Worcester Business Journal

www.wbjournal.com August 17, 2015 • Worcester Business Journal 21 It's coming together slowly, and still very much a work in progress — but the effort has achieved the degree of momentum that appears sustainable. Worcester's downtown has suffered from the societal changes of the last four decades, as much as any other mid-sized city, but the turnaround that so many larger urban areas have experienced this century is finally showing signs of materializing here. A key element of any resurgence in downtown Worcester must include an extensive rehabilitation and reinvention of Main Street. Thankfully, that process is underway, with preliminar y designs having been shown to a group of business leaders last month in a meeting at the offices of the Worcester Regional Chamber of Commerce. That new project, scheduled to start next year, is projected to cost $7.5 million, with $4.5 million being provided by the federal government. The plan would narrow the road between the federal and Worcester County courthouses from two travel lanes to one in each direction, creating both turning lanes and bike lanes. It would also synchronize traffic lights at nine of 11 intersections to help facilitate vehicle flow. Sidewalks would also be ripped up and reconstructed at two levels with both cement and brick to better accommodate pedestrians with disabilities, helping meet requirements of the American with Disabilities Act. It's a good start, especially the elimination of two of the four traffic lanes, which should help downtown Worcester become a more walkable area. For the planned additions of hundreds of housing units and hotel rooms over the next few years to be successful, the area must become more pedestrian friendly. The old elements of Main Street are "pretty tired looking," Joseph F. Borbone, director of the city's engineering department, told the chamber gathering. "They don't show off Worcester the way we want to show off Worcester." That's where Worcester and its businesses on Main Street have an opportunity: to not just bring the aesthetics of Main Street into the 21st century, but to give it a unique look that can set it apart from other downtowns. What kind of creative approach would give the downtown a unique Worcester brand? It can begin with a more active engagement with the arts, which has already planted a downtown stake with the Hanover Theatre and Mechanics Hall, and with the Worcester Art Museum not that far off the path. Open-air art displays and a designated area for small-group performances along the downtown stretch can draw walkers and nearby residents, creating a spillover effect for local businesses. A rest area for bicyclists — with sidewalk vendors — is another way to engage pedestrians and create more activity on the street. And why not expand Worcester's Wi-Fi "hot spot" at City Hall Common to accommodate more pedestrians? One attendee at last month's meeting, Randy Feldman, an attorney with an office on Main Street, urged officials to go beyond the basics in their planning. "Downtown remains completely unexceptional," he said. "We have to do something dramatically nicer." We agree. Worcester has made impressive strides with its downtown development plans and we believe it has charted the right course with its plan for further mixed residential and commercial development. How to leverage that momentum and make the downtown a more memorable experience is key, and getting it right can make a big difference in maintaining that momentum. Many larger cities across the United States have seen a boom in residential building and the spinoff of increased activity in their urban cores. With the growing interest in more urban living, Worcester is well positioned to finally see the kind of expansion to its core that was no more than a dream less than a decade ago. In many cases, as the core city goes, so goes the region. Worcester's leaders need to continue to make smart investments to boost the economic vitality of its downtown. n Downtown streetscape plan needs a creative touch E D I T O R I A L The Worcester Business Journal welcomes letters to the editor and commentary submissions. Please send submissions to Rick Saia, editor, at rsaia@wbjournal.com. Letters can also be faxed to 508-755-8860. W orcester's downtown is experiencing a metamorphosis. College students at satellite campuses, thousands attending shows at the Hanover Theatre, the opening of Front Street that has created an eastern gateway into the city center, and CitySquare development's progress as a vibrant commercial, retail and residential space. These are just a few of the changes creating momentum in Worcester and the region. And, they're in no small part the result of forward- thinking leaders who have forged collaborative partnerships, taken risks and motivated others to exceed expectations. At the chamber, we're focused on engaging the next generation of leaders in the community's long-term vision for success. We have established a higher education–business partnership to retain our educated workforce. The partnership between our colleges and businesses has created a conduit to bring students into the business community where they can begin to network, prepare for employment and develop leadership skills. What attributes make a good leader? Key traits include adaptability and flexibility with change, an excitement for new opportunities, the ability to motivate and initiate, creativity and organizational skills, decisiveness, and acceptance and respect for multiple and diverse perspectives and backgrounds, with an emphasis on developing listening skills and an eagerness to collaborate. But how does one acquire the skills of leadership? Is it an inherent trait? Or can leaders be groomed? Can the process of creating the next generation of leaders be expedited? The answer is an unequivocal "yes." Organized by the Worcester Regional Chamber of Commerce and the Greater Worcester Community Foundation, and supported by a broad coalition of business, education, nonprofit and government partners, Leadership Worcester will help our future leaders acquire the skills necessary to continue the momentum underway here. How do we identify our future leaders and prepare them for the task? The first class of the reinvigorated Leadership Worcester was selected from more than 50 applicants. They have proven records of leadership capacity; an eagerness to have a personal impact; a passion and commitment to make Worcester a leading, livable city; and a commitment to remain involved in the city or region. Next month, a class of 25 eager participants, from a variety of industry sectors and cultural backgrounds, and with diverse educational experiences, will begin their 9-month journey of discovery. Area experts have created sessions with a razor-sharp focus on the issues Worcester and the region face today and will face in the future, and they will provide a context in which these leaders will hone their leadership skills. Topics include medicine and health, economic development, local government, education, justice and community safety, arts and culture, and the urban environment and energy. The chamber is proud to be a lead partner in this important program that prepares our future leaders to be the next generation of champions for Worcester and the region. At the conclusion of Leadership Worcester next spring, the class of 2016 will be prepared to assume leadership roles and create positive change. n Timothy P. Murray is president and CEO of the Worcester Regional Chamber of Commerce. Grooming the next generation of leaders in Greater Worcester BY TIMOTHY P. MURRAY Special to the Worcester Business Journal V I E W P O I N T Murray A nyone who has not driven or walked around downtown Worcester within the last decade may well be left stunned by the changes that have taken place. After years of talk, but not a lot of action, efforts to make the downtown a more walkable center with a mix of business, satellite college campuses, entertainment and housing are well underway. The view on Main Street in downtown Worcester, with City Hall in the distance. P H O T O / M A T T V O L P I N I

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