Harvard Allston Task Force IMP Comment Letter Final 10-5-13

7/27/2019 Harvard Allston Task Force IMP Comment Letter Final 10-5-13

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Harvard Allston Task ForceNorth Allston Brighton, Massachusetts

October 5, 2013

Mr. Gerald AutlerSenior PlannerBoston Redevelopment AuthorityBoston City HallBoston, MA 02210

Re: Harvard University Institutional Master Plan, dated 7/26/13Sub: HATF Comments on IMP and Community Benefits Report

Dear Gerald:We are pleased to submit this report for your review. This report is a result of over 10 year's work ofmany volunteers from the Community, Non Profit Organizations, School Committees, City of Boston,Harvard University, and the Task Force. We are optimistic and excited about many ideas in the IMPand their coming to fruition. Over the past 60 days, we reviewed this impressive IMP and called onyears of meetings, notes, reports, agreements, studies, IMP (s), and our colorful history to generate thisreport.The report includes three sections:

Executive Summary - identifies major concerns with the IMP. IMP Comments - details the concerns with greater focus. Community Benefits - these are separated into four fields: Education, Employment andWorkforce, Housing, and Open Space.

We take a long range view of the IMP. With a 10 year IMP, the ramifications to the Community aretimeless. Our realization and study of this fact leads us to understand that what we do today affectsmany generations. With billions in development planned, there is an impact to quality of life that isdifficult to quantify. Additional resources are required to mitigate these affects. From thisperspective, please consider the following:

1. Harvard's IMP goes beyond a building by building development plan. It has to be assessed inits whole and its effects on a Community. An equal and determined effort is required tocompensate for this development and insure neighborhood stability in the four fields ofcommunity benefits.

2. Harvard's contribution in the form of Community Benefits needs to be "Transformational", asdefined in the current Cooperation Agreement between the BRA and Harvard (Science Center)and further defined as the simultaneous and orchestrated progress ofthe four fields. No onefield should progress without the other. They advance together where balance and synergy isoptimized.


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Mr. Gerald Autler, 10-5-13, page 2

3. This is unprecedented neighborhood development in modem times. No Boston institution hasacquired so much land and set its sights on this magnitude of vision. To accomplish theirvision, Harvard has reached out to third parties to develop their land as income producingproperties. The Community is now faced with commercial development districts instead ofacademic precincts, the latter being preferred. The Community would like to explore inconversation a percentage of this income as a sustainable revenue stream to fund benefits.

4. In April 2008, the BRA and Harvard negotiated a Cooperation Agreement that stipulatedbenefits and specific funding for Community Benefits. We seek to fund this IMP'sCommunity's Benefits program on a commensurate basis, using a similar formula, as thisScience Center Cooperation Agreement.5. We request a process called the Evaluative, Planning, and Implementation Process (EPIP) toresolve the IMP comments and agree on a final Community Benefits package. We request this

process (with BRA, Harvard, and the Task Force) to commence immediately so that majorcomments and benefits can be resolved prior to the scheduled BRA Board vote on October 17,2013.6. The IMP/Community Benefit package will allow some flexibility over its 10 year duration.Some Community Benefits will be accelerated to increase quality of life. Decisions of whenand what benefits will be triggered can be resolved through the EPIP.7. The BRA has requested that the Task Force re-prioritize the Community Benefits to a"shortlist". And on October 2,2013, Harvard presented its proposal on Community benefits.

The Task Force is reviewing this presentation and the BRA's request to reprioritize benefits inthe light of Harvard's presentation. However, before the Task Force starts decreasing thescope of community benefits to a shortlist, the EPIP will address and resolve items 1 - 4 above.We suggest that the number one priority is to resolve the Comments and Benefits package through theEPIP. The Task Force, upon satisfactory resolution of these issues, is happy to endorse this IMP andrecommend to the BRA Board a full approval.We believe the recommendations in this report can be transformative to this Community, Harvard andthe City of Boston. Our solid working relationships with the City and the University can further ourdialogue and evaluation of the comments and benefits and produce a one of a kind world classneighborhood. We hope and look forward to our continued success.

Respectfully submitted,

Ray MelloneChairman Tim McHaleSpecial Projects


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Harvard Allston Task ForceExecutive Summary

Harvard University's Institutional Master PlanThis summary is to be used in conjunction with the HATF IMP Comment letter that follows inthis report. Please refer to this letter for further information and details on the below topics.

The Harvard Allston Task Force recommends that the Boston Redevelopment Authority notapprove the following sections of the Harvard IMP: Gateway Project. Mixed Use Facility & Basketball Venue. Interim uses such as construction support on the Charlesview / Depository Library site. Creation of surface parking lots on the Charlesview / Depository Library site.

While we look forward to development on these sites, we believe they need to be fully re-programmed as part of the Evaluation Planning and Implementation Process.The Harvard Allston Task Force recommends that the Boston Redevelopment Authority approveall other proposed projects subject to the following requirements.

1. Creation of 500 units of homeownership housing to mitigate the impact of 500 rentalunits proposed for Barry's Comer.

2. Fair Labor Practice & Living Wage Agreement pertaining to construction and post-construction operation of all IMP projects.

3. Design Alternative study to examine alternatives to altering historic Harvard Stadium.Additionally, we recommend that the BRA's approval of the IMP be accompanied byrequirements that Harvard collaborate with the BRA and Task Force to develop the followingmutually accepted plans before construction begins on any project approved in this IMP:

1. Construction Management - A series of 3-year neighborhood-wide comprehensiveconstruction management plans. The first plan, for the years 2014-2017, should becompleted by January 2014 and include all demolition and construction planned for thisperiod.

2. Transportation - The design and implementation of a transportation plan that includes:a. A mode share goal equal to Harvard's Single Occupancy Vehicle goal of25% in

Cambridge and an associated monitoring and reporting program.b. Interceptor parking lots at the periphery of our community to minimize traffic onresidential streets and across and along Western Ave and North Harvard Street.c. The design and construction of Stadium Way and the intersection of Windom

Street and Science Drive before completing construction of the Science Complex.Special attention should be given to the quality of life for residents of WindomStreet.

d. A Special Events Parking &Transportation Study.


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e. A Parking Utilization Study of existing parking and future parking needs, basedon trends in driving and car ownership, Harvard's mode share goal, and potentialfor shared use parking lots.

f. A Residential Parking Protection Program to protect neighborhood streets fromspillover parking.

g. The Cambridge St / Railyard Bypass Road on the former rail line that travels fromCambridge Street (across from the end of Lincoln Street), under the Mass Pike,along Cambridge Street, under the Mass Pike overpass, and into the formerRomar lots.

3. The relocation of the activities at 28 Travis Street during the term of this 10 year IMP.4. The relocation and consolidation of the activities at 1230 Soldiers Field Road to supportthe transformation of Everett Street into the "wide promenade lined with newdevelopment along the west side of the street" proposed in the Strategic Framework.5. A completion date for partial construction of the Greenway during the timeframe of this

IMP.


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O.IntroductionWe appreciate the considerable effort that went into Harvard's latest 2013 two volume

Institutional Master Plan (IMP) for Harvard University in Allston, submitted to the BostonRedevelopment Authority on July 26,2013.

The first IMP volume contains seven sections totalling 264 pages, while the second IMPvolume, entitled 'Appendices' consists ofthree sections totalling 244 pages. While weappreciate the thoroughness and volume of work in these two volumes, we expect Harvardand the BRA to understand the enormity of the responsibility before the Task Force (andcommunity); to absorb all this material and submit its comments - aswell as develop athoughtful, comprehensive response to the numerous planning, programming anddevelopment issues put forward in this latest ten-year Harvard IMP - within the short timeframe suggested.

In what follows the Task Force wishes to show its support for certain projects within thisIMP; to indicate others which the Task Force can support only conditionally, after furtherthought, dialogue and resolution result in substantive changes to the IMP as submitted;and, most crucially, to declare our opposition to two ofthe IMP's nine projects in theircurrent form. As these are the two projects which will most shape Barry's Comer forgenerations to come, and will most define the University campus's connection to the NorthAllston community, we urgently call on Harvard University and the BRA to engage withour community in some form of Evaluation Planning and Implementation Process(EPIP) to redefine the nature of these projects before this IMP is approved andimplemented.

Harvard's commitment to "enhance the relationship between the University and theneighborhood" is an essential consequence of its acquisition of substantial land holdings inNorth Allston/North Brighton We expect Harvard to share some portion of its enormousassets, both fmancial and qualitative, educational and institutional, with our community atthe same time as it deepens its partnerships with our schools, neighbors and local nonprofits.Such a partnership in development is critical to the future well-being of the NorthAllston/North Brighton community, and we would like to see this collaboration carried onthrough the Evaluation Planning and Implementation Process (EPIP).


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Harvard's goal to provide workforce tools, training and resources opens up opportunities forthe North AllstonlBrighton workforce, especially in light of Harvard's plans for significantphysical and educational expansion in this community. The workforce development goalsthat Harvard has adopted are supported by the Task Force and will be further discussed andrefined in the Evaluation Planning and Implementation Process (EPIP).

Harvard's IMP lists a series of 'Key Objectives', which include the creation of a new networkof green spaces, enhancement of the public realm, promotion of environmental sustainability,strengthening of pedestrian connections and improvements to transportation corridors. Theseare all worthy objectives and commitments by Harvard and are fully supported by the TaskForce, recognizing that they will be further discussed and refined in the Evaluation Planningand Implementation Process (EPIP).

Other areas listed by Harvard in this 2013 Community Benefits Proposal as part of itsInstitutional Master Plan were presented to the Task Force on August 14,2013 under the title,'Proposed Community Benefits Public Realm.' These specific proposals need to be revisitedin relation to the Task Force's own Community Benefits matrix and proposals attached to thisdocument. We call on Harvard and the BRA to implement to the greatest possible degreethe Community Benefits which the Task Force, with large involvement of the NorthAllstonlNorth Brighton community, has assembled through many hours of carefulresearch and discussion, and we suggest that the Evaluation Planning and ImplementationProcess (EPIP) would be a useful forum for reviewing and implementing those benefits.

We call on Harvard to recognize that in acquiring vast landholdings in Allston(approximately 341 acres, which represents roughly 45.8% percent of North Allston),Harvard must assume a major responsibility for the well-being and development of ourcommunity, and we insist that Harvard's program of Community Benefits and mitigationswithin this IMP, as well as the planning and parameters represented by the IMP itself: becommensurate with that enormous responsibility.

Currently, as we understand the IMP as submitted, funding for community benefits would bederived from the nine new development projects anticipated over a five to ten year period. To2/Page


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predicate funding for the future well-being of the North AllstonINorth Brighton communityon the sole basis of these projects is grossly inadequate. Therefore, we call on Harvard, withsupport from the BRA, to work with the Task Force and larger community to commitsubstantially greater levels of funding to Community Benefits and communitydevelopment, funding commensurate with the extraordinary impacts that our community willexperience over the ten-year IMP development period and for many years to come.

Evaluation Planning and Implementation Process (EPIP)The key to the Task Force and community being able to effectively contribute to facilitatingthe various extensive projects and programs spelled out in detail inHarvard's IMP ANDCOMMUNITY BENEFITS is the ability ofthe Task Force to fully engage in a collaborativeevaluation process and to have the technical support (when needed) to achieve the goal ofimplementing such a complex lO-year IMP. Therefore, the Task Force requests that THEBRA provide DEDICATED STAFF AND/OR CONSULTANTS for this technical supportrepresentation on an as needed basis to be determined TO RESOLVE IMP COMMENTSAND IMPLEMENT COMMUNITY BENEFITS.Harvard's IMPIn Section 5.0, District Plans & Project Descriptions, beginning on page 113 of the IMP,there is a more detailed explanation of what is called Allston's four districts. These fourdistricts include:

Barry's Corner, including the properties that face into the intersection of WesternAvenue and North Harvard Street. The Science &Enterprise area between the Greenway and Western Avenue. The Academic area comprising the Harvard Business School, University Housingand an area of future academic growth between Western Avenue and North HarvardStreet. The Athletics area, comprising fields and buildings for athletics and recreationaluse.

We recognize that each of these four districts are quite different in their functions and areindividually crucial to the success of Harvard's substantial expansion inAllston. Wetherefore treat each ofthem separately.

I. Barry's Corner District

Barry's Comer is the physical heart - the village square - ofthe new North Allstoncommunity. Therefore, successful development of this strategic area is critical to establishing3/Page


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the future interface between Harvard and the North AllstonINorth Brighton community. Thishas been a shared goal through many years of planning. The Task Force and community callon Harvard to consider how it might be possible to significantly speed up development sothat this vision can be implemented more quickly and congruently.

Under the Barry's Comer District Planning Objectives on page 119 ofthe IMP, the followingprinciples are put forth:

Develop a mixed use district at the intersection of the neighborhood and Universitywith strong connections to adjacent communities Establish a diverse mix of uses that activate Barry's Comer during the daytimeas well as evening and weekends. Address academic needs, while creating newhousing and retail opportunities Create the identity and vitality of an urban square over time, with sufficient densityto support retail and an active public realm Balance the crossroads so that activity centers on the Grove. The Grove is seen asa vibrant gathering place with a simple landscape palette of turf, trees, hardscapeand seating Transform the area with an accessible, interconnected and continuous landscape,canopy trees and green spaces. The landscape of Barry's Comer can play animportant role in making the district comfortable, memorable, and sustainable Enhance the landscape function and ecological processes of the district Make the intersection safer and more comfortable for bicyclists and pedestrians Provide on street parking for traffic calming and to support retail at Barry's Comer Tighten pedestrian connections at the intersection of West em Avenue and NorthHarvard Street Establish new streets that address vehicular circulation and that also provide newpedestrian connections to and from key destinations such as Smith Field, Barry'sComer Grove and other open plaza areas

The Task Force and community fully support these planning objectives. Our comments thatfollow reflect our views that these important goals require substantial changes to crucialportions ofthe IMP as submitted in order to establish a framework for the successfuldevelopment of our community's new centerpiece.

The IMP focuses on five areas of activation and development of Barry's Comer. These are:Area One: The Grove; Area Two: Samuels &Associates private development of housing andretail; Area Three: 224 Western Avenue Renovation; Area Four: the Gateway project; andArea Five: mixed-use facility and basketball venue.

The following represents our response to each ofthese five components ofthe IMP withregard to Barry's Comer:

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i. Area One - Barry's Comer GroveThe grove consists of trees and green space already existing at the northeast comer of theintersection of North Harvard Street and Western Avenue. The plan describes this area asbecoming a 'town square' or 'town common'. The Task Force and the community supportsaving these trees and creating this green space, but before the Task Force can support theconcept of the Grove, we need to understand how Harvard intends to advance its planningfrom a simple grove of trees into a real community plaza, with room for public gatherings,cultural events, and the other elements implied by a 'town square.' How this spaceintegrates with the development of the proposed Gateway Project is a large,unanswered question in understanding whether and how the Grove can fulfil itsessential function as central plaza or 'town square'. The proposed Evaluation Planningand Implementation Process (EPIP could be a useful forum for resolving these questionsabout the Grove.ii. Area Two - Samuels &Associates private development siteThis area begins at the intersection of North Harvard Street and Western Avenue and extendsnorth to the intersection ofthe proposed new street called South Campus Drive, with SmithField Park and Playground abutting the west side. The Task Force and community supportthis development, but we need further discussion about enhancing the interface of SmithField Park and Playground, the only large active community recreation open space in theimmediate area. We expect this discussion to take place within the Master Planning for SmithField that is scheduled to begin soon. The Task Force wants this effort to form part of itsEvaluation Planning and Implementation Process (EPIP).

The Task Force also recommends that the BRA, Samuels Associates, and Harvard reconsiderthe construction of a roadway-"Ivy Lane"-bordering Smith Field on the east, and considermaking an entirely green edge to the park on that side.

iii. Area Three - The former Verizon Building at 224 Western AvenueThis facility will house two uses. The first use is the Harvard Ceramics Program, knowninternationally for its leadership in the field as well as providing a "creative learningenvironment for a dynamic mix of members of the public fromNorth Allston and greaterBoston." Its programs serve professionals, artists, and students. We support this use, but wemust insist that Harvard to be more attentive to impacts on the adjacent residential area,S IP agc


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which have been substantial in the construction phase to date. The other portion of thisbuilding is proposed to house the Education Portal and its extensive educational andcommunity functions, with special emphasis on children's programs. It is strongly suggestedthat a community dialogue take place as to the most appropriate long-term space for theEd Portal. Consideration should be given to locating the Ed Portal in the Gateway Project.iv. Area Four - Gateway ProjectIn terms of siting and design, the Gateway Project is intended to enliven Barry's Comer;enhance the pedestrian environment; and link students, staff and the community. It willdirectly abut the existing grove of trees, and should provide informal seating, spaces formusic and performance as well as a gathering place for the community. It will providepedestrian permeability between Barry's Comer Grove and the Harvard campus to thenortheast and east.Quoting from the IMP, Urban Design and Site Planning Principles (Page 133), the purpose ofthe Gateway project is to:

Create a permeable edge linking Barry's Comer to the future academic area tothe northeast, and which responds to newly constructed mixed use projects atBarry's Comer Provide opportunities for community interface by enhancing the University'spresence in Barry's Comer, including office uses complementary to housing on thewest side of North Harvard Street Engage projects and streetscape improvements with the Grove and bring vitalityto Barry's Comer Create an inviting public realm Create a visible campus gateway from points south and west, acting as a landmarkand opportunity to establish an important view corridor Design the facade of the building to engage the public with activities and viewswithin the building Plan for pedestrian circulation through the site to connect with streets and path toand from Barry's Comer Reinforce the focus of Barry's Comer at the Grove

Development of this site could also provide an important complement to the Samuels &Associates Residential and Retail Complex just across North Harvard Street, adding neededretail, amenities and activity. As currently proposed, this Gateway project will add asignificant amount of space, totalling approximately 300,000 square feet. This could includebetween 35,000 and 50,000 of much needed retail space, but Harvard's intentions arecouched in imprecise language that offers no real guarantee of its eventual uses. We arequite concerned that the majority of allocated space is designated for service and/or61Page


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other institutional uses, and we worry about these uses and their contribution to the lifeand activity of Barry's Corner. We are therefore unwilling to support this projectwithin the IMP. Harvard must offer some substantial guarantees that communityaccess, retail, cultural uses, and other public functions will constitute a major portion ofthis project, and that it will therefore justify its occupancy of this central parcel bycontributing to the vision that has emerged in all previous planning documents of avibrant, permeable, publicly accessible Barry's Corner.

We are also concerned with its lateness in the development timetable (2020-2024). Webelieve that the whole success of integrating Harvard and the community at Barry's cornerhinges upon completing this Gateway development cluster in tandem with completion ofthe Samuels &Associates development. Both projects complement one another. Samuels &Associates' 325 units of housing and approximately 45,000 square feet of retail space and theGateway's 300,000 square feet with a potential for 35,000 to 50,000 square feet of retailspace should be planned and, if possible, developed concurrently. Ifthe Samuels &Associates development begins construction in 2014, as is currently planned, and theGateway project is scheduled for 2020-2024, we are very concerned that this considerablelapse in time will jeopardize the successful marketing of Samuels &Associates retail and willhave a negative impact on the overall success of the redevelopment/revitalization of Barry'sCorner. It will also extend the length of time the community endures the impact ofconstruction traffic and noise.v . Area Five - Mixed Use Facility and Basketball VenueThe following description of this mixed use facility and basketball venue is taken from theIMP Product Elements on page l35:"The University intends to build a new basketball venue - with the balance of the site accommodatingadditional residential and retail uses. The new basketball venue is currently envisioned to beapproximately 60,000 square feet and would include approximately 3,000 seats (approximately 1,000more than the existing Lavietes Pavilion), locker rooms, athletics offices, and concession areas ... Thenon-basketball portion of the project will include between approximately 200,000 and 250,000 squarefeetof residential space and approximately 10,000-30,000 square feet of ground floor retail. Recognizing thata basketball venue alone does not provide significant opportunities for active street uses outside of eventdays, the intent of the project is to provide a mix of uses that will activate the street and bring activity tothe site and to Barry's Corner throughout the day and all year long. "Under Urban Design and Site Planning Principles on Page l36 ofthe IMP are listed thefollowing:

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Locate basketball facilities so that they relate to both Barry's Comer and theAthletics district Locate active mixed uses on North Harvard Street and include public spaces/plazasat entries to the facility Create variable massing on "Ivy Lane" opposite the Barry's Comer Residential andRetail Commons Provide a recognizable entry to Barry's Comer on North Harvard Street (arrivingfrom east) Extend pedestrian circulation through to Smith Field from the Grove Provide continuity of built form and streetscape that is compatible with and extendsthe design of Barry's Comer Residential and Retail Commons Maximize views to the Harvard Stadium Create an active edge on development facing Smith Field, carefully locating

The Mixed Use Facility and Basketball Venue, according to the IMP, was designed and sitedbased on maintaining Harvard's athletic facilities within the existing extensive athleticfacilities and various playing fields along the northwest side of North Harvard Street. Theexisting facilities include Harvard Stadium, McCurdy Outdoor Track, Gordon Indoor Trackand Tennis Facility, Bright Hockey Center as well as various outdoor playing fields forsoccer and lacrosse. We can therefore understand Harvard's desire to add a basketballcomponent in this same athletic area, but Harvard must appreciate that by bringing itsathletic area right into Barry's Corner with this facility it compromises the delicatebalance between campus and community uses that constitutes the larger urban plan forBarry's Corner.

From the Allston community's perspective, a residential use that effectively means dormitoryspace for the exclusive use of up to 200 Harvard graduate students in no way enhances thesense of Barry's Comer as an intersection of campus and community. On the contrary, itclearly extends an exclusive campus use right into Barry's Corner. The intended retailcomponent located along the north side of North Harvard Street is far too limited to performits function of complementing the retail and residential elements of Samuels &Associatesdevelopment.

The Task Force and community want to better understand whether the residential units andbasketball venue will be substantially vacant or unused for significant portions of the year,;how the placement of the residential and retail functions will contribute to strengthen anactive pedestrian-orientated North Harvard Street; what community uses will be included inthe programming for the basketball facility; and where parking will be located.

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In light of the 325 rental units inthe Samuels project, and up to 200 student rental unitsproposed for the basketball/mixed use facility, and in the total absence of any other housinginitiatives either within the IMP or in any parallel community planning initiative, the TaskForce has serious concerns about how Allston, with acutely low rates of home ownershipand a substantial need for affordable ownership opportunities, will meet its housinggoals. This question ismade more acute by Harvard's near-monopoly ownership ofdevelopable land in North Allston! North Brighton. The Task Force and community thereforeoppose this project as part of the IMP until Harvard revises its plan to address theseconcerns, and undertakes to redress the imbalance in housing opportunities throughoutNorth AllstonlNorth Brighton by instituting the development of additional affordablehousing.vi. Area six-Western Avenue south and west of Barry's CornerThe Task Force notes that in the previous cooperation agreement signed by Harvard and theBRA as part of the Science Complex, Harvard committed to work with the BRA and thecommunity in a planning process that would include major portions of the Western Ave.corridor outside the areas of this new IMP. Harvard furthermore agreed to engage in thatplanning process before submitting this IMP-a commitnment we feel the University hasnot kept. From that cooperation agreement:The Applicant is further committed to collaborating with the Authority to advance planning for the areawest of Barry's Comer (that is, outside the existing or currently proposed Institutional Master Plan area),including planning for the long-tern use of Applicant-owned land in that same area as well as anyproperties that the Applicant may acquire in the same area. Open space, public realm improvements,retail , housing, and economic development shall be among the areas of focus of the collaborative process,and the future Cooperation Agreement by and between the Authority and the Applicant in comection withthe New IMP will include commitments to advance specific goals and projects that emerge from theprocess.

The Task Force urges Harvard and the BRA to engage with the community in such aplanning process. We call attention to our proposal in our community benefits matrix for thecreation of an Innovation Corridor along Western Ave., of a business district, and coordinatedeconomic development plan, for which Harvard's landholdings outside this IMP willconstitute an essential resource.

We further suggest that amenities in public realm and open space, cultural opportunities,housing, and retail should be part of this planning process, and we urge the BRA andHarvard to draw on the community's work in assembling its Benefits matrix as a way ofdirecting that planning process, which we further suggest would be a central part of theEPIP process we have advocated .

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Il. Science and Enterprise DistrictUnder the Science and Enterprise District of the IMP (pages 135-148) are listed these areas ofdevelopment: the former Science Complex, the back-office facilities planned for 28 TravisStreet, and the Hotel Conference Center. The following represents a description of each withcomments from the Task Force:i. Harvard is beginning the redesign construction on the currently existing undergroundfoundation of the former Science Complex to advance a program that includes laboratory andteaching space for the School of Engineering and Applied Sciences, as well as a significantarea of flexible space dedicated to cross-faculty collaboration and experiments. The buildingwill house a mix of wet and dry lab experimentalists as well as applied mathematicians andtheorists. The initial program will include approximately 550,000 gross square feet of spaceand will also include approximately 35,000 square feet in the 114 Western Avenue building,adjacent to the science center.

Under the Science Project Description on Leading Principles that will govern the design ofthe project from Page 144 of the IMP lists the following:

Maintain the previously approved above-ground square footage and maximize thebelow-grade space for usable space Increase and maximize the amount of space for academic and research purposes Design "Academic Way" to be a street running between Western Avenue and"Science Drive" (rather than a pedestrian path) Design "Science Drive" to connect Rotterdam Street to "Academic Way"

Under the heading Urban Design and Site Planning Principles from Page 145 ofthe IMPlists the following governing principles:

Maintain the previously approved above-ground square footage and maximize thebelow-grade space for usable space Increase and maximize the amount of space for academic and research purposes Design "Academic Way" to be a street running between Western Avenue and"Science Drive" (rather than a pedestrian path) Design "Science Drive" to connect Rotterdam Street to "Academic Way" Extend the street wall of Western Avenue facade, with appropriately dimensionedsetbacks and landscaping in setback, and create active ground floor uses alongWestern Avenue Create visual presence at the Western Avenue main entrance, visible from Barry'sComer and from comer of Western Avenue and East Drive Maintain building height consistent with street and block patterns set out in theIMP and those of the approved design; reinforce primacy of Barry's Comer andWestern Avenue districts, respecting scale of residential areas Establish building density consistent with the planning principles identified for thisdistrict, higher at the north at Western Avenue and lower to the south of the site

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near residential areas Make building massing consistent with setbacks identified in the IMP along thestreet, minimizing shadow impacts on and around the site Establish building use consistent with planning objectives identified in the IMP,with academic uses between Barry's Comer and the historic campus to the northand east Maintain permeable site circulation with courtyard connections to open spacenetworks including the Greenway, and pedestrian connections to adjacent streetslike Bertram Street Plan for the building to be connected to the area's intermodal transportationnetwork

Because the new science project is not part ofthe IMP, the Task Force is not asked to review,approve or oppose it, nor has the Task Force seen any detailed proposals for its new uses. TheTask Force does observe that various public uses and access that formed part of thepreviously approved project are no longer included in the stated Urban Design and SitePlanning Principles. We consider that the new project will, because of its location, be animportant constituent of the new Barry's Corner, and we strongly encourage Harvardto reinsert these public uses and accessibility as its designs move forward.

We also note that the science project itself isjust one part of Harvard's intention to create ascience and enterprise district. The Task Force and community embrace Harvard's visionin creating this new science and enterprise district, but we recommend that Harvardconsider bringing this expanded new district to fruition much earlier than scheduled(2018-2020). As Harvard points out in the IMP, the science project can be the catalyst foradvancing the time table for development ofthe enterprise component of this district and, asthe Task Force and community point out in our EmploymentIWorkforce Developmentsection of our prioritized community benefits, the creation ofjobs is fundamental to therevitalization ofthe North AllstonINorth Brighton community.ii. 28 Travis StreetThisproject involves the adaptive re-use of aformer Comcast warehouse into approximately42,000 square foot Campus Services building with an adjacent approximately 10,000 square foot fleetmaintenance facility .... The building will be the home of Harvard's Information Technology services center,mailfacility, transportation department, Harvard University Police Department Training Facility and recyclingcenter. These uses will employ over 90 employees. Approximately 30,000 squarefeet of the main building willhouse active service uses that host over 30 visitors each day. This significant employee and visitor base willcontribute to the activation of the Barry's Corner retail center. The Campus Services building is undergoingsignificant renovation with completion estimated at September 2013.As presented above, 28 Travis Street is primarily a service facility, which includes mailingfacilities, transportation vehicle maintenance, the university police department, a training

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facility and recycling center. Because of its close proximity to the adjacent residentialneighborhood, concerns have been raised about noise, traffic and pollution. The Task Forcestrongly urges the BRA to require Harvard to relocate these uses during the 10-yearperiod of this IMP, and to begin planning for uses more appropriate to the other efforts tomake Barry's Comer a distinguished urban center.i ii. Hotel and Conference CenterThe Hotel and Conference Center is described in Section 5 on Pages 146-148 of the IMP asfollows:Within the Science and Enterprise District, the University plans to develop a hotel and conference center.It is currently planned to be located on the south side of Western Avenue, across from the Spangler Centerparking lot,framing the northern edge of the future Greenway. This location would take advantage of itsproximity to the campus, the Science project, and the long-term future development anticipated in theEnterprise Research Campus.As currently envisioned, the project will include approximately 200 hotel rooms and approximately 30,000square feet of meeting space for a total project of approximately 250,000 square feet. In addition, it isestimated that there will be approximately J 25parking spaces. It has not been determined whether thiswould be a Harvard-run facility that would cater primarily to Harvard events or whether it would bedeveloped and managed by a third-party operator who might take advantage of the proximity to theHarvard campus in Allston to attract both Harvard and non-Harvard events.The Task Force supports this part of the IMP, but only if certain changes and additionsare made to Harvard's current defmition of the project. First, the Task Force urges Harvardto make a commitment to fair labor practices and living wage guidelines for this hotelfacility, regardless of any outsourcing or leasing arrangements it may subsequently engage in,so that the Hotel and Conference Center adheres to our guidelines for workforce developmentin Allston and Brighton, and becomes a provider of good, living-wage jobs. Secondly, theTask Force urges Harvard to accelerate the timetable for executing this project so that itspurs earlier development ofjobs and the creative potential of the Science Project andEnterprise district. Thirdly, the Task Force and community members are concerned that theproposed height of the hotel is too high, and we urge that a more reasonable height limitbe established in the IMP. These concerns must be addressed before the Task Force cansupport this part ofthe IMP.

iv. Rena Park GreenwayGiven that most of HarvardUniversity's plans involve high-


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density construction, the Task Force sees open space as a critical aspect ofthe ten-year plan.Without green areas to balance future development, our neighborhood will becomeintolerably dense. We are pleased with the proposed Greenway, which is planned along acorridor southeast of the new science and enterprise district. While we understand HarvardUniversity does not anticipate construction of the Greenway until after the 10-year IMPperiod, we request that the University sign a letter of commitment to build the Greenwaywithin a IS-year time frame.

ill. Academic DistrictAs described in the IMP Section 5.4, pages 149-156, entitled Academic District, Harvarddetails its plans, building by building, of what it expects to do in renovation, replacement andnew development of academic buildings on the Business School campus and on the formerCharlesview Apartments site over the course of this lO-year IMP, and beyond:

Between North Harvard Street and Western Avenue, Harvard will continue to have adynamic academic and residential campus. The district can be considered as two sub areas:Existing Academic Area (McKim, Mead and White - designed historic campus and morerecently constructed buildings), and Future Academic Area (play fields and the now obsoleteCharlesview Apartments replaced by Charlesview at Brighton Mills). Building developmentin the district will extend south and west over time. In the long-term, new campus buildingsand quadrangles will extend the campus.

Remain consistent with the organizing principles of the historic McKim, Mead andWhite master plan, including, where appropriate, radial and axial guidelines and avariety of open space scales Provide enhanced pedestrian routes that connect from the river crossings tothe north, to Allston to the south and west, through a welcoming open space andpath network Preserve the character and identity of the campus, while allowing for the evolutionof program and building type and scale Create an active, well-defmed, and pedestrian-oriented streetscape along WesternAvenue in the long term Modulate building heights across the district to respect the scale of the historicHBS campus buildings. Allow for larger scale development towardWestern Avenue in the long term

The Task Force recognizes the significance ofthese proposed buildings and renovationprojects. Each will have a variety of impacts in the Allston community, and each willgenerate contributions to the community benefits programs. The Task Force does oppose13IPage


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adding surface parking to the Business School's new Faculty and Administrative OfficeBuilding, and our support for the academic sector of the IMP is contingent on Harvard'sresolution of this issue, preferably as part of the Evaluation Planning and ImplementationProcess (EPIP).

IV. Athletics District

Harvard's IMP includes a project to renovate its historic football stadium, to incorporateoffice space, luxury seating, and other amenities into that 100-year-old structure. The TaskForce recognizes the need for upgrading ofthis facility, but wishes to register severalconcerns:

1) The Task Force is concerned that additions to the structure may be so visible as tocompromise its architectural integrity, and urges Harvard and the BRA to workclosely with Historic Preservation officers and agencies so that these improvementsare undertaken responsibly, without infringing on the historic landscape the stadiumoffers; and

2) The Task Force is particularly concerned that special events at the stadium alreadycompromise the fragile traffic circulation system throughout North Allston andbeyond. We need to understand what new uses of the stadium will be made possibleand encouraged by the proposed renovations, and how those traffic impacts will becontained so as not to further jeopardize circulation in our community. We thereforeoppose inclusion of the football stadium renovations in this IMP until Harvardand the City of Boston produce a Special Events Parking and TransportationStudy and Plan that meets the approval ofthe Task Force and community.

V. TransportationTransportation and its various components (i.e. streets, traffic, parking, bicycling, publictransportation, pedestrian traffic) need careful scrutiny, evaluation and discussion. Each hassignificant benefits as well as impacts on the North AllstoniBrighton community. The IMPdevotes 30 pages to discussion of transportation (pages 177-207) in addition to other supportmaterial in the appendices, which indicates to the Task Force and community the complexityof each ofthese components.

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Some useful excerpts:The IMP includes a range of transportation improvements that will improve access andsafety and promote a balanced transportation network that accommodates pedestrians,bicycles and transit priorities. These improvements include the construction of "AcademicWay" and "Science Drive;" traffic signal improvements in Barry's Corner and new trafficsignals on "Academic Way;" new pedestrian paths, enhanced crossings, and upgradedsidewalks; new and enhanced bicycle facili ties and parking; upgraded shuttle bus servicebetween Barry's Corner and Harvard Square, and consolidation of META bus stops. Theseimprovements build on commitments by the Barry's Corner Residential and Retail CommonsProject to upgrade signals at Barry's Corner and to construct "South Campus Drive" and"Ivy Lane. "The IMP isfocussed on efforts to enliven and activate Barry's Corner. The transportationimprovements will accommodate the future activities in and around Barry's Corner andsignificantly improve traffic operations.

It is obvious to the Task Force and community, from reading these quotes from the IMP,howimportant and complex are the various transportation issues and impacts confronting theAllston community as the proposed projects and areas of treatment move forward. This iswhy the Task Force recommends that each ofthese proposed projects and areas of treatmentbecome essential subjects for the Evaluation Planning and Implementation Process.

Because transportation is such a complex and fragile element of any planning andconstruction, given our already overloaded traffic systems, certain specific transportationissues must be resolved before the Task Force can support any part of the IMP:

i. Stadium Way: this road, which in an earlier version of the IMP was planned toconnect Cambridge St. with Western Ave. through the former Sears lot, must berestored to this plan, both to permit proper management of construction vehicles,which may otherwise approach building sites on local streets, and because hundredsof new employees of Harvard facilities and the new enterprise campus will needaccess to their job sites. The Task Force strongly believes that no adequateconstruction management plan or eventual transportation network will functionacceptably without this element.

ii. Parking: This key planning issue has not been adequately addressed in the currentIMP. Needed are: a thorough Parking Utilization Study; interceptor parking lots at theperiphery of the new campus; establishment ofa mode share goal equal to Harvard's

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Cambridge goal for all Harvard constituents using the Allston campus; and a plan toprotect neighborhood parking from encroachment by Harvard's new users.

The Task Force also identifies a number of other transportation issues that require study aspart of the transportation overview:Area One - Lincoln StreetThe Task Force and community would like to see the length of Lincoln Street turned into agreen pedestrian and bikeway for use by North AllstonlBrighton residents, businesses andothers circulating this strategic corridor in our community.Area Two - Overpass Over TurnpikeThe Task Force and community seek the creation of a pedestrian and bikeway overpasslinking North AllstonlBrighton with the larger Brighton community on the south side oftheTurnpike. With the significant development taking place at New Balance and the creation ofa commuter rail station, this overpass becomes essential.Area Three - Crossings of Soldiers Field RoadThe Task Force and community place the highest priority for convenient, safe, pedestrian-friendly crossings of Soldiers Field Road to reach the most substantial green and recreationalspace available to our community.Area Four- Transit cut-insWe request that BTD, the MBTA, and the IMP consider designing 'cut-ins' along WesternAve.for MBTA buses so they don't slow traffic when they pick up passengers.VI. RetailIn the IMP section 6.10 entitled Retail (pages 259-264), Harvard rightly devotes considerablediscussion and specific suggestions for implementation:

A vibrant retail portfolio will play an important role in the continued transformationof the Allston-Brighton neighborhood, particularly in Barry's Corner, where campusand community meet. The University projects anticipated over the next ten years willenhance pedestrian activity and attract Harvard students, faculty, staff as well asresidents and neighbors to the area.

The Task Force and community appreciate Harvard's detailed attention to this in the IMP.Like Harvard, we are vitally concerned with the success of Harvard's retail goals for ourAllston community. Particularly at Barry's Comer, we recommend that retail becomes part ofthe Evaluation Planning and Implementation Process outlined earlier in our report.

VII. Mitigation Concern

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The Task Force requests the following measures be taken with regard to constructionmitigation:

i.

ii.

Community-wide distribution of an overall, comprehensive constructionmitigation plan. The plan should details specific measures that constructioncrews will take with regard to mitigation for all properties under developmentin Allston over the next ten years.Submission to the Task Force of a plan detailing the destruction of the oldCharlesview Site and how that site will be used until a new Gateway buildingis constructed.

iii. Submission to the Task Force of a parking plan for Harvard's landholdingsboth during the implementation of the IMP and post-IMP. The plan shouldinclude details on where Harvard will park cars during large events and duringconstruction.iv. Evaluation of an extension of the Harvard shuttle route deeper into the Allstoncommunity.

v. Evaluation and implementation ofa plan to protect residential parking onneighborhood streets.

vi. A construction by-pass road is built at the former rail line at the Mass Pike andCambridge area and connect to the old Romar site.

vii. 1230 Soldiers Field Rd is relocated/consolidated to allow the promenade to theRiver along Everett St.


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Harvard Allston Task ForceProposed Community Benefits

Response to Harvard University2013 Institutional Master Plan


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Table of ContentsEducation 3Vision 3Principles 3Prior i ty Projects 3Addi ti on a l E duc at io na l B ene fi t P r op os al s 5Trans fo rmati ve Proposa ls 5

Housing 6Vision 6Prior i ty Projects 6Conclusion 7

Employm ent, W orkfo rc e Deve lo pment, and Business Commun it y B en ef it s 8Vision 8Prior i ty Projects 8P ri or it y P ro je ct s i n De ta iL 9Conclusion 10

O pen Sp ace an d T ransportation 11Vision 11Prior i ty Projects 11Add itio na l O pe n S pa ce C ommun ity B en efits 13Conclusion 14


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EducationVisionThe community asks Harvard University to share its vast educational and fmancial resourcesto create first-rate educational opportunities for local residents of all ages. Our vision is of acommunity:

that attracts new families through high-quality public schools with attractivephysical plants and resources, including lively partnerships with Harvard students,faculty, and institutions; which enjoys tutorial and mentoring relationships with Harvard students andfaculty, as well as cultural and artistic enrichment opportunities, through apublicly accessible facility such as the Education Portal; where scholarships enable residents of modest means to attend Harvard's summerschools, extension school, and athletic camps; and where the computer skills and resources that increasingly enable education inthe 21st century are made widely available to local residents, and where HarvardUniversity establishes a model partnership with the community for making its on-

line courses and educational materials available with in-person tutorial support.Principles

1)

2)

Educational benefits should be directed primarily toward residents of theneighborhoods affected by Harvard's expansion, i.e. North Allston/NorthBrighton, and to students who go to school there;Benefits should be distributed to reach the broadest cross-section of thosefamilies and students;Benefits should be administered through the three local educationalinstitutions already in place, i.e. the Education Portal, the Honan-AllstonBranch Library and the Gardner Pilot Academy;Harvard should also consider creating a new school or facility, i.e., a'transformative project'

3)

4)

Priority ProjectsI. Capital investment1) Outdoor sports/physical education facility on the GPA property for use by both theschool and community, with artificial turf, possibly an inflatable dome, either apermanent lockable facility or open pavilion, subject to community design review(with particular attention to abutters' concerns) and BPS approval. The fundingshould include a maintenance budget.

Proposal: Designate funds and initiate community design/review process leading toconstruction.

2) Renovate basement of GPA to create more efficient use of space, including smallerbathrooms and larger science lab/classrooms

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Proposal: Designate funds for feasibility, design, and eventual construction, pendingBPS approval.

II. Programming1. Expand funding for community programming at GPA with programs in adultliteracy, job skills, GED preparation, health and exercise, cooking and nutrition, childand family support, etc.

Proposal: Double HU's existing annual contribution for 2013-2018, and match thatdoubled sum for 2018-2023.

2. Expand funding for GPA-HU educational partnership (i,e, in-school programs),especially regularly-scheduled transportation and access to Harvard Universityfacilities, such as labs, museums, athletic facilities, which can be regularly integratedinto a GPA curriculum.Proposal: Five weekly bus trips per week to Harvard University locations for 30weeks/yr.

3. More after-school programs.Proposal: Make more funding available for after-school slots at GPA for needyfamilies from 2013 to 2018 and continue at an expanded level from 2018 to 2023,

4. Fund Ed Portal programming at current level or greater.Proposal: Current funding and renovation/construction for new location are includedin current cooperation agreement through 2018. Add 5 years of funding to 2023 (endofthis IMP).

5. Enlarge scholarship funds at extension and summer schools.Proposal: One additional scholarship per semester at the extension school, rising to 20per semester over ten years with increased outreach.

6. Establish additional programming for teenagers at the Ed PortalProposal: Use existing Ed Portal facilities and staff (especially student mentors) toadd programming for teens/high school students, including both college preparednessand job training, GED preparation, internships, summer jobs and apprenticeships.

7. Create additional programming for elder/senior citizens at the Ed Portal, andopen access for seniors to audit Harvard University classes. Build on existingpartnerships with MacNamara House and other senior facilities.Proposal: Create more educational and cultural programming for senior citizensthrough the Ed Portal

8. Provide Spanish-language programming and outreach (in addition to otherlanguages spoken in Allston) to include that large segment of the local populationthat speaks another language.

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Proposal: Expand bilingual staff and programming within existing framework of theEd Portal

9. Maintain scholarships for Harvard athletic camps for North AllstonINorthBrighton kidsProposal: Continue athletic program scholarships at current level, with someguaranteed access for North AlistonINorth Brighton families for 2018-2023.

10. Create convenient day care options for pre-school children of NorthAllstonINorth Brighton residents.Proposal: Make available 10-20 sliding scale day care slots for North AllstonINorthBrighton residents as part of Harvard University's campus development in Allston.

Additional Educational Benefit Proposalsi) Free access for all North AllstonINorth Brighton residents to all HarvardUniversity cultural and athletic eventsii) Make transportation available for seniors to programs and events at the EdPortal and at the Universityiii) Make iPads or tablets widely available in the communityiv) Make North AllstonINorth Brighton a free wi-fi zonev) Create permanent home for Ed Portal in new Gateway building

Transformative Proposals1) Harvard University should trade a comparable land parcel with BPS in N.AllstonIN. Brighton for the GPA site and build a new school building to house theGPA.2) Harvard University should create and manage a university-sponsored high school,on the model of the BU Academy, with a strong college-prep curriculum andaffordable tuition for NB residents.


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HousingVisionOur vision for the North Allston - North Brighton neighborhood is a community where theexisting housing market is protected; where the various entities work cooperatively to createeconomically-diverse opportunities for housing; where new developments include a mix ofaffordable and market-rate housing; where a blend of rental and owner-occupied housing isencouraged; and where an additional 1,200 new middle-income housing units and whereadditional affordable housing units are constructed.

HOlS"tS(,;- Prtll.T;tlJ! C.,mmu,my OJarUl1cr..,.J.-lffixdJ"'Ii~,e.rl~N!: Nortl,,\Iil;ICf"~ I~d~f".!'~!1:'lr~;. .o ... -kle

Source: North Allston Strategic Framework

Priority Projects1. Establish a revolving loan fund to stabilize current housing stock: Harvard will

provide funding to create a revolving loan fund to stabilize current stock and increasethe rate of owner-occupancy in the North Allston-North Brighton neighborhood.

2. Provide land for construction of affordable, middle-income, owner-occupiedhousing: Offer land for the construction of affordable, middle-income and owner-occupied housing.

3. Keep linkage funds available: All linkage fund payments made by HarvardUniversity, as a requirement of its development in North Allston-North Brighton, willremain in the neighborhood, to be utilized - among other community benefits - bydevelopers to construct affordable, middle-income, owner-occupied housing on theland provided by Harvard.

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4. Work with the community in selecting developers: Work closely with the HarvardAllston Task Force to choose developers to develop their properties (i.e. Barry'sCorner/ Samuels &Associates process).

5. Increase amount of median-income housing: Augment the amount of median-income housing included inthe IMP Projects currentlybeing proposed.

6. Establish an employer-assisted housing program:Create a fund to promoteownership opportunities forHarvard employees in theNorth AlIstonINorthBrighton neighborhood. Thisfund could be utilized byHarvard employees toward adown-payment towardexisting housing stock ornewly-constructed units.

rl-e Fl.mr'~l"IgstJ.lCu:k l' luF~ and :.d d.r~1.se.dC~~ch;,; engn ,Jthe rem In the m il. ed g,jJb:

Hoo5ing GDals. . ,\

0",,, ..., 1 ,.. ;.

y - : : --/'. l. ' /)/''------ . , . . , . ..- - - - - -

HOi..,I$),tI~!he ~.,~ -cr tlO.J~I'~ r; :i.IT:~I.~brc nC1 ~byt..XlC.

ConclusionIt is to the mutual benefit of theCity of Boston, the NorthAllstonINorth Brightonneighborhood, and HarvardUniversity to preserve and stabilizecurrent housing stock; constructaffordable, middle-income, owner-occupied housing; establish anincreased amount of median-income housing in the current IMPproposal; and create a fund topromote ownership opportunities for Harvard employees. Through the cooperative work of thevarious local, governmental, and institutional entities, the creation of economically-diverseopportunities for housing can be accomplished here, in the North AllstonINorth Brightonneighborhood.

Source: North Allston Strategic Framework


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Employment, WorkforceDevelopment, and BusinessCommunity BenefitsVisionTransformation isn't going to come from one project, one entity, one wish or one idea: weneed a bridge, we need energy, we need commitment - and we need it now. We believe thattransformation in these critical areas of Employment, Workforce Development and Businesswill come from a fusion of sectors, programming and commitment from the City andUniversity and Community going forward as partners and neighbors. We subscribe that avibrant workforce is only possible with an equally vibrant business community. We alsosubscribe that with an innovative partnerships and programs we can achieve thetransfonnative results held within the IMP process - results only able to be realized with thepower and ideas of a world-class university and a world-class city.

Allston-Brighton Innovation Corridor".I

'I. . " " ' . . . . , ~.. .-_.- .. . .. .-" .

\_ s ,. . . . . . . - . . . . .

Priority Projects

. '.

.lor, .,..'. ". , ~.",. " 'fh.._._

1. Designation of the Allston Brighton Innovation Corridor.2. Evaluate key, significant Harvard Real Estate Holdings along corridorls for leasing.3. Creation of a Social Enterprise Organization (a fusion of city agencies, university,community and others), returning to the original concept of a resource center of dualbusiness and workforce partnership and resource bridge.81Page


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4. Creation of the Allston Brighton Innovation Corridor Business Association within SocialEnterprise.

5. Measured by Board of Directors.6. Fuse business, adult education, and workforce development partnerships and initiatives.Rely on existing infrastructure and organizations/programs that work in business andworkforce development, but increase activity in this realm dramatically.7. Fusion of existing BRA / EDIC Sector initiatives, financing and best practices.8. Designation of Smith Park as HUB or HEART of Innovation Corridor for activitiesbeyond traditional, formal athletics (fairs, business activities for the public).9. Bridge to Harvard programming and staff at the I-Lab, Ed Portal, Harvard BusinessSchool and university leadership10. Significant, front loaded funding and creative sponsorship.

Priority Projects in Detail

Worforce Development Specifics:1. Designate workforce development staff professionals within New Social Enterprise:2. Conduct comprehensive jobs analysis.3. Establish local hiring ordinances: building trades, professional, technical, support roles:4. Establish local training ordinances: building trades, professional, technical, support roles.5. Develop a professional internship program.6. Expand existing career exploration and business computer training programs sponsoredby Harvard Bridge to Learning Program.

Adult Education Specifics:1. Ramp up support of the Allston Brighton Adult Education Coalition.2. Develop adult diploma program3. Establish high school teacher career exploration and internship initiatives for teachers tobetter serve their students in these areas.4. Create high school and middle school student opportunities for career exploration,summer employment, academic year .employment, volunteerism and summer immersioncamps.

Business Initiatives Specifics:1. Designate business development staff professionals within the New Social Enterprise:2. Create Allston Brighton Innovation Corridor Business Association (Board of Trade)3. Bridge the social enterprise to Harvard Real Estate and university professionals for realestate leasing.91Page


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4. Create preferred vendor status designations with university within Corridor and AJlstonBrighton Innovation Corridor Business Association.5. Bridge the Innovation Corridor to BRA / EDIC, city progrmaming and funding

opportunities.6. Establish Allston Brighton Innovation Corridor Business Support Fund:7. Create a Business Education Collaborative similar to the Harvard Bridge Programcommunity programming in place.8. Power Branding, Sector Identity, Marketing Initiatives.9. Create sponsorhsip and philantropic opportunities similar to University-sustained givingmodels.

ConclusionOur proposal and business and workforce initiatives ideas could playa significant role in thecreation of employment in our North AllstonINorth Brighton communities. Responds to the needs and frustrations of the North Allston and North Brightonresidential area families - as well as recognizing the strong sense of community - and

identity - that has always existed. Works with the university's vision to create a seamless gateway system to its AllstonCampus and sense of "One Harvard" beyond Harvard Business School. Fuses citywide and regional initiatives from the BRA IEDIC sectors (Life Science,One in Three, Creative, Financing, Innovation District, etc.) - as well as critical cityagencies - from DND to DoIT - to create and nurture vitality in the impact area. Mirrors and matches life stage employment and adult education, and jumpstarts sectormarketing, civic engagement. Recognizes and addresses the need for Allston Brighton residents to have the skills totruly compete for positions at the university and within new industries - and for ourbusinesses and workers to compete and succeed. Naturally ties in to university development, and major bordering development likeNew Balance, Boston Skating Club, Athena Health Innovation corridor one mile way,the riverway, and scheduled infrastructure improvement projects from the Departmentof Conservation and Recreation and Mass Department of Transportation - eliminatinggaping development and creating a more seamless entryway from one area to another,and joint marketing and management.

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Qpen Space and TransportationVisionWe envision a community transformed by a vibrant public realm of civic and culturalactivity; ample open space for passive and active recreation; well-maintained, landscapedstreets and parks; and a community enhanced by sustainable goals, thoughtful transportationmodes, arts and culture.Public Realm Goalsoo~~ Improved Landscape Conne ion

Srnali Perks Throuqbout Neighborhood

Improved St eetscape & WayfinclingGatewayImproved Connection 10lhe Rive.Connection Through Campus

t------------------ PUBUC REALM FRAMEWORK: Summary of al l br eak ou t g ro up s

Priority ProjectsThe Harvard-Allston Task Force has prioritized the following community benefits inresponse to Harvard University's Institutional Master Plan. The priorities are a direct result often years of planning studies (NASFP, CWP), neighborhood polls and community meetingsheld by the Harvard Allston Task Force and the Boston Redevelopment Authority.

1. Barry's Corner Public Realm: Barry's Comer is the central hub where the life andactivity of Harvard and the community intersect. The Task Force and communityrecommend the immediate initiation of an Evaluation Planning and ImplementationlllPage


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Process (EPIP) where all the elements of a successful development of Barry's Comercan be achieved.2. Smith Field: Smith Park needs extensive renovation as the fields are often soggy, fullof divots and holes, and unusable in many areas; current amenities are more popularamong out-of-towners than residents; and entire area is underutilized. As part of therecommended planning process; Harvard, the task force and the community need toengage in the design and the development of this important community asset.3. Connections to the Charles River: Improve pedestrian connections to the CharlesRiver (as part of the Task Force and community-recommended planning process) withparticular emphasis on the following four connections:a) Smith Field, at grade crossing, connect to Barry's Comer.b) Everett St, at grade crossing, connect to bridge over Mass Pike.c) Telford St., bridge crossing (new or renovate existing), connect to LincolnSt.

d) Mahoney's Nursery, at grade crossing, connect to Portsmouth St.Playground.4. Streetscapes along North Harvard, Everett Street and Western Avenue: Thesestreets are be transformed into "green" streets with ample furnishings, signage, bikelanes, pedestrian crossings, landscaping and trees. This landscaping should be well-maintained and continued past the immediate frontage of the Harvard campus (i.e. theentire length ofWestern and North Harvard and Everett streets). Additionally, theintersection of Everett at the Mass Pike crossing requires redesign for safety.5. Improvements over the Mass Pike: The four gateways into the NorthAllston/Brighton community that traverse the Mass Pike at Cambridge St., Everett St.,and Market St. require evaluations and upgrades. Discussions need to begin with theBoston Redevelopment Authority, NewBalance, Harvard University and the TaskForce to create a pedestrian bridge over theMass Pike at Telford Street. The funding of thisshould be a joint effort responsibility of the

Mass DOT, the City, New Balance andHarvard University. Additionally, planning forthis important resource should become part ofthe task force and community recommendedEvaluation Planning and ImplementationProcess (EPIP).6. Emerald Bracelet: This is a series of green paths and green/complete streets thatconnect all open space, commercial, retail, transportation nodes, institutions, civic,and major housing sites - through the neighborhood. This should include provisionswhere appropriate for dogs, play areas, children, quiet areas for adults and elderly aswell as a new park in the Holton Street corridor.7. Pedestrian Path and Bikeway:Working with Mass DOT, the City and HarvardUniversity, a pedestrian path and bikeway should be established along Lincoln Streetand the old CSX rail line. A sound barrier should be considered for areas where theTurnpike impacts residential areas.

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8. Maintenance and Security of Open Spaces: A dialogue between the Boston PoliceDepartment, Harvard and other city agencies needs to take place immediately toensure that security and maintenance for the parks, open spaces and pedestrian andbicycle pathways is part of the Evaluation Planning and Implementation Process(EPIP) as areas within the IMP are developed. The Boston Police Department hasrequested the following items to maintain an appropriate level of public safety (bothfor community members and student/staff members that live in Lower Allston):Installation of 20-25 exterior video cameras to be mounted in public (estimated cost$250,000), electronic sign boards to help direct traffic during Harvard/communityevents (estimated cost for two boards $50,000), and 20 pedestrian and bicycle safetyelectronic 'SpeedAlert' signs (estimated cost $175,000).

Harvard's Allston Campus:CRWA's Recomment1ations for anOpen Space Network tnat EnhancesNatural HyClrology

" .

9. Gateway markings and Public Art: Establishment of Gateway markings and publicart should be an integral part of the IMP planning and implementation process forNorth AllstonlBrighton.

Additional Open Space Community BenefitsThe following community benefits are also important to the community of NorthAllston/North Brighton. While not priority projects, they are initiatives that should beconsidered as part of the recommended Evaluation Planning and Implementation Process(EPIP) and - where possible implemented - as costs for the benefit packages are determined.

Graffiti clean-up program, assist city with efforts.

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More Prominent Connection between Weeks Bridge and Allston Community(improved signage through the Harvard Business School). Bikeway along SFR at Harvard Stadium grounds - from Telford St. to AndersonBridge. Community gardens incorporated into open spaces. Relocate city's salt yard on Everett St. to Romar or CSX, develop land on Everett St. Support for developing underpasses at Anderson Bridge, Western Avenue and RiverStreet bridges. Recommendations proposed in the Charles River Basin Master Plan, which can be

accessed at: http://www.mass.gov/eea/agencies/dcr/conservation/planning-and-resource-protectionlcharles-river-basin-master-plan.htmlConclusionThe Harvard Allston Task Force and community recognize the importance of the open spacecommunity benefits that are listed in this section of our response to Harvard University'sInstitutional Master Plan. The Task Force and community also recognize that theimplementation of these recommendations and others are best achieved in a comprehensiveplanning process with Harvard, the Boston Redevelopment Authority (BRA) and other cityand state agencies, and (where appropriate) private landowners and businesses. We askHarvard, as the major landowner, to take the lead with the Harvard Allston Task Force, andcontinue the planning and implementation process with the end goal of collectively benefitingHarvard, the community and the city.

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Documents

Harvard Allston Task Force IMP Comment Letter Final 10-5-13