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From YouTube: Public Safety & Criminal Justice on September 6, 2023
Description
Committee on Public Safety & Criminal Justice Hearing -Docket #1043-Order for a hearing to discussing increasing emergency services in tandem with population growth.
A
Good
morning
everybody,
my
name
is
city
council
at
lodge
Michael
Flaherty,
chair
of
the
Committee
on
Public
Safety
and
criminal
justice.
Today
is
Wednesday
September,
the
6th
2023,
and
we
are
here
today
to
discuss
dark
at
1043
order
for
a
hearing
to
discuss
increasing
emergency
services
in
tandem
with
population
growth,
which
was
referred
to
the
committee
on
June
7
2023
and
sponsored
by
my
colleague,
City
councilor,
Gabriella
Coletta
and
City
Council
Atlanta
Jared
Murphy.
A
This
hearing
is
recorded
and
the
public
may
watch
this
meeting
via
live
stream
at
www.austin.gov,
City,
Dash,
Council,
Dash,
TV
and
XFinity
8
rcn82
FiOS
964..
If
members
of
the
public
would
like
to
provide
public
testimony,
they
can
sign
up
in
the
sign
up
sheet
to
my
left.
If
members
of
the
public
would
like
to
provide
remote
testimony
via
zoom
and
have
not
signed
up
to
do
so
yet
please
email,
Christine,
c,
h,
r.
I
s
t
I
n
e
dot,
O'donnell
o
d,
o
n
n
e
l,
l
boston.gov
to
do
so.
A
Members
of
the
public
may
also
provide
written
testimony
comments
of
the
committee
at
CCC
dot
p
s
at
boston.gov.
That
will
be
made
part
of
the
public
record
and
shared
with
City
councilors
I'd,
like
to
stress
that
we
need
information
for
people
who
are
providing
public
testimony
via
video
conference,
especially
if
you
are
dialing
in
with
a
phone
number
or
if
you
have
an
unrecognizable
username.
So
please
make
sure
that
you
state
your
full
name
as
it
appears
on
Zoom.
As
stated
this
legislation.
A
The
purpose
of
the
hearing
is
to
examine
how
the
city
will
handle
the
delivery
of
city
services,
particularly
Emergency
Services,
EMS,
police
and
fire
with
the
City's
population
growth
population
of
Boston
is
expected
to
continue
to
grow.
We
need
to
make
sure
that
emergency
services
expands
in
conjunction
with
that
population
growth
with
us
today,
a
very
distinguished
panel,
and
we
have
a
chief
chief.
We
have
several
Chiefs
of
commissioner,
a
deputy
chief
and
also
chief
of
another
Chief.
B
B
We
need
to
have
this
conversation
anyway,
but
I'm
I'm,
I'm,
I'm,
so
honored
that
we
have
35-year
veteran
of
the
of
the
Boston
fire
department,
Tommy
White
here
with
us
who
was
with
this
woman
on
the
the
sidewalk
in
Charlestown
and
stayed
with
her
she's
okay,
but
she
needed
medical
assistance
and
Boston
fire
came
within
15
minutes,
Boston
EMS
it
took
about
an
hour
to
get
there.
The
Personnel
were
was
incredible
when
they
showed
up
to
help
this
woman.
B
They
are
Charlestown
specific,
but
they
were
pulled
to
Mass,
General
and
then
got
called
somewhere
else
and
then
finally
was
able
to
come
to
Charlestown
to
give
this
woman
assistance.
This
is
not
a
reflection
on
the
incredible
men
and
women
of
the
EMS
services.
This
is
a
symptom
of
over
larger
issue
that
we
need
to
think
about
holistically
and
that's.
B
Why
we're
here
to
have
this
conversation
as
Boston's
population
grows,
we
need
to
grow
responsibly
and
understand
how
we
are
absorbing
this
growth
and
how
we
are
scaling
up
in
our
city
services,
and
today's
conversation
is
focused
on
Public
Safety,
so
EMS
fire.
We
did
invite
the
Boston
Police
Department
the
Boston
Public
Health,
but
this
is
really
understanding
understanding
the
the
projected
growth
year
after
year,
how
we
are
scaling
up
our
personnel
and
our
Capital
planning.
B
C
Thank
you
just
thank
you
for
being
here.
I
know
we
want
to
get
right
into
the
conversation,
but
as
We
Know
city
government,
we
need
to
be
fluid
with
our
plans
and
population.
When
that
changes,
it
doesn't
always
change
in
budget
Cycles
or
in
ways.
We
can
predict.
So
I
definitely
hope
from
this
conversation
that
we
can
talk
about
ways
that
we
can
use
our
powers
mutually
here
to
make
sure
that,
when
changes
like
more
EMS
or
more
Staffing,
Without
fire
and
police
are
necessary,
that
we
can
make
sure
that
that
happens.
A
You
Council
Murphy,
we've
also
been
joined
by
another
order
of
arrival
city
council
president
Ed
Flynn
city,
council,
Sharon,
Durkin
and
city
council,
Liz,
Braden
and
I
know
that
our
fight
commission
is
a
hard
stop
and
my
apologies
for
being
a
little
behind
so
I'm,
going
to
start
with
the
fire
department,
both
commissioner
Burke
and
chief
Rodney
Marshall,
to
give
us
your
thoughts
with
respect
to
population
growth
and
whether
or
not
they'll
respect
their
departments
are
growing
with
our
population
and
response
times.
Service
demands.
D
You
very
much
councilor.
The
fire
department
is
concerned
with
three
neighborhoods
I
hate
to
say
that
two
of
them
are
in
councilor
call
Ellis,
District,
Charlestown
and
East
Boston,
because
they're
isolated,
they're
difficult
to
get
to.
We
have
two
firehouses
in
East
Point,
three
in
East
Boston
and
two
in
Charlestown
and
when
they
need
help
it's
hard
to
get
it
there.
D
So
I
I
have
a
master
plan
that
they're
going
to
build
Charlestown
out
with
with
a
big
plan
and
I
asked
it
for
another
Firehouse
in
Charlestown,
because
I'm
concerned
about
getting
people
there
I'm
concerned
about
technical
rescues
that
they
come
from
downtown
if
they
can't
get
there
and
somebody's
trapped
that
we
can't
get
them
out
of
whatever
the
entrapped
in
so
yeah
and
Brighton
I
hate
to
say
it.
Another
neighborhood,
the
night
part
of
Boston
Proper,
so
they're
isolated
from
the
fire
department
anyhow
to
get
response
there.
D
D
Hopefully
the
seaport
District
Firehouse
comes
on
board
as
soon
as
possible,
because
that's
an
area
that
was
a
parking
lot.
You
know
how
many
years
ago,
now
and
I
don't
know
the
population,
I'd
say
30
000,
maybe
on
a
daily
basis.
So
hopefully
that's
going
to
go
into
play
soon.
So
that's
that's
our
position
on
it.
A
And
commission
maybe
you're
hearing
from
another
day,
but
just
the
concept
of
because
you
guys
respond
to
Medicals
as
well
and
having
a
discussion
on
maybe
at
some
point
where
BFD
and
EMS
are
sort
of
more
aligned.
Whether
that's
ambulance
is
stationed
at
firehouses
or
in
close
proximity.
I
think
now
there's
sort
of
an
affiliation
more
with
EMS
and
beat
BPA
as
opposed
to
718.
A
D
I
think
it
does
counselor.
Yes,
okay,
yeah.
We
we
have
firehouses
in
every
neighborhood,
33
firehouses.
We
have
a
good
response.
We
work
together
with
EMS,
they
do
a
great
job,
but
it's
a
staffing
issue.
I
I,
don't
know
what
this
Staffing
is
but
Staffing.
We
we
have
people
beating
the
door
down
to
become
firefighters,
so
we
have
plenty
of
Staffing.
If
you
could
give
us
more
money,
we
could
keep
on
going.
We
we
could
have
as
many
people
as
we
wanted
to
it.
A
A
A
D
The
calls
come
into
the
police
turret,
which
is
at
shorter
Plaza,
and
then
they
they
identify
the
call
type,
and
then
it
goes
to
the
appropriate
agency.
So
this
civilian
call
takers
would
take
a
call
and
it
would
let's
say
it's
a
fire.
They
go,
send
it
to
fire.
So
it's
routed
to
our
dispatcher
on
the
Fenway.
It's
EMS.
They
send
it
to
them
with
EMS.
There's
codes
that
we
both
go
to.
D
So
if
it's
a
code
that
we
both
go
to,
it
would
trigger
both
of
us
and
I,
do
have
the
printout
for
the
incident
in
Charlestown.
So
when
it
comes
to
EMS
in
their
defense,
they
weren't
dispatched.
It
was
us
that
was
dispatch
for
us
when
we
got
we
got
there
in
three
minutes
and
and
we
asked
for
EMS
that
we
had
a
stroke
victim.
So
so
the
response
for
us
was
good.
Ems
was
good.
They
got
there
as
fast
as
they
could
so
I
mean
I.
Have
them
at
17
minutes.
D
D
B
B
Thank
you,
I
think
just
a
clarifying
point
and
I
I
expected
to
hear
from
the
BPD
to
talk
about
projection
growth.
I
think
after
that,
I
will
have
questions
just
about
how
we
can
scale
up
and
make
sure
that
you
all
have
what
you
need
in
both
our
operating
budget
and
capital
budget
Tommy
had
his
own
incident.
There
were
two
separate
incidents
but
I
think
with
Kelly's
Aunt,
the
one
that
you're
describing
the
box
was
pulled.
D
B
Situation
so,
but
in
any
event,
I
think
that
this
again
it's
a
timely
conversation
and
I
do
appreciate
the
move
to
get
another
facility
in
Charlestown
because
it
is
so
difficult
to
get
there.
It's
a
peninsula
East
Boston
is
an
island,
there's
only
three
ways
in
three
ways
out
in
Charlestown
and
they're
all
under
construction
yeah.
So
it
is
so
difficult
for
our
residents
to
get
the
services
that
they
need
and
with
planned,
Charlestown
and
I.
Think
we'll
hear
from
the
bpda
about
the
Newport
News
analysis
process.
B
This
was
the
only
time
that
we've
understood
where
population
is
going
to
grow,
given
a
master
planning
process
and
then
looped
in
City
departments
to
understand
how
best
to
serve
those
new
residents
that
are
coming
in
and
the
existing
residents.
So
I
look
forward
to
the
testimony
from
the
bpda.
But
thank
you
so
much
for
your
time.
There.
C
Just
thank
you
for
sharing
that
one
thing,
I'm
hearing
and
I
know:
that's
why
we
were
hoping
the
police
were
here.
Is
the
9-1-1
call
center?
It's
severely
understaffed,
and
many
of
us
have
been
touring
it
and
working
with
them
and
trying
to
figure
out
ways
to
be
more
creative,
like
we
have
been
about
hiring
lifeguards
and
others
like.
C
How
do
we
make
that
job
more
of
a
job
people
want
to
apply
to
right
and
keep
so
I
would
never
want
it
to
be
that
we
weren't
able
to
answer
I
do
get
calls
into
my
office
that
there
are
people
who
have
called
9-1-1
and
it
just
rings
and
rains.
So
if
we're
not
able
to
get
you
the
call,
then
you're
not
able
to
dispatcher
so
there's
a
chain
here
that
we
have
to
make
sure
that
at
every
step
we're
supporting
all
of
the
all
of
it
all
the
way
through.
C
A
Commission
on
that
note,
the
in
addition
to
folks
beating
the
door
down
to
want
to
join
the
fire
department.
Same
can
be
said
for
for
for
your
there's,
a
name
from
this
911
operators,
but
fire
alarms,
so
yeah,
so
I
guess
I.
Guess
we'd
like
to
know
the
secret
sauce
there,
because
we
have
to
share
that
with
with
police
and
EMS,
because
those
departments
struggling
with
retention,
hiring
retiring.
They
don't
even
have
a
four
and
two.
A
So
you
get
folks
that
are
being
ordered
to
work
through
the
weekends
and
stress
levels
and
it's
you
can't
even
get
in
to
get
into
and
begin
to
explain
how
bad
it
is
over
there
and
we're
also
going
to
lose
to
other
jurisdictions,
and
they
may
even
jump
to
to
fire
if
they
have
the
opportunity
to
do
so.
But
so
what
is
it
about?
I
guess:
fire
alarm
and
best
practices
at
fire
alarm,
particularly
the
employees
of
fire
alignment,
how
they're
treated?
D
I,
don't
know
much
about
schroedopraza,
but
fire
alarm
is
members
of
718,
so
they're
paid
at
a
different
scale.
I
would
assume
than
what
they
pay
at
Schroeder
Plaza.
We
don't
have
any
staffing
issues
over
there
and
we
we
have,
as
of
late,
been
taken.
Overflow
calls
from
the
turrets
to
try
to
help
them
out.
We
take
the
calls
and
dispatch
we'll
probably
end
up
sending
some
of
them
calls
back
to
the
tower
to
get
emsr
police
because
we
don't
dispatch
either
of
those
two
agencies,
but
we
don't
have
any
staffing
problems.
A
To
be
an
eye
Union
and
then
maybe
our
job
obviously,
is
the
legislative
branch
to
sort
of
try
to
find
match
that
with
what
we're
seeing
with
fire
alarm
in
718,
almost
it's
on
group
four
I'm
assuming
he's
working
for
probably
group
two
or
is
it
group,
one
I
thought
it
was
group
four
okay,
yeah
I,
think
it's
group
four
right
I
mean
that
could
be
that
maybe
that
could
be
the
Difference
Maker
Hannah
turn
things
around
and
also
I'm.
Assuming
it's
a
foreign
too.
A
D
A
Impressive,
if
you,
if
you
haven't,
listened
to
sort
of
a
fire
command
situation
and
how
they're
relaying
information
real
time
to
Firefighters
whether
that's
conditions
at
the
scene,
you
guys
have
a
system
now,
where
you're,
swapping
out
firefighters,
as
if
they've
been
exposed
to
you
know
heat
into
a
fire
flame
smoke
to
a
certain
time,
you're
constantly
hearing
the
swap
out
and
and
and
then
to
listen
to
the
back
and
forth
with
the
fire
alarm
and
fire
command.
It's
been
it's
a.
They
do
a
phenomenal
job.
They.
D
Do
it's
also
when
somebody's
missing
they,
they
have
a
procedure
where
they
shut
down
the
channels
and
and
they
leave
the
channel
the
main
fire
channel
for
that
person.
That's
missing.
They
have
it
down
to
a
science
they're
good
at
it
and
and
it
nationwide
they're,
pretty
well
known
for
being
professional
and
protecting
us,
because
the
fire
ground
is
chaotic,
it's
organized
chaos
and
they
they're
doing
the
right
thing.
They
were
in
a
building
and
they're
trying
to
manage
the
chaos
and
keep
everybody
informed.
The
incident
commanders,
everybody
and
it
works.
It
works.
A
Yeah
listening
to
it
and
it's
it's
extremely
impressive,
so
whatever's
working
there
keep
that
going
because
it's
excellent
and
then
if
we
can
maybe
share
the
contract
Provisions
as
well
as
maybe
the
best
practices
with
911
operators
over
at
for
police
and
EMS
I,
think
that
would
alleviate
some
of
the
issues
that
we're
dealing
with
not
being
able
to
retain
hiring
foreign
do
stuff
like
that.
So
chair
recognize
the
city
council,
president
Ed
Flynn
any
questions
for
the
commissioner
or
chief
of
the.
E
Fire
department,
thank
you,
Council
Flaherty
and
Council
collateral
and
counselor
Murphy
for
sponsoring
this
important
hearing.
Thank
you
to
the
panelists
for
the
important
work
you
are
doing
in
the
city
also
just
wanted
to
follow
up.
Commissioner
Burke,
the
the
fire
alarm,
operators
that
provide
tremendous
services
to
the
residents
of
the
city,
as
you
mentioned,
they're
also
members
of
Local
718,
but
I
I,
believe
they
also
are
on
the
same
pay
scale.
The
same
pay
level
as
as
as
a
Boston
firefighter
as
well.
That
is
correct.
E
I
know
the
morale.
There
is
extremely
low.
The
forced
overtime
that
they
have
at
that
location
is
is
hurting
them
and
their
families,
but
also
hurting
hurting
the
residents
of
Boston
Council
Flaherty
or
Council
Murphy.
Did
you
mention
in
your
opening
statement
that
the
Boston
police
were
invited
here
today
and
the
reason
the
Boston
police
are
not
here
is
is
what.
E
Okay,
I,
thank
you
is
I,
think
would
be
helpful.
In
my
opinion,
888
certainly
should
be
invited,
but
I
also
think
it's
important
to
have
a
member
of
the
Boston
Police
Department
here,
whether
they're
here
in
this
building
or
zoomed
in
is
that
is
that
something
that
we
can
we
can
get,
because
the
questions
that
I
wanted
to
ask,
such
as
to
the
about
9-1-1,
would
be
would
be
directed
towards
the
Boston
police.
A
E
E
F
F
Mr
President
and
I
was
the
council
to
all
I
know.
Is
that
the
the
program
is
is
continuing.
I
know
there
was
a
site
selection.
Many
sites
have
been
evaluated
over
several
years,
I
mean
going
back
to
the
mid
2000s
2005
2006.
You
know,
as
that
area
just
kept
growing
and
growing.
Looking
at
the
public
part
of
the
Partnerships
building
on
city,
property,
building
and
and
tandem
with
a
linkage
type
thing.
F
It's
all
I
can
say
is
I've
been
assured
that
it
is
moving
forward
that
it's,
you
know,
incorporating
a
lot
of
green
initiatives
in
the
building
which
is
consistent
with
what
the
city
you
know
was
looking
to
do
going
forward,
also
to
take
and
to
account
any
potential
for
sea
level
rise
as
well
too.
The
way
they
designed
the
bottom
floor
with
for
runoff
and
scuppers
type
down
bill,
I
I
things
that
I'm
not
an
architect,
I'm,
not
a
builder
but
I've,
been
appraised.
Some
of
that
I
know.
E
D
G
Happy
to
jump
in
and
and
thank
you
counselor
for
your
leadership
and
the
council's
leadership
on
making
this
a
reality.
So,
as
you
know,
when
we
put
out
the
RFP
for
a
second
Channel
Street,
which
the
bpda
on
property
in
the
Marine
Park,
we
made
a
requirement
for
all
the
bidders
to
include
in
their
bid
a
proposal
to
include
an
engine
company
on
the
first
floor,
to
meet
the
fire
departments,
whatever
we
need
for
services
and
Seaport.
G
All
betters
included
that
we
brought
to
our
June
board
meeting
a
selection
of
Lincoln
Properties
in
Quaker,
Lane
Capital,
to
be
the
developer
of
that
site.
We're
still
going
through
a
term
sheet
discussion
with
them,
and
we
need
to
have
some
more
deep
discussions
with
the
fire
department
around
their
design
needs.
But
the
good
news
is,
we
have
a
site,
we
have
a
developer.
We
have
a
plan
to
get
there,
so
it's
still
a
few
years
out
before
delivering
and
this
being
a
public-private
partnership.
They're.
G
E
E
A
H
Thank
you.
This
is
one
of
my
first
hearings.
I'm,
really
grateful
to
be
here.
I'm
really
grateful
to
fire
on
EMS
and
the
bpda
for
for
being
here
and
I'm,
really
grateful
to
my
colleagues,
counselor
Coletta,
Murphy
and
Flaherty
for
convening
this
I,
arguably
or
I,
guess
without
a
doubt,
I've
spent
less
time
on
these
issues
than
the
rest
of
my
colleagues
so
I'll.
H
Let
them
lead
the
way,
but
I
did
have
a
couple
questions
about
sort
of
Boston's
aging
population
and
what
that
means
for
EMS
and
because
obviously
we
I
mean
there
is
sort
of
the
question
of
how
many
people
you
know
how
much
EMS
Services
we
should
have
for
for
the
population.
But
I
wanted
to
ask
sort
of
specifically
for
my
district
s.
What
you
guys
are
thinking
about
in
terms
of
ratio
to
and
and
how
the
Aging
sort
of
population
impacts.
H
What
kind
of
services
EMS
needs
provide
and
maybe
sort
of
and
sort
of
what
level
of
support
you
you
all
would
need,
and
then
my
second
question,
which
could
be
answered,
sort
of
in
the
same
line
is,
is
EMS
really
truly
the
bottleneck
or
are
there
other
bottlenecks
sort
of
in
the
hospital
system
that
you
guys
are
dealing
with
because
obviously
response
time
matters?
But
then
you
know
when
you
know
what
people
are
dealing
with
when
they
get
to
the
hospital.
Also
matters
so
just
curious.
Your
observations
there.
F
On
okay,
sorry
well,
good
morning,
welcome
to
to
the
council
and
congratulations.
We
yeah
a
couple
of
different
things,
I'm
glad
you
brought
it
up.
Last
year
we
saw
a
a
six
percent
increase
in
2022
in
all
of
our
calls
for
service,
which
is
pretty
unprecedented
over
the
years.
I.
Remember
it
going
up,
like
maybe
one
percent
one
and
a
half
percent
two
percent
a
year
which
doesn't
sound
like
much,
but
when
you're
well
you're
talking
over
a
hundred
thousand.
Even
then
that's
that's.
F
There's
a
there
are
several
things
that
the
fact
that
one
service
one
is
obviously
unit
availability
and
to
you
know,
increase
the
size
for
the
Department,
which
is
something
that
we've
been
that
that
we
did
several
times
over
the
last
couple
of
decades.
But
we've
been
trying
to
do
it
for
the
last
couple
of
years.
F
It
was
still
working
diligently
at
that
when
I
can
you
know
later,
if
Tom
allows
get
into
some
of
the
some
of
the
recruiting
and
development
things
that
we
have
going
on
right
now,
but
on,
but
to
your
question
as
far
as
other
things
that
matter?
Yes,
certainly,
the
the
Healthcare
System
itself
is
is
a
little
bit
strained.
The
hospital
system
is
a
little
bit
strained.
It's
years
ago,
hospitals
had
a
habit
of
going
on
diversion
when
their
emergency
rooms
get
busy.
F
We
actually
helped
to
lead
some
of
the
efforts
in
the
state
or
certainly
in
this
region,
to
to
really
end
that
practice,
because
all
that
did
was
force
patients
to
be
transported
to
other
facilities,
maybe
where
they
weren't,
even
seen
in
the
past,
and
so
that
added
to
some
of
their
discomfort,
but
also
it.
It
then
just
kind
of
shifted
a
lot
around
where
we
tried
to
work
out
better
plans
for
hospitals
to
a
Tibetan
management,
so
right
now
pretty
much
the
only
going
diversion
if
they
really
have
something
like.
F
Maybe
they
have
a
report
of
a
fire
in
the
hospital
or
they
have
a
their
cat
scanners
down
or
something
right.
But
what
we
see
more
happening
now
is
hospitals
having
a
significant
delays,
even
even
a
triage.
It's
one
thing:
if
we're
bringing
in
somebody
who's
acutely,
you
know
somebody
who's
like
headed
for
an
ICU
somebody's
heading
for
an
operating
room.
You
call
ahead
you're
on
cmed.
You
can
maybe
even
in
conversation
with
the
hospital
on
the
way
there
and
they're
received
very
quickly
and
move
on
into
the
system.
F
F
We've
been
trying
to
make
the
case
to
to
get
a
second
Bay
located
in
Charlestown,
so
that
we
could
locate
another
ambulance
in
Charlestown
so
that
it
wouldn't
just
be
bringing
a
what
we
call
a
Zone
impact
truck
from
another
place.
Where
we
do
have
a
garage
we
can
change,
maybe
out
of
Roxbury
or
or
in
some
places
Mattapan
somewhere
else.
We
have
or
Jamaica
Plain,
where
we
have
space
to
to
garage
them
to
actually
run
it
out
of
there.
F
F
Backup
on
next
truck
in
you
also
dealing
with
the
North
Station
area,
which
is
booming
and
development
Hay
Market
TD
Garden
is
a
it's
not
just
Roman
Celtics
anymore,
it's
year
round
right
and
as
we
look
at
that
other
parts
of
the
city
similar
to
the
seaport,
which
is
a
a
booming
area.
We
really
do
have
to
think
about
what
we
have
to
do
to
expand
there,
so
even
having
another,
a
facility
available
in
in
Charlestown.
F
That
would
help
reduce
some
some
of
the
demands
on
that
Charleston
truck
traveling
back
from
Mass
General,
getting
a
call
at
North
Station
which
which
could
occur.
So
that's
that's
some
of
the
things
in
healthcare.
We
have
to
look
at
on
expansion
as
far
as
when
you,
when
you
spoke
of
age.
That
is
also
an
interesting
thing.
I
I
noticed
on
the
bpda
thing.
I
know
they
do
try
to
look
at
what
the
projected
ages
would
be
in
in
different
communities.
Growing
up.
When
you
look
at
schools,
we
look.
F
F
It's
good
information
for
us
to
have
when
we're
trying
to
place
units
resources.
You
know.
Fortunately,
most
of
the
hospitals
in
Boston
are
very
good
for
serving
adults
and
on
up
one
of
the
things
that
we
really
have
to
watch
about
is
in
communities
where
you've
seen
other
parts
of
the
country
where
hospitals
close,
which
and
I'm
not
saying
this
all.
But
if
you,
if
you
suddenly
had
impacts
on
it,
say
a
Kearney
or
St
Elizabeth,
something
else.
F
That'd
be
big
holes
to
fill
and
we've
seen
hospitals
that
have
curtailed
we're,
seeing
this
out
in
Massachusetts.
Now
where
hospitals
have
cut
back
on
maternity
and
obstetric
services,
which
places
not
just
a
disproportionate
need
on
their
communities
that
they
previously
served.
But
Daniels
is
now
taking
you
all
the
way
to
Worcester
from
some
other
place,
and
now
you
have
to
travel
back.
H
That's
really
grateful
for
your
time
also
wanted
to
ask
about
sort
of
large
events.
Obviously,
my
district
has
Fenway
Park
and
TD
Garden,
and
so
you
obviously
touched
on
North,
Station,
sort
of
being
a
a
sort
of
hot
area
and
booming
curious
sort
of
what
and
and
I
and
I
know,
you're
advocating
for
sort
of
there
being
an
additional
location
so
that
some
of
those
needs
can
be
alleviated
but
but
are
sort
of
their
specific
needs
for
events.
F
What
we
do
have
made
on
a
weekly
basis,
with
the
special
events
group
of
the
city,
has
and
to
look
at
really
all
the
applications
that
come
in
some
are.
You
know
some
may
be
small,
they
could
be
a
block
party,
but
they
could
be
up
to
the
Boston
Marathon
or
different
festivals,
carnivals,
Puerto,
Rican,
Day
parades
you,
you
name
it
right
and
with
that
whether
we
always
try
to
put
together
our
plans
for
coverage
a
lot
of
a
lot
of
the
entertainment
complex.
F
They
do
hire
details
now,
which
is
good
because
not
now
again,
there's
it's
it's
more
work,
it's
more
responsibility
to
take
on,
but
on
the
other
hand,
if
they
didn't
do
that,
then,
if
they're
just
the
security,
the
premises
were
just
calling
9-1-1
for
anything
and
everything
that
happened
to
the
facility,
then
that's
that's
resources
in
that
neighborhood
that
are
going
to
get
tapped
first
or
something
at
the
Esplanade.
So
what
we
want
to
do
is
always
find
out
in
advance
so
that
we
can
give
them
a
plan
yeah
in
advance.
F
What
we
think
believe
that
they
need
for
for
coverage
anything
from
again
a
road
race
up
to
some
of
the
you
know:
Signature
Events,
that
Boston
hosts
every
year,
so
that
is
something
that
I
know:
police
firing
as
Public
Works,
public
transportation.
Btd.
Everybody
always
evaluates
those
plans,
those
walkthroughs
on
them.
We
look
at
what
we
did
in
the
past
and
then
we
necessarily
re-re-tool
it
for
the
next
year.
If
we
found
that
it
wasn't
sufficient.
A
I
I
You
know
with
District
9
has
a
population
of
80
000
right
now
we
under
counted
in
the
census
so
for
actually
eighty
thousand
eighty
thousand
people
and
I
I,
don't
think
I'm,
exaggerating
to
say
that
we're
probably
going
to
have
a
hundred
thousand
in
the
next
five
years.
So
just
out
of
because
this
is
the
conversation
about
growing
population
and.
I
D
But
we're
looking
now
we're
hoping
maybe
BPA
can
help
us
at
Westinghouse
Plaza
in
Hyde
Park,
so
it
wouldn't
be
in
Brighton,
that's
up
for
lease
I
believe
and
the
city's.
Looking
at
that
as
an
option,
we've
got
a
hard
time.
Looking
again,
I
I've
said
it
to
you
before
I
wish.
We
were
in
the
planning
when
Harvard
devised
all
these
buildings
and
said
no,
you
can't
kick
them
out.
You
have
to
keep
them
there
or
at
a
minimum
at
another
Firehouse
because
of
the
amount
of
people
that
have
added
to
that
neighborhood.
So.
I
I
think
the
displacement
of
the
Hazmat
facility-
you
know
we
have
so
many
labs
in
the
city
and
this
whole
space,
like
I,
think
Harvard
is
160.
Acres
is
going
to
be
developed
a
lot
of
labs,
a
lot
of
there's
a
lot
of
labs
already
in
the
pipeline
and
Facilities
that
need
hazmat
support,
so
I
think
thinking
about
an
additional
firehouse
and
Olson
Brighton
is
is
certainly
something
I
want
to
work
with
you
on
the
in
terms
of
just
you
know,
you're
thinking
about
the
the
three
stations
we
have.
I
We
have
Chestnut
Hill,
Oak,
Square
and
Union
Square
for
a
population
of
the
size
of
ours.
I
know
and
the
other
issue
is
the
traffic
like.
If
you
need
support,
if
you
have
a
big
fire,
it
takes
you
a
long
time
to
get
support
from
another.
So
what
exactly
are
the
the
biggest
challenges?
Do
you
have
enough
fire
enough
enough
spaces,
and
and
how
can
we
help.
D
I
would
like
to
put
a
technical,
Specialty
Company
in
Brighton,
because
we
had
an
incident.
I
want
to
say
six
months
ago
where
a
girl
was
run
over
by
a
car
and
she
was
pinned
underneath
the
vehicle
and
the
tech
rescue
companies
had
to
come
from
downtown,
but
fortunately
the
fire
companies
in
Brighton.
They
were,
they
were
on
the
game
that
day
and
they
they
worked
before
the
tech
rescue
companies
every
arrived
and
they
got
her
all
from
underneath.
The
car
and
saved
her.
D
J
D
I
I
Yeah
right,
so
it's
interesting
because
I
think
it's
a
timely
conversation
we're
having
undergoing
and
and
needs
assessment
for
our
neighborhood
from
just
the
whole
District
district,
nine
and
I
think
you
know
I'm
really
trying
to
elevate
the
cons.
You
know
these
concerns
so
I
see
Devin's
nodding
his
head.
Are
you
taking
notes
yeah?
We
will
keep
on
this.
Thank.
D
I
K
I
F
I
I
No
I
I
just
I'm
trying
to
make
the
point
that
you
know
it's
just
as
in
the
fire
deck
rescue,
it's
a
long
way
to
come.
If
it's
a
serious
incident
and
the
reality
is
that
you
can't
get
there
in
in
for
probably
10
minutes
is
a
more
reasonable
time,
but
you
know
I
know
the.
Then
the
emergency
vehicles
can
cut
through
traffic
in
a
way
that
others
can't,
but
I
still
think
if
it's
really,
if
it's
a
bad
traffic
time,
it's
not
easy
to
get
there.
I
F
We
release
it,
so
we
we
pay
a
monthly
fee
there
and
we
have
for
many
years
and
actually
it's
a
good
size
facility.
Sometimes
we
run
a
third
truck.
We
run
training
trucks
out
of
there
as
well.
We've
also.
We
saw
some
disaster
equipment
out
there.
You
know
in
case
we
had
to
set
up
something
out
in
Brighton
or
on
that
end
of
the
city
as
well.
It's
it's
been
a
they've
been
a
good
host
to
this
point.
They
did
inform
us
that
they
are
planning
to
raise
that
building
redevelop
it.
F
They
said
it's
they're,
looking
to
put
some
small
lab
space
in
there
that
will
be
available
for
what
they
call
it
graduate
labs
and
the
building
can't
be
brought
up
to
code
because
of
whatever
affordable
reason.
So
this
is
the
the
best
effect
the
best
plan
is
for
them
to
is
to
raise
it
rebuild
it,
but
that
they
would
include
space
back
in
the
new
space
for
us
to
be
able
to
reoccupy
it.
F
Don't
know
if
it's
a
body
shop
or
a
gas
station,
something
else
that
they
own
adjacent
to
there
on
Speedway
street
that
they
will
do
some
remodeling
on
to
basically
make
that
a
swing
space
for
us
to
move
into
during
the
construction
that
they
want
to
do
is
to
make
it
available
for
us,
and
we've
had
a
couple
of
meetings
with
them.
Since
then,
we've
exchanged
plans
Dimensions.
How
big
an
ambulance
is,
how
much
space
we
require
crew
space
Locker
space.
F
I
I,
do
you
know
I
do
believe
so.
I
do
believe
so,
like,
like
I,
said
Blake
like
in
Charlestown,
it
was
the
idea
of
well
just
go,
find
someplace
else
and
we'll
let
you
know
when
you
come
back.
I
was
like
no
that's
that
that
can't
be
acceptable.
That's
we.
We
don't
have
another
alternative
and
they're
being
good
about
understanding
that.
J
I
I
F
To
do
that,
it
would
be
nice
to
have
a
second
location
in
Brighton
and
that's
why
I'm
that
would
that
would
give
us
four
and
but,
and
and
you
know
if,
if
you
build
it,
they
will
come,
but
if
no,
but
but
if
we
build
it,
we
it
wouldn't
be
like
well
I'm
going
to
give
up
one.
No,
we
we
would
fill
it,
we
would.
We
would.
F
F
F
They
sit
outside
of
Rosedale
Square
when
they're
clear,
but
they
have
to
shift
change
out
of
201,
River
Street
and
travel
back
and
forth.
If
we
have
the
ability,
then
to
how's
the
ambulances
in
in
Faulkner
and
Sue,
and
by
this
winter
I'm
told
by
December,
we
should
build
occupy
of
West
Roxbury,
that
you
know
we
will
move.
We
can
relocate
some
trucks
to
spread
it
out.
L
I
I
They
have
made
a
commitment,
it's
an
it's
in
a
cooperation
agreement
with
bpda.
So
we
hope
that
that
that
will
happen
sooner
rather
than
later
and
we'll
just
watch
that
space
and
make
sure
that
we
have
adequate
resources
on
site
and
in
Austin
Brighton.
The
advanced
life
support
like
is
that
always
going
to
be
based
out
of
it
can
use?
Is
there
any
scenario
in
which
you
would
see
an
advanced
life
support
ambulance
located
in
in
District
open,
also
Brighton.
F
Yes,
certainly,
we
could
one
this
this
getting
getting
a
location.
Getting
a
station
would
certainly
be
an
important
step,
but
but
also
our
our
ability
to
promote
train
and
paramedics
and
just
to
staff.
It
is
then
next
we're
in
the
process
now
of
doing
a
a
couple
of
parameter
promotion
to
fill
for
some
vacancies
from
true
retirements
and
we're
trying
to
build
up
some
some
reserves
in
that
rank.
F
We've
had
a
couple
of
people
having
some
long-term
injury
as
well,
too,
can't
really
replace
people
who
are
injured
because
this
on
the
payroll,
but
it
is
nice
to
have
some
reserved
people
assigned,
so
we
can
have
at
least
some
spares
on
shifts.
That
would
give
this
ability
to
put
an
extra
put
add
extra
ALS
trucks
to
the
compliment.
We're
certainly
looking
to
add
extra
BLS
units
to
our
compliment,
as
the
percentage
of
calls
both
for
service
at
that
level
typically
goes
up.
F
I
A
B
Thank
you
all
so
much
for
being
here.
I
just
want
to
give
a
shout
out
to
council
president
Ed
Flynn
Steward
of
the
council,
Steward
of
City
Hall
Steward
of
our
hearts
for
cleaning
up
a
a
puddle.
That's
in
the
city
council
right
now.
Thank
you
so
much
for
everybody.
Listening
at
home,
that
was
the
commotion
that
was
going
on
so
kudos
to
council
president
plan
for
running
into
action
and
getting
it
done
so
for
the
bpda
I
wanted
to
understand
the
projected
population
growths
right.
B
The
the
goal
is
800
000
people,
yes,
800
000
people,
so
that's
an
additional
150
residents
over
the
next
couple
of
years.
I
think
we're
seven
years
away.
There's
planning
initiatives
happening
in
East,
Boston,
there's
planning
initiatives
happening
in
Charlestown,
one
just
wrapped
in
Mattapan
there
was
one
in
JP
rocks
a
long
time
ago,
so
quantifying
how
much
we've
grown
in
the
last
10
years,
I'm
curious
to
know,
given
the
projects
that
have
been
approved
in
the
last
couple
of
years,
including
Suffolk
Downs
with
10
000
units
of
Housing
and
everything
else.
B
That's
in
the
pipeline,
both
in
the
zba
pipeline
and
the
bbda
articulating
pipeline,
how
we're
scaling
and
then
also
how
you're,
connecting
with
these
departments.
What
is
the
process
and
from
there
would
like
to
identify
any
gaps
and
hear
about
the
neighborhood
needs
analysis
as
a
potential
model,
moving
forward
on
how
we
can
make
sure
that
we're
bringing
everybody
to
the
table
and
making
sure
that
city
services
matches
up
with
the
city
as
we
grow.
G
G
But
that's
based
on
we're
lucky
to
have
both
economists
and
demographers
on
staff
in
our
research
team,
based
on
existing
Census,
Data,
Trends
and
growth
over
the
past
several
years
and
then
projecting
that
forward
with
the
immigration
rates,
job
creation
rates,
housing,
growth
rates,
household
formation
rates,
the
size
of
households
Etc
the
team
projects
that
we
should
reach
800,
000
people
by
2050
or
so,
and
we
need
to
be
planning
for
that.
And
then
the
Wu
administration's
director
of
the
vpda
team
to
do
in
a
comprehensive
fashion.
G
Much
in
the
way
that
is
being
discussed
here.
A
couple
of
quick
points.
I
just
wanted
to
make
that
that
support
that
one
I
think
it's
important
to
recognize
that
Arthur
Jemison
was
hired
not
just
as
the
Director
of
the
bpda,
but
as
the
first
Chief
of
planning
for
the
entire
city
of
Boston,
and
that
reflects
the
administration's
goals
of
making
planning,
not
just
a
land
use
BPA,
but
a
cross-departmental
cross
cabinet
will
be
service
integrated
function.
G
Secondly,
in
his
role,
achievement,
Arthur,
now
Chief,
Thomas
and
now
chairs
at
the
planning
advisory
Council,
which
is
a
group
of
cabinet
Chiefs
responsible
for
the
built
environment
in
Boston
that
comes
together
on
a
regular
basis
to
talk
about
planning
issues
in
a
planning
context.
Look
forward
to
the
future,
make
sure
our
plans
in
different
cabinets
are
all
coordinated
and
then
perhaps,
most
importantly,
make
sure
those
plans
actually
result
in
real
world
Investments.
You
know
in
neighborhoods
that
benefit
bostonians
in
the
BPD
itself.
We
continue
to
lean
into
this
comprehensive
planning
functioning
for
both.
G
You
know
both
in
your
district
and
plan
Charlestown
and
Council
of
Freedom's
district
has
already
been
referenced.
That
Austin
praying
needs
assessment.
These
reflect
our
move
to
restructure
the
planning
teams
and
be
not
just
and
not
just
land
use
planning,
but
a
more
comprehensive
planning
function
for
the
city
that
takes
into
account
city
services.
Programmatic
needs
infrastructure
needs
Etc.
G
A
Thank
you,
Devin,
and
so
in
sort
of
the
I
guess.
The
spirit
of
that
evaluation
thoughts
are
given
to
fire
departments,
police
departments,
EMS
Department
in
terms
of
stations
and
yeah
coverage
and
all
that
stuff,
and
then
is
that
included
in
sort
of
the
the
overall
plan
is.
If
we
continue
to
grow
in
this
particular
neighborhood,
we
need
to
add
a
police
station.
A
G
And
I
think
a
great
example
of
that
is
our
work
recently
and
planned
Charlestown
we're
releasing
an
update
to
plan
travel
center
today.
That
plan
includes
80
pages
of
a
comprehensive
Community
needs
assessment
for
service
growth
across
the
neighborhood
and
there's
a
whole
chapter
on
emergency
services,
and
that
plan
recommends
things
that
you've
already
heard
discussed
today
at
the
Nvidia
expansion
that
you
need
immediately
for
a
second
EMS
Bay
in
Charlestown
and
perhaps
as
as
Charlestown
grows.
The
potential
need
for
a
third
the
that
interesting.
G
G
The
awesome
bright
needs
assessment
is
a
direct
result
of
the
Harvard
Enterprise
research
campus
expansion
and
that
it's
fully
funded
by
the
ERC
project.
So
there's
opportunities
to
not
just
deliver
the
services,
but
also
help
pay
for
those
studies
and
those
Services
through
our
through
the
growth
of
Boston.
B
Do
yeah
so
thank
you
for
that
and
taking
it
from
the
page
into
real
life
right,
those
80
Pages.
What
does
that?
Look
like
on
your
own
Morgan
I
know
that
you're
from
the
operations
cabinet,
you
have
facilities
right.
You
can
talk
about
Capital
planning,
but
because
we
know
that
we
need
another
fire
station
in
Charlestown
because
we
need
we
know
we
need
another
ambulance
Bay
and
we
can
anticipate
folks
coming
in
this
is
our
goal:
right
is
to
be
able
to
again
absorb
this
growth.
B
So
what
what
are
the
conversations
like
now
and
then?
What
is
the
timetable
moving
forward?
And
if,
if
you
can
have
specific
years
of
of
what
this
will
look
like
moving
forward
and
then
also
clearly,
the
city
of
Boston
needs
neighborhood
needs
analysis
in
every
single
neighborhood.
Is
there
a
commitment
to
make
that
a
reality
short.
M
So,
for
the
record,
my
name
is
Morgan
McDaniel
I'm,
the
deputy
chief
of
operations,
working
with
Chief
Dion
Irish
operations
cabinet,
covers
inspectional
Services
public
facilities,
Department,
which
builds
our
Capital
facilities
and
Property
Management.
We
saw
a
few
of
my
colleagues
coming
in
to
help
deal
with
our
spill,
so
we
are
working
very
closely
with
the
city
departments
that
have
facilities
that
they
manage
and
the
finance
cabinet
to
make
sure
that
we're
thinking
strategically
and
holistically
about
the
city's
Capital
needs
I.
M
Think
the
planning
advisory
Council
that
Devin
spoke
to
is
really
exciting
and
really
important
as
a
shift
in
how
we're
doing
this
work.
You
know.
Typically,
the
way
the
city
has
approached
Capital
planning
is
requests,
come
from
departments
for
New,
Capital
facilities,
for
you
know,
major
Renovations
and
obviously
our
Public
Safety
departments
are
very
well
informed
on
their
own
needs
and
where
they
see
that
new
facilities
and
new
resources
might
be
needed,
but
that
forward-looking
piece
of
this
is
where
you
know
integrating.
M
This
is
where
we
see
New
Growth
happening
the
neighborhoods,
where
we
see
that
you
know
there's
going
to
be
an
influx
of
population,
so
we're
not
just
responding
to
where
growth
is
but
predicting
where
it
will
be
in
the
future
and
being
able
to
get
ahead
of
that.
So
that
we'll
have
that
added
capacity
when
that
growth
actually
occurs
is
a
real
game
changer
and
we're
really
really
excited
about
it.
M
I
think
in
terms
of
the
mechanics
of
how
things
get
into
the
capital
plan,
you
know
where
planned
Charlestown
is
sort
of
our
pilot
for
thinking
about
things
in
this
way,
and
you
know
typically
we're
working
through
what
it's
actually
going
to
look
like,
but
the
planning
advisory
Council
includes
bpda,
you
know:
Chief
Joshua,
Franklin
Hodge
from
Transportation
arts
and
culture,
You
Know,
Chief
Irish
from
operations
Chief
grafenberger
from
the
finance
cabinet,
so
that
we
have
everyone
in
the
room
to
understand.
This
is
what
what
our
priority
is.
M
This
is
what
our
future
needs
will
be
as
a
city
and
therefore
we'll
set
our
priorities
in
that
direction,
obviously
with
input
from
the
Departments
themselves,
so
that
we
can
make
sure
that
we're
taking
into
account
everybody's
needs
I
think
at
this
time,
I
can't
give
you
specific
dates
of
when
you
know,
Investments
are
going
to
be
made
in
Charlestown,
unfortunately,
but
I'm.
You
know,
we'd
be
happy
to
follow
up,
as
as
that
plan
gets
put
into
put
into
operation.
G
One
thing
I
want
to
jump
in
and
underscore
is
the
importance
of
the
planning
advisory
councils,
its
role
in
implementation,
the
fact
it
isn't
just
the
planning
cabinets.
It's
also
the
finance
cabinet,
the
operations
cabinet
that
are
responsible
for
funding
and
executing
some
of
these
facilities,
improvements
and
expansions.
G
As
an
example
of
how
that
that
commitment,
it's
going
to
unfold
in
in
neighborhoods
like
Charlestown.
One
of
the
things
that's
discussed
and
the
plan
was
discussed
at
our
most
recent
planning
advisory
council
meeting-
was
the
fact
that
we
do
have
substantial
Community
Casino
mitigation
funds
that
are
targeted
for
Charles
Town
from
The
Encore
casino,
going
forward.
Those
those
funds
are
going
to
be
programmed
against
priorities
that
are
identified
in
the
needs
assessment
in
the
Charlestown
plan.
G
So
that's
just
one
example
of
how
we're
bringing
different
sources
together,
basically
for
the
uses
that
are
identified
in
planning
to
actually
make
sure
that
those
real
world
Investments
are
happening
in
a
way
that
it's
not
just
a
plant
sitting
on
a
shelf.
But
you
could
you
you've
come
to
years
of
community
meetings.
You've
done
your
you've
done.
The
community
needs
assessment
and
now
community
members
can
see
real,
tangible
physical
improvements
happen.
J
B
The
Charlestown
Community
impact
has
a
board
of
community
members,
so
just
want
to
clarify
that
it's
absolutely
right.
Thank
you
and
I
mean
when
it
comes
to
the
to
the
timetables
and
timeline,
it's
always
good
to
Aspire
to
something
just
so
you
know
if
you're
ahead
or
behind
there
is
turnover,
there's
institutional
knowledge
that
leaves
with
some
Brilliant
Minds
that
work
for
the
city
I'm,
seeing
that
already
with
stuff
accounts,
things
that
were
promised
that
are
falling
by
the
wayside.
B
C
F
C
To
and
we
know
that
those
most
impact
are
usually
on
most
vulnerable
communities,
so
a
few
things
also
about
the
stretched
system
and
the
short
staff
I
know
to
date.
We
are
above
last
year's
number,
with
310,
mandatory
overtimes
and
I'm,
going
to
assume
that
the
EMT
overtime
system
is
the
same
thing
we
hear
from
our
Municipal
Police.
If
they
know
it's
a
possibility
that
they'll
be
forced,
they
may
have
to
call
out
that
shift.
C
C
That
I
think
would
give
us
some
good
information,
and
how
can
we
help
also
to
make
sure
that
we're
supporting
you
on
the
council
side
I
always
want
to
make
sure
when
we
call
you
into
these
hearings-
and
we
ask
you
these
questions
that
we're
not
expecting
you
to
leave
here
without
any
tools
or
ability
to
like
make
some
changes
so
and
also
one
other
thing:
Healthcare
facilities.
How
much
do
they
over
utilize,
our
911
services?
F
Thank
you.
Let
me
see
one
on
some
of
the
instances.
Yeah
we
have
had
units
go
out
of
service.
We
do.
We
have
minimum
Staffing
levels.
We
call
pre-book
overtime
in
advance,
especially
if
we
know
we
have
vacancies
scheduled
months,
Vacations
or
someone's
on
FMLA
or
something
else
going
on
people
wind
up
on.
You
know
either
military
leave
or
anything
else.
F
So
some
of
the
some
of
the
things
aren't
forecasted
unforeseen
and
and
some
of
them
are,
and
occasionally
someone
even
leaves
has
to
go
home
for
maybe
personal
emergency.
What
have
you
when
they
wait
in
a
case
like
that?
We
do
make
every
effort
to
fill
it.
We,
if
we
have
somebody
on
another
assignment
somebody
that
we
can
bump
back
out
to
the
field,
we'll
do
that
and
if
not,
we
make
efforts
to
get
somebody
from
the
next
shift
to
come
in
as
soon
as
we
can.
F
So
we
don't
just
you
know,
throw
our
hands
up
and
say:
oh
well,
you
know
we
we
do.
We
do
work
to
close
that
Gap
as
soon
as
we
can,
and
we
do
regularly
have
to
redeploy
and
shift
units
around
and
sometimes
that's
based
on
the
time
of
day
or
that's
just
based
on
where
we
see
the
calls
are
or
where
you
see,
unit
availability.
F
If
it's
particularly
Getting
Thinner
in
Jamaica,
Plain
high
back
rosin
divide
with
them,
we
might
move
some
resources
up
from
somewhere
else
how
to
help
try
to
stay
somebody
in
in
the
Gap
to
cover
their
or
vice
versa.
Similar
as
we
did,
we,
we
really
tried
to
practice
more
on
a
all
summer
with
with
East
Boston,
because
we
wanted
to
make
sure
that
we
could
get
patients
out
of
East,
Boston
and
evacuated
in.
F
If
a
patient
or
extremely
critical
to
make
sure
we
get
award
to
the
state
police
to
help
pull
traffic
at
the
portal
of
the
tunnel.
So
we
could
get
in
sooner
quicker
if
there
was
any
delays
of
the
so
that's
sort
of
a
Dynamic
process
that
goes
on,
like
all
all
the
time
or
or
of
I
understand
but
hospital,
because
they
brought
in
multiple
patients
and
then
that
hospitals.
F
Backed
up
so
we
we,
we
offer
a
are
forced
to
try
to
shift
units
around
that
when
they
do
become
available,
so
it
is,
it
is
kind
of
dynamic.
It's
it's
hard
to
completely
automate
that
we've
been
in
the
past.
We
did
look
at
some
systems
like
that,
but
that
they're
not
always
reliable
to
do
so.
On
the
oh
I'm
trying
to
remember
what
else
was
there
I
know
just.
C
F
Help,
oh
sure,
well,
I
mean
from
even
just
from
a
more
of
a
strategic
level.
You
know
we.
No,
we
have
been
looking
to
add
units
two
shifts
both
BLS
and
ALS.
A
lot
of
that
is
contingent
on
us
on
meeting
our
our
staffing
and
and
recruiting
and
development
needs.
I
I'll
give
you
just
a
real
update
on
that.
F
We
do
have
a
number
of
initiatives
on
the
way
to
bolster
Recruitment
and
hiring.
You
know
it
traditionally
in
order
to
work
as
an
EMT,
you
must
first
be
complete
and
accredited
EMT
training
course
obtained
state
certification,
which
is
a
prerequisite
for
hiring
here
in
our
system.
We
we
offer
and
have
for
many
years
we
offer
a
community
EMT
training
course
twice
a
year.
We
offered
it
out
at
our
location.
F
This
has
been
a
a
very
good
feeder
into
the
hiring
process
for
our
program
and
for
many
years
it
did
service,
although
it's
hasn't
been.
That
alone
has
not
been
enough
to
to
meet
our
our
needs.
Over
the
last
couple
of
years,
through
a
partnership
with
the
mayor's
office
of
Workforce
Development,
we've
established
other
career
Pathways
for
residents
to
become
State
Certified
EMTs
we've
secured
over
a
million
dollars
in
grant
funding
to
sponsor
EMT
school
course,
scholarship
opportunities.
So
for
our
EMT
class
influence
we
have.
F
F
We
even
beyond
that.
We've
expanded
that
to
a
partnership
with
Cambridge
College
is
running
a
their
own
EMT
program
and
we're
sponsoring
eight
Boston
residents
to
go.
Take
an
EMT
class
there
and
we're
we're
going
to
pay
their
way
for
that.
We're
going
to
offer
them
also
to
do
their
observation
of
a
time
with
us
with
the
idea
of
trying
to
attract
them
and
be
a
very
aggressive
in
our
recruiting
and
enabling
have.
F
F
We
assist
that
would
stop
the
bleed,
stroke,
recognition
and
a
few
other
things
that
are
vital.
Just
good
skills
for
I'd
say
any
high
school
student
to
have,
and
those
are
the
things
we're
trying
to
expand
anywhere
beyond
that
at
emk,
where
they
have
a
health
careers,
Academy
Focus.
They
also,
we
have
had
students
from
that
come
into
our
EMT
program
and
they
have
they.
F
We
found
out
had
had
sponsored
a
program
with
the
where
they
were
in
an
EMT
class
in
the
past,
using
I
think
Mass
Bay
Community
College
in
the
past.
So
we
we.
We
want
them
to
bother
with
us
and
we
we
have
been
working
with
them
and
they've
been
a
pretty
good
partner
for
that
we're
beginning
with
the
Codman
Academy
as
well.
This
year,
they're
starting
an
EMS
ready
program
which
will
include
EMS.
F
They
do
a
lot
of
training
out
at
common
health
center,
for
people
looking
to
get
careers
and
of
medicine,
but
we're
trying
to
draw
them
in
for
EMT
we're
also
doing
a
program
this
year
with
English
High.
We
do
have
a
graduate
from
there
who
is
involved
in
our
EMT
class.
Now
this
year,
we're
in
hopefully
six
months
from
now
they'll
be
able
to
apply
to
become
a
recruit
with
us.
We
have
an
EMT
recruit
class
going
on
right
now.
F
The
schedule
for
graduation
and
September
12th
I
believe
it
is
when
you
all
should
be
getting
invitations
for
that.
It's
a
small
one,
I
think
there's
about
14
people
on
that,
but
on
the
class
that
we're
currently
trying
to
see
right
now
we
have
35
potential
recruits
who
have
job
offers,
who
have
accepted
conditional
job
offers
they're
going
through
physicals
quarries,
drug
testing
and
other
pre-screening
prior
to
taking
a
recruit
class
which
will
be
starting
up,
I
believe
in
October.
F
If
I
remember
this
year,
so
we'll
be
starting
a
35
to
try
to
expand
the
ranks
we
currently
are
doing
a
promotional
process,
we're
giving
dates
for
that.
For
four
people
to
move
on
and
into
the
paramedic
rank
will
which
will
help
us
to
fill
some
of
those
vacancies
there
and
then,
after
that,
it
will
will
be
running
regular
exams
for
that
as
well,
too.
We've
just
promoted
three
EMTs
to
captains
that
all
being
assigned
to
training
divisions
with
the
idea
of
recruiting,
develop,
developing.
F
J
C
F
Say
overall,
Citywide
there's
a
us
a
slight
increase
over
last
year,
which
is
you
know
not
not
comforting
at
all
to
see.
Any
kind
of
increase
would
like
would
love
to
see
that
we've
peaked
and
come
down
as
a
society
as
a
city.
What
have
you
but
but
but
it's
but
but
we're
still
dealing
with
probably
similar
numbers
of
calls
from
account
narcotic
related
illness
and
people
being
treated
with
knocking.
F
One
thing
we
have
seen
is
we
always
see
more
people
treated
with
knock
in
prior
to
our
arrival.
But
that's
in
thanks
to
the
efforts
from
groups
that
have
trained
a
lot
of
friends,
family
bystanders,
people
who
have
somebody
at
home
who's
was,
you
know,
who's,
who's
suffering
from
addiction,
and
so
that's
that's,
so.
We've
seen
more
reversals
in
that
sense,
yeah
and
the
police
and
fire
Outreach
workers.
F
We
don't
just
say:
hey
someone
will
call
you
we
we
we
we
get
them
over
there
and
and
and
almost
all
those
cases,
those
patients
have
been
service
there,
either
by
the
clinician
setting
them
behind
or
they
set
up
appointments
to
come
see
them
at
home
or
for
them
to
come,
see
them
in
a
center.
So
again,
that's
not
somebody
who's
in
a
terrible
crisis.
F
We're
still
going
out
for
those,
but
it
was
133
less
calls
that
we
had
to
dispatch
an
ambulance
to
and
because
sometimes
those
calls
it
takes
a
while,
and
then
somebody
finds
out
whether
they
really
want
to
go
or
if
the
option
is
to
go
to
an
emergency
room
and
sit
there
for
several
hours
for
a
low
Acuity
thing.
They
they
walk
out
right
so
that
that's
sort
of
them.
The
second
phase.
We
have
hired
a
a
clinician
who
works
with
us.
F
So
yes
that
those
some
of
the
things
we're
trying
to
do
to
manage
that
and
on
the
healthcare
facilities.
That
is
something
we
are
seriously
trying
to
address.
We
we've
met
with
them
in
the
past,
we're
going
to
be
meeting
with
a
lot
of
them.
There's
25
like
major
health
centers
on
health
clinics,
community
health
centers,
and
they
they
do
a
great
job
of
seeing
a
lot
of
people
for
Primary,
Care
and
other
things.
But
there
are.
F
There
are
times
a
day
where,
if
it
gets
into
closing
whatever
we
do
get
seen
to
get
more
and
more
calls
from
them
when
maybe
they're
getting
ready
to
cut
back
services,
East
Boston,
Neighborhood,
Health
Center
is
has
built
a
is
building
a
basically
a
mental
health
unit
as
well.
We
were
over
there
when
they
were
showing
off
their
Renovations.
F
We
went
over
to
see
the
new
CT
scanner
and
a
few
other
things
this
summer
and
it's
we're
meeting
with
them
to
see
if
we
could
possibly
bring
some
of
the
lower
Acuity
patients
there
as
well
too.
They
have
to
staff
them
to
do
that
and
they
are
looking
to
do
that
as
well.
Again,
this
isn't
to
give
anybody
any
less
service.
It's
a
lot
of
these.
A
lot
of
those
questions
came
up
this
summer
we
were
anticipating
the
summer
closed
closure.
F
Couldn't
we
bring
more
patients
there,
but,
but
unfortunately,
there
were
there
were
some
days
of
summer
when
they,
when
East
Boston,
Neighborhood
Health,
would
call
us
maybe
up
to
12
times
a
day
to
come
and
take
a
patient
out
of
there
to
the
hospital.
So
we
we
kind
of
relying
on
each
other,
but
right
now
they're
relying
more
on
us
than
the
other
way
around.
So
but
but
when
I've
given
up
on
that,
because
we
know
we
have
next
summer
yeah.
A
You
very
much
we're
going
to
shift
gears.
We
have
some
folks
on
Zoom,
one
of
whom
Anthony
Landry
political
director
for
SIU
is
supposed
to
join
as
a
panelist,
so
we're
going
to
go
to
Anthony
and
then
there's
some
public
testimony
folks
have
been
waiting
very
patiently.
We
also
the
committee
has
a
hard
stop
at
one.
A
N
My
name
is
John
provenzano,
South,
Boston
resident
my
whole
life
to
me.
The
safety
meetings
of
one
of
the
most
important
meetings
to
have
at
this
Council
and
I'm
kind
of
upset,
I'd
like
to
I'd
like
to
keep
humor
in
this
whole
thing,
but
I
want
all
the
counselors
here
when
these
meetings
that
helped
happening
council
president
mentioned
the
Boston
police,
the
Boston
police,
the
fire
department.
N
This
stretched,
as
far
as
you
could
go-
and
maybe
that's
why
the
commissioner
is
the
commission
of
police
department
was
in
here,
but
I'm
upset,
because
this
whole
summer
has
been
like
a
MOG
in
this
place.
I
could
name
the
and
I'm
not
going
to
name
the
councils
that
are
here
six
and
seven
days
a
week,
but
there's
a
lot
of
the
counselors
that
are
on
here
and
they
haven't
been
here
and
if
they're,
if
their
aides
are
listening,
please
let
them
know.
John
provenzan
was
upset
with
them
and
I'll
talk
with
them
any
day.
N
I
can
keep
I'm,
not
an
elected
official,
so
I
can
say
things
that
some
of
you
politicians
wouldn't
say
because
you
like
to
keep
the
keep
everything
smooth.
But
I'm
upset
and
I'm
going
to
mention
if
I
could
just
a
couple
of
the
safety
concerns
that
I'm
concerned
about
this
gentleman
here.
This
commissioner
I've
worked
with
him.
I
know
what
they
do,
they're
doing
excellent
job
with
the
the
DMS,
the
capital
I.
Don't
know
that
much
about
it,
but
I
have
a
question
for
you.
N
His
parents
can't
cross
the
street
trying
to
go
to
the
shopping
just
to
get
some
shopping
done.
The
elderly
people
at
fourth
in
Fifth
and
L
Street
can't
cross
the
street
just
to
go
in
and
get
a
cup
of
coffee
if
something
could
be
done
with
that
and
I'll
work
with
the
state
police.
If
we
could,
just
even
from
seven
to
ten
in
the
morning,
you
would
cut
down
the
traffic
coming
through
South
Boston
in
half
in
half,
and
we
wouldn't
have
to
be
able
talking
about
the
people.
N
N
A
N
N
N
C
N
A
O
O
Quite
a
few
of
you
mention
the
crisis
in
Boston.
9-1-1
and
I
really
appreciate
you
folks,
taking
the
time
to
do
that.
We
are
dealing
with
a
Beyond
Haggard
group
of
people
up
there,
we're
still
at
a
point
where
we're
not
getting
enough
people
in
just
that's
the
bottom
line.
So
last
year
we
had
an
opportunity
to
come
to
a
class
and
compensation
agreement
with
the
city
of
Boston
in
August
of
2022,
where
we
were
able
to
come
to
a
to
help.
Stop
the
hemorrhaging
in
the
division.
O
In
agreement,
we
were
able
to
get
job
reclassifications
things
that
hadn't
been
changed
since
the
90s
brought
up
to
2023
language
and
standing,
including
a
mini
pay
scale,
raises
for
the
people
there
to
keep
incentivize
it
to
keep
them
in
the
chairs.
But
I
think
that
a
key
component
going
forward
here
is
utilizing
the
mission
critical
audit,
which
I
believe
many
of
you
are
familiar
with,
and
I
supplied
today
via
email.
O
So
you
could
take
a
look
at
it
again
in
that
it
documented
the
35
000
missed
calls
by
Boston
emergency
services
at
our
911
division,
and
the
audit
also
provides
the
city
with
a
clear
pathway
towards
rectifying
the
situation
in
the
division
by
creating
career
ladders
for
the
civilian
workers,
because
currently
the
managerial
roles,
there
are
not
in
the
best
practices
of
the
nation
which
the
audit
covered.
It
currently
has
captains
lieutenants
and
sergeants
in
the
division
overseeing
the
civilian
staff.
O
So,
given
the
light
of
police
shortages,
it
would
be
a
natural
segue
to
handle
two
things
to
be
able
to
create
a
career
ladder
for
the
civilians
and
operations,
the
people
that
have
been
there
long
enough
to
move
on
up
in
their
positions
of
expertise
and
have
the
officers
in
the
field
where
they're
needed,
apparently
part
of
that
class
in
compensation
as
well
last
year.
Many
of
the
components
of
that
have
not
been
fulfilled.
Yet
one
of
it
is
the
multilingual
employees.
O
We
were
trying
to
reward
them
for
instead
of
using
the
language
line
which
we've
utilized
for
people
who
speak
other
languages
other
than
English
we've
utilized
that
to
help
with
translation
services
for
people
in
need.
But
what
that
does
create
is
a
Time
gap
which
could
increase
the
time
from
90
seconds
to
sometimes
five
six
minutes
so
with
the
city
in
the
class
and
compensation
agreement
to
incentivize
it
for
employees
of
a
diverse
background.
O
We
came
up
with
a
monkey,
multilingual
stipend
and
it
has
been
over
a
year,
and
we
have
not
heard
a
single
thing
back
in
regards
to
that.
So,
if
we're
still
talking
about
what
we
need
to
get
right
in
2022,
I
think
that
that's
going
to
help
Propel
us
to
anticipate
what
we're
going
to
need
10
years
from
now,
which
is
the
the
point
of
the
discussion
today.
Part
of
that
agreement.
O
We'd
also
like
to
thank
mayor
Wu
for
signing
the
executive
order
recognizing
Boston
911
emergency
telecommunicators
as
Public
Safety
First
Responders.
This
recognition
is
more
than
just
ceremonial.
It
shows
that
there
is
starting
to
be
a
true
understanding
of
the
evolution
of
the
job
and
the
changes
in
duties.
It's
an
awareness
that
we
need
to
bring
these
classifications
into
the
21st
century
and
reward
these
Personnel
to
help
them
with
resources
that
they
need
to
get
through
to
the
next
shift,
which
we
all
know
the
next
shift
could
be
immediately
following
their
first
rate.
O
O
You
have
the
recruitment,
the
hiring
process,
the
training,
and
then
you
have
to
bring
in
a
trainer
to
train
them
and
if
you
put
all
the
money
together
on
this,
the
department
is
hemorrhaging
money
and
by
the
time
that
they're
out
after
six
months,
they're
getting
the
card
to
go
in
the
academy
and
go
through
a
process
again.
So
we
need
to
figure
out
a
way
collaboratively
to
figure
out.
O
How
do
we
keep
the
people
in
these
chairs
and
also
these
numbers
that
they
gave
to
you
don't
demonstrate
those
out
in
medical
leave:
vacations
military
leave.
Etc
we
at
local
888
have
been
trying
everything
we
can
to
help
change
that
situation
in
the
Operations
Division,
trying
to
work
collaboratively
with
the
city
in
the
Boston
Police
Department,
to
try
to
identify
the
issues
and
the
mechanisms
to
remedy
them.
We
not
only
represent
9-1-1
employees
in
Boston,
but
we
also
proudly
represent
911
Personnel
across
the
Commonwealth.
O
O
An
extraordinary
amount
of
work
hours
have
caused
many
of
our
911
Personnel,
currently
fighting
the
daily
Battle
of
recovery
to
relapse,
as
well
as
some
making
the
ultimate
final
Choice
suicide,
our
dispatcher
of
the
year
and
civilian
of
the
year
in
2015,
who
helped
save
officer
moynihan's
life
after
he
was
shot
in
the
face,
took
her
own
life
last
month,
and
we
also
have
members
of
the
division
who
have
attempted
suicide
recently.
So
this
isn't
strictly
a
sworn
side
issue
we're
seeing
a
cumulative
toll
taking
place
here.
O
It
is
imperative
going
forward
that
we
make
Crisis
Intervention
a
priority
as
changes
in
the
technology
such
as
text
to
video
now,
which
the
call
taker
will
now
be
a
captive
audience
to
a
traumatic
situation
where
they'll
be
the
first-hand
witness
and
then
you're
going
to
kick
in
the
mechanisms
of
chord
over
time
which
are
going
to
go
through
the
roof
with
that
which
we're
going
to
definitely
need
more
Personnel.
For
that,
we
also
must
discuss
the
adjustment
of
the
retirement
reclassification
of
these
911
First
Responders.
O
It
will
greatly
help
with
the
retention
and
recruitment
within
the
division.
How
does
moving
retirement
to
a
lower
age
help
with
this
issue?
It
works
in
a
few
ways.
First,
it
makes
the
job
more
desirable
to
new
candidates,
knowing
they
won't
have
to
work
40
years
absorbing
years
of
cumulative
trauma
is
much
more
palatable
than
the
current
structure.
Also,
it
will
keep
people
in
their
jobs
longer.
How
does
that
work?
We
are
currently
seeing
personnel
with
10
to
25
years
of
experience
leaving
their
jobs.
O
O
We
at
local
888
believe
that
Boston
residents
should
receive
preference
for
the
911
jobs,
but
leaving
the
positions
vacant
and
continuing
to
stream
and
already
burnt
out
Workforce,
which
is
on
the
precipice
of
getting
worse
before
it
gets
better,
is
putting
the
safety
and
lives
of
the
citizens
of
Boston,
directly
In
Harm's
Way.
If
we
stay
on
the
current
trajectory,
the
35
000
missed
calls
will
be
a
baseline
that
will
only
increase.
O
A
Thank
you
Anthony
for
your
testimony.
You
think
60
to
90
hours
a
week
sums
it
up
it's
untenable
and
earlier
in
the
panel
we
may
have
suggested,
maybe
to
you
through
to
your
your
relationships
with
718
fire
alarm
I
think
tends
to
do
a
better
than
anybody
like
the
Fire
Department
fire
alarm
is
also
a
highly
sought-after
job
and
they're
their
retention
is
excellent,
and
so
maybe
taking
a
page
out
of
that
book.
A
Looking
at
their
contract
language
as
well
as
how
they
run
their
operation,
probably
would
be
critical
to
maybe
being
able
to
resolve
some
of
these
issues
and
keep
the
911
call
operators
in
those
seats,
as
you
just
referenced,
so
we've
also
been
joined
by
Rafael
Del
Razzo,
Boston,
Police,
patrolman's,
Association
I
believe
he's
going
to
join
us
by
Zoom.
If
he's
on
Zoom.
A
A
P
My
comments
are
geared
towards
EMS,
although
I
want
to
thank
you
and
president
Flynn
we're
calling
out
the
absence
of
the
Boston
Police
Department,
which
I
think
is
disgusting.
Given
the
number
of
leadership
positions
in
that
organization,
I
think
their
absence
is
a
slap
in
the
face.
Having
said
that,
my
name
is
William
Schneiderman
I'm,
a
long
time
resident
of
the
city
of
Boston,
I've
dedicated
45
years
of
my
career
to
Emergency
Medical,
Services,
Public,
Health,
public
policy
and
planning
and
to
public
advocacy
I've
served
in
numerous
leadership
positions.
P
The
delivery
of
Emergency
Medical
Services
is
an
extension
of
Public
Health
and
the
practice
of
emergency
medicine,
EMS
medicine
and
pre-hospital
Medicine.
It
is
not
and
should
not
be
a
public
safety
service.
The
city,
council
and
executive
branch
of
city
government
must
Embrace
and
sustain
this
model,
which
is
recognized
and
idolized
nationally.
P
In
my
opinion,
if
you
want
to
destroy
40
Years
of
Boston
EMS,
you
put
boy
on
Boston
EMS
under
the
fire
department.
That
issue
came
up
early
on
I
think
there's
no
issue
with
housing,
Boston
Ms
ambulances
in
the
fire
department.
But
if
you
change
the
administrative
hierarchy
and
medical
hierarchy
of
Boston
EMS,
that
will
lead,
in
my
opinion,
to
the
outright
demise
and
lives
lost
in
the
city
of
Boston.
P
Ems
requires
funding
and
support
commensurate
with
their
current
and
future
demands,
based
primarily
on
population
and
transient
and
visitor
Transit,
employee
and
visitor
base.
Boston
is
a
is
a
world-class
City
with
world-class
medicine,
education,
Commerce
and
an
international
airport
with
many
moving
high-risk
parts
and,
as
a
result,
commands
the
financial
resources
to
deliver
the
commensurate
level
of
patient
care
and
service.
I'll
point
out
with
regard
to
the
international
airport.
P
Not
only
is
that
International
Airport
a
place
with
many
moving
parts,
it
is
on
an
island
separated
from
all
of
the
downtown
hospitals,
making
Ingress
and
egress
a
problem,
as
has
already
been
pointed
out
by
Chief
fully.
We
live
with
that
problem,
All
Summer
Long,
and
we
had
a
catastrophe
there
last
week,
which
the
city
council
should
probably
take
a
close
look
at.
So
we
are
this
internationally
recognized
City
with
tremendous
resources,
including
our
city
council.
P
I
believe
that
the
city
of
Boston,
ideally
and
not
the
Boston
Public
Health
commission,
should
retain
and
engage
one
of
the
nationally
recognized
EMS
consulting
firms
to
study
the
present
and
future
demands
of
Boston
EMS
and
to
provide
an
outside
independent
expert
perspective.
On
the
same
in
this
short
order,
Boston
EMS
must
establish
I
underscore
must
establish
a
balanced
scorecard
with
publicly
disclosed
data
that
demonstrates
multiple
metrics
of
the
system's
performance
and
services
delivered
and
rendered
by
Boston
EMS,
including
the
rate
that
Boston
EMS
fulfills
The
public's
calls
to
9-1-1
their
response
time.
P
The
frequency
that
calls
for
life-threatening
conditions
are
answered
by
paramedics,
Boston
EMS,
must
shift.
Their
current
model
must
shift
their
current
model
from
supplementing
the
delivery
system,
with
private
ambulance
services
and
private
ambulance
service
resources
to
delivering
EMS
Services
by
Boston
EMS,
not
independent
agents
or
contractors.
P
Q
Will
do
thanks
chairman
Flaherty
and
councilors
Coletta
and
Murphy
for
the
hearing.
My
name
is
Tom
Brady
I'm,
a
resident
of
the
southwestern
Waterfront
and
a
member
of
a
board
member
of
fpna.
The
neighborhood
association
covering
fourth
point
in
portions
of
the
seaport
I
again
want
to
thank
you
for
your
for
the
opportunity
to
provide
comments
on
docket
1043.
I,
fully
support
an
approach
that
links
the
city's
growth
to
the
expansion
of
Public
Safety
departments
in
our
neighborhood.
We
have
firsthand
experience
of
the
consequences
of
this
lack
of
coordination.
Q
Q
However,
during
this
period,
not
a
single
fire
station
EMS
station
or
increase
in
staff
at
bpdc6
has
occurred
as
you've
heard
only
this
year,
primarily
through
the
advocacy
of
Consular
Flynn
has
the
bpda,
bphc
and
BFD
started
planning
for
an
EMS
and
fire
station
in
the
Raymond
L
flame
marine
park.
It
is
evident
to
us,
and
hopefully
now
to
you
that
additional
capacity
should
have
been
established
in
tandem
with
our
neighborhood
growth.
Q
First,
the
city's
Public
Safety
agencies
must
actively
participate
in
the
comprehensive
neighborhood
planning
efforts
that
are
currently
being
conducted
by
the
bpda,
where
a
neighborhood
needs
assessments
do
not
include
Public
Safety
input.
Those
specific
planning
efforts
should
be
temporarily
temporarily
halted
to
allow
ample
time
for
the
agencies
to
evaluate
current
proposals
and
provide
input.
As
mentioned.
This
would
be
similar
to
Plan
Charles
Town,
but
it
would
Elevate
Public
Safety
above
I,
guess
I
would
put
it
in
quotes
here
the
pilot
phase
that
it
appears
it
is
currently
in
second.
Q
Secondly,
the
bpda's
article
80
large
project
review
process,
which
also
is
currently
being
revamped,
should
incorporate
a
public
safety
role
with
approval
rights
for
proposals,
above
some
certain
preset
size.
Lastly,
I
would
suggest
that
very
large
projects
that
have
been
approved
but
are
currently
not
yet
fully
developed.
Q
A
K
It
was
three
minutes
they
were
able
to
provide
oxygen
and
some
care
to
my
aunt.
They
immediately
contacted
EMS
to
get
an
ambulance
out
there
to
us.
It
was
anywhere
from
45
minutes
to
an
hour
before
it
got
there.
I
actually
had
my
son-in-law
walked
from
the
garden
to
get
over
there
and
he
got
there
before
we
got
any
ambulance
there
to
help
her
and
as
it
was
a
stroke
you
know
everybody
knows.
Time
is
of
the
essence.
In
treatment-
and
luckily
she
is
making
a
great
recovery,
but
it's
it
shouldn't.
K
We
have
an
ambulance
in
Charlestown
and
we
know
that
that
ambulance
was
at
the
time
at
the
South.
End
I
would
suggest
that
something
that
might
be
able
to
help
would
be
a
mutual
Aid
agreement
with,
as
Somerville
has
a
mutual
Aid
agreement
with
Cataldo
ambulance
and
I.
Don't
know
if
that's
something
that
the
city
can
work
on
to
alleviate
this
problem
in
places
like
Charlestown
East
Boston,
where
we
are
sort
of
stranded
away
from
the
city,
and
that
might
be
something
that
that
could
help,
and
especially
with
the
development.
That's
going
on.
K
You
know
we're
looking
at
adding
I,
think
35
000
people
to
Charlestown,
and
we
can't
get
services
for
the
people
that
we
have
already
and
I
understand.
There's
talk
about
getting
another
Bay
and
another
fire
station,
but
truthfully,
even
if
we
do
that,
it's
years
of
the
way
before
that
before
that
happens,
and
that's
not
going
to
help
the
next
person
like
my
Aunt,
who
doesn't
get
serviced
because
our
ambulance
got
sent
someplace
else
so
I.
That
would
be
my
request.
K
A
A
R
My
name
is
Matt
Anderson
I
am
paramedic
with
glossy
Mouse
I'm.
Also,
the
vppa
EMS
president
represent
the
members
of
Boston
EMS
I
want
to
thank
the
counselors
for
having
this
hearing
today.
I
think
it's
long
overdue
that
we
have
a
hearing
on
EMS
I've
been
kind
of
pushing
for
that
for
a
while.
Now
a
couple
things
that
Mr
Schneiderman
had
said:
I
couldn't
say
it
any
better.
R
He
you
know
I
think
that
a
operational
review
would
be
fantastic
for
our
department
and
to
see
where
we
could
improve
our
services,
but
I
also
do
want
to
say
that
our
EMTs
and
paramedics
are
some
of
the
best
among
the
nation.
We
strive
to
maintain
our
clinical
Excellence
every
day
from
the
moment
that
you
contact
9-1-1,
you're
speaking
directly
with
a
Boston
EMS
EMT.
So
our
call
takers,
our
EMTs
they're
badged
they're
able
to
work
in
the
field
if
there
are
not
otherwise
injured,
or
you
know
bit
up
into
the
turret.
R
This
allows
our
telecommunicators
to
actively
triage
and
provide
pre-arrival
instructions
during
the
caller's
potentially
worst
day
in
their
life.
We
continue
to
be
the
safety
net
to
the
most
vulnerable
people
in
our
city.
We
advocate
for
our
every
patient
that
we
see
continuously
every
single
day
response
times
have
been
increasing
across
the
city,
as
population
growth
is
exponentially
growing.
The
return
to
work
from
covert
remote
working,
a
decrease
in
available
travel
Lanes
have
caused
some
of
our
issues
with
response
times.
Our
trucks
frequently
see
gridlock
conditions
which
exacerbate
our
response
times
as
well.
R
Statistically,
we
know
that
response
times
do
matter
like
in
the
most
life-threatening
situations,
whereas
we
refer
to
it
as
a
priority.
One
call
when
we
do
work
in
tandem
with
the
Boston
fire
department,
we
do
work
diligently
to
ensure
appropriate
resources
or
dispatch.
Those
calls
I
really
don't
have
any
other
remarks
to
say
other
than
that.
My
phone
is
always
on
to
all
the
counselors,
as
they
would
like
to
speak
about
any
other
issues
that
is
going
on
EMS.
R
L
All
right,
good
afternoon,
everybody,
my
name,
is
Nicholas
mutter
I'm,
a
paramedic
with
boss
DMS
and
also
serve
as
the
secretary
for
the
Boston
police,
patrolman
Association
EMS
division
responsible
for
representing
the
emt's
paramedics,
lieutenants
and
captains
who
work
at
Boston
Ms,
first
and
foremost,
I'd
like
to
thank
councilor,
Council,
Murphy
and
chairman
Flaherty
for
calling
this
meeting
and
allowing
us
to
provide
and
put
on
Doc
at
10
43..
This
is
a
critical
matter
that
impacts
people
Citywide
every
single
day.
L
I
know
the
initial
request
for
this
meeting
focuses
on
an
incident
that
happened
in
Charlestown,
but
these
these
incidents
pop
up
throughout
the
city
several
times
a
day
and
again
very
much
appreciative
that
we
have
this
so
increases
in
medical
care.
I
have
a
lot
of
people
to
live
longer.
People
who
once
had
chronic
medical
conditions
that
required
hospitalization
are
now
sent
home
to
be
cared
for
in
their
residence.
L
All
of
this
is
compounding
and
placing
an
increased
burden
on
9-1-1
and
a
perfect
nine
in
a
perfect
world,
I'd
like
to
see
double
the
amount
of
ambulances
that
we
currently
staff,
bringing
us
to
42
BLS
and
10
ALS.
Ambulances
city-wide
so
that
each
resident
and
visitor
in
Boston
has
access
to
an
ambulance
without
significant
wait
time
in
reality,
we're
facing
increased
turnaround
times
at
hospitals,
increased
turnover
and
Personnel.
L
We're
required
to
obtain
more
information
by
the
federal
government
to
complete
our
EMS
reports,
but
our
EMTs
and
paramedics
continue
to
ensure
that
residents
get
an
ambulance
as
quick
as
possible.
The
men
and
women
who
show
up
to
work
every
single
day,
48
hours
a
week
or
more
with
mandatory
overtime,
are
stretching
themselves
as
thin
as
possible
to
ensure
that
our
residents
get
the
highest
pre-hospital
care
possible.
L
I
know
following
some
achieve
all
these
responses
can
be
difficult,
sometimes
so
I
looked
I
took
some
notes,
as
we
were
going
along
here
proposed
by
the
counselors,
so
with
the
recent
contract
appropriation,
we're
hoping
to
attract
more
qualified
candidate,
but
we
remain
tens
of
thousands
of
dollars
behind
the
Boston
Police
Department
and
Boston
Fire
Department
in
terms
of
compensation.
The
three
year
moratorium
offered
to
our
membership
continues
to
leave.
L
Applicants
hesitant
to
apply
for
fear
of
having
to
uproot
their
lives
and
the
lives
of
their
families
into
the
city,
leaving
a
recruitment
pool
smaller,
where
we
only
target
young
individuals
further.
Limiting
our
candidate
pool
Boston
EMS
maintains
the
only
Public
Safety
agency
that
you
must
have
a
certification
to
even
apply
for
the
position
to
become
an
EMT
recruit.
L
We
also
maintain
one
of
the
most
diverse
memberships
of
all
public
safety
and
as
Mr
Schneiderman
and
my
colleague
president
Anderson
said
merging
with
the
Boston
fire
department
is
a
very
bad
idea.
Statistically,
third
service
allows
us
to
maintain
away
from
the
Boston
fire
department
and
focus
on
delivering
emergency
medical
care.
This
was
one
of
the
crucial
pieces
during
the
covid
pandemic,
which
allowed
us,
as
a
public
health
entity,
to
access
critical
funds
to
continue
to
support
the
purchasing
of
PPE
as
well
as
other
necessary
gear.
L
The
reason
that
they're
calling
9-1-1
is
because
the
private
ambulance
companies
lack
the
pay
lack
the
attractive
kind
of
employability
to
retain
their
employees,
so
that
then
trickles
down
to
the
facilities
calling
9-1-1
for
sub-acute
patients
in
response
to
Mrs
Gillian
Forbes
I
apologize.
We
couldn't
get
an
ambulance
there
quicker
I
know
our
crews
are
working
as
diligently
as
they
can
to
respond
to
emergencies.
A
Thank
you
very
much
Nicholas
for
your
testimony
that
will
conclude
Zoom
testimony
and
commentary
and
again
anyone
here
wishing
to
have
a
public
testimony
may
do
so
now
or
forever
hold
your
peace
sing
and
hearing
no
desire
to
do
so.
That
will
conclude
public
testimony
within
the
chamber
and
I'll
turn
it
over
to
my
two
colleagues,
the
lead
sponsors
to
for
offering
final
comments
or
to
to
wrap
us
up
and
I'll
start
with
the
councilor
Coletta.
B
Thank
you
so
much
chair
and
I
just
want
to
Express
gratitude
to
to
everybody
that
showed
up.
Thank
you
to
facilities,
Morgan
Devin
from
the
BBA
Chief
hooley
from
EMS
and
Chief,
or
excuse
me,
commissioner,
Burke
from
the
fire
department
and
his
colleague
I
feel
like
I
learned
a
lot
in
this
conversation
right,
and
this
is
a
series
of
conversations
the
Boston's
going
to
continue
to
grow.
B
Thank
you
to
Kelly
as
well.
I
do
just
want
to
shout
out
Fran
Riley,
who
is
a
long
time.
Lifelong
I
think
he's
Bostonian,
who
sent
me
an
email
pleading
with
me
to
bring
up
Suffolk,
Downs
and
her
fear
that
we
will
not
be
able
to
service
10
000
new
residents
there
and
just
keeping
that
at
the
Forefront
of
discussion
and
at
the
Forefront
of
our
mind.
I
do
think
the
operational
reviews
with
the
planning
advisory
council
is
key
again
having
this
timeline
is
important,
I'm
wondering
just
really
quick.
B
If
there
are
reports
or
Communications
that
summarize
what
is
coming
out
of
the
planning
advisory
Council
and
if
not
I'm,
making
that
ask
right
now
and
then
formalizing
some
of
our
mutual
Aid
agreements
with
Somerville
and
Chelsea
and
surrounding
communities,
but
overall
just
thank
you
so
much.
Everybody
and
I
appreciate
my
colleagues
as
well
for
their
wonderful
questions.
Thank
you.
A
Thank
you,
Council
calendar
and
just
the
housekeeping
I
just
started
back
at
a
letter
from
my
colleague
city
council
Elijah
root,
C
louisian,
who
regrets
to
inform
she
was
unable
to
attend
the
hearing.
She
does
have
staff
here
that
will
be
listening
and
obviously
reviewing
the
video
and
she
will
also
follow
up
with
the
minutes
in
public
testimony
and
if
anyone
has
any
questions
or
concerns
to
call
our
office,
and
she
once
had
stated
that
she
supports
responsibly
growing
city
services
and
infrastructure
planning
to
correlate
with
the
City's
population.
A
Growth
show
so
encourages
the
committee
to
continue
to
plan
holistically
and
comprehensively
to
include
Health
Care
education,
support
services
and
financial
planning
as
part
of
a
larger
impacts
of
population
growth,
as
we
continue
to
plan
for
the
growth
of
our
city,
and
she
encourages
the
committee
to
ask
the
administration
for
an
equity
analysis
on
EMS
response
times
as
to
the
city
as
a
whole.
She
believes
that
Boston
and
the
administration
can
responsibly
absorb
population
growth
and
continue
to
provide
excellent,
essential
services
and
infrastructure,
while
safeguiding
Public,
Safety
and
Social
Services.
C
Thank
you.
Thank
you
for
being
here
knew
what
was
happening,
but
just
happy
for
you
to
remind
us
that,
when
we
think
about
the
planning
going
forward
that
we
aren't
just
thinking
about
green
spaces
and
all
of
those
important
things,
but
we're
also
planning
for
firehouses
libraries,
schools
right
that
we're
doing
it
smart,
so
I
appreciate
that
part
of
this
conversation
today,
but
I
did
want
to
thank
you
Andrew
for
bringing
up
the
Anthony
I'm,
sorry
for
bringing
up
the
mental
health
of
the
employees.
C
It's
very
important
that
I
say
often
we
talk
in
schools
and
other
places
that
we're
concerned
about
the
mental
health,
but
we
never
talk
about
making
sure
we're
checking
in
on
the
employees
and
ourselves
and
oftentimes
with
these
forced
overtimes
and
Staffing
shortages
the
few
days
that
they
do
have
off.
If
they've
planned
an
important
medical
appointment,
it's
the
day
they
get
forced.
So
I
do
hear
often
that
our
First
Responders,
our
911
call
takers,
are
missing
medical
appointments,
which
is
unacceptable.
C
C
I
know
the
conversation
will
continue
and
we
are
trying
our
best,
but
there
are
times
when
we
just
need
to
make
sure
that
we're
working
together
to
make
some
real
changes
and
if
it's
adding
staff
or
finding
ways
to
retain,
we
have
to
spend
the
money
we
do
have
as
a
rich
city
to
make
sure
that
that
happens
for
the
safety
and
quality
of
life
of
our
residents.
So
thank
you.
Councilor
Flaherty.
A
Thank
you,
Council
Murphy,
thank
you
to
my
colleagues
for
the
lead
sponsorship
here.
Thank
you
to
Chief
Jim
hooley
from
EMS,
also
deputy
chief
Devin
Quirk
from
the
bpda
and
deputy
chief
Morgan
McDaniel
from
operations,
evidence
operation
and
also
commissioner
Paul
Burke
I'm
from
the
Boston
Supply
department
and
chief
Rodney
Marshall
from
the
hospital
department
for
their
attendance
and
criticism,
respect.
They
show
the
council.
A
We
obviously
will
reach
out
to
the
police
department,
share
them
our
thoughts
and
to
get
some
feedback
from
them
through
the
lead
sponsors
and
through
the
chair
that
if
we
have
any
additional
matters
to
to
include
another
date
or
follow-up
hearing,
we
will
do
that
so
with
respect
to
Dockett
one
zero.
Four:
three
order
for
a
hearing
to
discuss
increasing
emergency
services
in
tandem
with
population
growth,
the
Committee
on
Public
Safety
and
criminal
justice
is
adjourned.
Thank
you.