Is A Main Street Program Appropriate for Mattapan? - Tufts University

to market the distinct nature of the district . An example event
could be a “Taste of Mattapan” .
• Balance Main Streets to the needs of the community: Consider a
sub-committee for public safety, gentrification, or transit-oriented
development . Depending on the number of volunteers, adding
committees may be disadvantageous in which case one of the
original four committees could instead focus on these issues .
• Take results from the community planning phase to develop a
strategic plan that is two-fold: Short-term visible change and
overall long-term vision for the district
PolICY IMPlICaTIons
Information collected during this report indicates that while the Main Street
Four Point Approach is being applied with varying degrees of success, it
can be a challenging framework to implement . This can be particularly true
in urban communities that lack the volunteer base and have greater ethnic
and economic diversity . While it is a relatively flexible framework, staffing
all four committees can be challenging . The National Main Street Center
should consider allowing communities to adapt the program to their specific
needs . In addition, the primary analytical tool to measure the success of
Main Streets has been economic statistics . More research is needed to
evaluate both non-economic contributions of Main Streets as well as how
and why programs fail . The National Main Street Center should review
program outputs and conduct a formative evaluation to determine how the
different elements of the approach are working together .
Our interviews indicate that each of the local Boston districts is implementing
the Main Street program in a unique way . Yet certain issues such as
funding and reliance upon volunteers appear common in many districts .
The topic of information-sharing arose in a few interviews, suggesting that it
may also be helpful for the districts to learn more about what each is doing .
In addition to the monthly meetings, more collaboration or improved communication
among the districts may be advantageous as it would allow the
executive directors to learn from and assist each other .
sUGGesTeD fUTURe ReseaRCH
Alternatives to Main Streets
If community support for a Main Streets is infeasible or designation is
denied by Boston Main Streets for a third time, we recommend pursuing
a Business Improvement District (BID) . This is where property owners
representing 75% of the property value within a commercial district vote to
assess themselves a tax that funds services beyond the basic city ameni-
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ties . Working through a board of directors the programs implement many
of the Main Street principles while providing a stable funding source for
staffing and organizational initiatives . The legally binding entity would need
legislative approval to be effective in Mattapan Square and would allow the
various commercial nodes to plan collectively for their own development .
A BID revitalized New York’s Times Square and could facilitate the formation
of new partnerships in Mattapan . It could also present to the Mattapan
Board of Trade (MBT) a measure of the local control that it does not want
to give to the city through a Main Street program . In the process, MBT will
demonstrate to the community its commitment to local growth and expansion
and dispel the grumblings about its allegiance to the Square’s absentee
landlords . It is important to note that attempts at a BID in Downtown
Crossing have been unsuccessful in the past so further research regarding
its potential is necessary .
Alternatively, in addition to a Main Streets and a BID, the Mattapan Community
Development Corporation could also consider simply launching a
program that applies the principles of Main Streets without the name . Mattapan
stakeholders such as MCDC could create a coalition comprised of
representatives from all of the commercial nodes, including River Street with
its cluster of businesses . Working collaboratively, a representative sample
of businesses from all of Mattapan’s commercial nodes can create a grassroots
“blueprint” for the area’s commercial success . The concept of using
the principles of Main Streets without the name is currently being applied
by the city of Providence, Rhode Island, through its Neighborhood Markets
initiative . The municipality overtly acknowledges that it bases its approach
on the Main Streets concept . It would also be an exciting opportunity for
observers to learn from such a partnership between MCDC and the businesses
within its community .
Greater Participatory Planning
Mattapan is at a crucial point in terms of development . It is one of the few
neighborhoods left in Boston with significant land available for development
. With the city in the process of implementing MEDI, it is clear that major
changes in the community are on the horizon . The Mattapan Community
Development Corporation has the opportunity to become a lead voice in the
future of Mattapan . A reoccurring theme from our discussions with residents
was the perception that they have no voice in the development process .
MCDC should investigate ways to incorporate more participatory planning
. A potential model to consider is the Roxbury Master Plan, developed
between 1999 and 2003 .
Through a series of focus groups and community meetings, a master plan
was developed by the community to guide decision making regarding
neighborhood revitalization . The Roxbury Master Plan was adopted by the
Boston Redevelopment Authority and the Roxbury Strategic Master Plan