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BOSTON 

PUBLIC 

LIBRARY 




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in 2011 with funding from 

Boston Public Library 



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Ubiary 




DEPARTMENTAL DESCRIPTIONS 



CITY OF BOSTON 



KEVIN H. WHITE, MAYOR 




Prepared by the Mayor's Office of Public Service 






INTRCOUCTIQN 

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 
employees. 

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 

Assessing 4 

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 



-1- 



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 
relations matters. 



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. 



-3- 

ART COMMISSION 



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, 
as aforesaid. 

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. 



ASSESSING DEPARTMENT 



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 department. 

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. 



-5- 



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. 



-6- 



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. 



■7- 



BOSTON 200 



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. 



-8- 



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 
jobs. 

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 
community agencies. 

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. 



-9- 



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. 



-10- 



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. , 



-IT- 



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. 



•12- 



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. 



-13- 

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 
years . 

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. 



-14- 

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 neighborhoods. 

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. 



-Ib- 



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. 



•16- 



BUILDING DEPARTMENT 



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 
feet high. 

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 
Code requirements. 



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. 



-18- 
CITY CLERK 



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 
Registrations, etc. 

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. 



-19- 
CITY COUNCIL 



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 
his duties. 

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 
Conmittee. 



-cv- 



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 
join RSVP. 

* 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- 
hood. 

* 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. 



-21- 



* 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. 



-22- 
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. 



-23- 
CO^'IUNITY SCHOOLS 



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 
Board. 

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. 



■24- 



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. _ 

Teens 



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. 

Adults 

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 
Community Schools. 

Senior Citizens 



Senior Citizen activities include drop- in centers, arts and crafts 
programs. In addition, some Community Schools provide free hot lunch 
programs for the elderly. . 



-25- 



Additional Programs 

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- 

* Mason/Baker/Logue 

* Ohrenberger 

* Kent 

* Barnes 

* Quincy 

* Condon 
Tynan 
Murphy 

* Lee 

* West Roxbury High 

* Agassiz 

* Hennigan 

* Blackstone 



* 



* 



-25- 



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. 



-27- 

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 
City Council. 

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. 



-28- 
ELECTION DEPARTMENT 



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 
department. 

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. 



-29- 

FINANCE COMMISSION 



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. 



-30- 
FIRE DEPARTMENT 

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 
against fira. 

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 
programs. 

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 
Disaster. 



-31- 

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 
been included. 

8. To assist and train any city department personnel and private 
organizational personnel in fire prevention and firefighting 
techniques. 

■ 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 
licenses. 

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 
groups. 

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. 



-32- 



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. 



-33- 
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 
Boston. 

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. 



-34- 



On September 22, 1940, the Trustees dedicated the thirteen bronze 
tablets and the statue of Paul Revere at the Paul Revere Mall in the 
North End. 

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 
Administrative/Support Services. 

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. 



-36- 



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. 

Mattapan Hospital 

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. 



■37- 



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 . . ■ : • 



-38- 
HOUSIMG COURT 



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. 



-39- 

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 
as possible 

* Mini-grants - a grant of up to $1,000 to eliminate code 
violations 

* Emergency grants - a grant of up to $5,000 to repair code 
violations 

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. 



-40- 



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. 



Oy, 



-41- 
LABOR RELATIONS 



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 
responsibilities: 

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 
personnel . 

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 
Agreements. 

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. 



-42- 
LAW DEPARTMENT 



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 
agencies . 



-43- 
LICEMSKIG BOARD 



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 
hearing. 

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 
representative district. 



-44- 

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 
stricken out. 

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). 



-45- 

i4AY0R'S OFFICE 



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. 



46 - 



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 
development activities. 



-47- 
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 
crime 

* 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 
and Corrections. 

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 



me, 



-48- 

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. _^ 



- 49 - 
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. 

ROGRAnS 



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 
ation. 

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 
■ts-related issues. 



-50- 



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. 



-51- 
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, 
and Housing, 

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. 



-52- • 

MAYOR'S OFFICE OF PROGRAM DEVELOPMENT 

RESPONSIBILITIES , 

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 
project proposals; 

* 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 
needs revision. 



- 53 - 



'•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 
generally. 

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 
tree planting. 

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 
Shoppers. 



55 



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: 

RECREATION 

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 
months. 

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 . 

ADMINISTPvATION 

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 - 
POLICE DEPARTI-IENT 



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 
emergency services. 

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- 
tive planning. 



- 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 
Units. 

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 
control procedures. 

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 
maintained. 

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. 



o9 =• 



r 



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 
needed. 

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 
stations. 

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 
advanced departments. 

This unit now conducts tests to measure degree of intoxication of per- 
sons arrested while operating motor vehicles under the influence of 
alcoholic beverages. 



- 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 
procedures. 

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 
division. 

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. 



61 - 



PUBLIC CELEBRATIONS 



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 
picnics, etc. 

Public Celebrations also handles all the mayoral proclamations, and 
picture taking days for the Mayor. 



62 -- 



PUBLIC FACILITIES 

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 
the Mayor. 

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 
improvements . 

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. 



63 - 



Real Estate 

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 
services. 

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. 

5. Administrative 

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 
this department. 



- 64 - 
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. 



65 - 



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. 



f,!^ - 



PUBLIC WORKS 



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 
contracts. 

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. 

Sanitary Division 

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. 



67 



Sewer Division 

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. — - 

Engineering Division 

This Division performs engineering services for the Divisions of 
the Public l-.'orks Department and other City departments. 

Water Division 

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. 



» 63 - 

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. 

Buildings 

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 
property. 



fi9 - 



REGISTRY DIVISIO: 



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. 



-- 70 - 
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 
units 

-Bringing civil actions to recover rent paid in excess of 
the lawful maximum rent 

-Prosecution of violations of the rent control law, ordinance, 
and regulations 

-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. 



- 71 - 

SCHOOL COMMITTEE 



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 
Supervisors , 

3. Contracts 

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. 



72 - 



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 
repairs . 

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. 



-' r - lf\ - 

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 
programs. 

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. 



- 75 - 

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 

conditions. 

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. 



- 76 - - 

TREASURY DEPARTMENT 



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 
below. 

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 
statements. 

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 
or agent. 

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. 



77 



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: 

Civil liar 
Indian l.'ar 

Spanish-American War 
Philippine Insurrection 
China Relief Expedition 
Mexican War 
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 



- 78 



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 ~-' 
organization programs. 

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. 



Q 



15