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Description
Ways & Means Committee Hearing- Dockets #0760-0768 FY24 Budget: OEM and Boston EMS.
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B
Good
afternoon,
for
the
record,
my
name
is
Daniel
Fernandez
Anderson,
the
district
7
City
councilor
I,
am
the
chair
of
the
Boston
city
council
committee
on
on
ways
and
means
this
hearing
is
being
recorded.
It's
being
live
streamed
at
boston.gov
for
slash,
City,
Dash,
console.tv
and
broadcast
on
Xfinity
channel
8,
RCN,
channel
82
and
FiOS
channel
964..
B
The
council's
budget
review
process
will
Encompass
a
series
of
public
hearings
that
began
in
April
and
will
run
through
June.
We
strongly
encourage
residents
to
take
a
moment
to
engage
in
this
process
by
giving
testimony
for
the
record.
You
can
do
this
in
several
ways
attend
one
of
our
hearings
and
give
public
testimony.
We
will
take
public
testimony
at
the
end
of
each
departmental
hearing.
B
Sorry
in
this
case,
if
people
do
show
up
after
round
one
of
questions
and
the
full
after
one
round
one
and
then
around
two
of
time
permits
and
also
at
a
hearing
dedicated
to
public
testimony,
the
full
hearing
schedule
is
on
our
website
at
boston.gov
for
slash
Council
TV.
You
can
give
testimony
virtually
via
Zoom
for
virtual
testimony.
You
can
sign
up
using
your
our
online
form
on
our
console
budget
review
website
or
by
emailing
the
committee
at
CCC
dot
WM
at
boston.gov
when
you
are
called
to
testify.
B
Please
state
your
name
and
affiliation
residence
and
limit
your
comments
to
a
few
minutes
to
ensure
that
all
comments
and
concerns
can
be
heard.
Email.
Your
written
testimony
to
the
committee
at
ccc.wm
boston.gov,
submit
a
two-minute
video
of
your
testimony
through
the
Forum
on
our
website
for
more
information
on
this
on
the
City
Council
budget
process
and
how
to
testify.
B
Arden
the
city
council's
budget
website
at
boston.gov
forward
slash
Council,
Dash
budget.
Today's
hearing
is
on
docket0760-20762
orders
for
the
FY
24
operating
budget,
including
annual
Appropriations,
for
departmental
operations
for
the
school
department
and
for
other
post
employment
benefits,
post
opeb.
B
Dockets0764-0767-20768
orders
for
the
capital
budget,
including
loan
orders
and
please
purchase
agreements.
Our
Focus
area
for
this
hearing
will
be
the
an
overview
of
the
fy24,
but
the
office
of
emergency
management
and
office
of
emergency
medical
services.
Our
panelists
for
today's
hearings
are:
is
it
Charmaine,
Benford.
B
B
I'm
joined
by
my
console
colleagues
counselor
president
Ed
Flynn,
con
solution,
Council
Braden,
Council,
Coletta,
Council
of
clarity
and
counselor
Mejia
for
the
format
of
our
hearing.
We
will
go
I'll,
go
to
my
Council
colleagues
for
30
second
opening
statement
and
then
I
will
go
to
Administration
for
their
presentation.
Then
round
one
of
questions.
Each
Council
will
have
eight
minutes
for
their
question.
Line
of
questions
and
I
will
pause
you
at
eight
minutes
and
go
to
public
testimony.
If
we
are
not,
we
we
have
no
one
signed
up
for
public
testimony.
B
D
Thank
you,
madam
chair.
It's
good
to
be
with
you
good
to
be
with
the
administration
team,
Chief,
fully
good
to
see
you.
What
I
want
to
focus
on
is
as
well.
I
want
to
thank
Chief
fully
for
working
with
with
me
on
in
Residence
to
try
to
establish
the
EMS
presence
in
the
South
Boston
Waterfront.
That's
critical!
It's
a
huge
neighborhood
without
basic
city
services.
D
I
also
want
to
ask
the
chief
what
we're
doing
in
this
Budget
on
health
and
wellness
for
his
dedicated
and
professional
EMS
team
and
for
the
emergency
management
team,
I'm,
looking
to
hear
about
emergency
evacuation
routes.
If
there
was
an
emergency
in
Boston.
These
are
issues
I
focused
on
and
worked
on
when
I
lived
in
Guantanamo
for
a
year,
so
I'm
interested
in
knowing
what
your
plan
is
on
emergency
evacuation
boots,
if
there
is
any
type
of
emergency
in
Boston.
Thank
you,
madam
chair.
E
E
I
think
I've,
been
incredibly
encouraged
by
seeing
the
new
classes
coming
out
of
EMS
are
extremely
hopeful
for
our
city
for
folks
having
film
sustaining
careers,
excited
about
the
promotions
that
we've
been
seeing
out
of
EMS
as
well.
So
I
just
want
here
to
to
learn
more
how
we
can
better
support
as
a
city
council,
the
needs
of
of
EMS
and
OEM,
to
make
sure
that
we
are
prepared
for
when
our
residents
face
emergencies
and
crises,
whether
it's
a
fire
or
a
larger
scale
event.
F
Thank
you
so
much
Madam,
chair,
I'll,
be
brief.
I
just
want
to
thank
everybody
for
their
work
and
their
service
to
the
city
of
Boston.
I
have
really
enjoyed
working
with
OEM
and
an
EMS
to
address
some
of
the
needs
of
our
residents
in
East
Boston
Charlestown
in
the
North
End
I
do
have
some
comments
about
coordinating
for
building
collapses,
as
well
as
planning
around
the
summer
Tunnel
closure
and
similar
to
councilor
Flynn.
But
our
response
will
look
like
when
we
have
major
events
happening,
including
major
storms
and
flooding.
F
G
As
we
see
our
city
growing,
as
well
as
our
institutions
growing,
and
also
just
making
sure
that
from
a
public
safety,
standpoint
and
office
of
emergency
management
that
Bragdon
Street,
which
is
in
the
epicenter
of
our
city,
is
in
in
as
best
shape
as
it
possibly
could
be
to
respond
to
whatever
emergency
comes
our
way.
So
I
know
that
Mr,
Aaron's
and
I
have
talked
about
this
on
many
occasions.
So
again,
just
looking
to
make
sure
that
we
have
some
efficient
staff.
G
H
I
Thank
you,
madam
chair,
and
thank
you
to
OEM
and
EMS
and
I'm.
Looking
forward
to
this
conversation,
great
staff
in
both
departments
just
want
to
find
ways
on
how
we
can
be
supportive
on
continuing
some
of
the
initiatives
and
Investments
that
were
made
last
year
to
making
our
city
safer
and
more
sustainable
and
Equitable.
Thanks.
B
B
J
B
J
Here
and
then
maybe
he's
prepared
and
I'll
go
ahead
and
jump
in
if
that's
all
right,
so
go
alphabetical
order,
go
right
ahead.
Chief,
you
are
an
absolute
gentleman.
Thank
you
very
much,
Madam
Chia.
Thank
you
very
much
for
the
opportunity
to
present
today
regarding
the
FBI
24
budget.
I,
greatly
appreciate
the
opportunity.
I
want
to
also
thank
the
body
and
the
councils
that
joined
us
here
today
in
the
same
space,
the
agent
dialogue
and
debate
on
how
best
and
ways
that
we're
investing
these
sonographies.
J
J
We
are
and
manage
the
primary
Suite
of
emergency
plans
on
behalf
of
the
city.
We
also
serve
as
the
fiduciary
for
the
Metro
Boston
Homeland
Security
region,
which
manages
the
grassy
Grant,
and
we
also
have
a
primary
function
for
coordinating
and
managing
across
departments
and
across
agencies
to
our
major
events
in
the
city.
J
Some
2023
work
that
we
did
that
tremendously
impacted
outstanding
as
a
department
of
Department
that
was
brought
in
a
department,
that's
continually
evolving,
to
meet
the
moment.
Certainly,
we
have
been
having
open
conversations,
as
well
as
leading
efforts
around
the
city's
response
to
migrants
and
other
individuals
seeking
support
in
this
country
in
our
city
in
the
dignified
way
happy
to
report
that
excuse
me
as
a
department.
J
We
sought
and
was
fully
reaccredited
by
by
emap,
which
is
the
national
national
accreditation,
our
body
that
governs
our
Emergency
Management
as
a
discipline
and
also
want
to
mention
I,
think
I
heard
one
of
the
council
was
someone
joined
early
earlier
comments.
The
mini
team,
TX
or
tabletop
exercises
that
we
have
put
on
our
here
at
Emergency
Management
on
ask
request
from
other
departments
that
really
look
to
task
in
the
agency
coordination.
J
We
are
actively
looking
at
evacuation
and
also
some
involvement
around
the
city's
reframing
and
rethinking
the
response
to
our
violence
in
the
city.
I
also
want
to
mention
that
the
resources
excuse
me
that
we
have
go
to
support
how
we
respond
to
events
in
the
moment,
and
there
were
lots
of
lessons
that
we
learned
from
the
pandemic
in
terms
of
how
we
support
the
city
that
directly
led
to
our
requests
for
investments
in
fy24
and,
namely
the
logistics
support
staff.
J
What
we
found
in
FYI
to
joined
the
pandemic,
excuse
me
was
that
many
departments
that
typically
shut
down
at
five
o'clock
and
on
the
weekend
suddenly
found
themselves
as
part
of
the
open
conversation
around.
How
do
we
manage?
How
do
we
continue
to
provide
biosity
services
to
our
residents,
and
how
do
we
do
that
in
a
way
that
keeps
our
Workforce
safe?
What
we
found
was
those
departments
that
have
very
small
at
any
operational
capacity
other
other
than
the
day
in
day
out
normal
Administration.
J
We
had
to
find
creative
ways
to
be
able
to
support
them,
and
OEM
really
did
step
into
that
space.
Hence
the
exclamation
point
in
our
logo.
It's
our
emergency
is
a
little
less
defined
while
we
fall
under
Public
Safety
police,
fire
and
EMS,
while
who
are
well
prepared
sitting
responding
to
a
range
of
different
crises
that
we
may
confront,
OEM
really
sort
of
Scoops
up
some
of
the
things
that
don't
neatly
fit
into
any
of
those
free
packages
or
things
that
come
up
on
the
Fly.
J
Well
in
the
moment
that
we
have
to
manage
too
saw
that
Logistics
support
position
is
going
to
be
extremely
helpful
for
us
and
not
only
having
greater
capacity
to
distribute
and
meet
those
demands,
but
also
to
do
it
in
a
safe
way.
On
the
behalf
of
our
staff
and
our
residents,
things
like
to
point
BMS
for
what's
into
deploying
light
towers,
it's
still
it's
it's
most
safety.
When
we
have
the
right
number
of
bodies,
I
need
two
individuals,
that's
helping
to
move
that
heavy
equipment.
Also,
many
councilors.
J
We
support
with
requests
around
VMS
boards,
which
is
our
video
messaging
boards
that
help
to
share
information
to
our
public
in
spaces,
like
public
parks
that
close
at
dusk
and
some
of
those
10
o'clock
to
help
send
out
that
message
and
that
we
want
this
space
to
be
open
and
enjoyable
for
everyone.
So
we
put
VMS
Boards
out
to
help
in
that
space,
and
this
is
where
that
second
position
up
will
be
extremely
helpful.
J
We
also
have
a
new
Deputy,
that's
going
to
be
coming
on
board
and
that
definitely
will
really
serve
as
the
number
two
executive
in
OEM,
but
also
serve
as
the
focal
point
overseeing
OEM
role
in
participation
in
the
mass
environmental
agenda
and
helping
us
to
better
plan
and
think
openly
about
how
we
adopt
plans
that
represent
new
building
trends
that
represent
how
we're
going
to
approach
flooding
or
extreme
weather.
So
this
position
is
going
to
be
extremely
helpful
and
provide
us
with
the
opportunity
to
have
a
designated
individual
on
staff.
J
That
will
be
the
point
person
in
this
space.
I
also
want
to
mention
just
a
couple
of
things
around
the
evolution
in
terms
of
things
that
we've
seen,
that
sort
of
a
pot
of
you
know
how
we
live
and
how
we
must
manage,
but
things
that
have
come
up
which
has
expanded
the
capacity
of
OEM
and
highlights
some
of
the
those
areas
that
are
a
little
less
defined.
But
nonetheless,
we
find
ourselves
involved
in
supporting
you
know,
resources
that
help
us
be
prepared
for
the
21st
century.
J
Our
elections,
working
with
the
election
Department
to
ensure
that
the
EOC
is
activated
to
not
only
meet
the
national
priority
for
supporting
elections,
but
also
supporting
us
locally
and
shown
that
our
collection
department
has
all
the
resources
and
support
that
they
need
to
ensure
that
our
elections
are
co-op
on
hits.
I
can
also
have
contingency
plans
if
we
by
chance
we
do
bump
into
challenges
or
issues
during
the
elections.
J
Sadly,
game
seven
didn't
work
out
the
way
that
we
wanted
it
to
yesterday,
but
nonetheless
we
were
working
in
partnership
with
the
police
department
to
ensure
that
we
had
representatives
from
various
different
departments.
If,
by
chance,
we
have
declension
scenario
where
we
did
win
and
we
used
to
stand
up
at
EOC
to
support
a
public
safety
response.
J
Again,
you
know
heating
and
responding
to
Council
of
funds
earlier
asked
in
other
instances
and
better
understanding
how
we
coordinate
them.
I
want
to
recognize
again
councilor
Flynn
and
really
servant
as
that
voice
and
that
that
machine
the
engine
behind
getting
you
know
something
on
the
calendar
where
we
can
welcome
you
all
over
here
to
the
EOC,
where
we
can
tell
you
a
little
more
and
granular
detail
about
the
work
that
we
were
doing,
which
is
supported
at
the
highest
Levels
by
man.
J
Lou
National
steer
rated
events
which
are
really
large
scale;
events
that
have
National
implications
like
the
metal
John
in
July
4th.
So
those
are
all
critical,
odd
events
that
come
up
consistently
that
we
must
manage
to.
We
are
also
very
proud
about
Equity
goals
and
crossing
and
breaking
down
barriers
to
diversity
and
really
thinking
about
how
do
we
adopt
plans
that
are
Equitable
plans
that
take
into
account
the
community's
input?
J
So
we're
really
working
hard
to
go
that
extra
step
to
make
sure
that
we
have
sound
and
effective
Equity
goals
looking
at
our
employees
and
providing
growth
opportunities
for
our
for
our
employees,
particularly
women
and
people
of
color,
and
creating
growth
opportunities
for
those
that
want
to
make
OEM
city
of
Boston
and
and
our
neighbors
that
stay
at
home.
Not
perfect,
not
only
professional
but
also
personally,
so
we're
very
proud
of
the
opportunities
that
we
presented
in
in-house
and
being
able
to
do
that,
and
that
comes
with
the
flexibility
of
the
budget.
J
We've
been
working
with
other
City
departments
to
identify
suitable
space
for
growing
Department
I,
appreciate,
Council,
Flaherty's,
consistent
support
for
OEM,
as
well
as
public
safety
and
in
other
disciplines
across
city
government
and
looking
at
slaves,
that's
open
to
go
for
the
EOC.
Are
we
also
looking
at
our
emergency
response
teams,
which
really
gives
us
that
capacity
to
respond
after
hours
into
more
critical
events,
while
balancing
an
appropriate
work-life
balance
for
our
staff?
So
we
have
deliberate
plans
on
it.
J
A
couple
of
things
I
met
in
Chef
I,
did
want
to
mention
responding
to
some
of
the
counselors
by
openly
mocks
Council
of
Flynn
specifically
talked
about
evacuation
routes
and
what
I
could
say.
So
this
is
that
we
just
concluded
a
series
of
tabletop
exercises
and
those
those
exercises
were
really
designed
to
help
us
understand
it.
J
J
We
have
the
regional,
catastrophic
Grant,
which
really
helped
us
to
look
at
disaster
housing
and
what
it
means
if
we
have
to
be
vacuum
in
a
neighborhood
and
working
with
our
state
Partners,
it
was
clear
based
on
our
geographical
layout,
at
least
the
mass,
and
particularly
from
a
Boston
metro
area,
that
any
major
large-scale
evacuation
is
going
to
include
other
jurisdictions.
So
we
have
to
have
open
conversations
with
with
me
and
other
partners
not
to
help
us
better.
J
Understand
that,
and
one
of
the
big
things
that
that
we
want
to
do
is
be
out
working
with
the
mayor's
Direction
in
support
of
other
departments
to
better
understand,
extreme
weather,
to
better
understand
water,
so
we'll
be
working
with
bpda
as
well
as
continue
environment
and
open
space,
and
it
really
ties
to
that
deputies
position.
That's
going
to
be
coming
on.
J
That
is
really
going
to
have
the
primary
responsibility
of
ensuring
oem's
alignment
for
emergency
planning
in
that
space
and
then,
lastly,
the
big
one
that
we
have
to
take
into
account,
which
wasn't
was
much
less
the
case
many
years
ago,
is
technology.
How
do
we
look
at
technology
and
factoring
technology
platforms
that
are
available
that
are
fiscally
responsible
that
may
be
available
with
other
contracts
in
the
city?
J
How
do
appropriately
account
for
that
and
incorporate
that
into
how
we
design
evacuation
so
if
they're
up
more
utility
for
our
residents
kind
of
Council
of
clarity?
Again,
thank
you
very
much.
So
if
we
unwavering
and
extended
support
for
the
EOC,
we
are
working
as
best
we
can
and
our
staff
is
very
effective.
J
But
we
are
a
Boeing,
Department
and
happy
to
report
that
other
City
departments
to
include
budget
to
include
public
societies
to
include
the
operations
cabinet
are
working
alongside
us
to
look
at
ways
in
which
we
can
identify
more
appropriate
space
for
our
growing
capacity.
Now
global
means
to
support
our
city
additionally,
which
we
support.
Evacuations
we'll
also
support
the
department
of
General
emergency
crisis.
We
are
developing
and
rolling
out
training
from
emergency
response
teams.
J
That
is
generally
supported
by
State
Statute
within
the
Emergency
Management
discipline,
because
it
really
is
a
development
discipline
that
is
really
a
solids.
Our
foundational
lakes
in
the
last
25
to
30
years
when
we
think
about
it
from
a
contemporary
standpoint,
we
have,
let's
referred
to
the
Emergency
Management
assistance
contact
where
we're
able
to
rely
on
resources
to
come
in
this
and
gave
our
city
in
time
of
need.
Public
Works
man
is,
is
the
city
would
exhaust
all
of
its
resources?
J
Then
we
will
go
to
the
state
from
the
state
route
or
to
the
federal
government
and
it
works
in
that
order
of
Ascension
with
regards
to
working
with
our
partners.
What
I
would
say
to
them
is
we
are
very
much
open
to
working
with
any
NGO
state,
federal
or
city
Partners,
but
the
ones
that
we
consistently
work
with,
for
which
we
have
very
open,
fluid
conversation
and
food
interaction
with
The
Americans
in
the
Salvation
Army
and
then.
Lastly,
our
councilor
warrell
did
ask
the
question
around
investments.
B
J
Appreciate
that
ma'am
I
would
just
say:
yes,
it
does
close
it
out
and
I
would
just
mention
really
quickly.
Respect
for
time.
Counselor
I'll
talk
about
those
Investments
on
the
previous
fiscal
years
and
the
big
one
that
we
had
was
the
onboarding
of
our
coordinator
for
the
surf
program,
which
is
the
volunteer
coordination
program.
We
are
substantially
along
in
that
space,
we're
working
with
our
corporate
Council
and
others
to
ensure
that
we
have
the
right
liability
insurance
and
we
have
documentation.
J
K
Silence:
the
phone:
okay!
Well,
hey
you
have
a
new
amount
of
chair
and
president
Flynn.
My
name
is
Jim
holy
and
I've
served
as
the
chief
of
Boston
Ems
for
the
last
13
years.
Although
last
year
has
shown
a
drop
in
covid-19
cases
and
an
end
to
the
federal
covid-19
Public
Health
Emergency
declaration,
the
work
has
been
no
less
challenging.
The
volume
of
calls
has
risen
well
past
pre-pandemic
levels.
K
So
since
1996,
in
accordance
with
Mass
state
law,
chapter
147
Boston
EMS
has
been
a
bureau
of
the
Boston
Public
Health
commission
we're
a
two-tier
911
EMS
system
with
21
basic
life,
support
ambulances,
five
Advanced
life
support
animals
adjourn
Peak
day
and
evening
shifts
2022.
We
responded
to
134
424
clinical
incidents
with
168
000
and
change,
ambulance
responses
and
89
265
total
transports
of
patients.
K
K
We'll
continue
to
approach
what
we
do
through
the
lines
of
three
strategic
priorities:
a
personnel
investing
in
their
safety,
well-being,
training,
advancement
retention
and
recruitment
to
outpatient
care,
providing
the
best
possible
clinical
cancer
investment
in
training
equipment
and
new
service
models
and
operations.
Ensuring
everything
else
from
systems
to
infrastructure
or
Alive
are
aligned
to
support
our
mission
across
these
three
priority
areas.
We
strive
to
operate
through
a
lens
of
advancing
Diversity,
Health,
Equity
and
inclusion
on
the
slide
here.
K
I
think
it's
a
little
bit
busy,
but
I
think
you
can
see
it
beginning
with
our
first
priority.
Our
personality
you
can
see
from
the
chart.
The
two-thirds
of
our
members
are
EMTs,
which
includes
the
new
hires
and
the
new
and
the
recruit
Academy
members
assigned
to
ambulances.
Those
working
as
telecommunicators
up.
K
Is
there
a
supervisory
leadership
role,
principally
support
field
dispatch
operations,
training
and
Special
Operations,
and
we
are
supported
by
27,
non-uniform
members
who
serve
in
mechanics
as
mechanics,
Supply,
I.T
budget
facility
and
administrative
roles
as
an
investment
in
our
Personnel.
We
ensure
that
we
have
the
most
appropriate
personnel
protective
equipment,
including
everything
from
masks
gloves
to
body
armor,
which
we
update
on
a
prescribed
time
frames.
K
Additionally,
we
have
sent
members
to
trainings
across
the
country
to
build
competencies
and
Leadership
and
preparedness.
In
July
of
last
year,
we
hosted
a
leadership
training
for
approximately
50
members
and
in
November
we
coordinated
an
International
Conference
at
the
bcec
on
violent
extremism,
with
hundreds
of
attendees
from
65
different
organizations
through
our
affinity
group,
The,
United
Coalition
of
EMS
professionals
or
usap.
Over
20
scholarships
have
been
provided
to
Department
EMTs
for
paramedic
certification
training
grant
funding
has
been
secured
to
provide
at
least
another
10
scholarships.
K
Last
week,
six
members,
six
of
our
members
who
got
the
UC
scholarships,
graduated
from
bunky
Hill,
completed
the
program
and
they're
in
the
process
of
completing
their
right,
a
long
time
and
other
hours
that
they
need
to
sit
to
take
the
qualifying
exam,
which
will
then
qualify
them
for
the
promotional
step
to
a
paramedic.
So
we're
pretty
excited
about
that.
K
Although
we
hope
to
do
better
by
adding
more
Frontline
resources
to
reduce
the
workload
through
expanded,
Promotional
and
reassignment
opportunities
with
investment
in
their
well-being,
sometimes
one
of
the
reasons
people
cite
in
when
they
leave
prior
to
seven
or
eight
years
is
is
really
is
the
workload
and
they
want
to
go
to
a
place
where
it's
a
little
bit
less
busy.
I'm
sorry
to
say.
K
K
The
last
five
years
approximately
100
residents
have
received
City
residents
every
season,
scholarships
to
our
EMT
course
where
they
can
train
to
become
EMTs
and
then
be
eligible
to
apply
to
be
recruits
for
us
to
a
partnership
with
the
city's
office,
Workforce
Development
and
we're
going
to
continue
to
offer
over
100
more
incoming
years.
Training
EMTs
is
the
most
effective
recruitment
strategy.
This
year
we
plan
to
take
it
a
step
further
and
offer
a
Cadet
program
allowing
individuals
to
get
paid
while
they
become
EMT
certified.
K
But
we
have
three
recruit
academies
scheduled
and
two
Cadet
programs
scheduled
for
the
fiscal
year
for
fiscal
year,
24
allowing
us
to
address
some
current
vacancies
and
continue
to
expand
with
the
investment
of
five
more
uniform
positions
and
the
budget
that
you're
considering
this
year.
We
also
requested
five
non-uniform
positions
which
will
allow
us
to
our
reinstate
administrative
and
support
positions
that
we
had
cut
back
in
2013
through
the
budget
constraints.
K
For
our
second
priority,
we've
taken
a
number
of
measures
to
enhance
patient
care,
but
in
the
interest
of
time,
I'm
going
to
focus
on
just
the
ones
related
to
mobile
Integrated,
Health,
Emergency,
Care,
Emergency
Department
avoidance
by
mih
mih
is
intended
to
connect
patients
to
the
most
appropriate
points
of
care,
improve
patient
outcomes,
reduce
health
care
costs
and
promote
health
health
equity.
In
July
of
2022,
we
became
the
first
EMS
organization
in
the
Commonwealth,
approved
by
the
Mass
Department
of
Public
Health,
mihed
avoidance.
K
K
Did
you
see
9-1-1
The,
Animals
Hospital,
that's
still
there,
but
if
you
look
off
to
the
sides,
what
we're
also
able
to
do
is
the
chat
and
blue
shows
the
changes
that
mih
avoids
allows
for
which
represents
a
little
bit
of
a
change
to
our
operations.
It
allows
for
call
some
calls
to
be
routed
directly
from
9-1-1
call
tickets
to
Telehealth
clinicians
in
October
of
2022.
K
Since
April
this
year
we
expanded
this
to
a
24
7
program
with
approximately
80
calls
successfully
transferred.
Today.
Next,
in
instances
where
we
do
dispatch
fan
mails,
we
can
expand
from
solely
offering
transport
to
a
hospital
hospital
to
also
providing
treatment
in
place
with
clinical
oversight
and
an
alternative
destination
to
transport.
K
In
December
of
2022
Boston
EMS
added
the
option
of
transport
to
to
transport
substance,
abuse,
use
disorders
to
the
Boston
Medical
Center's
stabilization,
Care
Center.
All
SCC
patients
must
also
be
within
the
BMC
catchment
area,
and
it
has
to
be
approved
by
medical
control,
and
the
patient
must
agree.
So
there
are
safeguards
were
very
careful
about
who
had
selected
for
that,
but
who
has
the
option
for
it?
To
date,
19
individuals
have
been
transported
to
the
SCC.
K
The
goal
for
both
of
these
is
to
in
cases
where
we
don't
want
to
pay.
Some
patients
are
always
best
served
by
going
to
an
emergency
room
and
they
may
be
triaged
to
awaiting
areas
or
urgent
care
for
a
while
waiting
to
see
somebody
if
we
can
direct
them
up
directly
to
a
clinician
on
the
farm
for
mental
health
follow-up
or
get
an
appointment
made
for
them
someplace.
We
can
do
that
in
some.
K
K
Will
the
two
images
on
that
side
that
show
the
current
construction,
which
is
in
progress
and
anticipated
move-in
day
being
December
of
this
year?
The
seaport
station,
located
at
the
very
end
of
Dry,
Dock
Ave,
with
construction
scheduled
to
start
this
fall
and
conclude
a
year
later
in
the
fall
of
2024.,
is
very
much
on
schedule.
The
siding
the
design,
a
lot
of
the
studies
have
already
been
done
and
that's
wound
away.
K
Thanks
to
the
investors
from
the
city.
Other
Investments
include
our
radio
infrastructure
upgrade,
which
was
a
22
million
dollar
infusion
of
capital.
Funds
were
out
into
year,
three
now
of
re,
replacing
aging
radio
infrastructure
and
it's
going
to
be
piggybacking
on
the
same
network
with
the
PPD
and
a
lot
of
the
infrastructure
the
fire
has,
and
so
there's
a
there's,
a
cost
sharing
that
way
an
economies
of
scale
and
it's
we're
building
a
much
better
system.
K
We
speed
up
quick.
Our
investments
also
include
oh
and
also
well
we're
looking
at
systems
to
support
early
identification
of
cardiac
arrest
and
other
critical
illnesses
with
some
systems.
Improvements
that
we're
doing
up
at
dispatch
operations
when
calls
are
entered
to
help
us
alert
us
to
that
earlier
on
and
streamline
commentary
for
that
we're
under.
We
continue
to
build
in
our
research
and
fellowship
partnership
with
mass
Institute
of
Technology.
K
We
are
on
a
replacement
schedule
for
all
of
our
essential
equipment.
We
got
in
a
replacement
schedule
for
ambulances,
thanks
to
you
all
a
couple
of
years
ago,
but
now
we're
also
on
a
replacement
schedule
for
our
life
pack
15s,
but
we
got
12
Ed
kgs.
Stretchers
are
an
automatic
external
defibrillators,
so
nothing
exceeds
the
manufacturer's
recommended
life
time
body
armor.
Everything
is
on
the
schedule.
K
With
the
remaining
funds
covering
our
non-personal
expenses,
such
as
facility
reasons,
ambulances,
fuel
medical
equipment
supplies
drugs,
everything
else,
you
can
also
see
that,
although
a
city
appropriation
has
gone
down,
our
overall
budget
has
increased.
This
is
due
to
increased
Revenue,
mainly
due
to
Mass
health,
increased
their
rates
by
over
30
percent.
This
this
past
year,
an
additional
call
volume.
We
have
not
changed
our
rates.
Mass
health
was
the
lowest
payer
in
the
system,
but
they
did
raise
their
reimbursements
to
Services.
B
We'll
go
to
our
we'll
start
with
our
round
one
of
questions
and
in
the
order
of
arrival
council
president
Flynn,
then
Council
Jan,
then
Castle
Braden,
Casa,
Clara,
Council,
Flaherty
councilman.
Here
then
Council
Morrell
peace
still
here,
I
guess
we'll
stop
at
councilman.
Here,
council
president
Flynn,
you
have
before.
D
K
C
K
The
job
they're
doing
right,
whether
it's
in
dispatch
or
out
in
the
field
and
but
also
but
a
lot
of
people
still
had,
maybe
kids
loved
ones
at
home.
So
the
word
life
balance
was
was
in
some
ways,
magnified
I,
think
for
them,
because
other
arrangements
of
family
coming
in
to
help-
and
we
certainly
recognize
that-
and
we
appreciate
that
you
know
some
of
the
toll
there.
K
Certainly
in
the
beginning,
before
a
vaccine
became
available,
you're
always
worried
that
you're
going
to
catch
it
and
bring
something
home
and
you
know
I,
don't
have
to
you
know
belabor.
Some
of
the
other
things
here
where
just
you
know
constantly
being
on
guard
is
was
was
did
that
to
stress
the
job,
call
one
that
first
year
of
cobit
kind
of
went
down
but
foreign
carrying
out
every
single
call
at
a
greater
rub.
K
You
had
to
be
a
little
careful
on
every
call
right
because
you
were
dressing
up
more.
You
were
in
the
beginning
of
a
gowns
mask
everything
and
you
know
in
the
end
it
was
mostly
masked
gloves,
but
but
we
had
face
Shields
and
a
lot
of
things
at
the
beginning.
So
we'd
it
it
did
add
a
degree
of
difficulty
to
I
recall
whether
it
was
a
car
accident,
heart
attack
or
somebody
even
trauma.
You
know
you
didn't
know
who
who
was
potentially
infectious.
K
You
know
having
said
that,
I
think
as
most
people
as
we're
coming
out
of
covid
was
sort
of
starting
to
think
a
little
bit
in
stride.
I
think
what
we
saw
in
the
beginning
of
it.
We
did
get
some
people
who
did
retire,
who
might
have
stayed
on
a
couple
more
years
or
maybe
they
for
personal
reasons.
You
know
they
didn't
want
to
risk,
bringing
something
home
inadvertently
and
or
they
just
decided
that
mom.
Maybe
that
was
a
good
time
to
step
back.
K
However,
a
lot
of
our
people
have
really
stepped
up,
you
know
and
they
started.
We
had
some
people
that
were
doing
double
shifts
a
couple
of
times
a
week.
You
know
just
to
make
up
for
it.
What
we
try
to
do
during
that
was
all
through
that
we
expanded
our
our
our
health
and
wellness
here.
Monitoring
every
patient
when
tph
was
would
track.
Wherever
you
pause
this
or
found,
we
would
get
that
transmitted
back
to
us
from
public
health.
K
We
would
check
that
against
our
records
of
patients
who
we
transported
so
that
we
would
make
sure
that
our
employees
had
used
proper
precautions
and,
if
not
in
the
beginning,
sometimes
we
pull
them
for
their
own
safety
just
to
make
sure
they
didn't
convert.
But
but
you
know,
as
vaccine
became
available
and
different
things,
we
were
able
to
relax
a
little
bit
from
that,
but
we
also
we
gave
we
hired.
K
We
had
we
had
a
full-time
nurse
as
well
as
our
our
medical
director
and
to
to
help
monitor
our
own
persons.
Here
we
had
testing
available
testing
on
demand,
PCR
testing
we
could
follow
up,
we
would
hand
deliver.
We
would
check
check
on
our
members
at
home.
If
need
be,
we
always
try
to
show
them
that
support
now,
with
some
of
the
other
stresses
that
come
out
of
that
we've
We've
increased
the
size
of
our
peer
support
team.
K
K
We
transferred
into
that
unit,
so
we
had
been
a
coverage
on
all
of
our
shifts
and
we
we
did
a
bit
of
a
tele
medicine
during
that
with
our
own
members,
who
could
then
call
in-
and
that
was
pretty
successful
to
the
point
where
some
people
actually
like
that
the
convenience
of
doing
that
rather
than
making
appointments.
So
we
we
really
redoubled
our
efforts
in
that
area.
We've
also
tried
to
work
on
the
the
physical
wellness
as
well,
which
kind
of
goes
hand
in
hand
with
it.
K
K
D
D
Chief
I
highlighted
in
my
openings
statement,
and
if,
if
you
want
to
talk
about
it
tomorrow,
we
can
or
offline,
but
just
wanted
to
ask
you:
are
we
prepared
if
there
was
an
emergency?
Are
we
able
to
effectively
evacuate
people,
persons
with
disabilities
residents
and
living
in
public
housing?
Do
we
have
a
a
plan
to
get
people
safely
from
their
homes
to
to
a
safer
location
if
any
type
of
disaster
or
emergency
occurred.
J
J
That's
going
to
be
most
effective
to
to
to
really
speak
to
the
reality
that
we
have
now
and
we
just
included
those
tabletop
exercises
in
late
May
last
week
and
we
are
going
to
be
moving
into
those
conversations
over
the
summer
to
help
strengthen
that
plan.
So
we
do
have
a
plan,
but
we're
admittedly
working
to
strengthen
that
because
we
want
it
to
be
the
most
effective
and
I
do
look
forward
to
that
being
part
of
our
Presentation
tomorrow,
Mr
President.
E
Thank
you,
madam
chair,
and
thank
you
again
to
the
Chiefs,
for
your
presentation
on.
My
first
question
is:
is
for
shoe
Chief
Benford
regarding
the
new
arrivals
I'm,
talking
about
the
work
that
your
office
has
done,
hoping
if
you
could
expand
a
little
bit
more
on
how
your
office
is
interacting
with
on
your
arrivals,
how
you're
helping
to
prepare
the
city
and
potentially,
what
resources
can
we
be
activating
that
we're
not
activating?
J
It
allowed
us
to
develop
a
contingency,
Sheltering
and
response
option
if,
by
chance
the
state
had
reached
capacity
and
we
had
to
house
these
individuals
I
want
to
preface
and
underscore
receiving
and
treat
these
individuals
in
a
dignified
way.
So
that
plan
is
extremely
critical.
We
all
recognize
and
again
I
know
that
you've
been
on
countless
calls
with
the
lieutenant
governor
and
otherwise,
and
really
calling
and
advocating
for
the
state
to
step
up
in
a
more
substantial
way.
J
As
you
know,
the
state
you
know,
State
Statute
requires
you
know
and
says
that
we
are
a
right
to
shelter.
State
and
we
need
the
state
to
be
more
proactive
in
that
space
and,
while
frustrating
on
the
front
end
I
think
with
the
advocacy
of
the
mayor,
the
administration,
you
and
others
I
think
the
state
has
substantively
stepped
forward.
What
we
have
a
long
way
to
go.
I
do
believe
that
we
have
a
system
that
is
working
now.
J
That
includes
not
just
OEM
but
includes
the
you
know,
BND
and
and
housing
stability.
It
includes
Neighborhood
Services
in
the
coast
of
other
providers
within
the
city
to
deliver
those
Services.
What
I
can
share
is
is
so
that
we
better
understood
how
it
was
that
we
were
going
to
craft
plans
and
really
help
to
be
informed
to
live
experience.
J
I
responded
to
one
of
the
hotels
when,
when
they
were
moving
families
from
BMC
over
to
Revere
and
I
will
tell
you
I've
seen
a
lot
of
things
over
my
career.
It
was
extremely
heartening
to
watch.
Individuals
show
up
and
Ubers
have
to
walking
in
some
instances
across
countries
and
arriving
in
a
new
country,
not
speaking
the
language,
not
knowing
where
to
go.
In
the
example
that
I
point
to
which
really
underscores.
J
Why
we
have
to
do
better
and
very
proud
of
the
work
being
led
by
yusufi
and
others
in
this
space,
where
we
have
individuals
that
hold
up
just
like
you
and
I,
would
on
vacation,
get
out
of
the
vehicle
and
walked
up
to
the
front
test,
not
speaking
in
language,
they
had
nowhere
to
go,
didn't
know
what
to
do
and
we
immediately
stepped
in
to
help
them
I
carried
bags
with
my
physical
hands.
I
I
got
them
sandwiches,
I
communicated.
J
You
know,
while
working
with
language
access
and
John
Romano
in
Council
around
excuse
me
Chief,
malloy's
team,
and
really
looking
to
humanize
and
dignify
parents
with
children
in
a
way
that
tried
to
return
some
of
that
dignity,
while
in
the
moment
and
assist
in
those
families.
So
I
think
that
we
have
a
plan
in
the
city
that
has
been
working,
but
it
is
stressed
it
is.
It
is
at
the
limits.
We
can
certainly
use
the
continued
advocacy
of
your
office
as
well
as
the
other
counselors
in
a
unified
way.
J
We
have
heard
from
others.
You
know
in
other
parts
of
the
country
parts
of
the
government,
particularly
the
federal
government
and
they're,
really
looking
for
us
to
speak
in
alignment
right.
We
don't
want
to
have
one
entity
of
government
speaking
One
Direction
and
we're
going
the
other
other
direction
while
we're
trying
to
recurve
critical
resources
to
support
our
mission.
It
is
certainly
beyond
the
capacity
of
the
city.
J
We
know
that
we
need
to
have
Partnerships
with
all
all
forms
of
government,
as
well
as
our
NGO
Partners,
to
help
us
work
through
it
specifically
for
OEM.
We
do
have
that
plan.
We're
ready
to
stand,
stand
up
to
shelter
if
we
have
to
it
is
a
last
option.
Shelters
are
very
difficult
and
very
challenging
for
any
family
to
have
to
reside
in.
So
we're
always
looking
to
identify
ways
that
are
the
more
our
family
are
familiar
in
nature,
so
that
these
individuals
can
work
through
this
transition
again
in
a
dignified
way.
E
Okay,
that's
incredible!
Thank
you
Chief
you!
You
did
mention
that
right
now
the
system
seems
stressed
is
stressed
and
I
understand
that
as
well
I'm
wondering
if,
like
if
from
your
Vantage
Point
on
these
weekly,
calls
from
what
you
see
when
you're
responding
to
those
who
are
showing
up
at
hospitals
getting
transitioning
to
hotels,
there's
a
there's.
You
know
the
state
that
has
a
responsibility
has
a
right
to
shelter
state
to
ensure
that
our
families
have
shelter
at
night.
Well,
there
are
gaps
that
exist,
I'm
wondering
if
you're
singing
like.
E
J
Yeah
I
think
that
that
the
big
areas-
and
this
is
really
Chief
Dylan
and
her
team
leading
this
space.
But
the
big
area
that
we
have
had
issues
with
is
a
capacity
B,
an
appropriate
intake
system
and
then
C,
ensuring
that
we
have
the
appropriate
support
systems
and
around
meals
around
medical
treatment
to
be
able
to
support
these
families.
We
have
seen
we've
seen
City
resources
that
have
gone
outside
the
city
to
support
in
this
space.
So
those
are
those
big.
J
Those
big
gapping
areas
is
really
around
capacity.
We're
meeting
the
need
with
food
and
nourishment,
but
it
is
a
stress
when
we
have
limited
City
resources
that
are
really
stepping
into
that
State's
State
space
to
support
them,
where,
in
some
instances,
they've
gone
as
far
away
as
fun
to
be
able
to
support
these
families
out.
E
There
or
New
Bedford,
or
even
the
Fall
River
we're
seeing
people
go
far.
I
asked
this
question
because
I've
been
me
in
my
office
since
we've
been
working
a
lot
in
the
space
I've
been
thinking
like
what
is
the
best
Way
Forward
Thinking
about
whether
it's
an
office
or
an
FTE,
a
position.
That's
created,
that's
devoted
to
resettlement,
to
helping
those
we're
coming
here,
because
there
is
a
capacity
issue.
J
Yes,
the
answer
is
yes,
and
we
have
started
to
have
that
conversation,
because
what
we
know
right
is
is
we
have.
We
all
have
other
primary
duties,
but
again
exactly
plans,
we're
going
to
do
the
right
thing,
but
over
time
will
we
know
this
is
sustained
and
it's
going
to
be
with
us
for
a
while.
We
don't
know
what
that
ultimate
capacity
is
going
to
look
like,
but
nonetheless
it's
requiring
direct
attention
now,
which
is
drawing
away
from
those
other
areas
that
we
should
be
focusing
in.
J
So
we
have
pivoted
in
the
last
two
weeks
with
laser
focus
on,
particularly
as
we
work
through
this
budget
process
and
it's
really
being
led
through
the
mayor's
office
that
the
Deputy
Chief
of
Staff
on
what
does
a
staffing
request?
Look
like
how
do
we
identify
resources
that
account
for
individual
or
individuals
that
can
keep
a
broad
sight
picture
and
engage
the
conversation
one
and
then
two
someone
to
help
organize
what
our
response
and
what
our
role
is.
So
I
can
say
that
we
are
having
those
conversations
great.
E
Right,
thank
you
and
like
I,
see
Andrew
on
here.
I
want
to
give
a
credit
to
your
staff
and
the
work
that
they've
been
doing
truthfully,
I'm,
not
sure.
If
EMS
we
haven't
connected
on
this
issue,
not
not
sure
if
EMS
has
has,
that
would
love
to
have
some
insight
from
you
and
then
just
I,
just
a
follow-up.
Well
related.
E
We
talked
about
emergency
relief
services
for
families
dealing
with
disasters
and
fires,
thinking
about
what
the
role
is
for
OEM
and
there
in
a
more
proactive
way,
but
she
fully
wanted
to
again
extend
my
thanks
and
grace
to
you.
Follow
with
the
true
dude,
not
sure
how
you
or
EMS
is
interacting
with
new
arrivals,
but
wanted
to
give
you
the
opportunity.
K
Definitely
Council
yes
well!
Well.
Sometimes
we
may
not
even
realize
right.
Somebody's
I
know
arrival
into
the
point
where
we're
you
know
where
we're
called
to
somewhere
and
we
make
he
to
me
shows
up
at
some
station
or
somewhere
else,
but
but
on
the
other
hand,
we
we
have
done
some
Preparatory
work
with
the
city
and
for
when
they
anticipated
a
couple
of
times
that
they
may
get
a
an
influx
greater
than
resources.
K
They
have
available
like
like
right
now,
a
lot
of
as
Chief
benefit
with
could
explain
a
lot
of
people
wind
up
at
BMC
and
they
wind
up
in
a
waiting
rooms.
What
have
you
and
that
was
kind
of
what's
going
on
over
the
winter,
but
when
particularly
when
the
of
what
was
it
when
that
thing
was
expiring
down
the
border
and
there
were
out
of
42..
Thank
you
when
they
were
starting
to
anticipate
more
war
and
that
more
people
were
were
arriving
here.
Some
contingencies
were
going
to
be
like.
K
K
We've
certainly
done
that
when
there's
been
lodged
fires
in
areas
or
if
there's
been
maybe
threats
of
a
chemical
spill
or
something
released
in
a
in
a
neighborhood
where
we
as
part
of
our
special
operations,
we
helped
to
set
up
medically
staff,
shelter,
I
can't
even
remember
going
back
years
ago
in
the
90s,
when
we
had
a
floods
with
in
the
Archdale
development,
Housing
Development,
they
set
up
a
gymnasium
over
there.
We
kept
some
Personnel
on
C
to
help
with
a
few
different
things.
K
You
know
in
a
case
like
that,
too,
we
try
to
look
on
our
roster
to
see
what
one
person
that
we
have
worked
and
then
to
see
what
language
capabilities
we
have.
For
example,
we
have
somebody
who
speaks
patient
Creole,
yes,
I.
We
have
Spanish
speakers.
If
we
have
somebody
that
we
can
either
you
know
reassign
or
whatever
to
use
for
that.
K
We
can
initiate
the
treatment,
get
them
to
the
hospital
and
try
to
and
try
to
help
get
the
that
follow-up
care
that
they
need.
So
it's
we
are
baked
into
that
plan
and
we
actually
he
had
it
on
the
Shelf.
We
thought
we
might
have
to
put
it
into
effect
just
a
couple
weekends
ago,
but
it
it
didn't
happen,
but
we
were
all
yusufi
at
us
all,
sort
of
standing
by
waiting
for
it.
E
We
talked
about
this
a
bit
earlier,
but
like
the
the
role
that
the
city
can
play,
also
like
maybe
having
an
employee
working
with
Private
Industry
that
wants
to
help
support
our
families,
who
are
experience
experiencing
disasters
or
any
sort
of
Insider
perspective
that
you
have
from
OEM
I
know
we
have
a
hearing
about
relief
services
about
how
we
can
help
our
residents
individually
after
they
experience
a
disaster.
If
there
are
ways
that
you
think
that
we
could
increase
the
material
support
that
we're
able
to
offer.
J
They
are
a
consistent
partner
of
the
fire
department
and
their
initial
response
up
to
a
certain
threshold
and
the
number
of
victims
to
shoot
the
fire
as
the
example
they
are
able
to
support,
and
then
beyond
that,
we
typically
will
tap
into
American
red
the
Red
Cross.
They
have
been
a
tremendous
partner
and
have
answered
the
call
each
and
every
time
one
of
the
Gap
areas
that
we've
identified
in
the
admission
it
it.
It
specifically
deals
with
natural
disaster
and
Phi
accounts
as
one
but
very
interesting.
J
A
a
water
line
breaking
a
and
a
building
which
results
in
water
damage
at
the
units
below
it
doesn't
necessarily
qualify
in
that
space
under
the
emission.
So
we
have
seen
great
areas
there.
We
have
talked-
and
we
did
do
a
tabletop
exercise
here
at
the
EOC
to
have
and
to
talk
about
those
different
realities
that
we're
dealing
with.
What
we
know
is
is
we've
seen
it
over.
In
Austin
we
had
a
one-inch
water
main
break
water
line
that
broke
about
two
years
ago.
J
It
subsequently
took
a
you
know
about
100
units
offline
from
one
from
a
one
inch
line.
The
American
Red
Cross
because
of
our
relationships
did
respond
and
did
assist,
although
it
was
outside
of
their
traditional
response
area.
So
we
did
have
to
rely
on
city
services
to
support
primarily
in
that
space
because
it
was
outside
the
admission
mandate,
so
we
were
able
to
bring
in
ons
as
well
as
other
City
Partners,
to
meet
the
moment
again
and
be
able
to
support
those
families
in
that
time.
But
we
have
ran
that
tabletop.
J
J
Our
support,
so
I
think
that
there
was
a
broad
basic
acknowledgment
that
maybe
there
are
opportunities
where
we
can
again
leverage
their
resources
to
help
further
support
those
impacted
and
affected
by
it,
because
it
is
it's
a
gigantic
gray
area
they
do
come
out.
They
do
the
response.
I
don't
want
to
speak
for
them,
but
we
can
do
better
and
I
will
acknowledge
that
they
have
agreed
to
come
to
the
table.
We
hope
to
have
that
follow-up
this
week.
B
B
L
L
The
community
center's
still
ticking
over
there,
but
I
think
its
time
is
limited.
Do
we
have
I
think
the
biggest
challenge?
Is
heat
emergencies
not
so
much
cold?
But
heat
is
definitely
an
issue
and
do
we
have
a
another?
Do
we
have
a
plan
for
setting
up
an
emergency
center,
a
FEMA,
Emergency
Center
in
another
location
when
the
community
center
closes.
L
That's
one
question
and
then
there's
a
question
for
chief
holy
about
Advanced
life
support:
ambulances:
are
we
still
reliant
on
on
them
coming
from
Beth
Israel?
Is
that
the
nearest
Advanced
life
support
ambulance
and
how
many?
How
many
trucks
do
we
have?
You
know
located
in
in
Austin
Brighton,
and
what
sort
of
demand
is
there
for
those
services
in?
In
relation
to
the
number
of
calls
that
you
respond
to
I
Know
Chief
holy?
L
The
other
issue
is
that
the
present
location
you
have
in
North
Austin
is
going
to
be
developed
and
we're
you're
going
to
go
to
a
temporary
location
in
the
meantime,
so
I'm
thinking,
we
need
to
get
our
heads
together
as
a
City
and
think
about
you
know
thinking
about
co-locating,
a
new
Emergency
Services
Center
in
North
Austin
Brighton.
That's
where
all
the
development
is
happening.
L
We
have
a
population
of
80
000
right
now
and
we
will
probably
hit
95
000
in
the
next
10
years,
so
I'm
just
thinking
we
rather
than
trying
to
do
this
retrofit
these
things
afterwards,
when,
when
it's
when
it's
all
built
out,
we
need
to
be
really
ProActive,
at
least
at
least
making
a
plan
to
to
get
this.
Get
this
conversation
rolling.
So
those
were
the
those
are
the
three
big
issues
really
just
response
times.
L
K
K
We
currently
have
five
scheduled
on
days
evenings
and
ALS
trucks,
and
we
certainly
thank
you-
would
could
be
looking
at
expanding
the
number
of
of
the
advanced
life
support
units
across
the
city
as
well
as
far
as
the
BLS,
the
coverage
that
we
haven't
right
right
now
we
utilizing
two
ambulances,
email
and
stuff
14,
almost
9
emails,
14
is
24
hours.
You
know
it's.
Nine
is
a
16
hours.
K
K
We
obviously
that's
not
taking
into
account
what
we
hope
to
gain
with
this
recruiting
and
putting
a
couple
of
classes
on
between
now
and
this
time
next
year.
Hopefully,
we'll
be
able
to
make
a
stop
to
close
that
Gap,
the
more
crews
we
were
able
to
put
on
and
schedule
regular,
then
the
the
better
chance
that
we
can
either
either
create
and
deploy
more
Alice
trucks,
but
also
more
District
trucks
to
cover
different
parts
of
the
city.
K
That
was
to
construct
the
two
Bay
facility
for
us
on
their
campus
there
by,
but
I,
haven't
seen
the
construction
starting
or
anything
so
kind
of
waiting
to
hear
back
on
that
Hobbit
has
given
us
noticed
that
they
do
plan
to
raise
and
rebuild
the
building
that
we're
currently
renting
from
them
over
on
off
Western
Avenue
for
the
two
ambulances
that
we
do
have
in
in
Brighton.
Although
they've
told
us
that
they
are.
K
K
Lady
that'll
go
through
that
with
pvda
as
well
I'll,
let
you
know
well,
obviously,
when
that
meeting
is
going
to
take
place,
but
at
the
coffee
hour
last
week
a
few
representatives
from
them
made
made
sure
to
come
up
to.
Let
us
know
that
one
of
them
said
and
did
very
agree
counselor
that
they
said
if
you
asked
Bob
the
people
in
Austin
and
Brighton
hey.
Where
do
your
analysis
come
from?
They
probably
couldn't
answer
it.
K
You
know
we
had
one
particularly
one
day
on
Sunday,
but
Saturday
was
busiest
because
that
was
they
had
I,
think
47
000
tickets
sold
for
that
day
between
it
all,
but
the
three-day
Festival
there,
because
we
did
a
press
upon
the
organizers
and
them
over
there
that
we
had
to
have
a
presence
over
there.
We
had
full
medical
stations
set
up.
We
had
two
two
of
our
positions
with
us
over
there,
so
we
could
do
more
treatment
release
for
the
sites.
A
couple
of
ambulances
cots,
we
did.
K
We,
we
recorded
591
patient,
encounters
anything
from
Band-Aids
to
heat,
Strokes
to
allergic
reactions,
and
we
transported
21
people
to
the
hospital
now
and
we
did
that
almost
almost
solving
without
impacting
out
of
the
any
units
from
Brighton
on
there
was
one
or
two
days
when
I
got
real
busy,
we
had
to
pull.
We
had
to
make
a
request
for
89
or
14
to
come
in
to
help
us,
but
for
the
most
part
we
did
that
with
the
detail
units
on
scene.
K
So
we
that
that's
one
thing
we
really
try
to
do
is
when
events
are
happening
in
Brighton,
but
well
anywhere.
In
the
city,
we
really
try
to
hope
that
you
know
when
I,
when
I'm
trying
to
fill
details,
because
people
want
to
work
details,
they
want
detailed
pay.
We
try
to
do
it
so
we're
not
pulling
him
else's
out
of
neighborhoods
to
come
into
your
off-road
race.
K
You
got
Festival,
you
know
whatever
you
are
sponsoring,
and
so
that
was
that
was
pretty
successful
from
big
crowd
to
be
able
to
to
do
that
so
I
I
just
want
to
let
you
know
that,
and
they
listened
to
us
a
couple
years
ago.
They
tried
to
cut
down
the
size
of
our
detail
over
there
and
we
told
her
that
it
was
a
recipe
for
disaster
and
yeah
thanks.
Fortunately,
they
listen
to
us
good
and
for
same
way.
Okay,
I'm
sorry
go
ahead.
J
F
Have
before
thank
you,
madam
chair
and
I,
will
try
to
be
very
fast
with
my
questioning,
because
I
do
have
a
lot
and
I'll
just
ask
respectfully
that
folks,
with
their
answers,
can
be
quick
as
well.
But
I
do
just
want
to
thank
the
brave
men
and
women
of
EMS
during
the
pandemic.
They
served
thousands
of
folks
with
compassion
and
kindness,
one
of
them
being
my
mother
Nina
during
the
early
days
of
the
pandemic,
who
were
marked
that
the
ambulance
staff
was
very
reassuring
during
one
of
the
scariest
moments
of
her
life.
F
So
I
just
want
to
say
thank
you
again
and
I
will
always
keep
saying.
Thank
you
for
that,
because
it
was
really
scary.
So
I
will
start
with
a
semi-capital
question.
First,
regarding
the
needs
of
my
district
easty
was
pleased
to
obtain
the
second
Bay
in
the
airport
to
solely
serve
massport,
and
this
helped
with
response
times
in
all
of
East
Boston,
which
is
great
and
chief.
You
mentioned
Charlestown
earlier,
and
you
and
I
had
a
brief
conversation
at
the
coffee
hour
about
the
facility
needs
for
Charlestown.
K
Afternoon,
councilor
yes
happy
to
well
first
for
the
Far
East
Boston.
No,
we
were
we
weren't
desperate
to
add
that
second
email,
it's
over
there
a
couple
years
ago
and
the
biggest
problem
we
had
was.
We
didn't
have
another
garage
over
in
Easton.
There
had
been
a
plan
that
and
I
had
seen
this
going
back
to
the
late
90s
to
site
an
email,
Spade
East,
Eagle
Square
over
where
the
new
police
station
was
going
in
that
a
public
work
facility.
K
I
know
because
of
you
know
the
pressure
to
get
the
EBT
out
of
their
old
station
that
the
their
their
needs
took
up
the
priority,
so
I'm
still
not
I,
haven't
heard
much
of
an
update
on
on
on
that
development.
On
the
on
the
by
the
city
massport,
you
know
agreed
to
help
out
with
the
city.
They
constructed
that
second
day
for
us
over
in
East
Boston
on
Prescott
Street,
and
it
is
for
the
city.
K
What
we
try
to
do
is
like
we
know
we
try
not
to
let
two
emails
to
sit
the
same
way.
We
try
to
get
one
down
towards
either
Central,
Square
or
somewhere
else
or
go
by
the
heights
depending
what
what
what
traffic
and
conditions
are,
so
that
we
have
some
coverage
across
East
Boston
on
the
the
Charlestown
situation.
K
Currently
we
have
a
a
single
ambient
on
Samos
15
24
hours,
that's
located
in
Sullivan
Square
in
a
building
that
was
a
temporary
structure
that
was
built
for
the
central
Lottery
North
project,
which
predates
the
Ted
Williams
predates
I-93
thought
it
was
designed
to
maybe
last
10
years,
I
think
it's
probably
as
30
years
on
it.
Now
it's
a
single
Bank,
the
there's
been
a
lot
of
pressure
to
develop
Sullivan
Square
and
it's
a
private
developer
that
wants
to
build
on
a
land
that
was
owned
by
bbda
and
I.
F
And
just
just
just
to
chime
in
I
and
I
appreciate
your
answer.
There
was
there
was
an
incident
recently
in
Charlestown
where
an
elderly
woman
was
in
need
of
assistance
following
a
medical
emergency
and
Boston
fire
around
arrived,
15
minutes
after,
but
EMS
arrived
about
an
hour
after
they
were
dispatched,
and
this
you
know
they
were
coming
from
a
different
neighborhood
because
they
were
occupied
with
a
different
call
and
so
I
just
think
that
this
incident
highlights
the
necessity
and
similar
to
councilor
Braden's
question.
F
Just
assessing
what
the
holistic
planning
looks
like
as
the
city
grows.
Mayor
Wu
is
calling
for
all
of
us
to
reach
our
Peak
population
back
up
to
800
000,
and
so
that
means
that
we
have
to
grow
by
150
000
and
my
district
in
particular,
with
Suffolk,
Downs
and
and
all
of
the
development
that's
occurring
in
in
Sullivan.
Square
I
tried
to
take
notes
during
a
presentation
and
I'm
sorry
that
I'm
missed
the
the
first
slide
talking
about
Personnel.
F
K
K
Us
to
increase
by
20
our
total
FD
count.
You
know,
unfortunately,
we
with
some
of
the
retirements
and
some
of
the
folks
who
brought
with
a
good
nursing
or
PA,
or
we
had
some
folks
that
left
to
go
to
Suburban
fire
departments
where
they
liked
the
idea
of
working
eight
24-hour
shifts
in
a
month.
You
know
that's
kind
of
hard
to
to
do
in
an
urban
EMS
system,
but
so
we
lost
some
bodies
trying
to
play
catch-up
on
that.
K
Like
I
said
we're
down
about
48
right
now,
which
would
include
which
would
be
inclusive
of
the
the
20
that
you
gave
us
this
year.
I
think
had
we
filled
all
those
this
past
year,
I
think
I
would
have
been
in
a
better
position
to
to
make
the
pitch
for
even
more
than
additional
five
a
uniform
this
year.
K
I
think
we're
gonna
try
to
demonstrate
is
that
that
we
can
close,
that
Gap
bring
on
these
Personnel,
so
we
can
put
extra
extra
units
on
even
if
right
now,
if
there's
own
impact
trucks
like
to
bring
an
extra
truck
on
that,
could
help
cover
an
extra
truck
for
Charlestown,
an
extra
truck
even
expand
East
Boston
to
like
24th
of
a
second
truck
the
same
ways
for
Brighton
West
Roxbury
and
has
been
Paul.
Lane
has
been
picking
up
there
after
that.
K
That
used
to
average
11
calls
on
a
24-hour
period
10
years
ago.
But
now
that's
you
know
above
doubled.
So
as
far
as
the
metrics
go,
we
look
like
we're
we're
getting
the
calls.
It's
somewhat
clustered
around
transportation
areas.
The
summer,
for
example
like
in
you
know
downtown.
Sometimes
what
other
calls
is
you
get
more
high-rises
the
response
times
vertical
they're
not
just
going
to
single
families
like
they
could
be
in
Hyde,
Park
or
or
multi-family.
K
Another
thing
that
does
impact
us,
though,
and
is,
is
where
the
hospitals
are,
because
if
you
are
transporting
patients
from
East,
Boston
or
Charlestown,
there's
no
hospital
to
either
one
of
those
locations,
so
you're
you're
either
going
Mass
General
the
tops,
EMC
you've
gone
long,
long,
wood
and
in
some
cases
hey
if
the
person's
a
veteran
and
they
you
know
they're,
not
they're
stable
enough,
then
God
bless
them.
We're
going
to
take
them
out
to
West
Rocks
VA,
because
they're
entitled
to
go
there.
So
our
thing,
then,
is
the
travel
time
back.
K
So
what
we
need
to
do
is
keep
keep
adding
out.
We,
we
call
themsel
on
impact
trucks,
so
they
can
help
fill
in.
We
did
this.
We
did
that
a
few
years
ago,
so
that
when
some
of
these
other
trucks
downtown
or
another
or
an
outlying
areas
get
busy,
we
can
shift
resources
around
because
sometimes
it's
kind
of
hard
to
predict
whether
next
call
is
going
to
be,
but
we're
going
to
do
some
of
that
modeling.
K
We
have
folks
from
MIT
that
have
been
pretty
good
to
help
us
with
studies
like
that,
and
we
would
love
to
be
able
to
hand
over
a
plan
for
like
where
we
see
Boston
in
2030,
where
we
see
our
needs
coming
forward.
You
know,
mih
will
help
shift
some
of
the
transports
off
to
hospitals
if
we're
able
to
get
them
somewhere
else,
but
it's
still
going
to
revolve,
but
we're
still
going
to
need
our
human
beings.
K
F
From
what
I'm
hearing
just
when
it
comes
to
the
Personnel
is
that
we
are
struggling
to
to
find
to
retain
folks
and
and
recruit
folks,
which
is
a
consistent
theme
across
all
these
budget
hearings.
So
I
appreciate
that
and
I
appreciate
your
answer
and
counselor
Fernandez
Anderson.
How
am
I
doing
with
time.
G
Okay,
so
she
just
wanna,
as
you
recall,
and
let
efforts
on
the
council
with
four
years
ago,
which
I
would
have
thought
that
would
have
solved.
It
seems
like
maybe
a
burnout
factor
that
we're
experiencing
with
some
of
the
public
safety
departments,
as
well
as
our
911
operators,
because
what
is
moving
forward
to
Niche
that
very
well
trained
and
experienced
one
of
the
best
in
the
country.
Ems
divisions,
as
well
as
our
hold
on
to
as
well,
and
then
want
to
make
sure.
G
We
were
talking
about
attrition.
Initially,
we
talked
about
between
the
best
we
can
not
just
with
our
EMTs
EMS,
but
also
our
911
operators
want
to
see
what's
being
done
on
that
front,
given
that
group
four
for
our
EMS,
that
would
solve
it,
but
it
seems
like
there
may
be
a
burnout
Factor
and
then
also
want
to
talk
about
the
response
times.
What
are
our
response
times
now?
G
I
had
concerns
as
a
pre-prandemic
with
traffic
levels
and
our
increase
in
population,
as
well
as
the
traffic
around
the
city
slowing
our
times
down,
then
the
pandemic
hits
that
did
not
seem
to
be
a
problem.
How
are
we
starting
to
see
an
uptick
now,
as
things
are
starting
to
get
back
to
normal
in
our
our
response
time
suffering
at
all,
and
if
so,
what
can
we
do
to
increase
those
numbers?
So
thank
you.
Chief.
K
No
thank
you,
Council
I
was,
but
I
was
able
to
get
most
of
it,
but
thanks
for
clearing
up
the
thing
at
the
end
there,
let
me
see
the
first
one
on
the
yeah.
No,
certainly
the
group
before
I
did
help,
because
we
have
a
lot
of
people
are
actually
making
it
to
the
32
something
years
that
that's
part
of
it
knows
where
he
was
in
some.
You
know
long-standing
veterans,
but.
K
K
You
know,
mandating
them
up
to
two
times
a
month
to
stay
Beyond
this
year
and
do
another
shift
and
I
think
if
they
see
that
we
this
some
light
at
the
end
of
the
tunnel
that
we
are
going
to
help
in
that
may
also
help
us
to
retain
some
people.
Certainly
the
hopefully,
the
the
latest
Collective
bargaining
thing
will
also
address
some
of
the
other
things
there,
with
longevity
and
Investments
and
and
site.
K
I
think
you
know
we're
gonna
we're
gonna
be
working
on
it.
We're
trying
to
even
make
EMTs
in
this
city,
but
we're
not
going
to
wait
for
them
to
come.
You
know
to
apply
to
us
as
far
as
the
response
times.
Yes,
I
call
volumes
going
up
turnaround
times
and
hospitals
gone
up
a
little
bit
too
because
of
the
impact
that
all
of
this
has
had
in
the
hospitals.
They're
all
I,
wouldn't
say:
they're
all
swamped
every
day,
but
pretty
close
to
it.
K
Just
looking
at
a
lot
of
stories
about
hospitals
having
extended
people
having
Extended
Stays
in
emergency
rooms,
people
waiting,
12,
24
36
hours
for
beds
upstairs,
so
you
get
people
boarding
at
emergency
rooms
and
it's
yeah.
There
is
a
little
bit
of
a
crisis
and
and
emergency
Health
Care.
Certainly
it's
not
as
bad
here
as
there's,
nothing
to
us,
the
country
that
I
hear
about
that
I
read
about.
But
you
know
we
don't
want
to
wait
for
it
to
get
to
that.
K
So
we
are
trying
to
see
we
can
do
to
improve
it
traffic
and
which
is
returned
right
because
everyone's
back
to
work
and
back
out
those
are
all
factors
as
well
too.
But
what
we
try
to
do
is
really
prioritize
the
the
person's
most
address.
The
sickest
person
is
the
highest
priority,
call
against
the
resource,
first,
the
and
then
the
next
level,
and
then
the
next
level,
but
also
for
the
higher
priority
and
even
for
the
medium
priority.
K
H
Thank
you,
counselor
Anderson
and
thank
you
to
the
administration
have
been
listening
in
and
really
do
appreciate.
The
questions
that
my
colleagues
have
asked,
many
of
which
was
on
my
two
dues,
but
appreciate
the
responses.
I
would
just
because
I
want
to
be
super.
Mindful
of
time
would
like
to
lean
in
on
two
very
specific
issues
that
I
always
bring
up
in
every
other
hearings.
H
That
I've
been
is
really
looking
at
your
diversity,
Chief
holy
in
particular,
in
terms
of
like
kind
of
what
what
what
success
looks
like
for
you
I
know
that
you
have
over
the
last
few
years.
I've
done
an
amazing
job
at
increasing
the
the
leadership
of
color
in
within
the
ranks,
but
I'm
just
curious
kind
of
like
what.
How
are
we
continuing
to
to
move
that
along?
H
And
what
can
we
do
on
the
council
to
help
support
you
in
that
effort
and
then,
in
regards
to
Emergency
Management
I'm,
really
curious
about
the
work
that
Mutual
Aid
groups
have
done
in
terms
of
we
see
those
Mutual
Aid
groups
as
just
as
separate,
but
in
many
cities,
Mutual
Aid
groups
are
part
of
the
Emergency
Management
response
and
do
play
a
role
in
supporting
the
relief
efforts,
and
it's
not
just
shelter.
It's
also.
It's.
It
involves
shelter.
It
involves
dealing
with
crisis,
so
I'm
just
curious
about.
H
Better
align
ourselves
with
with
some
of
the
efforts
that
they
are
still
doing,
post
covet
in
terms
of
supporting
people
who
are
in
crisis.
Looking
at
the
new
recent
arrivals
in
the
role
that
Mutual
Aid
groups
are
playing
in
connecting
people
to
services,
so
just
curious
about
what
your
vision
is
for
a
more
meaningful
engagement
with
mutual
Aid
groups
that
are
on
the
ground,
oftentimes
the
front
line
workers,
many
of
which
who
are
doing
this
on
a
volunteer
basis.
H
J
H
It's
a
combination,
some
are
already
established,
nonprofits
some
are
volunteer
groups
that
are
operating
very
loosely
without
real
formal
leadership,
but
oftentimes
our
you
know,
crowdsourcing
their
Network
to
help
respond
and
to
provide
shelter
or
cover
or
whatever
crisis
management,
but-
and
you
may
think
that
this
might
be
something
that
goes
under
housing.
But
I
am
curious,
as
we
start
looking
at
recent
arrivals
and
the
role
that
we
play
from
an
emergency
standpoint.
J
J
I
think
you're
right,
we've
seen
a
number
of
different
organizations
of
different
Services
that
have
availed
themselves
to
help
in
this
space.
I
do
think
that
on
the
city
standpoint,
identifying
staff
that
specifically
charge
to
sort
of
over
really
manage
the
response
is
the
appropriate
next
steps
for
Emergency
Management
we're
going
to
step
coordinate.
J
However,
we
can
certainly
help
with
drafting
a
plan
with
those
respective
stakehold
the
plan,
but
I
do
think
we
have
to
do
it
in
the
methodical
and
intentional
way
to
ensure
that
we're
vetting
groups
and
ensuring
that
they're
meeting
the
needs
of
the
families
that
are
coming
in
so
I
do.
Look
at
and
I
have
advocated
station
where
we
talked
about
staff
so
that
we
could
have
someone
that
specifically
comes
in
and
to
set
my
zone.
So
we
understand
policy
understand
range
of
services,
our
best
to
embed
them
into
the
plan.
J
So
OEM
would
sort
of
help,
assist
and
manage
the
clan,
but
there
were
there
would
be
other
individuals
that
would
step
in
and
assist
with,
how
we
vet
and
how
we
partner
with
others.
There
is
several
groups,
and
the
name
eludes
me,
but
they're
well
known
a
Haitian
doctor
female
doctor
that
does
tremendous
work
in
this
space
by
extremely
well
informed.
J
I
know
that
she
is
highly
consulted
and
I
Envision,
that
you
are
thinking
and
talking
about
groups
like
birds
God,
and
they
need
to
be
part
of
it,
so
that
and
best
understand,
Little
Things
like
culturally
appropriate
food,
the
respective
individuals
that
are
coming
in.
How
do
we
make
sure
that
we're
engaging
and
supporting
them
in
a
way
that
they
use
to
use
way
that
is
sensitive
for
them?
So
I
think
that
there
is
a
role.
H
Thank
you
thank
you
and
I
want
to
be
super
mindful
of
time
Chief
holy
I'll.
Just
if
you
could
just
talk
to
me
a
little
bit
about
the
Recruitment
and
Retention,
and
efforts
to
continue
to
build
the
pipeline
for
people
of
color
to
move
up
the
ranks
and
I'm
sorry
I'm,
not
on
camera.
I
just
have
allergies
and
I'm
just
sneezing
away
here
and
I.
Just
don't
want
to
disrupt
you,
be
your
vision.
Thank
you.
K
K
The
last
couple
years
getting
more
and
more
Native
Cape
Verdian
Creole
speakers
who
come
on
to
work
for
the
cmts,
who
then
maybe
attract
be
that
family
or
friends
or
somebody
else
to
come
in
to
fall,
then
same
as
whether
it's
a
a
lot
of
the
native
Spanish
speakers
that
we
have
who
before
it
was
mostly
in
Puerto
Rico.
But
now
we
see
a
lot
of
people
from
Central
America,
South
America,
now
started
to
on
some
of
the
applications
in
those
some
of
our
classes.
K
We've
had
certainly
success
from
the
the
Haitian
arm
as
well
too,
as
we
bring
people
in
then.
All
of
our
promotions
then
are
using
interim.
So
we
we
didn't
promote.
You
know
with
the
exams
up
to
some
other
ones
where
the
management
ones
were
not
reliant
on
so
much
on
the
the
contractual
language,
but
we
have.
K
I
know
I
I,
don't
know,
I
think
like
35
of
our
Workforce
is
female,
but
it's
38
of
them
are
in
the
EMT
rank
right
now,
because
that's
the
ones
that
have
Scott
Hill,
where
we
have
the
biggest
concentration
of
people,
maybe
12
years
or
younger,
on
the
on
the
job.
But
if
you
contrast
that
to
Deputy
superintendent,
which
is
the
community
rank
that
oversees
the
majority
of
our
Personnel,
you
know
which
includes
ship
commanders
and
different
deputies.
K
Now
we
only
have
11,
but
six
out
of
eight
of
those
positions
of
persons
of
color,
so
I
mean
that
winds
up
being
our
most
diverse
rank.
You
know
along
the
way
we
do
well
better
or
worse
and
since
in
some
other
ones
where,
as
I
mentioned
earlier
with
the
scholarship
and
help
for
Rob
from
mbca
youssefs,
helped
helped
us
to
get
more
candidates
of
color
now
to
take
up
the
paramedic
training,
so
they're
able
to
sit
for
the
qualifying
exams.
K
You
know
as
well
too
so
it's
it's
there's
no
one
thing,
but
there's
a
lot
of
things.
We
need
to
do
and
a
lot
of
things
that
we
are
doing,
that
we
have
to
keep
up
and
just
really
just
stay
dedicated
to
I
mentioned
it
at
the
council
budget.
Breakfast
that
hey
a
lot
of
the
people
we
need
to
bring
in
the
the
language
skills
the
the
cultural
capacity
stay
here,
they're
going
to
school
in
Boston.
They
they
grew
up
here.
K
They
you
know
their
families
moved
here
up,
you
know
within
a
generation,
and
maybe
they
just
never
even
considered
us,
but
we
are,
you
know
we're
trying
to
get
present
more
job
fairs.
We've,
like
I,
said:
we've
all
been
on
100
scholarships
for
people
that
get
trained
to
become
an
EMT
and
we're
working
even
at
the
high
school
level,
to
try
to
incorporate.
H
Yeah
I
just
wanted
to
be
my
first
time:
I
apologize
I
wanted
to
that's:
okay,
Alexa
or
Siri
who's.
Ever
there
working
your
your
AI
assistant,
mayor,
counselor
Anderson,
but
I
I
I
just
wanted
to
just
land
the
plane
and
just
let
you
know
cheaply
that
I
really
do
see
and
appreciate
all
of
the
efforts
that
are
being
made
and
whatever
else
we
can
do
to
help
support
you
all
whether
it's
more
additional
funding
to
help
support
and
offset
some
of
the
costs
that
it.
H
B
H
I
just
want
to
know
for
the
record
that
I
should
get
the
special
attendance
award,
because
I
come
early
and
I
stay
throughout.
The
entire
thing
want
to
note
that,
for
the
record,
I
know
seriously
just
wanted
to
just
thank
everybody
for
their
help,
their
hard
work
and
Council
Anderson
for
you
to
strip
with
us
along
this
process.
I'll
just
be
tuning
in
to
listen
to
your
questions,
just
because
I
want
to
be
informed.
So
thank
you.
B
Yes
and
very
accurate,
you
are
always
here
on
time
and
you
do
stay
through
the
duration
of
the
hearings.
Thank
you,
I
Tim,
I
think
my
question
is
more
for
you
and
we
can
move
this
spread
along
and
wrap
it
up.
Hopefully,
within
the
next
10
minutes,
the
permanent
employees,
external
funds
totals
a
million
about
a
million
point
seven,
while
only
416
205
of
it
was
spent
and
I
know
that
sometimes
it
doesn't
look
as
accurate
as
it
should
the
current
numbers.
B
What
is
the
office
of
emergency
Management's
plan
for
utilization
of
these
funds
during
fy24
cycle,
and
this
is
for
permanent
employees?
It
was
I,
guess
I
guess
it
looks
like
it's
going
to
increase,
but
then
because
only
a
certain
amount
has
been
spent
in
considering
the
total
ones.
It's
1.7
million.
M
J
J
Thank
you
for
the
question
helps
Anderson
I
would
defer
to
the
you
know,
same
issues
and
challenges
that
many
departments
facing
with
vacancies
and
turnover
so
over
the
course
of
the
last
year
fiscal
year,
particularly
we've
had
a
substantial
turnover.
We're
excited
to
note
that
we've
created
Pathways
for
growth
internally,
so
a
lot
of
that
institutional
knowledge
stayed
within
Department,
but
a
lot
of
that
is
tied
to
vacancies
as
a
result
of
folks
moving
on.
J
B
Thank
you.
The
same
question
for
overtime,
the
recommended
only
57
about
57.16
of
the
recommended
overtime
budget
has
been
spent
and
I.
Guess.
If
we're
asking
for
additional
funds,
then
it
would
appear
that
up
with
the
FY
23
is
almost
closing
so
I
guess.
Is
there
a
discrepancy
there
or
is
it
just
not
accurate.
J
No,
it
it
it.
It
probably
is
accurate
ma'am.
We
didn't
to
my
knowledge.
We
didn't
ask
for
any
additional
funds
for
this
year.
The
challenge
with
the
with
the
overtime
is
unlike
unlike
EMS,
police
and
fire,
where
they
have
minimum
staffings
with
those
funds.
You
know
statistically
dedicated
in
those
areas
and
they
pretty
much
know
if
they're
going
to
use
them.
For
us.
A
lot
of
those
funds
are
really
tied
to
emergency
crisis.
J
So
if
we've,
you
know
sort
of
looked
at
it
through
the
lens
on
foot.
You
know,
after
the
untimely
murder
in
depth
of
George
Floyd,
we
had
long
operational
periods
where
our
numbers
would
have
spiked
this
year
we
haven't
had
as
many
so
that's
what
that
number
is,
but
I
do
not
believe
we
asked
for
any
more
than
what
we
have
been
afforded
in
the
past
and
it
should
be
a
maintenance
ask.
B
J
Yeah,
so
when
you
look
at
our
budget,
it's
pretty
lean
because
soon
the
size
of
our
department.
You
know
our
operating
budget
only
accounts
for
10,
particularly
of
our
overall
management,
Administration
and
Personnel
costs,
but
we
have
historically
not
had
a
funded
travel
line.
There
are
several
in
the
instances
where
we've
had
to
travel.
We
have
typically
derived
those
funds
from
Contract
Services.
J
It's
really
the
only
place
in
our
budget
that
has
you
know
what
we've
seen
to
be
in
flexibility
on
the
back
end
when
we
close
out
budget
years,
but
we
have
historically
not
funded
that
line.
Some
of
the
you
know.
Some
of
the
areas
that
we
know
are
that
we
had
to
increase
was
around
mass
communication
and
notification.
That's
where
we
saw
some
surpluses
and
their
contract
services,
but
typically
when
we
fund
travel
Services,
it
comes
out
of
Contract
Services
that
we
relocate
and
move
funds
from.
B
It
makes
up
about
27
of
the
budget
almost
equivalent
to
contractual
services,
which
makes
up
25
of
the
budget,
so
I
just
wanted
to
understand.
Can
you
please
elaborate
in
terms
of
in
terms
of
what
is
included
in
the
current
charges
and
obligations,
given
that
it
makes
up
a
large
portion
of
the
budget
I'm.
J
B
J
I,
don't
you
know
we're
very
fortunate
that
we
have
had
some
conversations
with
budget
as
well
as
PFD
and
operations
that
I
spoke
up
earlier,
where
we
know
that
we
have
extended
the
space
here
we've.
You
know
we
are
co-located
here
with
EMS
Chief
Cooley
and
his
team
I've
been
extremely
cordial
and
working
with
us
to
identify
a
space
for
us
to
grow.
J
What
we
had
in
the
prior
iteration
I
had
a
portion
of
my
staff
that
was
at
City
Hall
and
a
portion
of
my
staff
that
was
here.
Our
operations
are
not
set
up
like
like
EMS
fire
or
a
police
where
they
have
districts
or
station
houses.
So
I
wanted
our
staff
to
be
co-located
so
that
we
can
maximize
and
leverage
resources.
We
are
pretty
much
sort
of
at
the
seams.
J
Here,
however,
we
are
having
a
very
good
and
productive
conversations
to
include
all
those
stakeholders
that
I
mentioned
in
terms
of
looking
at
additional
and
new
space.
As
you
know,
with
you
know,
nothing
moves
it's
speed
of
light.
It
will
take
time,
but
there
are
some
very
productive
conversations
that
I
have
and
you'll
see,
I
believe
you're
going
to
join
us
tomorrow.
J
You'll
see
that
we
have
some
real
Equity
issues
here
when
we
talk
about
gender
and
release
space
that
that
that
that
needs
to
be
addressed,
that
we
hope
and
need
no
will
be
addressed
in
a
newer
facility.
So
we're
excited
about
the
you
know:
the
progress
that
we're
now
seeing
with
the
commitments
that
we
have
on
the
table.
B
J
Yes,
so
I
do
believe
that
there's
it's
on
I
believe
it's
on
a
five-year
cycle,
so
we
have
to
stop
that
in
time.
So
I
believe
that
that
is
going
to
be
coming
up.
Those
are
two
positions
that
we
saw
with,
but
we
are
happy
to
report
that
we
now
have
supervisors
in
Senior
Management
now
seated
in
those
positions
and
one
of
the
priorities
that
I
just
met
with
that
staff
on
is
to
set
a
site
picture
and
a
plan
for
our
efforts
to
update
the
update.
J
B
I
guess
considering
that
the
process
involves
tracking
vulnerabilities
and
risks
and
natural
hazards,
where,
where
could
we
find
it,
especially
particularly
for
decent
franchise
communities?
Where
can
I
find
this
information?
How
is
it
accessible
and
is
it?
Are
we
making
it
user-friendly
so
that
folks
can
digest
it
in
a
way
that
they
understand
it?.
J
Yeah
and
I
think
if
you
know
so,
that's
that
Equity
piece
that
you
know
that
I
mentioned
earlier.
It
wanted
to
make
sure
that
all
of
the
communities
that
we
speak
for
and
that
are
going
to
be
impacted
by
land
have
an
opportunity
to
chime
in
and
in
turn,
it
gives
us
an
opportunity
to
inject
into
the
planning
process.
J
You
know
what
is
helpful
for
those
communities
that
are
going
to
be
most
impacted,
so
we're
looking
to
do
that
that
work
real
time
with
the
updates.
That's
probably
that,
along
with
the
evacuation
plan,
will
probably
be
the
next
line
of
substantive
plans
that
are
updated
that
are
going
to
take
into
account
and
include
a
very
deliberate
Community
process.
So
they
can
help
inform
how
how
that
plan
is
and
I
do
believe.
Andrew
are
you
on.
B
B
J
B
Thank
you
Chief,
who
we
thank
you
for.
Staying
on
this
long
with
us,
the
office
of
EMS
website
mentions
a
few
programs
under
Community
initiatives
such
as
senior
safety
presentations.
How
does
the
department
conduct
community
outreach
to
connect
senior
constituents
to
these
local
programs
or
and
educational
resources.
K
Yeah,
the
We've,
so
we
have
a
one
of
our
Deputy
superintendents
superintendent,
Felicia
Robinson
she's
for
many
years.
She
does
a
lot
of
stuff.
She
does.
The
car
seat
saved
dishes
a
lot
of
the
programs,
but
she
had
been
a
principal
person
for
doing
Outreach
with
the
with
the
with
the
seniors.
A
few
years
ago
we
started
a
program
with
they
called
file
of
life.
K
What
have
you
and
they
were
magnetized
and
we'd-
ask
them
to
like
put
them
in
their
refrigerator
door,
because
now
we
used
to
tell
on
people
to
look
for
that,
and
then
you
had
somebody
who
couldn't
speak
because
they
had
a
spoke
or
they
were
unconscious.
Now,
or
maybe
there
was
a
language
barrier,
you
could
look
for
it
because
some
EMTs,
if
you're,
trying
to
put
a
piece
together
a
piece
of
story
together,
it
might
go
check
to
see
which
is
today,
events
on
the
refrigerator
or
something.
So
that's
where
that
came
from.
K
You
know
we're
in
those
buildings
a
lot
we
get
recognized
in
there
and
maybe
some
of
the
people
might
have
been
more
around
more
willing
to
talk
with
us
and
so
we're
trying
to
keep
that
presence
up.
But
we
do
have
enough,
but
we
do
have
an
office
here.
We
do
with
Deputy
hair
who's
a
dedicated
to
that.
B
Thank
you,
Chief.
The
enhanced
trauma
response,
there's
a
dedicated
and
I'm,
not
sure
if
this
is
overall
for
ftes,
that
for
the
Boston,
Public,
Health,
commission,
or
specifically
for
your
department
but
there's
a
200
000
investment
for
financial
impact,
specifically
to
increase
two
ft's
for
trauma
response
is
that
does
that
fall
under
I
got
this
as
a
response
to
my
request
in
the
rfis?
K
I
I,
no
I,
don't
believe
so.
I
think
the
the
additional
FTS
were
getting
on
Fiverr,
uniform
and
five
world
non-uniform.
We,
a
lot
of
the
trauma
response,
I
know,
is
have
our
Programs
located
up
at
Public
Health
offense
well.
But
having
said
that,
we
we
are
trying
to
do
a
better
job,
incorporating
our
efforts
with
them.
We
we
always
worked
very
closely
with
you,
know,
Mark
Scott
and
with
Donald
Osgood,
and
trying
to
do
a
learning.
K
When
we
hear
of
events
that
happen,
Oh
Daddy,
yes,
they
do
get
notified
by
the
police,
but
we
also
we
try
to
pass
on
information
about
patients
what
the
situation
is
trying
to
give
them
some
context
right.
So,
when
they're
dispatching
the
trauma
response
teams
said
if
we
were
able
to
tell
them
that
hey
this
was
up
by
Saint
Peters
and
it
was
Bob
through.
The
people
involved
seem
to
be
more
from
a
Cape
Verdean
Community.
K
Maybe
that
helps
them
to
direct
which
teams
they
want
to
send
yeah.
For
instance,
like
we
had
an
incident
where
a
senior
gets
stabbed
down
at
some
senior
housing
on
on
Alpine
Street.
They
want
to
incorporate
the
responsive
with
some
people
from
age
strong,
as
well
as
their
so
people
can
talk
to
the
neighbors,
but
so
we're
trying
to
get
a
little
better
at
incorporating
ourselves
into
the
even
just
to
some
of
the
notification
there.
But
all
so.
We
realized
that
this.
This
is
lasting
impact
on
everybody.
K
Again,
it's
the
last
one
on
the
victims,
but
on
the
Neighbors
on
the
kids
that
go
to
school
in
the
neighborhood
there
on
everyone
and
like
how
do
we?
How
do
we
anticipate
that
and
how
do
we?
How
can
we
play
a
role
in
helping
with
response
for
that,
the
weeks
months,
even
years
later,
because
we
do
get
a
fair
amount
of
calls
for
maybe.
K
For
schools,
for
maybe
sometimes
some
behavioral
things
and
yeah,
if
we
find
out
that
some
of
these
young
folks
were
witnesses
to
violence
before
Community,
there's
a
lot
of
different
things
in
a
way
where
we
could
make
make
some
strides
and
so
we're
hoping
to
improve
that.
But
but
it
answer
your
question,
though,
that
those
funds
that
I
do
not
believe
it
directed
to
us.
M
M
You
know
I
do
know
that
they're
part
of
the
you
know
the
Health
commission
request
as
part
of
the
neighborhood
trauma
team
I.
Don't
believe
that
they're
part
of
the
FY
24
budget,
just
yet
but
I,
know
that
various
folks
on
the
commission
are
working
on
that
with
with
the
mayor's
office.
But
I
can
provide
some
more
information
to
you
after
the
fact.
B
Well,
I
got
it
as
a
response
to
the
FY
24
budget
proposal
or
recommendation,
and
it
does
say
two
ftes
two
hundred
thousand
dollars
and
I
was
just
wondering
this
is
the
Boston
Public
Health
commission.
What
I'm
read
what
I
have
in
front
of
me
responds
to
our
rfis,
but
it
did
come
for
specifically
for
EMS
and
I
guess
it
was
a
response
to
terms
of
any
types
of
budget
relating
or
in
connection
to
EMS.
M
M
Well,
I'm
trying
to
figure
that
out
right
now
that
I
don't
believe
that
was
part
of
one
of
our
initial
requests
but
I'm
checking
in
with
some
other
colleagues
on
our
team
right
now,
and
it
does
look
like
that-
was
added
to
our
proposal
for
our
fy24
okay
budget
yeah.
It
looks
like
it
was,
so
it
was
kind
of
a
late
add
to
our
initial
new
investment
requests.
B
That's
interesting,
okay,
so
I
think
you
know.
Obviously
the
community
is
very
interested
in
trauma
response
teams
or
ftes,
and
you
know
it
would
alleviate
a
lot
of
ems's
work
to
have
ft's
or
I.
Don't
know
if
it's
you
know
best
team
clinicians
increasing
but
or
supporting
those
services,
but
essentially
we've.
B
I
would
like
to
understand
if
it
is
a
thing
and
if
it
isn't
a
thing,
then
how
many
do
we
need
before
folks
start
suggesting
increases
that
are
impractical
to
your
budget
or
for
execution
purposes,
so
I'm
I'm,
I'm,
looking
at
it
and
I,
would
like
some
clarification
if
you
can
submit
it
to
me
in
writing.
That'll
be
great.
M
B
And
what
would
you
say
of
counselors
and
I'm
not
sure
this
is
more?
It
may
be
a
a
policy
question,
but
in
terms
of
counselors
making
amendments
to
have
the
ftes
in
a
different
department,
considering
that
they
feel
that
the
Boston
Public
Health
commission
has
not
been
able
to
execute
and
being
that
it's
a
quality
agency,
we're
not
able
to
necessarily
you
know,
move
line,
items
in
that
way,
we're
able
to
decrease
or
increase
or
decrease.
B
M
If
that's
a
question
for
me,
Council
I'd
have
to
defer
to
you
know
my
other
folks
here,
the
programmatic
folks
here
at
the
Health
commission,
who
who
have
a
better
handle
around
that
particular
program
and
what
their
their
thinking
is.
I
know
that
they've
had
a
lot
of
conversations
with
the
mayor's
office
around
that
all
of
that
work
over
the
last
year.
We
know
that's
a
Hot,
Topic
and
I
know
this
Ben,
like
I,
said
a
lot
of
various
meetings
around
that
recently
and
and
ongoing
so
again.
B
Okay
understood
when
I
asked
it
I
felt
like
it
was
more
of
a
programmatic
or
a
policy
thing
question
and
I
appreciate
you
answering
the
others.
If
you
can
submit
that
information
to
me
again,
that
is
a
line
item
that
folks
are
considering
decreasing
in
bphc
to
move
to
an
internal
Department
here
and.
B
That's
that's
all
I,
that's
all
I
have
I
would
like
to
keep
my
word
in
terms
of
wrapping
us
up
before
five
o'clock
I.
Thank
you
so
much
for
your
work
and
the
dedication
to
our
city
to
our
people.
You've
been
here
before
me.
You
know
this
work,
Way
Beyond.
What
I
can
research
in
the
last
year
or
so
and
I
appreciate
you
indulging
me
in
this
conversation
and
look
forward
to
reaching
out
to
you
a
courtesy
phone
call.
B
If,
if
amendments
should
be
proposed
at
least
to
communicate
or
to
get
feedback
from
you
that
know
the
job
better
than
us
to
counselors
coming
in
researching
filing
policies
and
asking
you
to
do
things
in
your
department,
it
should
be
definitely
a
partnership
and
a
collective
effort.
So
I
appreciate
you
and
respect
the
work
that
you
do
and
thank
you
so
much
for
all
that
you
do.
J
I'm
an
oem
perspective,
I
just
would
like
to
thank
you
very
much
for
the
decorum
I
am
hearing
in
the
balance
of
it.
We
greatly
appreciate
it
and
look
forward
to
continuing
to
work
in
the
space
and
be
responsive
the
counselors
that
has
has
needed
and
helpful.
So
thank
you
very
much
to
all
of
you
really
appreciate
the
opportunity.
K
B
That's
it.
Thank
you.
So
much
chair
Lucian
will
appreciate
that
it
was
a
huge
undertaking
for
her
and
half
as
undertaken
for
us,
but
definitely
I,
appreciate
you
understanding
and
being
flexible
with
that
move.
We
all
I
I,
don't
know
anyone
in
the
console
that
says
EMS
or
emergency
should
be
reduced.
B
I
think
that
it's
more
of
a.
How
do
we
support
you
more?
How
do
we
make
sure
that
you
have
what
you
need
in
the
budget
in
order
to
execute
your
work
properly
and
to
increase
incapacity,
or
while
you
work
toward
building
diversity
in
your
departments
as
well,
so
I?
Thank
you
all
and
please
reach
out
if
there
are
any
feedback
or
any
things
that
you
may
have
for
me,
this
hearing
is
a
churn.