2. Worcester
Downtown
Analysis
Braithwaite,
Graham-‐Bailey,
Hadwin,
Howland
2
Introduction
Downtown
revitalization
in
Worcester
has
been
an
important
issue
for
decades.
A
1991
thesis
by
DUSP
student
Deborah
Cantwell
profiled
several
Downtown
development
projects
that
were
championed
by
effective
city
managers.
The
past
five
years
have
seen
a
resurgence
of
activity.
However,
there
are
a
myriad
of
challenges
that
remain
to
be
addressed.
Despite
being
the
second
largest
city
in
New
England
and
home
to
twelve
colleges
and
universities,
Worcester
has
had
a
difficult
time
positioning
itself
–
and
its
Downtown
in
particular
–
as
a
top
tier
city.
Many
of
the
past
efforts
to
revitalize
Downtown
have
focused
on
attracting
businesses
and
university/healthcare
institutions
through
the
redevelopment
of
vacant
and
underutilized
parcels.
It
is
clear
from
the
1,000,000+
square
feet
of
new
office
and
commercial
development
and
the
over
1000
new
private
and
graduate
student
housing
units
that
have
been
developed
over
the
last
5
years
that
developers
see
significant
market
potential
in
Downtown
Worcester.
Our
group
efforts
were
framed
around
two
themes:
supply
and
demand
of
services
and
amenities
and
real
estate.
In
approaching
our
work,
we
relied
on
various
methodologies,
including
formal
administrative
data,
correspondence
with
various
city
staff,
first-‐hand
surveys
and
interviews
with
stakeholders
involved
in
shaping
the
City’s
Downtown.
There
are
three
primary
findings
of
our
work.
First,
we
have
sought
to
identify
and
quantify
both
large
and
small-‐scale
vacancies
across
Downtown,
such
as
the
Former
State
Courthouse
and
the
Auditorium
in
North
Main.
Second,
we
have
identified
gaps
in
key
amenities.
Downtown
lacks
many
recreational
and
entertainment
amenities
and
as
a
result
has
struggled
to
attract
students
and
young
professionals.
Third,
we
have
confirmed
a
lack
of
connectivity
and
wayfinding
across
the
Downtown
area.
In
closing,
we
provide
a
series
of
recommendations
and
ideas
that
address
the
challenges
we
identified
in
addition
to
opportunities
that
we
have
brainstormed.
The
recommendations
fall
under
the
following
four
themes:
• Focus
on
smaller
scale,
targeted
approaches
to
downtown
revitalization
• Address
Large
Scale
Vacancy
• Encourage
Development
of
New
Bars
and
Restaurants
• Increase
Walkability
and
Improve
Urban
Infrastructure
3. Worcester
Downtown
Analysis
Braithwaite,
Graham-‐Bailey,
Hadwin,
Howland
3
Data
Collection
&
Methodology
Primary
data
collection
included
stakeholder
interviews
and
a
GIS
inventory
of
first
floor
uses
along
Main
Street.
Stakeholders
interviewed
were
primarily
developers
and
brokers
involved
in
the
downtown
redevelopment
efforts.
From
these
interviews
we
gather
data
on
vacancies,
challenges,
sources
of
competition,
and
quality
of
available
space.
Importantly,
stakeholders
shared
their
perceptions
and
priorities
for
the
downtown.
Further
research
may
want
to
incorporate
a
broader
range
of
stakeholders
to
garner
more
information
about
residential
space,
affordable
housing,
small
business
ownership,
and
immigrant
communities.
The
GIS
survey
was
complete
using
a
handheld
Trimble
GPS
device
in
which
use
attributes
were
entered
into
points
placed
on
a
base
map
of
downtown
Worcester.
Using
this
device,
we
logged
location,
type
of
use
by
2-‐
digit
and
3-‐digit
NAICS
codes,
number
of
floors
in
the
building,
time
of
operations,
and
façade
condition.
We
also
captured
the
business
name
and
other
notes
on
a
paper
form,
which
was
then
compiled
into
a
spreadsheet
and
joined
to
the
GPS
data.
Given
only
2
students
and
4
hours
on
site
we
were
only
able
to
capture
50
data
points
by
foot
and
another
50
points
through
a
windshield
survey
that
involved
photographing
storefronts
from
a
car
and
noting
the
location
of
the
photos
on
an
assessors
map
(see
Map
1).
The
latter
data
points
were
then
entered
into
the
GIS
file
manually.
Restaurant
hours
were
confirmed
through
internet
searches
and
phone
calls
to
businesses.
If
the
city
finds
this
type
of
survey
useful,
we
may
want
to
try
again
with
a
larger
group
of
students,
additional
GPS
units,
and
a
refined
system
of
on-‐site
data
collection.
Secondary
data
was
drawn
from
existing
reports
and
development
plans
including
Gateway
Park,
Washington
Square,
North
Main,
Washington
Square,
and
City
Square.
We
contacted
several
city
departments,
sometimes
facilitated
by
the
class
project
managers,
to
find
the
appropriate
data
and
GIS
files.
This
work
took
significant
time,
with
many
data
sets
coming
through
at
the
last
minute
precluding
their
use
in
current
analysis.
Several
data
sets
were
gleaned
from
PDF
files
and
city
websites
including
slightly
outdated
restaurant
and
bar
information
and
assessor’s
parcel
data.
5. Worcester
Downtown
Analysis
Braithwaite,
Graham-‐Bailey,
Hadwin,
Howland
5
Current
Downtown
Development
Conditions
The
City
of
Worcester
has
been
investing
significant
resources
in
large
development
projects
centered
in
the
downtown
area.
City
Square
is
one
of
the
largest
revitalization
projects
in
the
history
of
the
state
with
a
proposed
total
of
2.1
million
square
feet
of
space
to
be
developed
on
completion.
This
project
will
create
650
new
units
of
housing,
255,000
square
feet
of
new
office
space,
and
over
400,000
square
feet
of
retail
space.
The
adjacent
Washington
Square
redevelopment
will
build
off
of
the
recent
renovation
of
Union
Station
and
the
anticipation
of
City
Square.
The
current
plan
proposes
the
development
of
a
hotel,
an
office
building,
a
retail
center,
and
a
small
park.
Gateway
Park
is
another
major
project
at
the
north
end
of
downtown
to
develop
biotech
facilities
and
housing
in
partnership
with
Worcester
Polytechnic
Institute.
Other
large
projects
include
the
new
Hilton
hotel,
the
Hanover
Theater
renovation,
the
Regional
Justice
Center,
and
$20million
of
improvements
at
the
DCU
center.
The
success
of
these
projects
is
reflected
in
the
positive
attitude
of
developers
who
see
significant
demand
for
both
office
and
market
rate
residential
space.
Several
projects
are
moving
forward
without
subsidy,
reflecting
a
confidence
in
the
market.
Map
4
reflects
the
strong
level
of
development
activity
downtown,
with
most
development
projects
being
commercial,
institutional,
or
residential.
Despite
a
strong
development
landscape
in
downtown,
several
challenges
remain.
A
primary
challenge
is
that
there
is
no
clear
vision
for
downtown
that
we
could
find
articulated
across
projects.
Many
projects
refer
to
an
aspiration
of
being
a
vibrant,
top-‐tier
city
or
a
place
for
young
professionals
without
embracing
an
identity
that
is
uniquely
Worcester.
A
corresponding
problem
is
that
there
is
not
a
clear
strategy
for
the
connective
tissue
or
areas
in
between
these
larger
development
projects.
To
really
have
these
new
projects
serve
as
economic
catalysts
and
drivers
for
the
downtown,
the
city
may
need
to
pay
more
attention
to
connecting
new
developments
with
existing
amenities
and
catalyzing
existing
vacancies.
Table
1:
Area
of
Major
Downtown
Developments
Project
Name
Residential
Office/Commercial
Retail
Mass
College
of
Pharmacy
and
Health
Services
20,000
SF
180-‐184
Main
Street
47,500SF
653
Main
street
45
units
5000SF
Hanover
Theater
2,300
Seat
Theater
Hilton
Garden
Inn
199
rooms
Regional
Justice
Center
430,000
SF
WPI
Life
Sciences
&
Bioengineering
Center
-‐
Gateway
Park
125,000
SF
Bancroft
Commons
(6,16,26,Portland
St.)
70
units
City
Square
650
units/
735,000
SF
974,359
SF
407,300
SF
DCU
Center
Arena
Renovation
120,000
SF
(exhibition
space)
Washington
Square
4.74
acres
8. Worcester
Downtown
Analysis
Braithwaite,
Graham-‐Bailey,
Hadwin,
Howland
8
Significant
Findings
Finding
#1:
Large
vacant
buildings
and
small
vacant
spaces
around
Main
Street
present
development
challenges
and
negatively
impact
the
Downtown’s
image
and
ability
to
attract
new
tenants.
Large
Vacant
Properties
While
the
2011
Downtown
Office
Occupancy
survey
conducted
by
the
Worcester
Research
Bureau
indicates
the
overall
downtown
office
vacancy
rate
to
be
21%
(16%
for
class
A
office)
there
are
several
(as
many
as
10)
large-‐
scale
buildings
that
are
completely
vacant.
These
buildings
include
the
122,000-‐square-‐foot
Worcester
Memorial
Auditorium
and
the
former
Worcester
Courthouse.
Map
2
9. Worcester
Downtown
Analysis
Braithwaite,
Graham-‐Bailey,
Hadwin,
Howland
9
These
larger
vacant
buildings,
located
between
the
City
Square
development
at
the
north
end
of
Main
Street
and
the
Gateway
Park
development
at
south
end
contribute
to
the
feeling
of
a
fragmented
Downtown
with
major
gaps
and
do
not
leverage
the
strength
of
the
existing
and
proposed
developments.
The
two
strong
hubs
of
new
activity
on
both
ends
of
Main
Street
have
the
potential
to
anchor
the
Downtown
district,
but
currently
the
large
number
of
vacant
buildings
(and
parking
lots)
along
this
stretch
weakens
the
overall
district.
These
vacancies
are
major
challenges
since
many
will
require
renovations
(or
demolition)
before
they
are
rentable
by
a
new
tenant
or
developable
by
a
developer.
Vacant
Class
A
office
space
is
scattered
among
several
sites
After
speaking
to
developers
and
brokers,
it
seems
that
the
existing
available
vacant
office
space
in
Worcester
is
not
sufficient
for
attracting
tenants
who
would
otherwise
locate
in
nearby
suburbs.
Jim
Umphrey,
Principal
at
Kelleher
&
Sadowsky
Associates
commercial
real
estate
firm,
explained
the
difficulty
that
Worcester
has
in
attracting
large
Class
A
office
users.
He
noted
that
most
of
the
Class
A
vacant
space
tends
to
be
spread
between
several
buildings
versus
a
few
larger
sites,
which
is
often
what
large
companies
need.
Umphrey
pointed
to
the
recent
move
of
discount
retailer
TJX
Companies,
who
purchased
a
former
Fidelity
site
in
Marlborough
along
the
I-‐495
corridor,
totaling
715,000
square
feet
across
two
vacant
buildings.
He
explains
that
Worcester
could
not
compete
for
this
type
of
large
tenant
since
it
does
not
have
the
large
quantities
of
consolidated
ready-‐to-‐rent
or
ready-‐to-‐purchase
Class
A
office
space
that
is
available
in
suburban
communities
along
I-‐495.
For
example,
he
estimates
over
25
million
square
feet
of
Class
A
office
space
is
available
between
Marlborough
and
Hopkinton.
Don
Birch,
Senior
Vice
President
of
Leggat
McCall
Properties,
a
national
real
estate
developer,
explained
that
it
was
not
just
a
lack
of
available
space
that
makes
it
difficult
for
Worcester
to
compete
with
suburban
communities
for
large
retailers.
Worcester’s
high
commercial
tax
rate
($34.65
per
$1000
assessed
rate
versus
Marlborough’s
$27.55
per
$1000
assessed
in
FY
2011),
rents
that
are
not
significantly
lower
than
suburban
locations,
and
lack
of
compelling
amenities
make
it
difficult
to
compete
with
towns
along
I-‐495.
Birch
also
explained
that
the
office
market
in
Downtown
Worcester
has
tended
to
be
very
insular,
with
businesses
moving
from
one
location
to
another
versus
businesses
outside
of
Worcester
coming
into
the
Downtown.
Next
steps
• Conduct
a
more
complete
first
floor
inventory
for
the
entire
Downtown
district
• Compile
information
on
the
conditions
of
the
large
vacant
buildings
which
was
difficult
to
locate
11. Worcester
Downtown
Analysis
Braithwaite,
Graham-‐Bailey,
Hadwin,
Howland
11
Finding
#2:
Developers
are
interested
in
developing
office,
commercial
and
residential
developments
Downtown,
but
there
is
a
lack
of
evening
and
weekend
entertainment
and
dining
amenities.
It
is
clear
from
recent
developments
and
those
in
the
pipeline
that
there
is
a
market
for
housing,
commercial,
and
residential
development
in
Downtown
Worcester.
Major
commercial
and
mixed
use
projects
(like
City
Square
and
Washington
Park)
and
residential
developments
(like
Bancroft
Commons
and
the
Mass
College
of
Pharmacy
and
Health
Services
graduate
student
housing)
demonstrate
Worcester’s
ability
to
attract
private
development.
This
concentration
of
a
number
of
new
development
projects
has
the
potential
to
bring
new
residents,
students,
employees
and
visitors
to
the
Downtown
district.
However,
despite
these
recent
development
projects,
the
Downtown’s
lack
of
restaurants,
bars
and
entertainment
amenities
prevent
the
Downtown
from
feeling
particularly
vibrant,
and
may
hinder
developers’
attempts
to
get
young
professionals
and
students
to
consider
moving
Downtown.
Through
the
collection
information
along
Main
Street
for
the
first
floor
inventory,
we
found
that
there
are
13
cafe/restaurants,
5
bars
(which
all
serve
food)
and
5
entertainment
venues
in
the
Downtown
district
on
and
around
Main
Street.
However,
out
of
these
23
establishments,
only
11
stay
open
after
6pm
(8
of
which
serve
food).
In
addition,
since
these
11
businesses
are
not
clustered
together,
it
does
not
feel
like
there
is
a
true
density
of
evening
activities
in
the
Downtown
like
there
is
in
the
Canal
District.
12. Worcester
Downtown
Analysis
Braithwaite,
Graham-‐Bailey,
Hadwin,
Howland
12
John
McGrail,
President
of
the
Mayo
Group,
a
New
England
focused
real
estate
developer,
explained
that
while
young
professionals
displayed
a
strong
demand
for
housing
Downtown,
the
biggest
challenge
the
City
had
was
attracting
the
right
retail
mix
that
would
provide
these
new
residents
with
the
amenities
they
desired.
He
said
that
Starbucks
and
Panera
Bread
were
2
tenants
he
would
love
to
see
in
Downtown
Worcester
but
that
the
City
was
not
ready
for
them.
He
also
noted
that
the
Mayo
Group
is
in
the
process
of
developing
a
coffee
shop
and
an
8,500-‐square-‐foot
flagship
restaurant
and
sports
bar
beneath
Bancroft
Commons
to
provide
a
much-‐needed
option
for
late
night
dining
and
drinks.
Don
Birch,
of
Leggat
McCall
Properties,
was
hopeful
that
the
City
Square
mixed
use
development
would
be
a
catalyst
for
Downtown
activity,
but
he
indicated
that
ground
floor
retail
and
evening
amenities
would
be
needed
to
support
these
new
residents.
Map
5
13. Worcester
Downtown
Analysis
Braithwaite,
Graham-‐Bailey,
Hadwin,
Howland
13
Finally,
Mike
Bilotta,
President
of
the
Colleges
of
Worcester
Consortium,
explained
that
while
area
colleges
held
events
at
the
Hanover
Theater
to
get
students
to
go
Downtown,
the
lack
of
evening
activities
near
the
theater
prevented
many
students
from
sticking
around.
Besides
these
scheduled
activities,
many
students
did
not
see
a
reason
to
explore
the
Downtown
on
evenings
or
weekends
and
were
more
likely
to
head
to
the
Canal
District.
It
seems
that
in
order
to
transform
the
Downtown
into
a
truly
lively
entertainment
district,
it
is
important
to
increase
the
number
of
restaurants,
cafes,
bars
and
entertainment
venues
(especially
those
that
are
open
in
the
evening)
and
encourage
development
in
targeted
clusters
to
create
denser,
more
walkable
nodes
of
activity.
Next
Steps
• Do
a
more
complete
inventory
of
restaurant
and
bar
options
in
the
Downtown
(especially
those
off
of
Main
Street)
and
a
more
detailed
analysis
of
restaurant
type
and
week
versus
weekend
hours.
• Conduct
an
analysis
of
Canal
District
nightlife
options.
Because
of
the
Canal
District’s
proximity
to
Downtown,
it
could
be
considered
an
asset
to
Downtown
life.
A
more
thorough
analysis
of
what’s
there
could
help
illuminate
the
types
of
establishments
the
Downtown
should
target
to
complement
and
augment
the
Canal
District.
• Research
liquor
and
food
licenses
process
to
determine
how
difficult
it
is
to
open
a
new
bar
Downtown.
14. Worcester
Downtown
Analysis
Braithwaite,
Graham-‐Bailey,
Hadwin,
Howland
14
Finding
#3:
Lack
of
connectivity
and
infrastructure
challenges
isolate
the
Downtown.
Walkability
The
walkable
dimensions
of
Downtown
are
a
great
asset.
Pedestrians
can
feasibly
traverse
Downtown
distances
and
access
adjacent
neighborhoods.
Potential
Downtown
residents
could
live,
work,
and
eat
there
without
requiring
a
car.
However,
the
neighborhood
faces
significant
obstacles
because
it
lacks
connectivity,
wayfinding,
and
pedestrian/bike-‐friendly
infrastructure.
While
city
is
taking
significant
steps
to
address
these
issues
through
some
of
the
larger
development
projects,
the
plans
do
not
present
a
consistent
vision
of
the
pedestrian
experience
as
moderated
through
pedestrian
prioritization
and
wayfinding
strategies.
The
City
Square
redevelopment
project
will
greatly
enhance
walkability
in
the
downtown
district,
connecting
the
Worcester
Commons
to
Union
Station.
The
reintroduction
of
through-‐streets
and
the
creation
of
pedestrian
scale
blocks
are
important
ways
the
city
has
proactively
addressed
walkability.
However,
it
is
unclear
in
the
City
Square
plans
what
interventions
will
be
used
to
improve
pedestrian
crossings
from
City
Square
to
Union
Station
or
the
DCU
center
area.
Union
Station
–
a
major
transit
hub
Downtown
with
MBTA
and
Amtrak
service
–
is
hard
to
access
by
foot
because
it
requires
crossing
Foster
Street/McGrath
Boulevard,
which
is
a
significant
six-‐lane
thoroughfare.
Similarly,
the
Canal
District,
which
offers
numerous
food
venues,
feels
separated
from
the
Downtown
by
the
wide
McGrath
Boulevard.
It
is
also
visually
separated
by
the
large
retention
wall,
which
supports
train
tracks
going
to
Union
Station.
The
picture
below
captures
the
Downtown-‐Canal
District
portal
on
Green
Street.
The
imposing
wall
and
multiple
lanes
of
traffic
do
not
encourage
pedestrian
activity.
The
city’s
Sense
Able
Bridges
proposal
seeks
to
address
this
issue
by
creating
5
pedestrian
bridges
connecting
City
Square
to
Union
Station
as
well
as
creating
connections
to
Shrewsbury
Street
and
the
Canal
District.
However
it
is
unclear
whether
there
are
capital
resources
available
for
this
project.
In
the
short
run,
the
city
may
want
to
consider
lower
cost
solutions
such
as
street
lighting
enhancements,
traffic
calming
interventions
such
as
flashing
crosswalks,
and
pedestrian
wayfinding
directions
that
can
be
painted/stenciled
on
sidewalks
or
at
the
entrance
to
tunnels.
15. Worcester
Downtown
Analysis
Braithwaite,
Graham-‐Bailey,
Hadwin,
Howland
15
Green
Street
tunnel
and
McGrath
Blvd:
Multilane
road
and
dark
tunnel
create
a
pedestrian
barrier
Wayfinding
Even
though
the
Downtown
is
condensed
and
near
to
other
neighborhoods,
like
the
Canal
District,
a
lack
of
wayfinding
makes
it
difficult
for
pedestrians
and
visitors
to
find
connections.
Mike
Bilotta
of
the
Colleges
of
Worcester
Consortium
noted
lack
of
wayfinding
and
perceived
safety
issues
as
a
deterrent
to
more
student
activity
Downtown.
Wayfinding
has
been
in
the
conversation
since
2006
or
2007.
Worcester’s
Office
of
Economic
Development
identified
wayfinding
as
a
challenge
besides
conducting
an
infrastructure
survey,
recommended
implementing
consistent
and
clear
signage
across
the
City.
The
image
below
(from
the
OED
wayfinding
presentations)
shows
some
of
the
signage
they
suggested
installing.
Signage
like
this
could
improve
pedestrian
access
to
other
districts,
and
by
making
the
area
more
legible,
could
help
address
perceived
safety
issues.
17. Worcester
Downtown
Analysis
Braithwaite,
Graham-‐Bailey,
Hadwin,
Howland
17
Some
current
signage
does
exist,
but
it
can
be
confusing.
For
example,
while
Bike
Lane
signs
existed
in
the
Canal
District,
the
bike
lanes
were
hard
to
identify.
This
also
speaks
to
a
larger
issue
of
improving
bike
conditions,
along
with
pedestrian
conditions,
which
could
encourage
more
student
use
of
Downtown.
Green
Street
in
Canal
District:
Bike
Lane
signs
but
lack
of
clear
lane
markings
on
the
street
18. Worcester
Downtown
Analysis
Braithwaite,
Graham-‐Bailey,
Hadwin,
Howland
18
Downtown
Recommendations
Focus
on
smaller
scale,
targeted
approaches
to
downtown
revitalization
Based
on
our
findings,
it
is
clear
that
the
city
has
made
considerable
progress
in
revitalizing
downtown.
Large-‐
scale
projects
like
City
Square
and
Gateway
Park
are
clear
examples
of
the
major
development
efforts
that
are
a
result
or
partnerships
between
the
City,
local
educational
and
healthcare
institutions
and
private
developers.
These
projects
will
bring
large
amounts
of
class
A
commercial,
office,
and
residential
space
to
downtown.
They
also
have
the
potential
to
serve
as
catalysts
for
the
surrounding
neighborhoods,
bringing
residents
and
employees
to
Worcester’s
downtown.
However
despite
these
major
development
projects,
Worcester’s
downtown
still
faces
challenges
in
attracting
residents,
nearby
students
and
visitors.
These
large
projects
don’t
address
downtown’s
lack
of
retail,
restaurant
and
nightlife
amenities,
do
little
to
contribute
to
a
more
vibrant
pedestrian
experience
in
the
evening
or
weekends,
and
they
do
little
to
tap
into
the
entrepreneurial
potential
of
local
artists,
and
entrepreneurs.
In
order
to
compliment
the
larger
development
projects
it
is
important
that
the
city
also
focus
on
targeted
smaller
scale
initiatives
throughout
the
downtown.
Smaller
projects
can
be
highly
beneficial
in
revitalizing
downtown
for
the
following
reasons:
• They
area
a
quick
way
to
address
ground
floor
commercial
vacancies
that
detract
from
the
pedestrian
experience
• They
can
establish
momentum
around
a
targeted
area
• They
are
more
conducive
spaces
for
artists
and
entrepreneurs
to
pilot
creative
entertainment
and
retail
ideas
For
these
reasons
we
recommend
that
Worcester
focus
on
targeted
districts
where
smaller
scale
projects
can
have
a
significant
Impact.
Targeted
Area
1:
Main
Street
Music
and
Nightlife
District
• There
are
a
number
of
small
vacancies
on
Main
Street
• Presence
of
existing
nighttime
uses
(Palladium,
Mechanics
Hall,
Bluri,
The
Venue,
The
Citizen,
People’s
Kitchen)
create
the
opportunity
to
create
a
true
downtown
nightlife,
music,
&
dining
center
• Concentration
of
major
venues
and
establishments
exist,
and
the
city
could
build
from
strength
to
fill
in
gaps
and
market
the
district
• On
Friday’s
Woo
Bus
stops
at
Main
and
George,
a
block
away
from
this
proposed
district.
Expanded
Woo
Bus
service
may
facilitate
participation
of
college
students.
Targeted
Area
2:
Hanover
Theater
District
• There
are
a
number
of
small
vacancies
on
Franklin
street
• This
area
presents
the
potential
to
establish
momentum
and
excitement
in
the
district
due
to
the
concentration
new
residential
developments
of
Bancroft
Commons
and
City
Square.
• Focus
on
supporting
the
development
of
amenities
for
new
residents
–
cleaners,
coffee
shops,
small
grocery,
and
other
services.
• Development
of
nightlife
and
restaurant
amenities
that
compliment
the
Hanover
theater
would
allow
the
area
to
better
capture
Hanover
patrons
before
and
after
performances.
Alternatively,
providing
clear
wayfinding
to
other
nightlife
districts
such
as
the
Canal
District
or
the
“uptown”
nightlife
district
on
Main
Street
(see
above)
could
support
existing
and
emerging
districts.
19. Worcester
Downtown
Analysis
Braithwaite,
Graham-‐Bailey,
Hadwin,
Howland
19
Encourage
artisan
and
temporary
“pop
up”
businesses
in
areas
with
smaller
storefront
commercial
vacancies
While
it
might
take
time
to
attract
desirable
long-‐term
tenants
to
smaller
storefront
vacancies,
in
the
interim
the
City
should
consider
implementing
temporary
or
“pop
up”
business
in
some
of
these
spaces.
This
would
allow
the
City
to
target
businesses
that
will
enliven
the
district
(through
events
and
weekend
activity)
and
support
local
students
and
artists
who
will
be
able
to
pilot
a
business.
New
Haven’s
“Project
Storefronts”
gave
arts
Map
6
20. Worcester
Downtown
Analysis
Braithwaite,
Graham-‐Bailey,
Hadwin,
Howland
20
related
businesses
a
free
6-‐month
lease
and
$500
in
tenant
improvement
costs
to
operate
a
business
in
a
cluster
of
formerly
vacant
properties.
These
businesses
held
weekend
and
evening
events
to
increase
foot
traffic
to
the
district
and
allowed
arts
based
entrepreneurs
a
space
to
sell
their
merchandise.
The
City
then
worked
with
the
business
owners
who
wanted
to
operate
more
permanent
stores
after
the
6-‐month
pilot.
Create
summer
or
monthly
“Worcester
Nights”
event
where
restaurants
stay
open
late
and
offer
promotional
deals.
A
special
weekly
or
monthly
"restaurant
night"
program
would
encourage
residents
and
visitors
to
patron
food
establishments
and
activate
the
downtown
in
the
evenings.
Restaurants
could
stay
open
late
and
partner
with
one
another
to
provide
special
deals
and
incentives
for
patrons
to
visit
multiple
venues
in
one
night.
The
Woo
bus
could
bring
students
to
these
monthly
events.
Address
Large
Scale
Vacancy
Develop
creative
interim
uses
for
large
vacant
buildings.
The
large
vacant
buildings,
especially
those
located
at
the
north
end
of
Main
Street,
may
require
significant
time
to
find
an
appropriate
developer.
However,
if
they
could
safely
be
opened
with
little
renovation,
the
City
should
look
to
activate
these
spaces
for
creative
public
uses.
Possible
temporary
programming
could
include
artist
workspaces,
public
markets,
or
alternative
performance
spaces.
The
City
could
also
sponsor
a
competition
for
college
students
to
create
development
proposals
for
the
large
vacant
spaces.
Encourage
Development
of
New
Bars
and
Restaurants
Consider
creating
a
culinary
school
or
working
with
an
existing
college
to
develop
a
culinary
program.
A
culinary
school
would
attract
students
to
Worcester
who
are
interested
in
opening
food
establishments
and
may
choose
to
do
so
in
Worcester
after
they
graduate.
The
school
could
locate
downtown
and
could
also
rent
out
commercial
kitchen
space
to
local
food
entrepreneurs.
A
kitchen
incubator
could
also
foster
new
food
businesses,
similar
to
ones
implemented
in
New
York
City
(Hot
Bread
Kitchen)
and
San
Francisco
(La
Cocina)
that
provide
technical
support
and
commercial
kitchen
facilities
to
low
income
and
immigrant
entrepreneurs.
Develop
a
partnership
with
local
colleges
where
students
can
spend
their
“dining
dollars”
in
Downtown
restaurants.
Many
colleges
have
dining
accounts
for
students
to
prepay
for
their
meals.
Some
colleges
have
developed
programs
to
spend
these
“dining
dollars”
in
off-‐campus
food
establishments.
UMass
Lowell
students
can
spend
their
meal
funds
at
over
30
restaurants
in
Lowell.
A
similar
program
in
Worcester
would
encourage
students
to
frequent
Downtown,
encourage
new
restaurant
development
and
support
existing
restaurants.
21. Worcester
Downtown
Analysis
Braithwaite,
Graham-‐Bailey,
Hadwin,
Howland
21
Increase
Walkability
and
Improve
Urban
Infrastructure
Initially
focus
on
attracting
new
restaurants
and
bars
to
a
targeted
area.
Creating
a
cluster
of
restaurants,
even
if
just
a
very
few
restaurants,
could
seed
the
development
of
a
dining
district
within
the
Downtown.
The
pedestrian
nature
of
the
area
will
be
more
apparent
with
a
denser
fabric
of
food
options.
If
late
night
activities
are
near
to
each
other,
people
will
feel
safer
walking
around
between
them.
One
prime
area
to
focus
on
could
be
the
few
blocks
near
the
Hanover
Theater.
Besides
drawing
visitors
to
the
Downtown,
the
theater
is
close
to
the
Bancroft
Commons,
which
the
Mayo
Group
noted,
will
eventually
house
a
high-‐end
restaurant.
Implement
clear
signage
to
improve
the
pedestrian
experience.
As
noted
in
the
City’s
wayfinding
analysis,
improving
visual
connectivity
and
information
could
greatly
improve
the
pedestrian
and
driving
experience
in
Worcester.
Moreover,
the
Downtown
is
in
close
proximity
to
other
high-‐value
neighborhoods,
like
the
Canal
District.
While
changing
infrastructure
can
be
costly
and
time-‐
consuming,
installing
signs
can
be
a
lower-‐cost
alternative,
which
will
improve
legible
connections
to
other
cultural
assets.
Ensure
that
City
policy
is
aligned
with
City
goals
to
revitalize
Downtown.
In
2008,
the
City
banned
food
trucks,
which
limited
opportunities
to
enhance
pedestrian
activity
and
food
diversity.
Food
trucks
and
street
vendors
can
help
bring
activity
to
vacant
areas
and
planned
food
truck
events
could
bring
in
students
from
surrounding
colleges.
More
life
on
the
streets
would
spur
other
investment
in
Downtown
venues,
could
improve
the
streetscape,
and
address
concerns
of
street
safety.
The
City
should
evaluate
policies
and
regulations
to
ensure
they
support
the
goal
of
revitalizing
Downtown.
