預算談不攏 緬因州政府將部分停擺

      (Boston Orange)州長和議會談不攏政府年度預算，緬因州政府7月1日(週六)起，部分停擺。

      由於緬因州眾議會共和黨員週五的抵制，州議會的多輪預算談判失敗，週六早上起，部分州政府停止運作。

      新的兩年71億元預算將廢除選民已通過，高收入者增稅3%，以資助學校，可額外提供1億6400萬元經費，並提高州政府住宿稅計畫。

      緬因州共和黨籍州長Paul LePage和眾議會共和黨籍議員們希望減少開支，支持一些被否決的政策計畫，並全面刪減所得稅。

民主黨籍眾議會議長Sara Gideon表示，深夜在州長住宅舉行的會議她離席，是因為州長針對她的過激行動。

由於這一預算僵局，緬因州政府部分停擺，但一些服務仍將繼續運作。

薪資福利談不攏 塔醫護士計畫7/12罷工

            (Boston Orange)代表塔芙茨(Tufts)醫療中心1200名護士的工會週六(7月`1日)早上說，和塔醫高層在員工，薪資及福利上無法達成協議，7月12日將罷工。

            麻州護士協會早前已威脅要罷工，但未訂定日期。依法，工會必須提前10日公告。

            塔醫是個有400張病床的教學醫院。塔醫高層表示，如果罷工了，該院得花至少600萬元來聘用臨時護士。

            工會表示，罷工將從早上7點開始，持續24小時。但醫院高層計畫在聘用臨時工之際，把罷工護士排除在外至少5天。

            塔醫和護士們已協商了14個月，仍無法達成協議。但如果雙方在未來10天內達成協議，這罷工還是可以避免的。

            代表工會和塔大談判的工會共同主席，本身也是護士的Barbara Tiller表示，在很多個月前，他們就已經對病人的安全，缺乏資源，以及報酬遲滯表達了憂慮。它們已經進一切可能來使塔醫高層了解狀況。

            塔醫執行長萬格納(Michael Wagner)博士表示，他對工會的宣佈感到極為失望。由於麻州護士協會曾向許多醫院提出罷工威脅，該院已有準備，將從全美各地找來合格註冊護士在罷工期間提供服務。

            數天前，麻州護士工會在春田市的灣州法蘭克林醫療中心(Baystate Franklin Medical Center)罷工。該中心約有200名護士工會會員。

            2011年時，麻州護士工會也威脅要在塔醫罷工，但在最後一分鐘達成協議。去年該會也計畫在布里吉罕及婦女醫院罷工，不過也在最後關頭避免了。

            上個月，塔醫提出3000萬元，包括4年內薪級最高護士加薪10.5%，其他護士在每年的的晉階加薪5%之外，另加薪5.5%的計畫。

            不過工會表示，塔醫那數目和波士頓其他醫院相比，不具競爭力。

Fidelity 1500 名員工將優離

(Boston Orange)波士頓環球報7月1日報導，大約1500多名穫多利(Fidelity)投資公司元將接受該公司有史以來第一次提出的自願離職辦法(buy out)。

“穫多利”發言人Vincent Loporchio表示，為了迎接新的金錢管理模式，向旗下3000名工作人員提出自願離職辦法，但接受這辦法的人竟超過一半，讓該公司驚訝不已。

           總部在波士頓的穫多利公司共有員工45,000人，這次行動的主要對象是在公司至少服務10年，現年55歲以上的員工，約佔全公司員工的7%。

           穫多利公司在2016年時報告營收為159億元，獲利35億元，其中一半來自刪減開支。

去年，根據年報，穫多利見到資577億元互惠資金外流時，開始積極管理互惠基金。

波士頓市長簽署2018財政預算31億5000萬元

MAYOR WALSH SIGNS $3.15 BILLION FY18 BUDGET, MARKING RECORD INVESTMENTS IN QUALITY CITY SERVICES ACHIEVED THROUGH STRATEGIC SAVINGS INITIATIVES

BOSTON - Friday, June 30, 2017 - Mayor Martin J. Walsh today signed the City's $3.15 billion Fiscal Year 2018 budget, which through strong fiscal management and strategic savings initiatives allows for further investment in quality City services in neighborhoods across Boston, and builds on the success of existing City programs. During a signing ceremony hosted outside of a building marked by graffiti, Mayor Walsh joined members of his Cabinet and City staff, neighbors, community partners and local elected officials for the signing ceremony, that concluded with the graffiti busters team removing the graffiti from the wall. "This budget invests in our broadest vision of the future and in the details that support quality of life everyday," said Mayor Walsh. "Behind each line in the budget is a person and a neighborhood benefiting from these city services. It reflects the voices and the values of the people of Boston, and it is one that we can be proud of as a City." The $3.15 billion budget proposal represents an increase of $148.5 million, or 5 percent, over the FY17 budget, and follows 27 City Council hearings that identified opportunities for further targeted investments, while still balancing sustainability and fiscal responsibility. Investments in this budget are made possible due to savings initiatives launched under this Administration such as reduced overtime hours, health care cost containment reforms,  and lower debt service costs achieved as a result of the City's triple A bond rating. "The FY18 budget expands investment across City departments, improving fire safety, providing expanded learning opportunities to the City's children, and providing the resources to make our parks and streets safer and cleaner," said David Sweeney, Chief Financial Officer for the City of Boston. "Because of Boston's robust economic development climate, the Mayor is able to build new firehouses, invest one billion dollars in school buildings, expand Vision Zero, and incorporate more Art into our public assets." "As the Chair of the City Council Committee on Ways and Means, I was honored to lead the Council's review of this year's budget with a focus on providing a responsible and sustainable financial blueprint for our city," said City Councilor Mark Ciommo. "In an era of gridlock and divisiveness at the federal level, and financial uncertainty in our state government, the City of Boston's duty to provide a stable fiscal outlook has never been more important. I have always said that a city's budget reflects its priorities; this year's budget showcases Boston's commitment to its students, seniors, and safe streets for families across the city." EDUCATION The Boston School Committee approved a $1.061 billion budget for the Boston Public Schools (BPS) , which is projected to increase to $1.081 billion once collectively bargained cost increases are added, the largest appropriation in BPS history. That represents a projected $40 million increase since last year, and a $143 million increase since Mayor Walsh took office. In total funding increases for education surpasses all other areas combined. Funding directed to schools, will increase by almost 4 percent, a $25 million increase over FY17, even before employee collective bargaining increases are negotiated. In total, with this budget, staff levels at BPS will have increased by approximately 250 since Mayor Walsh took office in 2014. This budget includes: $14 million more in extended learning time to allow more than 15,000 additional students in 39 schools to receive 120 more hours of learning time, or the equivalent of 20 added school days a year; Numerous research-driven education investments and reforms, including expanding Excellence for All, adding pre-kindergarten (K1) seats, and providing supports to 3,000 students that have been identified as experiencing homelessness, in an effort to eliminate achievement gaps. DELIVERING EXCEPTIONAL BASIC CITY SERVICES AND SAFER STREETS Mayor Walsh's Administration will continue ensuring that city streets are clean by adding a full-time hokey (street cleaner) to every Public Works District, to help patrol neighborhoods, empty our litter baskets, and pick up trash. In addition, to improve safety and expand access to our streets, Boston is launching a citywide, multi-year campaign to bring all crosswalks, lane markings and bike lanes into a good state of repair. Other investments include: Two additional graffiti busters to ensure Boston's neighborhoods remain clean. Through CityScore, Boston saw an increase in demand for graffiti removal beyond what current staffing levels could remove on time; Additional building inspectors to increase capacity to meet the growing demand for commercial and residential inspections. This will result in a reduction of inspection waiting time for residents and developers alike; Two additional yard waste pickups next summer to better meet constituents' needs. HEALTH AND SAFETY Mayor Walsh will double the capacity of the Mobile Sharps Team to pick up more improperly discarded hypodermic needles, due to an increase in requests submitted through 311. Over 20,000 needles were collected by the team in 2016. Other investments in health and safety include: Uses data to change the way we deploy Emergency Medical Technicians (EMTs) to Boston Common and the Recovery Road area to improve patient outcomes and ambulance utilization; Expansion of PAATHS (Providing Access to Addictions Treatment, Hope and Support) to include evenings and weekends; Add four new mental health clinicians to the Boston Emergency Services Team (BEST) to co-respond with police officers to people exhibiting signs of mental illness. With these additional clinicians, the program will be able to cover all districts in the City and expand the program's success in diverting people from arrest to mental health resources; HOUSING The budget supports Housing a Changing City - Boston 2030, the Walsh Administration's comprehensive plan to accommodate Boston's rapid growth and stabilize the housing market over the next 15 years. By combining the City's annual $7.25 million general fund investment in housing with federal grants, state, grants and developer fees, the City leverages a wide variety of source to invest in the creation and preservation of affordable housing Citywide. Following on the successful creation of the Office of Housing Stability last year to assist Boston residents experiencing housing crises, programming will be expanded in FY18 by offering training for both landlords and tenants, developing a tenant orientation guide, and funding families in need of emergency placement. To support the Mayor's Action Plan to end chronic and veteran homelessness, Boston's Way Home, the the City will provide additional support services for veterans not eligible for veteran's affairs programs and modify the City's Homebuyer Financial Assistance Program to provide down payment assistance to veterans. As a response to federal funding cuts, the City will provide additional resources to BPHC to ensure that the city's homeless shelters continue to operate 24/7. Moreover, in recognition of the U.S Department of Housing and Urban Development's "Housing First" approach to ending chronic homelessness, the FY18 budget will support rapid rehousing programs that focus on helping households obtain permanent housing as quickly as possible. PROSPERITY, EQUITY AND ACCESS FOR ALL The City will launch five Neighborhood Slow Streets projects in FY18 thanks to a $1 million increase in the Vision Zero capital program, add 7.75 additional miles of separated bike lanes through 11 projects underway in the capital plan, increase Boston's bike racks by almost 10% and improve Vision Zero outreach and implementation capacity. Building on the success of recruiting a diverse class of 42 officers in 2016, representing 74 percent cadets of color and 36 percent female cadets, Mayor Walsh's FY18 budget adds another class of 20, for a total of about 60 cadets. The FY18 budget will include $500,000 for a pilot program to provide industrial level cleaning for firehouses to improve health outcomes for firefighters. Invests in a rotation of small renovations to neighborhood ball fields to keep them safe and playable. The FY18 budget proposal offers support for local artists through grant making and residencies. Library services will be restored to Chinatown after 54 years, providing easy access to a community gathering space, a place for teens and children to study and learn, and a location to access critical 21st century services, including internet and computers. The Police Department will pilot a Youth Development Grant Program, which will complement the City's Summer Jobs program, the Shannon Grant Program and the Safe and Successful Youth Initiative. For more information about the budget, visit Boston's budget website: budget.boston.gov, the City's new budget website that unlocks 860 pages of budget information in a new user-friendly platform. For more information about the budget process, please watch this video.

TREASURER GOLDBERG ANNOUNCES RELEASE OF “BRINGING DIVERSITY ON BOARD” REPORT

TREASURER GOLDBERG ANNOUNCES RELEASE OF

“BRINGING DIVERSITY ON BOARD” REPORT

State Treasurer Deborah B. Goldberg announced the release of a comprehensive report from her “Bringing Diversity on Board” initiative, an effort she launched earlier this year to help corporate leaders advance diversity in the boardroom. In May, Goldberg organized three roundtables in Boston that brought together participants from the following industries: technology; finance; and health care, biotechnology, life sciences, and pharmaceuticals. The report provides a detailed overview of the successful strategies and action items shared at the roundtables.

“Board directors are charged with planning the strategic direction of the companies they oversee in a dynamic and rapidly-evolving environment.  Recruiting, investing in, and retaining a diverse board is not just a social goal; it is a business imperative,” said Treasurer Goldberg.  “Working together, we are making important progress to strengthen our businesses and our economy.  Now is the time to seize the momentum.  We hope corporate leaders and other stakeholders find this report helpful and practical.”

The full report is available at this link, and an executive summary is included below.

Successful Strategies for Corporate Leaders:

Plan early, write clearly, and work patiently to recruit diverse directors.

·         Recruit a pipeline of diverse directors before seats open.

·         Specify, in writing, desired qualities of new directors.

·         Require search firms to include women and people of color on the roster.

·         Develop a timeline but be flexible.

·         Consider implementing term or age limits to create board openings.

·         Identify and address unconscious biases and stereotypes.

Set leadership priorities and company-wide diversity goals.

·         Establish clear leadership on diversity from the CEO, board chair, and nominating and governance committee chair.

·         Encourage the nominating and governance committee to document its commitment to diversity.

·         Explain to investors what happens in the boardroom and frame diversity as a performance issue.

·         Use metrics to recognize challenges and plan progress.

·         Raise voices and use influence to advocate and require diversity from vendors.

Recognize that creating a diverse board starts with building a diverse and inclusive workforce.

• Promote an inclusive workplace culture.
• Build a workplace that supports families and promotes work-life balance.
• View cultural challenges holistically, not as top-down or bottom-up problems and answers.
• Focus on hiring inclusive managers.
• Advance diversity through mentoring between directors and employees.
• Actively recruit, train, and mentor youth to support the next generation of diverse employees.

Action Items for Advocates, Academics, Public Officials, and Investors:

Advocates and academics should examine best practices and help focus the agenda.

·         Highlight company success stories.

·         Engage with companies struggling to diversify their boards.

·         Facilitate shareholder activism beyond boardroom issues.

·         Build public-private partnerships with business schools.

State treasurers and government officials should promote board diversity with broader audiences and engage directly with companies.

·         Increase public awareness and use scorecards with detailed goals to generate public momentum and support for board diversity.

·         Create a CEO and board chair advisory board.

·         Serve as a resource by convening diverse directors to facilitate mentorship and networking opportunities.

Pension funds and institutional investors should use their power as shareholders to advance diversity and explain its impact.

·         Urge private equity firms and mutual funds to advocate for increased diversity at the companies they hold.

·         File targeted shareholder resolutions.

·         Connect with broader audiences by explaining the rationale and outcome of corporate governance efforts.

中華頤養院再得零缺點評級

中華頤養院院長陳力(右一)等人。(中華頤養院提供)

(Boston Orange)中華頤養院康復中心6月29日喜悅宣佈，該院在麻州衛生廳(DPH)的年度審核中，再次獲得”零缺點”評級。

麻州衛生廳每年都在無預警情況下，派員審查州內各護理機構品質，從護士服務到廚房運作，以及樓宇安全等，全都徹底檢查，以確保這些機構的營運符合聯邦及州政府的安全及衛生標準。

中華頤養院董事會主席雷偉志表示，他們知道要取得這樣的調查評等有多難，他們為該院員工一年365天，秉持準則，為院民提供優異服務，非常感謝。

據該院所知，每年只有不到15%的麻州護理頤養機構能夠獲得”零缺點”評級。

該院創辦於1985年，為擴大服務，才於2014年遷進昆士市，在華盛頓接288號新建了有141個床位的全新院址，並增加了復健服務，院內還分隔成多個不同小區域，讓耆英院民住在院內更有家的感覺。

South Cove Manor Announces Exceptional Department of Public Health Survey Results

South Cove Manor at Quincy Point, a rehabilitation and skilled nursing care community, has announced that their annual Department of Public Health quality review resulted in a finding of zero deficiencies – or a “perfect survey.” 

The Department of Public Health (DPH) is responsible for monitoring the quality of post-acute care facilities in the state and ensuring compliance with federal and state safety and health standards.  The annual surveys are conducted by the DPH, who sends teams to each nursing facility unannounced and conducts a thorough review of practices ranging from direct nursing care to kitchen operations and building safety. 

South Cove Manor Board Chair Richard Lui commented “We know how rare perfect surveys are and we are extremely gratified that the work that our staff does 365 days a year was recognized in this way.  Our mission is to provide excellent care and these survey results are evidence of this.”

Less than 15% of Massachusetts nursing homes have survey results with no deficiencies noted.

Founded in 1985, South Cove Manor moved in 2014 to an expanded, new state-of-the-art building at 288 Washington Street in Quincy.  The new campus significantly expanded South Cove’s rehabilitation capacity, and created a series of small resident communities for elders.  

克蘭斯頓市行政長出任住宅局局長

CRANSTON DIRECTOR OF ADMINISTRATION TO ASSUME NEW ROLE
AS EXECUTIVE DIRECTOR OF CRANSTON HOUSING AUTHORITY

Director of Constituent Affairs Named to Serve as Director of Senior Services

CRANSTON, RI—Cranston Mayor Allan W. Fung today announced that top administrative official, Robert Coupe, will assume the role of Executive Director of the Cranston Housing Authority after serving more than two and a half years as the City’s Director of Administration. Fung also appointed a member of his staff, Jeffrey Barone, to serve as Director of Senior Services. Earlier this week, the appointment of Barone received unanimous approval from the Cranston City Council.

“I am pleased that two valued members of my administration will continue to serve the residents of the City of Cranston,” stated Mayor Fung. “I am confident that the Cranston Housing Authority and the residents of those facilities will benefit from the same operational, management, and financial oversight that Director Coupe brought to my administration.

“As Director of Constituent Affairs, Jeff Barone has helped the residents of Cranston address every conceivable type of question and concern,” continued Fung. “His compassion and commitment to helping others helped to make him a natural choice to serve the members of our Senior Enrichment Center.”

Coupe will be replaced by Robin Muksian, who will serve as Director of Administration. Ms. Muksian has extensive experience in municipal government, having served as Cranston’s Deputy Director of Administration from 2003 to 2006, Director of Administration 2009 to 2011 and Director of Administration in South Kingstown from 2007 to 2009. Most recently, she served as Director of Administration in Providence.

“I’m excited to welcome Robin Muksian back to oversee day-to-day operations of the City of Cranston and bring her wealth of experience, institutional knowledge, and management skills as we continue to move Cranston forward,” commented Mayor Fung. “Robin will hit the ground running and serve our city with passion and dedication backed up by her outstanding credentials and accomplishments.”

In addition to her experience in municipal administration, Muksian has extensive administrative experience in academia, having served as Executive Director of Operations for the Providence School Department, chair of the Humanities/Social Sciences Department and Assistant Provost at the New England Institute of Technology.

Muksian holds bachelor and master’s degrees from the University of Rhode Island as well as a Ph.D. in rhetoric and composition. When she’s not working, Muksian is a dedicated Penguin Plunger in support of the Rhode Island Special Olympics.