►
Description
Dockets #0622-0628 Fiscal Year 2020 Budget: Emergency Medical Services
A
My
name
is
Marc
CEO
mom,
the
chairman
of
ways
and
means
in
the
district,
nine
city
councilor
today's
Thursday
May
23rd,
and
we
are
here
with
our
good
friends
from
emergency
medical
EMS
services.
Happy
EMS
week.
First
like
to
remind
folks
this
is
a
public
hearing
being
broadcast
and
recorded
on
Comcast
channel
8
RCN,
82,
Verizon,
1964
and
streamed
at
Boston,
gov
backslash
city
council,
TV
I'd.
Ask
everyone
in
the
chamber
to
silence
their
electronic
devices.
There
will
be
public
testimony
taken
at
various
stages.
Throughout
the
hearing.
A
There
is
a
sign-in
sheet
to
my
left
by
the
door.
I
ask
that
you
sign
in
state
your
name,
affiliation,
residence
or
and
check
the
box.
Yes,
if
you
wish
to
testify,
there
are
numerous
ways
to
testify.
You
can
attend
a
public
hearing
such
as
this
one
and
sign
up.
As
I
just
stated.
You
can
email
the
committee
at
CCC
WM
at
Boston
gov.
A
You
can
mail,
the
committee
at
committee
on
ways
and
means
Boston
City
Council,
fifth
floor
Boston,
City,
Hall,
Boston,
Mass,
zero,
two,
two
zero
one
or
you
can
come
to
a
hearing
dedicated
to
public
testimony
on
Tuesday
June
4th
from
2
p.m.
to
6
p.m.
and
we
will
stay
as
long
as
necessary
to
make
sure
that
everyone
is
heard
on
the
budget.
A
Dear
counselor,
co-moh
I
regret
that
I
will
not
be
in
attendance
in
today's
hearing
on
dockets
0
6
to
2
through
0
6
to
8
FY
20
M
s
budget
due
to
a
family
commitment,
I
want
to
say
for
the
record
that
has
been
an
honor
to
work
with
Boston
EMS
over
the
course
of
my
tenure
on
the
Boston
City
Council,
you
are
fought.
The
finest
EMS
service
in
the
country
and
I
am
proud
to
have
work
with
you
signed
city
council
of
district
5,
Tim,
McCarthy,
DHS
CEO.
A
My
regret
that
I
am
unable
to
attend
the
EMS
budgetary
hearing
due
to
work-related
travel.
I
would
like
to
thank
EMS
for
their
critical
work
and
specifically
note
that
East
Boston
is
thrilled
to
have
a
second
ambulance
available
to
the
area.
Thank
you.
Please
read
this
into
the
record
regards
Lydia
Edwards,
Boston,
City,
Councilor,
district
1
and
finally
D
a
mr.
A
B
Thank
you
good
morning,
mr.
chair
and
council
of
snobby
George
we're.
You
know
happy
to
be
here
today,
we're
happy
to
entertain
any
any
any
questions
you
have
related
to
our
operations
to
our
budget.
Our
plans,
initiatives
of
performance
and
with
me
today
is
Laura
Siegel
Laura's,
our
chief
of
staff
at
Boston
EMS,
and
we
also
someone
up
becomes
of
command
staff
and
our
budget
office
as
well
as
Public
Health
work
available.
B
Should
we
need
to
reach
out,
but
I
think
we
should
be
well
on
hand
there
today,
thanks
and
so
for
just
for
a
opening
statement.
All
I
really
have
is
what
was
on
the
slide
deck
there,
which
I
think
you
have.
You
have
hard
copies
now:
okay,
because
we've
some
technical
issues,
yeah,
so
I'll
just
go
through
it
quickly.
B
Oh
and
first
of
all,
I'd
also
thank
much
appreciate
the
letters
from
the
counselors
who
who
couldn't
be
here
today.
I,
don't
remember
ever
hearing
that
before
when
somebody
didn't
make
us
that's.
There
was
very
nice
sentiments
well
well,
except
well
accepted
by
us
council.
Mccarthy
was
particularly
good
over
the
years.
I
want
to
give
a
mr.
graduation
or
what
ceremony
like
that,
he
he
did.
He
wasn't
exaggerating
how
much
you
know
right.
B
He
took
on
the
service
and
it
was
well
felt
and
counsel
that
was
in
Jane,
even
very
good
to
work
with
as
well
too
and
she's
been
working
up.
Cons
ider
was
really
helping
us
along
with
Charlestown,
as
well
as
these
Boston
coverage
issues.
So
we
appreciate
that
and
just
one
more
thank
you
on
that.
Yesterday,
I
missed
the
resolution
that
you
offered
on
commending
EMS
week,
but
that's
because
we
were
at
these
Boston
events
and
ran
a
little
bit
over
in
some
obligations
that
it
kept
me
from
coming
back.
B
Latencies
I
had
a
worried,
stand-in
yeah,
no,
but
thank
you
very
much
and
that
was
well
received
as
well,
so
so
I'll
just
start
off
with
as
we're
getting
just
so
at
the
end
of
national
ems
week
and
you
all
mocked
it
yesterday.
Thank
you
and
city
hall
last
night
was
a
lit
up
and
orange
and
blue
looked
very
nice,
and
we
appreciate
that
as
well.
We
have
a
couple
more
events
left
principally
tomorrow.
B
B
We
in
2018
our
volume
numbers
were
that
our
call
volume
was
one
hundred
and
twenty
six
thousand
four
hundred
nineteen
clinical
incidents
and
that
required
one
hundred
and
fifty
four
thousand
four
hundred
and
seventeen
emulous
responses,
because
sometimes
she's
have
to
send
more
than
one
unit
to
a
call
that
resulted
in
eighty
five
thousand
six
hundred
and
ninety
seven
transports,
and
so
then,
on
a
typical
day
on
an
average
day.
That
could
be
three
hundred
and
fifty
calls
clinical
instance
in
a
day,
and
you
know
two
hundred
forty
transported.
B
So
in
a
24-hour
period
we
stay
busy
where
we
currently
have
four
hundred
twenty
one
full-time
budgeted
positions
and
three
hundred
and
ninety
five
of
those
a
uniform.
Some
of
those
positions
right
now
are,
in
our
training
academy,
a
current
training
class
which
is
getting
ready
to.
They
did
just
wrapping
up
this
three
months
in
the
classroom
and
scenarios
and
driver
training
and
everything
else
that
we
throw
at
them
and
they're
going
to
begin
their
field.
Internship
starting
this
weekend,
they'll
be
doing
the
first.
They
call
it
immersion
round.
They'll
be
writing.
B
In
field
operations,
Boston
EMS,
we
operate
21
BLS
units,
five
ALS
units
from
16
stations
citywide
during
peak
hours,
so
that's
principally
the
day
and
evening
shift
Lois
tab.
We
come
down
to
14
MLS
is
covering
the
city
between
2
a.m.
and
6
a.m.
we
try
to
match
our
resources
to
do
our
call
volume
as
best
best.
We
can.
B
Several
crews
shift
change
at
a
station,
then
repose
to
a
more
strategic
location,
which
is
determined
by
call
volume.
So
there's
there's
more
ambulances
than
there
are
stations,
so
some
places
we
do
have
to
double
up
and
then
go
out
and
do
coverage
and
on
that
map
on
there
is
the
map
which
denotes
email
stations,
as
well
as
where
Boston
s
emails
is
up:
posted,
ok
and
dispatch
operations.
B
B
Some
then
go
in.
They
take
this
additional
training
program
up
in
dispatch
shops
where
they
go
through
much
more
training
where
they
get
certified
to
do.
Merchant
medical
dispatch
work
with
the
state's
9-1-1
system
and
now
of
textin
I
won
one
and
every
other
thing
that
gets
involved
in
call
entry.
Call.
Screening
prioritizing
calls
for
dispatch
dispatching,
and
then
we
had
C
med,
where
we
coordinate
field
units
with
hospitals,
notifications
to
hospitals
of
coordinate
disaster
coverage
or
the
distribution
of
patients
at
Lodge.
B
B
System-Wide
was
due
to
the
fact
that
you
know
patients
were
very
evenly
distributed,
particularly
the
critical
patients
where
RC
med
utilizing
our
system
there
we're
able
to
distribute
to
get
the
right
patient
the
right
Hospital
at
the
right
time.
That
was
a
particularly
life-saving
that
day
and
really
every
day
we
have
a
research,
training
and
quality
improvement
division.
It
has
a
full-time,
accredited
training
academy.
It
provides
continuing
education
for
all
uniformed
personnel.
There's
a
tomorrow
we
got
tonight.
B
We
start
another
24-hour
training
cycle
where
we'll
be
training
on
all
all
three
shifts:
it's
a
rigorous
six-month
training
program
for
new
EMTs
and
a
three-month
internship
for
paramedics
who
get
promoted
here
as
well.
We
have
simulation
labs
up
there,
as
well
as
other
equipments
and,
most
importantly,
for
recruitment
purposes.
B
We
have
in
an
affordable,
basic
EMT
course,
which
is
open
to
the
public,
which
we've
recently
we've
made
it.
We
give
priority
status
to
Boston
residents
to
take
that
class,
and
if,
if
this
still
seats
available,
we
would
open
it
up
to
non
Boston
residents,
but
right
now,
we
we
fill
it
up
quickly
with
Boston
residents
who
are
hoping
to
become
certified
as
a
MT,
so
they
could
take
our
entrance
exam
on
the
next
slide.
We
have
our
special
operations
and
emergency
preparedness
division.
B
Last
year
they
supported
849
special
events
across
the
city
that
keeps
growing
every
year.
We
have
a
couple
of
big
ones
this
weekend,
one
up
yeah
neck
of
the
woods
Council
of
Boston
calling
mm-hmm
and
out
at
Hobbit
Stadium
the
last
few
years.
We've
that's
a
three-day
event
and
we've
taken
all
our
special
events
that
the
premise
about
planning
going
in
is
that
we
want
to
cover
the
event
the
spectators,
the
talent,
the
concert
goers
or
whatever.
B
14
or
even
assigned
to
help
myself
with
the
transport
and
our
goal
really
is
not
to
do
that,
but
that
just
example
I'm
highlighting
because
it
starts
tomorrow
right
just
let
you
know.
We
also
have
the
run
to
remember
this
weekend,
along
with
some
other
events
and
now
we're
gonna
host
a
Stanley
Cup
party
on
the
plaza
hit
Monday
night,
so
yeah,
so
our
special
operations
and
events
will
be
busy.
B
B
B
Consider
that
we
should
plan
for
in
advance.
We
do
there,
we've
been
doing
a
lot
of
training.
You
know:
we've
been
rolling
out
more
training
with
the
Boston
Police
for
incidents
where
to
coordinate
efforts
between
police,
fire
and
EMS.
Should
there
be
some
sort
of
mass
shooting?
Should
there
be?
Some
sort
of
you
know,
vehicles
into
crowds
that
the
things
we
see
around
the
world
we
already
we've
already
have
had
bombings
yas'm,
but
we
still
keep
practicing
that
because
you
have
to
stay.
B
You
have
to
consider
that
even
though,
hopefully
it's
never
going
to
happen
again,
we
have
community
initiatives
Bureau,
they
do
Public,
Safety,
life-saving
skills,
education,
their
president,
has
a
lot
of
community
meetings
and
events.
We
regularly
schedule
kasi
checks
and
installations
out
of
our
Matapan
facility,
a
lot
of
residents.
Take
advantage
of
that.
We
get
a
lot
of
great
praise,
and
thank
you
for
that.
B
We
offer
up
CPI
training.
We
do
a
lot
of
training
with
compression
all
the
cpr
one
of
the
things
we
found
out
years
ago,
even
though
it's
it's
great
that
even
in
a
building
like
this,
we
have
a
Edie's
on
almost
every
flaw.
One
of
the
one
of
the
biggest
things
we
found
in
our
cardiac
arrest
survival
database
was
that
if
you
receive
CPR,
even
if
it
was
just
compression
all
you
know
no
rescue
breathing
that
greatly
enhanced
the
chances
that
you
would
be
lived
to
be
resuscitated
and
discharged.
B
You
know
from
from
a
hospital,
so
that's
been
one
of
our
one
of
our
goals
to
keep
pushing
that
training
out
to
as
many
places
as
we
can,
and
we
do
a
lot
of
programs
with
well
with
seniors
the
file
of
life
program.
Working
with
you
know,
advanced
directives
and
and
medical
orders
for
life-sustaining
treatment,
to
make
sure
that
our
personal
understand,
because
it's
very
stressful,
when
sometimes
with
families
to
deal
with,
and
we
want
to
make
sure
that
they
know
what
to
expect
from
EMS
when
they
arrive.
B
We
had
you
know
what
a
scene
if
it's,
they
have
some
sort
of
advance
care
directive.
A
health
care
proxy
an
event,
but
we
do.
We
also
make
sure
that
our
folks
are
well
versed
on
that,
so
that
you
know
we
can
handle
those
situations
and
they
also
work
with
the
mayor's
office
of
emergency
management
on
preparedness
issues
as
well
as
Public
Health
preparedness
to
make
sure
people
are
ready
to
sustain
themselves.
You
know
during
emergencies
on
the
next
slide,
just
some
of
the
support
services.
B
They're
all
licensed
in-house
mechanics,
ASE
certified
they're
emule,
its
manufacturer
certified,
so
that
helps
us
do
that
covers
a
lot
of
that
helps
us
with
some
of
the
warranty
stuff
as
well
too,
before
we
have
to
send
stuff
Oh
materials
management
is
where
they
stock
all
of
our
medical
supplies,
equipment.
Drugs.
Do
the
ordering
make
sure
the
expiration
dates
are
up
in
check
before
they
get
sent
out
to
the
ambulances.
We've
gained
some
efficiency.
B
There,
in
the
last
year
or
two
now,
where
we
we
try
to
you
know
you
have
to
keep
a
certain
amount
of
stock
on
hand
to
make
sure
that
you
always
have
at
least
a
couple
of
weeks.
Extra
in
cases,
disruptions
and
deliveries
of
services
or
shortages
come
up,
but
everything
you
have
in
medical
services
is
an
expiration
date
on
it.
So
you
don't
want
things
rotting
on
the
shelf
lack
of
a
better
term
so
trying
to
manage
what
the
appropriate
power
levels
would
be.
B
B
Our
paramedics
can
do
I
am
injections,
so
they
came
up
with
these
check
and
inject
kits
where
we
could
essentially
do
the
same
thing,
but
not
having
to
use
the
auto
pen
where
we
are
drawing
it
up,
because
people
are
qualified
and
now
the
state
is
actually
you
know
embrace
that
and
going
to
make
that
available
for
our
EMTs
as
well.
So
again,
that's
that's
a
medication,
that's
a
failing,
expensive,
even
if
you
never
have
to
use
it
and
it
out
dates
or
to
the
delivery
system,
the
odd
the
auto
injector
so
again,
anytime.
B
B
That's
on
them,
so
they
they
maintain.
That
as
well
as
our
office
technology
needs,
we
have
facilities,
division,
a
division
of
one,
you
know
john
Cushing,
but
but
he
manages
all
of
our
department
facilities
and
working
along
with
the
facilities.
You
ended
up
at
Public,
Health
Commission
as
well,
but
he
also
has
to
integrate
a
lot
because
we
in
some
places
we
rent
in
some
place.
We
share
space
and
with
either
police
of
Public
Works.
So
it's
it's
having
good
partnership
with
all
these
sites
that
we
host
with
and
being
able
to
work
like.
B
B
The
Commission,
of
course,
has
administration
finance
and
a
Budget
Office
budget
director,
but
we,
you
know
we
have
a
lot
of
day-to-day
needs.
We
work
here
to
make
sure
that
we're,
in
conformance
with
that
and
obviously
with
you
know,
all
the
city
standards
as
well,
so
we're
fortunate
to
have
our
own
administration
to
find
in
small
division
that
that
works
on
our
budgetary
functions
and
and
procurement
things
to
make
sure
that
will
follow
and
the
you
know
the
Commission
guidelines
and
integrating
with
them
and.
B
We
want
to
make
sure
that
we're
in
alignment
with
public
health,
strategic
plan
with
their
four
priority
areas-
racial
justice
and
health,
equity,
workforce
development,
informatics
and
data
and
collaborative
partnerships,
and
that's
something
that
we
seamlessly
are
able
to
fall
into,
because
that
is
very
much
what
we
do
every
day
and
certainly
well.
You
know
always
shared
those
priorities
as
I
think
most
city
departments
do
as
well
too,
so
it
really
makes
it
easy
to
have
those
cross-cutting
efforts.
B
B
It
it
it's
already
start
to
pay
dividends.
The
first
class
of
people
who
are
these
were
city
residents
that
were
pre-screen
pre-selected
by
the
City
Academy,
the
OP
mayor's
office,
Workforce
Development
for
admission
to
our
EMT
training
class,
and
they
were
giving
a
basically
a
scholarship
for
where
they
would
be
have
their
fees
and
their
books
covered.
B
They
got
some
additional
training
and
a
few
different
things
to
help
prepare
them
for
them
to
make
them
good,
successful
candidates
to
identify
them
and
we'll
have
eight
of
those
who
got
certified
last
this
past
winter,
who
will
be
joining
us
in
our
recruit
class.
They
just
gained
admission
to
our
recruit
class,
with
stats
June
2020
for
okay.
This
is
this
month,
so
we're
getting
it
in
this
fiscal
year
right
right
that
much
but
anyway,
there'll
be
a
class
of
28.
B
That's
it's
coming
on,
because
that
will
include
the
four
additional
FTEs
that
you
have
ever
proven.
Well,
you
know
included
in
this
this
year,
as
well
as
for
the
Vega
sees
that
we
have,
because
we
did
get
the
20
additional
FTEs
last
year,
and
even
though
we
graduated
to
recruit
classes
we're
still
trying
to
catch
up
with
some
retirements
and
some
of
the
folks
who
have,
you
know,
decided
to
move
on
to
other
opportunities.
So
we
had
a
little
bit
of.
B
B
Okay,
we
had
believed
going
and
we
posted
this
I
think
we
had
about
18
or
19
vacant
positions.
So
when
from
my
uniform
ranks
and
then
anticipating,
anticipating
that
we
use
the
public
health
always
allows
us
to
put
a
couple
more
on
in
a
class.
Knowing
that
you
know
historically,
some
people
drop
out
or
they
decide
hey.
B
Maybe
this
isn't
really
right
to
me,
but
you
know
we
always
want
to
get
out
of
percent
true,
but
we
also
know
that
by
the
time
we
finish
the
a
six
month,
training
program,
we're
gonna
have
other
people
move
on.
You
know
we
used
to
average
about
13
per
year,
some
years
a
little
bit
more
some
years,
a
little
bit
less,
but
you
know
but
I'm
sorry,
usually
never
less
some
years
a
little
bit
more,
but
one
average
before
was
about
13
per
year.
B
That
would
that
would
be
moving
on
so
right
now,
with
that
class.
That's
coming
on
now
the
class
is
getting
that's
currently
in
the
Academy
they're,
counting
in
the
budget
slot,
so
the
vacancies
now
will
those
will
be
gone
in
a
couple
of
weeks
when
this
class
of
28
starts
because
we'll
be
technically
over
for
a
little
bit
to
let
nobody
kicks
in
on
July
1
mm-hmm.
B
Improve
improve
employee
retention.
That
was
one
of
our
goals
and
a
few
different
things
we
were
trying
to
do
with
that
was
one
we've
been
meeting
regularly
with
the
patron
associate,
VP
AMS
division
we've,
you
know,
re-energized
the
one
of
the
joint
committees.
We
have
around
career
ladders
and
training
again
trying
to
increase
the
not
just
opportunities
inside
for
advancement,
but
also
job
satisfaction.
Now
we
have
a
lot
of
bright,
eager
people
who
work
here.
B
Who
are
you
know
busy
doing
they're
performing
their
duties
every
day
and
the
ambulance
is
up
and
dispatch,
but
they
also
have
other
interest.
You
know
things
to
expand
us
or
or
expand
our
skill
set
or
hey.
Have
you
guys
thought
about?
Maybe
we
should
do
more
training
with
with
this
department
or
with
some
of
the
things
that
that
they
see
or
in
other
agencies
whatever
and
so.
B
Well,
you
know:
we've
been
open
to
those
ideas
and
trying
to
you
know,
develop
a
personnel
at
all
ranks
by
by
doing
that,
taking
advantage
of
all
there's
a
lot
of
free
courses
that
that
the
feds
offer
down
in
Emmitsburg
or
in
other
places
that
we're
trying
to
get
more
and
more
about
people
in
from
various
ranks
to
take
advantage
of
that
which
one
gives
you
a
little
bit
of
a
break
from
your
daily
grind,
and
it
also
it
helps
develop
you
and
I
prepare
you,
for.
You
know
potential
advancement
down
the
line.
B
B
There's
several
institutions
around,
but
you
know
we're
trying
to
partner
with
more
of
them,
look
at
other
ways
that
we
can
improve
that
career
path.
Promotion
to
paramedic,
one
of
the
recent
things
we
did
was
we
met
with
one
of
the
paramedic
training
academies
who
I
think
they
realized
that
it
looks
good
for
them
when
they
have
Boston
EMS
grads
take
their
program,
so
a
couple
of
them
have
now
began
to
offer
discounts
to
personnel.
B
If
this,
a
certain
number
of
well
one
for
sure,
has
already
started
offering
and
I
think
a
couple
of
others
are
gonna
kind
of
copy
on
to
that
want
to
be
a
part
of
it.
Well,
they'll
give
a
little
discount
in
tuition
based
on
volume
if
they
get
to
least
a
certain
number
of
our
personal
sign
of
a
particular
class,
because.
B
You
know,
quite
frankly,
look
it
looks.
It
speaks
well
of
their
program
if
somebody
who
works
here
pursues
them
for
their
advanced
education
and
Bunker
Hill
Community
College
is
also
partnered
with
us,
because
they
realize
that
their
course
credits
for
people
have
taken
EMT
training
and
for
Alice
training,
where
they'll
actually
give
you
credits
towards
up
their
associate
degree
programs
over
there.
B
It
took
a
while
to
come
back
from
that
and
we're
just
now.
Thank
thanks
to
you
all
getting
back
to
the
levels
that
we
were
gonna
be
approved
back
in
2008
po9.
So
what
we
did
for
a
few
years
was
we
held
off
on
promotions
because
we
needed
as
many
people
in
dispatch
and
ambulances
every
day
to
try
to
keep.
You
know,
keep
the
lights
on,
keep
keep
delivering
services.
So
by
getting
the
fresh
blood
coming
in
new
recruits
the
empties.
We
have
been
able
to
start
to
catch
up
on
our
promotions.
B
B
We
talked
about
some
of
some
of
that
and
with
the
epinephrine
well
to
expand,
be
able
to
do
without
way
to
of
to
the
BLS,
while
a
CPAP
and
some
other
initiatives
that
the
state's
looking
at
know
when
the
next
slide
or
when
I
did
mention
the
city
academy,
and
we
again,
this
is
something
that
you
all
very
much
supported
and
the
mayor
was
very
supportive
of
it.
We
had
one
one
cohort
in
that
group
from
City.
B
Academy
went
on
to
a
commercial
driver's
license
because
the
city
identified
like
that
that
was
one
barrier
to
employment
for
the
city,
like
a
lot
of
city
departments,
do
over
the
need
for
CDLs.
You
know
PAC's
BTD,
a
few
others
who
have
like
large
trucks
have
a
Public
Works
course
and
that
you
had
to
have
that
before
you
even
applied
sort
of
like
you
had
a
VM
T
certification
before
you
applied
for
us
and
what
they
did
was
they
were
like.
B
Well,
let's
train
some
people
and
they
you
know
they
did
that
and
then
and
then
another
cohort.
In
that
first
group
there
was
people
who
want
to
pursue
careers
to
be
EMTs,
which
was,
oh,
you
know,
honestly,
a
little
bit
heavy
a
lift.
You
know
nothing
against
the
CDL
program,
but
these
people
were
dedicated.
They
took
a
four
or
five
month,
EMT
training
class,
as
well
as
whatever
they
had
to
do
to
manage
their
personal
lives,
and
a
couple
of
them
stayed
on
as
interns
for
us.
B
While
they
were
waiting
to
sit
and
take
their
exams
and
they
all
agreed
and
what
the
city
did
to
try
to
really
put
them
in
the
best
possible
position
to
pass
the
class
and
to
eventually
pass
our
entrance
exam
was
that
they
gave
them
aptitude
tests.
They
gave
them
some
other
all
the
candidates
that
they
screened.
They
did
a
bridge
cost
to
help
get
people
back
used
to
studying
and
taking
tests.
B
If
they've
been
out
of
school
for
a
few
years,
they
and
the
people
who
were
offered
them
we're,
actually
they
did
quarries
on
them.
They
confirmed
their
residency
and
checking
their
driving
history
and
license,
and
that
was
to
me
because
that's
what
you
need
to
do
to
apply
for
us
eventually,
so
they
wanted
to
put
that
in
their
mindset
right
from
day
one,
if
you're
serious
about
working
at
Boston
EMS,
then
we're
gonna
stop
building
this
in
right
from
the
beginning
and
that's
something
that
just
taking
an
EMT
class
somewhere.
We
don't.
B
We
could
never
do
that.
We
wouldn't
expect
people
to
do
that.
But
you
know
the
city
really
they're
investing
in
this,
and
so
they
were
so
they
wanted
to
be
serious
with
the
students
as
well
advanced
EMS
and
city
services,
to
analysis
and
that's
data.
That
was
another
thing
that
we
wanted
to
do
last
year
and
I
get
the
data
reporting
I'll
just.
A
B
Vision,
zero
is
one
of
the
things
we've
been
supporting
for
years.
Boston
has
continued
to
support
roadway
safety
measures
by
the
use
of
I
data
to
not
to
identify
hotspot,
but
we
can
get
down
to
various
levels
like
whether
it's
a
car
involved
for
our
truck
involved
or
bicycle
for
some
bicycle
versus
bicyclists
Dora.
B
How
people
for
the
most
part
take
very
good
care
when
they're
documenting
and
what
does
a
helmet
was
used
whatever,
so,
when
they're
evaluating
trying
to
make
this
data,
not
just
numbers,
but
what
can
you
do
to
inform
policy
to
inform
where
traffic
calming
measures
would
come
in
up?
Because
if
you,
your
constituents,
come
to
you
all
the
time
looking
for
like
we
want
one
ways
to
stop
signs
and
bike
lanes.
What
have
you?
B
How
do
you
prioritize
all
those
requests,
so
we
tried
to
really
for
the
last
several
years,
give
them
data
they
can
use.
You
know,
I,
just
give
you
a
quick
one
on
so
in
County
or
18
we
had
flan.
Do
we
documented
425
cyclists?
You
know,
crashes
are
instance
on
Boston
streets
and
that's
a
24%
reduction
from
2013,
whether
those
will
570
so
Boston
is
getting
better
that
that
from
just
certainly
no
less
bicyclists
out
there
so
that
that's
that's,
encouraging
we're
not
we're
not
picking
up
pedestrians.
B
County
are
18,
we
had
600,
we
documented
680
incidents
where
we
took
care
of
a
pedestrian
and
that's
a
24%
reduction
since
2016,
and
we
make
that
data.
You
know
publicly
available
and
so
the
bike
community
can
you
know,
they're
available,
look
at
that
and
we
report
it
out
to
the
state
as
well
too.
So
that's
a
good
effort
on
work
on
every
one
spot,
streets,
police
and
everyone
to
help
with
those
numbers.
Because
call
volume
goes
up.
So
we
know
we
don't
we
don't
mind
trying
to
reduce
incidents
like
that.
B
As
we
all
deal
with
this
ongoing
opioid
crisis,
and
we,
you
know,
we
quad
an
able
to
Boston
Police
Department
and
the
best
team
trying
to
support
their
correspond,
a
project
to
see
if
there's
some
other
ways
to
there's
an
increasing
number
of
calls
out
there
for
people
with
you
know:
psychological
emergencies,
mental
mental
illness
emergencies
where
sometimes
just
going
back
and
forth
the
emergency
room.
A
couple
of
times
a
week
or
a
month
isn't
necessarily
the
best
answer,
and,
and
some
of
these
get
a
little
bit
complicated
on
scene,
trying
to
sort
them
out.
B
So
the
BPD
to
have
clinicians
and
I
believe
three
or
four
cruises
in
different
districts
now
and
we're
trying
to
work
with
them
to
see
one
to
see
if
they
can
either
free
up
some
of
us.
But
on
calls,
but
but
also
to
compliment
us.
If,
if
we
do
have
patients
that
we
can
maybe
talk
to
them
about
that,
they
can
help
get
services
for
our
FY
20
initiative,
and
we
were
where
we
asked
for
these,
and
these
did
did
come
in
the
budget.
B
Was
we
wanted
to
expand
our
community
assistance
team
to
seven
days
a
week
he
was
launched
back
on
October
30th
and
as
of
April
30th,
the
numbers
were
on
their
counselors.
We
had
squaty,
they
had
over
3500
total
incidents
that
they
responded
to
and
77%
of
those.
The
responses
did
not
result
in
a
nameless
transplant
and
went
over
thousand
times.
They
were
able
to
cancel
an
ambulance
that
was
coming
in
and
over
a
thousand
times
arrow
to
make
referrals
to
recover
service
recovery,
services
or
shelter.
B
And
so
why
is
that
important,
when
we,
besides
being
good
for
the
patients
and
and
good
for
them?
Sometimes
people
don't
necessarily,
even
though
they
have
an
issue,
they
don't
necessarily
have
to
go
to
an
emergency
room
and
another
thing
on
that
was
affecting.
That
was
a
couple
of
years
ago,
the
Department
of
do
it,
innovation
and
technology.
They
did
some
analysis
of
our
CAD
data.
B
Rob
I
won't
call
von
same
to
same
CAD
to
police,
a
fire
used
and
they
generated
some
heat
maps
of
a
couple
of
different
areas
where
we
would
see
frequent
calls
for
unknown
ambulances
or
priority.
One
calls
that
we
really
don't
have
get
very
good
information
on
it,
so
they're
kind
of
hard
to
characterize
because
of
that
an
email
gets
dispatched.
B
Whether
it
was
any
of
the
homeless
outreach
entities
that
are
out
there
that
one
tied
up
in
a
meal
is
trying
to
sort
that
out
that
and
that
Amos
wouldn't
be
available
safe
or
another
priority,
one
or
other
any
other
priority
call.
So
one
of
the
in
the
second
area
where
there
was
a
high
percentage
of
calls
and
a
smaller
density
was
I
saw
in
a
small
area,
was
the
massive
corridor
from
pretty
much
just
from
Everett
of
a
square
down
down
past
Washington
Street.
B
You
know
that
you
know
that
some
of
you
know
come
to
call
recovery
Road,
where
we
have
a
high
concentration
of
calls
and
and
up
there
there's
a
little
bit
more
transports
for
these
units
when
they
go
out,
but
there's
a
high
incidence
of
repeat
patients.
So
we
see
fairly
frequently
and
again,
if
sometimes
it's
maybe
we're
serving
them
better.
B
If
we
get
them
to
go
into
path,
sorry
hold
or
the
engagement
center
or
somewhere
else,
where,
if
they're
up
stable
and
refusing
treatment,
where
maybe
that's
more
speaking,
to
the
problem
that
they
need
services
fall
and
again
coordinating
at
the
street
level.
With
with
the
providers
that
are
out
that
the
city's
in
putting
a
lot
of
efforts
to
it
to
address
this,
and
but
sometimes
if
you're,
assuring
an
ambulance
and
you
pull
up
and
now
you're
here
they
want
to
know,
can
you
clear
to
go
to
another
call?
B
Somebody
hit
by
a
car
three
blocks
away
from
there,
and
this
person
really
doesn't
need
to
go
here.
You
still
you're
kind
of
tied
up.
You
can't
clear
out.
The
idea
was
to
get
a
unit
out
there
that
could
either
do
that.
Call
welcome
relieve
you
so
that
you
can
get
clear
and
it
that
has
proven
to
be
fairly
successful.
As
you
can
see
by
the
numbers,
we
were
running
it
as
a
pilot
program,
we're
staffing
it
on
the
day
and
evening
shift
Monday
through
Friday,
and
our
request
was
to
add
a
few
more
FTEs.
B
You
know
we
take
that
you
know
very
seriously
and
what
we
want
to
do
was
be
able
to
dedicate
someone
I
think
we
I
think
we
do
a
pretty
good
job
at
it
right
now.
What
there's
always
been
the
will
and
the
effort
by
members
here
at
Boston
EMS
to
do
this,
albeit
maybe
somewhat
ad
hoc.
You
know
some
folks
from
training,
some
folks
with
field
ops
and
some
of
us
to
go
to
community
things,
but
so
now
it's
it's.
B
Maybe,
by
bringing
this
personal
one,
we
can
work
dedicated
more
time
working
with
places
like
City,
Academy
or
various
HR
schools,
or
whatever
to
to
work
with
some
of
these
partnerships
to
her
to
improve
that
and
but
also
to
help
with
some
of
the
retention,
professional
development
of
other
things.
I
mentioned
earlier.
They
come
with
growing
the
service
and
then
on
the
last
slide
as
our
FY
20
initiative,
and
one
is,
you
know
what
you
know
optimize.
You
know
in
advance
our
patient
care
services.
B
You
know
buy
again
once
we
complete
this
other
group
of
recruits
on,
we
will
be
able
to
add
in
additional
units
on
the
busiest
shifts
on
days
and
evenings,
we'll
also
be
able
to
make
sure
all
of
our
promotions
of
film
there
as
well,
which
which
will
be
good
ones
good
for
morale.
It's
good
for
other
workload
of
the
people
who
are
at
in
those
positions
now
or
maybe
double
doing
doing
some
of
that
double
duty.
One
is
we
want
to
explore
alternate
billing
in
transport
models.
There
are
some
potential
ability.
B
Cms
recently
announced
some
programs,
basically
like
grants
where
alternative
delivery
of
care
models.
We
don't
necessarily
that
don't
necessarily
result
the
transport
we.
You
still
could
bill
Medicare
for
that
which,
which
would
help,
because
when
we
go
to
a
call
now,
if
we
could
spend
45
minutes
to
an
hour
or
at
a
scene
either
trying
to
convince
somebody
to
go
or
treating
them
for
something
or
reversing
their
hypoglycemia
checking
their
blood
pressure
of
blood
sugar,
doing
a
12-lead
EKG,
and
if
they
don't
want
to
go
yeah,
we
can't
compel
them
to
go.
B
But
the
only
you
know
the
way
the
compensation
model
is
built
is
to
get
somebody
to
go
to
the
hospital
to
transport
them
to
lysis
tub.
You
know
emergency
room,
but
in
some
cases
where
we're
looking
at
healthcare
and
Bank
Austin,
maybe
some
of
the
lower
acuity
ones.
It
may
be
more
efficient
and
cheaper
for
the
system
all
told
if
we
were
able
to
transport
someplace
else
like
one
of
the
community
health
centers
are
some
other
a
non
acute
setting
which
would
be
a
less
expensive
to
the
system
for
them
to
deliver
that.
B
But
but
we
should
still
get
compensated
for
our
services
there,
because
we
have
to
be
just
as
well-trained
and
to
do
that,
and
maybe
some
cases
more
and
we
sought
to
have
the
equipment
to
do
that,
but
where
we're
exploring
those
right
now
were
also
well
looking
to
improve
our
revenue,
enhancement,
our
collections,
without
what
we
have
right
now.
Well,
what
we've
seen
over
the
last
few
years
is,
with
all
the
changes
in
health
care
and
the
health
care
plans
that
coming
out
this.
Yes,
there
are
more
people
that
have
coverage.
B
B
You
know
can't
say
it
enough:
it's
it's!
It
was
there
in
nineteen,
it
was
there
in
eighteen,
it's
it's!
It's
always
been
there
I
know
it's
important
to
this
body
and
it's
always
included
in
our
budget
documents.
How
we're
doing
on
that
and
again,
we
just
want
to
just
just
reinvigorate
that
established
articularly
established,
articulation
agreement
of
local
college
and
we've
done
that
with
with
with
Bunker
Hill,
but
we'll
be
looking
to
do
it
for
other
ones
again
again,
just
to
improve
their
yeah,
the
profession
that
our
personnel
are
in
advance
community
preparedness.
B
B
Back
a
few
months
ago,
we
trained
on
a
Saturday
I
think
we
came
in
and
we
trained
about
60
plus
of
the
offices
for
near-miss
police
who
serviced
this
building,
Court,
Street
and
other
places,
and
we
were
in
them
with
training
for
up
CPR
the
ad
to
make
sure
they're
competent
using
the
defibrillators.
We
did
stop
the
bleed,
which
included
the
use
of
tourniquets
and
some
special
gauze
to
help.
So
when
I'm
bleeding
so
they'd
be
familiar
with
that,
and
we
also
did
training
for
knock
in
administration.
B
We
did
that
and
with
with
a
halt
who
came
in
and
provided
instructions,
we
instruct
us
for
that
to
make
sure
that
they
were
up
felt
comfortable.
Doing
that.
So
you
know,
should
the
the
city
want
to
start
to
be
in
doing
that
at
public
buildings?
So
we
just
want
to
keep
doing
more
of
that
and
advance
community
preparedness,
because
you
know
the
community
is
in
many
cases
our
own
first
responders
out
there
and
another
priority
for
us
this
year.
B
A
A
B
Well,
my
understanding
is
that
well,
yes,
but
it
also,
we
should
be
taking
into
consideration
the
additional
four
FTEs
we'll
be
adding
this
year
as
well
as
we
I
know.
That
question
was
asked
at
the
public
health
hearing
last
week
about
the
deadline
item
for
the
City
of
Boston
supplement
and
in
subsequent
communication
with
the
budget
office.
It
was
explained
to
me
that
they
had
not
plugged
in
that
cost.
B
Even
they
what
you
approved
the
FA
for
ways
and
means
that
you
passed
on
in
the
county
voted
on
that,
because
that
had
not
taken
place
yet
right.
It
did
not
appear
in
the
document
as
well
as
what
they
would
project
it
would
be
for
the
next.
You
know
with
step,
raises
and
stuff
so
once
when
they
have
that
calculated,
they
told
us
that
the
actual
numbers
would
be
updated
in
that,
but
I
haven't
seen
what
those
numbers
are
yet
right.
A
You
know,
looking
at
the
information
you
forwarded
on
call
volume,
it
seems
like
it.
It
kind
of
leveled
off
from
the
past
couple
of
years
a
little
little
low,
but
we're
still
not
hitting
our
goals
for
response
times
and
and
then,
when
you
look
at
the
actual,
where
the
call
volumes
come
from
right
and.
A
B
You
yes,
initially
was
like
yeah,
not
not
tie
up
anything
else
that
could
trend
that
we
may
need
for
another
call
summer
or
a
lawyer,
because
we
do
have
to
you
know.
Given
the
number
of
units
we
have
on
yeah,
we
do
prioritize
the
same
way
they
tree
as
if
somebody
shows
up
at
a
hospital.
Some
people
go
to
a
trauma
room.
Some
people
go
to
a
waiting
room
and
it's
maybe
not
the
best
analogy,
but
but
we
we
do
triage
the
calls
in
order
of
priority
order.
B
Acuity
using
you
know,
establish
guidelines
up
in
dispatch,
but
when
the
that
unit
goes
out
in
the
field
there,
yes,
if
this
our
dispatchers
can
use
them
if
they
think
this
call
sounds
like
it
may
be,
may
be
suspect
of
maybe
not
being
a
transport
there's
some
locations,
some
the
the
units
will
get
used
to
away,
and
maybe
certain
ATM
things
in
the
winter,
where
we
five
times
a
day,
you
go
there
for
people
calling
in
because
well
this
guy
laid
out
way
and
we're
trying
to
felt.
Was
he
breathing
us
I?
B
A
B
It's
it
is
helping
in
the
sense
that,
though,
if
you
look
at
it,
they
were
able
to
cancel
and
free
up
ambulances
just
that
one
unit
over
a
thousand
times
and
in
you
know,
less
less
less
than
a
year.
So
we
decide
to
Dimond
demonstrate
that
there
is
value
on
that,
and
so
you.
A
Don't
get
reimbursed
for
that?
No
gosh
t
no
that's
a
prop,
but
let
me
move
on
to
yeah
one
other
thing
before
my
time
never
mind
so
I
just
want
it.
I'm
gonna,
just
take
one
privilege
here.
The
capital
stuff
with
the
9-1-1
system
guess
seems
to
have
been
an
ongoing
project
for
like
my
entire
time
on
the
council.
Can
you
tell
me
how
ems
is
involved
with
that
new
system?
A
B
In
council
I
know,
you
said,
I
want
one,
but
but
you
refer
more
to
the
radio
we
worse
than
a
woman.
Well,
bull,
I,
guess
both
yeah,
oh
so
well,
first
to
start
off
on
on
the
9-1-1,
I
am
in
the
city
switched
right.
It
was
like
a
couple
of
years
ago
when
they
changed
out
the
cat
system.
They
migrated
from
one
platform,
one
bandit
to
a
new
one
and
with
the
upgrades
for
the
you
know,
for
the
most
part,
yes,
capital
took
care
of
that
the
police
because
they
hosted
at
their
building.
B
B
We
do
get
some
some
costs
associated
with
it,
but,
but
so
far
for
the
most
part,
on
the
on
the
on
the
on
the
CAD
system,
part
of
9-1-1,
and
for
some
of
the
some
of
the
costs
that
come
in
an
associated
with
enhanced
9-1-1,
some
of
that
is
paid
for
through
the
state
bob
piece.
A
public
safety
answering
point
grants
that's
managed
by
the
Boston,
Police
I
know,
I
know:
Superintendent,
John
Daly
is
pretty
much
oversees.
That
area
Rosedale,
yeah
John
Diaz
pretend
over
there
and
he's
been
at
BPD
BVD,
okay.
B
B
Because
all
of
our
infrastructure
was
aging
along,
the
legacy
systems
will
no
longer
be
supported
by
the
manufacturers,
and
you
know
the
biggest
one
being
Motorola
in
the
in
the
coming
years.
There's
been
a
changes
like
you're.
A
lot
of
televisions
at
home
are
all
digital
now
versus
analog,
which
any
that's
I'm,
not
a
techie.
So
I
can't
write
even
now
and.
A
B
It's
I
believe
most
of
the
BPD
I
mean
they're
there
and
I
think
they're
getting
ready
to
into
year
five
of
a
five-year.
They
called
a
blue
radio
project
right,
which
is
like
approaching
50
million
dollars,
which
was
a
major
redo
of
everything
soup
to
nuts,
from
the
brains,
the
outfit
of
the
system,
which
they
call
the
core
dispatch
operations
and
right
down
to
portables
and
radios
in
the
field
and
everything
in
between
they,
the
transmitter
sites,
receiver
sites,
the
transmission
lines
to
care,
everything's
back
and
forth.
B
I
know
Jon
Daly
oversees
that
for
the
police
department,
there
was
not
specifically
money
in
that
there
for
us
contained
in
their
budget,
but
fortunately,
for
us,
they've
always
have
been
very
good
about.
Considering
our
needs
should
be
able
to
jump
on
with
expansion
in
many
of
these
sites
when
they
build
capacity,
they
make
sure
there's
enough
excess
capacity
put
in
as
far
as
cooling
a
Rackspace
power
needs
which,
which
is
done
as
they're
building
sites
out
versus
purchasing
equipment.
For
us.
B
B
Has
been
through
capital
for
them
right
now.
My
understanding
is
that
there
is
I,
think
12
million
dollars
that
will
become
available
July
1
of
this
year.
I
think
that's
gonna
be
in
dudes
budget
because
do
it
was
basically
given
the
task
of
trying
to
entertain
what
the
needs
are
for
all
the
agencies.
I
know,
fires
get
some
specific
ask
and
requests.
I
know
we've
at
at
least
four
years
now,
we've
turned
in
a
capital
budget
request
for
our
radio
infrastructure
enhancements
replacements
to
get
on
board
with
this
new
technology.
B
That's
coming
up
to
go
digital,
which,
which
will
help
us,
because
we
did
suffer
a
bit
when
we
were
forced
to
do
narrowbanding
a
few
years
ago
when
the
FCC
required
us
to
do
it
and
it
sort
of
our
coverage
kind
of
dropped
off
with
that
and
we've
been
trying
to
do
some
stabilization
right
now
to
try
to
improve
things
and
before
I
digress
in
that
I'll.
Stick
to
your
original
questions
so,
with
the
the
last
two
years
with
the
capital
budget
requests.
B
What
would
what
was
funded
through
capital
was
some
money
to
do
a
study
and
needs
assessment
to
hire
contractor
come
in
to
evaluate
all
of
the
requests
from
all
of
these
agencies
so
that
you
know
15
departments
don't
come
in
with
multi-million
dollar
requests
to
see.
Where
can
to
be
cost
savings?
Where
can
they
be
efficiencies
gained
by
co-locating
or
going
together?
And
that's
something?
We've
always
supported
this
something.
What
we've
written
in
the.
B
But
what
we're
trying
to
do
is
accelerate
that
and
move
it
on,
because
there's
some
real
opportunities
and
some
real,
oh
and
say
threats,
but
there's
some
downside.
If
we
don't
move
quicker,
the
BPD
this
year
is
is
installing
their
their
new
Corps
and
whatever
Corps
is
is
sounds,
sounds
important,
I,
don't
know,
I'm,
not
a
radio
guy,
but
they
they're.
B
We,
we
currently
operate
off
their
UHF
Corps
up
there,
then
some
all
our
radios
work
through
that
and
which
allows
us
to
basically,
then
any
whether
it's
police,
fire
or
us
who's
connected
to
it
are
things
could
like
a
sub
touch
of
some
buttons
by
something.
Do
it
transfer
that
to
you
could
listen
to
police?
You
could
talk
to
the
play
whatever
the
idea
is
to
have
that
Communications
be
interoperable,
makes
it
very
easy
to
do
that
when
they
go
to
their
new
digital
core,
we
would
have
to
remain
because
of
our
legacy
equipment.
B
We
would
have
to
stay
on
their
UHF
co-op
there,
which
will
make
listening
and
talking
with
them
a
few
most
steps
involved
to
make
that
work.
It
wouldn't
be
as
like
switch
on
the
fly
available.
So
that's
that's
that's
one
thing.
The
other
thing
that
is
you
know,
potentially
troubling,
is
that
once
they've
invested
they
are
50
million
dollars
in
their
brand
new
system.
B
They're
not
going
to
be
wanted
to
spend
dollars
to
maintain
their
legacy.
Older
system
up
there,
which
will
be
working
on
that'll,
either
fall
to
us
and
to
maintain,
which
would
be
an
added
expense
on
our
operation,
so
it
would
be
who've
us
to
be
able
to
plug
into
their
new
system
get
ready
in
order
to
take
advantage
of
that.
At
the
very
least
this
year
we
would
have
to
secure
new
dispatch
consoles
for
us
up
and
up
in
our
dispatch
operation.
B
We
just
call
located
with
them,
and
so
that's
sort
of
a
priority
need
for
this
year.
For
that
and
that
has
been
addressed,
we've
been
speaking
with
budget
on
that
I
know
that
the
BPD
one
of
their
Rob
radio,
okay,
I'll,
get
tight
along
Shawn
Romanowski,
who
he's
been
working
out
a
lot
to
help
facilitate
that
with
us,
as
well
as
superintendent,
Daley
and
the
but
capital
budget
office.
Here
has
been
pretty
supportive
of
that
as
well.
B
We
were
able
to
secure
some
a
commitment
from
UIC,
which
is
a
grant
funded
program
here,
that
Boston
hosts
would
their
mayor's
office
emergency
management
oversees
that
they
were
secured
funding
to
approximately
like
1.2
1.3
million
dollars
to
replace
that
and
update
that
equipment
that
that
portion
of
their
that
money
will
become
available
till
after
January
sometime,
but
the
the
vote
was
there
and
the
commitment
was
this:
that's
good
news
we'll
be
able
to
do
that
now.
Obviously,
we
had
to
wait
to
have
to
take
full
advantage
of
it.
We
would
have
to
train.
B
Do
other
work
along
the
way.
That's
what
hope
and
one
study
I'll
come
in
and
give
us
the
true
cost,
but
we
do
believe
that
there
would
be
some
and
and
out
of
that
12
million
dollars.
That's
sitting
up
available
they're
starting
in
July,
like
our
goal,
is
to
have
a
actual,
don't
just
say
like
well
good,
well,
give
me
12
yeah,
but
like
no.
No.
This
is
what
this
is
going
to
buy
you
this
year.
This
is
what's
gonna
fix
our
needs
meet
our
goal,
one
I
go
for
year,
one.
B
Hopefully
we
can
have
our
transition
complete
and
in
two
maybe
three
years
two
would
be
nicer,
because
the
BPD
are
coming
up
going
into
year.
Five,
and
there
are
efficiencies
by
able
to.
If
we
do,
work
with
them
know
about.
70%
of
our
sites
were
already
co-located
with
them
are
close
enough
to
them.
We
were
recently
able
to
start
transmitting
from
the
top
of
Bellevue
Hill
and
West
Roxbury,
which
has
really
helped
a
lot
of
us,
and
that's
that's
because
the
BPD
had
just
rebuilt
their
site
up
there
right.
B
They
put
in
extra
space
extra
cooling
extra
power,
a
new
generator
that
would
that
would
support
our
equipment.
So
again
they
didn't
secure
that
equipment.
For
us,
that
was
honest,
but
because
we
had
that
equipment.
Even
though
it's
the
older
stuff,
we
were
able
to
install
it
with
their
contractors,
so
there
was
some
cost
savings
by
able
to
jump
on
with
them.
You
know
the
cost
savings
is
in
there
too,
with
their
project
management.
B
C
C
D
D
So
when
we
looked
at
the
numbers,
it
was
about
46
interactions,
and
that
would
be
the
responses
where
they
are
added
to
a
call
46
interactions
per
week.
They
I
think
the
Chiefs
chief
Uli
said
there's
about
1,000
referrals
and
those
are
principally
to
shelters
and
recovery
services.
I
think
it
was
around
700
referrals
to
shelters
as
well.
They
do
assist
with
providing
blankets
and
other
resources,
as
they
have
available,
is.
C
B
Occasions
we
still
get
calls
that
come
in
from
three
one,
one,
two
two
dispatch,
you
see
it's
more
off
hours
and
it
really
depends
I
will
either
send
a
supervisor
or
maybe
a
nearby
unit
to
to
take
a
look.
If
it's
you
know
the
priority,
then
it
was
like
you
know.
Somebody
finds
something
in
a
playground.
Somebody
finds
something
up
in
a
common
hallway.
You
know
in
the
building
with
his
kids
and
stuff,
so
we
we
want
to
make
sure
you
were
to
that.
B
We
may
go
up
and
look
and
say,
like
wild
is
like
thousands
that
get
discarded
back
mind.
That's
clearly
something
else
more
for
for
a
team
of
somebody
who's
more
equipped
for
that,
but
you
fit
up
for
some
of
the
one
offs
and
stuff.
Yes,
well,
we'll
go
get
those
they'll
don't
go
in
as
L.
You
know,
obviously
a
much
low
priority
call,
but
we
do
get
somebody,
but
how.
C
You
are:
are
you
able
to
track
that?
Because
we
are
trying
to
get
a
better
understanding
of
the
amount
of
needles
that
we're
collecting
as
a
city?
The
most
recent
number
I've
heard
as
a
city
through
various
departments
that
we're
collecting
about
six
hundred
thousand
a
year,
just
wondering
if
you
are
you
are
information,
is
included
in
that
we.
B
Could
certainly
do
a
quick
look
at
our
rough
cad
search
for
that
type
of
calls.
You
know
again
it's
more
of
an
assistance.
It's
not
a
it,
wouldn't
go
in
as
an
EMS
call,
but
but
we
could.
We
could
look
at
that.
That
may
not
tell
us
whether
we
picked
up
one
who
was
located
near
a
slide
in
the
playground
versus
yeah.
C
D
C
E
E
So
that
said,
I
was
curious
to
see.
Is
there
mandatory
retirement
for
EMS
I
know,
you've
fallen
to
the
BP
PA,
but
and
Boston
Police
have
military
retirement
at
age,
65
to
EMS,
haven't
I,
know
you're,
also
efforts
that
I
led
here
on
the
council
to
get
your
members
group
for
but
I'm
not
recalling
as
to
whether
or
not
there
was
a
mandatory
trigger
for
retirement
yeah.
B
E
B
Top
of
my
head
it'd
be
a
little
bit
difficult,
but
it
probably
wouldn't
take
us
too
much
look
at
people
who
would
be
retirement
eligible,
so
say,
for
example,
if
you're
up
I
said
you
know,
assuming
that
you
want
to
go
out
at
you
know,
get
the
you
calculated
max
why
you
had
to
be
at
least
fifty
five
and
what
thirty
two
years
right
yeah.
So
we
could.
We
could
look
to
see
how
many
people
were
would
be
eligible
for
that
and
giving
you.
You
know
this
year
next
year
and
try
to
put
change
that.
B
Okay
I
mean
a
lot
of
people
do
stay
as
55.
Some
people
go
before
a
couple
of
retirees,
so
we
hit
last
year
weren't
quite
there
they
were
like
two
or
three
years
away,
but
they
had
other
employment
opportunities
out
there
where
they
had
some
offers,
and
they
you
know,
did
the
math
and
their
own
and
figured
like
well
yeah
I'll
make
a
couple
of
percentage
points
less,
but
this
other
opportunity
won't
be
there.
If
I
wait
three
years,
maybe
so
some
people
do
Jonathan.
Sometimes
it's
a
it's
a
career.
E
B
Well,
I
think
traffic
does,
does
you
know,
play
a
part
of
it,
I
think
responding
to
Collis.
You
know
you
really
it's
something.
That's
completely
gridlock
or
it's
a
tunnel
whatever
you
which
were
a
real
obstruction.
You
know
if
you
know,
for
the
most
part,
a
personal,
pretty
adept,
an
emergency
vehicle
operation.
What
becomes
the
you
know,
lights,
the
siren
and
trying
to
you
know,
get
you
wade
through
traffic.
B
Oh
I'll
make
a
hole
in
there,
they're
pretty
good
as
far
as
even
trying
to
they're
very
adept
to
finding
alternate
routes
to
get
to
places
you
know
because
they
they
learn
quickly
here.
That
I
think
one
of
the
things
that
that
perhaps-
and
we
we
don't
always
consider-
is
when
you,
when
you
are
now
clear
and
trying
to
get
back
to
your
area,
that
the
impact
traffic
plays
on
that
trying
to
get
back.
B
B
So,
assuming
that
we're
at
a
base
complement
like
say
on
the
day
shift
today
with
21
BLS
emulous,
is
that
should
be
42,
EMTs,
5
ALS
units
on
so
10
medics
to
three
supervisors
depending
what's
going
on
buses
shift
commander,
we
have
a
couple
of
Special
Operations
units
on
as
well
too
on
days,
so
back
of
the
paper
there's
50
to
55,
so
maybe
about
just
just
shy
of
the
60
personnel.
But
now
I've
been
dispatched
operations.
We
do
an
additional
on
the
day.
B
E
E
A
F
You
counsel,
CMO,
and
thank
you
to
chief
for
being
here
and,
more
importantly,
thank
you
for
your
excellent
excellent
leadership
that
you've
provided
the
city
for
so
many
years.
Chief
I
just
wanted
to
follow
up
on
a
couple
issues
that
counsel
I
already
talked
about.
You
know
and
I
know
we
spoke
about
it
recently,
but
the
the
South
Boston
waterfront
population
continues
to
grow
every
year.
We
don't
have
a
police
presence
down
there
or
fire
presence
or
EMS.
F
We
did
talk
recently
to
the
DeFeo
fire,
commissioner,
and
he
was
talking
about
that.
The
you
know,
because
of
the
population
because
of
the
traffic
that
we
he
is
experiencing
a
little
more
time
for
fire
trucks
to
to
get
into
the
Seaport
I
know
you
you
hit
on
it
as
well,
but
I
think
it's
really
critical
for
the
residents
of
the
South
Boston
waterfront
to
have
they
new
a
new
EMS
station,
and
there
and
I
know
you
are
exploring
different
options,
but
I
think
it's
really
important
to
the
residents
it's
important
to
public
safety.
F
It's
I
think
it's
a
critical
issue
as
we
see
so
many
residents
moving
in
there,
but
also
we're
seeing
a
lot
of
a
large
workforce
in
there
as
well
a
lot
of
activity
going
on
there
and
a
lot
of
public
events
as
well.
So
I
hope
we
can
continue
to
work
on
what
our
short-term
strategy
would
be,
but
also
long-term
strategy
of
eventually
getting
a
EMS
presence
in
the
in
the
South
Boston
waterfront.
F
B
Thank
You
counselor
and
that
that's
been
a
priority
to
spend
up
one
of
the
priority
asked
for
us
going
back
10
years
ago
and
no
excuse
we've
had
that
in
our
rub,
requests
are
we
putting
on
needs
every
year.
They,
you
know
you're,
correct
the
capital
budget
a
couple
years
ago.
Didn't
include
money
for
a
study
down
there
and
that
study
was
completed.
It
looked
at
some
of
the
needs
and
did
make
a
couple
of
different
of
recommendations.
B
B
We
would
be
able
to
go
in
with
another
rough
development
going
down
there,
whether
it's
another
state
agency
or
whether
it's
a
private
developer,
where
you
could
put
in
again
weather,
and
they
gave
some
examples
in
the
document
they
did,
where
some
cities
where
they
would
have
even
a
you
know,
a
fire
engine
company
in
the
corner
of
a
building.
That's
got
a
restaurant
at
one
end
and
condominiums
up
top
I
mean
they
I,
guess
some
cities
to
do
that.
So
that
was
one
option.
B
Looking
at
another
option
was
exploring
some
some
of
the
city
of
apostles
down
there
I
know
the
BPD
a
recently
didn't
make
us
aware
that
this
I
think
it
was
330
drydock
have
it's
a
small
apostle,
but
it
is
owned
by
the
city
and
I.
Don't
think,
there's
any
any
thought
for
that
being
either
sold
to
developers,
principally
probably
because
it
is
small
enough.
This
probably
wasn't
that
desirable
and
that
dry
docks
right
behind
it.
So
it's
kind
of,
but
you
know
they
they.
They
did
property
construction
assessment.
B
It
was
something
that
could
be
used
for
at
least
a
single
bag
station.
If
it
was
done
right,
they
did
put
that
this
July
300,000
change
will
be
made
available
to
do
a
study
and
in
design
I'm.
Sorry,
the
studies
on
to
do
a
design
which
is
which
is
important
next
step,
because
then
any
kind
of
capital
project
having
a
site
is
having
a
study
done
to
show
the
need.
This
is
good.
Having
a
site
is
is
really
key.
B
F
Thank
you,
Thank
You,
chief
for
your
great
work
on
this
site,
just
as
a
point
of
reference,
I
Brian
golden
the
BPD,
a
director
was
here
yesterday
and
testifying,
and
we
were
talking
about
the
growing
population
in
the
South
Boston,
waterfront
and
Brian,
and
some
of
the
experts
from
the
BPD
a
acknowledged
that
the
population
is
gonna,
grow,
double
and
the
next
10
years
done.
The
done
the
salty
water
front
and
and
I
said
you
know.
That's
that's
really.
Another
reason
why
we
desperately
need
an
EMS
station
down
there.
F
F
What
type
of
and
I
know
a
lot
of
this
is
done
for
the
Union,
but
what
type
of
services
are
you
able
to
provide
your
workers
that
are
on
the
front
lines
that
are
constantly
dealing
with
difficult
situations?
Trauma
situations?
Are
we
able
to
get
them
the
right
time
off?
We
be
able
to
get
them
the
right
assistance
for
medical
appointments
or
a
counseling
or
family
time,
or
any
type
of
assistance
that
we
can
provide.
F
B
You
know
it
certainly
is,
and
stress
just
you
know,
we
all
know
is
is
Killman,
you
know
the
effects
of
it.
It's
yeah
you're
gonna
have
a
bad
day
or
a
bad
night,
but
it's
so
if
you
have
a
series,
amor
you'd
never
get
over.
Well,
you
don't
get
over
one
quick,
you
carrying
baggage
around
with
you
whether
it's
something
in
your
you
know,
personalized
family
lives
weren't
on
on
the
job
it
it
affects
you.
B
You
know
you
know
significant
funds
every
year
to
secure
the
services
we
put
our
yeah.
You
know
in
our
of
peak
and
we
contract
with
with
the
provider
now
that
gives
us
on
site
here
in,
like
in
the
first
floor
of
the
building,
we're
into
Crimea
this,
the
this,
how
it
was
down
there
where
clinicians
are
available
to
meet
with
employees
where
they
they
they
can
make
appointments
directly.
But
then
it
doesn't
go
through
us.
I,
don't
know
who's
going
down
the
arrow.
What
was
getting
followed
up
there
affordable,
for
whatever
reason?
B
That's
certainly
not
just
they
tracked
contact
hours.
That's
also.
They
know
that
they're
providing
the
services
wherever
boys
can
come
in
and
it's
this
is
really
no
other
office.
We
don't
utilize
any
other
space
having
some
storage
in
the
first
floor,
so
people's
comings
and
goings,
air
is
pretty
low-key,
but
they
can
also
make
arrangements
to
meet
sometimes
off-site.
We
have
a
they
utilize
licensed
clinicians
who
are
good
for
that.
They
have
a
another
facility
which
is
office
alone.
B
They
call
it
the
on-site,
but
it's
really
it's
it's
off-site,
it's
it's
outside
of
Boston
and
they
also
have
the
ability
to
send
people
to
the
places
even
up
in
Brattleboro,
Vermont
or
other
ones,
and
it's
we
have
a
team
leader
for
peer
support,
who's.
Currently,
a
lieutenant.
B
Pat
Coulter,
who
coordinates
those
efforts
and
he
has
a
vehicle
which
he
can
also
you
I
mean
he
sees
services
lieutenant
here,
but
which
is
good
because
he
can
his
ability
to
go
on
different
shifts
and
it's
and
kind
of
blend
to
the
background.
So,
if
he's
visiting
or
checking
in
or
with
different
people
and
stuff,
if
they're
at
work,
it's
not
so
obvious,
because
it's
not
infrequent
for
any
of
us
have
run
into
a
supervisor
during
the
shift.
So
it's
not
like
right.
Oh
here
comes
someone.
So
what
are
you
seeing
him
fall?
B
You
know.
So
we
try
to.
You
know
maintain
that
confidentiality
that
low-key
approach,
but
they
also
they
do
refer
people
out
to
meet
with
again,
like
I
said
they
licensed
clinicians.
We
have
they
do
the
ability
to
pull
people
offline
if
they
really
think
they
need
to,
or
even
to
go
to
to
take
advantage.
B
One
of
the
programs
that
they
have
for
peer
support
for
for
stress
and
what's
also
good,
is
that
the
agencies
help
each
other
out
the
BPD,
the
fire,
and
sometimes,
if
you
learn
of
a
they
learn
of
a
program
that
maybe
the
police
or
fire
have
was
something
who
may
be
good
suited
for
somebody.
They'll
help
refer
make
referrals
and
help
each
other
get
into
places
or
I
know.
We've
talked
before
about
you
know,
veterans
the
home
based
program.
We
did.
We
did
a
lot
of
training
with
them.
We
did
a
lot.
B
They
did
a
lot
of
training
for
us,
got
people
to
recognize
the
invisible
wounds
of
war
and
and
dealing
with
PTSD,
but
which
was
good
for
us.
So
it
helps
you
see
it
in
yourself
as
well,
not
your
own
patients,
but
your
co-workers,
but
they
were
we
without
getting
into
a
obviously
I,
don't
even
know
who
was,
but
we
had
an
employees
who's.
You
know.
B
Spouse
was
a
returning
veteran
some
issues
and
we
were
able
to
quickly
facilitate
getting
that
person
there
to
help
that
wasn't
our
employee,
but
that
affects
our
employees
life
right
because
they
need
that
help.
My
family
was
dealing
with
stressful
situation
so
that
that's
a
good
thing
to
have
about
having
partnerships
in
Evin
our
peer
support
people
being
able
to
talk
to
each
other
with
confidence,
because
they're
able
to
kind
of
help
say
like
hey
yeah,
we
saw
this
before
I
know:
I
got
just
the
idea
what
to
do
with
that.
B
So
it's
a
lot
of
it
goes
on
in
the
background
and
again
I
just
pretty
much
just
get
some
very
gross
numbers
of
contact
house.
We
know
that
people
are
living
up
to
deliverable
part
of
it
too
is
they
have
to
do
so
many
trainings
for
our
teams
and
they
have
to
do
a
few
other
things.
We
make
sure
that
they
do
what
we
pay
them
and
we
have
a
besides
the
dedicated
lieutenant
for
it.
B
He
oversees
a
group
of
volunteer
peer
support
people
who
also
get
released
time
to
take
trainings
so
that
they're
there
good
chance
they're
already
on
shift
that
this
is
almost
every
shift
is
already
some
people
out
there
who
have
been
trained
to
reckon
I
deal
with
some
of
these,
and
they
can
make
the
call
to
get
somebody
in
or
go
to
the
shift
command
or
I'll
go
to
meet
here.
What
up
one
of
the
other
superintendents
and
say,
like
hey
I,
think
we're
gonna
get
I,
think
we're
gonna
get
ed
off
line.
F
B
A
B
No
absolutely
I
mean
like
right
now:
I
guess
from
our
side:
it's
I.
Guess
it's
wolf
or
the
radio
thing.
It's
been
myself,
pushing
it.
Obviously
I'm,
not
the
right.
Guy
runs
radios
but
I'm,
the
one
that's
trying
to
you
know,
coordinate
activities,
but
with
do
it
and
with
capital
and
and
it
with
the
police
to
make
sure
that
we
can
make
some
progress.
B
A
I
will
get
you
that
right
and
and
obviously
hopefully
everything
leads
to
better
response
time.
So
I
look
forward
to
seeing
yes
for
me.
Yes,
I
just
wanted
to
ask
a
little
bit
about
and
I
know.
I
probably
should
have
brought
this
up
during
the
bphc.
The
Northampton
square
project
that
you
know
was
supposed
to
provide
space
for
bphc
fitness
center,
I
believe
storefronts.
A
A
A
B
Yeah
well,
I
I
can
answer
some
of
that
anyway,
so
the
Miranda
Cramer
building
is
the
the
building
that
we're
currently
in
so
we
have.
Our
offices
are
on
the
fifth
floor.
We
have
office
on
the
hour.
We
see
a
space
on
the
fourth
floor,
our
training
division
and
with
some
other
programs
from
public
health
as
well
as
on
the
sixth
floor,
is
where
the
Medical
Intelligence
Center
is.
We
have
training,
we
have
training,
sim
labs
and
stuff
up
there
as
well
and
wishes.
Some
space
was
up
there
with
public
health
preparedness.
B
So
a
lot
of
our
operation
is
in
there.
The
third
floor
of
Miranda
Kramer
is
where
our
professional
standards
division
is
where
and
also
our
NFR
administration
and
Finance
all
down
there.
Rit
RIT
support
are
down
a
little
location,
and
then
I
mentioned
on
the
first
floor.
There's
some
space
down
there.
We
have
some
storage,
but
we
also
have
our
peer
support.
Offices
are
down
there,
so
we're
still
very
much
active
in
that
building.
B
The
second
floor
is
Public
Safety
for
the
Commission
DARAB
Public
Safety
Division
is
in
there
so
where
we
utilize
that
building
heavily
I
thought
some
of
the
stuff
that
was
in
the
budget
for
this
year
and
the
capital
budget,
for
that
was
to
replace
the
roof
on
that
building,
as
well
as
to
replace
the
roof.
On
the
south
end
fitness
center,
which
is
you
know,
attached
million,
like
a
bridge
with
us
that
goes
over
there.
B
We
use
we
utilize
the
some
of
this
health
and
fitness
facilities
for
our
recruit
trainings
at
times,
but
but
for
the
most
part
where
were
confined
to
Miranda
Kramer,
there
was
I
no
talk
plans
about
either
Trinity
of
BMC
is
somebody
you
know,
acquiring
the
property
and
a
lot
of
discussion
about
where
we
would
eventually
go
I
that
seems
to
have
been
on
the
shelf.
So
I,
don't
like
can't
all.
A
B
A
B
For
Rob
to
I've
caught
cost
from
up
this
year
to
provide
training
as
an
EMT
I
think
it's
eight
hundred
and
eight
hundred
fifty
dollars
take
our
our
class
most
places
like
if
you
go
to
Bunker
Hill
Community
College.
If
you
got
to
mess
a
lot
of
the
other
places,
it's
it's
at
least
double
that
right.
It's
a
it's
clearly
that
our
goal
was
always
to
make
it
affordable
to
cover
our
expenses
basic
expenses,
our
you
know.
B
We,
we
have
a
training,
captain
who's
the
lead
instructor
up
there,
but
we
also
the
training
assistance
pretty
much
just
get
a
stipend,
which
is
just
a
flat
rate
for
helping
out
at
the
class
to
try
to
keep
it
more
affordable,
and
so
it's
less
of
a
barrier
for
people
to
get
their
certification.
If
they
come
through
our
class.
A
Well,
and
with
the
new
diversity
officer
and
the
funding
that
comes
with
City
Academy,
yes,
I
think
that's
a
you
know
a
place
that
that
person
should
focus
on
to
getting
folks
from
the
neighborhood
from
the
city
of
Boston
through
the
neighborhood
jobs,
trust
cuz.
That's
where
that
funding
actually
comes
from
this
for
City,
Academy,
I,
believe
and
that
money
comes
from
all
the
development
you
see
in
the
city
of
Boston,
so
we
should
be
taking
those
resources
in
making
sure
our
city
of
Boston
residents
and
just.
A
B
A
In
well,
thanks-
and
you
know,
as
I
finished,
this
is
actually
the
last
ways
means
hearing
for
this
season
before
we
have
resubmit
all
and
such
but
I'm
glad
we
ended
with
EMS
the
men
and
women.
The
team
behind
you,
your
folks,
the
supports
and
the
in
the
gallery
here
again
make
us
very
proud,
I.
Think
you're,
ready
from
all
of
my
colleagues
we're
very
proud
of
EMS
the
work
you
men
and
women
do
all
of
our
public
safety
officials
I
think
we
are
the
model
for
the
world.