or provide a community benefit.

RECOMMENDATIONS

Recommendations

FIGURE 4.38: TEXAS FOOD TRUCK FEST Events like this bring activity to underutilized lots.

FIGURE 4.39: COWTOWN CELTIC FESTIVAL Here is an example of a lot being reused as a community space.

FIGURE 4.40: SUMMER SUNDAYS Concerts can be put on in underutilized lots with minimal effort.

FIGURE 4.41: BIOSWALE Bioswales are a long term greening opportunity.

FIGURE 4.42: RAIN GARDEN This is an example of a long term repurposing of a parking lot.

FIGURE 4.43: PROXY Vacant lots can be repurposed into vibrant community spaces.

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Share-A-Lot IMPLEMENTATION TEST CASE: PIZZERIA REGINA’S AND CVS/ DUNKIN DONUTS Before any “Share-A-Lot” interventions can be made, it is necessary to develop a parking inventory to understand the employees and customers coming to each business and their parking patterns, including time of day and duration. This report already provides a map of the existing parking resources in Allston Village. The Urban Land Institute’s Shared Parking Guidebook can be used to estimate parking demand by use and time of day. In addition, key stakeholders need to be engaged. While these vary depending on the intervention, in general, they are: Property owners and management companies Tenants (business owners) City of Boston: Transportation Department, Public Works Department, Department of Neighborhood Development, and Boston Redevelopment Authority. Boston Police Department (which handles towing complaints) Residents and community members AVMS can play a critical role in convening these stakeholders.

company for the lot, has considered a plan to open the lot to the public and have a live attendant or machine collect fees. HallKeen also is currently in talks with Brighton Music Hall to allow a small number of spaces to be used by concertgoers in the evenings, likely involving some sort of permit that is packaged with VIP ticket sales. HallKeen already lets the nearby specialty grocery store Bazaar use some spaces, but CVS has expressed hesitancy about further openended sharing. This may reflect a desire to preserve spaces for the company’s employees and customers, and perhaps an unfamiliarity of local issues and opportunities by a large national company. An effective shared parking plan could help address some of these concerns. For example, a certain number of spaces could be reserved for CVS and the total number of these spaces could be adjusted over time based on observed use, so that employees and customers have adequate supply, but spaces are not continuing to sit vacant. This particular CVS, for instance, may not require as many employee spaces as other locations because employees may take transit to work.

One test case for shared parking may be the establishment of business partnerships involving the Pizzeria Regina’s front parking lot. Regina’s also has rights to more parking behind Ace Ticket. While a subcontractor, East Coast Associates, handles management of the front lot, Regina’s has already expressed interest in shared parking to gain positive publicity and take leadership in the community. A proposal for the Pizzeria Regina’s lot is included in the urban design section on page 60. Another opportunity exists to test shared parking through business partnerships with the CVS/Dunkin Donuts parking lot, since HallKeen, the management

RECOMMENDATIONS

Recommendations Beyond the two test cases specified on previous pages (Pizzeria Reginaâ&#x20AC;&#x2122;s and CVS/Dunkin Donuts), we have provided specific implementation roadmaps for each of the four recommended interventions (Figure 4.44):

SHORT-TERM OPPORTUNITIES BUSINESS PARTNERSHIPS IMPLEMENTATION ROADMAP This roadmap outlines the key steps to establish partnerships between business owners and other business and property owners to share parking on a case-by-case basis. 1. Hold meeting with property owners and tenants to present an overview of shared parking with concrete examples from other districts and to discuss shared parking options. This meeting can be educational for property and business owners (and possibly public officials and public safety personnel) and provide insight into their willingness to share spaces/lots, and any potential barriers or challenges to doing so. 2. Define an effective model for: a. Payment: Businesses can offer free parking to customers, and compensate property owners or other tenants for use of spaces or lots. Alternatively, customers can pay an attendant at the lot. b. Maintenance: Business owners can split the cost of maintenance among themselves, which can include asphalt repair, striping, seal coating, snow removal, trash pick-up, lighting, and signage.

c. Insurance and liability: Business owners can include their shared parking areas under their standard liability insurance coverage for personal injury and property damage. 3. Create a model contract, a Shared Use Agreement, between property owners and tenants. The Shared Use Agreement must demonstrate some flexibility, so relationships can be adjusted over time in line with how the parking lot is really being used. The agreement should define plans for: shared use, facility maintenance, signage, enforcement, taxes, insurance, indemnification, termination, and cooperation. 4. Notify towing companies regarding partnerships. Establish a permit or ticket system for cars allowed in shared lots, so that it is clear which cars are parking legally. AVMS might also want to encourage property owners/ managers to change their towing companies to ones with fewer consumer complaints and less aggressive towing practices. AVMS could do this in partnership with the Police Department, which handles towing complaints and is familiar with vendors who receive an outsize number of complaints. 5. Celebrate implementation with a major publicity campaign and event to communicate new parking availability to employees and customers. Shared parking can be a major public relations opportunity in AVMS. A major roll -out can help spread the word and signage or parking maps can help with this process.

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COMMUNITY AND EVENT SPACE IMPLEMENTATION ROADMAP This roadmap outlines the key steps to transform parking into community and event space. Here, community space is defined as relatively unprogrammed public space, while event space is used for specific programming. 1. Identify parking lots and spaces not required for parking at off-peak times that are available for these uses. This will involve discussions with property owners, management companies, and tenants to see whether they are willing to open their space to the public on a temporary or permanent basis. AVMS could coordinate these discussions, and emphasize the potential benefits to the community. 2. Community space: a. Once sites have been identified, conduct a community planning process to discuss usage and design needs. This may involve a series of forums or community discussions coordinated by AVMSâ&#x20AC;&#x2122;s Urban Design Committee. b. To generate possible design options, it may be helpful to hold a design competition with area designers and design students. c. Work collaboratively throughout this process with the Transportation Department, Department of Public Works, and the Boston Redevelopment Authority to ensure plans and designs meet any applicable city guidelines. d. Obtain permits to construct what is necessary.

Share-A-Lot

Implementation Roadmaps Business Partnerships Develop an effective payment, maintenance, and insurance/liability model. Create a Shared Use Agreement to formalize this model.

Hold meeting with property owners and tenants to discuss shared parking options.

SHORTERTERM

3 Hold meeting with property owners to discuss willingness to open space to public.

A. For (semi)permanent CS, conduct community planning process to resolve design and usage, potentially involving a design competition. B. For temporary ES, identify event coordinator and obtain required permits.

END Publicize new offerings to residents, customers, and employees.

District Parking 2

3 Have AVMS work with the City of Boston and property owners to create a parking district.

LONGERTERM

Notify towing companies regarding partnerships.

Community and Event Space 2

START Develop a parking inventory to understand employee and customer parking patterns and identify underutilized spaces/lots.

Establish a Parking Committee to oversee the district. Consider establishment of in-lieu fees for new developers.

Finalize acquisition (sell or lease) and develop revenue model for shared spaces.

Open Space 3

2 Approach property owners about making improvements. Consider partnering with Boston’s “parklet” program.

4 Gain necessary approvals (DOT, DPW) and gather community funding and support.

Potentially hold design competition. Provide technical assistance through AVMS’s Urban Design Committee.

FIGURE 4.44: SHARE-A-LOT IMPLEMENTATION ROADMAPS These implementation roadmaps show the processes required to realize different parking lot reuse strategies.

RECOMMENDATIONS

Recommendations 3. Events: a. Share potential event ideas with the community to generate excitement and interest. AVMS’s Marketing and Promotions Committee could help accomplish this. b. Identify an event coordinator. Ideally, events will be tied to businesses nearby. For example, a craft beer festival might be appropriate to hold in a parking lot near a bar, with the bar serving as the coordinator and sponsor of the event. c. Obtain event and potentially street closure permitting. d. Publicize the event through a variety of channels. AVMS’ Marketing and Promotions Committee could assist with this process.

LONGER-TERM OPPORTUNITIES DISTRICT PARKING IMPLEMENTATION ROADMAP This roadmap outlines the key steps to create a parking district that involves the assembly of existing, privately owned spaces and lots into a larger municipal lot or network of lots. 1. Test the idea of district-wide sharing through the establishment of many business partnerships and/ or a pilot program or feasibility study. 2. Have AVMS work with the City of Boston and local property owners to create a parking district. Property owners could be motivated to contribute their land to the parking district, either through longterm leasing or some other agreement, to gain access to more spaces in the overall area and avoid responsibility for maintenance or insurance.

The City or AVMS could agree to indemnify and hold property owners exempt from any liability arising from the public’s use 3. Finalize the acquisition and or shared use agreements and process. This may involve fee simple acquisitions, public easements or dedications, lease agreements, or license agreements. 4. Ensure that property owners’ parking needs continue to be met through three options. a. Assigned spaces: Reserved for property owners and their tenants. The City or AVMS pays lowest lease payment. b. Permitted spaces: Employees or other visitors can purchase permits to use. The City or AVMS pays second-lowest lease payment. 5. Shared spaces: Open to any user. The City or AVMS pays highest lease payment. 6. Develop revenue model for shared spaces. Revenue could be spent on street furniture, trees, lighting, street sweeping, and steam cleaning, among other improvements. Revenue could also go back to lot owners, in full or part, as an incentive to participate in the program. 7. Establish a Parking Committee to oversee the district. This committee could operate within AVMS. 8. Establish in-lieu fees. These fees allow new developers to contribute to the parking district and public parking facilities rather than building or acquiring the required number of on-site parking spaces.

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OPEN SPACE IMPLEMENTATION ROADMAP This roadmap outlines the key steps to create a parking district that involves the assembly of existing, privately owned spaces and lots into a larger municipal lot or network of lots. 1. Identify lots that have the greatest potential for green interventions, based on ownership, usage characteristics, size, and environmental conditions. According to the San Francisco Planning Department, areas that might be appropriate for parklets include spaces for on-street parallel, angled, or perpendicular parking that are located at least one parking space away from an intersection or street corner, to minimize collision risk. They should be on streets with speed limits no greater than 35 mph, and not block manholes, fire hydrants, or drainage. 2. Approach property owners (direct and adjacent) about making improvements. The City of Boston is currently exploring the use of parklets. The City is paying to design and install four test parklets, at a cost of $12,000, with businesses, residents, and local institutions assuming responsibility for maintenance. 3. Coordinate with the Transportation Public Works Departments.

and

4. Gather community funding and support. One way to do this would be through a parking lot or parklet design competition (“Allston’s Backyard”) open to area designers and design students. With its parklets test program, the City of Boston is envisioning that the design and funding of parklets

Share-A-Lot will eventually be a joint effort with property owners. 5. Provide property owner education and technical assistance through the AVMS Urban Design Committee. AVMS can assist with the permitting process, and help solve issues raised by the Transportation or Public Works Departments. 6. Publicize improvements and support creative programming in the spaces. This will generate positive public relations for owners and the district at large and set an example for additional parking lot owners to make their own green improvements.

ADDITIONAL PARKING STRATEGIES In addition to these implementation roadmaps for specific interventions, some other general steps can be taken to improve the parking ecosystem in Allston.

District Community Officer; and Massachussetts Department of Public Utilities. Second, partner with the Police Department to identify towing vendors who have not received an excess number of complaints and encourage property owners to use these companies instead of others. 3. Support zoning rules and municipal ordinances that enable shared parking. These ordinances may: a. Allow shared parking to meet minimum parking requirements b. Let on-site parking requirements be located offsite c. Establish parking maximums, instead of minimums d. Create an in-lieu payment system for larger developments e. Waive parking requirements for smaller developers

1. Once the first round of business partnerships is established, generate a comprehensive parking map for the district, so people know the type and location of spaces available. Publicize the new parking system and install signage showing parking locations throughout the district. 2. Work to address the negative aspects of towing in the district. First, start an information campaign to let people know about their rights when being towed. As part of this process, inform people who have had negative towing experiences about how to contact the appropriate authorities. For Allston Village, there are four primary channels: Massachusett’s Attorney General’s Office (Consumer Complaints Office); Better Business Bureau; Police Department – Local

RECOMMENDATIONS

Recommendations Hyperlocal Task Forces Several qualities detract from the physical appearance of Allston Village, including large amounts of trash piled up at various times, street lights that need to be replaced, sidewalk cracks along busy streets, and buildings that lack regular maintenance. In order to overcome these issues, there must be better coordination among business owners, property owners and residents who are willing to collaborate around shared interests. Solutions also require strong engagement with the City of Boston, and the existence of strong organizations that can sustainably support such a relationship. One method of bringing stakeholders together to achieve these goals is through the creation of task forces that target specific issues and places within Allston Village. These task forces – what we call hyper-local task forces – are based on a concept of partnership between business owners, property owners, nonprofits, engaged residents, and the City of Boston.

WHAT DO HYPER-LOCAL TASK FORCES ACHIEVE? A core goal of this model is to engage local business owners, landlords, and residents with shared concerns and interests around immediate, actionable activities that enhance the quality of the district. Task forces can expand the opportunities for business owners, in particular, to become involved in districtwide efforts in clear, meaningful ways. This process can also foster a shared ownership and responsibility among different stakeholders. Task forces could serve a temporary role in tackling issues, concentrating

mainly on short-term projects, compared with the work currently being done by the Committees on Promotion, Design, and Economic Restructuring. Hyper-local task forces could each consist of a small group of people and be organized on a volunteer basis by those committed to specific issues or subareas of the district. Further, task force members should strive to reflect a broad cross section of local residents, representatives from businesses, neighborhood-based groups, housing providers, and property owners who wish to participate in different activities. Each task force can be highly adaptable and help assist the efforts of AVMS, working jointly with its existing committees, and taking on smaller projects that need immediate attention. During busy times of the year for AVMS, task forces can also help disseminate important information to business owners. To summarize, task forces would: Identify priorities for short-term action Build a shared commitment among stakeholders Set an agenda for addressing issues and implementation Coordinate work with AVMS and its committees Disseminate information to business owners and other stakeholders

TASK FORCE MODELS: THEME-BASED AND PLACE-BASED This proposal recommends two types of task forces. First, there should be task forces to identify targeted issues confronted by AVMS, such as adjusting trash pick-up service, installing new street signage, and

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advocating for specific streetscape improvements. Although committees in AVMS already take on some of these issues, these task forces would be narrowly focused on one specific issue. These issues or themes may fall under the guidance of Committees. For example, the AVMS Design Committee could oversee the task force working on redesigning a major intersection. For issues that don’t fit directly into a Committee, such as trash pickup, task forces can act more independently. A second type of task force would bring together business owners and residents of a common geographic location. The scope may vary by intersections, streets and blocks, and buildings, in cases where businesses and residents occupy the same property. Figure 4.46 shows the details of a proposed structure of the task forces.

TASK FORCE EXAMPLES THEME-BASED TASK FORCE As described in the existing conditions and highlighted in our meetings with stakeholders, the most urgent issue that threatens the physical appearance of the district is the prevalence of trash; cigarette butts, discarded wrappers, and other litter can be seen around the district. This issue is difficult to solve given the numerous sources of the problem and the challenge presented by clearly defining who is responsible for public spaces maintenance. In order to solve the trash problem and to ensure reliable trash management, a Street Cleanliness Task Force

Hyperlocal Task Forces could be formed under the guidance of AVMS. The Street Cleanliness Task Force would be responsible for addressing the district-wide trash problem. For specific locations within the district, an area captain could be selected and charged with organizing volunteers, assigning detailed tasks, and reporting back to the coordinator. Additionally, the area captain would be responsible for: 1) coordinating efforts in tje assigned area; 2) communicating best practices with other area captains; 3) documenting efforts and requests. Overarching goals of the Street Cleanliness Task Force include: Reversing the trend of deterioration of AVMS’s image Cleaning up the accumulated litter on the streets. Specific areas of concern include: » The concentration of litter along Harvard Avenue » Several spots at Brighton and Cambridge Street » One spot at Commonwealth Street Increasing the number of trash barrels within the district, especially on Harvard Avenue Reporting overflowing trash bins to the City Replacing the current open-end trash bins with closed bins by requesting and following up with the City. Educating business owners about their responsibility not only for their own store front, but also for the areas adjacent to their property. Increasing business owners’ collaboration and encouraging ownership and accountability of the entire district through enhanced and structured relationships

ALLSTON VILLAGE MAIN STREETS

PROMOTION COMMITTEE

SPECIAL EVENTS TASK FORCE

DESIGN COMMITTEE

SHARE-A-LOT TASK FORCE

STREET LIGHTS TASK FORCE

TRASH AND DISTRICT CLEANLINESS TASK FORCE

FIGURE 4.45: ORGANIZATIONAL FRAMEWORK Hyperlocal task forces can be integrated into the existing Allston Village Main Streets organizational framework.

Expected Accomplishments: Regular trash pickup and street cleanliness services Sufficient public trash bins, starting with Harvard Avenue Reduction in amount of trash circulating the district Increased responsiveness and services from the city

Increased business owner or operator involvement, accountability, and pride in the district Improved image of the district for customers and visitors The Street Cleanliness Task Force would hold meetings to discuss the district-wide trash pickup plan, set priorities for places with the most severe issues, and allocate resources focusing on that area. Currently,

RECOMMENDATIONS

Recommendations

TWO TYPES OF TASK FORCES ISSUE

HARVARD & BRIGHTON AVE

TRASH PICKUP

E ERS CTIO T N

BUSINESSES WITH THE SAME PROPERTY OWNER

ILDING BU

PLACEBASED

HARVARD AVE BET. CAMBRIDGE ST & BRIGHTON AVE

REET

FIGURE 4.46: PROPOSED STRUCTURE OF HYPERLOCAL TASK FORCES Hyperlocal task forces can be place-based or theme-based, depending on the issues at hand.

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THEMEBASED

STREET LIGHTING

MURALS & PUBLIC ART

IS S U E

Hyperlocal Task Forces Harvard Avenue has the worst physical appearance inside AVMS. The Street Cleanliness Task Force might propose to start with Harvard Avenue and assign detailed work to the area captain of Harvard Avenue. LOCATION-BASED TASK FORCE The location-based task force is designed to engage stakeholders sharing the same location and caring about multiple issues within that area. The scale of the shared location can vary from individual buildings to intersections to districts. In the case of AVMS, the locations can be: Intersections » Union Square » Harvard-Brighton Intersection » Harvard-Cambridge Intersection Streets » South Harvard Avenue » North Harvard Avenue » Brighton Street » Cambridge Street Buildings with multiple businesses, such as161 Harvard Ave. With defined locations, a location captain cold be selected and given duties for organizing volunteers in that area, allocating detailed tasks, and reporting back to the coordinator. Similar to the Area Captain in the theme-based task force, the role of the Location Captain would be to: 1) coordinate efforts in its area; 2) communicate best practices with other Location Captains; 3) document efforts and requests to the city and other entities; 4) communicate with AVMS Executive Director.

To illustrate how this may work, we detail the example of a South Harvard Avenue task force: Interests of South Harvard Avenue Task Force Improve South Harvard Avenue’s image Clean up the accumulated litter on the South Harvard Avenue Increase the number of trash bins on the South Harvard Avenue Communicate with other task forces on reporting overflowing trash bins to the City Increase the lighting during the night on the South Harvard Avenue Increase South Harvard Ave’s business owners’ collaboration and encourage accountability through increased relationships Request for and create more pedestrian crossings Increase the awareness of the available parking spaces Share parking lots Expected Accomplishments Regular trash pickup and street cleanliness services on the South Harvard Avenue Sufficient public trash bins on the South Harvard Avenue The trash in the trash bins are not exposed More lighting during the night Better pedestrian experience Increased business owner and operator involvement, accountability, and pride More parking spaces known to the customers Enhanced image of South Harvard Avenue, and the entire district by association

The South Harvard Avenue Task Force would have meetings to discuss the agenda addressing all the interest issues, and prioritize efforts based on urgency and severity. The following section provides two case studies that detail how these types of task forces have been successful in other districts.

IMPLEMENTATION STRATEGIES Hyper-local task forces can be implemented quickly and efficiently. As a first step, an initial meeting between AVMS, various stakeholders, and interested participants would be useful to introduce this model and determine what task forces are needed most. A survey to all businesses might also supplement this information and provide an opportunity for AVMS to “report back” on survey results at this first meeting. Forming a task force will then require recruiting people from different parts of the district who are committed to lead these efforts, as well as volunteers who are available to join these efforts. FORMING A TASK FORCE 1. Assess the broad needs of Allston Village that aren’t being met, focusing on key maintenance issues, while identifying specific needs of residents, business owners, and landlords 2. Recruit one or two leaders who can spearhead the task force and manage volunteers 3. Develop an outreach strategy for partnering with businesses and property owners and residents

RECOMMENDATIONS

Recommendations 4. Create plan with immediate short term actions for meeting targeted goals, increasing stakeholder participation, and reporting updates and accomplishments to AVMS GET PEOPLE INVOLVED 1. Create database of contact information for partners and volunteers 2. Actively recruit task force leaders through AVMS network 3. Collect information on opportunities to volunteer based on interests, skills and times available 4. Use social media to promote task forces and recruit participants PROPOSED IMPLEMENTATION TIMELINE

at the most needed place would be a good way to brand the task force to the whole district. Also in the short run, the task force should seek for and build on the existing connections among the business to ease the resistance from the business owners. LONG-TERM Multiple Themes Multiple Locations A short-term strategy for implementing task forces would build ownership and support for the idea in the long-term which would allow task forces to be formed independently, have more self-sustained structure, and work on more complicate issues independently. Also, the task forces in the long run could also be able to have more flexible organization to fit for different themes or locations.

SHORT-TERM Single Theme – Trash and Street Cleanliness Single Location –Harvard Avenue Pilot Task Force » Brand and publicize the task force to the whole district » Begin implementing strategies described above » Assess effectiveness of initiatives, learn from the experiences and apply to the future task forces » Based on existing connections among business In the short-term, a pilot task force with single theme, single location is recommended to get the businesses in the whole district aware of possible ways of getting involved. Forming a task force for the most urgent issue

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Hyperlocal Task Forces HYPER-LOCAL TASK FORCE CASE STUDY Norfolk, Virginia offers a case study where local task forces were established for different purposes and had great accomplishments for the neighborhood. In Norfolk, two kinds of task force were created: one based on location, which targets certain streets, and the other based on specific projects or themes, which contributes to a single goal or helps with the implementation of a neighborhood plan. Similar to AVMS, Norfolk also has a task force system with the purpose of bringing together city and private resources to revitalize the entire district (Figures 4.47-4.48). LOCATION-BASED TASK FORCE The purpose of the task force is to strengthen the residential neighborhoods of its member neighborhoods residing along individual streets amidst various forms of redevelopment. Current / Ongoing Work Recruitment of new businesses and providing assistance to existing businesses Increasing the housing stock Continued focus on crime reduction Continued focus on code enforcement Industrial area development Faรงade improvement in the corridor Continued upgrade of the water and sewer system

THEME-BASED TASK FORCE The purpose of the task force is to gather stakeholders with similar interests and concerns to assist with the rehabilitation of private property, improve the economic vitality of the commercial corridor, strengthen partnerships with a neighboring university, create affordable housing, and increase home ownership. For themebased task forces, Norfolk allocates their resources to the specific locations for the same goal, and manages the district-wide task force as a whole. Current and Ongoing Interests Assessing the neighborhood impact of a local university Developing a residential parking permit program Addressing traffic congestion and pedestrian safety Targeted code enforcement intervention Past Accomplishments Building townhome-style developments in different parts of the district Creation of a guideline for commercial facade improvements Streetscape Improvement Plan Refurbishment of a playground and park Utility upgrades

Past Accomplishments Partnership with State Transportation Dept. to rebuild major commercial street Renovation of a historic theater Building a technology resource center Acquisition of the former industrial site for future economic development Creation of new housing developments along a major commercial street Crime reduction

FIGURES 4.47-4.48: THEATER RENOVATION AND NEIGHBORHOOD PLAN UNDERTAKEN BY TASK FORCES IN NORFOLK, VIRGINIA

RECOMMENDATIONS

Recommendations Business Recruitment Allston Village is a robust business district with historically low vacancy. Because of this success, AVMS currently has the opportunity to harness the district’s potential and think holistically about the current and future business mix. Despite the low vacancy rate, there is considerable business turnover that creates vacancies that present opportunities for strategic business recruitment. This report’s existing conditions analysis highlights key market gaps that provide an opportunity for AVMS to re-focus its business recruiting efforts. Current targets for business recruitment include retail businesses like niche clothing stores that align with the image of Allston Village, home decoration or accessories shops, and personal accessories such as shoe stores. Compared to other business districts reviewed in this study and as revealed by the team’s market analysis, these types of businesses are underrepresented while showing strong consumer demand in Allston Village’s trade area. There is a market gap for entertainment businesses as well. The neighborhood lacks a variety of family friendly entertainment, like bowling alleys, movie theaters, skating rinks, soccer fields and parks. The young student population may support unique entertainment options, such as a movie theater or bowling alley. These will be more challenging to address since many of these uses require larger amounts of space. However, some entertainment uses can provide a good way to repurpose underused second story or basement spaces since they are less dependent on having a ground level storefront presence. While medical facilities, salons, and other personal services exist throughout the district, a health and fitness center is conspicuously absent.

AVMS should also actively engage in business recruitment because of the district’s image mismatch within the city. AVMS might not attract the types of businesses needed without clear marketing and compelling justification for locating in the area. AVMS has the opportunity to show potential business owners and entrepreneurs that Allston Village is “a diamond in the rough,” filled with a diverse customer base and a creative talent pool. While AVMS works through its economic restructuring committee to attract new businesses, the committee should work together with hyper-local task forces to engage more members of the business community in the recruitment process. Recognizing that there are many demands and priorities for the Executive Director, the engagement of a hyper-local task force spreads the responsibilities among members of the community and provides structure and accountability. Business owners are important to recruitment since they can testify to the benefits of locating in Allston Village and use their personal and business networks to identify new prospects. However, recruitment must also have the support and involvement of property owners who ultimately make leasing decisions, and will need to buy-in to the recruitment targets in addition to commercial brokers who market and show vacant properties and spaces.

APPLICATIONS The appendix of this report contains three documents to include in a formal business recruitment package: ALLSTON VILLAGE BASICS: FACT SHEET This one page overview of the district provides basic market statistics on the demographics of the district

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and its primary trade area. It also explains the unique role of Allston Village Main Streets and its programs to support the business community. ALLSTON VILLAGE OPPORTUNITIES: FACT SHEET The opportunities sheet summarizes Allston Village’s current business mix, market area consumer spending facts, and opportunities for new businesses. ALLSTON VILLAGE BUSINESS GUIDE The Guide is a longer document that provides detailed statistics, business testimonials, newspaper articles, and media releases about Allston Village and other relevant facts about the district. AVMS can distribute these business recruitment materials directly to potential businesses, as well as building owners and commercial brokers to have on hand for future leasing opportunities. In addition, hyper-local task forces or an economic restructuring committee member should take on the responsibility for updating these materials annually (or as needed) to keep them relevant.

IMPLEMENTATION The Economic Restructuring Committee at AVMS could take a leadership role in business recruitment. The committee is in a unique position to build relationships with building owners and commercial brokers. Additionally, the hyper-local task forces detailed earlier in this plan may be a good fit for business recruitment leadership. Through these networks, the committee can stay abreast of vacancies and work with owners to find a suitable tenant that also meet the district’s goals. Hyper-local tasks forces can also create buzz

Business Recruitment and use informal word-of-mouth and prospecting to support recruitment efforts. We propose that the committee or a dedicated recruitment task force should take on the following responsibilities and activities related to business recruitment in AVMS: Align the district’s business recruitment strategy with its physical improvement strategy. Targeting businesses should reflect the efforts and initiatives to improve the image of the district as a whole. Decide on specific business recruitment targets including entertainment, niche clothing stores, home accessories, health, and fitness related business. Create mini-teams of two or three people for each business target to brainstorm and identify potential businesses. Gather market data for these types of businesses, and then set an annual goal to recruit or identify potential businesses to the area. Work with building owners to understand the importance of waiting for an appropriate tenant rather than accepting the first interested party. Emphasize the importance of less turnover and higher revenue over the long run. Organize tours for brokers, entrepreneurial organizations, and other business groups from outside the district to market the potential opportunities in Allston Village. Encourage the use of the Allston Village Business Guide for marketing purposes at recruitment events. Distribute the Allston Village fact sheets to business owners as well. Work closely with the Boston Redevelopment Authority Retail Recruitment program to spot potential leads and share important market information. The Retail Recruitment Initiative not

only recruits local businesses, but it also recruits national and multi-national corporations and aids them with relocation services. Recruit a local real estate agent to be a member of the business recruitment team. The relationship between AVMS and local agents is mutually beneficial. The agent would have access to constantly changing market information, while AVMS would have pertinent market and demographic information for the district. Recruit a local business lawyer to the team. The lawyer will be able to provide legal advice relating to business formation and zoning for businesses. Re-organize the AVMS website to direct interested business owners to market information via a tab on the homepage. The website should also contain a business directory or an updated list of the business types in the district. Upload the Business Fact Sheets and Allston Village Business Guide for download to the website. Create a section on the website for business success stories and testimonials.

The low vacancy rate in Allston Village may be a potential challenge to any business recruitment strategy; however, high turnover rates in some business types suggest that there is a strong case for thoughtful, targeted recruitment.

The committee could also take a more active role in advertising the resources in and around Allston Village that support the business community: Allston Village Main Streets Boston Main Streets StartupLab Allston Harvard Innovation Lab Local Community Development Corporations supporting businesses and workforce development City of Boston Economic Development » ‘Create Boston’ Loans » Boston Retail Market Initiative » ReStore Boston façade improvements

RECOMMENDATIONS

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Conclusion and Implementation Strategies

CONCLUSION ALLSTON ANDVILLAGE IMPLEMENTATION REVITALIZATION STRATEGIES PLAN

Conclusion and Implementation Strategies Allston Village Main Streets is well equipped to implement the four recommendations described in this report. Whether those goals include improving the pedestrian experience, building momentum for trash pick-up, or supporting temporary community events, AVMS can use its role as a convener to organize stakeholders around shared goals. The recommendations offer options for staggered implementation due to a range of time frames and commitments. By beginning to organize early for bigger and more financially intensive projects, AVMS will build the groundwork to realize these visions. Implementing these recommendations will help Allston Village: Create a stronger sense of place Enhance the pedestrian environment Increase commercial diversity Develop new open spaces Welcome visitors more effectively Use public space efficiently Build capacity amongst business and property owners Communicate a new story to the region Support positive improvements in the public realm

The promotions committee can think about temporary parking interventions along with the design committee. The hyper-local task forces, though smaller groups of business owners and stakeholders, would work well underneath an established committee who can support their development and progress. The business recruitment materials and outreach suggestions are most relevant to the economic restructuring committee. By improving the public realm and building a stronger business network, AVMS will sustain and enhance the district as a vibrant community for students, immigrants, professionals, and entrepreneurs alike. The suggestions in this report are designed to be realistic and relevant to the needs of Allston Village. They serve as a set of actionable tasks that AVMS can begin to implement now. They also serve as a starting point for future activities and projects. Allston may have a reputation as a student-focused neighborhood, but AVMS knows better than most, that in this district, there is a lot more than meets the eye. Now is the perfect opportunity to build upon the successes of the commercial district and highlight the hidden gems that make Allston Village so unique.

In order to realize these goals, AVMS can create new committees and task forces where appropriate, or integrate them into existing structures. The design committee is well suited to redesign and improve major gateways. They should also coordinate with the promotions committee on temporary programming in public spaces. The economic restructuring committee or a separate parking task force could begin building business partnerships and create momentum for district-wide parking and green space.

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STRATEGIES

TIME FRAME FOR ACTION Short Term

Medium Term

Long Term

Property Owners, Business Owners, City of Boston, Department of Transportation

Small to Large

Property Owners, Business Owners, City of Boston, Department of Transportation

Small to Medium

Property Owners, Business Owners, City of Boston

Small to Large

Property Owners, Business Owners, City of Boston, Community Members, Volunteers

Small to Medium

Property Owners, Business Owners, City of Boston, Community Members

Large

Property Owners, Business Owners, Towing Companies

Small

Property Owners, Business Owners, Community Members

Medium

District Parking

Property Owners, Business Owners, Formal Committee, City of Boston

Medium to Large

Green/Open Space

Property Owners, Business Owners, City of Boston, Community Members

Large

Theme-Based Task Force

Property Owners, Business Owners, Formal Committee, Volunteers

Small

Place-Based Task Force

Property Owners, Business Owners, Formal Committee, Volunteers

Small

Property Owners, Business Owners, Formal Committee, Volunteers

Small

Property Owners, Formal Committee, Real Estate Agents, Brokers

Small

Property Owners, Formal Committee

Small to Medium

Formal Committee

Small

Sidewalk and Crossing Improvements Street Trees and Furniture Redesign and Improve Major Gateways

Signage, Visibility and Branding Temporary Programming Long-Term Reuse Business Partnerships

Adopt a Share-A-Lot Parking Model

Create Hyper-Local Task Forces

Community and Event Space

Recruitment Teams Enhance Business Recruitment

FUNDING COMMITMENT

PARTNERS

Tours Marketing Materials Web-based Support

CONCLUSION AND IMPLEMENTATION STRATEGIES

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Appendices Appendix A:

Economic Analysis Methodology

Appendix B:

Urban Design Analysis Methodology

Appendix C:

Traffic Flows

Appendix D:

Business Recruitment Materials

Appendix E:

Image Sources

About the Authors

ALLSTON VILLAGE REVITALIZATION APPENDICES PLAN

Appendix A STAKEHOLDER INTERVIEWS

DEMOGRAPHIC PROFILE

We conducted 17 interviews with district stakeholders, including Allston Village Main Streets (AVMS) board members, representative community organizations, municipal representatives, institutional representatives, and district residents. In these semi-structured interviews, the MIT planning team asked about the district’s major strengths and challenges, perceived changes in the district, and stakeholders’ involvement in the district and Allston Village Main Streets.

We profiled demographic and socioeconomic characteristics in the primary trade area, at both the individual and household level, using the 2000 and 2010 Decennial Census and the 5-Year American Community Survey from 2007-2011. Characteristics analyzed include age, race/ethnicity, occupation, place of birth, household income, and household size and type. These demographic characteristics were then used to estimate customer demand for different goods, services, and store types.

TRADE AREA DEFINITION In order to fully understand the demographic and economic characteristics of the markets that Allston Village serves, we defined several trade areas for the district. We used customer and business owner interviews, transportation networks and census tract boundaries to approximate the trade area Two trade areas were identified: a primary trade area, from which about 75% of the customers originate, and a secondary trade area, from which most of the remaining customers come from. The final trade areas were drawn according to Census tract boundaries in order to incorporate data from the American Community Survey. The primary trade area informs the demographic, market, and demand-side analyses described in this plan. The secondary trade area, a much larger area, is cited for the implications it has for the competitive positioning of the district.

BUSINESS INTERVIEWS About 10 business interviews were conducted, both to identify a trade area and to better understand the district’s strengths and challenges for business owners. Questions posed to the district’s business owners and employees include: Introductions: Name, age, occupation, residence Who comes to your business? Can you estimate general demographics, including age, income, and home area? Who is your ideal customer? Who do you compete with, in Allston and beyond? What neighborhoods do you feel are comparable to Allston? From where you are drawing your customers? Can you describe Allston’s challenges and opportunities? What do you know about the Allston Village Main Streets organization?

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What do you think that Allston needs? If you could only suggest one thing for improvement, what would it be?

CUSTOMER INTERVIEWS Customer interviews were conducted in order to identify customer attitudes on patronizing the district, areas of strength, and potential areas of improvement. Interviews were conducted on the street, by phone, and through email after conducting outreach through various Allston Village Main Streets social media platforms. Questions posed to the district’s customers include: Introductions: name, age, occupation and residence How did you first hear about Allston? When did you start coming to and/or living in the neighborhood? What are the strengths and weaknesses of Allston Village? If you had to describe Allston to a friend, what would you say? How would you describe the mix of stores in Allston? What is here and what is not here? What events do you wish that Allston offered that it does not? Do you have any inspiration from other communities or places that you have visited? What do you think that Allston needs? If you could only suggest one thing for improvement, what would it be?

Economic Analysis Methodology BUSINESS INVENTORY The business inventory used in this plan was based on an Excel spreadsheet provided by the Allston Village Main Streets Executive Director, which contained each district business’s address and name. Some of the businesses in this inventory were outside of the Allston Village district boundary, including those on Brighton Avenue in Packard’s Corner, south of Harvard Street, and west along Commonwealth Avenue. As a result, business inventory data are reported in two ways for each category: businesses only within the district, and businesses in the entire business inventory provided by AVMS. During fieldwork and subsequent visits, students walked the district to confirm the address and business name of each entry and note other pertinent information such as: General business type North American Industry Classification System (NAICS) code for each business Approximate percentage of floor area for each business/unit within a particular building Foreign language signage Hours of operation Whether the store is a chain or independent Types of customers (if known) Window displays In addition, the business inventory was augmented with total building square footage obtained from the City of Boston Assessor’s Department. Square footage for each business unit was estimated using an approximate percentage of the ground floor area based on team walkthroughs, the number of floors in a building from parcels data, and whether the building

had a basement based on roof area data from the Boston Redevelopment Authority.

AVMS boundary, and comprise the majority of the market demand for AVMS.

This master spreadsheet forms the basis for further analysis of the business mix in Allston Village.

Consumer spending was estimated based on the following data:

MARKET ANALYSIS

Number of households. Households are organized by the age of the head of household (under 25, 25-34, 35-44, 45-54, 55-64, 65 and up). These data come from the American Community Survey (2011). Average median household income. These data come from the American Community Survey (2011). Household spending on goods and services. These data are from the U.S. Bureau of Labor Statistics’ Consumer Expenditure Survey (2012). We made the assumption that household spending was primarily dependent on the age group, making an across-the-board adjustment for differences in income level in the trade area. The trade area has less household income than the Northeast region, so estimated household spending in the trade area was less than it would have been without this assumption.

We first conducted a supply-side analysis to approximate sales for various retail categories in the trade area, using data from the Urban Land Institute’s Dollars and Sense publication. These data aggregate, by region, average revenue per square footage. For example, a 3,000 square foot convenience store may, on average, have $150 in sales per square foot, and thus would yield approximately $450,000 in annual revenue. We then compared this supply estimate to potential consumer demand, consisting of the primary trade area residents, district employees, and niche retail spending of students and immigrant groups who frequent Allston Village. This demand-side analysis estimated customer spending on major goods and services in Allston Village. In our model, potential demand included four sources: trade area resident spending, 20% of district worker spending at restaurants, 5% of spending by four key ethnic groups, and 5% of spending by students from outside the primary trade area. The phrase “trade area resident” refers to the households located within the primary trade area, as defined above. It includes all of the 2010 Census tracts of Allston (000703, 000704, 000802,000803, 981501). These households are most likely to purchase goods and services within the

We then allocated household expenditures across different categories into various businesses, or retail channels, that average households patronize. This transformation was based on retail channel distribution statistics from Euromoniter International’s Nation Trade Sources Statistics in 2011 and 2012. Importantly, we included all of residents’ estimated spending in our analysis, in lieu of making assumptions about how much of a household’s budget is spent in the primary trade or outside. Finally, we restricted our analysis to a few businesses that are actually present or viable in Allston Village. There is, for example, no current

APPENDICES

Appendix A space for a hypermarket like Target or Walmart in Allston Village, so we have not included these types of businesses in our analysis. The table at right illustrates the process of transforming expenditures into spending across relevant local businesses:

SAMPLE HOUSEHOLD EXPENDITURES

ALLOCATED ACROSS SAMPLE RETAIL CHANNEL

RELEVANT BUSINESSES IN ALLSTON VILLAGE THAT ARE ANALYZED

Food at home

Department Store

Gas Station

Discount Department Store

Restaurants and Carry Out Supermarket

Alcoholic beverages

Hypermarkets (e.g. Target)

Furniture and Hardware Stores

Housekeeping supplies

Independent Food Market

Auto Shop

Household furnishings and equipment

Convenience Stores

Convenience Stores (various stores)

Restaurants and Carry Out

Discount Department Store/Warehouse/Mass Merchandisers

Footwear

Liquor/Wine Shop

Independent Food Market

Apparel besides shoes

Drugstore/Pharmacy

Department Store

Gasoline and motor oil

Auto Shop

Food away from home

Apparel and services

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Economic Analysis Methodology In addition to estimating primary trade area residents, we also estimated Allston Village capturing 20% of spending of food away from home for workers in the district using an estimate for the approximate number of employers (obtained from ESRI Business Analyst) and the average expenditures for heads of households at income levels consistent with service industry wages. Finally, we attempted to translate the districtâ&#x20AC;&#x2122;s status as a niche retail and entertainment destination for key immigrant groups and students living in Boston, Brookline, Cambridge, Newton, Somerville and Watertown. Using the American Community Survey, we estimated the total number of Korean, Chinese, Brazilian and Russian immigrants. We also identified the number of enrolled students outside of the primary trade area. To approximate the potential total demand, we have allocated the food away from home spending for students and immigrants, as well as the food at home and clothing spending for immigrants. With perfect data, a retail gap analysis tells an analyst whether a district could support more of a type of retail or whether it has too much already. However, because of the ease with which residents and visitors traverse the boundaries of a small commercial district in a densely populated city like Boston, it is difficult to separate the effects of resident spending, retail leakage and visitor spending. As a result, we have sought to be both rigorous in methodology in order to provide credible insights and conservative in drawing conclusions.

APPENDICES

Appendix B DISTRICT FIELD OBSERVATION

OPEN SPACE INVENTORY

PUBLIC TRANSPORTATION ANALYSIS

Preliminary field observations were conducted over the course of a week, and included parking and transportation, architecture and building condition, streetscape, and urban design. Specific areas of concentration for subsequent observation periods included building conditions, streetscape, open space, signage, gathering spaces, and infrastructure. Infrastructure included observations of street lighting, trash bins, and storm drains. These observations were also supported by GIS data provided by the City of Boston.

An inventory of existing public space was conducted, with special attention to formally designated public open spaces (as opposed to informal gathering spaces such as bus stops), as well as opportunity sites for the development of additional public open space. This inventory included existing open space beyond the district’s boundaries and connections to these spaces.

Our team also examined bus and train access to AVMS from across the Boston area, including key destinations like downtown Boston, Brighton, Brookline, and Cambridge. We identified access points by which people enter and exit the district, and examined hours and frequency of service. We also noted the presence of bus/train shelters.

TRAFFIC AND PEDESTRIAN COUNTS Pedestrian and traffic counts were conducted at four key district gateways: the intersections of Cambridge Street and Harvard Avenue; Commonwealth Avenue and Harvard Avenue; Brighton Avenue and Cambridge Street; and Brighton Avenue and Linden Avenue. Counts were taken in 10-minute intervals at four one-hour periods throughout the week: Monday morning during rush hour; Wednesday evening during rush hour; Friday mid-morning; and Friday night. In addition to automobile traffic and pedestrian counts, cyclists, buses, and commercial vehicles were tallied, and the total counts of vehicles and pedestrians entering and exiting the district were averaged over each hour-long observation period. The team also observed and recorded conflicts/safety issues for pedestrians, bikers, and drivers.

PARKING INVENTORY Our team counted and mapped parking spaces, and considered the allocation of public versus private spaces in the district, and the distribution of on-street spaces versus those in lots or garages. We also examined how parking was utilized across the district, looking for underused lots and areas, and how parking conditions varied by days of the week and times of day. In addition, our team considered and conducted research on parking regulations in place and how they are enforced.

REGIONAL CONTEXT ANALYSIS We looked at the district’s regional context, which included its location relative to major institutions, transit networks, and other districts. This analysis also took into account major future developments within the proximity of the district. This was done through document-based research, including plan documents submitted to the BRA.

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GIS DATA Our team used GIS data to contextualize and supplement data collected during sidewalk and street condition analysis. This was conducted using the following GIS data: transportation networks, street furniture locations (provided by the City of Boston), and Boston Police Department crime data for the period of 09/20/2012 to 02/20/2013. Criminal incidents recorded by the BPD were filtered to only include violent crime (which included assault and battery, robbery, and manslaughter), as these incidents have a large impact on perception of a district’s safety. These data were then queried to differentiate weekday incidents and weekend incidents. The former category encompasses Monday through Thursday inclusive, and the latter Friday through Sunday.

Urban Design Analysis Methodology STREET/SIDEWALK CONDITION AND PEDESTRIAN EXPERIENCE ANALYSIS In evaluating the quality of the pedestrian experience, our team considered overall comfort, convenience, and safety. We looked at the width and condition of sidewalks, the presence and location of street furniture (which included benches, trees, planters, and trash cans), lighting, and public space and the quality of these elements. We also evaluated bicycle infrastructure, which included bike lanes, signage, and parking.

BUILDING CONDITIONS, VACANCIES, AND HISTORIC PROPERTIES We evaluated buildings in the district on a goodfair-poor scale. The criteria through which building condition was evaluated included appearance of store facades, signage, and window displays and consideration for recent renovation. The locations of vacant, occupied, and underutilized buildings were recorded. Buildings that were identified as having historic significance in a Historic Boston Inc. district survey1 or that were architecturally interesting were also noted.

STAKEHOLDER ANALYSIS Our team also gathered anecdotal accounts of stakeholders’ and visitors’ experiences and impressions in the district. Interviews were conducted with a wide range of stakeholders, which included store and property owners, visitors, representatives of major institutions located near the district, and City employees. Stakeholders were interviewed about a range of issues that included the district’s strengths and weaknesses, their perceptions of and experiences in the district, and the district’s physical characteristics.

DISTRICT IMAGE ANALYSIS We looked holistically at the image of AVMS. In doing so, we considered: the perceived boundaries of the district; where its core is located; if the district has clearly demarcated gateways; if it has any “holes” or breaks in its fabric; areas of AVMS that have special significance to residents; parts that appear to be the safest or the most dangerous; parts that have problems with cleanliness, graffiti, disrepair, or vandalism; and changes in the nature of the district (population and activities) over the course of the day and the week. As part of this, we examined the implications of major future development/planning initiatives, such as New Brighton Landing (New Balance), 37 North Beacon, and the Allston “Green District.”

1 Commercial Casebook: Allston Village, 2011: http://www.historicboston.org/info/centers/other/documents/ Allston%Village.pdf

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Appendix C Pedestrian and car counts were conducted at four key district intersections shown in Figure C.1: Cambridge Street and Harvard Avenue, Commonwealth Avenue and Harvard Avenue, Brighton Avenue and Cambridge Street, and Brighton Avenue and Linden Street. Counts were taken in ten-minute intervals for four, one-hour periods throughout the week. These periods included Monday morning during rush hour, Wednesday evening during rush hour, Friday during mid-morning, and Friday night. The total counts of vehicles and pedestrians entering and exiting the district were averaged over each hour-long observation period. In addition to car and pedestrian counts, we also counted cyclists, buses, and commercial vehicles in the district, and we observed and recorded conflicts and safety issues for pedestrians, bikers, and drivers. Figures C.2-C.6 show this information in more detail.

FIGURE C.2: CAR COUNTS

FIGURE C.1: TRAFFIC COUNT INTERSECTIONS Traffic counts were conducted at Cambridge Street & Harvard Avenue, Commonwealth Avenue & Harvard Avenue, Brighton Avenue & Cambridge Street, and Brighton Avenue & Linden Street.

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Traffic Counts

FIGURE C.3: PEDESTRIAN COUNTS

FIGURE C.4: TRUCK COUNTS

FIGURE C.4: CYCLIST COUNTS

FIGURE C.4: BUS COUNTS

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Appendix D

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Business Recruitment Materials

ALLSTON VILLAGE BUSINESS GUIDE Allston Village is a rapidly growing, prosperous, and business-friendly district. Located in the Boston's Allston Brighton neighborhood, Allston Village is a neighborhood business district that is home to numerous bars, restaurants, retailers, artists, music venues and more. A traditionally young and vibrant neighborhood, the Village is home to many young professionals, immigrants and college students with a market base that continues to diversify. From Korean food to Vegan pizza, skate boards to hand crafted jewelry, itâ&#x20AC;&#x2122;s ALL in Allston.

Expanding Trade Area

Itâ&#x20AC;&#x2122;s ALL in Allston -Allston Village Business Guide-

The primary trade area (shown in red) for the district includes areas within approximately a one-mile radius from the intersection of Brighton and Harvard Streets. The secondary trade area (shown in orange) includes portions of Allston, Brighton, Brookline, Cambridge, Watertown and Newton. Many customers travel from outside the trade area to visit the restaurant and automotive businesses. Households in the trade area spend $255 million per year. The four major categories in spending are: Eating at Home ($57.2M) Eating Away ($43.9M) Furniture ($22M) Clothing ($28M) Development plans for new condominiums, luxury apartments, and retail will increase the number of residents and professionals within walking distance of the business district. The population increased 47% within the primary trade area from 2000 to 2010 (U.S. Census Bureau). Thirty percent (30%) are foreign-born. The Latino population has grown the most, representing a 171% increase from 2000-2010.

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Appendix D

A Dynamically Changing District The district is home to an energetic business community that benefits from high foot and vehicle traffic. Many parts of Allston Village remain busy during the daytime and nighttime. The constant flow of new students and residents provide a steady customer base with a high amount of discretionary income. The district has a diverse market segment, attracting a youthful, hip, and socially conscious consumer group. Longer-term residents shop in the district for convenience and household goods. The district offers a diverse business mix that includes restaurants, professional and personal services.

Energetic, Educated, Young Talent and Workforce Allston Village is the epicenter for a large college-educated labor pool from local college and universities in Boston. Many students stay within the area after graduation and provide a capable workforce for the areaâ&#x20AC;&#x2122;s start-up businesses. In the primary trade area, approximately 22% of the population is between the ages 20 to 25, representing 8% growth from 2000-2010 (U.S. Census Bureau).

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Diversity of Business and Restaurant Attraction Allston Village is many things to different people and businesses. The Village provides the necessary amenities for professionals to stay and work here. It is a vibrant urban neighborhood conveniently located near major transportation routes. It is very closely located to other major residential neighborhoods including Boston, Brookline, and Cambridge. The numerous culinary options create a destination attraction for many people outside of the trade area. We are proud of the large ethnic restaurants that both serve residents and visitors. Residents have access to various professional and personal services without having to leave the neighborhood. There are 258 establishments occupying 664,000 square feet of ground floor commercial space in Allston Village. Restaurants and Bars are the largest economic sector with 70 businesses, occupying about 19% of the commercial space. Retail is the second largest sector with 39 businesses occupying 17% of the space.

Business Recruitment Materials The large number of restaurants reflects the high spending in take-out and full service options from the local resident population as well as customers from outside of the trade area. The restaurant businesses have carved out popular niches in ethnic foods such as Korean cuisine and the Vegan/vegetarian niches. These two niches draw not only residents and students from the neighborhood, but also visitors who want quality, authentic food in Boston. The total spending for the trade area is $43.9 million per year, or $2,072 per household.

Business Opportunities

Predominant Business Types (count): Restaurants

Automotive

Financial, Real Estate and Professional

Personal Services

Health and Social Services

Food and Beverage

Retail

Pizza (8) Korean Food (8) Middle Eastern (4) 70% full service, 20% take-out, 10% bar/restaurant Maintenance (6) Sales (2) Gas Station (2) Auto Parts (2) Real Estate (9) Banks/Finance (5) Insurance (5) Hair and Nail Salons (25) (22 Hair only) Laundry and Dry Cleaning (4) Tattoo and Body Art (3) Language Instruction and International Services (6) Medical Offices (4) Dental Offices (3) Convenience Stores (9) Bakeries/Donuts (6) Specialty Foods (4) Clothing (9) Furniture (6) Hardware (3)

Retail Opportunity With a consumer base that spends approximately $28 million on clothing per year, and only a few niche retail stores in the Village, there is an opportunity for new business owners to capture unmet demand for clothing. The existing retail stores do exceptionally well and the young population represents a stylish cohort that cares about appearance and new trends. Of the 30 retail businesses, only 9 are clothing stores. Health and Recreation Opportunities Currently the district lacks businesses focused on fitness. There are several medical facilities, but no businesses dedicated to wellness. With a young and active population, health and fitness is an important aspect of daily life. Businesses in the yoga, health and wellness, and recreation industries would find strong market demand in the Village. Entertainment Opportunities The district is home to several music venues, a karaoke bar and a billiard hall. There are a wealth of opportunities for other unique entertainment options targeted to the young population in Allston Village. These include a movie theater, bowling alley, and other day and night uses.

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Appendix D Accessibility & Walkability The district is easily accessible by public transit and major bus lines. Filled with miles of bike lanes and with a Walkscore of 88, the neighborhood is easy to get around. It is also located near the I-90 Interstate Expressway, and Storrow and Memorial Drives.

Improvements may include: Restoration of exterior finishes/materials Repair or replacement of storefront windows and/or doors New signage Building and sign lighting Removal of roll-down grills Installation of awnings Allston Village Main Streets helps business owners with the application process to improve their storefronts. Once the selection committee has determined eligibility, the building or business owner meets with project management and design staff who will help the owner decide what physical improvements he or she would like to make. The City of Boston Office of Business Development The Office of Business Development (OBD) provides entrepreneurs and existing businesses with access to financial and technical resources. OBD also supports the nationally recognized Boston Main Streets program, designed to promote the continued revitalization of the Cityâ&#x20AC;&#x2122;s neighborhood commercial districts through public/private partnerships.

Business Support & Innovation Lab The Allston Village Main Streets provides technical assistance for permitting and guidance with the City Departments. ReStore Boston ReStore Boston helps neighborhood business and property owners with storefront improvements. Allston Village Main Streets work closely the City of Boston to help business owners navigate this program. This nationally acclaimed revitalization project is now a citywide storefront improvement program offered through the Office of Business Development at the City of Boston. Since its inception, ReStore Boston has provided professional design services to over 300 businesses and completed 80 storefront improvement projects. ReStore Boston helps complete storefront renovations with projects ranging from the simple, such as new signage, to the more complex, such as complete reconstruction.

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Boston Retail The Boston Retail program helps grocery stores, bookstores, clothing stores, health and fitness clubs, hotel, restaurants, caterers, food trucks, and other retail establishments with business and relocation services. Create Boston Create Boston is the creative and high technology sector attraction and retention program for the City of Boston. Site Selection - In addition to helping you identify possible locations for your business in one of Boston's 17 neighborhoods, the Boston Redevelopment Authority offers a range of very competitive real estate. For detailed information, please contact us. Financing Assistance - The city offers very competitive financing to businesses large and small for a wide range of needs. Business Advocacy - Our experts help businesses to navigate the City of Boston and facilitate access to technical assistance and funding. Let us know your needs, and we'll walk you through the process. StartupLab Allston StartUp Lab in Allston Village is a business incubator that provides professional business services for startup businesses. Their services include financial budgeting, fundraising, marketing, product development, and business solutions. The Lab provides shared office space for large meetings and workspace.

Business Recruitment Materials New Development Allston is growing! Several new development projects are in the design or construction phase. New Balance Fitness Complex & Allston Landing Train Station New Balance, one of the world’s biggest athletic apparel companies, plans to expand its headquarters in an 14 acre development that includes a world-class sports fitness center. New development includes health and wellness district containing offices, restaurants, hotel, and a sports complex. In addition to the $500 million project, the developer will build a new train station called Station Landing at Allston Brighton. The large investment adds significant visitors to the area, making the district an attractive place to start a business.

Business Testimonials "I opened my businesses in Allston because it's a vibrant center of continuously-regenerating youth culture with a great mix of students, post-graduate and long-term residents, it's easily accessible by cars and public transportation, and it has a great business mix of hundreds of daytime and night-life oriented businesses. Allston also attracted me as a business location because there's a very strong and active 'community' there, including residential and commercial interests, that work together to preserve and enhance the economic life of the neighborhood." Scott A. Matalon Owner & Proprietor, Stingray Body Art 1 Harvard Avenue “Allston village is young, vibrant, and diverse….great restaurants, bars & funky shops set the tone to make it the heartbeat of Boston…fun neighborhood where people come together from all corners of the globe for different reasons but are all "Allston Strong.” It is like no other area in the city or anywhere else…from Aerosmith to Barack Obama to "Mr Butch," everyone has a story and memory of Allston and will for eternity.” Marc Kadish Owner Sunset Grill & Tap, 130 Brighton Avenue Sunset Cantina, 916 Commonwealth Avenue Patron's, 138 Brighton Avenue

Harvard University Expansion The university is currently embarking on a once in a lifetime campus expansion that includes new academic buildings, dormitories, campus facilities, and research centers. The new campus will add additional foot traffic into Allston-Brighton and bring additional customers. Green Luxury Apartment Condos Developers plan additional luxury apartments for the district. Over 300 new units will be added over the next 4 years, providing new resident options for the district’s professionals. The apartments are within walking distance of the district and provide a high quality residential option.

“The diversity of the businesses and ethnicities represented in Allston Village is a tremendous asset. As former Lower Allston residents, my wife and I loved visiting the ‘United Nations of Allston Village’ for its mix of food and cultures.” Rafael Carbonell Deputy Director Office of Business Development

These developments are an example of the dynamic growth in the business district that will open opportunities for any new business.

"As the owner of three businesses in the district, Allston Village is a great, vibrant place to do business." Doug Bacon

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Appendix D Allston Village in the News

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Business Recruitment Materials

APPENDICES 111

Appendix D

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Business Recruitment Materials

APPENDICES 113

Appendix E Image Sources All images were produced by the project team unless cited below: FIGURE 4.4 NECK-DOWN Wikimedia Commons (https://commons.wikimedia.org/wiki/File:Curb_extensions_at_ midblock_crosswalk.jpg)

FIGURE 4.17 ALLSTON DEPOT, HISTORIC POSTCARD Wikimedia Commons, Public Domain http://en.wikipedia.org/wiki/File:1909_Postcard_of_Allston_ Depot.jpg

FIGURE 4.40 SUMMER SUNDAYS Jackson Heights Beautification Group http://www.jhbg.org/2012/07/15/summer-sundays-at-thepark-presents-urban-street-gypsys

FIGURE 4.5 BARNES DANCE CROSSING flickr user thisisbossi http://www.flickr.com/photos/thisisbossi/4607838827/

FIGURE 4.18 ALLSTON DEPOT, PRESENT DAY Commercial Casebook: Allston Village, Historic Boston Incorporated

FIGURE 4.41 BIOSWALE City of Seattle Green Stormwater Infrastructure www.seattle.gov/util/greeninfrastructure/

FIGURE 4.6 SIDEWALK PLANTERS Zach Brooks (flickr user MidtownLunch) http://www.flickr.com/photos/59445098@ N00/3878134638/

FIGURE 4.19 THE CHESTER BLOCK Commercial Casebook: Allston Village, Historic Boston Incorporated

FIGURE 4.42 RAIN GARDEN Ecoyards http://www.ecoyards.com/seattles-green-approach-tostormwater/

FIGURE 4.7 SUNDANCE SQUARE OUTDOOR MOVIE SERIES Pegasus News http://www.pegasusnews.com/news/2008/jun/08/sundancesquare-outdoor-movie-series-june-12-fort-/ FIGURE 4.11-4.14 CAMBRIDGE AND HARVARD INTERSECTION Google Earth FIGURE 4.15 ALLSTON DEPOT, HISTORIC IMAGE Commercial Casebook: Allston Village, Historic Boston Incorporated http://www.historicboston.org/info/centers/other/documents/ Allston%20Village.pdf

FIGURE 4.20 THE SHEPPARD/LONGFELLOW BUILDING Commercial Casebook: Allston Village, Historic Boston Incorporated FIGURE 4.21 THE ALLSTON HALL BUILDING Commercial Casebook: Allston Village, Historic Boston Incorporated FIGURE 4.38 TEXAS FOOD TRUCK FEST Nicole Communications http://www.nicolecommunications.com/our-work/us-food-trucks/ FIGURE 4.39 COWTOWN CELTIC FESTIVAL Cowtown Celtic Festival http://www.cowtownceltic.org/press.html

FIGURE 4.16 ALLSTON DEPOT, HISTORIC IMAGE Commercial Casebook: Allston Village, Historic Boston Incorporated

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FIGURE 4.43 PROXY Envelope A+D http://www.envelopead.com/proj_octaviakl.html FIGURE 4.47 ATTUCKS THEATER CACC Inc http://cacc-inc.org/?page_id=73 FIGURE 4.48 ST. PAUL’S QUADRANT St. Paul’s Quadrant http://stpaulsquadrant.com/node/18

Image Sources

APPENDICES 115

About the Authors

JESSIE AGATSTEIN is a Master in City Planning student at MIT, concentrating in environmental policy and planning. Recently she has worked with the USEPA to study the potential impacts of hydraulic fracturing on drinking water resources. Jessie has studied opportunities for cities to regulate oil and gas drilling, respond to environmental injustices, and adapt to the risks posed by climate change.

TARA AUBUCHON is a Master in City Planning student at MIT, focusing on housing, community and economic development. Previously, she worked as a green building consultant in St. Louis. Her interests include strengthening neighborhoods, supporting new models of asset building, and engaging in equitable development.

SARA BROWN is a dual-degree student in city planning and real estate development. Previously, she worked in marketing consulting in New York City. Her primary planning interest is environmental design/development.

GARY CHAN is a Master in City Planning student at MIT, concentrating in city design and development. Previously, he worked with the City of Los Angeles’s Urban Design Studio. His interests include neighborhood revitalization, community engagement, and placemaking.

GIULIANA DI MAMBRO is pursuing an MBA and a Master in City Planning at MIT. Previously, she worked both in economic/litigation consulting and in city planning/urban design. At MIT, Giuliana has focused on real estate development and the use of large physical projects in catalyzing the revitalization of blighted communities.

RANCE GRAHAM-BAILEY is a second-year Master in City Planning student at MIT, concentrating on housing, community and economic development. Previously, he completed the City Hall Fellows program with the City and County of San Francisco. His interests include affordable housing, neighborhood stabilization and the range of community development institutions.

MY LAM is pursuing a Master in City Planning at MIT. My’s experience is in the development of affordable housing in Boston. He is excited to be part of MIT’s tradition of consulting with local Main Streets organizations to improve business districts.

WEIXUAN LI is a dual degree student at MIT, studying city planning and transportation. At MIT, Weixuan has focused on researching the representation of household behavior in residential models. Her interests include behavioral research in public transportation planning and modeling.

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KATIE LORAH is a second-year Master’s student in MIT’s Department of Urban Studies and Planning, in the City Design and Development Group. Prior to coming to MIT, she worked in communications and organizational strategy for a variety of nonprofit planning and social enterprise organizations in New York City.

ELIZABETH RESOR is a Master in City Planning student at MIT, studying international development. Her interests include planning in post-conflict situations, mobile technology for inclusive governance, and community mapping as a form of civic engagement. She is writing her thesis on the role of volunteer “crisis-mappers” in humanitarian interventions.

CHRISTOPHER RHIE is a dual degree student at MIT, studying city planning and real estate development. Prior to his graduate studies, he managed municipal energy efficiency retrofit programs in California and New York City. At MIT, Christopher is focused on breakthrough strategies for sustainable development at the neighborhood and city scales.

JONAH ROGOFF is a first year Master in City Planning student at MIT in the housing, community and economic development program group. Before attending graduate school, he worked on legislation and budget for a New York City Council Member. His interests also include affordable housing policy and urban design.

YUQI WANG is a Master in City Planning student at MIT. Previously, she worked with Chinese government on regional economy, housing, and land policies, with a focus on Hong Kong and Macao. At MIT, Yuqi is focusing on land use planning, innovative zoning and smart growth at city and neighborhood scales.

KARL SEIDMAN is an economic development consultant and Senior Lecturer at MIT’s Department of Urban Studies and Planning. His courses have completed 70 technical assistance projects and 20 economic development and commercial revitalization plans, including award-winning plans for Hyde Park, Egleston Square, and HydeJackson Square Main Street districts.

SUSAN SILBERBERG is a city planning and urban design consultant and Lecturer in MIT’s Department of Urban Studies and Planning. Her planning work spans arts and cultural development, waterfront programming and design, and public space and security post 9/11. Her planning projects and her students’ work have won numerous awards of excellence.

BERNARD HARKLESS is pursuing a Master of Science in Real Estate Development and a Master in City Planning from MIT’s Department of Urban Studies and Planning. Originally from San Antonio, Texas, Bernard graduated from the University of Virginia in 2007 with a major in Architecture.

APPENDICES 117