Governor Baker Unveils Fiscal Year 2016 Budget Proposal

Governor Baker Unveils Fiscal Year 2016 Budget Proposal $38.062 billion proposal increases investments in education, local aid, transportation; holds line on taxes and curbs overall spending growth to 3% BOSTON – Today, the Baker-Polito Administration filed a budget proposal with the Legislature for Fiscal Year 2016 that right-sizes state government and fuels economic growth across the Commonwealth. The budget recommendations include increased investments in local aid, education, homelessness and reliable transportation, while instituting reforms to curb overall spending, and holds the line on new taxes and fees. “Our budget today sets the stage for a competitive and stable economic environment by making investments essential to future growth,” said Governor Baker. “By right-sizing the budget now and investing in transportation, education and our communities, we are making Massachusetts a better place to live, work and raise our families. This budget will allow our economy to grow, strengthen our schools, and build healthy communities across the Commonwealth.” “Massachusetts families make tough choices to live within their means and they expect lawmakers to do the same with their hard-earned taxpayer dollars,” said Lt. Governor Polito.  “This budget proposal responsibly addresses our deficit while maintaining our commitment to boost local aid in our cities and towns, support schools and set the tone for a healthy economic environment.” “The budget we are filing today solves a $1.8 billion budget gap while maintaining core state services and providing increases to many priorities,” said Administration & Finance Secretary Kristen Lepore.  “We accomplished this without raising fees, taxes or drawing down on the stabilization fund – the first time it has not been used in four budget cycles.” View the Governor’s FY2016 Budget Recommendation. Creating An Environment for Economic Growth Since day one, the administration has focused on crafting an economic environment suitable for long-term sustainability and growth, starting with steps to ease the burdens placed on our families and businesses. [if !supportLists]·       [endif]Swift action to address a $768 million inherited budget deficit without drawing from the stabilization fund, new taxes, fees or cuts to the Department of Children and Families and local aid. [if !supportLists]o   [endif]No new or increased taxes or fees. [if !supportLists]o   [endif]A 90-day regulatory pause. [if !supportLists]o   [endif]An Executive Branch-wide hiring freeze saving tens of millions of dollars. [if !supportLists]·       [endif]Taking steps to double the Earned Income Tax Credit (EITC), allowing the hardworking people of Massachusetts to keep more of their income to support their families. [if !supportLists]o   [endif]Increasing the EITC from 15% to 30% of the federal limit by phasing out the Film Tax Credit over two years. [if !supportLists]·       [endif]Announced an ‘End Family Homelessness Reserve Fund’ allocating $20 million to reorganize the state’s approach around prevention, shorten the length of shelter stays through the Executive Office of Health and Human Services and reduce the use of hotels and motels for Emergency Assistance. [if !supportLists]o   [endif]The Department of Health will see a $2 million increase for homelessness support services. [if !supportLists]o   [endif]Short-term housing assistance will see a $1.5 million increase through the HomeBASE program. Investments to Fuel Economic Growth The administration’s Fiscal Year 2016 budget makes significant investments in local aid, education, transportation and our Gateway Cities to provide a catalyst that strengthens our communities and allows our businesses to grow. Local Aid: [if !supportLists]·       [endif]Fulfilling pledge to protect and increase unrestricted local aid by 3.6% to $980 million, based on conservative Gaming and Lottery revenue growths. This increase also fulfills the administration’s commitment to boost local aid by 75% of projected revenue growth. [if !supportLists]·       [endif]Investment in the administration’s newly-crafted Community Compact Cabinet, led by Lt. Governor Polito, to enhance the state’s partnership with our cities and towns. Education: [if !supportLists]·       [endif]Launched a Workforce Skills Gap Cabinet in effort to get workers the skills they need to compete for the jobs of Massachusetts’ future. [if !supportLists]·       [endif]Increase of $105.3 million in Chapter 70 education funding, including a minimum of at least $20 per pupil to all 321 school districts for a total of $4.5 billion. [if !supportLists]·       [endif]Consolidating 11 Partnership Schools Network programs into one streamlined and more effective grant program for underperforming schools. [if !supportLists]·       [endif]A restoration of $1.2 million for METCO programming. [if !supportLists]·       [endif]$1.5 million to improve early education and care licensing, including the use of hand-held devices for real-time, on-site data entry. [if !supportLists]·       [endif]An average 3% increase to higher education campuses, including the University of Massachusetts system, state universities and community colleges. Transportation: [if !supportLists]·       [endif]An overall increase in transportation funding by $109 million, or 20%. [if !supportLists]·       [endif]A 53% increase over Fiscal Year 2015 in direct aid to the MBTA, from $122.5 million to $187 million for operational improvements. [if !supportLists]·       [endif]Aligning the snow and ice budget closer to the five-year average, including expected federal reimbursements in the wake of this year’s weather, to a total of $72 million. [if !supportLists]·       [endif]An MBTA Weather Resiliency Fund to support operating costs, projects and programs in weather-related circumstances. Gateway Cities and the Urban Agenda: [if !supportLists]·       [endif]An increase to the Transformative Development Fund to spur strategic project plans in our Gateway Cities. [if !supportLists]·       [endif]Additional funds to promote small business, create jobs and support workforce development in our urban communities. [if !supportLists]·       [endif]Funding for specialized training for the law enforcement community to ensure they have the tools they need to more effectively work with our communities. [if !supportLists]·       [endif]Increasing the Safe and Successful Youth Initiative and Summer Jobs programs. Efficient State Government The Administration proposes a fiscally responsible budget that avoids tax hikes and fee increases, sending a signal that Massachusetts is poised for economic growth and able to efficiently deliver services to our most vulnerable populations. [if !supportLists]·       [endif]This year’s budget curbs overall spending that has grown significantly over the last several years and has consistently and unsustainably outpaced revenue growth. [if !supportLists]o   [endif]Going unchecked, this path would have increased spending by more than $3 billion, or 8%, in Fiscal Year 2016 and created an anticipated deficit of more than $1.8 billion. [if !supportLists]o   [endif]The administration’s proposal increases spending by 3%, down from 7.8% in FY 15. [if !supportLists]o   [endif]The Fiscal Year 2016 budget proposal would be the first budget in four cycles to not draw down on the stabilization fund. [if !supportLists]·       [endif]The administration’s proposal includes an Early Retirement Incentive Program (ERIP), to operate government more efficiently and avoid across the board layoffs. [if !supportLists]o   [endif]The ERIP’s would reduce the workforce by 4,500 while limiting the backfilling of open positions to 20% of net savings. [if !supportLists]o   [endif]With $177.9 million in estimated savings for Fiscal Year 2016, the proposal also responsibly accounts for related increases in the Group Insurance Commission (GIC) and state pension funds. MassHealth: [if !supportLists]·       [endif]There is a bipartisan consensus that MassHealth’s growing costs are in need of reform, and the administration’s proposal includes significant changes to curb a projected growth of 16% in Fiscal Year 2016, to 5.6% and at a savings of $1.6 billion, without affecting core benefits or services. [if !supportLists]o   [endif]Eligibility redeterminations required by the prior failures of the Health Connector site that ensure those who are truly eligible and in need of assistance are receiving those services. [if !supportLists]o   [endif]A $174 million increase in MassHealth investments including the full implementation of adult dental benefits and Applied Behavioral Analysis services for 10,000 children with autism. [if !supportLists]o   [endif]A 3% increase to the Department of Children and Families that includes an additional $2.1 million for Family Resource Centers. [if !supportLists]o   [endif]A pursuit of several much needed reforms including the allowance of bulk purchasing of critical medical equipment and approval of shorter-term drug prescriptions to prevent waste and abuse. [if !supportLists]o   [endif]Allocated $30 million to resolve litigation and adjust Chapter 257 rates for human service providers, and instituting compliance with Chapter 257 provisions going forward. [if !supportLists]o   [endif]Additional $300,000 for women’s health care and contraception coverage.

MAYOR WALSH DISCUSSES WHAT A THRIVING BOSTON COULD LOOK LIKE AT THE BOSTON MUNICIPAL RESEARCH BUREAU

MAYOR WALSH DISCUSSES WHAT A THRIVING BOSTON COULD LOOK LIKE AT THE BOSTON MUNICIPAL RESEARCH BUREAU 

BOSTON - Tuesday, March 4, 2015 - Mayor Martin J. Walsh today addressed the Boston Municipal Research Bureau, laying out what the future of Boston could look like, recognizing the challenges facing Boston, and discussing how Boston's bid to host the 2024 Summer Olympics could help the City meet those challenges. 

"Today I invite you—I challenge you—to join me in taking the long view," said Mayor Walsh. "Let’s talk about the future of our city. A thriving city needs a great transit system. A healthy city needs dynamic public space, diversified housing, and abundant opportunity. An innovative city is not afraid to change, grow, and take up a leadership role on the world stage. Above all, a great city should plan for the future with confidence and creativity." 

The Mayor also acknowledged the impacts of the historic amount of snow Boston has received over a 30 day period, recognizing the accomplishments of city government in responding to these challenges:

• 1 billion cubic feet of snow fell on Boston’s streets last month. That’s more than twice the amount of dirt moved during all 15 years of the Central Artery Tunnel Project. 
• We plowed 295,000 miles of roadway—roughly 12 trips around the earth.
• We removed over 30,000 truckloads of snow from city streets.
• We melted 50,000 tons of snow at our farms. 
• In addition, we took over 110,000 calls to the Mayor’s Hotline. 
• We closed the Boston Public Schools for 8 days, while keeping 14 community centers open for free childcare. 
• Together the Boston Police and Inspectional Services departments gave over 1,100 rides to nurses and emergency workers.
• The Boston Fire Department answered over 7,500 calls—46% more than the same period last year. 
• Our homeless shelters have been open around the clock, offering daytime services and sheltering more than 600 guests each night. 

The Mayor's remarks as prepared for delivery follow: 

Mayor Martin J. Walsh

Address to the Boston Municipal Research Bureau

March 4, 2015

As prepared for delivery

Thank you, Matt [Kiefer], thank you Sam [Tyler], and thank you to all the members and directors of the Boston Municipal Research Bureau. I especially want to thank you for the “City in Transition” report you shared with us last year. One of my cabinet chiefs called it an “operating manual” for city government. It was a great example of the service the Bureau provides to this City.

I’d like to acknowledge the elected officials present today: including members of the State Legislature and the Boston City Council. 

Members of my cabinet and various department heads are also here. This winter has tested us as a team. I’m proud of how everyone came together. From coordinating homeless outreach, to answering phone calls on the Hotline, they went the extra mile. 

That spirit was shared across our city. I thank the people of Boston for their patience and perseverance, through six weeks of the worst weather we’ve ever seen. The Washington Post reported that a month like the one we had occurs less than once every 26,000 years.

I want to give special recognition to Michael Dennehy, Commissioner of Public Works. 

Mike oversees every plow, dump truck, and snow melter on the streets and snow farms of Boston.

He is here with one of the stars of his team: Dee Hendricks, a heavy equipment operator in South Boston. I want to give Mike, Dee, and the entire Public Works team a hand. 

As I said last month, this isn’t Loon Mountain, it’s the City of Boston. But with 100 inches of snow in 30 days, we could have opened up our own ski resort. 

In fact, I stand before you at the tail end—knock on wood—of the biggest snow operation in Boston’s history. I want to share some things you might not know about this monumental task. 

• 1 billion cubic feet of snow fell on Boston’s streets last month. That’s more than twice the amount of dirt moved during all 15 years of the Central Artery Tunnel Project. 
• We plowed 295,000 miles of roadway—roughly 12 trips around the earth.
• We removed over 30,000 truckloads of snow from city streets.
• We melted 50,000 tons of snow at our farms. 
• In addition, we took over 110,000 calls to the Mayor’s Hotline. 
• We closed the Boston Public Schools for 8 days, while keeping 14 community centers open for free childcare. 
• Together the Boston Police and Inspectional Services departments gave over 1,100 rides to nurses and emergency workers.
• The Boston Fire Department answered over 7,500 calls—46% more than the same period last year. 
• Our homeless shelters have been open around the clock, offering daytime services and sheltering more than 600 guests each night. 

I’m grateful to every single city worker and resident of Boston who contributed to this effort. 

The truth is, it has been a very difficult winter for everyone who lives, works, and does business in our region. E.J. Graff of Brandeis University, writing in the New York Times, called it a “slow-motion natural disaster of historic proportions.” The City has applied to FEMA for help with costs related to the January blizzard. And we are working with the state to secure additional federal relief for the relentless series of storms that followed. 

But the impact went far beyond the City’s budget. After we cleared the snow, it wasn’t just the pavement that was left exposed. We saw, in stark relief, some of the hardest challenges that confront us, as a city and a region. We saw how aging infrastructure and poor public transit slow us down. We saw how income inequality and housing insecurity leave people on the edge. And we saw just how deeply families depend on our schools.

Boston is growing stronger in many ways. But these long-term trends limit our potential and weaken our resilience. I planned to talk to you today about how we are innovating with data; how we are protecting our perfect bond rating; and how we are making permitting even easier. But I decided last week that this moment calls for a different kind of speech. Today I invite you—I challenge you—to join me in taking the long view. Let’s talk honestly about what it will take to meet those challenges. Let’s talk about the future of our city. 

A thriving city needs a great transit system. A healthy city needs dynamic public space, diversified housing, and abundant opportunity. An innovative city is not afraid to change, grow, and take up a leadership role on the world stage. Above all, a great city should plan for the future with confidence and creativity. 

We have the talent, the resources, and the heart to be that city. But we’ve seen it with the MBTA: business as usual doesn’t get us there. So I want to talk about an incredibly powerful tool we have for realizing a shared vision. I want to talk about Boston’s bid to host the 2024 Olympic and Paralympic Games. 

The conversation so far has been more heat than light. There’s a lot of confusion—about what the facts are, about how the process works, and who’s driving it. I want to take the time today to make my position perfectly clear. This bid is a once-in-a-century opportunity: to upgrade our infrastructure; to develop housing, commerce, and educational resources; to take new prominence on the world stage and attract transformative global investment. Ultimately, it’s an opportunity to envision and build together the next chapter in Boston’s history. 

Let me explain how I arrived at this conviction. When I first heard about the Olympic bid, I was skeptical, even dismissive. I wanted to know how we would pay for such a massive undertaking. Since becoming mayor, I’ve learned the true depth of Boston’s long-term needs. I’ve come to believe it will take a new kind of collaboration—between every level of government and the private sector—to unlock our region’s full potential. 

I’ve also learned more about Olympic financing. In other countries, governments bankroll Olympic bids and Olympic Games. That is not the case in the United States. Here, bids are privately funded. And Games have been fiscally sound. 

Let me tell you about America’s Olympic legacy. The 1984 Games in Los Angeles produced a surplus that endowed the LA84 Foundation. It has dispersed close to a quarter-billion dollars for youth sports across Southern California. After the 1996 Games in Atlanta, the athletes’ village became dorms for public universities, and its Olympic Park has been a catalyst for downtown resurgence. In Salt Lake City, the 2002 Games left a $101 million surplus that transformed venues into training centers and public amenities, while investing in youth sports. 

With Boston’s rich network of foundations, colleges, businesses, and neighborhoods,

the opportunities are limitless: to leverage private resources, and craft a transformative legacy. We’ll protect the public purse and advance the public interest. We’ll insist that public venues end up in better shape than they were found. New construction will have fully financed legacy uses. And infrastructure upgrades will answer our city and our state’s greatest needs.

So make no mistake, we are in this to win: to bring the Olympic Games to Boston, along with the immense global investment and community benefits that come with it. 

But our bid will be a winner for Boston, even if we are not selected. And this is where I get excited. A smart planning process is something we can start right now. We have examples, from not too far away, of how this works. When New York City went for the 2012 Games, they didn’t get their Olympics. But they did get planning that brought to life huge stretches of blighted waterfront.

For more than half a century, neighbors pleaded for open space at the foot of the Brooklyn Bridge. 

Nothing seemed to move the needle. But with an Olympic bid in play, they got their open space within a few short years. And they got much more. Brooklyn Bridge Park is now an award-winning destination. It has opened up 1.3 miles of historic waterfront. 

Let’s go back to something Bostonians have been asking for, for half a century: a reliable, efficient transit system. It’s not just a convenience. At stake is the health of our economy. As everyone in this room knows, Boston is the economic engine of New England. The region relies on half a million workers getting in and out of our city every day. 

Many of you have been regular riders of the T or the Commuter Rail. And many of you are seeing right now what happens to your workforce when these systems fail. We can’t afford to keep waiting for delayed trains. $6.3 billion of total development is under construction in Boston right now. And we are going to build middle-class homes along our subway lines. So tinkering around the edges won’t be enough. Our transit system needs bold investment and deep rebuilding.

I know many are asking: if these investments are so necessary, why can’t we just make them happen? I served in the State Legislature for 16 years. There were many attempts at reform. But the MBTA was never put in a position to succeed. 

Business-as-usual hasn’t worked. So it’s time we have an honest conversation about transit. It’s time to work collectively on a challenge that affects all of us. I pledge to work with the Baker Administration, the Legislature, and neighboring mayors, to finally fix this 110-year-old system.

Those who say the MBTA’s failure is proof we can’t handle an Olympic Games have it exactly backwards. The T shows why an Olympic bid is such an opportunity. We need a catalyst to bring us together, keep us on track, and push solutions forward. We need a planning process with a timeline. That’s what the Olympic bid provides. 

I know there are good people in Boston who worry that the Olympics are a distraction. I say to them: Boston’s values and Boston’s vision are the very essence of our bid. Already, we have rewritten the language of the standard bid agreement. It won’t be the last time we put our city’s stamp on this process. 

Boston is a city devoted to fairness, innovation, and community. Our unique identity is the very reason we were chosen by the United States Olympic Committee. The I.O.C. last year put out a call for a new kind of affordable, sustainable Olympics. Boston has stepped forward with the first model. It has received worldwide attention. The Olympic movement is reflecting the light of our values and our talents. Imagine: on the verge of our 400^th anniversary, Boston restores and re-invents the Olympic Games, for the world. I believe in Boston with all my heart—I know we can do this. 

In many ways, we are already an Olympic city. We are the torch-bearer for the modern Marathon in the United States. And our Olympic history flows from our unique culture of high ideals and big hearts. 

In the 19^th century, Boston was called the “Athens of America.” We nurtured the ideals that led to the modern Olympic movement. Meanwhile, many of our Olympic stars came out of the scrappy immigrant neighborhoods that still fuel our city’s fire. James Brendan Connolly of South Boston overcame poverty to win the very first gold medal of the modern Olympics—the triple-jump in Athens in 1896. You can see his statue in Moakley Park: just steps from where our Olympic Village might sit. Harold Connolly of Brighton overcame a physical handicap to win gold in the hammer-throw in Melbourne in 1956. His statue stands outside the Taft Middle School in Brighton, not far from the college campuses where future medals could be won. 

And don’t forget the kids from Charlestown, Winthrop, and Marshfield who made a miracle happen on ice in Lake Placid. As their coach Herb Brooks said, “great moments are born from great opportunity.” 

We have a great opportunity before us. Reaching for the Olympics runs deeper than infrastructure, deeper than innovation. It’s about the kind of city we are, and the kind of city we want to be. Let me tell you what an Olympic Boston looks like to me. Picture heroes like Mike Eruzione, Aly Raisman, Joan Benoit Samuelson, and Cheri Blauwet, carrying the Olympic torch into Boston, on the streets that we’ve rebuilt and revitalized. Picture them passing that torch to a high school student who won a national science fair because of a new, state-of-the-art facility in the Boston Public Schools. Then to a business owner who got her start at the Roxbury Innovation Center 

we are opening this year in Dudley Square. To someone who turned his life around with the help of our new Office of Recovery Services. And to a military veteran who started a physical fitness campaign in our historic park system. 

I leave it to you to debate who should light our Olympic flame. But imagine the pride we will feel in those moments. Imagine the story they will tell about Boston to the world. Imagine the story they will tell to our children. 

And consider, as well, if two years from now, we don’t get the Games. Instead, we are upgrading the MBTA, from Mattapan to Swampscott. We are freeing up land to build new homes for families; new workplaces with good jobs; new parks and new schools. We are protecting and investing in Boston Harbor and the Emerald Necklace like never before. In sum, we will be creating the first new vision for Boston in half a century. 

That’s the opportunity we have before us. Let’s seize it. 

Whether you oppose or support the Games; whether you are a business leader or a community activist; whether you live in Boston or work here: we can all agree that having a two-year, public conversation about the future of our great city is a good thing. 

So I call on everyone in this room-and beyond it-to engage this process constructively. Bring your values and your vision for our city. Let’s make Boston a truly global Hub. Let’s make Boston a city where dreams come true. Let’s make Boston a city where children step out their front doors and find the world waiting for them.

Those young people who are the heart of our city’s future? The schools that serve them are about to enter a new era. Last night the Boston School Committee voted to recommend Dr. Tommy Chang as the next superintendent of the Boston Public Schools. Dr. Chang is a rising star. He has a record of taking on the toughest challenges and succeeding. As an immigrant who learned English in school, his own life is a testament to the transforming power of education. As Superintendent of the Intensive Support and Innovation Center in Los Angeles, he’s led 130 schools in the nation’s second-largest district. He believes in empowering school leaders, teachers, and parents. And he is committed to meeting the needs of every student. I look forward to finalizing his appointment. 

I want to thank Chair Michael O’Neill and the members of the Boston School Committee. And I want to thank Bob Gallery, Dr. Hardin Coleman, and the search committee for their tireless work. The committee drew together parents and teachers, experts and leaders—diverse in every way. Members shared one thing in common: a commitment to putting students first, and making Boston a beacon of equity and excellence in public education. 

They held the most open and democratic search process this city has ever seen for an appointed official. They spent a year listening to voices from across the community that guided their work. Any one of their finalists would make a strong superintendent. And each of these leaders described passionately the opportunity for greatness they see in Boston’s schools.

We’ve put in place the building-blocks for success. We’ve assembled a School Committee that understands the needs of every student. We are opening BPS headquarters in the spectacular Bruce Bolling Building in Roxbury. Our extended school day begins this fall. And with a 10-year facilities plan launching this year, as Bob Gallery recently said, the Boston Public Schools are “poised for greatness.”

Reaching new heights will take a new spirit of collaboration and commitment. Beliefs about education in Boston run deep and strong. In the birthplace of American public schools, we wouldn’t have it any other way. But now is a time to find common ground. I call on everyone: parents, teachers, and principals; universities, nonprofits, and business leaders: stand together; stand with our new school leadership, and stand behind our students. They are depending on us. And our future depends on them. 

I want to close by offering one concrete way everyone in this room can help. Last year I made it a priority to expand the Summer Jobs program. We got more than 10,000 young people into the workplace. And we introduced vital enrichments such as financial literacy training. This year we’re recruiting more employers, in more industries. You can email summerjobs@boston.gov for more information. But we’ll be making cold calls, so don’t be surprised if you hear from me first. 

I’m going to ask you to commit to our city’s future. Whether that future holds another winter for the ages, or a Summer Olympic Games, Boston is going to keep moving forward and keep breaking new ground. Now is a challenging and an exciting time—a time to make history. I invite you, and everyone who lives and works in our great city, to join me in dreaming big dreams and building our future together. 

Thank you, and God Bless the City of Boston. 

京津同鄉歡聚劍橋慶新年 建微信群啦

北京同鄉會會長趙進（左起）和贊助商王晶，烹飪一等獎得獎者劉瑋珊，
主持人潘延，建微信群的李會銘等人。（周菊子攝）

(Boston Orange 周菊子麻州報導) 北京，天津老鄉攜手舉辦的”2015京津同鄉春節聯歡會“，二月廿八日下午吸引來二，三百人，擠在劍橋中國文化中心大堂，聞著四溢菜香，欣賞悅目歌舞，全都情緒高昂，激動十分。

表演節目主持人，左起，劉希純，李萍，李照原等人。（周菊子攝）

北京同鄉會會長趙進，天津老鄉劉希純都說，同鄉會旨在聯繫情誼，沒那麼多認定講究，只要是在北京出生，長大，居住，求學或工作過的，他們都歡迎，過去幾年的新春聯歡都有百來人出席，已經很熱鬧了，今年竟有兩，三百人來報名，工作人員差點忙得暈頭轉向。

京津老鄉中有心秀才藝的能人異士，也更多起來。今年報名要表演的節目，就多到排不下，只能遷就場地時間，硬是壓縮到十九項。

喬萬鈞率領的北美合唱協會愛樂合唱團，分成男生，女生兩組，演唱“大阪城的姑娘“，”小看戲“，為慶祝會的表演拉開序幕。他還藉機宣佈，今年是抗日戰爭勝利七十週年，該會將邀集多地合唱團組織一場千人大合唱，來盛大慶祝，希望喜歡唱歌的人都來加入。

 波士頓京劇協會的曹莉麗（左起），朱惠元在劉瑋珊，
汪榮華等人伴奏中表演。（周菊子攝）

波士頓京劇協會由會長劉瑋珊率隊，安排汪榮華，曹莉麗，朱惠元等人在樂師伴奏下，既敲鑼鼓的“歡慶新春“，還做京劇對唱”歡歡喜喜過新年“，清唱”自那日“，帶出新年氣氛。

楊曉蓓指導的波士頓健身腰鼓隊，周娜指導的明珠舞蹈團，惠子指導的溫徹斯特（Winchester）媽媽舞蹈團，舞悅舞蹈團，分別在舞台前翩翩起舞，無論是“竹板聲聲”，“細雨情思”，還是“藍色的蒙古高原”，“春天的芭雷”，都搏得台下一片掌聲。

北京同鄉會中不少醫生。孔學君（左）和張䒟茹（右）都是
貝絲以色列醫院的醫師。（周菊子攝）

才從北京來波士頓不到兩個月，學的是舞蹈專業的田博超，以“溫柔的爆發”街舞所展現的肢體掌控韻律，也讓許多人豎起拇指。

當天表演唱歌的人也不少，有周媛的“海戀”，李龍的“母親”，中央音樂學院畢業的張婉哲的“那就是我”，鍾瑜的“呼倫貝爾大草原”，蘇明放、趙一兵，張潤，劉希純合唱的“天路”，也都讓人讚嘆地說，京津老鄉真有不少“好聲音”。

京津同鄉會慶新春，現場擠得爆滿。（周菊子攝）

表演節目還有葛陽，彭博的相聲“報菜名”，周明吹笛子“牧民新歌”，盧美旭拉大提琴“巴赫無伴奏組曲第三組前奏曲”，沈莎莎，李潔瑤的“抖空竹“等。

京津老鄉中，烹飪手藝好的也很多。這天帶菜出席的就有好幾十人。經潘延，李萍等人的主持評比，萬麗君的“水煎包和牛腩米線”得特等獎，劉瑋珊的“玫瑰花捲和排骨海帶”得一等獎，二等獎有五名，分別為張燕萍的北京小吃驢打滾，華蕾的黑芝麻麻薯，施志敏的大蝦，葛陽的青箏培根卷，徐放的春捲等。

 觀眾們欣賞腰鼓舞。（周菊子攝）

包括從萬家網創辦人施志敏，黃小燕那兒知道同鄉會消息，從北京來美才一個月的女性企業家張紅，以及表演街舞的田博超，當天有不少初來乍到的北京同鄉。

趙進指出，該會的李會銘已在微信上開了個“波士頓的北京人”微信群，截至昨(三)日已有184名群友，以後老鄉聯絡就更方便了。

            

潘延(右一)頒獎。（周菊子攝）

          

          

            

相聲表演。

張婉哲演唱。

波士頓京劇協會的曹莉麗（左），朱惠元演唱京劇。(周菊子攝）

吳凱彬讚節目好，菜餚佳。

波士頓洪門致公堂慶新春舞獅齊舞好威風

(Boston Orange 周菊子波士頓報導) 波士頓洪門致公堂三月二日晚在帝苑大酒樓慶祝羊年新春，五百多人歡聚，祝願僑社和諧。

            洪門致公堂是波士頓資歷最悠久的老僑團之一，和美國洪門（Freemason）淵源深厚，也是特色之一。

            當晚的慶祝儀式部分，仍然十分傳統，照例由洪青體育會在仁義禮智信五面大旗前導中，舞動金黃紅綠黑五頭瑞獅，並從元老伍伯和，總長阮振強，主席阮偉昌，李厚鵬等人高舉的紮滿綠背(美鈔)大紅洪字中採青獻桔，揭開序幕。

            今年的司儀，由新人陳國漢，資深會員余國峰與曾任主席的鄺國添擔綱。麻州眾議員麥家威（Aaron Michlewitz)代表麻州議會頒發表揚狀。多名資深洪門會員，包括曾任主席的司徒彥鏗，余共才，陳光劍，卸任主席司徒宗達，曾任書記的梅惠聰等人，也都當然出席與盛。

來自紐約總理梅犖生，主席李偉強及袁燦章，總幹事李志聯 ，洪清總顧問陳家齡等人，帶了許多洪門兄弟到賀。

            駐波士頓台北經濟文化辦事處處長賴銘琪，副處長陳銘俊，波士頓華僑文教中心主任郭大文，兩名波士頓僑務委員馬滌凡，梅錫銳，紐英崙中華公所主席阮鴻燦，全美安良工商會總理胡英僚等嘉賓言簡意賅的一一致詞。

            會上，洪門致公堂也照例封給利是，支持僑社內的公益團體，包括僑立學校，廣教學校，亞裔青年會（YES），以及Shriner Burn、大波士頓有誦讀困難兒童中心(Greater Boston Children’s Dyslexia Center)等。

            代表Shriner Burn的Bernard Goulding透露，麻州洪門和波士頓洪門致公堂早從1940，1950年代，就已常相往來，他棣屬的牛頓村(Newtonville)洪門，包括當晚出席的兩名華裔青年，都僅年約三十的余志文，以及Gary Ye，共有會員三百多人，其中不下百分之三，四十是華人。他笑說，只要是好人，洪門都歡迎。

            洪門今年的餘興節目，由甄若矛率領的“星樂隊“負責，趙寶玲等歌手穿上華麗禮服，在台上高歌，氣氛十足。喜愛唱歌，組織了個“原聲堂”微信群的本地至德三德公所主席之一曹品慈，特地上台獻花給不願辜負好聲音的中華蔥油餅老闆娘趙寶玲。

            由於有如鎮山之寶的洪門元老阮全義，今年未出席，部分出席者在席間推敲，指時光荏苒，年代向前，洪門也在演進中。

圖片說明：

            麻州眾議員麥家威（Aaron Michlewitz)（中）代表麻州議會頒發表揚狀。洪門元老伍伯和（右起），主席阮偉昌，李厚鵬，司儀余國峰等人代表領取。（黃定國攝）

            洪青體育會的五獅齊舞，聲勢壯大。（黃定國攝）

            波士頓洪門致公堂幹部，嘉賓和瑞獅合影。（黃定國攝）

            波士頓洪門致公堂幹部向出席嘉賓敬酒，拜年。（周菊子攝）

            波士頓洪門致公堂請僑團首長坐上主席台。（周菊子攝）

            波士頓洪門致公堂曾任主席的鄺國添（左起）和一旁的書記陳國漢，主席阮偉昌，以及梅少華比起來，算是洪門前輩了。（周菊子攝）

            星樂隊的演唱陣容堅強。（黃定國攝）

波士頓黃氏宗親迎羊年 發獎學金逾萬元

波士頓黃氏宗親會三月一日在帝苑大酒樓設宴，發獎學金一萬多元，鼓勵學子，封紅包向一百零三歲人瑞拜年，七百多人歡聚一堂的慶祝羊年新春，預告今年八月廿一日將承辦全美黃氏懇親會。

            波士頓黃氏宗親會今年的農曆新春慶祝會，由波士頓消防局副局長黃瑞瑜，黃氏宗親會全美顧問黃立輝出任司儀。外交黃鷹立等人一早在門口迎迓賓客。

            包括麻州財政廳廳長高伯珂（Deb Goldberg），麻州眾議員黃子安，波士頓市長馬丁華殊（Martin Walsh），波士頓市議會議長林乃肯（Bill Linehan），波士頓消防局局長Joseph Finn，薩福克郡治安官湯普金（Steven Tompkins），駐波士頓台北經濟文化辦事處處長賴銘琪，波士頓華僑文教中心主任郭大文等人，當晚有不少政要出席。

            波士頓市長馬丁華殊致詞時強調傳統的重要，感謝黃氏宗親為波士頓保存了地方上的文化傳統。經文處處長賴銘琪以廣東話表示，能夠和僑胞同慶農曆新年來臨，很是讓人開心。

            黃氏宗親會的美西總長黃惠喜當晚也遠道來賀，和波士頓本地的美東總長黃國威呼應的向宗親拜年。

波士頓黃氏今年的兩名主席，年逾八十，曾任主席的黃國瀚負責為開幕致詞，六十出頭，是宗親會前任主席黃光野兄長的黃光沐，致答謝辭。他倆紛紛感謝宗親們在風雪天中仍熱絡出席，情誼感人。

當晚的餘興節目，由婦女擔綱，包括黃氏婦女組演唱“黃氏祖訓”，“雪絨花”等歌曲，兼顧傳統與現代。黃氏敦請劉小梅任教的合唱班，也獻唱數曲。周美桃率領的紐英崙養生舞團輕柔舞動。

現場最特別的一個環節，是敦請波士頓市長馬丁華殊發紅包給一百零三歲的黃氏人瑞黃碧珍。馬丁華殊奉上紅包後，還親自護送她走下主席台，敬老之情溢於言表。

            當晚會中，黃氏宗親會依照傳統，捐款各六百元給僑立學校，廣教學校，以示該會感謝兩校教育宗親子弟，傳揚中華文化的功勞。為鼓勵子弟向學，黃氏宗親會今年還頒發獎學金共一萬零三百五十元，給六十名大，中，小學學生，發出每人各兩百元的獎金，鼓勵八名傑出青年。

            波士頓黃氏宗親會當晚還發給六十五歲以上耆英，每人一份黃氏宗親經營，新新超市捐贈的壽麵。每一桌都有一份美東燒臘捐贈的八元禮券一張。慶祝會中的獎品，包括香港小時，水車屋酒家，肥仔燒臘，大明酒家等捐出的禮券。黃氏宗親會也提供了三百，二百，一百元各一份的現金獎助興。

圖片說明：

            波士頓黃氏宗親會全體職員合影。（黃定國攝）

            波士頓黃氏宗親會兩名主席，黃國瀚（右），黃光沐（左）敦請波士頓市長馬丁華殊（右二）發紅包給103歲人瑞黃碧珍（左二）。（黃定國攝）

        麻州眾議員黃子安（中）代表麻州議會頒發表揚狀，波士頓黃氏宗親會兩名主席，黃國瀚（右），黃光沐（左）代表接受。（黃定國攝）

            麻州財政廳廳長高伯珂（Deb Goldberg）向黃氏宗親拜年。（黃定國攝）

Tommy Chang將出任波士頓市學校總監

STATEMENT OF MAYOR WALSH ON SUPERINTENDENT VOTE

BOSTON - March 3, 2015 - The Boston School Committee tonight voted to select Dr. Tommy Chang as the final candidate for the Superintendent of Boston Public Schools. 

"I want to congratulate and welcome Dr. Tommy Chang as Boston's selection for the new superintendent of public schools. Dr. Chang will provide the leadership that our school system needs and I am confident that his innovative views on education will move our students forward. We need a transformative leader and that is Tommy Chang.

"I thank the School Committee for their dedication to this process and commitment to the overall improvement of our system, and the Search Committee for providing several top candidates to lead our schools. Our city is full of talent and our young people deserve the best we can provide.”

Dr. Chang's application, bio and archived videos from the public panels can be found here.

Tommy Chang is the Local Instructional Superintendent, Intensive Support & Innovation Center (ISIC) at the Los Angeles Unified School District where he oversees 135 schools and approximately 95,000 students.  Chang is charged with managing LAUSD’s best thinking and resources in schools doing the most challenging and innovative work.

Chang previously served as special assistant to the superintendent of LAUSD. He is a former teacher and principal. He holds an Ed.D. in Educational Leadership from Loyola Marymount University, M.Ed. from the Principals Leadership Institute and Teachers Education Program at UCLA and a bachelor’s degree from the University of Pennsylvania.