►
Description
Dockets #0622-0628 - Fiscal Year 2020 Budget: Administration & Finance - Overview
#0631 - 0634 - Miscellaneous Revolving Funds
A
A
It's
zero
six,
two
two:
two:
zero
six:
two:
five
orders
for
the
FY
2018
budget,
including
annual
appropriations
for
departmental
operations,
annual
appropriation
for
the
school
department,
appropriation
for
other
post-employment
benefits
and
appropriation
for
certain
transportation
and
public
realm
improvements,
also
dockets
zero.
Six:
two:
six
through
zero,
six
to
eight
capital
budget
appropriations,
including
loan
orders
and
lease
purchase
agreements,
I'd
like
to
remind
folks
this
is
a
public
hearing,
is
being
recorded
and
broadcast
on
Comcast
channel
eight
RCN,
82,
Verizon,
1964
and
streamed
at
Boston
dot,
gov
backslash
city
council,
TV
I'd.
A
Ask
folks
on
the
chamber
to
silence
your
electronic
devices
at
different
points.
Throughout
the
hearing
we
will
take
public
testimony
after
some
measures
of
questions
and
answers
from
my
colleagues
I'd
like
to
ask
folks
there's
a
sign-in
sheet
to
my
left
by
the
door.
I
ask
that
you
sign
your
name
any
affiliation
in
your
residence
and
please
limit
your
comments
to
a
few
minutes
to
ensure
that
all
comments
and
others
concerns
can
be
heard.
This
budget
review
will
encompass
around
34
hearings
over
roughly
six
seven
weeks.
A
We
strongly
encourage
residents,
whether
here
in
the
chamber
or
at
home,
to
take
a
moment
to
engage
in
this
process
by
giving
testimony
for
the
record,
you
can
do
this
in
several
ways.
Come
to
one
of
the
hearings
and
give
public
testimony
come
to
the
hearing
dedicated
to
the
testimony
on
Tuesday
June
4th
anytime
from
2
to
6
p.m.
we
will
be
here
for
at
least
that
timeframe
and
will
stay
as
long
as
we
need
to
to
hear
from
everyone
who
would
like
to
speak
on
the
budget.
A
B
You
good
morning,
Thank
You,
councillor,
co-moh
council,
president
Campbell
members
of
the
City
Council
I,
want
to
thank
you
actually,
especially
councillor
co-moh
for
your
partnership
and
leadership
through
this
process
last
year,
as
we
begin
this
process
this
year.
Knowing
that
this
will
be
our
last
process
together,
but
I
know
we
will
dive
deeply
into
the
details
and
get
right
to
it.
So
I'm
gonna
try
to
be
brief.
B
It
provides
significant
new
funding
for
fixed
costs,
including
pensions,
state
assessments,
health
care
for
our
employees,
debt
service
and
open
other
post-employment
benefits.
If
funds
are
settled,
collective
bargaining
contracts,
all
of
our
public
safety
contracts
and
30
others
have
been
resolved
through
negotiation.
88%
of
our
unions
are
under
contract
and
these
represent
responsible,
productive
negotiations
that
are
good
for
our
city.
The
budget
also
responsibly
raises
new
revenue
to
invest
in
transformative
investments.
B
Justin
will
talk
about
the
role
of
property
tax
and
how
critical
it
is
for
our
funding
of
our
city
services,
and
that
means
that,
in
order
to
fund
new
initiatives
and
invest
in
them
in
the
way
that
is
transformative,
that
we
need
to
also
consider
new
revenue
sources,
and
that
is
something
that
we've
included
here
today
in
this
budget
proposal.
Justin
will
go
into
more
of
those
details
and,
lastly,
the
budget
execute
on
our
long
term
plan.
B
It's
not
just
our
commitments
to
our
long
term
liabilities,
but
the
long
term
plans
that
our
city,
our
residents,
the
public,
have
been
engaged
in
helping
the
city
shape
plans
around
climate
resiliency
housing
go
Boston
2030,
our
arts,
long-term
plan
and
many
others
are
all
represented
here
in
the
budget
through
sustained
funding
and
new
investments
that
we
will
walk
through
today.
So
with
that
I'm
going
to
turn
it
over
to
Justin
and
have
him
really
delve
into
the
details
of
the
FY
2012
Thank.
C
You
Emma
good
morning
councillors.
Thank
you
for
having
us.
As
Emma
mentioned,
my
name
is
Justin
starett
I'm,
the
city's
budget
director.
We
look
forward
to
34
hearings.
That
sounds
like
that
number
has
grown
for
this
year.
So
that's
something
we're
excited
to
continue
to
work
with
you
on
over
the
next
month.
No
worries
today,
I
will
do
a
brief
overview
of
the
FY
2010
to
24
K
poedel
plan
and
then
Emma
and
I
are
happy
to
answer
any
questions.
C
So
if
you
have
anything
throughout
the
slides,
we
can
certainly
go
back
and
discuss
them
more
so
with
that
I
will
dive
right
into
it
and
I
hope
you
all
have
copies
of
it
or
if
it's
on
the
the
board.
First
and
foremost,
we
want
to
acknowledge
it.
As
Emma
mentioned,
the
city
has
done
a
lot
of
good
planning
through
the
IB
2030
process
and
for
FY
20-week
okis
tower
new
investments
on
fulfilling
those
plans.
C
We
just
reaffirmed
our
triple-a
bond
rating
and
the
SMP
made
note
to
say
that
the
city
has
a
track
record
of
investing
and
being
proactive
with
our
future
challenges,
and
this
budget
does
that
by
investing
in
those
I,
be
20,
go
Boston
30
and
bill
BPS
plans
that
all
residents
have
engaged
in
over
the
past
few
years.
So
we're
excited
to
use
that
as
our
ethos
going
into
FY
21st
with
the
revenue
side
of
the
equation.
This
should
be
a
chart
that
most
of
you
are
familiar
with.
C
This
is
the
pie
that
dictates
how
much
revenue
we're
gonna
collect
for
FY
23
point
four:
eight
billion,
almost
3.5
billion,
which
is
about
a
five
percent
growth,
or
about
a
hundred
and
sixty
six
million
over
last
year,
that
is
primarily
driven
by
property
and
new
tax
property
tax
and
new
growth
expected
to
be
strong
again
and
again
will
be
above.
Seventy
percent
of
the
city's
revenue.
Local
revenue
is
up
thanks
to
economic
growth
and
the
targeted
new
revenue
streams
that
emma
mentioned,
but
we
do
continue
to
struggle
with
state
aid.
C
It's
going
to
be
projected
be
down
twelve
million
dollars
next
year,
so
that's
something
we'll
get
into
it
in
a
little
bit,
starting
with
property
tax.
Over
the
past
decade,
you
will
see
large
outlier
years
in
seventeen
eighteen
and
nineteen
that
is
driven
by
really
unprecedented
growth
in
the
city.
Seventy
five,
seventy
seven
and
seventy
seven
over
the
last
three
years,
our
our
sort
of
levels
of
new
growth
that
we
think
are
we're
very
excited
about
and
we're
happy
to.
C
You
know
budget
on,
but
it's
one
of
those
areas
where
we
have
to
be
very
careful
with,
because
if
you
look
back
through
years
2009
to
2016,
we
never
exceeded
48
million
in
new
growth,
so
for
FY,
9
or
FY
20.
We
are
projecting
sixty
million
dollars
worth
of
new
growth.
This
is
the
highest
ever
we
have
ever
budgeted
on
as
a
city
and
while
we
don't
see
any
significant
slowdowns
in
the
economy,
we
budget
at
this
level
to
ensure
that
we
don't
overspend
on
an
unpredictable
revenue
source
like
new
growth.
C
C
As
I
mentioned,
we
will
see
a
twelve
million
dollar
reduction
in
net
state
aid
for
next
year,
which
are
the
actual
resources
we
can
use
to
budget
on.
That's
a
challenge
because
that's
revenue
we
need
to
backfill
before
we
can
start
planning
for
next
year's
spending.
From
this
chart,
you
can
see
that
in
2002
the
city's
budget
used
to
be
funded
by
30%
state
revenue.
This
has
fallen
considerably
down
to
13%
in
2020.
The
mayor
and
the
council
have
been
very
vocal
in
looking
for
a
solution
to
this
downward
trajectory.
C
We
look
forward
to
additional
conversations
up
on
Beacon
Hill
to
help
reverse
this
trend.
Moving
over
to
the
spending
side
on
the
operating
budget.
Again,
this
should
be
a
pie
that
most
folks
are
pretty
familiar
with.
These
are
the
broad
categories
on
how
we
spend
that
three
point:
four:
eight
billion
dollars,
as
I
mentioned
before
we're
projecting
5%
growth
or
about
166
million.
The
largest
slice
of
the
pie
continues
to
be
public
education
at
40%
Weesa
band,
about
20%
on
public
safety.
C
We
spend
about
17%
on
all
other
city
departments,
like
parks
and
streets
and
public
health.
We
spend
about
15%
on
fixed
costs
like
pension
debt
service,
but
these
are
all
consistent
with
what
we've
been
planning
for,
and
the
city's
long
term
track
record
of
funding
our
fixed
liabilities
and
we
spend
about
8%
on
health
care.
So,
as
I
mentioned,
we
have
access
to
a
hundred
and
sixty
six
million
dollars
of
new
spending
for
next
year,
and
this
is
how
we
are
proposing
to
divide
that
up.
C
Unsettled
collective
bargaining
drives
29
million
fixed
costs,
our
additional
21
and
finally,
new
investments
which
we're
going
to
get
into
in
a
little
bit
makes
up
about
18
million
dollars
of
our
growth,
but
before
I
get
into
that,
I
want
to
quickly
look
at
the
growth
in
our
fixed
costs,
which
we
are
projecting
it
up
about
five
percent,
which
is
pretty
reasonable
rate.
Considering
the
past
to
15
to
20
years
of
scoffs
growth,
the
190
million
dollar
debt
service
amount
supports
the
city's
capital
plan.
C
Pensions
continue
to
increase
up
about
20
million
dollars
next
year,
but
that
does
keep
us
on
pace
to
fully
fund
our
pension
by
2025.
And
finally,
the
MBTA
assessment
is
up
three
million
for
next
year.
I
won't
spend
a
ton
of
time
on
this
slide,
but
on
the
healthcare
side
we
continue
to
work
to
control
costs
and
we're
projecting
relatively
level
spending
for
next
year.
C
We
remain
diligent
in
working
with
our
friends
at
the
P
EC,
because
health
care
costs
continue
to
rise
and
outpace
other
City
costs,
as
you
can
see
here
from
this
slide,
the
dark
blue
line
on
top
shows
the
cumulative
percentage
growth
of
health
benefits
over
the
last
20
years,
which
continues
to
outpace
the
light
blue
line
underneath
that
reflects
all
other
city
spending.
And
while
we
have
made
progress
over
the
last
few
years,
you
can
see
dips
in
certain
areas.
C
C
So
moving
on
to
investments
in
opportunities
Emma
mentioned,
we
are
very
limited
in
our
ability
to
raise
revenue,
so
we
have
to
find
targeted
ways
to
do
it
and
then
dedicate
that
revenue
towards
areas
that
we
know
are
gonna
make
meaningful
impacts
on
residence
lives.
So
the
first
one
I'll
touch
on
is
something
the
mayor.
Now
it's
Lac
last
weekend
that
there
was
actually
a
City
Council
hearing
on
at
the
end
of
last
week
on
the
short-term
rental
law,
including
increasing
the
local
room,
occupancy
excise
tax
by
0.5
to
6.5
percent.
C
This
will
allow
the
city
to
generate
an
additional
5
million
dollars
annually
that
we
can
dedicate
towards
housing
needs.
In
the
first
year.
The
city
is
proposing
to
use
that
4
million
to
create
50
new
units
of
permanent
supportive
housing
and
1
million
to
create
housing
and
employment
pathways
for
young
adults.
C
In
addition
to
our
homelessness
investments,
we
are
proposing
to
increase
city
funding
for
affordable
housing
creation
and
to
support
homeowners
and
renters.
This
includes
650,000
for
the
additional
dwelling
unit
program,
$100,000
for
the
intergenerational
home,
share
program
and
$100,000
for
additional
housing
inspectors.
We're
also
going
to
dedicate
more
funding
for
fair
housing,
marketing
supports
for
the
housing
court
and
more
funding
for
the
home.
C
Center
all
told
the
city
funded
portion
of
dnb's
budget
is
slated
to
go
up
by
nearly
50
percent
next
year,
again
in
FY
22
identify
new
resources,
so
we
are
proposing
to
build
on
the
successful
performance
parking
pilot
program.
Expanding
this
approach
will
both
improve
the
availability
of
parking,
reduce
congestion
and
generate
5
million
dollars
to
expedite
Keigo
Boston
2030
projects.
C
Moving
on
to
some
of
our
other
investments,
we
are
very
excited
about
our
arts
and
library
investments
for
next
year.
For
the
libraries
we
have
a
very
robust
capital
plan
to
redo
the
vast
majority
of
libraries
throughout
the
throughout
the
city,
but
with
that
comes
increased
demand
for
services,
so
we're
proposing
to
add
400,000
to
expand
print
and
digital
collection
resources
to
reduce
wait
times
across
the
branches,
140,000
14
and
youth
librarians
to
meet
the
demand
at
the
team.
C
So
this
is
a
really
exciting
investment
in
the
long-term
future
of
arts
funding
to
put
it
into
the
operating
budget
to
make
sure
that
it
has
a
home
going
forward.
We
also
include
new
permanent
staff
for
communications
and
artist
resources
to
make
sure
that
they
have
access
to
staff
to
support
their
projects
on
the
public
safety
side.
We
continue
to
make
investments
in
the
health
and
safety
of
firefighters,
including
over
a
million
dollars
in
industrial
cleaning,
fire
industrial
cleaning
for
fire
houses,
critical
facility
repairs
and
equipment.
C
We
also
are
bringing
on
eight
new
fire
engines
bringing
the
total
to
48
over
the
past
few
years.
That's
over
60%
of
the
fleet
having
been
replaced
for
police.
We
have
new
funding
to
support
a
police
class
of
120
new
forensic
staff
to
meet
the
new
requirements
under
the
recently
passed
criminal
justice
law
at
the
state
level
and
new
community
engagement,
bureau
staff
and
finally,
for
EMS.
C
We
will
expand
the
successful
cat
teams
of
community
assistance
teams
that
were
launched
in
2018
and
purchased
new
ambulances
to
support
the
historic
levels
of
sworn
FTEs
that
we
have
at
EMS
for
outreach
into
health
and
recovery
services.
We
have
new
anti-violent
staff
at
bc,
YF,
we
have
a
hundred
thousand
dollars
in
new
senior
programming
for
aides,
strong
300
thousand
for
more
public
Boston,
Public
Health,
Commission
prevention
testing
and
outreach
around
HIV,
HCV
and
sti's,
and
then
on
the
office
of
the
recovery
services.
C
We
will
expand
outreach
and
engagement
efforts
with
four
new
positions
in
the
sustains
program
and
we
will
grow
the
office
by
over
35%
to
more
effectively
provide
support
for
those
in
need
in
order
to
support
small
mobile
and
emerging
businesses.
We
are
including
a
hundred
and
forty
thousand
for
the
Boston
Economic
Development
Center
135,000
for
mobile
business
support
and
twenty-five
thousand
for
emerging
industries,
staff
and
resources.
We
will
continue
to
diversify
our
public
safety
departments,
including
dedicated
EMS
staff,
to
recruit
diverse
candidates
and
scholarships
to
remove
financial
barriers.
C
We
are
including
the
fourth
consecutive
Police
Cadet
class
and
we're
including
the
funding
for
the
new
Fire
Cadet
class
and
defending
state
law
change,
and
we
are
also
including
funding
for
the
mayor's
racial
equity
and
leadership
executive
order
and,
finally,
as
we
prepare
for
the
2020
census
in
order
to
ensure
every
Bostonian
is
counted.
We
are
funding
dedicated
staff
and
a
hundred
thousand
in
new
grants
and
outreach
around
the
census,
the
last
operating
budget
investments
all
mentioned,
but
certainly
not
least,
for
energy
and
environment
and
parks.
C
We
are
investing
heavily
in
the
zero
waste
initiative
across
the
city.
We
are
investing
more
in
building
energy
and
resilience
and
getting
ready
for
Boston's
impacts
of
climate
change
on
the
parks
department.
We
are
investing
in
urban
forestry
and
tree
canopy
work,
three
additional
Park
Rangers,
dedicated
maintenance
and
irrigation
support
for
parks
and
new
in-house
veterinary
services.
C
So
moving
on
to
the
capital
plan,
we
are
excited
to
just
discuss
this
today,
but
we're
also
excited
for
the
event
tomorrow.
We
hope
all
can
join
in
charlestown
at
the
Boston
Housing
Authority.
As
you
all
know,
the
city's
capital
plan
is
our
plan
to
maintain
our
inventory
of
assets
like
roads,
bridges,
schools
and
parks.
This
is
the
plan.
We
will
invest
heavily
in
civic
assets
that
residents
cherish
in
their
neighborhoods.
C
Every
year
we
unlock
between
two
and
three
hundred
million
dollars
worth
of
new
capital
funding.
So
for
this
year
that
three
hundred
and
five
million
in
new
geo
that
we,
our
new
general
obligation
funds
that
we
are
locking
the
first
71
million,
goes
towards
funding
bill
BPS.
That
leaves
the
remaining
234
million
to
go
towards
all
the
other
areas.
That
includes
areas
like
civic
spaces,
like
city,
the
city
hall,
Court
Street,
and
the
City
Hall
plaza
eighteen
percent
towards
environmental
projects.
C
11
percent
on
housing,
11
percent
on
streets,
but
LED
leveraging
lots
of
other
grants
at
the
state
and
federal
level,
as
I
mentioned,
nine
percent
on
duit
and
maintaining
our
infrastructure
and
then
finally,
public
safety
and
health
and
art
round
out
those
categories.
So
I
want
to
quickly
highlight
some
of
the
signature
projects
that
we're
excited
to
announce
in
the
capital
plan,
the
first
one
being
the
revitalization
of
City
Hall
and
City
Hall
plaza
with
a
50
million
dollar
increase
for
the
phase
one
program,
a
seventy
million
dollar
total
project
for
Phase
one.
C
This
is
going
to
invest
heavily
in
the
City
Hall
plaza
and
the
revitalization
of
that
Civic
place
phase.
One
will
begin
with
shoring
up
the
infrastructure
on
the
plaza
and
then
transforming
a
plaza
to
be
a
more
welcoming
and
open
place.
We
expect
work
to
begin
this
fall
on
the
infrastructure
side
and
that
work
will
be
complete
on
the
new
public
amenities
in
the
coming
years
and
our
colleagues
at
public
facilities
we've
more
than
happy
to
talk
through
some
of
the
details
on
this.
At
this
afternoon's
hearing.
C
Moving
on
to
streets
and
transportation,
we
have
major
investments
in
roadways
like
they'll,
Nia,
Cass,
Dudley
square,
11
million
in
new
funding
for
the
Commonwealth,
a
phase
3
project
which
we're
excited
about
new
investments
in
Sullivan,
Square,
Ruggles
street
and
tremon
Street
around
safety
and
pedestrian
improvements.
Major
bridge
projects
like
North
Washington
Dana,
have
dealt
instit
and
northern
Avenue
to
move
forward,
and,
finally,
major
programs
like
walkable
streets,
roadway,
reconstruction
vision,
vision,
zero
and
the
strategic
bike.
Network
are
all
funded
in
this
year's
capital
plan
at
higher
levels.
C
The
30
million
dollar
commitment
for
phase
one
and
two
of
the
Charlestown
BHA
project
is
an
exciting
opportunity
to
fund
hundreds
of
new
units,
hundreds
of
new,
affordable
and
market
rate
units
for
the
first
two
stages
of
the
project,
and
we're
excited
to
announce
that
tomorrow.
At
the
event,
we
look
forward
to
discussing
this
more
in
the
future.
So
before
I
turn
over
to
questions,
I
will
put
a
quick
plug
in
for
our
new
website,
which
we
are
excited
about.
We
have
a
lot
of
new
content
up
there.
C
We
also
have
really
utilized
the
city's
open
data
portal
to
make
this
information
all
available
to
the
public
to
download
and
be
manipulated
as
they
see
fit.
So
we
encourage
people
to
go
there.
We
also
have
a
brand
new
mapping
feature
where
you
can
type
in
any
address
in
the
city
and
see
the
capital
projects
that
are
going
on
near
you,
and
all
of
this
is
available
at
budget
Boston
gov.
So
with
that
I
want
to
close
and
say
thank
you
for
all
your
work
so
far
and
for
all
your
staffs
work.
C
So
far,
certainly,
the
budget
staff
who
worked
on
this.
We
appreciate
them
without
this
know
this
as
possible.
I
want
to
thank
the
ANF
cabinet.
Do
it
the
mayor's
office
for
helping
us
put
together,
and
we
look
forward
to
more
conversations
and
a
very
collaborative
hearing
process
over
the
next
thirty
four
hearings:
that's
going
to
have
robust
and
good
dialogue
and
with
that
I
will
turn
it
over
for
questions
Thank.
B
Justin
Jim,
Ellen
Moir
and
the
entire
team
at
OPM
doing
an
awesome
job,
putting
this
budget
together
as
they
do
every
year,
but
I
think
have
been
particularly
thoughtful
and
worked
very
hard
this
year,
and
obviously
thank
you
to
you
all
for
participating
in
the
rest
of
this
process
with
us
and
to
your
teams
and
the
staff
here
at
City
Council
for
the
34
hearings
and
the
work
that
were
to
do
together.
Thank.
A
A
D
Good
morning
morning,
chairman
CEO,
Moe
and
city
councillors,
thank
you
for
this
opportunity
to
testify.
Regarding
the
fiscal
year
2020
budget,
my
name
is
Pam
Coker
I
am
the
president
of
the
Boston
municipal,
Research,
Bureau
and
I
am
also
a
city
resident.
The
fiscal
health
of
the
city
of
Boston
is
a
high
priority
for
the
Research
Bureau
Boston's
financial
policy
and
management
choices,
profoundly
impact
everyone
who
lives,
works
and
learns
in
our
city.
The
proposed
budget
totals
3.48
billion,
a
hundred
and
sixty-six
million
dollar
or
five
percent
increase
over
fiscal
year
nineteen.
D
D
I'd
like
to
highlight
several
dynamics
with
potential
for
significant
impact
on
the
city's
finances
and
service
delivery
in
2020
and
beyond.
First
of
all,
economic
growth,
the
upside
and
the
downside.
In
recent
years,
Boston
has
experienced
unprecedented
economic
activity,
bringing
with
it
both
additional
resources,
as
in
the
fiscal
year,
20
budget
projects,
growth
across
all
tax
revenue,
accounts
and
challenges,
as
we've
discussed
here
together
already
rising
housing
costs,
congestion
and
greater
economic
inequality.
The
city
has
been
conservatively
budgeting.
D
Its
revenue
accounts,
including
property
tax
revenue
related
to
development,
and
must
continue
this
practice
throughout
this
period
of
economic
growth.
The
city
also
needs
to
continue
to
be
conservative
in
its
reliance
on
that
new
property
tax
revenue
to
support
recurring
operating
expenses
in
preparation
for
managing
through
an
economic
downturn,
in
other
words,
being
very
careful
about
what
programs
are
sustained
with
revenue
that
may,
at
some
point,
stop
rising
and
rising.
D
This
budget,
as
already
noted,
includes
revenue
strategies
to
address
city
challenges
and
reduce
its
reliance
on
property
taxes.
The
parking
meter
rate
increases
to
address
transportation
challenges
and
to
address
housing
challenges
by
increasing
its
hotel
room
occupancy
tax
to
six
point
five
percent
is
now
allowed
under
state
law
on
to
public
works,
specifically
trash
and
recycling.
D
Due
to
the
shifting
dynamics
of
the
global
recycling
market,
Boston
and
cities
across
the
country
are
facing
sharp
increases
in
recycling
costs
in
fiscal
year
2020,
the
Public
Works
budget
is
expected
to
grow
by
9.5
million
dollars,
an
11%
increase
in
just
one
year.
This
is
driven
by
a
7.9
million
dollar
increase
in
the
garbage
waste
removal.
Recycling
account
this
means
recycling
could
be
more
expensive
than
trash
disposal.
Now,
although
the
recycling
market
could
readjust
over
the
long
term,
the
city
must
explore
all
options
to
reduce
these
costs
on
to
education.
D
Boston
is
challenged
by
state
education
aid
programs
that
fail
to
recognize
the
bps
student
populations.
High
concentration
of
high
needs
students
and
state
programs
also
fail
to
fully
fund
the
charter
tuition
reimbursement,
while
momentum
is
building
for
the
state
to
both
invest
more
in
education
aid
to
cities
and
towns,
and
to
adjust
the
state
education
aid
program,
which
determines
how
the
aid
is
distributed
to
cities
and
towns.
Any
reworking
of
state
education
aid
programs
must
recognize
Boston's
concentration
of
high
needs
students
and
include
a
commitment
to
fully
fund
the
charter
school
tuition.
D
This
new
contract
still
under
negotiation,
is
a
reform
opportunity.
It
must
include
provisions
that
will
affect
student
achievement.
The
two
previous
contracts
were
expensive
and
teacher-centric,
pushing
the
average
teacher's
salary
to
97
thousand
dollars
on
to
capital
spending.
This
fiscal
2020
budget
devotes
a
very
modest
5.4
percent
of
its
operating
budget
to
borrowing
costs
for
investments
in
improving
city
infrastructure
and
facilities.
The
city
could
increase
its
borrowing
costs
up
to
7
percent
without
jeopardizing
its
triple-a
bond
rating.
D
In
other
words,
Boston
should
use
its
supreme
credit
worthiness
to
support
greater
borrowing
for
the
planning
imperatives
it
has
identified,
including
go
Boston,
climate
ready,
Boston
and
Bill
bps.
My
last
point
is
about
personnel
costs
which
continue
to
drive
expenditures
as
the
city
population
grows
and
needs
to
address
both
today's
challenges
and
the
futures.
Both
the
administration
and
the
City
Council
should
pay
particular
attention
to
managing
personnel
levels,
so
those
levels
and
related
salary
and
benefit
costs
both
meet
growing
city
needs
and
are
affordable
for
the
city
to
sustain.
D
A
A
B
We're
actually
in
the
process
of
finalizing
that
for
last
fiscal
year,
FY
18
I
think
there
will
be
a
moderate
increase
in
the
amount
of
total
free
cash.
Certified.
Our
financial
statements
at
the
end
of
FY
18
ended
with
a
21
million
dollar
surplus,
and
so
those
are
the
considerations
that
will
impact
free
cash
for
the
last
fiscal
year
and.
C
A
B
Absolutely
so,
based
on
our
last
valuation,
which
included
returns
through
calendar
year,
17
we're
about
a
year
and
a
half
into
the
next
valuation
that
we'll
have
to
do
at
the
end
of
this
year,
but
based
on
the
last
valuation,
we
had
a
schedule
that
put
us
fully
funded
in
2025,
actually
I.
Think
the
the
contribution
in
2025
already
starts
to
dip
in
that
schedule,
because
with
the
maxi
are
being
2024
and
the
payments
in
those
out
years,
as
Justin
mentioned
in
his
slide
every
year
are
we.
B
We
have
planned
for
an
eight
point,
eight
five
percent
increase
and
in
our
contribution
to
our
pension
schedule
this
year
because
of
the
demographics.
Ours
is
actually
more
like
nine
point,
seven
percent
increase,
and
so
it
does
depend
on
sort
of
where
those
retirees
are,
whether
they're
in
our
system
or
BPHC
or
others,
and
so
in
the
out
years.
Those
pension
dollars
will
exceed
again.
Another
I
think
it's
something
like
three
hundred
and
fifty
million
dollars
in
that
lap
in
that
highest
payment.
B
When
we
have
fully
satisfied
our
liability,
we
will
then
redirect
those
resources
and
there
will
still
be
some
pension
cost.
Obviously
they
will
still
be
paying
for
the
retirees
as
they
sort
of
come
into
the
system,
but
the
balance
between
that
high-water
mark
and
what
the
new
balance
will
be,
probably
over
a
hundred
million
dollars,
and-
and
we
expect
that
we
would
dedicate
much,
if
not
all,
of
that
to
open
liability.
So
that's
about
a
2.4
billion
dollar
liability.
B
It's
our
next
long-term
liability
that
we
will
then
I
think
be
expected
from
rating
agencies
and
others
to
start
taking
a
significant
swing
at,
and
so
that's
what
we
would
would
propose
to
do.
Obviously,
we'll
have
to
see
what
the
world
looks
like
in
2025
in
terms
of
how
exactly
that
shakes
out
and
what
that
exact
dollar
amount
is
I
think
we
wouldn't
presuppose
to
know
exactly
what
that
looks
like
now.
But
the
plan
is
basically
to
redirect
those
pension
savings
over
into
the
pub
liability
and.
A
I
believe
we
started
the
Oh
pub
trust,
two
thousand
nine
or
ten,
so
we
got
almost
almost
a
half
a
billion
in
there,
which
obviously,
we
can
use
to
lower
that
debt.
At
that
point,
I
just
want
to
talk
a
little
bit
about
FTEs
I
saw
an
increase
of
about
146
FTEs,
where
around
17,000
is
that
about
right,
17,000,
FTEs
and
just
wondering
how
that
compares
to
pre-recession
numbers,
which
were
probably
not
far
from
that
I.
C
Would
say
we
are
exactly
to
your
point,
we're
pretty
close
to
where
we
were
pre
recession,
so
pre
FY,
o
9,
but
I
would
say
that
the
the
increase
in
headcount
has
been
very
targeted
towards
areas
of
investments.
So
that's
police,
fire
teachers
support
services
at
pH
C.
Those
are
the
kind
of
dedicated
increases
that
we've
been
focusing
on
over
the
last
few
years.
So
I'd
say
where
we've
gotten
back
up
to
where
we
were
a
pre
recession,
but
it's
been
in
very
targeted
areas
and.
A
B
This
is
primarily
the
direct
result
of
a
change
in
the
city's
policy
on
credit
card
fees
on
transactions,
so
the
city
used
to
incur
about
4
million
dollars
a
year
in
credit
card
fee
costs
that
we
would
eat
on
behalf
of
folks
paying
bills
and
and
invoices
and
to
the
city,
because
we,
because
of
the
way
that
that
that
arrangement
was
structured
with
our
bank,
we
had
to
keep
a
balance
of
funds
to
pay
those
credit
card
fees.
That
was
basically
the
majority
of
our
cash
on
hand.
B
At
all
times
had
to
be
sitting
in
a
no
interest,
bearing
account
in
order
to
compensate
for
those
credit
card
fees,
because
we
have
over
time
gradually
shifted
away
from
that,
so
that
the
city
is
no
longer
paying
those
fees.
We
are
now
able
to
take
the
majority
of
our
cash
and
actually
have
that
in
a
interest-bearing
account.
It's
a
relatively
low
interest
rate,
but
it
is
something
and
something
compared
to
nothing,
has
created
quite
a
variance
in
terms
of
our
interest
revenue
in
my
20s
yeah.
C
E
I
do
I
want
to
just
give
you
my
compliments
for
the
increase
in
the
budget
for
DND
the
work
that
they
do
is
invaluable
to
so
many
segments
of
our
society
and,
in
particular,
I,
have
an
interest
in
the
work
that
we're
doing
as
a
city
around
homelessness,
preventing
it
and
then
supporting
those
individuals
and
families
that
are
experiencing
it
and
part
of
that
investment,
no
doubt
through
the
occupancy
tax.
All
of
that
is
related,
and
you
know
want
to
give
my
compliments
my
applause
for
that
investment.
E
C
Absolutely
so
I
would
say.
The
overall
increase
at
DND
is
about
45%,
it's
over
six
and
a
half
million
dollars,
five
million
of
which
comes
from
new
funding
that
is
generated
from
the
increase
in
the
local
occupancy
tax.
Of
that
five
million,
four
million
is
going
to
go
to
create
permanent
supportive
housing.
So
those
are
housing
units
for
chronically
homeless,
individuals,
of
which
there
are
many
in
the
city,
but
it's
a
it's
obviously
been
a
top
priority
of
this
administration
and
obviously
the
council
to
reduce
that
number
over
the
years.
C
But
there
is
a
lack
of
funding
out
there,
both
privately
and
publicly
for
those
types
of
really
deeply
supportive
housing
units
that
are
needed
to
get
chronically
homeless
individuals
off
off
the
street,
and
this
investment
would
create
50
new
units
of
new
permanent
supportive
housing
going
forward.
I.
Think
DMV
will
undertake
an
RFP
process
over
the
next
few
months
to
get
that
ready
for
FY
2010
and
how
it
is
what
projects
are
funded
through
that
source.
C
So
this
is
a
nice
pairing
to
honestly
help
address
young
young
adults
and
youth
before
they
get
to
the
chronic
homelessness
stage
of
their
lives.
So
this
is
something
that
we're
excited
to
talk
about,
that's
kind
of
on
the
homelessness
side
for
FY
2012.
We
have
a
whole
host
of
investments,
both
through
CPA
and
linkage
and
IDP,
and
all
the
other
other
funding
sources
that
are
out
there.
But
as
far
as
dnb's
city
funded
general
fund
budget
goes,
we
have
additional
investments
in
support
for
renters
and
homeowners
through
the
home
center
or
housing
courts.
C
So
that's
a
hundred
thousand
to
expand
that
pilot
program
and
then
a
hundred
thousand
for
new
housing
inspectors
directly
related
to
the
short-term
rental
ordinance
to
make
sure
that,
thanks
to
the
work
of
the
council
and
the
work
of
the
state
to
get
the
the
short-term
rental
law
into
place,
this
is
a
two
new
dedicated
inspectors
to
get
out
there
and
actually
make
sure
that
everyone's
playing
by
the
rules
and
is
registered
and
those
units
are
coming
back
online
for
housing.
As
opposed
to
short-term
rentals.
Great.
E
C
It's
four
brand
new
units,
I
think,
there's
I,
think
D&E
who's
gonna,
put
it
out
there
and
see
whether
that's
additional
supports
for
existing
or
four
planned
units
that
are
coming
online
or,
if
they're
brand
new
units
that
they
would
subsidize.
I.
Think
they're
gonna
wait
and
see
what
the
RFP
comes
back
as.
E
Well,
would
we
think
the
turnaround
will
be
on
that,
because
you
know
we
do
this
planning
and
then
there's
that
delay
with
the
RFP
process,
which
is
important
to
do,
and
then
we
have
whoever
we
partner
with
there's
a
process
with
the
permitting
and
that
continues
to
delay
and
we
need
those
units
we
need
them
today.
Yeah.
C
I
would
say
as
soon
as
possible.
We,
we
certainly
have
this
money
set
aside
for
FY
20,
so
we
want
to
see
it
spent
as
soon
as
possible.
There's
also
a
question
of
whether
there
is
existing
units
that
may
not
be
affordable
or
may
not
be
supportive
that
we
could
make
them
affordable
or
make
them
supportive
with
this
funding,
so
that
maybe
we
don't
have
to
jump
over
as
many
hurdles
of
starting
from
sort
of
soup
to
nuts
great.
F
Thank
you,
Thank
You,
Council
cm,
oh
and
you
know,
a
budget
is
a
reflection
of
your
values
and
I
just
want
to
say
thank
you
to
councilor
CMO
for
helping
helping
during
this
critical
process.
I
want
to
say
thank
you
to
the
mayor
and
his
in
his
team
as
well.
I'm,
especially
grateful
for
your
you
report
on
1
million
for
industrial
cleaning,
critical
facility
repairs
at
the
fire
department,
funding
anti-violence
work.
F
You
talked
about
housing
inspectors,
the
arts
program,
newly
ambulances,
helping
address
the
rising
rates
of
HIV
as
well.
I'm,
also
grateful
for
your
work
on
uniting
adding
money
for
the
language
and
community
communications
access
program.
That's
something
that's
been
a
top
priority
of
mine
since
I
started,
but
more
importantly
than
that,
it's
a
top
priority
for
the
residents
in
my
district.
F
C
C
People
have
whether
it's
translation,
services
or
documents
in
different
languages
or
direct
consultant,
not
consultants,
but
direct
translators
to
be
available,
so
that
funding
will
be
available
centrally
for
different
departments
to
access
so
as
either
constituents
or
residents
call
in,
and
they
need
sort
of
a
dedicated
translator
that
funding
is
available
for
that
or
if
they
have
certain
documents
or
certain
materials
that
they
need
to
get
out
to
the
public.
That
needs
to
be
reflected
in
other
languages.
That's
what
that
funding
is
used
for
yeah.
F
Thank
you,
Justin
I
also
know
it's.
You
know
helpful
that
DePalma
is
very
helpful
to
those
with
disabilities
on
child
care
issues
as
well.
Eighty-Four
thousand
people
in
our
city
have
one
disability
at
least
one
disability.
Eighty
four
thousand
22
percent
of
those
are
people
with
hearing
related
issues,
so
I
know
the
mayor's
office
of
Commission
on
disability
access
also
is
playing
a
key
role
on
them
on
that
issue.
So
thank
you
for
watch
being
there
for
those
with
disabilities
in
our
community.
F
You
know
there's
this
talk
actually
of
decreasing
the
minimum
wage
for
those
with
disabilities,
and
you
know
you
know
in
our
society
so
being
there
for
those
with
disabilities
is
critical
and
clearning,
including
learning
disabilities
such
as
dyslexia
as
well
so
I
just
want
to
say
thank
you
to
Mayor
Walsh
and
in
you
as
well,
for
y'all
working
making
sure
that
the
voice
of
those
with
disabilities
I
heard
you
know
in
our
city
and
I,
have
further
questions,
but
I'll
wait
to
the
next
round.
Thank
you.
Thank
you.
Council.
G
Mccarthy,
thank
you
very
much
mr.
chair
and
your
swan
song.
Indeed,
here
we
go.
Thank
you
very
much
for
the
budget
team
and
Mayor
Walsh's
staff.
Once
again,
they
put
together
an
incredibly
solid
and
detailed
budget
and
we'll
be
getting
into
it
over
the
next
six
or
seven
weeks.
As
we
said,
I
really
appreciate
the
the
recommitment
that
Mayor
Walsh
has
made
to
the
parks
and
the
arts
Public
Works
in
particular
in
Boston
public
libraries.
I've,
always
believed
that
the
capital
plan
is
something
that
the
city
hangs.
Its
hat
on
and
I
know
in
District.
G
Five
we've
done
incredibly
positive
things
over
the
last
six
years
for
our
neighbors
to
go
to
parks
and
go
to
libraries.
So
I
certainly
appreciate
that
as
we
get
into
the
budget,
I'll
just
stay
on
the
on
the
10,000
foot
level.
I
am
when
we
talk
about
full-time
employees.
I
am
concerned
with
as
a
public
safety
chair
in
criminal
justice.
The
BPD
regarding
just
personnel
I
know
that
we
have.
We
have
more
people
now
in
the
city
than
we've
had
since
1959
I
believe
as
a
stat.
Neighborhoods
are
popping
up
everywhere
and
we're
growing.
G
Yet
the
number
of
police
officers
aren't
growing
as
fast
as
we
need
to,
and
this
comes
back
to
something
that
we've
talked
about
before-
is
that
the
Boston
Police
Department
has
a
grammar
school
as
their
police
academy.
So
as
we
move
forward
with
this
budget,
I'd
really
like
to
take
a
look
at
what
we
can
do
to
change.
That
I
know
Chicago
just
put
in
a
95
million
dollar
facility,
which
I
wouldn't
mind
visiting,
to
be
honest
with
you
and
that's
fire
police
and
EMS
facility
and
I.
G
Look
at
the
Boston
Police
Department
in
their
age
and
aging
out
now,
there's
gonna
be
a
massive
turnover
in
the
BPD
within
the
next
couple
years,
and
that
scares
me
that
so
much
institutional
knowledge
is
gonna,
walk
out
the
door
and
if
they
do
walk
out
the
door.
How
fast
can
we
put
our
police
officers
through
a
grammar
school?
We
can't
do
the
large
classes
that
other
other
major
cities
can
do
so
as
we
move
forward,
I'd
like
to
take
a
take
a
deeper
dive
into
into
that
concern.
H
C
I
think
education
is
one
of
the
great
equalizers
when
it
comes
to
solving
things
like
equity
and
achievement,
gaps
and
opportunity
gaps
throughout
the
city.
40%
is
probably
less
than
what
other
cities
like
you
know
outside
of
the
collar
outside
of
Boston
spend
on
education,
but
it
is
the
number
one
priority
I
think
for
this
administration
and
the
mayor
is
to
to
fund
public
education.
C
We
have
65,000
kids
in
the
system
10,000
at
charters
about
55,000
at
bps,
so
that
is
a
huge
population
of
kids
and
young
adults
to
educate,
and
it
is,
it
is
a.
It
is
an
expensive
proposition
because
of
the
high
need
students
that
we
have
in
the
city
of
Boston.
We
have
some
of
the
highest
rates
of
ll
learners
of
low-income
learners
of
students
with
disabilities,
so
that
it's
just
an
incredibly
expensive
population
of
kids
to
educate
and
we
need
to
do.
We
need
to
do
more.
C
H
C
I
J
You
mr.
chairman,
I,
want
to
just
council
McCarthy,
began
part
of
discussion
about
what
something
that
I
want
to
talk
about
during
this
budget
season.
Long
with
the
kudos
on
the
parks,
investments
I,
particularly
the
Rangers,
which
is
something
I
know.
Many
of
my
constituents
are
very
excited
about,
but
is
that
you
know
public
safety
and
our
staffing
levels
at
BPD?
J
J
The
stats
are
remarkable
here,
but
there's
a
lot
more
going
on,
particularly
as
you
know,
hundreds
of
thousands
of
people
come
into
this
city
every
day
to
work
when
they're
coming
in
for
parades
when
they're
coming
in
for
marathons,
and
we
hopefully
have
two
more
championship
parades
coming
up
fairly
soon.
You
know
these.
Are
you
know
this?
Is
you
know,
I
I
digress
a
little
bit
and
into
the
fun
and
games
of
it,
but
this
is
very
serious
and
I
would
love
to
see
a
plan
both
for
upping
our
permanent
staffing
levels.
J
I,
don't
know
whether
it's
the
quick
question
of
a
physical
facility
for
training,
if
that's
the
holdup
in
the
pipeline,
if
it's
interest,
if
it's
civil
service
rules
but
I,
think
both
for
holding
down
over
time
which
continue
I,
know
we'll
get
more
into
that
in
the
actual
BPD
and
the
public
safety
hearings.
But
that's
always
a
significant
cost
and
it's
somewhat
unpredictable,
of
course,
because
we
have
political
protests,
we
have
these
championship
rally.
J
J
It
was
particularly
addresses
I,
think
some
of
the
smaller
quality-of-life
offenses
in
the
city
of
Boston
I
rarely
talk
to
our
commanders
at
d4
and
a1
in
my
district,
and
you
know
if
they
have
to
have
officers
responding
to
maybe
less
serious
crimes
as
from
standpoint
of
violence
and
that
sort
of
thing
you
know
they're
out
of
sir
population
for
a
couple
hours
and
we
need
more
folks
there.
We
need
officers
to
be
able
to
be
on
the
street
and
we
need
to
address
I
think
over
time
issues.
B
B
That's
gross,
so
there
is
some
expectation
that,
obviously
not
everyone
will,
but
that
is
factored
in
right
and
in
Justin's
team
does
a
very
nice
job
with
both
police
and
fire
of
working
with
those
departments,
as
we
on
board
classes
to
see
if
there
have
been
fluctuations
in
retirement
rate
or
something
else.
That
would
allow
us
to
bring
more
people
on
in
the
class
than
what
we
have
planned
for
in
the
budget,
so
that
we
can
make
sure
that
we
are
getting
the
number
of
new
police
officers
or
new
fire
new
fire.
I
C
I
believe
it's
2180
2885,
which
is
up
about
50
over
the
last
few
years,
I
would
say
at
there's
two
things.
I
think
we
completely
agree
that
there
is
a
capacity
issue
when
it
comes
to
the
the
physical
space.
We
ran
a
class
of
about
135
last
year.
120
is
planned
for
this
year.
That's
about
as
much
as
the
building
can
hold
I
think
we
need
to
have
conversations
about
when
and
how
we're
holding
the
classes
to
try
to
up
those
numbers.
I
think
we
do
worry
about
overall
cost
to
the
city.
C
In
the
last
20
to
25
years,
we
weren't
bringing
on
classes
of
100
plus
in
sort
of
the
90s
in
the
2000s,
and
we've
really
tried
to
make
a
concentrated
effort
to
increase
that
and,
as
I
mentioned,
we
work
very
closely
with
both
police
and
fire
to
to
see
how
the
attrition
levels
are
coming
when
it
comes
to
either
mandatory
retirements
or
voluntary
retirements.
To
then
up
the
class
size.
C
If
we
need
to,
if
we
get
to
a
point
at
this
time
next
year
or
in
November
next
year,
say
when
the
next
police
in
fire
class
starts
and
either
attrition
is
higher
or
more
people
have
retired,
it's
actually
cheaper
for
us
to
continue
to
add
officers.
So
that's
something
we
work
closely
with
both
we
didn't
fire
on.
J
C
They're,
certainly
the
ones
to
experts
that
answer
to
on-the-ground
questions
about
the
minimum,
Manning
hours
and
and
sort
of
the
minimum
staffing
levels.
But
I'd
say
from
a
budgeting
perspective.
We
try
to
hold
the
number
of
hours
constant
year
over
year
and
just
try
to
adjust
for
the
cost
of
the
collective
bargaining
agreements.
That's
a
target
for
remote
police
fire,
all
overtime
accounts
to
try
to
hit
and
that's
something
that
we
work
with
them
on
a
weekly
basis
to
meet
with
them
and
say:
okay,
how
are
you
hitting
your
targets?
B
I
think
that,
while
they're
clearly
as
a
nexus
between
number
of
officers
and
over
time,
the
sort
of
exact
ratio
of
what
that
is,
we
continue
to
work
to
understand
that,
because
it
hasn't
been
clear
to
us
that
what
exactly
that
sort
of
trade-off
is
just
to
answer
your
question
I
think,
because
they
think
this
is
the
number
you
said
Justin,
but
the
the
class
of
120
is
going.
The
plan
is
for
it
to
net
90
like
we
said.
B
J
C
A
great
question:
I,
don't
think:
we've
done
any
sort
of
ratio
planning
when
it
comes
to
that
I
think
we
try
to
manage
it
on
an
annual
basis
because
we're
not
exactly
sure
how
many
people
are
gonna
fall
off.
We
know
who's
sort
of
required
retirement,
there's,
certainly
folks,
who
come
and
go
before
that
yeah.
Thank
you.
Mr.
chair.
Thank.
K
Campbell
Thank
You,
counselor
CMO
for
your
leadership
and
especially
during
this
last
process,
really
appreciate
you
and
I'm
gonna
Justin.
Thank
you
each
for
your
work
as
well
as
your
incredible
teams.
It's
not
easy
to
pull
together
and
a
budget,
and
there
are
a
lot
of
a
lot
of
great
things
in
this
budget.
K
So
thank
you
and
thank
you
for
your
partnership
through
this
process,
as
we
go
forward
just
wanted
to
echo
some
of
the
comments
that
every
have
already
been
made
with
respect
to
public
safety
care,
deeply
around
the
issue
of
officers
and
making
sure
that
we
have
enough,
particularly
given
the
number
of
incidents
in
my
district
Dorchester
Matapan.
They
see
a
lot
of
activity
in
b3
and
c11
in
particular,
as
well
as
b2,
which
I
share
with
councilor
Janey
and
one
of
the
biggest
concerns
the
captain's
have
is
just
a
number
of
officers
to
do.
K
The
work
separately
been
pushing
at
the
Statehouse
through
their
budget
process,
to
get
some
funding
for
officers
for
our
Main
streets,
which
looks
like
we
actually
may
get
something
there
with
the
support
of
the
commissioner,
and
so
there
are
some
of
us
thinking
creatively
about
how
we
can
get
more
resources
from
the
state
to
be
able
to
do
some
of
this,
which
is
really
exciting.
But
of
course,
we
also
need
to
see
more
investments
in
our
own
city
budget
for
this
purpose.
K
So
I
will
continue
to
ask
questions
throughout
the
budget
process
related
to
that
I
also
agree
with
council.
Mccarthy
I
think
that
we
do
need
a
new
facility
I'm
sure
the
Commissioner
would
love
to
expand
the
class
sizes,
but
you
can't
do
that
if
you
don't
have
adequate
resources
to
do
it
so
care
deeply
about
that
issue
as
well.
K
You
know
this
is
his
fifth
list
or
six
list
and
he's
26
on
the
list
right
now,
so
it
doesn't
look
promising
this
time
around,
which
is
really
sad
so,
whether
it's
looking
at
and
studying
the
effects
of
civil
service
or
other
things,
I'm
gonna
continue
to
focus
on
those
issues
was
happy
to
see.
Ems
get
a
diversity
officer,
I
know,
chief
Huli,
based
on
our
hearings
said
you
know,
I
think.
Maybe
this
is
something
the
EMS
department
could
use
just
curious.
C
The
exact
numbers
on
the
salary
as
far
as
additional
resources
for
the
diversity
at
police
and
fire
I
think
the
two
big
investments
are
an
additional
cadet
class
at
police.
So
that's
building
on
the
successful
model
that
we
have
there
and
then
funding
for
the
fire
cadet
class,
which
obviously
we're
waiting
on
state
law
change
for.
But
we
did
include
175
thousand
to
fund
the
first
fire
cadet
class
next
year.
175.
K
C
K
I
mean
I
always
push
for
that,
because
I
think,
if
you
have
someone
who
is
the
diversity
officer,
they
need
a
budget
of
their
own
and
human
capital,
I
think
to
be
as
effective
as
possible.
I
know
you
can
pull
out
other
positions
in
the
department.
I
think
that
gets
a
little
challenging
based
on
the
hearing
that
we
had
and
hearing
from
them
would.
C
K
B
80
seats,
I
believe,
and
so
we've
kind
of
each
year
taken
a
chunk
out
of
it
and
added
additional
capacity.
This
year's
budget
both
sort
of
maintains
the
seats
that
we've
already
added
by
backfilling
for
our
state
funding,
cut
as
well
as
expanding
into
the
UPK
fund,
so
that
we
can
continue
the
expansion
to
read
to
reach
sort
of
full
uptake.
K
C
350
of
them
were
CBO
seats,
so
community-based
organizations
that
were
originally
funded
either
by
the
city
or
through
a
preschool
experience,
preschool
expansion
grant
from
the
state.
So
we've
back
filled
those
seats,
that's
about
half
of
the
750
and
then
the
additional
half
is
at
BPSK
one
seats
that
we
would
be
happy
to
have
the
school
department
get
you
the
full
list
of
where
those
were
and.
C
C
Actually,
the
RFP
is
out
right
now,
where
we
solicit
input
from
the
community
on
where
those
seats
are
gonna,
be
those
costs
will
then
roll
into
the
regular
city
budget,
as
Emma
mentioned,
like
all
the
other
seats
that
we
fund
in
the
budget,
so
this
is
really
kind
of
unique
and
innovative
way
to
kind
of
target
the
seats
where
there,
the
demand
is
both
at
bps
and
through
the
the
CBO's
and
then
have
the
annual
funding
for
them
roll
into
the
regular
city
budget.
So.
K
L
You,
mr.
chairman,
and
it
has
been
an
honor
and
a
privilege
to
have
sat
with
you
for
the
last
nine
years
of
doing
this
in
my
case,
so
thank
you
for
your
great
work.
Thank
you
to
all
my
colleagues
for
their
great
thoughtful
questions.
I
agree
with
much
of
what
has
been
said.
I
do
want
to
state
for
the
record
that
well
I
agree
with
councillors
a
c'mon
most
issues.
L
I
want
the
record
to
reflect
that
I
vehement
ly
oppose
a
line
item
for
championship
parades
in
the
budget,
since
it's
the
surest
way
to
jinx
us
and
I
will
be
wearing
a
rally
cap
for
the
rest
of
the
day,
just
to
just
to
address
that
EMA
Justin.
Thank
you
for
your
great
work
really
appreciate
it.
This
is
one
of
my
favorite
times
of
year,
because
it's
really
great
opportunity
to
work
collaboratively
find
things
that
we
can
perhaps
strengthen
a
bit.
L
Get
a
better
understanding,
really
build
a
better
Boston
budget
for
all
it
is
it's
the
statutorily,
the
most
important
function
that
we
as
a
body
have
and
I,
really
appreciate
your
great
work
and
particularly
how
the
efforts
to
make
it
as
transparent
as
as
possible.
The
website
is
wonderful,
some
other
great
things
that
you've
been
doing.
I
wonder
I
know
tomorrow
the
mayor
is
announcing.
The
capital
plan
will
councilors,
particularly
district
councillors,
get
their
folders
with
sort
of
the
breakdown
by
district,
then
I
hope,
okay,
great
thank
you.
I
have
some
overarching
questions.
L
I
want
to
get
to
just
briefly
property
tax
growth
is
slated
at
sixty
million
dollars
in
FY,
19
I
believe
it
was
slated
at
50,
or
so
million
dollars
ended
up
being
77
million
dollars.
Obviously
you
want
to
have
a
more
conservative
estimate,
but
do
you
think
it's
like
more
likely
than
not
given
the
market
that
we
will
exceed?
Certainly
60
million,
perhaps
even
77
million
dollars,
I?
Think.
C
L
B
Not
an
expert
in
that,
but
I
will
say
that
what
what
comprises
the
new
growth
number
is
a
backwards.
Looking
number
and
so
I
think
you
know,
we
can
hope
that
things
will
not
change
in
terms
of
what
that
number
looks
like
I.
Think
60
is
a
reasonable
number,
as
Justin
said,
but
because
it
is
built
into
the
base
moving
forward.
It's
important
that
we
are
careful
in
terms
of
what
we're
after
meeting
there,
because
we
don't
want
to
ever
overshoot
it.
Okay,.
L
C
I
think
there's
two
conversations:
there's
a
long
term
question
that
is
around
K
through
12
education,
chapter
70
foundation,
budget
and
that's
all
a
conversation
that
is
continuing.
Obviously,
the
governor
put
his
version
out.
The
House
and
Senate
will
put
their
versions
out
that
we
will
continue
to
advocate
for
to
be
a
part
of
there's,
also
the
separate
FY
20
but
conversation
at
the
Statehouse.
We
actually
did
better
under
the
governor
or
under
the
house
plan
that
so
we're
very
thankful
to
the
house
and
and
chairman
Michael
wits
for
for
that
investment.
C
But
it's
one
of
those
things
where
we're
gonna
continue
to
monitor
it.
We
won't
know
what
the
final
numbers
are
until
end
of
June,
so
we
we
have
to
sort
of
budget
on
the
governor's
numbers,
with
the
assumptions
that
that's
the
worse
that
we'll
get
and
then
hopefully
make
progress
through
the
both
the
House
and
Senate,
as
we've
already
started
to
great.
L
C
L
Probably
what
7,000
members,
or
so
that
sounds
about
right,
maybe
more
well
well
and
kudos
to
you
all
for
getting
the
85%
contracts
negotiated.
That's
great
pensions
have
gone
up
20
million
dollars,
yet
the
debt
service
is
level
funded,
which
seems
somewhat
out
of
tradition,
where
we
seem
to
have
an
equal
percentage
at
least
of
debt
service
increase
any
so.
C
What
we
do
on
an
annual
basis
is
based
very
much
on
what
our
capital
needs
are
from
a
spending
perspective,
so
we
plan
to
sort
of
spend
at
7
percent,
but
if
something
project
is
delayed
or
something
changes
on
the
project,
we
may
not
necessarily
borrow
that
full
7
percent
we're
also
in
a
rate
where
our
triple-a
bond
rating
continues
to
drive
down
our
costs
to
levels
that
we've
never
seen
before.
So
it
keeps
our
overall
debt
service,
pretty
pretty
standard.
I'd
say
it
is
still
a
one
hundred
ninety
million
dollars.
C
L
There
is
something
several
my
colleagues
said:
making
sure
that
we
have
the
appropriate
staffing
levels
for
police
fire
and
EMS,
as
we
talked
about
Boston,
which
will
be
700
thousand
people
by
the
end
of
the
year,
but
just
very
briefly,
pam
brought
up
the
recycling
contracts,
and
this
is
more
of
a
statement
than
a
question.
It
is
chilling
to
me
that
it's
quite
likely
we
will
be
paying
more
for
a
tonnage
tipping
tipping
fee
for
a
recycling
than
traditional
trash
pickup.
L
M
You
so
much
mr.
chair.
This
is
my
second
budget
as
a
councillor
and
I
really
appreciate
your
leadership
as
the
chair,
and
certainly
thanks
to
you
and
Justin,
for
your
leadership
in
the
administration
want
to
thank
the
mayor
as
well.
Thank
councillor
Flynn
stated
earlier
that
that
our
budget
is
a
value
statement
and
so
I'm
grateful
for
the
investment
that
we're
making
in
education
I
think
it's
very
important.
M
I
M
C
Say
that
that
would
go
into
the
overall
pie
and
that
could
certainly
help
us
expand.
It
I
think
I,
think
spending
on
education.
We
spend
about
$20,000
per
student
that
is
similar
to
other
suburban.
It's
you
know
communities
like
your
westerns
and
your
walls.
These
are
the
world,
so
we're
spending
a
fair
amount
at
Boston,
Public
Schools,
but
we
know
that
there
is
always
a
need
for
more
and
we
just
need
a
partner
with
with
all
the
other
priorities
that
have
been
laid
out
today
and
that
we
want
to
be
investing
in.
M
B
So
the
first,
the
first
few
seats
that
come
on
in
FY,
2006
and
likely
FY
21
as
well,
will
be
CBO,
focused
bps
is
working
on
a
plan.
It
obviously
is
contingent
on
a
whole
lot
of
other
things
that
they
are
also
trying
to
figure
out
in
terms
of
physical
space
and
things
like
that
around
billed
bps
and
their
ability
to
accommodate
classrooms
for
UPK.
C
We're
planning
for,
but
we
were
certainly
open
to
K
1
seats
or
bps
seats
as
they
as
they
are
available.
We
have
seen
some
tremendous
demand
for
CBO
seats
coming
from
the
community
and
I
think
that
that's
an
area
where
we
can
quickly
ramp
up
our
ability
to
get
new
quality
seats
out
there,
whereas
bps
as
I
mentioned,
requires
building
and
planning
and
sort
of
space
that
we
don't
have
necessarily
and
that
needs
to
be
part
of,
and
is
part
of
the
bill
bps
conversation.
C
B
Also
I
think
PBS
will
do
a
better
job
than
I,
explaining
I
think
some
of
the
policy
reasons
why
they
have
also
prioritized
CBO
seats,
but
there's
certainly
a
benefit
in
the
CBO
programs
for
working
parents
whose
sometimes
the
bps
hours
might
not
work
for
them
in
terms
of
summer
break
and
ending
it.
You
know
an
earlier
time,
and
so
part
of
the
benefit
of
the
CBO
program
is
that
you
will
have
the
bps
curriculum
with
educators
paid
at
bps
salaries,
but
have
a
greater
degree
of
flexibility
with
the
schedule.
M
And
also
really
love
seeing
the
investment
in
housing
in
our
streets
and
parks.
The
investment
in
arts
very
important
to
me,
as
the
chair
of
Arts,
also
want
to
just
echo
some
of
the
concerns
around
public
safety.
I
think
it
would
be
really
important
to
understand
what
we
need
over
time
not
just
year
to
year,
and
so
we
know
that
each
year
we
are
losing
huge
chunks
or
lots
of
individuals
who
are
retiring
and
so
to
do
some
forward
thinking
in
terms
of
planning
over
multiple
years.
M
I
think
it
would
be
really
important
and
with
our
eye
toward
diversity,
and
so
certainly
expanding
the
cadet
program,
I
think,
is
very
important.
Speaking
of
diversity,
can
you
talk
about
the
investments
and
economic
development,
particularly
as
it
relates
to
programming
around
diversity
and
I
know
you
mentioned
in
an
investment
in
the
office
of
emerging
industries.
But
what
else
are
you
guys
doing,
or
what
else
can
we
see
here?
C
Absolutely
I
would
say
that,
chief,
where
else
can
give
you
the
full
slate
of
everything
he's
working
on,
but
the
new
stuff
that
we're
doing
at
FY,
2100
and
40,000
for
the
expansion
of
the
Boston
Economic
Development
Center,
so
the
the
successful
pilot
that
was
unveiled
I
think
a
month
or
two
ago
he
goes
in
Dudley
or
Roxbury.
That
was
yeah.
That
was
all
about
supporting
small
and
local
businesses.
C
I
think
the
we
have
another
investment
for
about
a
hundred
and
thirty
five
thousand
in
both
mobile
businesses
and
certifications
support,
so
basically
new
businesses,
whether
they're
food
trucks
or
other
types
of
mobile
businesses,
pop
ups
that
are
looking
to
come
to
Boston
and
need
certifications
and
need
different
types
of
requirements
and
then
125,000
for
both
staffing
and
some
technical
assistance.
Funding
for
the
emerging
industries,
Department,
so
basically
another
staffer
to
help
with
the
the
workload.
C
Obviously,
there's
a
tremendous
need
for
it
right
now
and
then
some
technical
assistance
and
grant
and
outreach
funding
to
help
support
that
I.
Think,
as
we
get
through
the
rest
of
the
budget
process,
we
will
and
certainly
John
and
chief
barrows
and
Alexis
can
speak
more
to
the
exact
to
you
so
that
funding,
but
that's
certainly
we've.
We've
heard
the
need
and
recognize
that
and
wanted
to
invest
in
this
emerging
industry.
So.
M
C
Absolutely
so,
we've
added
four
new
sustains
position,
so
two
positions
to
do
more:
additional
needle
pickups
and
to
outreach
workers.
We
also
have
a
I
think
a
$65,000
investment
on
top
of
the
office
of
recovery
service
invest
much
65,000
to
do
additional
mobile,
sharps
pickups,
so
basically
getting
some
additional
outside
resources
to
help
us
with.
Obviously,
the
demand
I
would
also
say
on
the
dedicated
maintenance
side
in
the
Public
Works
Department.
C
N
C
C
It's
CPA
and
linkage,
which
is
all
growing
as
well.
For
the
most
part,
they
can
give
you
the
exact
figures
or
we
can
follow
up
back
with
and
give
you
the
exact
figures,
but
a
45
percent
increase
in
the
city's
portion
of
it
is
is
one
of
the
biggest
percentage.
Actually,
it
is
probably
the
biggest
percentage
increase
that
we're
growing
anything
in
the
budget
this
year.
N
Yeah
and
that
four
million
is
going
towards
50
housing
units
and
we
haven't
identified
how
that
gets,
because
that's
a
hundred
thousand
unit
yeah
I
think
it's
so
we're
not
building
we're
not
going
towards
an
actual
building.
That's
50
units
for
million
dollar
subsidy,
it's
gonna,
be
spread
around
I.
Think.
C
T
and
E
will
definitely
be
able
to
provide
more
details,
but
basically
the
they'll
put
out
an
RFP
to
see
what
type
of
demand
there
is,
so,
whether
it's
taking
a
planned
unit
that
is
not
deeply
affordable
or
is
not
providing
that
supportive
care
that
the
chronically
homeless
are
need.
It's
supporting
that
to
make
it
a
chronically
homeless
unit
or
if
there
is
a
standalone
project
that
needs
say
four
million
dollars
to
bring
on
additional
units.
That's
what
we
think
we
can
fund
council.
N
Edwards
had
an
interesting
point
about
about.
You
know
all
the
money
going
towards
home
the
homeless
units,
where
we
have
families
that
that
families
and
individuals
that
are
on
the
edge
I
think
we
should
maybe
open
that
up
open
that
up
a
little
bit
and
see
how
we
help
people
that
have
maybe
not
necessarily
homeless
now,
but
you
know,
spread
that
help
out
a
little
bit.
What
would
you
say
or
do
we
have
a
sense
of
our
contribution
city
of
Boston's
contribution
towards
affordable
housing
all
in
every
year,
so.
C
N
C
All
DN
d,
so
all
the
housing
efforts,
that's
homelessness,
affordable
housing,
tenancy
preservation,
senior
housing,
all
the
different
programs
that
they
run.
That's
their
all-in
budget
mm-hmm
and
the
city's
portion
of
that
I
can
get
to
you
in
a
second
but
I
think
it's
about
twenty
million
dollars
of
that
is
the
D
is
the
city
operating.
They
obviously
leverage
tremendous
resources
through
the
feds
through
the
CDBG
program.
Obviously,
cpa
linkage
are
two
big
resources
that
they've
well
cpa
is
new
and
then
the
linkage
one
they've
been
administering
for
a
while.
C
So
it's
an
all
in
pot
of
funding,
I
think
the
reason
that
we've
targeted
homelessness
in
the
first
year
is,
we
obviously
found
a
dedicated
of
dedicated
number
of
projects
that
we
think
we
can
afford.
I
think
going
forward
into
future
fiscal
years
that
five
million
dollars
is
available
for
other
housing
needs
as.
N
C
N
C
That's
in
the
mayor's
office
of
recovery
services
at
PHC.
That's
both
staffing
support,
so
outreach
workers,
caseworkers
internal
folks
and
then
technology
support
as
well.
So
they
need
a
new
IT
system
to
manage
the
cases
as
they
come
in
and
additional
supports
around
the
mobile
sharps
that
we
mentioned
before.
To
help
I
mean,
there's
an
unrelenting
need
for
those
types
of
investments,
so
we
need
to
continue
to
invest
so.
N
C
N
And
I,
thank
you.
Thank
you
for
the
increase
in
the
shops
team.
That
was
that
was
initiative
that
that
that
I
had
asked
for
years
ago,
well,
not
years
a
couple
years
ago
and
the
increase
we
definitely
need
and
also
the
shops
boxes,
that
will
all
that
will
be
at
orchard
gardens
and
in
the
mason
school.
Thank
you
for
those.
N
C
C
B
N
Actually,
working
I
call,
it
yielded
a
minute
for
me.
Thank
you
Justin.
You
said
we're
going
to
invest
heavily
on
zero
waste.
What
exactly
does
that
mean?
Is
that
like
Matt
had
talked
about
the
the
curbside
recycling
I
I
personally,
you
know
where
I
am
I
think
we
should
be
building
building
infrastructure
infrastructure
now
for
what
it's
going
to
look
like
a
digester
for
those
for
those
what
we
collect
the
no.
C
I
think
at
the
end
of
last
year,
to
put
together
a
report
to
make
recommendations
on
how
we
can
get
to
a
zero
waste,
and
some
of
those
recommendations
are
certainly
composting
and
some
of
those
other
types
of
investments.
That's
175,000
to
start
to
implement
that
through
a
dedicated
staff.
Our
outreach
efforts,
marketing
campaigns
to
try
to
start
to
move
that
forward.
We
are
sort
of
eagerly
awaiting
the
release.
The
report
I
think
in
the
next
couple
weeks
and
then
that'll
help
dictate
exactly
how
that
funding
will
be
spent
moving
forward.
N
But
I
think
we
need
to
look
at
the
past
mm-hmm
when,
when
we
lost
when
we
stopped
collecting,
you
know
DPW
collecting
our
own
trash.
Now
you
have
contracts
all
outside
contractors.
I
just
think
it's
in
our
our
best
interest.
If
we
look
at
that
that
that
industry
and
we
build
towards
the
industry
and
keep
the
jobs
as
city
of
Boston
jobs,
you
know
we're
trying
to
we're
trying
to
grow
the
city.
We
were
trying
to
give
people
good
jobs,
it's
a
whole
new
industry.
N
N
C
Some
of
that
will
be
contained
in
the
zero
waste
report,
but
I
don't
think
we've
seen
the
type
of
macroeconomic
changes
that
would
have
necessitated
this
type
of
honestly
reversion
to
bringing
things
back
in-house.
We
I
think
we
moved
to
outside
contractors
because
it
was
cheaper.
It's
it
may
not
be
the
case
anymore.
So
it's
certainly
something
we
want
to
look
at
because
we
are
seeing
in
the
fact
that
other
cities
are
just
doing
away
with
recycling
means
that
there
has
been
a
seismic
shift
in
the
landscape
of
recycling
going
forward.
C
So
that's,
and
if
that
necessitates
the
city
taking
on
a
different
role
in
that
moving
forward.
That's
definitely
something
we
want
to
explore.
It's
just
we're
just
trying
to
play
catch-up
right
now
in
terms
of
making
sure
we're
still
collecting
the
trash
and
recycling
in
FY
2009
a
plan
for
those
future
years.
Thank.
P
You,
council,
flower,
Thank
You
mr.
chairman
and
good
morning
to
Judge
Esther
them
appreciate
you
time
to
date,
sitting
with
me
and
my
staff
just
trying
to
going
over
sort
of
priorities
that
I
think
are
important,
but
also
identifying
your
priorities
in
the
mayor's
and
look
forward
to
working
with
you
as
the
entire
budget
process
unfolds
along
with
the
chair.
So
as
the
longest-serving
City
Council
have
done
more
budgets
than
any
of
my
colleagues
and
I've
been
a
stickler
on
identifying
wasteful
spending.
P
Hopefully
you
have
too
and
hopefully
you'll
instruct
the
commissioners
and
department
heads
it
will
be
coming
before
this
body
that
you
know
I'm
gonna
Telegraph,
my
punch,
I'm
gonna,
be
asking
very
specific
questions
about
wasteful
spending.
I
think
we
should
treat
the
taxpayer
dollar
very
much
like
we're
running
our
own
household
budgets
and
we
shouldn't
be
buying
things
we
don't
need,
or
we
should
at
least
be
eliminating
wasteful
spending
and
identifying
areas
of
cost
savings.
P
So
hopefully,
they've
identified
programs
that
no
longer
work
within
their
jurisdiction
or
have
outlived
their
usefulness
and
we're
supporting
programs
that
that
do
work
and
do
address
the
needs
of
our
city
and
our
taxpayers,
fraud
and
abuse.
You
know
of
talk
to
at
nauseam
about
the
handicapped,
handicapped,
parking
fraud
and
abuse
that
exist
in
a
city
to
the
tune
of
millions
of
dollars
that
we
lose
and
do
nothing
about.
P
I
think
that
the
time
has
come,
that
we
rein
that
in
and
we
crack
down
and
we
get
that
very,
very
precious
revenue
and
put
that
into
the
city
coffers
rein
in
some
of
the
overtime
costs,
particularly
where,
where
appropriate
and
where
possible,
and
also
take
a
long
hard
look
at
some
of
these
outside
contracts
that
we
engage
with
and
again
to
engage
their
usefulness
to,
engage
whether
or
not
they're
making
a
difference
in
having
an
impact.
So
that's
sort
of
where
I'm
gonna
sort
of
focus
my
energy
and
efforts
and
then
to
be
I.
P
Guess
to
get
more
into
a
little
bit
of
a
debate.
A
generalized
chapter,
40,
section,
22
way
sort
of
outlines
sort
of
the
Boston
transportation
problem,
but
it
states
that
meter
rates
are
set
by
city
and
town
and
that's
the
City
Council's
role.
So
I
know
that
you've
submitted
an
increase
in
the
meter
fees
in
the
budget
and
I.
Think
that
that's
not
the
appropriate
forum.
P
When
General
Laws
chapter
40,
section
22
22,
a
specifically
states
quote:
meter
rates
are
set
city
or
town
any
time
and
I'm
the
longest-serving
Council
and
have
referenced
and
talk
to
colleagues
and
former
colleagues
and
even
individuals
who
have
served
here
that
I
did
not
serve
with
and
they
are
all
concurrent
in
their
experience
that
any
increase
to
the
meter
rate
has
to
come
before
the
Boston,
City
Council.
And
yet
that's
not
what's
happening
here
and
I
have
a
little
bit
of
a
problem
with
it
on
a
technical
level.
So
I'll
give
you
the
floor.
P
I
know:
I,
don't
have
a
lot
of
time,
but
and
I'm
happy
to
you
guys,
want
to
file
an
ordinance
and
have
a
hearing
before
the
City
Council
and
and
have
it
done
that
way,
but
I.
Just
don't
I
want
to
make
sure
that
we're
not
using
the
budget
process
to
circumvent
the
role
of
the
City,
Council
and
I
would
caution
using
the
budget
to
get
a
budget
vote
to
circumvent
that
as
well.
I
think
there
should
be
two
stuff:
two
separate
things:
you're
looking
for
increased
meter
rates
come
before
the
City
Council.
P
B
Thank
you,
counselor
I
know
you
didn't
raise
that
to
us
and
that's
something
that
we're
looking
into
and
were
happy
to
follow
up
with
you
on
it.
Certainly
the
intention
was
not
to
do
something
you
know.
Laterally.
The
budget
as
a
whole
obviously
is
contingent
on
city
council
approval
and
and
lots
of
dialogue
and
conversation,
and
so
we're
happy
to
continue
that,
and
we
will
absolutely
look
into
the
questions
that
you
raised
and
happy
to
continue.
That
conversation
follow
up
with
you
on
that
very.
P
Good
and
through
past
experiments,
pilot
programs
are
sort
of
the
exception
to
the
rule
1929
mass
acts.
Chapter
263
provides
the
rules
and
regulations
that
give
the
Transportation
Commissioner
the
authority
and
they're
somewhat
broad
in
terms
of
transportation
and
parking
issues.
However,
when
it
comes
to
raising
meter
rates,
that's
very
specific
master
in
laws,
chapter
40,
section,
22,
a
states,
cities
and
towns
do
that
when
you
refer
to
that
quote:
cities
and
towns,
that's
the
Boston
City
Council
and
you
know,
and
that's
the
vehicle
that
we
should
be
using.
If
the.
P
If
the
desire
is
to
increase
the
Munim
eights,
you
wanted
to
do
sort
of
surge
pricing
as
sort
of
a
one-off.
You
wanted
to
do
a
pilot
program
which
had
occurred
in
this
city.
That's
a
little
bit
different.
That's
the
Commissioner
based
on
the
1929
acts.
Chapter
263
allows
the
Commission
to
sort
of
try
little
things
because
it
gives
her
and
instance,
I,
know
she's,
leaving
broad
powers
around
parking
in
transportation.
However,
one
is
very
something
specific
and
it's
going
to
be
lasting.
That
has
to
come
through
the
council
through
the
gym.
Thank
you
thank.
A
B
Yet
so
our
next,
our
contract
expires
this
year
and
we'll
start
again
for
FY
21.
So,
and
so
that's
something
that
we're
starting
to
work
on
now
and
primarily
I
think
that
increase
is
driven
by
prior
year.
Savings
that
have
helped
us
offset
some
of
the
some
of
the
future
year
costs
and
so
I
think.
If
we
were
to
just
sort
of
straight
budget
on
what
the
actual
increase
in
premiums
are
year
over
year,
it
would
be
a
higher
percentage
than
like
five
percent
right.
Yeah.
C
So
that
this
is
more
a
reflection
of
the
fact
that
we
do
have
a
PE
see
that
does
maintain
the
trust
fund
and
we
are
able
to
spend
some
of
that
trust
fund
to
help
offset
the
cost
for
both
employees
and
the
city
so
that
we
don't
have
to
see
the
five
percent
increase.
That
will
probably
happen.
It's
more
like
we've
been
able
to
pay
down
some
of
that
with
some
of
the
surplus.
That's
right.
A
C
Sure
so
in
FY
19
we
added
a
class
of
20
I,
believe
that
got
us
up
to
about
400,
total
EMTs,
so
we're
adding
and
so
we've
kind
of
gone
back
and
forth
every
year
between
doing
targeted
increases
towards
specialized
units.
Like
two
years
ago,
we
actually
launched
the
cat
teams
that
I
mentioned
before
this
past
year
and
FY
19.
We
did
a
just
a
general
class
increase
of
about
20.
A
And
then,
lastly,
external
funds,
we
lost
I
think
around
20
million
in
external
funds.
I,
don't
know
I,
don't
expect
you
to
know
the
individual
programs
that
make
up
that
20
million.
But
how
do
you
have
a
sense
of
what
departments
that
affected
the
most
and
how
are
we
making
up
for
that?
If,
at
all
into
council
a
flairies
point,
you
know
they
probe
a
lot
to
sustain
a
lot
of
these
external
funds
over
years
and
years
and
years
if
they
lapse
or
expire.
C
I
would
say
we
look
at
that
very
closely,
so,
as
departments
do
get
those
grants
from
the
feds
or
the
state,
we
work
pretty
closely
with
them
as
they
expire
to
make
sure
that
they
understand
one
that
that's
a
one-time
revenue
source.
So
if
that
goes
away,
there
needs
to
be
a
plan
in
place
to
do
it.
I
think
a
good
example
is
the
peg
grant
that
was
a
one-time
grant
from
the
state
that
was
about
three
million
dollars
of
that
ten
million
or
20
million
you
mentioned.
C
C
If
it's
a
it's
a
very
effective
and
it's
a
very
useful
and
impactful
program,
we
definitely
want
to
try
to
figure
out
if
we
can
bring
it
on
to
the
city's
general
fund,
but
we
don't
have
infinite
resources
and
enable
to
backfill
every
grant
that
is
out
there.
So
we
do
work
pretty
closely
with
all
departments
that
have
federal
grants.
Great.
E
You
again
I
I,
know
through
this
budget
process.
One
of
the
things
that
we
constantly
look
towards
is
curbing
expenses,
and
one
thing
that
I've
realized
through
some
of
my
work
around
the
schools
budget
is
in
the
budget
generally
is
our
often
reliance
on
leasing
property
that
we
don't
own
in
the
city
of
Boston.
E
C
As
it
relates
to
the
schools
that
have
to
get
the
exact
numbers
of
leases,
we
do
have
leases.
We
do
lease
space
in
certain
places.
I'd
say
the
vast
majority
of
their
space
concerns
are
actually
just
reprioritizing
and
sort
of
making
sure
they're
maximizing
their
existing
spaces
to
to
meet
the
needs.
C
I
think
we
are
constantly
chasing
the
narrative
up
on
Beacon
Hill
that
we
have
too
much
space
and
I
think
that
we
push
back
vehemently
and
say
we
actually
need
more
space,
that
there
is
sort
of
a
mismatch
of
where
the
space
needs
to
be
given
the
the
changes
in
student
need,
whether
it's
around
inclusion,
whether
it's
expanding
UPK
seats,
I,
think
we
we
want
to
try
to
do
that.
It
is.
It
is
an
expensive
proposition
to
buy
and
sort
of
renovate
property
to
do
whatever
it
happens.
To
be
so
I'd
say.
C
The
vast
majority
of
our
capital
plan
is
dedicated
towards
some
of
those
nuts
and
bolts
type
maintenance,
things
to
make
sure
that
the
Civic
assets
that
we
do
have
right
now
don't
fall
apart
and
don't
sort
of
necessitate
us
having
to
tear
them
down
and
rebuild
them.
That's
certainly
not
something
we
can
always
preclude,
but
I'd
say
that
we've
certainly
ramped
up,
and
certainly
as
part
of
the
bill,
BPS
plan
investments
in
our
in
our
schools.
E
Q
E
C
Say
it's
oftentimes
trying
to
MIT
mix
sort
of
where
the
need
is
so
the
EMS
one
in
the
Seaport
or
take
the
BPD
crime
facility
or
not
the
crime
facility,
the
housing
storage,
those
are
assets
that
we
need
and
we
need
to
maintain
them
and
finding
a
20,000
square
foot
warehouse
is
pretty
difficult
to
find
in
the
city
of
Boston
I.
Think
we
try
to
keep
those
down
and
keep
them
in
places,
but
there
is
a
demand
for
those
types
of
spaces.
E
And
then
you
mentioned
the
need
for
certain
capital
improvements.
We've
talked
about
the
additional
investment
that
we're
all
looking
forward
to
in
the
crime
lab
in
particular,
and
the
investments
that
are
needed
there
to
respond
to
the
new
state
bill.
Is
it
time
for
us
to
consider
a
substantial
investment
in
rebuilding
a
new
crime
lab
that
could
meet
the
needs
and
then
do
what
we
haven't
been
able
to
do
at
all
as
a
city
when
it
comes
to
the
work
in
our
crime,
lab
I.
C
Think
that's
certainly
a
worthy
conversation.
One
thing
that
I
learned
through
the
criminal
justice
process
last
year
is
that
Boston
and
the
state
are
the
two
crime
labs
that
are
out
there
really
at
the
end
of
the
day.
So
I
think
we
need
to
have
a
comprehensive
review
of
what
that,
what
that
is
and
making
sure
we're
both
living
within
the
bounds
of
the
new
law,
but
then
also
making
sure
that
we're
providing
the
best
type
of
crime
lab
services
at
the
end
of
the
day.
C
I
think
the
last
thing
that
we
would
ever
want
is
the
type
of
challenges
that
the
state
face,
so
I
think
it's
certainly
worthy
of
discussion.
I
think
the
investments
that
we
put
into
next
year's
budget
are
on
the
operating
budget
side
and
more
staff
and
more
sort
of
technology
supports
to
make
sure
that
we're
meeting
the
new
turnaround
times
that
we
have
but
I
think
a
long
term.
Discussion
about
the
crime
lab
is
definitely
warranted.
Yeah
I.
E
Think
that
needs
to
be
done
in
the
shorter
term
because
in
order
to
add
the
staff
that
we
need
to
do
the
work
that
meat
that's
required,
but
also
that
we
should
be
doing
and
to
reduce
any
backlog
on
any
of
the
pieces,
not
just
the
rape
kits.
But
some
of
the
other
investigations
that
happen.
The
rape
kits
are
a
part
of
the
state
bail.
We
need
the
facility
in
order
to
do
that.
E
So
I'd
advocate
for
a
significant
investment
earlier
rather
than
later
in
that
facility,
and
so
that
we
don't
have
to
rely
on
the
state
for
some
of
the
work
that
we
do
and
put
off
particular
investigations,
because
we
don't
have
the
time
or
the
facilities
to
do
that.
So
I
think
the
investment
that's
coming
online
for
FY,
20s,
fantastic
and
again
something
that
I
support.
We
need
to
do.
E
We
need
to
make
sure
that
we
have
the
facility
and
the
investment
for
that
facility,
but
we
can
do
the
work
in
a
I
think
in
a
more
fully
meaningful
way.
So
it's
something
when
BPD
is
here
that
we'll
talk
about
during
that
process
and
something
that
I'll
advocate
for
in
a
capital
budget
in
particular
I,
do
have
a
question
on
Long
Island,
which
the
bridge
and
that
investment
we'll
talk
about
next
room.
Thank
you.
G
Thank
you
very
much,
I'm
chair
again,
I'll
be
credible,
quick
on
the
fixed
cost,
with
the
there's
an
increase
of
seven
million
dollars
over
the
last
three
years
to
the
MBTA.
Where
does
that
number
come
from
Justin?
How
do
we?
How
do
we
adjust
it
and
then
do
we
have
any
oversight
on
where
they
they
spend
it?
So.
C
No,
we
don't
so
that
it,
we
don't
have
any
oversight
of
that.
That
is
basically
part
of
our
state
assessments
when
they
take
a
look
at
our
charters.
They
take
a
look
at
all
the
other
stuff
that
they
ding
us,
for
they
give
us
a
bill
for
it.
At
the
end
of
the
day,
it's
about
two
and
a
half
percent
that
it's
capped
at
growing
at
every
year.
C
So
that's
why
you
see
the
kind
of
two
to
three
million
dollar
increase
over
the
last
few
years,
certainly
something
that
we
continue
to
work
with
them
on
I.
Think
we've
made
some
good
investments
on
our
side
to
better
the
partnership.
We
obviously
were
able
to
work
with
the
T
on
the
m7
passes
for
7
through
12
at
bps
charter
and
parochial.
So
that's
definitely
an
area
where
we
continue
to
have
conversations
with
them,
but
that
is
a
state
assessment
that
they
assigned
to
us
at
the
end
of
the
day.
Okay,.
N
You
Justin
we,
we
talked
a
lot
about
like
the
police
and
and
their
numbers.
What
about
our
forces
outside
of
the
police
here
yeah,
your
public
works,
your
what
we
hired
more
people
to
get
back
to
pre
full
weight,
staffing
levels?
What
does
what
does
that?
What
does
our
work
force?
Look
like
in
the
next
four
or
five
years
is
the
whole
force
and
I
call
them
the
work
force,
meaning
the
work
force?
Are
we
in
the
same
predicament
as
a
police?
N
C
Have
any
sense
of
that?
So
that's
a
great
question,
I
think
it's
something
that
we
hear
a
lot
from
the
state,
the
silver
tsunami,
the
the
kind
of
impending
wave
of
retirements
that
are
coming
I.
Think
we'd
have
to
get
you
exact
details
on
that,
but
I
think
it's
something
that
we
we
manage
pretty
closely.
I,
think
we
we
try
to
develop.
You
know
implementation
plans
and
sort
of
workforce
development
plans
for
folks
to
know
that
if
you
have
20
people
retire
in
one
year,
the
work
still
got
to
get
done.
C
Trash
still
got
everything's
gotta
happen.
You
know
that
we
have
to
do,
but
we
can
certainly
get
you
details
on
what
that
is.
I
haven't
I,
don't
think.
We've
heard
the
same
I,
don't
think
we
have
the
same
level
of
concerns
that
the
state
has
expressed
in
terms
of
their
retiring
workforce
in
the
non
public
safety
side
of
things.
I
think
it's
definitely
concerned
on
the
public
safety
side,
but
it's
something
we
can.
We
can
try
to
dig
into
a
little
bit
for
you
that.
N
C
This
is
actually
a
new
one,
so
the
thirty
five
million
that
we
gave
for
BHA
for
Orion,
Heights
and
Old
Colony
was
from
Winthrop
Square.
This
is
actually
a
new
approach
that
we're
taking
to
funding
housing
projects
through
the
city's
capital
plan,
so
through
the
operator
or
through
the
general
obligation
bond
through
our
bond
sale.
So
it's
a
30
million
dollar
investment
for
phase
1
and
2
of
the
program.
B
The
I
think
the
same
sort
of
proposal
from
BHA
I
think
we
have
to
sort
of
see
how
this
works
in
the
Charlestown
instance
and
consider
how
else
we
might
afford
future
investments,
because
it's
a
sizable
investment,
but
it's
certainly
it's
I,
think.
Unfortunately,
it's
imperative
that
the
city
has
figured
out
how
to
afford
some
of
this,
because
we
there's
just
been
a
massive
disinvestment
from
at
the
federal
level
in
public
housing
and
so
without
city
support.
Here,
it's
not
clear
that
we
would
be
able
to
preserve
the
thousand
deeply
affordable
units,
and
so.
B
N
B
Know
that
number
off
the
top
my
head,
we
can
get
it
to
you.
The
total
projects,
not
city
funded,
obviously,
but
the
total
project
is,
is
over
a
billion
dollars
of
construction
related
to
the
complete
project
in
this
investment.
The
city
is
funding
about
two
hundred
and
seventy
affordable
units.
If
we
were
to
build
those
units
ourselves,
it
would
cost
us.
B
N
N
K
Thank
You
councillor
co-moh,
just
following
up
quickly
and
I
know.
Some
questions
were
asked
related
to
upk,
sorry
to
step
out
during
what
budget
hearing
or
hearings
can
we
continue
to
ask
questions
on
that
like
who's
going
to
own
this
I
know
it's
not
necessarily
bps
which
department
where's
the
trust,
gonna
live
so.
C
The
trust
will
live
with
the
City
of
Austin,
so
under
the
Treasury
Department
at
the
end
of
the
day
and
I.
Think
one
of
the
orders
that
came
before
you
is
the
creation
of
the
trust
and
the
fifteen
million
dollars
is
a
I
mentioned
a
one-time
investment
where
it'll
go
to
a
combination
of
VPS
and
CBO's
I
think
we
are
still
working
out
exactly
how
the
funding
will
sort
of
be
allocated
on
an
annual
basis.
C
But
the
idea
being
that
the
program's
itself,
both
the
CBO
and
the
K
one
seats
when
they're
sort
of
fully
funded
they
live
in
bps,
is
budget.
So
the
idea
being
is
that
this
is
a
kind
of
independent
resource
and
then,
if
the
seats
end
up,
when
the
seats
end
up
sort
of
being
funded
that
the
the
long
term
home
for
them
are
going
to
sit
in
bps
is
budget.
The
same
way.
C
The
k1
seats
right
now
and
the
their
CBO
seats
that
are
funded,
live
in
bps
budget,
but
I
certainly
think
that
if
we
haven't
already
there
their
concern
to
be
a
part
of
whether
it's
the
academic
session
or
one
of
the
other
sessions
at
bps,
where
their
team
will
walk.
You
walk
you
through
as
many
details
as
I
think
there
are
then.
K
What's
the
funding
in
this
budget
looked
like
to
support
that
order?
Were
the
gaps
I
mean?
Is
every
department
going
to
have
funding
for
racial
equity
trainings?
What
is
a
training?
Look
like?
What's
the
funding
I,
imagine
every
single
department
will
have
adequate
resources
to
do
it,
but
would
love
to
hear.
B
More
sure,
so
this
budget
includes
a
continuation
of
the
investment
from
last
year.
Five
hundred
thousand
dollars
for
training
I
think
the
way
that
we
envision.
That
is,
that
a
significant
portion
of
that
funding,
I
think
it's
yet
to
be
determined,
will
help
to
support
that
the
work
of
implementing
the
executive
order.
B
We
do
have
I,
think
more
questions
to
answer
in
terms
of
how
exactly
we
sort
of
support
that
and
ensure
that
departments
get
access
to
resources,
whether
it
be
financial
resources
or
just
expertise,
and
so
that's
the
part
we're
trying
to
figure
out
now,
that's
being
read
led
by
Lauren
Nelson's
office
and
so
we're
working
actively
to
figure
out
exactly
how
we
deploy
that
the
executive
order
does
cover
all
departments.
So
the
goal
is
every
one
and
so
that
the
question
now
is
just
to
sort
the
details
of
the.
How
so.
B
Five
hundred
thousand
dollars
was
a
citywide
investment.
It
will
support
some
some
training
at
a
fire
department
in
fire
houses.
It
will
also
support
a
director
of
investigation
and
training
who's
being
hired
into
the
city's
HR
department.
It
supported
some
HR
and
labor
relations,
trainings
that
are
sort
of
a
train-the-trainer
model
to
get
out
to
the
city,
so
that
was
a
collection
of
different
initiatives.
Those
are
the
starting
points
of
the
conversation
and
and
what
we
need
to
do
next
year
is
figure
out
what
needs
to
be
repeated
on
a
regular
basis
and
what
needs?
B
K
I
care
deeply
about
this
I
mean
the
council
is
about
to
undergo
racial
equity.
Training,
starting
in
May
were
in
communications.
We
got
all
external
funding,
for
it
didn't
cost
the
city
a
penny
and
then
the
goal
is
of
course,
leverage
that
investment
to
put
into
the
council
budget
for
further
professional
development
training,
and
this
would
will
be
a
training
that
will
likely
go
from
May
to
December.
It
is
you
know
we
are
serious
about
and
I'm,
not
speaking
speaking
to
the
choir
here
sure.
K
But
you
know
this
is
public
viewing
public
facing,
but
if
we're
serious
about
whether
it's
closing
in
equities
persistent
gaps
that
follow
along
usually
racial
lines
or
shifting
cultures
in
various
departments,
I
think
probably
every
department,
the
City
of
Boston,
given
the
history
of
this
city,
we
this
training,
these
trainings
at
a
bare
minimum,
or
what
we
should
be
doing
so
I
would
love
to
hear
more.
But
it
sounds
like
you
know.
R
B
We
haven't
spent,
we
cut
a
check
for
something,
yet
we
are
still
working
on
the
the
sort
of
rollout
of
exactly
how
we
will
spend
it.
Sorry
I
shouldn't
say
that
that's
not
true.
We
have
spent
money
on
the
train,
the
trainer
model,
which
has
started
with
the
cities,
HR
department
and
labor
relations
that
cascades
to
our
personnel
officers.
The
next
step
of
that
is
to
figure
out
how
we
get
that
into
frontline
employees,
and
so
some
of
some
of
those
funds
have
been
spent.
That
is
a
small
portion
of
it,
though,
so
it.
R
B
B
So
the
there's
a
position
we're
hiring
for
now,
director
of
investigation
and
trainings
in
the
city,
cities,
HR
department,
the
goal
beyond
just
the
day-to-day
of
I.
Think
what's
important
in
that
position,
is
to
get
really
strategic
about
understanding
what
is
happening
here,
the
city.
If
there
are
particular
things
that
seems
to
be
thematic
and
trying
to
develop
proactive
training.
B
R
I
want
to
just
make
sure
we're
not
just
throwing
good
money
after
bad
if,
at
the
end
of
the
day,
all
we're
doing
is
paying
for
more
training
and
no
actual
cultural
shift
here,
so
we're
gonna
pay
for
more
training,
we're
gonna
get
people,
and-
and
it
wasn't
that
there
was
lack
of
training
before
with
the
Boston
Fire
Department
still
ended
up
in
this
situation.
Who
is
what
are
we
paying
to
fix?
What's
happening
at
the
BFD,
so.
B
That's
the
goal
of
doing
the
in
firehouse
training
so
that
you're
training
with
your
peers
with
your
cohort
and
that
you're
reaching
everybody
so
that
we
don't
have
this
sort
of
new
recruits
and
senior
leadership
with
a
gap
in
the
middle,
but
that
we
really
are
able
to
talk
to
everybody
and
make
sure
that
we're
doing
it
in
a
way
that
is
kind
of
bringing
to
the
culture
of
the
firehouse.
The
conversation
that
is
that
is
critical.
So.
R
B
That's
a
good
question:
I
will
ask
the
fire
department
to
think
about
that:
the
fire
department
and
the
some
new
legal
advisors
that
are
going
to
support
this
work
are
going
to
sort
of
participate
in
this
training
as
a
again
a
train-the-trainer
model
so
that
we
have
a
system
that
is
ongoing.
That
can
be
refreshed,
and
that
can
be
done.
It
would
be.
R
Really
great,
if
you
had
an
accountability
system
so
that
we're
checking
in
at
certain
points
those
results
of
that
training
is
who
took
it
right
who
passed
it?
Who
failed
it
and
then
also
explaining
how
much
it
cost
and
then,
if
a
year
from
now
we're
not
seeing
a
change
in
culture,
how
we're
going
to
hold
them
accountable?
It
be
great
if,
instead
of
just
we're,
gonna
throw
money
at
training
and
train
everybody
to
be
good
bad
and
whatever
use
these
proper
words
and
so
on
and
so
forth.
R
I
just
really
want
to
see
an
actual
return
on
the
investment,
the
same
way
that
we
hold
them
accountable
for
dollars
when
were
investing
and
housing,
and
all
these
other
things
like
that,
I
don't
take
diversity
or
racial
equity,
any
less
seriously
as
I
do
housing
and
civil.
So
I
really
want
to
make
sure
that
we're
just
not
throwing
money
out
there
for
the
PR
look
of
it
and
actually
trying
to
do
something
with
regards
to
13a
builders
and
expiring
use.
R
You
had
I
know
that
the
increase
in
D
and
E's
budgets
a
result
of
STR.
You
know
some
of
the
taxes
that
were
now
able
to
implement.
My
question
really
is
then,
instead
of
or
not
instead
of
but-
and
we
did
have
this
conversation,
we
do
have
a
high
pop
growing
homeless
population,
many
of
them
actually
majority
them
are
not
from
bomb.
R
We
do
also
have
buildings
that
the
city
has
set
up,
indeed,
restricted-use
that
are
coming
out
of
deed
restriction,
and
so
the
priority
of
the
city
has
been
to
house
homeless
individuals,
not
from
Boston
and
versus
maintain
the
affordability
of
expiring
use
buildings
in
Boston
right
now,
where
those
folks
will
be
homeless.
If
we
do
not
figure
out
how
to
save
those
individuals
with
this
additional
money
and
I
guess,
I
mean
I
can
walk
through
that
with
DND
about
how
that
priority
works,
but
it
doesn't
make
sense
to
me
it
just
doesn't
make
sense
so.
B
I
certainly
would
refer
to
Sheila
and
her
expertise
on
the
expiring
use
units
I'm
not
as
familiar
with
that
and
I'm
and
I'm
sure
she
will
come
prepared
to
discuss
that.
I
think
the
homelessness
investment
is
in
response
to
a
great
need
that
we
have
seen.
It
is
something
that
is
a
shared
priority
of
the
Walsh
administration,
and
this
council
and
I
think
that
it
meets
a
need.
B
That
is
certainly
there
and
therefore
it's
something
that,
as
we
looked
for
new
revenue
sources
in
terms
of
supporting
new
services
was
certainly
a
priority,
though
you're
right
there
are.
There
are
many
priorities
that
are
represented
not
only
in
D
and
DS
budget,
but
across
the
city
and
I.
Think
that
that
that's
part
of
this
cohesive
picture
thank.
P
We're
interesting
just
gent
to
the
local
receipts.
You
tried
yeah
just
a
little
deeper
dive
on
the
last
one.
It
says
changes
to
the
city's
cash
management
policy
and
rising
interest
rates
will
drive
interest
on
investments
revenue
up
by
15
million.
Sir.
Does
that
mean
we
need
to
refinance
some
of
these
things?
So
can
you
just
maybe
deep
dive
that
for
sure
another,
so
that.
B
B
A
structure
set
up
with
our
bank
called
a
compensating
balance
account
where,
basically,
we
had
to
keep
most
of
our
cash
in
a
zero
interest
account
in
order
to
offset
those
fees
as
they
came
in
with
the
transition
out
of
paying
the
credit
card
fees,
we
have
been
able
to
move
that
cash
balance
or
a
lot
of
that
cash
balance
into
a
low-interest
yielding
cash
account
really
makes
up
the
majority
of
about
15
million
dollars.
So.
P
People
paying
you
know,
parking
tickets
right,
there,
quarterly
taxes,
whatever
it
is,
they
put
them
on
their
credit
card
and
and
we
it
cost
us
four
million
a
year
to
manage
that
right,
got
you
and
then
shifting
to
healthcare
fiscal
year
20,
it
says
8%.
So
just
rough
ballpark,
8%
of
3.4
billion,
is
two
hundred.
Seventy
eight
point:
four
million
Zep
just
made.
P
I
P
257
right,
so
it's
some
pretty
good
buying
power.
The
ask
again
from
the
council
is
that
we
talked
to
our
health
care
providers
about
including
chiropractic
care
services.
It's
sort
of
hybrid
of
being
more
cost
efficient
in
adding
more
services
to
our
healthcare
plan.
At
the
same
time,
let's
go
to
waste
full
spending,
just
the
lost
man
and
lost
women
hours
for
a
sore
back
or
sort
of
a
tweaking
shoulder
or
neck
in
the
process.
Now,
as
primary
care
physician,
let's
go
to
a
specialist.
Let's
get
some
x-rays
MRIs.
P
Let's
get
ten
sessions
of
physical
therapy,
we're
now
grappling
between
short-term
disability
or
long-term
disability.
If
you
would
only
allow
them
to
go
to
the
chiropractor
for
a
20,
25
$30
copay,
that
person
is
back
to
work
that
afternoon
or
the
next
day.
It
just
defies
logic
as
to
how
we
haven't,
with
this
type
of
bowing
buying
power,
how
we
haven't
mandated
that
our
health
care
providers
allow
for
chiropractic
services
and
again
no
horse
in
the
race.
P
I,
don't
use
them
the
fact
that
someone's
snapping
my
back
a
snap
of
my
neck,
not
for
me
but
I,
know
that
a
lot
of
city
employees
have
Cairo
but
to
have
chiropractic
services
in
the
alternative.
Is
that
they're
out
for
weeks,
sometimes
months
when
they
can
go
to
a
chiropractor
and
get
an
adjustment?
Sorry
that
that's
a
pretty
significant
buying
number
that
I
think
we
need
so
when
it?
When
is
that
contract
up
so.
B
It
goes
through
FY
20,
the
first
year
of
the
new
contract
is
FY
21.
That
is
certainly
the
type
of
expansion
of
benefit.
That
is
the
right.
The
right
place
for
that
conversation
is
part
of
that
ongoing
conversation
that
we've
recently
started,
and
so
it's
something
we're
happy
to
take
a
further
look
at.
P
So
is
that
timely,
or
should
we
start
having
public
hearings
on
this
stuff,
I
mean
I
mean
I
can
assure
you
that
city
employees
and
their
families
would
would
attend
if
they
have
the
opportunity
to
have
chiropractic
services
included.
But,
more
importantly,
you
think
about
our
fire
commissioner,
around
Public
Works
Commissioner.
Anyone
that's
involved
in
sort
of
the
heavy
lifting
business
jump
in
and
out
of
vehicles,
business.
That's
where
we're
seeing
tweaked
knees.
E
Thank
you
so
yeah
I'm
gonna
save
my
Long
Island
question
for
the
capital
budget,
so
I
do
think
that's
more
appropriate
place.
My
last
question
sort
of
a
more
general
question.
We
see
this
in
our
schools
again,
but
I
think
we
see
in
all
of
our
city
departments.
If
we
aren't
fully
spending
the
allotted
amount
of
money
that
we
designate
to
something
what
happens
to
that
remaining
fund
or
those
remaining
funds.
E
C
C
That
funding
is
sort
of
reverted
to
the
general
fund
and
that's
how
we
ended
up
with
a
relatively
small
and
I
and
I
say
relatively
small,
and
it
sounds
big,
but
a
20
million
dollar
surplus
at
the
end
of
FY
18
comes
from
a
fair
amount
of
every
department
sort
of
either
under
spending.
I
would
say:
the
school
department
traditionally
does
not
revert
a
surplus.
They
typically
spend
pretty
close
down
to
the
penny.
C
I
think
there
are
other
departments,
say:
health
care,
for
instance,
where
we
have
seen
the
majority
of
the
surpluses,
but
for
the
vast
majority
of
them
it's
a
small
small
amount
of
money,
say
they
didn't
hire
someone
until
a
month
or
two
later
in
the
year
or
they
didn't
end
up
going
on.
You
know
they
didn't
do
that
training
or
whatever
it
happens
to
be,
but
a
20
million
dollar
surplus
on
a
3.5
billion
dollar
budget
is
pretty
small
and
actually,
you
know
less
than
a
half
of
a
percent.
E
But
I
wonder
on
something
like
the
school's
transportation
budget.
We
are
gonna
overspend
by
maybe
7
million
this
year.
Where
will
that
7
million
come
from
and
on
the
opposite
side?
Last
year
we
advocated
for
and
got
funding
for,
I
think
four
or
five
best
clinicians
to
be
a
part
of
the
operating
budget.
But
we
didn't
fully
hire.
D
C
No,
the
schools
funding
will
won't
that
the
appropriation
that
we
that
you
give
to
the
school
department
stays
at
the
school
department
at
the
end
of
the
so
seven.
If
they
have
a
change
in
seven
million
dollars
and
one
of
their
accounts,
then
that
just
comes
out
of
another
area
where
they,
where
they
are
running
a
surplus,
say
they
didn't
hire
teacher.
They
didn't
hire
an
administrator
whatever
it
happens,
to
be
or
fuel
or
whatever
the
surplus
that
they
have
I
think
the
same
with
PhD.
C
Frankly,
they
when
they
get
their
appropriation
and
they
have
a
surplus
somewhere
else
and
a
deficiency
on
their
books,
because
those
are
outside
of
the
sort
of
city's
general
or
they're
outside
of
the
city's
purview.
When
it
comes
through
financial
management,
they
they
typically
don't
revert
surpluses
at
the
end
of
the
day.
If
it's
a
city
department,
though-
and
you
say
we
overspent
on
snow
and
ice
but
say
we
understand
on
healthcare
or
debt
service,
or
something
like
that,
those
things
cover
each
other.
C
E
The
best
clinician
piece
last
year
we
weren't
able
to
hire
for
a
few
reasons,
but
we
didn't
fully
hire
into
all
the
positions
that
we
had
advocated
for
so
at
the
end
of
the
year
that
money
just
went
away
granted.
It
was
read
for
the
following
year,
but
that
unused
dollar
those
unused
dollars
could
have
I
would
advocate,
for
it
should
stay
within
that
funding.
E
We
have
a
small
grant
that
I
worked
on
for
the
Boston
Public
Schools
and
if
it's
not
used
by
the
end
of
June,
it
just
just
disappears,
but
that's
not
what
the
grant
was
designated
for
and
that
becomes
frustrating
for
the
people
on
the
ground
level.
Doing
the
work
who
have
advocated
for
particular
positions
or
particular
allotment
of
funds,
then
either
can
access
it
or
if
they
overspend
they've,
got
to
take
the
dollars
from
somewhere
else.
So.
C
It's
a
sum
of
that
we're
governed
by
state
and
local
finance
law,
if
it,
if
it
doesn't
happen
before
June
or
if
it,
if
it's
not
spent
before
June
30,
if
they
technically
reverts
at
the
end
of
the
year.
But
that
is
certainly
something
we
work
closely
with
folks
on.
So
if
that
is
something
that
they
can
reprioritize
throughout
the
year,
we
facilitate
transfers
within
city
departments
to
cover
if
they
have
a
surplus
somewhere
else
to
cover
a
deficiency
somewhere
else.
But
it's
certainly
something.
We
agree
with
it's
frustrating
from
our
point
of
view.
C
If
we
want
to
make
a
great
investment
like
some
of
the
stuff
we
highlighted
today,
but
it
doesn't
start
until
January.
That's
certainly
something
that
we,
we
push
departments
actually
throughout.
Basically,
once
the
budgets
finalized
throughout
the
fall
to
come
up
with
implementation
plans
to
keep
them
on
track
to
make
sure
that
they
are
putting
the
money
where
it's
supposed
to
be
going.
So
we
do
try,
but
there
are
certainly
things
that
fall
through
the
cracks.
That's.
E
K
Thanks
again,
councillor
CMO,
just
on
the
just
for
times
sake
and
I,
know,
there's
a
revolving
hearing
and
we'll
be
in
hearing.
So
I
want
to
be
mindful
of
time
just
sort
of
adding
I
guess
to
my
request
of
information.
One
was
on
the
750
seats
and
universal
pre-k
on
the
ratio.
Equity
training.
Could
we
just
get
a
sense
in
in
writing
where
we
are
with
the
money,
the
RFP
process,
if
we
have
a
sense
of
what
that
trainings
supposed
to
entail?
K
K
Thoughts
are
with
respect
to
that
would
be
really
helpful
and
then
I
will,
in
terms
of
vision,
zero.
The
transportation
department
which
slows
streets,
I'm,
sure
others
have
brought
up,
will
save
those
for
those
those
hearings,
but
one
in
particular
that
came
or
two
that
have
been
that
have
come
up
quite
a
bit
and
I.
Think
all
of
us
has
received
the
the
lab
manager
for
the
archaeology
program,
I'm,
assuming
that's
not
in
the
budget.
A
Q
K
We
could
reply,
let
her
know,
and
then
the
second
was
based
on
the
hearing
we
had
regarding
enforcement.
It's
one
thing,
of
course,
to
do
slowing
down
this
speech.
You
know:
do
the
speed
limit
and
I
applaud
councillor
Baker
for
his
work
around
that
slow
streets
vision,
zero
enforcement
was
such
a
big
big
part
of
the
conversation
we
had
a
great
hearing,
and
what
came
out
of
that
hearing
is
the
importance
of
a
traffic
analyst
position
at
BPD,
which
isn't
I,
don't
think
currently
in
the
budget.
K
So
I
can
save
that
for
a
hearing
within
BPD,
but
I've
had
subsequent
conversations
that
folks
at
at
BPD,
including
the
superintendent
over
there
kevin,
was
doing
some
amazing
work.
Even
thinking
about
how
do
we
expand
the
mobile
the
motorcycle
unit
to
do
greater
enforcement,
but
that
traffic
analyst
position
everyone
in
Creede,
including
the
advocates
how
important
it
is,
and
even
my
colleagues
who
attended
the
hearing
to
be
able
to
pull
apart
some
of
these
reports
to
get
a
greater
sense
of
what
happened
so
that
our
enforcement
can
be
more
targeted.
K
So
would
love
to
see
that
included
in
this
budget.
There
are
mock-ups
in
terms
of
job
description,
what
it
would
cost
which
I
can
share
as
well.
I
think
you
know,
BPD
obviously
has
but
that's
a
big
priority,
because
we're
not
going
to
expand
their
enforcement
ability
which
connects
to
that
larger
conversation
more
officers
overnight,
but
if
we
could
be
more
targeted
if
they
had
that
data,
sure
everyone
agrees
as
critically
and
crucially
and
critically
important
so
we'll
be
advocating
for
that
to
also
be
included
in
the
budget.
K
N
C
C
Correct
yep
and
I'm
gonna
have
to
follow
up
and
give
you
the
exact
breakdown
between
hauling
and
tipping
or
tonnage,
and
then
both
on
the
recycling
side,
but
I
think
we're
seeing
an
increase
on
both
I
think.
Some
of
that
has
to
do
with,
certainly
on
the
recycling
side
of
going
from
getting
paid
$5
a
ton
two
years
ago
to
paying
up
yeah
$9,100
and
same
with
the
trash,
not
quite
as
the
extreme.
But
certainly
we
were
paying
more.
But
we
can
certainly
get
you
the
breakdown
of
that
7.9
million.
N
C
C
N
Right
I
think
I
think
about
six.
Seven
years
ago
the
trash
was
about
48
million
I
think
but
I
still
get
back
to
looking
at
a
number
like
that
and
how
we
can't
we
can't
as
a
city
of
boss
and
do
that
on
our
own
at
least
look
at
doing
it
on
our
own.
What
would
it
cost
us
48
million
they're
just
in
trash,
so
it's
probably
gonna
be
close
to
that
and
recycling
and
the
last
question
is
around
personnel.
B
C
C
P
Chair
hustle
clarity
and
what
a
such
patient,
obviously
that's
a
critical
point
that
my
colleague
had
mentioned
just
given
that
were
in
the
budget
process
and
then
nothing
like
having
the
Commissioner
of
a
particular
department
down
here
answering
for
his
or
her
department
and
also
engaging
in
Q&A
with
the
council.
So
you
get
the
three
major
departments
that
we're
going
to
be
borrowing
either
a
chief
or
maybe
someone
that
subordinate,
but
so
can't
emphasize
that
enough.
P
So
I
would
concur
with
with
the
my
colleague
that
you
know
getting
a
transportation
Commissioner
of
Public
Works
Commissioner
in
a
box
kitchen
in
that
seat
as
soon
as
possible,
preferably
as
we're
going
through
this
budget
process.
If
that's
even
possible,
but
I,
know
we're
also
going
to
underway
with
the
school
superintendent
search
that
has
been
narrowed
down
as
well.
So
we
wanted
to
shift
to
the
to
the
fire
department.
P
The
previous
administration
had
eliminated
two
district
chief
positions,
which
are
in
critical
areas.
One
is
over
on
West
Roxbury,
where
we
have
a
gas
pipeline
and
the
other
one
is
over
in
our
hospital
area,
so
want
to
see
whether
or
not
you've
had
any
opportunity
to
speak
to
our
fire.
Commissioner,
about
the
need
to
restore
those
two
district
chief
positions
and
then
also
in
the
backfill.
When
you
do
district
chief,
you
get
to
backfield
captain
lieutenant
there's
a
tremendous
opportunity
for
us
to
to
diversify
the
fire
department.
P
I
know
that
we
have
the
mayor
just
recently
signed
the
one-year
three-year
residency
which
I
think
is
very
important
in
critical
and
creating
more
diverse
up
diversity
opportunities.
We
spend
a
lot
of
time
on
trying
to
figure
out
diversity,
offices
and
switching
them
around
that
legislation
that
was
just
signed.
That's
up
at
Beacon
Hill
will
go
a
long
way
in
helping
that
effort,
so
wouldn't
riester
in
the
two
district
chief
position.
So
not
sure
whether
or
not
you've
had
from
our
previous
conversation
had
an
opportunity
to
reach
out
to
the
fire.
P
Commissioner,
but
I
think
it
would
be
imperative
from
a
public
safety
standpoint
with
a
with
a
gas
pipeline
like
that
and
also
in
our
hospital
districts
in
the
in
the
event
of
of
crazy
act
happening,
we
need
district
Chiefs.
We
also
had
a
situation
last
year
where
there
were
multiple
incidents
and
we
were
actually
did.
We
went
down
a
district
chief,
so
through
the
chief
you
can
respond
to
be
great.
Sorry.
B
R
B
R
And
then,
with
regards
to
Sullivan
square
I'm,
excuse
me
I'm
with
the
BHA
housing
there's
30
million
dollars,
you're
gonna
bond
for
phase
one
and
two,
my
understanding
is:
it's
gonna
be
a
total
of
a
hundred
million
dollars.
Ultimately,
so
do
you
plan
on
bonding
all
100
million,
not
obviously
in
this
budget
but
in
subsequent
budgets,
so.
B
You're
right
counselor,
it's
certainly
a
larger
project,
I
think
in
totality
it's
something
that
we
are
looking
to
a
variety
of
resources,
it's
possible
that
we
may
want
to
do
another
contingency
of
future
geo
bond,
but
we've
also
tried
to
look
around
and
and
figure
out
if
there
are
other
resources
and
and
work
with
PHA
to
figure
out
whether
there
are
other
resources.
Obviously
we'll
always
keep
our
eye
on
the
sort
of
federal
landscape
to
continue
to
see
if
there
are
changes
there.
R
R
Baker's
question
yeah
how
much
it
could
be
yep.
So,
with
regards
to
parking
and
revenue
our
revenue
from
parking,
we
definitely
have
an
issue
with
enforcement
in
East
Boston
and
we
actually
convene
in
the
community
a
parking
task
force
and
we
just
basically
just
laid
it
out
to
the
commissioner.
She
was
incredibly,
she
was
incredible
with
her
time
she
will
be.
R
Gina
will
be
extremely
missed,
but
one
of
the
things
that
we
ended,
the
conversation
ended
with
was
actually
putting
up
some
meters
as
there's
no
metered
parking
in
in
East,
Boston
and
I
was
just
curious,
and
maybe
this
is
a
question
for
the
Commissioner.
When
we're
going
to
increase
the
revenue
for
the
parking
meters.
Is
there
a
city
or
excuse
me?
R
C
I
would
say
that
the
the
five
million
that
we're
proposing
as
part
of
the
performance
parking
pilot
is
generated
from
both
citywide
existing
meters
and
the
targeted
areas
like
the
Bulfinch
triangle
and
the
Fenway
I
think
adding
and
subtracting
meters.
Probably
the
Commissioner
or
Department
transportation
can
speak
to
that
more
succinctly
about
where
and
how
they
plan
to
implement
new
ones
if
they
do.
But,
generally
speaking,
the
funding
goes
into
the
parking
meter
fund
and
then
we
appropriate
you
appropriate
from
it.
R
The
same
thing
I
would
say
for
the
hcas,
the
host
community
agreements
when
it
comes
to
cannabis,
I
understand,
there's
a
3%
additional
fee
that
the
city
is
getting
in
total
and
so
in
as
much
as
there's
a
way
to
localize.
Some
of
that
money
is
there
a
plan
for
it,
so
assuming
it
comes
in
right
now
to
the
general
fund
is
that
is
that
the
goal.
C
Sure,
and
certainly
Alexis
can
speak
to
this
a
little
bit
better
about
the
the
plans
were,
but
the
accounting
part
I
can
speak
to
so
the
city
will
get
a
three
percent
excise
back
from
the
state
that'll
come
in
to
the
general
fund.
Then
we
will
set
up
the
separate
host
agreement,
which
will
actually
be
separate
special
revenue
accounts
which
will
actually
have
to
go
towards
and
we'll
have
to
report
back
on
how
that's
spent.
C
Q
C
The
this
special
revenue
account
and
will
be
used
for
funding
operations
or
services,
or
whatever
happens,
to
be
whatever
in,
in
conjunction
with
the
contract
itself,
with
the
agreement
itself
and
once
we
get
some
of
those
lined
up,
we'll
have
a
better
sense
of
how
exactly
that
funding
is
being
used,
but
it
could
go
towards
anything
like
supporting
the
emerging
industries
Department
to
supporting
police
and
fire
or
EMS
or
whatever.
It
happens
to
be
so.
R
Just
so,
general
fund
money
comes
back
from
the
state
of
three-percent
into
a
larger
account
and
then,
depending
on
the
individual
agreements,
people
made
our
communities
made.
So
if
one
community
has
six
or
seven
cannabis
shops
with
six
or
seven
different
agreements
with
certain
monies
attached
to
them,
that
account
will
fund
them.
That'll.
C
R
Just
really
quick,
clarifying,
well
individual
community,
meaning
no
civic
associations
be
able
to
access
that
funds.
Is
the
goal
I
guess
I'm
wondering
is
the
goal
at
any
point
to
allow
for
money
directly
to
go
to
the
community
folks
to
determine
where
it's
going
to
go?
Is
this
just
going
to
be
filtered
through
individual
agencies
so.
C
A
B
Q
A
F
C
A
great
question
we
can
project
out
so
basically
the
the
landscape
of
state
funding
and
state
assessments
is
that
we've
kind
of
maxed
out
our
chapter
70.
We
just
do
not
really
fall
into
the
equation
of
new
chapter
17.
That's
why
we've
been
pushing
for
a
bill
that
would
change
the
dynamic
around
that
and,
as
I
mentioned,
we
we
are
losing
12
million
dollars
next
year
and
when
I
say
losing
twelve
million
dollars,
I
mean
our
revenue
is
going
to
be
basically
the
same.
Our
assessments
just
going
to
go
up
by
a
lot.
C
You
have
to
fund
police
and
fire
and
Parks
and
Public
Works
and
all
the
other
city
services
that
we
have,
but
the
current
trajectory
has
us
kind
of
on
an
unsustainable
path
going
forward.
That's
why?
We've,
with
the
help
of
the
council,
have
proposed
changes
at
the
state
level
to
try
to
help
reverse
that
trend
to
to
try
to
get
a
go
on
the
other
way.
Thank.
F
Thank
you
and
I
know
you
spoke
about
it
in
your
opening
comments,
but
in
during
the
Q&A
period,
the
additional
housing
inspectors
$100,000
mostly
geared
towards
Airbnb
units.
What
would
those
inspectors
have
the
ability,
if
they
are
they
able
to
generate
revenue
from
that
in
terms
of
if
they
find
a
violation,
they
could
be
fined
and
would
that
money
go
back
into
this
program
to
fund
it
again
or
how
would
that
work.
C
So
they
can
issue
fines
if
they
are
in
violation
for
the
city,
ordinance
that
will
come
back
to
the
general
fund
and
will
fund
the
general
operations
of
the
city,
but
I
think
we
feel
confident
that
you
know
having
two
dedicated
short-term
rental.
Housing
inspectors
will
help
generate
revenue.
I,
don't
think
we
made
a
specific
projection
about
how
much
that
was
because
I
think
we're
still
learning
what
the
market
is.
Gonna
look
like
for
next
year,
but
it's
certainly
something
that
will
continue
to
take
a
look
at
my.
F
Final
question:
I
know
you
have
under
health
and
recovery
services.
I
mentioned
it
earlier.
New
funding
to
support
DCYF
anti-violence
work,
I've
been
working
with
council
president
Campbell
on
on
that
issue
as
well.
But
what
can
you
tell
us
about
that
new
funding?
What
will
what
will
go
to
and
also
will
it
be
part
of
the
domestic
violence,
outreach
or
education
to
kids
in
school?
We're
going
to
be
a
partnership
with
the
school
Department
on
it.
So.
B
This
is
work
that
chief
Martinez
has
led
or
HHS
about
sort
of
reinventing
the
city
street
worker
program
and
he's
probably
best
versed
to
talk
about
the
detailed
plans
for
what
that
looks
like
next
year.
But
this
is
really
about
sort
of
adding
increased,
I,
think
training,
technical
ability,
resources
to
the
existing
program
and
sort
of
rethinking
what
that
structure
looks
like
so
that
we
can
assign
strong
outcomes
to
it
and
make
sure
that
it's
providing
the
essential
service
that
its
intended
to
provide.
B
F
I
know
I
know,
VPS
is
doing
some
outreach
on
anti
violence
and
domestic
violence
related
issues
so
maybe
going
forward.
We
can
also
factor
that
in
and
increase
the
funding
down
the
road
to
educate,
especially
young
boys,
on
domestic
violence
issues
and
how
it
impacts
a
family
and
getting
getting
them
the
counseling
getting
everyone
a
counseling
that
they
certainly
need.
F
R
C
R
C
There's
two
things
going
on,
so
the
vast
majority
of
the
school
budget
is
salary
based
or
as
benefits
based
the
biggest
outlier
right
now
is.
Obviously
we
do
not
have
a
final
contract
for
BTU
next
year,
so
the
vast
majority
of
increases
at
VPS
are
either
going
to
be
focused
in
kind
of
school
based
in
school,
led
investments.
Those
are
investments
in
the
opportunity,
in
fact,
off-track
youth
there's
a
kind
of
a
whole
litany
of
investments.
C
I
can
I,
can
walk
through
and
then
kind
of
the
run-of-the-mill
operational
investments
stuff
like
transportation
stuff,
like
special
ed
stuff,
like
some
of
those
core
requirements
that
we
have
or
core
yeah
core
requirements
that
we
have
based
on
the
state
and
I.
Think
that
one
thing
that
we've
tried
to
focus
on
with
the
schools
is
to
make
sure
that
the
funding
that
we
do
get
to
them
is
going
back
to
the
classroom.
C
I
think
we
have
a
pretty
strong
track
record
up
at
the
state
level
that
the
majority
of
the
VPS
budget
is
being
spent
in
the
classroom.
We
spent
about
a
little
bit
less
than
average
of
what
the
schools
statewide
spend
in
there
at
administration.
Line-Item,
so
I
think
that
the
vast
majority
of
those
types
of
costs
are
going
towards
either
new
investments
in
the
schools
so
stuff,
like
the
UPK
investment
or
the
upk
expansion
investment
that
emma
mentioned
was
we
lost
the
funding
for
and
we
backfilled
off-track
youth
school
turnaround
funding.
C
R
C
C
A
great
question:
I,
there's
a
great
chart
that
I
can
see
in
my
mind
that
bps
has
put
together
on
this
but
I,
and
we
can
certainly
follow
up
and
get
that
to
you.
But
it
is
it's.
A
significant
piece
of
the
growth
overall
in
their
budget
is
either
directly
related
to
those
types
of
requirements
that
we
have.
Whether.
R
Switching
gears,
real,
quick
and
following
up
on
the
trash
and
garbage
pickup
I,
know
that
contracts
are
up
this
year
and
I.
Think
one
of
the
biggest
frustrations
I've
heard
from
my
community
at
least
the
north
end.
Is
they
have
about
two
million
two
million
tourists
that
come
just
to
the
north
and
on
annual
basis,
but
the
trash
infrastructure
doesn't
support
that
and
I'm
curious
as
to
when
you're
going
to
go
through
and
analyze
the
contracts
going
forward.
Do
you
take
into
account
of
neighborhoods
the
immense
amount
of
tourism
that
they
have
I
mean
it?
R
Is
it's
sometimes
literally
drowning
in
trash
there,
and
this
is
not
saying
that
the
city
isn't
doing
an
amazing
job,
but
that
the
resources
still
are
necessary
with
the
amount
of
with
the
feasts,
with
the
with
the
tourists
with
now
we
have.
We
have
had
for
a
long
time
of
rat
issue
and
it
just
when
you're
doing
your
analysis
about
how
you're
allocating
trash
cans.
How
do
you
account
for
that
yeah.
C
And,
and
certainly
chief
I
was
good
and
company
can
speak
to
the
specifics
of
the
RFP
that
they
put
out
they
certainly
when
they
bid
things
for
whether
it's
hauling
or
trash
or
tonnage,
they
definitely
delineate
by
neighborhood
in
my
district.
So
that's
definitely
something
that
they
take
into
account.
They
can
give
you
the
specifics
on
on
how
they
sort
of
bit
out
each
portion
of
it,
but
this
certainly
something
that
we
take
into
account.
C
A
Great
everybody
else
great
want
to
thank
you
again
for
this
overview
for
our
colleagues
and
I'd
also
like
to
commend
you.
20
million
dollar
surplus
on
a
3.1
billion
dollar
budget
is
about
seven
tenths
of
one
percent.
Thank
you.
Thank
you
good
job.
So,
having
said
that,
we
will
adjourn
this
hearing
our
first
on
the
budget
overview
for
FY
20.
A
A
Today's
hearing
is
on
four
revolving
funds:
docket
0,
6,
3,
1
message
in
order
authorizing
the
law
department,
revolving
fund
for
fiscal
year,
2020
to
purchase
goods
and
services
for
repairs
to
city
property.
This
revolving
funds
shall
be
funded
by
receipts
from
recoveries
for
damages
to
city
property
caused
by
third
parties.
A
This
revolving
fund
shall
be
funded
by
receipts
from
payments
for
the
for
the
use
of
city
hall
plaza
pursuant
to
the
city
of
boston
code,
ordinance,
11
7.14,
the
mayor's
office
of
tourism
will
be
the
only
unit
authorized
to
spend
from
the
fund,
and
such
expenditure
shall
be
capped
at
150,000
dollars.
Docket
0
6
3
3
message
an
order
authorizing
a
limit
for
the
mayor's
office
of
Arts
and
Culture
revolving
fund
for
fiscal
year,
2020
to
purchase
goods
and
services
to
support
the
operation
of
The
Strand
Theatre.
A
This
revolving
funds
shall
be
funded
by
receipts
from
rental
fees,
for
the
use
of
the
Strand
theater.
The
mayor's
office
of
Arts
and
Culture
will
be
the
only
unit
authorized
to
expend
from
the
fund,
and
such
expenditures
shall
be
capped
at
150,000
dollars
and
finally,
docket
zero.
Six
three
four
message:
in
order
authorizing
the
limit
for
the
mayor's
office
of
Arts
and
Culture
revolving
fund
for
fiscal
year,
2020
to
purchase
goods
and
services
to
support
public
art
to
enhance
the
public
realm
throughout
the
city
of
Boston.
A
This
revolving
funds
shall
be
funded
by
receipts
from
easements
within
the
public
way
granted
by
the
public.
Improvement
Commission,
the
mayor's
office
of
Arts
and
Culture
will
be
the
only
unit
authorized
to
expend
from
the
fund,
and
such
expenditures
shall
be
capped
at
one
hundred
and
fifty
thousand
dollars.
So
with
that
I'd
like
to
introduce
my
colleague
councillor
at
large
Annie,
sobbing
George
for
joining
us
and
with
that
I'll
hand
it
over
to
Ken.
S
The
revolving
fund
is
the
punishment
chair.
You
would
mention
that
we
get
money
from
events
gated
or
ticketed
three
days
or
more,
that
are
on
the
plaza
that
a
gated
are
ticketed
that
are
on
on
City
Hall,
plaza
from
the
revenues
that
we
get
from
those
events
we
in
turn
have
events,
for
instance,
in
the
north
stage,
in
the
summertime
we
have
concerts
that
we
put
on
for
the
residents
of
the
city
of
Boston.
Could.
A
S
Pizza
festival,
the
pizza
festivals
in
July,
so
they'll
come
that
will
be
gated
and
ticketed
and
they'll
pay
a
fee
that
will
go
into
we
will.
We
will
build
them
in
nation
with
property
management.
It
goes
into
the
system
down
at
Treasury,
it'll
click,
it'll
click
in
we
just
met
with
them
and
we're
trying
to
come
out
combined
instead
of
having
piecemeal
amounts,
go
out.
We're
gonna
have
one
one
bill
and
that
money
when
they,
when
they
pay
the
money
from
the
Treasury
well,
but
that
Treasury
put
that
money
into
the
revolving
fund.
S
An
example
I
could
give
you
was
was
very
successful,
was
when
we
had
the
World
Cup
soccer
when
the
u.s.
woman
were
playing
and
the
mayor
was
away,
and
he
said
he'd
like
to
get
a
TV
on
the
plaza,
so
he
called
luchenko
who's,
our
tech
guy,
who
called
the
company,
and
we
got
that
big
flat-screen
TV,
and
it
was
an
incredible
success
for
that,
and
that's
that's
an
example
of
what
we
use
for
the
funds
right
and
and,
for
example,.
A
S
S
So
we'd
be
bid
on
that.
We
that
would
go
out
there
as
well
right
this
year
we
have
Donna
Summer
disco,
which
we
started
in
2014,
which
had
400
people
now
what's
up
to
8,000
people
that
come.
Oh,
it's
a
great
event.
We
have
the
Army
Band
coming
this
summer
as
new,
and
we
also
have
a
group
from
London
from
Liverpool
The
Beatles.
It's
a
Beatle
cover
band
which
is
gonna,
be
really
exciting.
So
that's!
What's.
Q
A
O
O
Sure
I
revolving
fun
is
to
purchase
goods
and
services
to
pay
for
repairs
or
replacement
of
city
property.
That's
been
damaged
by
alleged
negligent
third
parties,
so
the
receipts
going
into
the
fund
comes
from
claims
or
actual
lawsuits
that
are
filed
by
the
law
department
against
these
third
parties
and
our
result,
if
either
settlements
or
jury
verdicts
right.
O
O
A
O
Do
review
those
on
a
case-by-case
basis?
We've
had
situations
where
there
have
been
IDU
eyes
or
oh
you
eyes
that
have
gone
through
in
the
criminal
process.
We've
sought
restitution.
Ultimately
that
does
come
from
the
individual
and
they're
paid
according
to
whatever
the
court
orders.
A
good
example
is
also
trees.
Public,
shade
trees
can
get
damaged
most
likely
from
u-haul
vehicles.
I
mean
we
there's
not
always
insurance
available,
depending
on
what
insurance
they
took
out
and
where
they're
from
and
many
times,
people
will
just
pay
that
directly.
T
Elliot
Ortega
mayor's
office
of
arts
and
culture.
We
have
two
revolving
funds
to
talk
about.
The
first
is
for
the
Strand
theater
and
that's
revenue
from
rentals
of
the
theater,
which
is
mostly
money
and
money
out,
so
we
that
goes
to
hiring
sure's
stagehands
for
different,
shows
and
then
some
small
projects,
like
we
updated
the
marquee
this
year,
that
came
from
the
revolving
fund.
T
Yeah
we
have
and
can
give
you
some
examples:
Boston
Children's,
Chorus,
Boston,
City,
singers,
Boston
Arts
Academy
did
Memphis
Emerson
College
brings
a
show.
Usually
we
have
local
residents
who
produce
their
own
shows,
but
in
fashion
was
one
of
those.
Recently
this
past
weekend
we
had
this
East
Coast
hip,
hop
throat
and
Throwdown
dance
competition.
It
was
super
popular,
so
it's
all
over
the
place
and
in
the
spring
we
have
lots
of
graduations
and
other
kinds
of
ceremonies.
So.
A
A
T
From
me
and
the
public
art
revolving
fund,
this
is
a
fund
with
revenue
from
easements
that
we
mostly
use
for
conservation
and
care
of
public
artworks.
Sometimes
we
also
use
it
to
Commission
temporary
artworks,
but
mostly
it's
conservation.
So
this
last
year
that
went
towards
moving
and
storing
artwork,
taking
care
of
some
artworks
that
to
be
taken
off
of
buildings
that
were
undergoing
capital
renovations,
that
kind
of
work.
T
A
T
We're
working
with
them
right
now
on
how
much
our
collections
needs
actually
overlap
or
not.
So
we
do
have
funding
from
a
previous
year
capital
budget
to
implement
new
collections
management
software
for
the
public,
art
collection
of
the
city,
which
is
something
that
no,
the
library
has
also
been
very
interested
in,
so
we'll
be
sharing
that
information
as
we
never
see
what
fits
for
us
and
that'll.
Let
us
track
care
and
maintenance
over
time
and
characteristics
of
the
artwork,
so
that'll
be
a
really
big
upgrade
for
our
collections.
Right.