Boston City Council Public Hearing on Bicycle Infrastructure 9/14/15 at 4pm

City Councilor-at-Large Michelle Wu reported in her August 12, 2015 council meeting notes that fellow Councilor-at-Large Ayanna Pressley called for a hearing on cycling infrastructure in the wake of the Anita Kurmann tragedy:

Cycling Infrastructure: Councilor Pressley called for a hearing on planned and ongoing improvements to the city’s cycling infrastructure. She noted the need to follow up on the 2013 report identifying dangerous intersections in the city, especially after the recent fatal crash at Beacon St and Mass Ave, and wanting to understand how the new Chief of Streets and Transportation Director roles fit into cycling infrastructure planning. The matter was assigned to the Committee on City & Neighborhood Services and Veterans Affairs for a hearing.

That matter has now been set down for a public hearing on Monday, September 14, 2015, at 4pm in the Christopher Iannella chamber at City Hall. Councilor Pressley is particularly interested in the personal experiences of cyclists in the city. Although there has been a lot of focus on downtown issues of late, we need to speak up and make sure Rozzie is represented!

If you’d like to speak at the hearing, please drop a note to James Sutherland. They will also accept written testimony if you can’t make the hearing live.

Complete details reproduced below; copy of official notice linked here. There’s also a Facebook page for the event. Spread the word. Read More

Living on Earth and Complete Streets in Boston

Cambridge Street Bridge
Cambridge Street Bridge with cycle track

Excellent Living on Earth piece this week about the “Complete Streets” movement, focused on Cambridge Street in Allston. The segment features an interview with then-deputy director of the National Complete Streets Coalition, Stefanie Seskin, now Boston’s Director of Active Transportation. Also interviewed is Vineet GuptaBoston Transportation Department head of policy and planning.

It’s been nearly 75 years since World War II ended, yet much transportation planning is still based on that obsolete paradigm. The Living on Earth piece concludes on a hopeful note that the pace of change is picking up:

SESKIN: Post World War II, we embarked in the United States and in many other countries, on a massive infrastructure investment to move goods really across the country. And that had a lot of really important and good changes to the way that we built our roads in terms of safety when you’re travelling at high speeds, when you’re thinking about trucks and how they move.

LUCAS: But Seskin says while wide lanes make highways and other high-speed roads safer for traffic using them, they were never meant for cities and town centers. And yet city streets were built the same way as those high-speed roads. Vineet Gupta of Boston’s Transportation Department says that post-war engineering mentality explains why Cambridge Street is so bad for pedestrians today.

GUPTA: In those days, all they cared about was moving traffic and making traffic flow more efficient, and really not focusing on what cities really are, and what makes them livable.

LUCAS: That’s where people-oriented complete streets are different.And the idea has been gaining traction around the country.The National Complete Streets Coalition says that the number of places with complete street policies leaped from 86 in 2008 to 610 last year. Stephanie Seskin has noticed.

We haven’t seen much of this progress yet in Roslindale. It’s our job to push both elected and appointed officials to bring Complete Streets to our neighborhood sooner rather than later. We should be leading rather than trailing.

Governor Baker’s official response on Casey Arborway looks like the final word

And the manner of the response could bode well for how our commonwealth’s new administration views major projects in urban areas

By necessity, WalkUP Roslindale’s focus is primarily on Roslindale Square and its immediate vicinity. But what is now happening with Casey Arborway — the MassDOT project currently underway to demolish the old Route 203/Casey Overpass at Forest Hills and replace it with a network of at-grade streets — also matters a lot. There is no denying that the construction has made the area more difficult to navigate in the short term: the area right now is a mix of permanent and temporary roadways and paths and demolition of the old overpass is ongoing. Ultimately, once completed, Casey Arborway promises a more connected, accessible, and livable Forest Hills for everyone.

For those who have followed the project for the last several years as it wound its way through the public process, the most regrettable outcome has been the bitter split among many politically active players in Jamaica Plain over the wisdom of MassDOT’s decision to go with the at-grade network over reconstructing or replacing the overpass. Since the decision was originally announced in March 2012, Bridging Forest Hills, the anti-at-grade group, has managed to hold itself together even as the project has moved forward through design, final approvals, selection of the contractor, and even commencement of construction this spring. The last move the group made was a petition and direct appeal this spring to Governor Baker to halt the project and consider a new direction. Putting aside the practicalities of doing that at this late stage, we all know stranger things have happened and so those on both sides of the issue were still waiting with some interest to see how the governor would respond.

And so he now has. The text of the email from the governor’s office was recently posted at BFH’s website and it does indeed look like the final word. In a brief but substantive response worth reading in full, his deputy chief of staff touches principally on the level of inclusion and robustness of the public process and the way the project evolved over time. In terms of looking forward and thinking about how MassDOT will evaluate their urban projects in the future (such as the Allston Interchange/Beacon Yards project, about which Renee Loth wrote in today’s Globe), the key passage for me is this:

The at-grade option was advanced because it ranked the highest for all forms of mobility, livability, and long term maintenance costs.

Those 3 criteria — mobility across modes, livability, and long-term maintenance costs — are pretty good measures if you’re looking to boil things down. For way too long we allowed one of those criteria and one mode within it to control decision-making. The Casey Arborway represents a new direction that I hope is replicated more often at all levels of government.

South @ Walter Clearly Heating Up — Time to consider Live/Work Units?

Add another ingredient to the mix at what is becoming a hot corner: Green T Cafe just announced they are moving into the former Christos Market space on the corner of Walter and South streets. Some limited activity had been noticeable a few weeks back, but over the past weekend a dumpster materialized (was quickly filled and already replaced) and work appeared to be starting in earnest. The news popped up on the LANA NextDoor group as well as the Keep Roslindale Quirky facebook page, and on Green T’s own website/facebook page. Timing sounds like this fall/winter. This is a big change – the location has been vacant for several years and we have been in desperate need for a neighborhood coffee shop for almost as long.

Green T’s impending arrival signals that there is retail potential at this corner. Further to the recent post about the proposed residential development across South Street, I would suggest again that there is a meaningful basis for more commercial activity at this corner (again, just down the street from where I have lived for 15 years), not less. And one way that the South Street developer might straddle the fence would be to include one or two live/work units on the ground floor street frontage of the building. I suspect, without researching the question, that live/work units at that location (and probably almost everywhere else in Boston) would require a variance from the existing zoning. But the advantages in affordability, flexibility of use and allowing the building to evolve with changing circumstances would be significant. Something to consider here and possibly elsewhere in Roslindale where retail might work but hasn’t been proven yet or has been dormant for an extended period.

City hires new Active Transportation Director!

This is big news if you’re in favor of walkability throughout our city.

Stefanie Seskin has just been named as our new active transportation director.

You can read the City’s announcement here, and BostInno’s short take here (it’s the second item). The prior administration’s kind-of analog position was the bike czar, which Nicole Freedman held for 7 years. Nicole did a great job, but much more can and now will be done to expand on the concept of “transportation” beyond specific modes (walk, bike, transit, car) and their designated advocates. Two quotes lifted from the press release:

First, from the Mayor:

“Boston is an active city and we are continuing to invest in our pedestrian and bike infrastructure, encouraging residents to think creatively about how they get from point A to point B. Stefanie brings leadership and talent to this new position, and I thank her for her willingness to serve.”

And from the new Director:

“I am excited to take on this new position as Active Transportation Director for the Boston Transportation Department, and I am grateful to Mayor Walsh and Commissioner Fiandaca to be given this opportunity,” said Seskin. “I love seeing so many people who already walk and bike around the city, and I look forward to working with residents to make Boston even more walk- and bike-friendly.”

So, we have a brand new official ally at the city. No excuses now for not speaking up and letting our local government know what we want to see. What can WUPR suggest to our new active transportation on ways to make Roslindale more walkable?

Follow up on 874-878 South Street — Installment 1 — Pre-filing community meeting

Summary

Monday’s initial pre-filing community meeting on this proposed project — as yet unnamed — is now in the books. LANA board members observed more than once that the turnout was much heavier than is typical for their summer meetings. Almost everyone (other than the LANA board and a further exception that I will discuss below) was there for this project, expressing responses ranging from approval to rejection and qualifying questions/statements in between. Renderings of the project as presented at the meeting are not available electronically. If they do become available, I will update this post.

Generally speaking, if done right, this is the right kind of project for this location and should win support from those connected with WalkUP Roslindale. It is an easy walk from the site to the Roslindale Village commuter rail station and the square with its super market/bakeries/specialty food stores/restaurants, etc., and excellent bus connections into the Orange Line at Forest Hills. After several decades of decline or stasis, Boston’s population is growing again and we need more housing units to accommodate those who want to come here. We should welcome this opportunity to both do our part for our city and to bring more people close to the center of our community and support our main business district. This is not to say that there are concerns here — they are discussed below. But my own strong inclination is to support this proposal and encourage its improvement through the upcoming small project review/zoning relief process.

The Project as Proposed

Boiled down to basics:

  • Project site is located in the LC (Local Convenience) subdistrict of the Roslindale Neighborhood District (Article 67 of the Boston Zoning Code)
  • Demolition of the existing 4 storefronts and 2-family residential at the rear
  • All existing tenants (commercial and residential) are at-will/month-to-month
  • 15 off-street parking spaces at the ground/first story level
  • 15 residential condominium units on 3 levels above (all units are 2BR/2BA, approx. 1000 square feet (SF) in area)
  • Vehicular access would be over the existing curb cut and along the existing driveway from South Street at Walter Street
  • There would be no commercial space in the project as proposed
  • Two units would be required to be affordable per the city’s inclusionary zoning policy
  • Project will undergo Boston Redevelopoment Authority (BRA) Small Project Review (for projects 15 units or more but not considered a large project — entails design review of the project)
  • Variances required from the Boston Board of Appeal (per my notes) for this proposal are for Floor Area Ratio (FAR) (ratio of building size to lot area) (approx. 2.5 vs. 0.5 allowed), building height and stories (40’8″ vs. 35′ and 4 vs. 2 1/2), side yard width (5′ v. 10′ (abutting residential subdistrict width of 10′ applies)), and parking spaces per unit (1 per unit as opposed to 2 per unit for market rate and 1.5 per unit for affordable in a project of this size)

Concerns Raised

A fairly typical range of concerns was raised at the meeting, including urban design/architectural style (flat roof, flat front, not much detailing shown), height and bulk of the structure, affordability of the market rate units and whether additional affordable units can be provided beyond the two required, potential parking impacts (raised principally by those who appeared opposed to the project, with the assertion being that despite the transit-oriented and walkable location, there would be more than 1 car per unit, so the overflow parking would have to occur on on-street parking spaces that are perceived to be scarce; there was disagreement with this perception from a number of speakers at the meeting), and how much support there was for non-auto modes of travel (e.g., bicycle parking).  I personally raised the issue of the proposed elimination of commercial space at this location, but got almost no support in the room and a response from the developer/property owner that commercial really doesn’t work at this location (I acknowledge it has been limping along for the entire time I’ve lived here, though I think a single storefront or perhaps even a live/work unit or two should still be considered).

An additional concern raised in opposition to the project was that the LC zoning from which so many variances would be required is part of a neighborhood-wide Roslindale strategic planning/rezoning effort that was completed in 2007. Accordingly, to paraphrase how the argument went, there should be no deviating from that zoning because it reflects the neighborhood’s established preference, which was, it is said, to (1) preserve the existing density and character of this LC subdistrict and, more importantly, the surrounding 2F-5000 (“Two Family-5000 Square Feet”) residential subdistrict, and (2) channel development like this project to the commercial district in Roslindale Square. This specific point was raised from the outset by Wayne Beitler during the LANA Board’s Q&A and then by Carter Wilkie in the open discussion. This is not surprising, since both Wayne and Carter were members of the advisory committee that worked with the BRA on the rezoning a decade ago. While I appreciate the hard work they did on that committee and what they have both done generally to make Roslindale a better place, it is time we had a frank discussion about what our current zoning does and does not do, and how it needs to change for the better through the upcoming Imagine Boston 2030 planning process.

The Fundamental Disconnect of Our Current Zoning

Focusing first on the 2F-5000 residential subdistrict in which all of the Longfellow Area except the LC subdistrict has been zoned, it is critical to realize that “2F-5000” is itself a misnomer. When you look at the dimensional table for this subdistrict under Article 67 (the Roslindale Neighborhood Article), it’s actually a minimum of 5000 square feet (SF) in lot size for the first dwelling unit, and then a further 3000 SF for the second unit. So, it’s really a “1F-5000/2F-8000” zone. Now, consider for a moment that the most common lot size in the neighborhood is actually closer to 4500-4800 SF in area. For example, the lot for my single-family house is 4600 SF in area, and the lot sizes for the existing 2 families on my street are 4900 SF, 4340 SF, 5150 SF, and 4600 SF. In other words, the zoning that was adopted in 2007 means the majority of us are non-conforming at the most basic level.

This is not insignificant since any infill development (think of the scattered “double-lots,” many of which don’t meet the 5000 SF threshold) would have to meet this ill-fitting standard, and non-conformity applies also to additional dimensional aspects of the typical developed lot in the neighborhood, such as side yard widths (required to be 10 feet on both sides for detached structures – my house and every house on my block has at least one side yard that is narrower than 10 feet – most houses in the subdistrict do), rear yard setbacks, FAR, you pretty much name it. In addition, the parking requirement is 2 off-street spaces per unit throughout the entire Roslindale district (not just the 2F-5000 zone), with only limited exceptions right in Roslindale Square and for affordable units. I have a single space on my lot. Several of my neighbors have 1 space or no spaces at all. Overall, then, the zoning for our neighborhood, ostensibly meant to “preserve” us, actually treats us, with few exceptions, as legally not within the vision of what the neighborhood “should” be. In practice, this means that the existing zoning requires almost any change in the neighborhood’s built environment to go through the zoning relief process.

An object lesson in exactly this issue was in fact given at Monday night’s meeting. The first item on the agenda was a single-family home owner on Walter Street who was before LANA to seek support (or at least non-opposition) for his proposal to add a dormer to the upper story of his house to allow for a second full bathroom. He needed relief because the existing house, which appeared to be similar to almost every other house in the Longfellow Area, is non-conforming and the dormer would exacerbate that non-conformity. Thankfully for him, he appears to get along well enough with his immediate neighbors that this small change is not an issue. But the question has to be asked as to what kind of land use regulatory system would routinely require this level of process for such a small change?

The same mismatch of the current zoning with existing use and development, let alone what we might want, occurs in the LC subdistrict in which the South Street project is proposed to be located. The most obvious mismatch is the 0.5 FAR, with which I suspect none of the properties currently comply and which, if it were really to be complied with, represents a fundamentally dispersed, low-density suburban vision for this area. Furthermore, if the saving proposition of the rezoning was supposed to be that Roslindale Square was rezoned to accept more development, that didn’t actually happen. The two projects that have been done – the 3-story commercial building that replaced the old abandoned gas station, and the substation/funeral home redevelopment – both required zoning relief in the form of variances. In other words, the zoning for the square was so good that it had to be varied from to do two projects that the community wanted. Should they also have been told that the zoning was relatively new and they would have to live with it?

To summarize, we have what amounts to “zoning by variance” and it has been quite effective at slowing the pace of change. That may have worked in a period when Boston’s population was declining or remaining flat. It does not and cannot work when population is increasing, as it is today and appears poised to do for the foreseeable future. This is why the Mayor’s housing plan is so important to support and why Imagine Boston 2030, the citywide planning process that is just now getting going, is to important. We can no longer afford to treat any part of Roslindale as totally off limits to change, as if there were a growth boundary around the square and that is it. The square is great, but it can be better for everyone, and it won’t be better unless we welcome new neighbors within walking distance of its amenities.

What comes next?

I would expect that the developer/owner comes back to a further pre-filing meeting, whether it’s before LANA again or in a stand-alone format. If they’re willing to do that and show they’re listening by making improvements to their proposal, that would go a long way toward securing the support they’ll need. If they don’t, they’ll still be coming back to the neighborhood for their small project/zoning relief public meeting(s) and we will see what they’ve heard and not heard. Beyond that, everyone connected with WalkUP Roslindale needs to pay as much attention as we can to the Imagine Boston 2030 process when it gets rolling. We can’t let the opportunity to break out of the “zoning by variance” bind pass us by.

Soofa and the Virtue of Experiments

Sandra Richter, co-founder and CEO of Soofa, and Boston Mayor Martin Walsh, shortly after Boston’s pilot program launched last year. Image via Soofa.
Sandra Richter, co-founder and CEO of Soofa, and Boston Mayor Martin Walsh, shortly after Boston’s pilot program launched last year. Image via Soofa.

The Globe reports today on the broader roll-out of the Soofa “smart” bench, including one in front of the famed Toscanini’s ice cream shop in Central Square, Cambridge. The Soofa features a solar panel and free USB charging ports. This news follows last summer’s pilot program when Soofa was deployed in select parks throughout Boston; sadly, Rozzie was not included.

Why does this matter? No one is deeply suffering from the lack of phone charging facilities. It is far from the most urgent infrastructure need in our neighborhood (or anywhere). But these sorts of projects are important because they represent and promote new and creative uses of public space. They expand our imagination about the possibilities of the commons. Just as we are re-thinking most aspects of our home and work spaces in light of new technology and a rapidly-transforming economy, we should seek out experiments–both modest and bold–for our public spaces, to discover what works and what doesn’t. Roslindale is the ideal neighborhood to try out these ideas because of our compact layout and diverse demographics. Let’s make sure we are not left out of these new urban visions in the future.

Also worth checking out: results and lessons learned from the Soofa experiment via the Mayor’s Office of New Urban Mechanics.

Promising Job Openings

Earlier this year, the City of Boston posted two job openings that should be of particular interest to WalkUP believers. Most notably, a Director of Active Transportation who will “think holistically about how our streets are used by people who walk, bike, and take transit.” The application period may (?) be closed, and the public listing is now difficult (perhaps impossible) to find, so we wanted to share an archive copy here to provide perspective into a very promising new direction for the city. It’s unlikely that we would have seen a city job posting requiring “an individual who understands the pressing need for action” on pedestrian and bike issues several years ago. Hopefully this description is (or was) sufficiently inspiring to attract top talent to apply locally and perhaps from everywhere in the world. If anyone knows more about the status of this opening (or the “Chief of Streets” discussed further below), please leave a comment!

Brief Job Description (essential functions of the job):

The Boston Transportation Department (BTD) is seeking an experienced, hands-on, impactful and highly motivated Active Transportation Director who wants to be a part of transforming how people experience and move about the city of Boston.

The selected candidate will be an individual who understands the pressing need for action and have the patience and persistence required to catalyze change in an environment where needs, resources and opportunities vary enormously. The selected candidate will have the ability to propose new ideas and to advance them in collaboration with multiple, diverse constituencies and public agencies. Ideal candidate must have an outstanding track record of proven results championing walking and bicycling.

The City of Boston is a leader in implementing transportation projects that create an inviting and safe public realm, bolster economic activity in the neighborhoods, improve equitable access to services, encourage a healthy lifestyle and advance greenhouse gas reduction goals. Particularly, Boston has embraced cutting edge innovation to encourage its residents to walk, bicycle, run and ride transit with programs that benefit users of all ages and abilities.

The Active Transportation Director will report and work directly with BTD’s Commissioner and lead matrix-based teams to plan and deliver initiatives. The Director will be responsible for taking charge of the existing programs and staff of Boston Bikes and work in parallel with the transportation planners in the department to establish new projects that encourage walking and running. The Director will work across departments to continue building strong relationships that support walking and bicycling goals in the City of Boston. The new projects will complement and support ongoing initiatives being undertaken by the Policy and Planning division such as its citywide plan Go Boston 2030, Vision Zero and Green Links.

Responsibilities and activities:

Program Wide

  • Formalize the day-to-day use of Boston’s national award winning Complete Streets Guidelines by establishing an inter-agency design review process and performance measures benchmarks.
    Develop a Public Realm Plan that consolidates ongoing public space design initiatives and harnesses the inclusion of walking, bike- and car-share, social media and real-time information.
  • Advocate for non-motorized transportation values and facilities in all city transportation related projects.
  • Mobilize community support for walking and bicycling at the neighborhood level and maintain positive relationships with Boston area advocacy groups. This includes the ability to lead campaigns through a variety of digital and physical formats to educate and drive positive change.
  • Develop fund raising goals including identifying and applying for new grants and managing complex budget related reporting requirements for city and grant funding.
  • Maintaining accurate and complete financial records in compliance with City of Boston and Department of Transportation practices.
  • Create protocols for the systematic collection, storage and analysis of data relative to walking and bicycling.

Bicycling

  • Oversee all existing bicycle related programs in Boston Bikes.
  • Lead key initiatives including the Hubway bike share, bike lane design and installation, bike parking.
  • Manage and support nation-leading community biking initiatives focused on education, equity and engagement
  • Oversee annual bike events including the 5,000 person Hub On Wheels ride and Mayor’s Cup Professional race.
  • Refine and implement the Boston Bike Network Plan including delivering on 2015, 2016 and 2017 goals.
  • Promote and coordinate safety and enforcement programs and the Bike Friendly Businesses initiative.
  • Manage all existing projects with support by consulting teams, contractors and city agencies.
  • Effectively recruit, hire, manage and motivate 3 full-time staff, 10 part-time staff, 5-10 interns per year, and dozens of volunteers.
  • Deliver aggressive annual fundraising goals to grow and maintain bike share, community biking and new initiatives.

Walking and Running

  • Initiate new projects to complement existing initiatives.
  • Develop a Neighborhood Safe Streets program to create a safe environment on residential streets.
  • Develop and lead Neighborhood Walks that encourage walking and running and serve as walk-audits of public sidewalks and public spaces.
  • Work with staff from the Engineering Division to learn how signals are timed for pedestrians and collaborate to institute best-practices.
  • Work with the Boston Main Streets to develop programs that highlight the links between walking and vibrant small businesses.
  • Establish programs in coordination with the Commission on the Affairs of the Elderly and the Mayor’s Commission for Persons with Disabilities.
  • Establish programs with Boston Public Schools to promote safe walking and cycling routes to schools, libraries, and community centers.
  • Performs related work as required.

Minimum Entrance Qualifications:

  • At least four (4) years of experience managing complex and detail-oriented urban programs.
  • A Master’s Degree in city planning, urban design, transportation, engineering, or management from a recognized institution. Candidates with a Bachelor’s Degree may be considered if they have outstanding and proven experience in the field.
  • Demonstrated experience in Adobe Creative Suite or similar graphics program, website development and maintenance, and creative use of presentation software highly preferred.
  • Knowledge of how to manage, implement, and evaluate a diverse set of programs with an eye towards data collection and continued improvement.
  • A deep understanding of transportation issues in urban environments, particularly those related to pedestrians and cyclists.
  • A familiarly with city or local government operations and the ability to build relationships across departments and levels of government.
  • Working knowledge of current communication tools and best practices
  • A self-starter, who can be independent, but is able to be part of a team or lead a team depending upon the situation.
  • Creative and not afraid to push the envelope in moving city goals forward
  • Ability and willingness to attend weekend events and evening meetings
  • Demonstrated ability to fundraise from a wide variety of sources, including foundations, grants, corporations, and individuals highly preferred.
  • Ability to create and implement a strategic plan.
  • Ability to manage, motivate, and develop talented staff and volunteers
  • Ability to exercise good judgment and focus on detail as required by the job.
  • Strong project management skills
  • Budget management skills
  • Strong public speaking skills and a comfort with being the voice of cycling and walking in the City of Boston.
  • Must be able to ride a bicycle and have stamina sufficient to participate in neighborhood walks or runs.

Boston Residency Required

Terms:

Union/Salary Plan/Grade: Nonunion/MM2-8
Hours per week: 35
Please refer to the Salary Information section on the Boston Career Center site for more information on compensation. For each Salary Plan, salaries are listed by Grade and Step.

While we’re discussing new city jobs, another recent listing, for “Chief of the Streets” is also (potentially) inspiring:

Executive/Professional (Mgmt)
Position: Chief of the Streets Reports to: Mayor
Hiring Range: $125,000-$140,000
’14 Budget: $137 Million (operating), $81 Million (capital)
Employees: 870 (approx.)
Job Description:
The streets are one of our most valuable public resources and the lifeblood of the city. Boston is in the midst of a transition from a city that served the transportation needs of the last half-century to one which can serve the future. The street network in Boston is unique, constrained, and rich in character. From being the first American City with a subway system, to the depression of the Central Artery, to becoming one of the most successful multi-city bicycle-share systems in the nation – Boston does not shy away from complicated and transformative projects. Now, the City is again poised to be an innovator and leader in re-imagining how streets are used by the public for the next century.
Under the leadership of Mayor Martin J. Walsh, the City of Boston seeks a visionary leader with a strong concern for and awareness of urban issues, who, as Chief of the Streets (COTS), will build the infrastructure, team, and tools that deliver against a vision for better city services and enhanced mobility opportunities.
There are three responsibilities consistent across all positions in the Walsh Administration:

  • Learning. Mayor Walsh is building a team of people who are not only comfortable with new ideas, but also have the curiosity to seek them and the courage to try them. For the COTS, this will mean exploring ways to reach the Citys stated mode-shift goals, identifying solutions to improve service delivery, and seeking out best-practice solutions from around the world.
  • Leveraging. Mayor Walsh is creating one Boston, where all of our institutions, departments and residents are collaborating to build the best city. For the COTS, this will mean identifying ways to consolidate and improve operations, forging new partnerships with private organizations and area research universities, and investing in programs and infrastructure that serve as the platform for Bostonians high-quality of life.
  • Leading. Mayor Walsh is seeking leaders who will steer a change agenda. For the COTS, this will mean a person with a passion for implementing transformative projects to make our streets safer and more sustainable, working collaboratively with colleagues across departments, the region and neighboring cities on an action oriented agenda, and, bringing Boston to new prominence as a world-class leader for mobility, infrastructure, and integrated city services.

Boston has long been considered an innovator and leader in transportation and public works projects. While the street network is complicated, the role the streets play are not. Simply put, the streets permit the City to function – from commutes to work and school, to the recycling trucks humming through the neighborhoods, and the web of utilities swimming underneath them – they are the lifeblood of a City with almost 400 years of history. But while Boston been providing transportation and public works projects to residents for almost four centuries, there are still tremendous opportunities to make improvements and to ready Boston for the next century of growth and change.
Boston is unique in its resources, it’s home to the world’s leading academic institutions, to world-class healthcare and finance industries, and to a growing creative economy. Boston also has an especially tech-savvy population; one in every three residents of the city is between the ages of 20-34. Over half of Boston residents select a mode other than a car as they head to work and school each day. Boston is also a dense city, encompassing 50 square miles and 850 miles of streets. The network of roadways, sidewalks, and public space, is about to undergo a major public process through the GoBoston2030 project – a City-led transportation vision plan kicking off in early January 2015.
The City of Boston COTS will be expected to lead an ambitious agenda including:
Vision

  • To set a progressive vision for improving our streets in a way that meets the needs of a changing population and delivers on City goals including:
    • leading Boston’s Transportation Visioning Process (GoBoston2030);
    • designing a plan to eliminate traffic-related fatalities in Boston over the next decade;
    • sparking ideas for non-traditional uses that create a vibrant, green, creative, and active streetscape
    • advancing a “lighter, quicker, and cheaper” approach as a pathway for improvements that benefit all roadway users.

Leadership

  • Lead the implementation of Complete Streets policies, which strive to make our streets green, multi-modal, and smart, through increased collaboration and transparency of the Public Improvements Commission
  • Forge new public private partnerships and more formalized relationships with existing Transportation Management Associations and local business groups.
  • Strengthen ties with surrounding communities and relative state agencies to foster a regional approach to public infrastructure and transportation solutions
  • Deliver top-quality public services with focus on data-driven results in the maintenance of public infrastructure, waste reduction, and improved permitting processes

Management

  • Provide continuity to agency operations across the Public Works and Transportation Departments to drive effectiveness in serving constituents;
  • Align department resources to provide a clear and transparent review process for large-scale capital projects and private development;
  • Management of department Directors, who oversee daily operations, programs, and planning activities.

Chief of Streets, Transportation, & Sanitation Cabinet:

This cabinet position oversees the Public Works and Transportation Departments, as well as the Office of the Parking Clerk and Boston Bikes. The Cabinet Chief is also the link to the Boston Water and Sewer Commission – which is overseen by a separate Executive Director and a Board of Commissioners appointed by the Mayor.
Transportation Department: Works to promote public safety and enhance the quality of life for residents through the management of the Citys transportation network. This includes long-range visioning and planning, engineering, education, parking enforcement, and policy setting.
Public Works Department: Provides core basic services essential to neighborhood quality of life, including snow/ice control, trash and recycling collection, street sweeping, street lighting, utility coordination, and road resurfacing and reconstruction projects.
Preferred Candidate Qualifications:
The ideal candidate:

  • Is a seasoned manager with strong transportation or public works planning, policy and/or operations experience.
  • Has a Bachelor’s degree in Urban Planning, Public Policy, Public Administration, Engineering or a closely related field, and the knowledge typically gained through a Master’s program or professional degree program in a relevant field.
  • At least five to seven years of management experience in a complex urban environment is preferred.
  • Significant work experience involving transportation policy, budget management, traffic, and urban planning is an essential prerequisite
  • The successful applicant will possess a combination of technical skills, organization management skills, and leadership skills
  • Will be able to demonstrate success in moving forward a vision through to complete implementation, overcoming significant challenges
  • Can work collaboratively with a team – both inside and outside of their departments
  • Experience working between tiers of government to deliver on an agenda
  • Candidates conversant in multiple languages are encouraged to apply
  • Boston residency is required.