Columbia Heights. Photo by guy_incognito.

Eastern Market. Photo by James...Campbell.

15th Street. Photo by Joe in DC.

Silver Line construction, Tysons Corner. Photo by 1 brian.

McPherson Square. Photo by Joe in DC.

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Former owner Roger Fons bought the then-closed Old Town Theater in 2003 with the intention of opening a live music venue but it quickly became a movie theater once again.

The Old Town Theater was in a thriving and popular part of town, a "date night" area. It was a unique building surrounded by a supportive community. With the right approach, it could have become a destination in its own right.

Instead, it was a mess. The theater was not cleaned well. Posters and lighting units were stored in plain sight. Movies never started on time, leaving patrons crowded in the small lobby or spilling out onto the sidewalk.

One reason the movies never started on time is that Fons couldn't resist a captive audience. When there was a full house, instead of showing coming attractions, Fons would stand in front of the theater and opine about anything that happened to be on his mind. The topics were generally related to the movie industry, but he would sometimes meander into stranger topics such as military conspiracy theories and tips on safe driving.

For years, the theater did not work with online services such as Fandango. The theater's Facebook presence was not consistently maintained, even though it once generated significant activity.

Fons did not recognize the neighborhood demographic and staged movies inappropriate for the old, small theater. Old Town residents are more likely to want to see smaller, arty, independent movies than big Hollywood blockbusters. Non-residents tend to come to Old Town for "date night" trips. Neither of these audiences wanted to see "Twilight" or "The Hangover." Those who do want to see blockbuster movies such as "Transformers" want to see them on the biggest screen possible with the full surround sound experience. The Old Town Theater could never compete on those technical fronts.

But it could have competed on another front. There are very few theaters in Northern Virginia which show independent films. Fons could have carved out a niche into that market. He was told this by many people many times over the years. He said that he tried but that no one came.

New owner Rob Kaufman said he has tried to find and is looking for a tenant who will keep the space a theater. But Kaufman said consultants have told him the space is not financially viable as a theater. Kaufman has also received permission from the Board of Architectural Review to proceed with a plan to demolish the 1940s-era marquee and box office, making the chances of the space reaching 100 years as a movie theater seem very slim. Rumor has it that J. Crew is interested in the space.

Despite the sale of the property and the planned destruction of the marquee, with proper management, marketing and demographic understanding, the Old Town Theater could be a charming gem instead of an ersatz dump.

Politicians often release estimates of jobs they created, and perhaps cynicism around such estimates explains the lack of credit given to One City One Hire for the hiring of 1,400 jobless residents.

The difference here is that the leader of One City One Hire, Director of Employment Services Lisa Mallory, actually knows who these 1,400 people are. She knows who they are because her staff personally introduced them to their current employers.

Understanding One City One Hire requires understanding that one of the biggest barriers to employment in DC has nothing to do with skills, criminal records or addiction issues. A major barrier to employment is the lack of trust by local employers in jobless residents, particularly those east of the Anacostia River.

While this barrier is not often mentioned by the local media, any job training provider can attest to its reality, and the discouraging effect it has on District residents who are otherwise job-ready.

Chris Hart-Wright, Executive Director of Strive DC which works with chronically unemployed District residents, says she spends much of her time seeking to build trust on the part of local employers in her clients. She says that all training providers are doing the same thing, and that they need the city to use its influence to play this role so they can focus on training and case management.

That's what One City One Hire is all about. Run by the Business Services Group within the Department of Employment Services (DOES), One City One Hire asks local employers if they will consider a small number of resumes pre-screened by DOES for their open positions.

Director Mallory has transferred DOES employees into the operation of working with employers to understand the requirements of particular positions and evaluating thousands of resumes of jobless DC residents to fill those positions.

Now, overcoming the trust gap between local employers and jobless DC residents is only one of several difficult steps that need to be taken to address chronic unemployment. But the success of Gray and Mallory in conquering this first barrier raises hopes that they will live up to their promises on other barriers to employment.

First, Mallory has committed to transforming the One-Stop Centers that are responsible for empowering jobless residents with access to training, transportation and child care benefits, and other resources needed to get a job. This is no small task, as these centers have historically been more like DMV centers in the 1990s.

It will require strong leadership in each One-Stop, implementation of a uniform assessment process so that employees are trained in uncovering and addressing barriers to employment, and tight coordination with agencies like DHS that can address barriers like transportation and child care.

If this transformation doesn't occur, then the body that oversees One-Stop funding, the Workforce Investment Council, could conceivably pull all funding from DOES and contract with a private agency to run One-Stops.

Second, Mallory has committed to providing data on jobless residents who enter One-Stop Centers that would provide the first ever profile of DC's jobless and their barriers to employment. Finally, Mallory has committed to holding training providers accountable to metrics of job placement.

These are significant challenges, but the success of Mallory and Gray in addressing the challenge of trust in jobless DC residents should give us cautious optimism they can be met.

Tackling chronic unemployment is not optional. It is essential to improving education outcomes of the 30% of District children living in poverty. It is essential to limiting gentrification and ensuring all residents benefit from the District's resurgence in recent years.

Gray deserves credit for his accomplishments thus far and greater interest in his vision for finishing the job on unemployment.

With Metro's 30-plus year old system and a long backlog of deferred maintenance needs, some problems are going to crop up, but many riders and the Riders' Advisory Council have repeatedly faulted inadequate communication during crises.

Meanwhile, while Metro has launched a detailed campaign to explain its need for maintenance work, it has been tight-lipped about more specifics, such as timelines and costs for various aspects. Riders frustrated by multiple overlapping outages of lines, escalators and more may well tire of just hearing entreaties to be patient for a period of years, with little more to reassure them that the delays are leading to actual change.

Were you stuck in either of yesterday's problems? Looking constructively, what level and type of communication do you think Metro needs to achieve?

In August 1814, with British troops descending on Washington's federal core, local citizens burned the Eastern Branch Bridge (the Anacostia River was then known as the Eastern Branch of the Potomac) to imperil their advance.

On the night of Good Friday, April 14, 1865 John Wilkes Booth made his escape over the Navy Yard Bridge, through Uniontown (now Historic Anacostia), to southern Maryland after shooting President Lincoln at Ford's Theatre.

Today, as part of a massive public works project, a new 11th Street Bridge is on the cusp of reopening.

Anacostia today. Photo by the author.

As a pedestrian, crossing 6 lanes of a major arterial road can be daunting. Adding an additional lane in each direction can make it even more difficult. Since Route 123 runs parallel to the Silver Line through the middle of Tysons, residents and employees will inevitably need to cross this busy street.

Route 123 in Tysons Corner. Image from Google Street View.

Last night the National Building Museum hosted an event on the Tysons redevelopment plan. Matt Ladd, a Fairfax County planner, said that lanes on 123 are 12 feet wide. The plan calls for a reduction to 11 feet, but that still means pedestrians would have to cross an 88-foot road, not counting any turn lanes.

This certainly isn't impossible. Infrastructure improvements like pedestrian islands and leading pedestrian intervals can make crossing easier. The problem is that crossing major streets like this isn't attractive and it makes for a pedestrian-hostile space.

Ladd also mentioned that the county's plan calls for wide sidewalks and a double row of trees along 123. These additions will make walking along the road more pleasant but don't make it any easier to cross.

Crossing 123 will be even more difficult at the Tysons Central 7 metro station because the tracks are at grade. Pedestrians will either have to cross over or under the tracks to get from side to side. Again, this isn't an impossible scenario. But if the county wants to make Tysons a walkable, accessible urban space, it will have to solve these barrier problems.

Today's Tysons lacks any real neighborhoods, in large part because of wide roads, on-ramps, mega-blocks, parking garages, and other major built environment factors that break up any coherent community. The new urban Tysons will overcome some of these, but a major 8-lane highway will act as an abrupt and unnatural edge to any future neighborhoods or districts that will stunt their growth and weaken them.

If residents find it too difficult or unpleasant to cross major roads, they may choose to patronize businesses on their side or use parks that are easier to reach. The physical division can also create social divisions and isolate communities.

The county can't just rip up state highways, so the roads will always be an issue. But planners must be careful to prevent the roads from becoming enormous barriers to a true urban space. The county could narrow the lanes further and convert one lane for street parking.

Ladd suggested that because the county is planning for redevelopment over 40 years, these options could become a reality at some point. Hopefully the county doesn't wait that long to solve the problem. Encouraging strong urban growth in a transit-oriented Tysons Corner should be a priority now, not decades down the road.

I'm managing the Transit Tech Initiative part-time, and will be continuing in that role.

Software Development Fellows

Software development fellows will build software using open data to help users of transit, bicycling, and other modes of travel. Fellows may select among a number of ideas, some of which build on the existing Real-Time Transit Screen and Transit Near Me projects built at the Mobility Lab by the 2011 class of fellows, and some of which expand into new, related areas.

Potential projects include:

• Extending the Real-Time Transit Screen project to meet the needs of more business customers and home users, including a self-service screen setup interface, ability to add advertising, and more.
  
• Building "Screen In Your Pocket" to show real-time information about nearby transit, using a display like the transit screen on a web-based or native smartphone app
  
• Creating a commute planning tool to show people multimodal commute choices between their home and work
  
• Designing and implementing an attractive graphic visualization of commute options
  
• Refining Transit Near Me into a highly usable mobile app that would be a complete solution for getting transit information on the go
  
• Implementing systems to crowdsource quality of GTFS feeds by letting users suggest errors and potential corrections and routing those to appropriate transit agencies
  
• Other ideas, developed collaboratively by the Fellow and Mobility Lab

Fellows work full-time out of our offices in Rosslyn. Fellowships begin as soon as possible and continue to June 30, with the potential to extend for a longer period of time if fellows are interested and funding is available in the next fiscal year.

Responsibilities include:

• Working cooperatively with the team product manager, the other fellows, and the lab's advisors to choose a project and a set of features to work on for the fellowship.
  
• Developing, testing and debugging the fellowship project.
  
• Assisting other fellows on their projects.

Qualifications:

• Experience with Web frontend and backend technologies. Transit Near Me was built using Python and Django, while Real-Time Transit Screens currently uses PHP. Experience with these (or a strong willingness to learn) is ideal.
  
• Experience with data visualization technologies, cartography, and/or geospatial technologies like PostGIS a plus.
  
• Experience with open data technologies like GTFS and real-time bus APIs a plus.
  
• Experience with open source software development a plus.
  
• Able to work independently with minimal supervision and accomplish goals.
  
• Passionate about transportation and technology.

Fellows will receive a weekly stipend based on level of experience.

Please apply with a resume and cover letter to alpert@mobilitylab.org.

Open Source Community Manager

The Mobility Lab is looking for an Open Source Community Manager to encourage collaboration and interaction among the community of software developers interested in building tools around open transit data and the Mobility Lab's software development fellows.

This position involves a commitment of approximately 5-10 hours per week. Applicants for this position may take on this responsibility while also working part or full time at other jobs, provided they can attend at least one daytime meeting per week at our offices in Rosslyn. (The specific time of this meeting can be scheduled around all involved parties' schedules). A Software Development Fellow may also take on this responsibility as a portion of his or her fellowship if they desire.

Funding is only guaranteed until the end of the current fiscal year (June 30), but we hope to continue the Open Source Community Manager position into the future and candidates interested in potentially continuing for longer periods of time are preferred.

Responsibilities include:

• Reaching out to interested software developers inside government or transit agencies or private persons with a desire to work on tools using open data.
  
• Fostering regular communication among the community around shared ideas, priorities and projects.
  
• Organizing regular events such as Hack Days and "unconferences" to provide opportunities for collaboration.
  
• Organizing a speaker series on subjects of interest to the community.
  
• Evangelizing open data to transit agencies.
  
• Writing regular blog posts on MobilityLab.org, CommuterPageBlog, and Greater Greater Washington about the events and to show off the projects created by various members of the community.

Qualifications:

• Experience working with open source projects in a programming, project management, or other product or technical capacity.
  
• Excellent writing ability.
  
• Self-motivated and able to work independently to achieve objectives.
  
• Passionate about transportation and technology.

Please apply with a resume and cover letter to alpert@mobilitylab.org.