- Current
- Early Years: 1988-1990
- 1990-1995
- The University Park Partnership: 1995-1998
- The Center For Community Revitalization
- Kilby-Gardner-Hammond Neighborhood Revitalization Project: Phase III
Our History
Early Years: 1988-1990
The MSCDC’s first office space was provided by Clark University and was located in the attic area of the university administrative building. With no air conditioning, no air circulation and ninety degree temperatures outside, it soon became apparent that a move was necessary and “prime” office space was located a block from the university in an empty commercial space that formerly housed White’s Cleaners. In fact, “White’s Cleaners” (with a few letters missing) was still prominently displayed above the door. At first, more visitors to the building were people looking for drycleaning than perople coming in to talk about MSCDC functions and business. In addition to the confusion over whether we were a MSCDC or a cleaners, we also dealt with stray cats that lived above the suspended ceilings and the problem of having to regularly evacuate the premises when the heating system malfunctioned and fumes and soot were blown into the office space.
However through these early “adventures” the MSCDC was able to undertake some substantive work. State and local foundation funding was obtained and the MSCDC was able to hire Maria Rosario as property manager and Myrna Benson as receptionist. The additional staffing was necessary as the MSCDC had been fortunate enough to quickly locate and acquire its first property, 927 Main Street. The building consisted of 6 units of distressed housing and two run down commercial spaces and was located in a priority area under the MSCDC’s triage approach to its revitalization efforts.
This first project was a benchmark in the history of the MSCDC. It proved that the MSCDC could access loan capital from conventional lenders by combining it with state and federal grants and financing from secondary sources such as Clark and the Massachusetts Community Development Finance Corporation. The project clearly illustrated the Catch-22 situation that is encountered when trying to improve properties in distressed areas. Banks will not make large enough loans to improve property beyond the average market value of property in the area. When average values are depressed it is economically impossible to improve property without exceeding the average market valuation.
Therefore, in the absence of large amounts of equity, improving property in a distressed area required multi-layered financing combined with grant funds. This is a lengthy, but necessary process.
However, by the end of the first year of its operations, the MSCDC has completed the commercial and residential renovations at 927 Main Street. It has assumed the management of the property and had successfully obtained federal funding for landscaping and tree planting in front of the storefronts. The work complemented the store front improvements undertaken by Clark on the opposite side of the street and represented a small but significant accomplishment, a nucleus strip of development on Main Street. It was hoped that this would act as a catalyst for further improvements.
The late 80’s slump in the real estate market was negatively impacting Main South, however, as evidenced in the increase in arson and property abandonment. The MSCDC became more important than ever. It is fundamental to the existence of CDCs to realize that their primary cause is not to make money but to enhance neighborhood stability; to acquire property and promote development for reasons other that financial gain. So at a time when real estate investors were rushing out of the area, the MSCDC moved in to repair some of the damage.


