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星期五, 7月 22, 2016

昆市 7/29 辦“騎自行車上班日”

昆士市市長柯奇(Tom Koch)的自行車委員會和昆市計劃局合作,將於7月29日(週五)早上7至9點,在柯丁頓街(Coddington)34號前的停車場,舉辦“騎自行車上班日”活動,歡迎民眾前往,了解如何把自行車帶上地鐵(MBTA),在會場享用免費點心,領取麻州騎車(MassRIDES)送出的安全用具。
這活動鼓勵民眾騎自行車到會,但不騎也沒關係。
主辦單位表示,停車場能騰出來辦這活動,要特別向公校總監 DeCristofaro, Laura Owens, Michael Draicchio,以及學校局的其他人致謝。

Quincy Bike to Work Day July 29, 2016


Please join Mayor Koch’s Bicycle Commission and the Quincy Planning Department for Bike to Work Day on Friday, July 29th from 7-9am in the parking lot in front of 34 Coddington Street. Stop by to learn how to load your bike onto an MBTA bus, enjoy free snacks, and receive some complimentary safety gear courtesy of MassRIDES (while supplies last). Arriving by bike is highly encouraged, but not required. Special thanks to Superintendent DeCristofaro, Laura Owens, Michael Draicchio, and the rest of the School Department for making the parking lot available for the event.

星期四, 7月 21, 2016

羅德島華人協會 8/6 郊遊


賴銘琪投書「波士頓環球報」說明 中華民國對南海仲裁案立場

賴銘琪投書「波士頓環球報」說明
中華民國對南海仲裁案立場

105720 
駐波士頓臺北經濟文化辦事處表示,新英格蘭第一大報「波士頓環球報」今(20日刊出賴銘琪處長具名有關中華民國對南海仲裁案立場之投書。賴處長於投書中強調,中華民國政府不接受國際仲裁庭對南海諸島及相關海域任何有損我權益之判斷,該仲裁結果對中華民國不具法律拘束力。

投書指出,中華民國政府堅持對南海諸島及相關海域享有國際法及海洋法之所有權利。海牙國際仲裁庭有關菲律賓所提南海仲裁案之判斷,裁決過程未正式邀請中華民國參與或徵詢意見。

賴處長表示,有關太平島的地位原不在仲裁範圍內,該庭卻逕自擴權,宣稱中華民國所有之太平島為礁岩。此判斷侵犯中華民國之利益,嚴重損害我在南海諸島及相關海域之權益。

賴處長投書強調,中華民國政府不接受任何損害其權益之決定,該仲裁判斷對中華民國不具法律拘束力。中華民國政府將捍衛我國領土及主權,確保國家利益不受損害。

投書並稱,中華民國政府主張南海爭端透過多邊協商和平解決,亦願在平等協商基礎上,與相關國家共同促進南海之和平安定。

臺北經文處指出,「波士頓環球報」發行量逾36萬份,為新英格蘭地區第一大報,該報713日曾就菲律賓之南海仲裁案發表社論,惟並未述及中華民國對該仲裁案之立場。

MAYOR WALSH ANNOUNCES EARLY VOTING LOCATIONS FOR THE NOVEMBER 8 PRESIDENTIAL ELECTION

MAYOR WALSH ANNOUNCES EARLY VOTING LOCATIONS FOR THE NOVEMBER 8 PRESIDENTIAL ELECTION

BOSTON - Thursday, July 21, 2016 - Mayor Martin J. Walsh today announced that Boston's Board of Election Commissioners unanimously voted on Wednesday in favor of the Election Department's plan for 27 "one-day" early voting sites (three in each of the city's nine council districts), in addition to daily early voting at City Hall during the early voting period.

"Boston is proud to support early voting, and we have worked hard on a comprehensive plan that will allow many of our residents to vote at a time convenient for their work and family schedule," said Mayor Walsh. "Whenever we are able to expand access to the ballot, we make our democracy stronger."

For the first time Boston will be able to allow voters to cast their ballots early from October 24, 2016 through November 4, 2016 at 5:00 p.m., for the November 8 Election.

Voters may also request an early voting ballot by mail, and may return them in person at City Hall or by mail. Unlike Absentee Voting, an excuse or reason is no longer needed to vote early.   

During the early voting period, City Hall will be Boston's main early voting site, with voting daily during normal business hours (9 a.m to 5 p.m.). City Hall will also be open on five evenings for early voting.  

During the early voting workweek the plan calls for three district/neighborhood sites each day on Mondays, Wednesdays, and Fridays. Those locations will be open from 2 p.m. until 8 p.m. in the evenings.

On Saturday October 29,  there will be nine early voting locations open simultaneously in each city council district open from 12 p.m. until 6 p.m.

All early voting sites will be equipped with electronic poll books for voter check-in; and staffed with between eight and ten poll workers.  All ballots styles will be available at every early voting locations, so voters are able to visit any site that they find to be convenient.  

All early voting locations are accessible to voters with disabilities, and equipped with AutoMark machines to help voters who need that form of assistance marking their ballots.

At the end of each day, all voted ballots will be secured in a vault at City Hall to be counted on November 8, 2016 (Election Day).

Mayor Martin J. Walsh's Fiscal Year 2017 budget provided $670,000 to implement early voting, which includes resources for a citywide marketing campaign and long term investments such as electronic poll books that will be useful in future elections.

"We thank Mayor Walsh for his support on this important initiative that will give more citizens the opportunity to vote," said Boston Election Chairman Dion Irish. "I thank the public for providing the input that has us to this point in our planning process. Now our efforts and attention will now be focused on early voting marketing and operational plans."

Under the law passed by the Legislature in 2014 that authorizes early voting, municipalities are required to have at least one early voting site open during normal business hours. The law gives municipalities the option of providing additional early voting locations outside of City Hall, as well as voting hours in the evenings and weekends during the early voting period.  The law further requires an early voting period every two years prior, to the November general election, based on the State Election Cycle. 


Early Voting Schedule and locations:





Governor Baker Addresses Progress and Future of MBTA Reforms as Fiscal and Management Control Board Completes First Year

Governor Baker Addresses Progress and Future of MBTA Reforms as Fiscal and Management Control Board Completes First Year

BOSTON -- Governor Charlie Baker today delivered remarks regarding the reforms, progress and future of the Massachusetts Bay Transit Authority (MBTA) as the agency's Fiscal and Management Control Board (FMCB) completes the first year since its enactment in 2015. Remarks as prepared for delivery:


“Good morning.  It’s been a year since the Fiscal and Management Control Board of the MBTA met for the first time.

“We’ve all learned a lot. And done a lot. But much more remains to be done.

“This story began about 18 months ago – 20 days after we took office.

“For 30 days – from the end of January, 2015 through the end of February, it snowed. Nine feet in all.  The T stopped running for a week.  And then staggered forward for the next several months.  An expert panel did a quick, but thorough, review on what happened, and they concluded – and I quote – ‘The catastrophic winter breakdowns were symptomatic of structural problems that require fundamental change in virtually all aspects of the MBTA.’

“Their 9 key findings – just words on page 6 of their April 2015 report – have proven to be profoundly prophetic:

“The T has an unsustainable operating budget,

“Has been unable to spend available capital dollars, and therefore underinvests in its core system,

“Struggles to get projects of all types out the door,

“Has weak workplace customs and practices,

“Has a shortsighted expansion program,

“Is hobbled by frequent leadership changes and organizational insularity,

“Lacks customer focus,

“Has flawed procurement and contracting processes,

“Is not accountable to the Governor or the Legislature, even though the state funds more than half its operating budget.

“What they did not say is that the T was underfunded.  It wasn’t.  It isn’t.  It won’t be.

“What it was, was poorly led and horribly managed. There are a lot of terrific people working at the T.  But it was still broken.

“Thankfully, the legislature responded to this crisis by supporting our call for the creation of the Fiscal and Management Control Board, and a number of other key operational reforms.

“They incorporated them into FY 2016 budget, which I signed into law in mid-July of last year.

“Here’s what we’ve learned and what we’ve done since then:

“The good news?  Every day, the T manages to safely move over a million riders from where they are to where they need to go.  And there is spectacular room for improvement.

“The bad news?  The T was in – and is still in – very tough shape.  As time went by, and one incredible – almost unbelievable – story after another landed on top of us, I turned to Steve Kadish – a guy I had worked with on the Harvard Pilgrim turnaround in the late 1990s – and said something I thought I would never ever say: ’This place is in worse shape than Harvard Pilgrim was in back in 1999 when it went into receivership.’

“There is very little 21st century business process. Procurement is on paper.  One very large vendor told Brian Shortsleeve that he would be happy to give the T a discount, but only if the T ordered off their website like every other enterprise customer in North America. 

“Benefits enrollment is on paper. The process by which bus drivers pick which routes they will drive is on paper – even though software was purchased years ago to automate the process.  Supervisors at bus garages enter data on who is or isn't working, dropped trips, etc. on handwritten 11 by 17 sheets of paper every day.  Since the T keeps those paper records for years, at some garages they are actually stored in trailers, since there is no room in the bus garages to store them.

“Turnarounds –and this is a turnaround – take years. The first step is usually about putting out immediate fires.  Grabbing low hanging fruit.  And stalling the downward slide into the abyss.  Step Two is about cranking the crank.  Climbing back up the hill.  Creating positive movement where there is none.  And Step Three is usually when the work of steps One and Two starts to create real momentum.  We have a very long way to go.  We are at the start of Step Two.

“So let’s talk about some of the fires.

“The T’s operating expense had gone up 5% per year for the past fifteen years – far faster than the rate of inflation – with virtually no increase in ridership.  It was more expensive than virtually every other transit system in the country, and its budget only worked going forward if the Commonwealth wrote bigger and bigger checks to support it.

“Thankfully, the T flatlined the year over year growth in its operating budget this past year – delivering FY 2016 at virtually the same cost as FY 2015.  First time in almost 20 years.  This does two things.  First, it limits the draw on state government resources that goes beyond the $1 billion from the sales tax, the $187 MM in annual contract assistance and $160 MM from cities and towns.  Second, it begins to make it possible for the T to invest operating savings in pay as you go capital projects.

“Second, for years, the T never spent its allocated capital budget.  Think about that.  All this very old infrastructure, and the T was never able to spend all the money it had to upgrade it.

“For the next five years, the T will double the $$ it spends on signals, switches, tracks, power systems, cabling, trains and buses.  This deficiency is where many of the T’s reliability problems come from.  Under Jeff Gonneville’s leadership, the Operations folks do a magnificent job of recovery every single day.  But they are working with signals, switches, cables and power systems that are older than I am, and in some cases, older than my dad.

“Third, the T’s administrative processes are light-years behind the times.

“The T’s history of not managing overtime and unanticipated absences is well known.  Its FMLA certification in 2015 was three times higher than other state agencies.  On bus service alone, this led to 40,455 dropped bus trips last year.

“For the first six months of 2016, operator absenteeism is down nearly 25% and total overtime expense is down by over 30%.  Weekday dropped bus trips are down by over a third – which means the number of bus trips during the first six months of this year is up by almost 9,500 rides over last year.  That’s progress.  But the T’s usage of 5 or more days of FMLA rate is still twice as high as the executive branch.

“Much of what the T buys, the state already buys, usually with better prices and terms.  But the T has underutilized the state’s contracts.

“Going forward, the T will use state contracts to purchase millions of dollars worth of goods and services – thereby saving time and money every single year.

“The T’s recent history on major procurements has been underwhelming.  Almost everyone has its own major problems and requires after the fact fixes.  Locomotives.  The Commuter Rail contract.  The Green Line Extension.  Phone and wireless service, and Parking lots, just to name a few.

“We suspended the Green Line Extension and completely redesigned it, saving the T almost $1 billion.  Version 2.0 is now before the Feds for their review.  Hundreds of unused – but paid for – wireless devices were shut off, saving $500,000 a year.  The commuter rail contract has been renegotiated, incorporating key elements that were missing before, and focusing on customer experience.  Advertising procurements have been revamped, and annual revenue jumped by over 30% year to date. That includes an innovative digital advertising program that has resulted in over 100% growth in digital revenue.

“Fourth, unlike other transit systems in America, the T has never been able to reconcile cash to calculated collections, and its money management process contains serious risks.  In fact, someone cut sunroofs into two of the armored trucks used by the T to transport money, the doors to the money room were rarely locked, no one wore the required uniform, and lunch boxes were never inspected.

“All of the issues raised by the audit that was done are being addressed for the near term and the T plans to contract this service out to a firm that focuses on moving and managing cash.

“Fifth, the T’s warehouse is a colossal underperformer – delivering parts 4 or more business days after the order – while other suppliers deliver parts in less than a day.  Other systems can match actual inventory to purchased inventory 95% of the time, while the T can only do it 56% of the time.

“The T plans to put this out to bid soon duplicating the service model used by almost every other public transportation system in the country.

“Sixth, its pension system is in freefall.  A $1.5 billion system with a $1 billion shortfall that is losing $89 MM a year in assets.  This really shouldn’t be a surprise, since eligible employees paid in $47,000 in contributions, and take out $1.65 MM in pension and healthcare benefits.  After its recent round of reforms, new employees will contribute $67,000 to take out $1.49 MM in benefits.  Still a huge problem.

“We believe the T’s pension system cannot survive as a standalone entity, and will be recommending it be managed by the state’s PRIM system when the legislature returns in January.

“Seventh, the T lacked many of the basic management reports and daily metrics of operation that would be necessary to determine how the system was doing in meeting the needs and expectations of its riders.

“Much work has been done to build daily dashboards and operating metrics for workers, managers, and riders.  There is far more public information for riders than there used to be, and much more reliable and useable metrics for T staff. But more needs to be done here, and additional work is under development.

“Eighth, the T was not prepared for any winter in 2015, much less the winter we had.  The third rail on the Red and Orange Lines was in terrible shape, its snow removal equipment was decades old and in disrepair, and no one had inspected the heating coils on the third rail for a long time.

“The above ground third rail has been replaced, dozens of attachable snow plows have been acquired, and a number of supersized, free standing snow plows have also been purchased.  We were so ready for winter in 2016, Mother Nature gave us a pass. I fully expect to see her again in 2017.

“Finally, for the first time in a long time, the T is being managed.  New leadership is in place.  A new General Manager, Chief Administrator, Chief Operating Officer, Chief Financial Officer and Chief Procurement Officer.  There is a Chief Technology Officer for the first time ever.  In both the warehouse and the cash room, executive managers -- not union members, but managers accountable to the General Manager -- have been put in place.

“A third party leave administrator has been hired, so that when employees call in for leaves or unscheduled absences, their requests will be processed by specialists, not by a foreman or a supervisor – who needs to focus on running the system.

“The T is being governed by a board that is not a rubber stamp.  In its first year, the FMCB met 52 times and staff made 274 presentations.  The FMCB conducted its oversight in the glare of the public and media, and opened every single meeting with public comment sessions, some of which ran over an hour. They are without a doubt the five hardest working volunteers in state government and without them, this past year would not be possible. The FMCB also made tough decisions – cancelling a late night service pilot and raising fares, but changing the fare construct to address equity concerns for bus riders, students and users of The Ride.

“The Ride is a case study in the new approach to decision making.  When the FMCB first started meeting, the cost of the Ride was exploding.  It forced a conversation about what to do about it.  Advocates repeatedly came to FMCB meetings to make their case for a more nuanced approach to solve the problem – beyond cutting service and raising fares. Eventually, they acknowledged the need to save money and volunteered to work with the T toward a specific savings goal of $10 MM.

“Since then, the T has put in place a new contract for an integrated RIDE call center that will save money and provide better service.  It has also launched pilot programs that will save money using taxis and on-demand services that will provide Ride customers with better service – because they will not have to book trips 24 hours in advance.

“The T is also putting safety first.  For years, the T failed to meet a federal mandate to install Positive Train Control on the commuter rail system, hoping that no one would enforce a December 2015 compliance deadline that was set years ago.  After a horrific crash in Philadelphia made it obvious that PTC was a must, the T put together a finance plan and successfully applied for two different federal loan programs to ensure that the MBTA will be in compliance with the recently-extended compliance deadlines.

“The T had similarly postponed making a decision on how to respond to National Transportation Safety Board findings from two Green Line collisions.  The new five year capital plan includes funding for a needed Green Line collision avoidance system.

“The T is also becoming more nimble.  On June 24th, a fire on the Longfellow Bridge in a power cable occurred around two o’clock in the morning.  Had that fire occurred in 2015 rather than in 2016, the T would have run buses instead of the Red Line for the morning rush hour, and then acted to repair the damage.  And the buses would have run from Harvard Square to Broadway, due to a combination of how the power system is segmented and where Red Line trains can turn around.  And it would have been a mess.

“Instead, cable repairs began immediately, and a bus bridge was put into place.  The buses only had to operate from Kendall Square to Park Street, because the T had installed relatively simple traction power supply switches, which allow shorter segments of the Red Line to be shut down at any one time.

“And the repairs were done so efficiently, the entire Red Line was operational by 7 AM.

“So what’s up for this year?  Much of it will focus on more of the same – and it should.

“Aggressive focus on operating expenses and operating performance.  Any savings can and will be plowed back into pay as you go capital investments or other opportunities to improve rider experience.

“The T has to deploy available capital funds and invest in its infrastructure.  More specifically, it needs to reinvent design and construction processes to deliver more projects on time and on budget and performing as expected.

“Bid out the money room and the warehouse to determine if the T can both save money and improve performance.  All indications about market standards suggest the answer to both questions will be yes.

“Don’t be afraid to change how services are delivered and vehicles are maintained.  Actively seek out private partners – even let them make unsolicited proposals – to help the T find new and smarter ways to deliver for its customers.

“Find some more talented people to manage some of its critical functions.  The FMCB and the Mass. Taxpayers Foundation have both indicated that the T does not have the managerial depth it requires to deliver on its stated agenda.

“Improve service in ways that customers can see.  There is too much work to be done at the T to expect gigantic service improvements immediately, but there are things the T can be doing every day to improve operating performance and the reliability of its services.

“One final thought.  There are many talented, committed and dedicated people working at the T.  They have been badly let down by a culture from the top of the organization to the bottom that has allowed the T to deteriorate – operationally and financially – over a long period of time.

“Climbing out of this mess will take time and tons of work.  On that we can all agree.  But it will also take a change in attitude at every level throughout the T.  On almost every benchmark imaginable, the T underperforms against its peers.  Peers that have the same unions and in many cases, very similar tasks and equipment.  The T is among the few state agencies left in Massachusetts where people routinely get paid overtime even if they work less than 40 hours a week.

“I don’t care if a service is provided publicly or privately.  What I care about is performance, productivity and ensuring the money riders, taxpayers and cities and towns pay in to the system is well managed.  The old way of doing things at the T is no longer viable or sensible. 

“Everybody wins if the T delivers a reliable, dependable, affordable service to the region’s riders.  Everybody wins if the T gets its act together operationally and financially.  And everybody wins if the T takes the task of becoming a 21st century public transportation system to heart, and works hard to learn from each other, and from its peers.

“Thanks very much.”

Senate and House Advance Compromise Pay Equity Legislation

Senate and House Advance Compromise Pay Equity Legislation
Legislation will be the strongest pay equity statute in the nation
BOSTON-Today the Massachusetts House and Senate advanced a compromise bill on pay equity to close the pay disparity between genders.  Currently in Massachusetts female workers are paid an average of 82% of what their male counterparts are paid for doing similar work. 
The House is proud to have brought together stakeholders to ensure that we created a workable solution that could be effectively implemented,” said House Speaker Robert A. DeLeo (D-Winthrop). “I want to offer my sincerest thanks to the legislators who have raised their voices and tenaciously pursued this issue for decades. Your work will shape a better and more just future for women in the Commonwealth.”
 “The Senate put pay equity on the Legislative agenda in January and I am pleased that we will soon move this compromise bill to the Governor’s desk.  This bill will protect women from discrimination in the workplace and close the gender pay gap,” said Senate President Stan Rosenberg (D-Amherst).  “I thank my colleagues in both the Senate and House for taking on this important issue for the people of the Commonwealth.”
“I’m proud that we all could come together to take this historic step in eliminating gender discrimination in wages,” said Speaker Pro Tempore Patricia A. Haddad (D-Somerset). “I thank Speaker DeLeo, Senate President Rosenberg, Attorney General  Maura Healey, House  Ways & Means Chair  Brian Dempsey, and my colleagues in the House and Senate in working with advocates and business leaders alike to craft a piece of legislation that will make a lasting difference.”
“I’m proud that the legislature has come to an agreement to strengthen our equal pay law to ensure equal pay for comparable work,” said Senate Committee on Ways and Means Chair Senator Karen E. Spilka (D-Ashland). “Massachusetts was the first state to pass a pay equity law over seventy years ago, yet women in the Commonwealth still make a fraction of every dollar earned by a man. In January, the Senate unanimously passed the bill that I sponsored with Senator Jehlen to close this unacceptable gap, followed by the House this month. This legislation makes it clear that in Massachusetts, women working hard to support their families deserve fair pay.”
“I am so happy for my granddaughters, who will enter a much fairer workforce and won’t have to battle the same gender wage gap that has held back women’s salaries for too long,” said Senator Pat Jehlen (D-Somerville) and Senate sponsor of the bill.
“The legislation strengthens current law by defining the term “comparable work” within the Massachusetts Equal Pay Act to ensure comparable work is truly comparable in pay. Variations in pay may exist for comparable work if the difference is based on a bona fide merit system, seniority, a system that measures earnings based on production or sales or revenue, differences based on geographic location or education, training or experience reasonably related to the particular job.
The bill also protects employees from discrimination during the hiring process by preventing employers from requesting salary history in hiring, a measure designed to end the self-perpetuating cycle of wage disparity. Massachusetts would be the first state in the nation to adopt such a provision. However, prospective employees would not be barred from voluntarily disclosing their past salaries.  It also protects employees from any repercussions of discussing their current pay with their co-workers. 
The agreed upon legislation has been accept by both branches of the legislature and a final vote will be taken on Saturday before being sent to the Governor for his signature.

MA Government Expands Addiction Program for Women at Taunton State Hospital

Governor Baker, Lt. Governor Polito and State Officials Expand Addiction Program for Women at Taunton State Hospital
New beds added to Specialized Addictions Program for Substance Use Disorders

TAUNTON – Governor Charlie Baker and Lieutenant Governor Karyn Polito, together with state and local officials, officially opened the second phase of the Women’s Recovery from Addictions Program (WRAP) at Taunton State Hospital today adding 30 new beds.  The WRAP is the first state-operated addiction service program that provides civilly committed women with addictions access to comprehensive substance use disorder treatment, rather than jail time. 
“Ending the long disputed practice of committing women to prison at MCI Framingham is an important step toward providing women with the proper treatment as they begin the path to recovery,” said Governor Charlie Baker.  “Earlier this year, I was honored to sign landmark legislation including the first law in the nation to limit first time adult opioid prescriptions to a seven-day supply, and other important prevention and education provisions recommended by our opioid working group.”

“Women with substance use disorders deserve treatment, support and recovery services in the same dignified medical setting that individuals with any other chronic condition receive,” said Lt. Governor Karyn Polito, who also attended the February opening. “I am happy to stand here again and witness the progress this administration has made in eliminating a 25-year-old practice that should have never existed.”
On January 25, 2016, Governor Baker signed into law An Act Relative to Civil Commitments for Alcohol and Substance Use Disorders. The law ensures that when women are civilly committed by the court for treatment under Chapter 123, Section 35 of the Massachusetts General Laws, that they receive the treatment in a therapeutic setting rather than in a prison.  The 30 beds that opened this month are in addition to the 15 beds that opened, and began accepting patients, this past February. As of July, 44 women have been treated and discharged from the program.
“The WRAP program provides a safe place for women to detox while receiving clinical supervision, individual and group therapy, education and access to medication therapy,” said Marylou Sudders, Secretary for Health and Human Services and Chair of the Governor’s Opioid Working Group that recommended the civil commitment process changes. “But most importantly, each woman will leave the program with an individualized discharge plan, so she can continue her treatment and recovery in her community with strong supports.”
“Under the Governor’s Leadership, our operating and capital resources are being strategically invested to support the construction of critical capital projects like the treatment units at Taunton State Hospital and the on-going operating costs of essential programs like the Women’s Recovery from Addictions Program,” said Kristen Lepore, Secretary for Administration and Finance. “Good policy drives a good budget and the funding to open and operate these beds is a perfect example of good policy driving the budget decision making process.”

Major renovations to create the new units, which are located in a 17,100 square foot former DMH inpatient unit, took 9 months to complete.  The new, 30-bed WRAP includes a north and south unit with double and single bedrooms, private treatment space, a dining room, a day room, a lounge, a fitness room, offices, a secure intake area, and secure outdoor recreation areas. The renovations cost approximately $15 million. The Women’s Recovery from Addiction Program will bring 130 full-time employees to the Taunton area.
In addition to the 45 beds at Taunton, 28 beds were added at Shattuck State Hospital earlier this year to treat women committed under Section 35.
The Fiscal Year 2017 (FY17) budget signed by Governor Baker earlier this month included $171 million in opioid prevention services, which includes $13 million in funding to support the WRAP program. The Baker-Polito Administration also filed for an additional $5 million worth of supplemental funding to combat the opioid epidemic this fiscal year.