dusp- presentation 041012

8/2/2019 DUSP- Presentation 041012

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Developing Interventions

for Fields Corner

11.436 Greenhouse Studio

Massachusetts Institute of Technology

Department of Urban Studies and Planning

Tuesday, April 10, 2012


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OVERVIEW OF PRESENTATION

Where we stand

Framework

Key criteria

Areas for

intervention


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PRESENTATION TO VIET-AID BOARD Presented our findings to Viet-

AID board and othercommunity leaders.

Heard five major areas of

concern:

Collaboration/Communityengagement

Public realm: Cleanliness/

Safety

Housing: New/Existing,Affordable/Mixed income

Jobs/Businesses

Absentee Landlords


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Our vision is a vibrant and diverse Fields Corner. Cross-cutting issues include:

Environmental Health

Community Engagement Equity

Livability

Affordability Wealth Generation and Economic Opportunity

SUSTAINABILITY FRAMEWORK


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Connection to sustainability framework

Capacity (our class and Viet-AIDs)

Cost

Feasibility

Impact

Timeframe (short vs. long term)

CRITERIA FOR INTERVENTIONS


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Housing/Residential Dealing with absentee landlords Energy efficiency/weatherization andindoor air quality

Tenant organizing

Economic/Commercial Dealing with absentee landlords

Energy efficiency/weatherization

Business development and greenentrepreneurship

Public Realm Commercial faade improvements Streetscape and public spaceimprovements

Neighborhood connectivity

CATEGORIES FOR INTERVENTIONS


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Housing/Residential


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HOUSING QUALITY: RATIONALE

AND KEY FINDINGSRationale:

Housing quality is key to ensuring neighborhood livability and has serious

health and affordability implications.

Housing quality improvement projects have great potential for tenant and

renter organizing.

Findings:As of 2010 about 75% of Dorchester housing stock was built before 1939.

Most of Fields Corners housing stock have never been remodeled.

During our neighborhood visits we found a lot of run-down buildings.

Old housing stock tend to suffer from poor housing code enforcement,

including issues of structural and fire safety and health (issues of indoor air

quality, vermin, roaches, mold, lead, asbestos, ground contamination).

Fearing retaliation, low-income and immigrant communities tend not to

complain about housing quality to municipal code enforcement agencies.

Code enforcement programs are often harbingers of gentrification and

displacement.


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HOUSING QUALITY: BEST PRACTICES

AND NEXT STEPSBest practices

Low-income communities organize (often as tenants associations) to

demand regular inspections of dilapidated buildings and ensure that they will

be renovated as long-term affordable housing.

Communities/CDCs/NGOs work with government to redirect its housing code

enforcement to move buildings into tenant, community or CDC/NGOownership.

Different financial and operation schemes can be used to finance building

improvements and convert rental housing to tenant ownership.

Next Steps

Get more data on housing quality issues.Analysis of Bostons building, sanitary and fire safety codes and related

ordinances (e.g. sanitary code enforcement happens with each new renting).

Contacting Boston Code Enforcement Division to inquire about Fields Corner.

Confirm Viet-AIDs interest and identify potential community partners.

Tie into other absentee landlords and community organizing initiatives.


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Rationale

Increase discretionary income

$350 - 450 annual energy costssavings per household (DOE 2008,

2009) Improve environmental quality

Key Findings

Landlords lack incentives to

upgrade rental units. There is a need tofacilitateaccess

to available programs andcoordinate across community, city,state, and federal levels.

ENERGY EFFICIENCY: RATIONALE

AND KEY FINDINGS


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What: Physical retrofits and behavioral

change. Weatherstrip windows, doors, atticaccess and air leaks.

Install energy efficient lighting, airheating and water heating equipment.

Add insulation to facades andwindows.

Build awareness about energy-savingbehavior.

How: Seek partnerships to participate inexisting programs.

Weatherization Assistance Program(WAP) of Action for Boston CommunityDevelopment (ABCD).

ENERGY EFFICIENCY: NEXT STEPS


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Rationale Property neglect impacts safety,

quality of life, and affordability. A barrier to energy efficiency

improvements is that they requireowner participation.

Key Findings Anecdotal evidence suggests the

prevalence of absenteeism inFields Corner.

Bostons Code EnforcementDivision is largely focused on trashdumping and illegal vending and

advertising.

ABSENTEE LANDLORDS: RATIONALE

AND KEY FINDINGS


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Investigate best practices:

Rental Registry Program.

Expansion and proactive

enforcement of city codes. Receivership for severely

blighted properties.

Work with tenant rights

groups to collect data onlandlords in Fields Corner.

Research current practices

of City of Boston.

ABSENTEE LANDLORDS: NEXT STEPS


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Viet-AID

Does not have the capacity to administer neighborhood-

scale housing quality improvement, energy efficiency and

weatherization programs on its own.

Needs a strategy to engage and organize both Vietnamese

and non-Vietnamese renters.

Could benefit from partnering with groups that have more

experience in community and tenant organizing,

weatherization/EE programs and code enforcement.

PARTNERSHIPS AND ENGAGEMENT:

RATIONALE


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Key Findings

Viet-AID is interested in community organizing, but needs a

specific outlet before it expands its capacity in this area.

Other neighborhood organizations are more organized

around environmental justice and public health issues.

Next Steps

Determine what role Viet-AID could play (depending on theprogram, the partners involved and the funding source).

Gauge other neighborhood orgs interest and capacity in

housing quality and weatherization/EE initiatives.

Establish framework for collaboration and outreach.

PARTNERSHIPS AND ENGAGEMENT:

KEY FINDINGS AND NEXT STEPS


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Economic/Commercial


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There is a need to: Increase economic activity in

the central commercial area.

Provide more products and

services within theneighborhood.

Make the neighborhood look

better and feel safer. Generate wealth through

local entrepreneurship and

job creation.

RATIONALE


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KEY FINDINGS

Fields Corner has highcommercial vacancy rates.

12.5% of commercial squarefootage is vacant.

Of 30 empty spaces, 12 are

not currently in rentablecondition.

Fields Corner has higher

unemployment than Bostonas a whole.

18% in Fields Corner, 9% inCity of Boston.


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KEY FINDINGS

Core community retail areasinclude:

515,000 square feet in smallstorefronts and shoppingcenter.

150-200 existing businesses.

Fields Corner has a lower shareof retail businesses compared to

other neighborhoods in Boston.Potential unmet demand for:entertainment, fitness, homefurnishing, clothing/shoes, etc.


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NEXT STEPS:

PHYSICAL IMPROVEMENTS Make spaces business-ready.

oGrants, loans, code enforcement (carrots and sticks)

Make improvements to existing businesses.

o Facades, energy efficiency upgrades


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NEXT STEPS: WEALTH CREATION

Provide technical assistance

for businesses.Business planning, marketing and legal

services for start-ups and existing

businesses.

Potential focus on green businessesand green business practices.

Identify financing sources:

start-up and working capital.

Promote workforcedevelopment for residents.

Connect with growth segments in the

Boston economy.


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PUBLIC REALM

Public Realm


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RATIONALEEffective design can help

create:A vibrant commercial core

Clear connections within

Fields Corner

Improved connectivity to

greater Boston

Walkable neighborhoods that

enhance the pedestrian

experience

Accessible streets

Visual continuity


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KEY FINDINGS

Key intervention areas include: Streetscape design guidelines

Pedestrian circulation

Commercial facades


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NEXT STEPS

WHAT WILL WE PRODUCE?

Visualizations of what Fields Corner

could be

Design guidelines

Design intervention proposals in

response to site conditions Implementation strategies

HOW WILL VIET-AID USE IT?

Work with local businesses on small

scale improvements Engage community to create shared

vision

Lobby city government to implement

community vision

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