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From YouTube: Boston Municipal Research Bureau 2020 Annual Meeting
Description
Mayor Walsh delivers the keynote speech at the Boston Municipal Research Bureau 2020 Annual Meeting.
A
Good
morning
and
welcome
to
the
research
bureau's
88th
annual
meeting
we're
thrilled
to
have
so
many
of
you
join
us
in
our
virtual
meeting
room
this
morning
because
of
your
ongoing
support.
The
research
bureau's,
expert,
research,
independent
analysis
and
trusted
results
are
available
to
help
the
city
of
Boston
navigate
these
challenging
times.
Thank
you
all
and
a
special
thank
you
to
our
seven
premier
sponsors
of
this
meeting.
We
appreciate
your
generosity
and
your
support.
B
Comcast
strives
to
make
a
positive
impact
across
all
the
communities
we
serve
and
we
recognize
that
our
company
plays
an
important
role
in
helping
Boston
residents
stay
connected
to
work
to
school
and
their
families.
We
are
pleased
to
be
a
member
of
the
Research
Bureau
and
to
support
this
annual
meeting.
As
together,
we
are
making
a
difference
from
the
city
of
Boston
John.
C
D
E
So
pleased
to
develop
you
today
as
the
presenting
sponsor
of
the
Boston
Municipal
Research
Bureau,
stating
the
way
our
community
has
stepped
up
and
used
our
collective
strength
to
help
our
city
and
neighbors
over
the
past
few
months
is
incredibly
inspiring.
We
are
so
grateful
for
our
partnership
with
the
mayor
and
the
office
of
economic
development.
As
together
we
have
helped
so
many
small
businesses
navigate
through
these
challenging
times.
E
Supporting
them
means
supporting
Boston's
economic
ecosystem
across
our
city
and
now,
more
than
ever,
the
work
of
the
Boston
Municipal
Research
Bureau
is
essential
to
the
growth
in
progress
of
our
city.
We
applaud
the
work
of
the
mrb,
the
mayor
for
his
leadership,
passion
and
commitment
to
our
city
and
look
forward
to
hearing
from
him
today,
as
we
head
toward
better
days,
hello.
F
G
Well
done
vicinity
is
proud
to
be
a
premium
sponsor
of
the
research
bureaus
2020
annual
meeting.
The
city
is
the
largest
provider
of
district
energy
solutions
in
North
America.
We
provide
the
most
reliable,
cost-effective,
resilient
and
environmentally
responsible
energy
available
anywhere.
A
reliable
low
carbon
green
energy
supports
more
than
60
million
square
feet
in
Boston
and
Cambridge
as
a
premium
sponsor
and
a
longtime
member
of
the
Research
Bureau
vicinity
is
pleased
to
participate
in
and
support
the
research
bureaus
2020
Annual
Meeting
at.
H
I
Is
RAM
Coker's,
president
of
the
Boston
municipal
Research
Bureau,
coming
to
you
from
infinity
of
Boston
rooftop
on
behalf
of
all
of
us
here
at
the
Research
Mew?
Many
thanks
to
all
of
our
sponsors
who
supported
us
today.
Thank
you
to
all
of
you
who
came
together
with
us
today
for
the
research
bureaus
88
and
I'm
going
to
head
on
into
the
zoo.
I'll
see
you
on
there
in
just
a
few
minutes.
J
Good
morning,
everyone
so
great
to
have
the
chance
to
visit
with
you
all,
even
though
we
are
having
to
do
it
this
morning
remotely
the
Research
Bureau
annual
meetings
are
known
for
Mayor
Walsh's
policy
announcements
and
the
strong
sense
of
community
when
our
broad
dedicated
group
of
engaged,
Civic,
institutional
and
business
leaders
come
together
with
city
officials.
Although
this
event
must
be
virtual
today,
it
is
really
so
wonderful
to
feel
as
if
we
have
all
gathered
together.
Yet
again,
today,
we
have
a
very
large
crowd
of
over
300
people
on
our
webinar
for
zoom
I.
J
J
The
research
Bureau
in
particular
can
and
should
be
doing,
to
successfully
deliver
value
now
and
going
forward
to
all
of
you,
as
there
are
so
many
more
means
to
engage,
interact
and
deliver
insights
and
resources.
Then
there
certainly
were
88
years
ago
when
the
research
bureau
got
started.
We
have
a
great
program
for
you
today.
J
We
include
an
introductory
video
presented
by
the
city
of
Boston,
which
you
will
see
next
remarks
by
Mayor
Walsh
and
then
a
Q&A
session
with
the
mayor
and
AP
of
senior
cabinet
officials,
so
we're
thrilled
that
the
mayor
brought
along
a
number
of
his
folks,
including
one
that
some
of
us
have
yet
to
get
an
opportunity
to
meet.
So
we
look
forward
to
visiting
with
the
mayor
and
this
panel
after
his
remarks.
Please
keep
in
mind
after
the
mayor's
remarks.
We
will
be
taking
questions
for
him
in
the
panel.
A
A
Good
morning,
can
everybody
hear
me
now:
Thank
You
Pam
throughout
your
first
year
as
our
president,
the
bureau's
continued
to
grow
and
thrive,
and
we
all
appreciate
the
enthusiasm
and
leadership
you've
brought
to
the
organization
and
thanks
again
to
all
of
you
for
joining
this
morning
and
to
our
premier
and
table
sponsors
for
making
this
a
successful
event
for
the
Bureau.
As
the
current
chair
of
the
bureau,
it's
now
my
honor
to
welcome
and
introduce
mayor
Martin
J
Walsh
mayor
Walsh
took
office
in
January
2014
as
Boston's
54th
mayor
and
mr.
mayor.
A
That
must
seem
like
decades
ago.
We
all
knew
that
things
would
be
different
for
the
city
with
the
first
change
in
the
mayoral
administration
more
than
twenty
years,
but
I'm
sure
no
one,
even
the
mayor
could
have
begun
to
predict
the
momentous
events
that
are
taking
place
right
now,
not
just
in
our
city
but
in
our
country
and
across
the
globe.
Mayor
Walsh,
thank
you
for
your
steady
leadership,
especially
in
these
times,
and
thanks
so
much
for
continuing
the
tradition
of
being
with
the
Boston
municipal,
Research
Bureau
for
our
annual
meeting.
A
M
L
A
L
Hello,
everybody.
Thank
you
very
much.
I
want
to
thank
mighty
John's
for
that
nice
introduction
and
for
your
incredible
work
p.m.
thank
you
as
well
it.
This
has
been
an
interesting
year
for
you
and
to
have
the
first
virtual
munition
Research
Bureau
speech.
I
want
to
commend
you.
You
congratulate
you
and
I
hope
that
we're
all
together
again
I
want
to
thank
all
the
participants
who
have
come
and
joined
today
in
this
virtual
zoom
speech,
which
is
very
important
for
us.
L
The
video
that
you
just
watched
gives
you
a
sense
of
the
ways
that
you
have
come
together
to
meet
the
challenges
of
this
pandemic
and
become
stronger
as
a
city
and
before
I
get
into
my
phone
max.
I
want
to
thank
everyone
in
that
video.
You
saw
lots
of
people
who
have
been
doing
incredible
work
here
in
the
city
of
Boston,
from
our
first
responders
to
food
service,
folks
to
doctors
and
nurses
and
medical
professionals
and
hospitals
and
and
sponsors
and
everyone
who's
been
part
of
this.
L
It's
been
an
amazing
journey
in
a
lot
of
ways,
exciting
journey
to
be
able
to
see
how
we
truly
can't
come
together.
Humanity,
but
it's
a
long,
painful
journey
as
well
for
a
lot
of
people
as
well.
So
again,
thank
you.
Everyone
before
you've
done
during
this
pandemic
and
what
you're
gonna
continue
to
do,
moving
forward
to
expand
on
on
the
story
of
the
video
I
want
to
just
take
you
back
to
a
day
before
kovat.
It
seems
like
years
ago,
but
it
was
only
January
of
this
year.
L
At
the
beginning
of
my
seventh
year
in
office
with
the
state
of
the
city
address
at
Symphony
Hall,
there
was
lots
of
great
news
to
share
unemployment
was
at
2%.
We
had
nearly
100
large
projects
in
construction
for
over
11
billion
dollars
of
investment
going
on
in
our
city,
tens
of
thousands
of
people
finding
opportunities,
not
job
training
programs.
We
had
a
triple-a
bond
rating
and
talked
about
it
for
the
sixth
consecutive
year,
the
first
time
in
history
of
our
seeds
ever
been
done.
L
Strong
fiscal
management
allowed
us
to
make
record
investments
in
parks
and
libraries,
Public
Safety
social
services,
affordable
housing,
we're
ranked
number
one
America
for
access
to
open
space
number
one
energy
efficiency
and
number
one
4%
of
housing
stock.
That
is,
subsidized
I
also
made
it
clear
during
that
speech.
That's
what
our
values
are
against
all
the
negative
negativity
we
see
too
much
in
the
national
conversation.
We
reject
racism
and
fight
against
inequality.
L
We
do
our
diversity
is
our
strength
and
we
can
only
succeed
if
we
move
together
forward,
move
forward
together
and
so
I'm
still
working
the
kinks
out.
In
this
virtual
speech,
I
apologized
I
said
the
state
of
our
city
has
never
been
stronger,
but
there's
still
a
lot
more
work
to
be
done.
So
I
set
out
plans
for
wrecking
investments
in
our
schools
to
close
opportunity,
achievement
gaps,
record
investments
in
affordable
housing
for
seniors,
low-income
families
and
first-time
homebuyers,
and
proposals
for
major
weak,
major
regional
commitment
to
public
transit.
L
We
also
built
those
plans
into
our
legislative
agenda.
I
policy
work
and
our
budget
proposals.
Much
of
this
work
is
still
moving
forward.
I
was
looking
forward
then,
to
updating
you
on
the
progress
at
the
annual
meeting
of
the
Boston
eNOS
Research
Bureau,
but
instead,
instead
of
monitors,
feature
March
I
end
up
giving
a
different
address.
It
was
a
live
address,
primetime
television,
about
a
global
pandemic
I,
let
the
residents
know
what
we
were
facing
as
a
city
and
what
we
needed
to
do
to
get
through
it.
Between
January
and
March.
L
Our
world
change
life,
as
we
knew
it
had
changed.
Our
professional
sports
teams
suspended
all
their
seasons.
We
postponed
the
Boston
Marathon.
We
closed
our
schools,
we
coordinated
with
the
governor
on
a
statewide
stay-at-home
advisory
in
emergency
or
during
closing
on
all
essential
work
businesses.
Those
are
not
easy
decisions,
but
there
were
the
right
decisions.
L
We're
able
to
set
in
national
tone
that
this
pandemic
must
be
taken
very
seriously
and
we're
able
to
flatten
the
curve
and
protect
the
capacity
of
a
hospital
system,
and
our
incredible
medical
professionals
treat
everyone
who
needed
care
when
I
think
back
on
those
decisions.
What
stands
out
is
the
realization
that
this
effort
would
affect
every
single
aspect
of
our
city:
life,
every
level
of
government,
every
sector
of
our
economy,
every
corner
and
the
daily
lives
of
every
single
man,
woman
and
child.
We
immediate
real.
L
We
immediately
realized
the
skill
of
the
task
in
front
of
us.
We
face
the
highly
contagious
virus
whose
impact
can
be
deadly
and
to
fight
it.
We
had
to
take
steps
that
went
far
beyond
the
health
crisis.
We
have
50
to
4,000
children
and
I
Boston
Public
Schools
at
home,
another
20,000
kids
from
charter
school
to
parochial
schools
and
private
schools
at
home.
They
needed
to
be
fed.
They
needed
to
be
trying
some
of
them
needed
housing
and
healthcare
access
for
their
families.
L
We
have
roughly
100,000
older
Bostonians
more
vulnerable
than
others
with
severe
illnesses,
they
needed
to
say
greater
precaution,
and
they
also.
We
need
to
outreach
and
support
for
things
like
food
and
medication,
with
forty
thousand
small
businesses
facing
an
almost
total
loss
of
revenue,
we
people
experiencing
homelessness
and
others
dealing
with
substance,
use,
disorder
in
shelters
and
programs
that
were
not
set
up
for
social
distancing.
L
We
hit
thousands
of
healthcare
workers
first
responders,
bus
drivers,
public
work,
employees,
cleaning
staff,
grocery
store
workers
and
other
essential
workers
who
needed
to
be
able
to
get
to
work
and
use
personal
protective
equipment
and
have
the
access
to
testing
and
quarantine
to
keep
themselves
and
their
families
safe
with
700,000
residents,
of
which
28%
are
immigrants
who
needed
needed
to
needed.
Timely
and
accurate
information
in
many
different
languages
and
communication
platforms
that
they
use.
On
top
of
it
all.
We
had
an
administration
in
Washington
that
didn't
seem
to
understand
what
the
American
people
were
facing.
L
When
you
put
it
all
together,
it
seemed
overwhelming.
So
the
first
task
was
coordination.
We
need
the
level
of
complex
meant
crisis
management
to
adapt
city
government
and
the
private
sector
to
resource
this
situation.
We
needed
to
respond
in
real-time,
not
not
just
a
day
or
a
week,
but
over
for
a
period
of
months.
That's
why
one
of
the
first
things
I
did
is
the
mayor,
as
he
reached
out
to
General
Stanley
McChrystal
and
retain
the
McChrystal
group.
L
General
McChrystal
is
someone
who
was
revolutionising
that
the
United
States
military
response
to
terrorism
as
a
commander
of
the
Joint
Special
Operations
Task
Force,
he
led
the
fight
against
al-qaeda
of
27
countries.
He
developed
the
concept
of
team
of
teams
a
fast
and
flexible
system
to
coordinate
globally
and
act
decisively
on
a
24-hour
cycle.
We
had
to
be
able
to
work
together
across
sectors
in
a
unified
response
on
a
daily
basis,
so
we
put
in
place
a
system
that
could
identify
the
needs,
coordinate
responses,
track
data
and
solve
problems
on
a
24-hour
cycle.
L
This
system
has
structured,
I
work
at
my
time
and
this
time
on
a
daily
basis
for
the
last
three
months,
I'm
just
going
to
give
you
a
sense
of
what
my
day
looks
like
what
I
did
looks
like
here
in
the
City
of
Austin.
Every
day
at
8
a.m.
we
hold
a
virtual
crisis
response
form
that
includes
roughly
about
a
hundred
people
from
across
city
government.
L
The
Boston
Public
Health
Commission
shares
the
latest
data
on
the
current
reality,
that
includes
case
numbers
and
debts,
hospital
usage,
positive
test
rates,
racial
and
ethnic
disparities
and
trends
and
metrics.
That
we
use
to
inform
our
decisions
when
we
get
the
report
on
the
status
of
key
initiatives
over
the
past
24
hours.
L
One
of
the
most
impressive
aspects
of
this
system
is
when
you
see
people
connect
over
common
problems
and
collaborate
in
real-time
solutions.
Sometimes
there
are
people
working
together,
normally,
but
other
times
they
are
forging
new
cross-department
relations
relationships.
Sometimes
it's
a
conversation
between
cabinet,
Chiefs
or
department
heads.
Sometimes
it's
someone
who
knows
the
right
business
or
nonprofits
that
bring
into
the
conversation.
L
Sometimes
it's
young
people
who
are
stepping
up
to
take
on
new
responsibilities
with
several
of
my
young
staff
members
who
have
risen
to
the
occasion,
I
tell
them
that
they're
in
these
roles
for
a
reason,
their
career
and
their
lives,
will
never
be
the
same,
often
by
the
end
of
the
day.
There's
a
solution
in
place
or
even
a
whole
new
approach
that
we're
building.
L
These
are
the
conversations
these
conversations
have
led
to
setting
up
testing
facilities
outside
community
health
centers,
finding
shelter
space,
so
people
experiencing
homelessness
could
have
physical,
distancing,
finding
quarantine
spaces
for
our
first
responders,
securing
new
PPE
supply
chains
for
many
of
our
third-party
vendors
in
the
city
of
Boston,
and
so
many
more
things.
It's
an
effective
problem
solving
process,
it's
also
weaving
new
strength
into
our
fabric
of
our
city
government,
and
it's
changing
the
way
that
we're
able
to
deliver
services
for
our
residents
and
our
businesses
with
new
flexibilities
and
collaboration.
L
I
want
to
thank
you
for
that
help
we
put
together
at
coba,
19
health
inequities
task
force
and
provided
outreach,
testing
access
and
financial
support
quickly
in
response
to
disparities
in
the
number
of
cases
that
we're
seeing
we've
distributed
over
1.6
million
meals
at
pickup
sites
and
delivery
sites
in
every
neighborhood
and
what
delivered
some
of
those
meals
as
well.
Coordinating
across
multiple
departments,
along
with
our
nonprofit
partners,
the
Boston
Public
Schools,
have
distributed
nearly
32,000
Chromebooks
and
2,600
free
internet
connections.
I
want
to
thank
all
of
the
companies
that
helped
us
with
that.
L
Boston
home
Medical
Center
at
the
Carroll
Center,
was
built
in
five
days.
The
city
state
hospitals,
homeless
providers,
military
personnel,
public
safety
agencies,
construction,
industry,
labor
community,
all
working
together.
It
serves
over
700
patients,
protected
our
ICU
capacity
and
our
hospitals
and
help
limit
the
spread
of
the
Kovach
in
during
a
homeless
population.
The
Boston
is
ANSI
fund
has
raised
32
million
dollars.
We
started
with
a
goal
of
10
million
dollars.
L
We
raised
that
in
72
hours
raise
over
32
million
dollars
and
distributed
over
20
million
dollars
to
local
organizations
serving
under
under
under
honorable
and
underserved
communities
and
residents.
We
use
the
funds
to
create
the
Boston
immigration
kovat
collaborative,
to
unite
and
support
many
organizations
that
serve
immigrant
communities
in
our
city.
L
In
addition
to
securing
a
moratorium
on
evictions,
we've
gotten
hundreds
of
thousands
of
dollars
to
low-income
renters,
who
didn't
qualify
for
unemployment
benefits
or
any
type
of
help,
and
we
implemented
our
plans
to
lift
hundreds
of
Boston
Public
School
students
out
of
homelessness,
with
permanent
mental
vouchers
for
their
families.
With
the
help
of
the
Boston
Housing
Authority,
we
spent
over
six
million
dollars
directly
to
small
businesses
through
our
rent
relief
fund
are
really
fun.
Excuse
me
rentals,
coming
aimed
at
almost
entirely
entirely
helping
businesses
with
15
or
fewer
employees.
L
We've
approved
close
to
500
restaurants
for
outdoor
dining,
on
expanded,
public
and
private
spaces,
which
is
pretty
exciting
in
the
city.
Seventy
thousand
people
are
still
receiving
daily
text
message,
alerts
in
11,
different
languages
and
about
80
thousand
seniors
receive
a
phone
call
each
week
in
multiple
languages.
L
On
each
of
these
measures,
I
could
thank
dozens
of
organizations
and
hundreds
of
people
if
I
stop
thanking
people
right
now,
I'll
be
thinking
all
day,
because
that's
the
kind
of
effort
spent
that's
the
kind
of
effort
that
this
has
been,
but
it's
not
time
to
reflect
for
long
and
our
achievements.
Six
hundred
and
eighty
two
people
have
lost
their
lives
here
in
the
city
of
Boston,
seven
thousand
five
hundred
in
the
Commonwealth
of
Massachusetts
and
a
hundred
and
twenty
thousand
nationwide.
L
Those
are
all
grieving
families
and
millions
more
than
through
the
frightening
experience
of
this
illness.
Every
day
we
get
up
with
a
renewed
determination
to
print
another
surge
and
limit
further
on.
We
continue
to
operate
in
a
critical
response
mode.
We
continue
to
monitor
Boston's
case
data,
hospitalization
data
and
test
data
on
a
daily
basis,
as
Phase
two
Boston
will
move
forward
only
when
the
data
tells
us
is
safe
and
we
remain
in
a
closed
daily
contact
with
the
state,
and
we
need
to
stay
vigilant
right
now.
L
We're
seeing
some
other
states
open
up
too
quickly
in
the
cases
of
trending
upwards,
so
I
continue
to
urge
caution
to
everyone
and
our
personal
behaviors
and
in
our
organizations,
every
workplace,
public
space
and
all
the
activity
has
a
level
of
risk.
The
risk
needs
to
be
understood
and
managed,
especially
by
those
who
are
making
decisions
about
the
workplace
in
all
the
decisions.
We
continue
to
offer
city's
guidance
and
support,
whether
it's
in
grants
or
small
businesses
for
PPE
or
detailed
safety
guides
that
you
can
access
through
Boston
Duck
out,
slash
reopening.
L
We
do
still
have
a
long
way
to
go.
This
virus
is
still
very
much
with
us
and
it
will
be
for
a
long
time
we're
still
in
the
middle
of
this
fight.
But
in
our
experience
so
far
we
have
learned
some
of
the
most
important
lessons
about
our
city.
As
the
need
of
our
residents
came
to
the
forefront,
we
grew
in
our
ability
to
meet
them.
L
The
regional
homelessness
problem,
housing,
insecurity,
small
business
challenges,
food
access
and
the
effect
of
poverty
on
children
and
seniors,
and
most
of
all,
the
way
that
historic
and
systemic
racism
limit
opportunities
and
limit
our
Zayn's
as
a
city
we've
seen
it
in
the
impact
of
the
Cova
19,
we've
seen
it
in
every
aspect
of
our
life
in
our
city
in
our
country.
It's
one
of
our
country's
most
shameful
legacies.
It
is
denied
an
entire
part
of
our
population.
The
freedoms
and
opportunities
of
the
rest
of
us
enjoy
and
benefit
from.
L
It
is
caused
untold
pain,
heartache
and
injustice.
The
murder
of
George
Floyd,
minik
Minneapolis
and,
in
the
other
victims
whose
names
have
been
learned,
brought
a
lifetime
of
mystery,
Street,
mistreatment
and
inequality
to
the
surface.
The
anger,
we're
hearing
is
justified.
The
protests
and
the
conversations
we've
had
moving
us
moving
us
forward,
we've
been
listening
and
we
have
to
be
acting.
I've
been
listening
to
black
Americans
and
people
of
color.
L
In
my
life
on
my
team,
and
particularly
here,
working
with
me,
the
city
I've
heard
colleagues
say
she's
worried
about
her
husband,
won't
make
it
home
safe
at
night,
I've
heard
colleagues
say
that
he
didn't
get
an
indeed
free
job.
Unless
a
white
man
vouched
for
him,
I've
heard
students
in
a
high
school
say
they
don't
see
a
place
of
themselves
in
any
of
I.
Call
it
great
colleges
here.
It
is
undeniably
that
racism
is
clear
and
a
present
harm
in
the
lives
of
our
community
rooting.
L
It
out
is
the
most
urgent
priority
that
we
face
right
now.
These
are
uncomfortable
conversations
that
we
have
to
have,
but
it's
something
that
we
have
to
have.
This
is
something
that
I've
been
focused
on
since
day,
one
since
I
took
office
as
mayor
of
the
city
of
Boston
I'm,
proud
of
the
progress
we've
made
in
many
areas,
but
there's
still
so
much
work
to
be
done.
This
is
a
moment
of
urgency
in
a
moment
of
opportunity
in
our
nation's
history.
We
must
seize
it.
Last
week,
I
shared
some
of
the
new
steps
we're
taking.
L
We
declared
racism
as
a
public
health
crisis.
In
the
city
of
Boston,
we
set
out
strategies
and
padding.
We
moved
from
million
dollars
from
a
police
overtime
budget
into
work
that
combats
racism
and
the
effects
of
racism.
We've
adopted
a
new
national
standards
for
the
use
of
force
by
police.
We
set
up
a
community
process
led
by
former
US
Attorney
Wayne
by
to
review
all
of
our
policing
practices.
We
will
act
on
these
recommendations
this
year
and
we're
going
to
push
harder
to
achieve
true
equity
in
our
city.
L
There
can
be
no
going
back
to
the
normal
after
this
crisis
ends.
We
must
work
together
for
a
new
and
better
normal
one
that
is
inclusive
and
truly
lists.
People
are.
That
is
also
my
message
to
employ
at
the
employer
community.
At
this
moment
we
are
certainly
in
a
period
of
uncertainty,
but
we're
also
in
a
period
of
opportunity.
We
can
almost.
L
L
We
must
be
all-in
for
building
a
true
racial
equity
in
every
single
organization
that
does
business
our
city,
I
response
to
the
Cova
crisis
has
given
us
a
better
understanding
of
our
ability
to
respond
to
profound
challenges,
to
support
our
small
businesses
to
feed
our
community
to
care
for
our
homeless
and
I
help
homeless
families.
The
word
we
do
every
day
is
strengthen
our
belief
in
the
possibility
of
transformative
change.
L
I
want
to
bring
it
back
to
the
state
of
the
city
in
January,
I
said
that
we
are
a
city
that
rejects
racism
and
that,
while
we
are
stronger
than
we
have
ever
been,
we
have
a
want
to
do
today.
I
understand
those
words
in
a
very
different
way.
We
have
a
deep
understanding
of
what
it
means
to
be
strong.
We
have
a
deeper
understanding
what
it
means
we
must
fight
against
racism.
L
L
I
know
that
we're
going
to
do
something
different
here
today
then
most
of
my
addresses
I'm
going
to
introduce
some
of
the
my
cabinet,
my
team,
my
cabinet,
I'm
gonna,
have
him
share
a
little
bit
of
perspective
and
then
we're
gonna
have
questions
and
answers
at
some
point
for
his
person,
I
wanted
to
do
is
Katherine
Burton,
my
chief
of
staff.
She
came
to
me
in
the
beginning
of
March
literally
came
to
me
the
week
before
the
coma
crisis
happened
and
she,
the
way
she
has
stepped
up
to
lead,
has
been
unbelievable.
L
She
was
our
representative
and
is
I
represented
when
the
governor's
reopening
advisory
board
and
a
key
facilitator
of
the
state
and
city's
coordination.
John
Behrens
many
of
you
know,
John
he's
our
chief
economic
development.
He
certainly
understands
the
challenges
facing
our
small
businesses,
our
migrant
communities
and
our
entire
economy.
He's
been
working
here
at
the
city
for
six
years.
I
want
to
thank
John
during
this
period
of
what
his
office
and
the
responses
office
has
done.
In
helping
businesses
Marty
Martina,
mighty
mighty
name
is
issuing
mighty.
L
Is
that
chief
of
health
naming
services
to
say
he
has
been
indispensable
to
our
city
in
the
last
three
months
would
be
an
understatement.
I
am
grateful
for
the
work
that
Marty
and
his
team
is
doing
every
single
day
here
in
the
City
of
Austin.
Mme
handy
is
a
chief
financial
officer.
She
and
her
team
have
been
working
hard
to
manage
the
city's
workforce
during
koban
nineteen,
while
at
the
same
time
adapting
to
the
city's
budget
to
address
the
new
realities.
M
You
know
to
the
mayor's
point
likely
change
for
everyone
in
March,
when
Kovac
became
the
defining
reality
for
our
work
to
keep
up,
cernium,
safe
and
healthy
and
from
a
public
health
perspective,
we
started
to
lay
a
foundation
for
this
work
in
January
boxes
of
Health
Commission.
As
I'm
sure
everyone
knows,
when
the
oldest
Public
Health
Department
in
the
country,
I
started
to
understand
the
risks
of
COBIT.
M
The
work
started
quickly:
we
focused
on
prevention,
containment,
mitigating
risk
and
responding
to
the
issues
that
we've
seen
on
the
ground
with
over
1300
cases
and
the
city
boxin
and
682
neighbors
who
lost
their
lives.
The
impacts
been
large
and
as
we
continue
to
work
and
focus
on
it
every
day,
we're
not
lost
that.
We
have
to
continue
to
do
that
work.
We
monitor
key
metrics
and
we
look
at
things
like
hospitalization,
positive,
test
rate
access
to
testing
beds
for
isolation
and
Quarantine.
M
We
see
the
leadership
that
mayor
Walsh
and
city
leaders
put
into
place
so
that
we
could
handle
the
impact
that
we
would
see
here
in
the
City
of
Austin,
and
we've
been
ready
ready
to
tackle
the
tough
choices
and
decision
that
has
to
be
made
while
putting
public
health
and
data
hirst.
As
the
mayor
has
said
repeatedly,
we
cannot
have
an
economic
recovery
without
a
public
health
one
where
the
health
and
well-being
of
Bostonians
are
front
and
center
and
all
of
our
decision-making.
M
Here
in
the
City
of
Austin,
when
we
respond
to
the
health
crisis,
we've
had
to
make
some
tough
choices
that
I
know
every
window
to
mitigate
the
risk,
reduce
crowd
clothes
non-essential,
businesses
limit
gathering
where
face
recovering
and
I'm
sure
most
folks
had
never
heard
of
the
phrase
social
distancing
before
March,
but
it's
become
center
to
what
we
needed
to
do
and
what
we
continue
to
need
to
do.
But
all
of
these
measures
have
made
a
difference:
they've
not
only
helped
limit
the
spread
of
this
virus,
but
they
have
saved
lives.
M
There's
no
question
and
we
have
more
work
to
do
to
make
sure
that
we
keep
central
the
risks
that
are
associated
with
Kovach
and
we've
done
this
work
through
a
lens.
That's
been
important,
whose
it's
all
we've
kept
an
equity
lens
and
have
a
looked
at
the
disproportionate
impact
that
COBIT
has
had
that
only
on
specific
population
around
age
and
disproportionately
around
different
communities,
but
we
have
to
make
sure
that
we
keep
that
focus
along
the
way.
Well,
we
know
who's
most
physically
impacted
from
clothing,
those
over
65
and
those
with
underlying
health
conditions.
C
M
The
data
that
unfortunately,
was
not
surprising
to
see
that's
the
reason
that
we
see
that
black
from
African
Americans
account
over
38
percent
of
all
cases
and
Colvin
here
in
the
city,
although
they
only
comprise
of
25
percent
of
the
city's
population,
Latino
to
account
for
27
percent,
although
they're
only
19
percent
of
the
population
and
they
still
of
the
highest
testing
subgroup
in
the
city
at
over
36%
of
all
Latinos
getting
tested
for
testing
positive
for
koban
higher
than
any
race
or
ethnicity.
We've
seen
that
disproportionate
impact
across
the
communities
of
color,
we.
C
M
Know
who's
been
working
through
all
of
it
and
who
are
essential.
Workers
are
whether
it's
in
health
care
is
how
they
are,
whether
it's
nurses
and
doctors,
whether
it's
those
folks
are
working
with
towels
and
stores
and
other
places.
Those
essential
workers
have
continued
to
be
exposed.
The
mayor's
office
early
on
and
created,
as
you
mentioned,
the
Cova
19
health
and
equity
task
force
to
ensure
that
we
did
not
lose
focus
on
this
work
and
that
we
made
sure
we
understood
what
we
needed
to
do
to
counter
it.
C
M
Yet
coulded
is
still
in
front
of
us
and
we
can
forget
that
that
is
clear
and,
as
the
mayor
has
said,
we
want
to
recover
from
Kovach
more
equitably
than
we
entered
it,
and
that
will
take
a
lot
of
work.
We
have
to
continue
to
do
this
work
and
continue
to
make
sure
that
it's
central
to
what
we
want
to
focus
on.
As
we
see
cities
and
places
across
the
country
decide
that
Cove
it
might
be
in
the
rearview
mirror
it
isn't
here
in
the
city
of
Austin.
M
Not
starts
and
stops,
which
will
be
much
more
difficult
to
sustain
before
I
pass.
The
consulship
Barros
I
want
to
say
that
a
little
bit
to
what
the
mayor
spoke
of
the
death
of
George
Floyd,
the
protests,
demanding
change
and
true
effort
to
dismantle
systemic
racism
has
further
reinforced
that
we
need
equity
to
be
at
the
heart
of
our
work,
not
just
one-off
or
something
we
think
about
it
at
time.
M
C
M
Has
led
by
example,
on
this
front
and
I'm,
proud
that
we're
rolling
up
our
sleeves
and
focusing
on
what
we
needed
you
to
make
sure
this
moment
does
not
pass
us
by
without
making
real
progress
and
systemic
change
to
battle
what's
in
front
of
us.
That
is
what
this
has
been
about
for
us.
That's
how
we
tackle
kovat!
That's
how
we
tackle
many
of
the
issues
we
face
here
in
the
City
of
Austin
and
as
a
leader
of
color
in
this
administration.
I
want
us
to
continue
to
be
able
to
do
that.
M
O
O
What
kind
of
role
government
needed
to
play
the
banking
industry
and
the
banking
leaders
quickly
shared
with
us?
Some
of
the
information
that
you
are
seeing
from
businesses
and
with
that
information
the
mayor
quickly
understood
that
we
needed
to
do
something
for
our
smallest
businesses.
The
businesses
that
were
the
most
vulnerable
and,
frankly,
the
businesses
that
we
all
anticipated
weren't
going
to
be
ready
to
take
advantage
of
some
of
the
federal
aid
and
other
financial
assistance
that
was
coming
down
the
pike
pipeline
and
so
the
mayor
quickly
established.
O
As
he
talked
about
a
small
business
fund
and
through
that
small
business
fund,
we
were
able
to
support
some
of
the
smallest
and
most
vulnerable
businesses
of
our
city
and,
in
fact,
the
most
diverse
part
of
our
economy.
We're
eight
forty,
eight
percent
of
the
businesses
we
hope
to
support
or
immigrant
or
naturalized
citizen
owned
70%
of
those
businesses
over
seventy
percent
of
the
businesses.
We
support,
in
fact
what
micro
businesses
with
five
or
less
employees,
many
of
them
through
our
neighborhoods,
making
our
neighborhood
special.
O
We
also
heard
from
businesses
that
there
were
certain
employees
that
weren't
covered
in
certain
industries.
We
heard
from
businesses
that
many
of
the
employees
were
undocumented,
and
so
we
quickly
pivoted
and
the
mayor
raised
money
through
the
resiliency
fund
to
help
provide
some
assistance
to
undocumented
residents
and
employees
of
your
industries.
So
as
we
pivot
to
try
to
open
our
economy,
we
use
the
same
kind
of
strategic
lens.
O
We
stay
very
close
to
chief
Martinez
and
his
team,
because
sustaining
the
progress
in
public
health
is
essential
for
a
sustained
rebound
of
the
economy.
Nobody
wants
to
see
it's
me
close
again,
but
it
is
about,
in
fact
protecting
our
livelihoods,
making
sure
that
our
businesses,
big
and
small,
can
recover
in
a
way
that
continues
to
make
them
viable
businesses,
because
we
need
them
in
our
city
and
then
third,
we
need
to
make
sure
that
Boston
retains
its
competitiveness.
Boston
is
more
than
just
a
city
of
collect
other
collection
of
businesses
or
jobs.
O
We
are
a
place
with
amazing
things
to
offer
with
over
500
arts
and
cultural
public
events
every
year,
16
major
museums
over
1,500,
nonprofit
arts
and
cultural
organizations
forth
on
4,500
food
service
and
retail
establishments,
we're
a
place
that
is
about
culture
and
innovation.
Last
year
long
we
spent
we
invested
262
million
dollars
in
box
base
food
and
restaurant
startups,
we're
also
a
place
that
is
anchored
by
our
tourism,
hospitality
and
food
service
industry.
O
We
have
over
5,000
hotel
rooms
and
development
38
miles
of
carbon
walkway,
and
then
we
received
222
million
annual
visitors
tourists
and
convention
heirs
to
Boston
every
year,
and
so
this
is
something
that
we've
got
to
pay
attention
to
as
we
open.
Boston
is
anchored
by
five
amazing
pillars:
healthcare,
high-tech
finance
and
industry,
accommodations
and
food
services,
and
the
EDS
are
educational
services.
So,
as
a
city,
we
quickly
understood
that
it
was
important
for
us
to
listen
to
you.
O
So
the
mayor
stood
up
to
reopen
the
the
reopened
Boston
fund
to
help
small
businesses
procure
personal
protection
equipment
and
to
make
sure
that
they
had
the
kind
of
guidance
that
they
needed
to
understand
the
kind
of
modifications
they
needed
with
their
businesses.
And
we
continue
to
advocate,
on
behalf
of
businesses
on
license
changes
such
as
the
ones
that
allowed
for
liquor
sales
for
takeout
and
delivery
mortgage
forbearance
and
utility
relief.
O
The
mayor
continues
to
hear
from
you
about,
and
that
informs
his
advocacy
and
at
the
federal
level,
as
well
as
we
pushed
for
museums
to
be
funded
through.
The
cares
act
known
that
there
was
such
an
important
part
of
our
economy
and
as
we
push
for
the
kind
of
flexibilities
that
we
now
see
in
PPE
PPP.
O
That
kind
of
work
is
essential
and
it's
also
essential,
as
chief
martinez
says,
that
we
continue
to
make
sure
that
all
of
Boston
recovers.
And
so
we
continue
to
keep
our
focus
on
the
systemic
issues
such
as
racism
that
have
created
some
weaknesses
in
our
communities
and
in
our
economy.
So
focusing
on
the
communities
hardest
hit.
O
It's
critical
working
with
those
neighborhoods
to
make
sure
that
those
restaurants
have
the
same
chances
to
have
outdoor
seating
as
restaurants
and
some
of
our
hottest
restaurant
locations
in
the
city,
making
sure
that
those
businesses,
the
businesses
that
are
owned
by
women
people
of
color
and
in
our
in
our
hardest
hit
neighborhoods,
have
the
same
kind
of
technical
assistance
and
guidance
that
they
need
figure
out.
This
new
economy
to
figure
out
how
they
stay
safe,
keep
their
employees
and
customers
safe.
O
So
we
continue
to
look
forward
to
working
with
you
on
all
of
these
objectives
to
make
sure
that
Boston
rebounds
in
a
way
that
is
building
a
more
just
and
equitable
economy.
I
want
to
say
thank
you
again
for
all
of
our
follow
your
partnership
in
helping
that
now,
I
want
to
turn
it
over
to
our
chief
financial
officer
chief
Amma,
handy.
K
K
I
would
say
that
we
have
been
focused
over
the
past
several
months
under
the
mayor's
leadership,
on
both
continuity
and
adaptation.
In
terms
of
our
workforce.
The
city
of
Boston
is
a
large
employer.
We
employ
over
18,000
employees
across
the
city,
and
it
was
obviously
a
very
interesting
exercise
for
us
to
need
to
undertake
to
understand
how
Kovan
19
would
impact
our
workforce,
because
in
many
cases
we
were
obviously
trying
to
find
follow.
K
Adopting
the
new
federal
leave
benefits
and
the
mayor
also
adopted
a
new
leave
benefit
for
emergency
responders,
but
we
also
needed
to
determine
which
of
our
employees
were
absolutely
critical,
respond
to
Koba
19
on
the
ground,
both
in
a
proactive
response
and
also
to
ensure
that
we're
maintaining
that
that
piece
of
continuity.
That
was
essential.
So
we
wanted
to
make
sure
that
we
could
continue
to
pay
our
employees.
Therefore,
our
payroll
department
was
considered
essential.
K
K
Don't
think
anybody
used
a
laptop
in
the
city
of
Boston
before
kovin
18,
and
so
we
needed
to
do
a
very
quick
turnaround
about
who
needed
those
resources
and,
and
how
do
we
get
those
into
our
employees
hands
so
that
we
could
ensure
that
we
were
both
maximizing
the
public
health
benefit
of
people
keeping
people
home
when
we
could,
while
also
ensuring
that
these
critical
services,
particularly
these
backbone
administration
and
finance
services,
continue
throughout
the
course
of
the
pandemic
response?
And
of
course,
the
adaptation
of
the
workforce
became
critical
and
continues
today.
K
So
you
may
have
heard
in
recent
days
that
the
mayor
reopened
playgrounds.
We
are
reopening
pickup
collections
at
the
Boston
Public
Libraries
starting
next
week,
and
so
we
continue
to
look
at
each
of
the
services
that
the
city
of
Boston
provides
and
determine
how
we
can
open
them
safely
in
response
to
the
guidelines
from
issued
from
the
state
and
also
in
consultation
with
the
Boston
Public
Health
Commission,
and
that
work
is
really
being
done,
service
by
service
and
each
one
of
them
has
a
workforce
component
to
it.
K
And
so
our
office
has
been
working
closely
with
our
departments
to
understand
what
exactly
their
plans
are
for
ensuring
employee
safety
and
for
making
sure
that
we
have
the
adequate
PPE
that
we
need
that
the
cleaning
protocols
are
in
place
and
that
we
are
working
collaboratively
with
our
unions
to
ensure
that
our
workforce
is
well-educated
and
and
feels
secure
as
they
return
to
the
workforce.
On
the
other
side
of
the
coin,
on
the
finance
side,
we
have
been
working
to
manage
our
own
resources
that
have
changed
quite
a
bit
in
response
to
Kolff
19.
K
We
are
fortunate
that
we
have
been
able
to
maintain
investments
in
education
and
housing
and
public
health
through
the
mayor's
budget
in
part
of
the
reallocation
of
police
overtime
that
the
mayor
talked
about.
We
are
supporting
the
work
of
the
public
health
emergency
that
both
the
mayor
and
chief
Martinez
talked
about,
and
so
I
think.
K
Fortunately,
the
calendar
of
the
budget
timeline
has
allowed
us
to
be
reactive
to
both
the
needs
of
kovat
19,
but
also
the
needs
of
the
current
moment
and
make
sure
that
we
are
putting
the
resources
where
we
need
them
to
enable
the
data
collection
and
the
collaboration
across
city
government
to
respond
to
these
issues
of
racism
and
really
rise
to
the
moment
and
ensure
that
our
budget
is
a
reflection
of
those
values.
So
moving
forward
from
here
are
really
our
most
pressing.
K
Pressing
work
that
needs
to
be
done
is
to
continue
to
do
the
evaluations
of
our
workforce.
That
I'm
sure
you
all
are
also
completing
which
is
looking
at.
Who
can
come
back?
Who
needs
to
come
back
and
how
do
we
continue
to
manage
in
a
world
where
a
great
deal
of
our
workforce
will
be
remote
for
some
period
of
time,
so
that
we
can
again
ensure
that
we
are
living
by
those
public
health
guidelines
and
also,
how
do
we
plan
on
the
resource
side,
to
reflect
this
new
reality?
I?
K
K
Questions
are
still
to
be
answered,
and
so
it
is
the
responsibility
of
the
administration
and
Finance
cabinet
to
be
planning
our
resources
wisely,
so
that
we
are
in
a
position
to
be
able
to
respond
and
support
the
mayor's
priorities,
as
we
move
forward
in
in
just
meeting
the
moment
and
rising
to
the
occasion.
So
with
that
I
will
introduce
the
mayor's
chief
of
staff,
Katherine
Burton.
P
I'm
in
recovery
phase,
so
the
mayor
touched
on
this,
but
we
had
to
cancel
or
postpone
much
of
what
made
Boston
what
makes
Boston
Boston,
whether
that
be
the
st.
Patrick's
Day
Parade,
the
Boston
Marathon,
which
is
a
huge
economic
driver
bps
for
students,
libraries.
The
list
goes
on,
so
this
has
been
the
most
fascinating
onboarding
experience.
I've
ever
had
I've
yet
to
watch
the
orientation,
video
I'm,
excited
and
thrilled
to
get
to
that
at
some
point.
But
I'll
touch
a
little
bit
upon
the
my
role
on
the
governor's.
J
Well,
thank
you
very
much
to
John
and
Marty
and
Emma,
and
especially
Kathryn.
It's
a
pleasure
to
have
you
engaged
with
the
research
bureau
for
the
first
time,
we're
glad
you're
on
board
and
I
should
say
an
incredible
onboarding
experience,
but
we're
glad
to
have
your
strategy
and
your
your
partnership
on
this
team,
taking
care
of
the
city
of
Boston
and
serving
the
city
on
the
governor's
reopening
board.
We
do
have
some
questions
for
our
panelists
and
for
the
mayor
and
now
is
also
the
time
for
anyone
who
would
like
to
toss
in
a
question.
J
You
can
go
to
that
Q&A
box
and
make
a
contribution
there,
and
we
will
share
your
question
I'm
with
you
panelists,
but
I.
Think
first
we'd
like
to
start
with
a
question
for
the
mayor
mayor
as
many
of
your
peers
in
Boston's.
Peer
cities
are
facing
these
same
challenges
of
the
public
health
crisis,
the
economic
crisis
and
calls
to
address
systemic
racism.
Nationally.
Can
you
talk
a
little
bit
about
how
Boston's
response
compares
to
its
peer
cities
and
particularly
curious?
J
L
You
thank
you
for
the
question
and
thank
you
ever
ask
the
question.
Throughout
this
whole
pandemic,
we
spent
I
spent
a
lot
of
time
talking
to
mayor's
across
Massachusetts,
sharing
best
practices
supporting
each
other
working
each
other
I,
don't
know,
I,
wouldn't
necessarily
pick
who's
working
better
than
others.
I
think
a
lot
of
it
is
this
working
collectively
together
and
trying
to
keep
our
residents
safe.
I've
also
spent
a
lot
of
time
talking
to
national
mayor's.
L
One
of
the
first
minutes
that
reached
out
to
me
in
the
very
beginning
of
this
was
mere
Derek
in
from
Seattle
and
in
which
he
said
to
me
was
you
know,
prepared,
be
quick,
make
make
the
sites
of
decisions
move
forward?
This
is
real,
and
this
is
serious
and
in
working
with
mayor's
from
around
the
country
were
also
looking
at.
We
were
at
different
levels
of
COBIT
during
during
the
different
kind
of
periods
of
kovat
and
having
that
network
is
extremely
helpful.
L
The
resiliency
fund
is
something
that
most
places
didn't
have
I'm,
not
sure
you
know
the
city.
They
had
something
to
that
magnitude
and
LA
had
something
similar,
but
but
it
wasn't,
it
wasn't
to
the
same
magnitude
and
a
lot
of
them
commented
on
Boston
on
being
such
a
special
place,
because
the
business
community
is
so
connected
to
governments
in
a
lot
of
different
ways,
and
there
were
complimentary
of
us
in
the
resiliency
finds
those
mayors
and
I
think
that
that's
been
helpful
to
us
three
weeks
ago,
the
world
the
covert
world
changed
for
us.
L
We
were
dealing
with
racism
and
we're
dealing
with
unrest
and
protests
and
again
spending
many
hours
on
the
phone
with
mayor's
from
Massachusetts
that
were
going
through
protests
and
how
to
handle
it.
A
lot
of
them
didn't
look
to
Boston
to
see
how
we
handle
a
situation
like
that
they're
not
used
to
staying
large-scale
protests
in
their
community,
so
we're
offering
assistance
in
any
way.
We
can.
L
What
I
want
I'm
on
a
chain
conversation
chain
with
master
around
the
country
and
every
mirror
that
you
see
every
city,
that's
on
TV,
whether
it's
Washington
DC
or
Seattle,
or
Atlanta,
or
LA,
New,
York
or
Chicago
Portland
Oregon,
and
you
can
name
the
city.
It's
on
there
we
were
actually
offering
support
to
each
other
in
real
time
and
listen
past
weekend
we
were
offering
support
to
Mia
bonds
in
Atlanta
and
telling
her
that
we're
thinking
of
her
and
praying
for
her.
L
J
M
L
Fourth-
and
it's
been,
it
was
a
great
partnership.
We
have
suspended
those
calls
right
now
due
to
the
fact
that
the
Kovac
still
here-
but
you
know
we
just
didn't-
have
a
lot
to
talk
about
in
the
course
of
the
day
as
far
as
due
to
Kovac,
and
so
that
that's
been
important
as
well.
I
think
it's
been,
it's
been
a
building
relationship
there
with
the
counseling
I.
J
L
On
the
table,
we're
open
to
everything,
I
think
that
you
know
we
also
have
to
balance
the
community
in
the
neighborhood,
and
you
know
every
part
of
our
city,
except
maybe
actually
not
even
downtown,
there's
a
neighborhood
everywhere.
So
what
were
open
to
the
idea
is
we
did
something
similar
in
Hanover
Street.
We
still
have
access
on
Hanover
Street,
but
we've
shut
consulate
down
sides
that
Street
down,
but
anything
that
we
can
think
of
this
going
to
enhance
and
help
our
business
community
and
help
our
community
world.
J
Thank
you,
and
that
was
a
question
me.
We
have
a
question
from
Tim
salmon.
Latkes
well
always
always
engage
very
supportive
team.
He
says
mayor
Walsh,
thanks
to
you
and
your
team
for
leading
the
way
through
over
19.
My
question
is
says:
how
are
you
doing?
How
is
your
team
doing
and
have
you
been
able
to
decompress
at
all.
L
Think
we've
all
run
the
gamut
of
emotion
and
it's
been
difficult,
because
sometimes
you
think
that
it's
out
of
our
control,
because
we
want
an
immediate
fix
in
a
situation
like
Ovid
when
we
had
a
problem
where
there
was
accessing
food
were
able
to
turn
around
a
process
in
24
hours,
said
setting
up
a
rental
Relief
Fund
in
24
hours,
setting
up
a
small
business,
really
fun
at
24
hours,
setting
up
the
resiliency
fund
in
24
hours.
All
of
that
can
be
fixed,
but
we
talk
about
racism
and
systemic
racism.
L
It's
not
something
that
we
can
just
I
can
just
sign
something
into
law
where
we
can
just
pass
something.
It
really
is
a
different,
a
whole
different
process
and
I
think
that
for
me
personally,
as
mayor
of
Boston,
wanted
to
as
a
natural
person
wanting
to
fix
everything
understanding
that
this
is
a
long
process.
So
it's
important
for
me
to
be
to
be
a
good
listener,
and
also
working
collectively
with
not
just
city,
employees
and
other
elected
officials,
but
with
the
entire
Boston
community.
L
J
As
we
talk
about
this
being
a
long
process,
what
does
equity
in
recovery
look
like
compared
to
equity
work
before
the
crisis
and
and
we're
in
this
next
stage
of
a
long
process,
and
and
how
does
that
woody
fit
into
that
process?
How
can
we
support
the
city,
I'm
gonna
work
with
the
city
in
achieving
its
goals
for
equity
and
inclusion.
L
L
What
kovat
has
done
for
us
has
allowed
us
to
take
a
deeper
look
at
what
true
equity
really
does
mean,
and
after
the
last
three
weeks
and
the
protests
and
what
people
are
talking
about,
this
sense
of
urgency
is
even
greater
and
I.
Think
the
difference
is,
is
that
it
seems
like
we
have
a
lot
more
partners
in
this
work
today,
then
we
might
have
had
for
and
I
think
that
that's
something
that
has
been
helpful
in
a
lot
of
different
ways:
I'm
gonna
ask
somebody
I,
know
John
or
mati
or
even
Emma,
at
Katherine.
O
Thank
You
Mia
we've
been
looking
at
how
we
use
equity
as
a
lens
to
strengthen
our
economy
moving
forward.
Clearly,
as
the
mayor
said,
kovat
unearth
some
real
weaknesses.
So
there
are
four
strategies
that
we
are
focused
on.
One
is
improving
access
to
capital
for
small
businesses,
for
businesses
owned
by
people
of
color.
Some
of
that
is
about
technical
assistance.
No,
that
is
making
sure
that
we
have
our
conversation
with.
You
know,
folks
in
our
capital
markets,
banks
and
such
to
understand
sort
of
what
we
need
to
do
to
help
make
those
connections.
O
The
second
one
is
access
to
opportunity
and
wealth.
Building,
it's
critical,
the
wealth
gap,
the
racial
wealth
gap.
Nice,
is
something
that
we're
focus
on
needs
to
be
bridged.
The
third
is
making
sure
that
we
have
training
and
technology
available
as
we
move
into
the
post
covet
economy.
Technology
is
gonna,
be
also
important,
businesses
and
workers
alike,
and
then
third,
you
know,
access
to
thriving,
healthy
neighborhoods
will
force
access
to
thriving,
healthy
neighborhoods
and
local
economies
in
those
neighborhoods
are
gonna.
O
J
Great
thank
you.
I
think
we
have
a
couple
more
follow-up
questions,
one
for
me
from
me
for
Catherine
and,
of
course,
for
the
mayor
as
well.
Catherine,
your
engagement
on
the
governor's
reopening
board
is
terrific,
we're
so
glad
to
hear
that
Boston
and
its
unique
needs
are
being
recognized
at
the
governor's
level
and
he's
engaged
in
conversations
about
the
city.
One
of
the
questions
we
have,
though,
is
is
the
city
likely
to
take
a
slightly
slower
or
more
cautious
approach
than
what
the
state
might
be
doing,
as
it
figures
out
its
path.
J
One
of
the
things
that
comes
to
mind
around
this
is
the
city's
focus
on
shutting
down
construction,
given
were
such
a
concentration
of
construction
activity
and
the
concerns
about
health
and
safety
of
workers
on
those
construction
initiatives,
whereas
the
governor
did
not
do
the
same.
So
though
there
are
other
ways
on
that,
the
city
might
approach
things
a
bit
differently,
just
because
of
who
we
are
in
our
city
dynamics
in
terms
of
population.
P
L
L
I
think
that's
something
that
we
have
to
be
cognizant
of
when
the
office
reopening
we
delayed
us
for
a
week
and
a
lot
of
the
big
businesses
in
Boston
chose
not
to
open
up
until
the
talk
to
the
summer
and
I
appreciate
that
work,
because
we're
still
in
the
midst
of
Kovich
I
want
to
thank
them
for
that
when
it
came
to
construction,
I
wouldn't
necessarily
say
I
just
disagreed.
The
governor
once
I
disagreed
the
governor
but
I,
think
a
lot
of
places
in
the
country.
L
Construction
was
not
shut
down
and
I
quite
didn't
understand,
understand
the
rationale
behind
that
we
have
thousands
of
tens
of
thousands
of
construction
workers
in
city
of
Boston
of
that
data,
potentially
at
risk
of
her
over
19.
Just
like
anyone
else
in
the
city
who
was
sent
home
and
I
felt
that
it
was
important
to
address
that
issue
and
stop
the
spread.
I.
Think
the
governor
I
know
the
state
follows
through
in
a
lot
of
different
ways.
Some
of
the
jobs
were
able
to
stay
open,
I
didn't
think.
L
At
the
time
we
had
the
ability
or
capacity
to
put
safety
precautions
in
place
to
protect
construction
workers
and
what's
happened
since
then
we
have
a
thriving
construction
industry
right
now,
most
jobs
for
up
to
100
percent
capacity.
To
my
knowledge,
we
have
only
had
a
couple
incidences
in
of
potential
Cova
19
on
construction
site,
so
it
really
gave
us
a
roadmap
on
how
to
reopen
and
open
up
other
industries
by
putting
in
real
safety
precautions.
So
that's
kind
of
an
alternative
Katherine.
Oh.
P
There
is
a
concern
and
I
think
Marty
would
would
emphasize
that
we
are
not
out
of
this
and
we
are
watching
as
we
reopen
with
each
phase.
We
are
monitoring
incredibly
closely
to
see
if
there
are
additional
additional
spikes
or
an
increase
in
our
positive
test,
so
we
gave
the
example.
I
gave
the
example
of
the.
P
Office,
buildings
and
as
we
move
forward
again,
it's
a
very
back
and
forth
conversation.
So
now
as
we
looking
as
we
even
talk
about
going
from
25
percent
to
potentially
50
percent
capacity
within
office
buildings,
that's
an
internal
conversation
that
we're
having
in
the
state
reached
out
and
that's
an
internal
conversation
that
we're
now
having
just
to
gauge
with
Marty's
guidance,
how
we
manage
that.
Do
we
feel
comfortable
with
that?
What
is
the
date
we
feel
comfortable
doing
that.
So
again,
it's
been
a
it's
been
a
good
partnership.
P
They've
been
responsive
and
again
cognizant
that,
and
so
it's
you
know,
it's
a
it's
a
careful
balance
and
and
I'm
just
grateful
for
the
leadership
again
that
we
are
using
healthcare.
We
are
using
the
metrics
that
we
monitor
every
single
day
to
ensure
that
we
are
making
the
right
decisions
again
for
the
residents
of
Boston.
So
so
that's
where
we
stand
and.
J
J
Looking
at
the
fiscal
year,
21
budget,
one
that
the
Research
Bureau
has
in
mind
as
we're
evaluating
the
city
budget
is
the
challenge
of
getting
a
handle
on
what
state
aid
for
Boston
might
look
like,
given
the
state
is
really
struggling
to
get
its
own
budget
process
underway,
and
so
that's
a
question
for
Emma
more
than
there.
As
you
see
fit.
K
Just
waiting
to
see
if
the
mayor
wants
to
answer
all
right,
so
I
agree
with
you,
Pam
I
think.
Certainly
we
have
seen
and
have
forecasted
declining
revenue
in
significant
numbers,
around
excise
taxes
and
some
departmental
revenue
and
and
things
like
that,
and
so
that
is
where,
when
we
make
adjustments
to
our
budget
in
the
resubmission
that
was
resubmitted
yesterday,
most
of
the
change
occurs.
K
I
completely
agree
that
the
largest
place
of
concern
at
this
point
is
state
aid.
We
just
don't
know
what
the
state
will
need
to
do
in
order
to
balance
their
budget,
and
we
don't
have
I
think
a
good
sense
of
how
we
should
plan
as
a
municipality
moving
into
FY
21,
and
so
that
creates
a
great
deal
of
uncertainty
for
us.
K
But
I
don't
think
we
know
what
that
final
number
looks
like,
and
you
know
I'm
sure
that
members
on
this
call
have
seen
the
headlines
from
other
communities
around
the
state
lay
laying
off
teachers
and
and
other
municipal
workers,
because
cities
and
towns
are
anticipating
that
that
revenue
will
decline
and
will
not
be
able
to
keep
up
with.
Certainly
the
governor's
initial
numbers
in
January.
That
is
from
another
time
and
another
reality.
L
You
just
added
a
little
bit
to
that.
As
someone
talked
about
the
Great,
Recession
and
I
believe
she
was
in
ANF
at
the
time
at
stake.
This
is
unlike
that
time,
because
the
this
this
revenue
dried
up,
evaporated
in
three
months
and
I
think
that
you
know
the
legislature.
I
served
there
from
97
to
2013
and
we
were
preparing
for
that
inevitability
and
this
one
we're
still
not
there.
Yet
we're
still
not
up.
So
it's
gonna
be
quite
some
time.
L
J
Thank
you
just
a
few
more
questions
and
then
we
will
wrap
it
up
by
1:00
p.m.
as
planned.
We
have
a
question
from
mark
Beatty
who
really
appreciates
you
and
your
staff
attending
today.
The
question
is
with
the
increase
in
protests
and
crime
in
the
city
is
defunding
police,
overtime,
hurting
police
morale
and
sending
the
wrong
message,
or
is
it
meeting
these
new
additional
needs
of
the
city?
Thank.
L
You
I
wouldn't
say
we
have
increase
in
crime
in
the
neighborhood
I.
Think.
If
you
look
at
the
numbers
they're
pretty
similar
to
last
year
in
last
year,
we
had
a
20-year
low
defunding.
Please
we're
not
defining
the
police
department
in
Boston.
What
we're
doing
is
redirecting
some
of
the
money
from
overtime
to
programs
that
will
help
us
with
some
of
our
systemic
problems
that
we're
dealing
with
around
racism
and
other
issues.
L
It
doesn't
mean
that
we
shouldn't
take
a
look
at
rules
and
procedures
and
policies
and
practices
that
doesn't
mean
that
I
think
we
should
constantly
be
doing
that
and
continually
be
a
fielding
trust
in
our
community,
and
you
know
the
incident.
Mr.
Floyd's
murder
in
Minneapolis
is
it
should
not
reflect
on
Boston.
It
is
reflecting
on
Boston
and
all
police
force
across
the
country.
But
now
is
the
time
rather
than
in
on
saying
Mark
said:
did
this,
but
rather
rather
than
some
time
to
get
defensive,
it's
a
time
to
be
proactive
and
I.
L
Protests
are
adding
by
the
way
to
the
budget.
When
back
about
three
or
four
weeks
ago,
we
canceled
all
parades
and
festivals
in
Boston,
from
moving
through
after
Labor
Day,
and
so
I
was
thinking
as
we
did,
that
in
talking
to
Emma
and
some
other
folks
that
we're
going
to
be
able
to
save
some
revenue.
I
have
some
money,
but
the
protests
have
taken
away
any
savings
we
have
because,
instead
of
in
parades
now
we
have
you
marches
and
protests.
J
L
Thank
you
for
that.
You
know
I
three
years
ago
the
conversation
was
BPD's,
never
body
cameras,
and
we
have
them
now
and
now
the
conversation
hundred
percent,
when
you
say
hundred
percent
I'm,
not
sure
if
we're
ever
going
to
get
two
hundred
percent
I,
don't
think
any
Department
in
the
country
is
out
of
party
cameras.
What
we
do
have,
though,
is
we
have
over
a
thousand
officers
in
this
in
the
police
department
right
now
that
either
have
the
body
cameras
on
them
or
the
equipment's
coming.
J
L
That's
a
complicated
question:
we're
doing
everything
we
can
it's
high
chance
that
right
now,
because
we're
still
trying
to
figure
out
rules
and
regulations
around
around
having
camps
and
things
like
that.
We
are
looking
at
having
sporadic
camps
and
pools,
and
things
like
that,
so
I'm
gonna
be
I'm.
Gonna
put
that
right
back
on
parents,
you
might
have
to
be
creative
and
I
know.
You've
had
a
long
time,
but
you
might
need
to
be
creative
and
I
shouldn't
go
back
to
the
other
question
just
real
quickly.
L
Body
cameras
is
not
the
answer
solely
to
policing
and
in
the
problems.
It
is
about
it's
about
relationships.
It's
about
trust.
The
camera
doesn't
build
trust.
A
piece
of
equipment
doesn't
build
trust.
What
those
trust
us
haven't
communicated
in
the
comments
and
I
just
want
to
throw
out
there
on
the
conversation,
because
it's
a
as
we
think
as
this
committee
as
Wayne
buds
community
says
so,
look
at
our
rules
and
procedures
and
policies.
L
I'm,
expecting
they're
gonna
make
some
recommendations
on
what
we
can
do
to
strengthen
our
relationships
and
policing,
but
also
it's
it's
built
on
the
foundation
of
our
community
policing,
which
mr.
Graz
became
the
commissioner.
He
created
a
Bureau
of
community
engagement,
specifically
dealing
to
me
please
and,
as
that
office
opens
there's
more
and
more
work
that
has
to
happen
there.
J
Thank
you
and
one
other
question
for
you
and
you
can
take
it
now
or
respond
later.
The
question
is
from
Matt
Kiefer.
Thank
you
for
your
leadership.
Besides
contributing
to
the
resiliency
funder,
there
are
other
things
the
business
community
can
be
doing
at
this
stage
to
help
the
city
move
forward.
Absolutely.
L
I
think
that
just
a
quick
answer
is
anyone.
Who's
interested
in
financially
John
talked
about
creating
access
to
capital
for
businesses
of
color.
He
wasn't
just
talking
about
city
city
funded,
sponsored
programs,
he's
thinking
about
other
opportunities
number
one
and
number
two
I
would
just
ask
everyone
and
I
did
this
at
the
Chamber
speech.
I
think
my
second
or
third
year
as
mayor
is
look
at
your
own
departments.
Look
at
your
own
offices
have
conversations
with
your
employees.
L
How
about
we
start
thinking
about
how
do
we
get
folks
qualified,
while
they're
working
in
our
different
operations
so
that
when
the
time
comes,
they
they
are
prepared
for
promotions,
I,
think
all
of
those
different
all
of
those
are
four
things
are
helpful
but,
most
importantly,
have
conversations
if
you're
listening
today,
you're
not
quite
sure,
and
you
watch
the
protest,
you
see
them
turn
violence
and
you're.
Focusing
on
the
violence
that
happened,
there
are
you
watching
TV,
and
it
seems
like
some
of
the
news
that
channels
all
just
focus
on
the
violence.
L
It's
not
about
the
violence.
It's
about
the
message
throughout
the
message
and
I
would
ask
people
just
to
think
about
the
message
and,
if
you're
not
quite
sure,
that
messages
have
conversations
with
people,
because
because
for
all
of
us,
the
message
I
think
is
getting
clearer
and
clearer.
If
you
gay.
J
Thank
you
Mary.
This
has
been
a
wonderful
opportunity
for
the
Research,
Bureau
and
other
community
members
to
gather
with
us
here
today
to
is
it
with
you
and
have
the
opportunity
to
also
engage
with
Catherine
and
Emma
and
Marty
and
John.
We
really
appreciate
you
all,
taking
this
extensive
amount
of
time
to
share,
what's
going
on
for
you
and
how
things
are
getting
done
and
how
we
can
participate.
Also,
thanks
to
all
of
our
over
300
attendees,
for
joining
in.
J
In
this
conversation
and
engaging
with
the
Research
Bureau,
we
really
look
forward
to
seeing
you
again
soon,
virtually
probably
for
some
time
still,
but
hopefully
in
person
before
this
difficult
year
is
out.
As
the
mayor
always
reminds
us,
you
know
be
safe
and
stay
focused
on
what
we
need
to
do.
We
look
forward
to
achieving
a
return
to
better
health
as
we
work
together.
Thank
you
so
much
enjoy.