Subject area:                      Strengthening a Community from Within

Region:                                   Boston, Massachusetts

Industry:                                Nonprofit Organization

Company:                              Hyde Park Main Streets

Decision Maker:                Thien Simpson, Executive Director

When you walk through Hyde Park, you’re met with a sense of history, warmth, and community pride. From bustling events like BridgeFest to neighbors exchanging greetings at local cafés, it’s clear this is more than just a Boston neighborhood—it’s a place where people belong. At the center of this energy is Hyde Park Main Streets, a nonprofit that has worked since 1995 to make the area a thriving hub for both residents and small businesses.

But as Hyde Park evolves, so do the needs of the organization that serves it.

The Challenge Behind the Scenes

Hyde Park Main Streets, led by its dedicated Executive Director Thien, runs a packed calendar of over 40 community events a year. From fundraisers to seasonal festivals to art exhibitions, the workload is immense and much of it rests on the shoulders of a single full-time staff member. While Thien has devoted over two decades of her life to the organization, the pressure of managing everything alone has made it difficult to build sustainable systems for growth.

Volunteer outreach is primarily conducted at events or through word-of-mouth and social media, which has not produced the desired level of engagement—particularly from younger and more diverse members of the community. At the same time, the board’s structure had become too large and outdated, lacking clearly defined roles and representation that reflects Hyde Park’s vibrant demographic mix.

Community Solutions Through Strategic Partnership

To address these challenges, a team of BE-EDGE Consult-a-thon participants: Ajay karthick, Kevin, Liza Littenberg-Tobias , and Bilguissa Barry partnered with Hyde Park Main Streets to co-develop solutions that were both actionable and community-centered. They were guided by their mentor, Peter Beacham, Managing Director at Brown Brothers Harriman, whose expertise in bridging business and technology helped shape their strategic approach.

After conducting interviews with the Executive Director, board members, and volunteers, and researching neighborhood demographics, the team delivered three key outcomes:

1. Board Restructuring Plan They proposed downsizing the board to 11–13 members to increase strategic focus and streamline governance. This included clearly defined board roles, onboarding practices, and a mentorship pipeline to bring in younger, more diverse voices.
2. Volunteer Engagement System The team created a framework to transition from informal volunteerism to a skills-based, project-driven model. This included a role chart for onboarding, a volunteer skills inventory, and outreach strategies targeting teens, young adults, and multi-lingual community members.
3. Visibility and Awareness Campaign To address the large number of residents who were unaware of how to get involved, the team recommended expanding the “Welcome Bag” program, improving event visibility through social media, and hosting open houses focused on building relationships with potential volunteers.

Moving Forward, Together

What set this collaboration apart was the way the team designed their strategy with the community, not just for it. Their recommendations are grounded in real conversations, local insight, and a shared belief that Hyde Park Main Streets deserves not just to keep going—but to grow sustainably.

Now, Hyde Park Main Streets has a clear, phased plan to strengthen its internal systems, increase volunteer engagement, and continue serving as a cornerstone of community life.

A heartfelt congratulations to Ajay, Kevin, Liza, and Bilguissa for your dedication, professionalism, and deep respect for community-driven change. Your hard work and thoughtful recommendations will have a lasting impact on Hyde Park Main Streets and the neighborhood it proudly serves.