REQUEST FOR PROPOSALS: 

NEWMARKET SQUARE MIXED-USE INDUSTRIAL DEVELOPMENT PROJECT

April 2023

Alex Israel

TABLE OF CONTENTS

Table Of Contents        2

Foreword        3

Thesis        4

Introduction        4

Background        6

Context        6

Stakeholders        13

Precedents        17

Project Description        22

Development Area        22

Objectives        25

Team And Expertise        31

Scope Of Services        34

Funding        37

Submission And Evaluation        39

Timeline        39

References        40

Selection        41

Committee        42

References        43

FOREWORD

The City of Boston is seeking proposals for the design of a mixed-use industrial development at Newmarket Square, a culturally and historically rich area bordering Roxbury and Dorchester which is currently struggling with a public health crisis. This RFP aims to address and combat these issues through an architectural and urban design intervention with the dual purpose of supporting existing businesses and positively impacting the surrounding communities.

THESIS

INTRODUCTION

To be discussed in greater detail in the following sections, this project consists primarily of mixed-use housing, which is meant to foster economic growth and workforce development for the Newmarket Square industrial area. The site, an almost 100 thousand square foot triangle located directly at the center of Newmarket Square, presents an opportunity to focus on the housed and unhoused populations in and surrounding Newmarket who have been long neglected. In a heavily industrial area, the site may provide shelter and retreat from the work environment while remaining tightly intertwined with its bustling economic and commercial prospects.

This RFP, to be responded to by teams with the skills and expertise necessary to design and develop a large-scale architectural project, will include a description of the programmatic elements required as well as the objectives to strive for upon completion. After a detailed overview of the site’s history and context, including potential stakeholders and precedents, an in-depth project description will inform teams of these requirements. Objectives to be focused on include affordable housing, mixed-use development, community revitalization, a collaborative approach, health and wellness, and sustainability and accessibility. These objectives are meant to guide teams and will be used to measure the success of proposals.

BACKGROUND

This section is meant to provide the framework for design submissions through an overview of Newmarket Square’s history and current conditions.

CONTEXT

History

Newmarket Square is a unique industrial area in Boston that has a rich history. The 200-acre area was created in 1953 in order to relocate meatpacking and food processing companies from Faneuil Hall Market and Haymarket downtown, so that these areas could be developed for tourism and office space.

In 1976, around 5-10 business owners in the Newmarket Area banded together to form the Newmarket Business Association (NBA). Today, over 200 businesses are represented by the organization.^[1] The Newmarket Community Partners, a non-profit charity that exists as a subsidiary of the NBA, extends the organization’s grasp to include members of the community and financially assists nearby schools and programs.

In 2014, Newmarket underwent a major transformation with the closing of the Long Island Viaduct and, consequently, the island’s rehabilitation center. On Long Island, “the campus once housed full-service treatment programs, ranging from detox beds for those in recovery to a farming program for juveniles engaged in the criminal justice system. It also was the site of a homeless shelter for men and women. As many as 800 people received care at any given time. A chapel and fire house were built as well.”^[2] When the bridge leading to the island was deemed structurally unsound, the City of Boston was forced to close it, leading to the displacement of the people living there - most notably around the Melnea Cass/Massachusetts Avenue area in Newmarket.

Houselessness and the Public Health Crisis

As previous Mayor Walsh explained, in speaking of the Melnea Cass/Mass Ave 2.0 strategic plan, “what we have on our hands is an opioid epidemic of historic proportions that is taking hold of too many lives,”^[3] in which “the areas of Massachusetts Avenue and Melnea Cass Boulevard, and Newmarket Square have become the most public face of the epidemic.”^[4]

With the closure of the Long Island Viaduct and the detox center and shelter on the island, and the displacement of those people to the Mass and Cass area in Newmarket, exacerbated by the opioid crisis that is currently affecting not only Boston, but cities across the United States, Newmarket currently exists in a state of blight and calamity. Houselessness and addiction affect a large percentage of people in the area, and “tent cities” have sprung up around what has been pejoratively labeled “Methadone Mile,” which are caught in a cycle of being razed and rebuilt.^[5] 

After 2014, the city has attempted to mitigate this issue by building more shelters around the Newmarket area. Shelters built after the Long Island closure, as well as previously existing shelters, include the Southampton Street Shelter, the Woods-Mullen Shelter, the Pine Street Inn, and others. However, a general lack of space, a housing crisis that is affecting Boston as a whole, and a history of neglect has kept the area in a state of distress.

Economic Condition

Community and business organizations like the Newmark Business Association and the Newmarket Community Partners were created to serve the new industrial area, and small businesses like Victoria’s Diner support the existing community at the edges of Roxbury and Dorchester. The area surrounding Newmarket Square is mostly light manufacturing and industrial businesses, many of which serve as important and highly active distribution hubs for the city.

Newmarket, “Boston’s most vibrant industrial area,”^[6] produces products sold locally, nationally, and internationally. Being nearby downtown Boston, Logan Airport, and major roads including the Massachusetts Turnpike and I-93, Newmarket is a keystone component for Boston’s revenue and attracts a wide range of businesses, including a majority of food processors and manufacturers and a number of “biotech, healthcare, retail, hotel, social service, and financial companies” as well.^[7]

Nearby, the South Bay Center is a hub of retail and commercial activity. It opened in 1998 as a suburban-style strip mall, and has evolved since a major expansion proposed in 2015 into a large multi-building mixed-use commercial complex. In addition to the retail stores, a 130 room hotel, a cinema, two parking garages, and 475 units of housing compose the site that was once largely vacant and partially an Aggregate Concrete plant.^[8] The project, while an important development to consider in the response to this RFP, should not serve as an example of a positive mixed-use development, as it has been shown to contribute to gentrification in the Dorchester area and has led to the significant rise of property values and the displacement of lower-income families.^[9] The Newmarket Square project should, however, provide a connection to this center of commerce for community members and residents.

Newmarket has experienced a tumultuous history, affecting the economic condition of the area. In 1999, the City of Boston released a History of Boston’s Economy (1970-1998), in which the Newmarket area was described as being in decline, in part because “the area lost some of its jobs as the food distribution industry shrank in Boston by 50 percent since 1980.”^[10] More recently, the closing of the Long Island Viaduct described in the previous section and the displacement that followed has significantly affected businesses in the area. Newmarket business owners claim to be in a “war with the drug dealers,” and want the city to “get rid of the dealers, then get the other people the help they need.”^[11] To add to the stresses upon Newmarket businesses as a result of the closure of Long Island, the area has admittedly suffered from a general lack of investment and neglect by the City.

The Boston Planning and Development Agency (BPDA) has identified Newmarket as a “high potential” area for economic growth and development, in which a diverse mix of businesses, ranging from small manufacturing firms to wholesale distributors coexist with a significant amount of vacant lots and underutilized buildings, presenting opportunities for new development and revitalization.^[12] A major goal of this project is the creation of jobs and employment, as described in Task 8: Education, Workforce Development, and Job Creation of the Scope of Services section, as well as the Mixed-Use and Community Revitalization Objectives. In doing so, connections should be made with surrounding industrial businesses, and training services should be prioritized. The project itself should also provide sufficient employment opportunities and prioritize the houseless and members of nearby communities.

Transportation and Traffic

Newmarket Square is located at the intersection of numerous modes of transport, both in terms of cargo and passengers. The area is serviced by the Newmarket Station on the Fairmount and Franklin/Foxboro lines of the commuter rail, as well as bus stops on Massachusetts Avenue, Southampton Street, and Theodore Glynn Way. Bus services include lines 8, 9, 10, 16, 171, and CT3. The Andrew station on the Red Line is located a half mile from Newmarket Square.

Traffic is considerably heavy in the Newmarket area, and streets range widely. The parcel in which this project is grounded, for example, is surrounded by very wide single lane roads, lacking sidewalks on the far side, meant for the heavy industrial trucking frequenting the businesses, the Southhampton Wholesale Food Terminal, and the Massachusetts Wholesale Food Terminal. Massachusetts Avenue, Melnea Cass Boulevard, and I-93 support high volumes of daily traffic as well.

Transit-oriented development (TOD) is an important goal of this development project, as described in the Sustainable and Accessible Design Objective. Traffic patterns and solutions must be heavily studied, outlined in Task 7: Engineering, Infrastructure, and Transportation Planning of this project’s Scope of Services. Negative effects of the high density of trucks, including noise and air pollution, must also be studied and accounted for, as mentioned in Task 4: Pollution and Environmental Study.

Some ongoing efforts regarding the Fairmount Line corridor should be closely studied in the following section. These efforts look at the future of the commuter rail corridor, from downtown into the suburbs - a corridor which Newmarket is a keystone location of. The development at Newmarket Square can play an important role in creating a more accessible, sustainable, and friendly transit corridor, in addition to tying South Station to the following stations in the suburbs.

Ongoing Efforts

A number of strategies and plans have been proposed by various organizations regarding the Newmarket Square area. These efforts deal with different subjects, but all serve as important references and tools that should be studied before responding to this RFP.

Melnea Cass/Mass Ave 2.0 Strategic Plan

The Melnea Cass and Mass Ave 2.0 Plan, released by the City under Mayor Walsh in 2019, formalized the city’s efforts to improve safety, accessibility, mobility, and economic vitality in the area surrounding the traffic arteries.^[13] It includes both short term and and long term goals, including enhancements to existing infrastructure and strategies regarding affordable housing and social services. The plan lists focus areas under the categories of coordination & alignment of services, public health, quality of life, and public safety, key accomplishments regarding each of these focus areas, and next steps moving forward.

In creating the Mass and Cass 2.0 plan, the City worked with a significant number of community groups and organizations, and its task force included members from organizations such as the Hope House, Dudley Street Neighborhood Initiative (DSNI), Newmarket Business Association, Boston Medical Center, Madison Park Development Corporation, and more. It also included members representing various non-profits and shelters, like the Pine Street Inn and Rosie’s Place, city officials and state representatives, and residents from the neighborhoods of the South End and Roxbury.^[14] 

The plan has been criticized by some as ineffective, and what has been dubbed “Operation Clean Sweep” is criticized as being “inhumane.”^[15] This refers to the police activity clearing encampments and the criminalization of community members and the houseless population. This RFP partially serves as a response to this criticism, and prioritizes the creation of shelter, affordable housing, rehabilitation, and other public health solutions.

Newmarket and Upham’s Corner Planning Initiative

The Newmarket and Upham’s Corner Planning Initiative, released by The American City Coalition in 2013 and prepared by Utile, takes a holistic approach to the revitalization of the adjacent neighborhoods. In studying the area, Utile does extensive research into the background and character of the neighborhoods, and considers development needs by focusing on three “opportunity sites” with the potential to become “walk to work” areas.^[16]

The American City Coalition and Utile worked with the Dorchester Bay Economic Development Corporation, DSNI, NBA, Nuestra Communidad, Upham’s Corner Main Street, and were assisted by the City of Boston and the Boston Redevelopment Authority (BRA). The study had the purpose, according to TACC, of cultivating collaboration and discussion between stakeholders, as well as promoting the development of potential sites and projects.^[17]

The “eco-industrial zone program” described in the initiative studies the industrial areas of Newmarket with the goal of promoting sustainable business development along with an array of environmental goals. It also touches on issues regarding pollution and transportation, all of which are important to understand in the undertaking of this RFP. As such, the Newmarket and Upham’s Corner Planning Initiative is a good resource to study regarding the juxtaposition of the Newmarket industrial area and the surrounding communities - especially at Upham’s Corner.

The initiative was succeeded by the Upham’s Corner Station Area Plan, a document of the Fairmount Indigo Planning Initiative published by the City of Boston in 2014. This program, touched on later in the description of the Fairmount Greenway Concept Plan, had the goal of developing the Fairmount commuter rail corridor, of which Newmarket is one of the stations on the line. This document provides resources about Upham’s Corner, and discusses the potential of mixed-use development in the area, which may be useful to submittal teams.^[18]

PLAN: Newmarket, The 21st Century Economy Initiative

PLAN: Newmarket, The 21st Century Economy Initiative is a Boston Planning & Development Agency (BPDA) initiative meant to shed light on “land use and employment goals, as well as the climate resilience, transportation, and public realm infrastructure needed to achieve them.”^[19] It prioritizes community engagement, holding regular meetings, advisory groups, office hours, and even public design labs in partnership with local businesses and non-profit groups. It should serve as a model for the community engagement objective of this RFP, which will be discussed in the Project Description section.

The advisor group members come from a wide range of businesses and organizations in Newmarket and nearby. Organizations including DSNI, NBA, Boston Medical Center, and The Greater Boston Food Bank work with representatives from businesses like the McDonald’s at 870 Mass. Ave, Boston Cab Dispatch, Eversource, Bully Boy Distillers, industry professionals including representatives from RODE Architects and BOS|UA Urban Architecture, MBTA, a former Massachusetts Senator, and city officials. All can be seen as examples of stakeholders in this RFP as well.

The focus subject of Plan: Newmarket is an extremely important one to this RFP. Land use and employment goals are two of the tenets of this project’s objective, and attending the ongoing public meetings and events would be highly beneficial in studying the community’s vision for the future of the area.

The Fairmount Greenway Concept Plan

The Fairmount Greenway Task Force (FGTF) released The Fairmount Greenway Concept Plan (FGCP) in 2011, by landscape architecture firm Crosby Schlessinger Smallridge with engineering firm Bryant Associates. The Plan is a comprehensive effort to design and collaborate on a new greenway in the city, extending along the Fairmount Line of the commuter rail from South Station to Readville Station in Hyde Park, passing Newmarket Station along the way.

This plan too, was collaborated on by a large group of community members and the Task Force, which included members from all neighborhoods located on the Fairmount Line. FGTF “has engaged over 700 local community members since 2008 [as of 2017] to implement short stretches of the neigborways, create new community gardens, activate vacant sites, enhance urban wilds, and develop a shared vision for a connected network” of public spaces.^[20]

FGCP coincides with the BPDA’s Fairmount Indigo Planning Initiative, which was a three-year study by the City to recognize short term and long term strategies for “improving capital investment, public realm improvements and job access” in the neighborhoods along the Fairmount Line.^[21] A corridor plan links Newmarket with communities along its main transit corridor, and the Upham’s Corner Station Area Plan in this study includes more information on Newmarket and its connection to this nearby residential community.

The FGCP provides insights into what infrastructure may exist in the Newmarket area in the future. A successful project submission will consider this future, and provide access to this corridor consistent with the goals of transit-oriented development (TOD).

STAKEHOLDERS

Community

Unhoused Population

The stakeholders in the community surrounding the Newmarket Square district include a diverse range of individuals and groups. One such group is the unhoused population, who will be impacted by any new development in the area. In 2021, a survey under Mayor Wu’s administration found that almost 150 occupants were being sheltered by around 80 tents, centered around Atkinson Street and Newmarket Square.^[22] These numbers change year to year based on various conditions, but show that a significant houseless population frequents the area and must be considered. The Health and Wellness Objective describes specific needs for this population. The development team must prioritize the impact on this vulnerable population and work with local organizations to provide support and resources.

Housed Residents

Roxbury, Dorchester, South End, and South Boston residents are also important stakeholders in the Newmarket Square district. These communities have historically been underserved and marginalized, and any new development in the area must take their needs and concerns into account. The development team must engage with these communities and address topics of affordable housing, job opportunities, and access to services and amenities.

New residents that may move into the area, as well as the low-income population of Boston and the Newmarket area, are also important stakeholders. Development must provide affordable housing options and support the needs of these individuals and families. The development team must work with local organizations to understand the needs of these communities and design a development that meets these needs.

Youth

Children and teens are an important and underrepresented stakeholder group in the surrounding community. Any new development in the area should consider the needs and interests of young people, including access to safe and healthy recreational facilities, educational opportunities, and programs that support positive youth development. The response to this RFP can look towards improving access to existing facilities, such as the nearby Clifford Park, and can create new opportunities for young people to grow in a safe and healthy environment.

Workforce

Small business owners and industrial business owners in the area are also key stakeholders, and will be discussed more in the “Businesses” section. The Newmarket Square area has a long history of industrial and commercial activity, and the proposed development must account for the needs and interests of local businesses. This includes employees at these businesses and truckers as well, who are also key stakeholders. The development team must engage with these stakeholders to understand their concerns and needs, and ensure local economic growth and job creation, as discussed in Task 8: Education, Workforce Development, and Job Creation.

Consumers and commuters, in general, can be stakeholders that might play a role in informing the design of the development. At South Bay especially, and at small businesses around Newmarket, consumers frequent the area to buy and support economic prosperity. A large opportunity exists within Newmarket Square itself, where the site is located, for consumers to purchase products directly from manufacturers and distributors. As such, opportunities must be provided to promote economic development and support the consumer. The commuter, who frequents or passes through Newmarket Station, or through the proposed Fairmount Greenway, must be considered as well.

This list, as applies to the following groups of stakeholders as well, is not exhaustive and only represents a small portion of the extent of people who may be involved or affected by the development at Newmarket Square. The development team should consider all stakeholders, and find more to interact with and learn from.

Organizations

Business

As previously discussed, the Newmarket Business Association (NBA) is a non-profit organization that represents the interests of businesses in the Newmarket Square district. They work to support economic development and advocate for policies that benefit their over 200 members. The association also organizes events and networking opportunities for businesses in the area. Newmarket Community Partners, the NBA’s community-oriented subset, works to revitalize and improve the district by collaborating with local stakeholders to develop strategies for improving the local economy and promoting community development. The NBA is a very important organization to consider as a stakeholder, as it represents the majority of businesses that would be impacted by development.

City and Transit

MassDOT, Massachusetts Bay Transportation Authority (MBTA), and Amtrak are all transportation organizations that play a role in the Newmarket Square area. MassDOT is responsible for managing the state’s transportation network, while the MBTA operates public transit services - including the commuter rail that makes a stop at Newmarket Station. Amtrak provides intercity rail services throughout the Northeast Corridor, with a station located in the nearby South Station transportation center and an even closer rail yard located at the Amtrak Southampton Yard. With transit-oriented development as a crucial aspect of this RFP, working with these agencies will be important for submitting teams in order to gain valuable feedback and work towards improving the streetscape and connections to stations.

The Boston Planning and Development Agency (BPDA) is the city’s primary planning and development agency. They work with developers, community organizations, and other stakeholders to promote sustainable growth and development throughout the city. The BPDA will be an important organization to work with in order to obtain permissions to build on the site.

Shelters, Non-Profits, and Community Organizations

The Dudley Street Neighborhood Initiative (DSNI), Nuestra Comunidad Development Corporation, Upham’s Corner Main Street, Dorchester Bay Economic Development Corporation, and other similar organizations have extensive knowledge regarding development in the Newmarket Square area and surrounding communities, and will serve as a valuable resource in this aspect. They are devoted to, as Nuestra Comunidad puts it, “building the wealth and enhancing the physical, economic, and social well-being of… underserved populations”^[23] Previous efforts, described in the sections above, should be studied to understand how best to interact with and work with these groups.

Traditional housing and shelters, such as the Woods-Mullen Shelter, Southampton Street Shelter, Jean Yawkey Place, and the Pine Street Inn provide temporary housing and support services for individuals experiencing homelessness. These organizations can be considered stakeholders to new development, and can be worked with to improve and expand these services.

Non-profit organizations such as the Roca violence prevention center, The Phoenix community gym, The Greater Boston Food Bank, and Rosie’s Place provide a variety of services to individuals and families in need. There are a large number of non-profit organizations concentrated in the Newmarket area, and these stakeholders can be worked with as well to improve and expand services. As previously mentioned, this list is incomplete: it should be the proposing team’s responsibility to seek out stakeholder organizations and work with them to design a project that better responds to the needs of the community.

Businesses

The stakeholder businesses in the Newmarket Square district are diverse and represent a range of industries. Per NBA, “Newmarket is home to a more diverse group of businesses than any other area of the City,” and “overall, more than 25,000 people are employed by Newmarket businesses.”^[24]  Wholesale businesses play a significant role in the area, providing food and other goods to retailers and restaurants throughout the city. Some of the major players in this industry include Supreme Meat, INC and Lun Fat Produce Warehouse. The district also boasts a number of restaurants, cafes, and catering businesses that serve a variety of cuisines, including Victoria’s Diner and Newmarket Pizza & Grill. These establishments not only serve the local community, but also attract visitors from throughout the city.

There are also several banking, finance, and law businesses in the area, including Metro Credit Union and Citizens Bank. Real estate developers, such as Planet Self-Storage and Dorchester Bay Econ. Develop. Corp., also operate in the area. Other stakeholders include transportation, auto repair, and fuel and fuel businesses, such as Dorchester Tire Services and Cavalier Coach Trailways. Construction companies, such as Suffolk Construction Company and the Pipefitters Association (Local 537), are also present in the area.

The list of businesses in and related to Newmarket goes on - to reiterate, over 200 businesses are represented by the NBA, and not every business in the area is. Many of these businesses play roles on advisory boards or as stakeholders in the projects mentioned previously in Ongoing Efforts. It is advised to study these examples and other ongoing projects related to Newmarket in order to determine which businesses are most active in the public realm, as well businesses that may be less active, underrepresented, or silent regarding public projects and prioritize input from the latter.

The proposed development must consider the needs and impact on this group of stakeholders which may be most affected by economic changes in the area. Additionally, analyzing potential opportunities for local businesses to participate in the development and considering the potential impacts on their operations during construction is encouraged. It is very important that the proposing team engages with these stakeholders throughout the planning process to ensure that their needs are addressed.

PRECEDENTS

Precedent 1: Wick Lane

Architect: dRMM

Planning and Transport: AECOM

Description: Located in Hackney Wick, London, an area designated as a Strategic Industrial Land (SIL) for the city (much like Newmarket is to Boston), the Wick Lane development is an attempt at mixing residential and commercial programming with the historical industrial functions in the district. Architects dRMM create a truly mixed-use industrial typology in this sense, in which residential and industrial buildings become one in the same. The architects navigate some potential issues that may exist within the Newmarket project, by creating “buffer zones” to protect housing from industrial spaces.^[25] In these zones, homes are set back, with employment and leisure spaces placed in between.

Figure 1: “An early sketch of Wick Lane showing the blue light industrial section and the orange residential section.”^[26]

This precedent is highly relevant to the objectives of this RFP as it showcases a similar vision of mixed-use development and sustainability. With 175 homes, light industrial units, retail and workspaces, as well as pedestrian-friendly lanes and landscaped outdoor public spaces, the industrial area is transformed into one where employees can both live and work. The Wick Lane project also addresses the challenges of urban regeneration in an underutilized area, similar to the challenges faced in the Newmarket Square district. The use of green roofs and terraces in the Wick Lane project provides an excellent example of how to integrate natural elements into urban developments, which is a key goal of the Newmarket Square project.

Overall, the Wick Lane project sets a precedent for high-quality mixed-use development and sustainability that aligns with the objectives of the Newmarket Square project. The Wick Lane project provides a model for how a development project can be sustainable and beneficial for the community, while also addressing the economic needs of the area.

Precedent 2: Can Industrial Mixed-Use Buildings Work in NYC?

Published by: NYC Department of City Planning

Professional assistance: Gensler

Description: While not a built example, a study published in 2018 by the NYC Department of City Planning entitled “Can Industrial Mixed-Use Buildings Work in NYC?” is a good resource that can be used to inform the design and development of an industrial mixed-use typology in Newmarket. This study assessed the feasibility of industrial mixed-use buildings in the city from three perspectives: tenanting and operational compatibility, physical feasibility, and financial feasibility.^[27]

The study used a comprehensive methodology that included a market analysis, business needs assessment, design, and financial modeling to assess the feasibility of mixed-use industrial buildings in New York City. As per the study, “real estate market data and interviews with developers and brokers from selected emerging markets” were analyzed to establish rents, land costs, and other financial assumptions for the market analysis, while “industrial businesses, real estate professionals, and industrial experts” were interviewed for the business needs assessment.^[28] In these first two stages, experts in the field were collaborated with to gather data for the study, which is similar to how the studies in the Scope of Services should be navigated.

In the design phase of the study, “varying lot configurations and sizes” were tested, and building prototypes with varying uses were developed.^[29] Issues and conflicts at the ground level, with various industrial, residential, and commercial functions were studied in terms of efficiency and safety, in addition to market conditions for the various prototypes. By designing an initial typology, planners were able to assess compatibility between programmatic uses and their relationship to the industrial functions. The design phase in this study, complete with numerous diagrams, figures, and configurations, is a very helpful resource that developer teams can use to better understand tested prototypes to inform the Newmarket development.

Figure 2: Design Prototype for Crown Heights, NYC. The feasibility of a mix of residential, retail, and industrial functions was tested on the site.^[30]

Finally, the study developed a financial model that included cost estimates and a financial analysis. With the help of professionals in the field, the study was able to find construction cost estimates and developed a cash flow model to analyze industrial mixed-use programs. The study also tested diverse scenarios and aforementioned design prototypes to better understand the drivers of financial feasibility.

This precedent is highly relevant to the objectives laid out in the RFP because it provides a comprehensive methodology for assessing the feasibility of industrial mixed-use buildings. By looking at this precedent, submission teams can learn appropriate practices and tactics set forth by NYC Planning and apply them to the context of the Newmarket Square district in Boston. Submission teams can specifically use their market analysis, business needs assessment, design, and financial modeling steps to inform the design and development of the industrial mixed-use complex.

Precedent 3: Costco Mixed-Use Apartment Complex

Developer: Thrive Living

Architect: AO Architects

Description: In Los Angeles, NY-based developer Thrive Living has proposed an unusual mixed-use apartment complex, featuring a Costco at the ground level and 800 prefabricated apartment units on top. This project is unbuilt (and a full application for development has not been submitted as of the release of this RFP), but it serves as a unique example of how residential functions might be mixed with wholesale (of which a number of this type of business exists in Newmarket).^[31] 

The plan is, in part, a response to the housing crisis in Los Angeles, according to Jordan Brill at Thrive Living - the development intends to create 184 low-income affordable housing units, over 400 jobs, and the remaining units are described as workforce housing made available to renters with Section 8 vouchers.^[32] A housing crisis exists in Boston as well, and this precedent sets a good example for considerations that must be taken to support the low-income community.

Figure 3: Early rendering of the Costco housing development. (AO)

Additionally, the project lays groundwork for Transit-Oriented Development (TOD) principles that will play a role in the development, which permit greater density and floor area than otherwise allowed by zoning laws. It will be located near numerous bus stops, as well as the Metro E Line light rail. Submission teams should look to this example and provide similar solutions for TOD in Newmarket Square.

While this project is unbuilt, and incorporates a wholesale business (Costco) that sells directly to the consumer (where wholesale companies in the Newmarket district may not), it serves as a good example for the creativity and considerations necessary in the creation of a mixed-use development. As shown in this precedent, it remains crucial to provide opportunities for job creation, workforce development, and a “walk-to-work” mentality, which is discussed further in Task 8: Education, Workforce Development, and Job Creation.

PROJECT DESCRIPTION

DEVELOPMENT AREA

Site Plan

Figure 1: Site Plan. The site is located in the center of Newmarket Square.

Data and Program

As shown in Figure 1, the site will be located at the center of Newmarket Square, boxed in by the triangular Newmarket Sq. road. The 93,744 square foot parcel is owned by Newmarket Triangle LLC, with an assessed value of $663,000 in FY 2023.^[33]

Newmarket Triangle LLC has made the decision to sell the land to the City of Boston, which is currently used as a parking lot for trucks and heavy vehicles. The City wishes to develop the site, which should have a floor-to-area ratio (FAR) of at least 2, to include the following functions:

Residential

The residential portion of the site should consist of multi-family housing units, designed to accommodate a diverse range of households, including families, individuals, and seniors. The number of units should be determined based on the needs of the surrounding community, and will be subject to a Planned Development Area (PDA) review by the City which will establish a special overlay zoning district after a 45 day public comment period and approval from the BPDA and Zoning Commission. The units should be designed to be energy-efficient, accessible, and adaptable to meet the changing needs of the residents over time. The site should also include outdoor spaces such as green roofs or community gardens to enhance quality of life.

Apartment units should be affordable and based on a rent-to-own function, in which residents can eventually buy the space and begin to build generational wealth. A portion of the apartment units must be affordable low-income, available to residents earning less than 80 percent of the average median income, and based on income. The residential portion must also include temporary transitional housing units for the houseless population, in addition to an emergency shelter.

Commercial

The commercial section of the site should be designed to accommodate a mix of retail and office uses, and account for other functions such as lab space, studio space, or other creative/educational programming. The number of units should be determined based on market demand and the needs of the surrounding community. The site should be designed to provide a vibrant streetscape that encourages pedestrian activity and integrates with the surrounding neighborhood, but also accounts for heavy industrial vehicular traffic. Teams can use Precedent 2 to gain a better understanding for how these elements interact, and should study Precedent 1 as an example of the successful separation of commercial, residential, and industrial functions.

A successful submission will include approximately 50,000 square feet of commercial space, which will be designed to meet the needs of the local community and stakeholders including small businesses and entrepreneurs. This commercial space should serve to benefit the surrounding industrial businesses as well.

Industrial

The industrial section of the site should be designed to accommodate light industrial uses, such as manufacturing, distribution, and storage. The number of units should also be determined based on market demand and the needs of the surrounding community. The site should be designed to provide efficient loading and unloading facilities, as well as access to transportation infrastructure, including the surrounding trucking roads and Mass. Ave., Melnea Cass Blvd., and I-93. Industrial functions should be designed to be energy-efficient and adaptable to the ever-changing needs of the economy and community.

Design at the street level will be a crucial aspect of this RFP. The submission should include at least 30,000 square feet of industrial space, which must coexist with other, more human-centric functions. Accordingly, the design of the industrial spaces should focus more on the worker and pedestrian than such a design normally would. Loading and unloading docks must coexist with retail and residential entry at the ground level, which will be a challenging design prompt for proposal teams. It is important that space is set aside for industry, and some space is set aside for industry alone, but that the industrial functions can coexist and support the other programmatic elements.

Open Space

The site should include open space designed to provide a variety of outdoor recreation and entertainment, which enhance the quality of life for residents, workers, and visitors. These spaces could include community gardens, parks, playgrounds, plazas, and more. The design of these spaces should prioritize pedestrian access and safety, and incorporate sustainable design practices such as rain gardens, green roofs, and permeable surfaces. The design should also relate to the existing open space in the Newmarket district, including Clifford Park and Playground.

Parking

Parking should be included on the site to provide adequate space and facilities for residents, visitors, and employees of commercial and industrial uses on the site. The number of parking spaces should be determined based on the needs of the different uses on the site and in accordance with local zoning requirements, and should be designed in Task 7: Engineering, Infrastructure, and Transportation Planning. The parking facilities should be designed to be accessible, safe, and environmentally sustainable, and could include features such as electric vehicle charging stations, bike parking, and stormwater management. Preferably, parking infrastructure will be located underground to free up space for industrial and retail uses at the ground level. This will require a feasibility study, to be completed with Task 7.

OBJECTIVES

Affordable Housing

The City’s affordable housing crisis calls for an urgent need for affordable housing, especially in the Newmarket area, particularly for low-income families, individuals, and seniors. Therefore, a successful proposal will incorporate and prioritize affordable housing units that meet the needs of these populations and of the surrounding communities of Dorchester, Roxbury, the South End, and South Boston.

The affordable housing units should be well-designed: they must provide safe access and common areas, be comfortable, and meet ADA accessibility standards. The City encourages proposals that incorporate sustainability and energy-efficient design features to ensure comfort and avoid high energy costs for lower-income residents. Affordability of these units must be maintained, ensuring that they remain accessible.

As mentioned previously, housing should be based on a formalized rent-to-own system. This system is uncommon in Boston, particularly due to the high-cost market of homes in the city in which home prices can rise up to 6 percent in one year, which discourages landlords from wanting to sell.^[34] This system should be studied by submission teams, and it is encouraged that partnerships are formed with companies or agencies such as Home Partners of America or Trio, in order to implement this system so that low-income individuals or families can purchase a home and build generational wealth.

Proposals can also explore the use of alternative financing models, such as tax credits, to help fund the development of affordable housing units. Additionally, developers are encouraged to collaborate with local organizations to ensure that the units meet the needs of the community.

The development should include a mix of unit sizes to accommodate families of different sizes and configurations. The City encourages proposals that include a significant number of family-sized units, as these are in particularly high demand. Ultimately, the goal of this Objective is to create a vibrant and inclusive community that meets the needs of all residents, regardless of income.

Mixed-Use Development

Due to the industrial nature of Newmarket Square, the proposed development must be truly mixed-use, and study the benefits and outcomes of the unique industrial mixed-use typology. This objective is an opportunity to transform an industrial area into a vibrant, diverse, and dynamic community that fosters innovation, creativity, and growth. Being a heavily industrial area, Newmarket Square has a rich history of production, manufacturing, and distribution that should be preserved and celebrated. Therefore, the Mixed-Use objective aims to strike a balance between existing industrial functions and new commercial, residential, and community spaces that can coexist and complement each other, as discussed in the Data section of the Development Area.

Through this objective, the aim is to develop in a manner that provides a range of uses and amenities that serve the community’s needs, such as affordable housing, small businesses, and community services. The development should be designed to encourage active street life and pedestrian activity, with inviting storefronts and public spaces that connect the community to the larger city fabric, while also making space for and prioritizing existing industrial functions.

A successful proposal will foster a “workforce ecosystem,” which is described in Mixed-Use Industrial Development: Building Community Around Industry, by KSS Architects.^[35] Figure 2 depicts this ecosystem, in which the distribution center and industrial function serves as the anchor to other surrounding programmatic elements.

Figure 2: “Workforce Ecosystem,” by KSS Architects

In this environment, people living in the residential program are the workers that are employed at the industrial facility. Other functions, such as light manufacturing and education (in this case, a tech school), support industry, while green space and retail provide for residents. This typology should be studied by proposing teams as an example of the mixed-use industrial.

Major issues will present themselves as a result of mixing industrial and residential functions. Industrial areas, such as Newmarket, are inherently anti-residential in that regular business functions produce noise pollution, air pollution, heavy vehicular traffic, and other potentially hazardous byproducts of work. These byproducts may clash with what should be a “peaceful” living environment, especially at the ground plane, where wide roads and truck ports have not been designed with pedestrians in mind. If unaccounted for, living conditions will be undesirable and potentially unhealthy. In order to truly create a successful “workforce ecosystem” mixed-use industrial development at Newmarket, teams should not only study precedents carefully, but also be prepared to devise innovative and creative design solutions that may have no existing precedent. Some functions may have to be separated by grade, material, location, etc., and others may need to be mixed. It will be the responsibility of the submitting team to demonstrate a prototype of their proposal that successfully negotiates industrial and residential functions, while remaining livable and economically viable. Task 4 in the Scope of Services will require a pollution/environmental study that should include these issues, whereas the prototype must show that these issues can be negated.

The Mixed-Use objective is not just about building structures and spaces, but more so about creating a new neighborhood (and expanding on the nearby Dorchester neighborhood) that reflects the values, aspirations, and identity of the community. It should be a place where people can live, work, and play in a safe, healthy, and inclusive environment, promoting social interaction. The mixed-use development has the potential to serve as a model for other industrial areas in the city and beyond, especially due to the rarity of this typology, demonstrating that economic growth and community development can go hand in hand.

Community Revitalization

A comprehensive approach to community revitalization must be taken, which addresses the opioid and houseless epidemic, promotes economic growth and job creation, and fosters innovation, education, and creativity. The development of this site must aim to revitalize the surrounding Newmarket community and be a part of a larger effort to address the challenges facing the area.

The opioid epidemic has had a devastating impact on the community, and it is imperative that the development provide support and resources for those in recovery. As discussed in the Health and Wellness objective, the project should include resources for addiction treatment and a smooth transition from addiction to recovery, and onwards to housing, employment, and job security. The development must prioritize the needs of those in recovery and those experiencing homelessness.

Additionally, the project should promote economic growth and job creation in the community. This can be achieved by providing spaces for local businesses, start-ups, and entrepreneurs, and creating job opportunities in a range of industries. It should also be achieved by working with the existing surrounding industrial warehouses, meatpackers, wholesalers, and more, and provide a workforce for these businesses while also promoting their success. The development should support a thriving local economy and contribute to the overall economic health of the Newmarket area.

The revitalization of the community also involves fostering innovation, education, and creativity. The development should provide spaces for educational opportunities, such as job training programs, apprenticeships, and continuing education. The project should also encourage creativity and serve as a hub for the arts and cultural events which incorporate surrounding Newmarket organizations and businesses.

Collaborative Approach

The Collaborative Approach objective comes as a result of the City’s commitment to creating a development that not only meets the needs of the community, but is also inclusive and accessible to all members. In order to achieve this, a collaborative approach must be taken that engages with and prioritizes the voices of those who are typically underrepresented or unspoken in these types of projects, including lower-income members of the community.

Respondents to this RFP will be expected to approach the project with this spirit of collaboration, as well as a commitment to working closely with the City, community organizations, and other stakeholders. The winning team will be expected to collaborate with the City and other stakeholders throughout the development process, from conceptualization to completion.

The approach should ensure that the project is developed in a manner that is sensitive to the needs and desires of the community, involving regular communication and engagement with local residents and community organizations, and an emphasis on transparency and inclusivity. A willingness to incorporate community feedback into the development process and adapting the project as needed will be very important to the process.

The collaborative approach should also take into account the expertise of other stakeholders, including local businesses, industry experts, and government agencies. The respondent should be prepared to engage in open dialogue with these stakeholders and to incorporate their expertise and feedback into the project design and development process.

Health and Wellness

This objective is of paramount importance for this project, as it aims to address the ongoing public health crisis in the Newmarket Square area. It also speaks to the concepts of justice in design and placemaking, imperative to the wellbeing of the community. A successful proposal must demonstrate a comprehensive understanding of the unique challenges faced by the community, and provide innovative solutions to help mitigate the negative impact of the crisis.

The project must prioritize those who are most affected by the crisis, including displaced and homeless individuals, and those struggling with opioid addiction, violence, and other health-related issues. In addition, the project must prioritize the health and wellbeing of employees at surrounding businesses, who are also adversely affected by the public health crisis in the area.

To achieve this objective, the proposal must incorporate a range of transitional and emergency housing options that cater to the needs of the most vulnerable members of the community. Moreover, the proposal must work in collaboration with local community organizations and nonprofits to create and make space for programs and services related to health and wellness, including addiction treatment, mental health support, and violence prevention.

The project must also prioritize the prevention of gentrification and displacement in the area, and work towards promoting economic and social equity and justice. This can be achieved by including affordable housing units, the creation of job opportunities for local residents, and support for small businesses in Newmarket.

As mentioned previously, the juxtaposition of residential and industrial functions may negatively affect the health of residents if left unacknowledged. While low-income and transitional housing will be required, teams should not stop here in the design of a successful proposal. Through a lens of economic and social distributive justice, spaces should be carefully designed to prioritize these marginalized groups and neutralize the potential noise, air, and ground pollution that may result from the industrial. Temporary and permanent housing must be designed to promote a high quality of life, with access to fresh air and natural light, as well as space for indoor and outdoor physical activity. Additionally, the proposal should consider incorporating spaces for relaxation, mediation, and community building, as well as green spaces and recreational areas to improve mental health and well-being of residents. Healthcare, social services, and healthy food options on-site should also be considered.

Sustainable and Accessible Design

The Sustainable and Accessible Design objective is an important aspect of this project. A successful proposal will prioritize the incorporation of design practices that reflect environmental responsibility and accessibility. This includes the integration of sustainable and resilient infrastructure, as well as accessibility features that comply with ADA standards that ensure the development can be accessed and utilized by all members of the community.

Additionally, the proposal should incorporate additional outdoor space, taking into account the limited public space currently available in the Newmarket Square area and the existing green space at Clifford Park. The project should manage development on the current brownfield site, taking a sustainable approach to the site’s remediation. It should utilize the principles of green infrastructure to manage stormwater and reduce the urban heat island effect, which is a major problem on the site: “With its hard surfaces and lack of a tree canopy,” the City has floated the idea of adding trees to the Newmarket area and “other ways to reduce the heat effect, such as social spaces that involve misters and hammocks under tents, as well as solar canopies on roofs.”^[36] These examples, and other tactics, should be considered in the design of the proposal to improve the public realm.

A successful proposal must also adhere to the guidelines of Transit-Oriented Design (TOD) and prioritize access to public transportation. The project should streamline access to nearby bus stops, as well as the commuter rail at Newmarket station and the Red Line at Andrew. This will encourage the use of public transportation, reducing the reliance on private vehicles, and therefore, reducing the project’s carbon footprint and alleviating some of the already heavy traffic in the area.

The proposal should also prioritize sustainable and energy-efficient building materials, systems, and technologies. The use of renewable energy sources, such as solar panels and geothermal heating, can be considered. By prioritizing these features, the development will contribute to the reduction of greenhouse gas emissions and promote sustainable living.

TEAM AND EXPERTISE

This project requires a diverse team with expertise in architecture and design, community engagement, urban planning, real estate and finance, environmental sustainability, structural and civil engineering, transportation and traffic engineering, and social services. The success depends on the collaboration of a highly skilled team of professionals, which should include the following:

Architect

The architect will design the building and ensure it meets all required codes, zoning regulations, and aesthetic standards. The architect will work closely with the structural engineer, environmental specialist, and landscape architect to design a building that is sustainable, functional, and accessible.

Urban Planner

The urban planner will play a crucial role in the development of the site: they will provide insight on zoning regulations, land use patterns, and transportation planning. They will work closely with the architect and the transportation engineer to ensure that the building’s design meets the requirements of TOD and provides easy access to public transportation.

Real Estate Developer

The real estate developer will manage the financing, marketing, and sales of the project. They will work closely with the financial analyst to ensure the project is financially feasible and profitable. The real estate developer will also work with the community outreach coordinator to address the community’s concerns and ensure the project meets the community’s needs.

Financial Analyst

The financial analyst will provide a financial analysis report, future forecasting, and risk assessment for the project. They will work closely with the real estate developer to ensure the feasibility of the project, and with the community outreach coordinator to address the concerns of the community. The financial analyst may be particularly challenged by the Affordable Housing objective and the existing conditions at the site, and should prioritize these concerns.

Environmental Specialist

The environmental specialist will assess and manage the environmental risks of the site. They will ensure that the project complies with environmental regulations and guidelines. The environmental specialist will also work with the civil engineer, structural engineer, and landscape architect to ensure the project is sustainable.

Civil Engineer

The civil engineer will design the infrastructure required for the development, including roads, water supply, and sewer systems. They will also work with the environmental specialist and the landscape architect to ensure the project is environmentally conscious.

Structural Engineer

The structural engineer will design the building’s structure, ensuring it meets all safety and building code requirements. They will work closely with the architect to ensure the building’s design is structurally sound.

Transportation Engineer

The transportation engineer will design transportation systems and ensure the project complies with transportation regulations. They will work closely with the urban planner to ensure the project meets the requirements of TOD and provides easy access to public transportation. The transportation engineer should especially focus on the issue of trucks and heavy vehicles using the roads surrounding the site, and work with the urban planner to design a solution that addresses the needs of all stakeholders.

Community Outreach Coordinator

The community outreach coordinator will engage with the community, addressing concerns and ensuring the project meets the community’s needs. They will work closely with all other team members, and especially with the real estate developer and financial analyst to address any concerns the community may have regarding the project’s financing.

Social Services Coordinator

The social services coordinator will work with local nonprofits and community organizations to provide social services related to homelessness, opioid addiction, and more. They will work closely with the community outreach coordinator to ensure the project meets the needs of underrepresented and unspoken members of the community.

Landscape Architect

The landscape architect will design the outdoor spaces of the development, including any parks and green spaces. They will work closely with the environmental specialist to ensure the building’s design is energy-efficient and environmentally sustainable.

Daylightling Specialist

The daylighting specialist will design the lighting systems of the building, ensuring that natural light is maximized and artificial light is minimized. They will work closely with the architect to ensure the building’s design is well-lit.

Heritage Specialist

The heritage specialist will ensure the project respects the historic context and heritage of the Newmarket Square area. They will work closely with the community outreach coordinator to ensure the project takes the culture and history of the area into account.

Building Services Manager

The building services manager will oversee the maintenance and operations of the building. They will work closely with the architect to ensure that the design is future-minded and that the team remains involved with the project after construction is completed.

SCOPE OF SERVICES

The following Tasks must be completed by the winning submission team in order to successfully design and develop the site at Newmarket Square:

Task 1: Community Engagement and Outreach

Expertise: Community Outreach Coordinator, Heritage Specialist

Requirements:

• Develop a comprehensive community outreach and engagement plan
• Create a timeline which organizes the engagement schedule
• Gather feedback from ALL stakeholders
• Organize and facilitate meetings, workshops, and focus groups
• Develop a report summarizing the engagement process
• Incorporate feedback and describe changes made as a result in the report
• Continue engagement and outreach throughout all phases of design
• Incorporate a plan for post-construction engagement

Task 2: Support, Stability, and Security Strategies

Expertise: Social Services Coordinator

Requirements:

• Identify and partner with local organizations to provide support, including:

• Job training and placement
• Mental health services
• Harm reduction and addiction services
• Housing assistance

• Develop safety and security procedures and policies
• Create a comprehensive plan for emergency response, especially responding to the ongoing opioid crisis

Task 3: Site Analysis and Conceptual Planning

Expertise: Urban Planner, Architect, Landscape Architect

Requirements:

• Study existing efforts and proposals regarding the Newmarket area
• Assess the current condition of Newmarket Square, including existing infrastructure and buildings
• Evaluate the surrounding communities of Dorchester, Roxbury, South End, and South Boston, and identify opportunities for development
• Create a conceptual plan, including site layout, building design, and landscaping
• Present the conceptual plan to the City and gather feedback from stakeholders and the community

Task 4: Pollution and Environmental Study

Expertise: Environmental Specialist, Civil Engineer

Requirements:

• Conduct a detailed environmental study
• Identify potential sources of pollution and contamination, including noise pollution, from surrounding industrial areas
• Develop a plan to mitigate pollution, and suggest strategies to mitigate effects
• Study environmental concerns, including:

• Soil remediation
• Water treatment
• Air quality management

• Present the study to the City and gather feedback from stakeholders

Task 5: Market Analysis and Feasibility Study

Expertise: Financial Analyst, Real Estate Developer

Requirements:

• Conduct an analysis of the market demand and financial feasibility of the proposed development
• Study rental/purchase prices that the market can bear
• Find potential financing sources, and investigate governmental funding
• Create a feasibility study which considers construction costs, ongoing maintenance and management costs, and projected revenue streams
• Research precedents and find solutions to incorporate affordable housing
• Present study to the City and gather feedback from stakeholders

Task 6: Design, Architecture, and Landscape Planning

Expertise: Architect, Urban Planner, Landscape Architect, Daylighting Specialist

Requirements:

• Create a cohesive design which takes into account the site analysis and feedback gathered in Task 3: Site Analysis and Conceptual Planning
• Incorporate environmentally sustainable, inclusive, and adaptable design
• Develop detailed floor plans, elevations, and 3D renderings
• Work with civil engineer and environmental specialist to meet regulations
• Develop a landscape plan including green spaces, outdoor amenities, and stormwater management solutions
• Develop a daylighting plan which maximizes natural light in the design
• Develop a construction schedule to outline the timeline and milestones

Task 7: Engineering, Infrastructure, and Transportation Planning

Expertise: Structural Engineer, Civil Engineer, Transportation Engineer

Requirements:

• Conduct a site analysis, identifying existing infrastructure and conditions
• Develop a traffic management plan, including transportation capacity and efficiency, and study effects of industrial trucking on proposed development
• Design the structural system, including foundations and framing
• Evaluate accessibility, in compliance with ADA requirements
• Prepare construction documents including technical specifications
• Assist in construction administration
• Ensure compliance with building codes, zoning requirements, and regulations

Task 8: Education, Workforce Development, and Job Creation

Expertise: Social Services Coordinator, Building Services Manager

Requirements:

• Develop and implement strategies for educating and providing jobs
• Identify opportunities to create job training programs
• Work closely with surrounding businesses to identify staffing needs and provide job placement services to residents
• Support workforce development initiatives
• Identify potential funding sources and partnerships for financial support
• Work with local educational institutions to develop programs that align with the needs of the community and stakeholders

FUNDING

The project will be funded through a combination of private investment, grants, and public funds. The proposal should provide a detailed breakdown of funding sources and a timeline for securing the necessary funding. Potential funding sources include the following, described briefly.

Federal Sources

Community Development Block Grant (CDBG)

CDBG is a program of the U.S. Department of Housing and Urban Development (HUD) that provides funding to state and local governments to support a range of community development activities, including affordable housing, economic development, and public services. CDBG funds are allocated annually to eligible grantees through a formula based on community needs and other factors.^[37]

Federal Low-Income Housing Tax Credits (LIHTC)

This source is a federal tax credit program that provides incentives for private developers to build and preserve affordable rental housing for low-income households. LIHTCs are allocated to state housing finance agencies, which in turn award them to developers through a competitive process. Developers can use the tax credits to offset their federal income tax liability, which helps to finance the development of affordable housing.^[38]

State Sources

MassWorks Infrastructure Program

MassWorks is a state-funded grant program that provides funding for infrastructure improvements that support economic development projects in Massachusetts. Eligible projects include transportation movements, utility upgrades, and other public infrastructure projects that support job creation and private investment.^[39]

Housing Choice Initiative

The Housing Choice Initiative is a state program that provides technical assistance and financial incentives to cities and towns that are committed to increasing the supply of housing in their communities. The program encourages municipalities to adopt best practices in zoning and land use regulation, and provides funding for infrastructure improvements that support housing development.^[40]

Opportunity Zone Program

The Opportunity Zone Program provides tax incentives for private investment in designated Opportunity Zones, which Newmarket has been identified as. These “opportunity zones” are low-income census tracts that have been targeted for economic development. The program offers a state tax credit for investments in qualifying projects, and is designed to encourage private investment in distressed communities.^[41]

Local Sources

Neighborhood Housing Trust Fund

This city-funded program provides grants and loans to support the development and preservation of affordable housing in Boston. The program is administered by the city’s Department of Neighborhood Development, and supports a range of housing activities, including new construction, preservation, and rehabilitation of existing housing.^[42]

Boston Main Streets

Boston Main Streets is another city-funded program that provides technical assistance and funding to support small business development and commercial district revitalization in Boston’s neighborhood commercial districts. The program is administered by the city’s Office of Economic Development, and provides grants and loans to support a range of activities, including storefront improvements, marketing and promotional campaigns, and business training and support.^[43] Teams can work specifically with Upham’s Corner Main Street, which is the closest district to Newmarket.

SUBMISSION AND EVALUATION

TIMELINE

The timeline below outlines the project’s expected submission schedule. The winning team will be expected to follow this schedule and maintain punctuality with all deliverables and deadlines.

REFERENCES

At least 5 references will be required upon submission of the proposal by the team. This may include previous clients, community groups, or organizations who can speak to the team’s skills, experience, and reliability.

The list of references should include:

• Name
• Title
• Organization
• Phone number
• Email address

Please ensure that contact information is up to date, and that references are relevant to the project description.

SELECTION

Proposals will be evaluated based on adherence to the Objectives listed in the Project Description section. Each of these Objectives will be graded, and proposals will be scored accordingly.

Each Objective will be weighted evenly, as all are equally important. If submitted proposals do not satisfactorily meet any one objective, the proposal will not be considered. Therefore, it is imperative that teams study these Objectives and stick to them throughout the entirety of the design process.

In the following section, potential selection committee members are listed, to be finalized at a later date. The purpose of this list is to show who will be responsible for selecting the winning proposal, each member holding a different stake in the project and representing different stakeholder groups. The Committee will have the final say in choosing the winner, and will use the selection scoring system outlined above as a preliminary selection method. Once finalists whose proposals meet and exceed the Objectives have been chosen, the Committee will decide upon the official winner internally, based on their professional judgment and needs and desires of the groups they represent.

COMMITTEE

The Committee will be responsible for evaluating submitted proposals, and will be involved with team collaboration after the winning proposal is selected. This will consist of members from all aspects of development expertise, as well as community organizations and City representatives.

A list of potential committee members is as follows:

Frank Baker - City Councilor, District 3

Kiesha Santana - Roxbury Community Liaison

Ross Cochran - Dorchester Liaison

William Dickerson - Faith-Based Community Liaison

Brian Maloney - Newmarket Business Association, VP

David Price - Nuestra Comunidad, Executive Director

Zach Cohen - Upham’s Corner Main Street, Director

Jason Webb - DSNI, Director of Sustainable and Economic Development

Tim Love - Utile

BPDA representative

BRA representative

etc.

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