no ordinary year

no ordinary city

Boston
Redevelopment
Authority
Annual Report

fy09
our mission:
in partnership with communities, the bra plans boston’s future
while respecting its past. we prepare our residents for new
opportunities through training, human sevices, and job
creation. the bra guides physical, social, and economic change
in boston’s neighborhoods and its downtown to shape a more
prosperous, comfortable, sustainable and beautiful city for all.

message from director 3 economic development 17

no ordinary year
for over 50 years 5 Jobs and community services 27 no ordinary city
highlights 7 research 30

planning 11 budget 32

board members 34

our values:
dedication dedication to boston and enhancing the city life

respect respect for individuals, neighborhoods, and communities

diversity embrace diversity through difference in people, ideas, and skills

integrity integrity of people and process

professionalism commitment to professional excellence, learning, and accountability

balance balance competing interests and concerns

“
The BRA’s comprehensive approach to planning,
economic development, and workforce development
enables Boston to generate innovative and sustainable
plans that allow the City’s neighborhoods and
residents to flourish.” – mayor thomas m. menino
Dear Friends:
Through our collective efforts, the BRA contributes to the vitality of our great city
and serves the people of Boston by providing comprehensive guidance in planning,
economic development, and workforce development. Having these three functions
unified in a single agency enables each division to inform and enhance the work of
the other divisions.
This Annual Report shares with you, civic and community leaders, the business
community and the people of Boston, the impact of work performed by a professional
and dedicated staff, community advisory committees, neighborhood task force mem-
bers and impact advisory groups. Our efforts are delivered to the people of Boston with
no subsidy from the City operational budget. In FY09, we managed the growth of the
health and higher education institutions that have become so important to the City’s
economy, guided private developers through the public review process, continued the
revitalization of our neighborhoods, and promoted job opportunities for Boston
residents. In all of these areas, the BRA worked closely with Mayor Thomas M. Menino,
our elected officials, and the citizens of Boston.
Internally, we’ve embarked upon a major upgrade to our electronic filing system in
order to preserve important documents and make them more readily available to our
staff and the public. Board agendas are now available online, our meetings are now
televised and soon we will unveil a compliance database and a new development
pipeline to facilitate access to project information.
I’m especially proud to share the work that we’ve done to keep Boston at the forefront
of sustainability initiatives. From our first-in-the-nation Green Building Zoning Code,
which requires that all large projects be LEED-certifiable, to our GreenTech Business
Manager who helps small and mid-sized businesses operate more sustainably, to the
$250,000 that our Jobs and Community Services division allocated to train residents
for green jobs, we’re making a real difference in the overall health of our city.
More than five decades of experience have taught the agency that our economy,
although sound, goes through cycles, and this year was a tough one. The BRA oper-
ated at a deficit during this fiscal year, and cost-cutting measures were put into effect.
Despite all of our efforts, it was necessary to impose salary reductions, retirements,
and position eliminations. With your guidance and support, we end the year on solid
financial ground and are optimistic that we are turning the corner on the global
economic crisis.
As we look forward, we must remember that Boston is a city that is only as strong
as its neighborhoods. With that mantra in mind, we’re confident that our efforts will
ensure that Boston remains a world-class city while preparing for it to grow and
evolve in the years to come.
John F. Palmieri
3
For over 50 years,
the Boston Redevelopment Authority has been proud to
be the City’s planning and economic development agency.
In that time, the City has added more than 130,000 jobs,
40 million square feet of office space, and almost 16,000
hotel rooms. In addition the City has built more than 62,000
new housing units, affordable to a range of incomes.

As we look back over the half-century of work by the BRA,

we see that Boston has benefitted from the passions of its
130,000
jobs added
people, the participation of the public in planning and
development dialogues that have shaped the places that
are special to Bostonians.
40 million sq ft
of office space
The BRA has strengthened these processes over the course of
its history, ensuring a robust public voice and all its associated 16,000
benefits. The result is a city rising into world class, but the new hotel rooms
work is not concluded. As we look to the future, the BRA will
continue to make Boston an even more livable and 62,000
sustainable city. new housing units

5
 fy 2009 highlights

Where the culture of innovation is simply revolutionary.

Greening Our City
The BRA is proud to have helped Boston be the first city in the nation to implement a Green Building Zoning Code in
2006, which requires that all large projects institute the requirements for LEED certification. Beyond the new Zoning
Code, our other departments and divisions are always looking for ways that we can assist in making Boston an even
greener city.

“
Green Jobs
Looking to boost the skills of local residents so that they can participate in the emerging green technology industries,
our Jobs and Community Services division issued a call in June 2008 for green jobs training programs. Setting aside
$250,000 of linkage funds, JCS sought training program models and collaborative efforts that would prepare trainees
to enter these industries or upgrade the skills of workers to advance into new jobs, particularly those related to energy
efficiency, renewable energy, and resource conservation. In November 2008, JCS awarded a contract to the Asian

Boston is a city known for its drive to discover American Civic Association (AACA) for its proposal to run a training program that will prepare Boston residents for
“green collar” jobs. With an initial grant of $125,000, AACA will run a Facilities Maintenance Energy Efficiency train-

and its cutting-edge innovation.”

ing program that will train 28 people in its first cycle. AACA has already lined up employer partners, including CJ/CMJ
Management Company, Cornu Management Company, Maloney Properties, Winn Residential, the Lenox Hotel, and the

– mayor thomas m. menino

Hilton Back Bay Hotel. These employers have assisted in the development of the training curriculum,
and have agreed to interview all program graduates, hiring them as vacancies allow.

Sustainable Business Leaders

Boston’s businesses want to leave a lasting impression. The BRA’s Sustainable Business Leader Program (SBLP),
supported in part by a grant from the State Department of Environmental Protection, is a unique initiative to help 27
small and mid-sized local businesses become more sustainable while reducing their energy, waste, and water expenses.
Participating businesses include restaurants, retailers, wholesale distributors, personal care, financial firms, and even
a car wash. The inaugural SBLP class completed a rigorous 18-month process, which included a comprehensive sus-
tainability assessment and development and implementation of a sustainability action plan. Among many measure-
able positive impacts, 10 businesses that participated in utility-sponsored energy audit programs cut their electricity
costs by nearly $14,000 annually, a significant boost in a down economy and an aggregate carbon emission reduction
roughly equivalent to removing 10 gasoline-powered vehicles from Boston’s roads.

Solar Boston
In 2007, Mayor Menino issued an executive order on climate change that set greenhouse gas reduction goals and
outlined city strategies for recycling and renewable energy. The GIS team is currently using advanced Web GIS technol-
ogy to map the city’s solar installations, track progress toward the mayor’s goal, track citywide solar installations, and
allow Bostonians to analyze their rooftop solar energy potential. The new Solar Boston web application can be accessed
through the BRA website.

7
 Boston Bikes
Following the Mayor’s 2007 launch of Boston Bikes, a citywide initiative to make Boston a better biking city, Mayor
Menino and the Boston Bikes Director issued an RFP for a bike share program in March 2009. The RFP, spearheaded
by the City of Boston in partnership with the Metropolitan Area Planning Council (MAPC), represents a major step
towards establishing a bike share program. Environmental, health, and economic benefits to Boston include the
elimination of up to 315,000 car trips annually, an estimated reduction of 750 tons of greenhouse gases, a 300%
increase in bike trips, and the creation of over 50 new green jobs. Over the course of FY09, new bike lanes have been
installed on Commonwealth Avenue in Allston and American Legion Highway in Roslindale, plus 250 new bike racks
have been installed across the city.
The GIS team and Boston Bikes have been working together to develop a sophisticated and comprehensive Boston
Bike map using Google Maps. This online map and brochure will help cyclists plan rides, discover new routes, and rate
specific bike routes in the city.
ONEin3 Boston
ONEin3 Boston has enhanced its ability to serve 20-34 year-olds by expanding programming for Boston Young
Entrepreneurs and creating a more far-reaching grassroots infrastructure with its Neighborhood Groups. Boston
Young Entrepreneurs launched a series of bi-monthly workshops and panel discussions that address common needs
requested by the group. This year, BYE covered blogging for your business, building an internship program, building
a startup team and creative financing. Going forward, the group plans to address marketing, options for incorporating,
and tapping small business resources effectively.
With the aid of this new programming, ONEin3 Neighborhood Groups across Boston, and the strategic use of social
media platforms like Facebook and Twitter, ONEin3 has expanded its reach to over 11,000 members, including
1,500 entrepreneurs.
Cutting-Edge Technology
Zoning Viewer
The GIS department has completed an innovative update of the BRA Zoning Viewer. This web application allows the
public to browse and query the City’s Zoning and Parcel data. With this new technology, individuals have the ability
to locate a parcel by parcel ID number or address, and report on parcel zoning and assessment data. The Zoning Viewer
was developed using the new ArcGIS Server Flex/REST API, which is one of the leading products in current web
applications.
Article 80 Viewer
The GIS team launched the Article 80 viewer in February 2009. This application provides a cutting-edge mapping
interface for the Development Project Pipeline. The new system allows for searching and displaying of Article 80
projects in the Development Review process. In addition, this new application enables the public to search for projects
based on multiple criteria and view the project locations in the context of the City of Boston. In the future, photo and
video tours will be incorporated to allow the public to gain a more transparent and concrete visual perspective on the
impact of a new project.
8 9
Neighborhoods On The Move
Dudley Square Vision city of boston • thomas m. menino, mayor
The Dudley Square Vision was launched by Mayor Menino in 2007. It is a revitalization
project reflecting collaboration among the BRA, Department of Neighborhood
Development (“DND”), Property and Construction Management (“PCM”), Public
Facilities Department (“PFD”) and Boston Transportation Department (“BTD”) to
Dudley
MUNICIPAL OFFICE FACILITY
square
enhance this civic center in the heart of Roxbury. Currently, the BRA is working with
PFD to select a designer for the proposed 150,000 square foot Dudley Municipal
Building to be developed where the historic Ferdinand’s Furniture Building now stands.
To facilitate this effort, BRA Engineering has completed site remediation of the former
Guscott Building. Upon completion of the designer selection process, one team will be request for qualifications
selected to negotiate a design contract for a certifiably green municipal office facility
that will contain up to 400 workers and provide City services to the Dudley community
and beyond, thus adding to the vibrancy of the Square. Additional BRA/City of Boston
collaboration for the Dudley Square Vision project is evidenced by activities such as
remediation of the former Modern Electroplating Company site and Boston Childrens
Service Center garnering “Priority Project Status” and $2 million in financial support
from MassDevelopment. This effort has received approval from the Massachusetts
Department of Environmental Protection and the Boston Public Health Commission –
endorsements that pave the way for construction of the new Area B-2 Police Station.
South Boston Waterfront
The South Boston Waterfront, one of Boston’s hottest developing areas, has
a reputation for cutting-edge restaurants, innovative museums, and a thriving tour-
ist destination. This neighborhood has experienced significant progress in the past year,
including the near completion of the first office building on Fan Pier, additional Harbor-
Walk areas, the opening of the Renaissance Hotel, and a new public green and a marina
underway. In 2009, the South Boston Waterfront was home to the only United States
stop-over for the Puma Ocean Race, an internationally recognized sailing race.
Fan Pier, a $3 billion development, spans approximately 21 acres along Northern
Avenue and is considered one of the most desired waterfront development sites on the
East Coast. Fan Pier will be the largest LEED-certified development in the US since the
entire site will be a high performance green and sustainable development. One Marina
Park Drive will open in early 2010. It is an 18-story building that includes approximately
500,000 square feet of Class A office space, 40,000 square feet of retail space and
underground parking. One Marina Park Drive, is the first of many new developments
that are revitalizing the South Boston Waterfront.
 planning

Where city living is complete living.

The BRA Planning Division works with residents, businesses, institutions, property
owners, public agencies, and civic organizations to formulate a long-term vision that
will strengthen Boston’s position as a leading urban center for growth and innovation.
The Planning Division is dedicated to keeping our neighborhoods attractive, safe and
diverse by planning and guiding development that fosters the vision of the City and
its communities.

Current BRA Planning Activities:

Community Planning
Christian Science Plaza Revitalization Project
Crossroads Initiative
Downtown Crossing Economic Improvement Initiative
Dudley Square Vision
Government Center Green Growth District
Harrison and Albany Corridor Planning Study
Market District Planning; Haymarket Area
Mid-Dorchester Planning
Municipal Harbor Plan
North Allston-Brighton Community-Wide Plan
Rose F. Kennedy Greenway Planning Study

“
South Boston Harbor Plan
Stuart Street Planning Study

Transportation and Infrastructure Planning

Fairmount Line and Station Area Planning

Even as this fog of economic uncertainty lingers over Fenway Transportation Improvements Plan
Melnea Cass Boulevard
the nation, there is a great light shining on Boston. Roxbury Traffic Model

People look to our City for inspiration.” South Bay Harbor Trail
South Boston Waterfront Traffic Model

– mayor thomas m. menino Transit-Oriented Development

Urban Ring 11
 Smart Growth: Transit-Oriented Development
BRA planners are working with the community to take advantage of Boston’s urban
transit system by encouraging mixed-use developments that cluster residential, retail,
office, institutional, hotel, and open space around transit stops.
Columbia Point Master Plan
The recently drafted Columbia Point Master Plan embraces this vision of Transit-
Oriented Development by transforming an automobile-oriented neighborhood to
a transit-oriented community that would accommodate up to 6.4 million square feet
of new development. The long-term plan leverages the underutilized JFK/UMass MBTA
station and will provide an enhanced, pedestrian-friendly environment.
Forest Hills Improvement Initiative
The Forest Hills Improvement Initiative commenced in 2006. The community’s vision
for the Forest Hills Station area is to guide and promote manageable residential and
business growth, and open space preservation. Its transportation plan includes
suggested improvements and site-specific use and design guidelines in accord with
the community’s goals. The initiative concluded in the fall of 2008 with the MBTA’s
issuance of an Invitation to Bid (ITB) for its four parcels comprising 400 acres.
The MBTA has tentatively designated a firm for an office/retail development on two
parcels with the intent to reissue an ITB for the remaining two parcels as the economy
shows signs of improvement.
12
Unifying Downtown. Activating the Waterfront
The Planning Division has completed a number of initiatives focusing on physically,
culturally, and economically joining Boston’s Downtown with its expansive waterfront
districts.
Rose Kennedy Greenway District Planning Study
In 2007, Boston witnessed the completion of the $16 billion megaproject that recon-
figured downtown traffic flow by replacing overhead highways with tunnels and giving
rise to the Rose Kennedy Greenway and a surface boulevard. The Greenway master
plan led to the creation of a 23-acre park chain that divides the boulevard and
connects development parcels on the Big Dig’s reclaimed land. The BRA developed use
and design guidelines that were incorporated into the MBTA’s Request for Proposals.
Developer selection for air rights parcels have been determined. public participation
in Greenway planning was provided through the Mayor’s Central Artery Completion
Task Force and neighborhood committees.
In 2008, a Greenway District Planning Study was commissioned to examine develop-
ment opportunities; identify guidelines for height, density, and use; and envision
future development scenarios that will incorporate sustainability principles and assess
potential impacts to the environment and infrastructure.
Downtown Crossing Signage Amendments
In November 2008, the adoption of the Downtown Crossing Signage Amendment
(Articles 27D and 38) established new signage requirements and design review for
all signs in the district in an attempt to enhance the visual quality of the Downtown
Crossing area. The new requirements and companion guideline publication will improve
the effectiveness of sign advertising for individual concerns and also make the neigh-
borhood more visually appealing. The guidelines encourage inventive and unique signs,
provide a comprehensive approach to all forms of signage, and illustrate the variety of
permitted sign types in the neighborhood. They regulate size, placement, and certain
design aspects. Over time the quality of Downtown Crossing’s signage will improve
significantly with these new standards.
East Boston Waterfront District Municipal Harbor Plan Amendment
The East Boston Waterfront District Municipal Harbor Plan Amendment received
approval from the Massachusetts Executive Office of Energy and Environmental Affairs,
culminating in a planning process that builds on the East Boston Municipal Harbor
Plan and the East Boston Master Plan. As an outgrowth of the harbor planning process
several community workshops were held, focusing on the history of East Boston’s
Waterfront. The final report, “Sites for Historical Interpretation on East Boston’s
Waterfronts,” includes a detailed history of waterfront sites, providing a resource to
create a network of historic interpretation through exhibits, public art, etc. for the
public to enjoy along the HarborWalk.
13
“
Our neighborhood worked on the master planning and rezoning
project for two years. Assistance from BRA staff and from the
consultant team was invaluable – everything from analyzing the
local commercial real estate market to helping run a series of big
public meetings. Their commitment to securing input from every
corner of Roslindale was greatly appreciated, and helped
ensure wide support for the final plan and the new zoning code.”
– wayne beitler, co-chair, roslindale planning and rezoning advisory group
Energizing Shared Spaces
BRA Planners are devoted to employing all of the City’s resources to achieve the goals
of making Boston livable for residents and profitable for a broad base of new and
existing businesses. Through their work they coordinate infrastructure improvements,
suitable zoning, and economic incentives to strengthen the public realm.
Crossroads Initiative
The Crossroads Initiative, launched in 2004, focuses on enhancing the safety, acces-
sibility, environmental quality, and economic vitality of the twelve streets that provide
seamless connections from Boston’s downtown neighborhoods through the Greenway
to the Waterfront. This streamlined flow will benefit residents and visitors alike. Broad
Street, the first of the planned Crossroads, is fully designed and has been released for
construction bids. The Initiative will continue with support from residents, local busi-
nesses, and other stakeholders.
Chinatown Gateway Park
Built in 1983 to complement the installation of the Chinatown Gate, Chinatown
Gateway Park is located on Hudson Street in Chinatown. In August, the BRA issued an
RFP to initiate a redesign of the park, and in October the BRA Board awarded Stephen
Stimson Associates a $50,000 design services contract to complete the new design.
Planning staff will now host three public meetings to finalize the design with the
community before the work begins. This project will beautify the space and make it
more enjoyable for community members of all ages.
14
Strong Neighborhoods for the Future
Boston is home to an active and engaged network of communities. BRA planners
partner with residents and business owners to create a vision for sustainable growth
in the neighborhoods that reflects the values and aspirations of the community and
the city as a whole.
Updated Zoning in Roslindale and Hyde Park
The Roslindale Neighborhood Article was adopted as Article 67 in the Boston Zoning
Code and went into effect on June 25, 2008. Following a 2½ year neighborhood plan-
ning effort, it includes recommendations that shape land use controls, urban design
guidelines, and parking requirements. Having given Roslindale new direction in zoning,
the Planning Division is now focused on improving zoning for Hyde Park.
In April 2009, the BRA began a community planning initiative for Hyde Park, which will
produce a neighborhood strategic plan followed by a new zoning article for Hyde Park.
An Advisory Group of 13 Hyde Park residents has been appointed by Mayor Menino and
is currently working with the BRA, the City, an external consultant team, and the wider
community in the planning and rezoning processes.
The main goals of these efforts are to establish an overall vision for the neighborhood
and to make recommendations for zoning to include guidance for block and street
patterns, densities, building types, setbacks, heights, open and public space, and off-
street parking patterns. The planning phase is anticipated to be completed in Spring
2010, and the subsequent rezoning phase should be completed by the end of 2010.
North Allston-Brighton Community-Wide Plan
In July 2008, the BRA initiated the North Allston-Brighton Community-Wide Planning
effort to augment, re-evaluate, and refine the vision of the 2005 North Allston Strate-
gic Framework for Planning. The Community-Wide Plan will direct general real estate
growth and development toward the areas around Harvard’s non-campus real estate
holdings. It will also provide a context for Harvard’s on-going institutional master
planning process for its campus. The Community-Wide Plan addresses housing, trans-
portation, land use, open space, and economic development opportunities through
interactive workshops led by the BRA with community residents and key stakeholders.
This community-wide planning effort will provide a clear “roadmap” with key action
steps resulting in a proactive development plan that will optimize change in the neigh-
borhood for decades to come.
15
 economic development

Great cities are not born. They are made.

The BRA’s Development and Project Management Team guides the City’s real
estate development review process, including reviewing the design of the development
and the effect on the surrounding community. The success of the Article 80 process
hinges on the participation of Boston residents, who are encouraged to offer their
comments and insights throughout the many stages of development review.

“
June 2008 – June 2009 Development Pipeline

projects square feet development costs

Under Construction 34 8 million $ 3.2 billion

When we talk about economic opportunity, we need
to talk about bringing more of that opportunity to
Boston’s neighborhoods.”
– mayor thomas m. menino
Approved 147 31 million $10.7 billion
Under Review 27 18 million $ 2.1 billion
Planned 51 29.4 million $ 8.8 billion
TOTAL 259 86.4 million $24.8 billion

$ 24.8bil 17
significant projects under construction:
•
1

• Russia Wharf 850,000 sq ft

• Northeastern University Residence Hall I 495,000 sq ft
6 5
• Isabella Stewart Gardner Museum 60,000 sq ft
• 4

•
W Hotel 350,000 sq ft
• Fan Pier Parcel F 500,000 sq ft 3
2
• Liberty Wharf (Jimmy’s Harborside) 60,000 sq ft 7
• Washington Beech (Hope VI) 271,124 sq ft 2
• Ames Hotel 86,600 sq ft
• The Clarendon 395,700 sq ft

• •
• The Paramount 145,000 sq ft
4 3

fy09 significant projects approved:

• 212 Stuart Street 65,700 sq ft 1

• Parcel 24 456,000 sq ft
• 350 Boylston Street 221,230 sq ft
• Boston Renaissance Charter School 107,000 sq ft

•
• 20 Somerset Street/Suffolk University 108,000 sq ft
• 1 Kenmore/Air Rights Parcel 1.09 M sq ft completed
Completed
Underconstruction
under Construction
5
• Emmanuel College Fenway Residences 77,500 sq ft 1
Approved
approved
Underreview
under Review
• Boston College Institutional Master Plan 1.5 M sq ft Planned
planned

• 892 River Street 100,000 sq ft

•

completed projects:
6
significant projects filed and under review:
l
1 Olmsted Green Phase I 96,000 sq ft

• Harbor Garage 1.5 M sq ft l

2 Greater Boston Food Bank 117,000 sq ft

l
•
• Government Center Garage Redevelopment 3.8 M sq ft 3 Two Financial Center 214,200 sq ft
• 7

One Bromfield Street 407,000 sq ft
l
4 45 Province Street 337,098 sq ft

l
5 Battery Wharf 392,000 sq ft

l
6 Archstone Avenir 275,000 sq ft

l
7 1330 Boylston + Fenway Health Center 365,000 sq ft 19
 THE Economic Development TEAM strengthened over 1,000 businesses and 21
medical and academic institutions in Boston. Working in partnership with neighbor-
hood residents, business owners, community-based organizations and developers,
the BRA employs an integrated approach to economic investment that addresses the
current and future needs of the city across a range of issues, such as the creation of
housing and the expansion of employment opportunities for residents.
Sector Development and Retention
The BRA’s sector development team implements and manages key economic sector
projects to promote a strong economy in Boston. These initiatives attract, retain and
grow retail, industrial, commercial, green technology, life sciences and creative sector
businesses, promote environmental sustainability and connect with Boston’s young
workforce to ensure continued growth by collaborating across governmental agencies
and business organizations. The department’s offerings can swiftly metamorphose to
reflect the ever-changing dynamics of the economy, offering cutting-edge programs
and assistance for today’s issues and tomorrow’s innovations.
Newmarket Industrial District: Boston’s Green Corridor
Strategically located at the crossroads of Boston’s highways, Newmarket is where
Boston works, trades and moves. Around 500 area businesses employ over 11,000
people and generate over $3 billion in sales every year. Moving people and commerce
is critical to the success of area businesses, and the sector development team has been
Mayor ThoMas M. Menino
instrumental in researching, proposing, and aiding the execution of several enhance-
and City OffiCials invite yOu tO
ments to the area, including an application for infrastructure improvements utilizing
potential Public Works Economic Development grant funding. Future plans for the
a PrivaTe Tour district involve working with departments across the city to enhance parking,
infrastructure and transportation. Additionally, the team has been diligent in helping
and recePTion
Newmarket businesses become more sustainable, identifying cost-effective strategies
to advance energy-efficient and clean energy opportunities. Anchored by two sustain-
Boston
able technical assistance workshops, a comprehensive business assistance expo,
a $5.5 million loan fund for energy efficiency retrofits and renewable energy
installations, and sustainable transportation and infrastructure improvements,
the Efficient Newmarket strategy targets feasible and implementable cost-saving
measures for the area’s businesses.
Retail
20
oppoRtunities
Life Sciences: Collaboration beyond Boston
Boston-area researchers have received the most National Health Institutes award funding for 14 straight years,
and area institutions grant more life science PhDs annually than any other metropolitan region. Strong academic
and institutional sectors, with 35 universities and colleges and 22 hospitals, combined with a strong business sector
make Boston one of the world’s leading hubs of scientific innovation and capitalization.
The LifeTech Boston team at the BRA has worked to promote these local advantages to companies around the world
that would benefit from and also enhance Boston’s Life Sciences sector. For example, Advance Medical, a unit of
Advance Medical Health Care Management Services SA of Barcelona, is an international health care services provider
that offers patients a second medical opinion and health care solutions from medical experts worldwide. LifeTech
Boston assisted Advanced Medical in finding a location in the City for their U.S. headquarters.
This past June, LifeTech Boston hosted a networking event to create a bridge between a delegation of 20 Barcelona-
based companies and 40 leaders of the Boston business community at the Center for Life Sciences in the Longwood
Medical Area. The delegation came to Boston to learn the details of market opportunities within the City and region
and grew directly out of LifeTech’s relationship with Advance Medical.
Creative Industries: PoweringUp Boston
The video game industry shows significant growth potential and is projected to be a $55 billion industry globally
in 2011. Metro-Boston is home to over 76 video game companies, which generate over $200 million in revenues and
more than 1,500 jobs. Through CreateBoston, the BRA’s initiative for the creative sector, the BRA is building a network
for this industry that will raise Boston’s profile as a global leader in gaming. This past year, the Mayor established the
first Boston Game Industry Steering Committee to work collaboratively with the City administration, paving the way
for business-friendly policies and mutually beneficial public awareness of contemporary video game issues. One of the
Committee’s recommendations was launched in March 2009: PoweringUpBoston.com. This Boston-area Game Industry
website serves as a centralized portal where industry affiliates can find and disseminate topical information with the
City, their future workforce, and each other.
Retail: Experience Boston
Boston Retail is a citywide effort to strengthen and grow the city’s retail sector, including traditional retail
businesses, restaurants, and storefront services. Boston Retail’s programs and resources aim to balance retail mix,
increase customer stay time, and strengthen our smaller businesses so that they remain competitive in today’s
marketplace. This summer, Mayor Menino hosted the 2nd Annual Experience Boston retail opportunities tour to show-
case Boston’s vibrant commercial districts and available retail space. Approximately 70 retailers and retail real estate
professionals joined the Mayor on the tour, which was held as a prelude to the International Conference of Shopping
Centers New England Idea Exchange at the Boston Convention and Exhibition Center. In the past two years, Experience
Boston has showcased 5 growing retail areas including Downtown Crossing, Dudley Square, South Boston Waterfront,
Back Bay, and Fenway.
21

The Charlestown Navy Yard Pier 4 Dredging project was completed on January 15, 2009.
The Pier is now able to host the Navy’s largest vessels during Port-of-
Calls in Boston Harbor. In order to carry out this project, BRA’s engineer-
ing staff sought and received a $390,000 grant administered by the
Commonwealth of Massachusetts Department of Conservation and
Recreation on behalf of the Seaport Advisory Council. They also sought
and received approval from both Massport and the U.S. Army Corps of
Engineers to include the Pier 4 work in a much larger contract to dredge
the harbor approach. This agreement was advantageous for the BRA in
that it allowed for the excavated dredge material to be disposed in the Aquatic Disposal Cell permit-
ted by the U.S. Army Corps of Engineers, which eliminated off-site disposal, contractor mobilization,
and contract administration costs, saving approximately $200,000 of the project’s budget.
Pictured below is the newly renovated Pier 3
22
Institutional Development and Engagement
Boston is home to 22 medical institutions and 35 post-secondary educational institu-
tions. The BRA’s Institutional Development team works to ensure that Boston’s many
colleges, universities, and hospitals–key drivers of the local and regional economy–
continue to thrive while enhancing their host neighborhoods and the city as a whole.
The BRA and the Mayor’s Office work closely together with local residents and the city’s
institutions to define an appropriate program of community benefits to be provided
both during and after a project’s planning and construction period.
Housing Development and Inclusion
Affordable Housing
The Mayor’s housing strategy, Leading the Way, has produced over 18,000 new units
of housing since 2000, serving every neighborhood and income group. This development
activity, representing an estimated $5 billion of investment by both private and public
funding sources, was achieved through a partnership of the Boston Redevelopment
Authority, the Department of Neighborhood Development and the Boston Housing
Authority. In March 2009, the Mayor announced Leading the Way III, focusing
on the creation of workforce housing, stabilizing the impact of the city’s rise in
foreclosures, reducing Boston’s homelessness by 50%, and preserving the affordable
“
housing created.
The BRA was the only entity that was ahead of schedule for my closing.
I appreciate the work that you and your colleagues do to help make
affordable housing possible. I am so thrilled to have my own place in
East Boston!” – matthew b. small, new resident
Hendry Street Revitalization
Hendry Street in Dorchester once had the highest concentration of foreclosed homes
in the City with 16 foreclosed properties within a small four-block area. Working
with many different lenders, the Boston Redevelopment Authority was able to
purchase eight of the bank-owned properties, which were in turn sold to a respected
general contractor who has renovated the properties and is now marketing them to ho-
meowners. The Boston Redevelopment Authority, assisting the Department of Neighbor-
hood Development and the Mayor’s Foreclosure Intervention Team, worked to
stabilize the Hendry Street neighborhood. As of July 2009, there was only one fore-
closed property remaining; abandonment and crime have decreased, and neighborhood
pride is on the rise. 23
 suffolk university gives back to the community Bonding and Financing
Suffolk University will work with the BRA’s CreateBoston Initiative BIDFA* issued
to provide access to its cultural facilities, which include gallery space, 3 bonds totaling $47,450,000,
a digital television studio, and the recently approved Modern Theatre which created 695 jobs and retained 212 jobs.
project and New England School of Art and Design building. Financing was issued to the following organizations:
Suffolk University will also provide access to courses and other academic Boston Renaissance Charter School (Hyde Park) • Work, Inc. (Fields Corner, Dorchester)
• Boston Conservatory (Fenway)
programs to BPS teachers, local artists, and high school students.
* BIDFA (Boston Industrial Development Financing Authority)

Artist Space Initiative
Artists make Boston a more
BLDC * issued
livable city – a city of people and 12 loans totaling $1,510,000, created 269 jobs,
neighborhoods, the heart of cultural
life, and a vital economic center. and retained 102 jobs, with bank debt leveraged in the amount
Since the late 1960s, artists have
helped transform marginal neighbor- of $1,467,000.
hoods into dynamic communities,
generating a vibrant street life that Financing was issued to the following companies:
deters crime and dramatically Artaic (South Boston) • Blow Hair Salon (Fenway) • Clutch (Back Bay) • Cogito Health, Inc.
enhances the quality of neighbor- (Charlestown) • Geekhouse Bike Company, LLC (Allston) • Ginkgo Bio Works, Inc. (South Boston)
hoods for residents and visitors alike.
Urban AdvenTours (North End) • BioDefense Corporation (South Boston) • 760 Adams Street
In FY09, three new artist live/work
Realty Trust (Dorchester) • 303 Café, Inc. (East Boston) • HDM Systems, Inc. (Allston)
spaces on Congress Street in Fort
Point were sold to BRA-Certified • Townsend’s (Hyde Park)
Artists, bringing the total number of * BLDC (Boston Local Development Corporation)
permanent city-sponsored artist units
created and artist-occupied through the BRA’s Artist Space Initiative to 165. More than
1,000 artists of many disciplines have taken advantage of the BRA’s Artist Certification Commercial Leasing and Asset Management Division helped
program, making them eligible for future artist space as it is developed.
12 companies expand or locate to new homes in BRA/EDIC properties,
More artist units are in various stages of planning, design review, and development.
In Hyde Park and South Boston alone, 86 new artist live/work and work-only units are making over 138,000 sq ft come alive.
under construction and will be offered for sale starting later this year. Additionally, 118
more artists units are now in planning and development review in South Boston, Hyde The following businesses are located in BRA/EDIC properties:
Park, East Boston, Mission Hill and Lower Roxbury neighborhoods. Pile Drivers Union • Reflex Lighting • Pete’s Dockside • National Color Corporation
• Cresset Development • Double Tap • ELV • Chart House • Boston Ship Repair
• FJ O’Hara and Sons Expansion • Martel Upholstery • Massport

24 25
“We are a city of strong community and unlimited
opportunity.”
– mayor thomas m. menino
jobs and community services

Where the quality of life is based on the quality of our people.

The Jobs and Community Services (JCS) Division provides training and guidance to Boston’s workforce by
promoting economic self-sufficiency to ensure the full participation of all Boston residents in the city’s economic
vitality and future. JCS acts as an advocate, clearinghouse, and laboratory for “best practices” in literacy, lifelong
learning, job training/placement, and human services to Boston residents.

American Recovery and Reinvestment Act (ARRA) Efforts

A few months after the President signed the ARRA legislation, JCS distributed almost all of the available 136 skills
training vouchers to unemployed workers and disadvantaged adults. These local residents are expected to enroll in
customized training in the Fall of 2009.

JCS also awarded funding to five organizations to place 850 youth between the ages of 14 to 24 in summer jobs
under the new Federal Youth Summer Jobs Program. JCS Youth staff set up ten training sessions to teach local non-
profit organizations how to assist youth and their families in qualifying for this special program. The Boston Housing
Authority identified over 3,000 eligible households and with JCS set up registration sites in several BHA developments
to facilitate youth enrollments.

Youth and Human Services Programming

In FY09, JCS funded 15 non-profit organizations to run alternative education and career exploration programs, serving
over 400 youth from across Boston’s neighborhoods. Half of the youth participants were high school dropouts.
These programs produced 139 diplomas and 107 jobs.

In addition to the Federal Recovery Act funds, summer jobs funding from City, State, and Federal governments as well
as private sources put approximately 9,000 youth to work this summer. With Boston’s Community Development Block
Grant (CDBG) from HUD, JCS funded 88 non-profits to provide support services to over 13,000 youth, adults, and
seniors, including counseling, homelessness prevention, employment services, tutoring, summer camp, and senior
social services.

Skills Training and Adult Literacy

In November 2008, Mayor Menino announced a $250,000 Green Jobs skills training grant to prepare Bostonians for
building maintenance jobs in retrofitted and new construction green buildings, both residential and commercial.
JCS invested in its first Green Jobs skills training program by supporting the Asian American Civic Association’s
Facilities Maintenance Program with funding from the Neighborhood Jobs Trust. Partnering with several downtown
hotels and large residential property management firms, trainees will learn firsthand new protocols and technologies
associated with maintaining green buildings.

Using the entire U.S. Department of Labor Workforce Investment Act (WIA) allocation for Boston by April 2009,
360 Bostonians were enrolled in job skills training. In its role as funder, overseer and convener, JCS provided leader-
ship to more than 30 providers of Adult Basic Education, which in turn served more than 5,000 individuals with basic
literacy, ESOL, and GED classes.
27
 ReadBoston
ReadBoston’s summer Storymobile program provided storytelling and literacy activities
to children at 75 locations each week during the summer and distributed 40,000 new
books. Through the Family Literacy Project, over 5,000 Boston Public School students
received monthly prizes from the Boston Celtics for reading regularly at home with their
parents. Focusing on the importance of early language development, parents at three
housing developments and two shelters were served by the ReadBoston’s new Early
Words program; assisting parents in integrating conversation and learning into everyday
activities. The ReadBoston Environmental Literacy Project provided theme-based activi-
ties to support literacy and environmental learning in elementary schools and after-
school programs. Because of the interesting book titles and link to science and nature
many teachers reported an increase of 100% in home reading rates for their students.
Across all programs, serving children birth through age eight, ReadBoston distributed
108,000 new books this fiscal year.
WriteBoston
May 2009 marked the fifth anniversary and 22nd edition of Teens in Print, a newspaper
written by teens in Boston for other teens. Over 400 students have been published in
the paper, which is distributed to all the public high schools in Boston.
WriteBoston’s Third Annual Pros&Conversation fundraising event was held April 2, 2009
at The Boston Athenaeum. WriteBoston supporters were greeted by Mayor Menino.
A highlight of the evening was teens from WriteBoston’s programs interviewing invited
guest authors Peter Canellos, Sam Cornish, Joseph Finder, Alice Hoffman, Dennis Lehane
and Anita Shreve.
Additionally, WriteBoston has now provided Writing Coach support to 15 different
schools to approximately 4,300 students, adding Boston International High School this
year. Boston International serves young people who have recently arrived in Boston
from other countries and with many students struggling with acquiring English
language skills, WriteBoston literacy support has been critical. WriteBoston has also
trained teachers on its new Narrative Redemptive Writing Curriculum, which provides
trauma-sensitive support to teens. One of the trainings targeted teachers in alternative
education settings and WriteBoston is working with the Boston Public Health Commis-
sion to provide additional trainings for Fall 2009.
28
Earned Income Tax Credit Campaign
The Boston Earned Income Tax Credit (EITC) campaign provides free financial services
to low- and moderate-income taxpayers. Since its inception in 2001, the EITC has
served 54,552 taxpayers and returned $84.4 million to local families and the regional
economy through free tax preparation, asset development services and credit counseling.
In 2009, the EITC coalition led a state-wide partnership of cities and towns to
further extend the impact of this powerful anti-poverty program.
2009 EITC RESULTS:
Total dollars returned: $16,679,345
Number of neighborhood sites: 24
Number of tax returns prepared: 11,120 EITC has served
Number of volunteers: 337
Number of outreach flyers: 70,000
54,552 taxpayers
Median federal refund: $918
and returned
Median state refund: $282
$84.4 million
Boston Resource Center
to local families
JCS’ neighborhood-based resource centers offer a wide range of services to both job
seekers and employers. The centers provide tools for job seekers to make informed and
career choices through skill assessment, individual counseling and workshops.
the regional economy
Total Bostonians served: 2,542
Total new customers: 974
Total entered employment: 320
Average wage: $12.78
Youth Options Unlimited Boston YOU served
Youth Options Unlimited Boston (YOU) provides services to court-involved and/ 440 youth
or gang-affiliated youth including life-skill training, case management, on-site
or referral to Alternative Education program (GED or High School Diploma) and aged 14–21
employment Services.
76% african-american
In FY09, YOU served 440 youth aged 14-21, who were 76% African-American;
18% Latino; 3% Caucasian; 2% Cape Verdean and 1% Native Amercan. 18% latino
Teens and young adults referred to YOU came from a variety of partner agencies:
3% caucasian
8% Adult Probation; 14% Juvenile Probation; 39% Department of Youth Services:
8% Suffolk County House of Correction; and 30% Community Organizations. 2% cape verdean
During this past year, YOU provided four cycles of transitional employment,
which provided 272 jobs in subsidized employment and achieved 42 1% native american
unsubsidized placements. Twenty-eight youth were placed in alternative education
and GED programs, or occupational skills training/apprenticeship programs.
29
 research division

Powerful information translating into meaningful decisions and empowering people.

the Research Division gathers and analyzes data related to the strength of Boston’s New Bostonians
economy and provides demographic, social, economic and housing data to support
“imagine all the people,” a series produced for the Mayor’s Office of New Bosto-
commmunity-based planning initiatives. On a day-to-day basis, the Division assists imagine imagine all the people:

nians, highlights immigrant communities and their contributions to Boston’s social,

Brazilian immigrants
all the in Boston

journalists, reporters, businesses, community groups, developers, librarians, architects people Large-scale migration from Brazil is a

cultural and economic life. This series includes updating current publications,
relatively recent phenomenon. Indeed,
Brazil has historically been a host
country for immigrants from many

Brazilian
and attorneys.
nations. From the early 9th century to
the mid 20th century, German, Swiss,

Foreign-Born, Brazilian, and Haitian, with newly available data and recently com-
Italians, Spaniards, Poles, Czechs,
Russians, Japanese and others joined
the Portuguese in searching for new
opportunities in Brazil.
The United States, Paraguay and

Throughout the past year, the Research
After the military coup of 964,
thousands of Brazilians went into
exile. Although most of these
exiles returned to Brazil after the
amnesty of 979, the number of
pleted profiles for Boston’s Hispanic, Dominican, Colombian, El Salvadoran, Cape
Japan, are the main destinations for
Brazilian immigrants.2 According to
the 2005-2007 American Community
Survey3 (ACS), there are close to
343,000 Brazilians living in the United

Division worked collaboratively with many Verdean and Jamaican communities.

economic emigrants grew in the
980’s. According to a Brazilian
demographer, José Alberto Magno
de Carvalho, Director of the Center of
Development and Regional Planning
States representing 0.9 percent of
the country’s foreign-born population
of 37 million.4 During the early years,
immigrants from Minas Gerais
dominated the immigration flow to

BRA departments, City of Boston departments,

at the Federal University of Minas the U.S. Now, Goiás, Paraná and
Gerais, there were approximately one Santa Catarina have also become
to 2.5 million Brazilians living outside major immigrant exporting regions.

In conjunction with researchers at Princeton’s Center for Migration and Develop-

immigrants in Boston
Brazil by 995. Today, at least sixteen Brazilian states

and the Mayor’s Office. Internal collabora-

contribute to the migration stream.

tions include developing research designs,
organizing data, performing analysis, and
consulting on results. Examples of such work
ment, the Research Division’s Immigrant Organization Projection studied the role
of immigrant organizations on incorporation and transnationalism of Greater
CITY OF BOSTON Boston’s largest Latino communities. During this past year, the department pre-
Thomas M. Menino
Mayor

New Bostonian Series

sented preliminary findings to organization leaders, as well as others with interest
range from providing data and consulting to
August 2007
June 2009–Revised Edition


in immigrant issues.
BRA’s Economic Initiatives managers, assist-
ing Economic Development and Planning on
applications for federal funding for different
Census
projects, to aiding various City departments in Boston’s Population 1980 - 2008
developing an anti-poverty agenda. Addition- For the past three years, the Research
ally, the research division worked closely with Division has successfully challenged 620,000
the BRA’s GIS Department in developing the the US Census Bureau official popula- 610,000
Local Update of Census Addresses (LUCA) in order to help ensure the most accurate tion estimates for the City of Boston. 600,000
count of the City of Boston for the 2010 Census. Findings from the BRA’s Census Chal- 590,000
lenge prompted The Census to offi- 580,000
Labor Market cially change the estimate of Boston’s 570,000
population in 2005 from 559,034 to 560,000
Collaboration with institutional partners is essential to finding the strongest data to
596,638, in 2006 from 590,763 to 550,000
inform our research. In partnership with the Center for Urban and Regional Policy
595,698, and in 2007 from 599,351 to 540,000
(CURP) at Northeastern University, the BRA’s Research Division produced a report for
608,352. These population estimates 530,000
the Labor Market Assessment Tool (LMAT), an interactive program capable of estimat-
are used to help determine the alloca- 1980 1990 2000 2005 2006 2007 2008
ing wages, the distribution of occupations and employment projections by educational,
tion for a host of federal programs,
skill, knowledge, and training requirements by industry. This fiscal year, the Language
so population accuracy is essential.
Skill Requirements in the Labor Market: Revisiting Language Skill Requirements in the
The US Conference of Mayors estimates that every person missed in the 2000 Census cost local areas approximately
Labor Market report re-visits previous research, examining the characteristics of Metro
$1,230 in funding.
Boston’s workforce with limited English language skills and the importance of language
skills in the labor market using the newest available demographic data and updated Additionally, the Research Division worked closely with the GIS Department in developing the Local Update of Census
labor market data. Addresses (LUCA) in order to help ensure the most accurate count of the City of Boston for the 2010 Census.

The Research Division is currently developing a sustainable return on investment model for evaluating the fiscal,
environmental, and social impact of projects funded with ARRA monies in the City of Boston. Initial findings from
the BRA’s ARRA Research Tool are slated to be released in FY10.
30 31
 FY10 Overview of Budgeted Operating Expenses
Over the past two fiscal years, the global downturn has had a significant negative impact on the BRA’s and EDIC’s
ability to meet the conservative revenue goals. As a result, the BRA and EDIC instituted various cost reduction
measures. In November 2007, the agency undertook a series of efforts to preserve the financial strength of the agency,
including a hiring freeze for all positions not critical to agency operations, a salary freeze, a prohibition on out-of-state
travel paid for by the agency, and the elimination of the provision of food and beverages for agency meetings whenever
possible. Additionally, the agency eliminated all contracts for non-essential professional services, strictly reviewed any
proposed commitment to new sponsorships, and thoroughly examined all procurement requests.
During FY09, the BRA and EDIC undertook a series of even more extensive cost reduction measures. These included the
elimination of a significant number of positions through voluntary departures, retirements and, unfortunately, layoffs.
Further, the agency imposed salary reductions on all but the lowest paid employees in another effort to make the
agency’s limited resources do more. The effect of most of these measures will impact FY 2010.
For FY10, total expenses are budgeted at approximately $50 million. This figure reflects the continuance of all cost-
saving measures that have been instituted, including wage reductions, staff reductions and spending moratoriums.
Budgeted expenses have been designed to generate a modest operating profit of approximately $200,000.
Within this budget, personnel costs have been set at $24 million which will support a full-time staff of approximately
258 employees. The agency staff has been reduced by 35 employees from FY09, a reduction of approximately 12%.
The FY10 budget includes administrative expenses of $1.5 million. This figure represents the cost of day-to-day opera-
tions of the agency. Major costs include public notices and advertising, data processing costs that support the acquisi-
tion and upgrade of computers, computer applications, software and employee training, copy supplies and telecommu-
nications. Other costs include postage, copy equipment, employee development programs, mapping and model supplies,
graphic design and printing.
Essential contractual services are budgeted at $17.8 million for FY10. $2 million includes legal, auditing, research,
planning and economic development professional services. $15.8 million is for Jobs and Community Services contracts
awarded to community-based organizations (CBOs). These expenditures allow the agency to administer and deliver
programs for job training, education, human services and literacy initiatives throughout the City of Boston.
Finally, the budget includes an expense line for property management and debt service. These expenses are projected
to be $6.9 million and represent costs associated with the management of the agency’s real estate, including utilities,
insurance, transportation and building maintenance. The agency’s debt service is $1.1 million of the $6.9 million and
represents interest on real estate debt investments such as mortgages, loans and bonds used to finance real estate
activities.
Due to strong reserves, creative fiscal management and workforce reductions the agency has been able to withstand
the sustained losses of the past two fiscal years. Looking ahead, the BRA and EDIC will place an even greater emphasis
on seeking new revenue opportunities and employing cost reduction options.
32
Combined Report for the Boston Redevelopment Authority and
Economic Development and Industrial Corporation of Boston
Statement of Revenues, Expenses, and Changes in Net Assets
as of June 30, 2009 (unaudited)
2008 2009 Increase
(decrease)
Operating Revenue
Grant/Contract Income $15,133,097 $15,928,060 $794,963
Contributions 1,797,262 1,876,853 79,591
Intergovernmental 6,154,561 9,881,441 3,726,880
Sale of Property 5,378,751 6,308,225 929,474
Rental Income (net) 21,221,273 21,865,243 643,970
Note Receivable-Interest Income 1,038,914 1,220,678 181,764
Gross Profit Recognized on Installment Sale 355,586 454,096 98,510
Other 1,860,884 1,237,231 (623,653)
Total 52,940,328 58,771,827 5,831,499
Operating Expenses
Salaries and Fringe Benefits 28,645,800 30,128,178 1,482,378
Grants/Contracts to Community
Based Organizations 9,481,817 9,293,552 (188,265)
Contractual Services 7,875,445 9,781,718 1,906,273
Security and Maintenance 1,022,665 974,054 (48,611)
Professional Fees 3,290,239 4,763,475 1,473,236
Depreciation 1,141,475 1,269,502 128,027
Supplies and Services 6,661,093 7,186,373 525,280
Rental Expense 410,142 346,214 (63,928)
Interest Expense/Bank Service Costs 754,446 924,750 170,304
Other Expenses 350,888 417,811 66,923
Total Operating Expenses 59,634,010 65,085,627 5,451,617
Nonoperating Revenues (expenses) 608,264 259,455 (348,809)
Changes in Net Assets (6,085,418) (6,054,345) 31,073
Net Assets at Beginning of Year 41,771,723 35,686,305 (6,085,418)
Net Assets at End of Year $35,686,305 $29,631,960 $(6,054,345)
33
 Boston Redevelopment Authority Board of Directors
Clarence “Jeep” Jones
chairman
Clarence “Jeep” Jones, a native and current resident of Boston’s Roxbury community,
is presently the Chairman of the Board of Directors. Mr. Jones has served as Chairman
of the BRA Board since 1989 and has been a board member since 1981. He also served
two years in the U.S. Army. Mr. Jones is a graduate of the Brandeis Vocational High
School here in Boston. He holds a Bachelor of Science Degree in Education from
Winston-Salem State University in North Carolina and a Master of Arts Degree from
Goddard College in Plainfield, Vermont.
Throughout his 35-year career in public and community service, Jeep Jones has
contributed immeasurably to the City of Boston and, in particular, its Afro-American
community. The breadth of Jeep’s commitment and contributions to his city and
community is reflected in his many and longtime affiliations with civic, church, youth
and charitable organizations. Testimony to the widespread recognition and appreciation
of Jeep’s many contributions, efforts, and good deeds is the lengthy list of honors and
awards bestowed upon him, including the dedication of the Clarence “Jeep” Jones Park
in his own Roxbury community.
Paul Foster
vice chairman
Paul Foster, Vice-Chairman, has served on the Board of Directors since 2006.
He spent 17 years at Reebok International, Ltd. where he served as the Vice President
of Trade, Community and Governmental Relations. He also served as the Executive
Director of the Reebok Human Rights Foundation, where he promoted and protected
human rights through grant-making, awareness and advocacy initiatives.
Foster continues to serve as a consultant at Reebok.
Prior to joining Reebok, Foster spent eight years as the Vice President for Corporate
Communications at Boston Whaler, Inc., a leading manufacturer of family fishing boats.
He also worked for the City of Boston for 14 years, including six years as Deputy
Commissioner at the Boston Transportation Department. He also serves on the Boards of
Directors for Save the Harbor/Save the Bay, Boston’s Courageous Sailing Program, and the
Canton Association of Industries. He is also the chairman of the Massachusetts Sports
and Entertainment Commission. Foster holds degrees from the University of
Prince Edward Island and Boston University’s College of Communications. He is a North
End resident.
34
Consuelo Gonzales-Thornell
treasurer
Consuelo Gonzales-Thornell has served on the Board of Directors since 1989. Consuelo
is not only the first Latina to be appointed but also the first woman in the 50-year
history of the Boston Redevelopment Authority. She has resided in Dorchester for over
thirty years. During her tenure on the Board of Directors at the BRA, Boston has been
transformed into one of the world’s most dynamic cities. Currently, she is president of
BCT Construction Inc., a small lead abatement and remodeling company based in
Providence, Rhode Island. The company participates with various cities and towns
in their affordable housing programs funded through the Department of Housing and
Urban Development. Through both her private and professional roles she has found
most meaningful the development of minority- and women-owned businesses and
cultivating a diversified workforce that meets the needs of the ever-changing market.
Thornell considers herself a voice for those who are less fortunate and applies her
passion for fairness and integrity to her position.
James Coyle
member
James Coyle has served as a member of the board since 2007. He graduated from
Sacred Heart High School, Weymouth in 1964. He then went on to attend the Massa-
chusetts College of Art and graduated with a Bachelor of Fine Arts degree in 1969.
His career as an Ironworker began immediately after graduation at the age of seven-
teen. Coyle worked at all phases of his chosen trade, graduated from Local 7’s
apprentice program, served on Local 7’s Executive Board and was elected to the
position of Business Agent in 1997. He served in that position until his appointment
as Business Manager of Local 7 in 2001. James remained at Local 7 until his current
elected position as General Agent of the Boston Building Trades Council in April 2005.
Coyle’s commitment to the labor movement and community involvement was honed
at an early age by his parents, Vincent, a Local 7 member and Annette, a schoolteacher.
He is a member of the Board for the Department of High Education for the Common-
wealth and currently resides in South Boston.
Chris Supple
member
Chris Supple is an attorney and has served as a member of the BRA Board since 2000.
Supple’s legal and government experience is extensive, including more than twenty
years as a litigator, prosecutor, and government policy maker and regulator/permitter/
enforcer at the federal, state, and local levels. His private practice covers administra-
tive, regulatory, investigative/enforcement, and legislative issues of law and policy at
all three levels and in all three branches of government. Supple received his law degree
from Duke University Law School and his undergraduate degree from Holy Cross
College. He lives in the West Roxbury neighborhood of Boston with his wife, Kate,
and his two sons, Stuart and Timmy.
35
Boston
Redevelopment
Authority

BRA
Boston Redevelopment Authority

Boston Redevelopment Authority

One City Hall Square
Boston, MA 02201
617.722.4300

communications.bra@cityofboston.gov

www.bostonredevelopmentauthority.org

photographs and illustrations provided by:

Archstone Avenir
Boston Redevelopment Authority Archives
Cresset Development LLC
Fairmont Battery Wharf
Finard Properties LLC
Goody Clancy
Greater Boston Food Bank
Isabella Stewart Gardner Museum
Jupiter Images
Les Vants
Lincoln Properties Company & ASB Capital Management
Meredith Management
New Boston Fund
Normandy Real Estate Partners
Paramount Theater
Rose Kennedy Greenway Conservancy
Samuels & Associates
Sawyer Enterprises
Shannon Sullivan
The Abbey Group
The Fallon Company
Trinity Boston
designed by bra graphics