Executive Summary of the Master Plan for the Worcester Arts District

Community Partners Consultants, Inc.

Executive Summary of the Master Planfor the Worcester Arts DistrictThe Master Plan for the Worcester Arts Districtis an urban design and economic developmentroad map for revitalization. The purpose of theMaster Plan is to offer a creative, tangible approachto stimulate cultural activity for the Main Streetneighborhood in the District. The Plan is alsointended to provide a home for artists and pro-vide for the cultural needs of the city’s residentsas well as serve as a catalyst for the economicredevelopment of the Main South neighborhoodand the city as a whole. The recommendationspresented in this Executive Summary are the re-sult of extensive community outreach, involve-ment, and analysis. Representing a true spirit ofpartnership, the Arts District Task Force,ARTSWorcester, and the City of Worcesterworked closely together to sponsor this work, andthey selected Community Partners Consultants,Inc. to complete this Arts District Master Plan.

The intent of the Arts District presented in thisreport is to create a vibrant, enticing, and engag-ing place to live, work, and visit. The Arts Dis-trict will be home to artists and others working increative endeavors, revitalize the existing historicstructures and other underutilized buildings in theneighborhood. The District will become a re-gional draw for people wanting to rediscover theirheritage in the Discover! Worcester Trail, buyunique handcrafted items for home renovation

at “Art At Home” or view an exhibition at a Cen-ter for Contemporary Art in the renovated brickmanufacturing buildings along Beacon Street,enjoy a meal at an ethnic restaurant or listen tomusic at a café along Main Street, or appreciatethe public art and landscaping at one of the ma-jor gateways to the district.

Master Plan Recommendations

• Expand Arts District boundaries to includehistoric buildings in the Junction Shop Manu-facturing District. Extend District along MainStreet to Federal Square

• Develop the District with three zones of em-phasis

• Create “Art at Home” concept in historicmanufacturing buildings

• Pursue public art opportunities throughoutthe District. Hold art and public design com-petitions for special “gateway” locations

• Improved streetscapes and street furniture tobe approached as public art opportunities

• Create Discover! Worcester Trail• Coordinated arts and cultural event program-

ming• Coordinated business development technical

assistance• “Tools for Implementation” - Creation of

public/private partnership to implement Mas-ter Plan recommendations

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What does an Arts District do?

• Ensures affordable housing for artistsand other residents

• Tailors zoning to suit artist-related needsand allows artist live/work spaces

• Puts existing vacant properties back onthe tax rolls

• Creates a strong image for artists, otherdistrict businesses, and area colleges

What does an Arts District NOTdo?

• Dictate where artists must live or work• Limit benefits to only those artists liv-

ing or working in the District• Force out existing businesses or resi-

dents• Stifle cultural events and activities

planned for other parts of the city• Create a “cookie cutter” approach to

neighborhood revitalization• Offer an instant success story… but it

will support incremental change overtime.

Master Plan for the Worcester Arts District

Executive Summary of the Master Plan for the Worcester Arts District

District Boundary Map with Recommended Expansion Areas

Expand district boundaries

Junction Shop Manufacturing District:

• Adds over 537,000 square feet of historic,high-ceiling, large floor building space

• Striking image of area• Historic significance to the city• Low acquisition costs• Good visibility from new Route 146/

Southbridge Street gateway

Federal Square Area

Junction ShopManufacturing District

Existing DistrictBoundary

Federal Square

• Provides a strong connection with downtown• Future restoration of 2500-seat theater will

provide a strong anchor for the District• Retain Madison Street as secondary gateway

District Concept

The map on the facing page illustrates the broadconcept for the Master Plan. The expanded ArtsDistrict offers three very distinct zones: Down-town Gateway, Family/Education/Culture, andDining/Entertainment/Retail, illustrated on theadjacent map. These zones are not meant to beboundaries within the District but rather areas ofemphasis; all uses will be encouraged throughoutthe District. However, the building types, sizes,and locations dictate use to a large degree, and assuch, some areas of the District are more suitedthan others for particular types of activity.

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Areas of Emphasis within the Arts District

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Downtown Gateway

• Buildings are similar in scale and style to cen-tral business district

• Higher acquisition costs make the buildingslikely candidates for market-rate housing andcommercial uses

• Build solid gateway image for District

Family, Education, Culture

• Core of destinations including current YMCA,School Department Parent Information Cen-ter, Magnet School

• Future core of this area to expand to accom-modate large cultural/educational anchorssuch as Art Museum Annex and Center forCrafts

• Concentration of artist live/work space andother housing opportunities in this area

Art at Home

• Up to 100,000 square feet of retail space withinthe historic manufacturing district

• Regional destination for home improvementspecialty items created by artists andcraftspeople

• Antique stores and small-scale furniture mak-ers located here

• Attracts visitors with disposable income – anecessary ingredient for a successful arts dis-trict

Dining, Entertainment, Retail

• Smaller scale buildings• Storefronts

• Proximity to Clark University• Entertainment destinations such as Gilrein’s• Eclectic mix of shops, restaurants, and gal-

leries

Celebrate the Gateways

The four gateways to the Arts District can bestrong markers to visitors and symbols for thehealth and vitality of the city. Each gateway hasits own character and presents unique opportu-nities for creative design and public art opportu-nities.

Discover! Worcester Trail

The Arts District’s success will depend, in part,on the District’s reflection of the character ofthe City, and its ability to make connections tothe rest of Worcester. With these goals in mind,a trail is proposed for the District that connectsthe area to the city and serves as a destination andactivity for visitors and residents. The trail isenvisioned as a network of markers that high-light sites and events having cultural, architectural,and historical or other special significance. Thistrail should be a citywide endeavor, with sitesthroughout Worcester, and with a broad array ofindividuals, organizations, institutions, and busi-nesses contributing to its conception and imple-mentation.

The first markers would be installed within theDistrict and artists would be heavily involved inthe design of the markers and of the supportinginformational and promotional materials. Spe-cial events would celebrate the installation of eachmarker.

Some potential Sites for a Discover! WorcesterTrail in and adjacent to the District are shownand annotated on the map on the facing page.

The large-floor area of the former manufacturingbuildings around Beacon Street, and the distinctivecharacter of this historic district, make these buildingsideally suited for artists/live work spaces and perhapsa Center for Contemporary Art. The former smokestacks can be celebrated and give new visibility tothe District and these uses.

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Discover! Worcester Trail in the Arts District

FederalSquare

RestoredTheater

Worcester MarketAurora Building

Masonic Temple

Odd FellowsBuilding

Main Street BaptistChurch

Boynton andWindsorApartments


Gateway to District atSouthbridge and JacksonStreets

MoodyShattuckHouseDowley-TaylorMansion

American SanitaryPlumbing Museum

Castle StreetRowhouse District

OreadPark

Gilrein’s Blues Club

Gateway at Hammondand Main Street

LuciusKnowlesHouse

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Opportunities for Public Art/Landscaping

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Opportunities for Public Art/Land-scaping

Extensive opportunities for public art aboundwithin the District. Artists, architects, and land-scape architects can apply an integrated approachto design and art to enable public art and designto become intrinsically woven within the urban

The vacant lot adjacent to the Jackson Apartmentsis at the “entrance” to the Junction ShopManufacturing District from Main Street. This lot isan ideal location for a public park and accompanyingpublic art opportunities.

• Streetscape improvements• Specific public art/landscaping opportunities• Surface parking screening• Facade and minor building improvements• District gateways

Potential Uses and Activities in theArts District

Buildings throughout the District have been evalu-ated for development potential and possibleproject opportunities. The map on Possibilitiesfor Building Reuse on the next page highlightsbuildings with project or development potential.This evaluation of possible projects and devel-opment is a suggested framework. The exten-sive space in the Junction Shop ManufacturingDistrict will take years to complete. The largebuilding size and space configuration, however,will enable great flexibility in assignment of uses.

The buildings highlighted total approximately820,000 square feet. The Master Plan allocatesuses to these buildings in the following way:

Artist live/work: 70 unitsMarket Rate Housing: 200 unitsMixed-income housing: 135 unitsArt at Home: 100,000 sfContemporary Art Center: 50,000 sfSchools: 25,000 sfGeneral Commercial: 46,000 sfRetail/ Restaurant: 60,000 sfParks/ Green SpaceStreet VendorsFestivals/ Pedestrian Days

In addition to existing commercial, retail, and res-taurants.

The parking lots along Main Street offer creativeopportunities for artists, landscape artists, anddesigners. This lot, adjacent to the Odd FellowsBuilding and Santiago’s Market, could be re-designedduring the renovation of the Odd Fellows Buildingbeginning in the Summer of 2002.

context of the District. These opportunities sup-port the element of discovery and serendipity theDistrict will exhibit. In addition, the high visibil-ity of art and culture in the District, and its con-tribution to the city’s attraction as a destination,will increase opportunities for public art through-out the city. Within this approach, five specificareas offer opportunities for public art:

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Possibilities for Building Reuse

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Zoning in the Arts Overlay District

The Arts District Overlay Zone, adopted by CityCouncil in November 1999, provides for certainnew provisions within the Worcester ZoningOrdinance that include artist live/work space,gallery and exhibit space, and performance andrehearsal space in a new use designated as “Com-mercial Artist Lofts.” The amendment also al-lows all uses permitted in the former underlyingzone, including manufacturing, business and resi-dential uses.

While the new overlay ensures that artists and arts-related uses can exist in the District, the retainedrequirements of minimum parking and otherrestrictions allow development that would notsupport the urban quality of the District. To sup-port the vision for the District, changes are rec-ommended to:

• Parking requirements: Set maximums, re-strict parking to rear of lots along Main Street,allow art installations within parking bufferzones, restrict curb cuts along Main Street.

• Dimensional requirements: New buildingsbuilt at street edge, waive minimum buildingfrontage.

• Signs: Restrict internally illuminated plasticsigns and fluorescent lamps, encourage uniquesignage, regulate dimensions.

• Uses: Allow street vendors, street musicians,regularly scheduled street closings (pedestriandays), and kiosks.

The Arts District Master Plan supports uses thatcontribute to a positive pedestrian experience alongMain Street and support arts and arts-relatedendeavors and products.

The goals for the District include thedesire for:

• Places for artist/public interaction: cof-fee shops, galleries, and performancespaces.

• Multiple choices and a diversity of uses tofoster a rich creative environment.

• A safe environment.• Affordable artist live/work space.• Ownership opportunities for artists.• Good opportunities to exhibit work.• Accessible transportation and parking for

visitors.• Strong recognition of the District; very

visible positive image.• Organization of events and places, one

central place where you can get all infoyou need.

• Good social environment for artist inter-action with their peers.

• Diversity and multiplicity of choices anduses.

• Unique experience for residents and visi-tors.

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Economic Impact

As the Master Plan moves forward, the imple-menting entity must focus on the economic ef-fects and long-term sustainability of specific rec-ommendations contained in the Master Plan. Asthis economic analysis illustrates, the potentialexists to create a range of economic benefits—not only for revitalizing the district and its sur-rounding Main South neighborhood—but alsofor the City’s overall economic growth:

• Reduces the amount of vacant space• Generates property taxes• Increases sales tax receipts• Creates new jobs• Improves the physical environment• Strengthens the quality of life• Serves as a destination & attraction• Enhances the number of cultural tourism visi-

tors

What the Numbers say

• 800,000+ square feet of development oppor-tunities

• Importance of identifying anchors and creat-ing critical mass

• 15 - 20 year implementation period• $35 - $40 million investment in new housing• 600 new residents generate $24 million in new

income• $16+ million in new commercial investment• 1000 jobs generate $2 million in annual retail

spending• Detailed feasibility testing required

The Plan into Action

This Master Plan for the Worcester Arts Districtpresents a variety of recommendations on physi-cal design improvements, cultural and economicdevelopment opportunities, and an overall urbandesign vision for the district. Putting this ArtsDistrict Master Plan into action will require:

• Create public/private partnership entity re-sponsible as the catalyst for implementingMaster Plan recommendations

• Must include involvement of the city, educa-tional, arts, business, and non-profit organi-zations in Worcester

• Leadership and commitment by participatingorganizations and agencies are key for suc-cess

• Commit and secure financial incentives andresources

Who’s Responsible?

• Arts District Task Force, ARTSWorcester, andCity took the initial lead, but others need toparticipate

• Management entity representing a public/pri-vate partnership is essential

• Main South CDC and partners could provideinitial development leadership

• City can contribute expertise and resourcesin a partnership with other groups

• Wisely use organizational and agency re-sources to avoid re-inventing the wheel andto move quickly

Who Pays?

• No one group can do it alone• Private sector development• City support for public improvements and re-

lated development, as feasible• Foundations• State and federal programs, as possible• Extensive list of potential funding sources part

of Master Plan implementation report• Critical to target public incentives and im-

provements wisely – to encourage the mostprivate sector investment possible

The Future

• The Arts District as a destination• Celebration of the arts and culture• An economic stimulus for the city• A vibrant, active, welcoming place• Renewed confidence in Worcester• A transformed neighborhood…

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For more information, please contact:Christine Proffitt, City of Worcester CulturalDevelopment [email protected]

11Community Partners Consultants, Inc.

Chapter One: Overview

The Arts District links downtown to the Clark University Campus along Main Street.Base Orthophoto Source: City of Worcester

Generated from a true spirit of partnershipamong the City of Worcester, ARTSWorcester,and the Arts District Task Force, this Master Planfor Worcester’s Arts District is intended to de-velop a creative revitalization plan and economicdevelopment strategy for the Main South neigh-borhood. The Arts District is located in the ten-block stretch of Main Street located betweenMadison and Hammond Streets betweenWorcester’s central business district and ClarkUniversity.

Arts District Task Force

The concept of an Arts District in Worcesterfirst surfaced five years ago whenARTSWorcester, an advocacy organization sup-porting contemporary artists in the city, hosteda City Council Candidates Forum on the Arts. Thecritical need to create a community of artistswhere ideas could be shared and where artist liv-ing space, studios, galleries, and performancespaces could be located was addressed.

Following the Forum on the Arts, city officials rec-ognized that an arts district could assist artistswhile supporting economic development and animproved quality of life in the city. In 1999, theCity Council adopted an Arts District ZoneOverlay for part of the Main South area of the

“The Arts District should be anenhancement, not a replacement.It should complement existingbusinesses, not compete. Itshould build on and contributeto their success.”

- T&G 3/27/02

12 Master Plan for the Worcester Arts District


city. The following year, the City of Worcesterestablished the Arts District Task Force to serveas an advisory group to the City Manager to ad-vise and guide efforts to shape the Arts District.The Task Force is comprised of 21 members rep-resenting a broad array of community partnersand diverse perspectives including people work-ing in the arts, cultural organizations, education,real estate, business, local government, commu-nity foundation, and neighborhood advocacy.

The Mission of the Arts District Task Force issummarized below:

“To create a vibrant mixed community ofartists of all disciplines, students, residents,cultural organizations, and businesses by fosteringsustainable creative, cultural, and economicrevitalization while supporting the history,heritage, and multicultural nature of the existingneighborhood, and to create a strong culturalidentity for the Arts District within the geographicframework provided by the Arts District ZoneOverlay.”

Creating the Arts District Master Plan

The Arts District Task Force selected Commu-nity Partners Consultants, Inc. to develop a Mas-ter Plan for Worcester’s Arts District. Commu-nity Partners is a consulting firm specializing incommunity economic development, strategicplanning, neighborhood revitalization, design andthe arts. The Community Partners Team workedwith the Arts District Task Force and commu-nity members to complete a comprehensive as-sessment of the Arts District and develop theMaster Plan.

Community Partners Consultants, Inc. worked withthe Arts District Task Force and community membersto craft a vision for the District.

The Master Plan for the Arts District is a roadmap for redevelopment and revitalization. Thepurpose of the Master Plan is to provide a homefor artists and provide for the cultural needs ofthe city’s residents as well as serve as a catalyst forthe economic redevelopment of the neighbor-hood and the city. The plan encompasses the fol-lowing tasks as listed in the Request for Propos-als for the Master Plan:

• Identify a range of reuses for vacant orunderutilized buildings that maximize eachbuilding’s potential in contributing to the ArtsDistrict

• Identify opportunities for affordable artistlive/work space, mixed-income housing, cul-tural activities, businesses, and educational ac-tivities in the District

• Present ideas for potential open space and/or parks

• Suggest opportunities for public art,streetscape improvements, and signage

throughout the District• Identify gateways and transitions for streets

leading to the Arts District• Provide representative sketches of suggested

façade improvements• Create a Master Plan framework that encour-

ages a dialogue between real estate owners andmanagers, developers, artists, colleges, busi-ness owners, cultural organizations, financialinstitutions, and the City to encourage the sale,purchase and/or rehabilitation of vacant orunderutilized buildings in the Arts District

• Encourage a strong, diverse base of supportfor cultural economic development amongcommunity, political, educational, and busi-ness leaders

• Identify implementation strategies and pos-sible funding sources for the Master Plan

The Master Plan for the Arts District is the cul-mination of analysis, planning, and communityinvolvement and reflects the needs and desiresof the diverse constituencies that will be affected.The planning process incorporated extensivecommunity involvement, citizen participation,qualitative and quantitative research and analysisof economic and physical redevelopment strate-gies. The Scope of Work included:

• Data Collection and Review - included ex-tensive interviews and focus group meetingswith leaders and activists in economic devel-opment and real estate, the arts, non-profitinstitutions and organizations, and the com-munity

• Property Inventory and Evaluation - in-cluded a detailed recording of streetscape con-



ditions, building conditions, building sizes,ownership of parcels, existing businesses, andinformation on parking, landmarks and va-cancies.

• Project Area Analysis and Assessment -included assessment of the project area andthe creation of a vision for the Arts Districtbuild on the assets and opportunities inher-ent to the district’s unique character

• Economic Analysis and Strategies - in-cluded evaluation of the demographics of thearea, sales potential, cost of property devel-opment and an estimation of potential ben-efits to determine opportunities for economicdevelopment and property development

• Community Participation - included threecommunity-wide meetings with opportunitiesfor small break-out groups for more activeengagement and discussion of the issues,countless individual interviews, and severalfocus group meetings

• Preparation of the Master Plan based onall of the steps listed above

Accompanying this Master Plan is a technicaldocument submitted separately entitled Tools forImplementation. This document contains detailedinformation on potential funding sources, the eco-nomic and financial analysis, building data, selectedcase examples, and other related information nec-essary for implementation of the Master Plan.

What is an Arts District?

The Request for Proposals for consultants tocomplete the Master Plan describes the Arts Dis-trict well:

The Arts District is a public/privatepartnership project intended to revitalize this

disinvested area of the City by promoting the re-use of several underutilized and vacant propertiesthat would be suitable for affordable housing,artist live-work space, performance venues,galleries, and other creative commercial and retailenterprises. The successful development of theArts District and the creation of a majordestination point for the region is one of theCity’s seven highest economic developmentpriorities and is also one of the four major goalsof Worcester’s cultural community. Worcesterboasts 40 cultural institutions, several ofinternational stature, and hundreds of artistsand arts faculty at the City’s 11 colleges, providinga strong foundation for the Arts District.

Arts Districts typically combine zoning changes,public incentives, and marketing efforts to createa concentration of arts and culture-related activi-ties and uses and to draw visitors to the District.These specially designated districts foster eco-

There are over 40 arts and culture organizations inthe city. The Arts District will build on this base oforganizations and institutions and will contribute tothe continued vitality of the city’s cultural community.Source: Brochure on Arts and Culture from the Cityof Worcester

nomic development, attract regional visitors, andpromote the health, safety and general welfare ofthe community.

Zoning changes address challenges faced by art-ists who work and live in the same location butare legally prohibited from do so by zoning regu-lations where residential and commercial or in-dustrial zones traditionally are segregated. ArtsDistrict zoning typically allows artist live/workuses, other residential uses, and industrial and com-mercial uses to occur in the same area. Metal weld-ing, kiln work, and glass blowing are all allowableuses within an arts district that also allow residen-tial and commercial uses. Zoning changes seekto encourage the diversity of uses and flexibilityof spaces that make a district affordable for art-ists and a compelling destination for visitors andresidents.

Along with zoning changes, municipalities oftenfoster inter-departmental cooperation to stream-line permitting and code compliance reviewsand inspections to offer incentives for devel-opment and to eliminate unknown factors in thepurchase and renovation process for professionaldevelopers and for artists seeking their own live/work space.

Public incentives in the form of guaranteedloans, tax breaks, and public infrastructure im-provements serve to offer testament to the city’scommitment to an arts district and pave the wayfor private investment in an area. Incentives cantake many forms such as fiscal policies, physicalstreetscape and utility improvements, and coor-dinated city marketing efforts to attract and re-tain artists and other businesses, thus creating aregional destination for visitors.



These warehouses in the Junction ShopManufacturing District would be off-limits for mixeduses such as market rate housing, artist live/workspace, and institutional uses without special zoningdesignations as part of the Arts District.

What the Arts District can do:

• Ensure affordable housing for artists and otherresidents

• Put existing vacant properties back on the taxrolls

• Beautify and restore an area of current disin-vestment

• Create a critical mass of people• Tailor zoning to suit artist-related needs• Create a strong marketing image for artists and

other district businesses.• Provide benefits to retailers through increased

event programming, pedestrian traffic, andenhanced image of the area

• Benefit educational institutions and businessesby enticing new students and employees dueto increased quality of life in Worcester

What the Arts District can’t or won’t do:

• Dictate where artists must live or work• Limit benefits to only those artists living or

working in the District• Force out existing businesses or residents• Stifle cultural events and activities planned for

other parts of the city• Create a “cookie cutter” approach to neigh-

borhood revitalization• Offer an instant success story but will sup-

port incremental change over time

Since designation of the Arts District in Worces-ter, steady progress has been made in the revital-ization of the six-tenth of a mile length of theDistrict. ARTSWorcester moved its offices intothe Aurora Building at 660 Main Street andSantiago’s new 25,000 sf supermarket and 27,000

sf “cash and carry” opened in the former Martbuilding on Main Street. This project alonebrought $2 million worth of investment and atleast 50 new jobs into the neighborhood whiletransforming a building that was empty for nearly25 years. At about this same time, a non-profitorganization opened ARTichoke, an organic foodco-op and retail store/art gallery at 800 MainStreet. In addition, the non-profit CommunityBuilders purchased the historic Odd Fellows build-ing to build 24 units of mixed-income loft hous-ing and two floors of commercial space. The Citywill lease the ground floor to house its HomeCenter and the lower level of the building willpotentially house incubator space for arts-relatedbusinesses.

Artists have begun to make a visual impact in theDistrict. In the spring of 2002, 15 trashcans wereunveiled. Donated by the City Department ofPublic Works, painted by local artists, and adopted

by businesses, the trashcans are a colorful addi-tion to Main Street and a vibrant symbol of art-ists’ creativity in the District. The City has alsocontinued its support of the District. In May2002, the District was designated a “zero-toler-ance zone.” The designation allowed an intensiveeffort on the part of the City Police Department,Department of Public Health, Code Division, andDepartment of Public Works to address issuesof crime, code compliance, and cleanliness andstreet landscaping. These early wins in the Dis-trict reveal the cooperation and commitment fromthe community necessary to support the successof the Arts District.

In summary, a successful Arts District raises thelevel of awareness and potential of a city as aplace of arts and creativity. This enhanced imagecontributes to a city’s image as a desirable placeto live, work, and visit. This Arts District MasterPlan articulates the steps necessary to accomplishthat goal in Worcester.

Why focus on the Arts?

Worcester’s artist community is significant withnationally-recognized artists, organizations, andeducational institutions. In addition to serving asa strong creative and intellectual force for the re-gion, the community also offers tangible eco-nomic benefit. A recent study of the economicimpacts of the arts, sponsored by the New En-gland Council in 2001, quantifies the impact ofculture and the arts on the regional economy:

What we found startled even those who havelong supported the notion that New England’srich cultural assets constitute a powerful economicforce. In a report released one year ago, we



The successful trashcan project, sponsored byARTSWorcester, has allowed artists to make theirmark on the District. Artists: Eric L’Ecuyer (left) andSusan Champeny; Art XII Group (right)

expanded analysis of the sector to includenonprofit cultural organizations as well ascommercial enterprises and individual artists. Wefound that 245,000 New Englanders, or 3.5%of the region’s total workforce, are employed inwhat we call the “creative economy.” Moreover,the occupations that comprise this sector aregrowing at a faster rate than other occupationsin the general economy. We also found that thecreative economy is responsible for generatingannually $6.6 billion in tourism revenue alone.

-A Blueprint for Investment inNew England’s CreativeEconomy, June 2001

The non-profit arts industry is big business: Ac-cording to the National Governors Association(June 2001),

• Non-profit arts generated $36.8 billion in eco-nomic impacts and 1.3 million full-time jobs

across the U.S.• Performing arts activities outdraw sporting

events & movies combined• Of 200 million travelers across the U.S., 22%

visited a museum, 15% attended a concert and13% attended live theater

• Travelers interested in culture & the arts spendmore than other travelers ($615 vs. $425 perperson per trip), take longer trips, includemultiple destinations & are more likely to stayin hotels

The bottom line? In addition to supporting localnon-profits and residents involved in arts and cul-ture, Worcester’s support of the Arts District iswise economic investment.


Chapter Two: The Arts District Today

The Worcester Arts District, located southwest ofthe downtown core, encompasses the 10-blockstretch of Main Street between Madison andHammond Streets. The District is home to sixtybuildings that once comprised what has been de-scribed as the “urban jewel” of the city. Thesebuildings vary in physical condition, architecturalcharacter and cultural significance. Eight of thesestructures have been designated historic build-ings, and this abundance of architectural gems ina relatively small area reflects the former healthand vitality of this portion of Main Street, a partof the city that has fallen on hard times. Vacantlots, boarded-up buildings, and empty storefrontsare visible signs of disinvestment and blight in thearea.

Despite these changes, the special character ofMain Street has not gone unnoticed. Residentsappreciate the unique character of the buildings,the ethnic restaurants and businesses along MainStreet, and the services offered by communityorganizations in the area such as the YMCA, theBoys and Girls Club of Worcester, Centro LasAmericas, and churches. Recent efforts by the pri-vate development community, non-profit orga-nizations, and the City of Worcester are begin-ning to bear fruit in the revitalization of the area.The designation of the Arts District in 1999, thelocation of ARTSWorcester in the restored Au-rora Building, and the pending restoration of the

The Arts District boundary, as adopted in November 1999.Source: City of Worcester

The City of Worcester andthe Worcester CulturalCoalition have beenactive in marketing artsand culture in the city. Anexample is the new logocelebrating the richness ofculture and the arts inWorcester.



Odd Fellows Building are all indicators that thearea is beginning to enjoy a renaissance.

This analysis of the District looks at the build-ings, urban context, and physical connections inthe area to identify opportunities and challengesfor continued revitalization and development ofthe District. This evaluation of the Arts Districtand surrounding areas encompasses the follow-ing:

• District character and urban design• Historic and significant buildings• Vacant buildings and lots• Street activity and public safety• Access and visibility

District Character and Urban Design

A number of buildings along the corridor arenoted for their architectural character and posi-tive contribution to quality of life. Local businessesoccupy many storefronts and there is a healthylevel of pedestrian activity. At the same time, theurban environment in the District exhibits manyof the characteristics of a blighted neighborhood.In some areas vacant lots, unoccupied buildings,presence of illegal drugs and street crime, and aconcern about safety are disincentives for invest-ment.

This analysis of the urban design characteristicsof the District emphasizes aspects of the physi-cal environment that affect quality of life, devel-opment and revitalization potential, and image ofthe area. The analysis map includes notes on:

• Interruptions in building/activity edge• Pedestrian barriers• Open/green space• Gateways• Destinations

Interruptions in Building/Activity Edge

At some points along Main Street, such as theblock between Oread and Benefit Streets on thesouth side of Main, more than 50% of a blocklength is devoted to vacant lots or parking. Thisdisruption in the building edge erodes the vitalityof the street. Lack of building activity, commer-cial activities, and visual interest at these street edgeinterruptions discourages pedestrian activity alongthe length of the District and creates incentivesfor loitering and trash dumping. Looking at bothsides of Main Street within the District, the va-cant lots, parking lots, and vacant buildings ac-count for 50% of the total street length. Theseare conditions that cannot support a vibrant,healthy commercial and social environment.

Pedestrian Barriers

Madison Street acts as a barrier between down-town and the Arts District. The width of the road-way, change in character of Main Street at thispoint, and shift in the types of building uses serveto create negative public perception and discour-age the crossing of Madison Street.

This block between Oread and Benefit Streets haslimited commercial activity and is illustrative of manyof the blocks along Main Street in the District.

Madison Street is a potential gateway to the Districtbut high traffic volumes, a wide street, and negativeperceptions about the stretch of Main Street beyondhamper its role.

Subtle and gradual changes in the urban charactercan also act as pedestrian barriers. The gradualchange along Main Street from the area surround-ing Clark University to the Hammond Street gate-way to the District sends signals to the pedestrianthat the walkable, safe, urban zone ends. Narrowsidewalks, large gaps in the building edge, andchanges in the general repair and maintenance ofbuildings on Main Street give clues to the pedes-trian that the friendly territory is coming to anend as one approaches the Arts District.



Urban Design Analysis Map of the District and Surrounding Areas



Open/Green Space

Almost no green space exists on Main Street.Street trees have been planted but many have notbeen pruned or maintained, and grassy areas alongthe sidewalk are non-existent. In most cases, thereare no planting strips between parking lots andthe sidewalk. With no landscaped areas, the flowof asphalt parking lots to concrete sidewalks tocurb to asphalt street surface presents a “hard-edged” environment for pedestrians. Off MainStreet, the story is different. Oread Park and thecommunity gardens on Castle Street offer respitefrom the commercial strip of Main Street, as dothe parks at the public housing on Murray Av-enue.

Gateways

The Madison Street gateway offers the potentialto connect the District to downtown but is fraughtwith challenges. Currently, a left turn prohibitionfrom Madison to Main Street limits the role ofthis intersection as a gateway for travelers arrivingfrom I-290 and points south. There is also a rightturn prohibition from Main onto Madison Streetgoing south. These turning prohibitions reduceMadison Street’s role as a gateway and increasethe use of both Beacon Street and Murray Av-enue as District entry points. At the western endof the District, the urban character of Main Streeterodes. The entrance to the District is not wel-coming with a vacant lot at the corner ofHammond and Main Streets, the Funeral Homeparking lot, and a Dunkin Donuts serving as thegateway to the Arts District.

As the Route 146 improvements are completed,the Southbridge and Jackson Street intersectionwill have the potential to become an importantand highly visible gateway. Challenges here in-clude the tight turn from Southbridge onto Jack-son and the steep slope of Jackson as it approachesMain Street.

Destinations

Destinations are defined as sites or buildings thatattract a large number of people from outside theDistrict. As the Arts District develops, the cre-ation of destinations will be an important factorin increasing street activity, providing a marketfor artists, galleries and cultural events, and sup-porting the density of arts-related uses necessaryto ensure the success of the District. Currentdestinations in and adjacent to the District in-clude:

• Aurora Building at 660 Main Street(ARTSWorcester)

• The Boys and Girls Club at Two Ionic Ave.• The Masonic Temple at One Ionic Ave.• YMCA at 766 Main Street• City School Department Parent Informa-

tion Center at 768 Main Street• Jacob Hiatt Magnet School at 772 Main

Street• Gilrein’s Blues Club (currently closed) at 802

Main Street• Sunbridge Rehabilitation Center at 835

Main Street• Worcester Sanitary Plumbing Museum at

39 Piedmont Street• Registry of Motor Vehicles at 611 Main

Street• Santiago’s Market at 674 Main Street• Baptist Church at 717 Main Street

While Madison Street at Main Street could be thegateway to the District for visitors, the left turnprohibition from Main onto Madison puts drivers ontoBeacon Street-- an uninviting gateway for the District.

This intersection at Southbridge and Jackson Streetswill become an important new gateway to the Districtwhen Route 146 improvements are completed.

“Create a strong image ofWorcester as a cultural city; marketto artists and patrons alike.”

-Focus Group Participant



Physical Environment

The physical environment along Main Street inthe Arts District is neither attractive nor pedes-trian friendly due to graffiti, storefronts in needof maintenance, poorly designed store signs, andtrash-strewn sidewalks. Street plantings aren’tmaintained and the lack of green space betweenparking lots and the sidewalks along Main Streetadd to an overwhelming feeling of an asphalt-cov-ered, hard-edged urban area that is not welcom-ing to visitors.

Many of the businesses on Main Street, however,are critical to the local residents and contributegreatly to the character and diversity of the Dis-trict. Ethnic shops, “mom & pop” stores, profes-sional offices, and other commercial enterprisescould benefit greatly from better signage, a streetmaintenance program, and a targeted program tokeep the District free from litter.

Empty lots, trash-strewn sidewalks and abandonedshopping carts are signs of disinvestment in the area.These conditions cause unease in pedestrians anddiscourage commercial and residential investment.

Comments on the District from participantsat master plan focus groups and publicmeetings:

• The Arts District is very linear and needsto extend more into the surrounding ar-eas to incorporate significant buildingsjust outside the existing boundary.

• We will need to build a depth of housing,work and gallery spaces that don’t appearavailable right now on Main Street.

• The Master Plan must begin to shift nega-tive perceptions about the District.

• The Worcester market is thin. Where willthe people come from? Demand for thearea must be created through a regionalapproach.

• It is critical to get some early wins for art-ist live/work space right away!

• Create a safe environment in the District.A greater police presence is needed andthe City must provide ongoing street clean-ing and more trashcans.

• Address safety issues with the PIP Shel-ter.

• No street vendors are allowed in the Dis-trict; this prohibition must be changed toallow for food vendors, small kiosks, andsnack carts.

• This is a college town with no place forthe students to go. This District can pro-vide a destination for students as well asfamilies and regional visitors.

• Vacant lots are an eyesore and create un-safe physical conditions. Lots should befenced and secured to deter loitering, ille-gal activities, and trash dumping.

• Buildings of historical and cultural signifi-cance aren’t being celebrated.

• The District can be a positive image forthe entire city.

• The District feels separate from the restof the city and it must be reconnected.

The American Sanitary Plumbing Museum isoperated by Charles Manoog, Inc. on PiedmontStreet. This museum can contribute to theeclecticism and serendipity of the Arts District.

The YMCA on Main Street is an important amenity tothe neighborhood and the city. This destination helpsanchor the district and supports a positive image.



Historic and Significant Buildings

The District is dotted with historic and signifi-cant sites and the accompanying artistic and ar-chitectural details that add character and richnessto Main Street. In many cases, these buildings arecurrently occupied and well maintained. In oth-ers, renovation is planned or needed.

Historic Buildings

This list of buildings listed on the National Reg-ister of Historic Places within the District ZoneOverlay and adjacent neighborhoods is derivedfrom the publication “Worcester’s Best” 2ndEdition 1996, prepared by Preservation Worces-ter. The numbers correspond to the building lo-cations on the map)

1 The Aurora Hotel, 652-660 Main St., 1887 ARTSWorcester and Residential2 The I.O.O.F. Building, 674 Main St., 1844 Affordable/artist housing and City Home Center with Arts-related business. Incubator space on the lower level (planned). Currently vacant.3 Main Street Baptist Church, 717 Main St.,1853/1855 Religious4 Boynton & Windsor Apartments, 718 and 720 Main St.,1887 Residential5 The Castle Row District, 4-18 Castle St., 1870’s Residential6 Moody Shattuck House, 768 Main St., 1885 Headstart Program

7 Dowley-Taylor Mansion, 770 Main St., 1842 City of Worcester School Department Offices8 Lucius Knowles House, 838 Main St., 1870 Funeral Home9 Brightsyle Apartments, 2 King St., 1889 Residential10 Charles H. Fitch House, 15 Oread St., 1878 Residential11 Edward Stark House, 21 Oread St., 1880’s Residential12 Junction Shop Manufacturing District, 1870 – 1910 Industrial/Commercial13 Masonic Temple, Two Ionic Ave., 1911 Masonic Lodge14 The Worcester Market, 631 Main St., 1914 Government

The Dowley-Taylor Mansion, built in 1842, is oneexample of the historic buildings found in the Districtand adjacent neighborhoods.

Significant Buildings

In addition to the officially designated historicbuildings in the District, a number of additionalbuildings have significance due to their large size,location, or cultural history. These buildings havebeen evaluated considering their potential reuseand contributions to the District. The letters referto locations on the map and the total size andfootprint are shown in square feet..

Building Name Total Size FootprintA Burwick, 653 Main St. 80,000 16,000B Caravan, 661 Main St. 45,000 15,000C Odd Fellows, 674 Main St. 40,000 10,000D PIP Shelter, 701 Main St. 69,255 13,851E Boys/Girls Club, Ionic Ave 38,922 11,692F Jackson Apts, 767 Main St. 54,300 9,050

Large-Floor Area Buildings are structures thathave over 20,000 square feet of space. In addi-tion, some of these buildings have a large build-ing footprint. The footprint is the actual size ofany floor within the building. Some buildings, suchas the Jackson Street Apartments, have significanttotal floor area but do not offer a large amount ofsquare footage on any one floor. The floor plateaffects building potential in that some uses suchas museum space, large rehearsal and performanceareas, and studios, require a significant expanseof floor area.

These buildings represent the only large buildingswith development potential in the District. TheBurwick and Caravan Buildings currently haveacquisition costs that make them unsuitable can-didates for affordable artist live/work space. TheOdd Fellows Building and Jackson Street Apart-



Historic and Significant Buildings Map



ments are slated for renovation and reuse asmixed-income housing. The Boys and Girls Cluband the PIP Shelter are currently in use.

The status of these large buildings severely limitsopportunities in the Arts District for uses such aslarge galleries, concentrated artist live/work spaces,and institutional and organizational uses requir-ing large, open floor areas. Buildings with highfloor-to-ceiling heights, a requirement for someartist studios, larger galleries, and perhaps museumspaces, are also in limited supply within the ArtDistrict boundaries. Storefronts with large win-dows are potential sites for gallery space but thesebuildings do not offer sufficient space to satisfydemand for the artist-related uses identified infocus groups and research for the Master Plan.

While large buildings are important to accommo-date the range of uses needed to offer a concen-tration of arts-related activities, the smaller build-ings in the District make significant contributionsto the human scale and diversity of choices alongMain Street.

Within the smaller buildings of the Dis-trict, some need a high level of repairsand/or renovations:

781-791 Main StreetThis building has an interesting stone façade withthree occupied storefronts. The upper floor alsohas large windows and the total contribution tothe street is one of a charming building. Ruststains, discoloration, and poor storefront designdetract from the overall appearance of the struc-ture.

The Odd Fellows Building at 674 Main Street is slatedfor a Summer 2002 renovation into mixed-incomeapartments and ground floor commercial space.

This building at 751 Main Street is similar to many ofthe smaller buildings in the District. With some minorimprovements and new signage and lighting, thestructure can offer a significant contribution to thecharacter of the District.

751 Main StreetThis two-story building of white marble and yel-low brick has three storefronts and wide upperfloor windows, making this an ideal candidate forgalleries and shops. Rust stains and paint coverthe façade’s fine detail and detract from its ap-pearance.

A few other buildings need repairs and/or renovations with a relatively low levelof effort:

667 Main StreetLocated in the downtown gateway portion ofthe District, this four-story building hasresidential units above a vacant ground-floorstorefront. The building appears to be recentlyrenovated and the ground floor space withlarge windows could house an arts-related use.

689 Main StreetThis handsome red brick building with stone trimhas three floors of residential units above a com-mercial storefront. Minimum effort is needed toclean the stonework and improve the signage.

747 Main StreetThis two-story building has a yellow brick andstone façade in good condition. The storefrontand façade could be improved with minor effort.

The Charlton, 705-709 Main StreetThis two-story building contains residential unitsabove the commercial ground floor. The building’s



yellow brickwork and stone entrance give it strongpotential for renovation and reuse.

The Albion, 765 Main StreetThis five-story apartment building sits across fromthe Jackson Street Apartments and defines thecorner of Main and Jackson Streets. The red brickfaçade is decorated with iron grillwork and brickdetailing.

time, the factories in this area housed a loomworks, water meter company, and organ factory.

Vacant Buildings/Lots

Seven vacant buildings, two vacant lots, and atleast ten parking lots line Main Street within theDistrict boundaries. As the Vacant Buildings andLot Map illustrates, these “holes” in the urbanfabric of the street have a significant negativeimpact on the District. Five of the seven vacantbuildings are over 40,000 square feet in size. Two-thirds of the length of the District has an openlot or vacant building on one or both sides ofMain Street at any given point, creating a condi-tion where not one stretch of vibrant, active streetlevel uses exists on Main Street for over a blockin length without an interruption in street-levelactivity.

The current Arts District boundary encompasses369,033 square feet of space available for devel-opment. This figure was calculated by identify-ing large-floor area buildings, buildings with the

The Oread Institute occupied the site of Oread Parkand was the country’s second oldest women’scollege, founded in the 1840s.

largest amount of total square footage, and a fewsmall buildings in strategic locations or with spe-cial architectural or site characteristics. Of the369,033 square feet identified, 125,000 square feet,or 34%, is represented by two buildings at thedowntown gateway to the District – the Burwickand Caravan Buildings. These two buildings areideally suited for artist live/work space, one ofthe single-most important components neededto ensure success for the Arts District. Currentreal estate market conditions indicate, however,that these buildings will be redeveloped into mar-ket rate housing and perhaps some commercialuses.

The majority of the remaining square footageidentified for development is contained in threeapartment buildings. Of these, the Odd FellowsBuilding and the Jackson Apartments are in theprocess of being redeveloped for mixed-incomehousing and commercial space. The third build-

The Burwick Building is the largest building within theArts District boundaries and is the cornerstone of theDowntown Gateway.

Significant Sites

In addition to individual buildings in the District,other sites and destinations are significant for theircultural, historical, or architectural value. Primaryamong these sites is Oread Park/Goat Hill, siteof the Oread Institute, a college for womenfounded in the late 1840s. The building existedhere until 1934. The Victorian row houses onCastle Street represent the largest block of rowhouses in the city. Built in the 1860s and 1870s,these houses represent the prevalent single-fam-ily middle class home style of the period. Thelarge manufacturing buildings, mostly vacant, inthe Beacon Street vicinity include the JunctionShop, the oldest factory standing in Worcester.Shredded wheat was invented here and at one

“Revitalization doesn’t happen topdown. It happens bottom up.When cultural activities aremarried with other issues then youcreate a solid foundation to buildon.”

- Civic Leader



Vacant Buildings, Lots and Parking Lots in the Arts District



ing, a rooming house, is currently occupied andhas not been discussed for near-term develop-ment. A dearth of suitable square footage for anymajor use exists along Main Street. Most criti-cally, opportunities to create affordable artist live/work space are severely limited within the cur-rent District boundaries. While Main Street pro-vides storefront opportunities for commercial andretail ventures, as well as space for future galler-ies, it does not have the necessary building typesor sizes to satisfy the need for low cost artist spaceand other cultural and educational uses associ-ated with an Arts District.

Street Activity and Public Safety

The character of the six-tenth of a mile-long Dis-trict varies from active commercial zones, park-ing lots eroding the street edge, to vacant and in-active buildings. These conditions create longbreaks in the building edge along the street thatdiscourage pedestrian activity. Without high lev-els of activity, not enough “eyes” are on the streetto observe and to create a safe public realm.

Throughout the Arts District, vacant lots directlyoff Main Street, especially south of the District,create havens for loiterers, illegal trash dumping,and drug dealing. The PIP Shelter at 701 MainStreet has been an ongoing cause for concernamong residents and businesses in the neighbor-hood. While generally acknowledged to be a verynecessary service in the city, the shelter’s clienteleare perceived to be associated with a high con-centration of public safety challenges in the Dis-trict.

Vacant, unfenced lots are gathering places for loi-

terers and dumping areas for household trash. Un-secured courtyards and backyards of vacant com-mercial buildings offer places for illegal activitiesand contribute to perceptions of unsafe streetconditions in the District.

Access and Visibility

Regional Access

Worcester’s regional connections and visibilitydepend greatly on roadway access from the Mas-sachusetts Turnpike and proximity to I-495. In-terstate 190 connects the city to Leominster andRoute 2 to the north while I-290 links the citycore with I-495 and points east and to I-395 andI-95 in Connecticut. Worcester lies midway be-tween Boston (46 miles) and Springfield (51

miles). Access is critically important toWorcester’s ability to capture regional markets. A1-1/2 to 2 hour driving radius around the Cityextends as far as Portsmouth, NH; Providence,RI; Hartford, CT; Concord, NH. New York isthree hours away.

This map of occupied buildings along Main Streetillustrates the abundance of gaps along the streetedge. For a pedestrian strolling along Main Street inthe District, vacant lots and unoccupied buildings addup to almost 50% of the street edge.

With savvy marketing and the high visibility an ArtsDistrict can bring, Worcester is poised to tap into apotential market that stretches from Boston toConnecticut and beyond.

“This project will help Worcestertremendously. The Arts District isa major gateway to the city.”

- Civic Leader



The Arts District is easily accessible from majorhighways serving Worcester and will benefit fromimprovements to Route 146.Source: City of Worcester

Regional highways connect to the city proper. Ofparticular importance are the local roadways thatprovide access to the Arts District. Roadway im-provements currently underway to Route 146 willoffer an efficient connection from the Massachu-setts Turnpike to Southbridge Street into the Dis-trict. These improvements to Route 146 will cre-ate an important new gateway to the District atSouthbridge and Jackson Streets.

Three bus routes run along the length of the Districtand others connect at the gateways.Source: Worcester RTA

Citywide Access

Just north of the Arts District is the central busi-ness district and City Hall. Much planning hasgone into the revitalization of the downtown area;streetscape improvements in the central businessdistrict, the new addition to the Main Branch ofthe Public Library, Worcester Centrum and theWorcester Common Outlets all make contribu-tions toward restoring health and vitality to thedowntown core. While streetscape improvementsend at Madison Street at the beginning of the newArts District, the potential exists to connect theDistrict to the core and to the surrounding resi-dential neighborhoods.

To the southwest of the District, Clark Univer-sity is host to 2500 students, with approximately1500 of these living on campus. The Arts Dis-trict functions as a gateway to Clark at the sametime the university community of students, fac-ulty and staff provides a potential market for re-vitalization of Main Street.

The Worcester Regional Transit Authority (RTA)runs 30 fixed bus routes serving Worcester andthe surrounding towns and cities. The RTA runsthree routes along the length of the Arts Dis-trict, including the 26S, the 33, and the 30S. Threeother routes stop at the Madison Street gatewayto the District. These include the 40, 6S, and19S.

In addition to RTA service, the Colleges ofWorcester Consortium operates an intercampusshuttle bus connecting Worcester PolytechnicInstitute, Becker College (Worcester Campus),Assumption College, Worcester State College,

Clark University, Holy Cross College, the Worces-ter Public Library, and Worcester Common Out-lets. These shuttle routes are connected to someRTA stops throughout the city.



The downtown forms one anchor for the District. Withits streetscape improvements and recent projects, thecentral business district has a positive image.

The Arts District, which is the link between downtownand the Clark University Campus in the Main Southneighborhood, is the least appealing of the threeareas from a physical, public safety, and commercialperspective.

The work of the Main South Community DevelopmentCorporation and the initiative shown by ClarkUniversity and the University Park Partnership havesupported improvements to the neighborhood.

Visibility and Identity

Visibility and identity describe the physical at-tributes of the District and the images peopleassociate with the place. As a newly created ArtsDistrict, the area has no visibility outside the citybecause marketing and promotion of events andopportunities has not yet begun. The area is onlyrecently known as the “Arts District” but thereare currently no major destinations or concentra-tions of artist live/work space that has turned thisstreet of potential into a reality. Indeed, somepeople question why this particular area was des-ignated as the Arts District.

The physical visibility of the District is limitedand what does exist is often negative. This stretchof Main Street is a blighted neighborhood in manyregards. As a connector between the central busi-ness district, with is streetscape improvements andcore of city, state, and federal uses on the oneend, and the Clark University campus and Uni-versity Park Partnership improvement area on theother, the District currently lags behind in physi-cal attractiveness, cleanliness, and commercial den-sity and vibrancy. The presence of the District isnot yet marked with roadway signs on major high-way, exit, and city signs at key access points. Thegateways to the District are also unmarked. Thepotential for creating an Arts District and the stepsto make it happen are just beginning.

Summary

The Arts District contains many elements neces-sary for a vibrant successful urban community.Its location between the downtown core and ClarkUniversity, proximity to roadway improvementson Route 146 and resulting regional connections,and potential to be a visible District within thecity and the region all support the future successof the District.

At the same time, there are challenges in devel-oping the area as a first-class Arts District. Lim-ited development opportunities on Main Street,high acquisition costs for some key buildings, per-ceptions of unsafe conditions in the District, andconcern by some about the availability of mu-nicipal resources necessary for public improve-ments all create challenges to success. The chap-ters that follow address the opportunities andchallenges offered by the District today.


Chapter Three: The Arts District Vision

The vision of the Arts District is a revitalizedMain Street with vibrant shops, a variety of res-taurants, galleries, places to listen to music, buybooks, CD’s or unique gifts, drink coffee, meetfriends, and feel comfortable. The surroundingarea offers affordable studio space and housingfor artists and residents in the area. People fromaround the region flock to the Arts District tobuy specialized items at Art at Home and the gal-leries or to learn about Worcester by walking theDiscover! Worcester Trail. The Arts District is a drawto residents, students, families, and friends look-ing for a stimulating and welcoming place to be.

The Master Plan recommendations presented inthis chapter reflect the remarkable public con-sensus heard during extensive community out-reach of the master planning process and reflectthe elements necessary to ensure the vision is asuccess. The basic building blocks for success ofthe Master Plan include the following elements:

• Expansion of District Boundaries• Discover! Worcester Trail• Opportunities for Public Art/Landscaping• Areas of Emphasis• Art at Home• Development Potential and Building Reuse• Recommended Program of Uses• Zoning Recommendations

• Economic Development Analysis (see Chap-ter 4)

• Funding sources (see Chapter 5)• Sound implementation (see Chapter 5)• Dedicated leadership (see Chapter 5)

Expansion of District Boundaries

The Arts District cannot succeed as a true artsdistrict within its current boundaries. To under-stand this issue, one simply has to review the ac-quisition cost and characteristics of available spacealong Main Street. Artists seek affordable spacewith flexibility, depending upon their type ofwork. Cultural institutions typically require largefloor areas. With acquisition costs too high andbuilding floor areas too small, the few availableproperties within the District boundaries cannotcurrently meet the needs of a broad array of arts-related uses. The District does, however, offer anexceptional environment in many other regards.The District:

• Encompasses a blighted neighborhood inneed of revitalization;

• Contains a core of historic and architectur-ally significant buildings;

• Is part of a long commercial strip that con-nects the downtown core and civic center tothe Clark University Campus;

• Has a resident and business population thatwelcomes the Arts District Overlay Zone; and

• Is within the jurisdiction of an experiencedcommunity development corporation that hasa proven track record in the Main South neigh-borhood.

What is missing within the designated boundaryof the Arts District is a concentration of afford-able space for a range of arts-related uses, includ-ing artist housing. Space meeting these criteriacan be found directly adjacent to the District. Thelight industrial area around Beacon Street, knownas the historic Junction Shop Manufacturing Dis-trict, is an ideal location for artist live/work spaceand other related uses. Encompassing 523,000square feet of space, these buildings have highceilings, large windows, good light, and low ac-quisition costs. In addition, they are historic build-ings and have a strong identity within the city.The Junction Shop, the oldest existing manufac-turing building in Worcester, is located in this area.The concentration of buildings in this area canalso help the Arts District Task Force achieve thegoal of a density of arts related uses to create aregional destination within the District. The largespaces are ideally suited for gallery space, live/work space, museum space, workshops, show-rooms, and light manufacturing of furniture,sculpture, and other such uses. The flexibility of



the large floor plans also is a benefit to the chang-ing needs of the artists and the District as usesand programs evolve over time. It is necessary toinclude this area within the Arts District.

It is also recommended that the District be ex-tended to encompass Federal Square as a strongentry to the central business district. Expandingthe District to Federal Square addresses three is-sues. The current gateway to the District is atMadison Street, a major perceived barrier from

District Boundary Map with Recommended Expansion Areas

the downtown. The change in street character,the width of Madison Street, and concern by someabout unsafe conditions along Main Street be-tween Madison and Hammond Streets all rein-force Madison Street as a barrier from downtown.Extending the District allows Federal Square, apleasant urban space, to become a gateway fromthe downtown while Madison Street serves as asecondary portal. In effect, the entire area willread as one entrance to the Arts District. Thisexpansion of the District serves a second pur-

The Junction Shop Manufacturing District, an historicsite in the city, offers affordable space, a strongidentity for the District, and the flexibility and largefloor areas needed for many arts-related uses.Including this area in the Arts District is essential forits success.

Extending the District to Federal Square provides astrong link with downtown and offers an exceptionalgateway.

Federal Square Area


Existing DistrictBoundary



pose. Extending the District along Main Streetto Federal Square allows the District to overlapwith downtown, connecting it physically and sym-bolically and interconnecting the areas of the city.Finally, the Showcase Cinema is slated for a reno-vation and return to a 2500-seat performing artstheater. Including this area helps strengthen theimpact of the gateway, offering a strong anchorfor the Arts District.

informational and promotional materials. Con-tributors to the trail’s planning could include Pres-ervation Worcester, the Worcester Historical Mu-seum, Worcester Historical Commission, area col-leges and universities, organizations involved withoral history projects, ARTSWorcester, the City ofWorcester, city businesses and local newspapersand magazines. With each marker installation, acelebration could occur that includes an articleon the history of the site in newspapers and maga-zines and an unveiling event on site. As the trailgrows, it will become a destination in its ownright…a path of discovery for the history of thecity. The Discover! Worcester Trail is the em-bodiment of four characteristics of the Arts Dis-trict:

• District boundaries are invisible. Whilethe Arts District must have boundaries forthe purposes of zoning regulations and totarget city incentives, the exact location of theboundary lines will mean little to the averagevisitor and to most residents. The trail extendsbeyond and through neighborhood bound-aries and zoning lines, uniting the entire cityand connecting events, people, and places.

• The District contributes to the city’s im-age and supports the city as a destination.The District has potential to be a highly suc-cessful destination for the region. The trail isone element of the District, and eventuallyof the city, that will appeal to visitors and bur-nish the city’s image as a destination for cul-tural, educational, and family-oriented activi-ties. The trail also increases understandingand pride in Worcester’s heritage and offersinterpretive opportunities throughout the city.

• The work of artists is intrinsically woven

into all aspects of the District. The in-volvement of artists should not be limited tomurals and gallery shows. The design of light-ing, the creation of parks, and the design andexecution of trail markers can all involve art-ists and designers. As home to the first mark-ers erected in the city, the Arts District willset the tone for the unique design of markersand the creation of the trail, exhibiting theimportance of the city’s cultural communitythroughout Worcester as the trail extends.

• The District is a place of discovery andserendipity. What will inspire a family tovisit the District on a Sunday afternoon? Whywill visitors drive an hour from Boston to visitMain Street? It has become more and moredifficult to find unique experiences as nationalchains and shopping mall development for-mulas work to present similar images, mer-chandise, and experiences to the mass mar-ket. The Discover! Worcester Trail providesareas of discovery in the District. An un-usual marker points the way to a hidden fac-tory building, unknown facts about OreadPark as the site of the Women’s Institute arerevealed to residents, the history of Gilrein’sBlues Club is explained to out-of-town visi-tors. The opportunity to discover uniqueplaces and historical gems supports the Dis-trict as a local and regional destination andenhances the aura of discovery and serendip-ity inherent in the Arts District.

Potential Sites for a Discover! Worcester Trail inand adjacent to the District are shown and anno-tated on the map. It is envisioned that ultimatedecisions about sites and markers will involve acollaboration of many people.

Discover! Worcester Trail

The Arts District’s success will depend, in part,on the District’s reflection of the character ofthe City, and its ability to make connections tothe rest of Worcester. With these goals in mind,a trail is proposed for the District that connectsthe area to the city and serves as a destination andactivity for visitors and residents. The trail isenvisioned as a network of markers that high-light sites and events having cultural, architectural,and historical or other special significance. Thistrail should be a citywide endeavor, with sitesthroughout Worcester, and with a broad array ofindividuals, organizations, institutions, and busi-nesses contributing to its conception and imple-mentation.

The first markers would be installed within theDistrict and artists would be heavily involved inthe design of the markers and of the supporting

“Success will happen block byblock, storefront by storefront.”

- City Leader



Discover! Worcester Trail in the Arts District

FederalSquare

RestoredTheater

Worcester MarketAurora Building

Masonic Temple

Odd FellowsBuilding

Main Street BaptistChurch

Boynton andWindsor Apartments


Gateway to District atSouthbridge and JacksonStreets

MoodyShattuckHouseDowley-TaylorMansion

American SanitaryPlumbing Museum

Castle StreetRowhouse District

OreadPark

Gilrein’s Blues Club

Gateway at Hammondand Main Street

LuciusKnowlesHouse



Opportunities for Public Art

Extensive opportunities for public art aboundwithin the District. Artists, architects, and land-scape architects can apply an integrated approachto design and art to enable public art and designto become intrinsically woven within the urbancontext of the District. The ramifications of thisapproach are far reaching and will mean a reevalu-ation of how some decisions are made in the City.For example, artists may participate in the designand selection of street lighting for the Districtand must work closely with the Department ofPublic Works and other city agencies. Develop-ers and building owners may be asked to collabo-rate with artists to design façade renovations orbuilding lighting. Graphic artists may work withhighway officials to design Arts District signs ac-ceptable to both. These opportunities supportthe element of discovery and serendipity the Dis-trict will exhibit. In addition, the high visibilityof art and culture in the District, and its contri-bution to the city’s attraction as a destination, willincrease opportunities for public art throughoutthe city. These gateway and streetscape improve-ments offer the opportunity for the Arts Districtto demonstrate innovation and creativity, a strongidentity for the District, and serve as a draw forvisitors, new residents, and patrons of commer-cial establishments. Within this approach, five spe-cific areas offer opportunities for public art:

• Streetscape improvements• Specific public art/landscaping opportunities• Surface parking screening• Facade and minor building improvements• District gateways

Streetscape Improvements

Main Street and Jackson, Hermon and BeaconStreets require a range of physical improvementsthat can involve artists and craftspeople.

• Street signs can be designed as unique sym-bols of the District. In addition District ban-ners or flags can be installed along the streetsof the District and special markers for desti-nations within the District can be crafted. TheCity should work in collaboration with artiststo determine the design and materials forstreet signage.

• Street trees and plantings are neededthroughout the District. Working in conjunc-tion with the City, artists and landscape archi-tects can help determine tree species, plant-ing patterns, and locations. Planting can betargeted to sidewalk strips, designated openspace, and perhaps the many parking lotsalong Main Street. Artists and Landscape ar-chitects can participate in the design of plant-ing patterns and the selection of plants.

• Street furniture can be an important designelement for the District. ARTSWorcester hashad a very successful District Trash Can pro-gram in which 15 artists painted trashcans pro-vided by the Department of Public Works.This work can continue with bench design,park furniture, bike racks, and street lighting.

Specific Public Art/Landscaping Oppor-tunities

There are specific sites for public art and oppor-tunities for the integration of landscape and artin designated areas along Main Street and within

The colorful, creative trashcans that line Main Streetare one of the first physical symbols of the Arts Districtand encourage a cleaner environment along MainStreet. Artist: Emily Boosahda

the Junction Shop Manufacturing District. Someof these sites are illustrated on the map and in-clude vacant lots that could be transformed intosmall sculpture gardens and community parks andcourtyard areas within the Junction Shop Manu-facturing District This historic district encom-passes the entire inventory of the Beacon Streetmanufacturing buildings along Jackson andHermon Streets. Other opportunities for publicart include the design of roadway and highwaysigns directing visitors to the District and the de-sign of Discover! Trail markers for the Districtand throughout the city. With a supply of vacantmanufacturing buildings in the District, the pos-sibilities are excellent for temporarily utilizingempty space for art exhibition, open studio, and



Opportunities for Public Art/Landscaping



performance spaces. The building owners wouldbenefit from having space cleaned up, visible andvisited. The District and artists benefit from theuse of space on a temporary basis until develop-ment provides more permanent spaces.

Screening of surface parking

Parking lots account for most of the approxi-mately 50% of the street edge that is vacant orinactive in the District. This detriment to theurban vitality of the street can be turned into anopportunity for artists and designers to exhibitcreativity in providing surface parking screening.Screening can take many forms. The installationof sculpture and/or plantings may be one ap-proach. Another approach is to provide fencesor “walls” at the sidewalk edge to display art onfestival days or on a designated day of each month.Still another approach would be to design specialkiosks that could be installed in some locationsalong Main Street at the parking lot edge. Thesekiosks would offer retail opportunities for start-up businesses and home businesses, similar tokiosks in shopping malls. The small structureswould provide additional activity and vitality onlong stretches of Main Street with no commer-cial activity at the street edge.

Facade and minor building improvements

The entity responsible for implementing Arts Dis-trict Master Plan recommendations and oversee-ing day-to-day programming of the District candevelop a list of artists, architects, landscape ar-chitects, lighting designers, and graphic artists whoare available for technical assistance and collabo-rative efforts for redevelopment, new projects,

The vacant lot adjacentto the JacksonApartments is at the“entrance” to theJunction ShopManufacturing Districtfrom Main Street. Thislot is an ideal locationfor a public park andaccompanying publicart opportunities.



and minor renovations. Building owners couldthen work with people from this list and generatenew ideas for their building renovation plans.

District Gateways

Four main gateways offer a tangible opportunityto make a bold statement and welcome to theArts District. Public design competitions shouldbe held for the design of at least two gateways.These competitions can be regional or nationalin nature and will not only provide gateway de-sign submissions but will also serve to publicizethe District and bring artists to Worcester. Eachgateway has its own character and each possessesunique opportunities for public art and physicalimprovements:

• Federal Square is a pleasant urban spacewithin the central business district. Signage,banners, sculpture, lighting, and physical de-signs that celebrate the proposed performingarts theater can support the Square as a gate-way. The excellent streetscape improvementsto this area offer a good gateway to the Dis-trict and minimal intervention is necessaryhere.

• Madison Street at Main Street serves as adowntown gateway. The intersection currentlyis a formidable pedestrian barrier and vehicu-lar turn restrictions limit the impact of thisgateway at the present time. This gatewayserves visitors arriving from I-290 and pointswest. Signage for visitors arriving by automo-bile, perhaps a large sculpture at the intersec-tion, banners, and improved traffic calmingcan all support this intersection as a Districtgateway.

The parking lots alongMain Street offercreative opportunitiesfor artists, landscapeartists, and designers.This lot, adjacent to theOdd Fellows Buildingand Santiago’s Market,could be re-designedduring the renovation ofthe Odd FellowsBuilding beginning inthe Summer of 2002.



• Hammond Street at Main Street is the gate-way connecting the District to Clark Univer-sity and points west. The presence of DunkinDonuts with parking and two other parkinglots on three of the four corners, make thisgateway less-defined than the three other en-try points to the District. The parking/va-cant lot at 839 Main Street (at Hammond)might be used to create an inexpensive ges-ture to this gateway that would include park-ing, landscaping, sculpture, and signage.

• Southbridge Street at Jackson Street will be-come a major gateway to the site when Route146 improvements are done. At this inter-section, the railroad trestle is a very visiblestructure and a gateway design should incor-porate this trestle. Repainting of the trestleis a public art opportunity as is using the struc-ture as a base for other forms of public art.Incorporation of the trestle into the gatewaydesign would make a big impact. Signage atthis intersection can direct visitors to the Dis-

trict. Some historic manufacturing buildingsalso face Southbridge, providing a strong facefor the District at this gateway.

Areas of Emphasis within the District

The expanded Arts District offers three very dis-tinct zones: Downtown Gateway, Family/Edu-cation/Culture, and Dining/Entertainment/Re-tail, illustrated on the adjacent map. These zonesare not meant to be use boundaries within theDistrict but rather areas of emphasis; all uses willbe encouraged throughout the District. How-ever, the building types, sizes, and locations dic-tate use to a large degree, and as such, some areasof the District are more suited than others forparticular types of activity.

• The stretch of Main Street closest to the cen-tral business district has larger buildings, threeto five stories in height and most closely con-tinues the pattern and style of buildings fromthe downtown core. This Downtown Gate-way links the District to the civic center andcentral business district and is most appropri-ately used for housing and office uses.

• The middle portion of the District is hometo the YMCA, the City of Worcester SchoolsDepartment Parent Information Center, theJacob Hiatt Magnet School, and the JunctionShop Manufacturing District around BeaconStreet. This area of the District can have afocus on Family, Education, and Culture.Manufacturing buildings are the most suitablefor artist live/work space, galleries, educationaluses, and a Center for Contemporary Art.

• The southwestern end of Main Street con-tains smaller scale buildings, storefronts, and

The Hammond and Main Street intersection is theweakest of the District’s gateways. The parking lotat this corner could become an opportunity for publicart to define the entrance to the District.

“mom and pop” shops. Here, an emphasison Dining, Entertainment, and Retail cansupport the small human scale of the two-three story buildings and pattern of smallstorefronts and build on the presence ofGilrein’s House of Blues and other commer-cial uses at this end of the District. The area’sproximity to Clark University can support theDistrict as a destination, not only for regionalvisitors but for city residents and college stu-dents as well. At this area, a diverse mix ofcommercial uses, cafes, art galleries, and shops,will become a favored urban destination inthe city.

Art at Home

As explained in Chapter 4: Economic Benefits, suc-cess for the Arts District will depend in part, on“growing the economic pie” in Worcester. TheArts District as a destination clusters arts and cul-tural activities to create a concentration of usesthat is attractive to both artists and visitors/con-sumers. Within the concentration of arts-relateduses in the District, the Master Plan identifies asmaller cluster of specialty arts-related uses in-tended to be a regional destination. This clusterof uses, “Art at Home,” is a unique home centerwithin the Junction Shop Manufacturing District.Up to 100,000 square feet can be used to offerunique, handcrafted, antique, and salvaged homeitems for the New England market. Art at Homewould offer opportunities to view and purchasehandmade hardware (glass door pulls, wroughtmetal handles and hinges); handmade tiles;wrought metal work; garden items; antiques; re-cycled furniture; weaving and textiles; stained glass;pottery; custom made furniture; custom lighting



Areas of Emphasis within the Arts District



design; antique prints and rare maps; and archi-tectural salvage or reuse in building renovation orconstruction.

Art at Home would showcase local and regionalartists, craftspeople, and retail businesses that spe-cialize in unique, quality items for the home andgarden. Businesses, artists and craftspeople mustbe actively recruited from the City and through-out the Northeast. While Art at Home can beviewed as a home improvement destination, it isnot intended to be host to large national homesupply stores or other chain retail outlets. Thesetypes of unique retail uses and artist showroomsand galleries are completely compatible with artsand culture-related uses in the Arts District andserve to attract visitors with disposable incomesto support the arts and culture of Worcester. Suc-cess of Art at Home will depend upon:

• Business recruitment and incentives. Acritical mass of arts, design, and crafts-relatedbusinesses is a critical element of becoming arecognizable destination to consumers.

• A management or oversight organization.A non-profit community development orga-nization, private organization, or businessmanagement organization could be engagedthrough a competitive process to coordinateefforts, solicit interest, and market retail op-portunities at Art at Home.

• Physical design improvements and excel-lent access and visibility. Streetscape im-provements and ample and safe parking canenhance the appeal of Art at Home as a re-gional shopping location.

• Attracting and retaining “unique” busi-nesses, artists, and craftspeople. There is

The large-floor area ofthe manufacturingbuildings aroundBeacon Street, and thedistinctive character ofthis historic district,make these buildingsideally suited for artists/live work spaces, andperhaps a Center forContemporary Art. Theformer smoke stackscan be celebrated andgive new visibility to theDistrict and these uses.



no destination like Art at Home in New En-gland. Worcester has the opportunity to carvea unique niche in this market.

• The success of arts-related retailers in Artat Home can stimulate other new busi-nesses such as food and beverage purveyorsand entertainment, and can offer the patronsneeded to support the arts community in thecity.

Development Potential and BuildingReuse

Buildings throughout the District have been evalu-ated for development potential and possibleproject opportunities. The map on Possibilitiesfor Building Reuse highlights buildings withproject or development potential. This potentialwas evaluated with the consideration of the fol-lowing factors:

• Location of building• Size and layout of structure• Footprint (the size of an individual floor) and

ceiling heights• Estimated acquisition costs

This evaluation of possible projects and devel-opment is a suggested framework. The exten-sive space in the Junction Shop ManufacturingDistrict will take years to complete. The largebuilding size and space configuration, however,will enable great flexibility in assignment of uses.



Possibilities for Building Reuse



Parking:

The economics of the District will not supportstructured parking for the near future. The iden-tification of larger surface parking areas or va-cant lots is intended to illustrate possibilities toshare parking (day/night uses) and improve va-cant lots to provide an adequate supplement tothe on-street parking on Main Street and the sidestreets in the District. Except for special circum-stances of existing large lots such as Santiago’sand the parking lot that exists at the corner ofthe Hammond and Main Street District gateway,surface parking should be discouraged from MainStreet since it erodes the continuous street wallof buildings and does not contribute to the vital-ity of the street. New parking areas and/or ser-vice drives should be located in the rear of build-ings.

“The vision for the Arts Districtshould include viable businesses,shops, and places to eat. Weshould also see entrepreneurs thatwould weave together the non-profits in the area.”

- Focus Group Participant


It is important to approach the parking plan forthe District as a unified strategy. Zoning regula-tions that require parking on a building-by-build-ing basis will discourage creative parking solutionssuch as parking sharing and will further erode thecohesiveness of the urban environment. Theparking requirements for the District should beaddressed by assessing all available parcels, fac-toring in on-street parking, and reviewing thehours of operations for the diverse uses in theDistrict. At some point, as the District growsmore successful and parking becomes more of achallenge for visitors and residents, investigationinto the feasibility and funding for a structuredparking deck will be required. The table aboveand on the previous page identifies existing park-ing lots and vacant lots that are opportunities forDistrict Parking.

The District and surrounding areas have anabundance of vacant lots, some fenced, some not.Unsecured lots are havens for illegal trash dumpingand are eyesores in the neighborhood. Some lots,such as this one, are fenced but not often used. Lotsthroughout the District can contribute to the parkingsupply for visitors.

There are some lots in the District, such as this lot atthe Masonic Temple with capacity for over 100 cars,that are candidates for parking sharing agreements.When events are not scheduled at the Temple, thislot goes largely unused, especially during daytimehours. Likewise, the Registry of Motor Vehicles loton the other side of Madison Street could serve asan evening parking lot for the District and soon-to-berenovated performing arts theater at Federal Square.


“Artists need people to see andbuy their work. Bring uspeople, and we’ll provide theart and culture.” -Artist from Community

Activities and Building Uses for a Thriv-ing Arts District

The Arts District must have a mix of diverse usesthat supports 24-hour vitality. The uses recom-mended here serve the residential neighborhood,a community of artists and arts organizations, anda regional and local visitor population. This di-versity of uses fits the physical and market char-acteristics of the District and the city as a whole,and reflects the goals set during the master plan-ning process. While detailed feasibility studieswere not a part of the Master Plan scope, theconsultant team looked at available square foot-age in the District, the depth of the market inthe city and region, and models from other Dis-tricts and revitalization projects to estimate a rea-sonable program for the Arts District.

The goals for the District include the desire for:

• Places for artist/public interaction: coffeeshops, galleries, and performance spaces.

• Multiple choices and a diversity of uses to fos-ter a rich creative environment.

• A safe environment.• Affordable artist live/work space• Ownership opportunities for artists.• Good opportunities to exhibit work.• Accessible transportation and parking for visi-

tors.• Strong recognition of the District; very vis-

ible positive image.• Organization of events and places, one cen-

tral place where you can get all info you need.• Good social environment for artist interac-

tion with their peers.

• Diversity and multiplicity of choices and uses.• Unique experience for residents and visitors.

To reach these goals, a critical mass of residents,visitors, and businesses is necessary. Based oneconomic analyses and a physical inventory andassessment of the District, the following uses arerecommended for the Arts District:

• 400 units of new housing, including 200market-rate units, 135 mixed-income units, and70 artist live/work units (such units may rangein size from 800 square feet to 10,000 square.feet or more);

• 160,000 square feet of new retail uses toinclude general retail, art galleries and restau-rants at street-level in specific locations pro-viding high visibility and sidewalk edge loca-tions with easy access to nearby parking;

• 36,000 square feet of additional commer-cial uses for office space, possible arts incu-bator, affordable space for cultural or othernon-profit organizations, and other miscella-neous commercial uses in locations that maynot be conducive to retail use (such as theproposal to allocate 5,500 square feet of base-ment space in the Odd Fellows Building forarts incubator uses);

• 80,000 square feet of other uses to includepublic or institutional tenancies such as a Cen-ter for Contemporary Art and/or educationaluses. These types of uses are considered criti-cal anchors to help draw visitor traffic to theArts District; and

• Approximately 120,000 square feet, of spacefor which the planning team has not iden-tified specific uses. This space is located in

Actions for Success:

• Create a strong image of Worcester asa cultural city.

• Market to artists and patrons alike.• An aggressive marketing campaign is

needed.• Artists are small businesses. Treat

them as such. Tap into student mar-kets for potential residents and cus-tomers. Tap into their parents as amarket.

• City must continue to take a strongleadership position on this project.Create affordable artist live/work spacequickly, before space in the District be-comes unaffordable.

• Coordinate code enforcement agen-cies so code requirements are clear(building department, fire depart-ment).

• Plan for gentrification – protect cur-rent residents and affordable housingfor artists.


The success of member shows at ARTSWorcesterhighlights the quality of the art community in the cityand the interest of the public in arts and culture. Thisphoto is from a Spring 2002 opening reception.Source: Ann McTigue

the Junction Shop Manufacturing District.Market conditions will dictate potential futureuses.

In summary, the plan identifies approximately700,000 square feet of commercial and residen-tial uses across properties that contain almost820,000 square feet of space in the expanded dis-trict.

In addition to building uses, the program for theArts District must include activities and program-ming such as festivals, open gallery night, streetclosings, and other special events. It is recom-mended that the Arts District play host to a rangeof events that could include the following:

• Pedestrian Days could occur on a monthlybasis (perhaps the first Sunday of each month)and would involve the closing of Main, Jack-son and Hermon Streets, with vehicular ac-cess to peripheral parking on Southbridge,Beacon Street, and Murray Avenue, as well asother side streets. These days would be mar-keted as family days and street vendors wouldbe encouraged in the District.

• Arts at Night could attract residents and visi-tors to late-night gallery openings and shop-ping on an occasional basis.

• Annual Festivals support the District as aregional destination and instill pride in the resi-dents.

• Discover! Worcester Trail events would oc-cur each time a new marker is installed in theDistrict. Appropriate public relations in localprint media and special festivities would drawattention to progress in implementing theMaster Plan and make residents aware of the

unique places in the District and the City.

Zoning in the Arts Overlay District

The Arts District Overlay Zone, adopted by CityCouncil in November 1999, provides for certainnew provisions within the Worcester ZoningOrdinance. The purposes of the Arts OverlayDistrict (AOD), as stated in the amendment, are:

• To promote the health, safety and generalwelfare of the community.

• To promote the expansion of commercial artand craft activities as a compatible land usewithin the AOD.

• To enhance the environment and improve siteopportunities for commercial art and craftactivities within the AOD.

The overlay district allows for artist live/workspace, gallery and exhibit space, and performanceand rehearsal space in a new use designated as“Commercial Artist Lofts.” The amendment alsoallows all uses permitted in the former underly-ing zone, including manufacturing, business andresidential uses. Non-conforming structures(structures not meeting minimum dimensional re-quirements or lot sizes) may be altered and/orrenovated and the uses of these buildings may bechanged if a minimum of 50% of the floor areais devoted to commercial artist loft use. Theamendment creating the AOD also requires notless than one parking space per 1000 square feetof gross floor area in buildings designated a mini-mum of 50% commercial artist lofts.

While these zoning changes ensure that artistsand arts-related uses can exist in the District, the

requirements of minimum parking in the amend-ment, as well as the preservation of existing zon-ing requirements such as minimum building front-age requirements create a more cumbersome regu-latory environment than is desirable for develop-ment in the District. The Planning Board is au-thorized to grant special permits to modify therequirements of the Zoning Ordinance but thisdoes little to streamline the development processand to create a transparent regulatory environ-ment.

The following are recommendations for zoningin the District:

Parking:• No parking shall be allowed in the front 50%

of parcels• Parking requirements eased to reduce on-site


parking (this must be in conjunction with aparking plan for the entire District)

• Restrict or prohibit curb cuts along MainStreet

• Designate “maximum” number of parkingspaces to support District-wide lots and en-courage density of building uses and continu-ous street walls)

• Allow other solutions in addition to land-scaped buffers at edges of parking lots. Cur-rently, landscaped buffers are required but theDistrict could support a “hard” edged bufferthat could include fences designed by artists,kiosks that support small businesses and streetactivities along inactive parking edges, andother creative solutions

Dimensional Requirements:• All new buildings shall be built at the street

edge to create a continuous street wall in theDistrict

• Parking shall be in rear 50% of parcels or al-located to District-wide lots (with buildingowners contributing toward purchase andmaintenance of same)

• Minimum building frontage to be waived inDistrict

Signs:Support an extensive sign ordinance for the Dis-trict that accomplishes the following:

• Restricts use of internally illuminated plasticsigns

• Restricts use of fluorescent lamps• Encourages unique, artist designed signage• Regulates dimensions of signage

The Arts District MasterPlan encourages usesthat contribute to apositive pedestrianexperience along MainStreet and support artsand arts-relatedendeavors andproducts.


Uses:Allow the following in the District:

• Sidewalk cafes• Street vendors, sidewalk kiosks, art installations• Street performers and performing artists• Street musicians

Prohibit the following in the District:

• New uses that cannot support 75% glass storefront along Main Street (solid facades prohib-ited on Main Street)

• Drive-thrus

Other issues:• City to clarify code issues for artists and other

businesses• Street closings allowed on a regular basis

(monthly)• Market “one stop shopping” for developers

and residents to simplify approvals process

Conclusion

These Master Plan recommendations offer amulti-layered approach to building success in theDistrict. The recommendations create a frame-work for decision-making and action to supporta District that is home to coffee houses, galleries,unique retail shops, artist supply shops, perfor-mance venues, architects, landscape architects andother design professionals, furniture designers andgood food. All of this would share the Districtwith larger educational and cultural anchors suchas a Center for Contemporary Art.

The City should try tomaintain the eclecticmix of uses andsignage on Main Streetwhile supporting effortsto create sidewalkactivity and beautify theDistrict. Here, store-front awnings andfacade improvementssupport existing andnew businesses andstrengthen the image ofthe District as a visitordestination.


Chapter Four :The Economic Benefits

As the master plan moves forward, the imple-menting entity must focus on the economic ef-fects and long-term sustainability of specific rec-ommendations contained in the Master Plan. Asthis economic analysis illustrates, the potentialexists to create a range of economic benefits—not only for revitalizing the district and its sur-rounding Main South neighborhood—but alsofor the city’s overall economic growth. To thatend, the consultants examined overall economicand market conditions in Worcester to help framea preliminary analysis of economic benefits gener-ated by redevelopment of several key propertiesin the district.

Introduction

A substantial body of research indicates, includ-ing the Creative Economy Initiative completed by theNew England Council in June 2000 and otherstudies, arts and culture play a critical role in con-tributing to the economic health of communi-ties. Several key ingredients are necessary beforearts districts can play a transformative role in com-munities. These factors include:

• Sufficient supply to create critical mass.An arts district requires creative entrepreneurs,artists, performers and visionaries as the sup-ply as well as buildings and other space as lo-

cations for artistic and cultural activities.• Sufficient demand to provide market sup-

port. An arts district is limited if visitors andconsumers aren’t available to provide marketsupport. Multiple audiences are necessary tomaximize demand. In Worcester, these audi-ences include downtown employees, nearbyresidents, city and regional residents, visitorsand students. Identifying the amount of po-tential market support is critical.

• Community. Part of the excitement in cre-ating the Arts District in Worcester is the co-hesion that ARTSWorcester, the Arts DistrictTask Force, the City, and the artists themselveshave displayed to move the district forward.This collaboration truly represents a commu-nity, drawn to Worcester because of its diver-sity, stimulation and resources.

• Non-profit venues. On the non-profit side,an arts district requires anchors; Worcester’suniversities, museums, performing arts schoolsand other cultural institutions are key elements.

• Commercial elements. On the commercialside, arts districts require performance halls,nightclubs, galleries and supporting orcomplementary services such as retail (e.g.,coffee bars and bookstores) that serve to drawtraffic and extend the visitor stay.

• Direct benefits. Innumerable direct benefitsare created when an arts district is successful.

Worcester is fortunateto have an active,thriving non-profitcommunity in the city.Support of non-profitorganizations andinstitutions is one key tothe success of the ArtsDistrict Master Plan.

These benefits may include ticket sales, park-ing revenues, support services for arts uses,business formation and job creation, sales andincome tax revenues for the state and/or mu-nicipality, property value enhancement andprivate investment. One of the most impor-tant direct benefits, difficult to quantify, is theimproved pride and confidence that is associ-ated with Worcester with an invigorated ArtsDistrict.

• Indirect benefits. Similarly, the direct ben-efits created by arts districts also generate in-direct benefits, such as new visitors who bringdisposable income to spend on eating out, re-


Chapter Four: The Economic Benefits

tail goods and lodging. Other indirect ben-efits include new jobs created in hospitality,services and in a range of creative cluster in-dustries. Moreover, other spin-off benefitsinclude extending the visitor stay & anima-tion of public spaces and streets throughoutthe district.

With these fundamental ingredients in place, artsdistricts play an important role in contributing tothe economic development and growth of a com-munity. The success of the Arts District inWorcester has the potential to provide significanteconomic benefits. The Community Partnersteam recommends that city officials and electedleaders consider the Arts District as a key part ofthe City’s overall economic development strategy.These contributions may include:

• Reducing the amount of vacant space incommercial and residential buildings through-out the Arts District and in adjacent areas ofthe Main South neighborhood.

• Generating net new property taxes for theCity of Worcester from new commercialprojects or rehabilitated properties and/orother uses as illustrated in the master plan.

• Increased sales tax receipts to the Com-monwealth of Massachusetts (and indirectlyto the City of Worcester through state aid).

• Creation of new jobs in a variety of indus-tries by attracting other arts-related fields orbusinesses (e.g., interior designers, architects,printing & graphics, media & advertising, pho-tography, film production, etc.).

• Improving the physical environment ofMain South (as noted throughout the plan),including streetscape improvements, public

The Arts District can help the city reduce the amountof vacant space in the District and surrounding areasand put these properties back on the tax rolls.Occupied buildings also contribute to the quality oflife and vibrancy of a neighborhood. (Above and Below)

• Serving as a regional destination and at-traction that brings visitors to the district andthe city, with their attendant direct and indi-rect benefits (and, as such, is a critical com-ponent of an economic development strat-egy).

• Enhancing the number of cultural tour-ism visitors to Worcester, including generaltourists, events-oriented tourists, conventiondelegates and those visiting friends & relatives.

The consultant team conducted preliminary re-search on demographic and economic trends inWorcester to understand population patterns andtrends, employment growth and consumer expen-ditures to help frame the economic analysis fornew commercial and residential uses in the ArtsDistrict. We note that no market or financialfeasibility studies have been undertaken onany of the individual concepts illustrated inthe master plan. As specific elements of themaster plan move forward, detailed testing (i.e.,feasibility) studies and due diligence will be re-quired by developers, potential investors and otherthird parties to assess the potential depth of mar-ket demand for various uses.

Demographic Profile

A review of demographic trends in Worcester re-veals that the city, unlike other post-industrial cit-ies across the Commonwealth, rebounded dur-ing the 1990s in terms of population and em-ployment growth as noted below.

These trends are highlighted in a series of tablesand charts contained in Tools for Implementation, thetechnical document submitted separately.

spaces and renovated properties that will en-hance quality of life for both existing and newresidents.

• Strengthening the quality of life, not onlyin the Arts District and its adjacent Main Southneighborhood, but across the city as well.From an economic development perspective,this is key to retaining and attracting busi-nesses, employees and residents.



City of Worcester

• Whereas the city lost more than 20% of itspopulation between 1950 and 1980, its popu-lation increased by almost 2,900 between 1990and 2000, to 172,600 residents, a growth rateof 1.7%. (By comparison, Fall River lost 1,000residents, New Bedford lost 6,000 residents,and Springfield’s population declined by 4,900during this period).

• The population of those age 35-44 and 45-54(largely the baby boomers) increased by 15%(4,800) and 11% (6,200), respectively, over thelast 10 years. Since these age cohorts are typi-cally peak earning years, it suggests that newcommercial uses in the Arts District may wishto consider targeting these residents.

• Notably, the number of residents in Worces-ter age 21-34 decreased by more than 6,100 dur-ing the 1990s following the lower birth ratesof the 1970s and as college graduates wentelsewhere for employment opportunities.This decline suggests that economic devel-opment efforts in the city focus on attractingjobs that will enhance the prospects of re-taining this age cohort.

• The city is also increasingly diverse; while thewhite population decreased by 10% during thisperiod, its minority population expanded. TheAfrican-American population increased by55%, Asians by 78% and Latinos by 61%. Asof the 2000 Census, the city’s minority popu-lation was 23%.

Worcester County

• For the remainder of Worcester County, a siz-able population growth occurred along the

eastern edge of the County (e.g.,Westborough, Shrewsbury) in communitiesthat benefited from Greater Boston’s boom-ing economy. The County’s population in-creased by 7%, to 578,300 residents, between1990-2000.

• Significant shifts took place among specificage groups in Worcester County. While thenumber of County residents age 21-34 de-clined (as it did in the city), there was a sig-nificant increase—more than 48,000—in resi-dents between the ages of 45 and 54, andsmaller but still sizable growth in the numberof residents 35-44 and those over 55.

Employment

Employment in Worcester typifies those trendsfound in many older communities across the east-ern United States. While the number of jobs inthe Manufacturing sector continued to declineduring the 1990s, there was substantial growth inboth the Services and Government sectors ofthe economy. Specifically:

• The city lost more than 3,600 Manufacturingjobs but gained more than 10,300 jobs in Ser-vices (a growth rate of 32%), which includesjobs in hotels, personal services, health/medi-cal, legal and professional categories such asaccounting, engineering and management.

• Surprisingly, the number of jobs in RetailTrade—which have jumped substantiallyacross the country with the growth in dispos-able incomes during the 1990s—declined inWorcester by more than 3,200 (16%).

• As a whole, employment in Worcester in-creased by almost 6% between 1990-2000, to

101,200 jobs. This growth resulted in a de-cline in the city’s overall unemployment ratefrom a 1990-recession level of 7.3% to 3.3%in 2000. By comparison, unemployment ratesstood at 2.9% and 2.6% in Worcester Countyand the Commonwealth, respectively, in 2000.However, in August 2001, the city’s unemploy-ment rate had jumped to 5.2%, reflecting asoftening economy.

Other Economic Indicators

The city’s economic picture is also portrayed invarious ways—ranging from housing characteris-tics to downtown office occupancy patterns. Ona positive note, the number of vacant housingunits in the City of Worcester declined by more than30% during the 1990s. In fact:

The downtown houses many offices and commercialuses. Between 1990-2000, Census data show thecity had a 32% increase in service jobs.



Housing Characteristics

• The city contains 29,000 owner-occupied units(41% of its total housing stock), and 38,000rental units (54%). A number of factors havelikely contributed to the 5% growth rate inthe city’s housing stock between 1990-2000,including a strong economy, low interest rates,significant price escalation among many com-munities in Eastern Massachusetts and a hous-ing market in Worcester that remains relativelyaffordable.

• The number of vacant units decreased from5,500 in 1990 to 3,700 in 2000. The City isimplementing recommendations from theCity Manager’s Community Task Force onVacant & Abandoned Buildings, among whichincluded 26 recommendations to secure andreduce hazards in vacant buildings, such as a75% tax abatement for residential buildingsthat are rehabilitated. According to theWorcester Regional Research Bureau, it ap-pears to be effective—the number of vacantresidential properties has declined from 225to 151 over the past four years.

Downtown Office Occupancies

• According to the Worcester Regional ResearchBureau, the office building inventory in down-town Worcester declined slightly, from 3.2million square feet in 1997 to 3.081 millionsquare feet in 2000. As in many communitieswith an aging commercial building stock,physical and functional obsolescence is a keyfactor in declines like this, as some buildingsare either removed from the rental inventoryor demolished.

• The downtown occupancy rate increased onlyslightly since 1997—to 82.4%. However, amore telling barometer of the health of acommunity’s office market is net absorption,which is defined as the rate of new (net) of-fice space leased in a given period. In Worces-ter, there was negative absorption in both 1998and 1999—that is, the amount of space va-cated exceeded the amount of space leased—and positive absorption in 2000 of 66,600 squarefeet

• As of August 2001, the Research Bureau re-ported that 30 commercial buildings were va-cant in Worcester.

As a whole, these indices point to a predominantlystable but soft office market in downtown Worces-ter. This fact would suggest that the central busi-ness district (CBD) would have difficulty attract-ing a speculative office developer (i.e., without atenant in-hand) in the near-term. Stronger of-fice market dynamics—positive net absorption,rental increases and the like—will be required overthe longer-term.

Moreover, the pattern of negative net absorp-tion might indicate a decline in the number ofdowntown office employees, estimated at 18,400in 1997 to 17,600 in 2000. The Arts District’s ad-jacency to the CBD is key in that these nearbyemployees represent a “captive” market to sup-port commercial and residential uses in the ArtsDistrict. Therefore, the City can play a dual, piv-otal role in reinforcing the attractiveness of down-town Worcester as a viable office location whileit focuses on strengthening the linkages betweenthe CBD and the Arts District, such as gatewayimprovements at Madison Street and FederalSquare.

Potential Economic Benefits

A number of specific projects are identified inthe Arts District Master Plan. General economictesting has been conduced for a selected group—those that the planning team would cast as catalystprojects—to identify the expected economic ben-efits to the City of Worcester. Detailed feasibilitytesting of potential market support and financialanalyses have not been completed and will be re-quired of each project as the planning processmoves forward.

The planning team notes the importance of dis-tinguishing between marketability (i.e., the amountof market demand for a project), financial feasi-bility and economic benefit. Marketability is de-fined as the degree to which various factors (e.g.,population expansion and employment growth)will drive demand for certain real estate such ashousing or office space. In other words, howmuch market is available to support such uses. Fi-nancial feasibility—from a developer’s perspec-tive—concerns itself with the capacity of a projectto be financed by defining an annual revenue

“I’m looking for a place where Iwant to buy. That part of MainStreet lends itself for an ArtsDistrict.”

-Worcester Businessman



stream in the form of rents less operating ex-penses to arrive at a builder’s profit margin andamount of annual income available for debt ser-vice. Last, economic benefits include both di-rect (e.g., construction and permanent jobs cre-ated by the new development, property tax rev-enues generated for a municipality) and indirect(e.g., additional retail spending generated by thosehouseholds occupying the new housing units).

In order to test the economic characteristics ofspecific projects in the master plan, the planningteam outlined a prototypical structure for a vari-ety of land uses in the district. Some of theseuses may require significant public intervention;others will be undertaken by the private sector inaccordance with the plan. With new develop-ment, the increased property values in the ArtsDistrict will generate a revenue stream that may,based on decisions by local leaders, be the basisfor public investment in infrastructure—such asgateways or open space—and other necessaryimprovements to the civic realm.

Program Assumptions

Table 1 (on the following page) highlights the pro-gram assumptions for eight specific propertieslocated within the district’s existing boundaries aswell as uses proposed for the 523,000 square feetof space located in the historic manufacturingbuildings on Beacon, Hermon and Jackson Streets.

In the existing district, the economic analysis wascompleted for the following selected properties:

653 Main Street (Burwick Building) 661 Main Street (Caravan Building)

674 Main Street (Odd Fellows Building) 667 Main Street (Rooming House) 650 Main Street (White Tower) 767 Main Street (Jackson Street Apartments) 779 Main Street (M&L Garage), and 807-17 Main Street (with adjacent vacant lots)

These uses include:• 400 units of new housing, including 200

market-rate units, 135 mixed-income units, and70 artist live/work units (such units may rangein size from 800 square feet to 10,000 square.feet or more);

• 160,000 square feet of new retail uses toinclude general retail, art galleries and restau-rants at street-level in specific locations pro-viding high visibility and frontage with easyaccess to nearby parking;

• 36,000 square feet of additional commer-cial uses for office space, arts incubator, Cul-tural Coalition space and other miscellaneouscommercial uses in locations that may not beconducive to retail use (such as the proposalto allocate 5,500 square feet of basement spacein the Odd Fellows Building for arts incuba-tor uses);

• 80,000 square feet of other uses to includepublic or institutional tenancies such as a Cen-ter for Contemporary Art. The existence ofsome of these uses in the District is consid-ered critical to help draw visitor traffic to theArts District; and

• Approximately 120,000 square feet of addi-tional space for which the planning team hasnot identified specific uses. This space is lo-cated in the Beacon Street warehouse build-ings. Market conditions will dictate potentialfuture uses.

In summary, the plan identifies approximately700,000 square feet of commercial and residen-tial uses across properties that contain almost820,000 square feet of space in the expanded dis-trict.

Current Assessed Values

In order to estimate potential new property taxrevenues accruing to the City of Worcester fromnew uses in the master plan, the consultant teamexamined current assessed values and propertytaxes generated. This analysis is based on currenttax rates of $17.85 per $100 of assessed value forresidential and $31.46 per $100 for commercial.

• Of the 300,000 square feet or so located inArt at Home is an anchor and regional destinationthat will draw visitors to the District.



the eight catalyst properties, current assessedvalues are $2.16 million, or approximately$7.31 per square feet. This assessment yieldsmore than $11,000 in annual property taxesfor residential uses and $48,700 per year forcommercial uses.

• The 523,000 square feet of space located inthe Beacon/Hermon/Jackson Street buildingsis assessed at $2.5 million ($4.78 per sq. ft.)and generates more than $78,700 per year incommercial property taxes.

Potential Economic Benefits

The potential economic benefits associated withthis program of uses for each of the selectedproperties identified above were evaluated. Cer-tain assumptions used in this analysis are identi-fied as:

• Residential development costs. The modelassumes gross development costs rangingfrom $20 per square feet to provide raw artistlive/work space to $75 per square feet formixed-income housing to $100 per square feetfor market-rate units. These inputs are basedon discussions with residential developers inthe Arts District.

• Commercial development costs. Themodel assumes gross development costs rang-ing from $15 per square feet for general com-mercial to $75 per square feet for restaurants.These inputs are estimates and may vary de-pending on tenant fitout and building condi-tions.

• Average annual construction wages of$35,000 per year.

• Permanent employment wages of $25,000

per year (we note that this wage rate is an es-timate and includes jobs ranging from retailclerk to gallery owner to office employee).

• State income tax rate of 5.03%.

• $33,000 in net new annual property taxes as-suming that the City’s current residential taxrate remains constant. (We note that it is im-possible to accurately identify the increase inassessed values of these specific propertiesattributable to new construction or rehabili-tation. For purposes of this analysis, an in-cremental increase generally ranging from 30%to 50% was assumed).

• 600 new residents living in the Arts Districtwith an estimated $10 million in potential newdisposable income each year, which is ex-pected to support approximately 40,000 squarefeet of retail space. Disposable income isdefined as income available after housing costsand taxes. We note that the 40,000 squarefeet of retail space is not location-specific.

New Commercial Uses

The Arts District Master Plan identifies a total of400,000 square feet of commercial space, includ-ing retail and restaurants, the Art At Home con-cept, general commercial, anchor uses such as apossible Center for Contemporary Art and120,000 square foot of other uses to be deter-mined by market demand. The potential eco-nomic benefits accruing to such large-scale usesinclude:

• Potential investment of almost $16 millionin development costs (the majority of this es-timate, $10.4 million, is attributed to renova-tion of the Beacon Street warehouses)

• $6.4 million in temporary construction in-come generating $320,000 in annual in-come taxes to the state during the periodof construction

New Housing

The addition of 400 or so new housing units inthe Arts District is estimated to produce the fol-lowing economic benefits to the City of Worces-ter or the Commonwealth of Massachusetts:

• Potential investment of almost $38 millionin development costs

• $15 million in temporary construction incomegenerating $760,000 in annual income taxesto the state during the period of construc-tion

• 60 permanent jobs generating $1.5 millionin permanent wages for full-time equivalentjobs associated with housing (e.g., propertymanager, cleaning crews, maintenance, etc.)and upwards of $75,000 per year in new stateincome taxes

“You can’t say, “If you build it,they will come.” It comes downan awful lot to the dollars. Youneed dollars to make this projectwork...the biggest nut to crack isthe financial one.”

- Community Leader



• As many as 1,000 permanent new jobs gen-erating $25 million in permanent wages forfull-time equivalent jobs and upwards of $1.2million per year in new state income taxes.(We have assumed that one job is created forevery 400 square feet. of commercial spaceacross the catalyst properties).

• It is uncertain how much in net new annualproperty taxes may be generated by thesecommercial uses because of the City’s splittax rate (i.e., some of the properties identi-fied in the master plan for new housing arecurrently assessed at the higher commercialtax rate). Again, it is impossible to accuratelyidentify the increase in assessed values of thesespecific properties attributable to new con-struction or rehabilitation. For purposes ofthis analysis, an incremental increase gener-ally ranging from 30% to 40% was assumed,with the Beacon Street warehouses increas-ing in value by 100%.

• New employees in the Arts District are ex-pected to generate an estimated $1.8 millionper year in employee spending on general re-tail (at $500 per year) and food (at $1,250 peryear). This increased spending is expected tosupport approximately 7,000 square feet ofretail and restaurant space. This expenditureis not location-specific and may occur out-side the Arts District.

As identified above, these uses have the potentialto generate significant economic benefits bothto the City of Worcester and the Commonwealthof Massachusetts. The uses identified in the planand their subsequent benefits will be added in-crementally over time and will be a significantbenefit to the city and to the region. More de-

tailed information concerning current assessedvalued of selected properties in the Arts Districtand the potential economic impacts of new hous-ing development and other uses are presented inthe technical document submitted separately.


Chapter Five: The Plan Into Action

This Master Plan for the Worcester Arts Districtpresents a variety of recommendations on physi-cal design improvements, cultural and economicdevelopment opportunities, and an overall urbandesign vision for the district. Putting this ArtsDistrict Master Plan into action will require:

• Leadership and commitment to implementa-tion

• An implementing entity that serves as a cata-lyst for action

• Strong public/private partnerships• Cultural programming and special events• Technical assistance and marketing• Financial incentives and resources• A realistic plan for implementation

Leadership and Commitment

The most important factor for success of the ArtsDistrict is leadership and commitment to theMaster Plan recommendations. This leadershipand commitment must come from a variety ofsources: the organizing entity primarily respon-sible for implementation, public officials whomust play an important role in supporting publicimprovements and policies, and leaders in busi-ness and community development who decidewhere to place their next investment. Of equalimportance will be the leadership and commit-

ment demonstrated by the people of Worcester:the artists, families, students and residents whoseengagement in the Arts District will ultimatelybe both the determinant and the measure of itssuccess.

The initiative and leadership of the Arts DistrictTask Force, ARTSWorcester, and the City ofWorcester in carrying this project forward areimportant indicators of their commitment to theoverall success of the Master Plan. To date themost unique and productive elements of the part-nership have been its spirit of cooperation, ac-tive involvement, willingness to “roll up itssleeves” to work and its outreach to the broadercommunity. The City’s decision to create a posi-tion of Cultural Development Officer within theExecutive Office of Economic Development isextremely significant. The partnership withARTSWorcester, a major voice for contemporaryart in the city, and the 21-member Arts DistrictTask Force representing key organizations andagencies in the city, offers encouraging potentialfor implementing the master plan.

The Implementing Entity-A Catalystfor Action

While a variety of partnerships are necessary toimplement the master plan, one entity must be

Extensive public input into the Master Planningprocess has built commitment toward implementationof the Master Plan.Source of photo: Ann McTigue

granted the authority and primary responsibilityfor encouraging and facilitating the range of ac-tions suggested in the plan. This recommenda-tion does not imply that this entity focus only onfinancial responsibility, total decision-making, orimplementation of the various components, butrather serve as a catalyst for others to carry outthe development, programming, technical assis-



tance, marketing and outreach for implementa-tion of the Master Plan. Most importantly, theentity should feel primary responsibility for thesuccess of the Arts District, working in closepartnership with a variety of other organizations,institutions, public agencies, and other key stake-holders.

Possible options for an implementing entity mayinclude: creating a new community developmentorganization, placing the responsibility within anexisting CDC, adapting an existing cultural orga-nization or other consortium, relying upon exist-ing City departments or agencies for implemen-tation, or creating a new private developmententity.

Some communities have established new non-profit organizations for implementation of artsdistricts or special areas with an independent boardof directors, core staff, access to capital, and re-sponsibility for fundraising for necessary improve-ments and activities. This approach is particularlyhelpful when there is not an existing organiza-tion ready to take on responsibility and whenfunds are available for initial start-up and imple-mentation of the recommended activities.Worcester may choose to create a new non-profit(or adapt the mission of an existing one) in time.

Although a thorough review and analysis ofimplementation mechanisms was not part of thescope of this Master Plan, the preliminary rec-ommendation for leadership is to create a pub-lic/private consortium of key organizationsand departments that are affected by the ArtsDistrict, will benefit from its revitalization, andcan offer tangible actions necessary for imple-

mentation. This entity may be an outgrowth ofthe Arts District Task Force or an adaptation ofan existing non-profit organization with partici-pating members agreeing to take responsibilityfor specific steps in the master plan. A strongand visionary individual who has expertise andthe respect of the arts, community development,public officials and business leaders in Worcestershould coordinate the implementing entity for theArts District.

Public/Private Partnerships

Public/private partnerships are essential. No onegroup can do it alone. The range of recommen-dations presented in this master plan reflects thediversity of partners necessary to see it imple-mented. The following partnership chart reflectsinitial ideas about possible partnerships to imple-ment various components of the master plan.This list should be expanded and strengthened,depending upon the interests, capabilities, andvision of respective groups in the area.

the following constituencies: arts and cultural or-ganizations, local businesses, private funders, pri-vate and non-profit development entities, citygovernment and public officials, public and pri-vate educational institutions, social service agen-cies, faith-based organizations, artists, and resi-dents.

Groups with specific expertise may take respon-sibility for various components of the Master Plan.A non-profit or for-profit business entity may takeresponsibility for implementing Art at Home, forexample. Likewise, a non-profit community de-velopment organization may take the leadershipin developing a portion of the buildings for af-fordable artists studios or living space, while aprivate developer may be responsible for rede-velopment of other buildings for residential orcommercial reuse.

The chart entitled “Potential Public/Private Part-nership Opportunities” for the Worcester ArtsDistrict Master Plan identifies specific opportu-nities, suggests partners who may be involved andresponsible for implementation, and offers notesor suggestions with each entry. The specific op-portunities are organized in the following catego-ries:

• Physical improvements• Cultural programming• Development opportunities• Technical assistance and marketing• Coordinated Arts District improvement strat-

egies

“What the colleges need more thanever is for Worcester to besuccessful.”

- College Administrator

Implementation of the Master Plan must be acollaborative effort among the key groups thatwill benefit from its implementation and that of-fer the vision, leadership, resources and capacity.Those involved may include representation from



Cultural Programming and SpecialEvents

One of the most recurring themes heard in theresearch for this master plan is people emphasiz-ing, “I want the Arts District to be a place whereI want to go. Worcester needs a place where thingsare happening, where there is something to do,and where people gather.” Public art, open stu-dio weekends, designated gallery nights, coordi-nated cultural programming, public “happenings”and weekend festivals – these are all activities thatwork well to draw people from their private spacesto gather in the public realm.

Permanent public art installations such as the pro-posed Discover! Worcester Trail can lead peoplethrough the District on a historical and culturaltreasure hunt. Boston’s Freedom Trail and artistMags Harries’ bronze sculpture embedded in thesidewalks of Boston’s North End are examplesof this type of self-guided walking tour. By pro-gramming more ephemeral public art installationsthe District could become an open-air gallerywhose constantly changing exhibits attract repeatvisitors.

Community-based, participatory public art can bemost of the most effective ways to revitalize aneighborhood. One need only think of BarnabyEvans’ hugely successful WaterFire in Providenceto understand the power of one artist’s vision toactivate an entire city. The Somerville Arts Coun-cil and the Vermont Arts Exchange use retail win-dows as temporary art exhibition space; theAddison Gallery brought national artists togetherwith public and private school students to create“SiteLines” along Andover’s Main Street; San

Rafael, California turns into an outdoor museumduring its annual chalk drawing festival that draws50,000 visitors to the city and raises funds for amajor youth arts program. This type of publicart brings artists together with the community,engaging them as both spectators and participantsin the art-making process.

The City can help foster these events by provid-ing important public services such as creating tem-porary pedestrian zones and redesigning publicspaces and streetscapes to enable such outdoorperformances and events to take place.

Worcester has a multitude of cultural organiza-tions, educational resources, universities, colleges,public and private schools, community and ser-vice organizations, and others who can offer pe-riodic programs, special activities, and cultural ac-tivities to enliven the Arts District. The Arts Dis-trict should be a place where every cultural orga-nization in greater Worcester wants to have a pres-ence. They may not necessarily need to have aphysical presence in terms of locating their of-fice or facility in these few blocks, but they shouldhave an opportunity to perform there, show theirwork, and be involved in cultural programmingand special events.

The Arts District entity, the City, the WorcesterRegional Chamber of Commerce, WorcesterMarketing Corporation and other such groupswould need to take an active role in marketing,outreach, and coordination of such events, work-ing in conjunction with participating organizationsand institutions. Providence, Rhode Island andNew Bedford, Massachusetts are good examplesof city government support for local arts pro-

Marketing brochures and literature, such as thisphamplet from South Main in Memphis, TN, willbe critical in “getting the word out” and attractingboth producers and consumers of art to theDistrict.



gramming. With careful programming, organi-zation, marketing, and outreach, local residentsand visitors alike will say, “Let’s go back to theArts District! There’s SO much to do!”

Technical Assistance and Marketing

A crucial component of the strength of the ArtsDistrict includes small businesses, cultural activi-ties, entrepreneurs, and related commercial usesthat will form the district’s core. Small businessesoffer unique services, products, and personalizedattention to customers and visitors. They wouldalso benefit most directly from targeted technicalassistance in marketing, outreach, storefront im-provements, merchandise display, and coordinatedmarketing with other Arts District businesses andcultural activities. It will be important for busi-ness assistance organizations to recognize theunique opportunities and challenges that creativesmall businesses can represent. Woman-ownedbusinesses, ethnic businesses, youth-run smallbusinesses may have unique needs that will re-quire some modification of existing business as-sistance programs. For example, the Massachu-setts Cultural Council worked with first-time ho-meowner lending programs to adapt their pro-gram to the needs of artists seeking live-workspace. Similarly, the Center for Women and En-terprise has expressed an interest in developingprograms geared to the unique needs of crafts-based businesses.

The chart summarizing potential public/privatepartnership opportunities identifies just a few ofthe organizations and resources in the Worcesterarea that can assist in such endeavors. The ArtsDistrict management entity should play a leader-

ship role in coordinating technical assistance andmarketing efforts for the district, working in part-nership with the new marketing initiatives beingundertaken by the City, other cultural organiza-tions, and local businesses.

economic impacts are described in this MasterPlan).

Public incentives to leverage private investmentmay take many forms. Their availability will bedetermined, in large part, by the degree of sup-port from public officials and other City leaders.To establish momentum for the Arts District,“early wins” are absolutely critical. For example,redevelopment of existing, vacant “anchor” prop-erties such as the Burwick Building are importantcatalysts that will fuel interest in renovation andredevelopment of other blighted properties bythe private sector. Therefore, early-on public par-ticipation in the form of low-interest loans andgrants for building/façade renovations, technicalassistance, coordinated public improvements toinfrastructure, public space and streetscapes, ad-equately-funded municipal services such as pub-lic safety, and expeditious public review ofprojects, as appropriate, are illustrative of the rangeof public mechanisms designed to offer incen-tives for private redevelopment.

Other improvements and incentives for redevel-opment are not easily funded by the private sec-tor but will be significant incentives in buildingconfidence in the revitalization of the Arts Dis-trict and the city. These actions include well-de-signed streetscape improvements, creative anddynamic public art and landscaped gateways tothe District, and vibrant cultural arts program-ming in the Arts District designed to demonstratethe district’s strength and drawing power and serveas a further boost to private redevelopment.

The complexity and range of recommendationsin this Master Plan necessitate a wide variety of

More detailed opportunities for technical assis-tance, marketing, public information and out-reach, including possible funding mechanisms,should be explored as implementation of theMaster Plan proceeds.

Financial Incentives and Resources

A fundamental assumption of the recommenda-tions outlined in the master plan is that sufficientpublic funding and other resources will be dedi-cated to ensure the plan’s ultimate success. Manydevelopment opportunities will be phased in overa period of years, reflecting market and economicrealities. Detailed feasibility testing will be requiredto assess the potential depth of market demandfor specific uses such as residential, commercial,and mixed-use development.

As such, dedicated public-sector funding com-mitments in the plan’s early years will be criticalin leveraging subsequent private-sector investmentin specific projects. Over time, of course, pri-vate investment will grow, resulting in cumulativepositive economic impacts to the city. (These

“The success of the Arts Districtrequires courage and taking risks.”

- City Leader



funding sources for its implementation. The pub-lic and private sectors must be tapped aggressively,emphasizing the benefits of specific projects tothe community and the funder. Private develop-ment and natural market forces will generate de-velopment initiative, as it currently apparent inthe district. Other public incentives will be re-quired to spur additional activity. The technicalsupplement to this Master Plan presents an ex-tensive list of possible sources of funding forimplementing the Arts District Master Plan. Sinceguidelines, priorities, funding availability, and con-tact information change on a regular basis, thislist should be viewed as a preliminary guide. Spe-cific inquiries should be made with each poten-tial funder to obtain current information on thelatest guidelines, application requirements, andfunding availability.

A Plan for Implementation

The steps necessary for implementation of theArts District Master Plan Recommendations aresummarized in the chart on the following pages.This table should be considered a preliminaryguide for action. The Arts District Task Force,ARTSWorcester, the City of Worcester, and theimplementing entity ultimately designated to carryforth the Master Plan recommendations will tai-lor this plan for implementation to meet theircurrent priorities and preferences. The steps forimplementation are organized by specific action,responsibility, and suggested timeframe within thefollowing overall categories: implementing orga-nization, physical improvements, cultural pro-gramming, development opportunities, technicalassistance and education, and coordinated artsdistrict improvement strategies.



“This project should be anaggressive partnership betweenthe City and the universities. Theyneed each other.”

- College Administrator


Abramoff, LarryAttwood, MaryonBacon, ElizabethBarthelson, LisaBassett, JohnBilotta, MarkBlais, CraigBreault, BillyBurgdorf, AnnCary, DebCiccone, GeorgeClarkson, PatriciaDavagian, BrianDemoga, PaulDusoe, GaryFering, NaomeFellenz, PeterFletcher, AllenFletcher, NinaFletcher, WarnerFlorez, MariaFlynn, AnnFoley, JackGiordano, SpartanHachey, Michael

Hall, GloriaHaller, BarbaraHarrington, JamesHaydorn, RonHamil Talman, DonnaHoward, DonaldHayman, ScottHickey, JimHoover, Thomas R.Irish, DennisJacobson, JulieJohnson, KallinJohnston, J-MeJuhl, JonathanKardokas, ChrisKruger, RobLaverdure, EllenLeach, DavidLenis, Sarah CallahanLukes, KonstantinaLisi, Ann T.MacIntyre, SandraMacPherson, RickMadaus, EdMarchand, Blain

McFarland, Father MichaelMaines, Daniela MunozMcGovern, James P.McTigue, AnnMelville, DonaldMiller, CarlottaMulligan, FredMurray, Timothy P.Nelson, JohnNiddrie, Philip J.Nigosian, PaulNigrosh, LeonO’Mally, TomOrozco,TeresitaPax, ClydePenka, Ruth AnnPrescott, WayneProffitt, ChristineRainey, AnnRam, JasonRappaport, JonathanRickles, WendyRivera, MiguelRoman, SusanRoy, Stanley

People Interviewed During the Process

The master planning process for the Arts District involved discussions and interviews with residents, business people, civic leaders, artists, and institutional/organizational leaders. The list below represents those people who participated in a focus group session and/or one-on-one interview with CommunityPartners Consultants, Inc. This list does not include over one hundred people who attended public meetings and offered input into the master planningprocess.

Salerno, JodiSalmon, TomSawyer, JeanSchaeffer, RobertaStoops, SusanThomas, RobertTilton, TonyTraina, PollyVayo, DonnaVazquez, DollyWade, WyattWallace, ScottWeinberg, LisaWelu, JamesZitomersky, Frank

Executive Summary of the Master Plan for the Worcester Arts District

Documents

Transcript of Executive Summary of the Master Plan for the Worcester Arts District