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From YouTube: Ways & Means FY24 Budget: Department of Innovation and Technology, PEG Access Fund on May 1, 2023
Description
Ways & Means Hearing- Dockets #0760-0768, #0782 FY24 Budget: Department of Innovation and Technology, PEG Access Fund
A
A
A
A
C
Good
morning,
let
the
good
morning
serve
as
my
gavel
since
I
don't
have
one
I
feel
silly
knocking
on
the
table
so
good
morning.
Everyone
for
the
record.
My
name
is
Daniel
Anderson,
the
district
7
City
councilor
I,
am
the
chair
of
the
Boston
city
council
committee
on
reason
means
at
this
hearing
is
being
recorded.
It
is
being
live
streamed
at
boston.gov
for
slash
City,
Dash,
console
Dash,
TV
and
broadcast
on
Xfinity
channel
8,
RCN,
channel
82
and
FiOS
channel
964..
C
The
council's
budget
review
process
will
Encompass
a
series
of
public
hearings
beginning
in
April
and
running
through
June.
We
strongly
encourage
residents
to
take
a
moment
to
engage
in
this
process
by
giving
testimony
for
the
record.
You
can
do
this
in
several
ways
attend
one
of
our
hearings
and
give
just
public
testimony.
We
will
take
public
testimony
at
the
end
of
each
department
of
hearing
and
also
at
three
hearings
dedicated
to
public
testimony.
The
full
hearing
schedule
is
on
our
website
boston.gov
for
slash,
City,
Dash
Council.
C
Our
schedule,
hearings,
dedicated
to
public
testimony,
will
be
tomorrow,
May
2nd
at
2
pm,
Tuesday,
May,
9th
at
6
pm
and
Thursday
May
18th
at
2
p.m.
The
virtual
or
virtual
testimony
you
can
sign
up
using
our
online
form
on
our
Council
budget
review
website
or
by
emailing
the
committee
at
ccc.wmboston.gov,
when
you
are
called
to
testify.
Please
state
your
name
and
affiliation,
residence
or
residence
and
limit
your
comments
to
a
few
minutes
to
ensure
that
all
comments
and
concerns
can
be
heard.
Email
or
you
can
email.
C
Your
written
testimony
to
the
committee
at
ccc.wm
boston.gov
submit
a
two-minute
video
or
of
your
testimony
through
the
form
on
our
website
for
more
information
on
the
City
Council
budget
process
and
how
to
testify.
Please
visit
Council,
the
city
council's
budget
website
at
boston.gov
or
slash
Council
Dash
budget.
Today's
hearing
is
on
dockets0760-20762
orders
for
the
FY
24
operating
budget,
including
annual
Appropriations
or
departmental
operations
for
the
school
department
and
for
other
post-employment
benefits
of.
C
Pursuant
to
sections
53
F
three-fourths
of
chapter
4,
44
of
the
general
laws,
the
funds
may
be
used
to
support
Peg
access
services
to
monitor
compliance
with
the
cable
franchise
agreement
and
for
preparation
of
renewal
of
the
franchise
license.
Our
Focus
area
for
this
hearing
will
be
the
FY
24
budget
for
the
Department
of
innovation
and
technology
and
the
peg
access
fund.
Our
panelists
for
today's
hearing
is
Santiago
Garces
Chief,
Information
officer,
Sheila
Lee,
director
of
operations.
Do
it
Carrie
Jordan
Chief
of
Staff?
Do
it?
C
C
C
C
D
B
E
Just
want
to
thank
everyone
for
being
here,
the
do
it
department
and
do
incredible
work
supporting
all
of
our
operations
across
the
city
and
I'm
really
interested
to
hear
what
your
vision
is
moving
forward.
I
know
you
have
some
ideas
and
I
want
to
know
how
we
can
support
you
in
that.
So
thank
you
for
being
here
this
morning.
Thank
you,
madam
chair.
F
Good
morning,
just
want
to
say
thank
you
to
you.
Councilor
Fernandez
Anderson,
for
your
leadership.
I
also
want
to
say
thank
you
to
the
administration
team.
That's
here
and
a
special
city
council
shout
out
to
my
friend
Carrie,
who
does
a
tremendous
job
working
for
the
residents
of
Boston,
it's
good
to
be
with
Kerry.
C
A
Perfect
I'll
get
started
I.
Thank
you
again
for
having
us
this
morning.
As
I
said,
my
name
is
Santiago
Garces
I'm,
the
Chief
Information
officer
for
the
city,
I,
am
going
to
share
my
screen
now
and
we
do
apologize
for
having
taken
Carrie
away
from
from
the
council,
but
we
we
we're
very
fortunate
to
have
him
with
us
and
do
it
so.
A
So
we
support
the
broadcasting
of
Council
meetings.
We
support
the
connection
of
over
a
of
about
400
facilities,
including
all
of
our
Public
Safety
facilities,
our
public
schools
with
the
internet
and
with
connectivity.
We
provide
email
services
for
about
10,
000
people.
We
provide
identity
and
access
management
services
for
about
twenty
four
thousand
people
that
constitute
the
workforce
of
the
city.
A
So
some
big
critical
important
services
that
do
it
provides
that,
to
be
honest
without
a
they
need
to
be
reliable,
they
need
to
be
efficient
and
that
a
lot
of
our
residents
and
our
Workforce
come
to
expect
to
do
their
basic
jobs.
Secondly,
we
do
it
is
the
leadership
team
of
technology
for
the
city.
So
we
see
we,
the
surveillance,
ordinance
and
the
gender
inclusion
ordinance,
and
we
know
the
do.
It
plays
an
important
role
in
the
governance
of
technology
and
supporting
other
I.T
teams
that
exist
across
the
city.
A
So
the
police
department
has
an
I.T
team.
The
schools
has
an
I.T
team,
the
library
has
an
I.T
team
and
we
believe
that
we
play
a
role
in
helping
support
them
and
make
sure
that
we
are
protecting
the
digital
rights
of
our
constituents.
Lastly,
but
not
least,
we
also
coordinate
the
work
around
digital
Equity
to.
G
A
That
all
of
our
residents
can
be
connected
and
can
benefit
from
the
services
that
the
city
is
providing.
We
know
that
there's
still
work
to
be
done
and
we
shared
in
a
previous
presentation
with
the
council
some
of
the
work
that
we're
doing,
particularly
at
the
intersection
of
digital
equity
and
affordable
housing
just
to
share.
A
So
we've
made
some
investments
in
replacing
our
four
firewalls,
so
these
are
kind
of
the
first
line
of
defense
of
the
city's
Network
and
we
replace
those
a
couple
of
months
ago
and
the
project
that
was
very
well
executed
by
our
Network
team,
and
it's
we're
already
starting
to
see
some
of
the
payouts
in
this
investment.
We
also
awarded
the
contract
to
upgrade
the
core
network
kind
of
connectivity.
A
This
allows
the
city
support
network
to
be
operating
at
100
gigabits
per
second,
and
it
also
enables
work
that
we're
requesting
funding
for
to
bring
all
of
our
public
schools
to
have
a
10
gigabit
per
second
connectivity
to
the
Internet.
So,
just
as
a
reminder,
the
city
receives
funding
from
the
federal
government
through
the
e-rate
program
about
three
million
dollars
a
year
to
offset
the
cost
of
some
of
these
Investments.
A
If
this
is
the
system
that
does
payroll
for
for
the
bulk
of
the
city,
is
the
system
that
we
used
to
pay
our
vendors
about
a
month
after
we
did
the
the
migration,
we
actually
encountered
some
issues
in
the
old
Hardware
that
prevented
the
hardware
from
operating
for
about
a
month.
So
again,
just
a
reminder
that
when
we
invest
in
our
technology
and
we're
being
proactive
in
maintaining
these
assets,
we
are
ahead
of
the
curve
and
we're
not
having
to
deal
with
with
disruptions.
A
Some
other
thanks
to
highlight.
We
also
implemented
a
new
system
that
prevents
unauthorized
accounts
from
sending
emails
from
boston.gov
accounts.
This
is
some
new
technology
that
is
available
and
again
trying
to
protect
the
residents
from
disinformation
that
might
be
coming
from
people
that
are
pretending
to
be
the
city
and
we've
also
done
a
lot
of
work
in
reducing
the
footprint
of
Legacy
software
and
Hardware,
eliminating
Windows
7
machines
from.
A
There's
some
themes
on
the
proposed
Investments,
particularly
around
constituent
services,
but
obviously,
because
we're
do
it
and
based
on
the
conversations
that
we've
had
with
with
you
all
in
the
council,
we're
very
much
center
around
house
that
we
connect
our
employees.
Our
Workforce
with
our
residents,
bring
better
data
and
better
visibility
in
how
we
make
decisions
around
houses
that
we're
operating
the
assets
that
we
have
in
the
city
and
our
services.
So
some
things
to
highlight
the
first
one
is
we're
proposing
some
improvements
to
the
address
management
system.
A
A
You
know,
as
we
look
at
the
senses,
on
our
demographic
shifts,
but
also
to
make
sure
that
we're
dispatching
9-1-1
emergency
response
to
the
right
people
that
were
issuing
licenses
of
permits
in
a
timely
fashion,
so
kind
of
this
is
like
some
of
these
fundamental
data
sets.
Secondly,
similarly
we're
making
them
for
we're,
proposing
improvements
to
our
street
data
and
how
we
understand
what
we
have
in
the
right-of-way
and
making
collection
of
assets
that
we
have
throughout
the
city,
including
street
lights
signs.
A
We
want
to
make
sure
that
the
placing
and
the
maintenance
of
the
management
of
these
assets
are
done
in
an
equitable
fashion,
and
we
know
that
a
lot
of
times
the
people
that
relied
the
most
or
have
the
biggest
impact
when
things
are
not
working
from
the
city
are
also
the
ones
that
don't
have
a
lot
of
time
to
complain
and
and
that
we
hear
the
lease
from
third
also
working
on
building
data,
governance
and
data
standards.
And
we'll
talk
a
little
bit
about
this
in
the
presentation
how
we're
working
on
this?
A
Fourth
getting
more
proactive
feedback
from
our
residents.
So
we
have
the
three-on-one
system
and
we're
proposing
making
some
Investments
to
continue
to
make
it
reliable
and
and
a
great
tool
to
hear
from
our
residents,
but
we're
also
proposing
leveraging
Services
surveys
and
some
other
tools
that
can
help
us
understand.
How
is
it
that
our
residents
perceived
the
quality
of
the
services
they're
receiving?
A
We
are
also
proposing
making
investments
in
training
and
supporting
departments
on
how
to
use
data
to
improve
the
services.
So
it
is
not
good
enough
to
have
the
data.
We
need
to
make
sure
that
the
people
that
are
making
decisions
in
their
day-to-day
about
how
to
deliver
services
that
they
have
the
right
tools
and
they
know
how
to
help
you
to
be
more
Equitable,
to
be
more
efficient
to
and
to
understand
us
that
we're
making
decisions.
We
continue.
G
A
Some
of
this
is
building
into
the
data,
governance
and
standards,
and
we
want
to
build
a
better,
more
inclusive
governance
structure.
We
want
to
have
the
stakeholders
that
are
impacted
by
the
technology
that
we
have.
They
have
a
seat
at
the
table
and
they
understand
how
this
is
impacting
them
really
quickly.
I
want
to
share
with
you
some
of
the
work
that
we've
been
doing
and
how
it
progresses
to
some
some
other
areas.
G
A
One
of
the
things
that's
important
is
to
know
that
data,
especially
administrative
data,
is
a
manifestation
of
a
process
and
for
us
to
think
a
little
bit
more
holistically
about
the
experience
that
the
resident
has.
We
started
as
we
implement
the
gender
inclusion
ordinance
started
doing
some
work
with
the
residents
to
better
understand
their
experience
in
dealing
with
government.
So
we
started
doing
some.
A
We
worked
in
some
one-on-one
interviews
and
also
some
focus
groups,
as
well
as
research,
best
practices
around
how
we
encode
gender
and
how
people
experience
gender,
interacting
with
the
city
there's
some
things
around
privacy
and
safety
around
equal
rights
around
affirming
identity,
around
digital
and
physical
space,
and
also
acknowledging
some
of
the
constraints.
Sometimes
it's
not
only
the
city
that
is
creating
the
constraints
on
how
we
track
gender,
it
might
be
the
Commonwealth,
it
might
be.
A
G
A
G
G
A
Of
the
things
that
we
wouldn't
have
necessarily
thought
about,
if
it
wasn't
for
the
engagement
with
the
residents
and
with
the
community
groups,
they
they
told
us
avoid
asking
for
sexual
orientation,
sex
or
gender
identity
unless
it
is
really
necessary
for
a
city
service.
So
they
told
us
that
it
is
better
to
understand
gaps
in
equity
through
surveys,
but
a
lot
of
times
when
people
are
accessing
a
service
if
they
feel
that
there's
friction
and
we're
asking
questions
that
make
them
feel
vulnerable.
That
might
put
them
at
risk
that
they
prefer
not
to
have.
A
The
question
asked
to
be
asked
in
the
first
place.
Secondly,
asking
us
to
affirm
their
identity
to
make
sure
that
we
are
being
careful
and
recognize
the
difference
between
gender
and
sex
and
sexual
orientation,
and
that
we're
using
gender
neutral
language
whenever
we
can
and
to
allow
residents
to
identify
their
pronouns
up
front.
So
we
can
address
them
accurately,
two
that
we
are
very
keen
in
understanding,
but
sometimes
when
we
create
differences
in
the
way,
the
process
that
we're
actually
creating
at
differences
in
how
we
treat
people
from
different
sexual
orientation.
A
Just
some
highlights
of
things
that
we've
discussed
with
the
council.
This
is
our
dashboard,
showing
some
of
the
trends
in
the
demographics
of
the
DeWitt
employees
and,
as
we've
discussed
before,
trying
to
Benchmark
it
against
the
Boston
city
population,
and
we
also
Benchmark
it
against
the
labor
force
in
technology
in
in
the
U.S.
So,
as
you
can
see
the
trend,
we
are
getting
a
little
bit
better
in
the
past
in
the
past
year
around
the
diversifying
and
getting
more
women
in
in
technology.
A
A
Getting
that
first
employment
opportunity
is
a
huge
barrier
and
we've
been
partnering
and
getting
paid
internships
to
to
amazing,
fellows
Lucia
and
one
says
to
be
able
to
come
to
do
it
and
get
working
experience
and
we've
benefited
from
having
people
that
diverse
language
backgrounds
and
that
are
able
to
bring
their
wealth
of
experience
to
to
the
city
and
and
work
with
us
and
we're
hoping
to
see.
How
is
it
that
we
can.
A
Build
on
this
work
and
being
intentional
making
do
it
a
place,
that's
attractive
for
people
that
might
not
feel
that
they
have
traditionally
had
a
place
in
MIT
within
the
cities.
Do
it
Department
we've
also
been
intentional
in
investing
in
our
in
our
current
employees.
We
brought
training
and
I.T
best
practices.
A
So
we've
started
incorporating
deis
and
evaluation
criteria
in
our
RFP,
so
we've
only
had
one
RFP
this
year.
Most
of
what
we're
buying
has
been
consistent
around
multiple
years,
which
is
renewing,
but
when
we
did
the
our
I.T
service
management
assessment,
we
incorporated
the
AI
as
a
Criterion,
the
evaluation
that
we
asked
the
firms.
If
they
were
a
minority-owned
business.
We
asked
them
if
they
were
partnering
with
wmd
subcontractors
and.
H
A
Were
they
involving
the
subcontractors
in
a
meaningful
way?
Not
just
that's
a
rubber
stamp,
but
making
sure
that
they're
part
of
the
creation
of
the
deliverables
that
that
we
want,
as
we
assess
how
we
do
it
across
the
board
and
also
thinking
about
asking
them
about
how
they
Incorporated
diversity
in
other
aspects
of
their
of
their
work.
We've
also
brought
a
very
intentional
culture
change
so
saying
that
it
is
on
us
to
be
proactive
and
look
for
other
vendors
on
other
firms
that
we
traditionally
have
not
done
business
with
so
I
got.
A
This
is
shown
in
the
work
that
we
did
with
Beyond
20,
but
just
going
in
and
saying
that
it
is
on
the
department
to
go
out
of
our
way
to
try
to
engage
with
people
even
if
we
can
start
building
some
of
those
relationships.
Much
maybe
before
there's
a
procurement,
and
we
know
that
there's
a
lot
of
work
to
be
done.
We
there's
some
challenges.
We
buy
very
specialized
Technology
Solutions
so,
for
instance,
buying
email
software
that
can
accommodate
10
000
people,
there's
not
a
lot
of
companies
that
are
able
to
do
that.
A
But
we,
but
again
we'll
continue
to
work
on
being
creative
and
and
trying
to
find
Opportunities
to
involve
diverse
vendors
in
our
in
our
procurement.
The
other
pieces
that
we
depend
very
heavily
on
the
state
contracts
to
be
able
to
provision
technology
to
the
city.
So
that's
another
area
that
we'll
continue
to
work
with
the
Commonwealth.
A
C
C
I
Hello,
everyone
because
we
have
very
little
time
I'm
going
to
just
dive
right
into
it.
So
this
is
a
breakdown
of
do
it
in
terms
of
program
recommendations.
So
on
the
right
we
have
the
programs
and
the
presenters
that
they're
taking
up
of
the
do
it
budget
for
fy24
and
then
follow.
It
follows
with
the
actual
I'm
sorry.
I
It
follows
what
the
actual
dollar
amounts
I'm
not
going
to
go
into
it
just
because
you
can
read
it,
and
this
will
all
be
shared
afterwards,
since
I've
shared
here
so
you'll
be
able
to
see
those
numbers
in
depth
after
this
hearing,
and
then
this
is
on
the
fy24.
Do
it
recommended
by
expense
type?
So
we
have
kind
of
current
charges
and
obligations,
Personnel
contractual
Services,
I
rank
them
and
they're
a
lot
lined
up
in
terms
of
the
highest
percentage
to
the
lowest
percentage
of
the
budget
for
S4
24..
I
This
is
just
a
spending
over
time
and
how
it's
changed
in
terms
of
programmatic
changes
and
in
the
next
level,
we're
going
to
see
is
how
much
that's
changing
kind
of
year
on
year.
The
two
places
that
I
think
would
be
most
relevant
to
everyone
would
be
to
look
at
the
change
from
23
to
24
in
dollars
and
the
change
from
21
to
24,
so
you
can
see
do
it.
Operations
has
increased
by
1.2
million
from
last
year.
This
year,
Enterprise
applications
has
increased
by
1.6
million.
I
Digital
engagement
has
increased
by
63
000.
Core
infrastructure
has
decreased
by
851
000
that
the
way
to
read
this
chart
would
be
that
amount
change
on
the
bottom
just
add,
essentially
three
zeros
to
the
number
that
you
see
and
that's
kind
of
how
to
read
this
chart,
and
then
this
is
the
spending
by
expense,
type
of
expense
type
over
time,
so
your
personal
contractual
supplies
and
materials.
This
is
all
across
time
on
the
left.
I
We
have
the
total
amount
in
millions
just
because
it's
far
easier
on
our
eyes
to
be
able
to
read
it
in
millions
you
had,
you
will
also
have
access
to
a
complete
breakdown
of
kind
of
the
actual
numbers
as
well,
and
then
this
is
the
change
again,
the
same
way
as
it
was
on
the
previous
slides,
we're
looking
at
the
change
from
23
to
24
and
the
change
from
21
to
24..
If
you're
thinking
about
most
recent
change
and
also
over
time.
I
Some
things
of
note
is
that
contractual
Services
have
decreased
by
3.3
million
dollars,
and
current
charges
and
obligations
have
increased
by
4.5
million
dollars,
I'm
going
to
skip
through
the
programmatic
breakdown.
Just
because
I
know
we
don't
have
much
time
and
there's
a
lot
of
programs.
So
this
is
again
all
information
that
you
will
be
able
to
have
access
to
and
then
we're
just
going
to
go
into
capital
projects.
I
These
are
all
the
total
capital
projects
that
are
listed
in
the
capital
budget
for
Do
It,
and
this
is
the
total
project
budget
and
the
authorization
for
this
year.
There
are
only
four
projects
that
are
requesting
funding
for
this
year:
3-1-1
modernization
and
cyber
security
and
resiliency
data
analytics
and
unified
constituent
identity
and
access
management.
The
following
project
has
to
do
it
listed
as
a
project
management
as
a
project
management
department.
I
You
can
see
that
spending
over
time
or
Canada
amount
requested
over
time,
and
then
this
is
getting
deeper
into
line
items
again.
We're
going
to
go
a
little
bit
quicker
through
this.
Just
because
I
know
we
don't
have
much
time,
but
essentially
on
the
left.
You'll
see
it
broken
down
by
expense,
type,
permanent
employees,
emergency
employees
over
time
and
then
you'll
see
fyf
24
recommended
so
that's
coming
from
the
operating
budget
and
then
fy24
recommended
external.
This
is
coming
from
external
funds
to
the
Department.
I
This
is
contractual
services,
so
contracted
services
are
at
3
million
from
the
operating
budget
and
I
think
one
second
about
5
million
from
the
5
million
from
the
external
funds
again
the
way
to
read
this
is
whatever
number
you
see
just
add
three
zeros
to
it
to
kind
of
understand
how
much
is
being
listed.
This
is
supplies
to
materials.
I
You
know
for
here
it's
thirty.
Three
thousand
dollars
is
being
used
on
supplies
and
materials
from
the
operating
budget
or
from
the
general
funds,
and
then
this
is
current
charges
and
obligations.
There
is
no
external
funds
data
here,
because
there
were
no
external
funds
being
put
towards
current
charges
and
obligations.
I
So
you're
only
going
to
see
the
general
funds
or
departmental
history
information
here
and
then
this
is
just
equipment
and
other
you
can
see
that
lease
purchase
and
miscellaneous
equipment
are
the
only
two
line
items
there
and
that
should
be
it.
Yeah
I
went
a
little
bit
quick,
but
I
just
wanted
to
make
sure
that
I
could
be
respectful
of
your
time.
C
Thank
you,
Karishma
I
appreciate
it.
If
we
need
to
slow
it
down,
we
can
go
back
counselors.
Please
feel
free
to
request
that
if
you
need
it,
I'm
gonna
go
first
to
in
the
order
of
arrival.
I
understand
that
Council
Murphy
doesn't
have
any
questions
and
so
I
think
Council
braiding
your
first.
You
have
the.
E
Floor,
thank
you,
madam
chair,
and
really
I
I,
really
appreciate
that
we're
doing
significant
investment
into
our
software
and
information
systems.
Could
you
give
us
a
little
more
detail
on
that
on
what
how
that
will
impact
our
ability
to
deliver
Services
I
know
for
the
folks
watching
you
know,
improvements
in
street
address
data
and
and
all
the
workings
of
do
it
may
not
be
that
obvious
to
folks
and
and
then
and
this
month
these
investments
will
be
come
out
of
capital
budget
am
I,
is
that's
correct.
Yeah.
A
Yeah,
that
is
correct,
the
the
project
that
is
labeled
us
through
and
one
Improvement
actually,
because
they
as
part
of
a
broader
effort
to
modernize
constitutional
services,
so
the
expenses
around
the
data
modernization
are
actually
under
that
system.
The
three-on-one
system
consumes
the
addressing
data
as
well
and
that
it's
it
is
capital
and
we've
requested
it
as
well,
some
Physicians
to
continue
further
into
the
work
as
far
as
the
capital
project.
A
But,
as
you
mentioned,
councilor,
the
addressing
data
is
the
most
fundamental
piece
around
how
we
know
what
is
there
in
the
city,
so
the
city,
it's
almost
like
you-
can
think
about
it-
that
most
reductionist
way
a
collection
of
different
addresses
within
within
the
city
right
and
our
ability
to
know
where
those
addresses
are
are
fundamental
for
everything.
For
three
on
one
for
9-1-1,
for
us
testing
for
dissenses
anytime,
that
we
I
know
that
that's
Lima's
team
was
looking
at
the
Census
Data.
A
They
were
looking
at
that
are
addressing
data
to
try
to
understand
how
many
units
were
available
in
different
and
different
neighborhoods
in
a
different
census,
Direction,
so
it
it
is
very
fundamental.
It
is
often
not
something
that
we
would
think
up
front
about
like
being
very
valuable,
but
it
ties
everything
together
and
it
gives
us
the
answer
of
what
is
happening
where
and
what
neighborhood
and
what
council
District.
So
we
we're
we're
excited
about
bringing
New
Life
to
to
this
system
that
deserve
the
city
for
over
10
years.
E
Yeah
and
I
appreciate
that,
because
we
had
a
we,
we
were
working
with
the
addressed
out
of
you
know
and
trying
to
establish
get
the
get
a
recount.
We
had
a
massive
under
count
in
in
Austin
from
the
Census,
and
a
lot
of
it
was
because
we
didn't
have
good
address
that
and
then,
when
we
tried
to
rectify
the
situation,
it
wasn't
straightforward.
E
The
other
question
I
have
was
really
about
the
gis
system
and
I'm
a
great
proponent
of
that,
because
I
really
think
it
helps
us
understand
so
much
more
about
where
everything
is
in
the
neighborhoods
and
and
and
we
you
know,
even
something
like
Road
will
control
that
we
can
map
out
where
the
hot
spots
are
and
where
we
need
to
Target
resources
where
our
food
insecurity
or
heat
island
effect.
You
know
we
can
it's
an
incredible
tool,
but
you
know
I'd
love
to
you
know
just
share
a
little
more
about.
E
A
Yeah
absolutely
yeah,
so
both
the
investment
done
today
address
management
system
out
under
the
street.
The
management
system
are
part
of
our
a
strategy
to
invest
in
GIS,
so
GIS
stands
for
geographic
information
systems
for
the
for
the
public
that
might
be
watching
this
and
there
it's
a
set
of
systems
that
allow
us
to
tie
information
with
a
location
and
because
again
so
much
of
the
work
that
we
do
in
the
city
is
related
to
a
particular
location.
Our
GIS
team
helps
tie
those
things
together.
A
Our
the
contract
that
do
it
manages
supports
office
of
emergency
management.
So
how
is
the
W
respond
to
emergencies,
understanding
where
there's
different
cases
and
things
that
are
that
are
evolving
around
how
we
track
flooding,
how
we
track
development
in
the
mayor's
health
and
surpassing
and
bpda?
So
it's
it's
really
at
the
heart
of
how
we
track
what's
happening
throughout
the
city.
A
We
are
making
some
changes
to
the
positions
into
the
stuff
that
we're
actually
one
of
the
positions
that
we're
requesting
in
the
in
the
as
part
of
the
this
budget
is
data
engineering
position
particularly
related
to
bringing
this
geospatial
data
to
type.
What
we're
doing
with
constituent
services
and
our
assets,
so
we
continue
to
build
that
I
would
say
for
the
next
year.
E
B
B
So
I'm
just
really
curious.
If
you
could
just
talk
to
us
a
little
bit
about
how
how
our
technology
purchases
made
in
the
city
of
Boston,
is
there
a
liaison
from
the
Department
of
innovation
and
Technology
assistant
departments
with
their
technological
technology
purchase?
That's
basically
what
I'm
trying
to
understand
here
is
kind
of
the
we
hear
from
a
lot
of
people
that
it
that
there's
really
very
little
coordination
between
departments
in
terms
of
identifying
their
needs.
B
So
it
would
be
great
to
know
kind
of
like
how
we
are
coordinating
everybody's
efforts
and
I'm
curious.
According
to
the
new
procurement.
You
know
the
procurement
laws
should
we
consider
new
vendors.
Are
we
doing
that
because
sometimes
we
just
go
to
the
usual
same
stuff
and
I'm
just
curious
about
what
you're
doing
to
change
that
and
the
issue
that
we're
running
into
with
the
administration?
Changes
comes
Personnel
changes,
particularly
for
those
in
leadership,
roles
and
I'm,
just
curious.
B
What
happens
when
we
make
technology
purchases
and
then
leave
the
department
with
the
administration?
Changes
and
departments
are
left
with
software,
but
they
don't
not
communicate
with
each
other.
So
I'm
just
curious
about
kind
of
like
changes
of
leadership
and
how
you
all
struggle
with
that.
So
especially
around
the
interdepartmental
communication
and
how
long
are
technology
purchase
is
good
for
and
before
we
have
to
renew
them.
A
B
A
You
those
are
really
great
questions,
so
one
of
the,
as
you
mentioned
in
the
current
state
over
the
past
year,
it
is
cleared
to
me
that
the
city
has
worked
to
do
around
coordinating
technology
purchases
so
right
now,
if
you
look
as
I
mentioned,
do
it
only
supports
the
some
products
and
services?
The
reality
is
that
a
lot
of
there's
a
lot
of
other
I.T
groups
across
the.
A
A
Because
it
also
goes
to
New
vendors
again,
sometimes
we
don't
always
align
in
the
types
of
technology
that
we're
having,
and
that
makes
it
a
little
bit
harder
for
us
to
support,
making
sure
that
our
data
is
secured
but
making
sure
that
the
the
different
systems
are
interfacing
with
each
other.
So
how?
How
long
do
we
keep
vendors
on?
How
we?
How
do
we
procure
technology?
A
Afterwards,
it
starts
having
more
issues,
it's
more
likely
to
have
an
issue
for
some
of
the
large
technology
system,
saying
that
we
will
be
looking
about
seven
years,
Lifetime
and,
and
then
three
years
really
well
so,
and
we
want
to
match
our
procurement
to
these
like
expected
life
cycles,
so
that
we
can
be
intentional
in
when
it's
time
to
replace
it
that
we're
allocating
the
resources
to
replace
it
and
not
just
kicking
the
candle
keeping
a
system
that
might
be
not
serving
the
city.
Well,
so
we're
starting
to
build
the
foundation
for
for
that.
A
But
yeah
again
it
aligns
with
the
changes
in
leadership
and
making
sure
that
we're
communicating
communicating
to
departments
what
are
the
processes
to
replace
technology
involving
them
and
understanding
that
technology
is
a
core
part
of
how
they
delivered
their
services.
So
we're
requesting
some
funds
with
this
now
I
think
that
that's
my
time
for
the
for
the
answer.
B
J
Thank
you
chair
and
thank
you
to
the
whole.
Do
it
staff
we
we've
heard
from
BPS
administrators
that
sometimes
they
feel
like
this
initiative
overload
and
we've
heard
from
BPS
here
in
the
council
chambers
that
you
know,
initiatives
and
Investments
are
hardly
you
know
ever
evaluated
or
rooted
in
data
and
where
we
see
this
play
out
in
students
is
their
life
after
BPS
the
globe
has
pointed
out.
J
You
know
the
valedictorian
article
and
data
shows
that
BPS
students
struggle
to
achieve
a
family
living
wage
and
I
strongly
believe,
as
everyone
knows,
in
investing
in
the
Cradle
to
Career
data
Data,
Tracking,
System,
tracking,
our
students
from
pre-k
to
them
obtaining
their
career
and
as
the
state
Works
to
build
out
a
system.
What
can
the
city
do
to
enhance
this
data
and
cities
like
Chicago
and
Washington
DC
have
worked
to
establish
consortiums
to
drive
research
based
on
P20
data.
J
I
mean
these
consortiums
bring
together
universities,
researchers,
analysts
to
investigate
program,
efficacy,
education,
education
disparities
and
identify
areas
for
improvement,
and,
with
our
you
know,
High
concentration
of
research
institutions,
including
the
Boston
area
research
initiatives.
Have
efforts
been
made
to
establish
a
Consortium
here
in
Boston
and
longitudinal
Data
Tracking
System.
A
Yeah
absolutely
so
we
as,
as
you
mentioned,
we
for
a
longitudinal,
Data,
Tracking
System.
We
think
that
the
Commonwealth
is
the
best
positioned
to
do
so
because
they
have
data
from
pre-k
all
the
way
to
earning
some
of
the
types
of
things
that
would
signify
outcomes,
long-term
outcomes,
around
unemployment
claims
and
all
sorts
of
stuff
that
the
city
does
not
have
data.
But,
as
you
mentioned,
we
we.
G
A
To
build
the
muscle
of
becoming
better
at
evaluating
the
outcomes
and
the
impact
of
our
dollars,
so
we
are
starting
to
work
not
specifically
with
with
BPS
but
working
on
bringing
through
some
of
the
ARP
fundings
with
Finance,
a
fellow
to
help
us
build
the
impact
evaluation,
a
person
that
can
help
us
build
that
that
capacity
within
the
city.
We've
also
been
working
very
closely
with
Barry
and
research
institutions.
A
And
how
is
it
that
we
can
work
together
to
bring
what
our
best
practices
or
the
results
of
about
program,
evaluation
that
are
being
done
by
universities
into
the
the
work
that
we
do
when
we're
setting
policy
or
programs.
So
there
is
work
to
be
done
in
that
regard
and
I
look
forward
to
working
with
with
your
office.
G
J
Yeah
I
would
love
to
work
with
you
on
that
Chief
and
see
if
we
could
establish
you
know
a
long-term
partnership
with
with
Barry
or
any
researchers
out
there
to
make
sure
that
this
is
something
that's
consistently
happening
for
years
and
then
also
you
know
kind
of
Piggyback
in
on
Council
mejia's
point
and
to
start
a
business,
an
entrepreneur
needs.
You
know,
sign
off
from
a
few
different
departments
and
I
think
it
will
be
important
if
we
can
have
a
way
for
applicants
to
track
their
progress.
J
You
know
through
becoming
you
know,
a
brick
and
mortar
spot.
So
do
we
have
anything?
Well,
I
know
we
don't,
but
you
know,
can
you
talk
to
me
about
what
what
investments
are
being
made?
You
know
to
to
be
able
to
have
applicants
track
the
licensure
process,
but
also
I
think
it's
important,
not
only
for
you
know
the
applicants
to
be
able
to
attract
it,
but
even
like
internal,
like
as
a
city
and
as
each
department
that
we're
able
like,
if
ISD
the
clerk.
J
A
If
you
are
in
a
regulated
industry
like
the
Cannabis
industry,
there's
like
another
set,
so
we've
built,
you
know
we
have
a
lot
of
processes
and
regulations
that
a
lot
of
times
are
executed
by
different
departments.
So
I
would
say
that
we
we
approach
that
we
discussed
with
Chief
Fado
is
starting
with
some
user
experience.
Research.
So,
instead
of
I've
been
part
of
the
challenge
that
we've
seen
is
a
lot
of
times.
We've
been
Building
Technology.
A
The
way
that
we
want
to
process
requests
as
a
government,
not
necessarily
from
the
perspective
of
what
makes
it
easier
from
a
business
or
from
a
constituent.
So
the
thought
was
that
we
would
start
with
some
of
these
user
experience
research-
probably
in
the
next
in
the
next
year,
but
maybe
even
in
the
next
six
months
and
then
try
to
start
building
a
strategy
of
houses
that
we
can
build
permitting
and
Licensing,
particularly
in
the
business
registration
side
of
things.
A
There's
a
lot
of
silos
and
a
lot
of
disconnected
parts
of
building
some
recommendations
around
houses
that
we
could
make
some
investments
in
the
permitting
and
Licensing
process
based
on
that
feedback
from
from
people
that
have
started
businesses
that
are
thinking
about
starting
business
or
the
try
to
start
a
business
and
that
failed.
You
know
felt
that
we
did
not
do
a
particularly
good
job
of
supporting.
J
A
Yeah,
so
we've
discussed
a
couple
of
a
Pathways
with
with
chichodo,
so
my
hope
is
that
in
the
next
my
hope
would
be
to
try
to
bring
something
to
the
council
by
the
next
budget
season.
That
is
actionable.
I
think
that
we
would
want
to
start
doing
some
of
the
user
experience
research
in
the
next
couple
of
months.
There.
G
C
No,
you
probably
should
ask
now
I'll
allow
you
a
couple
of
minutes,
I
mentioned
in
the
in
the
beginning
that
this
will
only
be
the
hearing,
will
only
be
for
an
hour
and
15
minutes,
and
we
can
continue
it
in
a
working
session.
But
please
ask
your
questions
back
to
back
and
allow
the
demonstration
to
answer.
Thank.
J
You
for
the
grace
Madam
chair
and
the
the
city
council,
you
know
everyone's
pushing
for
more
data.
Do
we
have
the
software
the
hardware
as
a
city
to
to
help
us
realize
our
goals
you
know
like?
Do
we
have
the
proper
Investments
that
that's
needed
to
to
centralize
data,
to
create
a
longitudinal
data
system
to
have
a
One-Stop
shop
like
do
we
have
the
software
and
and
Hardware
to
make
that
a
a
reality?
And
then
are
we
looking
to
hire
any
additional
staff
to
address
the
overtime
issue.
A
A
The
budget
supports
that
and
we
are
working
on
staff
in
the
department,
there's
a
lot
of
vacancies
that
we've
had
from
covid-19
onwards,
and
we
are
working
on
getting
the
job
descriptions
revised,
getting
the
positions
posted
and
we
need
help
in
hiring
our
staff
and
promoting
the
work
that
we
do
so.
Hopefully
that
brings
some
of
the
overtime.
We
have
a
lot
of
positions
that
are
single
single
stranded,
where
there's
a
single
person
that
is
responsible
for
a
system
and
sometimes
when
the
system
works,
it's
failing
or
it
needs
attention
after
hours.
A
H
Thank
you
manager,
good
morning
Santiago,
and
it's
good
to
see
with
you
during
the
budget
briefing
and
appreciated
your
your
efforts
at
the
last
hearing
before
the
council
around
digital
access,
Etc
and
I.
Just
want
to
that
point.
I
want
to
make
sure
that
you
have
the
resources
that
you
need
from
us
to
make
sure
that
we
stay
Cutting
Edge.
H
Obviously,
technology
changes
every
day
and
it's
important
that
we
as
a
city
stay
on
the
front
end
of
that,
as
well
as
the
fact
that
we're
asking
constituents
to
to
engage
us
more
via
computer,
whether
it's
picking
up
things
or
ordering
things
Etc
so
having
us,
be
a
One-Stop
shop.
So
folks
can
access
city
services
and
permitting
and
Licensing,
and
what
have
you
online
and
making
sure
that
it's
ready
readily
available
and
that
it's
up
to
date
and
fast.
H
Of
course,
that's
I,
think
the
primary
and
most
important
function
of
your
position
is
our
as
our
chief
I.T
guy.
So
that
said,
please
let
us
know
what
resources
we
can
help
you
with,
so
that
we
could
make
sure
we're
effectuating
those
very
important
city
services
for
residents
in
tax
base
and
as
well
as
continuing
to
partner
with
the
partners
that
we
have
out
there
on
in
that
space.
H
We
referenced
them
at
the
last
hearing,
but
making
sure
that
they
have
a
seat
at
the
table,
making
sure
that
they're
aware
of
the
issues
that
arise
so
that
they
can
go
right
to
work
with
us
to
solve
those
problems,
making
sure
that
our
whole
city
has
access
and
coverage
Etc.
So
so
it's
more
of
an
opine,
I
guess
in
in
an
offer
to
be
helpful
and
to
continue
to
partner
with
you
and
your
capacity
as
the
new
Chief
I.T
guy
for
the
city.
A
Absolutely
no
thank
you
for
the
words
and
again
I
think
that
they,
the
proposed
budget,
helps
us
make
looks
in
the
right
direction
and
addressing
some
of
the
systems
that
are
in
need
of
critical
upgrades
in
the
in
the
near
future,
and
hopefully
we
build
a
technology
environment
that
serves
the
residents
and
our
employees
as
well.
So
thank
you
for
that.
H
It
seems
like
once
we
get
something
new,
try
something
out,
there's
something
newer
and
faster,
and
you
know
right
right
behind
it,
so
just
making
sure
that
we're
staying
on
Pace
with
that,
particularly
with
other
municipalities
and
as
our
city
competes
with
cities
outside
and
bigger
across
the
country.
So
particularly
as
we're
heading
into
a
down
economy,
we
need
to
be
doing
things
better
and
and
faster
than
our
competitors
out
there.
So
I
appreciate
your
attention
to
detail
in
this.
In
this
regard,.
C
A
F
C
Thanks
Gary,
we
miss
you
too
all
right
without
it.
If
there's
no
further
questions
or
comments,
thank
you
so
much
to
the
administration
for
your
work,
amazing
presentation,
look
forward
to
more
conversation,
we'll
be
calling
you
into
our
concession.
If
there's,
if
there
are
any
amendments
that
we
the
counselors,
are
thinking
about,
if
not
I
guess
you
know
have
a
great
great
evening
or
great
afternoon
and
see
you
soon.
Thank
you
and
just
hearing
is
now
adjourned.