►
From YouTube: Committee on Ways & Means on May 18, 2017
Description
Dockets #0536-0543- Fiscal Year 2018 Budget: Inspectional Services Department
A
This
department
in
environment
I'd
like
to
remind
folks
that
this
is
a
public
hearing.
It
is
being
broadcast
and
recorded
both
on
Comcast
channel
8
and
our
CN
channel
82
I'd
ask
folks
in
the
chamber
to
silence
their
electronic
devices
at
the
conclusion
of
the
presentation
by
the
department
in
questions
and
answers
from
my
colleagues
we'll
take
public
testimony.
There's
a
sign-in
sheet
to
my
left
by
the
front
door.
We
ask
that
you
sign
in
stating
your
name
residents
in
any
affiliation.
A
As
I
stated
earlier.
We
are
here
to
review
the
budget
for
inspectional
services
as
they
pertain
to
dockets
zero
five,
three
six
through
zero,
five,
three
eight
orders
for
the
fiscal
year:
18
operating
budget,
including
annual
appropriations
for
departmental
operations,
annual
appropriation
for
school
department
and
appropriation
for
other
post-employment
benefits,
as
well
as
dockets,
zero,
five,
three:
nine:
two:
zero
five:
four
three
capital
budget
appropriations,
including
lawn
mowers
and
lease
and
purchase
agreements.
A
B
It's
my
pleasure
councillors.
Thank
you
for
joining
us
today
and
it's
my
pleasure
to
be
here
with
the
team
at
ISC.
I
also
like
to
recognize
not
only
the
team
at
ISD
for
the
great
work
that
they've
done,
but
also
the
staff
at
in
the
creation
and
finance
under
Chief
Sweeney's
leadership
for
helping
us
prepare
the
recommended
budget
for
ISD.
B
These
are
just
a
few
members
of
the
Walsh
administration
who
are
focused
on
making
Boston
a
healthier,
more
innovative
in
thriving
city,
from
protecting
our
consumers
through
restaurant
and
price
scanning
inspections
to
issuing
permits
through
our
current
construction
boom.
Isd
has
and
will
continue
to
play
a
crucial
role
to
our
city's
continued
success,
and
this
recommended
budget
allows
us
to
build
on
the
success
we've
had
in
this
fiscal
year.
B
I'd
just
like
to
point
out
a
few
highlights:
we've
already
surpassed
the
number
of
permits
issued
from
FY
16,
with
almost
six
weeks
remaining
in
FY
17
to
deal
with
this
increased
activity.
We've
also
increased
staff
to
our
call
center
and
our
customer
service
locations
working
with
our
partners
at
the
Transportation
Department
housing,
Public,
Works,
Police,
Department
and
also
local
universities.
We
were
able
to
stagger
student
moving
student
move-in
weekend,
leading
to
fewer
disruptions
in
our
neighborhoods
and
less
overtime
expenditures.
B
I
want
to
particularly
commend
Commissioner
Christopher
for
his
leadership
on
that
effort
is
Diaz
also
rolled
out
the
restaurant
grading
system
this
year,
giving
our
residents
and
restaurant
tourists
additional
transparency
into
food
safety
in
Boston.
Although
we
are
proud
of
these
achievements,
crow
mr.
Commissioner,
Christopher
and
I
are
dedicated
to
making
further
improvements
to
make
sure
that
the
customer
experience
is
more
efficient
and
to
make
our
city
safer.
Thank
you
again
for
your
time.
C
Chief
councillors,
first
I
really
do
want
to
make
a
statement
about
the
staff
at
ISD
the
level
of
commitment.
The
willingness
to
change
in
to
harbor
new
concepts
and
new
roles
is
really
exemplary.
It's
not
a
lot
of
stuff.
It
gets
a
lot
of
headlines
or
a
lot
of
focus,
but
the
reality
of
it
is
is
they
have
made
a
tremendous
difference
in
our
city?
You
remember
that
you
know.
Isd
is
responsible
for
building
permits,
restaurants,
housing
weights
and
measures,
Animal,
Care
and
Control.
C
The
number
of
cases
that
we
processes
have
all
been
documented
and
given
to
you,
and
it's
done
without
a
lot
of
hands
there.
We
hear
about
those
cases
that
are
sometimes
problematic,
but
the
vast
majority
that
they
handled
in
a
very
professional
and
friendly
manner,
as
chief
Blackman
has
said,
that
the
major
focus
right
now
is
really
on
constituent
services.
C
C
Our
inspections
are
averaging
between
six
and
seven
thousand
a
year,
which
I
think
is
very
realistic
for
what
we're
doing
we're
working
with
the
councilmembers
to
look
at
the
ordinances
of
the
way
it
was
originally
written
because
it
was
a
little
bit
overzealous
in
my
opinion,
but
we
think
we
have
a
logical,
responsive
way
to
deal
with
this
situation.
As
we
move
forward,
we
have
been
highlighting
all
of
our
interactions,
not
only
with
you
know
the
universities
in
the
landlord's
of
student
housing,
but
we
have
monthly
meetings
with
architects
and
lawyers
to
discuss
things.
C
We
have
monthly
meetings
with
developers
to
discuss
things,
and
this
is
a
forum
we've
seen
to
be
very
beneficial
to
us,
because
they
fully
understand
what
our
expectations
are.
We
listen
and
bring
it
into
the
fold
the
concerns
and
problems
that
developers
and
people
just
doing
business
in
the
city
have
and
we're
taking
that
information
and
very
seriously
to
redefine
our
business
role,
we're
making
it
very
clear
to
people
what
is
expected
when
they
submit
for
a
permit
and
what
they
can
expect
and
turn
so
I
again.
C
I
just
want
to
say
that
I
think
the
staff
has
done
an
unbelievable
job.
My
position
has
been
really
fortified
by
the
assistance
of
chief
Blackman
and,
of
course,
the
ever
presence
of
the
mayor's
goals
and
expectations
for
our
city
and
the
work
that
we
have
done
with
the
councillors
has
been
something.
That's
really
excellent,
I'd
like
to
open
it
up
to
questions.
If
you
like,
Thank.
A
A
For
us,
it
depends
on
where
it
lands,
there's
all
kinds
of
other
dynamics
that
are
set
off,
depending
on
where
the
first
Falls
and
you
had
so
many
of
your
staff
out
there
making
connections
with
with
folks
and
identifying
problems
in
dealing
with
them
in
real
time,
and
it
was
a
great
collaborative
effort.
As
you
said,
it
was
Boston
Police.
It's
public
public
works,
it's
BTD,
it's
all
of
the
departments
working
together,
and
it
was
a
outstanding
effort
and
I
appreciate
that
I'm
just
going
to
get
into
a
couple
of
questions
on
the
budget.
A
C
Number
doesn't
really
represent
what
goes
on
at
ISD.
We've
had
a
number
of
staff
that
have
retired
that
were
at
the
top
of
their
level,
so
that
their
pay
scale
was
was
much
higher,
but
it
has
not
affected
the
staff.
There's
no
layoffs.
We
are
continuing
to
operate
ISD
as
we
have
so.
The
representation
on
a
math
equation
clearly
shows
that
there
a
1.5,
9%
reduction,
but
the
reality
of
services
that
are
being
provided
in
staffing
that's
available,
has
not
altered
it
all
effect.
C
The
224
is
a
snapshot
of
the
budget
of
what
actual
FTEs
we
have
in
the
department
at
the
time.
Technically,
the
overall
numbers
are
245,
there
are
the
Zoning
Board
of
Appeals
are
there
are
16
members,
and
then
there
is
the
Board
of
licensure,
which
is
another
three
members
that
they
fall
into
it,
but
we
have
not.
We
have
lost
no
permanent
staff
in
the
process
of
redefining
this.
What
our
approach
is,
we
have
a
new
director
of
operations.
C
Dan
manning
has
joined
ISPs
to
help
us
on
the
senior
management
side,
so
that
again
we
can
allocate
resources
properly,
but,
more
importantly,
we
can
analyze
the
data
that's
coming
in.
Where
are
the
problems?
What
are
the
issues?
Are
they
being
dealt
with
in
a
proper
sense
and
I?
Do
have
to
say
you
know
in
student
moving
is
one
example,
but
the
inter
department
relationships
now
that
we
have
are
unbelievable.
C
A
C
Is
is
out
right
now
for
for
an
RFP
we're
hoping
to
have
that
in
within
the
next
month
we
figure
it'll
be
a
six
month
review,
but
it's
going
to
be
on
the
ground
audit.
It's
not
going
to
be
a
very
high
level.
It's
going
to
be
the
actual
business
practices
that
takes
place
and
is
be
the
path
of
permits,
the
review
of
inspections,
so
that
we
can
really
see
where
the
real
bottlenecks
are
we're
very
comfortable
that
we're
addressing
the
much
larger
issues
in
a
more
proactive
way.
C
But
we
do
think
that
the
management
of
the
resources
is
really
the
primary
issue.
As
we
go
forward.
One
of
the
things
that
we've
done
is
at
one
time,
complaints.
Andry
inspections
were
all
sent
to
the
building
inspectors
with
the
additional
staff
that
we
have
in
constituent
services.
Now,
complaints
go
to
constituent
services
for
vetting
before
we
take
the
time
of
an
inspector
to
actually
look
at
the
building,
we're
finding
between
30
and
35
percent.
Of
these
complaints
are
administrative.
C
Someone
doesn't
have
a
permit
they're
exceeding
the
terms
of
a
permit,
and
we
can
have
administrative
staff
review
the
records.
To
answer
that
constituent
and
then
the
the
balance
of
those
budgets
end
up
going
to
an
inspector,
but
again
it's
more
about
efficiencies
and
working
slot,
rather
than
working
on
right.
B
Just
going
to
add
to
that,
I
want
to
also
commend
the
Commissioner,
because,
in
addition
to
really
being
spearheading
this,
this
audit
process
and
helping
us
learn
what
we
can
do.
The
commissioner
and
I
have
also
taken
the
time
to
really
learn
from
some
of
our
other
fellow
cities.
There
are
similar
sizes,
but
it's
Denver,
Atlanta
or
otherwise,
and
that's
something
that
we're
going
to
continue
to
do
to
see
what
we
can
do
to
improve
efficiencies
at
ISD,
right
and.
A
I
want
to
also
thank
counsel
Zakim
and
you
Commissioner,
for
working
very
hard
to
you
know,
come
up
with
the
with
an
issue
that
we
share.
The
student
housing
issue
and
you
know
trying
to
make
it
safe,
habitable
and
reduce
overcrowding
and
some
of
the
tragic
events
that
can
come
from
from
overcrowding
and
substandard
housing
and
just
wanted
to
get
a
sense
from
you
about
we.
A
What's
the
word
amended
the
University
Accountability
Act,
to
try
to
provide
better
information,
more
targeted.
We
went
down
a
road
a
couple
of
years
ago
of,
like
trying
to
inspect
in.
It
seemed
to
be
more
of
a
futile
attempt,
but
I
think
with
the
combination
of
seeing
the
information
provided
by
the
universities
and
in
October
to
get
a
head
start
to
raise
red
flags
and
then
go
after
them.
A
That
was
our
I
think
if
I'm
characterizing
correctly,
you
know,
rather
than
just
kind
of
broadly
applying
IST
to
student
housing,
we
kind
of
targeted
by
really
identifying
addresses
that
show
that
five
kids
are
living
there
or
six
kids
are
living
there
and
and
then
going
after
them.
Can
you
give
us
a
sense
of
now
that
we've
kind
of
honed
in
on
that?
How
we're
doing
with
identifying.
C
We're
actually
doing
very
well
last
year's
move.
It
was,
in
my
opinion,
the
pinnacle
of
what
we've
been
doing
with
student
housing.
We
took
what
was
a
three-day
chaotic
event
across
the
city,
the
gap,
the
Fenway
Mission
Hill
communities
that
were
totally
inundated
by
the
move
in,
and
we
took
it
from
three
days
to
a
three
week
process.
The
universities
were
tremendous
partners,
the
landlords
of
tremendous
pilots
and
the
students
and
their
parents
were
very
much
part
of
it.
C
I
do
know
that
last
year,
on
Saturday
morning,
I
was
in
the
gap
and
the
police
were
taking
down
all
the
barricades
and
we
returned
that
neighborhood
back
to
being
the
neighborhood
that
it
should
be.
So
we
thought
that
was
a
tremendous
success.
We
also
saw
that
as
a
tremendous
reduction
in
overtime
costs
for
our
inspectors.
C
The
approach
that
we've
taken
is
the
we're
not
looking
at
it
just
in
September,
looking
at
it
all
year
wrong,
so
we're
working
with
these
landlords
so
that
they
in
a
proactive
way,
are
repairing
modernizing,
taking
care
of
general
maintenance
of
their
properties,
we're
still
bringing
in
11
tons
worth
of
garbage
over
that
three-week
period.
But
it's
over
three
weeks
now,
it's
not
over
three
days
like
so.
C
We
think
that
we've
really
got
it
in
a
place
that
makes
sense
the
landlord's
have
rewritten
their
leases
so
that
it
doesn't
end
at
quarter
twelve
and
start
a
quarter
after
twelve
they've
actually
put
two
or
three
days
in
there,
which
allows
us
to
get
in
into
some
inspection,
absolutely
partnering
with
the
police
and
the
fire
department.
We've
put
together
a
form
of
triage
teams
that
go
into
the
neighborhoods
beforehand.
To
look
at
these
situations
and
talk
to
people,
we've
made
it
a
real
focus.
C
In
addition
to
talking
to
the
students
who
we
all
love,
their
parents
are
far
more
valuable
to
us,
because
we
explain
to
them
the
services
the
city
can
offer
their
students
and
the
other
ones
who
seem
to
be
more
reactive
to
that
kind
of
situation.
So
when
there
is
a
problem
with
heat
starting
in
October,
we're
able
to
resolve
it
rather
than
hearing
about
a
devastating
case
in
January,
where
there's
been
no
heat
for
three
weeks
right.
C
So
I
think
that
you
know
again
through
proper
management
and
analyst
of
data,
we're
able
to
really
address
what
the
problems
are.
We
boiled
it
down
their
eyes.
They
were
awesome
laying
logs
that
needed
a
little
bit
of
Education
a
little
bit
of
understanding,
but
they
were
cooperative
in
they
work
with
us.
We've
done
some
things
on
a
more
proactive
side.
If
you
choose
to
ignore
ISD,
which
some
people
do,
we
will
stop
all
your
permits
until
you
resolve
your
violations.
C
That's
a
way
that
people
seem
to
really
react
well
to
us,
but
I
do
have
to
say
overall
through
an
educational
process.
We've
had
tremendous
success.
I
liken
it
to
the
restaurant
rating
system
that
everybody
was
very,
very
nervous
about
when
we
first
started
doing
it.
The
success
for
that
is
unbelievable.
I
love
nothing
more
than
walking
in
every
neighborhood
in
the
city
in.
D
C
What
a
czar
sitting
right
in
the
window
right
we've
had
tourists
come
to
us
and
say
how
easy
it
is
for
them
to
walk
down
the
street
and
take
advance
edge
of
a
restaurant
that
they
otherwise
have
no
experience
with.
Knowing
that
the
health
situation
is
really
worked
out,
you
know
very
positively
in
the
communications
is
good.
C
We're
down
to
80
now
80,
it
is
the
latest
number
and
again,
300
was
the
number
for
last
year
we're
down
to
80
those
immediately
go
on
to
our
reactive
and
specialists
for
housing,
so
that
we
can,
you
know,
again,
be
proactive
in
our
discussions.
Let's
get
it
resolved
before
the
students
move
out
this
semester
right
and
they're
coming
in
next
GFI
and
a
lot
of
times
it's
working
with
the
landlords.
C
We
did
to
a
quiet
program
where
we
got
the
message
very
clearly
to
the
Realtors
and
the
agents
that
were
renting
properties,
and
we
reminded
them
that
their
license
says
that
they're
very
familiar
with
what
the
rules
the
regulations
are
of
our
city
and
very
quietly.
That
was
a
very
positive
thing
that
we're
not
over
renting
anymore
right
and.
A
I
think
a
lot
of
success
is
through
our
the
standards
that
we
are
setting,
some
of
the
ordinance
that
we're
passing
it's
not
any
one.
It's
the
combination-
and
you
know
the
success
that
you
have
with
your
folks
out
in
the
field,
is
important.
You
have
some
great
representatives,
like
I'm
thinking
alike,
les
Christos,
a
friend
and
constituent
and
classmate
from
years
ago,
and
Chris
McNally
Eric
McGovern
on
your
staff
that
go
out
day
in
and
day
out
and
address
the
quality
of
life
issues
in
many
neighborhoods,
but
particularly
also
Brighton.
There.
C
Are
a
number
of
intangibles
that
have
really
changed
is
be
again.
It's
the
example
of
you
know,
Austin
coming
over
and
talking
people
right,
making
people
aware
that
we
are
customer
service
business
and
we're
not
just
the
authority.
That's
going
to
take
their
building
permit
away
right.
We
have
seen
an
openness
now
of
constituents
coming
into
ISD.
C
We
have
made
available
a
number
of
different
languages
at
ISD,
so
people
are
very
comfortable
people,
you
know
are
intimidated
coming
at
ISD
and
if
we
can
take
one
layer
of
anxiety
away
from
them
and
in
this
case
the
way
that
they
communicate.
It
makes
the
situation
the
transition
so
much
smoother
and
so
much
more
rewarding
great.
A
E
Thank
You
mr.
chairman
chief
commissioner
pleasure,
to
see
you
and
your
team
here
I
wanted
to
start
thanking
you
for
the
move
in
changes.
I
know,
as
you
are
very
gracious
about
saying
how
much
of
a
joint
effort
it
is
between
all
the
involve
departments,
but
just
in
a
few
years,
I
haven't
been
dealing
with
it
quite
as
long
as
the
chairman
has,
but.
D
E
E
It's
definitely
been
an
improvement,
so
thank
you
for
that.
A
couple
questions
I
glad
to
see:
there's
been
progress
on
the
rental
registry
and
inspection,
and
you
talk
about
what
the
penalties
are
for,
folks
who
don't
comply
and
about
allow
it
both
from
registering
and
allowing
access
through
your
inspectors.
How
does
that
work?
One.
C
Of
our
biggest
stumbling
blocks
is
still
gaining
access
to.
We
are
in
the
process
now
of
trying
to
get
the
sand
Volvo
redefined,
because
the
decree
that
came
down
stated
clearly
that
the
occupant
had
to
be
in
the
units
and
honor
for
them
to
allow
us
to
inspect.
We
think
that's
a
tremendous
burden
for
most
people,
whether
you're
a
student
or
you
know
working
your
schedule
is
very
tough.
C
We've
tried
to
make
ourselves
available
nights
and
weekends,
whatever
it
does
work,
but
what
we're
asking
for
is
the
judge
to,
and
unfortunately
the
judge
that
made
the
ruling
has
retired.
So
we
have
somebody
else,
that's
looking
at
now.
This
is
going
to
take
a
while
because
it's
at
the
state
level,
but
we're
asking
them
to
allow
for
the
power
of
attorney
so
that
they
can
give
that
power
to
either
a
roommate
or
a
lamb
long
to
get
in
to
do
it.
But
that
is
is
still
our
largest
problem.
So.
E
C
The
if
we
do
not
have
permission
from
the
occupant
of
where
the
answer's,
no,
that
we
cannot
go
in
under
the
rental
registry.
We
have
a
five
years
cycle
that
that
ordinance
I
want
to
revisit
with
the
council,
but
we
have
a
five
year
cycle
that
makes
it
mandatory
that
they
do
that.
What
we
have
done
is
we
have
said
to
the
landlord's.
This
is
your
responsibility
to
get
us
into
these
building,
so
we
give
you
a
one
year
hiatus
before
we
start
embarking
on
fines
and
penalties,
because
most
of
these
leases
are
one-year.
C
C
A
$300
fine
for
them
to
do
that,
but
the
real
reality
is
is
I'm
not
in
favor
of
finding
and
violations
for
the
sake
of
finding
of
violations.
What
I
really
want
is
the
ability
to
make
sure
that
these
units
are
safe.
We
can
take
them
to
housing
Buttonwood.
There
are
a
few
people
that
we
actually
have
to
canals
and
foot
to
make
it
work.
A
judge
can
order.
You
know
that
we
be
allowed
into
it.
C
It's
a
big
step
to
do
that,
because
it's
a
First
Amendment
issue,
and
they
don't
want
us
to
violate
that,
because
on
the
other
side
they
say
to
us.
Well,
what's
the
benefit
and
does
it
challenge?
You
know
the
First
Amendment,
so
it
becomes
a
big
issue,
but
it's
something
that
hopefully
we'll
be
able
to
continue
to
work
on
and
once
the
cycle
starts
rolling.
If
we
know
when
we
can
get
in
there
and
we
can
schedule
our
work
around
that
so.
E
C
If
you
work
without
a
permit,
it's
it's
a
stop-work
lot
of
the
tissue
that
forbids
you
from
doing
anything
until
you
get
paperwork
into
place,
there's
no
financial
penalty
involved
in
that
at
all.
Again,
if
you
continue
to
ignore
us,
we
do
have
the
right
to
bring
the
police
in
and
physically
stop
you
from
working
at
the
job
and
then
we
bring
you
into
housing,
but
at
which
point
the
judges
take
over
and
they
can
assist
some
very
serious
fines
and.
D
E
And
I
guess,
similarly,
on
the
point
of
unpermitted
work,
I
think
often
you
know
we'll
hear.
Certainly
over
the
weekend
we
get
calls
or
emails
sometimes
tweets
about.
You
know
work
happening
in
the
neighboring
unit
or
you
know
the
building
next
door
and
you
know
we'll
find
out.
The
permit
was
not
issued
for
the
weekend
or
was
not
issued,
certainly
for
6:00
a.m.
work,
and
you
talked
a
little
bit
about
how
your
department
responds
when
it's
those
hours
and
what
the
penalties,
if
any
honor,
if.
C
You're
a
homeowner
in
your
replacing
deciding
on
your
house
or
the
weekend
as
long
as
you
work
between
the
hours
of
7:00
and
6.
We
don't
get
involved
that
if
you
are
a
for-profit
contractor,
that's
working.
You
require
to
secure
an
after-hours
permit,
which
is
again
one
of
the
things
that
we
redefined.
The
after-hours
permit
is
granted
depending
upon
what
you're
doing.
C
We
have
a
very
delicate
balance,
because
our
city
is
growing
in
such
a
tremendous
rate
that
we
don't
want
to
interfere
with
the
development
of
our
city,
but
the
mayor
has
made
it
very
clear
that
the
quality
of
life
in
neighborhoods
has
to
be
really
maintained
if
solicited
from
either
the
office
of
neighborhood
services
are
from
the
city
council.
It.
It
comes
to
my
desk
whether
that
permit
is
issued
or
not
right.
C
Now,
South
Boston,
the
South
End,
our
two
neighborhoods
that
if
they
have
said
they
want
no
weekend
permits,
I
can't
promise
no
week
in
permit,
but
I
can
really
promise
a
lot
of
control
on.
If
a
contractor
comes
to
me
and
illustrates
the
work
that
they're
doing
is
safer
for
the
community
to
be
done.
On
a
Saturday,
rather
than
in
the
middle
of
the
week,
I
will
allow
them
to
do
that
with
controls.
If
there
are
complaints
that
come
from
the
neighborhood.
During
that
event,
we
will
go
out
and
stop
the
work.
C
The
perfect
example
is
the
erection
of
a
brain
that
usually
ties
up
so
much
street
traffic
that
if
we
did
it
turn
the
normal
work
week,
it
would
be
disastrous
to
the
community.
We
can
deal
with
it
more
on
a
Sabbath.
We
try
to
limit
it
as
much
sleep
in
we've
had
work
done
down
on
the
Piaf
or
project
and
some
projects
in
East
Boston
that
are
around
tides,
and
you
know
they
have
a
very
small
window
when
they
can
work,
but
I
try
to
balance
it
I
try
to
let
the
contractor.
C
E
E
C
Initially,
they'll
the
after
hours
permit
is
$100
per
event,
so
if
you
want
it
for
Saturday
and
Sunday,
it's
two
events.
If
you
want
a
third
shift,
it's
it's
a
second
event.
If
you
choose
to
do
this
work
without
that
permit,
you
are
double
fined
for
that
you're
brought
in
you
know.
We
have
a
discussion,
it's
not
a
formal
hearing,
but
we
just
have
a
discussion.
If
you
continue
to
do
it,
we
will
remove
your
building.
Permit
I
have
the
authority
to
take
building
permits
away.
So
in
again
it's
been
in
very
rare
cases.
E
Because
I
often
hear
from
folks
you
know
they're
always
concerned
you
know
what
happens
why
I
call
3-1-1
or
I
call
the
office
or
I
call
ons,
and
you
know
what
happened.
So
it's
good
good
to
have
that
that
background
and
I
appreciate
that
I
would
just
say
that
if
there
are
repeated,
scofflaws
I
mean
I,
don't
know
if
there's
a
formal
process
for
this,
but
about
being
it
tough
for
them
to
apply
for
permits
in
general,.
F
E
C
Unfortunate
one
of
the
complaints
I
get
a
lot
is
about
bad
behavior
yeah.
We
can't
regulate
a
good
neighbor
I
mean
sometimes
we
wish
we
could,
but
we
do
have
enough
authority
and
enough
regulatory
process
that
we
can
make
it
very
uncomfortable
for
them
to
continue
good
working
in
that
vein.
Stop-Work
Lauder
is
a
very
sue
using
a
lot
of
times.
It
has
a
tremendous
financial
impact
on
projects.
People
really
listen
to
us
in
week,
one
actually
spot
they
work.
Thank.
E
And
then
I,
one
more
Aaron
wants
to
move
along.
This
is
a
very
specific
issue.
I
have
a
co-op
building
on
Mass
Ave
in
the
Fenway,
it's
an
aging
population
in
the
building
and
they
are
trying
to
figure
out
ways
to
make
it
more
accessible.
I
guess
a
chairlift
and
the
staircase
was
what
they're
looking
at,
and
there
is
no
they've
been
told
that
their
staircase
is
not
wide
enough
through
the
building
code
to
do
it,
but
that
physically
they
could
make
it
work.
C
The
office
of
handicap
services
Christine's
group
have
designers
that
will
work
with
them.
There
are
real
contradictions
that
take
place,
particularly
in
all
the
buildings.
You
do
have
maintained
a
certain.
You
know:
36
inch
width
depending
upon
the
occupant
load
of
a
building
for
clear
actors.
Cheerless
tend
to
be
Believe,
It
or
Not
quite
large,
even
when
they're
in
the
closed
position,
because
they
hinder
the
use
of
handrails
and
elements
like
that.
I
always
push
back
and
as
an
architect,
I
say
it's
got
potential
community.
C
It
has
to
be
creative
in
resolving
some
of
these
issues.
The
architectural
access
board
will
accept
alternative
designs
to
make
things
work.
The
a
DA
is
it's
not
an
ordinance
that
we
have
to
enforce,
but
it
is
a
civil
rights
law,
but
they
allow
for
certain
reconsiderations
Tom
Hopkins
is
the
director
of
the
architectural
access
board,
he's
tremendous,
and
if
people
have
these
issues
they
can
go
to
him
and
work
it
out.
We'll
sit
with
people
to
see
that
we
can
come
up
with
a
way.
E
D
G
Just
myself
good
morning,
and
thank
you
guys
for
being
here
and
commissioner
and
chief,
thank
you
for
your
work
and
commission,
particularly
your
department.
Thank
you
and
your
team
for
all
the
work
they
do.
We
probably
rely
on
ISD,
probably
the
most
for
issues,
constituent
service
issues
and
quality
of
life
issues
coming
out
of
district
4.
So
it's
not
easy
work
that
you
guys
are
engaged
with,
but
we
do
consider
you
guys
partners
in
the
work.
So
thank
you
do.
D
G
C
C
That's
this
total
concluding.
The
supervisors
is
24.
Okay.
In
electrical,
we
have
nine
in
the
plumbing
gas
division,
we
have
eight
housing,
we
have
28
health,
we
have
18
environmental,
we
have
18
weights
and
measures
we
have
seven.
Our
legal
department
is
is
for
attorneys
animal
care.
We
have
seven
dog
offices,
we
have
four
and
we'll
run
attendance.
We
have
a
supervisor
there,
a
director
and
also
a
senior
dog
offs.
Ok,.
G
C
Now
the
building
department
is
assigned
by
Ward's
within
the
city,
that's
something
that's
being
reevaluated.
The
chief
and
I
right
now
are
thinking
of
a
new
way
of
organizing
that
into
teams,
as
opposed
to
vigils,
we
think,
will
produce
a
greater
value.
Housing
is
assigned
by
neighborhoods
in
depending
upon
the
mode.
That's
required.
Health
has
a
routine
schedule
of
inspections
for
restaurants
in
all
food
processing
places
Plus
in
both
in
all
three
of
those
departments.
We
have
a
reactive
team
that
is
complaint
files.
We're
able
to
dispatch
people
out
immediately.
C
Environmental
Services
is
complaint,
driven
depending
upon
what's
going
on
in
neighbourhoods,
weights
and
measures
depending
upon
what
time
of
the
year
is,
what
they're
doing
they
manage
everything
from
how
much
gas
gas
tank
is
dispensing
dispensing?
Is
it
a
gallon
that
oil
park
actually
pumping
out
a
gallon
to
scanners
in
stores?
Are
they
actually
reading
the
correct
number
on
the
Shelf,
as
well
as
when
they
get
to
the
cashier?
They
also
manage
the
bike
safety
program
for
the
retrofitting
of
all
parts
that
have
contracts
with
the
city.
G
G
C
Are
that
that
are
working
right
now
at
Collbran?
Who
was
the
assistant
commissioner?
There's
a
tremendous
job
of
prioritizing
them
and
the
thing
that
we're
trying
to
do
with
that
department
right
now
is
we're
trying
to
reanalyze
all
the
cases
so
that
the
ones
that
we
think
we
can
win
easily
we're
trying
to
push
those
to
the
top
of
the
pile,
the
project
that
we
think
have
the
best
yield
for
solving
a
real
problem.
That's
getting
pushed
to
the
top.
C
There
are
a
lot
of
nuisance
cases
that
we
have
to
deal
with
about
who
owns
what?
Where
and
that
kind
of
things
those
seem
to
perpetuate
themselves
at
quite
a
length
in
animal
care
is
also
complaint,
driven
as
well
as
we
do
have
a
schedule
trying
to
keep
dogs
on
leashes
and
people
cleaning
up
after
their
dogs.
We.
D
G
C
Way
that
28
inspectors
are
broken
up,
eight
of
them
are
dedicated
to
the
rental
registry
program
by
ordinance,
so
that
leaves
ten
inspectors
that
we've
broken
them
up.
20
inspectors
leaves
we've
broken
them
up
into
teams
of
two,
and
then
there
they're
assigned
throughout
the
city,
as
the
need
has
to
go
forward.
Okay,.
G
So
you
already
know
this
I
mean
I,
think
one
of
the
biggest
issues
in
District,
four
I
guess
one
has
to
do
with
rodents
and
then
the
other
has
to
do
with
either
vacant
properties
or
properties
that
have
tenants
in
them
but
are
posing
a
problem
to
the
community.
So
just
starting
with
the
rodent
issues,
obviously
Leo
was
out
there
I,
don't
know
how
he
does
what
he
does.
I
mean
what
his
team
look
like
and
in
these
particular
neighborhoods,
and
you
know
some
of
the
neighborhoods
already
well.
C
The
environmental
department
is
made
up
of
Cleo's
the
assistant
commissioner
there's
one
principal
administrative
assistant.
There
are
12
environmental
inspectors
that
are
inspect
the
ones
where
there
are
two
environmental
inspectors
that
are
inspectors
to.
They
have
to
do
with
the
different
types
of
licenses
they
have
to
make
things
happen.
We
also
have
two
members
of
that
team
that
are
technically
part
of
code
enforcement.
They
deal
primarily
with
the
garages
and
auto
repair
places
as
they
go
forward.
C
The
real
truth
is
is
that
communities
have
to
work
together
so
that
when
we
can
get
landlords
to
work
with
us,
so
that
there's
a
a
baiting
program
in
a
block
and
we
deal
with
all
the
public
assistance
areas
there.
We
actually
affect
change
with
that.
We
do
see
that
there
are
some
landlords
that
don't
do
what
we
ask
them
to
do.
In
those
cases
we
will
go
on
to
private
property
in
in
deal
with
them,
as
we
can.
C
It's
not
expanded
off
us
because
we're
responsible
for
the
public
domain,
the
actual
rat
numbers-
and
we
do
heat
maps
of
these
to
manage
them.
The
actual
numbers
have
not
gone
up.
The
number
of
incidents
have
gone
and
I
applied
in
bank
three
one
one,
because
it's
so
easy
for
constituents
now
to
file
a
complaint,
but
it's
not
uncommon
for
us
to
get
five
three
one
one
complaints
about
one
incident.
C
So
if
you
look
at
the
complaint,
the
plates
are
up,
but
the
actual
incidents
are
not
up.
Some
of
the
biggest
things
about
that
are.
The
management
of
trash
you
give
a
rat
a
place
to
eat
place
to
sleep
is
a
place
to
get
water
at
home,
and
those
are
some
of
the
things
that
we
look
at
most
aggressively
standing.
Water
is
always
a
problem.
Trash
barrels
that
aren't
closed
properly
are
the
wrong
type
of
trash
barrels.
C
G
G
B
G
Those
properties
where
the
landlords
are
not
responsive,
we've
reached
out
they
just
frankly
don't
care.
What
can
we
do
in
the
short
term
and
long
term?
So
I
think
that's
the
biggest
frustration
that
residents
have
so,
for
example,
even
for
some
of
the
vacant
properties
nottingham,
for
example,
there
was
just
you
know,
a
fatal
stabbing
there,
and
people
on
that
street
had
been
complaining
about
that
property.
For
a
long
time.
We've
heard
that
about
other
properties,
I've
been
complaining
for
years,
even
before
mayor
Walsh
got
here
so
I
know.
C
Right,
the
one
of
the
biggest
problems
about
abandoned
properties
is
usually
finding
out
who
the
owner
is.
We
find
a
lot
of
properties
that
are
owned
by
people
that
live
in
Europe,
people
that
have
passed
away
and
other
family
members
don't
want
to
absorb
the
ownership
of
the
property.
Those
are
properties
that
we
go
after
in
housing
court
to
appoint
receivers
so
that
the
building
can
be
fixed
and
dealt
with.
We
have
other
properties
that
clearly
we
know
who
the
owner
is.
C
We
try
to
deal
with
them
and
if
they
don't
deal
with
them,
then
we
will
step
up
to
do
things
we
partner
with
the
court
system,
which
sometimes
is
not
as
fast
as
we
would
like
them
to
be.
We
will
go
on
to
properties
and
we
will
do
rad
abatement.
We
will
do
bloating
ups
when
we
do
that.
What
we
do
is
we
put
a
lien
against
the
property
owner.
C
G
C
C
Problem
we
have
one
one
owner
who
is
very
creative
at
the
court
system
is
currently
suing
me
on
a
reco
chart
that
I'm
inspiring
to
take
this
property
away
and
sell
it
to
my
friend.
We
deal
with
a
lot
of
this.
A
lot
of
these
sometimes
involve
mental
health
issues,
so
it
becomes
very
difficult
for
us
to
deal
with
that.
The
judges
are
sympathetic
to
both
sides
of
the
discussion,
so
sometimes
we
feel
it's
a
miserable
failure.
Sometimes
we
can
make
a
small
step.
Mount
Ida
is
one
of
the
projects
that
I'm
talking
about.
D
C
Walsh,
for
the
first
time
in
the
history
of
the
city
was
going
to
rip
down
a
residential
property.
We
finally
got
it
out.
Of
course,
we
had
a
three
day
window.
We
got
a
foot
honor
we
went
in,
we
abated,
we
brought
it
up,
we've
done
everything
we
can,
but
the
judge
refused
to
give
us
a
no
trespass
on
the
built
on
the
person
the
building
is
deemed
unsafe
by
the
fire
department,
so
firefighters
will
not
enter
first.
C
It
has
been
deemed
uninhabitable
by
ISD,
but
these
are
some
of
the
more
horrific
situations
we
run
into
the
biggest
thing.
That
I
would
strongly
strongly
recommend
and
I
start
all
the
council's
about
this
policy.
The
more
you
tell
us
about
it,
the
more
that
we
can
get
involved.
Sometimes
it
involves
bribe,
buys
our
environmental
group
will
go
out
and
cut
weeds
and
take
things
down.
So
at
least
the
visual
presence
of
the
building
can
be
wanted
in
a
better
way.
C
C
G
Are
always
calling
you
guys
and
we're
calling
some
folks
who
are
so
helpful
that
they're,
like
that's,
not
really
my
job,
but
they
still
help
us.
So
my
challenge
is
in
communicating
with
residents
who
see
these
properties
and
use
is
just
that
one
property
on
their
street.
That
is
the
problem
property.
C
C
G
G
C
Give
you
absolute
definitive
it'll
depend
on
the
severity
of
the
building
if
the
landlord
is
being
responsive.
We
had
the
fire
on
Murray.
Street
HAMP
was
horrific.
That
was
a
problem
property
for
a
real
long
time.
The
owner
started
doing
some
work
and
there
was
that
terrific
fire
that
took
place
they,
the
owners
being
very
responsive
to
us
they've,
got
permits
while
they're
responding
to
it.
G
C
Have
no
ability
to
force
a
landlord
to
fix
the
building,
we
can
force
them
to
keep
it
safe
to
keep
it
clean
to
keep
it.
You
know
rodent
free,
but
we
can't
make
them
revitalize
the
building
it
amazes
me.
I
mean
those
two
properties
are
our
in
a
community
that
have
the
best
view
of
Boston's
of
Inner
Harbor
than
any
and
I
know
they
could
be
sold
for
real
profit.
But
a
lot
of
these
owners,
or
whatever
reasons
don't
want
to
don't
want
to
deal
with
that
I.
G
G
Issues
that
go
on
address
for
so
long
and
it's
not
because
neighbors
and
community
don't
care
residents
show
up
all
the
time,
and
so
it
frustrates
me
tremendously
and
I'm
sure
it
does
you
and
your
team
as
well
to
have
these
properties
sitting
vacant
where
landlords
and
sort
of
maybe
clean
it
up
here
and
there,
but
not
do
anything
meaningful
to
it.
So
people
look
at
a
whole,
that's
dilapidated
in
the
community
and
think
a
neighborhood
is
a
certain
way.
G
It
brings
in
certain
activity
that
leads
to
a
whole
host
of
public
safety
issues,
and
so,
if
we're
going
to
reduce
incidents
of
violence
in
district
for
these
quality
lights
of
quality
of
life,
issues
have
to
frankly
go
away,
and
so
I'd
love
to
continue
the
conversation
about
what
we
can
do
from
the
council's
perspective,
and
maybe
it
is
putting
together
homeroom
legislation,
even
though
that
may
take
forever.
Maybe
it's
having
a
conversation
about
what
can
happen
in
the
courts.
Maybe
there's
some
public
campaign.
G
We
can
do
with
our
residents
to
push
the
courts
to
be
more
responsive
to
these
issues
because
they're
creating
public
safety
issues,
I
mean
people
are
dying
right.
The
globe
reports
on
some
of
these
problems
properties
turning
into
areas
where
crime
is
occurring,
but
there
are
a
lot
of
them,
particularly
in
Dorchester,
and
also
Matapan,
but
across
the
city,
but
particularly
in
Dorchester,
and
that
I
worry
that
even
with
the
tools
we
have
it
frankly
isn't
enough.
You
know
fact
that
a
problem
property
sits
for
10
years.
C
D
G
C
Could
get
this
gentleman
arrested
because
he
is
living
in
the
house.
We
might
be
able
to
get
here
some
real
assistance,
because
I
think
there
are
a
number
of
other
issues
going
on
with
gentlemen.
We
didn't
even
offer
that
help
because
he's
resistant
to
it
so
all
right,
very
complicated,
but
yes,
I'm
very
much
partner
with
Ewing
in
trying
to
resolve
it.
Thank.
G
H
You
mr.
chair
and
good
afternoon,
ladies
and
gentlemen,
great
to
be
with
all
of
you,
I
wanted
to
echo
a
couple
of
sediments
for
you
to
my
questions,
commissioner.
The
first
is
that
I
really
appreciate
the
incredible
work
that
is,
d
has
done
in
terms
of
constituent
service
and
working
well
with
our
offices.
H
That
is
a
new
phenomenon
that
we've
seen
and
it's
vitally
important
and
I
I'm
sure
I'm
going
to
forget
some
of
I
just
wanted
to
specifically
point
out
Colleen
Kennedy,
Brian,
Rowan
and
Frank
D'amato
and
Amanda
Amanda
Kennedy
from
Animal,
Care
and
Control.
For
just
being
incredible.
Oh
man
is
going
to
us
as
well
from
a.
H
Even
see
your
there
so
just
being
in
Krita
and
yourself
as
well,
I've
gotten
calls
back
from
you
at
7
o'clock
on
a
Friday
night
so
from
your
office
line
and
appreciate
the
great
work
that
we
have
I
would
say.
There's
it's
gotten
a
lot
better,
there's
still
a
lot
of
improvement
that
can
be
undertaken
there
and
that's
that's
not
an
indictment.
H
That's
simply
because
I
believe
that
you
all
are
understaffed
and
I
think
that
we
need
to
grow
the
number
of
inspectors
and
you're
doing
a
lot
with
a
relatively
small
workforce,
particularly
with
the
development
and
given
the
fact
that
we're
seeing
such
unprecedented
development,
we
here
at
my
office,
hears
from
developers
frustrated
that
they
can't
get
inspector
out
and
residents
frustrated
they
for
the
same
reason,
perhaps
on
different
sides
of
the
coin.
So
I
guess
I
would
certainly
advocate
for
an
increase
in
your
in
your
overall
budget.
H
C
Of
the
things
I've
got
to
say
because
I
hear
this
a
lot
from
a
lot
of
people
to
put
miles
now
we
need
more
people,
we
need
more
people,
I'm,
not
of
that
school.
I
think
that
people
working
effectively
are
a
better
way
to
deal
with
things.
There's
been
a
lot
of
business
practices
that
have
been
in
place
at
ISD
for
a
real
long
time
and
they
were
set
up
under
a
whole
different
profile
of
development.
C
D
C
Sometimes
is
much
harder
to
do
than
to
get
a
budget
increase,
because
we
have
an
institution
that
has
been
around
for
a
long
time
used
for
doing
things
a
certain
way.
We
have
a
new
Deputy
Commissioner
in
Sean
Lydon.
He
brings
a
whole
new
set
of
ideas
to
it.
Dan
Manning
comes
to
the
table
with
a
whole
series
of
different
backgrounds.
That
is
a
very
enlightening.
What
happens
at
ISD
indira
has
been
at
ISD
for
23
years,
so
she
knows
the
culture
and
he
knows
where
the
tripwires
are
and
how
to
deal
with
them.
C
A
H
H
It
literally
did
not
move
for
thirty
years
because
of
rain
wear
and
tear
it
was
one
with
the
ground.
If
you,
google,
it
it's
a
frightening
picture
and
that
house
still
sits
empty
and
you
know
we'll
hear
from
constituents
saying
what
what
have
you
done.
So
it's
it's
it's
hard
to
sort
of
explain
that
that
we
only
have
so
many
tools
in
our
toolbox.
I
wonder-
and
this
may
be
a
conversation
for
a
different
day,
but
are
there
things
that
you're
aware
of
anyone
that
other
cities
have
done?
Are
there?
Is
there
additional
protections?
H
Maybe
this
council
can
explores
an
ordinance
or
something
to
sort
of
help
spur
these?
These
properties
that
are
sitting
empty
I
mean
there
are
three
of
them
on
one
Street
in
my
district
in
Roslindale,
where
houses
are
going
for
six,
seven,
eight
hundred
thousand
dollars
a
piece
for
a
1200
square
foot
cape-
these
are
three
Lots
owned
by
one
individual.
There
are
other
practices
that
you
all
have
sort
of
observed
or
other
city
seem
to
be
doing.
We've.
C
H
C
I
do
have
you
know,
as
Austin
has
said,
that
we
are
looking
to
other
states
we're
actually
visiting
other
building
departments
to
see
what
practices
they
have
to
achieve
some
of
the
stuff
they
run.
They
all
went
into
some
of
the
problems
because
it's
detecting
one's
own
profit,
even
though
it's
a
nuisance-
and
you
know
it's
a
deterioration
for
our
communities-
they
still
have
some
very
basic
rights
so
that,
with
a
baseline
exam.
D
C
H
H
H
We're
going
to
explain,
but
just
so
might
well
I
think
this
is.
This
is
an
issue
that
you
know.
I
know
you
take
to
heart
as
I
do
to
we've
got
this
new
model
of
physical
fitness.
We
all
celebrate
in
theory,
but
coming
into
more
residential
neighborhoods
and
there's
one
in
West
Roxbury.
Specifically,
that
has
been
a
an
absolute
problem
problem
neighbor
for
the
tenants,
so
the.
C
Real
problem
there
counseling
I,
can
talk
about
this
generally
and
again.
The
chief
and
I
work
with
this,
because
the
environmental
department
manages
the
acoustic
problem
yeah.
Is
you
really
doesn't
have
authority
when
it
comes
to
that
situation?
It's
not
just
this
building.
We
have
a
search
firm
that
is
causing
a
same
problem,
so
we're
trying
to
figure
out
what
is
the
right
way
to
do
this
so
that
we
can
deal
with
it.
In
the
case
of
your
gym,
yeah
there's
been
some
people
ignoring
us.
C
We
found
a
little
nuance
in
our
regulation
that
no
one
was
aware
of
yesterday,
so
we
kind
of
shut
them
down
for
the
day.
They
were
right
into
the
office
to
talk
to
me
about
what
they
can
do
to
get
it
open.
So
we're
hoping
to
get
some
success
out
of
that.
Initially,
they
were
working
very
well
with
us.
C
They
were
doing
all
the
seismic
testing,
but
now
they're
not
giving
us
the
seismic
testing
it's
going
to
the
owner
of
the
building
and
then
to
us
and
I
told
them
that
I
won't
accept
that
if
it's
been
filtered
that
way,
I
want
it
directly
from
the
testing
company.
So
it's
not
gone
away,
but
it's
again
it's
a
devil
in
the
regulations
because
they
have
the
authority
to
have
that
business.
I
know,
I
have
been
out
there
at
least
a
half
a
dozen
times
and
I've
never
heard
the
problem.
C
H
No
I
know
it's
complicated,
but
I
appreciate
your
work
on
this
we'll
follow
up.
Maybe
if
you
wouldn't
mind,
maybe
grabbing
me
after
this
hearing,
we
can
just
nip
this
in
the
bud
because
it
is
a
concern
and
I
appreciate
your
work
on
it
and
then.
Finally,
last
year
this
council
passed
the
pub
the
so-called
puppy
mill
bill,
which
has
gone
into
effect
and
I
believe
there
was
one
business
in
counselor,
Co
Moe's
district,
that
was
grandfathered
in
through
the
end
of
this
calendar
year.
H
D
I
I
H
C
It
commander
has
done
a
tremendous
job.
We
see
a
10%
increase
in
licensing
right
now.
Command
is
managing
a
number
of
outreach
programs
into
the
communities,
the
rabies
clinics
that
we
have
throughout
the
city,
as
well
as
her
staff
being
so
engaging
with
the
community
that
there's
a
lot
of
discussion
in
parks
like
you
have
to
clean
up
after
your
dog
Amanda.
You
know
put
into
place
that
we
are
finding
people
now
we're
not
doing
that.
We
are
finding
people
for
dogs
off
leash
in
areas.
C
C
H
F
Thank
You
council
flower,
Thank
You.
Mr.
chairman,
it's
great
to
see
you,
commissioner,
in
your
team
here
as
well.
I
find
you
to
be
super
responsive.
We
talk,
probably
just
as
you've
heard
from
my
colleagues
almost
every
day,
just
on
the
volume
of
development.
That's
happening
in
the
volume
of
permits
that
are
flowing
so
I
appreciate
the
responsiveness
from
you
personally,
but
also
from
from
your
team,
and
also
admire
the
fact
that
when
you
shut
down
a
restaurant
you're
the
food
test
that
you're
the
person
that
actually
goes
out
first
and
tries
the
food.
F
I
wish
that
we
in
government
would
do
that
more
often,
when
there's
a
position,
whether
it's
a
commissioner
or
a
chief
that
we
go
to
the
consumer,
we
go
to
the
customer
because
they
know
better
than
anybody,
and
so
you
get
right
in
there
and
you
were
able
to
sort
of
put
in
place
some
some
new
protocols
and
some
new
rules
and
regulations
that
have
made
I
think
made.
Inspectional
services
will
be
more
efficient,
so
some
shout
out
sort
of
on
that
development.
F
Permit
aside
that,
it's
Gil
Cox
I
know
his
Gil
Gregorio
does
a
phenomenal
job
same
thing:
super
responsive,
Brian,
Ronin
as
well
I
mean
Ian
Leo,
with
respect
to
the
rodent
control,
guys
like
that
kappa
Greco
and
Bobbie
Chen,
just
real
people
person
from
the
city.
They
understand
the
issues
and
they
get
right
out
there
and
dive
into
it.
Danny
is
another
one
to
any
meaning
that
when
he's
not
out
cycling
around
the
city,
he
and
I,
like
the.
F
Like
to
engage
on
sort
of
just
issues
that,
in
fact,
you
know
all
of
the
neighbors
of
Boston
and
how
ISDN
could
could
play
a
role
in
that
and
talking
to
the
Chairman
here
about
how
we
you
know
we
we
register
our
cars,
we
register
boats,
we
register
apartments,
I,
guess
assume
at
one
point
we
run
probably
pace
to
be
registering
bicycles
in
our
cyclists.
I,
don't
know
whether
or
not
that
would
fall
into
you
up
for
a
view
or
not
go.
F
It
also
a
lot
of
stuff
flows
through
the
City
Council,
as
we
saw
with
the
animal
control
taking
animal
control
away
from.
Where
was
house,
which
was
property
management
which
really
actually
made
no
sense
under
the
previous
administration
under
this
administration.
Put
it
where
it
is
athlete
which
is
under
your
purview
so
and
then
have
you
seen
any
benefits
of
having
that
oversight.
Oh
absolutely,.
C
I
think
that
you
know
ISDN
is
more
suited
to
deal
with
the
similar
type
of
character
issues
around
animal
control.
I
do
think
you
know
having
Amanda.
There
is
a
tremendous
resource
for
me.
Not
always
she
and
concerns
in
front
of
her.
Not
only
is
she
very
well
organized
what
she's
doing
but
she's
also
a
tremendous
and
advocate,
and
she
understands
the
delicate
balance
of
what
we
do
so,
hopefully
we're
supporting
her
in
her
mission
to
make
things
right,
because
I
know
she
supports
eyes
being
its
mission.
There
are.
C
There
are
so
many
things
in
play.
I
mean
you
personally
I'd
like
to
thank
because
of
the
new
zoning
that
we're
doing
in
South
Boston,
and
your
involvement
with
it
has
been
on
a
macro
annum
and
a
mini
level
and
I.
Think
all
the
comments
that
have
been
coming
out
are
really
well
nuanced,
so
that
you
know,
as
we
do,
a
broad
spectrum
of
change,
we're
still
looking
at
the
small
individual
events
and
you've
brought
a
number
of
things,
but
light
on
that
so
I
I
do.
Thank
you
for
that.
I.
F
Appreciate
that
as
I
go
across
the
city
as
an
at-large
council,
I'm
now
going
into
other
neighborhoods
where
they
would
like
to
sort
of
see
their
neighborhood
rezone,
so
it's
sort
of
a
maybe
a
I
guess
a
precedent-setting
opportunity
there.
So,
as
folks
are
aro
watching
at
home,
we
we
had
article
57,
that
sort
of
oversaw
which
was
I,
think
50-plus
years
old,
just
wasn't
working.
So
it's
now
been
converted
to
article
68,
which
arguably
probably
solves
about
85
to
90
percent
of
the
problem.
F
One
issue
that
we
are
coming
across
that
just
want
to
draw
to
your
attention
is
that
to
the
community
process,
because
over
210
tenants
have
to
get
the
denial,
they
stopped
the
community
process
with
office
of
neighborhood
services
and
with
the
VRA
one
have
you
for
seeing
that
projects
that
have
been
approved
having
come
through
the
process
and
then
they
go
to
design
review
and
then
they
change
in
then
they,
but
they
don't
go
back
to
the
community
and
so
I
I
question
that
some
folks
will
interpret
that
like
the
fix
is
in
and
something
you
know,
some
shenanigans
to
play
something
shady
and
so
I,
don't
know
what
the
answer
to
that
is.
C
C
The
BPD
a
cannot
create
a
new
zoning
violation
in
their
design
review
and
it
is
really
about
materials.
It's
about
colors,
it's
about
some
of
the
again
intangibles
about
how
the
building
interacts
with
the
street
and
things
like
that.
These
are
not
things
that
ISD
looks
at
because
they're
not
regulated
in
more.
They
are
really
more
subjective.
If
a
project
is
substantially
changed,
I
find
the
majority
of
developers
will
go
back
to
the
community.
C
If
there's
a
change
in
number,
if
there's
a
change
in
density
are
massing,
then
the
majority
of
those
projects
to
go
back.
The
other
thing,
too,
is
that
the
major
projects
that
go
through
an
article
80
review,
whether
it's
a
large
or
small
project
review.
They
have
a
lot
of
community
participation
in
that
and
I
think
that's
good.
There
are
some
things
that
you
know
when
we
do
a
project,
that's
as
of
right.
I
know
the
community
gets
very
upset
that
we
didn't
know
about
it.
Well,
that's
the
way
the
regulations
are
written.
C
F
Since
it's
an
it's,
a
good
point
cos
we're
standing
to
see
if
you
were
those
where
which
bunch
of
the
community
process-
and
it
was
the
building
they're
supposed
to
be
say
like
brick,
with
some
glass
and
steel
and
it
gets
through
Design
Review
and
comes
out.
You
know
Heidi,
would
you
know
purple
Oh,
yellow
anyone?
The
name
was
it
well
wait,
but
that's
not,
and
so
they
think
something
they
think
doesn't.
D
C
Projects
did
one
recently
in
Roxbury
where
it
went
through
the
the
process
and
then
the
owner,
the
developer,
decided
to
change
it
from
hardiplank
to
aluminum
siding
and
we
pulled
his
building.
Permit
we've
been
tying
them
up
for
you
now,
because
under
that
regulatory
process,
these
are
the
drawings
that
were
approved.
These
are
the
materials
that
were
approved.
You
do
not
have
the
ability
to
change
it.
In
this
case
we
have
the
fire
regulations
that
really
helped
us,
because
hardiplank
is
you
know
similar
tissues
before
that
doesn't
burn,
whereas
aluminum
siding
will
melt.
C
So
we
were
able
to
do
that,
so
we're
trying
to
be
a
lot
more
responsive
than
that
as
well
and
I.
Do
think
that
you
know
are
partnering
with
the
BD.
Pra
is
really
working
out
very
well.
Our
plans,
examiner's
and
the
VRA
reviewers
now
repeat,
meet
monthly
to
discuss
things
to
discuss
nuances
of
Zoning,
but
also
of
some
of
the
continuum
of
streetscapes
and
the
street
wall,
and
all
these
things
that
are
all
defined
in
the
zoning.
If
someone
sits
out,
it
really
really
reads
it,
but
it
yeah
I
get.
F
Those
small
signs
it's
in
the
previous
administration.
It
was
dynamo
who
you
knew,
who
you
hired,
who
sign
you
held,
whose
breakfast
event
you
went
to
and
epithelia
it's
been
a
breath
of
fresh
air.
The
projects
are
being
viewed
on
the
merits
and
we
are
actually
interpreting
the
code
and
pieces
of
the
code
and
largely
driven
because
of
your
expertise
of
being
on
the
other
side
of
the
counter
going
through
that
process
and
that's
been
very
helpful.
F
C
Not
done
it's
an
update
on
that
yeah
sure
the
the
EPA
well,
it
came
from
the
Department
of
Environment
here
in
Massachusetts.
First,
we
discovered
it.
You
know,
you
know
that
story
we
started
using
it
tremendously
successful
New
York
is
using
it.
Chicago
is
using
it
Laura's
using
it
and
they've
been
nothing
but
accolades
for
the
city
of
Boston's
the
idea
of
putting
this
forward.
C
There
was
a
complaint
that
was
filed
with
the
state
that
this
was
not
listed
as
a
pesticide
or
on
their
list
of
accepted
pesticide
I
tried
to
make
the
argument
that
it
wasn't
a
pesticide
as
a
deterrent
when
they
change
the
language
and
deterrence
included.
In
that
now
they
are
very
much
working
with
the
at
the
federal
level.
C
The
EPA
is
written
to
the
chief
about
this
that
they
understand
that
we're
in
a
regulatory
oops,
so
they
are
working
with
us
in
my
office
right
now,
as
regular
discussions
with
the
state,
they
are
helping
us
redefine
what
the
issue
is
so
that
we
can
get
the
process
put
through,
but
it
is
fully
our
expectation
to
get
the
dry-ice
back
into
operation.
It's
not
the
panacea.
F
D
F
Of
material
that
would
be
the
poison,
if
you
will
they
kind
of
build
up
an
immunity
to
him,
so
we're
actually
set
of
seeing
like
just
so
like
this
next
generation
of
Norwegian
rat.
That
is
just
sort
of
laughing
up
a
step
of
what
now
and
in
there
in
there
it's
we
haven't
been
Nicias.
It's
an
explosion.
C
That's
right,
I've
learned
more
about
rats
tonight
than
I,
even
expected
to
in
my
entire
life.
I
can
tell
you
this,
though
you
know
as
a
private
citizen,
if
you
want
to
use
dry
ice
on
a
rat
hole
in
your
yard,
no
regulation
against
that.
We,
as
a
city,
though,
have
been
told
we
have
to
get
it
properly
regulated
in
order
for
us
to
do
it,
and
we
are
all
in
favor
with
it.
Yeah.
C
F
And
then
Austin
on
sort
of
the
environmental
stuff,
the
steps
you're
taken
with
respect
to
climate
change
issues,
but
the
sea-level
rise
in
having
that
component
of
being
taken
seriously
at
all
levels
of
government,
particularly
around
the
development
sector.
It's
any
updates
in
terms
of
just
the
approach
that
we're
taking
when
folks
are
coming
in,
to
put
together
whether
it's
a
small
project,
a
big
project
in
that
they
happen
to
be
along
the
waterfront
yeah.
B
So
in
conjunction
with
ISD,
the
Environment
Department,
as
well
as
the
Boston
planning
and
development
agency.
That's
a
process
that
we're
kicking
off
to
understand
how
we
can
leverage
the
zoning
code
and
updates
to
that
to
help
our
developers
in
the
city
make
their
buildings
more
protected
and
protect
their
investments
as
well.
Of
course,
because
it's
not
just
the
developers.
It's
then,
eventually
the
long-term
tenants
of
the
buildings
who
are
ultimately
impacted
in.
F
B
Sears
is
the
insurance
community
they're
starting
to
pay
more
attention.
There
are
certain
ways
that
the
incentives
are
a
bit
blurred
even
in
the
development
community.
As
you
know,
many
developers
will
come
in
and
then
they'll
sell
it
to
a
long-term
holding
company
that
might
not
be
as
familiar
with
some
of
the
issues
as
it
relates
to
sea
level
rise
in
the
city
of
Boston.
We
are
starting
to
see
insurance
companies
who
are
by
statute
required
to
look
at
historical
risk,
not
future
risk.
B
As
they're
evaluating
some
of
these
proposals
for
developments
they're
starting
to
say
well,
we
may
have
to
base
our
rates
based
on
historic,
but
we
can
choose
not
to
insure
you
unless
you
take
certain
steps
to
make
your
building
more
climate
prepared
and
so
we're
starting
to
hear
some
anecdotal
notes
of
that
happening.
We're
also
hearing
more
on
the
tenant
side
that
the
legal
community
is
getting
involved
as
well.
B
So
writing
in
climate
preparedness
out
in
leases
if
a
building
becomes
untenable
as
a
result
of
a
series
of
climate
bears,
impacts,
we're
seeing
those
clauses
go
into
leases
as
well.
So
it's
certainly
not
just
the
city
that
wants
to
be
leading
these
efforts.
We
want
to
be
working
with
the
community,
our
developers,
our
financiers,
the
insurance
community,
as
well
as
the
legal
community,
to
help
protect
the
city
from
these
impact.
A
You
so
before
I
just
closed
out
the
council's
review
of
the
fiscal
year,
18
budget
variety
and
then
we'll
reconvene
for
the
revolving
fund
up
in
a
few
minutes,
there
was
just
a
few
people
that
weren't
mentioned
that
I
want
to
mention
friends:
constituents
who
work
for
you
who
have
been
super
responsive,
Joanne,
Marx
and
Anna
McGinnis
come
to
mind.
A
Brian
Oliveri,
Leo
Bowser
was
mentioned,
John
Meany,
of
course
outstanding,
Susan
Rice,
and
you
also
mentioned
Indira
I,
just
wanted
to
mention
those
and
the
many
people
we
didn't
get
to
mention
that
work
hard
for
us
every
single
day.
So
with
that,
I
will
adjourn
this
hearing
and
we'll
reconvene
in
five.
Thank
you.
D
A
The
18th
thank
you,
we're
here
with
ISD
to
discuss
docket
zero
five.
Five
three
revolving
fund
managed
through
animal
control
and
ISDN
message
in
order
authorizing
a
limit
for
the
inspection
inspection.
All
services
department
revolving
fund
for
the
fiscal
year
2018
to
reimburse
for
administrative
costs
to
those
city
agencies
which
enforce
CBC
chapter
16,
section
1.9
in
1.9,
be
careful
cost
associated
with
licensing
and
registration
fees
collected
pursuant
to
CBC
chapters.
A
18
section
one
point:
four:
six:
through
ten
and
fines
pursuant
to
CBC
chapter
16
sections,
one
point:
nine
and
one
point:
nine
be
receipts
and
resulting
expenditures
from
this
fund
shall
not
exceed
three
hundred
thousand
dollars
per
year.
I'd
like
to
remind
folks
this
is
public
hearing
both
being
broadcast
and
recorded
on
comcast
channel
8
and
our
CN
82.
A
We
will
take
public
testimony
at
the
conclusion
of
the
departmental
presentation
and
questions
from
my
colleagues
there's
a
sign-in
sheet
to
my
left
by
the
door.
Folks,
we
have
folks
to
state
their
name
residents,
affiliation
and
I
joined
by
my
at-large
city,
councilor
from
Dorchester
I'm
you
sabe
Jorge,
and
with
that
commissioner
and
chief,
take
it
away.
C
Yeah,
this
is
the
revolving
fund
that
helps
us
supplement
the
needs
for
the
annual
care,
the
primary
expense
that
comes
out
of
this.
The
source
of
the
majority
of
this
comes
from
dog
licensing,
the
primary
expenses
dealing
with
the
vet.
In
that
tech
we
have
submitted
to
the
council
an
itemized
list
of
expenses
that
we
deal
with.
We've
also
submitted
a
summary
of
the
revolving
fund.
C
Basically,
the
way
we
went
into
it
this
year
we
started
with
a
surplus
of
93
thousand
dollars.
To
date
we
have
collected
one
hundred
and
sixty
eight
thousand
six
hundred
and
seven
dollars.
Our
expenditures
are
at
two
thousand
forty
dollars
so
we're
running
roughly
in
the
black
by
about
fifty
thousand
dollars.
A
And
I
believe
that
we
are,
this
is
part
of
the
was
it
called
the
Modernization
Act
that
was
passed
recently
at
the
State
House
to
re-examine
these
funds
and
how
they
are.
They
are
used,
so
you
you've
reported
it
a
10%
increase
in,
and
fees
and
licensing.
What
does
that
translate
into
the
dollars?
Did
you
see
an
increase
in
the
amount
of
money
brought
in
oh
yeah,.
C
I
Seen
a
slight
increase
in
the
amount
of
money
brought
in,
it's
also
important
to
remember
that
there
were
some
changes
to
the
ordinance
allowing
residents
that
are
70
or
older
to
have
a
fee
waived
licensing,
and
so
that
was
an
act
at
a
similar
time.
So
in
some
ways
we're
not
we're
going
to
have
kind
of
a
net,
no
no
change
there.
The
other
thing
that
we
have
been
working
with
is
we
now
have
our
citations
and
have
been
citing
people
for
off-leash,
unlicensed,
unvaccinated
and
I.
D
I
A
I
C
Function,
the
number
is
the
same,
but
one
of
the
things
that
we've
worked
out
of
Andrew
and
I.
We
analyzed
the
way
the
ships
worked.
We
were
very
concerned
that
we
did
not
want
the
shelter
to
be
they
get
the
more
than
six
to
eight
hours,
which
is
being
history
standed.
But
we
found
that
by
going
to
a
four-day
work
week
and
having
longer
ships,
we
were
able
to
provide
better
coverage
for
the
city.
So
that's
one
of
the
things
that
we
have
done
to
really
optimize
what
really
quickly
and.
A
I
J
You
thank
you
all
for
being
here
today,
SDM
I'm,
just
looking
at
I,
know,
there's
been
changes
to
the
revolving
funds,
I'm
just
looking
at
previous
year's
actual
and
budgeted
compared
to
this
year.
It
seems
that
we
are
increasing
quite
a
bit.
Is
it
a
symptom?
Is
it
because
of
the
change
in
the
way
that
we're
managing
the
revolving
funds,
or
is
it
it's
just
a
simple
increase
in
the
number
of
dogs
and
the
number
of
responsible
dog
owners
I.
C
C
One
of
the
things
Amanda
brought
to
the
table
was
licensure
is
not
a
penalty.
It's
actually
a
way
of
supporting
protecting
your
animals,
and
we
choose
has
had
a
tremendous
success
rate
and
returning
lost
animals,
which
is
something
that
I
thought
would
never
happen,
but
to
the
use
of
social
media
and
her
staff
diligence
to
going
out
to
the
communities
so
I
think
it's
not
to
see
a
lot
more
interaction
with.
What's
going
on
with
being
a
lot
more
proactive
about
the
licensing,
so
I
think
you
know,
her
manager
has
been
tremendous
to
the
division.
C
J
A
man
that
we
dealt
with
Amanda
on
a
few
issues
to
my
office
and
Amanda's
always
been
wonderful
and
we've
heard
great
praise
from
the
community
at
large
about
her
work
and
I.
Think
some
of
the
issues
that
we're
facing
that
we
see
in
the
different
neighborhood
meetings
that
we
attend
to
are
the
off
leash
dog
issues
in
some
of
our
parks,
especially
those
that
are
utilized
by
you,
know
whether
it's
organized
sports
or
other
activities
that
there's
often
a
conflict
between
off-leash
pets
and
others.
J
C
Tickets
for
a
long
time,
I'm-
not
a
big
fan
of
them,
but
Amanda
really
advocated
for
it.
So
we
said:
let's
give
it
a
try
and
see
what's
happening,
we're
having
a
better
success
rate
with
it,
then
than
I
initially
anticipated
that
it
would
be
so
I
think
that
starting
to
become
a
lot
real
in
what
Amanda
has
done
is
she
is
scheduling
the
dog
offices
when
they're
not
on
all
being
parks,
just
the
sheer
presence
of
them
sometimes
makes
a
big
difference.
So
I
think
you
know.
This
is
only
when
I
add
to
that.
I
Yeah,
so
we
are
we're
dispatching
our
officers
to
parts
where
we're
getting
you
know.
If
we
could
have
two
complaints,
then
we're
going
to
find
them
out
we're
talking
with
the
people
who
are
bringing
those
complaints
to
try
to
understand
what's
the
time
of
day
so
that
we
can
send
people
at
the
most
effective
time.
It's
important
to
remember,
though,
with
eight
officers,
it's
hard
to
impact
the
number
of
parts
that
we
have.
One.
C
J
I
can't
figure
it
because
I
would
imagine,
though,
some
of
the
calls
could
I
mean
that's
an
example
of
where
it
wouldn't
match
up.
But
if
we
understood
the
data
of
where
the
calls
are
coming,
because
it's
for
us
it's
more
or
less
anecdotal,
because
we
get
the
phone
call,
we
get
the
complaint
we
reach
out
to
all
of
you,
but
if
we
could
understand,
maybe
where
the
data,
where
the
calls
are
coming
from
or
the
complaints
are
coming
from,
it
would
help
us
I,
think
plan
more
proactively,
but
we're
more
appropriate
spots
offer
the.
C
Dog
language
them
is
a
program
we
use
called
chameleon
and
we're
able
to
identify
geolocate
where
these
things
are
taking
place
and
that's
the
way
that
she's
been
dispatching
their
offices.
So
the
layers
of
higher
incidence
is
where
we're
actually
putting
the
people.
We
can
it's
not
the
top
priority
for
animal
care,
it's
obviously
something
that
that
they
do
in
between
other.
You
know
more
emergency
and
more
critical,
Falls
Hey.