A STRATEGY PLAN FOR HYDE/JACKSON SQUARE MAIN STREETS
May 17, 2005 • Department of Urban Studies and Planning • Massachusetts Institute of Technology

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Vision • Analysis • Synthesis • Recommendations • Conclusion

A District in
Transition
Demographic change
Latino vs. multicultural district
Residential vs. commercial gentrification
Vision • Analysis • Synthesis • Recommendations • Conclusion

Jackson Square
Blessed Sacrament
Church
Vision • Analysis • Synthesis • Recommendations • Conclusion

Two
Separate
Squares
Hyde Square
Jackson
Square
Vision • Analysis • Synthesis • Recommendations • Conclusion

Two Squares, One
Place:
ƒ Unified Centre Street
ƒ Balance of Businesses
ƒ Consistent and
Recognizable Identity
ƒ Strong HJSMS
Organization
Vision • Analysis • Synthesis • Recommendations • Conclusion

Percentage of stores by retail category
Entertainment
4%
Other
9% Groceries
18%
Personal Care
18%
Home Furnishings
4%
Restaurants
32%
Apparel
15%
Total retail = 68
Source: Project Team Building Survey, 2/26/05
Vision • Analysis • Synthesis • Recommendations • Conclusion

Sales Gap Analysis in HJS Neighborhood
Store Type
Groceries
Restaurants
Apparel/Accessories
Home
Furnishing/Equipment
Medical Supplies
Personal Care
Entertainment
Reading
Others
Total Consumer Retail and Services
Source: Project Team’s Calculation
Estimated Consumer Estimated Store
Spending
(million $)
Sales
(million $)
17.5
13.6
5.7
4.9
2.6
24.2
9.2
3.0
1.2
0.0
2.9
12.1
0.9
2.8
0.8
0.0
1.4
95.8 42.7
Sales Gap
(million $)
6.7
-4.3
-2.7
-3.7
-2.6
-0.1
-11.3
-0.9
1.4
-53.1
Sales as % of
Spending
139%
68%
53%
25%
0%
96%
6%
0%
45%
Vision • Analysis • Synthesis • Recommendations • Conclusion

Population 2000
Population
Race/Ethnicity
White (non-Hispanic)
Black (non-Hispanic)
Other (non-Hispanic)
Hispanic
Median Household Income
Owner Occupied Housing Units
Individuals Below Poverty
Level
Hyde/
Jackson
13,457
35%
21%
6%
38%
28%
25%
Jamaica
Plain
38,124
Boston
589,14
1
51%
15%
12%
21%
$39,107 $43,113
31%
22%
49%
24%
13%
14%
$39,62
9
32%
20%
HJS has the greatest concentration of
Latinos in Boston, and over 50% of HJS businesses have a
Latino focus, but
62% of the population is not Latino
Source: Census 2000
Vision • Analysis • Synthesis • Recommendations • Conclusion

Stop and Shop
Perkins
Hi-Lo
Vision • Analysis • Synthesis • Recommendations • Conclusion

Perkins
Hi-Lo
Vision • Analysis • Synthesis • Recommendations • Conclusion

ƒ District Image
ƒ Destination Shopping
ƒ Safety
ƒ Finance and Technical
Support
ƒ Community
Organizations
ƒ Gentrification
Vision • Analysis • Synthesis • Recommendations • Conclusion

Organization
City Life/Vida Urbana
Jamaica Plain Tree of Life/Arbol de Vida
Jamaica Plain Area Planning Action Council
SCORE Boston - Jamaica Plain Branch
District E-13 Police
Jamaica Plain Arts Council
Jamaica Plain Neighborhood Council
Jamaica Plain Neighborhood Development
Corporation
Jamaica Plain Neighbors for Neighbors
Spontaneous Celebration
Urban Edge
Unify
Strength Deliver en Business
Landsca Improve Nodes, Technica pe & Sidewalk Gateway l
Public
Art s &
Streets s &
Plazas
Assistan ce x x x x
Host
Events x x x x x x x x x
Improve
Safety &
Sanitatio n x x x x x x x x x x x x x x x x
Sample of the community resource map
Vision • Analysis • Synthesis • Recommendations • Conclusion

East Boston
Brighton Center
Coolidge Corner
Egleston Square
Centre South
Vision • Analysis • Synthesis • Recommendations • Conclusion

Analysis
Market
Physical
Community
Comparative Districts
Vision
Unified Centre Street
Balance of
Businesses
Consistent and
Recognizable Identity
Strong HJSMS
Organization
Vision • Analysis • Synthesis • Recommendations • Conclusion

Goals
Create Continuous
Corridor on Centre Street
Recommendations
Improve Pedestrian Streetscape
Experience
Develop Business and Resident
Micro-business Opportunities
Develop HJS into a
Destination
Promote the District’s Cultural
Character
Attract a Desired Business Mix
Redesign District’s Plazas and
Gateways
Implementation
Define HJSMS Mission and Goals
Define Role of HJSMS
Increase HJSMS’s Visibility and Accessibility
Expand Staff and Membership
Create sustainable funding sources
Position HJSMS as a
Community Building
Organization
Implement Design Initiatives
Facilitate Greater Technical
Assistance
Expand Market Via Advertising
Address Neighborhood Safety
Issues
Vision • Analysis • Synthesis • Recommendations • Conclusion

Goal 1: Create a Continuous
Corridor
Improve Pedestrian
Streetscape
Experience
Increase Landscaping and Street Furniture
Vision • Analysis • Synthesis • Recommendations • Conclusion

Goal 1: Create a Continuous
Corridor
Improve Pedestrian
Streetscape
Experience
Create Buffers
Vision • Analysis • Synthesis • Recommendations • Conclusion

Goal 1: Create a Continuous
Corridor
Improve Pedestrian
Streetscape
Experience
Add Sidewalk
Bumpouts and
Crosswalks
Vision • Analysis • Synthesis • Recommendations • Conclusion

Goal 1: Create a Continuous
Corridor
Develop Business and
Resident Microbusiness
ƒ Introduce pushcarts and informal markets
ƒ Create neighborhood sales days
ƒ Coordinate customer cards
Vision • Analysis • Synthesis • Recommendations • Conclusion

Goal 2: Create a Destination
Promote the district’s cultural character
ƒ Design Promotional
Materials
ƒ Rename the District
ƒ Host Community
Events
Vision • Analysis • Synthesis • Recommendations • Conclusion

Goal 2: Create a Destination
Attract a desired business mix
ƒ Identify Potential
Businesses
ƒ Prepare and Distribute
Business Recruitment
Package
ƒ Develop and Maintain
Lease Expiration
Timeline for Potential
Properties
Vision • Analysis • Synthesis • Recommendations • Conclusion

Goal 2: Create a Destination
Redesign district plazas and gateways
Incorporate
Gateway at
Jackson Square
Vision • Analysis • Synthesis • Recommendations • Conclusion

Goal 2: Create a Destination
Redesign district plazas and gateways
Redesign
Gateway at Hyde
Square
Vision • Analysis • Synthesis • Recommendations • Conclusion

Goal 2: Create a Destination
Expand Mozart Park Plaza plazas and gateways
Expand Mozart Park
Plaza
Vision • Analysis • Synthesis • Recommendations • Conclusion

Goal 2: Create a Destination
Redesign district plazas and gateways
Create Blessed
Sacrament Church
Plaza
Vision • Analysis • Synthesis • Recommendations • Conclusion

Goal 3: Community Builder
Implement Design
Initiatives
Create New
Building Design
Criteria
Vision • Analysis • Synthesis • Recommendations • Conclusion

Goal 3: Community Builder
Implement Design
Initiatives
Coordinate
Operation Color
Vision • Analysis • Synthesis • Recommendations • Conclusion

Goal 3: Community Builder
Facilitate Greater
Technical
Assistance
ƒ Create and Distribute
Key Technical
Assistance
ƒ Provide Assistance to
Negotiate Alternative
Lease and Ownership
Structures
ƒ Initiate Mentorship
Program for Existing
Businesses
Vision • Analysis • Synthesis • Recommendations • Conclusion

Goal 3: Community Builder
Expand Consumer
Market Via
Advertising
ƒ Create District
Wide Advertising
Campaign
ƒ Publish Press
Releases and Pitch
Stories
ƒ Create Targeted
Marketing
Campaign
Vision • Analysis • Synthesis • Recommendations • Conclusion

Goal 3: Community Builder
Address
Neighborhood
Safety Issues
ƒ Facilitate the Creation of a Business Crime
Watch in HJS
ƒ Explore Other Crime
Prevention Programs
Vision • Analysis • Synthesis • Recommendations • Conclusion

Implementation: Capacity
Building
Define HJSMS
Mission and Goals
ƒ Create network
ƒ Support businesses and residents
Define Roles of
HJSMS
ƒ Promote HJS identity
ƒ Partner
ƒ Collaborator
ƒ Centralized
Manager
Vision • Analysis • Synthesis • Recommendations • Conclusion

Implementation: Capacity
Building
Increase HJSMS’s
Visibility and
Accessibility
ƒ Physical location of office
ƒ Leadership visibility
ƒ HJSMS website
Expand HJSMS
ƒ Leadership
ƒ Staff
ƒ Committee members
ƒ Membership
Vision • Analysis • Synthesis • Recommendations • Conclusion

ƒ Membership Dues
ƒ Merchandise
ƒ New Development
Projects
ƒ Specific Project
Funding
Vision • Analysis • Synthesis • Recommendations • Conclusion

Next Steps: Prioritize and
Plan
Priority / Time
Requirement Table Significant Time
High Priority Host Public Events*
Medium Time
Improve Website Presence*
Buffer Pedestrians
Prepare & Distribute Business
Recruitment Package
Design Promotional Materials*
Create a Mentorship Program for
Existing Businesses*
Create Merchandise*
Medium Priority
Low Priority
Launch Membership Program*
Market in Print and Radio*
Explore Other Crime Prevention
Programs
Improve Landscaping and Street
Furniture
Coordinate Customer Comment
Cards
Negotiate New Leases to Include
Mandatory Main Streets
Membership*
Develop New HJSMS Signage
Develop Revenue Stream from New
Developments
Create New Building Design
Criteria*
Organize Neighborhood Sale Days
Stimulate Informal Markets and
Advocate for Pushcarts*
Minimal Time
Targeted Program Grants*
Publish Press Releases
Pitch News Stories*
Market as a District*
Launch Operation Color*
Create Flyer Key Technical
Assistance Contacts
Develop & Maintain Lease Expiration
Timeline for Potential
Properties*
Diversify Ethnic Products*
*These strategies are considered on-going, after indicated initial implementation period.
Vision • Analysis • Synthesis • Recommendations • Conclusion

A STRATEGY PLAN FOR HYDE/JACKSON SQUARE MAIN STREETS
May 17, 2005 • Department of Urban Studies and Planning • Massachusetts Institute of Technology