►
Description
Docket #0291 - A hearing regarding equity in city contracts
B
B
This
city
council
will
be
conducting
this
hearing
virtually
via
zoom.
This
enables
the
city
council
to
carry
out
its
responsibility
while
adhering
to
public
health,
accommodations
and
ensuring
public
access
to
its
deliberations
through
adequate
alternative
means.
This
public
hearing
is
being
recorded.
It
is
also
being
live
stream
at
boston.gov
city,
slash,
council,
tv
and
broadcasted
on
xfinity
channel
8,
rcn,
channel
82
and
files
channel
964.
B
B
I
will
now
turn
it
over
to
my
colleagues
for
opening
remarks
with
the
lead
sponsor
counselor
rorrell,
and
I
also
just
want
to
note
that
we
are.
I
am
going
to
literally
be
keeping
people
to
time,
counselor
royale.
If
you
could
just
open
up
with
some
quick
remarks,
you
I'm
going
to
turn
it
over
to
you.
You
have
a
floor.
C
Thank
you,
madam
chair
man.
Thank
you
to
everyone
joining
us
in
this
very
important
hearing
on
equity
and
city
contract
and,
as
we
all
know,
that
the
disparity
study
back
in
2020
revealed
some
trouble
troubling
results
where
we
only
saw
point
four
percent
of
city
contracts
that
reached
black
businesses.
C
C
We
also
have
a
new
administration
and
a
new
chief
who
has
been
a
strong
advocate
for
making
sure
that
the
city
contractor
has
more
equity
in
it.
So
I'm
just
looking
to
dive
in
more
just
to
see
what
new
initiatives
and
also
take
a
look
at
the
numbers
because,
based
on,
I
believe
the
2017
ordinance
that
we're
supposed
to
have
quarterly
reported
on
the
city,
contract
and
numbers.
C
B
B
D
Thank
you,
counselor
mejia,
and
also
the
lead
sponsor
here
at
councilworld
for
holding
this
hearing,
I'm
happy
to
be
on
the
call
and
listening
to
the
experts
and
the
panelists
to
learn
more
about
how
we
as
a
city
can
make
sure
that
the
opportunities
are
there
for
all
of
us
across
the
city.
So
I'll
be
brief,
I'm
looking
forward
to
the
conversation
and
chiming
in
when
I
can
asking
good
questions.
So
thank
you
very
much.
E
Thank
you,
madam
chair,
for
hosting
this
hearing,
and
thank
you
to
councillor
warrell
for
sponsoring
this
order.
The
city
of
boston
has
made
a
commitment
to
supporting
small
businesses
and
making
our
procurement
process
more
accessible,
specifically
for
businesses
owned
by
marginalized
communities,
and
so
I'm
really
excited
to
be
here
to
have
this
conversation.
E
One
of
the
things
that
we
know
about
co-ops
is
that
they
break
open
this
traditional
business
model
for
the
benefit
of
the
people
who
work
there.
The
average
employee-owned
business
has
a
two
to
one
top-to-bottom
ratio
compared
to
a
300
to
three
to
one
pay
ratio
between,
like
owners
and
employees
and
traditional
businesses.
Entry-Level
wages
are
higher
and
they're,
not
including
the
profit,
the
annual
profit
payouts.
E
We
know
that
co-ops
are
more
resilient
and
so
on
and
so
forth,
and
so
I
think
that
if
we
are
looking
at
our
procurement
process
as
an
opportunity
to
build
wealth
within
black
and
brown
communities,
then
we
need
to
make
sure
that
we're
also
supporting
businesses
that
are
helping
workers
protecting
workers,
helping
workers
and
entire
communities
build
wealth
through
the
work
cooperative
process.
So
I'm
excited
to
hear
from
chief
idol
about
what
that
is.
Looking
like
on
the
city
level,
thank
you.
B
F
Good
morning,
thank
you,
madam
chair.
I
would
I'm
very
excited
about
this
hearing
counselor
warrell.
Thank
you
so
much
for
filing
looking
forward
to
understanding
the
pro
the
process
which
the
city
uses
for
procurement
contracts
and
understanding
how
we
can
improve
it.
If,
if
need
be,
looking
forward
to
learning
and
asking
questions,
thank
you
so
much.
B
Thank
you
concert
fernandez
anderson.
I
also
just
want
to
just
quickly
just
offer
a
few
remarks.
You
know,
as
this
is
my
27th
month
in
in
this
job,
and
I've
learned
a
lot
about
how
the
city
works
and
doesn't
work
for
those
who
are
really
trying
to
be
contractors
in
the
city
of
boston.
The
the
process
can
be
cumbersome
and
overwhelming
and
oftentimes
you
go
through
this
entire
process
and
your
return
on
investment
in
terms
of
the
amount
of
energy
that
you
spend
often
doesn't
yield
the
the
results
that
you're
hoping
for.
B
So
I'm
incredibly
encouraged
and
grateful
to
my
colleague,
councillor
royale
for
bringing
this
I'm
hearing
forums
and
looking
forward
to
the
conversation.
So
with
that,
I'm
going
to
turn
it
over
to
our
panel.
We
will
start
with
presentations
from
the
administration,
followed
by
questions
by
our
colleagues.
B
Then
we'll
hear
testimony
from
our
second
panel
followed
by
questions
and
we
will
close
out
with
public
testimony
and
I'm
just
going
to
say
that
I
am
going
to
start
the
timer
so
that
we
hold
ourselves
accountable
and
have
an
efficient
hearing,
because
we
can
go
on
and
on
and
I
love
it,
but
I
want
to
make
sure
that
we
get
to
the
meat
of
the
work
here.
So
counselor
excuse
me,
I'm
upgrading
you
already
chief.
G
G
G
That
was
around
personnel.
It
was
around
policies,
etc,
but
I
will
say
joining
today.
I
want
to
thank
all
of
the
counselors
who
are
here
both
who
were
on
the
council
in
the
last
few
years,
but
also
who
were
advocating
that
a
lot
of
those
recommendations
have
been
put
into
place,
which
we'll
be
talking
about
later
today.
Following
my
remarks,
there's
going
to
be
a
short
overview
of
the
current
procurement
process
just
so,
everyone
has
a
baseline
understanding
of
that
process
at
the
city
level.
G
So
I'll
just
say,
you
know,
I
had
the
great
privilege
of
the
work
I
did
in
the
previous
organization
I
worked
with,
and
I'm
looking
forward
to
working
with
all
of
the
counselors
here
to
advance
our
shared
agenda
of
making
sure
that
black
and
brown
and
other
businesses
have
access
to
the
wealth
that
this
city
can
generate
so
I'll
I'll.
Kick
it
over
to
michael
miller,
who
will
be
leading
the
presentation.
B
H
Thank
you,
madam
chair,
and
thank
you
chief
for
the
introduction
anyway
hi.
My
name
is
michael
miller.
I'm
the
city's
director
of
strategic
procurement
sitting
out
of
the
a
f
cabinet
working
out
of
the
cfo's
office,
so
I've
been
here
for
about
a
year
and
one
of
the
great
things
that
I've
had
the
opportunity
to
do
is
build
on
a
lot
of
the
energy
that
this
group
and
and
and
chief
edua
before
you
joined,
the
city
had
actually
really
started
driving
as
well
as
the
merwin.
H
So
there
have
been
an
enormous
number
of
projects
that
have
been
in
in
flight
and
we've
been
able
to
start
pulling
a
lot
of
them
together.
So
today,
we'll
take
a
quick
moment
and
walk
through
some
of
the
details
on
on
a
brief
overview
of
how
it
is
that
we
we
contract
what
some
of
the
timelines
are
to
try
and
wrap
a
little
more
around
what
the
chief
said
in
terms
of
some
of
what
you're
seeing
and
why
the
data
is
reflective
of
something
that
seems
to
have
happened
a
while
ago.
H
What
are
the
ways
that
this
has
been
done?
What
are
the
things
that
happen
so
that
type
of
preparation
is
is
quite
substantial.
It
can
take
anywhere
from
two
weeks
to
six
months,
and
this
is
things
in
terms
of
looking
out
in
the
community
researching
what
businesses
are
there,
developing
your
rfp
figuring
out
what
goes
in
it?
What
the
evaluation
criteria
are,
what
are
the
requirements
in
terms
of
what
the
business
can
do,
what
their
experience
needs
to
be,
and
then
what
are
the
things
that
you're
looking
to
get
out
of
it?
H
This
is
one
of
the
one
of
the
it's
often
skipped
over,
because
people
start
thinking
about
the
award
and
the
contract,
but
at
the
end
of
it.
So
much
of
this
is
decided
really
close
up
front
when
people
are
actually
framing
out
what
it
is
they're
going
to
be
looking
for
so
again
that
can
take
anywhere
from
two
weeks
to
six
months
or
even
longer,
in
some
cases
from
then
we
actually
go
out
and
we
release
the
bid.
H
There
are
a
number
of
different
laws
that
this
can
be
governed
under
whether
it's
for
goods
and
services
or
construction,
and
lots
of
these
have
different
timelines
and
a
whole
bunch
of
quirks.
But
in
this
case
fundamentally,
it's
things
are
going
to
be
out
there
in
public,
for
people
to
know
about,
for
anywhere
between
two
to
12
weeks
is
about
the
average.
There
are
outliers
on
the
longer
end.
Sometimes
these
things
are
out
for
longer.
H
If
it's
a
truly
complex
piece,
but
again
things
are
out
in
the
field,
then
we
actually
find
the
bids
come
in.
We
award
the
bid,
we
award
the
contract
and
then
we
get
ready.
The
services
are
rendered
that
can
sometimes
take
weeks
months
or
even
years,
in
some
cases
one
of
the
actual
we'll
get
into
in
a
second.
But
then,
as
those
services
are
rendered,
then
the
invoice
happens,
and
then
we
actually
make
the
payment
seems
like
a
pretty
obvious
thing.
H
But
the
big
thing
that
we
do
here
is
as
we're
measuring
we
measure
based
on
spend,
because
at
the
end
of
the
day,
it's
not
about
what
just
what
the
contract
says:
it's,
how
many
dollars
are
getting
into
the
hands
of
those
businesses
and
that
that's
the
real
hard
number
there
are
things
that
we're
trying
to
do
in
terms
of
getting
quicker
and
easier.
But
andre
can
we
kick
forward?
H
The
again
one
of
the
big
things
to
remember
is
that
our
interventions,
as
the
chief
said,
our
buying
plan
the
opportunity
fairs
capacity
building
grants
a
simplified
certification
process.
This
is
all
stuff,
that's
happening
very
early
on
in
the
process
and
then
once
things
are
out
in
the
field,
a
lot
of
the
interventions
that
we've
seen
so
far
and
some
of
the
good
important
work
we've
done
in
terms
of
the
equitable
procurement
process
and
the
outreach
that
goes
along
with
it,
the
contract,
specific
goals
on
construction.
H
These
are
things
that
happen
prior
to
award
and
it
can
sometimes
be
a
year
or
even
up
to
three
years,
almost
at
the
full
length
of
a
contract
before
something
shows
up
in
payment.
So
again
the
things
that
you're
seeing
are
going
to
show
up
much
much
later,
sometimes,
specifically,
as
we
were
looking
through
the
data
on
this,
there
was
a
1.6
million
dollar
payment
for
fire
apparatus
that
went
on
in
december
of
2021
and
that
contract
actually
began
in
april
of
2019.
H
before
the
equitable
procurement
process
actually
began,
and
so
as
you're
seeing
this
again,
I
know
it's
always.
We
want
to
see
the
results
and
we're
trying
to
move
as
quickly
as
we
can,
but
some
of
this
stuff
just
takes
time
we're
doing
everything
and
we're
pushing
as
hard
as
we
can,
but
the
results
are
going
to
take
a
while
to
show
up
so
next
place.
I
B
A
A
I've
been
working
on
this
data
with
this
data
for
a
long
time,
starting
in
my
role,
my
prior
role
in
doit,
where
I
worked
with
the
city
auditor
in
the
supplier,
diversity
team
on
this
and
the
data
for
the
disparity
study.
It's
been
a
cross-functional
effort
to
pull
together
payment,
information
and
certification
data
to
tell
the
story
of
our
dollars
and
how
they're
being
paid
to
our
diverse
businesses.
A
When
we
talk
about
our
spend,
we
are
typically
looking
at
our
discretionary
spending,
which
we
say
we
call
it
out
in
this
way,
because
we
use
our
city's
financial
systems
for
all
kinds
of
payments,
not
only
procurements
and
contracts,
so
we're
trying
to
get
a
sense
of
how
are
we
doing
in
this
space.
We
want
to
focus
on
the
payments
where
the
department
has
some
level
of
discretion
on
the
procurement
outreach
and
the
award
of
that
contract.
A
So
this
is
what
we
mean
by
discretionary.
We
have
well-documented
criteria
on
how
we're
getting
to
that
number,
and
once
we
have
that
our
total
for
the
quarter,
we
look
at
the
percentages
of
the
vendors
that
are
paid
who
are
certified,
how
much
they
are
paid
and
the
some
of
the
breakdown
of
the
information
of
those
those
businesses.
A
So
right
now
we're
looking
at
our
year
our
year,
our
quarter
over
quarter
bar
graph,
and
so
this
is
what
we.
This
is
after
12
years
of
using
this
format,
our
twelve
quarters
of
using
this
format,
we
have
begun
to
learn
a
lot
about
the
cyclical
nature
of
of
the
payments.
As
michael
pointed
out,
the
example
of
the
fire
operator
apparatus
is
was
paid
in
fiscal
year
21,
but
was
awarded
for
a
contract
awarding
this
year
2019..
A
I
mentioned
this
example
because
we
want
to
keep
this
in
mind,
we're
looking
at
the
impacts
of
our
reforms,
interventions
and
as
we
learn
about
how
and
when
they
start
showing
up
in
the
spending
looking
at
this
table,
I
want
to
call
out
a
few
things
that
fiscal
year
22
q1
and
q2.
We
actually
had
the
highest
overall
discretionary
spend
of
the
last
12
quarters
and
15
million
and
14.7
million
was
paid
to
our
mwbe
vendors
with
the
fiscal
year
to
date
percentage
being
about
6.5.
A
A
This
discretionary
data
is
where
we
have
started
in
terms
of
measuring
our
progress
and
collaborating
to
really
make
sure
we
understand
what
we're
looking
at,
and
we
know
that.
There's
a
lot
more
information
and
things
to
learn
in
in
this
okay,
I'm
going
to
kick
it
over
to
andre
lima,
to
talk
about
the
supplier,
diversity
interventions.
I
I'm
not
gonna
touch
on
every
single
one
of
these
right
now,
but
I
wanted
to
call
out
a
few
that
are
relevant
and
a
few
that
I'm
going
to
jump
into
in
greater
detail
in
a
second
so
over.
On
the
left
hand,
side
of
the
slide.
In
the
process
improvement
section,
we
have
launched
a
new
online
business
certification
application
which
has
supplemented
the
historical
paper-based
certification
application.
I
So
this
new
application
has
significantly
decreased
the
amount
of
time
it
takes
for
a
business
to
get
certified
and
the
time
it
takes
for
us
to
review
and
approve
an
application.
It's
also
given
us
an
opportunity
to
collect
better
and
richer
data
from
the
certification
applications
which
feeds
into
a
lot
of
our
new
programming
and
initiatives
which
I'll
touch
on
in
a
little
bit.
I
Additionally,
we
launched
the
city's
first
buying
plan,
I'm
going
to
go
into
a
little
bit
more
detail
about
this
in
about
two
minutes,
but
the
sort
of
summary
is
that
the
buying
plan
is
a
forecast
of
upcoming
city
procurements
that
we
can
get
into
the
hands
of
small
businesses,
giving
them
sort
of
a
central
lead
time
and
submitting
competitive
bids
over
in
the
center
column.
Here
you
can
see.
I
Pipeline
development
is
another
incredibly
important
piece
of
the
puzzle,
starting
with
capacity
building
grants
that
are
office
issues
I'll
dive
into
that
more
in
a
little
bit,
a
monthly
newsletter,
and
I
think,
most
essentially
one-on-one
consultations
with
businesses
and
then,
finally,
finally,
in
the
policy
and
program
development,
section
really
working
to
create
accountability,
both
at
the
city
level
and
the
department
level
permitted
for
meeting
the
city's
nbe
and
wd
utilization
goals.
Activities
in
this
category
are
contract,
specific
mbe
and
wv
utilization
goals.
I
So
the
first
of
these
that
I
want
to
jump
into
is
the
city's
buying
plan,
one
of
the
most
frequent
pieces
of
feedback
we
get
from
small
businesses
about
the
pain
points
in
contracting
with
in
the
process
of
contracting
with
the
city
is
having
enough
lead
time
to
prepare
competitive
bids.
So
this,
this
collaborative
project
which
we
launched
last
year,
is
essentially
designed
to
do
just
that
to
give
businesses
information
about
upcoming
city
procurements
so
that
they
have
time
to
prepare
competitive
bids.
I
You
can
see
the
screenshot
is
actually
taken
from
the
buying
plan,
which
is
publicly
viewable
on
boston.gov,
and
you
can
see
the
the
design
is
user-centric,
the
user
here
being
small
businesses
and
for
that
reason,
we've
organized
by
product
rather
than
department.
It's
searchable
with
filters
to
refine
searches
by
a
variety
of
criteria
and
in
fy
for
the
fy
22
buying
plan
about
65
million
dollars
in
city
procurements.
I
So
this
is
an
incredible
tool
meant
to
sort
of
get
this
critical
information
into
the
hands
of
businesses.
But
you
know
we
know
that
a
tool
like
this
that's
publicly
viewable
on
the
city
website,
isn't
a
substitution
for
the
sort
of
direct
one-on-one
contact
with
businesses
that
our
department
has
historically
provided
and
to
supply
that
this
year,
we've
hired
our
first
businessman
manager,
samuel
cortado,
who
has
served
the
city
and
specifically
district
7,
both
in
the
council
as
a
senior
advisor
in
the
mayor's
office.
I
So
samwell
is
really
in
charge
of
that
one-on-one
direct
contact
with
businesses,
but
we've
also
hired
an
outreach
and
engagement
manager,
carlita
chambers-walker,
who
is
focused
on
really
making
sure
that
we
extend
our
reach
so
that
we're
reaching
more
businesses
with
some
of
our
outreach.
That
includes
rebooting
our
monthly
newsletter,
with
a
new
emphasis
on
actually
connecting
businesses
with
relevant
upcoming
contracting
opportunities,
leveraging
the
communications
infrastructure
of
the
office
of
economic
inclusion,
opportunity
and
inclusion,
and
actually
providing
some
more
technical
opportunity.
I
I
You
can
see
on
this
slide
grant
recipient
by
neighborhood.
It's
very
clear.
We
had
a
great
representation
from
the
neighborhoods
of
dorchester
and
roxbury.
Additionally,
going
a
little
bit
deeper
into
grant
recipients
by
industry
type.
You
can
see
that
we
had
a
great
representation
of
professional
services
or
businesses
that
provide
professional
services
among
the
grant
recipients,
and
just
as
a
note,
these
categories
that
you
can
see
across
the
bottom,
construction,
construction,
design,
goods
and
supplies,
professional
services
and
support
services.
Those
are
taken
from
our
disparity
study.
I
That's
how
we
organize
the
types
of
businesses
and
types
of
industries
in
our
district
disparity
study
and
finally,
looking
at
grant
recipients
by
race
and
ethnicity.
I
I
mentioned
already
that
about
52
of
grant
recipients
are
black
owned
businesses,
but
you
can
see
in
this
slide
that
21
are
hispanic
or
latinx
owned,
and
about
eighteen
and
four
percent
respectively
are
white
and
asian
owned.
I
Go
ahead,
I'm
gonna
try,
I'm
gonna,
try
and
pick
up
the
base.
Yes,
so
we
launched
this
grant
program
in
spring
of
2021..
Six
months
later,
we
followed
up
with
businesses
to
to
solicit
some
feedback
about
what
they
use
the
grants
for-
and
this
is
a
long
quote-
I
won't
read
the
whole
thing,
but
we
got
incredible
feedback.
I
Much
of
that
is
probably
a
result
of
some
of
these
new
interventions
like
the
contracting
opportunity
fund
and
others,
and
you
can
see
a
notable
increase
here
in
the
number
of
minority
women-owned
business
enterprises
in
the
directory
and
then,
lastly,
on
the
left-hand
side
of
this
slide,
you
can
see
certified
businesses
by
race
and
ethnicity,
with
a
notable
increase
in
the
number
of
black
owned
businesses
in
our
directory
from
fy
21
to
fy
22,
and
you
know,
one
thing
to
note
here
is
that
the
actual
totals
won't
equal.
The
totals
on
the
previous
slide.
I
That's
because,
when
applying
to
be
a
certified
business,
you
businesses
can
check
all
race,
ethnicities
that
apply
to
them
and
finally,
on
the
right
hand,
side
of
this
slide.
You
can
see
the
breakdown
of
certified
boston-based
businesses
by
neighborhood
and
how
that
changed
from
fy21
to
22
significant
significant
increase
in
the
number
of
businesses
certified
businesses
from
dorchester
matapan
as
well
as
roxbury.
B
Okay,
thank
you
for
that,
and
I
just
want
to
note
and
and
celebrate
that
we
did
definitely
give
you
an
extra
time
there
and
I
think
it's
important
for
us
to
have
a
good
understanding
of
the
data.
So
I
really
do
appreciate
you
compiling
that.
So
next,
I'm
gonna
move
over
to
who
is
next
on
my
list
chief,
I
believe
it's
chief,
so
that's
sirera!
You
know
I
have
the
floor.
G
Madam
chair,
so
I
don't
think
that
the
equity
inclusion
chief
was
able
to
join
our
conversation
today.
She
may
be
sending
something
in
writing.
I
know
she
sent
her
regrets
earlier,
and
I
know
that
we
have
gone
over
our
time
for
what
you
allocated
to
us.
If
interested,
you
know
be
great
for
our
team
to
share
for
under
a
minute
the
what
we
are
launching,
that
some
of
the
initiatives
we're
launching
and
then
to
seed
the
floor
to
the
next
panel.
H
All
right
so
andre-
and
I
tag
team
our
way
through
this
one
very
quickly,
but
the
sheltered
market
program
is
something
that
was
provided
for
under
chapter
30b
earlier
on
I
quickly
mentioned,
there
are
several
different
laws:
chapter
30
b
is
the
one
that
governs
the
procurement
of
goods
and
services.
Section
18
in
it
allows
us
to
with
a
vote
of
the
city
council.
H
The
chief
procurement
officer
can
then
actually
designate
create
a
sheltered
market
that
allows
us
to
take
individual
contracts
and
designate
them
for
availability
and
to
only
be
available
effectively
to
minority
and
women-owned
businesses,
specifically
as
ones
that
are
have
a
proven
disparity
through
the
disparity
study.
Simple
easy.
This
is
a
very
much
a
pilot
program.
That's
focused
on
getting
just
to
figure
out
as
much
as
we
can
about
it
and
get
better
at
it
learn.
This
is
the
first
one
that's
been
done
in
the
commonwealth.
Andre
do
you
want
to
take
it.
I
I
Ambitious
outreach
project
to
ensure
that
we
first
of
all
educate,
minority-owned
and
women-owned
businesses
about
what
a
shelter
market
program
is
and
what
this
opportunity
entails
and
then
more
specifically
making
sure
that
minority
and
women-owned
businesses
in
the
city
know
how
to
go
about
submitting
a
bid
for
these
contracts.
Specifically,
so
we
are
really
trying
to
ensure
that
we
reach
a
you
know
a
broad
array
of
diverse
businesses
so
that
we
have
a
big
pool
of
bidders
for
the
contracts
in
the
shelter
market
program.
So.
H
And
finally,
I'll
go
ahead
mike
one
point
that
I
would
say
is
that
there's
a
difference
between
what
we
normally
have
and
this
one
under
30b,
and
this
where
we
are
required
to
actually
get
three
fully
responsive
and
responsible
bids
people
who
are
regularly
doing
this
kind
of
work
in
the
in
the
community
who
can
perform
this
work.
This
is
part
of
this
is
one
of
the
quirks
of
the
law,
and
it's
actually
something
that
makes
a
lot
of
sense,
based
on
a
lot
of
the
research
that
we've
done.
H
I
And
we
are
currently
considering
all
contracts
greater
than
50k,
with
a
preference
of
those
over
a
hundred
thousand
dollars
in
the
category
of
professional
services,
support
services,
goods
and
supplies.
Your
30b
and
prioritizing
work
types
where
we
have
a
high
availability
of
certified
boston-based,
mbes
and
wbs.
B
Yeah,
no,
I
I
really
do.
I
do
really
appreciate
the
model
of
collaboration
and
how
everyone
literally
has
a
voice
and
a
seat
at
this
table
in
terms
of
addressing
these
issues.
So
really
do
appreciate
your
leadership
and
creating
space
for
your
team
to
really
bring
the
great
work
that
you
all
are
doing
to
support
these
efforts.
So
thank
you
and
next
time
you
know
come
here
ready,
prepare
non-destructive!
Thank
you.
So
I
wanted
to
just
acknowledge
that
our
we've
been
joined
by
counselor.
B
Our
council
president
ed
flynn,
as
well
as
at-large
counselor,
rutsi
louisian
at
large,
and
I'm
gonna
give
them
an
opportunity
to
do
their
opening
remarks
during
their
question
portion
so
that
we
can
ensure
that
we
have
enough
time
to
give
our
colleagues
an
opportunity
to
ask
questions.
So
I'm
going
to
move
on
to
the
question
portion
and
I'm
going
to
do
so
in
order
of
arrival,
starting
with
our
lead,
sponsor
counselor.
You
now
have
the
floor
and
you
know
it's
got
five
minutes
for
questions.
B
C
Thank
you,
madame
chan,
thank
you
to
the
panelists
quick,
well,
a
few
questions.
When,
when
are
contracts
usually
up,
are
they
more
contracts,
usually
up
like
in
the
summer
spring,
and
is
there
a
way
to
get
contracts
on
a
cyclical
basis,
since
we
are
now
starting
to
put
out
a
buying
plan
as
a
city
you
know
like
in
in
some
industries
like
september,
1st
is
the
move-in
day
across
the
city
of
boston?
Is
that
something
that
we
can
create
with
our
with
our
contracts
and
our
bidders?
H
So
let
me
take
the
in.
Let
me
try
and
take
a
swing
at
that,
so,
in
terms
of
when
are
contracts
up
it
really
well,
it
depends
at
present
the
we
buy
different
things
at
different
types
of
year
at
different
times
across
the
year.
So
on
one
of
the
slides,
you
actually
saw
the
different.
Basically,
if
you
look
at
all
the
12
quarters
that
we've
been
measuring,
there's
some
level
of
repetition
in
terms
of
we
tend
to
go
out
for
snow
removal
and
snow
management.
H
At
the
same
time,
every
year
there
are
janitorial
and
service
and
building
services
contracts
that
tend
to
go
out
at
the
same
time
every
year
or
every
three
years,
as
the
case
may
be
one.
So
that's
one,
it
depends
on
what
the
pieces
are.
We
are
we
are
trying
to
make
it
get
a
clearer
sense
of
this.
One
thing
that
I
didn't
mention
earlier
on
is
that,
although
goods
are
procured
centrally
through
a
central
purchasing,
office,
services
are
procured
by
the
departments.
H
So
what
I
would
say
it's
an
interesting
idea
to
try
and
put
things
closer
together
and
and
do
them
as
a
bulk.
I
would
it
bears
some
thinking.
One
thing
that
I
would
be
very
I
would
be
concerned
about
is
that
we
have
a
limited
number
of
staffers
who
are
actually
doing
this,
and
so,
if
we
try
to
do
everything
all
at
once,
you'd
end
up
with
enormous
bottlenecks,
and
so
it's
something
to
think
about,
but
I
think
we
probably
need
to
go
back
and
take
a
long
hard
look.
H
G
Counselor,
there's
just
a
two,
a
ten
second
response,
so
one
is
that
the
buying
plan
is
meant
to
give
folks
a
heads
up
as
to
when
these
contracts
are
coming
out.
I
will
say
this
is
one
thing
that
we
advocated
for
we
oftentimes,
don't
know
when
things
are
coming
up
until
the
rfp
goes
out,
and
let's
do
two
weeks
later.
So
you
know
it'll
tell
you
when
something's
coming
up
in
q4
of
23,
et
cetera,
et
cetera,
so
that
folks
have
a
lead
time
to
prepare.
G
C
And
now
that
we're
talking
about
it
have
a
conversation,
maybe
it's
like
something
that
we
do
quarterly
trying
to
get
some
of
them
on
a
quarterly
basis
that
they're
all
being
being
brought
out
in
rfp
process.
But
I
have
a
few
more
questions.
I
know
chairman
councillor.
Mejia
is
going
to
be
strict
on
time,
but
one
of
the
big
areas
that
we
saw
or
hear
about
is
the
payment.
H
H
I
don't
have
that
in
front
of
me
if
somebody's
got
it
on
rapid
recall.
That
would
be
good
in
this
case.
I
think
one
of
the
things
we
would
probably
want
to
look
at.
That
might
be
a
good
question
for
the
city
auditor.
In
a
future.
You
know
in
a
future
hearing
that
might
be
something
would
be
a
good
place
to
follow
up.
C
H
It
wildly
varies
depends
on
the
size
of
the
contract,
depending
on.
What's
going
on,
we've
got
some
contracts
that,
with
city
council
approval
can
be
the
average.
The
standard
length
is
three
years
is
the
maximum
that
can
happen
without
approval,
so
people
tend
to
make
longer
and
larger
contracts
than
their
initial
thought,
because
the
process
is
a
little
more
complicated
and
so
to
people
tend
to
make
them
with
larger,
not
to
exceed
values
and
longer
time
frames.
C
Awesome
and
then
my
last
question
counsel
me
here:
the
report
is
there
any
way
that
we
can
have
the
report.
You
know
kind
of
well
formatted,
so
that
it
represents
the
same
categories
and
subgroups
that
were
outlined
in
the
2020
disparity
study.
You
know,
we've
heard
some
concern
that
the
data
doesn't
break
down
to
show
you
know
racial
and
ethnic
groups,
so
there's
any
way
that
we
can
have
the
data
be
broken
down
to
show
locational
ethnic
groups
that
are
in
the
2020
experience
study.
A
G
B
B
B
E
B
E
So
much
so
when
I
was
at
the
boston,
public
health
commission,
we
identified,
went
through
a
similar
process
and
identified
where
our
procurement
process
was
inaccessible
to
smaller,
black
and
well-known
businesses,
and
in
our
review
we
were
able
to
find
and
make
changes
to
the
policies
and
the
requirements
for
the
bid
contract
certifications.
All
of
that
can
you
tell
me
a
little
bit
about
the
challenges
that
you
or
you
know
your
predecessors
identified
in
city,
hall's
procurement
policies
and
what
changes
have
been
made
to
make
it
more
accessible.
H
This
is
yes,
we've
got,
unfortunately,
I
don't
want
to
eat
all
of
the
time
we
can.
We
can
do
this
for
hours.
The
answer
is,
there
are
a
lot
of
different
pieces,
but
there
is
no
one
individual
problem.
The
sometimes
the
language
is
difficult,
the
what
we
you
definitely
tagged
on
the
specific
requirements.
You
know
that
somebody
must
have
done
business
of
this
exact
type
of
this
exact
size
with
a
government
before
which
is
somewhat
of
a
catch-22
there,
and
so
there's
a
lot
of
this.
H
As
I
mentioned,
there
are,
and
services
are
procured
out
through
the
departments,
and
so
one
of
the
things
that
we're
doing
is
trying
to
build
flexible
language
that
can
be
used
across
the
board.
We
have
the
first
versions
of
it
that
we've
started
to
put
into
place,
but
again
it's
it
is
a
slower
process
than
anyone
would
like,
but
this
is
also
one
of
those
things
where,
if
we
do
it
wrong,
the
the
unintended
consequences
could
be
enormous,
but
this
is
something
we
are
actively
focusing
on
and
staffing
up
increasingly
to
do.
E
E
Thank
you,
though.
I
look
forward
to
working
together
to
make
that
happen.
I
think
one
of
the
things
that
we
also
know
is
that
in
boston,
the
super
majority
of
worker
owned
cooperatives
are
white,
and
so
do
you
have
data
on
and
I'm
assuming
that
the
answer
to
this
is
no,
but
do
you
have
data
on
how
many
worker-owned
businesses
have
city
contracts
currently
and
the
demographic
breakdown
of
those
owners,
and
I
know
that
you
have
said
that
you
offer
technical
support
to
businesses
to
assist
them
in
securing
city
contracts.
G
There
is
a
program
that
we're
going
to
be
launching
shortly,
that's
going
to
help
with
legacy
businesses
and
their
succession
planning
and
moving
them
into
a
place
of
selling
the
business
to
their
employees,
so
that
we're
creating
more
worker
on
cooperatives.
But
just
one
of
the
strategies
that
we're
developing
to
address
this.
E
B
Thank
you,
counselor
ladda.
I
really
do
appreciate
and
you
stayed
right
on
time
really
do
appreciate
all
of
your
thoughtful
questions
and
and
really
kind
of
helping
us
think
through
a
third
way
right,
you're,
absolutely
right.
So
I'm
gonna
go
now
to
counselor
fernandez
anderson.
You
now
have
the
floor.
F
H
Report
on
the
deliverables,
so
could
you?
Let
me
see
I'll
answer
very
briefly
and
tell
me
if
this
is
not
the
answer
to
the
question
that
you
asked
as
a
piece
of
this,
so
we
we
are
targeting
this
as
a
pilot.
First,
it
was
authorized
for
six
months
and
six
contracts
up
to
six
contracts
again
really
trying
to
stand
this
up,
get
the
procedures
right
and
moving
on
in
the
procedures
and
that
those
are
publicly
on
the
website
and
what
we
can
share
them.
H
G
So,
just
to
just
to
clarify
mike's
comments,
so
the
deliverables
are
awarding
these
six
contracts
by
june
30th
and
as
part
of
the
presentation,
our
goal
is
to
make
sure
that
these
are
valuable
contracts.
And
not
you
know
these.
You
know
ten
thousand
twenty
thousand
dollar
contracts,
but
substantial
contracts,
and
so
there
will
be
a
report
out
to
the
city
council.
F
G
F
Thank
you
and
just
to
be
clear.
Chief.
I
understand
this
is
your
first
year,
and
so
these
are
all
reports
from
your
predecessor
or
anything
that
happened
before
this.
So
I
do
appreciate
you
accommodating
us
to
something
that
you
had
nothing
to
do
with
and
trying
to
repair,
so
they
rep.
Is
there
an
out
a
report
on
the
outreach
to
small
businesses
in
particularly.
F
I
I
can
I
can
take
this
one.
We
don't
have
a
sort
of
a
comprehensive
report
on
all
of
the
different
outreach
activities
that
our
office
specifically
conducts.
Some
of
your
question,
I
think,
is
answered
in
the
disparity
study
and
you
know
we
do
have
information
about.
You
know
our
outreach
to
certified
businesses
and
our
contact
with
non-certified
businesses
in
the
certification
process,
as
well
as
information
about
you
know
the
outreach
we've
done
for
grant
programs
and
and
other
initiatives.
I
I
also
want
to
note
that
you
know
the
the
contact
that
the
city
has
with
small
diverse
businesses
is
not
isolated
just
to
the
supplier
diversity
program,
but
also
to
the
small
business
development
unit
of
economic
opportunity
and
inclusion.
So
we
don't
have
currently
a
report
that
covers
all
of
those
activities,
but
we'll
be
happy
to
start
sort
of
like
pulling
something
together
that
that
sort
of
in
a
more
comprehensive
way
captures
the
scale
of
the
outreach
to
small
businesses
across
those
different
units.
F
Thank
you
is
there
a
way
to
lower
the
barriers
for
businesses
that
are
not
in
good
standing
with
the
city,
because
I
you
know
I
I
said
this
before
it's
just.
I
think
I
use
the
word
stupid
and
it
is
stupid,
but
today
I'll
just
say
it's
dumb
like
how
are
we
not
working
with
people
like?
Should
we
can
we
lower
the
barriers,
so
that-
and
I
know
this
is
not
with
you
guys,
but
I'm
interested
in
that
conversation
is.
G
G
F
B
F
G
So
in
terms
of
involving
the
community,
I
will
say
that
for
the
sheltered
market
program
we
held
a
not
a
hearing
but
a
public
meeting
to
present
the
procedures
for
the
pilot
program
and
also
received
written
feedback
on
those
policies
and
we'll
continue
to
do
things
like
that.
For
every
policy
that
we're
putting
out,
I
will
say
the
other
piece
to
this
as
well-
is
engaging
other
community
based
organizations
that
work
with
small
businesses
since
they're
on
the
ground
and
inviting
them
in
at
the
beginning
of
the
conversation
rather
than
presenting
them.
J
I
also
heard
that
sam
hurtado
is
now
the
diversity
supplier,
business
manager
at
economic
opportunity,
inclusion
and
the
opportunity
to
to
work
with
sam
for
about
four
years
and
he's
excellent,
very,
very
professional,
hard-working
dedicated
person.
So
I
just
wanted
to
just
wanted
to
mention
that
so
I
I
I
forget,
one
of
my
colleagues
mentioned
the
outreach
or
the
assistance
you're
providing
women.
I
Yeah,
certainly
so
I'm
gonna
do
sort
of
like
categories.
So,
first
of
all,
we
now
and
historically
provide
a
great
deal
of
technical
assistance
to
businesses
who
are
interested
in
getting
certified
as
women,
minority
owned,
veteran
owned
or
small
and
local
businesses.
So
we
have
you,
know
a
weekly
office
hours
where
our
great
certification
manager,
stacy
williams,
provides
one-on-one
support
for
businesses,
whether
that's
you
know
compiling
the
relevant
documentation
that
businesses
need
to
submit
to
get
certified,
navigating
the
actual
certification
application
or
just
answering
general
questions
about
the
certification
process.
I
We
have
a
weekly
standing
opportunity
for
businesses
to
to
talk
with
stacy
one
on
one.
That
was
actually
something
that
we
did
in
person
in
the
past,
but
we've
been,
you
know,
continuing
the
service
virtually
for
the
past
couple
of
years.
So
that's
one
example
in
samwell's
capacity
as
the
business
manager,
his
responsibility
is
sort
of
not
for
the
certification
technical
support,
but
for
some
of
the
technical
support
in
the
actual
discovery
of
contracts.
So
part
of
that
is
certification.
I
Sorry
part
of
that
is
a
sort
of
contract
matchmaking.
So
looking
at
procurements
that
are
coming
down
type
and
we
now
have
several
new
tools
to
help
us
and
businesses
do
that
more
effectively
and
actually
using
the
information
we
have
on
businesses
in
our
certified
business
directorate
to
start
making
some
of
those
connections
and
alerting
businesses
to
the
opportunity.
We're
doing
this
part.
I
Part
of
the
strategy
for
sheltered
market
is
doing
exactly
that,
and
so
that's
sort
of
how
semwell
fits
in
sort
of
an
immediate
project
that
we
have
open
right
now.
Making
sure
that
you
know
when
the
contracts
are
selected
for
the
sheltered
market
program
that
we
are
leveraging
all
the
information
that
we
have
through
the
certification
program
on
the
various
minority
and
women-owned
businesses
in
the
city
to
ensure
that
they
get
notified
of
those
opportunities
immediately
and
then.
Finally,
you
know
we
have
historically
done
and
continue
to
do.
I
Opportunity
fairs,
which
are
meant
to
connect
business
with
department
to
get
a
better
sense
of
sort
of
their
procurement
schedule
for
a
fiscal
year.
But
one
of
the
new
opportunities
that
we're
looking
to
launch
in
this
coming
fiscal
year
are
more
sort
of
capacity
building
and
technical
skill
building
workshops.
You
know
whether
that's
you
know
how
to
write
an
rfp
proposal
or
sort
of
how
to
use
the
various
tools
that
we've
made
available
to
businesses,
we're
trying
to
expand
the
suite
of
programming
that
our
events
supply
beyond
just
opportunity.
Affairs.
G
You
know
women
or
minority
owned
businesses
in
a
particular
category,
for
instance,
this
isn't
what
we
acquire
as
as
a
city,
but
if
there
are
no
women
or
minority-owned,
we
now
know
that
we
need
to
focus
on
identifying
talent
that
would
be
interested
in
starting
a
company
like
that
and
providing
the
ta
and
the
capital
to
do
so,
so
just
to
say
that
we're
we're
focused
on
both
ends
of
this.
Thank
you.
J
Thank
you
and-
and
I
know
the
I
mean
one-
two,
two
final
comments,
not
a
question.
Two
final
comments:
we
need
to
do
more
work
in
support
of
immigrant
owned
businesses,
small
businesses-
I
don't
think
we're
doing
enough
in
the
city
in
support
of
immigrant
owned
small
businesses,
and
I
don't
think
we
are
doing
enough
for
veteran-owned
small
businesses
as
well.
J
In
fact,
I
know
we're
not
because
the
numbers
are
very,
very
low,
almost
embarrassingly
low,
and
that
and
that
concerns
me-
I
don't
know
if
there's
enough
veterans
that
are
qualified
that
are
participating
in
this
or
they
don't
know
about
it
or
or
whatever
the
reason,
but
it
would
be
something
I
would
like
to
discuss
offline
with
with
you
chief.
I
I'd.
G
G
One
thing
that
we
have
not
done
is
invite
the
statewide
office
of
veteran-owned
businesses
to
the
table
to
make
sure
that
we
are
doing
as
much
outreach
as
possible
to
to
that
community
so
for
sure,
we'd
love
to
work
with
your
office
to
make
sure
that
we're
reaching
that
community
and
then
for
immigrant
owned
businesses.
Yes,
we'll
be
happy
to
share
work
that
we're
developing
right
now
on
that,
but
then
also
to
build
out
any
new
programs
or
initiatives
that
you
may
want
us
to
move
forward
on.
J
K
Thank
you,
madam
chair.
I
want
to
also
thank
the
sponsor
here,
councilorelle
and
bringing
up
this
important
discussion
discussion.
I
want
to
thank
the
administration
for
being
here
my
question
sort
of
like
well.
My
first
question
is
in
terms
of
data
tracking:
do
we
actually
have
data
that
we're
tracking
by
you
know
immigrant
owned
businesses
lgbtq
owned
businesses,
folks
with
disabilities?
Do
we
have
that
data?
Are
we
tracking
that,
as
a
city.
G
So
I
know
that
we
are
tracking
lgbt
owned
businesses,
the
result
of
an
executive
order
that
mayor
janie
signed
last
summer,
inviting
them
into
the
certification
process.
So
that
is
a
group
that
we
will
be
tracking,
not
sure
I'll.
Let
my
colleagues
respond
to
whether
or
not
we're
tracking
immigrant
owned
businesses
and
the
other
category.
I
don't
know
I
apologize
counselor
for.
I
So
currently
we
do
not
track
immigrant
owned
businesses
in
our
certification
program.
Of
course,
that
doesn't
mean
that
there
aren't
certified
businesses
that
are
owned
by
immigrants,
of
course,
but
it's
not
a
certification
that
we
track
each
of
the
the
data
that
we
track
through
the
certification
program
is
tied
to
the
certifications
that
we
provide,
which
are
minority
owned,
women
owned
veteran
owned
and
small
and
local
business.
But
you
know,
as
mentioned
you
know
this,
you
know.
I
Expanding
the
reach
of
the
certification
program
is
something
that
we
are
really
interested
in
and
are
working
on
in
several
areas,
the
first
of
which
is
lgbtq
owned
businesses.
So
we
would
love
to.
You
know,
continue
to
have
conversations
about
how
to
make
sure
that
the
certification
program
represents.
You
know
all
types
of
business
ownership.
G
G
K
Yeah,
thank
you
chief.
I
really
appreciate
that.
I
love
the
idea
about
updating
our
language
because
I
don't,
as
many
of
my
colleagues,
we
don't
love
using
some
of
that
language.
A
second
question
I
had
was
sort
of
dovetails
off
of
the
question
that
president
flynn
had
just
about.
You
know
our
outreach
to
immigrant
communities
and
our
vision.
K
So
if
you
talk
about
what
what
it
looks
like
to
get
city
hall
out
of
city
hall,
to
be
doing
that
technical
assistance
or
because
a
lot
of
folks
who
have
small,
either
landscaping,
businesses-
or
you
know
just
some
good
hustles-
that
could
be
more
formalized.
But
you
know
they
don't
know
anything
about
city
hall,
and
so
if
we
also
share
the
vision
with
getting
ourselves
out
of
the
building.
What
does
that
look
like?
How
do
you?
What
is
the
vision
for
technical
assistance.
K
G
G
And
so
you
know,
part
of
the
vision
of
the
walks
is
to
get
the
information
out
there,
but
even
that's
not
enough,
because
you're
only
there
for
an
hour
or
two
and
you
may
not
meet
all
the
people
that
could
utilize
that
information.
So
it's
it's
also
beyond
what
the
city
itself
is
doing
or
should
be
doing.
This
is
where
partners
like
actual
true
partnerships
matter,
and
so
it
is
working
with.
You
know.
People
people
have
more
faith
in
the
community
organizations
or
nonprofit
organizations
they
engage
with.
G
They
also
have
more
trust
in
their
faith
institutions,
and
so
particularly
for
immigrant
communities.
Where
faith
is
a
huge
component
of
everyday
life.
We
have
to
make
sure
that
we
are
engaging
the
faith
community
in
getting
this
information
out
there,
because
all
the
business
owners
go
to
go
to
church
or
go
to
mosque
and
so
to
be
able
to
have
the
faith
leaders
getting
the
information
out
is
going
to
be
important
as
well.
K
B
B
B
We
had
to
create
a
whatsapp
chat
and
we
have
over
80
immigrant
businesses
that
have
been
supporting
each
other
and
navigating
the
contract
and
opportunity
here,
opportunities
for
the
city
and
you
would
you
would
be
surprised,
the
the
level
of
engagement
when
people
have
information
and
how
they've
supported
each
other.
So
I
do
believe
that
there
is
an
opportunity
for
even
creating
some
sort
of
apprentice.
Boot
camp
mentoring
program,
where
business
who
have
already
successfully
gone
through
the
process,
could
then
help
support.
B
Some
of
the
newbies,
because
we
need
to
be
super
mindful
that
your
department
is
small
and
the
need
is
great,
so
we
need
to
really
figure
out.
How
do
we
build
capacity
for
those
who
already
have
successfully
managed
to
do
this?
To
not
only
provide
you
all
with
some
feedback
but
to
then
also
serve
as
ambassadors
and
to
help
support
some
of
the
immigrant
communities,
because
when
people
know
better,
they
do
better
and
they
also
share
information
in
ways
that
help
support
the
larger
community.
B
So
I
just
kind
of
want
to
throw
that
out
there
and
something
that
you
for
you
all
to
consider.
I'm
just
curious
about
the
feedback
loop.
I
I
would
love
to
hear
a
little
bit
about.
How
are
you
incorporating
what
you're
hearing
from
those
who
have
navigated
this
cumbersome
process
to
make
those
tweaks
so
just
really
being
super
mindful
that
feedback
360
is
really
important
to
inform
kind
of
what
you
do.
Next,
that's
a
comment
and
a
question.
B
Maybe
if
you
want
to
answer
it,
but
I'm
curious
about
that,
and
then
I
I'm
always
I'm
the
dashboard
queen.
I
want
to
see
everything
I
want
to
track
your
entire
journey
from
the
moment
you
you
from
the
moment
you
get
the
application
to
the
time
that
you
process
it
to
whether
or
not
you've
been
awarded
it.
B
I
need
to
see
all
of
that,
and
I
think
that
there's
something
to
be
said
when
we're
documenting
somebody's
journey,
because
we
can
learn
a
lot
along
the
way
in
terms
of
what
we
can
do
to
improve
it.
So
I
think
that
documenting
that
journey
in
some
way,
shape
or
form
would
really
help
and
then
the
last
two
things
that
I'll
say
is
that
you
know
in
my
work
in
the
education
space,
I
worked
with
a
lot
of
vendors
people
who
did
wellness
and
yoga
and
non-traditional.
B
They
didn't
have
a
shop,
but
they
definitely
had
a
service
to
provide,
and
you
know
we
worked
with
bps
to
create
opportunities
for
these
smaller
vendor
vendors
to
be
contracted,
because
normally
all
of
these
contracts
go
to
the
big
ticket.
Folks,
you
know
the
big
ticket
organizations,
and
so
our
smaller
entrepreneurs
have
access
to
less
opportunity.
B
So
I
think,
there's
a
there's
a
way
for
you
all
to
kind
of,
streamline
and
and
celebrate
and
acknowledge
that
there
are
a
lot
of
entrepreneurs
out
there
doing
great
work
and
we
need
to
engage
them
in
the
process
and
then
the
last
thing
that
I'll
say
is
that
through
my
own
experience,
navigating
city
bureaucracy,
you
know
at
the
height
of
covet.
You
know
there
were
a
lot
of
folks
experiencing
food
insecurity,
but
for
us
it
was
really
about
having
addressing
the
culturally
responsive
of
that
food.
B
B
Local
hyper
local
food
in
bodegas
to
help
support
both
the
small
businesses
and
the
food
and
security
issue
in
a
way
that
was
culturally
competent
and
once
we
created
the
blueprint
you
know,
then
then
there
was
an
opportunity
for
non-profit
organizations
to
work
and
collaborate.
The
city
figured
it
out,
but
all
of
this
to
say
is
that
we
need
to
recognize
that
the
reason
why
a
lot
of
our
bipol
businesses
are
not
thriving
in
the
city.
B
It's
because
the
the
processes
that
have
been
put
in
place,
the
protocols,
the
procedures
even
applying
for
a
permit
is,
is
just
cumbersome
and
we
need
to
really
streamline
it
in
a
way.
That's
going
to
center
these
folks
who
are
struggling
to
just
get
their
foot
in
the
door,
and
the
last
thing
I'll
say
that
we
need
an
accountability
plan
for
our
construction
workers
and
those
folks
who
are
doing
subcontracting
because
they
need
to
also
be
held
accountable
in
terms
of
who
they're
bringing
on
board
for
some
of
these
projects.
G
G
One
of
the
things
that
we're
doing
is
creating
we're
working
with
partners
external
partners
to
create
like
a
comprehensive
list
of
all
of
the
programs
that
exist
in
boston,
because
there
are
so
many
ta
providers,
apprenticeship,
programs,
incubators,
etc,
but
because
there
are
so
many
so
many
folks
don't
know
about
them,
because
they
only
serve
like
a
little
tiny
area
and
that's
what
they
fundraise
off
of.
So
we
want
to.
I
want
to
work
with
you
on
that
in
terms
of
the
feedback
loop.
You
know
I
know
coming
into
this
role.
G
I
had
a
lot
of
feedback
to
give,
and
so
I'm
definitely
incorporating
that
into
some
of
the
stuff
that
we're
working
on,
and
that
was
gleaned
from
some
of
the
folks
that
we
see
in
the
audience
today,
but
also
partners
that
we
had
in
the
organization.
But
I
will
say
part
of
the
feedback
loop.
Also
will
continue
to
be
what
exists
right
now,
which
is
the
city
council
providing
you
know,
letting
us
know
what
you're
hearing
from
your
constituents
appreciated
that
partnership
prior
to
coming
in
and
we'll
look
forward
to
continuing
that
document
document.
G
Yes,
the
documenting
of
someone's
journey
happy
to
figure
out
what
that
can
look
like
in
partnership
with
your
office
breaking
up
contracts,
big
big
thing
for
for
me
in
particular,
I
mean
there
are.
There
are
contracts
that
doesn't
matter
what
color
you
are
no
small
business
boston-based
small
business
can
actually
take
it
on
so,
yes,
that
is
one
thing
that
we
are
looking
at.
G
G
Look
forward
to
that
conversation
and
just
to
let
you
know,
this
is
one
of
the
things
andre
who's
here
is
the
deputy
director
for
supply
diversity
and
the
brjp,
and
this
is
something
that
we
are
talking
about
internally
about
how
we
address
this
head-on
this
year.
So
thank
you
for
raising
those
points.
Thank.
B
You
so
very
much
and
I'm
gonna.
I
know
that
my
colleagues
not
sure
if
anyone
has
a
second
round
of
questions
or
one
question
for
as
we
move
on
just
because
in
the
interest
of
time
we
do
have
another
panel
that
has
been
patiently
waiting
and
we
still
have
to
go
through
them
and
ask
questions.
So
I'm
going
to
ask
our
lead
sponsor.
B
C
Thank
you,
madam
chair,
and
a
lot
of
great
ideas.
That's
coming
from
my
from
my
colleagues,
you
know
changing
the
language
on
how
we
describe
our
small
business
owners
and
then
I
love
counseling.
Media's
idea
of
you
know
using
different
ways
of
communication
to
get
the
word
out
to
our
small
business
owners
want
to
ask
two
questions.
C
H
So
I
think
I
can
take
a
swing
at
that
very
quickly.
The
original
equitable
procurement
plans,
for
that
were
what
we
developed
the
first
version
of
the
buying
plan
out
of,
and
so
a
lot
of
that
data
is
collected
through
this.
One
of
the
questions
that
we
ask
is
that
is
that
for
any
of
the
upcoming
procurements,
they
look
and
see
which
ones
they
know
have
or
can
find
diverse
businesses
or
or
bypass
owned
businesses
that
can
actually
perform
that
work.
It
is
a
it
is
a.
C
A
I
I
don't
have
that
information
in
front
of
me,
but
I
can
certainly
get
it
to
you
at
your
office.
It
would
just
require
checking
and
doing
a
little
bit
of
collaborative
work
with
with
jen
and
mike,
but
we
can
definitely
we
can
figure
out
like
not
just
if
people
were
awarded
contracts,
but
if
they
did
on
contracts.
So
I'm
happy
to
follow
up
with
that
information.
C
B
C
Can
you
talk
to
me
about
the
schedule
of
the
opportunity
fairs?
You
know,
I
know
we
were
just
coming
out
of
covid.
How
many
did
we
have
if
any
during
during
during
the
last
two
years
and
then
going
forward?
What
what's
what's
the
plan?
What's
the
schedule
for
opportunity
to
be
fair
and
then
also,
what's
the
follow-up
right?
What's
the
process,
what
information
are
we
looking
to
extract?
C
I
So
I
don't
have
the
schedule
from
the
last
two
years
in
front
of
me,
but
we
do
have
a
report
that
includes
like
the
dates
and
the
attendees
of
those
and
have
to
follow
up
with
that
information.
The
plan
moving
forward
is
not
just
to
do.
Opportunity
fairs,
but
also
to,
like,
I
said,
do
a
little
bit
more
technical
assistance
and
skill
building
events.
C
B
C
G
Well,
the
counselor
is
correct.
I
mean
you
know,
especially
again
in
in
I
hate
to
keep
mentioning
the
previous
role,
but
this
is
one
of
the
biggest
issues
that
is
facing
minority
businesses
that
want
to
participate,
particularly
in
the
construction
industry,
is
the
bonding
issue,
and
so
I'll
just
say
that
this
is
something
that
we
are
attempting
to
fix
head
on,
both
financially
and
policy
wise.
C
B
Yeah,
I
just
want
to
note
for
the
record,
for
those
who
are
watching
in
the
only
reason
why
council
royale
has
gotten
so
much
grace
is
because
this
is
his
hearing,
and
I
want
to
be
super
mindful.
As
the
sponsor
of
this
conversation,
I
gave
him
an
extra
time,
but
don't
don't
think
that
this
is
how
it
normally
works.
Okay,
counselor
tanya,
fernandez
anderson.
You
have
two
minutes
for
your
questions.
My
love
all
right.
H
So
finding
and
or
contracting
we've
got
so
the
equitable
procurement
process
is
something
that
started
in
2019.
This
is
one
of
the
first
steps
that
we
had
and
it's
if
somebody
is
going
to
go
out
and
procure
anything
over
procure
something
they
have
to
search
the
directory
of
certified
businesses
and
then
go
ahead
and
actually
outreach
to
them.
H
They
also,
then,
if
it's
over
ten
thousand
dollars
have
to
fill
out
a
form
that
tracks
whether
they
were
successful
in
finding
somebody
and
who
they
were
going
to
reach
out
to
so
we
have
it
one
of
the
things
that
we
are.
If
they
were
not
able
to
find
somebody,
then
it
actually
gets
kicked
over
to
the
supplier
diversity
team.
H
Who
then
has
I
believe
three
five
three
has
a
coup,
has
several
business
days
to
actually
go
out
attempt
to
source
somebody
find
somebody
that
wasn't
part
of
the
directory
to
put
them
in
touch
with.
So
we
do
have
this
data,
it's
one
of
those
things
that
we're
starting
to
look
at
very
carefully
of
and
trying
to
connect
that
with
them.
The
bids
that
was
that
was
actually
mentioned
a
little
bit
prior
to
this.
F
H
We've
yeah,
I
think
we
can
probably
get
get
that
together.
The
big
thing
that
we're
looking
at
is
also
it's
the
availability
numbers
that
had
sort
of
been
put
up.
Sometimes
it's
that
the
work
that
they're
looking
for
is
not
something
that
we
have
in
the
directory
and
so
either
whether
or
not
we
have
to
go
get
people
certified
or
something
else
there's
a
lot
to
it.
But
this
is
something
we
can
work
together.
F
H
H
As
we
started
with
the
pilot,
the
idea
was
it's:
what
we
could
do
as
part
of
a
quick
emergency
session
towards
the
end
of
the
year,
what
we
could,
what
we
thought
we
had
a
reasonable
chance
of
being
able
to
execute
by
the
end
of
the
fiscal
year.
But
yes,
in
terms
of
expanding
it,
the
the
hope
and
goal
is
to
figure
out
to
figure
it
out
smooth
the
path
get
this
thing.
B
B
Thank
you.
Thank
you
to
my
colleagues
for
your
very
thoughtful
questions.
I
just
wanted
to
be
super.
Mindful
that
I
know
we
have
our
second
panel,
but
I
encourage
and
strongly
urge
the
administration
to
stick
around
and
listen
to
what
they
have
to
say.
You
know,
I
think
it's
really
important
for
us
to
recognize
that
these
hearings
are
usually
set
up
where
we
lead
with
the
administration.
B
So
if
you
can't
stick
around
know
that
there
will
be
some
homework,
but
I
definitely
want
to
just
say
thank
you
so
very
much
to
you
all
for
being
not
only
here,
but
so
deeply
engaged
and
present
in
terms
of
the
work
moving
forward.
So
so
thank
you
to
the
administration
for
for
being
here.
I
am
now
going
to
move
on
to
the
moment.
We
all
have
been
waiting
for
I'm
going
to
move
on
now
to
our
second
panel
and
I
believe
our
attendees
can
be
upgraded
carrie.
B
B
Okay,
ellenton,
if
you
are
here
with
us,
you
now
have
the
floor
and,
as
you've
heard
me
going
on
and
on
and
on,
you
have
five
minutes
for
your
remarks.
But
don't
worry
you
will
have
time
to
go
deeper
during
the
question
portion
of
when
you're,
when,
where,
when
our
colleagues
are
asking
their
questions,
so
don't
feel
rushed
know
that
it's
a
conversation.
But
you
have
five
minutes
for
your
opening
remarks.
L
Hey
good
good
afternoon,
everyone
I
would
like
to
thank
councilmember.
Thank
you,
madam
chairman,
as
well
for
having
me,
it's
been
a
very
interesting
discussion.
So
far,
I'm
excited
to
be
a
part
of
it
a
second
time
actually
chief
chieftain
and
I
were
on
the
last
time
I'll
say
two
or
three
years
ago.
L
One
of
the
things
that
I
continually
try
and
push
into
the
conversation
is
the
idea
of
liquidity,
making
sure
that
we
keep
an
eye
on
the
fact
that,
while
we
create
all
these
programs
for
for
access
which,
by
the
way,
boston,
does
a
very
good
job.
After
doing
some,
some
lit
reviews
on
a
few
other
cities,
boston
has
some
really
great
successes,
as
it
relates
to
not
only
just
qualitative
data,
but
also
quantitative
data
being
able
to
track
where
the
money
is
going
and
where
the
procurement
dollars
are
going.
L
But
one
of
the
the
major
hurdles
is
a
small
business
owner
developer
and
general
contractor
myself.
I
happen
to
be
a
lender,
so
I
I
get
both
sides
of
the
fence
right.
What
lenders
are
looking
for
and
what
their
expectations
are.
Is
I'd
like
to
be
sure
that
we're
constantly
considering
the
fact
that
we
need
to
push
liquidity
into
some
of
these
small
enterprises
at
every
chance
that
we
get?
L
I
believe
it
was
mr
miller
who
mentioned
earlier
how
the
process
works
as
it
relates
to
awarding
services
rendered
invoicing
and
then
payments
each
one
of
those
issues
comes
with
liquidity
issues
for
a
small
business
owner
at
the
award
section.
There's
there's,
there's
some
mobilization
capital.
That's
required
service
is
rendered
there's
payroll
and
materials
depending
on
how
the
contract
is
written
at
the
invoicing
that
becomes
an
ar
and
accounts
receivable
for
any
small
business
and
then
at
the
payment
section.
L
That's
you
know
where
the
cash
flow
is
supposed
to
come
in,
but
I
think
at
the
current
moment
we're
not
entirely
sure
what
the
timeline
on
that
is.
So
as
we
provide
access
to
all
of
these
different
subgroups
contractors,
immigrant
groups,
minority-owned
businesses,
women-owned
enterprises,
veteran-owned
enterprises.
I
want
to
make
sure
that
we're
also
keeping
a
mindful
eye
on
how
are
we
pushing
liquidity
into
these
businesses
to
make
sure
that
they
can
sustain
and
stay
afloat
during
the
contracting
process?
L
I,
like
the
idea
of
the
contracting
opportunity,
opportunity
fund
and
also
chapter
30
b,
sounds
remarkably
interesting.
I
just
want
to
make
sure,
as
we
push
forward
with
those
we
just
keep
an
eye
on.
Are
we
making
sure
that
these
businesses
have
the
cash
flow
necessary
and
opportunities
at
leverage
to
keep
them
afloat?.
B
B
Are
you
serious,
I
was
on
mute
the
whole
entire
time.
Well,
thank
you,
mr
jackson.
I
was
just
highlighting
and
appreciating
your
brevity
and
thank
you
just
letting
you
know
to
just
stay
and
stand
by
we're.
Gonna
go
through
the
first,
the
second
panel
completely
and
then
go
to
questions.
Okay,
so
thank
you.
I'm
gonna
go
now
next
to
brooke
woodson
from
suffolk
construction.
You
now
have
the
floor.
M
Thank
you,
madam
chair
woman,
and
thank
you
councillor
rel
for
inviting
me
here,
madam
chairwoman.
Thank
you
for
doing
those
videos
during
the
height
of
covet,
with
your
daughter
that
really
helped
my
spirits
get
through
all
that.
So,
in
addition
to
all
the
great
advocacy
work,
you've
been
doing
and
counselor
warrell,
you
called
me
when
you
were
running
for
office
just
to
pick
my
brain
on
some
of
these
issues.
M
So
it's
really
great
to
see
you
following
through
now
now
that
you're
in
office,
I,
as
I
said,
I'm
brooke
woodson,
I'm
with
suffolk
construction.
I
oversee
our
diversity
and
compliance
programs,
and
I'm
here
to
talk
about
what
the
private
sector
can
do
on
this
issue
right.
We
need
to
be
part
of
the
solution
as
well
and
be
a
partner
with
government
and
making
sure
that
we
have
more
equity
in
in
contracting
in
general.
Suffolk
runs.
M
M
Some
of
the
issues
that
we've
been
talking
about,
such
as
insurance
and
bonding,
are
all
taught
at
the
course
by
suffolk
instructors.
Ellington
has
been
a
an
instructor
as
in
the
access
to
capital
class,
part
of
it
after
the
businesses
graduate
they
get
paired
with
a
suffolk
executive
to
be
their
mentor.
So
we're
not
trying
to
be
just
transactional,
we're
trying
to
create
long,
lasting
relationships
and
we'll
have
our
next
cohort
coming
up
in
april.
M
We
do
this
annually
and
ellington's
actually
now
that
he
is
a
construction
management,
firm
he's
going
to
go
through
this
program
in
his
cm
role.
So
it's
a
really
important
program.
We've
we
paired
with
the
city
with
previous
administrations,
and
I
reached
out
to
chief
edua
on
this,
and
he
was
very
supportive
of
the
program.
M
But
it's
also
important
that
we
have
more
general
contractors
in
the
market
here
and
boston,
unfortunately,
has
very
few
black
owned
general
contractors.
So
we've
been
working
to
develop
those
relationships
to
to
to
to
level
up
with
some
of
those
companies.
We
brought
h.j
russell,
which
is
one
of
the
oldest
mbe
cm
firms
in
the
country
and
we're
actually
pairing
with
them
on
several
projects
in
boston.
Now,
maven
construction
is
another
company,
that's
new
to
boston.
It's
women
owned.
We
took
them
under
their
wing.
M
They
went
through
our
build
with
us
suffolk
program
and
now
we're
actually
going
after
project
pursuits
with
them.
So
it's
very
important
that
we
work
with
these
companies
at
the
general
contracting
level.
In
addition
to
the
subcontracting
level,
subcontracting
is
very
important
too,
because
you
can
really
make
up
your
dollar
spend
with
with
the
subcontractors
so
encore
boston,
harbor,
which
I
know
technically
wasn't
in
boston,
but
had
very
ambitious
goals
for
m
w
b
e
spend,
and
on
that
project
alone,
we
were
able
to
award
over
250
million
dollars
to
minority
women-owned
companies.
M
B
Good
job
brooke,
thank
you
really
do
appreciate
your
rarity.
Are
you
guys
this
is
the
moc?
This
is
the
behavior
that
we
all
need
to
be
modeling
when
we
come
here
ready
to
face
the
council,
you
know
I
really
do
appreciate
it.
I'm
gonna
go
next
to
carl
and
I
need
you
to
like
school
me
on
the
last
name
here.
I
think
it's
cool.
N
N
N
N
I
understand
that
you
have
an
educational
department
that
you
know
helps
contractors
work
their
way
through
the
bidding
process,
but
you
know
it's
it's
long.
It's
drawn
out
there's
little
success
of
the
bidders
as
far
as
taking
the
program
and,
more
importantly,
a
lot
of
the
contractors
and
business
people
who've
worked
with
the
city
in
the
past
are
very
frustrated
by
their
past
experiences
and
really
don't
want
to
be
bothered
in
working
with
the
city
anymore.
N
N
What
I've?
What
I
found
from
many
of
the
contractors
who
actually
work
with
the
city
of
boston,
the
most
effective
contractors,
are
the
contractors
that
already
have
long
term
relationships
with
the
city
of
boston
and
in
some
cases
they
are.
It
is
known
that
they'll
raise
hell.
If
things
don't
go
right,
it
is
known
that
they'll
reach
out
to
whoever
they
feel
they
need
to
reach
out
to.
If
things
don't
go
right
and
they
get
the
recognition
that
they
so
deserve,
but
it
doesn't
necessarily
come
easily.
N
You
talk
about
things
such
as
certified
businesses.
A
challenge
to
being
a
certified
business
is
that
you
need
x,
number
of
years
experience
in
performing
the
particular
task.
Now
what
that
does
is
it
creates
a
barrier
for
small
businesses.
It
creates
a
barrier
for
new
businesses
and
it
also
creates
a
barrier
for
businesses
trying
to
expand
into
another
area
of
business
and,
needless
to
say,
there
are
a
large
number
of
inconsistencies
to
go
on
over
the
years.
N
N
Create
long-term
first,
the
city
needs
to
create
an
entity
that
regularly
monitors
the
progress
of
this
effort.
This
is
not
something
that
can
be
brought
up
once
a
year
once
every
other
year.
This
is
something
that
needs
to
be
monitored
on
a
regular
basis,
encourage
mentorship
between
successful
bidders
with
the
city
and
other
small
business
enterprises.
N
N
And,
lastly,
I
have
to
question
the
effectiveness
of
the
diversity
office.
I
say
that
because
stacy
williams
is
an
incredible
asset
to
the
city.
She
does
an
amazing
job,
but
I
think
she
needs
her
needs.
Her
budget
increased.
I
think
she
needs
more
people
in
her
office.
I
think
she
needs
more
support
and
yeah
for
now.
That
is
where
I'll
leave
it.
B
Thank
you,
carl
really
do
appreciate
you
speaking
truth
to
all
power,
because
a
lot
of
the
things
that
you
said,
I
think
everybody
needs
to
hear.
So
thank
you
for
that.
I'm
gonna
go
next
to
last,
but
certainly
not
least,
of
the
woman
of
the
hour
that
we've
been
waiting
for
the
mover
and
shaker,
who
is
always
all
about
making
sure
that
diversity
is
in
the
forefront
of
all
things,
women
and
and
by
park
owned.
B
O
O
This
is
a
very
important
hearing
and
I
am
grateful
to
counselor
warrell
for
inviting
me
to
speak
here
today,
because
this
is
a
critical
issue.
Equity
and,
in
particular
racial
and
gender
equity,
are
the
defining
issues
of
the
day,
both
in
this
country
and
in
this
city.
So
this
is
very
important.
I
am
proud
that
my
firm
in
2020
was
awarded
the
largest
single
contract
ever
awarded
a
minority
owned
company
by
the
city
of
boston.
O
We
were
intentional
and
deliberate
in
our
inclusion
and
it
will
not.
It
was
not
difficult
to
find
these
talents,
so
all
those
people
who
say
we
can't
find
any
if
you're
looking
under
a
rock
you
will
not,
but
there
are
opportunities
where
you
can
find
this
talent,
and
I
want
to
also
mention
the
fact
that
to
date,
this
campaign
has
won
four
international
awards,
along
with
our
partner
proverb
agency
and
the
greater
boston
convention
and
visitors
bureau.
O
Today,
I
was
heartened
and
buoyed
to
hear
the
positive
transformational
changes
that
chief
idual
and
his
team
have
begun
to
put
in
place
because
I'll
tell
you,
as
a
small
woman
minority
owned
business,
the
procurement
system
has
been
totally
broken,
outdated
and
difficult
to
navigate,
particularly
for
business
owners.
Like
myself.
O
O
So
the
last
recommendation
that
I
will
make
is
that
there
is
a
need
for
some
serious
technology
investment
in
small
businesses,
and
on
that
note
I
come.
I
commend
this
committee
again
for
having
this
hearing
and
all
of
the
speakers
that
went
before
me
for
their
brilliance,
their
insights
and
their
analytics.
Thank
you.
B
B
I
just
want
to
be
super
mindful,
especially
to
the
sponsor
of
this
particular
hearing
that
we
do
have
a
heart
stop
at
two,
and
I'm
going
to
encourage
my
colleagues
to
be
super
mindful
in
their
round
of
questions,
so
that
we
can
learn
and
figure
out
how
we
might
be
able
to
be
able
to
move
the
work
forward
with
the
expertise
that
we
are
able
to
glean
in
from
our
panelists
here
today.
So
be
super
mindful
of
time,
because
we
do
have
a
hard
stop
at
two.
B
C
Thank
you,
madam
chair,
and
thank
you
to
all
the
panelists
who
who
testified
and
continuously
to
advocate
for
small
businesses
and
equity
in
these
contracts,
and
congratulations
to
ms
collette
phillips
on
getting
the
biggest
contract
in
the
history
of
the
city
of
boston
and
not
being
a
construction
contract.
I
had
a
quick
question
for
or
a
few
questions,
but
a
question
for
ellenton.
When
you
talk
about
liquidity,
what
does
the
bank
look
for
in
in
in
small
businesses?
Are
there
like
certain
ratios
or
metrics?
Can
you
talk
about
that?
C
L
Oh
great
question
great
question:
I
appreciate
you
asking
so
one
of
the
major
metrics
there's
two
major
metrics,
that
banks
are
going
to
look
for
they're,
going
to
look
for
assets
so
that
way
they
can
collateralize
the
loan
right
and
then
they're
also
going
to
look
for
cash
flow.
So
that
way
they
can
do
something
called
debt
service
coverage
ratio,
which
is
a
stress
test
which
is
a
lot
of
times
where
things
kind
of
go
a
little
bit
sideways
right.
It's
not
so
much.
Can
you
get
into
a
project?
L
It's
if
something
were
to
go
sideways
in
a
project?
Do
you
have
the
resources
to
bump
it
back
on
track
and
that
debt
service
coverage
ratio
usually
can
be
anywhere
between
1.2
upwards
to
1.45?
So
what
does
that
mean?
That
means
is.
If
I
got
a
loan
for
a
hundred
dollars,
I
would
need
to
have
120
in
order
to
qualify
or
I
need
to
have
145
in
order
to
qualify.
So
those
are
kind
of
the
two
major
things
as
it
relates
to,
let's
say,
contract
procurement.
L
There
are
a
couple
of
ways
that,
if
you
don't
necessarily
have
assets,
I
think
to
counsel
a
laurel's
point
which
I
do
like
the
idea
of
co-ops
there's
the
home
equity
line
of
credit
to
the
color
of
wealth
in
boston.
If
you
have
a
the
401k,
a
sep
ira,
if
you
have
something
that
shows
some
sense
of
liquidity,
then
usually
you're
able
to
leverage
those,
even
if
you
don't
have
to
necessarily
tap
into
them
as
it
relates
to
this
con
context.
L
L
We
don't
have
sort
of
a
line
of
credit
where
we
know
we
can
get
from
beginning
to
end
we're
doing
it
sort
of
by
piece
by
piece
by
piece
and
at
every
piece
there's
a
way
that
we
can
push
liquidity.
We
can
push
cash
flow
back
into
the
business.
So
that
way
you
can
survive.
One
of
the
things
I
think
I
would
like
to
say
is
kind
of
based
on
the
literature
review.
L
Usually
any
mbe
that
is
successful.
Only
does
business
with
any
government
set
aside
procurement
program
at
about
a
25
rate,
which
means
that
a
lot
of
these
businesses
that
are
doing
business
with
the
city,
they
still
have
three
to
four
other
projects
going
on
right.
So,
while
I'm
doing
this
business
with
the
city,
I
still
have
to
mine
the
fact
that
I've
got
three
or
four
other
projects
that
I
need
to
manage
to
actually
run
a
successful
business.
L
B
B
C
Yeah,
thank
you.
Thank
you.
Thank
you
for
the
answers
and
that's
a
great
initiative.
Colette
and
I
I
encourage
small
businesses
that
that
are
looking
to
increase
their
class
cash
flow
and
need
that
extra
money
or
or
funds
to
definitely
take
a
look
at
that.
The
gk
fund
I'll
ask
my
last
two
questions
together,
which
of
the
strategies
that
the
administration
has
implemented
in
the
past
couple
of
years
has
been
the
most
helpful.
C
You
know
the
opportunities
fairs,
the
contractor
opportunity,
fund,
supply
diversity,
portal,
the
buying
plan
or
any
other
initiatives
and
then
to
collect.
Can
you
give
me
like
an
idea
of
your
staff
and
then
talk
to
me
about
the
process
of
going
through
the
the
bid?
Was
information
on
the
website?
Was
it
easy
to
navigate?
How
much
time
did
it
take?
Was
it
need
to
hire
outside
help
to
apply
for
the
contract?
Was
it
overtime
spent
on
your
staff?
L
I'll
take
a
quick
I'll
take
a
quick
stab
real
quick
again.
I
I
I
think
I
and
I
might
be
along
here,
but
you
know
I
do
sing
some
praises
for
for
the
city
of
boston.
They
do
have
a
lot
of
really
good
programs
and
processes
in
place
to
track.
I
think
one
of
the
issues
again
is
once
we
get
to
a
point
where
we
we
get
a
business
that
is
able
to
procure
a
contract.
Do
they
have
the
access
to
capital?
Do
they
have
to
carl's
point
the
insurance?
L
Do
they
have
to
collect
point
the
threshold?
Do
they
have
to
brooke's
point?
Is
there
a
private
partnership
that
helps
them
get
over
that
that
next
hurdle,
some
of
the
wins,
are
just
decreasing
processing
time
boston
has
great
monetary
monitoring
agencies.
I
cannot
say
enough
about
the
quantitative
data
that
boston
has.
There
are
plenty
of
other
cities
that
do
not
have
the
kind
of
quantitative
data
that
we
collect
constantly.
I
know
that
there
have
been
discussions
about
additional
data
being
found,
but
at
least
we
kind
of
know
how
to
target
our
efforts.
L
So
I
think
there
are
a
lot
of
wins.
I'm
I'm
really
looking
forward
to
seeing
what
chapter
30
b
can
do.
I
think
the
brjp
is
great.
I
think
the
bbda
is
great.
I
think
the
opportunity
fairs
are
great.
I
think
the
the
contracting
buying
guide
is
great,
so
that
way
there
is
some
ramp
up
time.
I
think
that's
remarkably
huge.
So
that
way
you
know,
mbes
and
wnbs
and
veteran
business
can
all
sort
of
get
their
financing
in
place
right.
L
They
can
start
to
plan
where
they're
going
to
run
into
liquidity,
crunches
and
put
processes
and
applications
with
maybe
a
colette's
gk
fund
in
place
ahead
of
time.
So
that
way
they
don't
hit
the
liquidity
crunch
in
the
middle
of
a
contract
right
because
there
there
is
execution
risk
involved
in
everything.
So
if
we
can
start
to
get
mitigate
some
of
these
execution
risk
factors
as
it
relates
to
pushing
in
capital.
I
I
think
I
think
we're
ahead
of
the
game
and
again
just
I
think
boston
does
a
really
good
job.
O
Ahead,
I
was
going
to
say
thanks
ellerton
and
for
sort
of
keeping
the
ball
moving.
I
will
say
that
the
process
was
not
as
easy
as
we
would
have
liked
that
I
actually
had
to
go
out
and
spend
some
money,
because
again
we
are
a
small
business.
I
know
we're
a
small
business
with
a
very
big
brand
mighty
brand
and
we
get
the
work
done,
but
we
actually
brought
in
someone
who
could
help
to
pull
all
help.
O
Us
pull
all
the
pieces
together
for
our
proposal
with
three
partners,
and
this
is
an
opportunity
where
everyone
talks
about
the
model
with
massport.
Well,
the
massport
model
is
a
great
model,
but
it's
the
typical
model,
where
you
have
the
white
firm.
The
majority
engaging
the
bypass
minority
with
the
contract
that
I
had.
This
was
a
minority-owned
firm,
taking
the
lead
and
then
engaging
with
other
minority
firms
and
white
firms,
lgbt
veteran
own.
O
You
know
bipart
to
really
drive
that
to
lead
by
example,
and
I
think
that
we,
when
you
look
at
it,
I
think
kim
janey
and
I
want
to
give
former
bear
janie
a
shout
out
that
within
the
first
hundred
days
of
her
being
the
acting
mayor,
she
literally
did
something
that
no
other
mayor
had
done.
And
you
you
scratch
your
head
saying.
Why?
O
So
they
can
be
ready
for
a
a
so
they
could
go
for
really
big
contracts,
and
I
can
say,
a
friend
of
mine,
herbie
duvene
went
through
that
process.
Herbie
went
from
a
small
half
a
million
dollar
firm
to
now
being
a
firm
doing
over
10
million
dollars
in
business.
So
it
does
work,
partnership
works
and
we
want
to
see
more
of
that,
not
less
of
it,
and
when
these
big
firms
come
to
the
table,
it's
like
brook
said
they're
all
now
discovering
that
diversity
can
be
a
very
profitable
proposition.
O
It's
not
a
zero-sum
game.
So
if
people
know
when
you're
coming
to
the
table,
you
better
come
with
partners
that
are
echo.
That
is
an
equitable
and
diverse
group,
because
you
will
not
get
the
contract
because
our
business
here,
these
three
businesses,
we
all
hire
people,
we
pay
taxes,
we
contribute
to
the
economic
life
of
boston
and
we
therefore
we're
not
asking
these
companies
to
do
us
a
favor.
We
are
asking
for
access
and
opportunity.
O
B
M
Thank
you,
counselor
I'll,
just
amend
what
coet
said
about
the
massport
model
a
little
bit.
I
think
it
is
an
effective
tool
that
agencies
can
use
just
for
people
who
may
not
be
familiar
on
the
massport
model.
25
of
the
scoring
is
on
diversity,
but
it's
just
not
about
contracting
or
workforce
they're.
Actually,
making
these
development
teams
have
equity
partners,
so
people
of
color
have
skin
in
the
game
and
they
can
profit
from
it
because
of
the
massport
model
that
the
joint
ventures
that
I
talked
about
that
really
started
to
come
through.
M
Because
of
that,
because
we
were
required
to
do
it,
but
then
we
saw
the
value
of
doing
it
to
colette's
point
right
and
to
bring
in
a
firm,
like
h.j
russell
into
the
boston
market,
where
they're
going
to
open
an
office
they're
going
to
hire
people
again.
This
just
shows
the
the
multiplier
effect
that
that
colette's,
talking
about
the
other
program
that
I
was
impressed
today
by
the
administration
is
the
sheltered
market
program
and-
and
carl
alluded
to
this.
M
There
should
be
some
set
aside
specifically
for
minority-owned
businesses
on
certain
contracts,
and
the
sheltered
market
program
does
exactly
that.
I'm
glad
they're
doing
it
as
a
pilot,
because
you
know
there
will
be
things
that
they
have
to
figure
out
as
they
go
away,
go
as
they
go
along,
but
I
think
if
they
can
scale
that,
I
think
that's
a
great
way
to
do
for
the
city
to
do
some
direct
contracting
with
mwbes.
B
Thank
you,
brooke
council
royale.
Just
so
you
know.
If
you
do
have
additional
questions,
you
will
have
a
second
round,
but
I
definitely
want
to
make
sure
that
our
colleagues
who
are
waiting
have
an
opportunity
to
ask
their
questions.
So
I'm
going
to
move
on
to.
I
know
that
counselor
both
consultant
tania
fernandez,
anderson
and
consolara
are
no
longer
with
us,
but
their
staff
are
listening
in
and
I'm
going
to
move
on
to
counselor
lucy
louisian.
You
now
have
the
floor.
K
K
I
think
colette
was
speaking
to
the
success
of
the
massport
model,
and
you
know
we
definitely
need
to
think
about
having
those
targets
here,
so
that
we
can
replicate
and
really
require
diversity
to
be
part
of
the
score,
and
so
I
thank
you
all
for
all
of
the
like
the
wealth
of
knowledge
you
all
share
with
us,
because
you
know
we
can't
think
of
policy
without
without
you
know,
hearing
me
on
what
the
answers
and
solutions
are.
So
I
thank
you
for
spending
your
afternoon
with
us.
B
B
So
I
just
want
to
uplift
that,
and
let
you
know
that
that
is
on
my
radar,
because
I
chair
the
government,
accountability,
transparency
and
this
accessibility
committee,
and
I
think
that
that's
a
conversation
that
will
live
well
there,
council,
rural
and
I
think
that
we
have
an
opportunity
to
unpack
that
nepotism
and
favoritism
situation
outside
of
the
space
too.
So
I
just
want
to
encourage
you
to
to
think
about
that
as
you
continue
to
move
through
this
work.
B
I
also
would
just
like
to
say
that,
for
me
you
know
what
I'm
hoping
to
see
more
of
is
that
I
hear
a
lot
of
lofty
ideas
and
goals,
but
what
I
don't
see-
and
I
haven't
seen
in
the
27
months
that
I've
been
in
office-
is
some
real
accountability
measures
things
that
we
can
hold
ourselves
accountable
to
in
real,
tangible
ways
right
because
things
sound
really
pretty.
But
when
it
comes
to
implementation
and
maintenance
and
accountability.
B
So
if
we're
really
serious
about
this,
I
think
as
an
office
as
in
the
administration
really
needs
to
look
at
how
this
is
going
to
be
sustainable
in
the
long
game,
because
otherwise
it's
just
another
hearing.
For
the
sake
of
checking
off
the
box,
that
we
came
in
and
showed
a
powerpoint
presentation
and
said
we
were
going
to
do
x,
y
and
z.
But
there
needs
to
be
some
dollars
put
behind
that
work
in
a
big
way.
And
then
here
are
our
thought.
B
Infrastructure,
infrastructure
infrastructure
is
the
key
to
our
success
and
we
need
to
really
focus
a
lot
of
our
energy
and
setting
us
up
with
smart
goals,
realistic
goals
and
I
think,
piloting
things
seeing
what
works
and
what
doesn't,
instead
of
pouring
in
tons
of
resources
to
something,
and
that's
the
only
thing
that
you
do.
I
think
we
need
multiple
streams
of
experiments
to
see
what
sticks
and
that's
my
time
and
I'm
gonna
also
yield.
I'm
gonna
hold
myself
accountable
to
it,
but
no
just
thoughts,
comments,
questions
and
reactions
to
any
of
that.
B
If
you
choose
to
and
if
not,
I
totally
know
that
we're
all
on
the
same
page
and
there's
no
need
to
continue
to
hold
you
hostage.
Just
for
the
sake
of
looking
at
y'all,
so
I
see
colette.
You
have
your
hand
up,
not
sure
if
that
was
from
the
previous
session
or
if
you
have
anything
else
to
share.
No.
That.
O
B
That's
right:
the
conversation
changes
when
you
switch
out
the
players
right.
The
situations
change
when
those
who
are
living
the
realities
are
leading
the
conversation.
So
I'm
incredibly
encouraged
by
the
leadership
that
we
see
here
and
the
commitment
that
we
have
to
the
work.
So
I'm
looking
forward
to
the
administration,
leaning
into
it
and
and
continuing
to
lean
on
you
all
for
for
direction.
I'm
going
to
kick
it
over
to
council
royale
to
see
if
you
have
any
further
questions,
comments
or
reflections
before
we
go
to
public
testimony
and
kerry.
C
Yeah,
I
know
this
was
amazing,
very
amazing,
insightful
conversation,
a
lot
of
the
solutions.
I
always
say.
I
always
find
that
the
door
right
the
people
who
are
living
in
the
the
situation,
the
ones
that
are
experiencing
the
ones
that
are
going
through
it.
So
this
is
why
I
reached
out
you
know
to
to
the
panel
members,
because
you
guys
are
in
in
it
you
guys
that
are
are
actually
experiencing
it,
and
I
just
want
to
say
thank
you.
C
Thank
you
for
taking
the
time
to
meet
with
us
and
we're
going
to
be
continuing
to
have
these
conversations
and
to
counsel
mahia's
point.
You
know,
like,
let's
think
of
some
pilot
programs,
the
liquidity
and
making
sure
that
those
businesses
have
the
cash
flow,
that
they're
not
meeting,
and
I'm
gonna
get
this
right,
ellington
that
they're
that
they're
making
sure
that
they
have
the
execution
rate
and
not
hitting
that
wall.
Is
that
we're
setting
up
that
infrastructure
so
that
they
can
succeed
and
get
those
contracts.
M
I
just
want
to
thank
the
city
council
for
having
this
hearing.
I
actually
got
my
start
working
for
the
city
council
for
the
late
great
bruce
bowling
and
to
see
his
legacy
be
carried
on
through
y'all
is
really
impressive,
and
I
I
got
to
give
a
shout
out
to
my
man
ron
and
my
man
kerry,
who
are
making
this
hearing
happen.
You
know
behind
the
scenes
they
make
things
work.
So
thank
you
all.
O
It
I
want
to
thank
chief
eduardo,
because
I
know
he
is
going
to
kick
butt
and
make
real
transformational
change,
both
he
and
the
mayor.
So
this
has
been
at
the
epicenter
of
who
he
is
and
who
she
is.
So
I
expect
great
things
and
from
this
city
council,
I'm
telling
you
leadership
shift,
makes
absolute
equitable
changes,
everybody
wins
with
diversity,
everybody
wins,
and
I
want
my
irish
friends
to
remember.
O
L
B
N
B
Yes
and
speaking
of
which
I'm
the
accountability
queen
there's
a
there's
a
whole
committee.
Just
for
that
carl,
I'm
gonna
put
you
on
it.
If
you
want,
you
can
help
me
build
it,
but
yes
and
and
counselor
rael
has
asked
that
we
keep
this
hearing
in
committee
and
that
we
do
quarterly
check-ins
in
regards
to
this
conversation,
because
no
more
lip
service
right,
this
is
an
opportunity
to
build
and
learn
and
reflect
and
figure
out,
what's
working
and
what's
not
so
that
we
can
get
to
where
we
need
to
be
so.
B
I
just
wanted
to
let
you
know
that
council
rarel
has
asked
for
us
to
continue
this
conversation
and
keep
it
in
committee,
and
I'm
here
for
all
of
it.
You
already
know
so
really
looking
forward
to
the
partnership
and,
more
importantly,
all
of
us
working
together
to
move
the
city
forward.
So
thank
you
all
for
joining
us.
B
I
don't
believe
we
have
anyone
waiting
for
testimony,
but
sorry
that
I
was
trying
to
keep
us
on
time
and
then
I
hold
you
a
little
bit
longer,
but
just
thank
you
so
much
for
bringing
so
much
of
yourselves
to
the
space
council
rarel
for
calling
this
hearing
and
to
all
my
colleagues
participating
and,
of
course,
always
central
staff
for
holding
us
down.
I'm
calling
this
hearing
to
an
order.
I
mean
to
what
you
call
them
gaveling
us
out
we're
done.
Thank
you
so
very
much.
You
guys
have
a
beautiful
weekend.