Equitable workforce development and green jobs are currently at the front and center of policy development at every level of government and are a high priority with a variety of different stakeholders ranging from nonprofits to higher education. Although a small part of this important conversation, A Better City, on behalf of the Boston Green Ribbon Commission, developed a research paper to look at a niche part of workforce development: the growing need for building automation system (BAS) operators in commercial and institutional buildings in Greater Boston that can maintain building operations at peak energy efficiency. Today’s high-performance buildings place new skill and knowledge demands on facility managers, building operators, engineers, architects, commissioning agents, equipment installers, and other onsite technicians; a lack of these skills and knowledge can prevent high-performance buildings from delivering on their peak energy efficiency. As the building sector remains one of the largest sources of GHG emissions both city- and state-wide, the operation of buildings at peak efficiency is essential to the City of Boston and the Commonwealth reaching their carbon neutrality goals by 2050.
The research paper had three goals:
On Thursday, May 6th, as part of A Better City’s Boston Forward Together speaker series, A Better City convened a webinar with Josiane Martinez, Founder and CEO of Archipelago Strategies Group. Rick Dimino, A Better City President and CEO, facilitated the conversation with one of our region’s thought leaders to explore several timely questions: What role can cross-cultural, data-informed communications strategies play in the region's recovery? What are Boston's unique challenges and opportunities at this critical point in time? What can we all do to reaffirm the value of Boston and build back better?
See complete Opportunities for Action and Summary below.
Josiane joined the webinar from Holyoke where she was assisting in local vaccination efforts. Her firm is . . .
On June 2nd, A Better City hosted a joint panel event with the Boston Green Ribbon Commission to hear from resiliency leaders in their respective fields about what they see as resilience priority actions and recommendations. These recommendations will be included in a set of resiliency recommendations for Boston’s next mayor to ensure we are ready to respond to federal infrastructure funds and state funds as they become available.
Kate Dineen, Executive Vice President, welcomed the audience of approximately 60 members and partners, followed by Yve Torrie, Director of Climate, Energy & Resilience, who introduced the event. As the City of Boston and its partners have worked diligently to understand Boston’s projected climate impacts, the neighborhoods that will be most affected, and have worked to develop plans for these neighborhoods, she said that many are now eager to move from planning to implementation.
Carl Spector, Commissioner of the Environment for the City of Boston, updated us on Boston’s resilience work, providing an overview of City-wide resilience project priorities. He started by mentioning two new appointees: Chief White Hammond and Sanjey Seth, Program Manager for Climate Ready Boston. He said there are four areas of resilience focus:
Continuing the theme of collaboration established in the February 23 Task Force Meeting, Highway Administrator Jonathan Gulliver opened the latest Task Force Meeting on June 3 by outlining the latest developments in this project’s saga that began in earnest in 2014. Using funds made available from fees generated by air rights projects now being constructed over the Turnpike, $75 million is planned to be spent on Phase 1 of the Multimodal project: structurally reinforcing the existing Turnpike viaduct in the narrow “Throat” portion of the project site along the Charles River. This work will help to provide a safer viaduct as the initial phase of the larger project. Later Mr. Gulliver made clear that MassDOT is looking to further refine the All At-Grade design, which is strongly supported by a consensus of municipalities, advocates, and other stakeholders and elected officials. Up until now MassDOT support for this alternative has been lacking, and so this new approach is a major turning point for the project.
Mr. Gulliver also announced that the MBTA has awarded a preliminary design contract for design of a South Side Maintenance facility for commuter rail locomotives and coaches in Readville. This too is a significant development because two of the alternatives for replacement of the Turnpike viaduct require multi-year interruption of rail access from lines south of the Charles River to the principal maintenance facility in Somerville. With a Readville facility in operation, a major impediment to selection of the All At Grade option would be removed.
Finally, Administrator Gulliver indicated that MassDOT is moving ahead toward completion of an environmental Notice of Project Change before the end of 2021, with the intention of selecting a Preferred Alternative with or before issuance of that documents. The NPC will update the state environmental process on changes since . . .
I want to thank the MBTA leadership and staff for their transparency in the presentations that will be shown today. There is a lot of good work happening at the MBTA and there is great potential for the future, particularly as it relates to the budget. I also want to thank the members of the FMCB for their hard work over the past 6 years. You have a proud record of success that justifies the continuation of a Control Board at the MBTA.
But today, there is one central question I want to ask before this FMCB expires and hopefully, a new board is established: "What do you want to do with the extra money that is now available at the MBTA?”
This is quite a different situation for the FMCB and the MBTA as an organization, and a unique opportunity for the FMCB to propel the T forward, and ensure your priorities are implemented as soon as possible.
Right now, there is approximately $200 Million that is being reserved for FY24, as a result of the federal transit relief funds. This number assumes fare collections will continue at the lowest projected scenario that the FMCB picked a few months ago. You are using Scenario 3, but if you had selected the midpoint option of Scenario 2, there will be $500 million still in reserve for FY24.
Today the presentations will show the 4th month in a row where fare collections exceed your budget estimates. And the economy is reopening sooner than we expected a few months ago. There is extra money to use now.
So what do you want to do with this extra money that is available to the MBTA?
A Better City is asking you to increase the amount set aside another $30 million into the Near-Term Transformational Investments Fund, and start the early design, engineering, and planning on capital investments that could be eligible for the Biden infrastructure bill. By advancing this . . .
Chairman Aiello, Members of the Board, General Manager Poftak, Secretary Tesler, thank you for the opportunity to submit comments today.
It has been an unpredictable and challenging last fiscal year. The pandemic brought with it a fiscal landscape that was difficult to navigate.
I am certain that the Board and the entire MBTA team are relieved to be closing out the books. While it was not easy, and at times our opinions diverged, A Better City and its Members thank everyone for rolling up their sleeves and getting through the year intact.
Not too long ago, it seemed like FY22 would not offer much relief, but today the Commonwealth is in a much different place. The economy is back up and running with no restrictions: Boston and the region are officially OPEN FOR BUSINESS!
It appears to be full speed ahead to a long awaited and much needed recovery.
Memorial Day, rainy as it was, marked the “unofficial” start of summer, and with it a return to the recreational activities in and around Boston that we all love.
On the work front, we are hearing from our Members that workplace returns will start for some in July and for others in September. Employees are coming back to the office; some 5 days a week, and others in more of a hybrid capacity, commuting 3-5 days a week.
What does this mean for the MBTA’s FY22 budget?
It means funding pre-pandemic service levels—or more—and rethinking service delivery policy to make riding the T better than before. Let’s not return to crush capacity.
Last week, ridership across the system was at 41% compared to 35% just a month ago.
It means proactively thanking existing riders, welcoming back riders, and attracting new riders to a safe, reliable, affordable, and equitable system.
The word must get . . .
Across the nation, municipalities and states are taking bold action to set binding greenhouse gas emissions reduction targets—many endeavoring to achieve “net zero emissions” by 2050. In general, these commitments aim to strike a balance between minimizing the volume of greenhouse gases being emitted (direct emissions reduction) and the volume of greenhouse gases being avoided or removed from the atmosphere (indirect emissions reduction). As local governments develop implementation strategies to achieve net zero emissions by 2050, significant questions arise about how to define the “net” part in net zero emissions, which leads to discussions about what percentage of emissions can be compensated for by tools like carbon offsets. Here in Massachusetts, the Carbon Free Boston report and the City of Boston Climate Action Plan (CAP) Update in 2019 stated that up to 90 percent of carbon emissions in Boston could be eliminated with existing technologies, with the remaining 10 percent accounted for by mechanisms like carbon offsets.i At a Commonwealth-level, the Baker Administration recently defined “net zero by 2050” to include 85 percent direct emissions reduction, with an option for tools like offsets compensating for the remaining 15 percent of statewide emissions.ii
Despite the potential for offsets to compensate for 10% of citywide and 15% of statewide emissions under net zero by 2050 commitments, little to no guidance has been provided from City or State administrations around best practices for carbon offsetting. While lawmakers have affirmed that the Commonwealth cannot feasibly . . .
With yesterday's announcement by MassDOT, the I-90 Allston Multimodal Project received a down payment, but short-term repairs are no substitute for a long-term solution. At this crucial juncture, we urge Secretary Tesler and Governor Baker to select and advance an all at-grade project design and to outline an expedited design and construction schedule to take advantage of federal infrastructure funds. The state's strategy represents a reasonable investment of state and federal funds, as the Allston Viaduct will need to be safe and operational during construction of the broader I-90 Allston Multimodal project to provide for important traffic mitigation. However, this initial investment must be part of a broader financing strategy that leverages federal infrastructure funds to realize the full I-90 Allston Multimodal Project, including the new intermodal West Station on the Worcester/Framingham Commuter Rail Line. The state must move quickly to realize an all at-grade design, supported by a broad and diverse coalition of stakeholders, that will remove the roadway from the Charles River, create jobs and economic opportunities, enhance river access, and advance a 21st century approach to mobility, city building, and . . .