Transition Committee

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Medford Mayoral Transition Committee Report

January 2020
A message from the Transition Committee Chairs

We would like to offer our sincere appreciation to the selfless Transition Committee volunteers, members of the public,
Chief of Staff Jennifer Dever Wood, and to each City Department head for their dedicated engagement in this process.
Change is both difficult and exciting. Throughout the past two months, we’ve been honored to facilitate this inclusive
process to generate recommendations that help position Medford for its best opportunity for success moving forward.
The positive energy and productive sharing of ideas we’ve seen reminds us what we already know: Medford is filled with
talented, hardworking people who have a tremendous sense of pride in our community and want to see Medford
continue to get stronger and better every day. The recommendations in this report attempt to share that feedback and
provide ideas for Mayor Lungo-Koehn to act on in 2020 and beyond. While the Committee had intended to describe
mostly short-term action items, the results of the process led to a significant volume of important but longer-term policy
recommendations. We know Mayor Lungo-Koehn will continue to engage residents throughout her Administration, and
we hope this process sets the stage for that future work together.

Sincerely,

Sean Caron, Chair Stephen Pompeo, Assistant Chair

pg. 2
Table of Contents
Leadership and Management ................................................................................................................................................ 6
Municipal Tools and Best Practices ................................................................................................................................... 7
Transparency and Communication ........................................................................................................................................ 8
Financial Management ......................................................................................................................................................... 10
Economic Development and Business Navigation .............................................................................................................. 13
Arts & Culture ....................................................................................................................................................................... 14
Planning, Growth and Development ................................................................................................................................... 15
1) Zoning Regulation and Development Policy ............................................................................................................... 16
2) Transparent and Effective Public Process ................................................................................................................... 20
3) Growth and Organizational Function .......................................................................................................................... 22
Schools .................................................................................................................................................................................. 25
1) Engagement and Culture ............................................................................................................................................. 25
2) Staffing.......................................................................................................................................................................... 26
3) Infrastructure ............................................................................................................................................................... 26
4) Curriculum .................................................................................................................................................................... 27
Parks and Recreation ........................................................................................................................................................... 28
Environmental Sustainability ............................................................................................................................................... 28
Parking & City Services ......................................................................................................................................................... 30
1) Parking .......................................................................................................................................................................... 30
2) Services ......................................................................................................................................................................... 31
Charter Review ..................................................................................................................................................................... 33
Tufts University .................................................................................................................................................................... 33
Diversity, Inclusion, Belonging, Cultural Awareness ........................................................................................................... 34
Working with our Neighbors - Intergovernmental Coordination and Advocacy ............................................................... 34
Conclusion: Planning, Communication, Transparency = Trust and Vision ..................................................... 36
Appendices ........................................................................................................................................................................... 38
Appendix A: Early Action Item Check List ........................................................................................................................ 38
Appendix B: Existing Plans and Reports .......................................................................................................................... 39
Appendix C: Medford 2020 Transition Committee Public Listening Sessions ................................................................ 41
Appendix D : Survey Results ............................................................................................................................................ 42
Appendix E: Planning, Growth and Development Public Meeting Format .................................................................... 43
Appendix F: Transition Committee City Services and Parking Subcommittee Report .................................................. 45
Appendix G: Transition Comm. Schools Subcommittee Listening Session Summary .................................................... 49

pg. 3
Introduction
On November 5th, 2019, the people of Medford elected Breanna Lungo-Koehn to be their Mayor. Mayor-Elect Lungo-
Koehn will be Medford’s third Mayor since switching to a Plan A form of government under M.G.L. Ch. 43 in 1988.
Lungo-Koehn created a diverse Transition Committee to support the goal of facilitating a smooth changeover of the
Administration.

Mayor-Elect Lungo-Koehn assembled a 31-person Transition Committee to provide guidance and support throughout
the transition period. The group of volunteers was selected to purposefully include a diverse set of experiences and
perspectives, and included supporters of both 2019 candidates for Mayor. It included new and lifelong Medford
residents. Three subcommittees were created to focus on i) schools, ii) planning, growth and development and iii)
parking and city services. The general Transition Committee focused on crosscutting issues and specific issues not
captured among the subcommittees. Purposeful attention was paid to ensure the conversations included different
vantage points. For example, conversations about schools included teachers, parents, administrative professionals from
Medford Public Schools (MPS), and professionals from other school systems as well.

The Transition Committee and each subcommittee held public listening sessions (see Appendix C for schedule). In
addition, focus groups were convened on the following topics: the environment and the arts and culture. We also
accepted feedback on any topic via an email address created expressly for the transition. 118 residents submitted ideas.

To capture feedback from the prior administration, the Transition Committee Chair and Assistant Chair conducted
interviews with 22 department leaders to understand their accomplishments, challenges, roles, and work left to
accomplish. A common format was utilized to ensure consistent feedback.

Lastly, an electronic survey was distributed to capture feedback on priorities. Paper copies were distributed as well.
Over 1,000 total responses were received. Summary results are included as Appendix D.

Summary Findings

50 days passed from the creation of the Transition Committee to the Inauguration. The following reflect themes
emerged in the process.

1) While the campaign season can create division, the Transition Committee and the City at large has far more in
common than differences: community pride, a desire for safety and stability, a yearning for a better quality of
life, and a willingness to embrace hard work. All of these attributes cut across political viewpoints and voting
record. The Mayor’s ability to find and embrace that common ground will be an important part of unifying the
City.

2) Medford and the world are changing. Climate change, proliferation of technology, demographic shifts, real
estate development, traffic and public transit deficiencies are just a few factors changing life in Medford. Like
any response to change, many of our residents resist and fear change, many embrace it and some wish to
accelerate it. We ask that our municipal leadership respect all of these perspectives and lead with an open mind
and heart, a steady hand, and a commitment to sharing facts and a vision as we forge our future and adapt to
forces around us.

3) There is a broad appetite to help. The energy, ideas and hard work from both new and old contributors will be
essential to fostering a new period of engagement and problem solving. At the same time, there is a clear desire
from many community volunteers who have invested countless hours in the community to have a partnership
with the City to share the weight of community programming and activation.

pg. 4
4) The residents believe the Mayor is and should be a champion for Medford. We ask her to work hard to not only
manage day-to-day services and local public policy setting, but also to support the values, aspirations and brand
of the City of Medford.

5) Most residents circle around the same community strengths for the Mayor to recognize, support, and embrace:
i) its people, ii) its collective sense of community, iii) its rich history and cultural institutions, and iv) the green
spaces throughout the city. Others describe Tufts University as a fifth core strength, but many residents
describe the partnership with Tufts as much more complex.

6) The biggest consistent gap described across the City is that of a clear, consistently communicated strategy and
vision. Across the spectrum of stakeholders, there is a desire to move away from reactive governing to
proactive planning, community engagement, and consistent effective communication.

7) The volume of issues requiring attention is significant and will require prioritization. The Transition Committee
discussions did not result in a clear consensus on where to focus time and attention. The Committee did,
however, agree that the approach needs to be strategic rather than reactive. There is a real competition for
resource allocation, including time and money, among the following; i) focusing on the nuts and bolts of
government, especially in regards to modernizing the management tools and infrastructure and adopting
municipal governance best practices, ii) creating the tools for transparent community engagement that results in
a shared vision for Medford’s future and iii) focusing on community priorities and advocacy for broader issues.
While there is some overlap with best practices in government, some of the best practices are in internal
controls and processes that would create efficiencies and reduce potential for fraud but would not directly
support external communication and engagement.

Achieving progress on the full range of topics discussed in this report is only possible well beyond a 2-year term.
The Transition Committee had hoped to identify some early action items and several are included in this report
and outlined in Appendix A. The stronger conclusion is that the thoughtful, strategic approach needed will take
time and additional engagement in the coming months and years to define the vision for Medford’s future, and
a roadmap to get there.

About Medford – Key Stats on the 02155

• Medford is younger than most of its neighbors. Our median age is 35.8, 3 years less than the median for
Greater Boston.
• Medford residents enjoy better than average incomes, but significant poverty and income inequality exist as
well. The median household income of Medford is $86,204, 5.3% higher than that of Greater Boston, but 10.3%
of households live below the federal poverty line of $25,750 for a family of four, slightly more than the average
as well.
• Medford residents are better educated than that of Greater Boston. 92.3% graduated high school and ½ have a
Bachelor’s degree. Our percentage of higher education graduates is about 10% higher than the region and 20%
higher than the state.
• Most Medford workers drive to work and spend more time traveling than average. The average commute is
32.1 minutes, higher than the greater Boston average. 60% of workers drive to work alone. 20% take public
transit. Just 6% walk or bike and just 8% carpool.
• Of the 23,580 homes in Medford, 57% are owner-occupied but just 44% are single family homes.
• Medford is diverse. 32% of children ages 5-17 speak a language other than English at home. 21.6% of Medford
residents are foreign-born, 20% higher than the region, with near equal parts immigrating from Europe, Asia
and Latin America. 27% of our residents are non-white.

Source: https://censusreporter.org/profiles/16000US2539835-medford-ma/

pg. 5
Leadership and Management
With Medford changing, our approach to City Hall leadership and management also needs to change. It is strongly
recommended that the new Administration embrace the best practices in organizational management in both the public
and private sector. Decades ago, city governments across Massachusetts were filled with familial connections and
political patronage. Today, the old way doesn’t work. It is recommended that Medford embrace a professional
approach to government, with the most qualified, experienced and hard-working employees appointed to critical roles
by experienced department leaders, not the Mayor personally.

Once department heads understand the expectations for success, they should be empowered and held accountable.
Transparency and accountability go hand-in-hand. The government needs the information management tools to be able
to assess its efficiency and effectiveness. Tools like a geographic information system (GIS) and dashboards help drive
teams towards efficacy and goal-oriented problem solving. This requires greater emphasis on performance benchmarks.
The mindset that it’s a private sector concept to define a strategic vision and measure success towards that vision should
be retired and replaced with a data-driven approach to management and planning. Many departments are already
taking this approach and they can serve as models to adopt these best practices. Furthermore, many initiatives are
already being advanced successfully. The best practices in project management that accompany these initiatives need
to be studied and broadened across more interdepartmental work and in revision of antiquated business processes.

The Mayor’s cabinet should consider itself a unified team working together to make the change that voters demand.
Historical silos should not prevent goals from being achieved. While institutional knowledge is vital, every department
leader should embrace an openness to change. Every department head should know who their customer is. Driving
towards the most cost-effective solutions for those customers can help improve the decision-making process. While
interpersonal relationships matter, they are secondary to the importance of professional collaboration to accomplish a
goal. In place of “What does the Mayor want?”, constituents ask that the primary question be “what can be
accomplished for the community within the confines of a budget?”

A shared vision, freedom and empowerment of department heads, coupled with consistent accountability, will unlock
the best ideas and service. Furthermore, existing staff up-and-down an organizational chart needs to be tapped to
ensure they are encouraged to share the best ideas for how things can be accomplished more efficiently.

There are two recommendations related to the organizational structure:

1) Study the ability to consolidate some operations to reduce the number of department heads reporting directly
to the Mayor. In 2019, between 17 and 20 department heads report directly to the Mayor. This is roughly
double the conventional structure for an executive overseeing an operation of this size. It is recommended that
the new Administration consider consolidating some operations so a less flat management hierarchy exists. This
will require significant department head input and likely will require a recommendation and consensus with the
City Council to adjust related ordinances.

2) Separate the role of Chief of Staff and Director of Personnel. With so many critical priorities, including
improving communication, and supporting on-time, on-budget delivery of the police station and library, it is
recommended that these roles be split. To professionalize the government, a Human Resources function
outside of the Mayor’s office would support several critical priorities. This will improve the likelihood that
department heads have adequate support around hiring, performance management, executive coaching,
employee relations and wellness, and benefits optimization.

pg. 6
Municipal Tools and Best Practices
A critical mass of attendees in the public listening sessions describe city employees as hard working and well
intentioned. There were three consistently described opportunities for improvement: i) consistent responsiveness, ii)
lack of policy and procedures, and iii) resistance to change, especially in adoption of technology. A closer look at the
tools, workflows, and infrastructure underscore challenges that will take significant time and change management focus
to resolve. Without common tools, employees are spending significant time manually conducting tasks that could be
more efficiently executed.

1. City Financial Management Software. The City uses antiquated accounting and budgeting tools. While there are
many platforms that integrate budgeting, accounting, accounts payables, accounts receivable, and cash
management, Medford has not updated its software. For example, budgeting is done on independent excel files
that require significant hours to double-check, organize, and aggregate. This is atypical, inefficient, and diverts
limited staff time away from analysis and planning due to the lack of reliance on conventional technology to
organize and tabulate the budget. The Committee recommends developing a plan to transition to more robust
and modern software, with consulting expertise to help develop the strategy for integration.

2. Payroll Processes. Much of City payroll process is performed manually. The amount of time required to do so,
combined with lack of conventional controls associated with processing payroll electronically, calls for a plan to
adjust to a more conventional approach, with necessary sequencing and other related software updates. Recent
payroll controversy underscores the need for the best possible approach to have a payroll processing system
that efficiently tracks time, compensation, paid time off, and ensures efficient manager approval.

3. City Infrastructure Asset Management. Comprehensive asset management staff oversight and planning for core
infrastructure preservation would be greatly beneficial to the City. For example, the city could greatly benefit
from a pavement asset management plan. Medford’s 115 miles of roadways are tired. Most well-managed
communities conduct a technical assessment of the roadways and sidewalks. The assessment requires an up-
front cost and periodic updating to hire consultants to assess objective measures and create scores for each
roadway. Funding could be provided by state grant for this work. The specific assessment scores, combined
pg. 7
with strategy on percentage of resources allocated to primary thoroughfares versus secondary streets, create an
objective methodology to deploy resources. The assessment can also be paired with cost modeling and current
budgeted resources to create long-term planning schedules for the City Council and the public to know a date
range when they can expect their street to be addressed. As other city asset management strategies emerge,
these can be used to ensure the smartest investment of funds to align need. For example, the City smartly
addresses necessary water infrastructure upgrades for 100+ year old infrastructure when it conducts
comprehensive street resurfacing. A matrix that overlays pavement condition with utility condition to
determine highest needs would be more effective than relying on only one metric. This approach reduces ad-
hoc decisions, a complaint-based approach or undue political consideration in resource allocation.

4. Policies and Document Management and Retention. Like any complex organization subject to change, the City
could benefit from business continuity plans. Throughout the transition, we heard repetitive anecdotes where a
function was properly done and then following a staff departure, the function was dropped entirely, or the next
staff member hired had to relearn the processes necessary to execute the role. This challenge is also articulated
in the City’s audit management letters. The City has a robust number of employees at or near a well-deserved
retirement, making this even more critical. Going forward, we recommend that core functions be documented,
including workflows, contacts, resources, and deadlines. These documents support ongoing operation of the
city regardless of promotion, retirement or other personnel change.

5. Performance Evaluations. It appears only one department within City Hall conducts regular performance
evaluations to help employees set goals, monitor progress, and provide coaching and other resources to support
professional growth and achievement. The need to systematically set goals, monitor advancement, and course-
correct is an essential part of management. The ability for department heads to have goals cascade up and
down the organizational chain so that each employees’ contributions feed into a larger picture supports a
coordinated effort where the sum of the parts amount to more than individual contributions.

6. Constituent Services and Communications. There do not appear to be consistent protocols for response to
resident requests for services. Many members of the public describe personal relationships with department
heads as critical to solving problems. Others describe no response or no knowledge of who to contact to solve
what problem. Developing a clear constituent services protocol will reduce frustration from residents in lack of
communication. It will also allow division heads to be more efficient since in the previous method, it was not
uncommon to receive direction from up to six uncoordinated areas (i.e. direct from resident, direct supervisor,
Mayor’s Office, Mayor directly, City Council, related division within the same department).

Transparency and Communication


There is robust consensus that our government needs to be more transparent. A consistent willingness to share more
information will benefit our City. For some, there is a lack of trust in government that can only be overcome by a
consistent willingness to share process, progress, and results – good or bad. Many also show a sincere wish to engage
and support their government through volunteering on boards or community-based organizations or participation in
public discussion. The ability for these citizens to add to a productive discourse and solve problems is dependent on the
free flow of data and decisions. The current feeling expressed by many of these existing volunteers is that there have
been several successful ad-hoc programs and initiatives but the overall vision and strategy for which these programs
connect is less clear.

Rather than focus only on sharing results, there is a strong desire to share the proposed process the Administration will
utilize to achieve our goals. Public engagement processes, combined with a collaborative approach across School
Committee, City Council and Administration, and leadership from the Mayor together will achieve a vision for our future.
This will help publicize opportunities for public input and will create a predictable arch of information gathering, policy
development and decision-making. Whether fair or unfair, residents currently question the intention of several city
pg. 8
initiatives because of a lack of clear process or perceived starts and Key Facts about Medford’s History
stops in priorities with deliberation largely behind closed doors.
Ongoing participation from the Mayor or the Mayor’s Office in City 1. Medford, founded in 1630, is the 5th
Council meetings will support the public’s view into the dialogue oldest community in Massachusetts behind
around key priorities. Many suggest the Mayor sit with the Council Plymouth, Salem, Lynn, and Boston.
every 4-8 weeks, mostly in subcommittee meetings focused on
2. The Middlesex Canal, which ran through
advancing specific topics. Others also suggest a monthly or
Medford along the Mystic River, was
quarterly newsletter from the Mayor’s office. There is also a desire
considered the greatest example of
for continued opportunities for community engagement, similar to engineering of its time when it was
the listening sessions that took place during the Transition. completed in 1803. The canal connected
Boston Harbor to the Merrimack River and
With effective communication a core goal, the Administration is
allowed for transport and industrial
also encouraged to explore multiple cost-effective ways to use
expansion in Waltham, Lowell and beyond.
social media and share information. The previous Administration
made significant strides in this regard. However, information is not 3. Medford Clipper Ships, built in the mid-
consistently shared across all departments and the methods used 1800s, set world records carrying cargoes
across departments are not coordinated or reliable. Some around the world. Thatcher Magoun and
common questions were how do animal control, recycling and tree several notable shipbuilders created more
services work. Furthermore, there is a strong desire for than 700 wooden vessels along the Mystic
communication about key announcements to be coordinated River. As the best in the business, these
across MPS and City Hall. There is also a question regarding why thinkers and tinkers helped push our
the responsibility to communicate via reverse 911 falls on the community to the forefront of Metropolitan
police department instead of each Department or a broader Boston.
coordinated strategy.
4. The Middlesex Fells was the first parkland
Technology is a critical component of transparency. The City’s created by eminent domain. In 1894, the
website can also be used as a more effective tool to help residents Commonwealth of Massachusetts
find key information. It was recently relaunched but navigation purchased some 2,500 acres of land for
continues to be a challenge for many, especially those who $85,000 to save the rugged and wooded
primarily use smart phones to access the web. Here are some landscape from development.
suggestions submitted to the Transition to improve navigation.
5. Medford City Hall is built on our original
1. Create a ‘quick links’ navigation menu (both Boston and Town Common. The city purchased the land
Cambridge can be used as examples). Ensure the main in the late 19th century as part of a planned
page covers common requests made by three categories: civic center, but at that time only the
residents, businesses, and visitors. Washington School was constructed. City
2. Make access to data more accessible. Requests for Hall wasn't built until the 1930s by the New
information by content type include: Deal’s US Works Progress Administration.
a. Property records
b. GIS 6. Medford was a key part of the
c. Forms database (i.e. applying for a parking permit) Underground Railroad—a network of safe
d. Department listing, with categorization, description houses and secret routes that slaves used to
of what they do, what requests they are escape to free states in the North and
responsible for, and consistent contact Canada between 1850 and 1860. The
Stearns estate was one of the more
information. For example, public safety could be
prominent locations where freed slaves
categorized and then the police and fire websites
sought refuge.
standardized and included. All departments should
have phone numbers, office hours and email *Source: Medford Historic Commission
addresses published on the website.
e. Provide City Councilors with City email addresses.
pg. 9
3. Explore creating a technology committee to advise on best practices in utilizing information management
systems in private, nonprofit and government. This focus group could help identify opportunities to use
technology to track and share critical information within the government and with the public.

The City building department is intending to roll out a significant technology upgrade that is exciting, but the plan to
communicate the platform’s goals, benefits, tools and anticipated FAQs will be essential to its success.

In addition, there were recommendations to increase the City’s outreach capacity to reach seniors who may be home-
bound, as well as segments of the population not able to participate in the current methods of communication due to
various barriers.

• A neighbor-to-neighbor approach where the city relies on trusted voices in the community to connect
disconnected residents with city and community information could bridge the gap. The senior work-off program
could support this effort. The effort needs to understand and respect the current technology utilization among
older seniors and low-income communities.
• The current police community feedback meetings championed by Chief Buckley and Councilor Falco were cited
as a positive example of engagement.

West Medford Community Center Public Listening Session

Financial Management
Careful stewardship of resources must be a central theme of any Administration. Meeting an appropriate level of
services without posing an undue hardship on residents requires efficiency, prudence, and planning in every facet of
government.

While the FY19 residential tax rate of $9.60 per $1,000 of value is among the lowest in Greater Boston, Medford real
estate values have grown consistently, resulting in higher tax bills and challenges for many Medford taxpayers.
Furthermore, the commercial tax rate and commercial tax base are far less competitive compared to other inner core
pg. 10
cities and suburbs. The lack of a robust commercial tax base limits Medford’s options for raising the revenue necessary
to support the desired level of services.

Residential Tax Commercial Tax Melrose $10.81 $18.81


Rate Per Rate Per Somerville $10.76 $17.33
Thousand Thousand Stoneham $11.22 $21.33
Arlington $11.26 $11.26 Winchester $12.11 $11.45
Boston $10.54 $25.00 Statewide $15.48 $17.37
Malden $13.27 $20.53 median
Medford $9.60 $18.43

The AA+ S&P bond rating is an asset to the city that allows us to borrow at competitive rates. The 2019 30-year bond
offering of $25.02M resulted in an interest rate of 2.867%. Even at that exceptional rate, annual debt for the new police
facility is expected to cost approximately $1.25M per year until 2050. $18M in additional debt for the new library, which
is yet to be bonded, is expected to cost approximately $896,000 per year in debt service payments until 2051. This
requires the target $4M in library fundraising is successful. With additional debt to be assumed for the new library,
eventual debt for a fire station, ongoing water/sewer infrastructure needs, regular citizen requests for street and
sidewalk resurfacing, renovated parks, and the looming question on the future of the high school, Medford is faced with
serious financial challenges that will require a discussion about priorities and additional growth in the tax base to meet
ongoing needs. There are no easy solutions to this question.

Simply put, the demand for services across a host of categories would require significant additional expenditures even
with additional efficiencies in place. There needs to be a clear strategy embraced by the public and Council for how to
pay for those services OR to educate the public that they are unaffordable. With state aide generally expected to stay
flat (currently hovering around 40% of total revenue), there are three primary ways to grow the revenue necessary to
support most expenditures: i) grow the tax base through development, ii) raise taxes, and iii) to a much lesser extent,
state, federal and private fundraising. The past five-years have shown a downward trend in new growth. With the tax
rates and levy limit recently settled, it’s clear that difficult decisions about priorities lie ahead and there is a mismatch
between cost of existing services, city infrastructure needs, and current revenue.

Valuation Growth New growth Levy Limit


FY18 2,628,505 1,759,480 109,528,185
FY19 2,738,205 1,674,128 113,940,518
FY20 2,848,448 1,352,289 118,138,663
FY21 2,950,000 1,435,768 122,524,431
(Estimate only) (90% of 3-Year Ave.) (Estimate only)

There is also a consensus that the current level of city services are not keeping pace with the expectations of residents.
Along with concerns about the quality of some services, multiple stakeholders provided recommendations for necessary
enhancements to the level of services provided. These include, but are not limited to:

1) Adding to street sweeping capacity. Increased fall and spring frequency within neighborhoods. An extended
season after Thanksgiving. Cleaning catch-basins is a particular concern.
2) Studying our current approach to recycling, including adequacy of pick-ups or drop locations and better
ability to properly dispose of compost or hazardous materials.
3) Increased and more timely yard waste pick-ups, particularly extending after Thanksgiving.
4) Adding a Saturday shift of DPW workers to support weekend business activity.
5) Enhancing code enforcement efforts, particularly in areas surrounding Tufts University.
6) Enhanced street safety improvements.
7) Stump removal and tree pruning.

pg. 11
8) Enhancing curb, pothole and sidewalk maintenance.
9) Expanding in-house snow removal capacity.
10) Improved maintenance of sewer and drainage infrastructure.

To create a conversation about budget priorities, it is recommended that the Mayor deliver the budget proposal to the
Council in the month of May to give the public and the Council the requisite time to understand and deliberate about
priorities. It would be beneficial if the budget document includes more detail on how the government uses its
resources, including organizational charts, department goals, proposed performance metrics and peer benchmarking.
Within a two-year timeframe, a new web-based budget presentation tool may help interested residents dive deeper into
budget details.

Total FY/20 Budget


Expenditures per Resident
Arlington $3,765
Malden $2,905
Medford $3,153
Melrose $3,239
Stoneham $3,249
Winchester $5,732
pg. 12
In addition to city services, there are a variety of thoughtful proposals to invest more money in Medford Public Schools
(MPS). Using state reporting metrics, Medford currently invests $17,632 per in-district pupil as of 2018, placing us in the
top 32% of Mass. school districts. Some point out that the methodology used to compare school district spending isn’t
consistent across all districts and this ranking is flawed because of it. For example, this excludes debt payments for the
school facilities constructed in the early 2000s but includes some recreational facilities budgeted elsewhere in the peer
group. It is also worth noting an additional $10M flow to schools outside of the Medford public schools for the
education of Medford residents.

The passage of the Student Opportunities Act, championed by Medford’s legislative delegation and many advocates
from Medford, will provide much-needed resources to maximize opportunity for more students to achieve their
definition of success, but the needs will remain plentiful. It is recommended that a meaningful dialogue take place in
the coming year to determine i) how the Student Opportunity Act can have the most impact, ii) what Medford can afford
in additional education expenditures, how that compares to need, and where funds are best prioritized in the short and
long-term and iii) how to address ongoing maintenance issues at the high school and in overall upkeep.

There is also a need to ensure the Fire Department has adequate facilities and equipment. The City’s capital plan
includes $1.5M for feasibility studies and design work on a new station. Despite this, the strategy to pay for the station
construction has not been clear. The prior choice to separate the police and fire stations, and the overall lack of
communication or progress has resulted in a delay in construction of a fire station despite substandard building
conditions and unclear future for a training facility. Recent debt added to the City’s balance sheet has not made this
picture any clearer. The Committee recommends that the new Administration determine how long that delay will occur
as the City i) collaboratively discusses and selects a location, program and design, ii) determines what resources are
necessary and available to support an appropriate facility and iii) what steps will occur in the meantime to advance the
process without sacrificing safety and basic standards.

Economic Development and Business Navigation


Medford has a history as an economic engine, as a home to shipbuilding, brick and tile manufacturing, distilling, and
later light industrial and service-oriented businesses. Despite the success of Station Landing and neighboring community
commercial growth, Medford’s commercial tax base has been shrinking and currently sits at a low of 10.6%, down from
13% in 2012 (https://patch.com/massachusetts/medford/see-how-medfords-commercial-tax-base-compares-to-
comm64e9c1e937).

In light of the need to meet growing demands for city services, increasing opportunities to grow businesses and support
commercial growth should be a priority for the coming years. However, there is no current department leader charged
with the singular responsibility of fostering economic growth. This role was assigned to a junior member of the Mayor’s
staff assigned to the title of liaison, who was also responsible for event planning and serving as liaison for the arts and
the library. Exploring the creation of a Director of Economic Development who would be authorized to advance policies
and interdepartmental coordination necessary to grow businesses in Medford could help the City increase its
commercial tax base and create jobs. This new position could advance some of the following:

1) Explore ways to make it easier for businesses to open. Create and publish a flow chart of necessary approvals,
including key contacts and sequence that are necessary to open common businesses. Update the Business
resource guide (see appendix B for current document).

2) Ensure interdepartmental coordination, potentially led by the Mayor or a newly created position of Economic
Development Director, to ensure business-related issues are solved. The Director could ensure pre-application
meetings are consistently held between key department heads (i.e. Community Development, Fire, Building,
Public Health – Inspectional Services) with business leaders seeking to foster commercial development. They
could also serve as a permit ombudsman for new developments that add jobs with living wages.

pg. 13
3) Engage the Chamber of Commerce. Find ways for the Chamber to be available at City Hall during certain times.
Retire the Mayor’s ribbon cutting scissors and partner with business owners and the Chamber in sharing these
celebrations.

4) Ensure the City’s website has key contacts for business and information to help them know what steps they
need to take.

5) Find new ways for tourism to be championed in City Hall. For example, the Royall House and Slave quarters has
seen an enormous growth in tourism in the last five years. A coordinated historic tour could bring more private
tourism activity focused on Medford’s rich history.

6) Embrace the creative economy in Medford. Arts and culture are central parts of Medford’s vibrancy. Embrace
the ingredients that have led to the Chevalier’s resurgence in all of Medford’s squares.

Arts and Culture


Medford has a strong artist community. From Spotlight and other performance arts to the growing amount of public
art, and the rich arts programming across the city, it’s clear that art is a part of most people’s lives in Medford. The
Chevalier is perhaps the most glaring example that arts also contribute to our economy in meaningful ways, but it is also
important that the overall role of the creative economy in Medford be appreciated as well.

There is significant support to have the Mayor embrace branding Medford as a creative cultural home and take concrete
steps to support that effort. This is consistent with many other cities with blue-collar roots who have opened their
doors to artists as the nature of manufacturing and light industrial areas change in the 21st century economy.

There are several concrete steps the Mayor can consider in support of the arts:

1) Build a bridge between the business community and the artist community. Beautifying the squares is a
consistent economic development priority. Vacant storefronts or existing businesses and privately-owned
public spaces would be enhanced through a more concrete partnership between the nonprofit artist
community, the Chamber of Commerce and private business.

2) Ensure City Hall includes someone responsible for serving as a liaison with the arts community. The
coordination of approvals and location and logistics for arts programming is critical. While the City is under
budget constraints and it’s not clear whether a fulltime art liaison is affordable even though it’s desirable,
assigning a specific point of contact to support the arts as part of their role is essential. This person would help
to ensure artists installations continue to exist in City Hall. The role could exist in the Mayor’s office, but could
also exist in the Office of Community Development (OCD) where many peer cities organize this work as part of
an interdisciplinary team. Locating the work in OCD could support greater placemaking emphasis and more
strategic planning with arts and culture central to that thinking.

3) Medford Arts Council distributes grants to artists made possible through financial support from the Mass.
Cultural Council and an appropriation from the City of Medford. There is a strong desire to continue this
partnership in support of the arts to provide funding throughout the City. The Medford Arts Council has been
able to take a strategic approach to its grantmaking. This is a potential model for how to approach prioritization
of scarce program dollars in the city.

pg. 14
4) Support a permanent
home for the arts. A
feasibility study has been
commissioned to study the
potential to transition the
Hegner Center, located at
15 Maple Park Ave. near
Gillis field into an arts
center. While there
appears to be consensus
within the arts community
to support this location
specifically, there is a strong desire for the Mayor to support the creation of an arts center that would create a
dedicated home for Medford’s artists and community-based organization. The arts community has asked the
new Administration to be clear about the path forward on Hegner’s future, including questions about
procurement and legal structure for a ground lease or other transfer. It’s worth noting that the long-term
operating costs of the Arts Center would not be a city responsibility under the current Hegner proposal.

5) Embrace performance arts to activate our public spaces and engage young people. Dance and music are
amazing opportunities for youth development. While the Medford Recreation Department has done great work
in its short history, expanding programming well beyond active sports and swimming is a worthy goal.

Planning, Growth and Development


The Transition Subcommittee held two public listening sessions to identify instances of consensus, divergent opinions,
opportunities for improvements to residents’ quality of life and how best to meet community needs as they pertain to
planning, growth and development. This document focuses on three key areas and makes both short-term and long-
term recommendations for each:

1. Zoning Regulation and Development Policy


2. Transparent and Effective Public Process
3. Growth and Organizational Function

It is important to note that throughout the process key themes were identified repeatedly: communication,
transparency and responsiveness as well as the immediate opportunities and benefits to improving technology, process
and culture. Although these can be applied across all areas of service, this report focuses closely on how they relate to
planning, growth and development. The general takeaways from our research and discussions are as follows:

1) Resident and guest interactions should be conducted with an eye towards fostering a customer service culture.
Opportunities to improve communication include:
• Frequent, timely and clear community engagement efforts and outward communications from City Hall
• Expedite inbound communication response / update / resolution time frames
• Facilitate communication between and among departments

2) Use of the City website as a portal for information and data sharing. Make all documentation readily available to the
public and digitized for real time access. It is recommended that process mapping and frequently asked question
(FAQ) should be the first among items publicized.

3) Structure teams and secure resources to assure that residents’ needs are being investigated, responded to and
ultimately addressed.

pg. 15
4) Uphold zoning ordinances and conduct reviews for loopholes that threaten our neighborhoods, for opportunities to
modernize our code, and encourage purposeful growth.

5) There are significant benefits to improving and broadening Medford’s Planning Growth and Development (PGD)
processes, which are uniformly viewed as poorly structured, ineffective, ambiguous, incomplete and poorly
communicated.

A compilation of representative comments received at PGD listening sessions along with the Committee’s overall
assessment and recommendations to address community concerns follows within.

1) Zoning Regulation and Development Policy

Medford’s zoning regulations need comprehensive review and updating, where appropriate, to reflect the needs of
Medford in the 21st century. Purposeful updates to our zoning backed by a clear vision will guide development where
we want it, prevent inconsistent and excessive use of variances to facilitate development, and close loopholes.
Neighborhoods are being threatened by inappropriate development and by the loss of historic assets because of a lack
of regulatory protection.

i. Short and Medium-Term Goals

Community: Hold public meetings regularly throughout planning, design, and construction processes.
o For public projects, hold community meetings before projects are awarded and during the design and
application process to gather substantive input and present findings and proposed changes before
submission to City Council.
o Propose that all projects over 5,000 Square feet hold and compile substantive feedback from community
meetings as part of the application process, beginning with a community engagement meeting, the minutes
of which to be included with the project application.

Development Review: Focus on protecting neighborhoods while encouraging responsible growth in a purposeful
way.
o Begin peer to peer dialogues with surrounding cities/towns to ascertain successful approaches, and lessons
learned and apply best practices from the data
o Investigate implementation of a Design Review process in order to strengthen Medford’s ability to influence
and guide new projects in a manner that gives Medford the highest quality new buildings that maintain the
integrity of and enhance our neighborhoods.
o Research and propose linkage contribution requirements from developers to be deposited in a transparent
City controlled fund, which allows the City to improve infrastructure, traffic mitigation, open space, public
facilities and other municipal needs, thus leveraging Medford's assets to finance needed upgrades for the
benefit of both new and existing development.
o Investigate establishing a community and/or business development fund to work in conjunction with the
above.
o Formulate a plan and process for responding to M.G.L. c. 40B applications.

Zoning Review: Establish a “road map” for the process of zoning and development review, changes, and
implementation, consisting of a general scope of the steps or phases that will be involved, estimated timeline, the
staff and committees that will guide the efforts, and the estimated resources needed to implement the process.
o Update Medford’s GLAM (General Land Area Minimum) calculations to reach safe harbor under M.G.L. c.
40B. If Medford’s Subsidized Housing Inventory was 1.5% or higher of the total area zoned for residential,
commercial, or industrial use, we could deny or condition a 40B Housing application.
o Engage the community and prepare a Housing Production Plan so that the City can obtain Housing
Certification to improve its leverage in negotiating for Comprehensive Permit projects that align with
community needs and objectives.
pg. 16
o Hire a zoning expert to conduct a comprehensive diagnostic review of all zoning regulations and to identify
and close loopholes in the zoning regulations so that development is done by right and not by variance.
o Consider the feasibility of strengthening Inclusionary Zoning.
o Consider establishing additional Local Historic Districts, and/or adjusting dimensional regulations to stop
tear downs
o Identify short-term priorities for planning and zoning updates, such as Mystic Avenue Corridor, Medford
Square, High Street, Riverside Ave, Salem Street and areas around GLX stations.
o Convene a committee or task force to evaluate alternatives for zoning and overlay districts.

Impactful Incremental Changes / Big Ideas / Vision


Retain a consultant and develop a 5-year infrastructure plan like Somerville and Cambridge
o Cambridge Streets:
https://www.cambridgema.gov/Departments/publicworks/Initiatives/fiveyearplanforsidewalkandstreetreco
nstruction

pg. 17
Somerville Streets:

ii. Long-Term Goals

Community: Medford should be a destination where people want to live, work, socialize, and spend time and
money.
o Complete neighborhoods provide shopping, dining entertainment, employment opportunities, housing
affordable to people who work in the neighborhood, be safe for walking and biking, and have access to
transportation alternatives (i.e., more frequent and consistent bus routes, improved train service, shuttle
boat).
o New development should be compatible with our neighborhood character and reflect our history.

Development Review: There is consensus that Medford has been reactive rather than proactive in addressing
development in general, specifically the need for housing to be affordable and for families to be able to afford to
remain in Medford.

pg. 18
o Develop best practices and operating procedures based upon peer-to-peer dialogues with surrounding cities
and towns.
o Receive Design Review task force recommendations, communicate the results, establish and implement the
process.
o Engage the community to prioritize any linkage surplus to be applied outside of impacted neighborhood(s);
perhaps through a participatory budgeting format.
o Control large-scale development, particularly when projects are near each other in order to protect the
neighborhoods, and account for traffic and municipal services considerations.
o Establish additional Local Historic Districts to protect historic buildings.
o Develop, build consensus amongst residents, and implement plans for Medford Square, the Mystic Avenue
Corridor, High Street, Riverside Ave, Salem Street. These plans should focus on, placemaking, increasing
walkability, promoting commercial and entertainment uses, and establishing destinations for residents and
visitors.
o Incorporate an environmentally friendly mindset and promote resiliency, sustainability and green spaces.
o Concentrate new multiuse developments near public transit, add dedicated bus lanes to major Medford
roads where feasible, and enhance walking, biking, and public transportation.
o In conjunction with all of the above, is the need for a robust Community Development Department to
oversee engagement and implement these efforts.

Zoning Review: Identify where the current zoning is inconsistent with needs, preferences, and policies, or where
existing policies and requirements are internally inconsistent or incompatible.
o Receive results from the committee/task force on zoning and overlay districts
o Develop a process to find consensus around the issues to be addressed in zoning changes, community goals,
alternatives to be considered, and the specifications of the zoning that is to be proposed.

Impactful Incremental Changes / Big Ideas / Vision

Vision: Create an overarching guiding vision document that looks ahead 10-15 years and asks questions about
what we want to be as a community and where we want to preserve and protect.
o Encourage thoughtful development for the good of neighbors and neighborhoods, possibly incorporating
neighborhood-level studies or plans into a citywide comprehensive plan and growth strategy.
o The 400th anniversary of Medford’s founding in 1630 could present an inspirational target for a visioning
strategy with a 10-year horizon.
o Investigate water taxi service as a method of transportation and for leisure.
o Incorporate the arts and culture.
pg. 19
o Promote the history of Medford and its residents, and foster tourism to expand our economic profile.
o Other long-term and ambitious resident suggestions included exploring re-opening the existing rail
connecting Wellington to Medford Square for trollies or light rail, exploring shutting down Route 93 off-
ramps to Medford Square to decrease cut through traffic, and studying the eliminating the Route 16
overpass to Main Street and make it a surface road creating a 4-way intersection and improve pedestrian
traffic to the river.

Development: There is a lack of consensus regarding how much and what scale of development should be
allowed in Medford.
o Various listening session attendees voiced a range of concerns that there is already too much development,
that there is not enough development, that current development is too intrusive and is changing the
character of our neighborhoods, that we are not changing fast enough.
o There is however consensus that communication around development has been lacking and has further
exacerbated the issues.
o The impact of future residential development on city services, particularly traffic and impact on schools, are
areas of concern for many residents.
▪ In order to understand the impact of new apartment communities on school enrollment, the City
could share aggregate school enrollment counts for new developments of 10 units or more
constructed in the prior 5 years.
▪ In addition, understanding the additional traffic impact from these same developments would be
useful information to inform a fact-based discussion. Total vehicle trips created per day for the
aforementioned group and as a percentage of total vehicle trips in the city would help understand
whether new residential development is a significant driver of congestion.
▪ Finally, there is a significant amount of parking required to be built under current zoning when
constructing new apartment buildings. Polling property owners to understand the actual extent to
which this parking is utilized or sitting vacant is another useful datapoint for future decisions.

Zoning: Consider the use of Chapter 40R/S to take advantage of State funding incentives if we are apt to adopt
zoning that complies with 40R/S requirements.
o Due to time constraints the subcommittee did not discuss this topic in detail; but recommends additional
community dialogue and research on the matter.

2) Transparent and Effective Public Process

Medford residents deserve improved communication and transparency so that they feel respected, informed and heard.
There is consensus that communication failures regarding public and private projects have hurt the community.

i. Short-Term Goals

Accountability: Participants in the listening sessions highlighted as a top priority that they would like to see the
City improve accountability and responsiveness.
o Establish and clearly document knowable processes and policies for accessing services, reporting issues,
regulatory enforcement, or obtaining applications or other information.
o Evaluate our online system (SeeClickFix) for logging and responding to complaints and organizational needs
to enable adequate responsiveness to issues and requests for services.
o Investigate multiple avenues for issue submission as not all community members are computer literate, nor
do they have ready access to the internet.

Communication: Notify residents in meaningful and varied ways in advance of public hearings and decisions and
during an approval process.
o Engage a Communications resource with technology expertise.

pg. 20
o Investigate alternative methods of sharing information.
▪ Sandwich boards, yard signs in neighborhoods, Reverse911, social media, posted flyers, bill inserts,
neighborhood centric direct mailers, etc.
o Make community meetings more accessible.
▪ Have a master calendar of board, committee, and council meetings
▪ Video-record and post all public meetings on the Cable station and/or online along with all meeting
agendas and minutes.
▪ Install a wireless projector in the Council chambers and a screen Rooms 201 and 207 so that AV and
the necessary adapters so that they can be easily used during meetings and content being discussed
can be projected for the audience and those watching via recordings to follow along.
▪ Bring community engagement meetings to the public where they are comfortable at the times when
they are available using the communication methods that they are most comfortable with.

Community: Encourage development of neighborhood or ward associations to provide conduits to the Mayor’s
Office, City Council, and City Hall and to improve representation of all neighborhoods.

Transparency: Provide budget drafts online and to the public prior to the June 30th deadline for final budget
submission.
o Involve or inform the public about policy, development, or capital improvement projects. Be transparent
and realistic about how projects will be funded.
o Share how funds are being used from different revenue sources such as linkage fees, PILOT, etc.
o Introduce an ordinance to codify open data practices for City Hall and city services.

ii. Long-Term Goals

Accountability: City departments and resources should be efficient, intuitive, and accessible.
o Implement an accountability structure and direct staff to follow this structure.
o Make FAQ’s and How-To’s available online and to the public.

Communication: Provide easy external access to all public filings (bid documents, building permits, applications,
etc.), as well as ongoing planning projects and documents related to development projects in the pipeline. Require
City documents, including budgets, data, regulations, mapping of regulated areas like zoning and historic districts,
policies, and proposed regulatory changes, to be provided with context and documentation in an easily
understood format.

pg. 21
Community: Provide greater transparency throughout decision-making processes so that residents can share
their ideas, concerns, and questions openly and be told exactly how their feedback is going to be used and how a
decision is going to be made.
o Engage a broader range of residents (age, race/ethnicity, income, language, etc.).
o Advance the initiation of a Charter review process to increase Ward representation.
Transparency: Consider participatory budgeting to set aside an amount of the annual budget for projects and
allow the public to vote on projects that they want funded.

3) Growth and Organizational Function

Medford residents are concerned about rising housing costs, increased traffic, quality of life and the ability to remain in
Medford. This calls for a forward-looking, positive, community-supported, and city-guided plan for development.

i. Short and Medium-Term Goals

Assets: Evaluate capital needs and space utilization in all municipal facilities, buildings, parks, and infrastructure,
and identify deficiencies and inefficiencies so that this data can be leveraged to develop a capital improvement
plan and corresponding budget.

Economic Development: Consider efforts that would make the process of opening a business in, or moving one to
Medford inviting and expedient
o Assign a Concierge/Ombudsman to shepherd new businesses and individuals through the permitting process
and to foster economic growth in Medford.
o Evaluate opportunities and strategies for promoting commercial investment in all business districts.
o Make the process of opening a business in Medford clear, concise and more intuitive.

Housing: Expand Medford’s organizational capacity to support and fund housing initiatives, to guide affordable
housing development responsibly, and to keep residents involved and informed throughout.
o Expand the existing City webpage to provide more in-depth information about housing - to include items
such as a list of terms and definitions, existing housing programs (including links to non-city resources
available to Medford residents), description of existing and proposed affordable housing units, and
information about affordable housing in general, both statutory and non-statutory.
o Appoint a committee or task force to investigate establishing an Affordable Housing Trust.
o Consider engaging a resource to focus on coordination of affordable housing development, management
and programs.

Historic Preservation: Bolster the efforts of our historical committees


o Assign a resource to support the two historical committees which have a regulatory role in the development
process
o Formalize a process for coordination/consultation among committees and municipal departments.

Planning: Improve the consistency of coordination for planning initiatives. Increase capacity to plan, coordinate,
and manage projects and to apply for grants.
o Engage a Change Champion to focus on the people-side of change and craft an appropriate implementation
plan that engages the community, addresses concerns, builds consensus, monitors progress and makes
corrective efforts.
o Explore the best ways to take a comprehensive look at planning the future of the Green line corridor.

Transportation: Decisions about parking and traffic circulation should be made through a planning process,
reflecting community needs as well as the residents of individual streets.

pg. 22
Technology: Identify gaps and accelerate implementation of technology upgrades, such as a file-sharing system
across all departments, asset management software, permitting software, a finance system, a back-up system, and
improved GIS.

ii. Long-Term Goals

Assets: Identify and track metrics for capital needs on an ongoing basis for all City buildings, properties, and
roadways to enable the City to prioritize and schedule major projects and to track minor repairs and
improvements needed to keep facilities and equipment safe and functional.

Economic Development: Strengthen public/private partnerships by encouraging the business community to be


more proactive in promoting, recruiting, and advocating for commercial area improvements.

Housing: Affordable housing was consistently highlighted as a top concern by participants in the listening
sessions.
o Facilitate Medford residents’ ability to age in place and to live in multi-generational housing and
demonstrate a stronger commitment to advancing housing that is affordable.
o Identify additional resources and strengthen partnerships to support housing needs across socioeconomic
groups, including grant funding, other sources of revenue, and collaborating with nonprofit and community
partners.
o Consider new housing types/options including tiny houses, micro units for downsizing, co-housing
(individual living with shared common spaces), and supportive care housing.

Historic Preservation: Consider allocating resources to promote historic preservation by preparing a historic
preservation plan, completing inventories of neighborhoods and resources, to oversee historic preservation
needs.

o Promote greater awareness of historic resources to encourage preservation and cultural tourism.
o Complete the restoration and use of the Brooks Estates as a place for passive recreation and a revenue-
generating historic function facility set in this national register historic place.

Planning: Harmonize our planning needs such as economic development, historic preservation, housing, and
parks and our urban canopy across departments, boards, commissions and committees.

Transportation: Advocate and plan for all modes of mobility, including pedestrians, bicycles, transit riders,
automobiles, and other forms.

Technology: Update website to include information on all processes, projects, meetings/hearings and membership
of boards, commissions, and committees.

Impactful Incremental Changes / Big Ideas / Vision

Planning: Consider expanding community relations within City Hall to include community outreach and
engagement.

Vision: Leverage the beauty and convenience of the Mystic River with new boats and docks for tourism,
commuting to and from Assembly Row, Encore, downtown Boston, and Medford Square. Tie the completion of
the Clipper Ship Connector to promoting tourism and creating vibrancy.

pg. 23
Planning, Growth and Development Subcommittee Conclusion

In the past decade, Medford has witnessed a dramatic building boom that has many residents feeling that the character
of Medford and their neighborhoods are under attack. Medford’s present structure for dealing with Planning Growth
and Development is outdated across the board and is simply not capable of managing the process with the tools we
have. There is a desire for new structures, new leadership, and a more pro-active rather than reactive approach to
Planning Growth and Development.

Medford residents expressed the desire for improved communication on the issues including new development
proposals, capital improvement plans and preventative maintenance efforts. Concerned residents want access to
information and data in order to play a significant role in the process.

Ultimately, residents desire a Vision for Medford, a roadmap that allows us to update our zoning to reflect and
encourage building this vision. Supported by a newly created Design Review Board/Committee and well communicated
by the administration, we can leverage this vision and invite developers to join us in contributing to making Medford an
even better place to live, play and work.

pg. 24
Schools
Ensuring our schools create the best opportunities for students of all ages and circumstances to be successful and live
fulfilling, productive lives is a critical priority for the Mayor-elect. The Mayor plays a leadership role as School
Committee Chair but shares the overall policy-setting responsibility with the School Committee and with the Council
around fiscal policy. Councilors and School Committee members have discussed creating better ways for the two
elected bodies to stay aligned and in communication and those efforts should be advanced in 2020. The Transition
Committee and work of the subgroups included representatives of both the Council and School Committee and we are
hopeful the partnerships created seed continued collaboration.

Unlike City Hall operations, the school system day-to-day management responsibility falls to the Superintendent and not
the Mayor. The Mayor chairs the School Committee and the Committee’s responsibilities include:

1. Positively affecting student achievement as defined by the District.


2. Setting all District-wide school policies.
3. Hiring and evaluating the Superintendent and providing advice and consent for other key positions (including job
descriptions) in the School Department.
4. Establishing an appropriate budget rationally linked to District goals and policy, and proposing the budget to the
City Council.

Implicit in these responsibilities defined in M.G.L. ch. 71, sec. 34 is the need to define short and long -term
priorities. The themes outlined below reflect consistent input received by the Transition Committee both during its
public session, and from residents and community members. The themes should be viewed as important input to the
development of a comprehensive strategic plan for the District. Beginning to take action and advance incremental steps
will be important in the early part of the newly elected School Committee’s term which begins on January 6, 2020.
1) Engagement and Culture
Respectful communication and collaboration across all stakeholder groups must be a central theme of the School
District. Based on feedback from teachers and parents, there are some concrete actions that would improve this topic
in addition to a need for a consistent culture that values collaboration. The type of respectful, cooperative culture needs
to be set at the highest levels, starting with the School Committee, and carried throughout the system, including
parents, teachers, students and administrators.

In terms of specific steps, a commitment to conduct open forums for conversations across all levels of the District would
help foster growth and improve the culture. It is recommended that these conversations include focus topics while also
providing opportunities for parents and students to raise more general suggestions. The Subcommittee believes that the
ongoing forums will help increase family engagement, which is essential to the system. In addition, more regular
updates from the Superintendent and other administrators on the strategic direction and key initiatives will also
increase the connection between families and the schools. Teachers also felt this communication would be helpful and
valued. The District would benefit from a commitment to staff at all levels being engaged in evaluating the successes
and challenges of curriculum and programming. They can also provide valuable feedback when new structural changes
are made.

The Subcommittee also recommends assessing the building culture in each school building. It appears that many issues
are rooted in organizational culture issues and differences in approach from building to building. An assessment of
building culture to understand common and different values and approaches to communication, engagement,
curriculum support, compliance with District policies, and training on and sharing of best practices would create a
baseline set of needs and strengths. This data can be used to make changes and ensure equitable opportunities and
outcomes across all schools. A proper assessment will provide valuable input to the District as it prepares to design and
implement change in the future. The assessment should provide recommendations on successful implementation
strategies across different building cultures to help ensure a consistent outcome when a change is made, and it should

pg. 25
also recommend baseline changes across the District to prepare our schools for changes to come. The assessment may
identify schools where targeted improvements are needed.

The McGlynn Middle School was cited as a place where the culture and morale of the Middle school across both
teachers and students appears to be significantly improved in a relatively short time period and a culture assessment
should examine this change. Where this type of improvement is a necessary ingredient to maximize opportunities for
students to learn and thrive, studying lessons learned from the McGlynn Middle School and understanding what’s
replicable may be a good way to make improvements identified in the assessment. The School Committee should also
determine how ongoing culture assessment fits into its strategic plan as building culture isn’t static over time.

2) Staffing
There were multiple staffing issues presented. Each requires budgetary investment and an honest discussion about
needs versus available funding to ensure families know what is possible today. This honest discussion will also help
educate the community about the budget constraints the City works within each fiscal year. School administrators also
noted a word of caution about the impact of additional growth on elementary school facilities and staffing needs.

• Lack of substitute teachers was cited as a consistent District-wide problem. The Committee recommends a
compensation study and a review of the substitute program to determine the best opportunities to increase
availability of qualified substitutes
• Low school paraprofessional wages were also cited consistently. Creating a clear path, ideally ahead of the
state-mandated minimum wage increase, for school paraprofessionals to earn a $15 minimum wage should be
examined.
• There is a need for additional clinically trained mental health professionals across the school system cited by
teachers, parents, and administrators. The role that mental health challenges play in schools can’t be
underestimated and teachers note an increase in anxiety-related challenges impacting the ability for students to
thrive. The Committee recommends exploring whether support groups can help in areas of critical importance,
including: anxiety, depression, and addiction.
• The overall percentages of administrative staff versus front-line teaching and teaching support staff has been
questioned. The Subcommittee recommends the School Committee explore periodic assessment of staffing
needs across administrative and teaching functions. Such an assessment should look at best practices in school
staffing and functional needs within various staffing areas to identify gaps in alignment.
• Other staffing challenges were cited as well, including the lack of high school hall monitors and elementary
afterschool program staff to support demand.

3) Infrastructure
Advancing improvements in the following areas of focus will help improve the ability of the District’s physical facilities to
meet the needs of our students.

i) Medford High School (MHS) Master Plan. Studying the future of the MHS is an important priority. Moving forward
with plans to set out a vision for the short and long-term future of the existing High School is necessary to clarify the
plan forward. In addition to urgent core needs around safety infrastructure, heating and cooling, restrooms and corridor
maintenance, the conversation around the impact of the existing building on the environment, the positives of the
existing facility size accommodating dedicated classrooms for each teacher, and the non-high school programs housed in
the existing building are just a few of the important elements that need to be considered in creating a thoughtful master
plan. In the meantime, stabilizing aspects of the facility will be important to provide the comfort student and teachers
need and to mitigate concerns around safety. Again, even short-term required fixes require investments that don’t
presently appear to be adequately budgeted within current funding constraints.

ii) Technology. The Committee recommends a technology assessment to understand current state of affairs and
compare to best practices within peer school systems. There are notable challenges with Internet connectivity,
availability of PCs and Chromebooks and many other areas. The Internet connectivity issues are significant because the

pg. 26
phone system is VOIP. An assessment will help inform the need for capital and ongoing operating investing in the
appropriate technology to support educational and job readiness outcomes.

iii) Process to identify urgent infrastructure. In addition to the MHS, it is recommended that a clear process to identify
and address ongoing maintenance and infrastructure needs be developed. The current capital plan is not dynamic and
does not appear to be informed by significant objective data, is not widely known or shared, and does not appear to be
tied to transparent budgeting decision-making.

iv) Safety and Security. In MHS in particular, but across other schools as well, there is a call for greater urgency in
addressing potential threats to safety and security. A nighttime parking lot lighting audit and follow-up maintenance,
ongoing threat assessment and increased video monitoring capacity, and a better incident response protocol, especially
if VOIP phone capacity is interrupted are all urgent issues to solve. The lack of hall monitors in some schools was noted.
In addition to a potential safety challenge, the lack of monitors may lead to students leaving classes to vape or to use
their cell phones. Development of a comprehensive cell phone policy at the High School could help address the volume
of students finding their ways to be in the halls to spend time on their smart phones.

v) Residents also raised concerns about the disrepair in playgrounds. MPS has three projects pending before the
Community Preservation Commission to address playground surfaces at the Brooks and Columbus elementary schools,
and to complete a more comprehensive design study at the McGlynn Elementary School. The Roberts play space
surface was recently completed in the Fall of 2018 with the support of the Community Preservation Commission and
City Council.

4) Curriculum
It is recommended that as part of a strategic plan, the District curriculum continue to be assessed and evolve. A broad
discussion about the short and long-term objectives for achievement, readiness and well-rounded students with
individual strengths and how the curriculum supports those goals would be beneficial. Some suggested items to review
include the early literacy program, Grade 6 math tracking, library offerings, how the curriculum supports soft skills
critical in today’s economy, language programs including the elementary Italian program and how students learn about
the environment and climate change. It is recommended that any changes to these offerings should be discussed
collaboratively with parents and teachers. In addition, it is important to focus on differentiated learning to ensure the
curriculum supports the fact that children learn in many different ways.

Transition Committee Working Session

pg. 27
Parks and Recreation
The creation of Medford Recreation two years ago serves three critical roles: i) convener of Medford’s great community-
based youth organizations, ii) affordable programming and engagement for underserved areas and topics and iii)
professional stewardship of Medford’s fantastic summer facilities at Wright’s Pond and Tufts pool.

A strong communication platform, including one of the City’s best websites:


https://medfordma.myrec.com/info/default.aspx, focus on diverse programs and a commitment to listening to its
customers have contributed to a fast start.

While the Recreation Department is off to a great start, there


are capacity limitations that need to be known and given
stress on the overall City budget, likely will continue to exist.
The staff size is 50% of the size of Arlington and 25% of the
size of Somerville. In addition, the capacity of Medford’s
youth organizations are mature and generally do not need to
be supplanted by City staff. Instead, ensuring coordination
around scheduling and programming continues to require
attention. For example, the overlapping roles of the Parks
Commission and Hormel Commission and relationship to
DPW and MPS field maintenance are all regularly questioned.
Furthermore, the Gene Mack gym has physical limitations. Acoustical limitations restrict programming to times when
the Chevalier is not in use. As Medford Recreation programming grows, the Recreation Department’s physical capacity
will be restrained in its current location. A conversation about the long-term future of the Recreation Department and
possibility for partnerships will help determine its trajectory. In addition, branding the programming as community
programming and not invitations for special events by the Mayor will support its sustainability.

Overall, it appears that Medford has significant parks and gym resources, but access, physical condition and
coordination of these resources are all challenges. In addition to long-term capital planning, use of Community
Preservation Act resources and finding creative ways to fundraise or leverage investment in our parks and rec. facilities
will be important. For example, Leslie College has expressed interest in investing in Medford’s parks in exchange for a
lease of a percentage of field and court time. While this may not be the best opportunity to leverage funds, ideas need
to be transparently explored in partnership between potential partners, representatives of the community, and the
Administration

Since our fields and parks are currently stressed and overused, the use of our parks and fields by outside private
organizations with primarily adult populations should be revisited. Many have expressed the need to prioritize local
youth sports first and to ensure private organizations pay fees commensurate with the need to maintain the parks. It is
recommended that these fees for outside groups likely need to be raised.

Environmental Sustainability
Environmental issues transcend every other topic discussed in this report. Many residents want the Mayor to
acknowledge the threat to the planet that exists and to adopt policies that make Medford a leader in local
environmental stewardship.

1) Trees. Maintaining and expanding tree resiliency is a priority important to the community. Medford’s identity is
linked with its robust tree canopy. In addition to everyday quality of life benefits, trees support climate
resiliency in reducing potential for flooding, reducing heat zones through shade, and in supporting carbon
sequestration. There are several actions that city could take, most of which require budget resources:
i) Fundraise to develop a tree inventory. Many peer communities have catalogued the number,
species and condition of trees to be able to prioritize maintenance and grow resiliency. This

pg. 28
would require up-front investment of at least $40,000 to be professionally executed and
ongoing less costly periodic updates.
ii) Adopt a tree ordinance that controls unnecessary tree removal in new construction and explore
options in reducing tree removal at existing homes.
iii) Ensure DPW and Tree Warden resources are efficiently used and if necessary and affordable,
increased, to catch up with the 300-500 stump removal backlog.
2) Gas leaks. Continuing and expanding ways to aggressively hold gas utilities accountable in addressing gas leaks is
both a safety and an environment priority deserving of attention.
3) Zero net energy new construction. Medford previously pledged to be carbon neutral by 2050. That will require
bold action outside of Medford’s control. Medford can and has taken actions to support the goal now. For
example, the new library is expected to be zero-net energy. Instead of fossil fuels, the building design and solar
array mean that it will generate the energy it needs on its own. While this requires upfront investment, it has
long-term utility cost benefits. It is recommended that new municipal buildings adopt a similar approach. It is
also recommended that the City consider how our building code encourages a similar approach in significant
new developments.
4) Long-term thinking and planning. Adopt the long-view and be proactive, not reactive in thinking about natural
spaces and the built environment. i) Explore tax incentives for private landowners who install green
infrastructure. ii) Ensure any rezoning effort considers climate resiliency and factors enhanced flooding in where
we expect to grow. Focus growth in transit-oriented locations. iii) Maintain or enhance ways for public lands to
store flood water. iv) Add an environmental lens to parking policies.
5) Support real alternatives to single-driver car use. 30% of carbon emissions are from cars. i) Support the
Clippership connector to create continuous bike and pedestrian connection from Boston to Medford. ii) Focus
on safety improvements for walking and biking. Consider additional raised cross walks where financially
feasible. iii) Explore opportunities for more bike parking through requirements in the zoning code or investment
on public property.

A rendering of proposed Clippership Connector courtesy of Mystic River Watershed Association.

6) Ban Styrofoam. Somerville, Arlington, the state of Maine and scores of other governments have banned the use
of polystyrene or Styrofoam. It is recommended Medford should consider banning Styrofoam and could follow
the deliberate process used to eliminate plastic bags to do so.

pg. 29
7) Recycling. The City should educate the public on the evolution of recycling and the lack of ability to reuse many
single use plastics. The price to increase recycling pickups to weekly is north of $1M annually and the
experience of most communities is that a large percentage of what ends up in recycling bins is not recyclable.
It is recommended that the City study options to enhance effective recycling without adding to the volume of
materials that can’t be effectively reused. Given that the Waste Management contract expires in 2023, there is
urgency in advancing these conversations.

Parking & City Services


The Parking and City Services subcommittee held two drop-in listening sessions and leveraged considerable experience
within the group to outline the following short term and long-term priorities.

1) Parking
● SHORT TERM 2020 ● LONG TERM 2020 - BEYOND

● Establish a New City Services Group. ● Communicate effective change.


● Communicate effective changes. ● Continue to focus on accountability of
● Focus on accountability of the Parking the Parking program.
program.
● Create a mission statement.
● Share initial publication and ongoing
notification information.
● Explore how to revamp the Traffic
Commission.

● Establish special short-term street ● Establish Citywide Permit Parking based


permitting. Park Medford can add these on need.
special features to submit request for ● Visitor parking badge to have 2-day and
special permits on their website, such as: 7-day limits.
Visiting Nurses, Special Events, Repair ● Visitor Pass Program needs to be
Contractors, and Meals on Wheels. revisited and enhanced based on
● Create consistent enforcement. community needs.
● Review enforcement.

● Identify Business permit parking needs. ● Enhance Business Permit Program.


● Survey businesses to understand ● Create ongoing City-Wide plan for
requests for spaces and how many are identifying business needs.
needed. ● Ensure the City Hall Business Liaison or
● Work with the Transportation staff to new Economic Development Director
identify parking areas in the squares that takes the lead is part of the City Services
can be designated. Group.
● Clarify the process and procedures.
● Continue to engage with the business
community.
● Study the need for a new Medford
Square Garage that addresses current
and projected need.

pg. 30
● Explore a Retroactive Amnesty Program ● Continue to enhance the parking
● The program needs to be instituted on a program by working with residents and
timely basis, Transportation staff, Park business to identify the problem with
Medford and the business community parking shortages.
need to identify those who will receive ● Revisit the building of parking structures.
this based on the “lapse” in the current
program.

● Implement 2-hour parking on ● Revisit and improve upon parking


Transit/Commuter corridors outside of enhancements in those areas.
the metered areas.
● Develop processes and procedures for
● Increase metered parking in transit-
services.
oriented areas.
● Ensure resident parking holders are ● Emphasize a customer-focused policy.
exempt.
● Create consistent enforcement of the ● Explore permits for residents who bring
rules. commercial vehicles home after the
workday and need a place to park.

● Request the “traffic division” have an ● Create a Commission to study current


ongoing scheduled shift and involvement product and needs of a Revised
in the enforcement of the parking rules. enforcement of the Parking Program.
● Identify the tools needed to improve the Publish the results and follow-up
program (i.e. Parking Fob for $2500.00 transparently.
per unit).
● Study use of parking ambassadors to
support education.

● Modeled off the Commuter Rail/Express ● Review results. Engage with business
Bus areas, designate local streets and community. Be open to adjusting
adjacent to Business districts as “High the program.
Enforcement Areas” in South Medford,
Haines Square, West Medford, Medford
Square and the Hillside.
● Focus on consistent enforcement.

2) Services
SHORT TERM LONG TERM

● Develop the New City Services Group. ● Explore a Customer Service 311 Portal.
● Communicate new Policy Change. Develop Process and Procedures for
● Share reports from the current services.
SeeClickFix that identify consistent
● Create an emphasis on Customer-
problems.
Focused policy.
● Create a Mission Statement of the
Services Group. ● Provide the tools and training to meet
● Develop a process procedure document customers needs.
for training, reporting, and follow up.
pg. 31
● Identify resources and the possibility of
simple reporting tools allowing 24/7
telephone reporting.

● Share resident service statistics by ward. ● Explore development of Resi-Stat


● Explore allowing for presentation of meetings by ward. Enhance after
information during the 2nd half of the piloting.
Police Safety Meeting.

● Improve upon current winter snow ● Enhanced Snow plowing and establish a
removal plowing policy (See permanent snow removal policy in
recommendations from community in Medford Sq. and other squares.
Appendix).
● Establish city-owned sidewalk clearing
policy.
● Policy needs to include time to clear
ordinance.

● Recreational area enhancements. ● Long Term Program and funding options


Explore public-private effort in short for improvement.
term maintenance for 2020. ● Recreational Facility Commission Study
● Appoint Commission to work towards for long term maintenance and needs
long term maintenance and need Implement change by 2021.

● City Services Group accountability. ● Accountability meeting goals and


● Clarify setting and meeting goals with resident expectations - ongoing monthly
resident expectations. department head meetings for
● Plan ongoing monthly department head developing budgeting, resource and
meetings for development budgeting, planning goals.
resource and planning goals. ● Explore reorganization to merge or
● Create/refine tools for 24-hour Support. reassign departments to increase
● Clarify roles and responsibilities for accountability and efficacy.
departments and divisions. ● Offer professional development training
for staff.

● Pilot Transportation corridors for a 3 or ● Identify what works and either add
6-month period. additional and or ‘Tweak” the product.
● Identify times that businesses would be
amenable to it.
● Rush Hour Bus 95/94/134/326 and Bike
Lane - Winthrop Circle inbound to Main
Street bus 7:00-8:30am
● Rush Hour Bus 95/94/134/326 and Bike
Lane Forest St to Winthrop Circle
outbound Evening 4:00-5:30pm
● Boston Avenue 80/94/96 Bus Lane
South/ Inbound Mornings 7:00-8:30
North Street to College Ave

pg. 32
● Boston Avenue 80/94/96 Bus/Bike Lane
N/Outbound evening Rush 4:00-5:30
College Ave to North Street
● Enforce the policy consistently.

● Ensure public communication of the ● Public Communication of the MPD


MPD overtime policy changes. Provide overtime policy changes. Provide
ongoing review of policy at Police Safety ongoing review of policy. Establish
meetings. citizens review board

● Create Communication Director. ● Communication Director


● Adjust website so its Mobile compatible.
● Ensure City Website, FB, Instagram,
Twitter and Reverse 911 information
message is on point and consistent.

● Establish Ward liaison to Mayor/City


Council/CSG.

Charter Review
The City’s charter has not been updated since 1986 when Medford adopted the strong Mayor Plan A form of
government. There are two ways to initiate a charter review: i) a two-thirds vote of the City Council with approval from
the Mayor to send a home rule petition to the Massachusetts Legislature, OR ii) by obtaining signatures from 15 percent
of registered voters in the city. Medford’s 2016 home rule petition passed the City Council by a vote of 4-3 and did not
receive a favorable recommendation within the Legislature. As of October, more than 5,000 signatures were gathered
and while the total is amazing, it may not reach the required 15% of 38,961 voters required to advance the charter
review commission. Regardless, the Council should make it an early priority to unanimously approve a home rule
petition to create a charter review commission. With a unified Council and Mayor in support of charter review and
5,000 plus supporters activated to advocate for change in the Legislature, charter review will have its best opportunity
for advancement in decades.

Some topics that are commonly discussed for potential changes include: expanding the size of the City Council and
adding ward representatives. In addition, the topic of Mayoral term limits and term have also been proposed, including
switching to a four-year mayoral term with no mayor serving more than three consecutive terms. The most important
topic is to form the Commission to review both if the Charter should be amended and if so, how to do so in a way that
meets the needs of the community today.

Tufts University
Tufts University’s presence draws a wide array of responses across the community. As a world-renowned institution of
higher learning, Tufts brings students to the area that stay and become part of the community. Many of their students
contribute to the fabric of Medford. The institution’s existence is a significant economic driver within the community
and the University’s campus, including its parks and fields, are used and adored by many Medford residents. Some note
that the increased PILOT payments are a welcome improvement, albeit well short of what is needed. Furthermore, the
participation of Tufts graduate students in the MPS and in the Office of Energy and Environment has had positive
impacts, even though they don’t appear widely known.

pg. 33
At the same time, the University’s lack of willingness to collaborate with the public and the City Council has created
significant tension. Tufts refuses to share its plan for growth over the coming decade, as many institutions of higher ed
regularly do in order to coordinate planning and create a more collaborative approach to solving the challenges that
student and program growth can have on a community. The growth of students extending into South Medford living in
apartment buildings with out-of-town owners is a challenge that needs a joint approach to solve.

While the financial aspects of the PILOT appear to be addressed, the lack of an agreed-upon community benefits
agreement since the previous agreement expired in 2018 and lack of a willingness to share an Institutional Master Plan
require attention from the new Administration. The City needs to see a different approach from Tufts if it intends to
defuse friction between the school and community. A bill advocated for by the Somerville City Council and Medford City
Council, including the incoming Mayor, and championed by Rep. Christine Barber, is advancing in the legislative process.
This bill would require Tufts to file its Institutional Master Plan with both cities. It should be noted that while this
legislation may help advance the conversation, there is nothing preventing Tufts from sharing this information
voluntarily. In addition, a new Community Benefits Agreement that makes the commitment to collaborate around
housing, planning, code enforcement issues and that memorializes the participation of talented students in Medford
schools and city government would also show a positive step forward in the city and University’s necessary relationship.

Diversity, Inclusion, Belonging, Cultural Awareness


Medford has a rich history of cultural diversity. Beyond our Yankee merchant roots, Medford neighborhoods were
home to early Italian immigrants and to African-American entrepreneurs and leaders to name just a couple examples of
our historic diversity. That diversity continues today. For example, 20 different languages are spoken in Medford Public
Schools. This report would be incomplete if we didn’t acknowledge the need to ensure Medford celebrates our history,
including our unique and wonderful cultural diversity. To stay true to our values, it’s important for our leaders and
community members to ensure our community is welcoming and safe for all.

On the topic of being welcoming, it’s also important to acknowledge that our community is adding new members each
year. An unfortunate result of the current housing market is that many people who grew up in Medford, left and wish to
return but cannot afford the high cost of housing. As homes turn over, particularly as seniors downsize or pass away,
many of these homes are being sold to residents new to Medford who see our community as a great place to live and
raise a family. Within our 900+ apartment public housing stock, we also welcome new members to the community.
Many of these new households participate actively in community organizations, including places of worship and PTOs.
These new Medford neighbors often say the same thing about Medford politics: that most elected officials describe their
first qualification as being born and raised in Medford. For someone born elsewhere but still invested in the community,
this distinction can be divisive, even though many lifelong residents see it as important in understanding our history.

More than one member of the public also wanted to point out that the symbols that the City embrace may send
unintended messages. For example, while many members of the public wanted to praise the holiday celebrations,
others note that the celebrations, particularly within City Hall, don’t equally include religious or cultural symbols from
other faiths. The Committee doesn’t recommend removing beloved traditions, but to continually think about how they
could be added to in order to be more inclusive.

Accessibility and visibility are also important goals as we think about how our community is welcoming and inclusive.

Working with our Neighbors - Intergovernmental Coordination and Advocacy


As previously mentioned, Medford is changing. Much of these changes are prompted by broader regional trends and
drivers. Six topics rose to the top of this list throughout the information gathering process: 1) Climate change, 2) traffic,
3) airplane noise, 4) the Green Line extension, 5) housing affordability and 6) access to healthcare. Each of these issues
requires city leadership to work across our local boundaries to make change.

1) Climate Change. Many residents have advised the Transition Committee about the profound threat climate
change places on Medford and our quality of life. While the City can independently take several actions to do

pg. 34
our part to curb greenhouse gas emissions described above, many solutions require larger collaborations for
which the Administration should be an active participant. Overall, it is recommended that the Mayor should
affirm that she agrees that climate change is one of this generation’s greatest challenges.

2) Traffic. On traffic, Medford and Boston are the only communities within the inner core to have three or more I-
93 exits. We also are bordered by major T-stop parking facilities at Alewife and Wellington, a casino boasting
15,000 daily visitors, and multiple economic and institutional centers of activity. The region’s robust economy,
ongoing MBTA performance issues, Green Line construction road and bridge impacts, and the inexplicable
decision to remove the I-93 HOV lane all contribute to increased traffic through and in our community. There
are no easy solutions to these challenges. Mitigating the impact of traffic will require a combination of
initiatives, many of which will need to be coordinated beyond our boundaries. Here are some potential actions:
i. Continuing to invest in a traffic engineer to assess regional impacts. Focus on traffic management
infrastructure investments at the recommendation of the City Engineer, including advocating for upgrades
within the Transportation Improvement Plan (TIP) that help alleviate cross-jurisdictional issues.
ii. Support the Clippership Connector.
iii. Advocate for more public transit. Protect and expand bus routes. Join the advocacy movement for better
Orange Line service.

3) Airplane Noise and Pollution. On the topic of airplane noise and pollution, many residents look to the health
impacts of consistent and excessive noise and pollution as an environmental justice issue impacting parts of
Medford and surrounding communities. Continued advocacy on behalf of mayors in impacted areas working
together to force MassPort to adjust flight patterns will be a necessary strategy. In addition, continuing to
educate residents on how they can make their voice heard will be critical to making change. Many residents
have encouraged the new Administration to explore legal action should MassPort not adjust their approach.

4) GLX. The Green Line extension is one of the most exciting and challenging opportunities Medford will face. With
the first Medford station slated to open in December 2021, much work remains to plan for the challenges and
opportunities. The Mayor will need to push for an exciting opportunity to appropriately name a new station
‘Ball Sq. – South Medford’ to ensure Medford adequately benefits from the coming changes. In addition, the
work of mitigating the construction is critical. The nighttime noise generated by heavy machinery is creating
serious problems for South Medford residents. Adjusting the work schedule to push more work during the day,
even if it requires some bussing of commuter rail riders during nonpeak hours, should continue to be pushed.
The MBTA also needs to explore added protective fencing to enhance safety for neighbors. With the retirement
of Councilor Fred Dello Russo, a new City Councilor needs to be named to the GLX advisory group to continue
discussion of these issues and others.

5) Affordability. Keeping Medford affordable to those with limited means is a regional issue worthy of attention.
There is limited consensus over how much new market rate residential development Medford should advance
to meet the region’s shortage, which market surveys show demand $3,000 for a 1,000 sq. foot 2-bedroom.
However, there is consensus on the need to advance housing opportunities for lower income working families
and seniors on fixed incomes. Medford can take action to support these initiatives described above but also
needs to engage with neighbors and state leadership on broader solutions to housing affordability. It is
recommended that we continue to find ways to educate residents on the definition of affordable housing and
economics surrounding housing costs.

6) Healthcare. The closing of the emergency room at Lawrence-Memorial Hospital sparked significant conversation
about access to healthcare in our community. It is recommended that the Mayor advocate for as much access
as possible across the City through local community-based facilities. In addition, the Council on Aging, Veterans

pg. 35
Affairs Office and Department of Public Health have important roles in educating residents on how to access and
navigate the current healthcare system. However, the broader issue of healthcare affordability and access is one
that can’t be solved locally.

Many other broader issues will require cross-departmental advocacy, but these six rose to the top of the list in terms of
community interest and concern.

Conclusion: Planning, Communication, Transparency = Trust & Vision

Medford is full of passionate people who have a strong sense of community pride. We also have strong opinions on a
host of topics. Where there is widest agreement is that the government needs to change the way it works. It is
recommended that the Administration articulate a set of values and a big-picture vision for our future. While the Mayor
is in a position to lead the way, this process requires engagement from every corner of Medford and collaboration
across all our government. In order to foster engagement, a commitment to communicate clearly, honestly, and
consistently is required. With a vision for where we want to go, values on what’s important along the way, and
transparent communication about our challenges and what we are doing to solve them, the City will have what it needs
to thoughtfully plan: plan for new development; set the strategy for long-term financial strength; set the path for how
we will protect our environment and grow the arts; set the strategic direction for our schools; plan for how we will
advocate for broad regional issues.

It is recommended that the Mayor’s agenda work towards those big-picture goals focusing on communicating and
planning transparently, while solving everyday problems. Through that work, a shared vision for Medford will emerge
and trust in that vision will enable us to achieve new heights. This is a lofty goal. Like the Mayor herself, it’s often the
underdog that wins with hard work and a belief that change is possible. Through the diversity of experience
represented on the Transition Committee, we have seen what Medford is capable of. We are confident change is
possible, and we are hopeful in Medford’s collective ability to create a better future for our community, together.

Respectfully Submitted,

Katie McCormack
Sean Caron Chair, Subcommittee on Schools
Chair, Transition Committee

Stephen Pompeo Jean Nuzzo


Assistant Chair, Transition Committee Chair, Subcommittee on Planning, Growth and
Development

Jim Silva
Chair, subcommittee on Parking and Services

pg. 36
On behalf of:
(*descriptions and affiliations for identification purposes only)

1. Sean Caron. Chandler Rd.


2. Stephen Pompeo. Newton Rd.
3. John Costas. Haines St.
4. Joan Cyr. Cedar Rd. North.
5. Henry Milorin. Temple St.
6. Penny Outlaw. High St.
7. Dr. Marielena P. Tecce, Sheridan Ave.

Transition subcommittee on schools


8. Katie McCormack. Subcommittee Coordinator. Wildwood Rd.
9. Kristy Avino. Carberry St.
10. Zac Bears. Fellsway West., City Councilor - Elect
11. Charlene Douglas. President of the Medford Teachers Union
12. Jenny Graham. Ronaele Rd., School Committee Member - Elect
13. Andy Milne. Quincy St. Teacher, Medford High School
14. Angela Moore. Vine St.
15. Dr. Phyllis Morrison. Andrews St.
16. Brian Villard. Teacher, MyGlynn Middle School
17. Dr. Peter Cushing. Assistant Superintendent of Schools

Transition subcommittee on planning, growth and development


18. Jean M. Nuzzo, PMP, CSL. Subcommittee Coordinator. Paris St.
19. Roberta Cameron. North St.
20. Doug Carr. Boston Ave.
21. Chris D’Aveta, AICP. West St.
22. Jacqueline Doherty, Esq. Monument St.
23. Ryan Lawlor, LEED AP. Main St.
24. Melissa A. Miguel, P.E. Bowen Avenue.

Transition subcommittee on parking and city services


25. Jim Silva. Subcommittee Coordinator. Yale St.
26. Patricia Brady. Wason St.
27. Erin DiBenedetto. Dearborn St.
28. Monique Devos. Grant Ave.
29. Michael Marks. Wellington Rd.
30. Larry Nargi. Andrews St.
31. Anthony Puccio. Tainter St.

NOTE: The report discusses areas of consensus that emerged in the Committee discussions and in public listening
sessions. Because a specific statement is included in this report does not mean that every Committee member agrees in
total with every statement. However, we agree as a group that the sum of recommendations represent broad
consensus.

pg. 37
Appendices
Appendix A: Early Action Item Check List
Advance 5 or More of the Following Initiatives

1. Hire a Communications Director. Ask this new hire to work collaboratively with existing staff and redefine
tasks as appropriate to meet goals to communicate effectively. Establish a communications blueprint to
maximize reach, clarity and consistency of messages.
2. Create a process roadmap or blueprint to articulate how the City will advance both small and large projects
and initiatives. Define what engagement looks like in each scenario? How are departments coordinated?
What FAQs are developed along the way? How is information shared at key milestones? Suggest using snow
removal as a test case to define and improve the current process.
3. Reassess organizational structure of city departments. Collaboratively explore ways for School District and the
City to share resources.
4. Ensure responsibility for capital and asset management of all interior and exterior city infrastructure. Explore
ways to devote high-level staff time and adequate authority to this topic, particularly in project management
and grant writing capacity.
5. Advance short-term parking reforms, in advance of long-term enforcement change. These could include
creation of 15-minute free parking to the extent allowed under contract and/or piloting district-wide permit
parking in South Medford and Hillside.
6. Explore creation of a housing production plan and housing trust. Calculate General Land Area Minimum to
determine if there is an existing safe-harbor from unwanted Ch. 40B housing developments.
7. Create goals for each department that are articulated in the budget and used to enhance accountability.
8. Review See-Click-Fix and determine next steps to clarify resident communications around service requests.
9. Develop a communication protocol within City Hall that results in calls and emails responded to within 24-48
hours, even if the response is that the issue is being investigated. Ensure the protocol includes adequate
interdepartmental follow up.
10. Explore back-up phone communication system in event of a VOIP outage.

Create or Refocus 5 or More of the Following Working Groups, Commissions, or Ad-hoc Committees

1. Medford High School Vision Committee


2. Fire Department Station Vision Committee
3. Task Force to Investigate Development Design Review
4. Tourism and Culture Commission
5. Women’s Commission
6. Parking Commission, or Commission on Traffic, Parking and Transportation
7. Welcoming Committee
8. School Administrator – Teacher – Parent Curriculum Committee
9. Housing Committee
10. Economic Development Committee
11. Finance Committee to cut across all areas
12. Pilot Negotiations Committee

pg. 38
Appendix B: Existing Plans and Reports
(partial list of documents discussed in public listening sessions)
Business Resource Guide

http://www.medfordma.org/information-for-new-businesses/

Medford Square Vacant Parcel Feasibility Study

https://www.medfordma.org/2019/04/01/medford-square-feasibility-study/

https://www.massdevelopment.com/assets/what-we-offer/technical-assistance/medford-062019.pdf

Medford Square Master Plan Update

https://www.medfordma.org/2017/09/14/medford-square-master-plan-summary-and-report-drafts/

Medford Climate Vulnerability Assessment

https://medfordenergy.org/gogreen/confronting-climate-change/

Medford Open Space & Recreation Plan

http://www.medfordma.org/departments/community-development/open-space-plan/

Community Preservation Plan

http://preservemedford.org/sites/default/files/Community%20Preservation%20Plan%202017.pdf

Medford Bicycle Master Plan

http://www.medfordbikes.org/bike-master-plan.html

Composting

https://medfordenergy.org/gogreen/compost-bins/

Medford Lead in Water Program

http://www.medfordma.org/lead-in-water/

Medford Water Usage Monitoring

https://medford.watersmart.com/index.php/welcome/accountLookup

Medford Food Resources

http://www.medfordma.org/food-resources-in-medford/

Medford Gas Assistance Resources

http://www.medfordma.org/2019/11/19/medford-gas-assistance-program-med-gap/

Airplane Impact

http://www.medfordma.org/category/airplane-noise/

Previous Transition Reports

http://www.medfordma.org/2016/08/31/city-releases-business-and-economic-development-transition-team-
committee-report/
pg. 39
http://www.medfordma.org/2016/06/06/mayor-burkes-cultural-affairs-and-recreation-committee-releases-report/

Example of helpful geo-coded information to include on the City website


https://www.google.com/maps/d/u/0/viewer?mid=18plL0XxOmhgzVjtKph0rFwtjzhc&ll=42.4106599828495%2C-
71.10748771292879&z=17

pg. 40
Appendix C: Medford 2020 Transition Committee Public Listening Sessions

General Topics - A wide-ranging opportunity to share thoughts on key issues in Medford.

• Wednesday, Dec. 11th, 6:30 – 8:00pm West Medford Community Center


111 Arlington St.
General Topics Important to Seniors
• Saturday, Dec. 14th, 12:30 – 1:30 pm Medford Senior Center
101 Riverside Ave.

Schools - This conversation will include general dialogue and interactive group discussions focused on key themes for
the Medford Public Schools. Residents are invited to bring their passion and good ideas on MPS.

• Saturday, Dec. 7th, 1:00 – 3:00 pm The McGlynn School


3002 Mystic Valley Parkway

Planning, Growth and Development - These conversations will include table-top participatory discussions on the high-
level direction of the future of Medford’s built environment.

• Thursday, Dec. 12th, 7:00 – 8:45 pm Roberts Elementary School Café


35 Court St.
• Saturday, Dec. 14th, 10:00 am – noon Medford Senior Center
101 Riverside Ave.

Parking & City Services – These meetings will be a drop-in format. Interested parties can attend any part of the
sessions, submit their thoughts on an opinion card, and discuss in rolling small group conversations.

• Tuesday, Dec. 10th, 6:30 – 8:00 pm Saint Raphael Parish Community Room
512 High St.
• Wednesday, Dec. 11th, 6:30 – 8:00pm South Medford Fire Station Comm. Room
0 Medford St.

NOTE: Invitations were translated into Haitian-Creole and Spanish and distributed.

pg. 41
Appendix D : Survey Results
An online survey was open from November 8 – Dec. 15 to capture feedback on top 2020 Lungo-Koehn Admin. priorities.

Survey Results - Top Priorities in 2020


200
176
180
160 154

140
120 110
100 86 81
80 66
60 52 49 48
39 35
40
20
20 13 11 13 12

Other includes: Street paving, City website, Bike and pedestrian improvements, take comprehensive view, continue all previous Mayor’s
initiatives, increase school funding, lower taxes, audit city, increase recycling.

Top 2nd 3rd

The survey also resulted in 258 residents expressing interest in serving on a board or commission. The Transition
Committee recommends utilizing this data to conduct outreach to fill roles on Boards and Commissions with
longstanding vacancy.

pg. 42
Appendix E: Planning, Growth and Development Public Meeting Format

Schedule
Thursday 12/12 @ 7pm Roberts School and Saturday 12/14 @ 10am Senior Center

Welcome & Presentation (10 minutes)


Subcommittee welcomes attendees, introductions, explanation of process and how information will be used.

Discussion Groups: (1 hour)


Tables will be set with a color-coded card indicating that they are focused on one of three possible Topics. A
facilitator/subcommittee member will be at each table topic and attendees will select the topic of importance to them.

Groups will be given 30 minutes to discuss first topic. Then they will be asked to report back and then switch to a
different table and will be given 30 minutes at the second topic to report back on as well. (Facilitators will stay with the
same table/same question.)

Topics:

1) Planning Growth and Development

2) Communication and Transparency

pg. 43
3) Impactful Incremental Changes, Big Ideas/Vision

4) Walk up table for misc. thoughts

Report Back: Call on each group to highlight the top ideas raised in their discussion (15 minutes)

“Live Tweets”
Invite people to submit comments on sticky notes they can post on the wall before, during, or after the discussion
activity:

1) How did you hear about this meeting?


2) What do you love about Medford? What do you value about living here?
3) What do you do when you leave Medford? If you could do it here, would you?

“Take home” feedback cards:

Front Back

pg. 44
Appendix F: Transition Committee City Services and Parking Subcommittee Report

Introduction:

The City Services and Parking Subcommittee includes Jim Silva, Chair, Patricia Brady, Monique DeVos, Erin DiBenedetto,
Michael Marks, Larry Nargi, and Anthony Puccio.

On a weekly basis the subcommittee has met in advance of and following meetings in the community.

Community meetings occurred on December 10th at St. Raphael’s, at the South Medford Fire Station December 11th,
and on December 17th a meeting at St. Francis was canceled due to inclement weather.

The format of each meeting involved a drop–in period, where attendees were invited to engage in a dialogue with one
another, and members of the subcommittee. Attendees were provided with index cards where they were asked to share
concerns, perspectives, and ideas for solutions, as well as what was going well but could be improved upon, in service to
providing ideas to Mayor-Elect Lungo-Koehn, as she leads Medford on a path forward. In separate documents the
feedback from the index cards will be transcribed as well as short term/long term suggestions.

PROCESS

The following topics were discussed as concerns for the citizens and where possible ideas for change were provided.

Parking

Parking was a topic reviewed universally in each meeting and the concerns and perspectives were provided as follows:

● Businesses are negatively impacted by the Kiosks / meters


● Meet with business owners and property owners in each area of the city to understand what is working and
what is not working
● Turnover has been better with the parking kiosks in Medford Square
● Under the current system there are equipment issues
● All day parkers are a concern on Harvard Avenue
● Resident Parking and Visitor Parking
● There is a lack of enforcement
● There is inconsistency in enforcement
● The current staff for Park Medford are not always responsive or sensitive to the frustrations of the citizens.
● Amnesty should be instituted retroactively
● Can we terminate our contract with Park Medford
● Is snow removal to reach kiosks part of the contract
● Meters should be eliminated in front of churches and funeral homes
● There have been complaints of businesses related to parking permits. First, there is not enough parking for the
employees that work in the city especially Medford Square. Second, if an owner has tickets they are not
permitted to access a permit, even when there is a contest to those tickets. Thirdly, the city sells the business
permits but there is insufficient parking for the employees and the business owners of Medford Square.
● There are complaints in West Medford Square of parking on Harvard Avenue and Boston Avenue and in the
neighborhoods, where people park all day. There was a suggestion to put meters on Harvard Avenue generating
revenue for the city. The other suggestion was 2 hour parking, with enforcement would also bring in revenue for
the city. Many commuters live outside the city who are parking in the neighborhoods.

Citywide, there is a problem with commuter parking in the neighborhoods and on Main Street where many park
all day.

Attendees suggestion:
pg. 45
● Free first hour of parking should be allowed,
● Replacement of lost visitor passes
● No enforcement of parking in squares on Saturdays to encourage more shopping
● Eliminate the current system as a private for profit company should not be enforcing.
● Special event parking should allow for Residents and Business (ie. functions)
● Keep meters simple
● Reinstate meters instead of kiosks
● Do residential parking in Zones by neighborhood not simply on individual streets
● Develop a system that is clear and concise or bring in developers to creatively address parking such as what
occurs at Market Street or Assembly Row.
● There have been suggestions that the city take over the parking and have a separate department with parking
enforcement attendants or meter persons creating new jobs in the city and the city would collect the revenue.
In the case the City established its own department, citizens would have a department to go to directly to solve
the problem or correct the situation.
● The city also needs more free 15 minute parking or half hour parking in our squares.
● Provide free Saturday parking hours in front of businesses
● Since reducing emissions is part of a Federal Mandate we should look into reimbursement by the Comm. of
Mass. to help pay for various park and ride options

Communication

Communication needs to improve or be enhanced across the city. Universally, the message was and remains, follow
through has not been part of the City Hall procedures. Expectations should be established and communicated
consistently to the citizens. Finding ways to improve and increase communication and sharing of information between
all city departments would also be invaluable for many reasons moving forward. A skilled staff of city employees should
be able to have the tools, resources and support available to them to get the job done. Hire or assign an employee to
ensure follow through.

Plowing and Snow Removal

During meetings, citizens shared concern related to the lack of quality of plowing and the fact that contracted providers
do not have the same investment in the outcome as city employees would.

Attendees Suggestions

● Increase staffing
● Ensure the city owns and has employees that can operate the correct equipment necessary to complete tasks
● Break snow removal up by districts and assign a specific crew to each neighborhood to increase retention of
knowledge of local roads and needs
● Ensure street access for emergency services becomes a priority in snow removal and parking enforcement
● Notification to neighbors is critical
● Sidewalks pose a serious risk for slip and fall accidents as they are not being cleared such that enforcement of a
24 hour snow removal should be implemented.
● Identify areas where the city is responsible for snow removal and where state is responsible. Implement a plan
to follow up in these areas.

See Click Fix - there was some concern shared that repairs were not resolved, yet when the citizen checked on their
complaint, it was listed as addressed. Instead repair had just been passed along to the next area involved in correction
of the issue with no actual resolution. Staffing a phone line may be appropriate at designated times and there should be
a mechanism for follow through and communication as to resolution of these complaints.
pg. 46
Attendees Suggestions

Hire or assign an employee to ensure follow through. This program is the heart of the city concerns and needs to be
implemented immediately.

CITY SERVICES

Better Maintenance

● Street Cleaning should be more frequent, and there needs to be day to day cleanup.
● Recycling should be contemplated on a weekly basis instead of bi-weekly
● Code enforcement is a concern, and there is an overall negative attitude, and lack of management.
● Form partnerships with local businesses to engage them in helping to make and keep business areas more
attractive.

Transportation

Traffic congestion is a growing concern. A citizen asked, would bus lanes be more effective in managing traffic at specific
times, such as between the hours of 7-9 in the morning and 4-6 in the evening. A traffic study should explore this issue
and include collaboration with other cities and towns where this practice has been implemented.

● A complete assessment of all the recent do not enter signage should be appropriately studied and reconsidered
where applicable.
● Trash / recycling collection as well as non-emergency road construction would lead to less traffic impact if not
done during morning and evening commute and school drop off & pickup times.

Parks and Recreation

There are safety concerns with parks and recreation. Baseball and Softball are providing for their own Port-a-Potties.
Linkage relationships should be developed with businesses and funding should be sought through linking departments.
For example: parking revenue could be used to fund parks and recreation opportunities. This area needs more
administrative support from the city. Safety issues should be seen as a real concern in this regard.

Talking Points

The team and constituents discussed the benefits and pitfalls to having city wide parking.

The consensus amongst the committee and constituents during meetings is that people are not in-sync in terms of
Departments speaking to one another, establishing shared vision, identifying goals and objectives. Through a Capital
Improvement analysis and plan, safety concerns could be prioritized and a city-wide plan could be implemented.

A lack of accountability was another point, which consistently was raised. While City employees are dedicated, there
generally appears to be a malaise impacting productivity. Job descriptions should be defined, performance reviews
conducted, congratulations for a job well done should be the practice not the exception, and corrective action plans
developed where necessary.

● Department head meetings


● Audits of each department
● City Wide Audit
● Organizational restructuring
● One Universal, city wide Cori report processing annually for all city organizations, leagues, and volunteer groups
pg. 47
● Prioritization of grant writing to access funding for areas such as preschool education, prevention of violence,
parks and recreation, and more
● Compliance with State Law (domestic partnership, licensing, permitting)
● The Hormel commission meetings should be open to the public
● No parking on major arteries on commuting
● Rodent department as an extension of the health department
● Proactive plan and prevention
● A “resident stat” program used for Planning Budgeting and Community engagement
● Ward Liaison to the Mayor/City Council
● Enhanced 311 Reporting /24 Hour Call Staff
● Committees should be reviewed to ensure employees are not being assigned and paid for committee work
● Committees should meet quarterly to discuss items being worked on and for collaboration purposes
● Police Meetings include Ward Information about upcoming development and follow-up to requests for service
improvements.
● Leverage the Commonwealth for more funds for all the state roads that pass through as well as all the public
transportation causing Medford to become a destination point increasing traffic thus increasing air pollution.
● Consider changing public department hearing times to accommodate working families and school hours.
● City website design not mobile device friendly. Improvements, a more regular (perhaps daily) notice posting as
well as upkeep would be helpful.

Consensus

Four main points were reported throughout these meetings as needing attention.

1. Enforcement
2. Accountability
3. Communication
4. Follow-through

Summary

The community engagement during these meetings was positive and hopeful.

At the same time, it appears that this is the tip of the iceberg on the need for improvement on delivering services. The
ongoing engagement in the community is critical in order to restore confidence and trust between the citizens and City
of Medford.

Without question the task ahead may be a change in culture, however, together the community can be unified and
integrity to the process can be improved upon.

The feeling is through the development and collaborative efforts of linkages to the Neighborhoods, Businesses, and
Employees at all levels, this will become an important part of developing a Master Plan for our Medford.

pg. 48
Appendix G: Transition Comm. Schools Subcommittee Listening Session Summary

pg. 49
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