Jeff Levine, former Portland planning director, looks at the past, and the future
Photo / Tim Greenway
Jeff Levine was Portland’s director of planning before leaving last year for academia. He urges cities to leverage development to address public challenges with tools like impact fees and inclusionary zoning.
Jeff Levine was Portland’s director of planning and urban development before leaving last year to become a lecturer on economic planning and development for the Massachusetts Institute of Technology. He also took an adjunct role at the Muskie School of Public Service at the University of Southern Maine.
In his Portland post, Levine introduced best practices in housing policy, land use and equity planning, while managing the largest private investment in the city since the Great Fire of 1866. Mainebiz caught up with him to find out what he’s up to now.
Mainebiz: You’ve been in hands-on urban planning for a long time, why the change?
Jeff Levine: I’d been working in local government planning for almost 25 years, and I was ready to do something new. I was contacted about working at MIT, and it was an exciting opportunity to help shape the direction of the profession. I’ve taught graduate level classes at other universities and enjoy working with those starting out in the planning field. I also wanted to work on planning issues with a broader perspective as a land use consultant.
MB: What specifically are you doing?
JL: I’m on the MIT faculty in their Urban Studies and Planning Department. I teach a practicum, a hands-on, project-based course, to a group of students every year, and also teach economic development planning and advise students. I’m also consulting on housing, land use and development projects with a range of public and private clients.
MB: What are the best things, planning-wise, happening in Portland?
JL: Portland’s residents and government believe in the value of good urban planning. Plans created 20 years ago have resulted in the successes we see today. For example, the restriction on housing in the central waterfront has been key to maintaining some of the essential character and industry of the city. While there is more to be done, especially on issues of affordability and workforce development, Portland is seen nationally as a model of how good planning gets good results.
MB: What should Portland look out for?
JL: Portland’s at a decision point about transportation, mobility and growth. The dominant existing pattern of workers driving downtown and expecting their employers to subsidize parking for them is not sustainable. The city will need to invest in mobility rather than road capacity and parking if the growth of the last 10 years is going to continue. Providing better mobility around the region without adding more cars will also help with the housing shortage. The city should partner with METRO, private companies, and other stakeholders to develop solutions that are environmentally and fiscally sustainable.
MB: What’s the biggest misconception about urban growth?
JL: There’s an assumption that new development causes gentrification. It’s not that simple. Popular places become more expensive because they’re great places to be, which is also why there is interest in new development. However, where new development is limited, gentrification still happens, sometimes even more quickly because supply is limited. Cities should generally leverage new development to help address public challenges through tools like reasonable impact fees and inclusionary zoning requirements.
MB: You’re also doing research on land use and planning impact of legalized adult-use cannabis?
JL: This is the first time that a new land use has been introduced into cities in this way since the end of prohibition. It’s important to think through how a whole new land use like cannabis businesses will affect other services, vacancy rates, rents, and even the built form. Last fall I was able to hire a research assistant and began collecting data on this issue. I have a lot more to do, in part because I haven’t had the time to seek funding for the project, but it’s on my to-do list.
MB: You’re writing a book about leadership in urban planning.
JL: It comes out of work I did a few years ago on how to lead in the planning profession. I taught part of an all-day program at the National Planning Conference. After that, I created a three-module on-line training unit on the issue. It was a natural progression to turn that work into a book. The intended audience will be planners that are looking to make a difference.
Most Recent
Most Recent
0 Comments