►
From YouTube: Health Equity Forum 2022
Description
City of Chelsea
A
Can
everyone
hear
me
hi
welcome
everyone
to
our
health
equity
forum.
This
is
the
second
forum
that
we're
hosting,
although
our
first
one
was
last
year
at
around
the
same
time
virtual.
So
we're
really
happy
to
be
able
to
have
this
forum
in
person
and
have
many
of
you
attend
and
participate
in
what
will
be
the
conversation
for
today.
Last
year
the
forum
focused
on
covet
19
vaccination
efforts
this
year.
A
Our
goal
is
to
learn
and
reflect
from
what
we
did
last
year
and
use
that
as
an
opportunity
as
the
starting
point
to
create
a
more
robust
public
health
system
here
in
the
city
of
chelsea.
So
today
we've
convened
a
panel
of
our
community-based
organizations.
We
have
cries
from
la
collaborativa,
sarah,
from
green
roots.
We
will
have
a
representative
from
chelsea
black
community
joining
us
in
a
little
bit
as
well
and
you'll
also
hear
from
our
medical
providers,
our
municipal
departments
and
as
well
our
external
partners.
A
B
My
my
name
is
lourdes
alvarez
and
I
do
communication
outreach
for
the
city
of
chelsea
and
I'm
so
happy
and
proud
to
be
here
with
christina
and
sarah
and
with
joan
and
floor.
I
feel
that
we
are
in
family
just
talking
about
all
the
challenges
or
the
the
changes
and
all
the
opportunities
that
we
gon
we
went
through
together
during
copied,
so
on
the
next
30
minutes.
We
will
be
just
talking
about,
in
particular
how
copic
change
your
organization.
So,
let's
just
start
it
on
with
the
question
on
on.
C
Thanks,
can
you
hear
me
there?
No
yeah.
Can
you
hear
me?
Okay,
it's
weird
you!
Don't
you
don't
know
if
you're
being
heard,
it's
very
strange.
So
thanks
everybody
thanks
for
coming!
This
is
super
exciting
that
we're
doing
this,
and
maybe
we
can
make
this
a
yearly
thing
of
our
our
health
equity
forum.
C
C
And
this
is
why
we're
doing
this.
But
I
would
definitely
say
that,
where
la
collaborativa
shifted
its
perspective
was
in
public
health
partnerships
first
in
public
health,
because
la
collaboritiva
had
never
done
public
health
in
that
way,
and
that's
kind
of
how
I
came
on
the
scene,
but
also
understanding
that
the
door
knocking
the
la
collaborative
has
always
done.
C
We
started
doing
it
in
partnership
with
green
roots
and
we
would
take
the
map
of
the
city
which
we
would
get
from
mapc
because
of
the
wastewater,
and
we
would
say:
okay,
sir,
you
guys
take
this
and
we'll
take
this
and
we're
going
to
split
it
up,
and
then
we
would
meet
every
thursday
and
say:
oh
my
gosh
look
at
the
rates
here,
they're
not
doing
well
enough.
You
know
we're
not
getting
enough
increase
on
this
population.
We
want
a
better
increase.
C
How
are
we
going
to
troubleshoot
that
so,
as
as
a
team,
we
would
sit
down
and
go
through
those
questions,
so
I
think
collectively
strategizing
is
is,
is
something
that
that
changed
in
how
we
approached
public
health
from
la
collaborativo.
When
I
first
came
on,
there
was
a
group
of
health
promoters
that
were
going
door-to-door
and
brenda
and
ice
were
part
of
that
team.
And
what
changed
was
we
started
thinking
about
how?
C
D
D
B
E
E
Can
get
water
earlier
than
I
expected,
but
thank
you
so
hi
everyone,
sorry,
my
apology
for
arriving
a
little
late,
but
I
took
out
a
few
cars
to
get
here
because
I
thought
it
was
that
important
so
glad
to
be
here.
I
feel
that
my
name
is
joan
crumwell,
I'm
president
of
chelsea
black
community
and
I
believe
that
covid
forced
us
to
think,
rethink
and
troubleshoot
in
figuring
out
how
to
improve
access
to
preventative
treatment
like
the
vaccine
for
many
different
pocket,
neighborhoods
and
groups
of
our
residents
within
our
own
city.
E
I
think
it
also
shed
light
on
surrounding
communities
in
terms
of
how
largely
interwoven
we
are,
and
that
was
a
great
lesson
because,
as
as
individual
organizations,
you
know
we
kind
of
tend
to
focus
on
our
drive
and
our
goal
and
our
aim
and
then
once
you
get
there
and
you
see
the
bigger
picture,
we're
all
interwoven,
we're
all
as
one.
So
that
was
a
lesson
learned
embraced
and
I
think
we
prevailed
as
a
community
moving
forward
with
those
those
intentions
just
remembering
that
there's
a
larger
community
than
our
inner
community.
B
E
B
So
my
next
question
for
the
panel
to
have
some
discussion
is
what
do
your
organization
will
need
to
sustain
this
public
health
work
that
you
have
developed
during
the
pandemic,
but
also
a
very
important
question
on
how
we
can
sustain
the
will
to
continue
working
together
and
learning
from
each
other,
because
that
was
critical
during
the
pandemic
and
and
we
did
a
pretty
good
and
now
we
had
an
example
for
everyone,
so
how
we
continue
with
this
collaboration
in
the
future.
So
I
don't
know
who
who
wants
to
start?
Maybe
sarah
or.
D
D
So
having
two
or
three
key
health
priorities
moving
forward,
we're
like
okay,
these
are
the
health
priorities
that
we're
all
going
to
be
working
on.
Even
when
we're
faced
with
other
competing
priorities
from
our
organizations
can
we
can
we
commit
to
dedicating
staff
time
and
hours
and
work
on
those
on
those
health
priorities.
C
I'm
going
to
jump
right
off
that
because,
because
I
think
that
the
next
piece
of
what
you
just
said,
which
is
exactly
what
we
we've
all
talked
about,
is
how
do
we
do
that
and
and
the
thing
that
I
keep
reflecting
on
because
I
get
asked
about
this-
a
lot
is:
how
is
it?
How
is
it
that
we
got
along
so
well?
How
is
it
that
we
move
so
quickly,
and
that
has
to
do
with
trust
and
relationships,
and
you
know
one
of
the
things
that
I've
said.
C
A
lot
is
that
sarah
floyd
and
I
were
new
to
chelsea.
We
kind
of
got
thrown
in
this
thing.
We're
like
go
go
solve
how
it
was,
and
it
was
like.
Okay,
you
know
so
we
ran
forward,
but
I
would
definitely
say
that,
in
order
to
maintain
the
trust
that
was
established,
we
need
to
work
really
hard
on
the
consistency
and
the
ritual
that
made
that
trust
be
present.
C
You
know,
and
and
like
even
greg,
and
I
used
to
have
thursday
morning
check-ins
when
we
had
the
vaccine
clinic
of
like
you
know
this.
This
is
what
we
need
to
work
on,
and
we
need
to
work
on
this,
and-
and
I
would
definitely
say
that,
especially
during
a
time
of
zoom
when
everybody
was
so
disconnected
into
her
personally,
I
felt
that
the
fact
that
we
had
thursday
morning
check-ins
with
the
public
health
group
and
fi
friday
morning,
check-ins
with
the
chelsea
project
that
just
created
this,
this
consistency
of
we
keep
coming
back
to
this.
C
So
we
had
a
lot
of
fun
and
then,
and
then
part
of
that
trust
is
knowing
that,
as
sarah
was
saying,
we're
all
part
of
this
larger
system,
so
being
able
to
say
okay,
so
you
take
this
piece,
you
take
that
piece.
You
take
this
structure
and
all
of
that
together
is
the
machine.
That's
going
to
make
this
work.
E
Do
you
think
I
think
they're
right,
but
I
also
think
that,
as
they
said,
it's
based
on
trust,
commitment
and
respect
amongst
the
organizations
in
between
us.
We
really
do
like
each
other.
So
that's
a
good
thing
and
I
think,
in
terms
of
cbc,
because
often
you
know,
we
have
wear
many
hats
and
have
many
jobs
and
sometimes
we're
not
always
at
the
table.
E
But
I
appreciate
the
updates-
and
I
just
love
that
I
like
the
boots
on
ground
approach,
so
it's
coming
through
the
pipeline,
we
get
it,
we
hear
it
and
then
you
go
out
and
you
basically
accomplish
that
goal.
So
I
think
we
couldn't
have
done
it
alone.
I
think
that
the
organizations
and
the
other
organizations
that
added
to
that
was
perfect.
I
do
think
we
need
to
continue
to
be
part
of
the
conversation,
input
and
decision
making.
I
think
we
need
to
be
mindful
and
transparency
we
need
to.
E
We
need
an
intentional
focus
on
open
communication
and
willingness
to
reach
out
and
connect
with
all
members
of
the
community,
and
I
think
it
starts
from
its
base.
So
we
have
lots
of
residents
that
belong
to
all
of
our
organizations
and
I
think,
as
leaders,
we
set
the
tone
and
set
the
message
so
and
it
works,
and
I
think
I
don't
even
need
to
continue
to
talk
about
the
organizations
and
the
success
of
them,
because
we
are
a
reflection
of
that.
E
F
G
F
Just
like
I
just
like
to
say
that
I
work
with
the
chelsea
black
community
and
all
of
the
three
of
us
organizations
here
work
directly
with
health
resources
in
action.
But
when
we
have
meetings
we
can
tell
from
the
information
that
we
bring
back
what
we
have
done.
I
hate
to
say
it,
but
we're
leaders,
though
the
work
that
has
been
done
in
the
city
of
chelsea,
has
been
some
of
the
best,
if
not
the
best
across
the
state.
Among
this
group
of
20,
low-income
and
poor
cities.
F
F
B
B
We
were
talking
a
lot
about
trust
and
we
were
doing
census
outreach
and
I
say
no
one
trusts
in
government
and
then
two
years
later,
three
years
later,
we
did
success
in
the
census
and
we
did
a
lot
of
outreach
for
copied
and
that
was
that
was
a
huge
success
because
of
the
partnership,
but
also
because
we
create
this
very
fragile
because
don't
think
that
this
is
going
to
be
permanent.
This
is
something
that
we
need
to
work
every
single
day
to
sustain,
because
in
the
moment
that
something
fail,
the
whole
trust
just
goes
away.
B
So
now
we
are
thinking
on
going
forward
in
the
public
health
planning
and
we
only
have
a
few
minutes
left
before
we
open
for
for
questions
to
the
public.
So
in
your
each
organization,
what
are
your
you
you're
advocating
for?
So
what's
next
for
you
and
who
are
you
advocating
to
and
no
less
important
and
how
you
are
advocating
with?
So
I
don't
know
who
wants
to
start
running
this
joan
should.
E
All
started
one
time:
yeah,
that's
that's
fair.
All
right,
simply
cbc
advocates
for
both
core
public
health
practices
that
promote
wellness
and
growth
for
residents
such
as
equity,
social
justice,
participation
in
the
three
a's
acceptability,
affordability
and
accessibility,
as
well
as
advocacy
for
post-pandemic
areas
of
concern.
Residents
have
spoken
on
that
continue
to
have
devastating
impacts
from
which
many
have
not
recovered.
Yet
we
look
at
who
the
second
question
was,
who
are.
D
C
C
C
We've
started
expanding
into
mental
health
issues
and
most
of
you
know
I
did
my
doctoral
dissertation
on
covid
in
chelsea,
and
one
of
the
things
I
learned
in
that
dissertation
was
that
access
to
therapy
as
a
one-on-one
thing
is
not
actually
appropriate
for
people
over
29
in
chelsea.
It's
definitely
people
under
29
were
using
it,
but
people
over
30
were
you
know
it's
just
not
culturally
appropriate
and
so
we're
trying
to
design
mental
health
fun
fun
things
that
are
going
to
impact
people's
mental
health.
C
So
we're
working
with
these
boston
doing
yoga
p
circles
we're
going
to
start
zoom
classes.
We
really
want
to
activate
the
fun
let's.
Let's
have
a
good
time,
and
if
we
come
together
as
people
specifically
as
women
as
well
as
heads
of
households,
we
know
that
that
that's
going
to
create
the
support
networks
that
already
exist
and
just
strengthen
them.
You
all
know
that
la
collage
is
working
hard
on
housing
issues,
both
eviction
and
the
quality
of
housing.
C
I'm
not
going
to
get
into
that
because
there's
going
to
be
a
whole
panel
on
that
and
food,
so
our
food
pantry
is
famous
and
we're
actually
shifting
into
a
food
sustainability
program.
So
the
survival
center
that
we're
building
rebuilding
is
going
to
have
both
a
nutrition
program
and
a
and
like
a
a
kitchen
where
people
who
are
cooking
in
their
homes
like
making
tamales
and
trying
to
sell
them.
They
can
actually
have.
You
know
an
industrial
kitchen
where
this
can
occur.
C
B
And
it's
working
in
a
city
is
everything
is
to
be
done
constantly,
so
also,
we
need
to
reinvent
so
many
of
our
programs,
so
I
I
think
that
we
will
have
a
lot
of
work,
but
also
a
lot
of
fun
ahead,
and
I
want
to
acknowledge,
because
everyone
that
is
here
in
this
room
also
did
a
part
spreading
the
word
during
colby.
So
we
really
really
want
to
thank
you
for
all
your
hard
work,
because
I
can
recognize
so
many.
Oh,
we
need
to
yeah
sorry
yeah.
B
H
B
F
This
is
sharon.
I
have
no
time-
okay,
hopefully
it's
time
now,
because
I
may
not
be
able
to
stay
on
to
the
end,
but
I'd
just
like
to
say
that
I
think
the
work
that
we've
done
should
be
publicized
across
the
nation.
I
hate
to
say
that,
though,
because
no
other
communities
I
bet
across
the
u.s
have
come
together
like
we
have
here
in
chelsea
and
I'm
just
learning
from
experience.
I
talked
to
recently.
My
home
is
mississippi,
as
you
can
tell
from
the
southern
accents,
but
I've
lived
in
chelsea
alone
for
33
years.
F
The
vaccination
rates
are
low,
there's
no
organizations
that
have
come
together
in
any
of
the
cities
that
I
know
in
that
state
to
do
what
we've
done
here.
So
there
needs
to
be
a
way
that
this
project
that
we've
done
can
be
exemplified
in
other
countries.
Other
cities
other
states,
because
it
needs
to
be
done
this
way
and
they
can
end
up
with
the
93
vaccinated.
As
we
have
also
or
more,
but
just
to
push
what
the
work
that's
been
done
in
chelsea,
it
serves
as
an
example
for
the
nation.
In
my
opinion,.
B
E
The
youth
are
out
there
and
and
green
roots,
and
you
know
I
see
in
mitigate
just
showing
up
every
weekend
and
hassan
and
tariq
and
all
of
you
and
melissa,
and
I
just
want
to
say
I
appreciate
you.
I
appreciate
this
community
born
and
raised
loved
and
everything
and
came
back
and
will
continue
to
give
back.
But
it's
perfect
because
I
think
we
have
it
was
a
storm,
but
we
had
the
perfect
team
to
respond
to
the
storm
and
that's
what
makes
a
huge
difference
over
and
over
again
like.
B
Also,
we
have
sarah
in
the
public
that
she's
organizing
the
the
research
event,
so
that's
going
to
be
may
so
when
we
have
that
information,
we
will
circulate
it
with
you,
because
we
need
to
show
what
all
the
work
that
we
have
done
in
chelsea
and
we
have
a
lot
of
research
happening
here
in
chelsea.
So
this
is
also
another
effort
to
show
what
we
are
doing
and
also
to
you
know,
keep
informed
on
when
we
are
as
a
city.
So
we
need
to.
B
C
We'll
see
you
we'll
see
you
next
time,
okay,
great,
so
I
have
the
distinct
honor
of
of
introducing
and
moderating
the
provider
panel,
and
these
are
the
healthcare
institutions
that
helped
us,
despite
everything
that
doctors
and
nurses
and
everybody
else
who
works
in
a
hospital
system
has
gone
through
in
the
last
two
years.
These
three
institutions
were
key
in
making
sure
that
chelsea
got
tested,
chelsea
got
vaccinated
and
people
who
were
sick
from
chelsea
got
taken
care
of.
So
I
don't.
C
So
the
way
that
we're
going
to
do
this
panel
is
that
each
one
of
the
panelists
is
going
to
introduce
they're
going
to
go
through
slides
and
then
we're
going
to
go
through
some
questions
and
then
we're
going
to
open
it
up
for
questions,
and-
and
I
want
you
to
think
about
as
we're
going
through
the
day.
Sort
of
the
vision
for
today
is
to
think
about.
Okay,
we
did
really
well
in
covid
great.
Thank
you
very
much.
C
What
are
we
doing
next
so
that
we
can
continue
being
the
star
of
response
in
general
and
we
can
start
picking
chelsea
up
holistically
in
a
way
that
changes
the
outcomes
of
chelsea
as
a
community,
and
that's
that's
what
we're
going
for.
So
the
big
question
to
you
three
is:
how
are
we
gonna
do
this
guys,
but
we'll
don't
worry
but
you'll
help
us.
So
I'm
going
to
start
by
introducing
priya
priya
gupta
is
a
physician
at
mgh
and
she
was
the
goddess
of
mobile
vans
and
I'm
just
gonna.
K
K
K
The
mgh
mobile
van
we've
been
providing
covid
pcr
testing,
rapid
antigen
testing,
as
well
as
added
treatment,
oral
treatment
provision
back
in
january
and
then
also
covet
vaccinations
since
may
of
last
year,
and
on
the
mass
general
craft
mobile
van
today,
we've
given
about
eight
thousand
coveted
vaccines
and
completed
about
five
thousand
tests
in
within
our
system.
Mass
general
hospital
had
one
van,
which
I
was
responsible
for
and
then
two
other
vans
sort
of
grew
up
independently
responding
to
their
local
areas.
K
So
north
shore
had
a
coveted
caravan
and
then
the
brigham
had
had
a
van
and
collectively
across
all
three
vans.
We
have
given
17
800,
coveted
vaccines
in
the
boston
area
to
date
in
in
communities
like
chelsea
and
also
completed
close
to
ten
thousand
coveted
pcr
tests
next
slide
and
so
the
the
backbone.
K
So
the
way
that
the
mgh
van
got
started
was
we
got
an
a
small
nih
grant
to
increase
access
to
testing
in
most
vulnerable
communities
in
this
area
and
a
big
part
of
our
work
was
community
engagement,
and
so
you
know
this
sort
of
lists
all
the
different
communities
that
we've
really
engaged
local
partners
with
and
met
with
commissions
of
health-
and
you
know
we
as
we're
building
on
this.
You
know
at
this
with
our
work.
K
Since
the
beginning
of
our
work,
we've
been
doing
a
standardized
social
determinants
of
health
screener
to
every
individual
who's
come
on
the
van,
and
that
is
the
same
screener
that
we
use
in
my
primary
care
clinics
and
anyone
that
has
screened
positive
through
that
screening.
We
were
able
to
connect
them
into
our
community
health
worker
pool
for
intake
and
services,
and,
as
we've
looked
back
at
that
data,
we've
had
some
pretty
good
outcomes
and
and
most
notably
mobile
health
can
support
equity
next
slide.
K
We
are
transitioning
into
two
other
areas.
One
is
cardio
metabolic
conditions,
specifically
hypertension,
with
quickly
transitioning
into
diabetes,
care
and
then
in
the
summer,
hoping
to
add
substance,
use
disorder
care
and
the
idea
will
be
to
do
have
walk-in
visits,
as
well
as
some
scheduled
visits.
K
Next,
so
sorry,
you
can
go
back
one
slide
and
go
forward.
One
slide.
Sorry
thanks!
So
so
we're
going
to
build
this
new
program
based
on
lessons
learned
from
the
work
that
we've
been
doing
and
really
focus
on
hypertension
next
slide,
and
so,
as
I
mentioned,
we'll
provide
you
finding
clinical
services
as
well
as
risk
reduction
services
and
community
outreach.
K
If,
if
needed,
will
assess
individuals
that
come
onto
the
van
for
physical
activity,
smoking
cessation
diet
and
have
plans
to
incorporate
a
community
pharmacy
model
on
the
van
right
now,
we'll
continue
using
our
existing
vehicles
but
come.
We
are
in
the
process
of
ordering
three
rvs
winnebagos
that
will
look
like
medical
clinics
when
you
step
inside
them
and
I'll
go
into
that
in
a
little
bit
more
detail
when
we
in
a
couple
of
minutes
about
that
next
slide,
and
so
who
will
receive
services
so
patient
recruitment.
K
Next,
and
so
this
is
like
more
within
our
system.
You
know
we
have
a
couple
of
different
programs
going
on
around
hypertension
or
not
or
starting
to
go
on
around
hypertension.
One
is
this:
like
remote
blood
pressure
monitoring
program,
one
is
this
program
just
involving
the
community
health
workers,
and
our
program
is
sort
of
different.
It's
really
to
reach
those
folks
that
don't
have
hypertension
at
goal,
but
also
aren't
necessarily
engaging
in
any
of
those
other
programs
next
and
where
the
vans
will
go,
will
really
be
informed
through
key
stakeholders.
K
And
you
know
you
look
at
this
like
subset
of
a
population
which
is
sort
of
you
know
like
males
in
a
certain
age
that
are
otherwise
pretty
healthy,
but
then
have
high
blood
pressure
and,
and
sometimes
the
way
to
reach
them
is
to
show
up
with
the
mobile
van
in
in
places
where
they're
regularly
going
to
anyways,
and
we
sort
of
did
this
with
the
kobed
work
in
chelsea,
where
you
know.
Last
summer,
almost
every
sunday
we
were
at
the
chelsea
fields
at
the
soccer
games.
K
You
know
so
just
kind
of
showing
up
where
people
are
at
or
we
we
did
a
vaccine
clinic
last
year
in
chelsea
at
a
music
festival.
You
know
not
too
far
from
here
and
and
those
seem
to
be
effective
ways
to
really
reach
people
where
they're
at
in
the
community,
especially
those
that
won't
otherwise
necessarily
engage
in
care
in
the
brick
and
mortar
next
slide.
K
And
so
this
is
what
our
van
looks
like
right
now.
Next
slide.
Actually
sorry,
and
I
think
we
can
stop
the
slides
and
I'll
just
say
a
few
more
words.
So
we
were,
I
thought,
I'd
put
in
a
layout
of
what
our
new
van
will
look
like,
but
we'll
send
that
along
once
that's
a
little
bit
more
finalized,
but
all
that
to
say
that
you
know
as
we're
going
into
hypertension,
cardiometabolic
conditions
and
then
in
the
future,
other
health
conditions.
K
You
know
we're
looking
for
ways
to
partner
with
all
of
you
that
are
here
and
to
get
your
input
on
really.
You
know
like
what
the
need
is,
because
as
much
as
there's
going
to
be
some
central
effort,
there's
going
to
be
a
lot
of
local
customization,
and
so
you
know
it
might
not.
There
may
be
some
health
conditions
where
that
they
aren't
so
relevant
to
chelsea.
So
when
we're
doing
our
clinics
in
chelsea,
we
can
focus
on
on
what
the
need
is
here.
K
One
other
thing
that
we're
building
into
our
more
permanent
vehicles
is
a
telemedicine
booth.
So
it's
going
to
be
a
soundproof
booth
which
will
allow
for
individuals
to
get
especially
our
vulnerable
patients
who
are
most
affected,
sometimes
by
the
digital
divide,
to
get
on-demand
care
for
whatever
their
care
is
by
just
you
know,
coming
to
our
van
and
accessing
the
the
telemedicine
booth
to
do
a
telemedicine
visit
with
an
appropriate
specialist
over
in
the
brick
and
mortar
facility.
C
L
Hi
good
afternoon,
my
name
is
jose
camacho.
I
am
the
practice
administrator
for
the
covert
testing
sites
of
all
bis,
so
yeah.
So
basically,
I
was
invited.
Unfortunately,
I've
been
at
the
chelsea
site
for
under
about
a
month
now,
so
some
of
the
data.
Unfortunately,
I'm
sorry
to
tell
you,
but
I
just
don't-
have
all
that
data
in
front
of
me,
but
I
am
a
proud
chelsea
past
resident
born,
raised
and
grazed
here
right.
L
So
I
I
want
to
thank
my
two
counterparts
as
well
for
everything
that
you've
done
within
the
communities.
My
myself,
I
just
came
from
the
bowdoin
street
community,
which
is,
I
understand,
this
disparity
moving
forward,
basically
you're
going
to
just
be
going
over
the
the
health
and
equity
forum,
and
yes,
basically,
the
public
health
and
strengthening
of
what
you
folks
are
basically
speaking
about
right
next
slide.
L
Please
so
you
know
basically
with
with
us,
is
how
do
you
think
the
institution
implemented
an
including
lens
in
the
approach
to
the
culvert
testing,
the
vaccinations
and
the
treatment
in
chelsea?
And-
and
I
believe
that,
as
we
spoke
you
know,
we've
been
speaking
is
listening
to
our
key
stakeholders
when
they
said
that
it
was
serious.
We
took
their
word,
we
just
didn't,
go
on
the
fly
and
say
no,
it's
not
that
serious.
We
really
listen
to
our
stakeholders
and
knowledge.
L
We
also
acknowledge
the
input
of
social
determinants
and
health
in
chelsea.
We
understand
that
there
is
a
lot
of
things
that,
unfortunately,
many
of
us
in
this
community
do
not
have
even
prior
to
coping
like.
I
said
I
know
what
that
feels
like
from
this
city.
I
grew
up
in
that
same
disparity,
so
I
understand
that
and
then
of
course,
it's
also
allocating
our
resources
and
understanding
that
we
we
have
them
and
be
able
to
tap
into
those
collectively
as
one
unit
the
next
side.
Please.
L
With
us,
it
was
the
organization
able
to
address
rapidly
changing
needs
of
the
chelsea
community
during
the
kobe.
And
what
did
you
learn
from
this?
As
we
all
know,
unfortunately,
kobe
would
change
right.
So
the
the
response
to
covert
would
change
on
a
day-to-day
basis
from
you
know,
having
numbers
that
are
at
the
extreme,
so
basically
changing
how
we
were
doing
things
on
a
daily
basis.
L
I
think
the
power
of
collaboration
was
one
of
the
biggest
things.
I
think
that
everybody
kind
of
just
put
their
you
know
chips
off
their
shoulders
off
right
and
everybody
kind
of
took
off
their
jackets
off
and
said:
okay,
let's
just
roll
up
our
sleeves,
and
this
is
one
unit
and
I
think
that's
the
only
way-
and
I
believe
the
england
now
that
that's
the
only
way
we're
going
to
be
able
to
survive
this
whole
entire
situation
as
it
continues
to
evolve.
L
Unfortunately,
better
understanding
creates
better
service,
and
I
really
understand
that
we
have
to
listen
to
our
community
when
they
speak
and
they
ask
for
certain
things.
We
have
to
understand
what
that
need
is,
and
it
evolve
with
that
need.
We
just
can't
throw
out
these
programs
and
throughout
these
these
numbers,
and
if
we're
not
listening
to
the
community
of
what
it
is
that
they
really
do
need
what
I
believe
you
need
has
nothing
to
do
with
the
crisis
that
is
actually
happening
in
the
backyard
next
slide.
L
L
I
take
that
and
I
and
I
run
with
that
everywhere,
that
I
go
no
matter
where
it
is
that
I
go,
and
I
think
that
keeping
our
community
counterparts
informed
them
with
the
current
and
future
researchers.
So
my
my
goal
and
our
goal
when
I
came
into
the
bi
and
chelsea,
is
that
we
need
to
be
able
to
work
with
some
of
these
researchers
that
are
coming
into
the
city
and
seeing
what
it
is
that
they
want
to.
L
Basically
what
their
goal
is
in
in
their
research,
but
then,
once
we
understand
those
to
be
able
to
get
that
information
out
to
the
community
and
to
our
counterparts
as
well,
all
right
engaging
in
the
research
will
allow
us
to
support
more
improvements.
Just
like
anything
else,
research
is
data.
Data
will
give
us
exactly
what
it
is
and
why
some
of
these,
whether
it's
a
program,
whether
it
is
a
service?
L
L
I've
had
the
again
living
here
the
opportunity
to
have
worked
with
both
directors
of
the
local
brativa
and
as
well
as
with
the
grassroots
and
both
very
powerful
women
that
run.
Those
organizations
have
been
one
of
my
pieces
of
understanding
what
it
is
and
how
to
get
into
this
community
once
they
understand
the
trust
and
you
need
to
show
them
the
trust
because
nobody's
going
to
come
into
the
city
and
just
open
up
their
doors.
L
Let's
just
work
together
to
basically
get
the
common
goal
right
next
slide,
please
and
pretty
much,
that's
it
on
my
side,
but
I
would
like
to
just
finish
off
saying
that
I
am
not
only
proud
to
be
actually
sitting
on
this
table.
It's
an
honor
to
be
actually
here,
it's
a
big
circle
for
me
personally,
I've
I
know
what
it
feels
like
to
basically
sit
there
and
test
three
four
five
hundred
people
and
not
see
your
own
family
every
single
day.
L
I
know
what
the
disparity
feels
like
when
you
go
home,
you
don't
know.
What's
going
to
happen,
I
understand
what
it
feels
like
to
open
up
your
fridge
and
not
understand.
What's
inside
that
fridge
tomorrow,
unfortunately,
for
me
and
fortunate
for
another
community,
I
was
basically
deployed
to
a
different
location
where
I
was
needed.
I
still
have
family
in
this
community,
and
so
I
know
the
need
I
I
was
part
of,
even
though
I
wasn't
in
it.
So
I
just
want
to
say
thank
you
to
every
single
person.
L
M
M
M
So,
as
the
as
the
pandemic
got
underway,
we
knew
as
a
health
care
provider
where
we
needed
to
be
and
just
knowing
what
happens
when
any
catastrophic
situation
plays
out
in
our
communities.
Our
communities
are
the
most
impacted
and
we're
the
communities
that
suffer
for
the
longest.
You
know
coming
out
of
these
types
of
events,
and
so
for
us,
our
immediate
goal
was
preservation
of
life
and
making
sure
that
we
could
reduce
those
impacts
in
our
communities
and
limit
the
amount
of
time
that
we
were
going
to
be
suffering
from
this.
M
So
our
strategy
was
a
few
fold.
We
really
looked
at
number
one
as
a
healthcare
provider.
We
needed
to
be
able
to
treat
people
that
had
covered
19.,
so
we
immediately
made
sure
that
our
emergency
department
were
one
of
the
few
community
health
centers
in
the
country
that
operates
a
24,
7
emergency
department.
We
got
that
emergency
department
aligned
to
covid
treatment
and
making
sure
that
we
could
detect
that
illness
early
and
help
folks
with
those
next
steps.
M
Since
then
we're
one
of
the
largest
prescribers
of
kovid
oral
antivirals
of
providers
of
of
all
types,
including
community
health,
centers
and
we've
really
served
as
an
example
both
locally
and
across
the
country.
In
that
regard,
we
stood
up
covet
testing
sites,
not
just
in
east
boston
but
in
other
communities
and
served
as
a
testing
site
for
the
city
of
boston.
So
we
were
setting
up
mobile
testing
sites.
We
had
a
drive-through
testing
site
in
revere.
M
M
With
regard
to
vaccine
there's
just
so
many
moments
and
stories
I
could
share.
I
won't
do
that
in
the
interest
of
time,
but
we've
had
our
moments.
Chris
we've,
you
know,
we've
we've
moments
with
many
of
you
just
trying
to
work
through
this,
and
I
would
say
at
least
what
was
key
to
our
success
in
this
was
approaching
the
work
with
a
level
of
commitment
and
intention,
but
also
a
great
deal
of
humility.
M
M
We
did
early
promotion
to
latino
families
and
the
idea
there
was,
you
know.
Just
with
all
the
challenge
you
know
of
accessing
these
services.
We
wanted
to
make
sure
that
our
communities
had
the
right
of
first
refusal
the
opportunity
to
get
to
those
appointments
before
anyone
else
could,
and
so
we
really
created
a
great
intention,
and
so
what
is
true
and
I'll
try
to
wrap
up
quickly
here.
M
What
is
true
is
that
in
those
three
communities-
east
boston,
revere
and
chelsea
across
the
state
of
massachusetts,
those
communities
have
the
highest
vaccination
rates
for
latinos
as
compared
to
any
other,
any
other
zip
code
in
the
state,
and
that
was
the
work
that
we
all
did
collectively
together
to
make
that
happen.
So
thank
you
to
everyone
in
this
room
that
contributed
to
that.
M
Lastly,
I'll
just
mention
on
covet
education,
we
were
just
turning
out
as
much
information
as
we
could.
We
were
receiving
investment
from
our
state
partners,
our
federal
partners,
and
we
put
that
investment
into
the
community
in
the
form
of
these
various
strategies
here,
but
quite
a
bit
of
activity,
and
some
of
it
was
successful.
Some
of
it
wasn't.
M
M
We've
also
begun
to
really
look
at
our
data.
Our
clinical
data
and
many
folks
were
disconnected
from
care
during
the
last
two
years,
and
so
re-engaging
residents
in
preventative
preventative
medicine.
Excuse
me
is
going
to
be
really
important.
Those
are
the
health
care
screenings
that
are
so
important.
M
C
M
M
Which
is
is
really
what
happened
here.
So
I
think
we
want
to
really
put
that
playbook
on
paper
so
that
we
understand
our
roles.
We
can
mitigate
some
of
those
silos
and
certainly
leverage
our
respective
strengths
as
we
try
to
tackle
the
future.
So
I
think
it's
going
to
evolving,
but
I
do
think
it's
work
that
needs
to
happen.
N
L
What
colbert
has
basically
brought
it
has
brought
folks
in
in
organizations
that
usually
don't
right
to
up
to
a
place
of
a
must,
and
I
believe
that
that's
exactly
that's
exactly
what
it
needs
to
be.
It's
just
one
big
playbook
that
needs
to
just
be
picked
up
whenever
it
needs
to
just
on
any
level
right,
and
I
agree
with
both
that
it's
just
once
that
is
built,
but
again
we're
all
emerging.
L
C
O
O
I
just
wanted
to
start
off
by
just
saying
how
welcoming
chelsea
is
and
just
how
appreciative
I
am
I'm
not
a
resident
of
the
city.
I
work
for
an
organization
that
that
tries
to
serve
the
city,
but
just
in
terms
of
welcomeness
and
the
invitation
to
participate
and
be
part
of
your
community
has
been
really
really
rewarding.
So
just
want
to
thank
you
all
and,
and
thanks
really
to
the
folks
on
this
panel
as
well
too,
for
creating
such
an
inviting
community.
So
just
wanted
to
start
off
with
that.
O
So
we've
had
a
great
opportunity
so
far
to
hear
from
community-based
organizations
in
the
city.
What
that
work
looked
like
how
it
happened,
how
it
involved
city
and
municipal
partners
as
well
too.
We
just
heard
from
our
clinical
partners
and
the
work
that
they
did
and
how
they
interacted
again
with
community-based
organizations
and
with
the
city,
and
so
now
we
have
the
perspective
from
the
municipal
side
of
it
too
so
really
exciting
to
be
up
here,
with
tom,
with
floor
and
with
alex
I'll.
O
Let
you
all
kind
of
introduce
yourself
if
you
want,
if
you
want
to
as
you
go
through
it,
but
we're
going
to
have
a
series
of
questions
similar
to
the
other
format
move
through
those,
and
then
we
look
to
kind
of
really
kind
of
engage
with
you
all
kind
of
part
of
this.
But
later
in
the
discussion
as
well,
so
tom
I'm
going
to
start
with
you.
Can
you
talk
to
us
a
little
bit
about
how
chelsea
government
has
changed
during
kovitt.
H
H
So
I
think
that's
one
way
in
which
chelsea
government
has
changed.
It's
better,
stronger
relationships
which
bode
well
for
the
future.
I
think
the
second
thing
that
I've
often
pointed
out
is
kovitt
did,
I
think,
lead
government
leaders
in
chelsea
to
think
more
broadly
about
the
role
of
government
support
for
its
residents.
H
It
would
have
been
a
hard
argument
to
make
that
local,
municipal
and
government
should
be
involved
in
providing
direct
legal
services
to
our
residents.
It
would
have
been
difficult
to
convince
local
government
that
it
should
do.
It
should
be
appropriating
government
dollars
to
supporting
food
pantries
in
the
city,
even
though
you
know
the
needs
always
had
existed,
I
mean
clearly
before
covid.
We
had
many
many
residents
in
dire
need
of
legal
services
and
we
had
many
residents
in
dire
need
of
food.
It
had
really
faced
food
insecurity.
H
H
H
O
Thanks
tom
too,
so
it's
really
interesting
to
hear
how
that
you
got
that
dissolving
of
borders
that
may
have
prevented
or
not
had,
people
collaborating
as
much
as
they
could
and
then
also
that
dissolving
of
essentially
borders
of
where
activities
should
or
should
whose
responsibility
they
are.
That's
really
really
helpful.
Another
area.
I
think
that
we've
had
to
question
during
the
the
pandemic
is:
how
do
we
really
talk
about
and
do
work
related
to
health
equity
floor?
We
know
from
the
first
health
equity
forum.
O
One
of
the
things
that
really
got
highlighted
was
the
role
of
partnerships,
data
and
action
and
a
rapid
response
and
its
connections
as
we
think
about
the
topic
of
health
equity.
Could
you
talk
about
some
of
those
places
that
are
strengths
that
we
need
to
make
sure
we
maintain,
but
some
of
the
issues,
some
of
those
areas
we
might
need
to
improve
as
well.
A
A
Based
on
that,
I
think
it's
now
going
to
be
more
important
to
sustain
that
and
to
expand
that
infrastructure
in
in
when
what
I
mean
by
that
is
having
that
cross-sector
communication
between
our
providers,
government
cbos,
but
also
bringing
that
to
the
public
to
our
residents,
having
our
residents,
see
themselves
in
that
data
that
we're
collecting
so
that
it
is
meaningful
and
it
is
easier
to
take
action.
So
data
is
definitely,
I
think,
key
moving
forward.
A
And,
lastly,
I
think
I'd
like
to
continue
expanding
or
expand,
who
is
included
on
the
table.
This
echoes
what
joan
mentioned
earlier.
We've
done
again
a
really
good
job
at
including
our
latino
population,
our
black
african-american
population,
and,
I
think,
a
multi-ethnic
group.
However,
in
a
lot
of
my
conversations
and
even
thinking
beyond
to
emergency
preparedness,
what
I
think
we're
lacking
is
our
homebound
population
and
our
population,
who
have
mobility
impairments,
who
have
greater,
I
think,
needs
and
greater
access
needs.
O
Thank
you
floor
too,
and
I'd
be
remiss
too
if
we
didn't,
if
we
didn't
add
on
to
your
point,
at
least
from
our
conversations
too,
that,
like
how
important
kind
of
that
spoken
word,
communications
is,
and
we
can
have
the
data
and
we
can
have
the
relationships,
but
knowing
what
people
are
saying
and
what
they're
feeling
I
just.
I
know
how
you
value
that
as
well
too,
and
so
thank
you
for
that.
O
P
Yeah,
so
you
know,
I
think,
from
our
perspective
as
a
department
of
ten
that
focuses
on
issues
around
housing,
stability,
economic
mobility,
community
development.
You
know
the
pandemic
magnified
trauma.
There
was
a
variety
of
trauma
that
was
widespread
in
the
community.
You
know
that's
spanned
decades,
both
related
to
racial
wealth,
inequities
related
to
economic
repression
and
government
persecution.
P
It
really
spans
the
gamut
and
the
basis
of
a
lot
of
the
work
that
we
do
kind
of
starts
with
understanding
that
spectrum
of
trauma
and
what
it
is.
You
know
where
it
originates
from
how
it
is
triggered.
What
the
stressors
are.
You
know,
chelsea
the
poverty
rate
is
around
20
and
you
know
a
lot
of
research
has
shown
that
poverty
is
correlated
with
mental
health,
physical
well-being
and
public
health
outcomes.
P
So
when
it
comes
to
designing
and
implementing
you
know,
programs,
you
know
we
try
to
take
a
collaborative
approach.
That
brings
not
just
housing
and
economic
experts
to
the
table,
but
experts
from
mental
health,
behavioral
health,
organizing
a
different
variety
of
different
variety
of
of
areas
to
create
these
initiatives
and
to
implement
these
initiatives
with
us
and,
most
importantly,
to
evaluate
whether
or
not
we're
effectively
addressing
the
root
cause
of
issues
that
are
affecting
residents.
P
Ultimately,
you
know
many
of
the
programs
that
we
oversee
and
collaborate
with
that
are
state
funded.
You
know
occur
almost
in
in
a
vacuum
and
we've
been
making
it
a
priority
to
kind
of
break
down
those
silos
in
order
to
provide
wrap-around
services
and
a
variety
of
mental
and
behavioral
health
services
to
folks
that
are
enrolled
in
rental
assistance,
programs
or
job
search
programs,
since
all
of
the
clients
and
all
the
residents
that
we
try
to
assist,
have
suffered
some
form
of
trauma
or
are
undergoing
some
form
of
you
know:
mental
or
behavioral
health
crisis.
O
Thank
you
alex
too,
and
so
I
think,
just
to
kind
of
connect.
You
and
tom's
comments
as
well
too.
Is
that
sometimes
we
think
that
the
purview
of
some
of
this
work
is
if
we
talk
talk
about
trauma-based
care,
it's
only
in
the
clinical
system,
but
it's
just
it's
just
so
encouraging
and
really
amazing
to
hear
coming
from
essentially
housing
community
development,
particularly
within
a
municipal
setting.
So
thank
you
for
that
tom
big
question.
How
is
the
city
preparing
for
the
future.
H
So
I'll
talk
about
both
so
the
regional
collaboration.
We
were
always
part
of
a
not
suffolk
public
health
collaborative
but
prior
to
covid
other
than
a
meeting
here
or
there.
That
collaborative,
really
wasn't
a
cohesive
effort
since
covet
it
has
become
very
cohesive.
We
practically
meet
at
least
once
a
week,
if
not
twice
a
week.
We
we
have
a
shared
epidemiologist.
H
O
Thank
you
tom,
too,
and,
and
I
think
many
of
us
know
even
from
our
own
habits
right
how
hard
it
is
sometimes
to
not
go
back
to
an
old
habit.
You
kind
of
build
that
response
for
a
moment.
Sometimes
you
want
to
fall
back,
and
so
just
really
interesting
again
to
hear
that
kind
of
very
forward
look
and
kind
of
push
around
that
too.
So
thank
you
tom,
so
floor.
O
A
A
It
brings
cbo's
providers,
research,
academic
institutions
together
to
mitigate
a
problem
that
we
know
is
cross-sector,
not
one
department,
not
one
dimension
is
going
to
solve
it
because
it
is
a
broad
it's
a
broad
system,
so
definitely
advocating
for
more
capacity
in
in
the
in
the
department.
I
also
think
we
need
to
advocate
for
more
resources,
not
just
from
our
community,
but
also
from
our
state
and
our
government
in
general.
A
I
think,
echoing
some
of
the
not
or
not
quoting
verbatim,
but
one
of
chris's
expressions
last
year
was
look
at
what
we
can
do
when
we
have
the
funds.
We've
transformed
a
city
from
having
the
highest
cases
of
coved
to
the
highest
rates
of
vaccination,
and
it
is
because
we
had
funds
from
the
state.
We
have
an
ability
to
fund
our
ambassadors,
many
of
whom
are
present
here
right
now,
and
so
in
order
to
reach
our
our
goals,
our
public
health
goals.
A
We
need
support
financial
support
to
do
that
and
again,
this
is
the
question
that
our
cbo's
answered
so
eloquently
we're
advocating
with
one
another,
and
our
providers
also
echo
this.
It
is
going
to
take
a
village
to
tackle
the
inequities
that
we
see
in
the
city.
It
has
been
it's
chronic,
it's
not
just
because
of
coved.
It
has
been
a
long-standing
issue.
I
was
raised
in
chelsea.
A
I've
lived
here
since
the
age
of
nine
and
I'm
really
excited
to
be
part
of
this
change
right
now,
because
I
think
that
is
what
we
are
seeing
at
this
moment.
It
is
a
pivotal
moment
that
we're
in
and
as
a
resident
as
a
person
who
has
family
here
never
before
have
I
heard
or
seen
or
experienced
this
momentum
and
and
just
I
think,
advocacy
for
for
public
health.
So,
yes,
speaking
to
all
of
us
for
all
of
us
at
this
moment,.
O
Thank
you
floor
too,
and
I
and
I
hear
you
lifting
up
kind
of
again
that
that
difference,
sometimes
that
we
draw
between
equity
and
equality
right.
Sometimes
equality
means
what
we're
giving
everybody
the
same
thing,
but
that's
not
what
we're
looking
for
here,
we're
looking
to
go
deeper
in
a
sustained
way
in
a
way
that
kind
of
meets
people
where
they
are
and
gets
it
to
a
place
of
wellness.
Absolutely
thank
you
alex.
O
I
think,
picking
up
on
a
point.
Floyd
is
really
touching
on
the
fact
that
it's
kind
of
all
of
us
housing
is
critical
to
the
intersectionality
of
applied
local
public
health,
knowing
that
what
are
the
key
priorities
for
the
housing
and
community
development
department,
and
how
are
you
aligning
with
public
health
priorities.
P
So
we
have
a
lot
of
priorities,
particularly
as
we're
emerging
from
from
the
pandemic,
but
I'll
hone
in
on
on
a
handful,
starting
with
housing
stability.
I
think
one
of
our
key
priorities
that
we're
advocating
for
both
at
the
state
level,
as
well
as
distilling
into
programs
and
policies
at
the
local
level,
is
employing
a
housing
first
model.
You
know
recognizing
that
residents
can't
overcome
many
of
the
obstacles
and
the
pernicious
inequities
that
they
face
without
having
safe,
secure,
affordable
housing.
P
You
know
you
can't
get
clean
if
you
don't
have
a
safe
apartment
that
you
know
you
can
afford
that
month.
You
can't
overcome
mental
health
challenges
if
you
don't
have
a
place
that
you
feel
safe
in
that
you
feel
like
you
have
refuge
in
and
so
identifying
and
driving
an
agenda
of
affordable
permanent
housing,
as
well
as
supportive
services
is
at
the
forefront
of
our
housing
agenda
on
the
sort
of
resilience
side.
P
You
know
the
pandemic,
I
think
highlighted
for
many
people
outside
of
chelsea,
the
interconnectedness
between
environmental
factors
like
air
pollution
and
contamination
and
and
public
health,
and
how
that
makes
communities
like
chelsea,
vulnerable
communities
like
chelsea
with
predominantly
residents
of
color,
are
inherently
more
vulnerable
to
future
pandemics,
as
well
as
to
poverty
and
other
economic
issues
than
more
affluent
white
communities.
So
we're
focusing
a
lot
on
social
resilience.
P
You
know
both
the
dressing,
the
social
systems
that
are
in
place
or
should
be
put
into
place
to
ensure
that
when
we
have
another
disaster
like
a
climate
event
or
another
pandemic,
we
can
bounce
back
quicker
and
more
healthy
fashion
and
we're
also
tackling
the
built
environment
as
well,
as
you
know,
the
the
general
sort
of
environment
by
tackling
issues
around
heat
and
air
pollution
and
contamination,
since
those
are
interconnected
with
with
public
health.
Lastly,
you
know
on
the
the
economic
front,
you
know
as
we're
kind
of
emerging
through
through
the
coming
months.
P
The
economic
recovery
that
lays
ahead
is
already
falling
into
place
to
look
like
the
same
economy
that
we
had
before
the
pandemic,
and
that
was
the
economy
that
you
know
exploited
workers
in
chelsea
that
depended
upon
cheap
labor
and
we're
advancing.
You
know
numerous
initiatives
right
now
to
attract
high
quality,
sustainable
living
wage
jobs
to
chelsea,
with
benefits
and
high
wages.
That
residents
can,
you
know,
attain
and
see
some
upward
economic
mobility
simultaneously.
P
You
know
we're
deepening
our
efforts
in
workforce
development.
This
wasn't
a
place
where
the
city
was
active
before
the
pandemic,
including
you
know,
job
navigation
services
and
funding
workforce
training
both
in
the
construction
trades
professional
areas,
as
well
as
healthcare
and
education,
in
order
to
work
with
residents
to
attain
new
employment
and
skills
going
forward.
O
Think
that
that
is
a
real
worry
and
it's
great
that
you're
about
that
work
and
I
was
gonna
just
connect
the
one.
I
think
sarah
in
the
first
panel
to
use
that
term
exposure,
and
then
you
brought
that
up
and
like
what
are
the
changes
that
we
can
do
to
make
sure
people
are
being
exposed
to
more
environments,
more
conditions
that
really
support
well-being,
as
opposed
to
some
of
the
ones
that
could
cause
greater
risk
and
harm.
Well
I'll.
O
Just
pick
up
on
that
note
great
just
to
just
end
us
too,
that
that
I
think
sometimes
we
can
think
about
government
or
kind
of
our
municipal
partners
as
kind
of
being
back
on
their
heels
flat
on
their
feet
or
on
their
toes.
But
I
think,
based
on
the
conversation
that
we
just
had
here,
we
see
you
all
are
on
your
toes
leaning
forward
right
thinking
about
what
is
that
kind
of
way
that
we
can
lean
in
to
be
actionable
around
these
problems
and
do
it
in
a
collective
manner
too.
D
All
right,
hi,
everyone
welcome
to
our
last
panel
of
the
day,
our
home
stretch,
but
we're
going
to
be
talking
to
the
external
partners
today.
So
I'm
really
excited
to
hear
from
you
all.
I
know
I've
had
less
of
an
opportunity
to
work
directly
with
some
of
you,
so
I'm
excited
to
hear
everything
that
you
all
have
to
say.
D
I
think
we're
going
to
get
the
slides
up
soon,
but
maybe
we
could
get
started
and
folks
could
start
introducing
themselves
and
addressing
the
first
question
and
then,
when
the
slides
come
up,
we
can
transition
back
into
that.
If
that
sounds,
okay,
sure
great
cool.
So
I
think
our
first
question
is
going
to
be
for
the
chelsea
project
and
idx
20..
Both
of
these
institutions
were
founded
in
response
to
covid.
D
I
Okay,
so
good
afternoon,
everybody,
so
my
name
is
irene.
Bosch.
I'm
representing
here
idx20
is
a
small
startup
that
had
been
with
a
pleasure
to
work
with
the
chelsea
project
for
the
last
three
months
here
in
chelsea
with
us,
we
have
our
team
members,
daniela
alex
alexis
and
jose
gustavo.
So
thanks
for
being
here.
I
I
So
this
project
consists
of
a
very
affordable,
rapid
test
and
I'll
explain
later,
why
so
affordable
and
that
allowing
people
to
know
very
early
if
they
have
the
virus.
So
your
question
again
was
about
what
we
have
learned
from
from
doing
this
experience
right,
or
do
you
want
to
phrase
it
again
here
tomorrow.
I
So
even
after
the
omicron
wave
have
had
passed,
we
were
able
to
maintain
a
consistency
and
the
sense
of
protection
and
the
sense
of
assurance
and
understanding
what
this
antigen
test
for
kovids
do.
So
that's
a
huge
sort
of
benefit
of
learning
that
we
were
able
to
do
that.
Do
we
want
to
expand
that,
of
course,
and
that's
what
we
will
you
know
briefly
talk
about
as
we
go
in
this
panel
cool.
I
This
for
me,
okay,
so
the
next
one,
oh
yeah,
so
now
that
we're
just
looking
at
some
slides-
and
there
are
just
a
few
slides-
I
wanted
to
introduce
you
and
and
all
of
our
audience
to
what
we
have
we
will
face
in
the
next
couple
of
months,
so
with
a
very
important
coalition
of
the
city
of
chelsea
and
flor.
Here
I
have
to
say
you
know.
99
of
what
we
do
depends
on
your
very
positive
collaboration.
I
This
is
a
unique
opportunity,
because
there
were
two
big
up
grants
offered
in
the
whole
country.
One
was
given
to
the
beth
israel
hospital,
the
other
one
to
this
team
and
samantha's
here
as
well,
and
thank
you
for
for
that,
and
the
basic
idea
is
that
tests
that
are
antigen
for
kovid
can
be
super
affordable
and
the
way
to
do
that
is
to
validate
and
study
these
various
tests
that
we
have
in
our
hands
so
that
to
show
that
they
can
be
a
really
good
tool
for
monitoring
disease.
I
We
take
the
opportunity
to
validate
this
test
and
simulate
how
they
work
in
the
lab,
with
demonstrating
with
real
world
application,
like
the
one
we're
doing
here
in
chelsea
that
people
are
able
to
use
them
in
their
in
their
homes,
use
them
in
their
communities
and
have
the
results
immediately.
Whether
there
is
a
presence
or
not,
of
the
covet
virus,
on
top
of
you
know
this
task
of
validating
tests.
I
We
will
then
learn
how
to
report
the
data
that
we
get
in
this
devices
to
the
to
the
authorities
and
the
health
authorities,
so
that
we
have
a
something
that
was
mentioned
here
before
in
this
forum,
the
very
crucial
communication
between
decisions
that
the
city
has
to
take
to
protect
their
individuals
and
what
we
find
in
the
in
the
research.
So
that
piece
of
how
do
we
communicate
all
the
data
gather
through
the
months
eventually
to
the
health
authorities?
I
That's
also
part
of
what
we
need
to
do
through
this
project,
and
I
think
this
is
it
for
the
project
for
the
ames
and
just
want
to
have
the
last
slide
yeah.
So
so,
basically,
the
outcomes
will
be,
of
course,
to
look
at
the
performance
of
these
rapid
tests,
they're
of
great
use,
because
their
prices,
eventually
in
the
community,
will
be
very
affordable
to
what
comparatively
is
now
and
also
then
learn
more
about
surveillance
and
mitigation
of
kobit
in
general
and
in
the
audience.
I
So,
ideally,
this
new
project
will
link
to
the
epidemiologists
that
it
exists
here
to
the
epidemiologists
that
have
been
working
for
the
last
almost
two
years,
so
that
we
have
two
branches,
wastewater
monitoring
and
rapid
test
human
monitoring,
because
the
rabbit
test
itself
not
is
not
just
a
diagnostic
tool.
But
it's
a
monitoring
tool.
That's
basically
sums
up
project
and
then
I
think
flor,
that's
the
last
slide
yeah.
So
we
can
continue
yeah.
D
N
Yeah,
no
problem-
I'm
really
happy
to
be
here
today,
thanks
for
inviting
us.
So
yes,
as
sarah
was
mentioning,
we
wanted
to
present
the
chelsea
project,
which
actually
dan,
is
a
member
barry
chris
and
floor
and
karthik,
and
then
obviously
we're
working
really
closely
with
irini
and
all
of
her
team
here
today.
N
So
it
really
is
a
collaboration
that
reaches
across
many
different
entities
within
chelsea,
and
then
myself
and
karthik
dinakar,
actually,
researchers
from
a
non-profit
called
center
for
complex
interventions
and
really
what
our
focus
of
our
work
is
around
bringing
science
to
communities
and
really
understanding
that,
when
you're
implementing
scientific
solutions,
you
really
have
to
understand
what
are
all
the
second
order
effects
of
those
of
those
programs.
So
how
does
irini
mentioned
wastewater
is
like
a
big
thing
that
we
did.
N
How
does
wastewater
connect
to
the
community
to
the
testing
program
that
we're
implementing
now,
because
all
of
it
needs
to
be
connected
in
order
to
be
successful
so
on
the
next
slide,
I
can
go
through
just
a
brief
overview
of
the
things
that
we've
done
so
we
started
early
on
in
the
pandemic
and
really
there
were
three
different
major
interventions
and
they're
all
related.
The
first
was
to
implement
wastewater
testing,
and
this
was,
I
think,
chelsea
actually
was
one
of
the
first
cities
to
do
this.
N
We
installed
wastewater
samplers
in
four
different
areas
of
the
city
to
really
get
a
sense
of
how
prevalent
coped
was
overall,
but
also
to
figure
out.
Are
there
certain
parts
of
the
city
that
are
going
to
be
experiencing
spikes
in
cobit
and
then
what
we
were
able
to
do
with
that
data
is
share
it
with
the
community,
so
we
shared
it
with
priya's
team
who
had
the
mobile
testing
van.
N
We
shared
it
with
chris
at
la
collaborativa
and
the
pro
motorist
program,
so
they
knew
okay,
which
areas
should
we
be
going
to
talk
to
people
about
getting
tested?
Because
that's
really,
what
we
want
to
be
doing
is
catching
people
before
they
spread
it
to
others.
So
that's
the
targeted,
pcr
testing
and
then,
of
course,
the
community-led
communication
is
really
focused
on
chris's
great
work
in
the
clampartes.
J
N
Work
on
the
promotorus
program
and
really
educating
residents
about
covid.
So
it's
the
covet
education
piece,
but
then
also
learning
from
the
community
in
those
conversations
so
really
understanding
what
are
their
concerns
about
covid?
What
are
questions
that
they
have
and
then
the
chelsea
project
team
could
go
back
to
our
academic
networks
and
figure
out.
Okay,
can
we
can
we
give
answers
to
the
community
that
can
that
can
help
move
this
forward?
N
So
on
the
next
slide,
we
talk
a
little
bit
about
our
current
focus
moving
forward.
So,
as
aurini
mentioned,
we
have
this
great
research
grant
from
the
fda
to
continue
the
rapid
testing
program.
We're
really
excited
to
do
this
work
because
we
feel
like
now
that
we're
entering
this
new
normal,
where
covid
will
always
be
a
part
of
our
reality,
it'll
be
really
important
to
educate
people
about
how
to
keep
themselves
safe.
N
I
think
we've
got
some
interest
from
a
few
from
a
few
towns,
but
we
really
need
to
understand
what
our
aspects
of
the
chelsea
project
can
that
can
be
replicated,
because
obviously,
chelsea
is
a
very
unique
community
and
all
communities
are
going
to
have
different
challenges
so
trying
to
figure
that
out
and
then
the
third
aspect
is
just
something
that
we
learned,
especially
through
our
work
with
the
promotorus.
Is
that
one
of
the
key,
I
think,
gaps
that
we
were
filling
was
this
communication
of?
What
is
the
research
like?
N
What
is
the
latest
happening
in
the
scientific
community?
And
how
do
we
get
that
to
the
community
itself
because
really
that's
a
very
hard
gap
to
fill,
and
especially
in
real
time?
So
that's
one
where
we're
like.
Okay,
we
did
a
good
job
in
covid,
but
how
do
we
do
this
more
broadly
and
on
a
more
consistent
basis?
N
And
then
I
think
the
next?
I
don't
know
what
the
next
slide
is.
I
don't
remember.
Oh
okay,
summary
yeah,
so
just
summarizing
just
identifying
infrastructure
that
we've
already
implemented
and
the
main
the
main
example
here
is
wastewater
that
we
really
should
continue
and
find
a
way
to
make
it
sustainable
financially.
N
The
second
is
continuing
and
improving
the
data
sharing,
which
I
already
mentioned
so
finding
a
way
to
make
that
more
consistent
and
then
finally
trying
to
share
our
learnings
with
other
towns,
but
then
also,
I
think
this
was
mentioned
in
the
cbo
panel,
trying
to
share
that
more
broadly.
So
one
thing
that
our
group's
also
talking
about
is
publication.
N
I
think
both
the
the
general
like
nation,
more
like
public
general
public,
needs
to
learn
what
we
did.
But
actually,
I
think
the
academic
community
really
needs
to
understand
what
we
did
here
as
well,
because
I
think
that
although
there's
so
much
great
research
going
on
in
the
academic
medical
communities
that
it
again,
it's
very
hard
to
reach
people
in
their
everyday
lives,
and
so,
if
there's
ways
that
we
could
get
others
to
see
how
they
might
be
able
to
do
that
better.
I
think
that
would
be
good
for
everybody.
N
D
Thank
you.
I
think
one
thing
that
you
touched
on
was
about
how
covert
is
part
of
this
new
normal
in
our
community.
Now
I
think,
that's
really
important
to
think
about
in
the
context
of
like
institutions
and
residents,
maybe
losing
interest
in
talking
about
covet
or
doing
covert
related
work.
So
I
think
a
question
for
all
three
of
you
is
what
parts
of
your
covet
response
and
your
covert
work
do,
you
think
can
be
applicable
for
the
future,
and
how
do
you
plan
on
continuing
to
do
that?
Q
Q
It's
led
by
the
chelsea
police
department,
but
it
is
not
owned
by
the
chelsea
police
department,
it's
owned
by
the
city
and
so,
for
example,
the
schools
department,
dcf
department
of
children,
families,
cambridge
health
alliance,
chelsea
housing
authority,
mgh,
north
suffolk,
mental
health,
the
quartz
elliott,
human
services,
catholic
bay,
cove,
east
boston,
neighborhood
health
center.
They
have
an
east
boston,
hub
housing,
families,
tnd
boys
and
girls,
club
kind
pair
boys,
mystic
valley,
elder
services.
Rosie's
plays
dta
dhcd,
the
neighborhood
developers.
Q
Those
are
all
organizations
that
come
together
every
week
at
the
police
station
to
to
take
a
look
at
individuals
and
families
that
are
highly
at
risk.
And
then
teams
are
mobilized.
We
go
do
an
intervention
and
then
we
try
to
get
connect
them
to
the
services
that
they
need
to
get
them
out
of
that
risk.
And
then
we
report
back
to
each
other,
so
we
meet
every
week
to
do
that
to
get
families
and
individuals
out
of
harm's
way.
Q
So
I
think
in
many
ways
the
hub
is
a
model
for
how
a
lot
of
the
things
that
we've
done
in
the
city
since
2015
have
come
to
be,
including
the
chelsea
project,
because
it
it
creates
a
hub
mindset.
It's
a
rapid
response
mechanism.
It
gives
you
this
can-do
attitude
like
if
there's
a
problem.
We
know
we
can
fix
it.
You
know
it
it.
It's
the
ultimate
salabuster.
I
think
one
of
the
health
health
presenters
was
talking
about
not
not
working
in
silos
and
that's
what
we
do.
Q
I
just
want
to
give
you
a
quick
example:
one
of
the
community
partners-
that's
in
the
room
today
had
an
issue
where
an
individual
was
struggling
with
mental
health
issues
became
a
threat
to
them
right.
He
had
mentioned
about
buying
guns
and,
and
they
were
very
concerned,
they
might
have
just
shoot
him
away
in
the
past
or
maybe
called
the
police,
and
the
police
probably
would
have
not
known
what
to
do
other
to
make
sure
he
cleared
him
out
of
the
way
right.
Q
So
we
were
able
to
dig
deeper
and
find
out
what
happened
in
partnership
with
the
organization.
What
happened
in
this
person's
life?
Why
was
this
person
doing
this?
Why
is
he
being
kicked
out
of
his
apartment?
You
know-
and
currently
just
so,
you
guys
know
he's
in
a
safe
place,
but
those
connections
all
happen
with
fast
phone
calls,
and
that
is
the
mechanism
in
which
people
are
going
to
get
out
of
harm's
way.
Q
So
we
in
the
city
have
a
hub
mindset
and
we're
very
proud
to
work
under
the
leadership
of
tom
ambrosino,
because
he
fully
supports
the
hub,
the
you
know,
police,
chief,
brian
kaise
and
captain
dave
batchelor,
who
who
it's
under
his
community
services
division.
It's
how
the
police
department
is
putting
the
people
that
are
at
risk
in
the
hands
of
the
housing
professionals
in
the
hands
of
the
use.
Professionals
in
the
hands
of
mental
health
professionals,
so
the
police
don't
have
to
interact
with
them.
Q
We
communicate
very
frequently
and
consistently
we
meet
on
a
weekly
basis
and
have
developed
many
channels
of
communication
which,
when
karthik
called
me
at
the
height
of
the
pandemic-
and
he
was
telling
me
all
these
things
that
mit
wanted
to
do.
I
was
like
you
don't
need
to
be
talking
to
me.
You
need
to
be
talking
to
barry.
Q
You
need
to
be
talking
to
tom,
so
that's
when,
when
we
started
to
have
more
broader
commerce
conversations
and
that's
sort
of
how
the
chelsea
project
evolved,
I
I
knew
that
I
wasn't
the
person
to
to
to
do
that.
Other
people
would
do
that.
So
I
think
in
my
role
I
serve
as
a
connector.
I
know
that
this
person
does
this,
and
I
know
that
person
does
that
you
guys
talking
and
I'll
be
on
my
merry
way,
and
you
know
I.
Q
I
think
that
that's
ultimately
why
chelsea
is
as
successful
as
it
is.
The
eviction
task
force
is
modeled
loosely
after
the
hub
and-
and
I
think
the
hub
is
great,
but
the
eviction
task
force
is
incredible,
that
it
started
off
as
a
way
to
support
individuals
that
are
facing
eviction.
Now,
it's
just
homelessness
in
general,
and
what
alex
does
with
that
team
is
incredible.
We
created
the
downtown
task
force
for
an
audience
of
one
mr
tom
ambrosino.
He
comes
every
week
every
thursday
at
noon.
Q
He
he
meets
with
the
team
that
includes
the
police,
the
the
outreach
workers,
the
navigators
catholic,
the
the
courts.
You
know
everybody's
there
inspectional
services,
and
we
take
a
look
at
why
certain
areas
of
the
city
are
problematic,
why
people
are
overdosing
here.
You
know
why
do
people
feel
unsafe
here
and
then
we
respond
very
quickly
and
we
provide
updates
via
photos
for
tom
to
make
sure
that
he's
happy
and
then
the
city
feels
better.
It's
it's
a
it's
a
great
way
for
us
to
be
I'll.
Q
Just
end
with
this,
when
I
first
started
working
in
chelsea
in
around
2013-14
people
used
to
walk
over
people
on
broadway,
they
were
passed
out.
They
would
walk
over
them
or
around
them.
Now
I'll
get
a
call
saying
dan
there's
a
woman
she's
passed
out
at
the
bus
stop
and
it
looks
like
she
needs
help
and
so
I'll
send
her
navigator,
because
I
can
call
him
right
away.
Navigator
gets
her
two
minutes
later
and
he
calls
him
back
and
says
dan.
It's
a
college
student.
Q
Q
Well,
I
think
that
the
members
of
the
chelsea
hub
here
we've
we've
we're
approaching
a
thousand
individuals
and
families
that
we've
interacted
with
with
another
300
or
so
that
we
took
care
of
like
this
individual
that
I'm
talking
about
he's,
never
going
to
be
pres
well,
he
might
be
presented
on
tuesday,
but
that
was
presented
to
us
very
recently
and
we
mobilized
very
recently.
So
I
think
the
hub
is
a
is
sort
of
like
a
landing
spot
for
for
issues
that
the
that
that
families
and
individuals
are
are
facing
that
that
are
impacted
by
covid.
Q
So
during
covet
we
we
met
virtually.
We
were
very
worried
that
we
were
going
to
be
able
to
continue
the
hub,
but
we
figured
out
that
just
like
everyone
else
said
that
we
can
do
it
virtually
and
our
our
situations,
then
we
don't
call
them
cases.
The
situations
rose.
We
went
from
two
to
three
a
week
to
about
seven
to
eight
a
week,
and
these
are
these
are
families
that
were
facing
eviction.
These
were
families
that
were
facing
all
sorts
of
problems
utilities.
I
So,
okay,
so
if
I
understand
your
question,
we're
trying
to
discuss
basically
challenges
ahead
and
what
to
do
basically
with
its
new
faith
in
which
we
are
so
I
just
want
to
announce
something.
We
don't
know
what
kovit
is
going
to
look
like,
because
nobody
knows
that
and
if
you
say
you
know
well,
it
probably
is
not
true.
So,
but
with
covet,
everything
is
new.
This
is
a
pandemic
that
happened
to
the
whole
world
and
nobody
has
the
authority
to
say
no,
oh,
we
don't
have
any
more
coping.
Why
do
I?
I
The
one
thing
that
is
actually
very
true
is
that
if
you
are
vaccinated
and
you
are
protected
from
this
disease,
the
numbers
of
cases
will
go
down
so
just
to
put
that
in
perspective,
we
all
see
the
ups
and
downs
of
the
epidemic
in
the
last
two
years,
almost
like
a
amount
and
it
goes
up
and
down
and
that
probably
will
persist
for
a
while
and
a
while
could
be
another
year
two
years.
We
really
don't
know
in
the
face
of
that
scientifically
speaking
problem.
I
I
How
do
you
predict
where
the
main
problem
might
be
so
apparently
cdc
have
said
that
perhaps
it's
not
so
much
on
cases
but
per
se,
but
cases
that
go
to
hospital?
We
don't.
We
don't
really
know
that
so
one.
So
one
big
conclusion
that
I
would
come
to
say
today
is
that
let's
do
what
we
know
what
to
do.
Let's
do
something
that
is
easy
enough
to
do,
and
one
of
those
easy
things
to
do
is
to
test
the
population
with
an
affordable
way
to
do
it,
and
also
do
it
fast.
I
So
that
fast
means
the
moment
that
I
have
the
virus.
He
knows
so
that's
what
it's
cold
fast
and
that
I
can
see
it.
So,
of
course,
if
you
go
to
the
hospital,
then
you
can
get
diagnosed
the
next
day,
but
that's
a
lot
of
resources
that
going
to
do
that.
There
are
many
other
ways
to
do
it.
So
if
we,
in
my
opinion,
we
should
continue
eagerly
the
antigen
test.
Nowadays,
the
antigen
tests,
the
little
cassettes
you
have
are
a
hundred
times
better
than
they
were
two
years
ago.
I
We
were
there
in
2020
we're
now
in
2022.
We
know
that
so
I
totally
are
very
convinced
that
one
ways
to
to
go
ahead
is
to
be
in
the
prevention
mode
and
be
very
attentive
and
protect
our
population
by
testing,
and
even
though
it
could
be
an
effort
to
do
it
as
a
routine.
We
can
learn
how
to
do
the
routine.
The
same
way
we
brush
our
teeth
because
I'm
sure
sometimes
you
don't
want
to
brush
your
teeth,
but
you
have
to
so
anyway.
I
That's
how
I
see
moving
forward
and
then,
of
course,
with
the
public
health
hand-to-hand
with
what
we
do
as
a
research
project.
It's
crucial
because
the
population
looks
at
them
at
those
umbrellas
to
to
enact
and
to
do
what
they
do.
So
we
do
need
to
work
closely
with
the
health
authorities
in
chelsea.
N
I
think
the
only
other
thing
I
would
add,
I
love
what
irini
said
is
just
that
emphasizing
to
people,
because
I
I
do
see
that
it's
difficult.
You
know
people
feel
like
oh,
the
pandemic's
over
we're
in
a
new
normal,
and
we
just
kind
of
accept
where
we're
at
and
I
think
to
irene's
point.
This
is
the
time
for
preparation.
It's
like
you
know.
N
I
think
that
linking
linking
the
lessons
from
kovit
into
more
general
public
health
might
be
a
more
effective
strategy
and
I'll
also
mention
that's
the
other
reason
we
think
wastewater
testing
is
important
to
continue,
because
it
is
a
really
low
cost
way
to
continue
monitoring
and
collect
data,
and
you
know
everyone
contributes,
but
it's
anonymous
and
no
one
has
to
really
make
any
effort.
So.
Q
It's
it's
a
really
wonderful
thing,
but
we
we
explain
how
yes,
we
have
the
hub,
but
we
also
respond
very
quickly
to
everything
so
seeing
dining
gladys.
I
think
to
answer
that
question:
we're
ready,
we're
gonna
respond.
You
know
with
the
work
that
chris
does
and
everybody
else's
part,
not
just
part
of
the
chelsea
project,
but
everybody
else
in
the
city.
You
know
we're
battle,
tested
and
battle,
ready.
D
Cool,
thank
you
so
much
for
that
dan.
I
know
we
are
coming
up
on
time,
but
I
do
want
to
end
on
that.
On
that
note,
and
just
ask
you
all
to
briefly
talk
about
like
how
are
ways
that
you're
going
to
plan
on
replicating
the
work
that
you're
doing.
I
know
you
mentioned
that
you've
been
doing
that
already.
So
I
would
love
to
hear
more
about
that
from
all
of
you.
Q
G
I
G
Q
Q
D
H
Well,
I'm
going
to
be
very,
very
brief.
First,
I
just
want
to
thank
everyone
for
taking
part
in
today's
event.
I
really
do
think
it's
important
to
take
a
step
back,
think
about
lessons
learned
through
a
crisis
like
we've
been
through
and
really
think
hard
about.
How
can
we
be
better
prepared
for
the
next
one?
I'm
not
sure
that
we
can
be
so
certain
that
the
next
crisis
is
going
to
be.
You
know
some
another
pandemic,
or
even
a
public
health
crisis.
H
It's
quite
possible
could
be
some
climate
crisis
or
some
crisis
caused
by
a
foreign
enemy
of
the
united
states.
Who
really
knows
what
the
next
critical
problem
facing
chelsea
will
be,
but
I
think
we've
learned
that
to
emerge
from
any
kind
of
crisis
like
that,
we
have
to
maintain
these
strong
collaborative
partnerships
that
we've
had
with
our
social
service
organizations,
and
the
city
has
to
be
create
its
own
internal
infrastructure.
H
We
have
to
be
better
prepared
than
we
were
for
when
covet
hit
in
march
of
2020,
and
I
think
we
will
be
based
on
what
we've
learned
during
the
last
24
months.
So
again,
I
just
want
to
thank
everyone
for
taking
part.
I
think
now
barry's
going
to
take
over
and
moderate
some
sort
of
working
session,
I'm
going
to
have
to
bow
out,
but
again
the
city
very
much
appreciate
all
your
time
and
effort
for
this
forum.