►
From YouTube: Committee on Government Operation on November 7, 2019
Description
Docket #1337 - An ordinance establishing the Office of Inspector General within the City of Boston
A
Chair
of
the
governance
committee
that
would
joined
here
by
my
colleagues
lead
sponsor
city
council
president
andrea
campbell
and
my
colleagues
to
my
left
city,
councillor,
ed
Flynn
in
city
council,
Frank
Baker.
We
are
here
today
to
discuss
docket
1
337,
an
ordinance
establishing
the
Office
of
Inspector
General
within
the
city
of
Boston.
We
are
currently
in
the
I
NL,
a
chambers
named
after
one
of
our
guests
here,
Richard
I
NL,
his
father,
the
late
president
of
the
Boston
City
Council,
Chris,
I
and
Ella.
So
welcome
back
to
the
council
chambers
to
Richard
dianella.
A
This
ordinance
seeks
to
create
an
independent
Office
of
Inspector
General
in
the
city
of
Boston.
The
purpose
proposed
proposes
that
the
office
of
the
Inspector
General
is
to
ensure
honesty,
integrity,
transparency
and
efficiency
in
city
government
by
rooting
out
waste
abuse,
fraud,
corruption
and
mismanagement.
The
ordinance
also
lays
out
procedures
for
the
qualifications
and
appointment
of
inspector
general,
as
well
as
the
offices,
jurisdiction,
powers,
duties,
prohibited
activities
as
well
as
funding
for
the
office.
Among
other
things,
I'd
like
to
note
that
this
hearing
is
being
streamlined
on
Boston
City,
Council
TV
online.
A
It's
also
being
recorded
and
broadcast
on
Comcast
channel
8,
RC
and
Channel
82
in
Verizon
1960,
for
anyone
in
attendance
wishing
to
offer
public
testimony
may
do
so
by
signing
the
sign-in
sheet
near
the
chamber
entrance,
in
which
case
we
will
take
you
in
order
of
your
arrival.
I
know
that
we
have
some
guests
that
are
also
joining
us
by
phone,
so
they're
able
to
hear
this
through
the
phone
and
at
the
appropriate
time,
we'll
ask
them
to
offer
their
testimony
as
well.
A
B
Thank
You
councillor
Flaherty,
and
thank
you
to
all
the
panelists
who
agreed
to
testify
today
really
appreciate
it.
The
goal
of
the
hearing,
as
my
colleague
said,
is
to
explore
and
discuss
the
proposed
ordinance
which
I
call
for
which
is
creating
a
independent
office
of
an
inspector
general
and
before
I
sort
of
jump
into
a
couple
of
reasons.
Why
I
think
this
is
I
first
heard
about
this?
Actually,
as
council
president
going
to
conferences
with
other
municipalities
who
talked
about
various
offices,
they
had
that
ensured
good
governance,
transparency,
accountability.
B
This
includes
Baltimore
Chicago,
other
major
cities
and
in
some
instances,
of
course,
some
of
these
cities
also
have
inspector
general
offices
at
the
county
level
or
the
state
level
fast
forward.
Obviously,
given
some
of
the
conversations
in
the
city
of
Boston
with
respect
to
scandals
and
other
things,
I
thought
it
was
not
only
a
good
idea
to
introduce
it,
but
I
wanted
to
be
very
clear
that
it's
not
meant
to
be
reactionary.
B
I,
don't
want
folks
to
get
the
sense
that
the
city
of
Boston
has
some
corrupt
government
where
employees
are
going
rogue
and
stealing
money
or
doing
things
that
are
not
hearing
too
good
government
standards
or
not
doing
the
best
to
their
ability
to
execute
their
responsibilities
as
public
employees.
That
is
far
from
the
case.
We
have
a
workforce
that
is
dedicated.
Many
of
our
employees
have
worked
for
decades.
B
I
often
say
are
overworked
and
underpaid,
and
so
the
vision
for
this
office
is
how
can
you
set
up
an
office
that
say
works
in
partnership
with
the
state
inspector
general,
who
was
here
with
us
today?
So
thank
you,
but
does
so
at
the
local
level,
not
from
a
reactive
stance
but
from
a
proactive
stance?
Has
the
authority
to
go
into
our
departments
to
work
with
our
respective
or
various
employees
on
issues
finances
we
put
forth
policies
around
equity
and
good
governance
and
transparency?
Who
is
ensuring
that
they're
actually
being
implemented
across
an
entire
department?
B
B
The
goal
of
the
office
is
also
to
be
independent,
so
the
appointment
process
calls
for
not
just
the
mayor
and
the
council
to
play
a
role
in
appointing
various
positions:
Corporation
Council,
the
city
auditor,
but
also
an
advisory
board
that
would
be
created
by
members
of
the
public
to
inform
that
employment.
This
came
about
through
looking
at
various
appointment
structures
for
other
municipalities
across
the
country.
B
Also,
the
Community
Preservation
Act
I
think,
is
a
great
example
of
where
we
used
a
public
process
in
a
community
process
to
appoint
a
committee
that
oversees
those
dollars
and
that
went
quite
well.
I
think
people
are
very
happy,
so
the
independence
really
has
to
come
from
the
appointment
itself.
It
also
speaks
to
the
ordinance
also
speaks
to
being
able
to
only
remove
whoever
is
appointed
to
the
IG
position
for
cause,
and
that
has
to
go
through
a
public
process.
B
In
addition,
if
there
are
complaints
that
come
forward,
whether
through
a
hotline
or
some
other
structure
set
up
by
this
office,
that
IG
is
equipped
with
powers
to
not
only
investigate
but
of
course
refer
to
appropriate
authorities
to
also
investigate,
but
to
ensure
that
those
investigations
are
done
publicly.
One
of
the
things
we
see
often
is
that
many
investigations
are
turned
over
to
private
law
firms.
I
used
to
work
at
one.
They
are
not
cheap,
they're,
really
expensive.
B
The
public
does
not
often
have
an
opportunity
to
weigh
in
to
say
no
I
don't
want
my
tax
dollars
spent.
That
way.
We
don't
get
updates
from
these
law
firms.
They're
not
required
to
come
before
the
council
or
public
body
to
give
us
updates
around
on
how
their
investigation
is
going.
This
office
could
change
that
could
begin
to
do
investigations
in
a
more
public
manner
and
possibly
save
resources
for
the
city
of
Boston
and
those
resources
could
be
redirected
to
create
the
this
office
in
the
proposed
ordinance.
B
B
This
office
is
designed
to
not
be
a
watchdog,
but
to
literally
work,
hopefully
in
partnership
with
city
employees,
with
leadership
in
government,
so
that
we
deliver
to
the
public
a
government
that,
of
course,
is
free
of
corruption
in
waste.
What
grounded
in
values
of
transparency,
fairness
and
accountability?
The
response
from
folks
in
my
district
and
across
the
city
when
I
introduced
this
has
been
wonderful.
B
This
is
an
opportunity
for
an
office
to
work
with
every
single
department
in
the
city
of
Boston,
to
ensure
good
governance
and
to
do
it
in
a
proactive
way,
but,
most
importantly,
it's
something
that
we
can
actually
do
on
our
side.
It's
an
ordinance.
It's
not
a
home
rule
petition.
We
don't
have
to
go
to
the
Statehouse,
and
that
is
difficult
to
navigate
to
get
things
done.
B
This
is
something
that
we
could
have
a
conversation
locally
and
then
set
up
locally
to
be
able
to
ensure
that
this
office
is
effective
and
impactful
and
then
also,
of
course,
retaining
the
powers
to
revisit
something
like
this
if
something
isn't
working
out.
So
thank
you
very
much
for
participating
today
for
the
calls
for
the
conversations
even
before
this
hearing.
Thank
you
to
my
colleagues
for
being
here,
including
those
who
couldn't
but
who
had
good
things
to
say
and
Thank
You
councillor
Flaherty
for
cheering
the
hearing
and
ensuring
that
we
had
a
hearing
quickly.
A
You,
madam
president,
we've
also
been
joined
by
my
colleague
city
council,
Matt
O'malley,
any
other
additional
opening
comments
at
this
time
waving
very
good,
so
we're
joined.
We
have
a
very
illustrious
panel
here.
We
have
Glenn
Coonan
who's,
the
inspector
general
for
the
Commonwealth
of
Massachusetts
Matt
Kay,
who
was
the
director
executive
director
of
the
Boston
finance
Commission.
A
We
also
have
Meg
er
:,
chairperson
of
Boston
finance
committee,
joined
by
fellow
Boston
finance,
Commission
members,
richer
dianella
in
sharise,
Perry
Richard,
obviously,
as
I
mentioned
earliest
former
member
of
the
Boston
City
Council,
so
welcome
to
the
first
panel
and
I
guess:
we'll
turn
it
right
over
to
to
the
inspector
general
for
Carlton
Massachusetts.
If
you
bring
greetings
from
the
Commonwealth
as
well
as
introduce
yourself
for
the
record
for
those
that
are
viewing
at
home
and
you
have
the
floor,
sir.
Thank
you
great
Thank.
C
You
councillor
it's
Madam
President.
My
name
is
Glen
Cunha
I'm,
the
inspector
general
I'm
in
my
seventh
year
of
my
second
and
I'm
in
the
second
year
of
my
second
term,
so
the
inspector
general's
office
was
created
by
statute
in
1980
and
it
was
created
as
a
result
of
the
building
of
UMass
Boston,
which
led
to
a
number
of
indictments
and
prison
time
for
legislators
who
were
taking
bribes
and
allowing
the
construction
to
be
shoddy
without
any
regard
for
the
competency
of
the
individuals
who
obtained
the
contracts.
C
So
as
a
result
of
that,
the
legislature
created
a
blue-ribbon
panel
that
was
called
the
Ward
Commission.
It
was
chaired
by
the
former
Amherst
College
President
John
William
Ward,
and
one
of
the
main
recommendations
to
the
legislature
from
that
panel
was
to
set
up
the
first
independent
statewide
inspector
general,
and
at
that
time
the
federal
government
had
been
forming
an
inspector
general
system
which
was
in
each
Secretariat
that
there
was
a
there
was
a
Inspector
General.
So
this
was
really
the
first.
C
This
was
the
first
statewide
inspector
general's
office
and
initially
the
office
was
designed
to
set
up
bidding
procedures
and
procurement
law
so
that
the
type
of
actions
that
happen
at
UMass
Boston
would
never
happen
again.
So
my
predecessor,
the
first
inspector
general
Joe
Barresi,
really
focused
most
of
his
term.
He
had
two
terms
to
which,
by
statute,
the
inspector
general
is
allowed
to
five
year
terms
appointed
by
the
governor,
the
auditor
and
the
Attorney
General.
His
focus
was
on
the
development
of
chapter
30b,
which
is
the
uniform
procurement
Act.
C
C
So
the
prevention
piece
of
it
was
really
something
that
I
G
Sarah
solely
was
interested
in
in
developing
the
education
program
that
we
currently
have
in
our
office
and
then
the
third
inspector
general
that
was
Greg
Sullivan,
who
was
also
a
former
state,
rep
and
Greg's
contribution
to
the
office.
Among
other
things
was
really
developed
the
way
we
do
our
investigations
and
have
a
high
quality
staff
of
investigators
who
put
together
cases
to
work
with
by
statute.
C
We
do
work
with
the
attorney
general's
office
and
the
attorney
in
the
US
Attorney's
Office
for
prosecutions,
but
we
obviously
work
with
a
lot
of
local
tas
too,
and
my
background
is
as
a
prosecutor.
So
I
was
a
prosecutor
for
17
years
between
the
Norfolk
and
Suffolk
DA's
and
then
the
attorney
general's
office,
where
I
finished
my
time
there
as
the
managing
attorney
of
the
criminal
Bureau.
So
my
background,
not
only
as
a
lawyer
but
as
a
prosecutor
was
new
to
the
inspector
general's
office
says.
C
None
of
my
predecessors
were
lawyers
net
along
prosecutors,
and
so
my
mandate
really
was
not
only
to
increase
and
improve
the
type
of
referrals
that
we
gave
to
prosecuting
agencies,
but
was
also
to
work
collaboratively.
Governor
Patrick
was
the
first
governor
who
had
appointed
me
I've
since
been
reappointed
by
Governor
Baker,
but
governor
Patrick's
point
in
my
appointment
from
him
was
to
work
collaboratively
with
people
that
doesn't
need
to
be
gotcha
investigations
there.
There
can
be
collaboration
with
independence
and
that's
a
fine
line
to
walk
and
I.
Think
of
it.
C
Seven
years,
we've
really
been
able
to
do
that.
So
that's
some
of
the
history
I
talked
about
our
mandate.
We
talked
about
the
prevention
piece
of
it,
which
is
our
education
program,
which
is
developed
over
the
years
when
I
got
there,
we're
training,
probably
about
500
people
a
year
we
trained
well
over
2200
people
a
year.
Now
we
have
over
50
different
courses
that
we
teach
we
aren't
just
at
our
off
fit.
C
We
have
a
classroom
across
the
street
Nash
versus
Ashburton
place,
but
we
are
all
throughout
the
state
we
travel
from
here
to
Provincetown,
which
actually
we're
doing
a
program
in
Provincetown
today
to
Berkshire
County,
so
we
are
accessible
to
everyone
throughout
the
state.
The
detection
piece
of
it
is
our
civil
and
criminal
investigations
that
we
do.
C
As
I
mentioned,
we
have
relationships
with
prosecutors
and
we
have
relationships
with
local
governments
throughout
the
state,
whether
it's
to
help
them
increase
the
efficiency
of
their
government
work
on
ways
for
them
to
put
controls
in
place
so
that
they
prevent
fraud
and
waste
of
our
tax
dollars.
Now,
with
regard
to
the
city
of
Boston,
we've
been
here
serving
the
city
of
Boston.
We
continue
to
serve
the
city
of
Boston,
just
in
my
term,
some
of
the
cases
that
I
think
have
been
somewhat
high-profile
that,
but
you
can
look
at
our
website
to
see
them.
C
We
and
we
work
closely
with
the
Boston
finance
Commission
on
this
one.
For
me,
it
was
a
big
case
because
I
think
it
changed
the
way
the
well
the
former
B
RA
does
business.
It
was
the
easement
on
the
former
Yaqui
way
now
Jersey
Street
Jersey
Way,
where
the
Red
Sox
have
an
easement
for
I,
think
it
120
days
a
year,
whether
it's
from
a
game
or
an
event,
and
not
to
get
too
much
into
that.
But
for
us
that
was
something
that
we
opposed
from
the
beginning.
We
wrote
two
reports
on
this.
C
As
long
as
major
league
baseball
has
played
at
Fenway
Park,
that's
gonna
be
long
past,
all
of
our
lifetimes
I'm
sure,
and
we
know,
even
though
the
Red
Sox
never
ended
up,
even
though
they
agreed
in
2002
to
share
the
revenue
that
they
get
from
that
easement.
We
know
that
they
make
millions
of
dollars
off
of
that
and
their
their
response.
To
that
was
we
pay
taxes.
C
We
were
first
on
that
and
involved
in
those
prosecutions
and,
most
recently,
the
Davis
leadership
where
its
head
had
left
after
13
years,
and
she
received
a
hundred
and
ten
thousand
dollar
payout.
Now,
that's
a
public
charter
school!
That's
money
gone
from
students
in
the
city
of
Boston
and
primarily
the
the
takeaway
from
that
was.
C
She
got
paid
the
hundred
and
ten
thousand
dollars
because
she
said
she
never
took
a
vacation
day
or
a
sick
day
in
her
13
years,
and
we
pushed
back
the
Board
of
Trustees
couldn't
hold
back
any
payment
because
they
never
asked
her
to
account
for
her
time
regardless.
Our
investigation
showed
she
took
time
off
frequently,
but
it
was
never
recorded
and
they
had
to
pay
her
that
money,
which
came
out
of
the
mouths
of
students,
how
we
can
work
with
the
city
of
Boston
going
forward.
C
We've
had
meetings
with
the
mayor
and
has
said
you
know
we
want
to
work
with
you
and
he,
especially
the
new
mayor,
has
been
a
recent
mayor
who
he
started
when
Menino
was
was
mayor
but
and
we're
meeting
with
him
tomorrow,
we're
interested
in
working
with
the
city
of
Boston
right
now.
Currently
we
have
a
hotline
where
people
do
call
from
the
city
of
Boston.
We
have
our
training
program,
people
I
think
we
looked
before
we
came
I
think
well.
C
Over
30
people
have
certifications
from
our
office
we've
trained
over
300
people
in
the
city
of
Boston.
In
our
classes
our
classes
are
open
for
anybody
to
come.
We
are
willing,
as
we
are
willing,
with
any
municipality,
to
come
and
create
classes
for
whatever
department
it
might
be.
That
needs
training,
whether
it
be
procurement,
fraud,
prevention,
one
of
the
things
that
came
out
of
the
Davis
Leadership
Academy
is
we've
been
working
with
college
and
university
trustees
to
train
them,
as
a
result
of
you
may
have
remembered
our
case.
C
That
involved
the
Westfield
State
University
president,
who
had
spent
hundreds
of
thousands
of
dollars
of
State
dollars
right
with
the
cooperation
or
under
the
nose
of
the
board
of
trustees,
and
so
we
want
to
be
able
to
train
trustees
at
public
charter.
Schools
like
we
have
been
training
trustees
at
universities
because
they,
some
of
them,
don't
understand
the
board
at
Davis,
Leadership
Academy.
They
have
a
fiduciary
duty
to
the
taxpayers,
so
we
have
trainings.
We
have
hotlines,
our
hotline,
we
have
a
number
of
hotlines.
We
have
a
fraud
hotline,
that's
open.
C
One
of
the
hallmarks
of
our
office
is
confidentiality,
and
that's,
what's
really
important
for
when
people
call
us
and
call
us
back,
because
they
know
that
whatever
they
tell
us
must
remain
confidential.
Our
statute
has
a
provision
that,
if
we
aren't
confidential
with
the
referrals
that
we
get,
then
the
person
in
our
office
that
may
disclose
that
is
subject
to
criminal
penalties.
So
I
think
in
closing
the
the
issues
that
we
provide.
C
C
You
know
our
budget
has
increased
over
the
years
and
the
size
of
the
office
has
increased
over
the
years.
So
when
I
got
there,
I
think
we
had
39
people.
Today
we
have
64
employees
at
the
office
when
I
got
there.
Our
total
budget,
because
we
have
different
line
items
as
I
was
telling
the
council
president
the
other
day
we
we
have
three
units
that
have
been
created
in
the
seven
years,
I've
been
there
that
are
embedded
in
agencies.
C
We
have
one
unit,
that's
an
EO
HHS
one
unit,
that's
in
d-o-t
and
one
unit
that
has
recently
been
in
this
mastic
police
and
they
are
dedicated
to
just
those
years.
So
our
budget,
when
I
first
got
there,
was
probably
about
two
and
a
half
million,
and
we've
probably
doubled
that
to
take
care
of
what
our
mandate
is
and
the
units
that
we
are
responsible
for
so
right
now,
taxpayers
are
spending
about
five
million
dollars
for
the
operation
of
our
office
and
what
we
give
back
into
of.
D
Name
is
matt
cail
I'm,
the
executive
director
of
the
City
of
Boston
finance
Commission,
and
thank
you
all
for
giving
me
the
opportunity
today,
I
thought
I'd
speak
a
little
bit
about
what
our
office
does
in
a
day
to
day
basis.
We
first
say
that
I
was
one
of
the
people
who
took
Glen's
classes
and
I
would
highly
recommend
it
becomes
mandatory
for
every
city.
Employee
does
procurement
fantastic,
and
it's
really
well
run
in
the
follow
up
was
amazing.
So,
as
an
agency,
you
can
see
three
of
our
members.
D
Here
we
have
a
total
of
five
members,
they're
citizens
of
the
city
of
Boston
and
extremely
valuable
to
the
services
we
provide
to
the
taxpayers
into
the
City
Council
into
the
mayor's
office
on
any
given
day.
Are
we
go
through
and
advertise
contracts
for
the
city
of
Boston,
so
they
come
through
our
office,
anything
over
$50,000
that
is
30b
Mass
General
a
lot
of
30b
doesn't
require
about
30
B,
so
we
generally
on
any
given
day
we're
doing
probably
between
3
and
5.
D
This
year
alone,
in
this
fiscal
year,
we've
gone
through
three
hundred
and
four
contracts.
That's
an
office
of
three
people
with
a
value
of
313
million
dollars,
with
the
reason
we
review
these
is
because,
even
though
some
of
them
may
be
legal,
there's
a
common
sense
approach
that
any
one
of
us
as
consumers
would
look
at.
D
So
our
approach
is
this:
we
take
the
contracts
and
we
get
them
from
every
department
across
the
city.
We
take
a
look
at
them
to
make
sure
the
paperwork's
correct.
We
then
take
a
look
at
them
for
just
a
common
sense,
so
we've
had
contracts
that
people
have
sent
to
us
in
particular
a
couple
of
them
just
to
give
you
a
definition
of
what
we
look
at.
One
of
them
came
in
that
we
do
a
historic
review
of
the
contracts
this
particular
vendor
came
in
last
year
had
been
$40
an
hour.
D
This
year
came
in
at
$2,100
a
day
same
services.
We
couldn't
figure
out
what
the
difference
was.
We
conducted
research
pulled,
the
invoices
started,
asking
questions
when
we
asked
those
questions
we
found
it.
It
was
just
because
the
vendor
had
asked
for
that
amount
of
money.
Those
that
contract
is
a
school
department
contract.
The
way
we
view
it
is
any
money
that
we're
not
spending
on
the
children
of
the
school
system,
we're
basically
wasting.
We
contacted
the
vendor.
The
vendor
said
the
same
thing:
I
asked
for
more
money.
D
You
know
that
vetting
process
is
a
problem
for
us
and
there's
a
commission.
We
bring
it
to
our
members.
Our
members
advise
us.
We
send
a
letter
to
the
School
Department
to
the
mayor
and
we
let
them
know
that
we
have
a
problem.
We
rejected
that
contract.
The
contract
was
nullified.
Another
good
example
is
we
had
a
contract
come
in
that
they
decided
that
they
were
gonna
pay
$40
an
hour
to
a
vendor.
When
we
looked
up
the
actual
payments,
it
was
240
dollars
an
hour.
Nobody
seemed
to
be
following
up
on
it
and
again.
D
I
think
it
was
just
because
somebody
had
misread
the
contract,
but
that
money
goes
out.
The
door
and
we
cannot
recoup
it.
We
also
act
as
a
complaint
valve
for
the
city
of
Boston.
That
would
be
for
any
employee,
vendor
citizen
tax
payer.
Anybody
who
works
in
any
department
in
the
city
over
the
course
of
time.
Every
month
we
provide
a
an
executive
summary
to
our
directors,
our
board,
to
make
sure
that
they
know
we're.
D
Looking
at
we've
had
anything
from
gasping
stolen
from
city
gas
tanks
by
employees
and
by
the
way
these
are
employees
complaining.
So
these,
like
you,
said
earlier,
there's
a
lot
of
wonderful
people
working
here.
I
just
want
to
come
in
and
do
their
job
and
that
one
bad
apple
can
really
make
everybody
else
look
bad,
so
we
don't
view
it
as
the
entire
departments
bad.
We
view
it
as
somebody's
coming
to
us
to
try
to
correct
this
problem.
We
write
reports.
We
write
to
the
department
heads
we
write
to
the
mayor's
office.
D
We
assure
that
there's
investigations
going
on
and
we
conduct
them
and
we
do
inventory
reports
over
the
course
of
time.
We
have
also
acted
as
a
review
and
report
panel,
so
we've
looked
at
the
hell
care
plans
for
the
City
of
Boston.
We've
looked
at
currently
looking
at
paving
operations
for
the
city
of
Boston
and
we
actually
get
out
of
the
cars
and
go
and
look
at
the
cuts
and
the
repaving,
and
we
report
back
to
our
Commission.
D
We
also
review
the
the
RFPs
for
the
city
of
Boston
frontage
road
and
several
of
the
concerns
we
had
was.
Where
are
you
going
to
replace
this
and
in
a
place
that's
convenient
to
the
taxpayers
to
the
people
that
work
there?
Our
cars
are
repaired
there
if
we
don't
have
a
reasonable
travel
time,
we're
losing
a
lot
of
man-hours
going
back
and
forth
to
wherever
that
new
place
is
going
to
be
so
we
like
to
see
a
full
action
plan
when
something
comes
to
us.
D
We
alerted
the
auditor,
we
alerted
the
mayor's
office
and
what
came
of
that
was
we
found
that
some
of
the
employees
of
the
school
department
were
actually
going
to
this
private
fund
and
saying
we
need
briefcases,
we
need
and
they
were
getting
them
and
there
was
no
process
public
process
from
the
city
of
Boston.
We
spoke
to
the
Auditor
Sally
Gloria.
At
the
time,
Sally
Gloria
was
able
to
create
revolving
funds
and
the
money
stopped
going
into
the
private
coffers
and
going
into
the
public
coffers.
D
A
E
F
We
carry
that
through,
and
the
appointment
of
the
people
on
the
Commission
is
very
much
in
line
with
how
you
all
are
proposing
to
appoint
people
through
this
particular
ordinance
and
that
we
are
all
citizens.
We
all
have
a
varieties
of
backgrounds
and
criteria.
You
know
whether
it's
attorneys
as
I
am
myself
or
we've
just
been
long-standing
members
of
the
city
of
Boston.
F
So
it's
well
within
your
budget,
airy
kind
of
powers
to
be
able
to
increase
that
I.
Think
the
other.
The
other
benefit
of
this
is
that
you
know
we,
our
public
are
our
meetings
of
public,
whether
they
are
in
the
Curley
building
or
there's
recommendations
for
them
to
take
place.
In
other
cases,
that
is
option.
You
know
ours.
F
There's
minutes
everything
is
transparent
about
what
what
it
is
that
we
provide
and
I
think
if,
as
the
City
Council
begins
to
change
over,
perhaps
there's
a
lot
more
education
and
more
visibility
of
the
Finance
Commission
that
we
serve
as
a
resource
to
the
citizens
and
the
taxpayers,
as
well
as
the
City
Council.
To
begin
to
look
at
other
ways
that
we
can
again
provide
that
additional
support.
F
So
you
know
I
would
encourage
everyone
to
kind
of
look
at
what
is
the
kind
of
mission
of
the
state
inspector
general,
as
well
as
the
Boston
finance
commissioners,
start
to
identify
ways
that
we
can
either
expand
the
work
that
we
do
versus
kind
of
creating
a
separate
entity.
That
appears
to
be
doing
the
exact
same
things
that
we
are
ok.
A
Thank
you
very
much.
Cherise
make
a
good
point.
I
said
we
get
several
new
members
coming
on
for
new
members
coming
on
in
this
three
current
new
members
in
their
first
term.
So
it's
it's
enough
just
to
learn
the
council
rules
as
well
as
the
city
charter,
but
on
top
of
that
to
know
that
there's
lots
of
stuff
so
I
think
my
expectations
leave
me
a
lot
of
educating
going
on
in
the
weeks
and
months
ahead
for
the
new
members
as
well
as
some
of
the
existing
members.
Absolutely
it's
a
very
fair
point.
G
G
Those
words
inspired
me
when
I
left
public
life
I
wanted
to
stay
involved.
I
wanted
to
have
a
role
watching
the
pockets
of
the
taxpayers.
Those
words
a
why
I
am
a
volunteer
member
of
the
Boston
Finance
Commission,
as
I
reflected
back
over
the
term
to
the
last
30
mayors,
I
concluded
public
public
servants
are
far
more
hard-working
and
honest
today
than
ever
before.
G
G
What
amazed
me
was
seeing
the
job
these
three
people
did
with
very,
very
limited
resources
today,
I'm
going
to
give
the
council
a
few
a
few
examples
of
what
we've
accomplished
since
I've,
been
on
the
fin
comment
on
the
grounds
of
Charlestown
high
school
was
a
tennis
bubble,
known
as
the
Stillman
tennis
tennis
center,
a
group
known
as
Chad
Charlestown
against
drugs
operated.
The
tennis
program
for
kids
sounds
like
a
good
idea
right.
It
was,
but
also
there
was
a
problem.
G
There
was
a
for-profit
was
operating
on
this
facility,
running
tennis,
leagues
in
providing
lessons
and
guess
who
was
paying
the
bill
for
the
facility.
That's
right,
the
taxpayers,
the
fin
comm
I've
covered
the
following
15
thousand
dollars
every
year
to
put
up
and
take
down
the
facility
three
thousand
dollars
to
rent
forklifts
and
drivers.
G
$1,500
to
in
ually
maintain
generators,
one
thousand
dollars
for
electrical
work.
Eighty
seven
hundred
dollars
for
lighting
ninety
two
hundred
dollars
to
purchase,
purchase,
backup
generators
and
probably
what
was
the
most
appalling
from
me-
is.
They
had
a
direct
line
from
Charlestown
high
school
to
fuel
the
to
keep
the
bulb
afloat
and
we
never
knew
how
much
the
taxpayers
had
to
pay
for
that.
Chad
did
fully
cooperate
with
our
investigation.
G
We
all
remember
the
Olympics
guess
what
it
was:
the
Boston
Finance
Commission,
who
were
the
one,
if
not
the
first
agency,
to
hold
public
hearings,
we
invited
the
proponents.
We
invited
that
the
opponents,
the
traffic
experts
and
the
professor
/
author,
who
wrote
the
book
known
as
the
economic
gamble,
how
cities
take
huge
risks
associated
and
all
of
our
public
meetings,
the
state
inspector
general
had
representation
in
the
room
very
quickly.
We
we
can
very
quickly.
We
realized
Boston
did
not
need
this
as
an
economic
tool.
G
We
are
a
world-class
City.
We
have
the
best
hospitals,
universities,
tech
companies,
legal
minds,
American
history,
a
triple
a
bond
rating,
the
Pops,
the
symphony
and
now
proudly
we
have
called
the
city
of
Champions
proudly
each
and
every
one
of
us
pounds
our
chests
and
says
we
are
Bostonians.
The
agenda
of
the
Boston
finance
Commission
was
simple.
We
were
not
going
to
leverage
the
Olympics
on
the
taxpayers
today
or
in
generations
to
come.
We
were
prepared
to
say
no
to
the
Olympics
in
Boston.
G
We
know
the
reputation
of
Boston,
of
having
lousy
streets
contractors
and
utility
companies
ripped
up
new
streets
applying
temporary
patch
to
reap
to
repair
them.
The
city
finally
said
enough
of
this
in
the
city.
To
its
credit,
made
these
contractors
made
these
utility
companies
pay
a
fee
every
time
a
city
street
was
going
to
be
torn
up
and
not
that
they
tell
you
to
just
fix
the
hole
they
said
fix
25
feet
on
either
side
of
it.
Yes,
this
was
a
great
idea.
G
Recently,
the
Boston
Finance
Commission
has
discovered
that
there,
the
money
that
has
been
collected
for
years
four
years
to
the
tune
of
31
million
dollars,
has
never
been
used
to
repave
the
streets.
The
31
million
dollars
eventually
will
be
used
to
pave
repave
the
streets.
Today
we
are
working
with
the
administration
to
fix
more
roads
in
it
sure
moving
forward
that
these
monies
will
not
be
sitting
in
a
pot
somewhere
unspent,
but
they
will
be
used
to
fix
the
roads
that
the
money
was
put
aside
for
again,
a
wind
for
Boston
residents.
G
In
closing,
let
me
say
this
very
quietly
very
effectively.
The
Boston
Finance
Commission
is
doing
the
job.
We
are
not
looking
for
fanfare.
We
are
not
looking
for
headlines.
We
are
looking
to
change
the
lives
of
the
citizens
of
Boston
in
a
positive
way
and
to
eliminate
waste
fraud
and
abuse
in
city
government.
Thank
you.
G
E
E
As
our
members
have
said,
the
mission
of
the
Boston
finance
Commission
is
to
make
recommendations
to
the
city
of
Boston
regarding
how
to
improve
city
management,
maximize
taxpayer,
revenue,
troubleshoot
areas
of
concern
and
investigate
inefficiencies
and
or
problems
in
city
governance.
The
Boston
finance
Commission
was
founded
in
1909
and
is
governed
by
Mass
General
law,
chapter
486
sections
17
through
20
the
way
I
look
at
our
Charter.
We
really
have
a
three
pronged
approach.
One
is
through
the
review
of
the
contracts
which
you've
heard.
E
Everybody
speak
about
Matt
and
his
team
really
are
painstaking
in
the
way
they
review
those
contracts.
It
can
trigger
different
questions
that
can
be
followed
up
either
with
a
phone
call
or
escalated
to
a
bust
and
Finance
Commission
meeting
it's
really
a
like
Matt
and
and
the
team
really
studies.
Those
contracts
very
well
then
we're
an
ombudsman,
some
would
say:
Oh
whistleblowers
call
us
people
call
and
say:
hey.
I
saw
this
going
on.
I
saw
that
going
on
Matt
will
in
some
cases,
just
solve
it
through
a
call.
E
Lastly,
as
residents
of
the
city,
all
of
all
five
members
are
driving
around
the
city
walking
on
sidewalks
interfacing
with
government.
As
you
know,
in
my
private
job
on
the
head
of
the
Back
Bay
Association
I'm,
a
resident
of
West
Roxbury,
we're
all
out
there
looking
at
city
government
and
how
we
experience
it.
My
daughter
was
a
Boston
Public,
School
student,
so
it
served
as
a
for
each
of
us,
a
personal
catch
basin
to
say:
hey
I'm,
seeing
this
I'm
seeing
that
I'm
seeing
a
problem
here
or
there.
E
The
most
recent
one
was
this
paving
study
that
we've
been
doing.
There
is
a
really
great
makeup
of
city
residents,
and
this
is
just
the
current
Commission.
There
have
been
other
commission
members,
we've
had
lawyers,
we've
had
consultants,
we've
had
developers,
it's
small
local
developers,
not
good
ones.
It's
really
been
a
privilege
to
see
so
closely
how
the
city
of
Boston
works.
You
know,
I
do
everybody
laughs,
but
I
do
track
since
I've
been
on,
I
have
an
Excel
spreadsheet
of,
like
literally
everything,
we've
covered
and
I.
E
Do
that
because
I
take
it
very
seriously
as
a
commission
member
that
it's
not
just
our
charge
to
review,
what's
going
on
like
tell
you,
but
it
would
be
too
repetitive
if
I
could
share
this
with
you
if
you
ever
wanted,
but
to
also
follow
up
and
ask
questions.
Okay,
we
looked
at.
We
studied
the
sale
of
152
North
Street.
E
What
ended
up
happening
with
that
or
following
up
on
the
Olympics
there's
a
huge
focus
on
the
contracts
and
the
especially,
what
are
the
green
contracts
125
days,
because
they're,
so
technical
and
Matt
really
understands
those
and
can
is
very
often
just
like
the
IG
educates,
city
and
city
employees,
if
they're
not
following
something?
It's
not
just
like.
Oh,
we
got
you,
you
didn't
follow
the
procedure.
He
then
goes
in
and
educates
the
different
staff
people
about
how
they
can
better
align
with
the
with
the
laws.
E
We've
we've
met
with
the
School
Department
numerous
times
talking
about
their
contract
practices.
It's
gotten
at
first,
it
was
terrible.
Then
it
got
better.
Then
it's
been
recently.
There
have
been
further
discussions
proactively.
We
we
asked
for
different
presentations,
the
Olympics
were
mentioned,
but
also
the
concern
about
the
Boston
Public
Schools
and,
where
they're
located
and
whether
or
not
there's
an
equitable
distribution
of
new
resources.
There's
there's
been
a
lot
of
focus
on
the
Boston
public
school
busing,
a
bus
contract
on
busing,
but
bus
contract.
That
matt
has
done
a
lot
of
work.
E
I've
learned
a
lot
and
I
would
also
say:
I
would
be
surprised
if
any
members
of
the
City
Council
even
knew
that
this
is
something
that
I
was
doing,
because
it
is
somewhat
a
low-key
/,
wrong
and
Matt
really
is
face
of
the
organization
for
the
most
part.
So
he's
often
the
in
the
press-
and
you
might
read
about
him,
but
there
all
of
us
are
there
and
by
the
way
I
am
the
only
paid
Commission.
Member
and
I
do
make
$5,000
a
year.
I
just
want
to
make
sure
everybody
knows
that
anyway.
B
The
concern
around
or
I
should
say
my
concern.
I
know.
If
it
was
your
concern
around,
you
know
you
having
to
be
invited
in
by
departments
to
do
those
trainings
to
and
to
be
as
proactive
as
you
would
like.
We
talked
about
bps.
We
talked
about
some
departments
that
you'd
like
a
greater
relationship
with
some
departments
that
maybe
have
an
interface
with
the
state
IG
at
all.
In
that
invitation
cannot
come
from
the
council.
B
They
can
come
from
the
mayor
if
he
or
his
administration
so
chooses,
which
I
think
is
very
different
from
the
proposed
set
up
of
this
office
and
separates
the
invitation,
responsibility
or
privilege,
frankly,
from
the
administration
to
an
independent
office
that
is
mandated
and
equipped
with
the
power
to
go
in
without
invitation
right,
so
I
I
would
love
to
so
I.
Think
here
more-
and
this
is
what
we
said
you
know
you
have
thoughts
and
I-
think
some
really
great
thoughts
on
how
you
from
where
you
sit
could
work
in
more
collaboration.
B
But
I
did
want
to
put
that
in
the
record
that
it
is
a
that
is
a
big
distinction
from
what
this
would
call
for
outside
of
the
fact
that
it's
here,
local,
not
not
tasked
with
every
you
know,
351
municipalities
across
the
Commonwealth,
which
I
know,
is
a
lot,
but
tasked
only
to
look
at
the
City
of
Boston.
So
what
would
love
for
you
to
share
publicly
even
your
thoughts
around
greater
collaboration
that
could
be
happening
with
our
departments
in
your
office
yeah?
So.
C
Our
statute
currently
does
mandate
any
government
entity
whether
it
be
an
agency
or
municipality,
to
cooperate
with
our
office.
So
just
to
respond
to
your
point,
whether
it's
a
whether
it
would
be
a
state
city,
IG
or
a
state
IG,
you
still
have
to
look
at
human
nature.
Somebody
just
showing
up
and
saying
I'm
gonna.
Do
a
training
isn't
gonna
go
over
as
well
as
listen?
Here's
some
things
that
we
can
offer.
You
here
are
some
areas
that
we've
seen
some
deficiencies
so
we'd
like
to
come
in
and
do
this?
C
That's
certainly
gonna
go
over
a
lot
better.
Then
someone
just
showing
up
and
saying
next
Friday
we'll
be
in
for
a
training.
You
know
who
knows
what
the
attendance
is
gonna
be
and
what's
the
enforcement
of
that
when
the
the
agency
had
then
says
sorry,
you
know
I'm,
not
interested
and
so
I
think
that's
where
the
collaboration
comes
in
is
for
us.
We
are
in
a
number
of
municipalities
throughout
the
state.
C
What
I
had
told
you
you
know
it
was
interesting
when
the
new
mayor
came
in
to
Framingham
she
had
heard
about
our
boards
and
commissions,
training
and
I.
Think,
shortly
after
her
inauguration,
we
had
worked
it
out
that
we
brought
in
a
team
to
do
a
training
for
almost
everybody
who
was
on
a
board.
A
commission
in
Framingham.
Half
of
them
went
in
the
morning
and
half
and
went
at
night,
but
that
was
her
vision
to
you
know
just
get
more
training
and
get
people
educated
on
what
their
roles
were.
C
So
that
can
happen
anywhere,
but
it's
when,
when
agencies
want
us
there,
it's
gonna
have
more
of
a
result
and
a
and
on
the
other
point
that
I
made
that
our
statute
requires
cooperation.
Listen,
you
know,
I
was
a
prosecutor
for
a
long
time
and
we
go
into
places
we
can
get.
This
isn't
imply,
we
will
explicitly
say
we
can
do
this
the
easy
way.
Well,
we
can
do
this
the
hard
way,
and
so
the
easy
way
is.
This
is
what
we're
here.
For
you
know
we
either
have
a
complaint
or
whatever
it
might
be.
C
You
know
a
lot
of
times.
Things
come
from
hotline
calls
or
whatever
it
is
we're
gonna
look
at
this
area,
so
these
are
the
documents
we
need.
We
have
usually
we
go
in
and
we
just
ask
for
things
we
might
put
it
in
a
letter
or
an
email.
If
there's
no
cooperation,
we
have
subpoena
power.
So
that's
when
I
save
the
Red
Sox
think
that
was
litigation.
It
was
you
know,
trying
to
say
we
don't
we
don't
have
to
submit
to
your
authority.
Well,
you
do.
The
PRA
did
now
the
Red
Sox.
C
In
the
end,
even
though
they
had
signed
a
voluntary
demonstration
plan
in
2002,
then
things
change
in
2013
said
well
we're
a
private
corporation.
You
have
absolutely
no
right
to
get
any
of
our
records
which,
in
the
end
they
didn't
share
our
records.
That's
why
we
don't
know
today
how
much
the
Red
Sox
make
at
every
game
on
on
Yaqui
way.
But
the
point
is:
is
that
on
with
state
agencies,
city
city
agencies,
any
municipality,
they
have
to
submit
to
our
authority,
and
so
we
want
to
do
it
in
a
way.
C
C
No,
and
so
that
you
know
we
could
have
if
we
knew
about
it
or
someone
had
contacted
us,
but
you
know
other
than
the
way
that
it
came
out.
I,
don't
think.
Even
an
internal
agency
would
have
found
that,
because
somebody
would
have
had
to
pick
up
the
phone
to
call
our
agency,
just
as
they
would
have
had
to
pick
up
the
to
call
an
internal
IG
at
the
City
Council
and.
B
We
talked
about
this
a
little
bit.
Do
you
see
any
value
of
having
something
that
is
specifically
local
and
I'll?
Ask
Matt
the
same
question
local
in
nature
versus
statewide
tasked
with
not
only
tasks
affecting
the
city
of
Boston
but
exclusively
responsible
for
building
those
relationships
with
employees
departments
in
all
of
them,
so
that
when
they
go
in,
it's
not
like
who
are
you
where
you're
coming
from
there's
already
a
rapport
and
an
appetite
to
work
together,
regardless
of
obviously
who's
in
the
political
space?
H
C
To
be
effective,
needs
to
be
independent
and-
and
that's
that's
the
major
issue
and
the
example
that
I
gave
you
in
our
meeting.
You
know
when
we
finished
our
Hinton
report.
Shortly
before
it
came
out,
we
met
with
the
governor
I,
don't
think
that's
any
secret
and
you
know
wanted
to
talk
about
our
findings.
You
know
the
I
think
and
the
governor
probably
would
would
say
that
you
know
there
were
a
lot
of
problems
that
we
found
and
I
think.
A
C
We
weren't
independent.
Whoever
is
that
we
would
report
to
could
say.
Let
me
see
that
report
and
the
final
report
may
not
look
like
what
week
would
consider
a
final
report,
because,
particularly
if
it's
a
political
office,
they
don't
want
bad
information
getting
out
so
they're
going
to
sanitize
it
and
okay.
This
is
the
report
we're
putting
out
and
I
think
that
when
we're
independent
that
can't
happen.
This
is
the
report
reporting
out.
We
weren't
told
by
the
governor,
because
the
governor
of
the
AG
or
the
auditor
they
appoint
me.
They
don't
supervise
me.
B
The
same
would
be
true
for
this
there's.
The
the
stress
is
that
this
office
truly
be
independent
and
designing
it
in
such
a
way
that
independence
is
at
the
forefront.
You
know
right
now
we
have
a
points
for
key
positions
and
not
to
say
that
there's
some
port
bad
behavior,
but
our
corporation
counsel,
our
city,
auditor,
and
certain
positions
appointed
by
the
mayor
with
no
involvement
of
the
council,
which
differs
from
numerous
municipalities
across
the
country.
B
C
C
You
know,
walk
up
the
hill
away,
so
I
think
that
the
availability
that
we
can
have
and
and
I
appreciate
the
fact
that
this
has
started
a
conversation
that
we
can
have
not
only
with
the
City
Council,
but
with
the
mayor
as
to
how
we
can
work
with
the
city,
but
I
think
one
of
the
major
things-
and
you
had
touched
upon
this-
that
I
think
is
really
important
for
an
I
G's
office.
Is
the
prevention
piece
of
it
and
that's
being
proactive
and
that's
training.
C
Now
you
could
start
an
office
and
hire
some
crack
investigators
who
have
great
experience,
maybe
former
prosecutors
of
former
police
or
FBI
agents.
I
could
come
in
and
set
up
a
union,
so
you
may
get
the
detection
piece
down,
but
the
prevention
piece,
as
I
mentioned,
Bob
Sarah
slowly
started
our
training
program.
Thing
was
1996.
C
B
Absolutely
is
in
the
making
I
absolutely
agree
with
you
and
I
think.
When
we
had
our
conversation,
it
was
definitely
around.
How
can
a
local
IGS
office
work
in
partnership
with
you,
given
the
experience
and
expertise,
but
we
also
talked
about
the
challenges
of
your
office,
getting
into
bps
to
actually
be
able
to
do
those
trainings
and
a
more
meaningful
and
robust
way
in
the
barriers
to
that
happening,
and
you
know
us
not
necessarily
saying
come
on
in
so
I
want
to
be
very
frank
and
honest
about
that.
B
Where
we
hear
from
employees.
All
the
time
we
were
hearing
after
this
related
to
systemic
bias,
not
being
promoted
other
things,
policies
and
procedures
that
no
one
is
really
going
into
these
departments
and
ensuring
that
the
policies
on
paper
are
being
implemented
in
the
spirit
spirit
in
which
they're
written
and
none
of
these
offices
cover.
B
That
specifically-
which
I
think
is
why
the
scope,
as
defined
in
the
odd
ordinance,
is
broader
than
fin
comm
and
the
AG's
office,
but
with
the
expectation
that
this
office
would
work
with
all
of
you
so
and
I
want
to
just
move
to
Matt
too.
Before
turning
over
to
my
colleagues
as
well
for
for
questions
to
say,
you
know,
I
appreciate
the
work
you
guys
are
doing
even
around.
B
If
we
wanted
to
make
some
changes
with
respect
to
the
the
legal
structure
for
income,
you
know
again
have
to
go
up
to
the
Statehouse
good
luck
with
that.
It's
completely
challenging
to
really
get
a
lot.
Things
done
there,
but
I
do
think.
There's
still
value
at
someone
having
not
just
local
authority
and
power,
like
you
guys,
but
being
more
expansive
in
their
responsibilities
as
I
just
sort
of
mentioned,
and
one
of
the
things
I
wanted
to
sort
of
I.
B
Guess
two
things
was:
were
you
guys
involved
at
all
with
the
BP
da
and
the
CBA
and
all
of
what
happened
there,
because
that
it's
always
at
the
topic,
the
the
top
question
with
respect
to
folks
in
the
public?
But
then
the
second
question
is
on
the
prevention
and
the
proactive
piece.
What
departments
in
the
city
of
Boston
does
fin
come
work
with
and
and
how
expansive
is
that?
So.
D
We
have
not,
we
were
not
part
of
the
CBA
I
will
tell
you
for
my
personal
experience
from
getting
complaints
that
it
seems
to
me
that
that
was
generated
specifically
by
a
complaint
from
somebody
in
the
inside
that
was
given
to
another
agency.
That's
my
own
feeling,
but
it
does
happen
with
us
as
well.
We
get
these
complaints
and
they
tend
to
go
in
directions.
You
would
not
expect
I.
D
One
thing
that
hasn't
been
mentioned
by
our
group
is
that
we
do
have
subpoena
powers
as
well
mm-hmm.
We
generally
don't
activate
them,
because
the
threat
of
the
subpoena
powers
is
pretty
much
enough
to
get
what
we
need,
but
it
is
there
if
we
need
it.
I
would
tell
you
this
I
from
my
experience
of
being
here.
D
Looking
at
like
the
department
side,
one
of
the
things
I've
always
advocated
is
for
procurement
to
streamline
procurement.
You've
got
police
and
fire
and
school
department,
and
the
turnover
rate
leads
to
you
lose
that
kind
of
intrinsic
value
of
knowledge,
of
how
to
do
things
and
when
things
get
stuck,
how
to
get
it
done.
I
find
a
lot
of
times.
People
just
have
to
get
it
done.
There
may
be
overwhelmed
because
there
aren't
enough
people
in
the
department
and
the
contracts
go
on
and
correct,
I
think
there's
a
lot
of
value
in
taking
Glen's
courses.
D
I
have
to
tell
you
it's
eye-opening,
really
informative.
You
meet
other
procurement
specialists
around
the
state.
You
have
access
to
resources,
you
wouldn't
have
otherwise
and
I'd
highly
recommend
the
city
may
get
a
mandate
for
anybody
coming
in
the
door.
The
challenges
you're
facing
right
now
is
the
economy
is
fantastic,
so
the
turnover
rate
is
huge
and
school
department
is
probably
one
of
the
biggest
challenges
for
us
right
now.
They
have
the
biggest
budget,
they
have
the
most
contracts,
they
also
have
a
lot
of
turnover,
and
that
leads
us
to
a
lot
of
problems.
D
Our
approach
has
been
to
simply
call
try
to
figure
out
where
the
problems
arising
and
offer
opportunities
for
them
to
get
education
and
learn
the
system
better.
Yeah
I
think
one
of
the
things
I
found
in
this
administration
in
particular
is
that
there's
a
lot
of
people
willing
to
cooperate
and
and
the
changes
are
much
more
done
more
fast
and
more
effectively.
If
we
go
in
the
door
and
say
you
made
a
mistake,
let's
fix
it.
D
Sometimes
we
don't
have
that
ability,
because
it's
criminal
or
it
appears
criminal
or
it's
beyond
the
scope
of
being
able
to
say,
let's
just
fix
it
and
move
forward,
and
at
that
point
we
write
a
report
we'll
contact
the
members.
The
members
sit
down,
they
guide
us,
we
contact
some
people
and
try
to
fix
it.
D
I
think
that
one
of
the
things
I
would
highly
recommend
is
that
at
this
point,
if
some
way
down
the
road
there's
an
issue
that
that
you
feel
or
any
other
member
of
the
council
feels
needs
to
be
looked
at
we're
available
for
that
item
like
we
operate
our
own
website
to
make
sure
we
maintain
our
independence,
no
one's
telling
me
what
to
put
out
there
and
what
not
to
put
out
there.
We
do
annual
reports
every
year,
so
people
know
what
we're
doing.
D
We
put
articles
and
reports
on
that
website,
I
granted,
it's
not
sexy
and
exciting
for
a
lot
of
people.
It
is
for
me,
I
have
no
life,
but
I
really
I.
Think
it's
informative,
but
I
always
any
opportunity
to
meet
people
in
the
department.
So
we
go
in
every
department,
we're
in
property
management,
we're
in
the
parks
department.
D
We
just
reviewed
actually
signage
and
some
of
the
four
of
the
parks
in
the
city
are
under
agreements
with
private
educational
institutions
and
one
of
the
complaints
I
got
was
that
there's
so
much
signage
going
up
that
the
citizens
of
Boston
don't
think
it's
a
city
park
anymore
and
we
are
getting
money
for
it.
There's
money
going
to
the
city
coffers,
but
it
has
to
be
known
that
this
is
not
a
sold
property.
This
something
that
certain
times
of
the
day
you
may
not
have
access,
but
the
parks
taken
care
of.
D
So
those
minor
issues
become
bigger
issues
when
taxpayers
are
putting
the
money
in
and
not
having
the
ability
to
use
those
parks
and
not
feeling
comfortable
using
them.
So
I
think
a
lot
of
its
education,
I
think
you're
speaking
to
it
exactly
it's
education,
it's
letting
people
know
what's
out
there,
I
think
streamlining
the
processes
and
having
fewer
people
with
higher
education
on
what
they're
doing,
but
I
do
think.
D
There's
a
huge
value
in
continuing
education
in
the
city
and
especially
with
the
employees
with
some
of
the
the
citizens
should
be
allowed
to
come
into
the
system,
so
they
can
know
next.
Our
next
meeting
is
on
November
20th.
We've
asked
the
office,
the
small
business
office
to
come
in
and
speak
to
us
about
the
MWBE
contracts
and
how
about
how
we're
going
to
try
to
increase
those
values.
I
think
there's
a
lot
of
a
lot
of
opportunity
for
people
to
learn
and
to
be
a
part
of
the
change
and
I
mean
let's
face
it.
D
The
numbers
aren't
great
I
mean
we
look
at
the
unadvertised
contracts.
One
of
the
things
we
said
was,
let's
give
me
a
definitive
idea
of
what
an
MWBE
businesses,
if
there's
three
legal
people
that
own
a
firm
and
one
person
as
a
minority.
Is
that
an
MWBE
business
or
is
it
not
I?
Those
minor
details
add
up
to.
You
may
think
it's
one
thing,
I
might
think
it's
another
I
can't
find
that
information
anywhere
but
I'm
willing
to
partner
with
the
city
we
all
want
to
partner
with
the
city
and
learn,
educate
ourselves.
D
I
Thank
you,
mr.
chairman.
Thank
you,
madam
president,
for
your
leadership
on
this
and,
of
course,
thank
you
for
all
of
you,
particularly
of
those
who
do
it
for
little
or
no
money
with
your
volunteer
and
I
know:
I
I,
don't
at
least
two
of
you
well
proud
to
call
you
constituents
great
to
meet
you
as
well
counselor,
and
thank
you
for
clearly
your
love
for
the
city
and
oversight.
Gentleman
as
well.
I
I
support
the
efforts
of
what
the
council
president's
trying
to
do
here
and
I
think
you
know
I
understand
some
concern
about
a
duplication
of
efforts
or
having
too
many
cooks
in
the
kitchen,
so
to
speak,
but
I
think
there's
an
opportunity
to
provide
more
Avenue
for
the
population
of
the
city
and
beyond.
You
know,
I've
talked
about
having
something
and
more
along
the
lines
of
a
public
advocate
which
is
an
elected
independent
position
in
New,
York
City
or
a
City
Ombudsman
to
help
and
I
think.
I
That
is
something
that
you
could
go
nicely
with
this
so
applaud.
You,
madam
president,
and
I,
look
forward
to
continuing
to
support
this,
as
as
we
continue
through
the
process,
I
guess
I
just
had
some
more
sort
of
perfunctory
questions,
particularly
as
it
relates
to
Finn
come
Ritchie
I
think
you
mentioned
that
one
example
about
a
school
contract
where,
just
because
the
vendor
had
asked
more
money,
the
city
was
paying
that
money,
or
one
of
you
may
have
answered.
Oh
man,
I'm.
Sorry,
you
did
your
remarks.
I
D
It's
an
advertised
contract,
so
it's
a
vendor
that
had
a
special
education
background
and
which
is
which
is
exempt
from
30
B.
My
feeling
and
going
in
and
speaking
to
the
manager
in
the
department
was
that
the
person
was
a
relatively
new
person.
The
people
who
had
had
experience
had
walked
gone
to
another
job
and
it
just
wasn't
the
experience
to
get
all
the
contracts
done,
so
they
just
started
paying
it
and
I
think
it
was
just.
It
was
misinformation,
miscommunication
and
lack
of
training.
D
I
D
Not
that
that
value
of
having
somebody
who
knows
their
job
is
is
tough
and
other
administration's
and
municipalities
want
these
people
and
making
make
a
little
more
money
and
maybe
not
enough
to
drive
in
the
city.
If
then,
they're,
not
residents,
I
think
it's
education
and
training,
I
really
do
and
I,
and
one
of
the
things
we
had
said
multiple
times
over
the
course
of
the
last
few
years
has
been
that
we'd
like
to
see
the
purchasing
department
take
up
a
lot
of
these
purchasing
functions.
D
I,
don't
think
the
police
should
be
in
the
business
of
purchasing
I
think
they
do
a
job.
Maybe
those
purchasing
people
come
with
their
knowledge
and
the
work
at
City
Hall
to
purchase
those
items,
but
a
lot
of
it's
the
same
stuff
paper
and
pencils.
Some
of
the
maybe
you
know
school
supplies
you
can
have
someone
with
that
particular
skillset
and
I
think
there's
a
lot
of
value
to
centralizing
at
all.
I,
just
think
you
you
gain
that
knowledge
of
other
people.
D
I
I
think
it's
clear
there
was.
There
was
no
nefarious
behavior
here
really
was
just
someone
that
didn't
understand,
but
I
think
it
underscores
the
importance
of
hearings
like
this
and
work
like
this
and
sort
of
the
public
awareness
of
your
role.
So
you
guys
meet
monthly
as
a
board
and
do
members
of
the
public
often
come?
Is
it
mostly
just
board
members
a.
J
I
E
D
D
I
Yeah
I
wonder
even
using
some
of
the
facilities
here,
though
just
mayor
I'm,
probably
better
equipped
for
that,
and
how
much
of
your
work
is
reactive,
as
opposed
to
proactive
what
I
mean
by
that
is
I'm
sure
it's
a
lot
of
contracts,
oversight.
Obviously
the
larger
contract,
the
more
soryu
you're
gonna
focus
on
Nomo.
You
guys
do
a
lot
of
good
work
versus
sort
of
complaint,
driven,
in
other
words,
if
I
would
so
talk
a
little
bit
about
sort
of
the
split
in
what
you
focus
on
so.
A
D
To
want
to
be
more
proactive,
so,
generally
speaking,
I
get
a
lot
of
things
from
the
contracts
and
complaints.
It's
just
you
know
you
follow
them
through.
You
never
know
where
you're
going
to
go
that
never
goes
in
a
straight
line.
This
commission
has
been
really
focused
on
quality
of
life
she's
for
taxpayers,
so
hence
the
paving.
You
know
it's
a
lot
of
work,
it's
nine
months
of
going
on
to
the
field
and
trying
to
find
street
cuts,
but
I
think
those
about
the
value
of
it
is
this.
D
It
changes
things
when
you
start
asking
the
questions.
The
changes
start
happening,
whether
whether
you
gonna
find
something
bad
or
wrong,
or
something
could
be
done
better.
The
changes
happen.
So
within
nine
months
we
started
asking
questions
about
the
paving
issues
and
we
really
they
were
very
helpful,
really
helpful
in
getting
this
done,
but
I
also
think
the
resources
aren't
there
for
them
to
do
it.
So
for
us
to
do
it,
you
know
we
can.
D
We
can
bring
ourselves
out
there
in
the
cold
weather
and
find
out
when
they
find
out
some
of
the
things
we're
bringing
back
to
them
and
we
share
it.
It's
public
information
we'll
share
with
anybody.
They
start
making
changes
that
are
meaningful
same
thing
with
the
contracts.
When
you
start
pointing
out
problems,
the
changes
start
happening
that
the
contracts
coming
in
late.
They
start
coming
in
a
little
earlier,
because
you're
pointing
it
out
so
there's
just
a
value
when
asking
a
question,
but
right
now,
I
would
tell
you
this
Commission
is
extremely
proactive.
D
E
E
D
We
we
got
a
call
from
a
vendor
who
stated
that
they
were
being
procurement
officer
at
the
school
department
was
telling
them
essentially
that
if
they
didn't
offer
them
credits
send
fake
invoices
and
to
offer
credits
that
they
were
going
to
drop
their
contract.
So
we
started
researching
it
and
it
got
to
a
certain
point
where
we
thought
there
might
be
criminal,
behavior
I'm,
not
a
police
officer,
yeah
I,
contacted
guns,
office,
Glenn's
office
and,
by
the
way
thing
he's
a
block
away
he's
not
lying
within
like
a
day.
D
He
was
in
the
office
of
the
who
were
the
crew
with
police
officer,
and
we
just
shared
the
information
with
them.
At
some
point,
the
employee
was
let
go
from
the
City
of
Austin
yeah,
the
access
to
the
bank
records
and
everything
else
is
not
within
our
realm,
but
it's
within
the
police
realm.
So
things
like
that
happened,
I
mean.
I
E
D
I
I
If
I
have
this
right
and
thank
you
for
your
work
among
the
titles
I've
had
I
was
a
ward
fellow
and
I'm
still
involved
with
the
program
named
after
John
William
Ward,
who
was
an
absolute
legend
in
this
Commonwealth
and
someone
who
you
know
it
just
has
left
such
a
rich
legacy.
So
really
appreciate
your
continuing
his
work.
I
It
you
have
sort
of
oversight
if
I
have
it
right.
Fin
comm
would
focus
not
solely
because
you
and
through
your
incredibly
talented
membership,
have
worked
on
more
quality
of
life
issues
and
sort
of
experiencing
it
in
larger
scale
Olympics
to
sidewalks.
But
if
there
were
any
potential
wrongdoing
that
would
you
it
was
brought
to
your
attention
mad,
you
would
have
to
send
it
to
the
authorities
probably
start
with
Glen
if
it
were
somehow
financially
related
or
governor
later
and
then
go
to
the
authorities.
It.
D
K
D
D
We
do
have
situations
where
things
like
this
come
up
that,
like
the
other
day,
I
called
the
Pioneer
Institute,
because
I
was
working
on
something
and
I
respect,
Gregg
and
Jim
and
and
I
said
you
know,
I
want
to
bounce
us
off
somebody,
because
sometimes
you
get
so
bogged
down
in
it.
It's
hard
for
me
to
relate
it
to
you,
yeah,
so
I
called
them
and
I
just
said.
You
know
this
is
what
I'm
experienced.
What
do
you?
D
C
I
I
C
I
I
C
So
then
you
have
like
police
like
Chicago,
so
you
have
a
Cook
County
IG,
as
well
as
a
Chicago
IG,
as
well
as
an
Illinois
AG's
to
talk
about
overlaps.
But
the
Illinois
ajar
is
a
very
small
office,
but
between
Cook
County
and
the
Chicago
IG
I'm
sure
they
have
to
try
to
work
out
jurisdictional
issues,
understood
good.
I
A
You
all
thank
you
and
Matt
just
want
to
put
something
on
the
radar
at
some
point
would
talk
about
the
structure
over
the
police
department,
where
you
have
captain
detectives,
lieutenant
detectives
and
sergeant
detectives
supervising
detectives,
despite
the
fact
that
there's
never
been
detectives,
I
think
sort
of
organizationally
there's
something
a
little
upside-down
about
that,
so
it
then
becomes
all
about
the
rating
and
to
get
the
rating
and
obviously
the
salary
benefits
from
that.
So
I
think
that
there's
something
a
little
broken
there.
That
may
be
worth
discussion.
A
A
So
it
speaks
to
sort
of
a
bigger
issue,
but
I
guess
in
a
perfect
situation.
We'd
want
to
have
a
breakdown
like
that,
so
that
if
you'd
go
the
detective
route
and
you
get
the
detective
training,
then
you
would
rate
for
a
sergeant
detective,
a
lieutenant
detective
and
a
captain
detective
you've
been
a
detective.
You
have
the
detective
training
you're
now
supervising
detectives,
that's
not
how
it
works
right.
Now
we
have
a
system
where
you're,
not
a
detective.
A
You've
never
been
a
detective,
but
you
get
a
captain
detective,
lieutenant
detective
or
sergeant
detective
rating
and
you're.
Now
in
a
position
to
be
supervising
detectives
in
you,
I
think
it
just
breeds
who
talked
to
the
gun
and
I
have
not
just
called
detective
so
on
so
he'll
figure
it
out
or
and
I
want
to
make
sure
we're
we're
having
a
system
that
is
fair.
It's
not
sort
of
political
patronage,
it's
not
about
who
you
who
sign
you
held
and
whose
event
you
went
to
a
certain.
A
A
From
this,
but
while
we're
on
the
subject
of
efficiencies
and
in
areas
where
it
would
make
some
sense
overall,
we
we're
struggling
with
you
know,
being
able
to
put
more
officers
on
the
street
which
drives
up
overtime,
enforces
our
local
captain's
to
have
to
order
men
and
women
in
or
to
have
them
stay
longer,
and
that's
never
a
good
situation
when
we're
taxing
municipal
employees
to
the
extent
that
we
are
with
that
police
officers,
so
I
understand
this
sort
of
a
bigger
issue,
but
I
think
organizationally.
There's
a
breakdown
there.
A
That
may
be
worth
you
taking
a
peek
at
and
since
we
can
work
together
to
try
to
make
that
change,
we've
been
joined
by
my
colleague,
Lydia
Edwards.
Any
questions
at
this
point
counsel
very
good,
so
I
appreciate
the
time
and
attention
of
this
panel
I
know
we
have
another
panelist.
He
PM
Coker
is
here
and
the
two
gentlemen
that
have
joined
us
by
phone
you're
welcome
inspector
general
and
folks
from
fin
comm
to
stay.
A
A
A
M
Thank
You,
chair
clarity
and
committee
members
I'll
get
my
name
is
David
Harper
I'd
like
to
thank
you
for
this
opportunity
to
speak
at
your
committee
hearing
on
docket
number
1337
to
address
the
proposed
ordinance
establishing
in
the
Office
of
Inspector
General
within
the
city
of
Boston
I've
submitted
to
be
an
email,
a
written
testimony.
It's
a
little
more
expensive
than
my
verbal
comment.
M
Regarding
my
background,
I
have
been
an
ID
for
the
state
of
Florida,
since
August
of
2018
and
I
was
the
IG
for
the
City
of
Albuquerque
from
2016
to
2018.
Alright,
with
that,
I
was
in
federal
law
enforcement
with
the
Air
Force
Office
of
Special
Investigations
for
35
years,
the
OSI
is
established
within
the
IG
community,
at
the
federal
level
falling
under
the
Air
Force
inspector
general
and
under
the
Department
of
Defense
inspector
general
for
policy
and
oversight.
M
My
most
recent
federal
positions
included
being
the
chief
of
economic
crimes
at
the
headquarters
for
a
site
near
Washington,
DC
and
prior
to
that,
I
was
a
special
agent
in
charge
of
the
OSI
office
located
near
Boston
at
Hanscom,
Air,
Force,
Base
I'm,
a
certified
inspector
general
Certified,
Fraud
examiner
and
a
certified
financial
crime.
Investigator
I
believe
in
strong
oversight
when
it
comes
to
spending
the
public's
money.
That
is
why
I
have
dedicated
my
entire
tool
life
to
the
pursuit
of
deterring,
detecting
and
investigating
fraud.
Abusing
corruption
at
all
levels
of
government.
M
Regarding
a
municipal,
IG
I
believe
an
OIG
established
by
a
city
ordinance
is
stronger
than
an
OIG
established
by
an
executive
order,
as
was
the
case
in
Baltimore
until
recently,
as
is
currently
the
case
in
the
city
Philadelphia,
but
an
OIG,
that's
established
in
a
city
charter
provides
the
greatest
protection
for
independence
and
objectivity,
as
is
currently
in
Baltimore.
An
independent
and
objective
Oh
IG
is
potential
they're
having
the
credibility
in
the
trust
of
the
public.
M
The
elected
leaders
and
the
pointed
leaders
have
often
sprinkly
all
public
servants
within
city
government
I
believe
the
OIG
should
have
a
proactive
role
in
major
acquisitions
that
would
include
review
of
proposed
contractual
language
to
ensure
minimal
opportunity
to
perpetrate
fraud,
fraud
within
contracts
and
grants.
I
firmly
believe
in
consistency,
uniformity
and
accountability
of
oversight
of
agencies.
M
Therefore,
I
believe
a
governing
ordinance
should
include
a
section
on
standards
for
the
office
I'm
speaking
to
the
OIG
and
such
as
a
IGS
Greenbow
kinase
Redbook,
her
Gao
s,
yellow
book
Gao
being
the
Government
Accountability
Office
form
in
Congress.
Such
standards
are
important
for
credibility
and
Trust
I
believe
there
needs
to
be
constant
accountability
of
the
IG
office.
No
one
should
be
unchecked
when
doing
the
work
of
the
people
for
their
resources
with
their
resources.
M
I
also
believe
a
periodic
peer
review
of
both
the
investigations
and
all
functions
of
the
agency
should
be
accomplished
by
a
third
party
such
as
the
AIG
or
the
AIG
in
the
IAE
or
other
entities.
This
helps
strengthen
agencies,
credibility
and
ensures
accountability
and
effectiveness.
This
should
be
accomplished
about
every
three
years,
I
believe
in
strong
whistleblower
protections,
but
also
clearly
established
criteria
on
defining
the
whistleblower,
yes
to
be
done
for
an
elaborate
section
in
an
OIG
ordinance
or
in
a
separate
ordinance,
as
was
the
case
when
I
was
in
Albuquerque
I'm.
M
In
addition
to
a
periodic
public
report,
I
believe
in
oh,
my
G
should
publicly
Post
reports
such
as
audit
reports
and
redacted
they're
summarized
investigative
reports.
Again,
transparency
is
essential
to
the
public
trust.
There
will
be
times
for
confidentiality
purposes,
that
those
reports
will
likely
say
be
heavily
redacted,
or
sometimes
we
just
as
a
not
to
post
them.
Otherwise,
I
think
it's
important
to
post
them.
I
firmly
believe
a
strong
IG
enhances
trusting
confidence
in
a
government
by
the
community
and
can
bolster
deterrence
and
detection
of
misconduct,
wrongdoing,
fraud,
waste
and
abuse
of
government
resources.
M
I
also
believe
a
proactive
lis
engaged
IG
will
identify
opportunities
to
improve
efficiencies
and
opportunities
to
become
better
stewards
of
public
resources,
through
audits,
strong
relationships
with
elected
and
appointed
leaders,
other
public
servants
and
the
public
through
interaction
and
public
meetings,
such
as
council
meetings
and
in
other
major
neighborhood
association
meetings,
as
I
did
in
Albuquerque
in
recent
history,
several
local
municipalities
that
establish
OAG
or
are
considering
them.
The
citizens
of
Baltimore
recently
voted
to
incorporate,
though
ID
into
the
city
charter.
M
Atlanta,
as
we
speak,
was
exploring
the
establishment
of
an
OIG
Seattle
created
an
IG
last
year,
specifically
for
the
police
department.
Miami
Beach
recently
established
an
OIG
I
believe
this
momentum
at
the
local
level
will
lead
to
the
perception
that
protecting
the
public's
trust
and
tax
dollar
is
one
of
the
highest
priorities.
M
There
are
several
states
that
have
IGS,
as
you
guys
were
just
discussing
at
both
the
local
and
state
level.
Most
of
those
situations
include
a
state-level
IG
that
generally
has
authority
to
investigate
and
audit
only
state
agencies,
as
is
the
case
here
in
the
state
of
Florida.
Unlike
many
state-level,
oh
I,
geez
I
do
understand
that
the
Massachusetts
o
IG
has
broader
authority
to
audit
and
investigate
of
all
levels
of
government.
M
This
is
not
unlike
situations
where
you
may
have
local
law
enforcement
in
state
law
enforcement
in
federal
law
enforcement,
where
there
might
be
overlapping
Authority
in
jurisdictions.
Situations
like
this
would
need
to
be
coordinated
between
the
agencies
to
avoid
unnecessary
duplication
of
effort
and
unintentional
impact
of
each
other's
support.
M
Finally,
the
New
Mexico
state
auditor
had
Authority
when
I
was
there,
it
still
does
at
all
levels
of
government
and
they
conducted
a
lot
of
a
matter
that
I
was
investigating.
We
actually
missed
the
investigation,
but
I
coordinated
the
state
long
term
on
most
things
that
I
have
I
started,
and
in
that
case
there
they
actually
opened
up
the
separate
audit,
but
we
coordinated
throughout
the
process,
so
they
had
access
to
what
we
were
developing
as
we
were
developing
it.
M
J
I
am
chance,
president
Campbell
chairman
Flaherty
members
of
the
government
operations
committee.
My
name
is
Doug
Jones
and
I
am
the
city
auditor
for
Kansas
City
Missouri
I
have
about
30
years
of
auditing
experience,
most
of
that
in
government.
I
am
a
certified
government.
Professional,
certified
internal
auditor
and
I
have
a
certificate
and
risk
management
assurance.
I
am
also
the
chair
of
the
Association
of
local
government
auditors
Advocacy
Committee.
J
We
want
to
thank
you
inviting
me
to
speak
with
you
today
on
the
proposal
to
establish
an
independent
inspector
general
position
in
Boston
I'm
speaking
today
on
behalf
of
the
Advocacy
Committee.
As
this
chair
and
I
will
keep
my
comments.
Brief,
as
mr.
Harper
covered
a
lot
of
things
that
I
believe
that
we
are
in
alignment
with
the
Association
local
government.
Auditors
represents
almost
300
government
organizations
and
is
committed
to
strengthening
and
supporting
independent
auditing
and
local
governments.
J
The
primary
value
of
an
independent
audit
or
inspector
general
function
that
they
can
play
a
key
role
in
effective
governance
and
public
accountability,
accountability
and
transparency.
An
independent
audit
function
also
provides
assurance
to
elected
officials,
residents
and
management
that
resources
are
protected
by
strong
management,
controls
and
practices,
reports
on
the
results
and
outcomes
of
programs
and
services,
and
helps
ensure
compliance
with
laws,
policies
and
procedures.
The
inspector
general
function
may
focus
more
investigations
into
matters
laid
the
frog
waste
or
abuse
and
manage
a
jurisdictions
hotline
for
complaints
related
to
ethics,
fraud,
waste
or
abuse
issues.
J
Alga
does
have
a
member
organization
as
a
city
auditor's
office
that
primarily
conducts
performance
audits,
but
they
also
have
an
investigative
bar.
We
also
have
another
member
that
has
an
inspector
general
office
that
has
a
primary
focus
on
investigations,
but
also
conducts
performance
audits.
So,
generally,
the
audit
investigative
work
are
different
from
the
end
of
financial
outdoors
performed
by
the
city
or
jurisdictions.
External
financial
outer.
The
benefits
from
an
independent
auditor
or
inspector
general
function
include
public
accountability
and
transparency,
identification
and
ongoing
deterrence
of
fraud,
waste
and
abuse,
reduced
or
void
costs.
J
Increased
revenues
improve
city
services,
the
ability
to
raise
awareness
about
internal
controls
and
risk
areas,
information
for
decision-making
and
improve
management
controls
over
public
monies
and
assets.
I
do
agree
that
standards
are
important.
We
follow
the
government
auditing
standards
where
government
agencies
we
think
following
the
government.
Auditing
standards
by
the
GAO
is
a
very
good
thing.
There's
also
standards
for
IG.
So
that
does
conclude
my
brief
comments.
Like
I
said
mr.
Harper
covered
a
lot
of
things
that
we
believe
in
accountability:
transparency
following
standards
having
a
peer
review
done.
B
This
is
councillor
Campbell
and
thank
you
Dave
and
Doug
for
joining
us
really
appreciate
it.
You
guys
have
such
an
incredible
experience
and
insight
and
have
been
helpful
even
before
the
hearings.
Well,
thank
you.
I
don't
have
questions.
I
was
really
taking
a
lot
of
notes
and
will
follow
up.
You
know
with
with
respect
so
cific
questions
around
language
and
best
practices,
but
really
wanted
your
testimony
on
the
record
for
those
who
are
either
watching
or
participating
or
taking
an
interest
in
this
and
who
can't
obviously
maybe
participate
in
person.
B
J
A
N
Thank
You
mr.
chairman
and
committee
members,
my
name
is
Pam
Coker
I
am
the
president
of
the
Boston
municipal,
Research,
Bureau
I'm,
also
a
city
resident.
Thank
you
for
this
opportunity
to
speak
to
docket
one
337.
The
proposal
to
establish
an
office
of
the
inspector
general
in
the
city
of
Boston,
the
Research
Bureau,
applauds
the
City
Council's
commitment
to
prevent
and
correct
fraud,
waste
and
abuse
in
city
government.
N
Boston
has
availed
itself
of
those
resources
a
number
of
times,
including
in
recent
years,
as
inspector
general
Cunha
mentioned
in
his
testimony.
The
IG
also
engages
with
local
governments,
including
Boston,
with
education,
training,
best
practices
and
procedures
to
prevent
fraud,
waste
and
abuse.
He,
in
particular,
noted
over
300
city
and
town
employees,
specifically
city
of
boston
employees,
have
been
trained
by
his
unit.
N
N
The
ordinance
calls
for
funding
for
a
city
IG
at
a
minimum
amount
equal
to
point
zero.
One
percent
of
total
city
departmental
appropriations,
excluding
certain
fixed
costs,
assessments
and
other
non
departmental
or
reserve
funds.
This
amount
based
on
the
city's
2020
budget
would
be
about
two
hundred
and
sixty-five
thousand
dollars
and
amount
unlikely
to
be
sufficient
to
meet
the
mission
of
standing
up
a
city,
IG
office
with
all
the
powers
and
abilities
of
the
state
inspector
general.
We
heard
earlier,
the
fing
comm
has
three
employees,
I
believe
in
about
a
$300,000
budget.
N
So
that's
another
benchmark
and
the
state
inspector
general's
office
has
a
history
of
partnering
on
city
manners
to
address
and
prevent
waste
fraud
and
abuse
in
city
government,
including
the
City
of
Austin
inspector
Cunha,
mentioned
several
examples
and
I
would
add
one
an
investigation
into
misuse
or
abuse
of
vehicle
handicapped
placards.
That
investigation
was
done
in
the
city
of
Boston
and
it
resulted
in
a
2017
state
law
to
strengthen
enforcement
and
reduce
misuse
of
those
handicapped
placards.
N
In
summary,
the
research
Brio
strongly
recommends
the
city
would
be
best
served
by
continuing
to
utilize
the
state
inspector
office
as
the
resource
for
addressing
and
preventing
waste
fraud
and
abuse
in
city
government
and
a
couple
of
additional
just
sort
of
comments.
Based
on
what
we've
heard
this
afternoon.
It
sounds
as
if
there's
a
couple
of
different
missions
that
are
of
interest
here,
particularly
president
campbell
mentioned
investigatory
and
making
sure
policies
and
procedures
are
implemented,
and
that
brings
to
mind
a
couple
of
things.
N
The
inspector
general
for
the
state
has
come
in
to
BPS,
although
it
sounds
like
at
times,
there's
concerns
about
their
access
and
has
reviewed
BPS
procedures
and
policies.
In
one
case,
it
was
particularly
related
to
textbook
and
has
found
that
bps
did
not
follow
its
own
procedures
and
policies.
So
I
certainly
want
to
recognize
that
there
are
some
challenges
around
that
as
I
think
about
policy
and
procedure,
implementation
in
the
city.
N
Of
course,
it's
the
department
heads
responsibility
to
make
sure
that's
happening
and
they
report
to
cabinet
secretaries,
and
ultimately
it
is
the
mayor,
but
I
certainly
respect
that.
There
may
be
some
interest
in
another
opportunity
to
have
a
presence
and
pressure
on
ensuring
those
policies
and
procedures
are
implemented.
N
So
I'm,
just
noting
that
that
was
a
conversation
that
was
created
because
of
the
role
the
City
Council
has
in
budget
hearings,
and
it
led
to
that
kind
of
conversation.
So
it
does
sound
as
if
there's
more
to
be
done
or
to
think
about
doing
in
terms
of
best
practices
for
policies
and
procedures
and
making
sure
those
are
being
taken
care
of,
as
they
should
be
for
the
benefit
of
the
city
and
all
of
its
employees.
B
Thank
You
Pam
for
joining
us
and
I
think
the
additional
layers
that
you
added,
particularly
the
referencing,
the
fire
department.
You
know
we
and
I
know
councillor.
Edwards
cares
deeply
about
this
as
well.
We
are,
of
course,
strong
advocates
and
it's
important
that
we
have
the
conversation,
but
then,
where
we
I
can
only
speak
for
myself
get
frustrated
is
at
what
point
do
we
go
beyond
the
conversation?
B
It
was
about
30,
which
is
not
nearly
enough
and
part
of
it,
was
their
frustration
around
being
able
to
go
into
departments
to
do
that
in
a
meaningful
way.
The
law
firm
piece
is
critical
to
me,
particularly
around
public
investigation.
Right
now.
The
persons
who
has
the
person
has
the
authority
to
determine
when
we're
going
to
do
an
investigation.
How
much
we're
gonna
pay
an
external
law
firm?
It's
not
the
state
at
IG
or
Finn
come,
and
so
this
office
could
play
a
role
in
that,
along
with
other
commissions,
we're
contemplating
at
the
local
level.
B
One
of
the
things
I
thought
was
really
critical.
That
Dave
spoke
about
in
his
experience
as
a
federal
inspector
general
and
working
in
other
levels
is
the
value
and
advantages
of
sometimes
having
these
offices
at
local
levels
when
they
do
coordinate
and
work
in
partnership
which
wasn't
addressed
by
any
of
their
previous
panelists
and
I.
Think
part
of
it
is
well.
You
know
we
don't
want
them
to
feel
as
though
we're
taking
away
their
power,
and
there
are
some
folks
who
don't
want
this
to
happen
and
well
god
bless
them.
B
I
think
there's
more
more
for
this
office
that
could
be
really
advantageous
to
everyone
with
respect
to
transparency,
accountability,
implementation
of
policies
that
are
often
really
great
on
paper,
but
don't
show
up
in
practice.
In
other
ways.
We
can
envision
in
this
office
truly
being
independent,
serving
a
role
to
work
in
partnership
with
our
employees,
not
as
sort
of
a
watchdog
figure.
So
I
just
wanted
to
add
that.
But
thank
you
for
being
here
and
testifying
I
appreciate
it.
A
H
You
yes,
I'm
I,
would
say
I'm,
probably
more
convinced
from
the
testimony
when
you
brought
up
the
Boston
Fire
Department.
Specifically.
One
of
the
arguments
for
this
ordinance
is
that
it
costs
a
lot
of
money
to
have
independent
counsel,
do
the
investigation,
and
so
in
that
case
we
did
have
independent
counsel
and
it
looks
like
in
every
single
case.
H
We
had
we
go
and
get
outside
counsel
to
look
at
to
investigate,
so
it
would
seem
that
it's
actually
more
cost-effective
because
we
didn't
ask
the
state
to
the
state
commission
to
come
in
and
look
at
this
or
to
look
at
those
I.
Think
it's
the
fourth
report
we've
done
now
on
the
Boston
Fire
Department.
So
it
seems
it's
actually
more
cost-effective
to
have
a
standing,
independent
place
that
is,
it
holds.
H
N
Would
say
that
the
state
attorney
general's
office
has
that
same
institutional
history
and
their
reports
and
is
available.
I.
Do
you
know,
as
we
talked
about
this,
particularly
with
policy
and
procedure?
Implementation
might
want
to
think
at
fact
about
perhaps
bifurcating
what
you're
looking
to
do
at
some
level.
The
state
inspector
general's
office
is
so
well
equipped
and
prepared
to
address
in
a
very
heavy
investigative
way,
if
necessary,
issues
that
come
up
for
cities
and
towns
as
well
as
the
state,
but
there
may
be
something
in
particular
about
enforcement.
N
Around
season
procedures
are
implementing
those
in
the
city.
That
might
be
a
more
day-to-day
engagement
that
you
may
wish
to
find
a
way
to
do
in
the
city.
I'm
not
advocating,
specifically
for
that,
but
I
just
see
the
possibility
of
a
conversation
about
two
different
needs,
perhaps
or
things
that
could
be
split
up
where
one
is
maybe
more
intensive,
but
maybe
more
rarely
used
and
requires
a
certain
level
of
expertise
and
the
other
which
could
be,
as
I
said
a
day
in
and
day
out,
operation,
but.
H
N
H
N
Can't
speak
to
injury
and
harm,
specifically,
that's
not
something
that
I
mentioned
in
my
testimony.
But
I
do
continue
to
believe
that
the
state
inspector
general's
office
is
clearly
more
independent
than
any
body
that
the
city
would
Institute,
because
the
state
inspector
general
is
not
appointed
by
people
who
are
appointed
by
city
officials,
including
appointed
and
elected
officials
in
the
administration
and
City
Council,
and.
H
I
think
that
makes
sense
if
well
I,
disagree,
I
think
want
to
be
clear,
though
you
mean
it's,
it
would
just
be
more
independent
because
it's
not
appointed
or
dealt
or
politicians
have
nothing
to
to
do
with
it
is
that
I
guess
I'm,
trying
to
figure
out
where
the
independence
is
is
coming
from.
How
do
the
state
commissioners
get
their
jobs.
B
N
B
A
B
A
L
A
You
Thank
You
Pam.
That
concludes
the
second
panel
and
I,
see
Victor
Braun
we're
gonna
go
to
public
testimony,
Victor
Braun!
Your
is
here
in
person
to
offer
some
testimony.
Welcome
good
to
see
you
again
Victor
and
you
have
the
floor
of
either
state
your
name
and
neighborhood
and
affiliation
for
the
record.
Thank.
K
You
chairman
Flaherty
president
Campbell,
and
especially
my
district
councillor
Edwards,
my
name
is
Victor
branya
I'm
a
66
year
resident
of
Boston.
That
is
not
my
entire
life,
but
a
long
time
and
I'm
a
26
year
resident
of
the
North
End,
where
I
am
active
in
community
affairs
I'm
here
to
make
three
points.
The
first
to
brief
in
the
second
one
I
hope
will
not
be
too
lengthy.
The
first
one
is
I
support.
K
The
ordinance
establishing
the
Office
of
Inspector
General
within
the
city
of
Boston
I
must
admit
that
I
haven't
read
the
ordinance
because
I
just
received
it
when
I
came
in
today.
So
some
of
the
comments
I
make
may
not
be
conjoined
to
the
the
text,
but
if
that's
so
I
apologize.
The
second
point
I
want
to
make
is:
let
us
make
sure
that
there
is
overlapping
jurisdiction
over
the
Boston
Redevelopment
Authority.
That
is,
we
would
not
want
the
the
b
ra
not
to
cooperate
with
the
city
inspector
general.
K
Although
I
guess
someone
from
the
office
is
still
here,
and
that
is
on
the
question
of
confidentiality
and
I'd
like
to
start
a
conversation
about
that,
based
upon
an
experience
that
I
had
with
the
state
inspectors
inspector
general's
office,
I
called
the
office
with
a
concern
about
a
matter
that
I
was
considering.
Making
a
complaint
about
and
I
had
a
fine
conversation
with
the
person
who
identified
himself
as
an
inspector.
K
K
This
may
simply
be
a
self-imposed
requirement
of
silence
since
930
CMR
3.0
on
parenthesis,
six
states
in
part
the
Commission
may,
in
its
discretion,
provide
information
regarding
the
disposition
of
a
complaint
to
the
complainant.
Subject
to
the
confident
confidentiality
requirements
of
Mass
General
Laws
chapter
268,
B,
section
3,
parenthesis,
G
I
went
on
to
say
that
since
I
am
NOT,
a
person
subject
to
the
state
conflict
of
interest
law
who
has
requested
an
advisory
opinion,
the
qualifying
reference
above
to
section
3,
parenthesis,
G,
is
inapplicable
to
my
complaint
and
the
matters
I
have
raised.
K
So
unless
I
missed
something
I,
don't
see
why
the
inspector
general
said
the
confidentiality
is
required
by
statute
broadly,
which
is
the
way
he
stated
it
if
I'm
wrong,
I'd
like
to
know
so
I
hope.
Perhaps
the
person
from
Inspector
General's
Office
is
still
here
and
can
correct
me
the
reason
I
say
this
is
because,
as
a
complainant
I
wanted
to
know
what
happened
to
my
complaint
I
a
few
months
later
sent
another
email
may
I
have
a
status
report.
K
K
Is
it
to
protect
the
whistleblower?
Well,
I
was
a
whistleblower
and
didn't
want
protection.
I
had
filed
a
or
after
that,
a
comment
letter
with
the
agency
that
I
had
filed
a
complaint
about
which
would
be
a
public
document.
I
wanted
to
start
a
conversation
about
what
I
thought
was
an
unethical
procedure
being
proposed.
I
didn't
want
confidentiality.
K
Is
it
to
prevent,
perhaps
or
protect
against
libel
and
slander?
Well,
I,
wonder
if
that
might
take
state
legislation,
but
I
wonder
if
there's
some
way
that
what
goes
on
can
be
made
public
to
satisfy
the
need
for
transparency
which
we
have
today.
Everyone
wants
transparency,
I
wanted
transparency,
I
want
to
know
what
happened
to
my
complaint.
It
ended
with
a
letter
entitled
confidential.
Why,
based
we
have
conducted
a
careful
review,
etcetera
based
on
that
review
and
on
any
necessary
follow-up
investigation.
We've
determined
that
this
matter
does
not
warrant
further
action.
Why
not?
K
A
K
A
A
For
your
testimony,
anyone
else
wishing
to
offer
public
testimony
may
do
so
now
offer
never
hold
your
peace.
Seeing
and
hearing
no
desire
that
will
conclude
the
public
testimony
portion
when
I
turn
it
over
to
final
comments
from
the
lead
sponsor
Ann
we're
gonna
close
out
we're
running
a
hard
stop.
We
have
another
hearing
supposed
to
start
at
2:30,
so
we're
gonna
kind
of
adjourn.
This
quickly
chair
recognizes
lead
sponsor
Andre,
Campbell,
I.
B
Just
wanted
to
thank
all
the
panelists
and,
and
particularly
the
folks
who
join
us
via
telephone,
but
I
also
want
to
give
a
shout
out
to
my
team
member
le
who
coordinated
along
with
Sam,
to
make
sure
that
this
conference
line
was
working.
So
people
joined
us
in
that
it
all
went
so
smoothly,
so
I'm
le
Sam.
Thank
you
guys
so
much
and
thank
you.
Council
flirty,
look
forward
to
continuing
the
conversation
very.