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CITY OF BOSTON
KEVIN H. WHITE, MAYOR
Prepared by the Mayor's Office of Public Service
The following Depart.Tisntal Descriptions were prepared in the
Spring of 1976 under the direction of the Mayor's Office of
Public Service. The fifty descriptions include both the
statutory departments and those departments which were
created by Executive Order.
A certainty in a well-run government is a process of change
which invariably affects the various departments of the govern-
ment. Ours is no exception: the most carefully researched
Descriptions would be subject to revisions and modifications
which may, over time, alter the substance of these Descriptions.
We will therefore revise these Descriptions periodically to
take into account the changing nature of Boston's government.
We believe, however, that the Descriptions, regardless of
possible changes, constitute valid reference material and will
prove useful and worthwhile to both newcomers and senior
The Departmental Descriptions are the result of a cooperative
effort between the Office of Public Service and all of the
departments described. Thanks are due to all of those who
have contributed their time to produce what we hope will be
a useful documentation of city government.
TABLE OF CONTENTS PAGE
Administrative Service Department 1
Art Commission 3
Board of Appeal 6
Boston 200 7
Boston Cominerce S Manpower Administration 8
Boston Consumers': Council 9
Boston Housing Authority 11
Boston Landmarks Cornmission - 13
Boston Redevelopment Authority 14
BRA - Conservation Commission 15
Building Department * 15
City Clerk 18
City, Council 19
Conmission on the Affairs of the Elderly 20
Commission on the Status of Women 22
Community Schools 23
Coordinating Council on Drug Abuse 26
Economic Development and Industrial Comjnission 27
Election Department 28
Finance Commission 29
Fire Department 30
Geprge Robert White Fund 33
Health and Hospitals .35
TABLE OF CONTENTS PAGE
Housing Court 38
Housing Inspection Department 39
Labor Relations 41
Law Department 42
Licensing Board 43 '
Mayor's Office 45
Mayor's Office of Community Development 46
Mayor's Office of Criminal Justice 47
Mayor's Office of Cultural Affairs 49
Mayor's Office of Federal Relations - 50
Mayor's Office of Human Rights 51
Mayor's Office of Program Development 52
Mayor's Office of Public Service 53
Neighborhood Business District Program ■ 54
Parks and Recreation 55
Police Department 56
Public Celebrations 61
Public Facilities 62
Public Improvement Commission 64
Public Safety Commission 65
Public Works 66
Real Property 68
Registry Division 69
Rent Control Board 70
TABLE OF CONTENTS PAGE
School Coinnlttee 7]
Traffic and Parking 74
Treasury Cepartrnent 75
Vetran'S Services Departnrent 77
Youth Activities Cotrmission 78
ADMINISTRATIVE SERVICES DEPARTMENT
The Administrative Services Department represents a combination of
the key management functions of budget, personnel, purchasing, and
financial administration. It is under the charge of a board, called
the Administrative Services Board, consisting of the Director of
Administrative Services as Chairman, Supervisor of Budgets, the
Purchasing Agent, and the Collector-Treasurer and City Auditor and -.
Assessor of Taxes, ex officiis. It is the duty of the board to
make, under the Mayor, studies and recommendations with respect to
the organization, activities, policies, and procedures of all de-
partments, boards, and officers so that the administration thereof
shall be economical and efficient.
The Deputy Director of Administrative Services for Fiscal Affairs
shall, under the direction of the Mayor, and in consultation with
the Director of Administrative Services review all aspects of the
fiscal affairs of the city and make recommendations for continual
modernization and improvement in the basic fisca-1 policies and
procedures of the city, including, but not limited to, the means
by which the budget can be used to effectuate policy decision.
The regular activities of the department, for payroll purposes,
are divided into six divisions - administrative, budget, data
processing, personnel, printing, and purchasing, the operations
and functions of all divisions being under the overall super-
vision of the Director.
The Administrative Division which handles all types of administrative
matters concerning City and County operations, is under the super-
vision of the Executive Secretary to the Board.
The Supervisor of Budgets is the budget officer of the City and
County and under the direction of the Mayor and in consultation
with the Director is responsible for the preparation of the annual
and all supplementary budgets as well as all subsequent revisions
of the items in any budget.
The Supervisor 'of Personnel is in charge of all personnel records
as well as the administration of all compensation plans established
for City and County 'employees. He makes a continuing study of
personnel problems^ employment conditions, and economic changes
affecting all departments and recommends to the Mayor and depart-
ment officials programs and administrative policies designed to .
improve and coordinate the handling of personnel matters.
The Office of Labor Relations was established in 1971 as a new
unit within the Personnel Divison. The Office represents the
Mayor in collective bargaining agreements and all other labor
The Purchasing Agent is responsible for the furnishing of all materials
or supplies requisitioned by the several departments. He has charge of
the Printing Plant and supplies the printing or binding requisitioned
by departments to whom the City is required by law to furnish the same.
He is the custodian of all surplus personal property of the City and
may reallocate any such iterr.s among the several departments or, with
the required approvals, sell or otherwise dispose of the same. He is
also responsible for the operations of the Office Machine Repair Unit.
The Department also contains a board of five commissioners known as — .
the Art Commission, which has the custody and care of all works of
art owned by the City. While not subject to the direct supervision
or control of the Administrative Services Board, this commission
shall not communicate with the Mayor or make any annual or other
report except through the board.
The Art Cornmission, formerly the Art Department, established in 1893,
is composed of five commissioners, appointed by the Mayor. Each year
one of the following-named bodies, nanely, the Museum of Fine Arts,
the Trustees of the Public Library of the City of Boston, the Massa-
chusetts Institute of Technology, the Boston Society of Architects,
and the Copley Society of Boston, submits a list of three persons to
the Mayor; and the Mayor appoints one person as Art Commissioner from-
the list so submitted, to serve for five years. V/henever the term of
a member of the commission expires, the Mayor appoints his successor
from a list selected by the body which made the original selection,
No work of art can become the property of the City of Boston without
the approval of the Art Commission, which may also be requested by
the Mayor or the City Council .to pass upon the design of any municipal
building, bridge, approach, lamp, ornamental gate or fence, or other
structure to be erected upon land belonging to the City. No work of
art, the property of the City of Boston, shall be removed except by
order of the Art Commissioners and with the approval of the Mayor.
Moreover, all contracts or orders for the execution of any painting,
monument, statue, bust, bas-relief, or other sculpture for the City
shall be made by said Commission acting by a majority of its members,
subject to the approval of the Mayor. By Chapter 87, Special Acts of
1919, all works of art owned by the City were placed in the custody
and care of the Art Commissioners.
The Assessing Departnient is under the charge of a board consisting of
an officer, known as the Commissioner of Assessing, and two other
officers, knovvn as the Associate Ccrr.missioners of Assessing. The
Mayor will designate one officer as the Associate Comnissioner of
Assessing for motor vehicles and the other as the Associate Commis-
sioner of Assessing for poll taxes.
The board will divide the Assessing Department into a real estate
appraisal division, a statistical research division, and such other
divisions as the board judges necessary for the proper conduct of
The Cominissioner of Assessing will, with- respect to the acquisition
and disposal of property, making of contract, and the appointments,
suspension, discharge, compensation and indemnification of sub-
ordinates. The Conrnissioner of Assessing v/ill also have the powers
and perform the duties v/ith respect to taxes other than poll and
motor vehicle excise taxes, and will further have the powers and
perform the duties from time to time conferred or impose on assessors
of cities of Mass. by general laws applicable to Boston with respect
to taxes other than poll and motor vehicle excise taxes.
Every applicant for abatement filed with the Assessing Department
for the abatement of a real estate or personal property tax; will be
filed with the Commissioner of Assessing, or in the case of the
abatement of a motor vehicle excise tax, the Associate Commissioner
of Assessing for motor vehicle excises, and in the case of an
application for the abatement of a poll tax, the Associate Commissioner
of Assessing for poll taxes.
The Associate Commissioners of Assessing have the powers and duties
in the case of the Associate Commissioner of Assessing for poll taxes,
to poll taxes. In addition, each Associate Commissioner may, at such
time as he is authorized, exercise the powers and perform the duties
of Commissioner of Assessing in relation to such matters as may be
specified in the designation. In the event of the absence, disability
or vacancy in office of an Associate Commissioner, the powers and duties
conferred or imposed upon him by or under this section will be exercised
and performed by the other Associate Commissioner.
The Board of Review, consists of (1) one person from real estate
appraisal division of the Assessing Department to serve ex officio
on the board as chairperson at his/her pleasure, (2) another;. person
in the service of the statistical research division of the Assessing
Department to serve ex officio on said board at his/her pleasure
during the year, and (3) a third person who the Mayor will appoint
from the public at large.
It is the duty of the Board of Review to review every application
for the abatement of a real estate or personal property tax and
report to the Cor:imissioner of Assessing its findings and recomend-
ations including such suggestions for settlement, if any, as, after
discussion with the applicant, the board may think proper.
BOARD OF APPEAL
The Board of Appeal consists of five members appointed by the
Mayor for five year terms. Each member is paid $50.00 per diem
for actual service, but not more than $5,000.00 in any one year
for the aggregate services rendered by him/her under the building
code and the zoning law.
The Board of Appeal is empov/ered to review the decisions of the
Building Commissioner with respect to the Building and Zoning
Laws administered by him.
Any applicant for a permit from the Building Commissioner whose
application has been refused with regard to the Building Law(s)
may appeal within 90 days, and any applicant whose application
has been refused with regards to the Zoning Code may appeal
within 45 days. In addition a person who has been ordered to
incure expense may within 30 days after receiving such order
(or in case of its being a hazardous condition in the opinion
of the Building Commissioner within a shorter period as the
Building Commissioner designates) appeal to the Board of Appeal
by giving notice in v/riting to the Commissioner. All cases of
appeal are settled by the Board after a hearing, and a decision
rendered is for public inspection.
The function of the office of the Boston Bicentennial is to coordinate
all departments within the city government, Boston's priviate institu-
tions and corrjrisrcial enterprises, and local, state, and federal funding
agencies for a successful celebration of the Nation's 200th Birthday.
The Bicentennial activities began in Boston v/ith the re-enactaient of
the Boston Tea Party held in December, 1974. _,
Specifically, this office has departments which: 1) coordinate all
physical planning and improvements in the city during the Bicentennial
celebration; 2) develop and implement promotional programs; 3) provide
meaningful visitor's services; 4) assist all agencies and institutions
in procuring funds for projects; 5) develop methods of generating
income for the City from Bicentennial activities; 6) to develop and
implement programs to show Boston's heritage and contributions to the
Nation; and finally 7) to oversee all activities to insure residual
benefits to the City and its residents after the Bicentennial
activities have concluded.
THE BOSTON COf^!MERCE AND MANPOWER ADMINISTRATION
The Boston Commerce and Manpower Administration distributed funds to
provide job opportunities, training, education and counselling for
residents of Boston who are out of v;ork or locked into low paying
The Comprehensive Employment and Training Act (CETA) is implemented —
under the Commerce & Manpower Administration and is a federal program '
which gives local governments the authority and funds to provide com-
prehensive manpower services. These services are contracted to
The Commerce & Manpower Administration operates programs for those
who have special difficulties in obtaining employment. There are
programs for non-English speakers, law-offenders, young people,
older workers, v/omen, drug and alcohol abusers and the handicapped:
The administration places its greatest emphasis on helping those
on public assistance, young people who are educationally disadvantaged
and people with special factors leading to un-or-under employment.
Through agencies contracted by Commerce and Manpower, a range of
services are provided. The Administration specifically provides
recruitment, counselling, testing, and placement into programs that
provide the individual with entry level skills. On the job training,
classroom training, skill training and work experience will enhance
the employability of those with entry level skills. Training
allowances and wages are paid to participants.
The overall purpose of programs offered by Commerce and Manpower is
to help individuals assesstheir capabilities and interests in order
to develop an appropriate plan of action. Programs that will help
develop job goals, skills, training and remedial education, are
continuously emphasized by the Commerce and Manpower Administration
for the service of Boston's citizens.
BOSTON CONSUMERS' COUNCIL
The Boston Consumers' Council was created in 1958 and consists of the
Corporation Council or his designee, the Sealer of Weights and Measures
(or his designee), the Coriinissicner of Health and Hospitals (or his
designee), a person appointed by the Mayor after consultation with the
Consumers' Council of the Commonwealth, and three other persons appointed
by the Mayor, at least two of whom shall be persons of low income. All
members serve without compensation.
At this time, the Boston Consumers' Council employs a staff of thirteen
employees including the following:
Executive Director (1)
Deputy Director/Staff Attorney(l)
Administrative Assistant (1)
Consumer Investigators (9)
Research Assistant (1)
Consumer Investigators are assigned to Little City Halls throughout
the City and each covers a specific service area.
Seven Consumers' Council staff members are bi- or tri-lingual enabling
the agency to handle problems from Spanish, Italian, Chinese, Russian,
German and French-speaking consumers.
All personnel are trained in a thirty-six hour course in consumer law,
credit, small claims court procedures, and research techniques.
Additional training sessions are conducted from time to time and the
staff meets regularly for briefings on legal changes, research instruc-
tions and alerts on widespread consumer problems.
During 1974 eight part-time volunteers worked with the agency as
researchers and complaint handlers.
Consumer Investigators function in four major roles:
As investigators they verify facts concerning complaints brought
to the Consumers' Council and gather information that can be
used as evidence.
As negotiators they attempt to get merchants and consumers to
resolve problems themselves.
As advocates they take the consumers' part when they are' con-
vinced by evidence that the consumer is correct. -'-
As researchers they study specific market place practices in
their service areas for overall agency reports.
Investigators also meet regulary v/ith community and school
groups in an effort to build consumer awareness and to advise
residents of reir^edies available to them.
In 1974 the Consumers' Council received and estimated 11,070 requests
for assistance. It is estimated that the Council saved complaintants
$295,000 last year either by recovering money or property, by correcting
unfair pricing practices, or by resolving probleuis which would have-
caused consumers to pay additional sums of money.
During 1974 the Boston Consumers' Council conducted the following non-
complaint initiated investigations and surveys:
Supermarket Price Surveys, Prescription Drug Price Survey,
Employment Agency Investigation, Convenience Store Study,
Supermarket Advertisement Study, Convention Visitor Survey,
Home Heating Oil Price and Availability Studies. ,
BOSTON HOUSING AUTHORITY
The Boston Housing Authority was established in 1935 to take
advantage of federal aid in the construction of low-rent housing.
It was given its power directly by the legislature and among its
purposes, as set down in the law was "the provision of housing for
families or elderly persons of low income".
The BHA, like other Authorities operates under two major programs,
the federally-aided program established in the Housing Act of 1938
and the State-aided program begun in 1948. Later, the legislature
added a construction program for ttie elderly (Chapter 667).
Congress has also added a program which allows Authorities to
lease units for low-income tenants in private housing (the Leased
Housing Program) and the legislature has added a similar program
(the Rental Assistance Program).
The basic financing scheme, both for Federal and State Public
Housing Programs, involves a commitment by the Federal or the
State Government of its credit in order to allow Housing
Authorities to borrow money at low rates. The Federal or State
Government, then picks up the cost of operating the buildings,
purchasing materials, paying staff, etc. - is paid primarily
out of the rents of tenants. Since rents are limited by both
State and Federal law to 25% of a tenant's income, provisions
have been made by both the Federal and State Governments for
paying and operating subsidy to meet costs which the ordinary
rental income cannot cover.
The policies for managing the Boston Housing Authority are made by
its five-member Board of Director appointed by the Mayor with
Council approval to serve five year terms. Its approximately 800
employees are directed by a Chief of Staff, the Administrator,
aided by a Deputy Administrator. These employees are assigned to
various divisions of departments within the Authority structure.
The major divisions are Management, Maintenance (under formation
early in 1972 as a separate department whose functions historically
were handled by the Management Department), Legal, Finance and
Accounts, Personnel and Training, Purchasing, Tenant Selection,
Leased Housing and Planning and Development.
Outside the formal Authority structure, but vitally concerned with
its operatings, are the organized tenants. Tenant Task Forces have
been formed in each of the 13 management areas and their deleaates
sit on a city-wide board called the Tenants PolicyvCouncil (TPC).
They, with members of the Board of Directors who have been tenants
(the legislature allowed tenants to sit on Housing Authority
Boards in 1968), have worked for a greater voice for tenants in
the operations of the Authority. Tfesant organizational activities
in Boston have included planning and overseeing the spending of
funds for modernization and serving on various panels within the
agency, for instance, the pre-eviction hearing panel, the Transfer
Review Committee, and the Lease Grievance panel.
Since its beginning in 1935, the Boston Housing Authority has gone
through many changes, not only the change involved in growth, but its
changing tenant populations, varying interpretations of its social
goals and most recently in the growing role of tenants. However,
the Authority, its tenants and its employees share a similar under-
lying goal that persists--the provision of decent, safe and
sanitary housing for citizens of low-income.
BOSTON LAi'lDM^RKS COMMISSION
The Boston Landmarks Cotnnisslon is located in ths BRA. The
Commission consists of nine members and nine alternate members who
reside in the City and are appointed by the Mayor for a term of three
With the designation of any landmark district, architectural con-
servation district or protection area and unless the designation provides
that the commission itself will exercise regulatory functions, the mayor
appoints a district commission that consists of two residents on property
owners of the district.
The functions of the Landmarks Cormiission are, (a) to protect the
beauty of the City of Boston and improve the quality of its environment
through identification, recognition, conservation, maintenance and en-
hancement of areas, sites, structures and fixtures which constitute or
reflect distinctive features of the political, economic, social, cultural
or architectural history of the city; (b) to foster appropriate use and
v/idar public knowledge and appreciation of such features, areas, sites,
structures and fixtures; (c) to resist and restrain environmental in-
fluences adverse to such purposes; (d) to encourage private efforts in
support of such purposes; and (e) by furthering such purposes, to promote
the public v/elfare, to strengthen the cultural and educational life of
the city and the commonwealth, and to make the city a more attractive
and desirable place in which to live and work.
BOSTON redevelophe:it authority
The Boston Redevelopinent Authority has responsibility for urban
renewal and planning activities in Boston. It was established in August,
1957, at the request of the Mayor and the City Council. Its first
concern was with urban renewal (from 1949-1957 urban renewal activities
were carried out by the Boston Housing Authority).
The planning function was assumed in 1950 when the City Planning
Board was abolished. The District Planning Program now includes a
Director (a former planner for Dorchester) who supervises a staff of , —
planners for e^ery neighborhood in the City. These planners work closely
v/ith Little City Hall managers and staff from- the Public Facilities
Department in identifying and working out future investment needs for
The BRA is a semi -autonomous body consisting of five board members.
Four are appointed by the Mayor and one by thei Governor. They serve
staggered five year terms. The BRA Board has the power to appoint. a
Director who is traditionally nominated by the Mayor. The Director is
in charge of BR.'^ planning and development staff and programs.
As the City's planning agency, the ERA is responsible for city-wide
planning particularly in the areas of neighborhoods, urban renewal,
transportation, historic preservation, and zoning.
BRA - CONSERVATION COMMISSION
The Boston Conservation Cortnissicn, established in June, 1970, is
corr.posad of six Corr:fnis3ioners appointed by the Mayor for three-year
terms. The Mayor appoints the chairman and vice-chairman. The
Commissioner of Parks and Recreation serves as an ex-officio member. AIJ
of the cGminissi oners are residents of Boston. Two Comfnissioners are
appointed fror. a list of ten candidates nominated by the follov/ing
organizations - Massachusetts Audubon Society, Massachusetts Forest and
Park Association, Massachusetts Roadside Council, Trustees of Reser-
vations, Eastern Massachusetts of the Sierra Club. _
The Conservation Commission is established under Chapter 40, Section
8c, of the General Laws for the promotion and development of natural
resources and for the protection of the watershed resources of Boston.
The Commission shall conduct research, seek to coordinate the activities
of unofficial conservation bodies, hold public hearings, may prepare,
print, and distribute books, maps, plans, and pamphlets. Among such
plans may be a conservation and passive outdoor recreation plan. ^The
Commission shall publish an annual report. The Commission may receive
gifts, bequests, or devices or interests in real ' property of the kinds
mentioned below in the name of the city, subject to the approval of the
City Council. It may purchase interests in such land with sums
available to it, or it may lease exercise conservation restrictions,
easements, or other contractual rights including conveyances, and it shall
manage and control the same.
The Conservation Commission can apply for funds under the Self Help
Act (GL. Ch. 132 A, Section 11) for acquiring land and in planning or
designing suitable public outdoor facilities. The City will be reimbursed
up to fifty percent of the cost of such project.
Under the provisions of the Hatch Act (GL. Ch. 131, Section 40)
the Conservation Commission will hold a public hearing when an individual
or party wishes to fill or dredge wetlands bordering on inland waters.
The duty of the Building Ccmmissioner, under the provisions of
Chapter 479 of the Acts of 1938, as amended (the Building Code),
is to inspect all buildings and structures in the City of Boston
except bridges, quays or wharves, buildings owned and occupied by the
United States or the Corrmonweal th, railroad stations and structures used
priir.arily for railwe/ purposes, voting booths, tahks of certain
specified capacities, tunnels constructed and maintained by the public
authority, tents covering an area of less than one hundred square feet,
fences less than six feet in height, signs or billboards on the grounds
and signs less than one square foot in area, and flagpoles less than twenty
The Code authorizes the Commissioner to issue permits to erect,
enlarge, alter, substantially repair, move, demolish or change the
occupancy of any building or structure ; or to install steam boilers,
furnaces, heaters or other heat producing apparatus, the installation
of which is regulated by the Code; or to install engines or dynamos.
Pursuant to Chapter 555, Acts of 1956, a new zoning code became
effective December 31, 1954. Many important revisions of previous
regulations are made in the new code, but it continued, in effect,
under new use districts and administrative regulations, the general
purpose of the superseded zoning act. With minor exceptions, no
building shall be erected or altered, nor shall any building or premises
be used, for any purpose other than the use permitted in the district in
which such building or premises is located.
In addition, Chapter 143 of 'the General Laws, insofar as applicable
to Boston, is administered by the Building Commissioner under delegated
authority from the State Commissioner to Public Safety.
The primary purpose of the public safety regulations promulgated
under this chapter is to establish a minimum code of safety for the
entire state. Cities and towr^ may make further exactions in accordance
with local building ordinances and not inconsistent with law, but in
no case may the provisions of state law be^ avoided or minimized.
The law falls with particular force on all places of assembly -
restaurants, taverns, dance halls, meeting halls, and all places of
similar occupancy in which fifty or more persons may be accanmodated.
Lodging houses and apartment houses in which there are eight or more
rooms above the second floor, or in which ten or more persons are
accommodated above the second floor come also within the provisions of
this Itt. All such buildings must be certified by the Building Commissioner
as to compliance with these particular regulations in addition to the Boston
On May 1, 1954, in accordance with Ordinances of 1954, Chapter 2,
Section 30, the powers, duties, -appropriations and personnel of the
Electrical Inspection Division of the Fire Department were transferred
to the Building Department.
By Chapter 2 of the Ordinances of 1954, the Board of Appeal, the Board
of Examiners, and the Committee on Licenses were placed in the Building
Department and the Board of Zoning Adjustment and the Zoning Commission
were placed in this department. None of these Boards, Commissions or
Committees is subject to the supervision or control of the Building
Commissioner, except if they are otherwise ordered by the Mayor.
Licenses for gas fitters are now issued by the Gas Regulatory Board.
Chapter 254, Acts of 1965, became effective May, 1965, Under its
provisions of the Electrical Code of the City of Boston was repealed
and the Massachusetts Electrical Code was substituted for- it.
The City Clerk is elected by the City CoLincil for the term of three
years. He has the care and custody of the records of the City Council
and of all city records, docuir.ents, maps, plans and papers, except
those otherwise provided for. He also records financing statements,
assignments of v/ages, and other instruments, and performs other duties
imposed by statute, i.e., Fishing and Hunting licenses. Business
The City Clerk and Assistant City Clerk are, respectively. Clerk and _,
Assistant Clerk of the City Council.
The Assistant City Clerk is appointed by the City Clerk, subject to the
approval of the Mayor. By General Laws, Chapter 41 and 18, the
certificate or attestation of the Assistant City Clerk has equal effect
with that of the City Clerk.
The Boston City Council, in accordance with Chapter 452 of the Acts of
1946, as amended by Chapter 375 of the Acts of 1951, consists of nine
members which is the legislative body of the City. Prior to 1951,
the council consisted of twenty-two members - one elected from each
v;ard in the city. The 1951 amendment changed the Council to a
nine member body elected at large.
The Councillors each serve two-year terms. Each term, they elect from
among themselves, a member to serve as President of the Council for thjt
term. The President presides at Council meetings and names members to
the various cominittees. The President earns a salary of $22,000
annually with the other members earning $20,000 a year. According to
law, the Council President performs the duties of the Mayor when the
Mayor is absent from the City or unable, for any reason, to perform
Each department within the City is required to submit a yearly budget
request to the City Council for approval. Presently, the City
Council cannot initiate budget: requests,, switch budget allocations, or
increase budget requests submitted by the Mayor. However, the Council
does have the authority to reduce certain money requests within a
particular budget. In addition to their fiscal responsibilities, the
Council also advises the Mayor fron time to time on certain issues in
the city and makes recommendations for certain actions. The Mayor,
however, has the authority to overrule the City Council.
The Councillors serve on various Standing Committees during their
term in office. They are: the Executive Com^nittee, Appropriations and
Finance, Claims, Confirmations, Housing, Legislation and Home Rule,
Ways and Means, Licenses, Ordinances and Resolutions, Penal Matters,
Public Health, Public Lands, Public Services, and the Urban Development
coy:-iissiOM on the affairs of the elderly
In June, 1970, the Boston Council on Aging was renatned the Boston
Commission on Affairs of the Elderly. The Ccmnission mandate is to plan,
coordinate and imple^r.ent programs for Boston's older citizens utilizing
federal funds whenever possible.
The Commission shall be aware of federal and state legislation concerning
financial assistance, information exchange, and planning for better
community programming for the elderly and shall coordinate or carry
out programs designed to meet the problems of elderly citizens. The --
Cotmission on Affairs of the Elderly shall send to the state office ,
(Commission on Aging) a copy of the annual report filed with the Mayor.
It should be noted that approximately 67% of all monies expended in
Fiscal '75 come from federal or state sources. Thus for e^jery dollar
of city money expended by the Commission they have been able to obtain
two federal dollars.
The Cormission carries on a number of on-going programs designed to
assist the senior citizens in Boston. These include:
* RETIRED SENIOR VOLUNTEER PROGRAM (RSVP) '
This program assists older Bostonians in using their career skills or
developing new interests in volunteer jobs. Persons 60 or older can
* SENIOR CITIZEN SECURITY PROGRAM
This program is an effort to reduce crime against the elderly. Through
literature and visual presentations, the program seeks to make older
Bostonians aware of ways to increase their personal safety. It also
includes an expanded Ident-i -Guard Program.
* SENIOR SHUTTLE
Transportation for older Bostonians is provided by a system of mini-
buses called the Senior Shuttle. The vehicles are available for
individuals and groups for medical, social and recreational purposes.
Scheduling of the 18 vans, some of which are equipped for handicapped
persons, is arranged through a city or comjr.unity agency in each neighbor-
* MOBILE NtARKET . " '
To facilitate food shopping for older Bostonians who cannot easily
travel to a supermarket, the Commission provides a grocery store en
wheels for Hoston residents age 60 and over. The Market travels
a regularly scheduled route designed for the safety and convenience
of the city's older residents. A full range of groceries is available.
* SENICR AIDES
Senior Aides is a part-time employment program designed^o provide
training anf' enew job experience for older workers. Senior Aides work
in a varietv of agencies serving the elderly in positions' ranging
from homem.aUr to para-legal aide. The jobs usually involve a 20-hour
week at $2.50 an hour.
* VISITING AIDES
Hcir.ebound older Bostcnians may get back in touch with their corrjr'.unity
through the Visiting Aides Program. A staff of trained older volunteers
offers help in obtaining needed services, conversation, an escort
on short excursions, etc.
* SCREENING PROGRAMS
Older Bostonians may obtain free glaucona screening through Bright
Eyes , a program offered in conjunction with the Massachusetts Society
for the Prevention of Blindness. Service is offered from September
through May. Another cooperative effort provides free flu shots
for older residents of Boston in October of each year. --
* ELDERLY HOT LINE
The Elderly Hot Line offers a telephone information and referral
service to older Bostonians. The Hotline is staffed by trained
older persons who will help answer questions in areas such as hot
meals and home care, transportation, income and financial problems,
employment and volunteer opportunities, housing, legal matters, and
other services for the elderly.
* MAYOR'S OLDER BOSTONIANS (M.O.B.)
In order to "familiarize Boston's older res.idents with the services
available to them, the Commission created the public information
program known as the Mayor's Older Bostonians. Discounts at neighbor-
hood stores are offered under the M.O.B. symbol, as are a number of
other commission services. Boston residents age 50 or over are
eligible to join the 'M.O.B.
* TAXI DISCOUNT PROGRAM
Boston residents 65 or older are eligible to purchase taxi discount
coupons at a 20% reduction by presenting proof or age and residence
at any Little City Hall. All Boston-based taxis will accept these
coupons as payment for fares in Boston.
* SSI OUTREACH PROGRAM
The SSI Outreach Program, in cooperation with the Social Security
Administration, contacts Boston's older residents regarding eligibility
for Supplemental Security Income. Personal interviews with potential
SSI recipients are conducted by trained outreach workers.
COMMISSION ON THE STATUS OF WOMEN
The Mayor's Comniission on the Status of V.'omen was first established by
Executive Order in 1970. The original Corrmission was composed of twelve
City Hall employees whose mandate was to focus 'on employment problems
encountered by women in municipal government. The Executive Secretary
is appointed by the Mayor.
In February, 1975, the structure of the Commission was revised to
reflect the diversity of Boston's neighborhoods. Twenty-three new members
were appointed. Nineteen members represent each of Boston's neighbor---
hoods and four women represent municipal employees. This shift in
representation has helped to broaden the scope of the Commission to
include the scope of the Commission to include the concerns of women all
over the City of Boston.
The goals of the Commission are addressed primarily through its working
task forces. These include:
1) Child Care Task Force - This task force is working in
conjunction with the Stride-Rite Corporation to produce a manual on
industry-sponsored child care. It is also exploring possibilities for
municipally sponsored or subsidized child care.
2) Education Task Force - The major areas of concern for this task
force are the implementation of Chapters 622 and Title IX in the
Boston schools and the lack of opportunities for women in the vocational
and occupational education systems.
3) Employment Task Force - This task force is focusing on the
problems of women and minorities in municipal employment. The group has
produced a report on the status of women in municipal employment in
1975 and continues to monitor the progress of Affirmative Action.
4) Rape Crisis Task Force - The rape task force is a coalition of
representatives from the Police Department, hospitals, the District
Attorney's Office, citizen groups and the Mayor's Office. The task
force has published a wallet-sized card with practical advice for rape
victims and has distributed approximately 100,000 cards to business,
universities, hospitals, community groups, banks and super-
markets. The group has also developed a package of information for
area hospitals which includes guidelines for the collection of medical
evidence for the police and recommended procedures for dealing with
the emotional needs of rape victims.
5) Women Offenders Task Force - The major problems this task force
has worked on are the conditions for Suffolk County women incarcerated
in or awaiting trial at Framingham MCI and the lack of facilities and
programs for women and girl offenders in Boston.
5) Public Policy Task Force - The newest task force, this group will
speak for the Commission on matters of public and governmental policy
which affect women.
In 1972 Kevin H. White, Mayor of Boston, designated that all new
schools built in the City of Boston be Corrmunity schools.
The Cornmunity Schools Program services over 25,000 people weekly.
The uniqueness of the Program in comparison with other Community School
programs is that all services and programs provided in each school are
determined by a group of locally selected neighborhood residents known
as the Community School Council. The Council is also responsible for
allocating its budget, assessing the needs of its own neighborhood and_-
responding to those needs with programs. Representatives from each
Council meet monthly to discuss overall poli-cy and fiscal arrangements.
This body of representatives is known as the Boston Community School
The Director of the Boston Community Schools is appointed by the Mayor
and approved by the Boston Community School Board. The Central Office
of the Program provides technical assistance to local councils and their
staffs in matters of finance, management and program development.
Each cormiunity receives a base budget to operate programs for one
year. Individual councils are encouraged to incorporate so that they may
be eligible for outside funding. Every community school offers
programs aimed at all age groups, fran tots to senior citizens, and the
range of offerings runs from human service programs like Parent
Advocacy to lighter recreational ones such as ceramics and gymnastics.
The key word to the Boston Community Schools is multi -service.
Pre School ChiTdren
When afternoon space 1s available, many Councils operate Day Care
Centers. Other programs for children include specifically designed
swinming, dance and cooking.
Elementary Age Children
Community Schools provide a variety of recreational after-school
programs ranging from sports to model building. The children can also
augment their regular schooling with tutorial programs and other
activities emphasizing learning games. _
Recreational and pre-vocational activities in many fields including
sewing, photography and crafts are available to Boston teens through
their neighborhood Community Schools. Many of the facilites feature
drop-in centers and provide counseling and educational programs.
The Dorchester schools are particularly active in community talent'
shows and many teens proficient in the entertainment fields have had
successful experiences. Business skills courses are also offered.
For adults, programs are offered in everything from Home Repair,
Consumer Rights, Spanish Lessons, Belly Dancing, Cake Decorating and
Theatre. College accredited courses are also offered at several
Senior Citizen activities include drop- in centers, arts and crafts
programs. In addition, some Community Schools provide free hot lunch
programs for the elderly. .
Practically ever-j sport from basketball to bocci is featured at
Corniiunity Schools. Karate is one of the most popular courses as well
as weight-lifting, slimnastics, yoga, and volleyball. Several of the
schools use their recreational facilities to provide motor development
for children v;ith learning disabilities.
Community Schools also run programs collaboratively with each other,
and with other organizations in their areas. The Southwest Summer and
the Landrover/Aardvark programs are examples of multi -faceted summer
camp activities for children and teens which the Community Schools in
West Roxbury and Jamaica Plain helped plan and implement. '~
Community Schools Future Community Schools
* Jackson Mann * Jamaica Plain High
* Charlestown High * Hyde Park High
•'..Cleveland/riarshall * Roslindale
* Holland * Carter-
* West Roxbury High
COORDIMATING COUNCIL ON DRUG ABUSE
The board known as the Coordinating Council on Drug Abuse, consists
of the CoiTuTiissioner of Health & Hospitals, the Penal Institutions
Commissioner, the Police Commissioner, the Corporation Council and the
Chairman of the Youth Activities Cotrmission, ex-officios, or their
respective designees, and sixteen persons appointed by the Mayor.
The Mayor designates one of the members of the board as chairman and
another as vice-chairman. The mayor also appoints a full time executive
secretary to the board. —-.
The duties of the Coordinating Council of Dnig Abuse are the
coordination of the work of the various city departments concerned with
the abuse of drugs and alcohol; to serve as a liason between state,
federal and local private agencies concerned with drug abuse; conduct
drug and alcohol training programs among the several public and private
agencies concerned with the abuse of drugs and alcohol and to provide
volunteers to these programs to alleviate financial hardships; supply
drug and alcohol information, brochures, films and research to the
involving persons using drugs; to devise and/or update a plan for the
City of Boston in the area of drug treatment, education, prevention,
manpower delivery, diversion, law enforcement, community support and
other areas deemed appropriate; to make recommendations, evaluations,
and to advise the Mayor in the proper role of the city in handling
drug and alcohol problems.
ECONOMIC DEVELOPMENT AND INDUSTRIAL COMMISSION
The Economic DevelopT^ent and Industrial Coirjnission consists of fifteen
Commissioners appointed by the Mayor, subject to the confirmation of the
The Function of EDIC is: to conduct research into industrial conditions
investigate and assist in the establishment of educational, ccmir.ercial ,
and industrial projects, including projects involving private enterprise;
for the purpose of expanding and strengthening the local economy,
and to seek to coordinate the activation of unofficial bodies organized
for these purposes. The Commission may advertise, prepare, print and
distribute books, maps, charts and pamphlets to further the purpose
for which It Is established.
Other functions of EDIC include: Coordinate and Implement the conver-
sion of the Charlestown and South Boston Naval properties Into job
producing and tax generating properties; to retain and recruit business
and industry v/h1ch offer stable and high paying employment opportunities
for Boston residents; to promote convention tourism activity in the
City of Boston; and to aid businesses that need financial support and
aid businesses in their dealings with various City departments,
regulations, and ordinances.
The Election Department maintains a system of permanent regis-
trations of persons eligible to vote in the city, state, and national
elections. It is responsible for the conduct of elections and the
certification of election results. The examination of prospective
jurors and the certification of jury lists are also functions of this
The permanent register of voters is maintained by the registers
division, nomination papers are checked, arrangements for the various"
elections are made, voting and jury lists are prepared, elections are
conducted and the results are tabulated.
In 1975 the Election Department assumed the added responsibility
of conducting the annual listing of residents in the City. The
computerized mailing system replaces the door-to-door listing formerly
done by the Police Department.
The Election Department is governed by four Commissioners, a Secretary,
and a Chairman. One Commissioner is appointed by the Mayor each year.
The two leading political parties must be equally represented on the
Board and the Chairman is designated annually by the Mayor.
The Finance Cofr.mission was created in 1909 and given the responsibility
to investigate all matters relating to- appropriations, loans, expendi-
tures, accounts, and methods of -administration affecting the City of
Boston, Suffolk County, and/or any department that may appear to the
Corrmission to require investigation. The Finance Cormissicn also
reports from time to time on their investigations of the Mayor, the
City Council, the Governor and the General Court.
The Commission consists of five ccirjnissioners who have been appointed by
the Governor. Only one, the chairman is salaried. The four other
commissioners serve without pay.
The Fire Department is responsible for the extinguishment of fires, the
prevention of fires and the protections of life and property. A more
specific and detailed function of the various divisions within the
Fire Department are as follows:
I. Administrative and General Services
Administration of Department
General Service to Public • "
Administer Fire Department efficiently
Provide efficient service to Public, City, and Department Personnel
II. To Extinguish Fires, Protect Lives and Property Against Fire_
1. Respond to alarms of fire within the City and also outside the
city on a rrutual aid basis to save lives and protect property
2. To administer first aid at accidents or any other public emergency.
3. To cooperate with Civil Defense'on any National Disaster.
4. To increase the efficiency of the Fire Department in the service
to the publ'c by training new Fire Fighters and Fire Officers,
and to encourage members of the Fire Department to attend the
Community College Fire Science Program and other related
5. To conduct -esearch on protective clothing and equipment for the
purpose of protecting the Fire Fighter and increasing his efficiency.
6. To purchase, maintain and repair firefighting apparatus and
equipment a^'i Fire Department buildings for the purpose of
increasing :r;e efficiency of the Fire Department operations.
7. Maintain an- operate a comir.uni cation system for the public to
notify the "^ire Department of a fire or other emergency; also
for dispatc'ing of fire apparatus to such fires and emergencies.
Statement of Goals :
1. To protect ""tves and property against fire.
2. To respond to alarms of fire within the city and also outside the
the city cr 3 mutual aid basis.
3. To administir first aid at accidents or any other public
emergency M to cooperate with Civil Defense on any National
III. Enforcement of Fire Prevention Laws and Issuance of Related
Permits and Licenses
1. To receive and investigate all ccinplaints involving fire
hazards, thus preventing loss of life and property.
2. To issue after due process permits and licenses for the storage
and handling of flamir.able and hazardous materials for protection
of the public.
3. To investigate all fires of suspicious or incendiary origin, to
prevent reoccurrence and protect the public from such action.
4. To control materials and decorations- to be installed in public
places providing safety to the lives of the public.
5. To provide regular inspections in compliance with the law to
protect members of the public unable to protect themselves.
6. To enforce all regulations, laws and ordinances providing-,
protection to the public from fire.
7. Provide approval of building plans, pri&r to construction or
remodeling, to ascertain if'all safeguards for the public have
8. To assist and train any city department personnel and private
organizational personnel in fire prevention and firefighting
■ Statement of Goals :
1. To prevent an outbreak of fire so it may not endanger public
and impose an economic burden upon the coraiunity.
2. To enforce fire prevention laws and issue related permits and
3. To assist and train city personnel and private organizations in
fire prevention and firefighting techniques to minimize fire losses.
IV. Community Relations
1. Information to newspapers, television and radio stations.
2. Exhibition of motion pict.res and lectures to civic and business
3. Plan to reduce harassment of fire fighters.
4. Campaign to reduce false rlarms.
5. To assist general public i."d govermental units in obtaining
information concerning f*-«s and other emergencies.
a. Information to public and insurance companies
b. Use in civil and criminal courts
c. Reports to State Fire Marshal
6. To conduct research to protect the public from conditions
harmful to then and their families.
7. To educate the public of all ages to the hazards of fire.
Statement of Goals :
1. To inform general public of activities of Fire Department and .of
services available to the public.
2. To reduce harassment of fire fighters and sounding of falsa
alarms by buttressing closer relations between the Fire Depart-
ment and general public.
GEORGE ROBERT WHITE FUND
The late George Robert White, v/ho died in Boston, January 27, 1922,
left the residue of his estate to the City of Boston to be held as a
permanent charitable trust fund, "the net income only to be used for
creating works of public utility and beauty, for the use and enjoyment
of the inhabitants of the City of Boston."
The control and management of the fund is in the hands of a board of
five trustees, consisting of the Mayor as Chairman, the President of
the City Council , the City Auditor, the President of the Boston Chamber
of Commerce and the President of the Bar Association of the City of
At a meeting of the Trustees held on Tuesday, April 5, 1938, it v;as
unanimously voted that the services of a paid Manager be engaged. In
accordance with this vote the custody, care, control, and management of
the George Robert White Fund is now in the hands of a Manager; .all legal
matters are attended to by the Corporation Counsel; all financial
disbursements and investments are in the hands of the Collector/
Treasurer; all collections and receipts are handled by the Collector/
Treasurer; and the examination of all bills and demands rendered against
the Fund, together with the approval of all expenditures and the auditing
of all accounts, rests with, the City Auditor.
Health Units have been provided at Baldwin Place and North Margin Street
in the North End, at Paris and Eoions Streets, East Boston, at
Dorchester and West Fourth Streets, South Boston, at Blue Hill Avenue
and Savin Street, Roxbury, at High and Elm Streets, Charlestown, at
Blossom and Parkman Streets, West End, at V/hittier and Hampshire
Streets, Roxbury, at Central Avenue, Hyde Park, and at Blue Hill Avenue
and Harvard Street, Dorchester, in the hope of being able, by proper
instruction, to better the living and health conditions of the con-jiiuni-
ties in the congested districts.
A Prado has been established at Hanover and Unity Streets in the
North End, to provide an open air space for the residents of the
North End. In 1935, the Trustees voted to change the name of the Prado
to Paul Revere Mall .
In the spring of 1936 the Trustees voted to have thirteen memorial
bronze tablets fabricated and placed in the walls of the Paul Revere Mall
in the North End. The inscriptions to be placed on these tablets
involved considerable research work and as a consequence these tab-
lets were not completed until the sumn-.er of 1940. This was done as an
improvement to the Mall.
On January 27, 1940, the Trustees voted to purchase an equestrian
statue of Paul Revere - made by Cyrus E. Dallin, sculptor - to be placed
in the Paul Revere Mall in the North End, as an addition and further
improvement in accordance with provision of the will.
On September 22, 1940, the Trustees dedicated the thirteen bronze
tablets and the statue of Paul Revere at the Paul Revere Mall in the
In the surrjTier of 1941, the Trustees voted to establish a number of
play spaces, fully equipped, in various sections of the City from the
Income of the Fund, for the use and enjoyment of children under 12
years of age. It was voted to establish the first four play spaces at
the following locations:
Pitts and Hale Streets, in the V/est End
London and Decatur Streets, in East Boston . ~-
Troy and Rochester Streets, in the South End
King and Roxbury Streets, in Roxbu ry
This chain of play spaces consists of the most modern architecture :
vyading pools, play-yard equipment, concrete seats, concrete sandboxes,
etc., and is a great asset to the City.
Starting in the spring of 1946 and ending 1n the fall of 1949 the
Trustees of the Fund voted to establish the following projects from the
Income of the Fund:
Health Unit at Central Avenue and Elm Street, Hyde Park
Health Unit at Blue Hill Avenue and Harvard Street, Dorchester
Swimming Pool, Diving Pool and Locker Building, Doherty Heights, Charlestown
Schoolboy Stadium in Franklin Park
War Memorial Center in the Fens
Swimming Pool, Diving Pool and Locker Building, Commercial Street,
North End Park
War Memorial Veterans Section, Mt. Hope Cemetery
HEALTH & HOSPITALS
The Health & Hospitals Division was created in January of 1955.
It evolved out of a merger between the former Health Department and the
former Hospital Department. The three operative agenices that are
incorporated within the Health S Hospitals are Boston City Hospital,
the Mattapan Hospital, and the Long Island Hospital. A description
of each hospital and the services provided by them are as follows:
Boston City Hospital . -■•
Boston City Hospital consists of five separate areas: Preventive
Services, Inpatient Services, Community Services, Ambulatory Services,
Emergency Services, and Home-Health Services, Training Program and
a. Preventative : The goals of this program are the prevention
of personal and environmental health hazards through a process
of screening and surveillance, the identification and treatment
of existing services, and the regulation of hazards through
the enforcement of health standards.
In order to initiate these services, the preventive services has im-
plemented a city-wide service. program. The following elements are
included in program operations: Community Dental Programs, Public
Health Nursing, Tuberculosis Control, Pre-School Vision Screening,
Community Medical Services, Speech and Hearing Evaluation, Environmental
Health Services, Lead Paint Poisoning Prevention, Child Hygiene
and School Health, and Rodent Control.
The delivery of services in this department is being improved through
systems development in the following areas: Patient Index, Patient
Registration Project, and Internal Management Information Systems.
These projects have been assisted by government grants.
b. Inpatient : The Boston City Hospital Medical and Dental
Services (inpatient) have three functions: outstanding
patient care, staff education, and advancement of medical
knowledge. The Boston City Hospital Medical and Dental
Services are made up of trained specialists in all of the
subspecialty areas of internal medicine, surgery, pediatrics,
obstetrics-gynecology, radiology, pathology, etc.
Some specific services include a 24-hour operational emergency
room and availability of house staff and staff coverage on all
services for patients with any level of critical illness.
These services include acute and general care throughout the
hospital, intensive care units in surgery and medicine,
coronary care units and all ancillary services.
c. Cornnum'ty, Emergency, Home and Ambulatory Health Services :
The aims of this prograai are the provision of quality medical
services for emergency, episodic and continuing care, the
maintainance of accessibility to health care resources, and
a responsiveness to ambulatory health care needs of the city.
Components of this program operate at Boston City Hospital and in
neighborhoods throughout the city. These include the same services-
mentioned under preventive services plus Boston City Hospital outpatient,
Boston City Hospital em.ergency service, Boston City Hospital Health _
Services, City Ambulance Unit, Vital Statistics Office, Neighborhood
Health Centers, and Drug Abuse Programs. ■
d. Training : The purpose of this program is to train capable
persons in the area of health care so as to have said persons
provide care and services to the citizens of Boston.
These programs include a Department of Health & Hospitals basecl_
Licensed Practical Nursing Program, House Officer training programs in
medicine, surgery, pediatrics, obstetrics, gynecology and community/
hospital based primary care, a Coronary Care Unit nurse training
program, an Emergency Medical Services technician training program, and
an Inhalation Therapist training program.
e. Administration and General Support : The aim of this element
of Health and Hospitals is the provision of all administrative
and general support activities required for the adequate
delivery of inpatient, outpatient, emergency and long care to
the patients served by the Department of Health and Hospitals.
The goal of Mattapan Hospital is to provide comprehensive health care
services in a chronic care facility plus follow up health and supportive
services in hospital based clinics, community centers and at home.
The inpatient services are utilized so as to increase the number of
chronic patients able to be discharged from the hospital setting, to
provide comprehensive chronic health care services in a chronic care
facility, and to maintain standards for licensing and accreditation.
To provide all services and support necessary to the successful operation
of Mattapan 's facility, is the operation of Administration and General
Support Division, and its goals are the provision and staff support,
billing and collection, maintenance of buildings and grounds, personnel
recruitment, accounting, data processing, and general clerical work.
In Ambulatory, Emergency and Health Services, Mattapan provides
comprehensive diagnostic and follow up health and supportive services
for ambulatory patients and rehabilitation of alcoholism patients.
Long Island Hospital
Inpatient : The aim of the Inpatient Division is to increase the
number of chronic patients able to be discharged from the hospital
setting through care and rehabilitation, maintenance of standards
for licensing and accreditation, to continually upgrade the type of
care provided in order to offer up-to-date care, and to improve and
provide more comprehensive chronic patient care.
Long Island also provides physician, medical, nursing, ancillary and
rehabilitation services for the chronically ill, function as one of —
the health care institutions of the City of Boston, Department of
Health and Hospitals and to admit patients" from the Boston City
Hospital when utilization review indicates that certain patients must
be transferred out of Boston City Hospital,
In the area of Ambulatory, Emergency and Health Services, Long Island
has the same goals and operates the same as Boston City Hospital
and Mattapan Hospital.
Administration and General Support function the same as Mattapan and
Boston City Hospital plus the equating of per'diem rates, increasement
of collection rates, reduction in requirements of new staff, more
productivity and more efficiency and recruiting qualified and capable
personnel . . ■ : •
The Housing Court of the City of Boston has city-wide jurisdiction
over "any general or special law ordinance, rule or regulation as
concerned with the health, safety or welfare of any occupant of any-
place used or intended for use as a place of human habitation."
An Act establishing a Housing Court for the City of Boston was passed
by the Massachusetts Legislature on October 7, 1971 after years of
discussion and the submission of a number of bills. One of the major
factors in the final passage of the bill was that the City agreed to "
assume the costs of operating the Court.
Paul Garrity, a partner 1n a Boston law firm, was appointed the first
Judge of the Court by Governor Francis Sargent in 1971. The Court
opened officially in August, 1972. To keep up with the extensive
workload ,a second Judge, former Housing Court clerk Edward Daher,
was added in 1974. ^
The Housing Court was created for essentially two reasons:
1. to localize jurisdiction and develop expertise in one court for
all litigation regarding housing in the City of Boston.
2. because it was thought that the existing courts which had juris-
diction over the variety of housing problems put a low priority
on such problems.
H0USIN3 INSPECTION DEPARTME^IT
The Housing Inspection Department is responsible for enforcing
Article II of the State Sanitary Code which is the section that
ra'ates to standards of fitness for human habitation. This section
of the Code deals primarily with conditions inside a dwelling unit,
e.g. adequate heat, light, plumbing, garbage disposal, etc. (Note:
As opposed to the building code which deals vn'th structural and
outside aspects of a building e.g. porches, steps, egress, etc.)
The Department was formally organized in 1953. It currently employs _
approximately 100 inspectors. It is under the direction of a Cormissioner
who is appointed by the mayor. The major functions of the Department
are inspection of dwelling units and enforcement of the housing
codes. Inspection involves two components: response to complaints
made by citizens, and the city-initiated systernatic coding of resi-
dential structures within neighborhoods. Enforcement is the legal
authority the Department has. When violations of the housing coda
are found, the property owner is given a notice- to correct them.'-
Failure to do so will result in legal action.
In addition to these tv/o direct functions, HID also administers and
supervises various programs which relate to housing. The majority
of these programs deal with housing rehabilitation.
I. COMMUNITY IMPROVEMENT PROG[li\M
A six-year attempt to encourage and assist homeowners in housing
rehabilitation. Funded by HUD, the program emphasizes rehab on
a neighborhood basis.
II. MODEL CITIES ADMINISTRATION HOUSING COMPONENT
Begun by the MCA in 1969, it involved three programs:
* Lead paint grants - to eliminate as many lead paint violations
* Mini-grants - a grant of up to $1,000 to eliminate code
* Emergency grants - a grant of up to $5,000 to repair code
III. MAYOR'S HOUSING IMPROVEMENT PROGRAM -
A one-year program offering a tax credit to resident home-
owners (1, 2, 3 family)who had rehab work done on their homes
IV. HOUSING IMPROVEMENT PROGRAM • . ,
Begun in June, 1975 this program attempts to expand or>-the
concepts used in MHIP. The' object, on a larger scale, is
to provide rehabilitation incentives for code related improvements
to owner-occupied structures.
V. E.'iERGY CONSERVATION PRGGRA?-!
Dasigned to sava monay for homeownars by suggesting ways to
guard against heat loss.
VI. HOUSING REHAB FOR LOW INCOME TENANTS: HID'S PILOT LEASING PROG?.
In response to complaints that the BH^^ is leasing sub-standard
units with state and faderal funds, the 3HA and HID ara initia-
ting a pilot leasing program. Under the plan, HIP will identify
potential units for leasing and will offer owners rebatas
thru HIP if rehab is needed. ' . —
VII. HOUSING SECURITY COUNSELING PROGRAM
Designed to assist homeowners and tenants who are interested in
securing their homes against crime.
VIII. RAT CONTROL PROGRAM ^
An effort to reduce tha number of rats in the City.
Th2 Director of Administrative Services has established v;ithin the
Administrative Services Department and the Personnel Division an Office
of Labor Relations. The Office of Labor Relations is the labor
relations arm of this office and shall have the following pov/ers and
Developing, recommending and promulgating labor relations policy for
the City of Soston and County of Suffolk;
Negotiating collective bargaining Agreements which the Mayor of
Boston is charged with negotiating under the collective bargaining
laws of the Commonwealth of Massachusetts;
Administering all collective bargaining Agreements aforementioned;
Supervising and directing all grievance and arbitration matters under
all collective bargaining Agreements aforementioned, with full-,
authority to settle grievances;
Counselling each department in developing and -maintaining a capacity
for proper handling of labor relations matters at the department
level ; and
Developing and conducting labor relations training for management
Accordingly, any decision promulgated by the Office of Labor Relations
as "labor relations policy" or as a "decision consistent with
labor relations policy" must be given full effect by all departments
employing personnel covered by the aforementioned collective bargaining
All department decisions or actions which affect wages, hours, or
conditions of employment should be cleared through the Office of Labor
Relations prior to announcement or implem.entation.
All requests for information concerning practices and policies affecting
wages, hours, and conditions of employment, or questions concerning the
interpretation of existing collective bargaining Agreements should be
directed to the Office of Labor Relations.
Tha Office of Attorney and Solicitor was established in 1327 and
was superseded by the Office of City Solicitor in 1355. A further
office of Corporation Counsel vias created in 1881. The office of
City Solicitor was abolished and the department placed under the sole
charge of the Corporation Counsel in 1904.
The Law Department consists of a Corporation Counsel, 24 attorneys,
■a workmen's compensation agent, and a number of other employees including
the staff of the Administrative, Counselling and Miscellaneous
Litigation, General Trial, Collection and Workmen's Compensation
Divisions of the Law Department.
The Law Department has general charge of the legal work of the city,
represents the city in all litigation to which it is a party, prosecutes
certain criminal proceedings, does the conveyancing work for the various
municipal departments, performs the legal work incidental to tax title
foreclosures, and prepares and approves all municipal contracts and
bonds. In addition, the department furnishes legal opinions to the
Mayor and the City Council and to the various department heads and
_city officials including the School Committee, on matters relating to
the discharge of their official duties, prepares petitions for and
drafts of legislation in which the city has an interest and appears and
represents the city before the various committees of the legislature,
and before state and federal boards, commissions and administrative
The Licensing Bqard for the City of Boston v;as established by
Statutes of 1905, Chapter 291. It consists of three members appointed
by tiie Governor, with the advice and consent of the Council. They
must be citizens of Boston who have resided in Boston for at least tv/o
years preceding the date of their appointment. The tv/o principal
political parties must be represented on the Board and the term of
the members is fixed at six years after the first appointment, which
was for six, four, and two years. The Board was created to exercise ~""
all the powers and perform all the duties conferred upon the Board of
Police of the City of Boston relative to intoxicating liquors (now
called alcoholic beverages), innholders, common victuallers, billiard
and pool tables, sippio tables, bowling alleys, intelligence offices,
and picnic groves .
By Statutes, of 1909, Chapter 423, the Board was given the right to
issue licenses to "Sunday dealers in ice cream, or confectionery, or
soda water or fruit." (Repealed, see c. 616 Acts of 1962.)
By Statutes, of 1913, Chapter 259, the Board was granted the right to
issue licenses to lodging houses.
By Statutes of 1922, Chapter 392, the Board was given the right to
license "retail vendors of soft drinks."
By Statutes of 1926, Chapter 299, the Board was given the right to
grant entertainment licenses in places where such entertainment was
carried on in conjunction with sale for cash of food or drink six
days of the week but not on Sundays.
By Chapter 284 of the Acts of 1933, the Board was given authority to
grant victuallers licenses to clubs, societies, associations or other
organizations which dispense food and beverages on their premises, to
their stockholders or members and their guests and to no others.
By Chapter 375 of the Acts of 1933, now Chapter 13S of the General
Laws, the Board was given the authority to issue alcoholic beverage
licenses to common victuallers, innholders, taverns, clubs and retail
druggist and package stores, and to suspend or revoke the same after a
By Statute of 1949, Chapter 351, the Board was given the right to
license mechanical amusement devices and regulate the operation thereof.
By Statutes of 1953, Chapter 622, in addition to the notice which the
Licensing Board for the City of Boston is required by law to give to the
public concerning applications for new licenses, under Sections 12,
15, or 3CA of Chapter 138 of the General La'./s , and applications for
transfer of location of said licenses, it shall also give notice of
such applications to the state representatives of each representative
district affected by the application, and also to sjch persons,
groups, and organizations as have fcrr.any requested in v/riting that
such notice be given them for license applications in a designated
3y Statutas of T966, Chapter 729, tha authority to grant emplcyvnant
office licanses, with the exception of "not for profit class" of err.ploy-
nent agency, was transferred to the Department of Labor and Industries
of the CorTimonweal th .
By Statutes of 1959, Chapter 59, Sections 41 to 45, inclusive of
Chapter 140 of the General Laws was repealed; and in Section 202 of
said Chapter 140, the words "keepers of intelligence offices" to be
By Statutes of 1971, Chapter 486, tha Licensing Board for the City -- '
of Boston was designated as the "Local Licensing Authority" under the
provisions of said chapter (beano bill).
The Mayor is tha chief executive of the City. He appoints all
heads of city departments and other city officials with the exception
of those appointed by the Governor, namely the Licensing Board and the
Finance CoiTimission. The annual budget, as well as subsequent appro-
priations and transfers, are prepared under his direction for submission
to the City Council. He may submit to the Council, in form of an
ordinance or loan order, such recommendations as he sees to be for
the welfare of the City, He may disapprove any action of the council,
and if the action involves the expenditure of money, the Mayor's —
disapproval is final .
The Mayor appoints a professional management team responsible for
overseeing major policy-making, planning development and construction.
This team consists of the newly created position of Vice Mayor and the
three Deputy Mayors.
This group, and four other special assistants, comprise the Mayor's
cabinet. They are responsible for making and reviewing policy
recommendations to the Mayor.
tl/VYGR'S OFFICE OF COMMUNITY DEVELOPMENT
The Housing and Community Development Act of 1974 consolidated
the categorical grant programs of the Federal Department of
Housing and Urban Development into a single block grant which
cones directly to the chief executive of eligible cities. In
response to the new program. Mayor White established the Mayor's
Office of Community Development.
The prime mission of the Office of Community Development is to
insure that the funds granted to the City are expended in ac-
cordance with HUD and other applicable Federal regulations.
On an annual basis, the office determines the eligibility of
projects proposed for the City's community development program,
prepares the grant application, and submits it to HUD and
other required review agencies. During the course o'f the year,
the office monitors project implementation for Federal regula-
tion compliance and makes periodic reports as required by HUD.
In addition, the office undertakes program evaluation for the
purpose of improving the effectiveness of Boston community
MAYOR'S OFFICE OF CRIMi:;AL JUSTICE
With the enactment of the Omnibus Crime Control and Safe Streets
Acts of 1958, Congressional attention focused on the need to impact
the nation ''5 rising urban crime rate. In response to that, Boston
was one of the first cities in the nation to commit substantial
staff and resources to a coordinating agency for local criminal
justice programming and planning efforts.
The Mayor's Office of Criminal Justice, formerly known as the
Mayor's Safe Streets Act Advisory Committee, was established by --
Mayor VJhite in 1959 to undertake four major- tasks in the law enforce-
ment/criminal justice field:
* to plan for, obtain, and disperse Federal and local monies to
programs on the City, County, and corxiunity level which impact
crime and crime problems
* to encourage and develop planning and prograinming capabilities
within criminal justice agencies, and to coordinate those efforts
* to facilitate local governmental efforts to reduce and prevent
* to provide information to interested citizens, about the criminal
justice system and related matters
The Mayor's Office of Criminal Justice is structured around admini-
strative, fiscal, grant management and planning and evaluation respon-
sibilit.es. The present staff consists of 22 full-time personnel, with
backgrounds in law, business, social work, and criminal justice
administration and planning. The staff includes a Director, appointed
by the Mayor, a Deputy Director, a Fiscal Officer, a Director of
Planning, a Director of Grant Management, and a staff of individuals
responsible for programs operating tn the areas of Community Crime
Prevention, Courts, Alcohol and Drugs, Police, Juvenile Delinquency
MOCJ- receives funds from the Federal Law Enforcement Assistance
Administration (LEAAO through the Governor's Committee on Criminal Jus-
tice; and obtains matching funds from both State and City government.
In addition, MOCJ receives some direct federal monies from LEAA in the
form of discretionary grants, to fund specific programs impacting cri
MOCJ provides varying degrees of financial and technical assistance to
nearly 50 separate programs within the general areas of Police,
Juvenile Delinquency, Corrections, Community Crime Prevention,
Courts, and Drugs and Alcohol. Some funds are used for operational
improvements, such as the computerization of reported crime records,
and for new police investigative equipment. In some cases, MOCJ
support allows agencies to expand tiieir administrative and programming
capabilities with additional support staff. MOCJ also funds manv
projects run by private agencies such as teen canters and
coiTJTiunity groups .
The City of "Boston, County of Suffolk departments or agencies with
which HOCJ wor'^ks are: Boston Police Department, Deer Island House
of Correction, the Charles Street Jail, the Boston i'unicipal and
District Courts, the District Attorney's Office, Youth Activities
Commission, Public Facilities Department, Housing Inspection Department,
and the Commission on the Affairs of the Elderly. MOCJ also funds
programs in collaboration with the Boston Housing Authority. _^
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flAYOR'S OFFICE OF CULTURAL AFFAIRS
he Office of Cultural Affairs, formed by the Mayor in 1970, is a municipal
gency concerned with cultural programming for Boston residents and with
ssues relating to artists and the cultural life of Boston.
urrrmerthinq - Boston's 10-week citywide arts festival which has brought fre<r
usic, dance, theatre, educational workshops, senior programs and visual arts to
he city's 20 neighborhoods every summer since 1968.
estival Bostonian - a 22-month-long program begun in April 1975 and ending
n January 1977 which has each month celebrated the artistic heritage of
oston's 17 major ethnic groups. It is the only program of its scope in the
ity Hall Programs - Visitor Information Center; Foreign Vistors Center; tours
f City Hall; City Hall Galleries; Poetry in the Gallery;' Artsline (261-1550 -
aily recorded calendar of Boston cultural activities).
jucation - 1.) ESEA Title VII: this federally-funded theatre arts in education
rogram, co-sponsored by the Mayor's Office of Cultural Affairs and the Depart-
2nt of Bilingual Education, provides theatre arts curriculum for over 500 students
1 16 Boston middle and high schools. 2.) ESEA Title 1: this federally-funded
'ogram provides "learning through games" curricula for 120 students requiring
fecial teaching at 3 Boston schools.
;iqhborhood Arts Council - Year-round contact with and programming for Boston's
n'ghborhoods through the networks established through Summerthing.
;SUE-RELATED INVOLVEMENT AND INFLUENCE
le OCA has been active in not only addressing issues relating to the arts but
1 finding solutions and effecting action towards those ends. CCA has been a
'ime mover in the revitalization of Boston's downtown theatre district ; in
jrking with other city agencies to solve the problem of artists' housing in
)ston and in aiding the city's non-profit theatres clarify the licensing
•Qcess . OCA also publishes a monthly newsletter which addresses current
riAYOR'S OFFICE OF FEDERAL RELATIONS
THE MAYOR'S OFFICE OF FEDERAL RELATIONS . was created by Mayor Kevin
White in March 1977, to serve as the City's liaison to all federal-
agencies and to lobby for increased federal funding to Boston for — -
economic development and the delivery of essential services. Under
the direction of John E. Drew, M.O.F.R. assists City departments
in the preparation of sound funding proposals and in the development
of systems to administer and evaluate federal grant programs. M.O.F.R.
tracks important federal legislation and lobbies for changes in re-
gulations and funding formulas detrimental to Boston. It is responsible
for creating and implementing coherent strategies for Congressional ,
White House and Agency approval of City grant proposals. In addition,
through its office of Federal Compliance, M.O.F.R. monitors all programs
to see that federal regulations in the areas of fiscal management, equal
opportunity and affirmative action are fully complied with.
MAYOR'S OFFICE OF HU.'iAN RIGHTS
The ilayor's Office of Human Rights was established in 1958 by
I'layor Kevin H. VJhite to promote racial harrnoney and to ensur-e equal
opportunities for all minorities and deprived parsons in the City of
Boston. To accomplish this purpose, the Office of Human Rights has
directed its efforts in three critical areas: Education, Employment,
In the area of education, a maximum effort is made to work towards _,
improving the educational atmosphere in the communities, as well as
in the schools. The Human Rights Educational Council is composed of
corrmunity people and strives to protect the rights of all to equal
education and encourages the participation of parents in the educational
lives of their children.
In employment, the effort is geared to the maintenance, promotion
and realization of equal opportunity in working environments for all
people, regardless of sex, creed or color. Through the Federal
Intergovernmental Personnel Act, the '-'layor's Office of Human Rights
promotes recruitment and upgrading of wcm:en and minorities in
Civil Service. The Office of Human Rights also fights against
discrimination in hiring practices.
In the area of housing, the Mayor's Office of Human Rights is the
advocate of citizen's rights and champions the promotion of habitable
conditions in public and private housing. The Human Rights Office
also aids in familiarizing people with their legal rights as tenants
and as landlords .
Tm f'ayor's Office of Human Rights also works in conjunction with
the Massachusetts Commission Against Discrimination in the area
of investigating complaints centering around discriminatory practices.
MAYOR'S OFFICE OF PROGRAM DEVELOPMENT
The Office of Program Developr.ent (OPD) has responsibility for planning and
programning the allocation of all grant and capital resources available to.
the City of Boston. In discharg-ing this responsibility OPD is charged with
the following tasks:
* Assemble and maintain a comprehensive statement of physical,
social, and economic needs citywide and neighborhood by
neighborhood based on information supplied by Little City
Hall Managers, District Planners, staffs of the Deputy
Mayors and Assistants to the Mayor, and operating department
staff as well as by citizens themselves;
* Maintain a comprehensive inventory of capital and grant funding
sources now available and potentially available to the City;
* Assemble and maintain an inventory of project proposals for the
use of capital and grant funds presented by Little City Halls,
neighborhood groups, civic organizations, private developers,
non-profit agencies, City departments and agencies, members of
the Resource Allocation Council and their staffs, district
planners, and neighborhood programmers. (NOTE: These proposals
may be presented as general concepts or as fully developed plans.);
* Assemble and maintain a current inventory of capital and grant
funded projects and activities under v/ay neighborhood by neighborhood,
* Based on an analysis of needs, resources, and project proposals,
present funding options to the RAC in a form which facilitates
that Council's responsibility for establishing priorities for
the use of capital and grant funds and for approving specific
* Coordinate efforts to reprogram projects when the Deputy Mayor
or the Mayor's Housing Advisor responsible for monitoring project
performance concludes that the present project plan and/or budget
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'•WYOR'S OFFICE OF PU3LIC SERVICE
The Office of Public Service is the administrative entity respon-
sible'Yor the Little City Hall Program. The goals of the Office of
Public Service are to provide direct services and information to the
public, to respond to complaints, to act as a catalyst for increased
citizen participation, and to improve the- delivery of city services
through the close cooperation with line department personnel and
through recommendations for departmental chance.
The program now includes eighteen Little City Halls serving the entira
City of Boston. The program also includes a 24-hcur complaint and
information center located in City Hall itse-lf, A central admini-
strative and research staff is also located in City Hall and coordinates
activities and communications between the Little City Halls.
The Little City Hall Managers are the backbone of the program. ■
In addition to supervising the day-to-day work of their staff,
managers spend a great deal of time in the comjnunity, at community
meetings, and representing the needs and interests of the neighborhoods.
- i;^ _
NEIGHBORHOOD BUSINESS DISTRICT PROGRAM
Thfe Neighborhood Business Program represents a committment
by the City to preserve and improve the local shopping areas
in Boston's Neighborhood through public improvements and
incentives for private investment.
In doing so, Boston is initiating a program that will
address the basic problems of many local commercial
districts. These problems are as follows:
1. Decline in the confidence and strength of the market.
2. Gradual decay of aging storefronts and the loss of magnet stores.
Elements of the Program
To meet the needs of the commercial centers, the Neighborhood Business
Program does have major components: ,
1 .. Neighborhood Business Coordinators:
Coordinators will be assigned to specific neighborhood business districts
throughout the City and will provide technical assistance to the centers .
or business, physical improvements, and crime protection matters.
They will assist in the organization of local Boards of Trade and
Chamber of Commerce.
2. Storefront Rehabilitation Program- f(E5X0RE-
The. Restore Program provides a unique opportunity for merchants who are
located in Boston's Neighborhood business districts to make improvements
to their storefronts and to upgrade the enviornment in these districts
3. Capital Investment Program:
The Neighborhood Business Program, in conjunction with the ongoing
City capital improvements Program, will be making major improvements.'
in the commercial areas. This will include improved lighting, off-street
parking facilities, major street improvements and street furniture, and
4. Police Protection
Community Development Block Grant (CDBG) Funds have been ^allocated
to provide footpatrolmen who are assigned to the Comm.ercial Centers
during critical hours to increase the Security of f^'erchants and
PARKS AND RECREATION
Boston yesterday and today is a city of parks. Long before the
first Boand of Park Ccfninissioners v;as appointed on July 8, 1875,
the city acquired the Boston Commons, Public Garden, and Franklin Park
as the foundations of today's 1 ,200-acre park system.
The Parks and Recreation Department is responsible for the develop-
ment and operation of a park and recreation system for the residents
of Boston. In addition to the physical facilities 'which the department
operates, and the issuing of permits to use the parks under its
jurisdiction, the Parks and Recreation Department develops a broad
range of programs, for all groups of the city. A description of the
various divisions, and the functions of these divisions are as follows:
The Recreation Division of the Parks and Recreation Department
provides a variety of recreation programs for all age groups, special
groups such as the handicapped, retarded, mentally ill and senior
citizens. It conducts leagues in all major sports; programs in the
arts and crafts such as ceramics, painting, etc. It conducts
clinics in karate, judo, gymnastics, handball, tennis, etc. It
also supplies leadership on Boston playgrounds during the summer
DESIGM, COnSTRUCTION, AND MAINTENANCE
The Design, Construction and Maintenance section of the Parks and
Recreation Department is responsible for the care, construction
and maintenance of all buildings, parks, squares, playgrounds,
tot-lots, and miscellaneous facilities (victory garden)under the
Department's control .
The Division is responsible for all public tree maintenance, tree
removal and tree planting, for t!ie landscaping, planting of the
Public Garden, City Hall, Boston Comm.on, and approximately 200 small
parks and squares .
The Administration section of the Parks and Recreation Departricnt is
responsible for all record keeping such as payrolls, personnel records,
etc., for the compiling and supervision of the Department budget,
sets policies and gives direction to the Department,
- S6 -
Tha Police Dspartment is responsible for the prevention of crime, the
investigaiion of crime, the apprehension of criminals, the main-
tenance of prder, the enforcement of laws and statutes, the enhance-
ment of the' public safety, and the provision of other police and
For administrative and operational purposes the departrrent is divided
into five Bureaus:
1. Bureau of Administration
a. Administrative Division
b. Planning and Research Division
2. Bureau of Field Operations
a. Patrol Divisions A-D
b. Criminal Investigation Division
c. Traffic Division
d. Communication Control Division
3. Bureau of Inspectional Services
a. Intelligence Division
b. Staff and Internal Affairs Division
c. Records and Data Processing Division
4. Bureau of General Services
a. Control Services Division
b. Personnel and Training Division
5. Bureau of Community Affairs
a. Community Relations Division
b. Community Services Division
The Bureau of Administration is. responsible for the management,
supervision and coordination of the activities and functions of the
Police Commissioner's Office and of administrative and management
matters throughout the Departmtnt. The Administrative Division is
comprised of such activities as legal affairs, press relations and
information, correspondence, and secretarial services. The Planning
and Research Division is responsible for all aspects of departmental
planning including operational planning, long-range programs, federal
grant programs, capital inprovem=:nts , forr.:s control, and administra-
- 5.7 -
The Bureau of Field Operations is responsible for the operation of the
department's patrol and investigative activities. The city's
eleven Police Districts are divided into the four Patrol Divisions.
Each District has within it a police station which provides administra-
tive and conmand facilities for the police operations in the District.
The patroT force assigned to Districts is supplemented by several
patrol activities with City-wide jurisdiction.
The Tactical Patrol Force, Canine Section, .counted Section and
Emergency Service Unit provide various types of specialized patrol
services that can be deployed as needed to high crime incidence
areas, special operations, or speical circumstances. ~"
The Criminal Investigation Division is responsible for detective opera-
tions throughout the City and is further subdivided into the Vice and
Narcotics Section, General Investigation Section, Organized Crime
Section, and Criminalistics Section. Within the Division's sections
are the various specialized and general investigative units of the
Department as well as the Department's Crime Laboratory and Ballistics
The Traffic Division is responsible for regulation of Traffic in the
downtown area, for responding to special traffic conditions throughout
the City and for the compilation of information on accidents and enforce-
ment for use by all units of the Department.
The Communications Control Division is responsible for the operation of
the Department's coirwunication systems which include an advanced
multi -channel radio system and large telephone and teletype systems.
The Central Complaint Section of thes Division is responsible for
receiving calls from the public and processing and dispatching them to
police units for the rendering of police services. Annually over
300,000 calls for police service are processed by this section, making
use of the most modern advances in communications, data processing, and
The Bureau of Inspectional Services supervises several areas of manage-
ment';control which provide checks and balances on the operations of the
Department. The Staff Inspection and Internal Affairs Division is
assigned the responsibility for inspecting personnel, facilities,
equipment, and procedures and for investigating cases of alleged mis-
conduct by members of the Department. The Records and Data Processing
Division maintains the police records system, performs identification
functions, crime analysis, and operates the department's computer
system. The Intelligence Division's assignment is to collect,
evaluate, and disseminate information on the status of criminal
activity tn rough out tSe Ct-.ty.
- 58 -^
The Bureau of General Services' responsibil ities fall into the area
of providing support services for the rest of the Department. The Cen-
tral Services Division includes such areas as radio maintenance,
building maintenance, signal service, licensing, auditing and finance,
autoniotnve maintenance, and property procurement and management.
Included ^in its licensing functions are the licensing and super-
vision of all taxicabs operating in the City. The Personnel and
Training Division operates the Department's Police Academy and
Range and provides a complete curriculum of recruit, in-service, and
advanced training for departmental personnel. This Division also
maintains the Department's Personnel records and prepares the
Department's payroll. _,
The Bureau of Community Affairs, through the Coirmunity Relations
Division and Community Services Division is responsible for maintaining
contacts with community groups and agencies throughout th.e City and
for guiding and preparing community services and community relations
programs and activities on a City-wide basis.
The city is divided into eleven Police Districts. The personnel
assigned to police districts are supplemented by personnel assigned
to a Tactical Patrol Force , and a Canine Section, which may be
deployed into any high crime incidence area of the city to aid in the
prevention of crime or the apprehension of criminals, or to an area of
the city in which any emergency arises.
The Criminal Investigation Division is the central detective agency
of the department and is located in the Headquarters building. It
consists of several major sections. Within these sections are found the
following investigating squads: stolen automobiles, banking, express
thieves, homicide, hotels, lost and stolen property, narcotics,
gaming, obscene literature, pawnbrokers, junk-shop keepers and dealers
in second-hand articles, pickpockets, organized crime, retail stores
and robbery. In addition, a ballistic unit and crime laboratory are
Thir Division also handles cases of fugitives from justice and con-
ducts hundreds of investigations during the course of a year for various
police departments throughout the United States and foreign countries.
Further, it cooperates in ewery way possible with outside police
departments in the investigation of crime and prosecution of criminals'.
Advancement and changes are constantly being made to maintain
efficiency of the various sections of the Criminal Investigation
Division. To bring about this efficiency of service, equipment of the
Division is continually being augmented by addition of modern identi-
fication apparatus which now includes a polygraph or lie detector.
The Traffic Division is located at 40 Sudbury Streat. Its commanding
officer is responsible for proper regulation of traffic conditions
and for the safety of the public using the highways from 8 a.m. to
12 p:m. within the intown section of the city.
The Communications Control Division, located in the Headquarters
building, includes the Central Complaint Section.
In the Central Complaint Section all complaints received by the depart-
ment are recorded on pre-numbered, pre-punched, and time-stamped
complaint message cards to insure central control over such complaints,
resulting in immediate response to requests for police assistance.
This section also maintains the department radio station "KCAS5G", which
has base transmitters located at Police Headquarters and in the Hew
Court House Building, Pemberton Square, and a relay station on
Bellevue Hill, West Roxbury, and in Prudential Center.
These broadcasting stations insure speedy response to a call for
police assistance and render possible speedy dissemination of information
and quick concentration of necessary police power at a point v.'here
The Boston Police Department is completely equipped with the most
modern two-way radio. Police automobiles and combination patrol
wagons and ambulances with tv/o-way radio are moving through all parts
of the city day and night. Any part of the city may be reached by
a police radio car or patrol wagon-ambulance in a yery few moments
after receipt of a radio message from either of the broadcasting
The radio has been a very important factor in the prompt apprehension
of law violators as well as in increasing the number of arrests.
In many instances the offenders have been taken into custody while in
the act of committing crimes.
The Records and Data Processing Division consists of the Central Records
Section and the Data Processing Section. In the Central Records
Section there are maintained files of criminals records, individual
compilations of criminal activities of known criminals, indices of
persons wanted for crime on warrants and summonses, reports of all
felonies committed within the city and all reports of investigation of
these felonies, and indices of persons holding licenses granted by
the Police Commissioner, and missing persons.
The Criminal Identification Unit has continued to prove of great value
and stands in favorable comparison with similar units of the most
This unit now conducts tests to measure degree of intoxication of per-
sons arrested while operating motor vehicles under the influence of
- 60 -
The Data Processing Section supplies the department with statistical
information necessary for efficient operations and deployment of
personnel as well as information needed for the monthly and annual
returns'of crime statistics required under uniform crime reporting
The Central Services Division consists of the Chief Clerk's Office,
Licensing Section, Cashier's Office, Auditing Section, Automotive
Maintenance, Radio Maintenance, Pro'p2rty Clerk's Office, and the Super-
intendent of Buildings Office. :
The Chief Clerk is responsible for the preparation of the Annual
Police Budget. All orders for building maintenance and automobile
and radio maintenance are the responsibility of this division.
The processing of thousands of hackney carriage licenses as well as
other licenses issued by the Police Commissioner as v.'ell as the
auditing of all cash receipts for licenses and other services is under
the supervision of this division.
The Property Clerk's Office of the Central Services Division is charge
with the care of lost, stolen, and abandoned property, money or other
property alleged to have been illegally obtained, and all articles and
property taken from persons arrested for any cause. In its custody are
also placed all seized liquor and gaining implements which come into
possession of the department. Orders for supplies, uniforms, and
equipment are issued by this office.
The Superintendent of Buildings Office is responsible for building
maintenance, repair work, plumbing, steamfitting, etc., and is under
the supervision of the Central Services Division.
The Automotive Maintenance Section is also a responsibility of this
Radio Maintenance which maintains the department radio station,
"KCAfi50" which has base transmitters located at Police Headquarters
and 'in the New Cour/t Housing Building, Pemberton Square, and a relay
station on Bellevue Hill, V.'ast Roxbury, and in the Prudential
Center, is part of the Central Services Division.
The purpose and/or function of Public Celebration is to coordinate
programs ai^d details for all public city functions.
Patriot's Day and the Roxbury Day parades are arranged by Public
Celebrations, and some of the functions and events surrounding
Memorial Day, Dorchester Day, Bunker Hill Day, Independence Day,
Columbus Day, Christmas, Veteran's Day, Band Concerts and other
special observances sponsored by the city are arranged and
coordinated by Public Celebration.
Public Celebrations also functions in the neighborhoods of Boston.
The Little City Halls and Public Celebrations work in conjunction to
coordinate neighborhood events such as Little League Baseball
tournaments, square dancing contests, neighborhood picnics, park
Public Celebrations also handles all the mayoral proclamations, and
picture taking days for the Mayor.
The Public Facilities Department v^as created in 1966 at the same time
that the rDepartment of School Buildings was abolished. This action
transferred to Public Facilities Department the function of providing
for the more efficient and economical construction, alteration,
rehabilitation, modernization, change in use or demolition of all
city -owned buildings.
In addition, the Public Facilities Department (with input from other -
departments) specifies the capital improvements to be undertaken by
the city. This includes estimated cost of a project, proposed
commencement and completion dates, and to the extent practicable, the
proposed alternative sites.
The Department is under the charge of a board known as the Public
Facilities Commission consisting of three Commissioners appointed by
Follo'^ing are descriptions of certain divisions within Public
Facilities Department and their overall function:
1 .Rehabil itation and Maintenance - Buildings and Structures
Alteration and Rehabilitation of City Buildings
To restore and upgrade properties through structural and material
To evaluate requests by both Department Technical Personnel and
other city departments for building repairs, to determine prior-
ities and scope of work to be done and to prepare specifications
and to oversee work being done.
2. New Construction
PrograiTiming and construction of new buildings and major alterations.
Statement of Goals:
To accomplish the preparation and construction of public buildings:
(1) Construction Programming
(2) Site Preparation
(3) Building Construction
To receive, evaluate, expedite and oversee all contractual work in
new construction and major alterations.
Acquire land for construction of new facilities or replaceir.ent of
ex'isting facilities and lease of property for city's use.
Statement of Goals:
To conduct services to properties
(1 ) Leased Facilities
(2) Relocation Assistance — -
To .negotiate leases, select locations for new construction,
• acquire real property through purchase, eminent domain or other
proceedings. Provide relocation assistance and other related
4. Planning, Design, and Budget
Plan and design of new construction and related financing through
capital borrowing to plan future new cons'truction, through
evaluation of department replacement request, advance planning
and design requirements; and preparation of capital budgets.
Operations and related administrative functions in carrying out the
goals of the department.
Statement of Goals:
The handling of administrative and related functions of the
department, namely contract administration and accounting,
secretarial and clerical, and the supervision of the operations
of the department.
"-This section is involved in the purchasing of furnishings and
"original equipment for new city buildings constructed by
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PUBLIC IMPROVEMENT COMMISSIOri
The Public Improvement Commission was established May 1, 1954. This
Commission was assigned many of the powers and duties of the former
Board of Street Commissioners, including the authority to lay out,
widen, relocate, alter, or discontinue highways, and to order specific
repairs to be made therein; to name or rename public highways and
private ways; to order the construction of sanitary sewers and storm
drains; to permit the opening of private ways for public travel ;to
levy assessments for street, sidewalk, and sewer betterments and to issue
permits for the location of wire-carrying, poles , conduits, pipes, —
tracks, signs, and similar uses of the public ways.
The administrative functions include the processing of petitions,
arranging public hearing, preparing estimates and orders relating to
land damages and street and sewer betterments, preparing orders for
the laying out of streets and the construction of streets and servers,
for eminent domain land takings, and for the granting of permits
for use of public highways, erection of poles, signs, etc.
The Board consists of five members appointed by the Mayor in the
following manner: One member from two candidates, one to be nominated
by the Greater Boston Real Estate Board and one by the Massachusetts
Association of Real Estate Boards; one member from two candidates, one
nominated by the Boston Society of Architects and one by t!ie Boston
Society of Civil Engineers; one msmber for three candidates, one to be
nominated by the Master Builders' Association, one by the Building
Trade Employer's Association, and one by the Associated General
Contractors of Massachusetts, Inc.; one member from two candidates
nominated by the Building and Construction Trades Council of the
Metropolitan District; and one member selected by the Mayor. The terra
of office is five years. Each member is paid $35 per diem for actual
service, but not more than $4,200 in any one year for the aggregate
services rendered by him under building code and zoning law.
Any. appl icant for a permit from the Building Connissioner whose
application has been refused in re Building Law may appeal therefrom
within 90 days, and any applicant whose application has been refused in
re Zoning Code may appeal therefrom within 90 days, and any applicant
who has been refused in re Zoning Code may appeal therefrom within 45
days, and a person who has been ordered to incur expense may within 30
days after receiving such order (or in such cases of its being a
hazardous condition in the opinion of the Building Commissioner within
a shorter period as the Building Commissioner designates) appeal to the
Board of Appeal by giving notice in writing to the commissioner. All
cases of appeal are settled by the Board after a hearing, and a
decision rendered on same open for public inspection.
PUBLIC SAFETY COMMISSION
The PuWic Safety Corrjm'ssion is a branch of Administrative Services.
It is composed of the Director of Administrative Services, the Coin-
mission of Health & Hospitals, the Building Corrmission, the Fire
Conmission, the Public IJorks Comnii:;sion, the Traffic & Parking
Commission, the Superintendent of Schools, the Police Commission,
the General Manager of the Mass. Bay Transportation Authority and
the Executive Secretary.
It is the duty of the Commission to co-ordinate the work of all
departments of the City concerned with Public Safety to the end that
there may be efficient and concerted action by said departments,
particularly in times of emergency and disaster. The Commission
shall meet at least once each month, at the call of the Director of
Administrative Services, for the purpose of discharging said duty.
The Piiblic IJori^s Department was created in 1911 under the provisions
of Chapter 435, Acts of 1909, through the consolidation of the
existing street, water, and engineering departments. The Department
now operated through its Central Office and five (5) major divisions,
each in charge of a Division Engineer. These divisions carry out the
major programs of the Department; namely, the maintenance and construction
of highways, street lighting, snow removal, sewerage construction and
maintenance, water construction and maintenance, sanitation, street ~-
cleaning, removal of refuse and garbage. - All engineering in connec-
tion with the foregoing programs is performed by the Engineering
Division. The Central Office performs general administrative
functions including personnel managem.ent, payrolls, cost accounting,
purchasing inventory control, property and equipment maintenance.
A. Administrative Branch
This branch is in charge of administrative functions that include
personnel, payroll management, supplies, -inventories, account. ng
B. Maintenance Branch
The Maintenance Branch is responsible for the care, control, and
maintenance of all department-owned motor vehicles, and for the
operation, care, and maintenance of all real estate and related
facilities of the Public Works Department.
C. Permit Branch
The Permit Branch issues all permits to open, occupy, and obstruct
portions of the streets, as well as Uater and Sewer permits.
H ighway Division
This'I, Division lias charge of the construction and maintenance of all
public streets, street cleaning and flushing by Department forces, the
care and upkeep of electric and gas lamps on public streets, parks, and
public bridges under the control of the Departm-ent, and the aboli-
tion of grade crossings.
The Sanitary Division has charge of the contract collection, removal,
and disposal of ashes, garbage and refuse. It also supervises the
reriioval of ccTr^ercial wastes under contractual arrangement between the
producer and the contractor.
Th2 Se'^war Division handles and disposes of the domestic and commercial
sewage of-, the city. It still maintains the disposal works at Hoon
Island in the City of Quincy where raw sewage is discharged into
Boston Harbor from the original disposal system - the Boston flain
Drainage System. It also discharges into the Metropolitan System
at riut Island where sewage is discharged after primary treatment,
and at Deer Island where a Metropolitan treatment plant is under
construction. The Division constructs and maintains the main
sewers, common sewers, and surface drains of the City. — -
This Division performs engineering services for the Divisions of
the Public l-.'orks Department and other City departments.
This Division has the control, care, and maintenance of all pipes
and appurtenances for supplying wholesome water to the City. Its source
of supply is the Metropolitan District Commission which charges one
hundred twenty dollars ($120.00) per million gallons of water to its
members. Boston's requirements were 145,549,000 gallons per day in
1971, or 227 gallons per capita. Under present rates the consumer
pays the City one cent for 25 gallons of pure water.
The Division maintains and operates a high pressure fire service
for the central business section of Boston.
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REAL PROPERTY DEPARTMENT
The Rea] Property Department and the various divisions and functions
are as follows:
The Real Property Department has general responsibility for the care
and disposal of property for taxes and surplus real estate belonging to
the City of Boston, and for the operation and maintenance of municipal
and court buildings not assigned to a specific department. The
department is run by a Commissioner appointed by the Mayor.
The department's activities are carried on' by three divisions:
Real Property - Property
The Property Division has the responsibility for the area care,
custody , and control, sale, and management of all real estate
belonging to the city which is not held by other departments for
specific municipal purposes. It is also responsible for providino
off-street parking where necessary and advisable.
Market Division '
The Market Division is responsible for the assigning of stands in
the public market area of Faneuil Hall Market Limits as defined,
and the rental of stalls and cellars in the Faneuil Hall Market
buildings for the sale of perishable merchandise, etc. The Market
Division is also responsible for the committal of rents and aids
in the collection of rents.
The Buildings Division is responsible for the care and management
of City Buildings not held by specific departments. These buildinos
are located in the City and are used by Municipal Departments th^""
Courts', Registry of Motor Vehicles, Health Clinics, Recruiting Stations
and many other organizations. The Buildings are frequently used by the
public after regular working hours for civic and private affairs. In
aadition, this Division has the responsibility for the care and
maintenance of buildings leased to Veterans Organizations.
The Real Property Department, with Public Facilities and the Parks
Department, also participates in the REVIVAL proaram beaun in 1975
using Community Development funds. The Real Property Department issues
annual permits to individuals for gardeninc on certain city-c-'ned
Tha Ci-ty Registrar keeps the records of births, deaths and marriages,
issues certificates of the same and marriage licenses, receives and
records aff,idavits of, additions to, amendments and corrections of the
records, an'cl forwards copies of all records to the office of the
Secretary of the Commonv/ealth and to other cities and tov/ns when non-
residents are involved. Annual reports have been published since
1849, except in 1860 and 1861. These records date back to 1630
and are perhaps the oldest such records in the country.
The Division is sectional ized into five units: Births, Marriages,
Deaths, Deposition and Clerical, designed to service the public
demand for certified records as expeditiously as possible and accomplish
the permanent recordation of the records as required by the General
Laws of the Commonwealth. The nature of the v.ork of the Division
is such that the personnel assigned to the various units are inter-
changeable and can be used in the different sections as the need
arises except in certain specialized positions.
The Registry Office is one of the city's busiest agencies and
services 150,000 persons annually, processes 200,000 pieces of mail
from all over the world and approximately 2,000 pieces (requests)
of mail from the Little City Hall. The Division now possesses one of
the most complete microfilm libraries of vital records in the country.
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RENT CONTROL BOARD
The Rent 'Control Board is an agency created to administer the
rent and eviction control programs provided by Chapter 842 of the
Acts of 197(7 as accepted by the City of Boston, and Chapter 19 of
the Ordinances of 1972, both of which became effective January 1, 1973,
The functions performed by the Rent Control Board include:
-Establishing the maximum rent for housing units •_
covered by lav/' ^
-Registration of rent controlled units
-Adjustment of the maximum rent for rent controlled
units as is necessary to maintain rents at levels
that yield a fair net operating income to the landlord
-Deciding applications for Certificates of Eviction filed
by landlords seeking to recover possession of rent controlled
-Bringing civil actions to recover rent paid in excess of
the lawful maximum rent
-Prosecution of violations of the rent control law, ordinance,
-Provides a board to reviev/ matters relating to FHA Housing
The Rent Control Board also conducts all hearings and investigations
required or authorized by law in performing the above functions.
The office is run by the Rent Control Administrator who is appointed
by the i-layor.
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Boston" School Corr,mitte8
As early a5 1536, a semi -autonomous , elected body of officials known
as the Boston School Committee was formulating educational policy for
the public schools of Boston. In 1905, the present number of five
members on the com;mittee was established. Candidates for the Boston
School Committee are elected at large: their 2-year terms are
simultaneous, and elections often find a total of 15 to 20 candidates
vying for these positions.
School Committee Authority
The broad authority and responsibilities of the school committee are
mandated by several Massachusetts general laws, most notably Chapter
59. The Boston School Committee also has its own rules and regulations
that outline its duties.
In an analysis of the operation of the committee, the Finance
Commission of the City of Boston divided up the areas of responsi-
bility in the following manner:
1. Personnel Decisions - Individual
The committee oversees all personnel and will often make
decisions regarding routine personnel changes, such as faculty
transfers, assignments to special programs, promotions, leaves
of absence, appointment of academic and nonacademic personnel,
and approval of temporary teachers. The Boston public school
system employe over 8,000 persons, all of whom come under
school committee jurisdiction.
2. Personnel Decisions - Employee Groups
The committee is responsible for the negotiation of salaries and
contracts with the employee unions, including the Boston Teachers
'■U'nion and the Boston Association of School Administrators and
The com.mittee is empowered to award contracts to outside
businesses and professionals for the maintenance of school
facilities and the provision of educational services. These
contracts follow strict guidelines as to bid specifications,
procedures, and ability of contractor to perform and are
generally awarded without public advertising.
4. Authorization of Curricula and Tests
The School Committee approves the use of all textbooks and
■■.^materials for classroom use, adopts curriculum guidelines, and
"approves special educational programs.
5. School Committee Budget
Following its approval by the mayor and city council, the
committee allocates the budget. If a budgetary request by
the school committee is equal to that of the previous year plus
salary increases, approval is automatic, but the school _-
committee cannot independently increase the amount spent on
education without approval by the mayor and the council.
Two budgets are submitted to the mayor, one for general
education purposes and the other for building alterations and
6. Logistical Policy
The committee has the authority to create magnet schools and
programs, establish admission standards for the Latin and
Technical Schools, and, normally, to draw school district lines,
In view of its finding that the school committee had drawn
school district boundaries in a discriminatory manner, hov/ever,
the Federal district court has now assumed responsibility for
dividing the city into eight school districts and for deter-
mining admission criteria for the college preparatory,
examination schools. Student assignment policy is another
traditional responsibility of the school committee which has
been temporarily assumed by the court.
Boston School Department
By a majority vote of the school committee, a superintendent of schools
is appointed to a three-year term as the "executive officer of the
school committee in all matters pertaining to the powers and duties
of tne" school committee".
Assisting the superintendent in the administration of the school
system are six associate superintendents responsible for six admini-
strative areas, and six assistant superintendents responsible for
six geographic areas in the city. The associate superintendents rank
directly beneath the superintendent in line of authority, and their
responsibilities include: personnel (teacher recruitment and place- ■
ment); supportive services (coordination of reading programs. Title
I programs, and student teachers); career education and general
support services (also known as school operations-guidance, and pupil
adjustment counseling); educational planning and budgeting (the
educational planning center, research, and evaluation); and curri-
culum and staff development (textbooks, new teacher orientation.
- 73 -
and bilingual education). A business manager, responsible to both
the school committee and the superintendent, is the executive"
officer for financial and business management, vnth responsibility
for budget, purchase and supply, and payroll preparation.
The six assistant superintendents have offices located in different
sections of the city. Although the position is viewed primarily as
a liaison between the community and the school department, the
assistant superintendents' role is not clearly defined. Lacking
support staff and signficant authority, t'leir main contacts are
with headmasters and principals of the area schools and with superiors
in the school department.
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TRAFFIC & PARKING
This Oapartment was established under authority of Chapter 253,
Acts of-.1929. It governs by rules and regulations vehicular street
traffic fn Boston and is responsible for the erection, repair and
maintenances of traffic signs, signals, parking meters and other
traffic control devices, all with the approval of the state Depart-
ment of Public V.'orks .
In 1975, the department expects to continue the resetting of meter
poles and expects to continue a programmed street name signing , __.
project. At the request of the Fire Department, five new or rebuilt '
fire stations will have new signals installed to permit fire apparatus
exclusively controlled entrance and exit.
The department is also working closely with the Massachusetts
Department of Public Vlorks and the Federal Highway Administration
on various signal and channelization improvements to be funded and
constructed under the TOPICS and Urban Systems Programs.
In light of the Governor's decision to not construct further express-
ways and the public's continued demands for improved automotive
access and parking in the Central Business District, it is expected that
increased efforts will be required to reduce illegal parking activities.
The breakdown and the functions of the various programs under
Traffic and Parking are as follows:
I Administration, Support, and Direction
To provide overall circulation, enforcement and parking policy,
direction and necessary support activities to all operating
sections which cannot be otherwise furnished by each of the
Assumes managerial responsibility for all department activities
at City Hall and 112 Southampton Street. Supplies general
^Clerical and secretarial services to the engineering staff and
• "managers as well as assigns motor pool personnel to service
other City Departments. Maintains and services the department's
fleet of motor vehicles and buildings.
II Traffic Movement & Control
The primary responsibility is to facilitate and improve pedes-
trian and vehicular mobility through signing and signal ization.
The sign section maintains approximately 75,000 signs and installs
approximately 10,000 new signs each year to ccrply with rules
and regulations adopted by the department as well as painting
approximately 20,000 linear feet of curb loading zones.
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The signal section maintains approximately 520 signalized inter-
sections throughout the city. This section not only repairs and
replaces damaged equipment such as controllers, signal posts, and
signal 'heads but also installs signal equipment and cable at new
locations > This section supplies signal services on a 24-hour basis.
III Traffic Regulation & Enforcement
To prevent traffic congestion through enforcement of existing
laws and ordinances and to regulate on-street parking avail-
ability to better sarva all users.
Program III is responsible for the regu-lation and enforcement of
parking activities. Its primary purpose is to regulate the
availability of exisitng laws and ordinances. It consists
of two sections: Tagging and meter maintenance. Each of these
sections performs its specific tasks in order to improve
traffic flow by eliminating illegal and hazardous parking
Program IV consists of the engineering, investigation and
inspection staff. It prepares and administers all departmental
construction contracts as well as prepares recommendations in
answer to specific requests for service to be supplied by the
operating sections. This section analyzes and reviews proposals
for loading zones, parking prohibitions, circulation proposals,
stop signs, off-street parking lot licenses, meter locations,
signals and detours. Initiates and reviews construction
drawings prepared by the State DPVi under TOPICS and Urban
Systems and coordinates design details vn"th all affected
State and City departments. Conducts final inspections for
City acceptance of above. Is responsible for assembling and
reviewing accident records and recommending actions to improve
specific operational conditions at high accident locations.
To plan and coordinate transportation facilities for safe and
efficient flow. To reduce accidents by applying traffic
erigineering principles in order to obtain the highest degree
0^ traffic safety.
Tlie Commissioner of Traffic and Parking is appointed by the mayor for
a term of four years. In addition to running this department, the
Commissioner also serves as a member of the Public Safety Commission,
the Public Improvei:r;HntsCommission, and the Committee on Licenses.
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The Treasury Department is divIJv^d into three major sections -
Treasury Division, Collecting Division, and the Eoard of Commissioners
of tlie Sinking Fund. The functions of each division are described
I. Treasury Division
The Collector/Treasurer has the care and custody of the , .—-
current funds of the City, of all moneys, properties and
securities placed in his charge by any statute or ordinance,
or by any gift, devise, bequest, or deposit, and pays all
bills and demands against the City.
The Collector/Treasurer is also County Collector/Treasurer,
Treasurer of the Sinking Funds Department, Treasurer/Custodian
of Boston Retirement Eoard, Custodian of the Boston Public
School Teachers' Retirement Fund, and Treasurer of the Georga
Robert White Fund. Ke publishes reports yearly, also monthly
II. Collecting Division
The Collector/Treasurer collects and receives all taxes and
other assessments, betterments, rates, dues and moneys payable on
any account to the City of Boston or the County of Suffolk.
Annual reports have been published since 1876, also v/eekly and
daily statements are being published.
III. Board of Commissioners of Sinking Funds
The Board of Commissioners of Sinking Funds for the payment or
redemption of the City debt consist of six members, two of
whom are appointed annually by the Mavor for a term of three
.^ years from May 1. The Board has published annual reports
'; since 1891. The amended City Charter, Section 26, prohibits
the further establishing of sinking funds, but an exception
was afterwards made by the Legislature regarding loans for
Rapid Transit purposes. It also prohibits the depositing of
City or County money in any bank of which any member of the
the Board of Sinking Funds Commissioners is an officer, director
Chapter Two of the Ordinances of 1954 placed the Board of Coircnissioners
of Sinking Funds in the Treasury Department but not subject to the
supervision or control of the Collector/Treasurer.
VETERAN'S SERVICES DEPARTHENT
Tha Vsteran's Services Department was established as a Departinent of
the City "Mn' 1954. It is headed by a Commissioner who is appointed
by the Mayor. The Commissioner exercises all powers and duties
for the distribution of state and city benefits to veterans and thus
eligible dependents in the City of Boston. This includes the bene-
fits to which they are entitled relative to employment, vocational
training and educational opportunities, hospitalization, medical
care, pensions, and other veteran's benefits.
The assistance is available to veterans (and their dependents) of:
China Relief Expedition
World War I
World War II
and for service in the Arm;
end of the Vietnam War.
d Forces from June 25, 1950 through the
YOUTH ACTIVITIES COMMISSIO:i
The Youth Activities Commission consists of seven members, five of
v/hom are" appointed by the Hayor, and one each by the Superintendent of
Schools and the Chairman of the Division of Youth Services.
Services available through the Youth Activities Commission are educa-
tion guidance, counseling for adolescent problems, street corner outreach
programs, referral assistance and participation; alternative school
placement, crisis intervention, assistance in developing com:nunity
programs, parental counseling, cultural programs and community ~-'
These programs are carried out through the many divisions within the
Y.A.C. The divisions and their uses are as follows:
I Youth l.'orkers
These workers combine an educational background in social work, or
related fields with an understanding of what goes on ''in the streets"
i^lost workers have grown up in the areas in whi-ch they work. They
have a knowledge of the area and also speak the particular
language of that area.
Their chief responsibility is to be an advocate for youth and, as
such, they insure that actions taken on behalf of a youngster are,
in fact, in the youth's own best interest. The Youth V/orker's
main goal is to resolve... rather than just curb. . .problems.
II Youth Resource Centers
The Youth Resource Centers were designed to provide an alternative
for the police and courts by offering a neighborhood based agency
which could effectively service those youths in trouble... or
heading for trouble. The Y.A.C. has established these centers
in twelve Boston neighborhoods, and most of the youngsters who
".-p'articipate in the Y.R.C. programs have been referred by the courts,
'schools, police, or parents.
The Y.R.C. staff offers guidance and assistance in a wide range
of areas. They have community organization programs, carry on
liasons with local courts, police and schools, have a parent-
advisory program, a referral center, a "Catch-Up" program for
junior high-school students in danger of failing, v;ho need help
in "catching up" with their classmates.
I^ the area of "Special Frcjects" tnpy plan recreational activities
for youngsters, camping vrips, ncunt^iin climbing, day trips to
sites of interest, a ski program with 4,000 youths participating,
and a junior apprentices crocram. Frogr=ms such as those help
youngsters discover a world cut>ide -".heir everyday environment.