►
From YouTube: Committee on Ways & Means FY22Budget: BEMS/BPHC/OHHS
Description
Dockets #0524 - 0531 Fiscal Year 2022 Budget: : Boston Emergency Medical Services/ Boston Public Health Commission including Office of Recovery Services / Office of Health & Human Services
Held on May 27, 2021
A
So
I'll
just
I'll
do
my
opening
statement
and
then
I'll
pass
it
to
you,
chief
martinez.
So
all
right,
oh
and
I
should
ask:
are
we
ready
on
the
fentanyl
staff
side
for
us
to
get
going.
A
Perfect,
wonderful,
all
right!
I'm
calling
this
hearing
of
the
boston
city
council's
ways
and
means
committee
to
order
for
the
record.
My
name
is
kenzie
bach,
I'm
the
district,
8
city,
councilor,
and
also
the
chair
of
the
council's
ways
and
means
committee.
This
hearing
is
being
recorded,
it's
being
live
streamed
at
boston.gov
city
dash,
council
dash
tv
and
also
broadcast
on
xfinity
channel
8,
rcn
channel
82
and
files
channel
964..
A
The
council's
having
about
35
working
sessions
and
hearings
focused
on
every
aspect
of
the
city's
proposed
fy
22
budget,
and
we
do
encourage
you
to
testify.
So
I
know
there's
a
few
people
already
signed
up
for
public
testimony
today.
If
you'd
like
to
sign
up,
you
can
go
to
boston.gov
budget.testify
come
and
join
us
in
the
zoom.
There's
also
a
way
there
to
upload
a
video
of
yourself
which
we
can
play
as
an
attachment
to
a
future
hearing.
A
So
if
you
aren't
able
to
come
to
these
daytime
hearings-
and
you
want
to
make
your
voice
heard,
feel
free
to
sign
up
and
come
join
us
on
june
3rd
6
pm,
you
can
find
the
full
schedule
of
hearings
at
boston.gov
council-budget
and
you
can
always
informally
tweet
at
us
with
boss
budget
bos
budget,
so
we
hope
you'll
participate.
A
Today's
hearing
is
on
docket
0-524-0
orders
for
the
fy22
operating
budget,
including
annual
appropriations
for
departmental
operations
for
the
school
department
and
for
other
post-employment
benefits.
Dock
at
0-527-0528,
orders
for
capital
fund
transfer
appropriations
and
two
nine
to
zero
five.
Three
one
orders
for
the
capital
budget,
including
loan
orders
and
lease
purchase
agreements
that
verbiage
is
the
whole
set
of
dockets.
A
That
makes
up
our
budget
formally,
but
our
focus
area
for
today
will
be
the
boston,
public,
health,
commission,
the
boston
emergency
medical
services
and
our
office
of
health
and
human
services,
and
so
we're
excited
to
have
a
full
complement
of
staff
from
those
various
agencies
with
us
today
and
I'm
also
joined
by
my
colleagues,
counselor
matt
o'malley
district
6
and
our
council
president
pro-tem
counselor
anissa
sabi,
george
at-large
counselor.
Michelle
wu
at
large
counselor
liz,
braden
district
9
counselor
julia
mejia
at
large
and
counselor,
andrea
campbell
district
4..
A
C
Thank
you,
counselor
bach,
and
thank
you
to
all
the
counselors
for
being
here
today.
We
appreciate
the
opportunity
to
share
a
little
bit
with
all
of
you
about
our
work,
I'm
glad
to
get
started,
but
to
be
joined
mostly
by
some
of
the
city
leaders.
Who've
been
hard
at
work
during
the
pandemic
to
keep
our
city
safe
and
awards
countless
hours
on
behalf
of
all
of
our
neighbors
as
the
cabinet
chief
with
these
departments
that
we're
going
to
hear
from
today.
C
All
live,
I'm
proud
of
the
work
they
have
done
and
I'm
glad
that
they
can
share
a
bit
about
their
work
moving
into
fiscal
year,
22
as
they
continue
the
amazing
work
that
they've
done
throughout
throughout,
especially
this
last
year.
I
want
to
take
just
a
few
minutes
to
share
with
you
some
of
the
health
and
human
service
priorities
going
into
this
next
fiscal
year
and
the
work
we
will
do
in
partnership
with
the
10
different
departments
that
make
up
our
cabinet.
C
While
each
of
these
departments
will
continue
the
important
work,
they're
doing
to
break
down
barriers
and
create
real
opportunities
for
all
bostonians
to
thrive,
they
will
continue
taking
an
equitable
approach
to
recovering
from
this
pandemic,
which
will
be
needed
to
come
out
of
this
better
than
we
entered
it.
It's
one
thing
to
talk
about
it,
it's
another
thing
to
do
it
and
the
hhs
departments
will
be
doing
exactly
that
for
hhs.
Our
role
is
to
provide
leadership
and
strategic
oversight
for
the
work
that
is
happening
across
this
front.
C
We're
going
to
focus
on
a
few
key
areas
this
upcoming
year,
as
we
work
to
recover
from
what
has
been
probably
one
of
the
most
difficult
years
in
our
city's
history.
We
will
focus
on
the
health
equity
work
that
has
shaped
our
response
to
covid,
while
continuing
the
important
work
focused
on
the
help
equity
now
plan
that
is
going
to
be
released
to
the
city
by
the
health
equity
now
task
force
over
the
next
few
weeks.
C
That
plan
is
a
series
of
recommendations
that
the
task
force
created
about
how
the
city
can
recover
from
covid
in
the
most
equitable
way
possible
and
hhs
will
take
many
of
those
recommendations
and
strategies
and
seek
to
implement
them.
We
will
continue
that
work
and
continue
that
partnership
with
community
leaders
to
con
to
keep
the
focus
on
health
equity
as
we
come
out
of
covid
we're
also
going
to
continue
our
targeted
efforts
related
to
youth
homelessness,
in
partnership
with
dnd,
to
create
more
access
for
young
adults
experiencing
homelessness.
C
C
C
Who
continue
to
be
those
folks
who
have
the
least
amount
of
reason
to
this
new
fiscal
year?
We
will
also
support
the
ongoing
work
of
the
administration
to
strengthen
the
city's
response
to
the
substance,
use
epidemic
that
is
impacting
our
residents
and
has
grown
an
impact
in
specific
neighborhoods.
We
spent
the
last
year
in
partnerships
with
many
city
departments
and
leaders
in
shaping
our
response
and
know
that
while
progress
has
been
made,
more
work
must
be
done
and
you'll
hear
more
about
that
work
over
the
next
hour
or
so.
C
This
will
include
efforts
to
destigmatize
getting
mental
health
care,
ensuring
there
are
clinical
supports
from
diverse
communities
and
providers
who
can
serve
those
communities
as
well
as
investing
in
those
entities
that
can
provide
the
kinds
of
support
we
need
in
schools
and
with
young
people
and
with
targeted
populations
as
well.
We
know
recovering
from
the
mental
health
challenge
that
has
been
covered
will
take
much
focus
and
work,
and
that
is
part
of
the
work
we
will
do
in
this
upcoming
fiscal
year.
C
In
addition
to
that
work,
my
office
is
providing
leadership
to
the
administration's
efforts
to
a
few
different
fronts.
We
will
continue
our
work
around
long
island
and
the
advocacy
needed
to
see
that
become
a
reality,
and
we
were
also
taking
leadership
in
the
work
to
create
alternatives
to
policing
and
strengthening
the
city's
mental
health
response
on
the
ground.
C
We
will
have
a
pilot,
that's
also
feasible,
that
will
allow
us
to
make
a
real
implementation
plan
and
put
it
in
place
in
the
fall
of
this
upcoming
year.
A
pilot
that
will
be
appropriate
that
will
promote
best
practices
in
terms
of
response
for
mental
health
by
identifying
opportunities
to
increase
the
role
of
clinicians
and
where
appropriate,
decrease
the
role
of
police
and
making
sure
that
this
pilot's
community
informs
that
residents,
particularly
individuals
living
with
mental
illness
and
residents
of
color,
who
are
direct,
will
help
directly
inform
these
recommendations.
C
We're
taking
a
leadership
on
this
pilot
so
that
we
can
turn
many
of
the
ideas
that
people
have
and
the
desires
people
have
around
this
work
into
a
reality
and
look
forward
to
discussing
more
of
that.
C
I'm
glad
to
pass
this
off
to
rita
nieves,
the
interim
executive
director
from
the
boston
public
health
commission,
to
tell
you
more
about
the
work
of
the
boston
public
health
commission
moving
into
this
next
fiscal
year
and
again
I
can't
say
enough
how
much
how
proud
I
am
of
the
ongoing
work.
The
commission
and
its
staff
has
done
through
a
very
difficult
year
and
I'm
eager
to
have
folks
hear
more
about
this
upcoming
year
from
them
with
that
I'll
pass
it
on
to
you,
rita
thanks.
D
Thank
you
chief
martinez
good
afternoon.
Thank
you,
chairman
chairwoman,
bach
and
counselors
for
hosting
us
today.
I'm
rita
nieves,
I'm
the
interim
executive
director
of
the
boston
public
health
commission
and
I'm
joined
today
by
grace
connolly
who's.
Our
director
of
administration
on
finance.
Also
chief
hooley,
is
here
president
with
us,
and
jen
tracy
and
devin
larkin
from
recovery
are
joining
us
from
from
another
location.
D
D
As
you
know,
the
boston
public
health
commission
is
one
of
the
country's
oldest
health
department
and
is
an
independent
public
agency.
Providing
a
wide
range
of
health
services
and
programs.
We're
governed
by
a
seven
member
board
of
health
appointed
by
the
mayor
of
boston
bpac
also
holds
the
distinction
of
being
nationally
accredited
in
2017
by
the
public
health
accreditation
board.
D
D
The
commission's
more
than
40
programs
are
grouped
into
six
bureaus
and
nine
public
health
service.
Centers
are
staff,
encompass
public
health,
nurses,
epidemiologists,
community
health
workers,
property
management,
health
inspectors,
ems
shelter,
workers
and
more
and
all
have
carried
out
incredibly
important
work
over
the
past
year.
D
I
want
to
spend
some
time
talking
about
the
four
key
priorities
that
we
intend
to
focus
our
work
on
in
the
upcoming
year
and
starting
with
a
work
around
anti-racism
and
health
equity,
bpac
prioritizes
its
current
and
future
work
into
three
categories
response
recover
and
reopen
it
with
a
focus
on
anti-racism
and
health
equity
embedded
in
every
category.
D
D
We
include
this
slide
to
remind
us
of
the
journey
we
have
been
on
over
the
past
year.
As
you
can
see
the
the
gray
line,
it
shows
current
active
cases
and
cases
throughout
the
pandemic.
D
The
green
line,
it's
about
the
the
folks
that
have
recovered,
have
had
covered
and
recovered,
and
the
yellow
line
is
it's
as
a
line
representing
how
many
people
we
have
lost
to
covet
when
the
pandemic
reached
boston,
bphc
sprang
into
action
to
address
kobe
19
and
adapt
our
services
to
a
new
reality.
The
commission's
responsibility
for
the
local
public
health
response
to
the
pandemic
included
immediately
initiating
the
public
health
incident
command
structure
and
the
medical
intelligence
center.
D
D
D
D
Responses
from
this
survey
were
used
to
inform
an
equitable
and
effective
communications
plan,
including
an
faq
page
and
a
multilingual
community
information
sessions.
We
it
also
helped
with
the
bpac
vaccine
information
webpage
in
a
social
media
campaign
in
our
continuing
partnerships
with
cbo's
and
faith-based
communities.
D
We
also
continue
our
equitable
procurement
initiative,
which
seeks
to
increase
the
commission's
contracts
with
certified
underrepresented
business
enterprises.
Kobe
19
resulted
in
hundreds
of
contracts
and
purchase
orders.
The
majority
of
the
ppe
that
we
purchased
was
purchased
from
a
disabled,
veteran-owned
business
and
both
our
reusable
reusable
masks
and
cleaning
services
for
our
vaccination
clinics
have
been
purchased
from
separate
boston-based
minority
women-owned
businesses.
D
D
In
june,
you
remember
that
the
mayor
issue
a
declaration
of
racism
as
a
public
health
crisis
in
the
city
of
boston,
and
we
received
three
million
dollars
to
implement
eight
new
strategies
to
address
systemic
racism
in
partnership
with
the
health
and
human
services
and
the
equity
cabinet.
Bphc
colleagues,
several
work
streams
of
this
citywide
effort.
Some
of
the
key
initiatives
this
year
have
included
releasing
a
racism,
free
boston,
requests
for
information.
D
You
know
that
help
us
as
residents
and
community
organizations,
for
what
their
vision
is
of
a
boston
without
racism,
poverty
and
other
systems
of
oppression,
bpac
also
awarded
grants
to
organizations
for
three
projects
related
to
the
declaration
work.
One
has
to
do
with
funding
for
community
organizations
to
support
and
pilot
a
standard
way
of
collecting
race,
ethnicity
and
language
in
their
day-to-day
operations
and
the
second
funding
opportunities
to
pilot
community-based
translation
in
public
health.
We
know
that
we
cannot
fix.
D
What
we
cannot
see
to
that
end
is
bphc
is
working
to
ensure
the
availability
of
specific
race
and
ethnicity,
data
that
documents,
the
health
inequities
that
exist
and
to
analyze
social
determinants
of
health.
To
better
understand
these
inequities,
this
includes
relaunching
of
the
boston
health,
equity
measures,
said
advisory
council
and
also
retooling
our
boston,
behavioral
risk
factor,
surveillance
system
and
conducting
supplemental
survey
that
we
did
on
kobe
19
health
equity.
D
When
we
talk
about
our
response
to
the
pandemic,
this
slide
shows
some
data
points
to
illustrate
the
scale
and
scope
of
the
commission's
copy
19
response
efforts,
including
just
some
highlights.
You
know.
The
infectious
disease
bureau
received
over
53
000
kobe
19
reports
and
maintain
an
extensive
contact
tracing
effort.
D
The
office
of
public
health
preparedness,
distributed
over
2.5
million
ppe
items
that
included
hand
sanitizers,
gloves,
masks
to
more
than
480
organizations
across
the
city,
and
the
commission
also
distributed
over
40
million
in
grant
funding
to
community
health
centers
to
support
activities,
including
testing
vaccinations,
community
outreach
and
education
and
mental
health.
Next.
D
So,
even
while
we
were
in
a
response
mode,
we
knew
that
we
had
to
maintain
the
delivery
of
poor
services,
particularly
for
for
most
marginalized
residents.
For
some
programs,
this
mean
adapting
to
the
virtual
world
while
for
others,
it
meant
figuring
out
how
to
remain
in
person
safely.
So,
even
while
the
infectious
disease
bureau
was
dealing
with
tens
of
thousands
of
kobe
19
reports,
it
continued
to
respond
to
reports
of
other
infectious
diseases
from
flu
to
measles,
to
some
stis.
D
D
Some
programs,
like
the
the
neighborhood
trauma
teams
network,
have
continued
to
offer
their
valuable
services
in
person
and
the
mayor's
health
line
was
was
more
vital
than
ever
as
as
a
way
for
boston
residents
to
reach
out
with
copy
19
questions
and
be
connected
with
services.
D
D
Kobe
19
had
a
significant
impact
on
the
bphc
workforce.
Our
staff
are
not
just
dedicated
public
health
professionals,
they
are
also
boston
residents
and
community
members
who
are
feeling
the
impacts
of
covid
not
just
at
work
but
at
home
as
well.
Throughout
the
fiscal
year
about
two-thirds
of
our
staff
were
reporting
to
work
in
person
on
the
front
lines,
staff
experienced
178,
positive
kobe
tests,
and
we
had
and
had
to
quarantine
222
times
we
have
worked
to
make
testing
and
vaccinations
as
accessible
as
possible
to
commission
staff.
D
A
thousand
hundred
and
eight
staffs
documented
as
vaccinated
today,
including
among
that
number
333
ems
staff.
This
folly
became
apparent
that
child
care
was
an
urgent
issue
for
many
of
our
team
members.
We
organized
an
internal
work
group
on
the
issue
survey
staff
to
understand
the
problem
and
assisted
with
child
care
resources
in
the
upcoming
fiscal
year
budget.
You
would
see
before
you
that
there
are
two
new
initiatives
that
I
like
to
highlight:
one
is
an
employee
family
support
manager
and
the
second
one
is
an
occupational
health
and
safety
officer.
D
Both
of
these
positions
are
to
ensure
that
our
staff
have
what
they
need
so
that
they
they
can
fulfill
continue
to
fulfill
their
vital
roles.
D
Lastly,
on
on
reopening
internally
externally,
the
commission
is
preparing
for
a
safe
and
healthy
reopening.
Bphc
has
developed
metrics
to
monitor
the
progress
of
the
city's
response
to
guide
decision
making
and
to
shape
our
response
moving
forward
during
the
copy
19
pandemic.
D
As
vaccine
distribution
continues,
we
will
evaluate
our
metrics
and
make
improvements
to
best
inform
the
opening
in
the
city
of
boston
and
bpac
works
with
other
city
departments,
including
isd,
and
the
licensing
board
in
economic
development,
to
review,
proposed
reopening
plans
for
local
businesses
and
community
events,
and
we'll
continue
to
work
closely
to
monitor
these.
D
The
requests
that
are
coming
forward
and
and
continue
to
deal
with
the
challenge
of
the
fact
that
the
public
has
the
perception
that
cover
19
risk
has
decreased
and
that
we
can
go
back
to
normal
without
any
restrictions.
D
The
infectious
disease
bureau
has
also
been
providing
support
to
boston's
23
colleges
and
universities,
first
for
testing
and
contact
tracing
efforts
and
in
terms
of
our
own
operation
here
at
the
commission,
while
two-thirds
of
our
staff
continue
to
report
in
person,
those
who
are
tele-working
are
expected
to
start
returning
to
on-site
work
in
the
summer.
D
D
And
you
know,
under
the
guidance
and
strategy
determined
by
by
the
commonwealth
bpac
in
partnership
with
the
health
and
human
services
team,
is
working
to
create
equitable
access
to
the
kobe
19
vaccine
across
all
populations
and
neighborhoods
in
the
city.
D
And,
as
you
know,
we
have
followed
this
plan
where
there
are
two
models
that
have
evolved
depending
on
on
the
priority
group
that
we
were
focusing
on
and
at
this
point
we're
doing
we're
putting
a
lot
of
energy
attention
and
resources
to
increasing
our
capacity
to
do
mobile
vaccination
clinics
throughout
the
city.
So
we
can
meet
people
where
they're
at
and
really
remove
any
barriers
to
to
people
to
come
and
and
get
the
vaccine.
D
You
may
have
seen
this
already
because
we
continue
to
share
this
data
on
a
weekly
basis.
As
of
may
18,
almost
60
percent
of
boston
residents
have
received
at
least
one
dose
of
any
of
the
vaccines
available
and
47
are
fully
fully
vaccinated.
D
So
this
is
an
enormous
progress,
but
we
still
have
a
long
way
to
go
and
we
want
to
be
clear
that
kobe
is
far
from
over
in
our
work
to
get
the
rest
of
the
folks
that
are
eligible
to
get
vaccinated
in
the
city
vaccinated,
quick
show
of
you
know.
Where
do
we
stand
in
terms
of
percentage
of
folks
that
have
been
vaccinated
by
race?
D
As
you
can
see,
our
the
communities
of
american
indian
alaska,
alaska
native
are
35.2
asian
pacific
islanders.
72
41
of
blacks
have
been
vaccinated,
42
of
latinx
and
61
whites.
D
Last
next
one
next
one
please
and
lastly,
on
recovery
efforts.
You
know
during
fy21
the
office
of
public
health
preparedness
can
continue
to
support
health
and
social
services.
Recovery
planning
and
operations
for
the
city
of
boston,
ophp
has
been
working
to
grow
and
activate
its
community
resilience
network
made
up
of
approximately
220
cbo's
faith-based
organizations
and
other
social
service
organizations
that
serve
boston
communities.
D
We
are
convening
a
number
of
internal
working
groups
to
kick-start
recovery
planning,
maintaining
a
focus
on
equity
in
the
kobe
19
recovery,
and
you
know
in
closing
I'd
like
to
thank
major
janie,
the
office
of
budget
budget
management,
team
and
chief
martinez
for
the
incredible
support,
not
just
in
this
budget
process
but
over
the
entire
year.
D
I
also
want
to
thank
our
boston,
public
health,
commission,
board
of
health
for
their
continued
guidance
and
leadership,
and
you
know
we
have
worked
very
closely
with
our
board
members
on
kobe
19
response
and
are
really
grateful
for
their
commitment
to
ensuring
that
the
commission
is
continuing
to
build
on
and
improve
our
public
health
services.
D
And
finally,
I
also
want
to
say
thank
you
to
our
igr
and
fiscal
teams
for
helping
us
get
ready
for
today.
You
know
there's
a
lot
of
work
that
happens
pre-hearing
for
many
weeks
and
months.
So
I
want
to
say
thank
you
to
to
both
teams
and
also,
I
want
to
say
thank
you
to
our
executive
office
team
and
our
staff.
D
E
Presentation
all
right,
thank
you.
Can
people
hear
me,
I
get
my
sound
off,
so
I
don't
feedback,
so
I
just
want
to
make
sure
you
can
hear
me
all
right.
Well,
hey
good
afternoon,
everybody
good
afternoon,
chairman
bach,
the
rest
of
the
councils.
Well,
I
have
minimized
my
screen
right
now.
I
apologize
for
that.
It's
good
to
almost
see
you
in
person.
E
We
do
certainly
miss
seeing
you
no
besides
yet
hearing,
but
at
events
and
everything
else,
so
we
normally
would
be
encountering
each
other
all
the
time
and
getting
re
referrals
from
you
meeting
other
people
that
jarrod
meeting
with,
and
hopefully
we're
gonna
be
returning
to
that
shortly,
but
for
right
now
this
is
the
best
we
can
do
and
so
we're
going
to
make
the
best
of
it.
E
You
know
I
say
that
knowing
that
we've
had
some,
you
know
some
incredible
years
with
record
snowfalls
the
terrorist
attack
at
the
bomb
in
april
and
2013
the
bombings
there's
been
a
lot
of
accomplishments,
but
the
the
level
to
which
this
department
has
stood
up
and
sustained
efforts.
All
these
months
with
everything
that's
been
going
on
with
colby,
with
the
fact
that
everyone
else
did
install
it.
E
We,
our
own
members,
just
like
everybody,
who's
watching
this,
maybe
had
children
at
home
or
in
hybrid
school
schooling
or
taking
care
of
other
people,
other
family
members
who
may
have
been
furloughed
or
lost
jobs.
Now
you
know
none
of
us
are
immune
to
any
of
that.
We've
all
been
fortunate
at
work,
but
it's
we're
again
we're
we're
all
in
this
together.
We
do
appreciate
that
and
we
appreciate,
probably
more
than
anything
the
what
everybody
not
just
the
commission
does-
that
people
work
in
shelters.
E
Some
people
work
in
recovery
who
are
24
7
dealing
with
all
of
this
growing
up
pandemic,
but
our
partners
in
public
safety,
police,
fire
school
department,
everybody,
that's
that's!
That's
one
thing
that
this
experience
from
the
last
well
more
than
12
months
now
has,
I
think,
really
focused
on
just
how
much
all
of
us
in
the
city
depend
upon
each
other
to
get
things
done.
Every
office
in
the
city
and
just
just
two
things
I'll
point
out
quick.
E
It
has
been
an
extraordinary
year
with
some
challenges,
but
I
personally
have
risen
to
the
challenges
serving
our
residents
with
professionalism
and
clinical
excellence,
and
I'm
just
gonna
bring
the
mask
down
a
little
bit
because
it's
hard
to
talk
right
now,
everybody
else's
theirs.
On
and
I'll
point
out
two
things.
One
was
obviously
the
the
cold
response,
which
certainly
is
not
over.
E
It's
still
going
on
we're
just
in
a
different
phase
of
it
right
now
right
and
we
are
a
personal
from
the
beginning,
you
know
try
to
approach
approach
it
with
with
caution
using
science
using
the
best
guidance
from
the
cdc,
and
you
know,
employing
good
infection
control
procedures
over
the
years
to
get
us
safely
through
it.
E
And
hopefully
you
know
to
keep
our
families
and
loved
ones
at
home,
safe
when
we
we
did
get
back,
but
also
to
limit
any
kind
of
exposure
to
to
the
public
or
to
the
next
patients
we
saw
they
were
being
so
diligent
about
cleaning
our
equipment.
Our
folks
came
up
with
a
lot
of
different
ways
to
improve
barrier
protection
in
the
beginning
by
using
plastic
sheeting
for
some
things
they
used
in
the
beginning
when
face
masks
under
short
supply.
E
E
In
the
end,
it
was
a
lot
of
our
personnel
who
really
stepped
up
and
embraced
new
ways
of
doing
things
to
make
sure
that
we
could
still
carry
out
our
mission
day
to
day
and
last
summer
when,
as
our
nation
really
had,
you
know
an
awakening,
you
know
to
the
persistent
impacts
and
of
of
racism
and
equity
exclusion.
E
That
became
you
know,
became
evident.
You
know
not
not
just
because
minneapolis
everyone
realized
like
that
could
be
on
any
street
going
to
usa
and
the
men
and
women
of
boston.
Ems
certainly
understand
that
the
members
here
yes,
there's
a
lot
of
concerted
city
efforts,
state
federal
efforts
to
to
address
this,
but
the
members
here
they
they
weren't
shy
about
trying
to
get
together.
E
You
know
immediately,
in
the
days
afterwards,
the
union
offered
up
space
and
hosted
a
couple
of
listening
sessions
for
members
to
come
together
and
talk
to
try
to
get
to
issues
not
not
just
here
in
the
workplace,
but
in
the
work.
We
do
come
up
with
some
ideas:
how
to
address
a
lot
of
the
things
that
are
being
discussed
and
many
levels
now
and
they've
already
put
a
lot
of
things
up
in
into
effect.
E
There
was
a
lot
of
dialogue,
there's
a
lot
of
proposed
solutions,
and
some
and
and
a
lot
of
discussion,
unnecessary
changes
which
have
been
embraced
and
I'm
proud
to
say
that
a
lot
of
people
here
have
already
put
into
place.
So
again,
that's
sort
of
why
I
can
say
that,
probably
even
out
of
out
of
all
my
years,
I
probably
can't
be
much.
I
can't
think
of
too
many
times.
I've
been
more
proud
of
the
work
of
the
the
men
and
women
of
the
service.
E
Okay,
on
on
this
slide
here
just
just
quickly.
This
is
an
overview
of
boston,
public
health,
and
you
know,
since
1996
mass
state
law
rob
bosnians
became
bureau
of
the
boston
public
health
commission,
when
the
commission
was
created
wow
because
we
formerly
were
part
of
the
city's
department,
health
and
hospitals
for
those
of
you
around
prior
to
96.
E
You
already
knew
that
we're
two-tiered
system
with
21
basic
life
support
ambulances
and
we've
added
up
in
five
advanced
life,
support
which
we
have
during
day
and
evening
shifts
we've
added
two
additional
bls
analysis
due
to
our
cover
19,
and
even
when
our
call
volume
dips
because
of
the
closures-
and
you
know,
businesses
being
curtailed
on
a
lot
of
things,
we
still
had
to
keep
up
the
extra
staffing
because
it
became
it
was
the
universe
precautions
that
you
were
taking
on.
E
Every
single
call
and
the
cleaning
afterwards
the
documentation
took
a
little
bit
longer
to
turn
calls
over.
So
we
tried
to
match
that
by
putting
additional
units
on,
we
tried
to
get
additional
supervisors
and
support
special
operations
units
out
there
to
help
by
replenish
pb
in
the
field
and
to
make
sure
that
we
could
be
ready
for
the
next
call
when
it
came
in
in
2020,
responded
to
115
537
clinical
incidents,
and
that
was
a
10
drop
compared
to
the
prior
year.
E
Hours
of
operation
for
businesses,
entertainment
and
everything
were
work,
work
cut,
and
everybody
knows
that
then,
with
I'm
sorry,
so
we
had
a
total
of
75
800
total
transports
last
year,
which
was
a
12
drop
compared
to
2019..
E
Although
now
we're
starting
to
see
that
that
return
to
our
levels,
our
our
daily
number
of
clinical
incidents,
our
daily
number
of
transports
is
now
starting
to
inch
back
up
as
we
you
know,
re-emerge
to
to
recovery
in
total.
Right
now
we
have
427
full-time
positions
at
boston,
ems
and
399
of
those
are
for
uniform
personnel.
E
E
And
that's
just
our
incidence
by
priority
priority,
one
being
the
most
severe
acute
priority,
two
a
bit
more
urgent,
but
certainly
not
life-threatening,
and
then
priority
terrain
four,
which
are
our
lower
priority,
immediate
response
times
for
prayer.
When
instance
up
there
got
goal
in
2020
was
six
minutes
and
we
were
able
to
to
maintain
that
a
quick
review
of
we
have
many
different
type
codes
and
instant
codes.
But
thank
you
to
that
break
down
there.
E
That
you
see
is
how
we,
if
you
aggregated
them
all
illness,
investigations,
injuries,
cardiac,
related,
psychological
and
respiratory.
That's
the
breakdown
percentage-wise
across
those
totals
that
I
gave
you
in
2020.
We
responded
at
28
000
681
of
the
most
urgent
priority.
One
calls
and
we
still
were
able
to
to
achieve
our
our
six-minute
median
response
time.
E
I
was
going
to
say
we
we
closely
monitor
our
call
types
across
to
identify
trends
between
following
both
their
operations
and
other
city
services,
where
we
work
with
the
city's
transportation
department
to
use
our
roadway
incident
data
to
inform
infrastructure
improvements,
and
you
know
what
what
may
be
prioritized
for
lanes
being
changed
bike
lanes.
E
E
Our
personnel
are
our
highest
priority
and,
as
you
can
see
on
this
side
here,
this
tells
you
the
average
age
of
service
for
our
our
current
workforce
by
rank.
The
city
has
been
responsive
to
our
request
to
increase
the
number
of
personnel
within
boston
ems
over
the
last
few
years,
and
we
added
20
ftes
and
fy
17
4
and
fy
18.,
another
20
in
fy
19
for
more
and
fy20.
E
The
majority
of
our
members
are
emt
working
in
ambulances
and
in
dispatch
operations
with
11
in
the
rank
of
paramedic,
principally
those
who
are
involved
in
advanced
life,
support
ambulances
and
another
eleven
percent
serving
in
supervisory
and
command
rank
staff
roles.
The
remaining
seven
are
non-uniformed,
including
mechanics
materials
management
budget.
E
I
t
communications,
engineering
facilities
and
administrative
staff.
The
high
level
of
service
we
seek
to
provide
is
a
combination
of
both
the
investment
we
make
in
our
personnel
in
the
experience
that
they
gather
from
years
on
the
job.
The
second
shot
on
this
slide
over
the
right
bar
shows
you
the
the
average
length
of
service.
On
average,
our
empties
have
nine
years
on
the
job.
E
Those
who
promoted
the
supervisor
and
command
ranks
tend
to
stay
until
retirement
and
their
years
of
service
are
reflected
in
and
that
we
also
have
very
little
turnover
on
the
non-uniform
side
of
our
ranks:
diversity
for
butterfly
22
budget.
Hearing
on
this
chart.
E
E
Compared
to
last
year
we
increased
the
number
of
members
of
color
from
107
to
115
increasing
from
26
to
27
of
department.
Well,
this
may
seem
small.
It
does
represent
the
7
increase
in
our
asian
members,
8
increase
now
black
african-american
members
and
a
12
increase
in
hispanic
members
increases
in
overall
department.
Diversity
is
achieved
through
our
emt
hiring
process,
which
is
constrained
by
the
prerequisite
of
being
a
state
certified
emt
to
apply
here.
Our
current
academy
class
vmt
recruits
is
60
persons
of
color.
E
It
is
equally
important
that
we
retain
members
of
color
which,
as
the
previous
slide
showed,
is
positively
impacted
through
promotions.
Diversity
at
the
leadership
ranks
also
positively
impacts.
The
overall
department,
culture
and
inclusion
second
to
emt
recruits
the
command
level.
Deputy
superintendent
and
superintendent
ranks
combined
are
the
most
diverse
groups
in
our
department,
with
43
percent
of
the
membership
of
the
command
staff,
deputy
superintendents
superintendents
being
members
of
color.
E
Next,
the
chart
shows
the
uniform
personnel
by
rank.
The
total
number
of
women
in
the
department
has
increased
from
32
last
year
to
34
this
year.
Our
current
recruit
class
is
predominantly
women.
Currently
13
out
of
the
20
in
that
class
are
female
and
through
promotions
in
december
of
2020,
we
saw
increases
in
the
diversity
of
the
deputy
superintendent
rank,
which
included
both
race
and
gender.
E
So
again,
we
still
have
about
work
to
do,
but
we
are
embracing
that.
E
One
of
the
things
that
that
the
membership
here-
and
this
this
was
grassroots-
they
grew
out
of
the
membership-
was
the
formation
of
of
an
affinity
group.
Here,
the
united.
E
Coalition
of
emergency
medical
excuse
me,
service
professionals,
or
that
usep
is
a
department
affinity
group
established
in
the
spring
of
2020
and
is
dedicated
to
advancing
equity
and
inclusion
within
department.
E
It
has
60
dues
paying
members
and
it's
made
a
number
of
advancements
already
just
since
it
started
late
last
night,
not
even
a
year
ago,
most
notably
they've
sought
to
address
the
the
lack
of
diversity
in
the
paramedic
ranks.
Paramedics
do
earn
approximately
36
percent
more
than
emts,
and
there
are
some
promotional
opportunities
that
aren't
always
available
to
emts,
while
emts
can
be
promoted
to
deputy
superintendents
and
superintendents,
and
several
have
in
the
past
shift.
Commanders
right
now
are
relegated
to
persons
who
also
hold
boston.
E
These
16
members
represent
75
women,
37
bilingual
members,
94
members
of
color
and
62
percent
are
parents
who
are,
and
they
are
all
also
members
of
uc
and
committed
to
its
members.
Ucep
is
opened
up
to
all
members
of
the
department.
It's
the
the
men
and
women
from
the
department
who
formed
it
felt
that
it
should
be.
They
wanted
to
be
as
inclusive
as
as
possible.
E
This
mountain
I'm
just
paying
a
member,
it's
it's
open
to
anyone
in
the
department,
and
so
the
idea
is
for
them
to
to
advance
members
to
help.
Yes,
the
department,
it's
still
on
us
to
do
our
part,
but
they
that
it
gives
them
another
means
to
help
to
to
help
provide
advancement
to
members
in
the
department.
E
There's
other
avenues
that
become
open
for
them
and
again
that's
an
example
of
the
members
of
stabatman
stepping
up
to
support
each
other
once
they
complete
the
paramedic
program
in
20
and
20
the
year,
2022
they'll
be
eligible
to
apply
for
promotional
opportunities
here
at
boston,
ems
and
members
of
the
board
of
useful,
also
work
diligently
to
develop
diversity,
equity
inclusion
and
bias
training
program
because
we're
familiar
boston,
public
health
bob
offers
has
always
offered
two
day
programs
here
for
advancing
anti-racism,
for
advancing
training
on
inclusion
and
in
inequity
here
for
for
all
things,
and
yes,
we
we
we
welcome
that,
but
the
members
of
this
department,
mmucep,
say
hey.
E
We
want
uniform
members
of
our
service
to
step
up
and
teach
this
and
they're
embracing
and
they're
working
with
the
commission
and
they're
working
with
the
city
office
of
equity
and
diversity
as
well
to
to
make
sure
that
we're
all
on
the
same
page
as
they
have
progressed
with
that
so
again,
they're
stepping
up.
We
are
stepping
up
to
meet
the
challenges.
E
City
academy
we've
had
good
success,
working
with
the
city's
office
of
workforce
development
city
academy
as
part
of
an
ongoing
priority.
Our
department
has
partnered
with
them
over
the
last
four
years.
E
In
this
they
funded
seven
cohorts
of
city
residents
who
are
able
to
take
an
emt
course
and
certification
in
which
the
courses
are,
of
course,
the
prices
for
the
class
that
we
offer
here.
The
the
expenses
for
the
tuition
for
it
is
covered
by
by
this
program,
often
by
the
city
of
boston.
It's
been
particularly
beneficial
for
residents
of
our
city
and
because
we
do
offer
this
emt
training
here
twice
a
year.
E
It
prepares
it
prepares
them
for
jobs
at
boston,
ems
and
and
even
if
they
decide
that
they
don't
want
to
use
that
at
boston,
ms,
they
could
usually
go
somewhere
else
if
they
say
hey.
I
kind
of
like
this,
but
maybe
this
gave
me
confidence
to
go
for
nursing
or
something
else.
God
bless
them.
They
got
to
step
up
here.
We'd
rather
keep
them
here.
E
They've
lost
the
ems,
but
again
this
is
a
very
good,
an
opportunity
where
there
are
actually
jobs
at
the
end,
because
we
do
do
hirings
twice
a
year,
because
our
average
attrition
rate
right
now.
We've
been
averaging
about
21
people
a
year
between
you
know
retirements
or
people
who
do
move
on
into
other
careers,
and
so
we
do
have
the
opportunity
to
bring
new
people
on
excellent,
all
right.
Speaking
of
general
academy,
our
training
division
is
comprised.
E
Each
new
emt
receives
an
additional
sit,
even
though
they're
already
an
emt
when
we
hire
them,
they
get
an
additional
six
month
of
full-time
training
to
learn
how
to
become
a
boss
in
the
us.
Emt
we're
the
only
sub
service
in
the
country
that
that
does
this
much
training
for
paramedic
promotions.
E
Our
candidates,
who
hold
paramedic
certification,
who
passed
that
promotional
exam
process,
have
to
complete
a
three-month
field
and
internship
and
a
finally
an
all
review
board
with
our
medical
control
physicians
before
they
get
cleared
to
go
on
to
practices
paramedics
here,
supervisors
command
staff
personnel
also
receive
several
weeks
of
additional
full-time
training
as
well.
All
of
our
training
meets
state.
Certified
certification
requirements
is
provided
in-house
to
personnel.
E
Our
training
division
works
with
internal
and
external
personnel,
to
augment
our
training
curriculum
and
to
ensure
the
continued
advancement
of
skills
in
partnership
with
the
boston
office
of
emergency
management.
We've
also
coordinated
five
middle
leadership
trainings
in
the
past
five
years,
taught
by
the
harvard
national
preparedness
leadership
initiative,
and
these
trainings
have
been
virtual
due
to
the
pandemic.
E
Next,
a
quick
map,
the
city
shows
where
those
ambulances
I
talked
about
are
blue
rip.
The
red
dots
actually
show
where
we
have
stations
or
garages
and
the
blue
stars
of
life
show
where
ambulances
set
to
post.
We
have
more
ambulances
and
we
have
garages
a
lot
of
ambulances.
Do
crews
do
pick
up
a
truck
somewhere
else
and
then
travel
off
to
their
response
area
to
cover
that
and
that's
what's
up
represented
in
that
slide.
E
You
know,
in
addition
to
okay,
I
already
mentioned
that.
Okay
and
quickly,
there
is
a
new
training
facility
in
garage
which
is
well
it's
a
design,
and
it's
actually
it's
getting
ready
for
to
go
out
flood
bids
for
construction
on
on
riverwalk
street
out
out
in
west
roxbury.
E
It's
we're
incredibly
appreciative
of
the
city
of
boston
for
this
to
this
body,
to
the
mayor
and
all
the
different
city
departments
who
helped
to
make
to
make
to
make
this
a
reality.
E
Besides
it
being
a
new
training
academy
and
a
place
where
we
can
do
training
out
there,
even
24
hours
a
day
without
you
know
bothering
neighbors
it'll
also
include
a
couple
of
inbound
space
out
there
to
address
the
ambulance,
needs
out
in
west
roxby
augment
out
in
those
areas
and
also
provide
sight
for
training
ambulance
out
there
as
well.
E
Discussions
are
also
underway
with
public
public
facilities,
department,
boston
planning,
development
agency,
as
well
as
the
office
of
budget
management
to
address
additional
needs
in
other
city
sections,
including
the
seaport
area,
charlestown,
austin,
brighton
and
franklin
park.
E
Okay,
quick
update
on
our
narcotic
related
illnesses
so
that
other
pandemic
endemic
that
we've
all
been
dealing
with
you
know
certainly
has
not
gone
away,
and
I
know
the
state's
cast
some
light
on
that
with
some
of
its
recent
reporting
with
increases
this
that
we're
starting
to
see
and
been
20
20
and
a
number
of
debts,
but
but
just
quickly
to
say
in
in
2020
boston.
E
Ems
responded
to
3951
incidents
after
review
of
our
documentation
were
found
to
be
determined
to
be
a
narcotic
related
illness,
and
that's
a
one
percent
increase
compared
to
2019
the
2043
nri
incidents
included
the
administration
of
narcan,
which
represents
a
2
increase
over
2019
and
in
october
of
2020
with
state
approval.
We
launched
a
leave
behind
knock-in
programs.
The
department's
community
assistance
team
are
providing
narcan
members
to
our
community
after
an
overdose.
E
When
you
look
at
that
increase
in
the
amount
of
narcan
given
what's
important
to
know
here,
it
isn't
necessarily
members
of
boston.
Ems
are
administering
wanakin
as
a
matter
of
fact
we're
seeing
more
and
more
narcan
over
the
past
few
years
to
many
initiatives
that
have
been
administered
by
other
public
safety.
Boston
fire,
boston,
police,
certainly,
but
more
so
throughout
outreach
workers
through
people
who
are
in
recovery
services
to
shelter
workers
through
people
whose
friends
and
families
of
of
people
who
are
suffering
from
addiction.
E
E
The
fact
that
maybe
a
couple
of
don't
doses
of
narcan
have
already
been
given
by
one
that
maybe
that
person
was
carrying
on
them,
buddy
administrator
administered
them
a
bystander
who
carries
knocking,
because
perhaps
people
who,
who
both
have
addictions
are
they're
careful.
They
don't
try
not
to
use
alone
and
they're
watching
out
for
each
other
or
there's
other
bystanders.
E
It
could
be
so
much
worth
worse.
The
death
rate,
probably
in
the
state
but
certainly
in
in
in
boston,
had
people
have
been
proactive
in
in
doing
this,
a
lot
of
lives
have
been
saved
by
giving
out
narcan
that's
why,
even
before
we
wanted
to
embrace
the
idea
of
replacing
that
narcan
at
the
scene
and
leaving
it
behind.
E
If,
if
a
parent
has
given
out
knock-in,
I
had
to
administer
it
to
a
to
a
son
or
a
daughter
who
they
thought
or
a
husband
who
had
been
doing
okay
and
then
relapsed
and
and
used.
Who
knows
how
soon
they're
gonna
need
that
replaced
so
it'd
be
quicker
for
us
to
just
re,
replace
it
there
to
make
sure
that
they
have
the
opportunity
to
do
that
again.
So
there's
been
a
lot
of
great
work
done,
and
obviously
recovery
will
be
talking
more
about
that.
E
What
I
will
say
is,
though,
we've
also
seen
so
on
the
next.
E
E
Okay,
seasonally,
we
see
the
highest
volume
of
nri
accidents
during
the
summer
months
and
some
of
the
lowest
volume
occurs
some
of
the
winter
months,
not
sure
why
that's
so,
but
while
we
did
not
see
a
significant
increase
in
overall
nri
call
volume
from
2019
to
20.,
we
did
see
a
12
rise
in
nri
in
patients
who
are
either
referred
to.
The
medical
examiner
are
an
increase
in
cardiac
arrest
from
114
to
128,
so
people
who
we've
determined
to
have
had
a
narcotic
related
illness
using
our
definition.
E
There
has
been
an
increase
in
those
who
were
referred
to
the
medical
examiner
or
who
were
up
were
we
attempted
resuscitation,
brought
them
to
the
hospital
and
then
they,
you
know,
subsequently
didn't
succumb.
So
there
has
been
an
increase
in
that,
sadly
yeah
in
that
rate,
and
again
not
sure
why
that
has
happened,
because
we
have
seen
an
increase
in
the
number
of
narcan
that's
been
given
out
by
bystanders.
E
We
coordinate
in
a
daily
basis
still
with
members
of
the
boston,
fire,
boston,
police
and
recovery
services,
sharing
information
with
recovery
and
coordination
on
the
scene
on
where
we're
encountering
people.
If
there's
new
sites
where
people
may
be
using
drugs
where
they're
out
of
public
view,
which
could
be
the
reason
why
you
know
there
was
some
increase
in
deaths,
because
if
nobody
sees
you
go
down,
then
there's
nobody
there
to
rescue
with
narcan.
E
Okay
looks
like
covenant
encounters
okay
to
date,
members
of
boston
ems
have
had
over
5
211
documented
cover,
19
confirmed
positive
patient
encounters
those
boston
residents
identified
through
state
numbers,
who
are
boston,
residents
reported
to
boston,
public
health,
who
are
tested
positive
for
covenant
who
are
who
match
up
our
records
for
people
that
we
cared
for
and
encountered
this
month,
we're
caring
for
an
average
of
two
covered
19
patients
per
day
compared
to
mid-april
of
last
year
when
we
are
averaging
56
per
day.
E
So,
as
you
can
see,
the
numbers
have
certainly
gotten
better
the
majority
of
confirmed,
cold
and
positive
patients.
We
encounter
have
either
respiratory
but
general
illness
type
codes,
although
with
community
prevalence,
we
do
have
to
assume
that
many
patients,
many
patients
potentially
have
covered
19,
and
there
was
this
case
this
past
winter,
where
we
get
now
persons
who
are
struck
by
cars
or
persons
who
are
motor
vehicle
accidents.
E
People
who
are
victims
of
gunshot
wounds,
who,
coincidentally
also
tested
positive
for
covert
call
screening,
was
an
important
part
of
our
covert
response
with
this
department
began
to
actively
prepare
for
cover
19
in
january
of
2020.
E
That
includes
9-1-1
call
screening
protocols
for
early
identification
of
possible
cases,
which
was
first
instituted
on
january
27th
last
year
way
back,
then
you
remember
the
screening
questions
had
to
do
with
travel
history.
Had
you
been
to
certain
provinces
of
china
than
mainland
china,
then
so,
and
then
the
list
kept
expanding
until
certainly
the
travel
history
became
useless
and
it
was
more
focused
on
symptoms
of
exposure
and
confirmed
illness,
and
we
incorporated
those
the
call
screening.
Progress
has
been
an
essential
component
of
protecting
our
personnel.
E
80
percent
of
those
true
covert
positive
patients
that
we
later
identified
as
having
covered
were
also
flagged
as
potentially
covert
related
by
our
dispatchers
and
our
call
takers,
who
put
in
a
note
to
monitor
the
comments
and
then
just
said,
monitor
the
comments
which
was
cue
to
the
crews.
E
To
take
a
look
to
say,
like
hey,
take
precautions,
there's
something
in
this
patient's
presentation,
history,
or
what
the
family's
telling
us
to
suggest
that
they
may
have
called
it,
and
so
that
was
that
was
really
the
first
sentinel
we
had
for
it.
E
We
do
a
very
good
peer
support
program.
This
certainly
covered
up
this
put
a
lot
of
stress.
There's
about
more
more
edps,
there's
more
psychiatric
pressure
on
children.
That's
documented,
that's
reported
by
hospitals,
there's
pressure
on
our
personnel,
there's
been
impact
there
and
we
made
it
again.
Members
of
this
department
said
hey.
We
we
want.
E
We
want
to
improve
diversity
in
the
members
of
our
peer
support
team
and
we
have
developed
that
we've
developed
that
in
all
ranks
and
across
race
and
ethnicity,
to
meet
that
challenge,
and
that's
been
that's
been
accomplished
in
coordination
with
our
training
division
and
the
international
trauma
center.
E
We
are
rolling
out
a
behavioral
health
training
this
this
summer,
which
which
will
both
serve
our
personnel
and
their
ability
to
care
for
patients
by
also
with
psychological,
first
aid,
yes,
but
but
also
for
wellness
for
our
own
members
and
for
supervisors
to
recognize
our
own
personnel
who
may
be
in
need
of
services,
not
just
the
patients
that
we're
serving
toward
the
pandemic.
We've
been
able
to
consistently
to
outfit
our
personnel
with
personal
protective
equipment
and
we've
also
been
providing
regular
access
to
testing
onsite.
For
our
members.
E
We
offer
workforce
testing
here
at
the
commission
twice
a
week.
Anybody
can
come
in
and
get
tests.
We
encourage
it,
but
also
anybody
who
has
any
sort
of
symptoms
we're
able
to
get
testing
in
many
cases
done
that
day
and
sometimes,
depending
on
the
time
of
day.
E
We
can
get
results
that
day,
which
is
one
very
good
as
far
as
us
having
to
pull
people
from
service,
but
also
how
quick
you
can
return
them,
but
also
put
their
mind
at
ease
when
when
they
go
home,
you
know
what
what
precautions
they
have
to
take
there,
whether
they're
going
to
be
test
positive
or
not.
We're
very
grateful
to
boston
medical
center
who
extended
vaccinations
to
our
personnel
in
early
december
by
gracious.
E
They
allowed
us
to
they
put
us
under
the
umbrella
of
health
and
health
care
providers,
which
good
isn't
for
vaccination.
You
know
a
good
week
and
a
half
ahead
of
others
and
first
response
by
first
responders,
and
we
appreciate
that,
because
again,
you
saw
the
numbers
of
explosions
that
we
we
had
and
that
really
did
help
us.
This
led
to
a
shop
drop
in
our
personnel
testing
positive
in
total.
Since
this
began,
we've
had
56
members
of
boston,
ems
test,
positive
for
covert
19.
E
and,
however,
since
in
the
last
three
months,
there's
only
been
one
person
test
positive
since
we've
been
able
to
take
advantage
of
the
vaccination
process.
E
Okay,
next
one
of
the
things
too,
that
I
think
has
really
helped
to
keep
our
members
safe
and
keep
our
numbers
no
relative
I'll.
Our
numbers
are
low
relative
to
some
of
the
other
public
safety
agencies.
Certainly
our
size
is
a
little
bit
less,
but
but
considering
our
explosion,
the
fact
that
we're
up
front
and
closed
sometimes
doing
some
very
invasive
procedures
with
patients.
E
A
lot
of
things
help
to
help
us
essential
to
our
particular
personnel.
Beyond
ppe
testing
and
vaccinations,
we
built
an
infection
control
team
comprised
of
our
office
of
medical
director,
our
clinicians
we
contract
with
an
infectious
disease
physician,
and
we
also
brought
in
some
temporary
nurses
as
well.
They
were
instrumental
in
ensuring
that
we
had
the
most
pro
most
appropriate
guidelines
in
minimizing
a
spread
of
infection.
E
Every
member
who
was
placed
out
on
kovat
19
was
screened
by
a
member
of
the
infection
control
team.
They
had
wrote
well
routine
well-being,
checks
or
follow
up
with
phone
calls
at
home
and,
if
necessary,
more
than
that,
they
were
connected
to
necessary
testing
members
who
were
out
ill
due
to
cover
19,
also
received
care
packages
or
offered
them.
Some
people
declined
them,
but
but
if
people
needed
a
extra
mask
for
members
at
home,
gloves
wipes
thermometers,
tylenol,
gatorade,
snack
anything
to
help
keep
them
at
home.
E
If
you
had
to
like
isolate
yourself
at
home
from
the
rest
of
your
family
members
or
even
in
some
cases,
try
to
help
to
relocate
people,
and
we
did
get
some
offers
for
the
save.
Some
people
did
move
into
temporary
dormitories
to
protect
other
members
at
home.
We
took
advantage
of
anything
that
was
available.
They
had
to
try
to
do
that.
E
For
the
majority
of
the
pandemic,
we
utilized
a
chat
block
text
which
sent
down
a
daily
reminder
prior
to
about
two
hours
prior
to
the
saturday
shift.
You
get
a
text
quizzing
you
on
symptoms.
It
was
a
yes
or
no
is
simple.
It
was
yes
to
anything.
You
were
gonna,
follow
a
phone
call
from
the
infection
control
team,
and
if
it
wasn't,
though,
it
was
to
remind
you
to
call
if
anything
changed.
E
Okay,
the
vaccination.
I
can
report
that
80
of
our
personal
have
been
vaccinated,
100,
it's
a
lot
better
number
and
we're
still
working
towards
that
we've.
We
also
we've
been
working
in
partnership
with
the
boston
housing
authority,
and
you
know
our
you
can
see
like
a
total
vaccinations,
our
numbers
have
gone
up
since
last
week.
We
did
a
couple
more
probably
since
this
slide
was
done.
E
We
did
one
yesterday
in
cell
boss
in
the
second
round,
one
we're
in
charlestown,
we've
been
going
out
to
a
lot
of
community
sites
from
we've
gone
to
some
treatment
programs
to
help
out
with
that
with
testing
and
also
with
vaccination,
trying
to
go
where
maybe
some
people
have
either
some
trolley
either
difficulty
getting
out
or
they're
reluctant
to
come
out.
E
We
panel
in
comparison,
of
course,
to
them
7
000
a
day
that
fema
was
doing
it
to
heinz,
but
we're
we're
trying
to
go
to
where
people
live
to
where
we
encounter
where
we
go
to
see
them
now,
so,
instead
of
taking
them
to
the
hospital
we're
trying
to
keep
them
out
of
the
hospital,
and
it's
we've
fed
up.
E
We've
had
involvement
in
the
mountains,
the
king
towers
hassan
apartments
in
mattapan,
frankenfield
apartments,
charlestown,
public
housing,
south
boston
and
bowdoin
manor
downtown.
E
I'm
trying
to
speed
this
up.
Sorry
next
ahead,
looking
ahead
personal
recruitment
and
retention,
as
stated
our
workforce
is
our
number
one
priority.
We
want
to
keep
themselves
self.
We
want
to
keep
them
healthy
and
safe,
but
we
also
want
to
keep
them
working
here
right.
E
So
we
want
to
try
to
retain
them
and
work
towards
that
development
and
provide
access
for
and
pathways
for
promotion,
but
but
we
also
you
know
we
have
to
keep
up
with
recruiting,
which
has
been
a
challenge
during
the
time
of
covet.
The
way
you
do
testing
the
way
you
do
recruiting,
but
our
office
are
trying
everyone's
stepped
up
to
try
to
meet
that
challenge.
E
As
we
look
for
the
next
fiscal
year,
our
priorities
do
include
again
retaining
and
continuing
to
protect
and
advance
their
safety
and
wellness
personnel.
We
are
in
the
process
of
upgrading
our
ballistic
vest.
It
has
a
suggested
shelf
life
of
five
years.
We
just
finished
fitting
everybody
to
replace
all
of
it,
as
some
of
it
has
come
up
for
up
expiration,
and
we
do
continue
to
train
with
the
with
the
boston
police
when
they
work
for.
E
Going
into
situations
under
force
protection
where
the
boston
police
can
at
least
control
the
room,
an
area
or
street,
where
we
could
rapidly
assess
people
and
get
them
out
under
police
coverage.
E
You
know,
unfortunately,
that's
something
that
we
all
do
it
to
be
prepared
for
in
this
day
and
age,
and
we
do
joint
training
with
boston,
police
and
boston
fire
on
that
to
be
able
to
access
an
area
where
we
could
go
in
perform
bleeding
control,
airway
control
and
quickly
get
persons
out
being
able
to
work
in
a
high
threat
environment
in
the
warm
zone
to
conduct
training.
E
This
training
that
we
did
even
prior
to
the
bombings
back
in
2013
the
training
we
did
way
back
then,
with
with
the
boston
police
and
the
use
of
tourniquets,
played
paid
dividends
and
and
we've
expanded
that
so
that
it's
it's
second
nature
and
hopefully
muscle
memory
followed
by
emts,
god
forbid.
We
ever
have
to
use
it
here.
E
We've
also
our
continued
to
update
our
respiratory
testing
for
all
of
our
personnel
to
replace
our
squad
face
piece
for
our
gas
mask,
which
is
the
highest
level
of
respiratory
protection
that
we
could
use
beyond
the
n95
in
case.
We
need
it
for
certain
situations
and
for
patient
care.
E
We
plan
to
continue
research
partnerships
and
we're
piloting
a
new
form
of
an
intelligence,
an
artificial
intelligence
application
to
confuse
have
been
dispatched
to
help
us
with
early
identification
of
cardiac
arrest
or
not
call
taking
and
work
in
tandem
with
our
our
operators
as
well
and
for
the
community.
We
plan
to
reinvigorate
our
outreach
and
engagement
efforts,
which
were
impacted
by
social
distancing
restrictions
during
the
pandemic,
with
the
one
notable
exception,
akasi
check
and
car
seat
installation
for
newborns
that
that
was
never
curtailed.
E
You
know
that
took
a
lot
of
infection
control
procedures
to
continue
with,
but
making
sure
that
we
could
offer
low-cost
and
no-cost
car
seats
to
new
parents
who
needed
it
or
to
do
cut
make
sure
that
their
car
seats.
What
they
had
were
installed
properly
was
something
that
a
service
we
were
able
to
do
throughout
the
pandemic
and.
A
F
You
okay
good
afternoon,
counselors.
Madam
president,
my
name
is
jen
tracy,
I'm
the
director
of
the
office
of
recovery
services.
I'm
joined
today
with
my
colleague,
devin
larkin,
chief
martinez,
chief,
fully
reda
nieves,
who
you
heard
from
earlier
for
expediency.
I
will
run
through
the
slides
and
devin,
and
I
will
both
be
here
to
answer
questions
at
the
end.
We're
grateful
to
be
here
with
you
all
today,
since
I
was
before
you
last
year,
we've
worked
hard
to
meet
the
needs
of
our
most
vulnerable
next
slide.
F
Our
mission
is
to
advance
equitable
and
comprehensive
substance,
use
recovery
services,
increasing
access
to
care
and
filling
critical
gaps.
We
work
really
hard
across
city
departments,
with
community
partners
to
create
a
city-wide
recovery
strategy
and
reduce
stigma.
Next
slide,
please,
and
we
have
to
keep
saying
what
we
offer
a
full
continuum
of
care
from
harm
reduction
to
recovery,
supports
focusing
on
each
step
of
the
recovery
continuum.
F
F
F
As
we
are
all
aware,
covet
19
has
had
a
direct
impact
on
our
clients
and
our
staff.
We
have
remained
open
and
operational
throughout
the
entirety
of
the
pandemic,
making
significant
program
modifications,
including
social
distancing,
expanded
space
and
other
modifications,
including
delivering
a-hope
harm
reduction
services
to
drug
users,
completely
outdoors
and
shifting
all
behavioral
health
outpatient
services
to
telehealth.
F
I
am
pleased
to
say
that
a
hope
has
returned
back
inside
to
the
drop-in
center
in
march
of
this
year.
The
new
engagement
center
building
is
due
to
open
on
time
in
the
fall
and
additional
supports
have
been
added
to
the
comfort
station.
While
we
transition
to
reopening
and
deal
with
the
effects
of
the
pandemic.
F
We've
implemented
testing
events
and
vaccine
opportunities
at
all
sites
teaming
up
with
ems
at
our
matapan
campus
in
september,
with
weekly
testing
for
clients
and
staff
and
introducing
opportunities
with
our
local
health
centers
at
all
sites,
vaccinating
over
500
clients
in
early
recovery
and
at
the
engagement
center
with
very
low
positivity
positivity
rates
as
well.
Next
slide.
F
Next
slide,
please
as
a
response
to
cobia
19.
We
open
comfort,
station
locations,
responding
to
the
public
health
need
for
hand,
washing
stations
and
restrooms
due
to
the
closures
of
publicly
accessed
buildings
and
other
sites.
At
the
comfort
station,
we
offer
a
range
of
public
health
services,
along
with
basic
need
amenities,
such
as
hiv,
prevention
and
treatment
street
based
hiv,
hep
c
sexually
transmitted
infection,
testing
and
treatment,
treatment
for
prep
and
pep
for
hiv.
F
Prevention
on
a
daily
basis,
directly
observed
treatment
for
hiv
and
syringe
services,
as
well
as
overdose
prevention,
narcan
distribution
on
a
daily
basis,
harm
reduction,
education
and
counseling
emergency
overdose,
response
and
transport
to
boston,
healthcare
for
the
homeless
or
hospital
when
appropriate,
sedation
monitoring
in
a
safe
and
sheltered
space,
also
providing
addiction
treatment
in
the
space.
Prescriptions
of
medications,
buprenorphine
for
opioid
use,
disorder,
supported
referrals
to
methadone
maintenance,
referral
and
transportation
to
detox,
as
well
as
acute
medical
issues,
wound
care,
cold
weather
injuries
and
other
acute
chronic
medical
illnesses.
F
F
All,
while
doing
this
outside
the
engagement
center
averaged
about
72
people
at
any
given
time
throughout
the
day,
this
fluctuates
from
a
maximum
capacity
of
about
100
to
a
minimum
of
40
to
50.
Throughout
the
day,
there's
a
clinic
inside
the
engagement
center
run
by
boston
healthcare
for
the
homeless,
which
provides
much
needed
medical
care
to
participants
and
saw
over
7
000
visits.
G
C
F
F
Throughout
fy
21,
we
worked
with
community
partners
to
maintain
and
expand
harm
reduction
efforts
and
services.
Throughout
the
city
we
created
a
harm
reduction
toolkit
to
assist
in
the
care
and
treatment
of
people
who
use
drugs
in
boston.
This
toolkit
highlights
the
core
elements
of
harm
reduction,
while
educating
the
reader
on
how
to
implement
harm
reduction
into
their
life,
both
personally
and
professionally,
and
will
be
released
in
early
fy
22..
F
Thanks
to
the
city
council
and
the
fy21
budget,
we
created
and
published
the
overnight
low
threshold
practice
guidance
to
inform
shelter
systems
and
community-based
organizations
on
best
practices
for
serving
unhoused
individuals
with
a
substance
use
disorder.
This
guidance
sets
the
stage
for
how
to
open
a
space
that
is
more
accessible
for
people
with
substance
use
disorder
as
well
as
informs
on
on
ways
in
which
current
systems
can
adapt
to
be
more
accommodating
and
meet
the
needs
of
people
with
substance
use
disorder.
F
The
city
offers
comprehensive,
syringe
response.
We
have
increased
the
way
we
collect
and
properly
dispose
syringes
each
and
every
year
since
the
office
has
been
open.
The
main
ways
we
collect
syringes
are
through
drug
users,
themselves,
outreach
the
mobile
sharks,
team,
neighborhood
kiosks
and
our
newest
intervention.
This
year
with
the
syringe
redemption
pilot,
which
incentivizes
needle
pickup
with
piers
on
a
daily
basis,
we
will
be
expanding
the
pilot
in
fy
2022
next
slide.
Please.
F
We
distribute
narcan
and
information
in
several
ways
so
far
in
fy
20,
we
have
provided
208
overdose
prevention,
trainings
to
6711
people
and
have
given
out
almost
18
000
doses
of
narcan.
We
do
this
through
street
outreach,
mobile
services
trainings
and
we're
grateful
to
ems
for
their
new
narcan
leave
behind
program,
allowing
another
opportunity
to
get
narcan
into
the
community
next
slide.
Please.
F
To
address
fatal
overdoses
that
continue
to
happen
behind
closed
doors
and
in
people's
homes,
the
city's
post
overdose
response
team
is
a
partnership
between
the
recovery
services
and
first
responders,
the
fire
department,
ems
and
boston
police
department
as
well.
The
intervention
provides
outreach,
narcan
and
connections
to
services
following
a
non-fatal
overdose
that
occurs
in
a
residence.
F
We
so
we
have
a
you
know.
A
youth
prevention
team
as
well
here
is.
Prevention
is
vital
to
the
response
to
building
capacity
and
substance
use,
and
we
build
capacity
across
youth
systems
by
focusing
on
youth
engagement,
comprehensive
health,
education
and
technical
assistance
and
training.
F
F
You
can
see
the
data
on
the
on
the
effort
and
as
well
on
our
website,
we're
working
across
youth-based
agencies
to
support
positive
coping
skills
with
youths
and
feel
like
this
is
a
great
way
to
do
that
and
we
have
translated
it
as
well
into
six
different
languages.
F
Next
slide,
please
looking
forward,
I'm
going
fast
so
looking
forward,
we
are
increasing
housing
opportunities,
we're
conducting
meetings
with
shelter
services
and
competing
community
based
organizations
to
discuss
creating
low
threshold
housing
for
people
with
substance
use
disorder.
F
F
Looking
forward,
we
will
continue
to
enhance
employment
efforts
for
returning
citizens.
We
have
several
projects
underway,
one
of
which
had
a
graduation
actually
a
couple
weeks
ago,
and
we
will
do
another
round
of
services
with
our
federal
state
and
city
partnership,
providing
supported
employment
and
wraparound
services
to
returning
citizens
with
a
restorative
justice
approach,
create
we've
secured
funding
to
create
a
new
work
with
the
community
in
nubian
square,
to
create
an
engagement
team
with
the
office
of
faith-based
initiatives
and
nubian
planning
group.
F
Sorry
so
expanding
harm
reduction,
another
goal
of
ours-
we
will
be
piloting
one
new
mobile
site
and
a
high
need
area
based
on
311
call
data
and
the
mobile
sharks
team.
This
will
be
operating
in
addition
to
our
very
successful
new
market
location,
and
that
is
the
community
syringe
redemption
program
which
is
in
this
year's
budget
as
well.
F
And
we're
always
focused
on
workforce
development
opportunities,
stable
housing
and
employment
opportunities.
Next
slide,
please.
A
Great,
thank
you
all
so
much.
Obviously
that
was
a
bit
longer
than
we
usually
look
for
in
a
presentation,
but
I
do
appreciate
all
of
the
work
that
it
represents
and
and
also
the
written
answers
that
you
sent
over
to
our
questions
as
well,
we're
very
helpful.
So
we
will
now
jump
into
counselor
questions
and
follow
up,
and
I
think
that
I
think
we'll
go
first
to
looks
like
we're.
Going
first
to
counselor
wu.
A
H
Oh
certainly,
madam
chair,
thank
you
so
much
I
am.
I.
I
appreciate
the
length
of
the
the
length
of
the
presentation
to
reflect
the
incredible
work
that
all
these
departments
have
been
doing
this
past
year.
It's
it's
phenomenal
and
mind-blowing
what
they've
dealt
with
and
with
such
an
incredible
professionalism
and
commitment,
and
I
really
want
to
echo
all
of
our
thanks
to
to
the
great
work
that
has
been
done.
H
I
had
a
few
questions
and
I
don't
know
I
seem
to
have
once
again
I
seem
to
have
misplaced
the
answers
to
the
questions,
but
the
question
really
always
comes
up
in
austin,
brighton,
about
advanced
life
support
and
whether
the
time
that
it
is
to
respond
to
an
advanced
life
support
in
the
outer
reaches
of
austin
brighton,
not
not
the
close.
H
If
it's
oak
square
or
chestnut
hill,
how
long
it
is
to
respond
to
an
advanced
life
support
call
out
out
here.
H
H
Those
are
really
the
two
big
district
district
related
emt
questions.
The
other
question
really
was
with
regard
to
ongoing
surveillance
of
and
testing.
Are
we
still
keeping
an
eye
on?
H
I
know
our
numbers
are
gone
down
dramatically
and
it's
really
impressive,
but
I
every
now
and
then
I
hear
of
a
case
of
colvin
and
a
covered
fatality.
That
sort
of
gives
me
pause
to
think
are
we
are
we
missing
some
people,
but
again
we
can't
catch
everybody,
but
just
in
terms
of
ongoing
surveillance
and
testing
and
contact
tracing
going
forward.
H
Now
that
is
fewer
numbers.
Are
we
able
to
continue
contact
tracing
and
those
are
really
all
my
questions.
E
E
Definitely
counsel
braden,
okay,
yeah
so
quickly,
good.
E
Right
now,
as
you
point
out,
this
is
two
ambulances
that
are
actually
garaged
or
you
know,
based
in
the
boston,
brighton
area,
emails,
14,
ambulance,
nine,
paramedic,
16,
advanced
life,
support
truck,
which
is
a
primary
one
up
there
and
then
the
secondary
would
probably
be
about
would
be
a
paramedic.
Five
is
over,
not
one.
On
the
jamaica,
plain
side,
paramedic
16
is
down
by
brookline
ave
by
park,
drive
down
by
the
beth
israel
hospital
as
well
in
in
general.
E
The
way
our
advanced
life
support
units
are
are
configured
as
we
have
about
80
a
little
bit
more
than
in
the
87
percentile
of
our
calls
to
wind
up
being
transported
and
by
attended
two
by
by
our
bls
crews,
which
are
actually
pretty
advanced.
Don't
let
the
to
be
for
the
basic
fool.
Anybody
where
our
our
folks
are
are
very
well
prepared
and
well
equipped
for
a
lot
of
things.
E
We
said
that
we
use
the
dual
response:
we
send
the
als
and
the
bls
for
a
variety
of
type
codes
through
the
cardiac
disorders,
the
cardiac
arrest
and
other
another
been
on
the
more
serious
nature
calls
the
bls,
typically
being
more
neighborhood
based,
but
the
other
ones
more
like
in
zones
based
around
the
city
same
way
in
hyde
park,
dorchester
downtown,
south
boston,
they're
all
covered
by
like
larger,
more
overlapping
areas.
E
The
response
time
it's
it's,
so
it's
unusual
for
the
for
the
bls
to
arrive
first,
but
not
all
the
time,
and
so
in
that
case
yes
like
right
now,
most
I
would
say
in
most
cases
in
and
also
brighton
ems,
nine
ambulance,
14
would
probably
arrive
first
at
a
situation.
The
average
response
time
for
priority
one
calls
the
median
response
time
for
prior
ufd
in
brighton
is
6.8
minutes
and
that's
to
the
arrival
of
the
first
unit,
whether
it's
als
while
bls
right
now.
E
So
it's
it's
about
pretty
consistent
with
the
citywide
average,
the
as
far
as
the
sanees.
Well,
so
right
now
we
have
both
trucks
operate
out
of
a
garage
that
we
have
space
that
we
lease
from
harvard
university
down
at
mcdonald,
which
is
off
western
ave
down
behind
the
oh
god.
If
you
get
the
name
of
the
body
shop
down
there,
but
not
too
far,
but
idiom.
C
E
I
was
I
was
going
to
allude
to
that,
maybe,
but
but
right
now.
Yes,
we
are.
We
do
have
at
least
there.
Hopefully
we
get
some
sufficient
notice.
They
were
going
to
do
that
years
ago.
There
was
a
many
15
years
ago,
sun
master
plan
for
harvard's
20
30
year
plan
for
developing
that
whole
side
there
and
I
haven't
seen
any
kind
of
update
or
what
that
would
look
like
in
recent
years.
E
I
know
back
when
the
economy
hit
the
skids
back
and
it
was
2008
2009
a
lot
of
things
kind
of
slowed
down
there,
but
then
it
seems
to
have
started
to
pick
back
up
again,
but
for
right
now
that
the
other
side
up
there
is,
thankfully
it's
a
good
size.
One
for
us.
E
We've
even
run
on
occasions
additional
like
a
training
unit
out
of
there,
because
there's
a
sufficient
size
in
there
or
we've
run
units
out
there,
either
extra
truck
out
of
there
during
the
storm
or
sometimes
when
they've
had
large
festivals
or
other
things
out
in
brighton
plus.
We
also
stock
some
disaster
equipment
in
there
for
in
case
there's
a
a
lot
of
our
some
of
our
additional
ppe
and
some
things
for
public
health
preparedness
are
also
up
stored
out
at
that
site.
E
We
were
in
talks
had
been
in
talks
with
st
elizabeth's
about
developing
for
them,
creating
a
two
big
facility
around
campus
that
did
come
up
several
times
when
they
were
having
community
meetings
about
getting
approval
for
a
parking
garage.
I
believe
a
multi-story
parking
garage,
you're
looking
to
build
on
a
campus,
and
that
was
discussed
as
some
of
the
potential
community
developments.
Community
benefits
for
for
the
residents
of
brighton
and
alston
yeah
would
to
be
to
build
a
station
out
there.
H
I
hate
to
interrupt
you,
I
think
jim.
We
need
to
continue
this
offline.
This
conversation,
I
see
the
gavel
and
I
want
to
be
respectful
of
my
other
colleagues,
but
I
I
think
we
should
continue
this
conversation
offline.
Thank
you.
Thank
you
for
your
testimony.
Thank
you.
A
Thanks
so
much
councillor,
braden
and
shifuli
next
up's
counselor,
michelle
wu.
I
I
We
had
heard
just
a
bit
with
bpd
in
previous
hearings
about
bits
and
pieces,
but
that
is
really
there
they
were.
They
had
mentioned
that
there
was
a
steering
committee
or
agencies
that
were
involved
and
different
department
heads
having
conversations
so
just
curious
if
we
could
get
a
little
more
detail
about
even
the
planning
of
it
who
was
involved
at
the
kind
of
department
head
level
and
and
any
other
details.
C
Sure,
thanks
for
the
question
counselor,
so
so
right
now
in
terms
of
the
alternatives
to
the
mental
health
response
piece.
C
That's
it's
a
pilot
planning
process,
that's
being
led
in
partnership
through
the
policy
office
in
the
mayor's
office,
health
and
human
services
from
my
office,
the
boston
police
department,
chief
hooley
and
his
team
through
ems,
as
well
as
our
best
clinicians,
who,
I
know
you
know,
are
part
of
our
core
response
to
some
of
the
many
issues
that
we
face
today
and
and
then
a
variety
of
folks
within
all
of
our
universes
that
are
coming
together.
C
We're
currently
in
a
process
where
we
have
set
out
a
charge
to
provide
recommendations
to
the
mayor
for
a
pilot
that
we
would
implement,
starting
in
the
fall.
So
we've
been
going
through
this
planning
process
where
we've
been
looking
at
national
research
around
a
variety
of
models
from
different
cities
that
have
not
only
been
in
place
some
for
years,
but
some
that
have
come
up
within
the
last
basically
a
year
or
so
as
well.
So
we're
we've
been
exploring.
C
You
know
police
response,
where
it's
unnecessary,
increasing
the
role
of
clinicians
to
ensure
that
we
have
the
best
possible
response
to
those
calls
to
make
sure
that
we're
you
know,
meeting
the
needs
of
the
community.
So
what
we're
trying
to
do
and
what
we
will
have
slated
for
within
basically
within
the
next
four
weeks
proposed
to
give
the
mayor
some
recommendations
on
a
couple,
different
pilot
options
that
exist
to
both
strengthen
the
response
in
general,
but
also
to
not
only
pilot
the
initiative
in
the
spring,
but
figure
out.
C
What
will
it
take
to
scale
that?
What
will
it
look
like
to
be
able
to
figure
out?
You
know
what
mechanisms
we
need
to
invest
in
now
we're
using
the
financial
resources
that
are
in
the
budget
to
pay
for
that
scaling.
So
I'm
sorry
to
pay
for
that
pilot,
so
it
likely
will
mean
additional
resources
to
support
you
know.
Triage
of
calls
at
9-1-1
could
potentially
mean
additional
clinicians
on
board,
but
we're
working
through
this
diligently
to
make
sure
that
we
are
getting
the
best
response.
C
Not
just
the
desires
not
just
to
eliminate
police,
the
desire
is
to
make
sure
we
have
the
best
possible
response
and
that's
what
we're
working
through
now.
So
we
would
anticipate
that
we
will
have
a
pilot
process
recommended
for
the
mayor
within
the
next
several
weeks
and
then
we
will
begin
a
pilot
actively
in
the
fall.
I
So
it
sounds
like
there's
going
to
be
several
options,
sort
of
laid
out
and
then
just
one
chosen
or
potentially
testing
out
a
few
or
likely
just
one.
And
then
what
is
the?
What
does
it
look
like
in
terms
of
community
engagement
and
being
able
to
either
shape
any
of
the
multiple
that
are
presented
or
narrowed
down
to
the
one
before
before?
The
actual
implementation
of
the
pilot.
C
Yes,
a
great
question
so
right
now
those
three
pilot,
the
the
goal-
will
have
to
be
there'll,
be
several
components
of
the
pilot
right,
because
there's
also
about
visibility
for
current
efforts
that
already
exist.
Sometimes
we
hear
people
describe
ideas
like
we
should
have
a
co-response
model,
which
I
know
you
know
we
already
have
right.
So
there
are
some
things
that
people
we
know
we
need
to
raise
visibility
of.
So
that's
also
part
of
any
pilot
effort.
C
C
The
goal
is
to
not
only
have
options
to
provide
to
the
mayor,
but
also
we've
already
begun
this
process
to
engage
community
organizations,
community
groups
and
other
stakeholders
that
are
not
only
interested
in
it,
but
folks
with
lived
experience
who
who
either
had
an
exchange
or
engagement
where
police
have
been
who's
responded,
and
maybe
a
clinician
would
have
been
a
better
response.
So
we've
started
that
engagement
with
stakeholders
so
that
stakeholders
will
be
able
to
weigh
in
on
the
pilots
before
a
pilot
is
chosen.
C
We're
gonna
we're
gonna
have
that
as
part
of
the
process.
So
we
will
both
be
making
recommendations
about
pilots
this
working
group,
but
we
will
also
have
community
voice
part
of
that
process
to
ensure
that
we're
not
only
creating
a
pilot
that
we
can
sustain
and
use,
but
that
it's
actually
shaped
by
the
community
and
not
just
the
the
working
body.
That's
doing
the
legwork.
I
E
Okay,
thank
you
afternoon,
council,
yeah
I'll.
Try
to
make
that
real,
quick
on
that.
So
that
is
all
involved
in
what
chief
martinez
was
trying
to
outline.
So
some
of
it
could
be
from
the
time
how
a
call
comes
in
and
does
it
come
into
9-1-1
I
mean
right
now:
that's
that's.
What's
available
people
talk
about
other
numbers
and
different
ways
doing
it,
but
right
now
it
exists
with
with
9-1-1.
What
do
we
look
at
for
the
different
numbers?
How
are
those
calls
handled
who's
taking
it?
E
Is
it
the
9-1-1
operator?
Is
it
an
emt
that
does
emd
such
as
we
doing?
If
that's
the
case,
what's
the
what's
the
procedure
for,
can
we
do
we
conference,
in
somebody
say
from
best
who's
can
determine
whether
somebody
who
can
have
make
an
appointment
and
do
somebody
step
take
care
of
somebody
separate
versus
a
you
know,
a
crisis.
You
know
where
you
know
it
says
violence.
Is
there
something
else
going
on
at
the
scene?
E
There's
this
family
feel
threatened
or,
but
so
part
of
it
will
be
like
how
the
call
comes
in
then.
What's
the
best
way
to
to
give
it
out
like
right
now
we
give
out
edp
twos
edp
trees
without
getting
into
all
that
edp
threes.
The
police
don't
go
to
now.
So
is
there
a
dif,
there's
different
response
configurations
already
right
now,
but
are
there
better
ways
to
to
to
do
that?
E
Is
there
perhaps
a
a
different
place
where
people
can
be
transported
now
again,
we
would
have
to
make
that
would
take
some
change
with
some
regulations
to
state
but
everything's
on
the
table
right
now,
as
we
look
at
some
of
these
different
models,
but
but
the
idea
is,
is
to
all
of
us,
be
the
table
working
on
it
so
that
our
assumptions
are
based
on
what
our
partners
can
do
and
what
they
can't
do,
what
we
can
do
so
it's
like.
E
I
know
that
wasn't
a
a
a
detailed
answer,
but
it
but
but
but
the
answer
is
that
yeah
we
are.
We
are
looking
at
a
lot
of
the
call
screening
what
training
res
doing
what
training
was
to
do
for
because
officers
like
now
on
the
street
encounter
patients
of
over
three
to
almost
four
thousand
times.
Last
year.
We
were
requested
by
the
bpd
to
go
to
another
call
there,
where
I
could
have
been
a
motor
vehicle
accident,
anything
a
disturbance,
call
where
they
suspected.
E
Maybe
somebody
was
in
need
of
a
mental
health
assessment
and
we
would
come
and
deliver
them
and
take
care
and
take
care
of
that,
and
so
it's
so
they
don't
all
come
through
9-1-1.
So
there
will
be
different
models
to
look
at
yes,.
I
So
I
think,
I'm
I'm
sure,
I'm
almost
out
of
time
so
I'll
package.
My
last
two
as
just
a
comment
which
is
just
to
note
that
in
the
process
that
counselor
mejia
counselor
edwards
and
I
and
our
offices
had
started
in
terms
of
a
conversation
with
community
members
about
alternative
9-1-1
response
and
moving
shifting
things
from
public
safety
and
law
enforcement
to
public
health
focus.
I
It's
been
very
hard
to
get
911
data
on
you
know
what
is
it
for
and
how
was
the
response
and
this
and
that-
and
I
I
would
love
to
just
make
sure
in
this-
creating
of
the
options
in
the
narrowing
of
the
options
that
that
the
public
that
we're
all,
starting
from
the
same
shared
understanding
of
what
that
current
situation
looks
like
with
with
calls
and
and
who's
taking
what
and
what
they're
for,
etc
and
then,
similarly,
just
in
terms
of
how
we
are
making
choices
between
options
so
as
to
actually
respond
to
where
communities
are
feeling
the
need
versus.
I
Potentially,
you
know
designing
a
lot
of
things
with
that
without
people
at
the
table,
so
that
that
was
the
strongest
feedback
that
we
had
received
in
in
the
ongoing
conversations
that
we've
been
having
is
that
in
the
syrian
committee
process
in
the
you
know,
agency
heads
it
would
be
great
to
have-
and
I
think
really
important
to
have
community
members
also
embedded
in
those
ongoing
reviews
and
iterations.
A
Great,
thank
you
so
much
councillor,
wu
and
agreed.
I
will
be
back
on
those
themes
and
my
questions.
Next
up
is
counselor,
mejia
and
then
it'll
be
counselor
campbell,
counselor,
meehan.
G
Hello,
everyone,
it's
good
to
see
you
all.
Thank
you
for
the
thorough
presentation
really
encouraged
by
all
the
hard
work
you
all
are
putting
in,
and
I
just
kind
of
want
to
underscore
councilor
wu's
point
in
regards
to
the
importance
of
having
a
community
center
process
and
an
engagement
as
we
continue
to
build
that
out.
Just
because
I
do
know
that
that
was
definitely
one
of
the
things
that
we
were
pushing
for.
G
So
I
will
continue
to
push
for
that,
but
I
just
kind
of
also
wanted
to
continue
on
another
point
that
counselor
wu
made.
So
I'm
just
curious.
How
are
we
activating
how
what
what
now
that
you've
heard
this
curious
about
how
how
we're
going
to
do
so?
G
Thinking
about
the
muslim
justice
league,
the
aar
w
the
yjpu
and
others
like
when,
when
I
think
about
this
alternative
to
9-1-1,
I'm
thinking
about
groups
who
have
been
at
the
table-
and
you
know,
do
you
all-
have
relationships
with
some
of
these
groups,
and
will
you
be
thinking
about
bringing
them
into
the
conversation.
C
Yeah,
so
thanks
for
that
follow-up
concert
that,
as
I
stated,
the
the
goal
is
to
integrate
community
voices
into
the
process
that
the
last
meeting
that
chief
hooley
and
I
were
just
involved
in,
I
think,
on
tuesday
of
this
week
we
had
a
pretty
thorough
conversation
about
ensuring
that
community
organizations-
community
voices,
not
just
folks
that
are
connected
to
community
groups,
but
also
folks
with
lived
experience.
Who've
had
some
of
these
experiences
on
the
ground
could
weigh
into
this
process
and
weigh
in
to
better
understanding
how
these
options
might
end
up
getting
piloted.
C
So
obviously,
many
folks
that
are
at
the
table
have
relationships
with
a
variety
of
community
organizations
and
and
so
that
that
is
the
goal.
So
it
is
not
the
intention
to
create
these
options
without
those
voices.
If
you
have
specific
organizations,
you'd
like
us
to
engage
with
we're
glad
to
do
that.
G
D
So
the
the
rfi,
it's
an
activity
that
falls
under
declaration
work,
as
you
mentioned,
and
it
was
our
first
attempt
to
under
the
declaration
to
continue
to
have
community
engagement.
D
You
know
from
the
beginning,
so
you
know
we
we
put
out
the
rf
rfi
in
eight
languages
and
we
had
a
good
response
from
both
residents
and
23
organizations
and
that
helped
actually
inform
some
of
the
strategies
that
were
developed
under
the
declaration
and
we
see
it
as
just
the
beginning.
You
know
this
is
part
of
our
you
know.
We
we
have
a
very
strong
communication
component
of
the
commission
and
we'll
continue
to
to
create
opportunities
for
us
to.
D
D
You
know
other
policy
and
practice,
for
example,
strategies.
You
know
we're
doing
a
number
of
rfrs
with
community
members.
D
You
know
one
of
them
has
to
do
with
increasing
we're
doing
a
pilot
around
race,
ethnicity,
language,
demographic
data
collection
and
we
contracted
11
organizations
to
help
us
develop
and
pilot
and
implement
new
ways
to
collect
race
and
ethnicity,
fields
that
are
representative
of
all
the
populations
in
boston
so
and
we're
also
doing
a
community
community
based
translation
pilot
also
to
increase
capacity
of
our
our
ceos
to
do
translation
services
and
is
to
ensure
that
those
voices
you
know
that
we're
not
going
to
a
company
to
do
translations,
but
we
we
have
groups
that
are
culturally
competent
around
doing
that
kind
of
work,
and
also
you
know
it's
like
economic
development
for
for
those
cbo's
as
well.
D
G
You
I
love
that
and
before
my
time
goes
up,
I
have
two
more
questions
that
I
want
to
try
to
get
in.
Okay,
I
think
one
of
your
responses
to
our
questions.
You
mentioned
that
the
the
boston
public
health
commission
is
working
to
form
a
coalition
to
offer
support
behind
an
act
to
reduce
racial
inequities
and
maternal
health
in
particular.
Can
you
please
provide
an
update
on
how
that
work
is
going
and
and
who
is
being
brought
on
to
that
coalition?
G
And
then
one
more
question
is:
how
will
the
new
director
of
youth
and
young
adult
homelessness
initiatives
work
with
local
organizations
who
are
already
plugged
into
the
work
of
providing
services
to
our
area?
Unhoused
youth,
I'm
thinking,
I'm
thinking
particularly
of
bagley
and
the
trans
youth
fund,
and
then
my
last
question
is
what
does
what
does
moving
the
office
of
returning
citizens
do
functionally
to
help
our
formerly
incarcerated
loved
ones?
D
You
know
we
have
a,
we
have
a
maternal
child
health
component
and
under
that
we've
been
doing
work
for
many
years
around
our
led
by
our
health,
healthy
start
initiative
and
a
healthy
baby,
healthy
child
programs,
both
programs-
that
are
you
know
like
20
years
plus,
so
we
have
been
working
with
other
providers
to
continue
to
implement
strategies
to
look
at
you
know,
maternal
child.
Healthy
fairies
are
maturity
around.
D
You
know
maternal
mortality,
so
we
just
passed
the
bill,
we're
getting
ready
to
get
a
group
going,
so
we
can
continue
to
implement.
You
know
some
of
the
strategies
that
that
the
bill
it's
allowing
us
to
to
put
forward.
So
this
is
just
you
know,
ongoing
continuation
to
ongoing
work
that
we
have
and
looking
at
disparities
you
know
and
and
how
to
fill
the
gaps
with
the
right
people
at
the
table.
C
So
briefly,
to
the
other
two
questions
that
you
asked:
counselor,
the
the
youth
and
young
adult
homelessness
position,
isn't
new,
it's
new
formalized
in
the
budget,
but
that's
a
position
that
roxanne
longoria
in
our
office
has
been
in
for
about
a
year
and
a
half.
Now
so,
we've
been
a
partner
with
d
d,
on
the
rise
to
the
challenge,
ending
youth
homelessness
plan
and
have
been
working
on
youth
homelessness,
very
specifically
with
organizations
including
bagley,
including
glass,
including
bridge,
over
troubled
waters.
More
than
words.
C
So
we
have
extensive
relationships
with
these
organizations
and
are
tied
into
them
in
an
overall
plan
that
the
city
created
with
a
variety
of
strategies,
just
truly
addressed
some
of
the
issues
around
youth
homelessness,
specifically
for
lgbt
youth
and
youth
of
color.
So
we
will
continue
that
work,
but
it's
been
formalized,
which
is
why
it
looks
new
in
the
budget
and
then
we
moved
the
office
of
public
safety
this
year.
Again,
it's
more
formalization,
including
the
office
of
returning
citizens,
both
of
that
the
work
of
both
of
those
offices
is
really
a
public.
C
G
And
before
I
get
the
gavel,
I
just
kind
of
want
to
name
that,
as
we
start
thinking
about
covet
and
reopening
and
recovery,
and
all
that
good
stuff
is
that
you
know
the
impact.
The
the
social,
emotional
and
traumatic
impact
of
our
residents
will
need
to
continue
to
be
front
and
center
of
all
things
in
our
boston,
public
schools,
our
city
employees.
G
So
I
think
that
you
all
are
well
positioned
to
really
lean
into
the
trauma,
because
the
impact
I
think
is
going
to
be
lingering,
and
I
also
think
that
the
financial
burden
that
a
lot
of
families
are
facing
now
will
also
lead
to
traumatic
responses
and
support.
So
I
just
kind
of
want
to
just
put
that
on
the
right.
G
I
mean
you
already
are
thinking
about
it,
but
I
just
think
that
I'm
hearing
a
lot
from
folks
who
are
experiencing
a
lot
of
trauma
as
a
result
of
covet,
and
I
think
it's
just
something
for
us
to
just
continue
from
the
forefront.
And
I
do
appreciate
all
of
your
hard
work
and
and
I'm
grateful
for
the
opportunity
to
ask
questions.
And
I
see
the
gamble.
J
Thank
you,
madam
chair,
and
thank
you
for
that
very
long
presentation.
It
was
long
it
was
thorough.
I
appreciate
that
the
only
challenge
is.
I
won't
be
able
to
stick
around
for
three
rounds
of
questions,
but
I
know
you
guys
all
have
incredible,
really
hard
work.
You
got
a
pandemic
public
health
crisis
with
the
opioid
crisis,
public
safety,
crisis
crises
and
then
just
taking
care
of
yourselves
and
your
team.
J
So
thank
you
all
for
the
work
you've
been
doing
during
covid,
of
course,
right
now
in
the
midst
of
covid,
even
with
light
light
at
the
end
of
the
tunnel
appreciate
each
and
every
one
of
you
and
I
will
re-up
this
counselor
box
through
you
as
the
chair.
I
know
I
made
this
request
early
on.
You
know
what
the
budget
asks
were
for
the
departments
and
what
they
actually
got,
and
I'm
always
asking
that
question.
Usually
I
ask
it
to
jen
tracy.
I
remember
at
a
budget
hearing.
J
I
was
like
how
much
money
do
you
need
and
how
much
have
we
given
you?
So
I
want
to
re-up
that
request
for
departments,
because
I
think
it's
important
to
know
what
departments
are
asking
for
and
what
they're
actually
getting
to
be
able
to
respond
to
the
task
at
hand.
J
The
only
questions
I
really
want
is
just
to
talk
about
what's
happening
at
mass
and
cass.
You
know
a
group
of
us,
of
course
we're
just
at
suffolk
county
house
of
correction.
We
are
getting
calls
all
the
time
from
residents.
I'm
sure
you
are
two
emails
I
referred
to
as
mass
and
cast
because
that's
where
it's
on
full
display
recognizing
it's
showing
up
of
course,
of
course,
in
every
part
of
the
city,
downtown
neighborhoods
near
the
td
garden
and
more
concentrated
ways
different
ways,
but
we're
seeing
more
tents
come
up.
J
It's
no
longer
just
a
public
health
crisis.
It
is
also
layered.
There
are
layers
of
a
public
safety
crisis
in
the
area.
Folks,
coming
you
know
at
night,
I've
been
using
different
examples
of
these
are
real
stories
right
of
people
just
showing
up
fancy
cars.
Let
me
get
rid
of
my
supply
in
an
hour
and
then
get
in
my
my
nice
fancy
car
and
drive
off.
So
how
are
we
responding
in
the
immediate?
What
are
the
short-term
solutions?
J
I've
sent
a
letter
and
some
other
ideas
to
the
administration
that
come
from
various
stakeholders
as
a
way
to
engage
us
all,
and
I
did
stress
to
igr
I'd
love
a
follow-up
to
that.
But
what
are
we
doing
in
the
short
term,
the
long
term,
to
respond
where
people
can
see
and
feel
that
response,
and
also
how
we
pushing
the
state
to
do
their
part
too?
Which
of
course,
is
a
major
part
of
this
as
well.
C
So
there's
a
variety
of
members
of
the
team.
Thank
you
for
that
question.
Counselor,
a
variety
members
of
the
team
will
want
to
weigh
in
what
I
can
say
over
overarching
is
that
you
know.
Obviously
the
city
has
been
you
know,
working
the
issues
around
the
substance
use
disorder
crisis
that
we
see
a
crisis
that
almost
every
major
city
in
the
united
states
has
in
one
way
or
another,
and
it's
a
crisis
that
covet
did
exasperate
and
make
worse.
It
did
not
create
it.
C
C
We
continue
that
improv,
focusing
on
getting
folks
access
to
the
treatment,
care
and
support
they
need,
and
you
heard
a
lot
of
that
from
jen
tracy
around
the
public
health
and
all
the
work
that
they've
done
in
recovery
services.
We've
also
been
focused
on
public
safety
and
tackling
the
uptick
in
crime
that
we've
seen
we're
currently
in
a
downturn
where
we've
seen
a
decrease
in
crime
in
that
area,
but
we
saw
an
uptick.
C
We
saw
more
people
coming
in
preying
on
folks
needing
help
and
support,
and
so
that
public
safety
challenge
has
been
a
continued
focus
and
then
the
quality
of
life
piece
that
you
mentioned
related
to
obviously
cleanliness,
tents,
needles.
All
the
things
that
have
been
have
made
it
worse
in
the
neighborhood
itself
that
three
those
three
pieces
continue
to
be
the
three
prong
approach.
That
is
in
the
plan
that
we
released
in
october
of
2019,
and
that
plan
is
literally
in
the
process
right
now
of
sort
of
being
torn
apart.
What's
working,
what
isn't
working?
C
What
are
the
long-term
strategies?
We
need
to
strengthen?
What
are
the
things
that
didn't
happen
that
need
to
happen?
You
know
covet
presented
a
perfect
storm.
If
you
will
it
closed
a
variety
of
services,
it
brought
more
people
from
outside
of
the
neighborhood
into
the
area.
I
would
argue
we
have
double
the
number
of
people
on
the
streets
in
this
immediate
area
that
we
had
at
this
time.
C
There
is
it's
a
complexity
of
issues
down
here
that
many
folks
are
trying
to
work
through
and
trying
to
make
sure
that
we're
actually
moving
things
forward
in
terms
of
both
long
term
strategies
but
short
term
I'll.
Give
you
a
couple
quick
short
term
strategies
that
I'll
that
I
mentioned
to
you.
One
has
been
to
strengthen
our
ongoing
coordination.
C
So
the
coordination
piece
we're
strengthening
that
and
have
lifted
that
up,
even
more
so
to
make
sure
that
we
can
continue
that
ongoing
work.
We've
also
really
worked
with
the
the
police
department
over
the
past
several
weeks
to
really
better
understand
their
strategy
around
trying
to
tackle
drug
dealing
in
the
neighborhood.
C
The
most
and
the
last
strategy
I'll
give
you
in
the
short
term,
is
the
work
not
only
through
our
homeless
bureau,
but
dnd
and
recovery
services
is,
we
know
a
pathway
to
getting
off
the
street
is
not
only
about
care
and
treatment,
but
it's
also
about
short-term
and
supportive
housing
and
so
trying
to
figure
out
how.
Very
specifically,
we
are
looking
at
a
target
list
of
who's
on
the
street
who's
able
and
ready
to
get
housed.
How
do
we
create
that
pathway
for
folks?
C
And
how
do
we
do
what
we
we
need
to
do
to
not
only
get
folks
in
into
those
places
but
to
reduce
the
harm
that
folks
are
experiencing
as
they're
trying
to
get
on
that
pathway?
There's
lots
of
long-term
pieces
related
to
that,
but
the
short
term,
the
short
term
work.
That's
happening
is
really
intended
to
try
to
reduce
some
of
the
immediate
issues
that
people
are
experiencing.
J
I
wanted
to
make
sure
that
I
was
very
much
intently
listening,
but
I'm
going
to
stress
this
chief
martinez
and
I
I
know
everyone
is
working
hard
when
I
was
working
with
a
whole
host
of
folks
calling
ferry
companies
putting
in
the
work
to
figure
out
how
we
could
have
short-term
solutions.
That
would
have
a
greater
impact
that
people
could
see
and
feel
because,
right
now
what
people
are
seeing
and
feeling
is
that
the
situation
is
getting
worse,
not
better.
We
hear
that
from
residents
we
heard
it
from
sheriff
tompkins
business
community.
J
A
whole
host
of
folks
are
saying
it's
not
getting
better.
It
is
getting
worse
and
there's
much
fear
around
as
the
summer
weather
gets
better
and
we
enter
the
summer
months
that
it's
only
going
to
get
worse
and
that
the
public
safety
component
of
people
getting
stabbed
and
killed
will
also
get
worse.
J
J
I
know
you're
owning
a
whole
bunch
of
things,
everybody's
owning
a
whole
bunch
of
things,
someone
whose
job
it
is
just
to
focus
on
this,
to
coordinate
not
just
the
departments
internally,
but
all
the
external
stakeholders
who
want
to
play
a
role
members
of
the
task
force,
councilor
flynn.
I
see
your
faces
right
here,
he's
on
the
task
force
as
well.
J
How
do
we
coordinate
everyone
to
be
a
part
of
this?
How
do
we
coordinate
the
same
players?
That's
another
thing
too.
We
have
different
folks
showing
up,
and
so
there
are
great
ideas
on
the
table
and
I
know
I'm
pushing
for
a
meeting
with
residents
stakeholders
in
in
the
in
the
acting
mayor
as
well
on
these
things.
But
I
can't
stress
enough
that
when
we
go
back
not
just
me
my
team
to
engage
with
folks
about
mass
and
cass,
no
one
is
saying
that
it
is
getting
better.
J
Everyone
is
saying
it
is
getting
worse
and
it's
painful,
because
we
want
to
be
able
to
respond
in
such
a
way
that
not
only
hears
that
acknowledges
it,
but
then
of
course
improves
it.
So
I
I
do
think,
there's
some
ideas
that
we
could
be
implementing.
I
see
the
gavel
waving.
I
hear
you
counselor
bot,
but
I
can't
stress
this
enough.
This
is
the
issue
that
keeps
me
up,
trying
to
figure
out
how
to
do
better.
J
I
know
it
keeps
up
everyone
on
this
zoom,
but
I
do
think
we
need
someone
to
own
this
issue
that
responder
unit
idea.
J
I
think
it
could
just
be
better
frankly
than
what
we
currently
have
so
continuing
to
want
to
work
in
partnership
with
you,
the
administration
and
everyone
on
this
zoom
and
everybody
else
in
terms
of
response,
but
it
is,
it
is.
These
are
the
emails
and
painful
calls
that
I
know
we're
all
getting,
but
just
want
greater
action
on
some
of
the
the
ideas
that
are
being
proposed.
C
So
con
so
counselor,
I
know
that
you're
you're
ready
to
move
on
closer
about,
but
if
I
could
just
very
briefly
concert
campbell
went
over
a
bunch
of
stuff
there
that
I
think
would
be
helpful.
The
only
the
only
briefing
I'd
like
to
mention
counselor
is
that
I
know
you
mentioned
this.
I
know
you
know
this,
but
pretty
much.
C
Everyone
on
this
call
has
been
dealing
with
this
issue
for
years
right
actively
in
their
role
actively
in
their
work,
to
try
to
figure
out
how
those
solutions
that,
for
some
some
of
those
solutions
now
seem
new
to
folks
but
they're,
not
new.
Many
of
the
solutions
that
people
are
throwing
out
are
sort
of.
You
know
combinations
of
things
that
we
are
already
doing.
I
think
what
I
want
to
make
sure
people
hear
the
public
is
that
the
city,
the
administration.
C
We
absolutely
agree
that
things
have
gotten
worse.
We
absolutely
agree
that
there
is
more
tension
that
is
needed,
but
I
think
the
pushback
is
that
the
folks
on
the
city
are
working
in
a
coordinated
intentional
way
to
try.
J
And
so
I
some
of
the
ideas
I
think,
are
new
in
that
they
bring
together
what
has
been
operating
in
silos
at
times
in
a
more
coordinated
way.
I've
talked
to
task
force
members
other
folks
in
sitting
departments,
external
who
say
yeah.
We
need
to
do
better
and
on
the
the
someone
just
owning
this
issue,
I'm
going
to
keep
stressing
that,
because
everyone
on
the
zoom
is
owning
a
lot
of
issues,
who's
owning
math
and
casts
and,
as
I
see
more
tense
and
other
things
develop.
J
That
is,
I
think,
one
idea
that
is
critical,
given
all
that
you
guys
have
going
on.
J
So
I
I
want
to
be
respectful
of
my
tone,
but
also
just
stress
the
fact
that
I
do
think
there
are
some
new
ideas
that
are
coming
out
of
new
conversations
on
what's
working,
what
isn't-
and
that
was
my
goal
not
to
just
throw
out
some
random
stuff,
but
to
really
try
to
connect
with
folks
in
a
meaningful,
thoughtful
way
to
put
forth
ideas
that
might
make
a
difference
and
so
wanting
to
try
to
push
for
implementation
of
those
along
with,
of
course,
hearing
from
the
administration.
J
K
Thank
you,
council
bark,
and
thank
you
to
the
health
professionals
in
the
city
of
boston
that
are
on
this
call
for
the
work
that
you've
done
over
the
last
several
years,
especially
over
the
last
year.
During
this
pandemic.
I
wanted
to
make
two.
I
have
two
questions
in
in
one
point.
First
of
all,
I'll
go
right
to
chief
huli
chief,
fully
one
of
my
priorities.
As
you
know,
we've
talked
about
this
many
times.
I
I
because
of
the
population
growth
in
the
south,
boston
waterfront.
K
We
desperately
need
a
ambulance,
ambulance,
ems
presence
in
the
south,
boston,
waterfront
or
fort
point.
Neighborhood.
I've
talked
to
the
mayor's
office
about
this.
Just
wanted
to
ask
for
your
support
for
an
ems
presence
in
the
south
boston,
waterfront.
E
Yes,
council
fund,
thank
you
and
thank
you
for
that
and
for
your
support
and,
of
course
we
support
that
we've
and
happy
to
say
that
you
know
there
is
still
a
couple
of
years
ago,
the
city
you
approved
in
the
capital
budget.
I
think
this
375
dollars
in
there
for
for
sighting
and
design,
which
is,
is
the
important
first
steps:
bpda
property
management,
city,
they're,
looking
at
different
partners
down
there,
they
did
seriously
consider
a
small
apostle
on
dry
dog
gav.
Last
year.
E
They
looked
at
it
a
few
different
ways:
they
looked
at
building
up
whatever
and
they
in
the
end
they
determined
that
it
was
just
too
small
for
even
a
even
a
single
bay,
let
alone
like
a
a
two
bay.
I
I
know
they
were
exploring
some
other
obsidion
property
down
there.
E
So
I
know
it's
still
very
much
on
the
table
and
I'm
encouraged
with
that
that
it
has
that
that
it's,
it
hasn't
fallen
off,
so
that
that's
all
I
can
really
say
for
right
now,
but
but
they
they
very
much
tell
me
that
they
are
still
active
and
committed
to
that.
K
Thank
you
chief,
and
thank
you
for
your
exceptional
leadership
in
this
city.
We
appreciate
it
you've
been
very
responsive
and
dedicated
to
the
residents
of
the
city.
I
have
one
comment
and
then
I'll
go
to
a
quick
question.
I
worked
closely
with
chief
martinez,
chief
martinez
and
myself.
We
had
we
organized
the
first
covet
19
meeting.
Maybe
in
the
country
we
had
it
at
the
josiah
quincy
school.
We
talked
about
obviously
covert
19,
but
we
also
talked
about
anti-asian
racism
and
bullying,
intimidation,
so
chief
as
as
we
go
forward.
K
First
of
all,
I
want
to
say
thank
you
for
your
leadership.
Chief
martinez
certainly
covet
19
hit
the
communities
of
color
very
hard,
including
including
the
asian
community.
What
and
we
defined
racism
as
a
public
health
challenge,
issue
emergency.
What
are
our
steps
in
terms
of
working
closely
with
the
asian
community
going
forward
on
public
health
issues?
And
again
I
I've
worked
with
you
very
closely
on
these
issues,
the
last
three
years.
So
thank
you.
Chief.
C
So
before,
thank
you,
councilman
flanders,
before
I
ask
either
rita-
or
I
I
also
see
margaret
on
here,
because
the
commission's
been
doing
some
real
specific
work
to
engage
diverse
communities,
especially
specifically
also
the
asian
community,
around
the
vaccine,
etc.
But
I
think
it's
been
important.
I
mean
you
know
no
question
from
the
very
initial
days
of
of
the
of
of
the
device
of
covet,
impacting
our
communities
to
the
challenges
we've
seen.
C
What
we've
really
tried
to
do
is
make
sure
we
don't
lose
sight
of
not
only
the
disproportionate
impact,
that's
been
in
certain
communities,
but
also
when
we
saw
the
impact
of
anti-asian
hate
crimes.
That
also
rose
up
that
I
know
you.
You
played
a
key
role
in
and
that's
been
a
central
part
of
a
conversation
we've
had
with
our
health
and
equities
task
force.
That
task
force
has
brought
in
a
variety
of
perspectives.
We
have
obviously
some
strong.
C
You
know
asia
asian
leaders
in
the
task
force
from
the
community
who
have
played
an
important
role.
Karen
chen
suzanne
lee
dr
wannabe
from
miss
boston
and
others.
Who've
really
pressed
the
city
and
pressed
the
task
force
to
do
a
variety
of
things
and
currently
and
continue
to
engage
not
only
in
testing
and
vaccine
and
all
the
public
health
strategies,
but
also
the
engagement
of
the
asian
community,
whether
it's
in
chinatown
or
in
dorchester
or
in
austin
brighton
in
different
neighborhoods,
and
so
the
city
is
going
to
continue
to
do
that
work.
C
We
welcome
you,
know
your
involvement,
as
you
continue
to
be
a
leader
to
press
that
that
case
and
we
want
to
continue
to
be
responsive
to
it.
So
that's
what
we're
going
to
do
in
partnership
with
the
task
force.
But
again
we
have
a
certain
current
efforts
in
way
to
try
to
make
sure
that
we
can
raise
awareness
around
the
vaccine,
raise
awareness
around
still
the
risks
of
kovid.
C
D
I
think
the
the
work
we've
done
around
vaccine
education
in
access
has
given
us
the
opportunity
to
expand
the
work
we're
doing
with
all
you
know,
different
groups
in
in
the
city,
but
particularly
in
our
asian
community,
and
some
of,
as
you
mentioned,
we
did
the
first
meeting
in
in
the
city
around
this
issue
and
after
that,
we've
done
others
that
we've
been
able
to
participate,
and
I
think
we
need
to
continue
to
do
more
of
that,
as
we
continue
to
promote
vaccine
access
and
as
we
continue
to
to
increase
awareness
that
you
know
covet
is
not
over
and
that
people
need
to
know
how
to
continue
to
access,
testing
and
and
services
and
and
also
how
to
access
other
services
around
housing
jobs.
D
You
know
healthcare
and
all
that
stuff.
So
I
think
you
know
we.
We
have
a
good
connection
with
different
groups
that
serve
the
asian
community.
You
need
to
continue
to
to
expand
on
that
and
strengthen
those
relationships.
Margaret,
I
don't
know
if
you
want
to
to
add
anything.
Margaret
reed,
our
interim
chief
of
staff,
is
on
on
the
zoom
as
well.
L
Good
afternoon,
thank
you
I'll
just
take
one
second
and
thank
you
counselor
flynn.
For
that
question.
I
think
one
of
the
things
we've
really
been
excited
about
rita
had
mentioned
the
requests
for
information
earlier,
and
one
of
the
things
that
came
through
from
community
residents
loud
and
clear
was
better
data,
stratified
data
and
certainly
that's
something
I
believe,
you've
been
working
on
with
chinatown
organizations.
L
So
we
have
been
doing
presentations
using
community
representatives
who
are
volunteers
in
supporting
them.
We've
been
in
doing
this
with
moya.
We
did
one
just
this
week
in
vietnamese
and
between
facebook
and
zoom
participation,
there's
already
been
well
more
than
200
people.
I
believe
that
are
we're
either
participating
or
able
to
view
with
moya.
We
were
able
to
do
a
similar
one
in
cantonese
and
mandarin.
So
this
is
you
know.
This
is
a
model
that
should
become
a
post-pandemic
model.
It
should
stick
with
us
right,
so
those
are
just
some.
L
Some
examples
of
you
know
work
that
I
feel
like
we're.
You
know
really
exciting
work
that
we're
able
to
do.
K
Thank
you.
Thank
you
margaret
and
thank
you
rita
and
I
see
jerry
there.
I
see
I
hate
grace.
I
see
jen
tracy
as
well.
I
guess
my
final,
I
don't
have
a
question
or
a
comment,
but
let
me
a
question.
I
guess
you
can
answer
it.
Maybe
you're
offline
chief
martinez
over
over
the
last
year
I've
been
meeting
with
experts
on
medical
professionals
on
hiv
and
aids.
K
I've
talked
to
professionals
at
east
boston,
health
center,
the
south
end
community
health
center
fenway
community
health
center
just
want
to
continue
to
work
with
with
your
office
on
you
know:
services,
programs,
medical
care,
outreach
for
persons
living
with
hiv
and
aids,
and
I'm
going
to
take
a
look
at
the
budget
again
to
see
what's
in
there,
what
type
of
programs
there
are
in
there,
but
that's
a
critical
issue
going
forward
and
it's
probably
not
to
put
any
blame
on
anybody,
but
I
think
the
cases
as
we
mentioned
are
on
the
rise
in
in
in
the
city
and
the
county
as
well,
but
it's
a
critical
issue
and
critical
public
health
and
just
want
to
see
if
we
can
continue
working
on
that
issue.
C
K
B
Edwards,
thank
you
very
much.
I'm
going
to
echo
everyone
else's
thanks
to
every
single
one
of
you,
chief
martinez,
chief
cooley,
jennifer,
jerry,
rita
margaret
grace.
Am
I
missing
someone
who
testified?
I
I
have
to
thank
you
each
individually.
I
have
seen
your
work
on
a
daily
basis
throughout
my
district.
I
want
to
you
know,
chief
martinez,
you
and
I
we
had
a.
I
thought
it
was
an
excellent
conversation
when
we
were
discussing
the
vaccine
equity
ordinance.
B
When
you
gave
the
statistics,
I
think
it
was
rita
who
gave
the
statistics
on
the
covid
vaccination
rate
in
boston,
I'm
so
encouraged
by
the
work
that
you
have
done,
and
I
I've
personally
gone
out
to
the
vaccination
clinics
in
east
boston
to
hear
the
hear
them
about
the
music
to
hear
the
aggressive
outreach
and
it
made
me
emotional.
I
was
so
happy.
B
I
was
so
happy
because
east
boston
had
been
on
the
other
end.
As
you
know,
with
this
crisis
anyway,
we
have
been
through
a
lot,
as
you
know,
our
sisters,
our
brothers
and
sisters
in
chelsea
right
next
to
us
too,
you
know,
there's
we
have
a
shared
community,
I
feel
in
history
and
and
ethnicity,
and
so
to
see
what
those
clinics
are
doing
to
pop
up
clinics
that
create
that
kind
of
creativity
and
meeting
people
where
they
are
like
right,
boom
right
by
marshall's
in
east
boston.
B
B
I
wanted
to
talk
a
little
bit
about
the
office
of
recovery
services
and
and
and
honestly
ask
do
you
have
the
resources
that
you
need.
We
know
overdose
overdoses
went
up
during
this
pandemic
due
to
isolation
due
to
factors
that
we
could
not
control,
but
that
add
to
the
I
don't
know
anxiety
the
mental
health
issues
of
people
who
are
in
a
very
precarious
position,
those
who
are
in
early
recovery
right
who
are
trying
to
get
better
and
and
do
you
feel
that
the
you
know,
with
the
amount
of
increase
in
overdoses?
B
Did
your
budget
increase
too
to
help
to
meet
that
and
and
to
meet
that
need?
I
I
mean
I
asked
that
because
you're
probably
going
to
say,
there's
no
budget
increase,
that's
ever
going
to
be
able
to
absolutely
meet
that
need,
but
I
I
just
want
to
know
if
you
have
those
resources,
I'm
just
going
to
rattle
off
my
questions,
counselor
box,
so
that
I
understand
everyone's
been
on
here
for
like
three
hours,
so
office
of
recovery
services
budget
need
meeting
the
excuse
me
the
overdose
increases.
B
I
really
don't
have
any
questions
for
the
vaccination.
I
I
just
wanted
to
compliment
you
also
let
you
know
about
in
charlestown
tufts
center
in
the
north
end
and
mgh
in
charlestown.
Again,
thank
you
and
then,
with
chief
hooley,
just
talk
to
you
a
little
bit
about
the
diversity
and
recruits.
I
know
thank
you
so
much
for
the
the
acknowledgement
of
the
moment
that
we're
in
and
the
call
to
reckoning.
I
think
you
called
it
when
you
spoke.
B
F
Thank
you
counselor,
so
I
will
take
the
first
question
around
resources.
I
will
say
our
city
of
boston
budget
has
increased
233
since
the
office
opened,
and
at
this
point
in
time,
as
you
know,
I
mentioned
we're
opening
it.
F
The
engagement
center
is
opening
in
the
fall,
we'll
be
moving
into
that
our
efforts
are
going
to
be
very
focused,
we're
coming
off
of
covid
and,
at
the
same
time
the
federal
federal
and
state
dollars
happen
to
be
coming
in
a
different
way
than
they
had
in
the
past,
and
so
we're
really
looking
to
those
resources
less
to
fulfill
some
of
the
gaps
and
sort
of
create
these
new
partnerships
that
we
worked
last
year
so
hard
on
with
our
state
partners
and
state-funded
agencies
to
try
to
coordinate
the
efforts
more
so
that
you
know
I
would
say
our
focus
is
on
those
dollars
that
are
coming
down.
F
We
have
opioid
litigation
settlement
dollars
that
will
be
coming
down
in
in
the
next
year
as
well
as
federal
and
and
state
dollars.
B
B
E
Thank
you
afternoon,
council,
edwards
good
to
see
you
yeah.
As
far
as
trying
to
develop
the
pipeline,
trying
to
keep
it
going
we've
you
know
a
couple
of
years
ago.
We
give
an
exam
and
have
300
people
come
in
to
take
the
exam
people
already
certified
as
emts
looking
to
work
here.
E
That
has
certainly
decreased
over
recent
years
for
what
you
know,
whatever
reason,
but
but
I'm
hearing
that
in
different
parts
of
the
state
as
well,
even
people
who
are
looking
to
work
for
privates
who
are
we're
competing
for
personnel.
However,
they're
here
they're
in
they're
in
boston,
we
have
residents,
we
have
young
people
from
our
communities.
We
have
people
from
we've.
E
Some
of
the
success
that
we've
had
the
last
couple
of
years
is:
we've
been
able
to
recruit
people
who
are
native
cape
verdean
speakers
native
cave.
You
know
raised
at
home
speaking
haitian
creole.
Certainly
people
who
speak
spanish,
either
from
central
america
or
puerto
rico
and
in
one
of
our
hopes,
is
one
that's
going
to
inspire
other
people
who
look
like
them,
who
grew
up
in
similar
neighborhoods
to
want
to
do
the
same
thing.
So
one
we're
trying
to
to
do
that.
E
The
again
city
academy,
the
office
of
workforce
development,
has
been
helpful
for
us
to
help
to
encourage
that
right
now,
they're
recruiting
people
for
the
next
program,
which
were
scheduled
to
start
a
next
emt
class
in
in
august,
and
even
just
some
help
getting
the
word
out
on
on
that
would
would
be
good,
would
would
be,
would
be
helpful.
We've
that's
so
that
may.
E
What
that
means
people
we
have
somali
speakers
in
our
class
right
now,
we've
second
one,
and
so
that's
all
helpful.
E
B
E
Yes,
certainly
so
the
one
was
with
the
office
with
city
academy
office,
workforce
development,
where
we
have
classes
coming
up
and
we're
trying
to
reach
out
specifically
to
the
boston
people
who
qualify
for
this
and
it
it's
a.
You
know
a
lot
of
is
online,
but
we
we
we
can
push
that
out
to
to
wally
it's
on
the
city's
up.
E
It's
on
the
city
website,
right
now,
owd
office
of
workforce
development,
city
academy
and
there's
a
page
in
there
for
ems
we
can
not,
but
in
that
we
can
certainly
circulate
it.
There
I
mean
we're
gonna.
Have
we
have
to
get
back
to
you
all
with
information
after
this
anyway,
but
I
can
make
it
a
priority
to
get
this
to
you
in
advance.
We
would
appreciate
that
that
helped
with
that.
The
second
thing
is
we're
trying
to
get
that
interest
in
even
younger
people
before
they
even
hit
that
age.
E
Some
of
the
folks
from
mara
and
infinity
group
were
talking
about
trying
to
partner
with
madison
park,
high
school,
trying
to
partner
with
other
schools
or
trying
to
work
with
bunk
hill
community
college
to
places
that
run
emt
classes.
We
can
go
in
and
just
try
to
try
to
start
recruiting
from
the
before
they
even
get
to
that
stage,
because
the
people
who
come
in
and
take
our
class
here
for
us.
We
get
to
see
them
for
about
six
months
before
and
we
can
really
really
that
helps
to
facilitate
that.
E
But
in
the
short
run,
that's
probably
the
best
pipe
most
direct
pipeline
for
us.
B
Thank
you,
that's
it
for
me,
like
I
said,
I'm
just
really
proud
of
the
work
you
guys
are
doing.
Thank
you.
Thank
you.
A
Thank
you
so
much
councillor,
edwards
next
steps,
counselor
flaherty
and
then
counselor
sophie
george
councillor
flaherty.
Thank.
M
You,
madam
chair,
obviously
thanks
for
the
time
and
talents
of
all
our
public
health
officials
really
want
to
give
a
special
mention
to
chief
martinez,
particularly
throughout
the
entire
pandemic,
how
accessible
he
and
his
staff
and
team
have
been.
As
you
recall,
madam
chair
and
my
colleagues,
obviously
we
got
we're
getting
daily
briefings
and
it
was
a
true
partnership
with
chief
martinez,
obviously
former
mayor
walsh
and
his
team
to
get
us
through
this
pandemic.
M
But
I
can't
say
enough
about
his
dedication
and
time
and
attention
to
the
pandemic,
can't
even
imagine
what
his
days
were
like
clearly
hasn't
had
a
vacation
in
a
long
time.
So,
hopefully,
not
chief
martinez
will
be
able
to
get
some
opportunity
to
decompress
and
and
and
take
some
time
for
for
your
own
sanity.
But
nonetheless
I
just
want
to
say
thank
you
and
my
staff
wants
to
say
thank
you
for
the
great
work
that
you
have
done
along
with
your
team.
M
Obviously
you
had
a
great
supporting
cast
and,
and
many
of
whom
were
on
this
call,
so
I
just
want
to
mention
that
from
the
get-go
quickly.
If
I
just
want
to
get
an
update
on
the
child,
adolescent
and
family
health
bureau
division
of
violence
prevention,
are
there
any
plans
to
hire
any
additional
staff
in
this
department
to
build
capacity
as
it
pertains
to
our
neighborhood
trauma
teams?
M
And
you
know
I
imagine-
it's
been
extremely
challenging
to
identify
instances
of
child
abuse
into
a
mistreatment
due
to
coca-19
pandemic
and
particularly
with
the
stay-at-home
orders
and
I'm
concerned
about.
You
know
those
cases
and
the
fact
that
we
haven't
been
able
to
identify
them
due
to
sort
of
less
time
with
mandated
reporters.
M
So
I
want
to
make
sure
we're
paying
attention
to
detail
on
that
one
as
well
as
reaching
out
to
the
different
non-profits,
whether
it's
our
local
community,
health,
centers
and
or
some
of
our
schools
with
respect
to
those
that
have
seen
those
situations
and
or
our
account
are
encountering
them
now,
as
we
start
to
reopen.
M
Given
the
pandemic,
that's
obviously
been
put
on
the
back
burner
because
there
hasn't
really
been
any
traffic
starting
to
see
some
traffic
now
as
we're
reopening,
but
we
were
dealing
with
some
response
times,
issues
with
respect
to
you
know,
ems
being
able
to
get
to
the
911
calls
and
the
victims
in
a
prompt
appropriate
time-
and
I
know
we
were
dealing
with
that
and
of
course,
the
pandemic
hit
so
that
gets
put
on
the
back
burner
as
we
start
to
reopen
and
as
we
start
to
get
more
traffic
again
and
as
things
start
to
get
back
to
normal,
that
clearly
will
then
sort
of
rise
to
the
forefront
again.
M
So
what
if
any
steps
have
been
taken
throughout
the
pandemic,
or
even
now,
to
address
the
ems
response
times
and
whether
or
not
we're
strategically
putting
on
additional
buses
and
or
where
we're
housing
them
and
I'll
concur
with
council
flynn,
as
the
south
boston
waterfront
continues
to
to
to
flourish
down
there
and
more
buildings
are
coming
more
residents
more
companies,
more
employees.
M
We
obviously
want
to
make
sure
that
we're
not
taxing,
you
know
other
supporting
units
as
well
and
then
to
two
folks,
obviously
jen
tracy,
obviously,
director
of
mayor's
office
of
recovery
services
and
for
the
work
that
is
being
done
over
at
mass
and
cast
I'd
like
to
get
an
idea,
or
at
least
a
snapshot
of.
What's
you
know,
based
on
the
latest
census,
how
many
folks
are
over
there
on
a
daily
basis?
Two:
where
are
they
from
three?
M
Are
we
reaching
out
to
their
respective
communities
to
to
their
mayors
and
to
their
city
councillors
in
an
effort
to
help
us?
This
is
a
regional
problem
that
you
know
deserves
a
regional
response
and
it
can't
continue
to
just
fall
in
boston.
I
I
would
argue
that
probably
two-thirds
of
those
individuals
are
not
even
from
boston
and
then,
lastly,
who
is
actually
getting
recovery
over
there,
because
it
doesn't
look
like
there's
a
lot
of
recovery
happening.
M
Clearly,
there's
lots
of
services
over
there,
but
as
to
those
that
you
know,
are
continuing
to
sort
of
congregate
at
nasa
gas.
I'm
not
quite
sure
what
our
success
rate
is
and
whether
or
not
that's
even
working.
M
Maybe
an
idea
is
to
decentralize
the
services,
call
upon
some
of
our
suburban
counterparts
to
step
up
and
sort
of
take
some
of
their
their
children,
their
residents
and
provide
treatment
and
recovery
and
and
more
beds
in
their
respective
communities
to
help
us
with
the
situation
until
they
get
called
out
for
their
lack
of
attention
to
this
issue.
We're
going
to
continue
to
sort
of
just
chase
that
tail.
So
I'm
frustrated
like
everyone
else.
M
I
know
that
you
obviously
and
your
team
are
doing
great
work
and
will
continue
to
do
so
under
the
leadership
of
chief
martinez
and
his
team.
But
the
time
has
come.
I
think,
to
start
to
do
an
honest
assessment
test,
how
many
people
are
there
where
are
they
from
and
actually
who
is
actually
getting
recovery?
And
or
is
it
just
turning
into
something
else?
And
and
if
that's
the
case,
then
let's
talk
about
decentralizing
and
breaking
it
up,
so
that
we
can
actually
get
to
the
core
of
getting
people
healthy
again.
M
So
that's
it
in
the
snapshot.
Madam
chair,
I
appreciate
everyone's
attention
to
detail:
I'll,
listen
carefully
for
the
responses
from
chief
martinez
and
from
chief
hooley
and
from
jen
tracy.
Thank
you,
everyone
for
your
time
and
attention
and
for
the
great
work
that
you
guys
continue
to
do
on
behalf
of
our
city.
C
D
Sure
so
quickly,
thank
you
for
your
questions.
Council
claddy.
We,
our
overall
caf
bureau,
received
one
million
dollars
last
summer
to
allow
us
to
increase
our
capacity
to
do
the
trauma,
work
and
violence
prevention
work.
We
do
so
the
money
the
way
it's
being
distributed
and
what
it
allows
us
to
do
was
to
increase
the
contracts
for
all
of
our
community
partners
and
neighborhood
trauma
teams.
So
they
can
increase
their
capacity
to
do
additional
work,
and
then
we
also
got
money
to
add
one
additional
neighborhood
trauma
team.
D
An
rfp
was
put
out
about
two
months
ago
and
we're
in
the
process
of
wrapping
up
the
process
and
issuing
a
new
contract.
So
we'll
end
up
having
an
additional
team
that
will
help
us.
You
know,
continue
to
respond
in
different
areas
of
the
city,
so
we
we've
been
able
to
increase
our
capacity
right
on
time
for,
for
the
summer
months,.
E
Okay,
quick
noon:
council
flaherty.
Thank
you.
We,
as
I
mentioned
before,
yeah
you
were
right
back
well
in
the
early
days
called
the
traffic
was
non-existent
right,
but
for
the
last
sorry
you
know
several
months
we've
been
starting
to
see
it
pick
up,
and
it's
almost
back
to
normal.
We
in
and
also
with
more
openings
and
hours
getting
later
for
businesses.
We
do
expect
the
number
of
calls
to
go
up
again.
E
E
We
did
increase
that
pretty
much
on
a
regular
basis
by
by
two
to
increase
that
up
to
up
to
28
and
then
obviously,
if
we
have
special
events,
special
weather
conditions,
storms
or
anything
else,
we
also
attempt
to
to
even
fill
beyond
that
and
and
and
that's
typically
on
days
and
evenings,
but
we'll
also
try
to
augment
by
staffing
additional
ambulances
on
the
overnight.
You
know,
looking
at
the
data
looking
at
what
we're
seeing
for
a
rep
call
volume
know.
C
E
Can
predict
them
on
a
hot
day
that
call
vine
is
going
to
go
up
as
well
too.
We
are
pretty
much
reliant
on.
E
Overtime
plug
that
because,
where
our
our
minimums
are
are
pretty
high
so
to
to
be
able
to
you
know
to
mandate
key
people,
but
but
we
do
attempt
and
will
continue
to
attempt
to
staff
extraneous
as
as
call
volume
demand.
So
we
do
watch
how
how
we
do
per
shift
on
that.
Try
to
tell
him.
F
So,
thank
you,
council
flaherty.
I
understand
the
frustration
of
what
people
see
down
in
the
masscast
neighborhood
for
sure,
and
it
is
hard
to
see
when
people
do
get
into
recovery.
We
work.
You
know
every
day
with
our
treatment
providers
across
the
state
in
sort
of
managing
the
care
of
hundreds.
F
You
know
up
to
hundreds
of
people
down
there
every
day,
so
people
do
get
into
recovery,
but
obviously
not
enough.
I
think
it.
The
challenges
of
people's
you
know,
trauma
histories
and
the
challenges
down
in
the
neighborhood
really
take
a
coordinated
effort
with
multiple.
F
You
know,
multiple
departments
and
and
programs,
and
we've
worked
really
hard
in
the
past
year
to
to
focus
on
treatment,
but
also
housing.
I
think
you
know
from
my
slides
you'll
see:
we've
really
increased
our
efforts
around
housing
first
and
have
found
that
that
is,
you
know,
a
huge
incentive
for
folks,
so
coupling
housing
first
with
medication
for
opiate
use
disorder
and
then
getting
people
stabilized
enough
to
think
about.
The
next
step
has
been
really
has
been
successful.
F
E
F
There
are
a
lot
of
folks
from
a
lot
of
different
places.
We
have
our
core
chronic
mass
gas
folks
and
we
also
have
a
lot
of
transitional
people.
As
you
know-
and
I
think
you
know
that's-
what
gets
complicated
is
sort
of
the
influx
of
people,
particularly
during
this
past
year,
because
of
the
shutdown
and
because
of
the
changes
in
and
everything.
F
We
provide
our
our
expertise
and
and
provide
technical
assistance
to
some
of
the
smaller
cities
and
towns
and
on
how
to
kind
of
replicate
some
of
what
we're
doing
you
know,
perhaps
on
a
little
bit
of
a
smaller
scale,
but
in
their
community.
So,
yes,
those
are
ongoing
efforts.
So
thank
you.
Thank
you
for
those
questions
and
your
support.
M
A
Great.
Thank
you
so
much
counselor
flaherty
counselor
savvy
george.
N
Oh,
thank
you
very
much,
madam
chair,
and
I
apologize
for
not
being
on
camera.
I'm
not
in
a
sort
of
a
great
spot
to
do
that,
and
I
appreciate
everyone
who's
here
today
and
the
length
of
presentation
and
discussion
on
some
of
the
most
important
topics
that
we're
dealing
with
as
a
city.
I
know
that
earlier
in
the
hearing
colleague
asked
I
forget
who
about
the
new
pilot
program
that
chief
martinez
referenced
earlier
today.
So
I
await
the
the
presentation
on
that
hopefully
very
soon.
N
N
I
think
that
they
need
a
real
investment
and
we
need
to
make
sure
that
they
are
properly
utilized
both
to
respond
to
the
challenges
at
mass
and
cass
and
respond
to
the
needs
of
some
of
our
unsheltered
residents
at
mass
and
cass.
So
you
know:
can
we
talk
a
little
bit
about
the
investment
in
squad
80?
Can
we
make
sure
that
they're
actively
engaged,
certainly
in
the
work
around
mass
and
cast
this
new
pilot
program
that
we
should
expect
some
information
on?
N
Can
we
explore
non-emergency
room
transport
when
it
comes
to
squad
80,
and
can
we
make
sure
that
squad
80
in
particular
has
an
opportunity
to
really
respond
to
the
needs
of
the
community
that
they
serve?
You
know,
especially
when
we
one
of
the
topics
that
had
come
up
is
if
their
hours
of
service
don't
necessarily
match
the
hours
that
our
shelters
start
to
push
people
out
in
the
morning
for
a
lack
of
a
better
term
so
squad
80
is
what
I'd
love
to
hear
about.
C
So
I'll
let
chief
hooley
talk
more
in
depth.
I
will
say
counselor,
you
know
when
we
look
at
that
pilot.
You
know.
Obviously,
ems
plays
such
a
critical
role
in
getting
people
the
medical
care
that
they
need,
including
squad
80.
Right
I
mean
squad.
80
was
created
to
sort
of
address
many
of
those
issues
that
I
know
you
know
as
involved
as
you've
been
so
you
know,
we
are
making
sure
that
ems
is
central
to
the
response
conversation
which
includes
squad
80
and
the
work
they're
doing
I'll.
C
Let
chief
rule
talk
in
more
detail
about
squad,
80
and
kind
of
where
things
are
at,
but
I
know
you
know
how
important
they
are
to
the
the
overall
process,
so
chief
additional
pieces,
you
wanted
to
add
related
to
squad
80.
E
Sure
thank
you
and
good
afternoon,
council
yeah.
When
I
mean
a
couple
of
years
ago
when,
when
you
started
that
squad
80
you,
it
was
principally
to
help
free
up.
Ambulances
from
that
were,
might
otherwise
be
signed
up
to
make
them
more
available
for
other
priority.
One
calls
and
that
could
have
been
anything.
E
It
could
be
like
assisting
somebody
with
a
homeless
issue,
but
it
could
be
assisting
somebody
with
a
broken
down
electric
wheelchair
or
something
else
to
try
to
to
free
up
an
ambulance
from
from
from
a
non-transport
situation,
it
certainly
has
been
evolving
around
a
bit
more
because
of
what
we
are
experiencing
in
the
again
as
council
camp
was
saying.
It's
a
mass
cast
is
is
almost
a
catch-all
phrase
now
because
that's
expanded
so
much
more
right
now
and
what
the
future
role
could
be.
E
For
you
know
another,
perhaps
another
non-transport
unit
to
to
to
assist
to
help
more
with
the
some
of
the
psychiatric
type
calls
as
well.
I
mean
squad
right
now
they
do
a
lot
of
the
leave
behind,
not
care.
They
do
a
do
a
lot
of
things
they
do
that.
E
A
lot
of
their
focus
right
now
is
with
people
having
overdoses
or
some
crisis
in
the
area
here
now
trying
to
hook
them
up
to
services,
get
them
point
them
in
the
direction
where
they're
coming
over
to
to
a-hope
or
paths
trying
to
connect
them
with
other
counselors
working
with
the
bpd
street
outreach
unit.
E
Again,
we
are
looking
at
something
like
that
in
the
in
this
work
group,
that's
been
going
on
weekly
on
these
tuesday
meetings
to
see
this
way
to
expand
it,
and,
and
obviously
who
would
you
know
all
likelihood
have
to
add
to
it
to
be
able
to
even
to
try
to
pilot
something
there
because
there's
enough
work
for,
for
you
know,
saying,
there's
enough
work
for
squad
80s.
It
is
right
now
with
everything
that's
going
on
we've
before
it's
it's
it's
role.
E
E
So
as
we
look
into
trying
to
do,
maybe
some
more
work,
maybe
with
best
or
with
clinicians
or
in
addition
to
that,
but
we,
I
hope,
be
able
to
hopefully
within
a
couple
weeks,
we'll
be
able
to
report
out
wall
with
with
some
of
the
efforts
that
we're
looking
to
do
to
expand
up
the
role
of
that
unit.
N
Just
you
know
please
count
on
me
and
rely
on
me
for
additional
support,
especially
as
we
think
about
the
funding
needs
that
this
work
certainly
requires,
and
you
know
we
know
that
all
the
issues
that
are
faced
at
sort
of
when
we
think
about
mass
and
cast
and
the
intersection
of
mass
and
cast
the
the
certainly
the
intersection
of
experience
that
happens
at
mass
and
cass.
N
We
talk
about
literal
in
a
literal
sense,
as
well
as
a
figurative
sense
for
sure,
and
I'm
certain
that
my
time
is
up.
I
will
say
you
have
my
support
in
promoting
the
upcoming
ems
class.
I
think
it's
so
critical
that
you
do
partner
with
madison
park
on
you
know
creating
a
real
pipeline
many
years
ago.
I
know
my
early
years
teaching.
There
was
a
real
relationship
between
ems
and
madison
park.
N
A
Great,
thank
you
so
much
counselor,
sabi
george
and
then
I
I'll
ask
my
questions
and
then
just
check
if
counselors
have
any
follow-up
and
then
we'll
go
to
public
testimony.
So
we
are,
you
know,
turning
the
corner
towards
the
end
of
this
hearing.
Yeah.
Thank
you
all
so
much
and
for
the
extensive
answers
to
our
questions
so
I'll
try
to
only
ask
sort
of
things
that
you
didn't
already
answer.
I
guess
I
was
wondering
it's
good
to
see
the
youth
homelessness
work.
Formalized
the
you
know.
A
I
I
for
several
years
taught
a
justice
and
housing
class
over
at
harvard
and
as
a
result,
worked
with
a
bunch
of
the
students
who
ran
the
y2i
shelter
in
cambridge.
So
I'm
pretty
deeply
familiar
with
that
model,
and
I
know
that
we
don't
really
have
anything
similar
over
in
boston
just
because
we
all
know
that
the
youth
homeless
population
is
disproportionately
lgbtq,
just
wondering
how
we
think
about
that
aspect
of
the
work
and
what?
If
anything,
we
have
in
boston
to
support
that
population
in
particular,.
C
Yeah
great
great
question
counselor,
and
I
appreciate
that
I
mean
why
I
have
was
a
partner
in
the
creation
of
the
they
were
at
the
table
when
we
created
their
rising
to
the
challenge
planned
and
youth
homelessness
in
boston.
And,
of
course,
although
different
bridge
over
trouble,
waters
plays
a
critical
role
in
engaging
young
adults
and
youth
experiencing
homelessness,
as
well
as
lgbtq,
specific
youth
as
well.
C
What
we've
been
trying
to
do
in
terms
of
the
planning
process
and
the
partnership
we've
had
between
d
and
d,
the
health
and
human
services
and
the
united
way
and
a
variety
of
community
partners,
has
been
able
to
take
the
plan
and
tackle
specific
pieces
to
it.
So
one
one
example
of
that
work
was
to
partner
this
year
in
the
health
and
human
services
side
was
to
provide
a
training
series
to
providers
very
specifically
to
boost
their
knowledge,
their
skills
and
competencies
on
how
to
work
with
youth
and
young
adults.
C
You
know,
youth
young
adults
experiencing
homelessness,
are
sort
of
in
a
system
that
absolutely
isn't
made
for
youth
and
young
adults,
and
so
one
of
the
things
that
the
youth
action
board,
which
was
young
people
with
lived
experiencing
youth
lived
experience
with
homelessness,
was
really
depressed
to
say.
Listen
if
I
go
to
an
adult
shelter
or
if
I
have
to
go
to
an
adult
program
or
I
have
to
get
my
needs
met,
I
need
to
know
that
they
understand
what
does
it
mean
to
be
18
and
homeless?
C
What
does
it
mean
to
be
lgbt
person
of
color
and
homeless?
And
how
do
I
build
capacity
to
be
able
to
do
that?
So
we
used
funding
through
the
rising
to
the
challenge
plan
this
year
to
do
a
variety
of
a
training
series-
all
virtual,
very
well
intended
by
community
programs
and
partners
to
be
able
to
boost
up
competencies
very
specific
that
youth,
young
adults
asked
us
to
be
able
to
do
in
the
rising
to
the
challenge
plan.
C
There's
a
variety
of
strategies
in
that
plan,
including
you
know,
youth,
specific
shelters,
cash,
direct
cash
transfers
for
young
people.
You
know
very
specific
strategies
that
are
that
are
separate
from
the
housing
piece
of
it.
That
d
is
working
on
and
the
support
of
housing
that
they're
doing
that's
really
focused
on.
How
do
we
make
sure
that
youth,
the
young
adults,
you
know,
like
all
people,
their
experience
with
homelessness
should
be
rare
and
brief,
and
how
do
we
get
them
into
that
pathway?
C
C
Obviously
you
know
so
much
of
the
work
around
homelessness
in
general
lives
under
the
leadership
of
jerry,
thomas,
so
jerry,
I
don't
I'm
just
going
to
open
it
up,
see
if
you
had
anything,
you
wanted
to
add
related
to
the
youth
and
young
adult
homeless,.
O
Well,
the
only
thing
I
would
add
thank
you
chief
and
thank
you
councilor
blackbach
for
the
question.
As
we,
the
commission,
our
shelters
actually
have
the
largest
numbers
of
youth
and
young
adults
among
the
adult
shelters
and
we
we
don't
think
this
is
a
good
place,
but
we
have
we
have
a
very
deliberate
triage
system
with
bridge
over
troubled
water
and
helping
youth
get
into
a
more
appropriate
setting
rather
than
adult
shelter
like
112,
and
we
did.
O
A
Great
all
right
well
glad
to
know
that
work
is
happening
yeah.
I
just
think
it's
so
important
and
on
the
on
the
alternative
response
pilot
I
just
wanted
to
so
I
guess
this
is
a
little
bit
of
a
kind
of
next
steps
request.
A
So
my
office,
we
we've
we've
done
a
bunch
of
research
into
sort
of
what
alternate
response
models
look
like
elsewhere.
I
think.
Obviously,
a
number
of
counselors
have
counselors
woo,
edwards
and
mejia
proposed
that
back
last
summer
and
my
office
lately,
you
know,
we've
talked
to
dallas,
we've
talked
to
olympia
and
like
eugene,
a
bunch
of
places
somewhere
in
the
southwest.
A
Is
I'm
blanking
on
right
now,
maybe
phoenix,
but
there's
just
like
there's
a
lot
of
in
the
weeds
detail
about
what
kind
of
works
and
doesn't
and
it
I
will
say
that
a
pretty
you
know
there's
been
a
strong
push,
obviously
from
the
advocacy
community
not
to
take
not
to
do
a
co-response
model
with
police.
A
I
would
also
say
that,
in
our
conversations
with
with
some
of
the
others
who
have
tried
this,
they
started
with
a
co-response
and
have
now
tried
to
move
away
from
it
and
have
found
that
to
be
hard
to
do
like
to
extricate
themselves
but
have
found
like
they
kind
of
wanted,
a
different
type
of
thing.
So
it
seems
to
me
that
since
we
already
have
a
co-response
in
the
best
team
work,
I
would
certainly
articulate
that.
I
I'd
hope
that
this
would
be
other
than
that.
A
I
mean
I
assume
that's
the
direction
we're
going,
but
just
you
know,
but
I
do
think
that
one
of
the
things
that
we
heard
and
emily
my
policy
director
will,
I
blame
you
for
forgetting,
which
I
think
it
was
phoenix.
But
you
know
there
was
a
lot
of
outreach
with
community
groups
in
the
design
in
a
bunch
of
these
places,
and
I
would
just
say,
echoing
counselor
mejia,
that,
like
we've
heard
as
counselors
from
a
lot
of
those
groups
in
the
city
saying
what
are
they
doing?
A
Like
kind
of
like
this
sense
of
hey,
the
administration
proposed
something
that
maybe
looks
like
what
we
want,
but
it's
a
black
box,
and
is
it
going
to
be
that
by
the
time
we
get
brought
into
the
conversation?
A
bunch
of
the
details
are
kind
of
set,
and
so
I
I
would
just
articulate
chief
martinez
that
I
think
that
there
is
a
need
there,
like
it's.
A
little
bit
been
like.
Well,
hang
on
everybody.
G
A
The
90
days
when
we
figure
out
our
our
internal
stuff
and
well
I
I
understand
how
the
city
agencies
are
a
world
unto
themselves
to
to
sort
of
pull
together
around
these
things.
I
do
think
that's
something
that
we're
hearing
a
lot
of,
and
I
think
you
know
to
me
it's
it's
gonna
be
successful
with
community
buy-in
right
and
we
want
it
to
be
something
that
people
are
referring
to
and
I'll
just
say.
I
think
it's
extremely
important
that
that
we
do
set
up
a
kind
of
dispatch
triage
that
that
goes
from
9-1-1.
A
I
just
I
don't
think
there's
any
chance
that
you're
ever
going
to
popularize
a
number
as
much
as
I
think
what
we've
learned
is.
There
are
definitely
other
places
that
will
have
a
a
number
that
service
providers
or
others
in
the
know,
can
call
to
get
around
the
911
dispatch
and
still
get
to
the
service,
but
it
just
it
seems,
like
you
know,
really
integrating
it
and
making
sure
that
that's
not
a
stumbling
block
with
our
dispatch
and
bpd
feels
important.
A
C
Yeah
we'd
welcome,
I
think,
we'd,
welcome
that
information
counselor
and
that
the
community
engagement
piece
is
part
of
the
process.
I
think
it's
trying
to
make
sure
that
we're
at
a
place
where
we
have
a
real
good
sense
of
where
we're
headed,
because
I
also
think
the
community
engagement
piece
would
also
help
to
elevate.
You
know
we
want
to
keep.
You
know
one
of
the
issues
that
has
come
up
just
to
give
an
example,
as
clinicians
have
raised
this
as
ems,
you
know
we
have
to
be
clear
about
the
safety
of
these
calls.
C
What
who
shows
up
and
how
we
triage
for
safety
and
how
we
make
sure
that
a
clinician
is
not
showing
up
to
a
call
that
he
or
she
is
not
able
to
deal
with
some
of
the
safety
issues
that
are
there.
So
the
triaging
is
important,
I
think,
also
I'd
love
to
share
with
community
groups.
I
think
our
co-response
model
is
great.
C
It's
very
limited
right,
so
the
notion
of
being
able
to
scale
that
and
strengthen
the
co-response
model
has
also
been
something
that's
been
articulated
by
clinicians
and
by
our
provider
partners
as
well.
So
the
the
love
to
be
able
to
bring
in
the
community
piece
that
is
part
of
our
intention
and
if
there's
an
additional
information
that
you
already
have
in
terms
of
research,
that
your
office
would
like
to
share
so
yeah.
That
is
something
we
want
to
do
and
we're
eager
to
sort
of
have
that
larger
conversation.
C
I
think
what
the
city
is
trying
to
do
is
make
sure
we're
clear
about
process,
we're
clear
about
systems
and
then
be
able
to
share
that.
I
think
it
was
constantly
here
that
mentioned
it
to
ensure
that
there's
transparent
or
maybe
this
concept
that
there's
transparency
about
when
a
call
comes
in
what
happens,
who
triages
that
and
we're
trying
to
make
sure
we're
really
clear
about
that
in
a
process
to
engage
folks.
So
I
hear
you
and
and
that's
something
we
want
to
do.
A
Great
we'll
look
forward
to
yeah
further
conversation
just
want
to
amplify
that
and
I
think
another
question
not
on
this
is
just
public
bathrooms.
It's
been
such
a
challenge
throughout
the
pandemic.
I
know
that
you
know.
Obviously
I
think
the
library
just
announced
that
it's
reopening
the
central
branch
on
june
1st
and
then
the
branch
library
is
a
couple
weeks
later
and
that's
great.
A
We
know
that's
one
of
the
many
things
that
people
rely
on
our
libraries
for,
but
it's
just
really
underscored
for
me
the
the
fact
that
it's
like
a
basic
human
necessity
and
that's
not
something
that
you
should
have
to
purchase
things
to
be
able
to
avail
yourself
of,
and
I
have
felt
a
little
bit
throughout
the
pandemic
like
no
sit
like
like
you
know,
city.
A
To
own
bathrooms
and
and
part
of
that
has
to
do
with
because
the
recovery
stuff,
like
the
fact
that
you
know
things
need
to
be
staffed
and
everything,
but
I
I
do
I
do
feel
like
we
haven't
fully
over
the
course
of
the
year
stepped
up
to
meet
that
need,
and
I
was
sort
of
shocked
to
find
out
recently
that
we've
got
like
I.
I
did
not
know
that
we
had
like.
A
I
don't
know
it's
it's
a
whole
bunch
of
street
furniture
public
bathrooms,
that
are,
I
mean
they're
25
cents,
but
they're
sort
of
administered
through
pfd
that
have
been
all
shut
during
the
pandemic,
and
I'm
just
surprised
that
that
conversation
hasn't
come
up
in
the
conversations
I've
had.
But
I
know
we've
got
some
long-term
things.
I
know
that
city
hall
plaza
there
is
a
plan
to
have
public
bathrooms
built
into
that.
I
believe
the
latest
version
of
the
boston
common
master
plan
has
the
same.
A
But,
like
you
know
in
the
interim,
if
this
summer
you
know
not,
I
can
imagine
a
bunch
of
cafes
staggering,
whether
they're
allowing
people
to
access
their
bathroom.
You
know
what
I
mean.
I
can
just
imagine
us
having
this
this
issue
again,
and
I
just
I
wonder
what
what
we're
doing
about
in
the
short
term
for
the
summer
and
whether
it
has
made
the
public
health
commission
think
about
the
need
for
a
more
permanent
access
to
24
7
bathroom
facilities
around
the
city.
C
Yeah
I
mean,
I
think
I
appreciate
the
question
counselor
because
that's
definitely
an
issue
that
has
been
raised
and
I
I
will
say
this
is
public.
Bathrooms
have
always
been
an
issue
right.
I
think
cove
it
sort
of
shined
a
light
on
the
fact
that,
like
when
things
were
accessible,
no
longer
were
accessible
and
who
they
were
not
accessible
to
it
sort
of
changed
that
and,
as
we
get
out
of
covid
people
may
decide.
C
Well,
it
was
nice
not
having
people
use
our
bathrooms
right,
so
we're
not
gonna
open
them
right
so
that
that
is
a
challenge.
I
think
we've
had
some
ideas
and
thoughts
that
just
were
thrown
off
there,
and
maybe
some
legwork
was
done
on
some
of
them.
But
you
know
what
health
and
human
services
and
has
looked
at
and
we're
going
to
partner.
Not
only
would
bphc
but,
as
you
mentioned,
bathrooms
are
a
complicated
endeavor
as
we're
gonna
sort
of
we
took
a
step
to
say:
wait.
C
How
do
we
figure
out
how
to
make
sure
there's
access
across
the
city?
What
does
that
look
like?
We
have
a
small,
a
small
pool
of
money
in
the
budget
around
sanitation
and
that
that's
really
intended
to
talk
about.
You
know
what
it
might
look
like
to
create
some
access
points.
C
C
They
were,
they
were
difficult
things
to
sort
of
manage
and
contract
and
staff
and
present
a
new
options,
new
problems,
so
we're
not
against
public
bathrooms.
Obviously,
but
what
the
city
is
looking
at
at
this
point
is
be
able
to
understand
what
is
the
need?
How
do
we
try
to
meet
that
need?
And
right
now,
we've
had
some
band-aids
on
it,
which
are
difficult.
You
know
you
know,
cleaning
up
human
waste
in
areas
and
doing
things
that
obviously
are
challenging,
but
things
we
need
to
do
so.
We
are
looking
at
it.
C
I
don't
pretend
to
tell
you
there's
a
a
clear
plan
to
create
24
7
access
to
bathrooms
across
the
city.
There
isn't,
but
we
know
it's
a
need
that
we
want
that
we
need
to
address
and
it's
something
that
we're
trying
to
figure
out
as
we
speak.
A
Yeah,
I
just
think
it's
one
of
those
things
that,
like
it's,
so
it's
so
essential,
like
it's
so
fundamental
right
like
there's,
basically
nothing
more
fundamental,
so
yeah.
Just
that
you
know,
I
would
just
say
like
count
me
as
an
advocate
for
us
figuring
that
out
and-
and
I
think
it's
just
an
important
part
of
people's
dignity
in
the
city-
all
right-
I,
I
guess
just
I'll
just
say,
because
I
know
if
we've
run
long
and
I
want
to
see
if
my
colleagues
have
any
last
questions.
A
I
did
appreciate
the
extensive
answer
on
my
question
about
the
native
american
indigenous
community.
I
I
just
really
feel,
as
I
said
in
the
question,
that
the
that,
because
it's
statistically
small,
that
community
gets
like.
A
Left
out
of
a
lot
of
conversations
and
and
yet
there's
so
many
like
overlapping
challenges
that
they
face
and
then
also
also
boston
acts
as
a
hub
for
the
like
larger
native
community
across
the
region,
and
I
feel
like
you
know,
I
think
that
we
struggle
with
being
a
hub
on
lots
of
like
service
fronts,
but
I
think
in
the
case
of
this
community
you
know
whose
land
we
sit
on
like
we
really.
We
owe
them.
A
You
know
how
are
we
being
intentional
about
working
with
them,
so
I
appreciated
the
extensive
answers
to
that
and
I
guess
just
would
would
encourage
like
if,
if
there
isn't
one
already
sort
of
a
proactive
partnership
with
the
north
american
center
of
boston,
almost
right
at
the
edge
of
my
district
with
council
o'malley
out
of
history
and
yeah
and
then
and
then
one
very
quick
question
that
my
my
staff
just
sent
over
to
me-
was
we
one
second.
A
A
A
policy-
oh,
we
don't
turn
it
on
until
mid-june
or
like
whatever,
and
I
know
we,
you
know,
we
talk
a
lot
about
heat
effects
and
heat
islands,
and
all
these
things-
and
we
all
know
elders
like-
are
super
affected
by
heat.
Is
there
any
anything
that
the
public
health
commission
has
or
can
do
on
this
in
terms
of
like
providing
buildings?
With
advice
of
you
know
if
it's
over
90,
you
should
really
maybe
turn
on
the
ac.
If
you've
got
a
bunch
of
vulnerable
elders
in
your
building,
I'm
just
curious.
D
I
think
you
know
we
we
have
the
tradition
of
doing
advisories,
especially
around
really
extreme
weather.
You
know
stretches
of
high
temperatures
and
working
closely
with
the
a
strong
commission
will
be
important
and
other
partners
that
that
serve
folks.
You
know
who
are
vulnerable,
so
we
can.
D
You
know,
alert
folks
when
those
days
are
coming
and
also
on
how
to
you
know
who
to
call,
because
they
can
call
3-1-1,
they
can
call
them
mayor's
health
line
and
we
can
connect
them
to
you
know,
folks,
who,
who
can
follow
up
and
help
them
with
their
landlords.
So
I
think
yeah
continue
to
be
intentional
in
in
getting
the
word
out.
So
people
know
what
to
do
if
they
find
themselves
in
situations
where
they're
in
a
housing
where
it's
intolerable
and
they
need
help
with
with
a
landlord
which
happens.
A
Great
well
thanks
so
much
and
I
I
just
want
to
echo
all
the
counselors
on
in
the
herculean
efforts
that
you
all
have
made
throughout
covet
and
just
the
I
mean
I.
I
know
that
in
some
ways
in
some
ways
I
worry
that
we'll
you
know,
get
everybody
vaccinated
and
then
you'll
all
collapse
and
heap,
because
it's
been
pretty
pretty
unbelievable
and
yeah,
and
hopefully
we
will
all
have
a
gracefully
do
that.
It.
O
Is
unfortunate,
counselor
that
that
the
the
the
facilities
that
these
buildings
are
tied
into
the
date
not
to
the
weather
right
so
they're
thinking?
No,
we
don't
turn
on
the
ac
or
the
heat
until
october
15th
when
it's
like
freezing
in
august.
So
it's
it's!
It's
like
we're
not
adjusting
to
climate
change.
A
Yeah,
no,
it's
very,
it's
very
frustrating
for
the
elders
and
yeah
and
one
of
those
just
perennial
things
that
we
hear
about.
Okay,
I
wanna
just
check
counselor
edwards.
I
think
told
me
that
she
doesn't
have
any
follow-ups,
counselor
wasabi
george.
Did
you
have
any
second-round
questions
you
want
to
ask?
I
don't
thank
you
for
asking
great
and
then
the
vacant
building
at
207
river
street
plans
for
anything.
D
Yeah,
that's
that's
an
old
kitchen
building
that
it's
been
vacant
forever
in
the
mattapan
campus
and
it
it
takes
a
lot
of
resources
to
make
them
make
it.
You
know
come
back
to
life
because
it's
been
vacant
for
many
many
many
many
years.
So
there
are
no
plans
at
this
point.
But
you
know
it's
it's
on
our
list.
Yeah.
A
Well,
I'm
always
interested
in
how
we
can
use
our
public
assets
most
effectively.
So
just
had
to
ask
you
about
that,
and
we
can
chase
that
later
great
and
then
I
guess
I
mean
chief
martinez.
We
will
talk
about
this
in
greater
length.
A
Obviously,
the
administration's
introduced
a
initial
50
million
dollar
request
for
the
american
rescue
plan,
and
I
mean-
and
I
think
10
million
of
that
is
sort
of
public
health
bucket
and-
and
I
won't
make
you
do
that
hearing
now,
but
I
don't
know
if
you
wanted
to
preview
for
the
council
just
even
broadly
kind
of
like
what
and
for
the
public
right
watches
these,
like.
You
know
what
feel
like
the
categories
of
where
we
could
make
substantial
federal
investment.
Maybe
I
guess
there's
a
bucket
of
it.
A
A
C
Yeah,
I
mean,
I
think,
it's
a
it's
a
it's
a
great
question.
I
mean
the
initial
investment
is
really
about.
You
know
we're
still
an
emergency
response
right,
so
it
might
be
sunny
might
be
nice,
the
state
restrictions
might
be
getting
lifted
saturday,
but
we're
still
in
covid
response
mode
right.
So
even
our
initial
investments
that
we
are
focused
on
are
around
testing
still
vaccinations.
C
You
know
support
around
mental
health.
You
know,
obviously
supports
around
substance,
use,
disorder,
etc.
I
mean,
even
in
some
infrastructure
pieces
that
we've
seen
right.
If
you
know,
we've
lived
our
life
virtually
like
we
are
now,
and
so
it
makes
you
beg
the
question.
How
is
that
system
for
people?
You
know
in
our
residential
programs
and
our
shelters
and
our
spaces
right?
C
So
there's
some
immediate
things
that
we're
still
like
crisis
stuff,
but
if
we
think
about
long-term
we're
really
thinking
about
how
do
we
look
at
the
systems
that
have
been
impacted,
the
public
health
systems
that
have
been
impacted
and
how
do
we
strengthen
those
when
we
think
about
the
dollars?
I
think
we're
really
focused
on
ensuring
that
when
we
talk
about
an
equitable
recovery
that
we're
really
clear
about
how
do
we
not
lose
focus
on
the
inequities
that
have
got
us
here?
C
The
health
inequities
that
have
got
us
here,
bphd
has
been
working
on
these
they've
been
a
leader
around
health
and
equity
for
many
many
years,
and
and
and
now
with
some
federal
funding,
we
may
be
able
to
actually
systematically
tackle
some
of
those
pieces
that
have
sort
of
you
know
been
exasperated
through
covet
and
and
made
people
have
a
much
worse
sort
of
experience
with.
C
What's
been,
you
know
just
a
horrible
year,
so
I
do
think
that's
what
we're
thinking
about,
but
what
I
don't
want
to
miss
sight
of
is
that
we
want
to
hear
from
the
community
right.
I
mean
that's
one
thing
that
we
have
learned
anything.
It
is
in
this
last
year
that
we
really
want
to
hear
from
the
community
and
those
most
impacted.
So
we
have.
We
have
thoughts
right.
C
We
have
a
set
of
health
inequities
that
have
shaped
the
experience
that
we've
had
around
kovid
and
now
what
we
want
to
really
do
is
use
that
that
lens
to
also
hear
from
people
as
we
think
about
the
the
future
investments
that
are
there.
But
you
know
I
don't
need
to
tell
you
what
those
health
inequities
are.
C
Everyone
in
this
call
knows
it
and
everyone
watching
we've
seen
it
play
out,
and
we
just
hope
that
we
can
figure
out
some
real
investments
over
the
next
several
years,
they're
going
to
help
us
tackle
some
of
the
things
that
have
have
created
the
situation
that
we're
in
so
that's
where
we're
at
so
rather
than
this
is
specifically
what
we
want
to
do.
We
know
that
community
voice
is
going
to
be
important,
part
of
it
and
we're
eager
to
hear
from
people
on
it.
A
Great
well
yeah.
That
sounds
like
a
great
ambition
to
try
to
think
about
how
we
really
just
change
these
things
structurally,
and
I
also
just
want
to
say
before
we
go
off
the
hearing,
because
it's
something
that
I
would
have
asked
you
about,
and
I
know
others
would
have
asked
you
about.
If
you
hadn't
sent
us
the
answer,
you
did,
I
mean
very
glad
to
see
the
investment
in
more
permanent
staff
infrastructure
around
infectious
diseases.
A
I
think
that
so
clearly
is
an
area
where
we
got
caught
out
frankly,
right
with
like
by
covid,
I
mean
both
immediately
in
the
sense
that
we
didn't
have
a
director
of
the
bureau
and
also
just
structurally,
like
many
public
health
departments
around
the
country,
like,
I
think
you
know
that
has
just
had
just
been
disinvested
in,
and
so
you
know
seeing
you
guys.
I
really
say
hey
like
fooled
us
once,
but
you.
G
A
Gonna
a
second
time
not
have
that
infrastructure
is
so
important,
and
and
also
glad
to
hear
that,
although
the
the
it
sounds
as
though
the
search
for
a
permanent
executive
director
is
is
sort
of
nearing
a
final
phase.
Although
I
think
you
know,
I
definitely
want
to
compliment
rita
on
all
the
work
that
she's
been
doing
in
the
interim
role.
So
very
grateful
for
that.
But
it's
good
to
hear
that
that
sounds
like
it's
close.
A
Reid
is
looking
forward
to
some
vacation.
Well
deserved
all
right.
Well,
I
think
that
that
is
everything
from
the
council,
so
I'll.
Just
thank
the
team
for
all
for
being
here
and
staying
with
us,
and
now
I
will
go
to
take
public
testimony
before
we
conclude.
C
A
A
Emiliano
emiliano
you're
up
yes,.
P
Yeah,
that's
fine!
That
was
very
interesting.
Thank
you
so
good
afternoon
my
name
is
emiliana
comrano,
I'm
the
police
council
for
the
technology
for
liberty
program
at
the
aclu
of
massachusetts
and
on
behalf
of
the
aclu
and
our
more
than
2000
members
and
supporters
in
boston.
I
submit
this
testimony
to
provide
some
comments
about
the
fiscal
year
22
operating
budget
in
general.
P
We
are
here
to
say
that
the
city
of
boston
does
not
need
to
invest
on
new
surveillance.
We
were
shocked
and
dismayed
this
past
tuesday,
when
dick
boston
reported
that
the
city
of
boston
published
back
in
april,
a
request
for
proposals
to
dramatically
expand
the
reach
and
power
of
the
surveillance
camera
network.
Throughout
eastern
massachusetts,
the
plan
laid
out
in
the
rfp
proposes
to
link
over
a
thousand
surveillance
cameras
in
boston,
brooklyn,
cambridge
chelsea,
everett
quincy,
revere
summer
bill
and
wintrop.
P
If
the
office
of
emergency
management,
the
oem,
effectively
awards
and
signs
the
contract
next
week,
anyone
with
login
access
to
the
system
may
be
able
to
view
real-time,
unrecorded
data
from
any
of
its
thousands
of
cameras
and
devices,
and
this
would
be
accessible
to
potentially
thousands
of
police
officers
throughout
all
eastern
massachusetts,
creating
one
old
single
in
the
region.
The
city
council
must
urge
the
mayor
to
withdraw
this
rfp
and
not
award
or
sign
the
contract.
Surveillance,
isn't
safety.
P
The
threats
posed
by
a
networked
invasive
and
expansive
surveillance
system,
like
the
one
planned
by
the
city
of
boston,
are
too
great
and
serious
to
ignore
what
the
city
of
boston
needs
is:
a
surveillance,
ordinance
the
oem
blindsided
the
city
council
and
published
the
rfp
as
the
council
is
in
the
final
stages
of
working
to
pass
a
surveillance
oversight
ordinance.
The
ordinance
would
place
decisions
about
matters
like
this
before
the
public
are
in
the
hands
of
the
city
council.
P
This
is
particularly
pernicious
when
it
refers
when
it
comes
to
surveillance,
for
example,
the
expenditure
related
to
the
rfp
is
not
mentioned
to
our
knowledge
in
the
city's
budget.
For
this
year,
we
today
we
heard
how
all
these
agencies
in
the
city
have
has
been
having
spending
money
in
in
the
health
crisis
that
that
that
kobe
represented
to
the
city,
we
need
the
same
for
the
for
the
for
the
police
department.
Moreover,
where
is
the
money
for
this
rf
rfp?
Coming
from
who
decided
that
this
dramatic
expansion
of
surveillance
in
eastern
massachusetts
was
needed?
P
Why
are
all
these
technologies
going
to
be
integrated?
Who
will
have
access
to
them
and
under
which
conditions?
The
oem
should
have
answered
all
these
questions
to
the
city
council
and
the
public
before
publishing
the
rfp,
the
decision
about
whether
the
oem
or
any
other
local
agency
should
use
surveillance
technologies
and,
if
so,
how
and
under
what
circumstances
should
not
be
made
in
secret
without
any
public
deliberation
or
debate.
These
decisions
must
be
hashed
out
in
public
and
driven
by
elected
officials
informed
by
their
constituents
and
expert
testimony,
a
surveillance
ordinance
like
the
one.
P
For
now,
the
mayor
must
withdraw
the
rfp
and
not
award
the
contract.
Last
year,
people
marched
in
record
numbers
to
demand
justice
for
black
communities,
long
subject
to
police
violence
and
surveillance
and
an
end
to
racism
and
white
supremacy.
The
city
of
boston
took
an
important
step
toward
training
in
an
accountable
government
spying
when
it
banned
phase
surveillance.
Now
the
city
should
continue
on
that
road
and
join
other
city
cities
in
massachusetts,
including
somerville
and
cambridge,
and
pass
this
rebellion
ordinance
before
the
city
council.
Until
then,
no
new
surveillance
should
be
acquired
or
expanded.
P
A
Thank
you,
emiliano
and
definitely
yes,
the
issue's
been
brought
to
the
council's
attention
and
we
asked
police
about
it
yesterday
and
I
think
we'll
be
following
up
so
appreciate
you
again
waiting
and
testifying.
I
think
that
that
is
the
only
public
testimony
that
we
have.
I
did
have
one
other
sign
up
maria
termini.
A
I
don't
see
her
on
the
zoom,
but
I
will
just
say
that
I
know
that
if
she
were
here,
she
would
emphasize
the
need
for
public
bathrooms
and
the
sense
that
we
should
have
had
a
24
7
public
bathroom
on
the
common
many
many
months
ago,
and
I
I
appreciate
your
strong
advocacy
on
that
and
just
wanted
us
to
just
want
to
vocalize
that
here
all
right
with
that.
A
I
am
grateful
to
again
to
the
whole
public
health
commission
to
ems
chief
fully,
thank
you
and
chief
martinez
and
to
my
council
colleagues
for
joining
today
and
with
that
this
hearing
of
the
boston
city
council's
ways
and
means
committee
is
adjourned.
Thank
you.
All.