►
From YouTube: Ways & Means on March 28, 2023
Description
Ways & Means Hearing- Docket #0322- Order for a hearing to discuss how the City budget is addressing equity.
B
B
Written
comments
may
be
sent
to
the
committee
email
at
cccc.wm
boston.gov
and
will
be
made
a
part
of
the
record
and
available
to
all
counselors
public.
Testimony
will
be
taken
at
the
end
of
this
hearing.
If
you
wish
to
sign
up
for
public
testimony
here
in
the
chamber,
please
sign
in
the
sheet
near
to
the
door
if
you
are
looking
to
testify
virtually
please
email,
Shane
pack
at
Shane
dot
pack
at
boston.gov
for
the
link
and
your
name
will
be
added
to
the
list.
B
I
wanted
to
just
address
address
the
panels
today
and
just
for
the
process
that
I'll
be
using
today.
I
will
be
asking
for
administration
to
or
members
of
the
administration
to
present
and
then
moving
on
to
community
panelists.
B
Today,
I
am
joined
by
Chief,
Mary
Angeli,
sorry,
servera,
chief
of
equity
and
inclusion,
office
or
office
of
equity
and
inclusion,
cabinet
Alex,
Lawrence
chief
people
officer
you'll
have
to
explain
that
to
me:
Department
of
Human
Services,
Ashley,
gothenberger,
Chief,
Financial,
Officer,
collector
treasurer
for
Treasury
Department,
Santiago,
Garces,
Chief,
Information
officer,
Department
of
innovation
and
Technology.
B
And
without
further
Ado
I'd
like
to
hear
your
presentation
and
then
we'll
move
on
to
Dr
fategerum.
C
Thank
you.
So
much
is
this
loud
enough.
I!
Never!
Is
this
loud
enough.
Okay,
good
afternoon
everybody,
Maria
Angeli
chief
of
equity
and
inclusion,
I'm
joined
here
today
by
colleagues
that
I
get
to
work
with
on
a
daily
basis.
You'll
hear
a
lot
more
from
them
in
just
a
second,
but
I
will
have
brief
remarks
about
four
to
five
minutes.
My
role
today
is
threefold:
first
sort
of
set
the
stage
for
our
remarks
to
make
sure
that
we
are
all
aligned
in
the
language
that
we
are
using
around
equity
and
inclusion.
C
A
second
also
be
also
going
to
talk
about
what
our
cabinet
is
in
charge
of
how
we
work
with
others,
other
departments
across
the
workforce,
so
that
we
all
have
an
understanding
of
like
how
we
collaborate
with
each
other
and
last
but
not
least,
I'll
talk
about
three
different
initiatives
that
I'm
working
on
with
the
folks
on
this
panel
to
ensure
that
we
are
embedding
the
principle
of
equity,
which
is
so
essential
to
our
Administration.
C
B
Yes,
Chief
Mary
angelise,
of
course,
can
we
have
a
copy
sorry
of
the
presentations?
Of
course.
Does
everyone
have
it
in
their
email?
Are
we
does
everyone
have
access
to
digital
or
a
copy,
a
physical
copy,
okay,
so
I
guess
just
three
or
four
please!
Thank
you.
So
much
apologies.
C
How
about
this
I'll
give
sort
of
a
the
reason
why
this
was
created
right?
It's
not
necessarily
the
answer
to
everything
but
I.
Think
for
us,
as
an
18,
000,
plus
Workforce.
It's
important
for
us
to
have
align
definitions
on
the
work
that
we're
doing
and
that
the
language
itself
is
accessible
and
so
I'll
read
it
verbatim
as
we're
getting
some
copies.
The
city
of
Boston
has
played
a
role
in
causing
and
perpetuating
the
inequities
in
our
society
and
to
break
down
these
barriers.
We
are
embedding
equity
and
inclusion
into
everything
that
we
do.
C
We
Define
equity
as
ensuring
every
Community
has
the
resources.
It
needs,
particularly
folks
from
historically
excluded
communities
which
you'll
see
in
just
a
second
who
those
are
for
for
our
city,
and
this
requires
that
we
are
engaging
in
an
active
process
of
meeting
people
where
they
are.
Inclusion
is
about
engaging
with
every
resident
so
that
we
become
a
more
welcoming
City
and,
as
you'll
hear
from
Chief
Lawrence
in
such
a
second.
C
In
order
for
us
to
build
a
city
for
everyone,
we
have
to
believe
that
diversity
makes
us
a
more
empowered
Collective,
and
so
this
is
a
a
statement
that
we
are
using
as
a
guiding
principle
to
the
different
so
that
all
departments
are
working
towards
the
same
understanding
of
what
Equity
is
right.
We
learned
that
most
folks
did
not
have
the
same
understanding
when
we
first
came
in
as
an
Administration.
B
Okay,
sorry
for
the
yeah,
unfortunately,
I
can't
see
it
and
I'm
trying
to
get
an
access,
can
I,
digitally
I,
think
we're
waiting
for
copies
and
then
we'll
be
good.
Okay,.
B
Yeah
we'll
go
on
recess.
Okay,
thank
you.
B
C
C
We're
here
to
our
focus,
is
to
transform
City
practices,
programs
and
policies
to
ensure
that
every
resident
has
full
access
to
this.
The
resources
that
the
city
of
Boston
has
to
offer.
First,
we
directly
work
with
residents
and
for
residents
to
improve
outcomes.
Second,
which
is
really
the
focus
of
today.
We
counsel
different
city
departments
to
better
address
issues
of
equity,
inclusion
and
access,
and
last
but
not
least,
we
believe
that
we
are
well
positioned
to
facilitate
the
conditions
for
residents
to
build
their
own
Collective
power
right.
C
Foreign
just
for
awareness,
these
are
the
eight
departments
that
are
under
the
equity
and
inclusion
cabinet.
Some
of
you
are
probably
very
familiar
with
some
of
them.
Some
have
been
established
for
longer
than
three
decades.
Some
are
essentially
startups
and
that
that
launched
last
year,
and
so
some
of
one
of
the
roles
that
I
play
as
the
chief
is
ensuring
that
we
provide
the
administrative
supports
to
these
different
departments
so
that
they
can
execute
their
own
missions
and
goals.
C
Second,
is
to
ensure
that
I
am
the
liaison
between
them
and
the
rest
of
the
cabinet,
the
sorry,
the
mayor's
cabinet
to
ensure
that
their
priorities
are
also
taken
into
account
and
that
we
build
in
some
of
these
more
proactive
protocols
to
embed
equity
and
inclusion
into
the
work
which
three
you'll
hear
of
today
and
last
but
not
least,
is
making
sure
that
they're
also
collaborating
across
each
other.
So
we
get
into
the
conversation
around
intersectionality
aside
from
the
eight
different
departments.
C
We
also
have
what
is
known
as
the
equity
inclusion
office,
which
provides
the
services
I
just
named,
plus
our
own
initiatives,
which
we're
limiting
to
three
at
the
moment,
because
we
too
are
a
fairly
new
cabinet,
but
first
we
have
our
different
initiatives
that
are
on
racial
Justice.
That's
where
you
the
different
work
that
the
different
work
streams
that
someone,
for
example,
like
our
senior
advisor
or
racial
Justice,
Laurie
Nelson,
takes
on.
We
also
have
our
inaugural
supporting
indigenous
communities.
C
Fellow
it's
a
partnership
with
the
mayor's
office
of
urban
new
Urban
mechanics,
exploring
really.
What
is?
How
should
the
city
be
working
with
the
different
Nations
tribes
communities
within
the
complexity
of
those
conversations?
And
then,
last
but
not
least,
we
have
the
employer
resource
groups,
which
is
just
an
opportunity
for
staff
that
share
different
identities
and
cultures,
to
create
a
sense
of
belonging
here
in
the
city.
C
All
of
this
takes
us
to
how
we
as
a
Cabinet,
are
working
with
the
finance
cabinet.
The
people
Ops
cabinet,
as
well
as
the
Innovation
and
technology
department,
to
embed
equity
and
inclusion
into
how
we
allocate
resources
as
a
city
we
have,
let
me
go
through
my
notes,
make
sure
I
don't
miss
any
of
the
important
details.
C
First,
we've
been
working
very
closely
with
the
finance
cabinet
and
do
its
analytics
team
to
develop
demographic
data
collection
standards
for
Arbor
grants,
with
the
goal
of
ensuring
that
we
have
a
systemic
knowledge
of
the
demographics
of
the
leaders
over
the
organizations
that
we
are
granting
funding
for
also
to
ensure
that
we
are
better
understanding
the
demographics
of
the
residents
served
by
these
different
grants.
That's
some
of
the
work
that
we've
been
on,
but
that's
been
ongoing
for
the
last
six
months,
there's
going
to
be
a
community
engagement
process
Etc.
C
C
How
do
we
ensure
that
we
are
adding
a
racial
Equity
lens
into
these
different
opportunities,
so
setting
a
norm
that
we
are
actually
following
a
rubric
and
ensuring
that
we
are
making
those
determinations
for
the
best
interest
of
our
historically
excluded
communities
that
are
also
our
staff
and
then
last
but
not
least,
we're
beginning
to
explore
how
the
city
can
systemically
and
equitably
prioritize
renovation
of
certain
city
buildings
through
a
capital
project,
capital
budget,
prioritization
criteria?
C
We've
looked
at
models
across
other
cities,
we
haven't
found
an
ideal
model,
and
so
we
are
still
in
the
research
ex
part
of
the
exploration
to
ensure
that
we
can
find
something
that
works
for
our
organization
as
well
and
with
that
I'll
turn
it
over
to
Ashley.
Who
will
walk
us
through
our
financial
cabinet.
D
Great
good
afternoon,
counselors
Ashley
grafenberger
Chief
Financial
Officer,
thanks
for
having
us
here
today
to
talk
about
this
important
work,
so
I
as
I
think
about
equity
in
our
budget
process.
It's
really
part
of
everything
we
try
see
to
embed
at
every
part
of
our
process.
D
Today,
I'm
going
to
focus
kind
of
on
three
points
in
the
process
and
how
and
highlight
some
ways
in
which
we
are
embedding
Equity
into
those
processes.
I'll
talk
about
engagement,
how
we
engage
with
our
residents,
how
we
incorporate
Equity
into
our
decision
making
around
the
budget
and
how
we
Implement
decisions
and
measure
impact.
D
So
the
mayor
has
really
made
Equity
a
core
tenant
of
her
Administration
and
and
that
all
of
the
work
is
rooted
in
community
and
has
set
an
expectation
with
all
of
us
in
in
the
in
the
cabinet,
in
the
administration.
That
Community
is
really
at
the
the
root
of
the
work
that
we
do.
D
We
recognize
that
how
the
city
allocates
resources
is
a
really
important
tool
in
addressing
Equity
across
Boston,
but
often
that
process
can
be
confusing
and
result
in
residents
feeling
left
out
or
excluded
from
from
that
process.
So
to
address
this
challenge,
this
fall.
The
budget
office
took
a
new
approach
to
budget
engagement.
The
budget
team
did
a
series
of
robust
intensive
engagement
workshops
with
various
groups
throughout
the
city,
in
collaboration
with
the
Departments
you
see
listed
here.
D
The
goal
of
these
workshops
was
to
empower
citizens
with
the
information
and
residents
with
the
information
they
need
to
engage
with
the
process,
create
some
transparency
in
that
process
and
really
seek
to
demystify
that
work.
This
is
just
one
example
of
Engagement
that
we
have
tried
and
we
recognize
that
there's
no
one
perfect
solution
to
reach
all
residents,
so,
as
you
know,
coming
soon,
we
are
working
to
stand
up
the
office
of
participatory
budgeting
and
the
external
oversight
panel
or
board.
That
goes
along
with
that.
D
D
So
Many
Factors
go
into
decisions
on
how
we
make
budget
decisions,
how
much
money
is
available,
different
priorities
and
and
what
is
the
anticipated
impact
of
those
decisions
we
in
the
finance
cabinet
and
the
budget
office
has
included
Equity
questions
in
the
required
materials
that
departments
submit
along
with
budget
proposals,
so
that
Equity
considerations
and
impacts
are
taken
into
account
at
the
beginning
of
the
process
rather
than
later
on.
These
questions
include:
how
does
the
budget
proposal
address
racial,
gender
or
economic
disparities?
D
How
have
impacted
communities
been
involved
in
the
development
of
The
Proposal
in
the
case
of
a
competitive
procurement?
How
will
the
procurement
seek
to
create
opportunities
for
small
minority,
women-owned
businesses
and,
most
importantly,
how
will
we
know
that
we
have
achieved
those
goals?
How
will
we
know
if
we're
successful
these
answers
to
these
questions
provide
important
contacts
and
information
that
are
reviewed
and
considered
when
deciding
making
budget
decisions
and
how
we
allocate
funds
throughout
our
budget
process.
D
We
utilize
a
similar
set
of
questions
to
accompany
our
Capital
plan
development
and
they're
listed
here.
Sorry,
the
text
is
a
little
bit
small,
but
the
questions
focus
on
what
is
the
location
of
the
work?
Who
is
the
project
for
and
who
will
it
impact
and
it's
important
to
understand
that
who
the
project
is
for
could
be
different
than
the
person
it
will
impact.
How
will
it
be
implemented
and
are
there
opportunities
for
minority
and
women-owned
business
engagement?
D
D
D
The
federal
rules
themselves
put
an
emphasis
on
spending
arpa
funds
in
low-income
communities
and
qualified
census
tracts
by
making
a
these
areas
eligible
for
additional
Investments
to
rectify
the
health,
educational
and
housing
disparities
that
were
exacerbated
by
coven
19.
and
our
decision-making
process
was
Guided
by
a
data
and
Community
informed
approach.
We
relied
on
Partners
in
the
city
council,
the
city's
Equitable
recovery,
Coordinating,
Committee
and
other
community
feedback,
as
we
were,
making
decisions
around
allocations
and
we're
ensuring
that
Equity
remains
a
central
part
of
the
implementation
of
these
programs.
D
We've
reserved
pools
of
funding
for
language
access
and
evaluation
to
ensure
that
departments
have
what
they
need
to
make
arpa-funded
initiatives
accessible
and
measure
their
impact.
The
finance
cabinet
is
working
with
our
colleagues
in
the
equity
and
inclusion
cabinet
and
the
analytics
team
to
conduct
focus
groups
with
different
city
departments
to
learn
more
about
their
data,
demographic
data
collection
practices
and
are
working
towards
piloting
a
standard
set
of
demographic
questions
with
individuals
and
non-profits.
So
we
can
look
across
projects
and
departments
and
measure
impact.
D
I
I
I
I,
will
reiterate.
I
feel,
like
I've
said
this
many
times
so
I
apologize.
If
this
is
a
repeat
but
equity
in
budget
allocation
is
crucial
and
so
is
incorporating
it
into
the
implementation
of
the
programs
so
that
we
meet
the
goals
that
we
initially
set
out
to
in
the
allocation
process
and
I.
D
Think
with
the
arpa
example,
really
highlights
it,
it's
it's
a
bit
of
a
best
practice
and
how
we
both
allocate
funds
and
measure
the
impact
that
we
hope
to
be
able
to
roll
out
in
a
broader
way
to
the
rest
of
our
budget
decisions
and
how
we
make
those
decisions
and
how
we
measure
the
out
the
impact
of
those
allocations
and
I.
Think
that's
it
for
me.
So
with
that
I
will
turn
it
over
to
Chief
Lawrence.
E
Thanks
so
much,
and
thanks
for
having
me
today
so
I'll,
explain
just
very
briefly:
I'm
Alex
Lawrence
I
run
the
people
operations
cabinet.
We
are
a
brand
new
cabinet.
That
is,
we
did
not
exist
during
the
last
budget
cycle
and
so
I
have
sat
in
this
chamber
before,
but
not
in
this
particular
role
prior
to
creating
the
people,
operations
cabinet,
all
of
human
resources
and
the
office
of
Labor
Relations,
as
well
as
the
registry,
all
orged
up
to
the
CFO,
along
with
seven
other
departments
that
a
pretty
busy
CFO
also
had
to
manage.
E
And
so
the
whole
concept
between
the
people
operations
cabinet
is
to
sort
of
give
our
employees
and
Center
our
employees
to
have
a
seat
at
the
table
in
the
mayor's
cabinet
making
decision,
and
so
as
I
oversee
the
office
of
human
resources
and
the
office
of
really
Labor
Relations,
as
well
as
having
a
central
people.
Operations,
cabinet
I'm,
able
to
really
focus
on
the
workforce
and
exclusively
spend
all
of
my
time.
E
Thinking
about
how
we
make
the
city
of
Boston
the
best
possible
employer
and
continue
to
attract
and
retain
the
best
possible
Talent
there
we
go
so
yes,
so
I
have
not
yet
had
a
full
budget
cycle
in
this
role
and
therefore
wanted
to
talk
to
sort
of
Begin
by
setting
the
stage
to
say
that,
in
terms
of
embedding
equity
and
all
of
our
work
and
thinking
about
the
entirety
of
our
Workforce,
there
was
definitely
a
bunch
of
restructuring
work
and
revamping
some
of
our
internal
operations
to
be
able
to
help
us
move
the
needle
on
such
incredibly
important
goals.
E
And
so
I
wanted
to
just
really
talk
about
three
roles
that
were
the
first
or
three
of
the
first
hires
that
I
made
that
didn't
exist
before
that
again
enable
us
to
be
successful
in
in
the
work
that
we're
setting
out
to
do
previously.
We
had
a
director
of
human
resources
and
we
now
have
that
role
as
the
executive
director
of
people
and
culture,
and
the
idea
is
really
centering,
like
even
thinking
about
the
work.
E
The
word
human
resources
or
labor
right
we're
viewing
people
like
primarily
as
their
work
product
and
so
really
centering
humans
in
even
the
title
in
the
language
we
use
around
Human
Resources
is
one
of
the
early
things
we
wanted
to
do
so
we
brought
on
Brenda
Hernandez
to
be
our
first
executive
director
of
people
and
culture
who
runs
our
HR
organization.
E
She
has
comes
from
a
deep
Equity
work
background.
She
was
the
former
Chief
of
equity
for
Planned
Parenthood
of
Massachusetts
and
just
has
an
incredibly
strong
Dei
background
to
help
lead
this
work
forward,
and
so
yeah
we've
done
a
bunch
of
work
to
restructure
the
HR
department
to
really
enable
us
to
focus
on
people
and
culture
and
one
of
the
early
things
that
that
Brenda
brought
with
her
was
helping
us
use
a
racial
Equity
impact
assessment
tool
to
evaluate
the
projects
that
we
take
on.
E
So
we're
laser
focused
on
ensuring
that,
as
we
take
on
work
that
we're
thinking
about
the
disparate
impacts
of
how
that
affects
different
employees,
racial
groups
as
one
of
the
Forefront
things
we
do
to
evaluate
the
work
that
we
take
on.
We
also
created
a
director
of
diversity
position
and
shout
out
to
city
council,
councilor,
Mejia
and
counselor
Ricardo
Arroyo,
part
of
one
of
the
ordinances
they
passed
was
the
fair
chance
act
which
created
a
position.
E
The
director
of
diversity,
which
enabled
me
to
make
this
one
of
my
very
first
hires
into
the
cabinet,
and
so
in
collaboration
with
Council.
One
of
our
very
first
hires
was
creating
a
director
of
diversity,
and
we
used
that
language
very
intentionally
to
not
like
equity
and
inclusion
is
incredibly
important
work.
It's
work
that
Chief,
Solas,
surveyor
and
I
work
together
on
across
the
day
is
the
work
that
all
of
us
should
be
doing
and
so
having
someone
laser
focused
specifically
on
diversity.
E
Thinking
you
know
again,
there's
so
much
work
we
could
do
here,
but
moving
the
needle
on
ensuring
that
we
have
a
diverse
Workforce
in
and
of
itself
is
an
incredibly
important
goal
and
then
I
think
another
thing
that
we
had
heard
a
lot
and
that
I
think
is
certainly
deeply
talked
about
in
the
the
fair
chance
act
and
a
lot
of
the
work
that
we've
had
is
that
employees
I
think
it
was
quite
expressed
clearly
that
they
did
not
feel
like
they
had
a
very
clear
path
about
how
to
report
discrimination
or
inequity
or
anything
that
happened
in
the
workforce
that
they
wanted
to
take
seriously
and
so
create.
E
We
brought
on
an
investigator
we
had
not.
We
had
labor
had
been
providing
that
role,
but
our
there
was
a
ton
of
work
that
we
needed
to
do
to
rebuild
that
function.
So
those
were
early
things
that
we
did
I
just
wanted
to
sorry
for
all
of
that
explanation,
but
sort
of
explain
how
we
laid
out
the
the
early
focus
of
our
cabinet
to
lay
the
infrastructure
for
us
to
be
able
to
have
success
in
any
of
the
ways
that
we
wanted
to
increase
both
equity
and
diversity
across
our
Workforce.
E
So
some
of
the
things
that
we've
been
working
we've
been
working
on
a
lot
of
things
over
the
last
I.
Don't
know
how
long
I've
been
here
in
this
role
eight
months-
maybe
something
like
that
eight
months.
Does
that
seem
right,
yeah,
okay,
so
but
it's
time
so
really
focusing
on
prioritizing
efforts
that
encourage
retention,
promotional
opportunities
and
interdepartmental
connections
for
all
city
of
Boston
employees,
with
a
focus
on
those
who
have
been
historically
marginalized.
E
And
so
what
that
has
looked
like
is
working
with
all
of
our
HR
Partners
in
departments
to
establish
more
consistent,
Equitable
hiring
processes,
doing
just
recruiting
and
hiring
101
across
the
city.
I
think
there's
just
a
ton
of
learning
and
growing
that
we
all
need
to
do
to
figure
out
how
to
how
to
recruit
in
the
most
active,
Community
Driven
expansive
way.
E
We
can
doing
some
deep
Dives
with
our
police
and
fire
departments
to
just
help
improve
the
diversity
recruiting
for
the
cadet
programs
and
expanding
and
publicizing
a
bunch
of
pipelining
opportunities,
including
the
mayor's
office
internship
program.
I
know
a
lot
of
the
questions
that
chair,
Fernandez,
Anderson
had
asked
us
in
advance.
Have
to
do
with
data
and
how
we
can
demonstrate
progress
over
time
and
I'm
after
this
I'm
going
to
show
you
a
couple
of
slides
with
data
in
it.
E
E
We
need
to
fix
that
and
we
need
to
fix
that
immediately.
It
involves
being
able
to
upgrade
our
technology
systems.
So,
thankfully
we
have
my
partner
in
crime
Santi
Garces
here
to
talk
about
that.
Also,
our
gender
categories
are
not
particularly
expansive
or
inclusive,
which
multiple
things
that
the
council
has
certainly
been
advocating
for.
0.2
I
mean
those
are
just
sort
of
those.
E
It
sounds
like
it
should
be
an
easy
thing
to
fix.
It
includes
us
just
making
a
bunch
of
technical
infrastructure
changes
in
order
to
create
new
categories.
That
is
work
that
we
are
prioritizing
and
doing
in
short
order,
so
that
we
have
a
like.
Basically,
the
long
and
short
of
it
is
I.
Can
show
you
some
data,
it's
not
that
meaningful
I
think
the
same
across
how
we
track
promotional
opportunities
because
of
how
both
the
nature
of
collective
bargaining
and
how
we
think
about
promotions
at
the
city.
E
It's
not
exactly
what
you
might
think
in
terms
of
a
promotion.
People
can
apply
for
different
jobs
and
so
how
we
track.
What
is
viewed
as
a
promotion
is
a
really
challenging
thing
to
do.
So.
All
of
this
to
say
we're
trying
to
do
a
lot
of
work
to
get
that
data
right
from
the
start,
so
that
we
can
better
track
our
progress.
E
So
I
can
show
you
some
of
that,
but
it
is
not
nearly
as
meaningful
as
we'd
want
it
to
be,
and
then,
finally,
we're
piloting,
innovative
ways
to
expand
employee
benefits
across
our
organization
and
really
allowing
that
to
be
employee
driven
so
Mary
Angeli
talked
about
the
employee,
we're
resource
groups
really
using
that
as
sort
of
the
mouthpiece
and
the
way
that
employees
can
tell
us
the
things
that
they
care
about,
so
that
we
can
be
responsive
to
their
needs.
E
Think
the
like
the
high
level
story,
that
I'll
say
so:
we've
separated
this
into
black
females,
black
males
and
then
other
racial
identities,
which
is
the
sort
of
questions
that
we
had
gotten
in
advance
and
I.
Think
what
we
basically
see
is
that
across
black
employees
as
a
compared
to
other
ethnicities,
it's
remained
pretty
steady
over
the
years,
which
is
not
where
we
want
to
be
moving
the
needle,
and
so
we
certainly
have
some
work
to
do
here
and
then,
but
we.
E
That
is
why
we
are
really
focused
on
this
work
and
bringing
folks
in
to
help
us
move
the
needle
and
then
I
think
on
diversity
and
retention
rates.
We
also
broke
this
down
in
the
same
group.
I
think.
The
story
that
you'll
see
here
is
probably
not
particularly
surprising.
You
will
see
that
between
2018
and
2020,
our
retention
rates
increased
and
then
after
2020
they
decreased,
and
that
is
a
trend.
We're
really
hoping
to
correct.
E
B
E
B
Sure,
like
2018
to
present
in
terms
of
this
graph
here,
like
do
you
have
act?
Can
you
do?
Can
you
give
me
this
in
actual
data,
like
an
actual.
B
Thank
you
you'll
provide
that
you'll.
Send
that
to
me
yeah
absolutely.
F
Hello,
council
members:
this
is
Santiago
Garces
I
am
the
Chief
Information
officer
of
the
city
again
as
a
way
of
context.
The
department
of
innovation
and
Technology
includes
the
city-wide
analytics
team
and
the
chief
data
officer,
as
well
as
other
teams
that
help
support
the
work
of
the
city
and
I
think
that
if
nothing
else,
you'll
notice
that
we
all
work
very
closely
together
and
our
teams
work
closely
together
to
both
help
design
track,
evaluate
and
continue
to
drive
progress
for
the
city.
F
So
you
had
asked
some
initial
questions
around
the
makeup
of
the
city.
These
are
some
data
that
we
have
from
the
Census
around
the
breakup
of
the
demographics
ethnicity
of
the
city.
The
data
comes
from
the
latest
Census
count
as
well
from
the
American
Community
survey,
and
that
is
also
what
gives
us
the
number
of
foreign-born
residents,
as
well
as
the
percentage
of
non-citizens
that
live
in
the
city.
F
B
B
And
then
it
says,
for
example,
44
44.7
percent
white,
and
so
if
I
could
get
the
same
in
employees
for
the
city
of.
F
And
one
of
the
things
that
will
that
I
was
gonna,
sorry
I'm
not
worth
the
computer
that
drives
this.
Is
there
you
go
so
one
of
the
things
that
we
have
worked
to
do
both
as
a
city
about
as
a
nation
is
working
on
updating
the
way
that
we
track
like
the
categories
that
we
use,
the
language
that
we
use,
because
it
is
important
for
people
to
feel
represented.
F
One
of
the
things
that
when
Alex
mentioned
that
the
data
is
not
good,
I
would
phrase
it.
The
data
that
we
use
does
not
match
even
the
existing
categories,
and
we
know
that
the
existing
categories
don't
like,
even
when
we
talk
with
Partners
at
the
federal
level,
that
there's
a
desire
to
update
those
those
categories
and
the
intersectionality
of
race
with
ethnicity
and
origin,
and
other
things
are
important
when
we
think
about
disparities
around
language
disparities
and
other
experiences.
F
So
I
wanted
to
share
a
little
bit
some
of
the
challenges
that
we
have
around
this
work,
but
then
also
some
of
the
things
that
we're
doing
to
try
to
mitigate
against
this.
So
you
had
to
ask:
how
do
we
know
where
different
groups
live
within
the
city?
And
the
answer
to
that
is
we.
The
best
practice
is
to
use
the
American
Community
survey,
which
is
this
update
every
year
that
the
census
provides
the
challenges
that
the
American
Community
survey
once
we
get
to
the
census
tract
level
is
a
five-year
rolling
average.
F
So,
although
we
get
that
Geographic
Precision,
we
lose
a
little
bit
in
terms
of
the
temporal
Precision.
We
don't
know
about
something.
Some
of
the
data
that
we're
looking
at
is
is
older.
The
second
thing
that
is
challenging
is
the
way
that
the
census
provides
us
with.
F
How
is
it
that
we
do
impact
evaluation
and
program
evaluation
at
the
program
level
to
be
able
to
understand
the
impact
of
those
of
those
Investments?
So
I
think
that
there's
like
examples
of
this
in
the
office
of
economic
empowerment
and
an
opportunity
and
others
that
is
the
second
piece
that
I
mentioned
the
categories
don't
necessarily
align,
and
this
is
true
for
race
and
ethnicity
as
well
as
for
gender.
F
We
have
started
working
and
I'll
share
with
you
shortly
about
how
we're
starting
to
approach
that
for
gender
first
and
the
marriage
licensing
process
is
the
one
that
we've
been
using
to
do
a
lot
of
Engagement,
because
it
precisely
because
it
has
such
a
high
impact
in
the
potential
impacts
for
the
for
the
people
that
participate
in
that
process
around
gender
and
our
hope
is
to
take
those
lessons
and
carry
them
over
for
the
employment
side
of
things
so
that
we
can
track
things
consistently.
F
The
third
one
is
it
is
some
of
your
questions
are
great
questions,
they're,
actually
difficult
from
methodology
sampling
from
the
statistics
of
how
is
it
that
we
make
sure
that
that
an
impact?
Let's
say
when
we
invest
in
resurfacing
a
road
or
a
park
or
a
community
center.
What
is
the
community
that
that
acid
or
the
product
serves
so
because
it
varies
depending
on
you?
Have
the
different
communities
might
ride
through
the
same
road
different
groups?
F
The
last
piece
is,
and
we've
had
this
conversation
with
councilor
Worrell
and
with
others,
our
office
and
our
department
has
visibility
into
some
of
the
main
Enterprise
systems,
but
there's
a
lot
of
data
systems
and
a
lot
of
work
that
happens
outside
of
the
kind
of
central
I.T
world.
We
don't
have
visibility
and
I
think
the
two
that
extends
and
whatever
we
can
do
to
start
bringing
consistency
of
experience
across
the
board.
That
is
a
key
part.
F
Even
when
an
employee
gets
hired
in
the
public
schools
versus
other
parts
of
the
city,
they'll
go
through
different
systems,
some
of
which
we
don't
manage.
But
we
want
to
make
sure
that,
if
we're
providing
a
good
Equitable
experience,
it
should
be
consistent,
regardless
of
where,
in
the
city
you're
interacting
with,
and
on
that
note
as
well.
F
We've
had
some
conversations
with
some
council
members
about
there's
a
need
to
invest
in
the
capacity
of
data
and
having
that
Baseline
of
information
about
our
assets,
their
conditions,
and
that
is
work
that
is
fundamental
to
be
able
to
understand
disparities
and
even
just
from
an
operational
perspective
and
we're
working
to
that
goal.
But
it
is,
it
is
a
lot
of
work
and
I
wish
that
I
could
say
that
we're
ahead
of
the
game
here,
we're
catching
up
just
wanted
to
briefly
share
with
you
a
little
bit.
F
How
we're
approaching
this
question
of
how
we
encode
gender
and,
in
the
case
of
a
marriage
certificate
you're,
also
encoding
sexual
orientation
implicitly
there's
some
ordinances
past
the
gender
inclusion
ordinance
by
the
council,
but
when
we
started
having
conversations
with
Alex
and
with
Patty
McMahon,
who
is
the
leader
of
the
registry
at
that
point,
instead
of
just
jumping
and
starting
to
make
changes
to
the
categories,
we
figured
that
it
was
important
to
us
to
engage
with
the
communities
that
were
going
to
be
impacted,
and
it's
interesting,
because
once
we
talked
to
some
of
the
Advocates
and
those
community
members,
their
initial
reaction
was.
F
F
Interviews
with
over
130
constituents,
members
of
the
lgtbq
plus
Community
held
a
number
of
different
focus
groups,
and
and
again
we
we
made
sure
that
we
had
representation
from
then
on
a
non-binary
Community
from
the
transgender
community,
and
we
started
hearing
about
things
that
we
would
have
probably
missed.
F
So
anyways
we're
wrapping
up
the
this
engagement
process
and
the
hope
that
is
that
we
come
up
with
both
guidelines
around
how
on
the
HR
and
employee
side
of
things
has
it
that
we
design
constituent
services
that
are
respectful
for
people
of
different
gender
identities,
that
we
create
the
processes
that
support
this
and,
finally,
that
we
capture
the
data
in
the
systems
in
a
way
that
is
consistent
with
this
way
and
are
once
we
finish
with
gender.
F
With
the
marriage
license
process,
we
will
go
to
our
Human
Service,
our
HR
records
and
our
hiring
data,
and
you
had
asked
the
question
as
well
of
what
are
key
Investments
that
we
think
based
on
the
data
and
our
understanding.
That
would
have
a
big
impact
in
equity.
Here.
Actually
and
again,
we
spent
a
fair
amount
of
time
looking
at
research
and
data
from
the
city's
operations
and
also
benchmarks
from
other
communities
and
I.
Think
that
the
data
shows
that
the
mayor's
agenda
of
investing
in
housing
and
youth
and
in
climate
resilience.
F
B
G
Well,
thank
you
counselors.
For
having
me
my
name
is
omalara
faterigan
and
I'm
CEO
of
a
company
called
Thrive,
and
we
help
municipalities
create
Equity,
centered
budgets
and
I'll,
get
to
all
of
that.
But
I
want
to
just
share
a
little
bit
about
my
background
and
my
connection
to
Boston
and
the
surrounding
area.
G
I
first
came
here.
The
clicker
I
first
came
here
as
a
teenager
to
go
to
Harvard
College
and
my
connection
to
Boston
didn't
end
with
graduation.
I've
worked
for
a
long
time
in
philanthropy,
and
so
we
were
able
to
make
investments
in
Dorchester
youth
collaborative
in
North,
Star,
Learning
Center,
that's
out
in
New
Bedford.
When
I
was
senior
fellow
at
the
Annie
Casey
Foundation.
G
We
worked
with
the
Rhode
Island
Department
of
Children
Youth
and
families,
and
the
Providence
Public
School
District
to
actually
get
both
agencies
to
pool
their
Financial
Resources
together
and
focus
on
investments
in
programs
with
empirical
proof
of
efficacy
in
other
in
other
communities
across
the
country,
and
it
was
actually
after
getting
a
master's
degree
and
working
for
20
years
that
at
my
Advanced
age,
I
thought
I
should
go
and
get
a
doctorate.
So
I
did
that
and
finished
last
year
at
Harvard,
and
it
was
when
I
was
back
in
school
again.
G
I
really
started
thinking
about
operationalizing
Equity
through
budgets,
and
hence
this
company
and
the
reason
why
looking
at
budgets
is
so
important.
For
me,
it
has
personal
significance
and
also
professional
significance
and
so
on,
a
personal
level
I'm
the
child
of
immigrants.
But
my
dad
went
back
to
Nigeria.
Both
my
parents
were
Nigerian,
and
so
my
mom
became
a
single,
low-income
black
woman
in
Inner
City
Philadelphia,
raising
two
kids.
That
always
is
not
a
story
with
a
happy
ending,
but
somehow
my
brother
and
I
both
went
to
Harvard
College.
How
did
that
happen?
G
It
was
a
budget
decision.
My
mom
worked
for
University
Thomas
Jefferson
University,
and
they
made
the
decision
to
offer
free
college
to
their
employees
that
allowed
mom
to
go
to
school
at
night,
become
a
pharmacist
and
transition
us
out
of
poverty,
and
so
this
one
financial
decision
by
one
institution
unlocked
the
American
dream.
For
my
two
generations
of
my
family.
G
I
know
from
my
hard
work
in
government
that
how
money
is
deployed
can
also
change
lives
for
better
or
For
Worse,
and
so
I
was
deputy
director
of
DC's
Juvenile
Justice
agency,
which
meant
that
I
was
two
steps
down
from
the
mayor.
The
first
thing
I
did
was
to
conduct
an
internal
assessment
of
how
we
were
spending
our
resources
and
I
found
that
our
resource
allocations
were
linked
to
Rising
re-arrest
rates.
How
did
that
happen?
G
Well
long
story
short.
We
were
investing
in
programs
that
researchers
had
known
to
be
ineffective
for
30
years,
and
so
this
taught
me
that
really
hard-working
well-meaning
government
employees,
often
just
don't-
have
access
to
the
resources
and
the
information
and
the
research
that
they
need
to
improve
their
decision
making,
and
this
really
is
where
Thrive
came
from.
G
So
we
bundle
all
that
info
into
an
index
and
then
we
compare
the
index
of
what
works
and
what
doesn't
work
to
what
the
government
is
actually
spending
money
on
and
then
we
provide
you
know,
report
cards,
red
light,
yellow
light,
green
light
and
some
recommendations
on
improved
resource
allocation,
but
and
we've
created
these
Thrive
guides
these
modules,
these
spending
modules
for
various
agencies,
schools,
Maternal,
Child
Health.
We
can
look
at
future
of
work,
procurement
processes
Etc,
but
we're
more
than
a
software
company.
G
Once
we've
conducted
these
assessments,
we
facilitate
a
dialogue
between
government
officials
and
Community
organizations
to
really
understand
the
information
to
vet
our
own
Solutions
and
recommendations
and
then
to
co-create
a
budget
prioritize
next
steps
together.
I'm
gonna
skip
the
next
slide.
Hopefully.
G
G
One
way
to
explore
whether
or
not
the
jurisdiction
is
is
spending
money
equitably
is
looking
at
targeted
Investments
for
vulnerable
populations.
In
this
case,
we
can
look
at
Opportunity
Youth
Opportunity
youth
are
typically
defined
as
young
people
between
the
ages
of
16
and
24,
who
are
disconnected
from
school
and
work.
So
we
look
at
investments
in
job
training,
programs,
upskilling
Workforce,
Development
per
capita
investment
on
opportunity,
youth
per
capita
Investments
on
homeless
youth.
G
We
know
this
population
often
struggles
with
housing
insecurity,
and
then
we
want
to
look
at
the
diversity
of
providers
that
the
city
is
investing
in
to
support
this
particular
population.
You
can
look
at
different
departments
within
a
government,
for
example,
Parks
and
Recreation.
How
do
you
know
if
you're
spending
equitably
when
it
comes
to
Parks
and
Rec
access?
This
is
a
beautiful
park
on
the
screen.
G
Does
every
part
of
the
city
have
you
have
select
this,
and
so
we
look
at
tree
canopy
by
neighborhoods
or
zip
codes,
access
to
Green
Space
by
neighborhoods
or
zip
codes.
We
we
also
look
at
Investments
so
who
gets
the
new
pool?
You
know
who
gets
the
new
playground?
What
neighborhoods
are
those
located
in
these
are
all
different
metrics
for
assessing
Equity,
perhaps
in
Parks
and
Recreation
departments,
in
terms
of
procurement
and
City
operations.
G
We
want
to
look
at
the
diversity
of
vendors,
women-owned
businesses,
minority
owned
businesses,
but
we
want
to
look
at
award
amounts
the
lengths
of
awards,
any
particular
responsibilities
related
to
subcontractors
and
what
those
requirements
are
renewal
rates
and
and
job
creation
by
vendors
that
the
city
is
employing.
G
Additionally,
we
can
look
at
public
schools,
for
example,
weighted
student
funding
formulas
and
if
those
funding
formulas
are
actually
operating
in
such
a
way
that
we're
mitigating
the
achievement,
Gap
various
measures
related
to
post,
covid
kind
of
recovery.
High
dosage
tutoring
is
super
impactful.
Our
District's
actually
doing
some
of
these
things,
the
ratios
of
of
of
different
types
of
Investments.
G
Next
slide,
what's
really
important
is
to
shift
how
we
allocate
resources
and
also
to
Monitor
and
evaluate
over
time.
So
we
want
to
know
that
if
we've
invested
in
nurse
home
visiting
programs,
for
example,
are
the
real
outcomes
when
it
comes
to
infant
mortality
or
or
or
other
areas.
So
we
want
to
be
able
to
monitor
new
Investments
over
time
and
our
company
helps
school
districts
and
municipalities
do
that.
G
So
we
we
did
our
first
pilot
in
the
city
of
Somerville,
Health
Department
in
summer
promise
they
have
an
amazing
Cradle
to
Career
Network,
and
we
were
asked
to
explore
that
kind
of
Shifting
money,
but
also
shifting
power.
So
the
extent
to
which
the
government
was
really
open
to
hearing
how
recipients
of
services
wanted
to
shift
what
they
were
getting
from
the
health
department.
They
were
very
successful.
Parents
were
very
successful
in
advocating
for
programming
for
them.
G
Aside
from
where
we're
also
working
in
Cambridge
Public
Schools,
we
have
a
two-year
engagement
to
in
year.
One
explore
the
extent
to
which
the
budget
planning
process
is
Equitable
and
in
year,
two
look
at
specific
resource
allocation
school
by
school
and
every
school
in
the
district
to
better
tweak
how
resources
are
allocated
to
mitigate
the
achievement.
G
Gap,
whether
it's
attendance
test
scores
Etc
school
by
school,
Beyond,
Thrive
I,
wanted
to
just
share
some
really
compelling
examples
of
how
municipalities
across
the
country
are
really
targeting
their
Investments
to
drive
Equitable
outcomes,
and
so
in
DC.
We
have
the
baby
bonds
program
if
you're
a
baby
born
after
October
2021,
your
family
is
enrolled
in
Medicaid
and
your
household
income
is
below
a
specific
threshold.
G
You
get
a
baby
bank
account
a
500
initial
deposit
and
in
every
subsequent
year,
a
one
thousand
dollar
up
to
a
Max
of
one
thousand
dollar
deposit,
and
so
in
DC
they
are
addressing
the
racial
wealth,
Gap
literally
from
birth,
and
so
that's
one
way
to
kind
of
focus.
Those
Investments
in
Baltimore
they're,
really
combating
infant
mortality
rates.
So
when
I
was
at
the
Annie
Casey
Foundation
we
invested
in
this
program
be
more
Baltimore
for
Healthy
Babies.
G
We
invested
in
nurse
home,
visiting
programs
and
also
kind
of
re-exploring
Community
Collective
impacts
in
such
a
way
that
it
is
anti-racist,
we're
kind
of
elevating
indigenous
Community
organizations
and
not
kind
of
the
mega
organizations
that
typically
get
all
of
the
kind
of
procurement
dollars,
and
so
through
that
process,
Baltimore
was
able
to
decrease
infant
mortality
by
28
and
mitigate
the
black
white
disparity
in
infant
deaths
by
40,
and
so
this
is
one
example
from
Baltimore
when
it
comes
to
Maternal
Child
Health
Investments
in
Minnesota
they're,
really
looking
at
small
women
in
particular,
and
so
you
can
think
of
it,
like
small
business,
meets
early
care
and
education.
G
So
the
state
of
Minnesota
is
investing
three
million
dollars
almost
in
child
care
providers
who
are
typically
not
licensed.
They
are
a
family,
they
are
friends,
they
are
neighborhood
providers
and
the
government
in
the
state
is
providing
grants
to
organizations
that
serve
and
build
the
capacity
of
these
not
yet
licensed
providers.
G
Grantees
of
the
state
must
work
with
immigrant
and
Refugee
communities
and
provide
culturally
appropriate
trainings
that
really
are
all
about
kind
of
early
care
and
education,
so
the
state
is,
is,
is
together
working
on
kind
of
bolstering
small
businesses,
bolstering
child
care
providers,
who
typically
are
women,
typically
underpaid
and
typically
minority
women,
and
simultaneously
really
thinking
about
early
care
and
education
and
some
of
those
childhood
education
outcomes,
and
so
that's
a
really
clever
way
of
putting
all
of
that
together
through
smart
Investments.
G
Boston
is
really
moving
forward
with
improving
equity
in
housing
and
so
increasing
the
density
of
multi-family
housing
units.
I
believe
this
is
an
actual
unit
in
Dorchester.
G
Dealing
with
kind
of
stabilizing
the
rent
caps
and
getting
all
of
those
affordable
units
kind
of
committed
from
last
year
is
is
great
progress.
I
would
invite
the
administration
and
Council
to
consider
examples
from
other
cities.
G
So
in
the
early
2000s
HUD
and
the
Robert
Wood
Johnson
Foundation
did
like
a
10-year
initiative
and
in
the
first
five
years
they
realized
that.
Oh,
my
gosh,
you
can't
just
provide
housing,
but
you
have
to
actually
coordinate
Social
Services,
Small,
Business,
Development
and
I
would
add
neighborhood
kind
of
beautification
in
order
to
have
a
really
sustained
impact.
G
B
You
thank
you
so
much
Dr
omolada
I
wanted
to
go
to
my
console
colleagues
for
their
first
round
of
questions,
and
then
we
can
continue
on.
B
Oh
okay,
we're
actually
been
joined
by
Eliza
perad,
so
we
can
hear
from
our
last
panelist
and
then
go
to
our
first
round.
Thank
you.
I
Sorry
to
be
joining
virtually
to
be
able
to
get
the
child
care
pick
up
on
time.
Thank
you,
counselor
Fernandez
Anderson,
for
holding
this
hearing
on
this
really
important
issue
and
to
the
counselors
here
today.
I
can't
see
this
is
a
little
strange,
but
I
know
you're
there.
My
name
is
Eliza
parad
I'm,
the
director
of
Municipal
democracy
at
the
center
for
economic
democracy
or
CED.
I
For
short,
it
gives
residents
direct
decision
making
over
how
part
of
the
city's
budget
is
spent
through
asking
residents
what
issues
you're
facing
and
what
ideas
do
you
have
as
solutions
to
those
issues?
As
you
know,
Boston
will
embark
on
its
first
city-wide
process.
Although
we've
had
youth
participatory
budgeting
since
2014,
the
first
city-wide
process
will
be
this
year,
which
is
really
exciting
and,
however,
the
process
is
only
as
strong
as
its
design
and
like
any
other
process
without
centering
equity
in
the
design
along
the
whole
Spectrum.
I
It
can,
and
often
in
other
cities
where
it
exists,
ends
up
giving
more
power
and
resources
to
those
that
already
have
it.
Even
when
that's
not
the
intent,
I
know,
that's
not.
The
intent
of
Boston's
process,
which
stated
goals
are
to
build
Collective
capacities
on
issues
of
racial
and
social
justice
and
to
create
an
equitable
and
binding
process,
and
yet
there's
still
several
elements
around
design
that
we
feel
are
really
important
in
order
to
make
sure
that
it
reaches
those
goals.
I
Researchers
have
counted
up
to
ten
thousand
participatory
budgeting
processes
around
the
world
and,
according
to
the
sort
of
national
expert
experts
at
the
participatory
budgeting
process,
there's
five
elements
that
lead
to
Equitable
outcomes.
One
is
inclusive
design,
two
is
equity
criteria
when
determining
how
to
distribute
funds.
Three
is
community
Grassroots
leadership
and
partnership.
Four
is
focused
Outreach
to
communities
that
traditionally
don't
engage
in
City
processes
and
five,
a
meaningful
amount
of
money
for
the
process.
I
I
want
to
just
focus
on
two
of
those
elements
for
today's
hearing,
so
the
first
one
is
the
meaningful
investment,
as
we
await
the
release
of
the
budget
shortly,
I
want
to
again
urge
the
city
to
set
aside
a
significant
amount
of
funds
to
be
determined
through
the
participatory
budgeting
process:
cities
internationally
that
have
invested
over
five
percent
of
their
budget.
It's
like
around
that
number
when
they
start
to
see
real
material
improvements
in
health,
economic
and
educational
outcomes.
I
Residents
know
what
they
need
and
they
have
solutions
to
the
challenges
that
they
face,
and
we
know
that
residents
have
a
lot
of
ideas
about
how
to
spend
the
money,
even
in
the
first
year
of
Youth,
lead
the
change
the
youth-led
PB
process.
There
were
over
450
ideas
about
how
to
spend
just
one
million
dollars
and
if
you
totaled
those
ideas,
it
would
have
been
many
millions
of
dollars
and,
and
that
didn't
include
all
residents
of
Boston.
I
So
from
conversations
that
we've
been
having
in
our
community
groups,
I've
been
having
with
residents
about
their
hopes,
folks
have
been
asking
for
one
percent
of
the
budget
or
40
million
dollars
to
be
determined
through
participatory
budgeting,
a
baseline
as
a
starting
point,
which
people
feel
will
allow
them
to
have
a
real
impact
and
propose
significant
projects
that
would
impact
their
their
communities
and
their
lives
and
really
start
to
transform
histories
of
disinvestment
and
mistrust.
I
I
The
level
of
funding
that
we're
asking
for
is
consistent
with
findings
from
a
listening
tour
that
families
for
justice
is
healing,
conducted
with
150,
formally
incarcerated
women
in
Boston
in
2020.,
and
is
about
one-third
of
what
the
amount
residents
have
been
asking
for
during
the
last
three
budget,
Cycles
around
defunding
the
police
and
investing
in
community-led.
Solutions
families
for
justice
is
healing
in
in
2020.
I
I
was
recently
attended,
a
workshop
by
activist,
which
is
a
fiscal
Justice
investment
research
firm
that
analyzes
City
budgets
for
for
Equity
Investments,
and
they
framed
investments
in
police
departments
as
having
zero,
Roi
or
returned
on
investments
for
black
communities,
as
our
Coalition
has
been
meeting
with
residents
across
the
city
looking
at
the
current
budget
Investments
and
where
we
could
invest
more
in
participatory
budgeting.
I
The
first
suggestion
that
everyone
has
had
is
moving
money
out
of
the
police
department
and
into
community-led
Solutions
like
participatory
budgeting,
and
we
saw
some
of
those
shifts
last
year
in
the
budget
and
I
just
want
to
reiterate
again
before
the
budget
comes
out
shortly.
That
communities
are
still
waiting
and
hoping
for
more
of
that
shift.
I
The
other
piece
to
highlight
around
equity
in
the
budget
for
participatory
budgeting
is
that
Studies
have
shown
that,
when
participatory
budgeting
uses
Equity
formulas,
resources
get
shifted
from
higher
income
neighborhoods
to
lower
income
neighborhoods,
but
that
doesn't
automatically
happen
without
an
equity
formula
in
Los
Angeles.
For
example,
the
entirety
of
the
participatory
budgeting
funds
are
spent
in
nine
neighborhoods
known
as
La
repair
zones.
I
These
communities
have
at
least
87
percent
residents
of
color
at
least
16
percent
of
residents
live
in
poverty
and
that
unemployment,
unemployment
rates
of
of
at
least
15
and
30
of
all
rental
households
paid
more
than
half
their
income
on
rent
in
Boston.
If
we
looked
at
some
things,
similar,
like
I,
was
looking
at
Census
Data
from
the
American
Community
survey.
I
If
we
took
neighborhoods
with
a
18
poverty
rate
or
median
median
income
under
70
000
and
a
majority
people
of
color,
the
neighborhoods
we
would
be
looking
at
are
Roxbury
Chinatown,
Mission,
Hill,
Dorchester
and
matapan,
and
my
guess
is
East
Boston,
given
census
reporting
from
undocumented
immigrants,
but
but
perhaps
not,
but
we
know
that
these
communities
have
a
history
of
just
investment,
redlining
and
underfunding.
That
has
resulted
in
disparate
health,
wealth
and
educational
outcomes
and
a
history
of
mistrust,
and
so
you
know
just
thinking
about
the
design
of
this
process.
I
Again,
we
encourage
you
to
to
start
in
those
neighborhood.
The
disparities
in
Investments
are
not
only
historical.
Looking
at
Capital
investments
in
the
capital
budget
passed
last
year.
There
is
a
disproportionate
distribution
of
capital,
Investments
planned
for
the
next
five
years.
The
majority
of
Investments
by
far
are
going
to
District,
2
and
then
District
eight,
which
covers
some
of
the
neighborhoods
with
the
highest
vegan
incomes
and
lowest
poverty
rates
again
from
the
American
Community
survey
data.
I
So
again,
thinking
about
the
budget
this
year
and
equity
in
the
budget,
it's
really
time
to
reset
the
expectations
and
hold
these
institutions
accountable,
so
that
we
have
the
revenue,
especially
as
you
know,
our
best
spending
continues
to
go
down
to
ensure
that
the
institutions,
hospitals,
universities
and
cultural
institutions
are
contributing
to
City
revenue
and
and
helping
our
city.
That's
all.
Thank
you.
Thank.
B
You
so
much
Eliza
I
like
to
go
straight
to
our
first
round
and
then
we'll
go
to
public
testimony
for
people
that
are
here
and
then
second
round,
and
then
anyone
online
just
I'll
try
to
be
brief.
If
you
guys
can
be
patient
with
me
to
my
colleagues,
but
just
some
clarification
in
terms
of
the
questions
that
I
asked.
I
know
that
I
had
I
wrote
a
book
for
you,
but
I
did
want
to
just
get
some
clarifications
here
today
and
then
hopefully
actually
get
some
answers
in
writing.
B
Whatever
you
have
like
that's.
The
point
of
this
would
hate
to
like
re-reschedule
another
hearing
just
to
get
the
answers
and
I
think
that,
just
in
in
terms
of
ways
and
means
or
budget
process,
that's
kind
of
the
direction.
We're
going
folks
are
ready
to
slow
it
down
and
have
real
conversations.
B
So
if
I
send
you
rfis
or
requests
for
information
in,
if
you
don't
have
like,
let's
work
together
so
like,
if
you
don't
have
the
answers
right
away,
send
me
back
with
you,
know,
x,
mark
so
whatever
like
red
or
green
lights,
and
tell
me
okay,
I
I,
hear
the
questions
answers
that
I
have,
and
here
are
the
answers
that
I
don't
have
or
the
questions
that
I
could
not
answer
and
I
think
that
is
probably
a
more
pragmatic
approach.
So
that
way
we
can
begin
to
actually
say
all
right.
B
What
do
we
do
about
this
and
how
do
we
find
out
the
answers
for
me
just
wanted
to
ask
first
Chief,
Marianne,
Julie's
and
sorry
I'm.
B
Two
floors:
I
apologies,
I,
always
only
remember
Alex
Chief
Lawrence,
if
you
both,
can
tell
me
how
are
you
two
working
together
since
it
sounds
like
you're
working,
a
lot
on
diversity
and
Marie
Angel?
Is
your
office
is
taking
an
approach
to
educating
I,
guess,
city
employees
and
departments
in
terms
of
what
equity
and
inclusion
means?
But
how
is
that
including
diversity
and
then
also
that
I
guess,
if
you
could
tell
me
the
demographics
of
your
office
itself
and
just
to
speak
to
like
people's
perspectives
in
terms
of
equity
perspective.
C
I
would
say:
I'll,
let
you
take
the
diversity
piece
and
like
even
why
we
decided
to
move
that
away
from
my
cabinet
into
yours
into
the
people's
cabinet,
but
I
I
would
say
that
the
way
that
we
are
thinking
about
the
compensation
study
criteria
is
is
sort
of
the
this
sounds
so
cheesy,
but
like
the
bread
and
butter
of
the
work
that
we
want
to
do
with
other
departments.
Right.
C
It's
like
we
know
it's
an
issue
of
equity
and
we
do
not
have
standard
standardized
ways
of
applying
these
different
studies
and
making
decisions
as
to
who
goes
through
these
studies.
First
right,
and
so
the
way
that
we
are
working
with
other
departments
is
being
able
to
provide
that
expertise
and
direct
access
to
specific
communities.
Right
within.
C
You
saw
the
different
departments
that
we
have
in
our
cabinet
right
from
lgbtq
blackmail,
advancement,
women's
Etc,
to
also
being
able
to
provide
we
just
hired
our
director
of
policy
and
research
so
being
able
to
provide
some
of
that
research.
Some
of
those
best
practices
that
other
cities.
Other
models
are
following,
where
the
partnership
we're
right,
like
her
team,
has
the
day-to-day
operational.
C
Well,
we're
Staffing
up,
but
the
people
Ops
cabinet
right,
like
has
the
the
functional
the
operational
day-to-day
right,
like
functions
of
being
able
to
hire
people
being
able
to
create
protocols
and
certain
and
services
for
to
retain
staff,
whereas
what
we
can
do
is
offer
the
technical
assistance
to
to
embed
something
for
the
long
term.
Right
like
right
now,
the
status
quo
is
oftentimes.
We
don't
have
protocols.
C
My
purpose
here
is
to
ensure
that,
through
the
specific
voices
that
we
have
centered
in
our
cabinet,
we're
able
to
create
protocols
alongside
their
cabinets
that
have
been
well
established
and
that
will
be
here
forever
to
make
sure
that
they
are
forever
embedding
Equity
into
their
protocols.
So
I'll.
B
B
Of
the,
if
you're
addressing,
if
you
have
if
she
has
the
tools,
if
the
chief
has
the
tools
to
actually
you
know,
offer
some
of
this,
you
know
training
and
you
are
talking
about
retaining
and
looking
at
the
problem.
In
order
for
you
to
retain,
you
need
to
have
a
problem
and
you're
looking
at
the
problem,
but
who
does
it
impact
and
if
you're
looking
at,
who
does
it
impact
where's
the
data
and,
if
you're
looking
at
the
data,
then
you
don't
know
the
data.
So
what
how
do
we
do.
E
That
so,
first
of
all,
I
mean
the
data
doesn't
not
exist,
it's
just
not
the
like.
It
is
not
where
we
would
want
it
to
be,
but
like
we
still
have
for
the
most
part
to
the
degree
to
which
we
legally
can
people
still
when
they
are
employed
by
the
city.
If
they
choose
to
answer
racial
categories
that
are
not
great,
they
still
answer
those.
So
we
still
have
some
data
that
help
us
sort
of
understand
our
Workforce.
So
I
do
want
to
be
clear
on
that.
E
That
just
I
wanted
to
be
clear
on
the
caveats
of
the
data
and
what
I,
why
I
think
they
could
be
better,
but
I,
don't
think
we
have
nothing
right.
We
understand
generally
what
the
racial
composition
of
our
Workforce
is
in
somewhat
blunt
overstating
categories,
so
just
wanted
to
clarify
that
if
that's
helpful
but
yes,
I
mean
I.
E
Think
the
specifically
the
reason
that
we,
their
previous
iterations
of
a
director
of
diversity
position,
had
been
in
the
equity
function
and
I
think
just
bring
allowing
Bernadine
as
the
our
director
of
diversity
to
be
incredibly
close
to
our
talent,
acquisition
management
team.
Our
class
and
compensation
team,
as
Mary
Angeli
was
saying,
like
working
with
them
to
working
with
every
single
one
of
our
recruiters
across
the
city,
embedding
them
within
their
Department.
E
B
See,
thank
you,
I
guess
my
concern
with
that
or
not
I
guess
when
I
think
about
it.
I
understand
that
you're
trying
to
address
education
in
terms
of
equity
and
inclusion,
diversity,
you're
also
trying
to
retain
and
also
hire
new
right
increase
diversity.
B
My
if
you
don't
have
accurate
data,
I
guess
I
I
can
understand
that
you
need
to
improve
and
I
appreciate
your
honesty
but
I
I,
guess
I.
Just
don't
I
just
don't
understand,
because,
if
you're
being
proactive
in
terms
of
educating
the
folks
that
need
this
education,
who
exactly
need
that
education?
B
Who
exactly
are
we
supporting
and
who
is,
if
we're
trying
to
increase
diversity,
then-
and
we
don't
know
the
difference
or
or
we
don't
understand-
that
the
disparities,
then
how
do
we
do
the
work
and
so
I
just
I
just
think
that
you'd
agree
with
me
that
Chief
Lawrence
said
dad.
You
have
to
start
with
data
like
I
I,
don't
see
how
we
can't
we
can
approach
this.
B
If
we
don't
understand
like
if
I
can,
if
I
can
ask
you
what
is
the
demographics
of
the
city
and
what
is
the
demographics
of
the
employees
of
the
city,
you
should
be
able
to
tell
me
that,
and
once
you
tell
me
that
I
should
be
able
to
compare
it.
But
I
asked
Chad
here
and
I
didn't
get
that
in
the
presentation.
So
I'm
curious,
then,
is
that
part
of
the
data
you
don't
have
or
if
you
have
it,
can
you
provide
it
to
me
yeah.
E
What
I
can't
give
you
right
this
moment
is
data
over
time.
The
diversity
dashboard,
which
is
a
public-facing
dashboard,
tells
you
the
breakdown
by
the
categories
that
we
have
of
every
single
Department
in
the
city.
Today,
it's
public
facing
you
can
look
at
that
right
now
and
I
can
pull
it
up
if
it
would
be
helpful.
It's
broken
down
by
individual
departments
by
race
and
gender
by
tenure
by
salary.
All
of
that
exists
that
gives
you
a
point
in
time.
B
Then
that
means
you
could
aggregate
it
to
tell
me
in
parks
department,
for
example,
how
many
black
people
are
employed
there
and
then
you
can
also
tell
me
sort
of
the
percentage
of
pay
you
can
say
of
the
whole
parks
department,
it's
50
black
and
of
that
50.
Only
one
person
is
in
upper
management.
Yes,
I
can
definitely
you
could.
Definitely
you
could
do
that?
Okay
and
I.
Think
that's
that's
the
number.
B
Those
are
the
numbers
that
we
all,
including
yourself
I
heard,
is
interested
in
comparing
because
then
how
do
we
know
what
what
the
issue
is?
Absolutely.
B
Yeah
so
say
that
I
guess
I'm
going
to
kindly
ask
that
when
I
send
an
RFP,
rfis
I
don't
want
to
go
to
the
public
facing
because
I'm
I
have
a
responsibility
to
provide
it
to
the
public.
So
the
the
purpose
of
our
hearings.
B
Hopefully
it's
to
ask
on
record
to
get
the
answer
on
record
and
then
for
me
to
read
it
on
record
the
fact
that
it's
public
facing
and
that
it's
accessible
to
me
or
the
public
is
great
but
I
think
that
part
of
the
problem
part
of
the
inequity
is
that
there
is
lack
of
access,
so
people
may
not
even
know
or
have
ability
to
get
to
it.
B
So,
in
order
for
us
to
have
the
conversation,
even
if
you
think
wow-
that's
that's
that's
really
obvious.
That's
so
you
know,
without
sounding,
without
sounding
any
kind
of
way.
Even
if
you
think
like
oh
my
God,
a
third
grader
could
get
that.
Please
bring
it.
Please
send
it,
send
it
ahead
of
time,
because
what
we'll
what
will
happen
is
it
will
delay
hearings?
B
My
only
the
only
hearings
that
I
have
available
to
postpone
are
on
Wednesday
afternoons
and
Fridays,
and
then
I
could
even
do
it
at
night
and
I
would
hate
to
be
here
all
night
in
hearings.
So
if
we
can
get
the
numbers
even
if
they're
available,
let's
really
talk
about
the
numbers,
because
I
can't
even
look
at
that
today
and
I'm.
B
B
So
here
hearing
how
Dr
Lara
hearing
how
the
they
are
working
together,
would
you
have
any
suggestions
in
terms
of
the
two
offices
in
terms
of
diversity,
increasing
diversity
and
the
assistance
already?
Do
you
see
anything
that
is
missing
from
that
work
or
in
terms
of
the
partnership
itself,
to
increase
diversity
or
address
equity
and
inclusion?
B
G
I
really
do
think.
The
first
step
is
to
perhaps
work
with
I.T
and
kind
of
disaggregate
the
data
and
clean
it
up
as
as
best
as
you
can,
and
from
there
you
can
do
a
historical
kind
of
trend.
Analysis
on
your
Workforce,
the
extent
to
which
the
workforce
matches
the
population
and
the
extent
to
which
it
doesn't
kind
of
looking
at
both
sides.
I
think,
is
really
important.
G
I've
been
an
applied
researcher
for
a
long
time
and
I
think
everyone
knows
kind
of
garbage
in
garbage
out
not
to
and
simulate
that
the
data
are
garbage,
I'm
sure
they
are
not,
but
to
the
extent
that
you
can
prioritize
clean,
Data,
Systems
and
disaggregating
data
right,
a
Latin
person
could
be
black
or
white
or
right.
Indigenous
Latin
isn't
merely
a
race,
and
so
that
can
be
confusing
when
trying
to
address
inequities
as
I'm
sure.
All
of
you
now.
B
Oh
I,
my
colleagues
have
been
sitting
for
a
while
and
I
think
the
part
part
of
the
wave
might
be
hint.
Can
we
ask
our
questions
so
I
I'll
pass
it
on
to
my
colleagues.
First
to
the
vice
chair,
counselor
Worrell,
you
have
the
floor.
J
Thank
you
chair
and
thank
you
to
the
panel
and
thank
you
for
your
time.
To
present
this
information
to
us.
I
have
a
two
or
three
questions.
One.
This
is
to
Chief
severe
Solis.
Severance
right
did.
H
J
Get
my
last
name
all
right.
So
what
role
did
the
the
department
that
fell
underneath
your
cabinet
play
because
I
know
you
have
six
six
or
eight
of
them
right
and
each
one
of
those
departments
have
an
executive
director
right
yeah.
So
what
what
role
did
those
executive
directors
play
into
helping
create
your
process
on
Equity
impacts,
Equitable
procurement
potential
and
also
the
role
that
they
played
in
helping
establish
the
questions
for
the
capital
budget
in
the
operating
budget?
Yeah.
C
C
C
I
identify
who
in
our
cabinet
needs
to
be
a
part
of
the
problems,
the
troubleshooting
right
to
identify
the
best
possible
solutions.
That's
been
the
model
up
until
now,
as
you
can
imagine,
that's
not
sustainable
for
different
organ.
The
different
departments
that
are
you
know
we
have
a
staff
of
one
Department,
a
staff
of
three,
and
then
we
have
another
staff
of
like
12,
and
then
everything
in
between
the
model
we
want
to
create
right
is
to
staff
the
equity
inclusion
office
right
sort
of
the.
C
Network
right,
we're
gonna
call
in
something
along
the
lines
of
equity
and
inclusion
officers
that
are
going
to
be
in
every
single
cabinet
right.
So,
experts
in
streets
experts
in
housing,
experts
in
procurement,
Etc
they're,
going
to
be
reporting
directly
to
this
technical
assistance
Workshop
and
then
so
that
we
can
build
a
more
sustainable
model
rather
than
what
we've
been
doing
up
to
this
time.
It's
like,
as
an
issue,
arises.
J
A
C
The
can
you
tell
me
what
slide
you're
referring
to
I
can
answer
quickly.
The
about
a
year
ago,
when
we
were
going
through
this
process
in
our
first
year,
the
executive
directors
drafted
a
set
of
questions
that
they
would
that
they
wanted
OBM
budget
office
budget
office
of
budget
management
to
work
with,
as
as
the
different
departments
are
submitting
their
requests,
and
so
the
the
questions
that
you
see
in
slide
help
me
the
slide
that
is
selling
you.
The
different
Equity
questions
were
informed
by
the
executive
directors.
Yes,
okay,.
J
And
then
what
role
do
they
have
like
in
the
responses?
And
how
do
we
evaluate
each
response
that
comes
back
from
each
department
because
everything
under
under
each
one
of
the
operating
budgets
just
has
Equity
impacts
to
list
a
bunch
of
questions
Equitable
procurement
potential?
Then
it
lists
a
bunch
of
questions
and
then
a
commitment
to
operational
Equity
budget
and
then
on
the
capital.
It
says
like
the
same
thing
as
a
bunch
of
questions,
so
how
do
we
evaluate
those
questions
and
who
evaluates
them
and
does?
J
Is
there
a
role
that
the
equity
Department
all
those
departments
within
the
equity
cabinet
play
into
evaluating
those
answers?
Not.
J
D
And
if
I
comes
over,
I
can
add
I
think
so.
I
think
one
of
the
first
meetings
I
had
when
I
started
with
the
city
was
with
Mari
Anjali
about
an
a
budget,
Equity
scorecard
and
I.
Remember
so
from
the
very
beginning.
Mari
and
I
have
been
working
really
closely
together
on
how
to
integrate
her
work
into
the
budget
process.
D
D
We
are
within
my
cabinet
piloting
a
capital
working
group
that
will
seek
to
sort
of
evaluate
Capital
decisions
across
the
city
and
help
us
make
those
make
those
decisions
and
the
equity
cabinet
has
a
seat
at
that
table.
It
was
very
important
that
they
were
integrated
throughout
the
process
and
really
trying
to
formalize
a
role
for
that
for
that
cabinet
in
our
capital
and
operating
budget
decision
making
yeah.
C
It's
a
it's
just
a
I,
don't
want
to
take
your
time,
but
it's
it's
also
just
like
a
change
management
question
here.
Right,
like
I,
want
art
my
80s
to
r80s,
to
be
able
to
sort
of
provide
those
Direct
Services
and
the
community
engagement.
That's
so
important
to
the
work
and
the
policy
implementation,
while
also
all
the
other
stuff
is
happening,
and
so
we're
just
thinking
about
what
are
some
of
those
protocols.
So
yeah.
J
All
right,
well,
that's
good
to
hear
yeah
no.
B
Go
ahead,
thank
you.
Councilor
roll
Chief,
if
you've
had
say
or
a
seat
at
the
table,
and
then
that
means
you
discuss
issues
inequities
and
so,
if
you've
discussed
inequities,
then
tell
me
what
were
your
recommendations
as
a
chief
of
equity
to
the
budget
on
capital,
for
example,
yeah.
J
And
I
just
want
to
piggyback
on
this
was
one
of
my
questions
as
well
is:
would
love
to
hear
your
recommendation
when
it
came
to
capital
for
district
four
on
how
a
historical
district,
a
historically
black
District,
who
has
been
consistently
under
invested
when
it
came
to
the
capital
budget?
Your
recommendation
to
to
to
the
department
for
for
Capital
allocations
this
year.
C
The
one
that
I've
already
named
right,
which
is
the
the
Gap
that
we
have
noticed,
we
have
the
Gap
that
I've
named,
is
that
there
isn't
a
standardized
way
of
ident
prioritizing
what
projects
are
submitted
into
the
product.
I
I
wish.
We
could
clear
out
our
calendars
and
just
do
just
focus
on
this,
but
we're
trying
to
do
our
like
the
best
quality
of
work
and
it's
going
to
take
a
little
longer
than
we
wanted.
J
It
so
so,
no
like
recommendations
I
have
to
like
actually
looking
at
the
budget,
the
numbers
of
the
budget
and
then
taking
a
historical
look
at
you
know
what
has
been
allocated,
that
those
are
not
the
type
of
recommendations.
It's.
C
J
And
I
also
think
that
systemic
is
also
like
a
a
tangible
thing,
as
well
like
a
corrective
action.
I
mean
were
any
recommendations
around
corrective
actions
made
based
on
a
historical
standpoint
of
what
has
been
allocated
to
bipod
communities.
Absolutely.
C
J
C
B
And
it's
all
a
process
right
all
right,
sorry,
counselor!
If
it's
okay,
yep
go
ahead,
thank
you
and
it's
all
a
process
right.
So
what
we
want
to
do
is
engage
in
a
conversation
about
where
we
are
like,
where
the
state
of
things
right.
B
So,
for
example,
there
are
third-party
companies
such
as
Thrive
that
can
actually
Implement
these
models
or
processes
that
you're
talking
about
to
Mr,
Santiago's
I'm
bad
with
names
point
that
essentially
some
of
the
questions
that
I
asked
were
good,
but
that,
from
his
standpoint
that
he
couldn't
necessarily
like
really
give
me
hardcore
numbers
or
answers
so
and
that's
okay
and
I
just
wanted
to
create
that
platform.
This.
B
This
is
a
safe
space
for
all
of
us,
because
if
we
don't
have
the
answers,
the
important
thing
to
do
is
for
all
of
us
to
say
we
don't
have
the
answers.
We
counselors
don't
have
the
answers
and
or
specific
to
what
the
metric
or
what
the
implementation
should
be
in
order
to
change
that
issue
right
so
I
think
what
counselor
is
getting
to
is
saying.
B
Look
if
you,
the
chief
of
equity,
is
in
a
position
to
be
in
conversations
about
building
an
equitable
Equitable
or
recommending
Equitable
Solutions
in
the
budget
right
in
Santiago
I'm,
going
to
look
at
you
because
I
read
faces
a
lot,
and
so,
if,
if
that's
the
case,
then
what?
How
did
those
conversations
come
about
like?
Were
you
talking
specifically
about
inequities?
Were
you
talking
specifically
about
systemic
change?
B
When
you
talk
when
when
your
response
was
about
systemic
change,
it
tells
me
that
you're
thinking
about
this
in
a
very
broad
perspective
and
right
now
we're
just
looking
at
how
do
we
look
at
what
is
existing
and
then,
if
we're,
if
that
already
exists,
the
conversations
from
Equity
department
and
OBM
already
has
taken
place.
Then
well,
what
does
that
look
like,
and
then
that
means
that
you're
talking
about
Capital
Investments?
B
One
of
my
questions
were
tell
me
the
comparisons
neighborhood
by
neighborhood
and
even
if
I
have
them
say,
mine
is
a
little
bit
off.
I
want
to
I
want
to
see
yours
because
for
an
equity
perspective,
in
order
for
us
to
change,
systemic
racism
or
increased
diversity
or
teach
people
about
equity
shouldn't,
we
be
supporting
people
with
their
social
determinants
of
health
and
I.
B
Would
we
we
would
believe
that
Equity
Department
would
have
a
lot
of
say
in
terms
of
figuring
out
what
those
disparities
are
and
how
to
actually
supplement
some
of
those
disenfranchisements
in
these
communities,
especially
the
most
disenfranchised
Community
or
District,
which
is
District
4.
I'm,
going
to
go
to
my
Council
colleagues,
counselor
Mejia
was
here
first
and
then
counselor
Braden
and
then
back
to
Council
Royal.
K
So
I
just
have
so
and
thank
you
all
for
your
work
and
all
of
the
efforts
being
made
so
I'm
just
curious.
If
you
can
help
us
I
know
you
had
a
definition
of
equity
and
I'm,
just
curious,
where
we
talk
a
lot
about
equity
and
then
in
terms
of
race,
but
I'm,
just
curious
in
terms
of
poverty
and
low
income
and
kind
of
like
how
that
fits
into
your
racial
Equity
framework.
C
And
thank
you
so
much
for
that
question.
It's
ongoing
conversations
in
so
cabinet,
as
in
the
eight
departments,
so
that
we
can
better.
C
K
So,
let's
just
let's,
let's,
let's
just
put
a
little,
pin
there
a
little
bit
longer
around
the
access
in
class,
because
I
do
believe.
There
is
a
discrepancy
here
and
I
do
believe.
We
have
an
opportunity
to
really
push
ourselves
and
really
thinking
about.
Are
we
being
as
accessible
and
as
intentional
in
creating
opportunities
for
people
who
have
been
left
out
of
every
single
opportunity
here
in
the
city
of
Boston,
and
the
reason
why
I
kind
of
want
to
lean
into
poverty
is
because
that's
not
something
that
most
people
talk
about.
K
We
focus
a
lot
on
other
things
and
I,
just
kind
of
want
to
name
that.
That
is
definitely
something
that
is
front
and
center
for
me,
as
we
continue
to
talk
about
Equity,
because
there
is
a
difference
between
those
who
have
and
those
who
have
not
and
those
who
have
so
much
more
than
other
people
who
will
never
have
anything.
So
I
just
want
to
name
that
here,
because
I
understand
my
own
privilege
as
a
Latina
and
as
someone
who
grew
up
learning
how
to
speak.
K
English
but
I'm
here
in
this
chamber,
so
I
understand
that
it
took
a
while
for
me
to
get
here,
but
there's
a
lot
of
more
discrepancies
for
people
who
don't
know
how
to
speak.
English,
though,
who
who
are
having
a
hard
time,
navigating
City
resources,
and
so
can
you
just
talk
to
me
a
little
bit
about
what
Equity
looks
like
for
those
individuals
as
you
navigate
the
budget.
K
Has
the
power
to
answer
it?
I
want
to
talk
specifically
around
how
we're
looking
at
equity
and
how
we
are
looking
at
access
to
resources
for
people
who
it's
not
just
about
being
Hispanic
or
being
Asian
or
being
you
know
of
color
quote
unquote,
but
it's
also
about
their
limited
ability
to
access
resources
in
their
native
language,
and
you
know
Equity
Justice,
for
immigrant
communities.
C
C
How
or
how
do
we
make
sure
that
all
of
the
resources
are
actually
accessible
to
every
resident,
especially
those
who
right
do
not
have
the
Privileges
that
you've
named
I
mean
the
work
is
ongoing,
we're
something
that
we
just
did
is
we
recently
the
LCA
office
and
language
and
communication
access
office
just
recently
trained
the
second
floor,
because
that's
where
a
lot
of
our
staff
directly
interacts
with
and
we're
working
with
housing
we're
working
with
eoi,
Economic,
Opportunity
and
inclusion
to
continue
to
do
some
of
the
work
that
you
are
doing
right
of
getting
workshops
out
into
the
community
Etc,
because
anywhere
I
go
anywhere.
C
F
Happy
to
win
again
I
think
that
your
point
is
well
taken
around
there's
intersectionality
in
these
issues,
I'm
a
non-native
speaker,
I'm,
an
immigrant
for
me.
Getting
credit
to
buy
a
house
is
much
harder
because
I
don't
have
a
credit
history
in
the
country.
So
then
I
have
to
start
from
scratch.
This
is
not
for
me
personally
and
so.
I
think
that
when
we
work
from
the
data
standpoint,
we
when
we're
when
departments
are
saying,
hey,
I'm
interested
in
looking
at
a
particular
issue
we
emphasize
to
them.
F
F
We
know
that
a
lot
of
the
bearers
end
up
being
concentrated
in
elderly
residents,
so
I
think
that
they're,
what
we've
been
doing
in
on
what
what
we
all
do
working
together,
is
then
go
and
work
with
the
different
groups
within
Marian,
Julie's
cabinet
and
say,
okay
like
if
we
want
to
bring
a
lens
of
understanding.
The
Immigrant
experience
around
the
particular
program.
Let's
talk
with
people
that
already
have
the
relationships
with
Advocates
and
the
Immigrant
Community
to
try
to
understand.
B
G
B
G
Councilman
yeah
I
wanted
to
offer
our
definition
of
equity
and
our
definition
of
equity
is
mitigating
disparities,
to
break
cycles
of
poverty
right
and
so
the
idea
and-
and
we
do
that
through
two
different
methods-
one
is
money,
that's
resource
allocation,
the
other
is
power
and
that's
elevating
kind
of
Community
Voices
in
decision
making,
because
communities
know
what
they
need,
as
we
saw
in
Somerville
as
our
colleague
on
the
zoom
presented
and
so
to
kind
of
get
down
to
the
essence
of
it.
G
Every
single
government
agency
has
within
its
jurisdiction
the
power
to
break
cycles
of
poverty.
If
it's
the
school
system,
then
you
deal
with
the
achievement
Gap.
If
it's
housing,
then
you
don't
just
shelter
people,
but
you
also
figure
out
how
folks
can
accumulate
wealth
and
purchase
homes.
If
it's
a
procurement,
then
how
are
we
as
a
city
kind
of
buying
services
from
diverse
small
businesses,
and
so
the
the
mindset
is,
it
doesn't
really
matter
kind
of
what
the
agency
is.
G
What
are
the
key
metrics
in
a
particular
agency
that
are
related
to
disparities,
and
also
these
endless
or
seemingly
endless
cycles
of
poverty
and
so
inherent
in
our
definition
of
equity?
You
actually
will
never
see
anything
about
race.
It
is
really
about
obliterating
cycles
of
poverty
generation
after
generation
yeah.
K
No
I
I
appreciate
that
I
think
because,
having
grown
up
in
poverty,
I'm
very
super
sensitive
to
the
how
we
break
the
cycles
of
what
we're
here
to
talk
about
today
in
terms
of
like
how
the
government
plays
a
role
in
keeping
us
where
we
are
right,
it's
very
everything
is
intentional
right.
So
if
the
goal
is
for
us
to
lean
into
this
conversation
in
a
way
that
is
going
to
help
us
disrupt
those
cycles
of
poverty
for
people,
then
I'd
love
to
look
at
what
that
looks.
K
Like
I'm,
also
curious
about
Staffing
in
your
in
the
city
of
Boston
in
particular.
In
terms
of
just
you
know,
the
cabinet
and
and
I'm
really
excited
to
know
that
the
city
and
the
mayor
has
been
really
super
intentional
about
diversity,
but
I'm
curious
in
terms
of
your.
If
I
look
at
the
city
as
a
whole,
if
I
were
the
one
to
have
the
the
ability
I'd
like
okay,
this
neighborhood
has
high
percentage
of
X
Y
and
Z.
K
D
So
if
I
could
just
make
sure
I'm
understanding
your
question,
do
we
use
neighborhood
information
when
we're
making
budget
allocation
decisions?
I
think
that
comes
most
into
play
in
our
Capital
discussions
right
because
we're
there's
a
a
physical
asset
in
a
place.
So
it's
easy
for
us
to
see
what
dollars
are
going
to
a
particular
project
in
a
particular
neighborhood.
So
that's
the
area
where
it's
easiest
for
us
to
see
I
think
when
we
think
about
the
operating
budget,
it's
a
little
bit
harder
to
slice
and
dice
it
by
neighborhood,
but.
K
If
but,
if
I'm
hearing
my
colleagues
and
I've
seen
and
you
know,
counselor
Anderson
has
been
amplifying
this,
that
you
know
certain
districts
get
more
than
others.
So
if
you
all
are
using
that
framework,
then
I'm
just
curious.
Why
districts
like
D4
and
D7
have
historically
have
had
less
Investments
on
the
capital
front.
D
I'd
be
happy
to
follow
up
with
more
information
on
sort
of
the
the
rubrics
in
which
we
evaluate
and
I
think
my
team
just
sent
it
to
me
the
way
we
make
decisions
around
the
capital
plan.
So
sorry,
if
you
just
give
me
two
seconds.
K
I
just
want
to
just
think
that
that
there's
there's
an
opportunity
there
for
us
to
absolutely
really
figure
out
how
we
are
investing
in
certain
districts
or
not,
and
then
I
know
I'm
going
to
get
the
buzzer
soon.
So
I
wanted
to
just
I
see
that
we
had
defined
youth,
housing
and
climate
as
the
number
one.
K
You
know
the
the
issues
of
most
in
need
here
in
the
city
of
Boston
and
I'm
just
curious,
if
you
could
just
help
me
understand
like
when
I
think
about
communities
across
the
city
and
when
I
think
about
the
neighborhoods
that
I
spend
a
lot
of
time
in
we
talk
about
violence.
We
talk
about
social
determinants
of
Health.
K
We
talk
a
lot
about
other
things,
and
climate
does
not
be
doesn't
seem
to
Bubble
up
to
the
top
of
like
priorities
for
communities
who
are
struggling
to
make
their
ends
meet
so
I'm
just
curious,
like
when
we're
thinking
about
this
conversation.
Can
we
educate
our
public,
who
is
tuning
in
kind
of
the
intersection
of
climate,
so
that
they
can
see
why
climate
has
become
an
equity?
K
I
know
what
it
says
here,
but
I
think
it's
important
for
those
who
are
tuning
in
to
understand
the
interconnectedness
of
that
just
because
I
think
it's
important
because
oftentimes,
especially
communities
of
color.
We
don't
think
that
climate
is
an
issue
that
is
in
terms
of
Investments.
We
want
to
make
sure
that
we
have
food
on
our
table,
that
we're
getting
jobs
and
that
all
of
these
things,
so
if
you
could
just
for
the
public,
help
them
understand
how
climate
ended
up
in
one
of
the
top
priorities
here,
yeah.
F
They
are
the
ones
who
will
stand
to
suffer
the
most
and,
if
there's
a
catastrophic
event,
let's
look
think
about
Katrina
in
New
Orleans
and
where
a
substantial
percentage
of
the
population
has
to
be
displaced,
the
people
that
will
have
the
hardest
time
recovering
from
that
are
the
people
that
don't
have
permanent
housing
that
don't
have
insurance.
So
we,
it
is
to
your
point.
Sometimes
we
don't
always
have
the
awareness,
because
it
is
overwhelming
in
thinking
all
the
things
that
we
have
to
deal
with
in
the
day-to-day.
F
K
Yeah
no
I
deeply
appreciate
that
as
someone
who,
over
the
last
three
years
has
learned
a
lot
about
climate
and
the
impact,
so
I
really
do
appreciate
that
and
I
I
I
am
asking
that
question
more
for
those
who
are
tuning
in
and
need
to
understand
the.
Why,
because
I'm
clear
with
it
and
then
the
last
thing
that
I
will
say
is
that
you
know.
For
me:
it's
about
the
most
immediate
needs
for
people
right,
there's
a
long-term
there's
a
long
game,
and
this
is
the
short
term.
K
K
X
Y
and
Z,
and
I
and
I'm
still
unclear
about
how
that
looks
and
I'm
going
to
some
because
we're
just
starting
off
the
budget
cycle
conversations
we
haven't
seen
the
budget,
yet
I'm
excited
to
see
kind
of
like
how
those
dollars
are
gonna
be
allocated,
but
but
I
do
think
that
for
me,
it
I
have
a
very
different
perspective
now
and
how
I'm
going
to
be
navigating
these
conversations,
because
there's
a
level
of
understanding
that
we
are
embarking
on
with
this
particular
hearing,
but
I
also
think
with
the
the
participatory
budget
process
is
going
to
Enlighten
Us
in
in
ways
that
we,
we
hope
will
will
deliver
on
those
conversations.
K
But
I
think
you
know.
At
the
end
of
the
day,
I
haven't
grown
up
here
in
the
city
of
Boston.
You
know
the
budget
is
the
value
and
if
people's
lives
are
not
improving
and
we
just
keep
having
the
same
conversation
and
expecting
different
results,
then
we're
all
just
wasting
our
time
and
energy
and
the
city
dollars.
If
we're
not
delivering
some
really
specific
results
for
people.
I.
Think
I
like
to
see
that
now.
Thank
you.
Councilman.
B
Here
so
I
think
I
think
we're
not
really
getting
into
the
bottom
line
of
things
right
and
I
feel
like
it's.
Not
us
I
feel
like
it's.
The
process
of
the
these
types
of
meetings,
right,
technical
term
hearing
or
even
the
working
session
I
sit
here
way
across
from
you
and
there
are
cameras
everywhere
and
then
I
talk
at
you
and
then
you
talk
at
me
because
really
it's
a
presentation
then
versus
presentation.
B
B
So
if
we
could
actually
format
conversations
in
these
hearings
in
a
way
that
we
can
actually
measure
the
conversation
itself,
because
I
don't
know
how
much
progress
we've
made
in
this
conversation
itself,
however,
I
don't
think
it's
us
I,
really,
don't
I,
don't
think
it's
you
I,
don't
think
it's
us
right,
I
feel
like
it's.
The
I
feel
like
it's
the
process
because
I
and
last
year
I
went
through
that
and
I
thought
a
lot
about
this
year
should
I
be
developing
syllabus
for
the
hearings
itself.
B
Like
should
I
be
looking
at
how
okay
wait.
First,
we're
gonna
go
into
presentations,
you
know
what
I
mean
like
and
then
we
we
actually
have
like
notetakers
live
like.
How
do
we
do
this?
So
we
can
say
Okay.
So
we've
taken
from
we've
talked
about
we've
covered
capital
and
we
didn't
we
didn't
right.
We
haven't.
Actually
we
don't
understand
what
the
process
is.
Even
if
you
tell
me,
counselors
have
an
opportunity
to
talk
to
the
mayor
beforehand.
The
The
Ore
that
Equity
department
has
is
in
the
conversation,
okay,
but
how
or
what
exactly?
B
What's
the
standard?
What
are
the
recommendations
or
that
diversity,
inclusion,
or
that
chief
of
departments
all
make
the
recommendations?
We
haven't
actually
established
the
answer
to
the
solution.
In
this
conversation
we
don't
and
we
and
I
don't
know
how
much
progress
we've
made,
but
I'm
not
going
to
belabor
to
the
point.
B
I
I
will
come
back
to
clarifying
questions
after
first
I
wanted
to
go
to
my
Consular
colleague
and
then
I
wanted
to
just
if
we
can
sort
of
revisit
where
we
are
in
this
conversation
itself,
just
so
that
we
can
sort
of
take
the
you
know,
have
the
takeaways
from
this
conversation
so
far,
I
think
it
will
lead
us
to
where
we
are
next
and
determining
whether
or
not
we
need
another
hearing.
L
Have
the
floor?
Thank
you,
madam
chair
I
wanted
to
go
back
to
the
the
the
the
demographic
data
com,
question,
the
analytics
department
and
demographic
data
analysis
and
then
we're
talking
about
how
challenging
it
is.
When
we
talk
about
intersectionality
like
we
have,
how
do
we
classify
our
people,
we
had
we,
we
worked
on
the
census
last
year,
trying
to
get
a
census
recount,
and
we
talked
to
do
you
have
a
demographer
in
your
department.
F
L
Yeah,
because
one
one
issue
that
we
keep
coming
up
against
across
all
discussions
about
different
departments
is,
we
actually
really
need
a
research
Department
with
a
fully
fledged
demographic
capacity.
We
have
to
go
cap
and
hand
to
the
wonderful
folks
over
the
bpda
who
help
us
out
with
their
demographic
questions.
So
I
think
that's
the
notion.
You
know
that
a
Brazilian
someone's
Brazilian
but
the
Brazilian
dream
invisible
in
our
city
because
they're
either
white
or
black,
but
they're
not
you,
know,
they're,
not
recognized
as
their
own,
their
own
group.
L
L
The
other
question
I
had
was
really
just
about
and
we
had
a
conversation,
a
very
recent
conversation
about
information,
information
systems
and-
and
you
know,
the
administrative
information
systems
that
are
as
integrated
financial
and
human
resources
management
system
that
is
designed
to
track
and
control
daily
activities
and
report
on
the
financial
position
of
the
city.
It's
called
bias.
L
L
F
Yeah
I
can
answer
both
so
base
is
one
of.
B
The
systems
that
are
sorry
Chief
can
you
just
give
me
a
moment:
I
I
apologize,
I,
just
looked
at
my
time,
Chief
Mary,
angelis
I
know
that
you
had
a
pre-engagement
and
we
thank
you
for
your
time.
B
Thank
you,
yeah.
F
So,
as
you
mentioned,
bass
is
the
system
that
most
City
departments
and
agencies
use
for
for
HR
and
finance.
Maintaining
a
large
complex
system
is
like
owning
any
acid.
You
have
to
continuously
do
improvements,
so
obviously
I've
been
here
for
10
months,
so
I
can
only
comment
on.
F
What's
happened
in
the
past
10
months,
since
we
had
our
budget
hearing,
we've
migrated
base
to
be
hosted
in
the
cloud
and
I
can
tell
you
a
little
bit
more
about
this,
but
it's
a
very
timely
migration
because
we
were
able
to
avert
some
downtime
issues
that
we
had
with
the
existing
infrastructure
and,
as
we
mentioned
about
how
we
classify
race
and
gender,
it
is
always
going
to
be
a
work
in
progress
in
terms
of
maintaining
the
system
to
work
to
our
needs.
F
So
the
two
areas
where
we've
been
focusing
on
improvements
for
base
have
been
on
the
Vendor
Portal
to
make
it
more
accessible
from
a
language
perspective
from
a
small
business
perspective,
improving
how,
as
it
is,
to
navigate
so
we're
just
in
the
early
stages
of
design
of
that,
and
then
the
second
project
that
we've
been
working
on
with
with
the
people's
cabinet
has
been
around
hiring
to
have
a
better
process,
one
that
promotes
more
diversity
in
departments.
So
do
we
have
the
tools.
F
There's
again,
there's
always
room
for
more
tools
and
more
resources.
I
think
that
the
bpda
and
us
this
is
why
I
emphasize
the
American
Community
survey
and
the
census.
We
all
have
some
limitations
around
the
kinds
of
data
that
we
have
to
do
this
kind
of
evaluation
and
be
able
to
get
some
of
this
information.
We've
been
working
with
finance
and
with
others
to
try
to
get
more
information
and
more
data
that
we
can
use
to
supplement.
F
This
I
know
that
again
we
support
almost
every
cabinet
so
around
the
house
that
we
make
sure
that
we're
tracking
our
goals
around
promoting
tourism
houses
that
we're
promoting
the
success
of
the
the
transit
benefits
for
our
low-income
residents
and
employees.
So
there's
room
for
more
tools
and
room
for
growth
and
I.
Think
that
we're
this
past
year,
and
hopefully
in
the
next
year,
we'll
be
making
even
more
improvements
around
both
the
tools
and
the
kinds
of
details
that
we
can
have.
L
L
F
We
have
an
Enterprise
agreement
and
we
have
other
tools
for
data
analysis.
That
said,
he
actually
invests
every
year,
a
fair
amount
of
money,
both
in
the
licensing
and
in
the
tools.
I,
think
that
where
I
would
like
to
see
and
obviously
I'm
not
getting
ahead
of
the
what
hopefully
gets
formalized
in
the
budget,
but
around
training.
F
So
we
have
the
tools
but
to
the
extent
the
Departments
know
how
to
access
the
tools
and
how
to
use
the
tools
to
answer
the
questions
that
you're
asking
about
like
both
in
the
implementation
and
operations
of
the
Department's
work.
I.
Think
that
that's
where
there's
the
biggest
room
for
opportunity
and
I'm
from
an
equity
perspective
as
well.
F
Training
for
our
staff
is
what
enables
them
to
grow
within
the
organization
and
take
new
jobs
and
get
promoted
and
whatnot
so
that
that
I
think
that
would
be
the
piece
that
I
think.
That
is
where
there's.
L
L
You
know,
if
you
just
look
at
the
district
level
and
you
need
to
actually
get
down
into
the
more
granular.
You
know
almost
starting
to
send
individual
census
tracts
to
see
where
there
are
pockets
of
deep
poverty,
different
and
heat,
island
effects
and
deforestation
and
and
the
deficient
housing
you
know
so
that
we
places
where
we
get
much
more
complaints
about
housing
standards
Etc.
L
So
we
really
need
to
have
those
tools
so
that
we
can
really
with
surgical
Precision,
go
in
and
attack
the
problem
where
it's
at,
because
if
you
look
at
at
a
district
like
a
takeout
District
district,
9,
also
Brighton
in
terms
of
tree
canopy,
for
example,
on
on
Aggregate
and
aggregate,
it
looks
like
we're
doing
pretty
well
and
then
you
go
to
to
Alston
Village
and
Laura
Alston.
There
isn't
a
tree
in
sight,
and
and
so
we
have
incredible
heat
island
effects
in
a
district
that
looks
pretty
good
on
a
over
an
average.
L
But
you
know
it's
that
thing
if
we
need
to
really
sort
of
win
with
precision
and
to
to
be
able
to
identify
the
problem
and
then
come
up
with
the
solutions
to
identify
it
and
I
also
want
to
thank
you
for
your
presentation.
It's
I'm
very
inspired
by
the
work,
you're
doing
I,
think
it's
very
based
on
good
good
data
and
and
it's
very
helpful
to
think
about
it
in
that
way
as
well.
M
B
F
F
F
Again
like
if
in
the
particular
dashboard
that
we
that
you're
referring
to
the
information,
you
can
see
the
intersectionality
between
the
ethnic,
ethnic
and
race
categories
with
gender,
with
pay
with
position
levels
with
tenured,
and
so
that
data,
and
that
is,
data
that
is
directly
coming
from
our
basis.
F
Think
that
where
there's
an
opportunity
was
referring
to
is
there's
an
opportunity
to
train
people,
the
data
there's,
we
have
a
lot
of
data
and
we're
also
missing
some
data.
There's
data
around
the
acids
around
trees
around
a
number
of
things
that
we're
missing,
but
we
do
have
some
data
and
I
think
that,
to
the
extent
that
we're
training,
every
hiring
manager,
every
person,
that's
making
decisions
in
the
day-to-day
of
the
city
to
know
that
that
information
is
available
to
them
so
that
they
can
be
supported
in
data
to
make
better
decisions.
B
So,
from
a
data
perspective,
I.T
right
perspective,
you're,
like
hey
look,
we
have
the
tools
that
information
can
be
readily
available,
but,
for
example,
me
just
the
other
day
I
filed
to
amplify
and
make
information
accessible
like
how
we
vote.
What
I
file
by
category
on
our
pages
had
I
known
that
this
tool
existed?
Why
haven't
I
been
using
it
so
I
need
the
training
in
order
for
me
to
go
and
figure
it
out.
B
Oh
then,
you
know
exactly
where
the
inequities
are
right
because
you're
doing
the
budget
equitably,
you
are
creating
a
budget
that
addresses
because
literally
the
mayor,
the
mayor's
responsibility,
the
city's
responsibility,
the
counselors
we
we
are
supposed
to
be
making
sure
that
we
provide
a
living,
fair
living,
Equitable
living
for
our
citizens,
and
so
we
would
have
had
a
responsibility
to
look
at
the
inequities
to
say
right
here
in
Mattapan.
We
need
this
type
of
housing
over
here
in
Roxbury.
B
We
need
this
type
of
Park,
like
the
one
that
the
doctor
showed
over
here,
where
people
have
issues
with
food
right
and
then
so
we
begin
to
address
these
social
determinants
of
Health
in
different
ways,
because
we
have
the
data,
but
if
we
keep
going
back
and
forth
about
people,
don't
like,
we
don't
understand
how
to
use
the
tools
in
order
for
us
to
just
be
like
I
understand,
because
I
know
how
to
use
these
tools
that
the
city
is
already
providing.
This
is
not
on
you
Mrs
Santiago.
B
This
is
the
fact
that
we
have
so
much
information
so
much
technology
and
we're
not
able
to
have
the
research
ready
to
inform
our
budget,
because
that's
that's!
Why
we're
here,
overall
we're
trying
to
figure
out?
How
are
we
addressing
equity
in
the
budget
and
so
to
take
that
all
of
those
resources
and
to
give
it
to
departments
to
inform
their
recommendations?
Conversation
conversations
in
order
to
make
the
budget
Equitable.
F
If
I
may
I
think
what
I,
what
I
would
want
to
say
is
like,
as
we
acknowledge
all
of
these
things
are
a
work
in
progress
with
us.
People
we're
and
again
I
have
visibility
into
some
of
the
pieces.
I
put
together
my
budget,
the
the
budget
for
our
department
and
we
work
with
other
people
that
use
data
when
they're,
putting
together
proposals
and
stuff
like
I,
know
that
a
number
of
people
and
when
we're
making
recommendations
around
Capital
Investments
operational
changes.
F
We
were
asked
to
provide
justifications
around
how
each
of
those
Investments
impacted,
equity
and
I
would
say
that
some
people
use
data
and
looked
at
the
information
around
what
the
disparities
were
to
justify
those.
Those
Investments
I
think
that
that
is
the
piece
of
the
process
that
deferred
to
actually
to
talk
about
the
process.
But
there
are
people
that
have
been
using.
B
B
You
thank
you
I
yeah,
exactly
we
agree
yeah.
Where
is
the
professional
that
makes
those
recommendations,
because
who
has
time
that's
a
job
within
itself
right
to
look
at
the
data?
It's
not
it's,
not
Chiefs
Lawrence
job
to
look
after
doing
her
job.
B
After
all
of
that,
increasing
diversity
is
one
thing:
it's
a
task
within
its
own,
then
to
retain
and
it's
a
task
and
another
one
another
whole
big
project
to
collaborate
with
equity
and
inclusion
to
be
able
to
create
curriculums
in
all
of
these
trainings
to
implement
all
of
this
programming
in
the
city
of
Boston.
That's
a
lot
and
then
everything
else
that
I
don't
know
about
your
job
and
then
to
be
able
to
look
at
all
this
data.
B
Nope
I
think
the
answer
is
that
we're
not
doing
that
properly
or
we're
not
doing
that
at
all?
And
if
we
are
doing
that,
you're
saying
it's
at
some
people
are
using
the
tools,
so
they
navigated
well
enough.
Some
people
are
using
data
and
some
people
have
information,
some
people
don't,
and
so,
if
that's,
how
we're
functioning
then
shouldn't
we
ensure
that
we
actually
know
why
we're
allocating
and
what
we're
allocating.
B
Think
it's
just
I
honestly
feel
like
it's,
because
that
doesn't
exist.
It's
because
we
are
not
actually
implementing.
If
and
I'm,
not
asking
questions
for
you
to
give
me
answers
because
I
I
don't
think
it
lives
in
your
department.
I
think
I'm
saying
that,
in
order
for
this
to
come
together,
the
work
that
needs
to
happen
is
not
happening.
B
F
You
would
you
agree,
I
think
that
there's
and
as
we
stated
with
all
of
the
work
there's
an
opportunity,
if
there's
many
opportunities
of
improvement,
I
think
that
we
have
a
baseline,
that
we've
shared
and
again
my
recommendation.
The
approach
that
we've
been
taking,
at
least
in
our
department,
is
how
do
we
enable
more
decision
makers
with
the
tools
to
make
the
right
decisions,
because
they're
able
to
see
the
gaps
and
that's
the
tools
that
the
council
offices
used
to
see
the
Jazz
maps
and
all
these
things
we
provide?
F
B
Thank
you.
Thank
you.
Mrs
Santiago,
I
think
I
I'll
give
you
example,
and
if
the
public,
the
people
here
for
public
testimony,
Miss,
Meyer,
millick
and
Hussein
rizvi,
if
you
guys,
can
make
your
way
to
the
mic,
please
we're
going
to
go
to
you
next
and
I
think
in
terms
of
capital,
and
we
can
address
it
in
our
second
round,
but
in
terms
of
capital,
you
can
look
at
the
different
communities
and
you
can
make
comparisons
right
now.
B
I
can
ask
Council
Worrell
what
his
community
needs
in
order
to
address
such
a
Servants
of
Health.
In
order
to
you
know,
in
order
to
address
the
disparities,
he's
going
to
be
able
to
tell
you-
and
he
hasn't
looked
at
the
data
that
you're
talking
about,
do
you
know
what
I
mean
so
I
think
because
we're
on
the
ground-
and
we
see
the
issues
and
we
we
know
just
by
looking
at
the
Capital,
Improvements
and
understanding
systemic
racism.
B
We
know
that
the
social
determinants
of
Health
for
people
in
District
Four
are
not
properly
being
addressed
and
so
where?
What's
that
conversation
look
like
in
capital,
so,
for
example,
if
I
build
a
Housing
Development,
but
it
doesn't
offer
any
amenities,
it
doesn't
offer
any
quality.
It
doesn't
offer
a
nice
park
for
me
to
go
and
decompress
it
doesn't
offer
opportunities
for
careers
or
a
scholarship
if
it
doesn't
offer
a
gym
for
me
to
take
care
of
my
health,
because
my
mental
health
is
suffering
because
I
live
an
impoverished.
B
Community
with
my
streets
are
always
dirty
because
3-1-1
doesn't
respond
on
time.
You
know
what
I
mean
now:
I'm
depressed
and
I'm,
poor
and
I
got
to
take
care
of
my
kids
and
who,
who
addresses
that?
Do
you
see
what
I'm
saying
so
like
we
can?
We
can
look
at
those
numbers
and
we
can
look
at
those
issues
and
we've
figured
out
that
in
our
communities
we
need
a
certain
level
of
capital
Investments,
but
we
then
we
don't
see
that
we
didn't
see
that
in
the
last
budget,
it's
we.
B
We
look
forward
to
seeing
the
recommendations
coming
up
on
the
12th
so
exciting
and
scared
at
the
same
time.
So
but
Miss
Maya
Miller.
Can
you
introduce
yourself
and
your
affiliation?
N
Thank
you
hi.
Firstly,
I
just
wanted
to
say
thank
you
to
the
Boston
city
council
committee,
on
Ways
and
Means,
and
especially
to
the
chair
and
co-sponsor
of
the
staff,
get
counselor
Fernandez
Anderson
for
its
opportunity
to
share
testimony
today.
My
name
is
Maya
militrica
and
I'm
here
on
behalf
of
Boston
Liberation
Health,
we're
a
group
of
health
and
mental
health
providers
and
service
users
who
are
advocating
for
social
justice
and
Liberation
at
both
here
in
Boston
and
around
the
world.
N
We
were
started
about
20
years
ago
by
a
group
of
clinical
social
workers
here
in
Boston
and
now
have
over
2
700
members
worldwide,
so
I'm
here
today,
because
last
year
the
city
of
Boston
chose
Boston
Liberation
health
and
the
city
school
to
facilitate
a
community-led.
Design
Group
tasked
with
creating
a
mental
health
crisis
response
model
that
doesn't
involve
law
enforcement
and
so
over
the
course
of
nine
months.
Fort
community
members
always
lived
in
our
professional
experience
in
Mental
Health
crisis
response,
I
designed
a
model,
that's
rooted
in
racial
economic,
gender,
queer
and
disability
Justice.
N
This
model
was
also
informed
by
local
and
National
crisis
response
groups,
working
with
those
most
impacted
by
the
current
police
response.
So
as
the
city
of
Boston
commits
to
addressing
inequities
through
budget
priorities,
we're
here
today
to
sort
of
advocate
for
fully
funding
the
pilot
of
this
model
at
2.6
million
for
the
2024
budget,
in
order
to
promote
a
health,
Justice
and
equity
in
the
city
of
Boston.
N
M
Yeah
hello,
welcome.
Thank
you,
hello
and
good
evening.
My
name
is
Hussein
risby
and
I
work
for
the
city
school,
a
non-profit
based
in
Dorchester,
focused
on
the
political
Education
and
Leadership
development
of
bipoc
Youth
in
Boston
we
were
chosen.
City
school
was
chosen
alongside
Boston
Liberation
Health,
to
facilitate
that
process
to
Envision
a
mental
health
crisis
response
model
that
doesn't
involve
law
enforcement.
M
Our
young
people
in
our
communities
need
access
to
Mental,
Health
crisis
care
that
will
not
further
criminalize
or
endanger
them.
Funding
and
implementing
this
model
would
put
reality
to
that
vision
and
would
be
a
concrete
way
for
the
city
of
Boston
to
commit
to
centering
equity
in
this
next
budget.
The
comprehensive
report
is
available
online
at
the
city,
schools,
websites
and
Boston
Liberation
health,
and
it
will
also
be
submitted
in
testimony.
Thank
you.
J
Thank
you,
chair
and
I
missed
a
little
bit
of
your
testimony.
Dr
sorry
umalara,
but
I've
also
have
reached
out
to
Brian
McLure
from
DC
and
discussed
what
they
implemented
in
DC.
To
talk
about
the
impacts
that
policy
and
budgeting
has
I
think
they
have
like
a
an
analysis
based
on
each
policy
that
gets
passed
to
the
city
council
and
they
have
like
their
own
Council
I.
Think
it's
called
Council
Office
of
racial
Equity.
J
That
kind
of
does
this
analysts
for
them
as
well
just
to
talk
about
the
impacts
of
not
only
policy,
but
the
budget
line
items
that
come
through
the
council.
I'm
also
spoke
with
Mr
Goodwin
from
gear
who
sounds
like
he
does
similar
to
the
type
of
work
on
teaching
municipalities
on
how
to
take
a
racial
Equity.
Look
at
their
budget
in
their
policy
as
well.
So
I
think
there's
definitely
much
needed
that
this
is
much
needed
here
in
the
city
of
Boston
and
would
love
to
you
know,
work
with
you
Council
Anderson,
and
how?
J
How
do
we
make
that
a
reality
here?
My
one
recommendation
is:
we
do
have
an
equity
Department.
You
know
for
for
the
administration
is
just
making
sure
that
you
know
those
lived
experiences
and
those
executive
directors
are
part
of
this
conversation
in
this
process
and
trying
to
formalize
that
as
much
as
possible.
That's
my
only
question
of
recommendation.
Thank
you.
Thank.
K
Floor,
thank
you
chair.
Thank
you
all
for
for
being
here
I.
You
know,
I
think
that
a
counselor
Breeden
was
kind
of
getting
us
to
a
point
where
I
think
we
need
to
go
in
in
terms
of
just
kind
of
like
how
we
move
forward
with
these
sort
of
conversations-
and
you
know
it
doesn't
seem
like
there's
a
consistent
standard
in
terms
of
how
we're
making
decisions
like
I'd
like
to
know,
is
it
100
Equity
is
a
50?
Is
it
20?
Is
it
five
percent?
Is
it
All?
K
D
So
every
Department
that
submits
a
proposal
to
the
budget
office
for
inclusion
in
the
budget
is
required
to
provide
answers
to
those
Equity
questions
that
I
outlined.
So
100
of
our
departments
are
required
to
be
thinking
about
equity
in
their
proposals,
and
so
it
is
a
factor
that
goes
into
the
decision
making
for
how
we
allocate
budget
resources.
K
D
K
Because
you
said
it's
a
factor
and
I
think
language
means
everything
right
and
so,
especially
for
those
folks
who
are
tuning
in
it
is
important
for
us
to
be
intentional
and
deliberate
and
committed
to
it.
So,
instead
of
saying
a
factor,
can
you
share
with
me
a
different
word
that
feels
more
like
we're
gonna
put
a
ring
on
this
finger:
okay,
I.
D
Appreciate
the
question
so
I
would
say
so
I
the
mayor
has
made
it
a
extremely
clear
to
me
and
all
of
the
cabinet
Chiefs
and
all
the
department
heads
that
it
is
the
expectation
that
equity
in
community
is
at
the
root
of
all
of
our
work,
whether
it's
part
of
the
just
a
part
of
a
I
can't
think
of
a
better
I'm.
Sorry,
whether
it
is
a
whether
it
is
contributing
to
the
decision-making
process.
It
is
the
expectation
that
the
work
we
are
doing
is
rooted
in
our
community,
it
from
beginning
to
end.
K
All
right,
I,
don't
know
about
all
that,
but
I'll,
let
you
live
with
that
one,
so
I,
I
guess
what
I'm
just
really
trying
to
get
us
to
is
a
point
where
we
can
definitely
say
here's
what
we're
going
to
do
for
Boston
residents.
Here's
our
commitment
and
here's.
The
dollar
amount
that
we're
going
I.
Just
I
just
feel
like
that,
doesn't
feel
to
me
at
this
point
that
I'm
hearing
that
from
y'all
and.
D
G
We
have
a
thousand
opportunity
youth
in
District
Four
and
we
want
to
get
that
number
down
by
n
percent
and
we
are
spending
money
on
this
particular
program
and
the
performance
metrics
Associated
are
we're
going
to
connect
you
to
housing,
we're
going
to
connect
you
to
work,
and
we
don't
want
you
just
to
have
a
job
for
a
day,
but
we
actually
want
you
to
retain
a
job
right
and
so
I
guess
the
the
recommendation
is
to
identify
specific
and
clear
actual
populations
like
an
actual
number
of
actual
humans
somewhere
and
then
identify
how,
in
terms
of
equity,
we
want
to
break
cycles
of
poverty,
get
folks
in
housing.
G
You
know
deal
with
the
racial
wealth
Gap
whatever,
but
you
have
to
have
like
really.
You
have
to
have
a
number
that
everybody
can
point
to
at
the
beginning
of
the
budget
season
and
at
the
end
of
budget
season,
and
we
know
if
and
to
what
extent
we
move
the
needle
on
that
particular
indicator.
And
you
don't
have
to
solve
all
of
the
city's
problems
all
in
one
day.
But
if
you
prioritize
these
10
metrics
for
these
24
months
and
then
the
next
metrics
for
the
next,
it
just
becomes
less
abstract
and
more
precise.
In.
K
Are
we
really
having
the
impact
that
we
say
we
want
to
have
and
how
are
we
holding
ourselves
accountable
to
that
impact
in
ways
that
people
can
actually
feel
like
like
people
can
actually
say?
Yes,
my
quality
of
life
has
improved
or
yes,
I
feel
like
X,
Y
and
Z.
And
yes,
the
government
is
working
for
me
because
right
now
entering
the
budget
season.
I
know
I'm
excited
to
see
what
happens
on
April
the
12th,
but
until
I
see
that
in
a
way
that
makes
sense
to
Everyday
People.
B
Thank
you
councilman
here
all
right
well
to
I
guess
just
our
Segway
is
so
I
wanted
to
just
sort
of
summarize
how
far
we've
come
and
I
guess
I
think
you
guys
can
help
me
do
that
so
information
I
understand
that
the
department
of
equity,
the
different
departments
or
the
Cabinet
Factory
the
different
departments
that
it
entails,
that
it
also
entails
three
different
initiatives
and
that
there
is
a
effort
to
collect
demographics
and
data
collection
for
arfa,
Grants
compensation,
study,
prioritization
capital
budget
prioritization
criteria,
but
that
that
wasn't
clear
today
exactly
what
that
looks
like,
because
the
council
doesn't
see
that
and
councilworld
I
think
you
had
a
you
had
a
question:
oh
yeah.
J
D
B
B
J
J
B
Both
because,
if
we
seven,
if
we
so
if,
if
right
now,
we
file
the
17
app
to
get
that
information,
we
would
have
to
get
whatever's
electronic.
So
if
it's
Electronics
it's
electronic
and
and
if
it's
in
writing
still
legally,
we
should
talk
about
and
be
create
transparency
by
just
and
I
think
the
chief
is
I,
don't
want
to
say
new,
but
newer
in
this
process.
Okay,
but
it's
both
last
year,
I
think
one
of
the
folks
from
OBM
had
mentioned
it.
We
got
clarification
that
it
was
both
so.
J
J
B
As
a
chair
I'm
asking
you
to
submit
those
information
by
from
all
departments
as
soon
as
you
can
please,
preferably
before
the
budget,
that
would
give
us
a
really
good
idea
of
what
direction
we're
going
if
I
I
we
we
hate
to
17
F
I,
think
that
here
in
the
city
of
Boston,
this
Administration
is
very
transparent
and
I've
I've
been
able
to
obtain
information
by
just
asking
so
I.
B
B
We
really
need
to
be
able
to
say
you
know:
Parks
asked
for
this
much
in
Back
Bay
for
parks
and
this
much
in
back
in
in
football,
in
Roxbury
for
parks,
and
we
need
to
be
able
to
say
okay,
how
are
these
decisions
being
made
and
I
think
it
goes
the
same
for
operating
but
in
except
you
know,
I
think
it's
each
Chief
in
the
in
their
departments
sending
a
certain
budget
I
think
a
conversation
probably
would
happen
if
like
if
I
was,
if
I,
if
I
was
the.
B
If
I,
if
I
was
the
OBM
Department
I
would
be
like,
let's
have
a
conversation
about
what
your
budget,
what
you're
asking
for
in
operating
and
I
would
and
then
I
and
then
I
would
be
like
okay
well,
this
is
how
much
we
can
play
with,
but
so
I
think
we're
just
trying
to
get
to
the
bottom
of
what
is
the
process
of
asking
for
Capital?
B
How
are
the
communities
or
neighborhoods
prioritized
and
then
compare
that
to
what
was
rejected
and
then
compare
that
by
neighborhood
and
then
look
at
it
and
say
well,
for
example,
last
year,
why
did
Mattapan
get
54
million
dollars,
but
Fenway
got
close
to
300
million,
oh
okay,
because
the
school
and
muddy
river?
Oh?
But
why?
Oh,
because
that
wasn't
planning
for
a
long
time?
Okay,
but
if
I
had
five
children
and
I
knew
that
there
was
one
that
couldn't
plan
for
itself.
B
There
was
one
child
that
you
know
my
my
special
child,
my
child,
that
I
knew
I
had
to
prioritize,
because
that
child
does
not
plan
for
himself.
I
would
prioritize
that
child
I
would
say
that
child
needs
me
the
most
and
I.
Think
that's
what's
missing,
you
know
what
I
mean,
and
so
it's
always
like.
Well,
when
we
get
to
the
why!
Well,
why
can
we
get
the
money?
Well
because
it
was
in
planning
or
why?
Because
there's
well,
the
study
hasn't
been
done.
Well.
Why?
B
Well
nobody
brought
it
up.
No
people
are
bringing
it
up.
You
know
what
I
mean
black
people,
brown
people
disenfranchise.
Peak
communities
are
bringing
it
up,
they're,
saying
we're
dying,
they're,
saying:
hey:
we
die
30
years
faster
than
Back
Bay.
Why
that's
not
fair,
and
so
it's
not
for
this
department.
We
all
want
good
for
everyone.
B
It's
not
for
you
to
come
to
come
up
with
all
of
the
solutions
together
but
to
I.
Think
together
we're
saying:
let's
look
at
these
things
critically
and
let's
implement
the
metrics
that
Dr
malara
is
talking
about.
In
order
for
us
to
actually
pragmatically,
monitor
and
measure
the
progress
we
can't
possibly
measure
progress,
especially
with
arpa
in
arpa.
B
There
was
five
million
dollars
last
year
suggested
just
to
measure
whether
arpa
was
going
to
be
used
equitably,
but
then
the
recommendations
were
already
made
right,
and
so
how
do
you
measure
a
thing
after
spending
the
money,
but
you
already
recommended
where
the
money
was
going
to
go,
but
technically
arpa
was
supposed
to
be
for
the
disenfranchise,
or
at
least
the
priority
should
have
been,
and
so
we
got
to
get
out
of
that
practice.
Where
we're
doing
it
backwards,
here's
the
money
and
then
later
oops.
There
was
no
plan
for
matapan.
B
Well.
Why?
Because
Mattapan
didn't
I,
guess
cry
loud
enough.
You
know
what
I
mean.
So
it's
not
you
for
say
the
Chiefs
here
today
that
is
responsible
for
this,
but
where's
the
issue:
okay,
systemic
racism,
there's
the
issue:
okay!
Well,
how
do
we
tackle
it?
You
know
what
I
mean
and
these
things
are
perpetuated
way
well
before
our
time
and
but
there
are
tools
that
exist
when
sitting
right
next
to
you
that
can
actually
you
know
curve
this
thing
and
I
and
I,
don't
know
I,
don't
know
Dr
morala
I
heard
about
the
program.
B
J
B
I
would
say
that
my
what
I
got
what
I
got
from
it
is,
we
don't
have
metrics
we're
not
implementing
them.
Yet
we
have
tools
that
Chiefs
or
departments
can
use
in
order
to
aggregate
data
in
order
to
get
to
become
more
efficient
in
looking
at
the
data,
but
that
we
actually
need
to
train
people.
That
probably
means
increasing
staff
capacity.
In
order
to
do
that,
and
then
we
also
need
information
on
what
people
are
asking
in
the
capital
that
form
that
they
fill
out,
and
they
say
this
park
that
Park.
B
B
We
should
all
be
included
in
this
conversation
because
we
are
the
closest
to
our
constituents
in
our
districts
and
so
from
this
I
think
we
I
would
like
to
move
into
a
working
session,
probably
virtually
one,
because
I
think
more
people
can
attend
two,
because
I
think
we
really
need
to
be
able
to
create
an
outline,
and
virtually
we
can
do
that
virtually
we
can
actually
present
things
and
say
what
about
a
what
about
B
and
what
about
C,
and
we
can
actually
look
at
in
a
working
session.
B
We
can
actually
look
at
ways
of
understanding
exactly
what's
being
implemented
and
what's
not
being
implemented
and
I.
Think
that's
a
fairer
conversation
than
to
sit
here
and
just
ask
you,
questions
and
you're
like
actually
my
job
is
this
so
we're
not
oblivious
to
that
we're
just
trying
to
say
you
know,
thank
you
for
being
gracious
and
being
here
within
this
conversation,
I
look
forward
to
continuing
with
you.
We
have
a
long
journey
budget
season
is
approaching,
and
hopefully
it
will
look
like
this.
B
It
would
be
it'll
be
about
transparency
and
how
we
can
dig
deeper
it'll
get
a
little
bit
more
complex
because
of
my
casa.
Colleagues
are
really
colorful
and
they'll
be
a
lot
more
and
personalities,
but
I
promise
you
if
there's
transparency,
and
we
can
go
back
and
forth
and
if
there's
patience
we
can
actually
get
to
the
bottom
of
the
conversation
and
do
this
more
Equity
Equity
thing
more
intentionally
are:
do
you
have
any
questions
or
comments
before
we
close.
D
No
just
thank
you
for
having
us
here.
It's
an
important
conversation
and
I
know
it's
just
the
beginning,
so
thank
you
for
giving
the
space
to
have
us
here.
Thank.
B
B
Sessions
John.