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From YouTube: Committee on Education 08-02-2023
Description
The Committee on Education of the Council of the City of Philadelphia held a Public Hearing on August 2, 2023 to hear testimony on the following item: https://phila.legistar.com/View.ashx?M=A&ID=1113360&GUID=684583EB-971F-43C5-A87A-2697CEFCCC90
A
C
Good
morning,
everybody
today
is
Wednesday
August,
2nd
2023
and
we
are
prepared
to
start
the
committee
on
education.
Today's
hearing
is
about
the
school
building
authority.
So
with
that
being
said
good
morning,
I
understand
that
state
law
requires
the
following
announcement
be
made
at
the
beginning
of
every
more
public
hearing
as
follows.
Due
to
the
current
Public
Health
Emergency
city
council
committees
are
currently
meeting
remotely.
We
are
using
Microsoft
teams
to
make
these
remote
hearings
possible
instructions
for
how
the
public
May
View
and
offer
public
testimony
at
public
hearings.
C
Council
committees
are
included
in
the
public
hearing,
notices
that
are
published
in
The,
Daily,
News,
The,
Inquirer
and
legal
intelligence
are
prior
to
the
hearings
and
can
also
be
found
on
PHL
dhlcounseling.com
I
now
note
that
the
hour
has
come
Mr
Maynard.
Will
you
please
call
the
rolling
ticket
attendance
members
that
are
in
attendance?
Will
you
please
indicate
you're
present
when
your
name
is
a
call
also
say
a
few
brief
words
when
responding
so
that
your
image
will
be
displayed
on
the
screen
as
the
main
art.
C
C
Thank
you,
Mr
Maynard.
Before
we
begin
to
hear
a
testimony
from
the
witnesses
we
have
today,
everyone
who's
been
invited
to
the
meeting
to
testify.
I
should
be
aware
that
this
hearing
is
being
recorded
because
the
hearing
is
being
recorded.
Participants
viewers
have
no
reasonable
expectation
of
prophecy
about
continuing
to
be
in
the
meeting.
You
are
consenting
to
being
recorded
additionally
prior
to
recognizing
members
for
questions
or
comments
they
have
for
the
witnesses.
C
I
will
note
for
the
record
at
this
time
that
we
will
only
use
the
chat
feature
of
those
who
are
locked
up.
The
chat
feature
is
a
part
of
the
team,
the
app
we
will
only
use
the
chat
feature
to
recognize
to
for
council
members
to
signal
that
they
want
to
be
recognized
in
order
to
comply
with
the
sunshine
and
act.
C
The
idea
of
assuring
every
child
has
the
opportunity
to
get
a
quality
education.
So,
as
we
begin
to
explore
this
issue,
I
also
want
to
recognize
that,
as
it
relates
to
education
and
at
the
direction
of
Education
in
the
city
of
Philadelphia,
we
have
all
new
leadership.
Our
superintendent
just
celebrated
one
year
as
being
a
superintendent
I'm,
the
chair
of
our
school
board,
was
just
recently
named
the
chair
of
the
school
board
at
the
end
of
the
last
calendar
year
and
I
was
recently
named
interior
education
committee
in
the
fall
of
last
year.
C
So
over
the
last
few
months,
we've
all
been
brainstorming
and
racking
our
mind,
not
just
around
issues
but
Public
Safety
and
quality
education,
but
around
issues
but
issues
around
facilities
as
well
too.
So
we
asked
the
public
to
be
patient
with
us
as
we
explore
best
practices.
That's
what
today's
conversation
is
about,
looking
at
what
other
cities
have
done
and
what
places
have
been
successful
as
it
released
to
tackling
this
issue.
E
Thank
you
so
much
councilmember
Thomas
I
want
to
thank
you
for
organizing
this
hearing
today
and
I
want
to
thank
all
my
colleagues
and
those
who
are
providing
testimony
for
attending
this
important
hearing
today.
We
know
that
our
schools
are
in
Destiny
to
prepare,
and
this
year
we
saw
six
Cruise
closed
because
of
asbestos,
and
we
saw
hundreds
of
early
dismissals
in
closure
because
of
extreme
heat
with
air
conditioning
for
our
schools.
E
The
school
buildings
in
Philadelphia
are
unsafe
and
harmful
for
our
kids
and
our
teachers
and
our
staff
and
the
problems
in
our
school
facilities
prevent
our
children
from
learning
as
they
should,
and
the
school
closures
that
come
on
hot
days
when
dangerous
issues
come
to.
The
service
are
deeply
disruptive
to
families,
students
and
communities,
and
this
is
not
an
accident.
It's
a
terrible
situation.
We
find
ourselves
in
as
a
result
of
Decades,
of
disinvestment
to
our
schools.
E
Not
all
is
not
lost
and
we
have
all
the
tools
in
front
of
us
that
we
need
to
climb
out
of
this
hole.
You
know
my
oldest
daughter
is
32
years
old
and
over
the
past,
32
years
of
being
a
public
school,
Mom
and
Grandma.
Now
none
of
my
children
have
attended
a
school
that
I
didn't
have
to
fight
for,
and
I
knew
and
I'm,
not
new
to
this
fight.
I've
learned.
E
The
only
way
we
win
is
by
working
together
and
we've
won
before
through
the
Cooperative
cooperation
of
many
other
people
that
are
on
this
Zoom
and
we
can
win
again.
We
have
the
resources
to
begin
in
getting
this
work
done,
including
a
massive
State,
Surplus
and
federal
dollars
and
City
funds,
and
we
create.
We
can
create
thousands
of
good
union
jobs
by
modernizing
and
constructing
our
school
buildings.
E
And
we
know
that
this
transformation
of
Philly
schools
is
possible
because
so
many
of
these
Visionary
leaders
in
this
hearing
today
this
morning
has
shown
us
that
it
is
possible.
Before
we
start.
This
hearing
I
want
to
lay
out
a
few
principles
that
I
have
learned
from
Decades
of
working
and
fighting
for
Philly
schools.
E
The
community
use
this
and
create
climate
resilient
spaces
for
students,
teachers,
staff
and
neighbors,
and
finally,
the
school
rebuilding
process
must
be
under
public
control,
Guided
by
leaders
who
are
accountable
to
philadelphians,
and
we
have
seen
that
putting
public
responsibilities
into
private
hands
can
have
disastrous
consequences
for
philadelphians.
So
we
need
to
ensure
that
the
school
modernization
process
is
firmly
in
the
public
domain.
E
If
we
keep
these
goals
at
the
center
of
our
efforts,
we
I
have
no
doubt
that
we
will
have
a
successful
and
just
modernization
process
and
I'm
looking
forward
to
learning
from
so
many
esteemed
experts
and
leaders
today
and
I'm
excited
to
work
alongside
all
of
you,
as
we
make
a
healthy,
green
and
modern
schools,
a
reality
for
Philadelphia.
Thank
you
so
much
so
much
Mr
chair.
C
C
H
Rybeck
is
a
quasi-state
agency
that
serves
as
the
conduit
Bond
issuer
for
non-profit
educational
institutions,
Healthcare
entities
and
other
501c3s
rabbit
is
also
the
issuer
of
bonds
for
public
school
construction
projects,
which
clearly
is
the
Nexus
to
your
endeavor.
The
state
of
Rhode
Island
does
not
fund
Ryback's
operations.
Rather,
we
charge
fees
on
most
of
our
programs
in
this
state.
The
school
building
authority
or
SBA
is
a
department
of
the
State
of
Rhode
Island,
Department
of
Education
otherwise
known
as
ride.
C
H
Thank
you.
If
a
school
district
in
Rhode
Island
wants
to
receive
any
kind
of
state
aid
for
school
construction
projects,
it
must
have
its
projects
reviewed
and
approved
by
the
school
building
authority.
Again,
that
is
part
of
the
Department
of
Education.
Here
in
the
state
and
independent
of
Ryback,
my
organization,
there
are
various
forms
of
state
aid
for
school
construction
projects,
but
the
largest
one
is
called
housing
aid
and
it
is
a
subsidy
of
debt
service
on
bonds
that
are
issued,
Finance
School
construction
projects
in
order
to
be
eligible
for
housing
aid.
H
A
school
district
must
have
its
projects
vetted
and
approved
by
the
school
building
authority,
and
it
must
issue
its
bonds
through
Ryback.
Otherwise
it
will
forego
the
housing
aid
in
its
capacity
as
bond
issuer
for
school
districts
and
school
projects.
Ryback
assists
school
districts
with
the
selection
of
Underwriters,
Bond,
Council,
trustee,
other
kinds
of
financing
team
participants.
H
The
resulting
financing
team
works
together
to
draft
documents.
Official
statements
set
a
schedule
Etc
to
bring
the
bond
issue
to
Market
and
then
to
close
the
bonds
that
Finance
the
school
construction
projects
in
partnership
with
the
SBA
Ryback
also
administers
all
state
aid
to
school
districts.
All
state
aid
is
funded
by
either
an
appropriation
of
state
general
funds,
or
an
allocation
of
Rhode
Island
state.
Go
bonds
of
this
Aid
flows
through
Ryback
such
that
upon
approval
from
the
SBA
of
a
state.
H
H
H
and,
and
this
process
has
been
overlaid
or
was
overlaid
on
two
pre-existing
independent
entities,
namely
Ryback
and
the
school
building
authority,
and
we
have
the
two
of
us
have
essentially
had
to
make
it
work.
However,
if
the
funding
mechanism
had
been
created
from
scratch,
it
is
my
belief
that
operational
and
financial
efficiencies
would
have
been
gained
by
housing,
the
SBA
functions
and
the
Ryback
Public
School
related
functions
under
the
same
entity.
H
H
One
Department
of
this
entity
would
be
the
equivalent
of
the
SBA,
as
noted
above,
including
its
vetting
and
approval
of
construction
projects
and
plans,
along
with
the
ongoing
monitoring
of
construction
projects,
as
they
are
built
through
a
requisition
approval
process.
The
other
area
of
this
entity
is
the
financing
arm,
assisting
with
access
to
the
bond
market,
as
noted
above
closing
bonds
and
then
working
with
SBA
to
ensure
Bond
proceeds
are
spent
in
accordance
with
the
approved
project.
H
C
H
C
J
In
fact,
our
back
to
school
celebration
and
bus
tour
kicked
off
this
past
Monday
also
last
Friday,
I'm,
proud
to
say
we
graduated
more
than
350
students
who
completed
their
secondary
coursework
over
the
summer.
We
are
very
proud
of
these
students
for
meeting
the
finish
line
and
achieving
this
Monumental
accomplishment.
However,
today
we
are
here
to
discuss
the
modernization
of
our
school
buildings,
which
are
critically
important,
which
is
a
critically
important
priority
for
the
district
and
for
this
board
the
issues
the
issue
of
facilities
is
one
that
takes
up
a
lot
of
our
time.
J
Above
all,
we
are
here
in
the
spirit
of
optimism
and
as
being
a
part
of
the
collective
Village.
We
know
the
Commonwealth's
unconstitutionally
inadequate
funding
has
helped
the
district
back
from
giving
our
Scholars
the
learning
environments
they
deserve.
Unfortunately,
this
is
evidenced
by
a
2017
report
that
found
more
than
4.5
billion
dollars
in
deferred
Building
Maintenance,
that
is,
of
course
in
2017
planning
and
construction
costs
have
only
risen
over
the
last
six
years.
J
Regrettably,
however,
despite
these
challenges,
the
district
has
made
strides
in
upgrading
facilities
and
ensuring
safe
learning
environments,
but
we
know
we
have
much
work
to
do.
Our
issues
are
not
unique
to
the
to
public
education,
but
but
our
symptom
of
a
national
disinvestment
in
cities
and
in
infrastructure
I
think
the
district
buildings
should
not
be
isolated
as
just
a
Philly
district
and
or
board
issue,
but
I
think
it
correlates
with
the
topic
of
infrastructure
in
America.
J
This
did
not
occur
overnight,
while
the
operating
Capital
cost
of
public
education
are
not
included
in
this
estimate,
Philadelphia
once
affectionately
called
the
workshop
of
the
world,
one
of
the
preeminent
manufacturing
hubs
on
Earth
had
the
tax
revenue
to
erect
our
city
hall
and
some
of
our
beautiful
citadels
of
learning
such
as
Overbrook
Frankfurt,
alma,
mater
Germantown,
High,
School,
Simon
and
Simon
Gratz,
just
to
name
a
few
you're,
probably
wondering
why
does
this
even
matter?
Why
does
this
history
lesson
matter?
J
I
believe
it
matters
because
I
often
say
everything
we
need
to
supercharge
the
current
public
educational
Renaissance
happening
right
now.
Philly
has
been,
and
is
currently
substantially
right
here
in
the
Commonwealth
and
in
our
city.
It
just
takes
the
will,
which
I
believe
our
chair
and
our
co-chair
and
city
council
is
showing
and
our
mayor
leadership
and
yes
Capital-
to
maintain
and
offer
the
Stellar
educational
experiences.
We
know
our
Learners
deserve
via
their
human
and
instant
rights,
which
are
contemplating
State
populate
citadels
mentioned
above,
were
constructed.
We
did
it
before
and
I
know.
J
We
would
do
it
again
with
that
said,
as
Super
Why
superintendent
watlington
will
share
in
a
few
moments.
We
are
waiting
on
the
sidelines
for
help.
In
fact,
we
are
hard
at
work
identifying
and
bringing
on
the
proper
internal
and
external
Technical
and
Community
engagement,
expertise
to
deliver
on
our
needs,
as
evidenced
by
today's
hearing,
the
board
and
District
stand
ready
to
participate
in
any
and
all
opportunities
to
accelerate
the
upgrading
and
management
of
our
facilities.
This
includes
efforts
already
underway
and
any
new
efforts
that
emerge
moving
forward.
J
I
often
say
it
takes
a
village
to
provide
our
young
people
with
the
experiences
they
deserve
and
desperately
need.
I
would
argue
that
one
of
the
most
important
things
our
village
will
provide
our
children
we
will
provide,
is
a
safe,
welcoming
and
happy
place
to
learn
for
those
unfamiliar.
The
board
has
adopted
goals
and
guardrails
as
his
governance
framework.
The
four
guard
rules
are
the
non-negotiable
conditions
that
must
exist
in
every
schools.
J
Importantly,
our
first
guardrail
is
centered
on
facilities
because
we
know-
and
we
knew
when
we
created
them-
that
buildings
built
buildings
that
should
be
built
for
learning
as
an
environment,
for
our
students
to
learn
are
critical
or
a
critical
ingredient
to
all
students
imagining
and
realizing
any
future
they
desire.
Moreover,
the
superintendent
recently
launched
it
launched
a
strategic
plan,
accelerate
Philly
and
it
is-
and
it
is
in
part
predicated
on
our
infrastructure,
whether
it
be
year-round.
Schools
pools,
AP
science
courses
that
require
Labs
great
configurations
or
reimagine
imagination
of
those.
J
Our
buildings
matter
in
closing
I
want
to
thank
the
committee
for
creating
this
space
for
us
to
come
together
and
imagine
and
realize
deeper
collaboration
and
partnership
on
this
issue.
I
look
forward
to
the
testimony
of
the
other
speakers
and
at
this
time
I
would
like
to
pass
it
the
super
superintendent
watlington
and
his
team
to
provide
additional
information
on
the
state
of
the
district
infrastructure,
some
things
to
consider
with
a
Philadelphia
building
authority
and
additional
models
that
have
been
successful
here
right
here
in
our
city.
Thank
you.
So
much.
I
Thank
you
board
president
Streeter
chair,
Thomas
I'm
joined
today,
as
as
the
team
pulls
up
a
PowerPoint
deck
I
just
want
to
say
thank
you
to
you
for
having
us
here
this
morning.
I
am
joined
by
our
chief
operations
officer,
Colonel
Oz
Hill,
and
our
Chief
Financial
Officer
Mr
Mike
herbstman.
They
will
assist
me
in
this
presentation
with
this
testimony
this
morning.
Next
slide,
please
we're
pleased
to
be
here
to
share
information
about
conversations
about
an
Independent
School
building
authority
related
to
the
hearing.
I
I
do
want
to
say
that
Echo
what
president
Streeter
just
said,
we've
not
been
sitting
idly
on
the
sidelines.
This
summer
we've
been
working
hard
to
get
our
schools
open
and
ready
for
our
students
on
the
first
day
to
make
sure
that
our
Frankfurt
students
are
have
in-person
learning
on
September
5,
the
first
day
of
school
make
sure
our
children
are
welcome
to
warm
and
clean.
Excuse
me
to
welcome
to
clean
and
tidy
buildings
that
are
where
the
materials
are
ready
for
them
on
day
one.
I
I
We
are
going
to
share
the
state
of
our
infrastructure,
we're
just
going
to
remind
you
about
that.
Parsons
report
that
we
had
several
years
ago,
as
well
as
the
facility
condition
assessments
that,
where
our
schools
all
got
a
ranking
and
a
rating,
a
green,
yellow
red
marks
from
we'll
talk
about
some
of
the
certain
the
challenges,
the
up.
I
What
what
we're
doing
over
the
next
five
years,
relative,
improving
facilities
and
provide
some
facilities,
planning
updates,
I'll,
ask
Chief,
Hill
and
CFO
herdsmen
to
also
assist
me
with
some
information
around
considerations
for
a
school
building
authority
for
Philadelphia
and
we'll
also
share
some
other
models
to
accelerate
Improvement.
We're
pleased
to
be
asked
to
provide
this
testimony.
Mr
chairman,
while
we
have
not
landed
on
a
position
on
what
the
district
should
or
should
not
do,
we
do
know
that
a
great
organizations
do
not
have
prop
hide
problems
and
B.
I
I
I
also
want
to
just
remind
you
that
the
average
age
of
our
school
facilities
are
73
years
old
and,
and
you
can
see
some
of
the
fine
schools
here
in
the
pictures
there
next
slide.
Please
I
want
to
remind
you
about
that.
2017
Parsons
facility
conditions
assessment
report
it
found
the
overall
facilities
condition
condition
index
is
32.4
percent,
which
indicates
that
we
should
be
actively
replacing
systems
at
these
facilities.
I
It
pointed
to
a
estimated
4.5
billion
dollars
in
deferred
Building
Maintenance
costs.
School
buildings
are
no
different
than
our
homes
and
our
automobiles,
if
you
don't
keep
them
up,
they
cost
you
more
Downstream
to
repair
them.
85
buildings
in
the
school
district
should
be
considered
for
major
renovation,
not
just
cosmetic,
but
major
renovation.
I
According
to
that
2017
report
and
the
report
recommended
that
21
of
our
school
facilities
should
be
considered
for
either
closure
or
replacement,
and
we're
currently
doing
some
work
to
update
this
2017
study
so
that
we
can
validate
the
data
so
that
we
have
more
current
information.
Although
the
overall
breadth
of
the
information
is
not
is
still
very
valuable
to
us
some
six
years
later
next
slide.
Please.
I
Every
school
received
a
facility
condition
assessment
in
this
industry.
It's
a
process
where
a
qualified
group
of
individuals
are
trained
and
trained.
Industry
professionals
conduct
a
detailed
analysis
of
each
school
facility
in
our
school
facilities.
As
you
know,
they
they
vary
based
on
age
design
when
they
were
built.
What
kind
of
construction
materials
were
used
and
the
like
this
comprehensive
assessment,
though
of
educational
facilities
and
in
other
areas
operated
by
the
school
district
of
Philadelphia,
you
can
see
a
green
light,
green,
yellow
orange
or
red
rating.
I
It
ranges
from
90
to
below
60.,
and
you
can
see
the
conditions.
The
facility
condition
assessment
ranks
these
facilities
as
a
newer,
like
new,
good
Fair,
poor,
all
the
way
down
to
unsatisfactory,
certainly
if
you're
in
the
red
category
unsatisfactory,
the
building
and
a
majority
of
the
system
should
be
replaced
according
to
the
facility
condition
assessment.
Next
slide
bottom
line
is
German.
If
we
ask
the
question,
how
do
we
create
those
safe,
healthy
and
welcoming
School
environments
that
board
President
Street
are
referenced
in
the
board's
goals
and
guard
rails?
I
Thus
Parsons
report
told
us
in
2017
that
in
2017
dollars
the
cost
to
upgrade
our
school
facilities
across
the
board
would
be
7.78
billion,
7.789
billion
dollars,
at
least
in
2017
dollars,
and
that's
that
cost
will
certainly
be
higher.
Today
next
slide
I'm
going
to
ask
Chief
Hill
to
walk
us
through
the
some
of
the
environmental
challenges.
The
next
steps
and
he'll
do
slides
number
nine
through
12
and
I'll
come
back
Chief
Hill
right
after
that
to
jump
into
slide
13.
good
morning,
Colonel
Hill.
K
Council
member
Thomas,
thank
you.
Dr
watlington
and
board
president
Streeter,
as
Dr
watlington,
mentioned
an
ongoing
challenge.
The
district
confronts
are
the
environmental
issues
that
are
prevalent
in
our
schools
due
to
the
age
of
the
buildings,
the
materials
that
were
commonly
accepted
for
use
at
the
time
of
construction
and
the
historic
trends
of
underfunding,
our
facilities,
the
possibility
of
encountering
environmental
challenges
must
be
considered
in
every
aspect
of
facility
care
and
maintenance,
as
well
as
capital
projects.
K
Although
the
district
has
improved
its
proactive
posture
in
identifying
environmental
issues
through
refined
inspection
procedures,
the
momentum
of
the
response
in
addressing
issues
is
deliberate
and
sometimes
the
pace
is
slow
to
ensure
the
safety
and
well-being
of
the
school
Community.
As
the
remediation
work
is
accomplished.
As
many
are
aware,
environmental
issues
have
resulted
in
schools
being
closed
temporarily
to
allow
the
remediation
work
to
be
accomplished
safely.
K
K
K
Life
Safety
has
enhancements
major
mechanical
systems,
upgrades
and
Energy
Efficiency
initiatives
which
include
replacing
fire
alarm
systems,
replacing
boilers,
chillers
piping
and
electrical
systems
have
also
been
undertaken.
There
have
been
educational
enhancements
which
include
Elementary,
classroom,
Renovations,
Career,
Technical,
education,
programming,
expansion,
science
and
music
lab
upgrades,
as
well
as
playground
and
Athletic
Field
improvements.
There
have
also
been
modernization
of
technology
and
Business
Systems,
which
include
investments
in
Information,
Technology
infrastructure
for
improved
networking,
school
security
systems
and
the
modernization
of
our
yellow
bus
fleet
with
electric
buses.
K
Lead-Based
paint,
inspections
and
stabilization
projects
have
been
completed
in
194
schools
and
the
ongoing
and
ever-present
asbestos
hazardous
emergency
response
act
or
a
Hera
three-year
inspections
have
been
completed
in
294
schools
with
the
six-month
ahira
surveillance
inspections
to
follow
and
to
date
we
have
installed
1
819,
state-of-the-art
hydration
systems
to
ensure
safe
and
drinking
drinking
water
for
our
school
Community.
This
is
82
percent
of
the
district's
goal
to
have
2219
Hydration
Stations
installed
by
2025..
As
you
can
see,
we
are
ahead
of
the
pace
to
achieve
that
goal
slide
please.
K
The
current
capital
Improvement
plan
allocates
almost
two
and
a
half
billion
dollars
to
improve
our
facilities,
which
includes
the
completion
of
the
new
construction
projects
at
TM,
Pierce,
Ethan,
Allen
Cassidy,
as
well
as
new
construction
programs
for
Thomas,
home
and
alternative
middle
years.
At
James
Martin.
K
There
are
more
than
30
major
Renovations
minor
Renovations,
which
include
interior
doors.
Bathroom
Renovations
and
science
lab
upgrades,
also
included
in
the
CIP,
are
electrical
upgrades
which
will
enable
improvements
in
heating
ventilation
and
air
condition,
as
well
as
a
broad
range
of
other
facility.
Enhancing
projects
I'll
be
followed
by
Dr
watlington,
with
an
overview
of
the
facilities
planning
process.
I
Thank
you
Colonel
next
slide,
please
chair
Thomas.
You
invited
us
earlier
in
the
spring
and
asked
us
to
provide
an
update,
not
just
on
where
we
are
with
facilities
planning,
but
you
charged
us
to
make
sure
that
we're
moving
with
all
deliberate
speed
such
that
we
don't
continue
to
kick.
This
can
down
the
road.
We
heard
that
feedback
loud
and
clear
we've
heard
board
president
Streeter
and
the
Board
of
Education,
and
so
we
are
moved.
We've
been
very
busy
this
summer.
I
want
to
give
you
an
update
on
where
we
are
next
slide.
I
I
I
This
plan
will
lead
us
to
significant
Improvement
now
in
year,
one
while
we
were
developing
the
plan
we
weren't
just
asleep
at
the
wheel,
and
this
team
of
principals
teachers
and
District
staff
work
really
hard.
What
were
the
outcomes
in
year,
one
even
before
the
Strategic
plan
was
complete
student
attendance
Rose
by
three
percentage
points.
I
We
have
a
lot
of
work
to
do,
but
I
sure
want
to
make
sure
to
commend
the
staff
and
the
team
and
our
parents
and
students
for
the
work
they
did
this
year
to
begin
to
improve
outcomes
to
improve
outcomes,
and
we
look
forward
to
coming
back
to
sharing
the
testing
data
once
it's
verified
by
the
state
and
reading
reading
and
math
in
the
next
couple
of
months
and
Aug.
We
also
put
together
as
soon
as
that
strategic
plan
was
approved
by
the
board
of
education
on
June
1.
I
We
brought
a
smaller
committee
together
to
really
drill
down
to
the
ACT,
to
the
academic
division.
To
say
what
are
the
top
three
to
five
things:
that
a
project
team
should
keep
right
in
front
of
them
as
we
think
about
how
to
repair
rebuild
and
improve
improve
all
of
our
school
facilities
here
in
the
school
district
Philadelphia,
and
so
that
committee
is
looking
at
things
like.
What
do
we
need
to
do
differently
with
pre-K
in
our
buildings,
so
that
our
kids
get
the
education
they
need?
I
What
do
we
need
to
do
differently
so
that
at
the
Middle
grades
level?
No
matter
where
you
live
in
in
the
city
of
Philadelphia,
in
Middle
School,
you
have
access
to
have
to
take
algebra
one,
because
we
know
it's
a
gateway
to
who
gets
into
the
best
math
classes
who
gets
into
college.
What
do
we
need
to
do
differently
with
our
facilities
so
that
all
of
our
schools
can
offer
advanced
placement
courses?
I
We
have
16
high
schools,
I
learned
this
year.
They
have
zero,
advanced
placement
courses,
no
matter
what
we
do.
We
are
not
preparing
our
children,
all
of
our
children,
to
participate
in
the
economy
and
then
Career
and
Technical
education.
Where
do
we
need
to
make
better
Investments?
What
do
we
make
to
make
different
investments
in
our
Career
and
Technical
education
in
our
vocational
education
programs?
I
I
We've
been
reviewing
that
data,
those
facility
index
scores
for
all
the
schools,
red,
yellow
greens
and
we've
been
building
some
Partnerships
with
some
external
experts
so
that
we
can
validate
the
data.
We
want
to
validate
that
Parsons
report
from
2017.
What
still
is
accurate
six
years
later,
what
has
changed?
I
We
are
currently
identifying
some
of
the
phases
that
will
need
to
be
sub
phases
and
mapping
out
the
work
over
the
next
12
months
and
we're
preparing
for
a
community
engagement
program,
because
we've
heard
very
clearly
from
President
Street
and
the
board
that
it's
committed
to
make
sure
to
make
sure
that
our
community
understands
this
work
is
and
that
they
are
regularly
updated
on
our
thinking.
So
three
phases
of
work
here
next
next
slide,
please
as
a
part
of
this
chair
Thomas.
I
I
The
topic
we're
talking
about
today
might
be
something
that
Consultants
can
help
us
to
think
about.
On
the
other
side
of
that
project,
team
you'll
see
advisory
groups,
the
superintendent
has
an
advisory
group
of
students.
We
have
a
teacher
advisor
group,
a
principal
Advisory
Group.
We
want
to
be
very
thoughtful
about
how
we
engage
cross
sections
of
parents
across
the
city,
Grassroots
organizations
and
others.
I
So
we
know
that
how
we
communicate
in
our
transparent
about
the
work
that
we'll
be
doing
this
school
year
is
just
as
important
as
the
outcomes
that
we
reach
by
June
of
2024..
So,
what's
the
charge
to
the
project
team,
the
team's
charge
will
be
to
develop
a
comprehensive
facilities,
master
plan
by
June
30.,
we're
on
the
clock,
and
we
know
the
clock
has
started.
What
does
that
mean?
I
It
means
that
we
are
going
to
share
the
academic
Vision
with
the
project
team
and
we
want
the
project
team
to
embrace
that
academic
Vision,
as
set
forth
in
our
strategic
plan,
accelerate
Philly
number
two.
We
want
the
project
team
to
develop
the
guiding
principles
for
how
we
will
go
about
the
business
of
Designing,
state-of-the-art
learning,
environments.
I
Three.
We
want
the
project
team
to
co-construct
a
vision
for
modernizing
school
facilities
throughout
the
city,
and
we
want
to
do
it
in
a
way
that
we're
talking
with
our
community
all
along
the
way.
So
this
is
going
to
be
an
action-packed,
a
very
exciting
school
year
and
number
three.
We
want
to
reimagine
the
use
of
space
and
physical
plant
to
improve
the
functionality
of
schools,
so
we're
not
thinking
narrow,
we're
thinking
big
so
as
we
think
about
school
facilities.
You
know
we're
thinking
about.
What's
the
opportunity
for
multiple
uses
not
limited
to
just.
C
Doing
it
I'm
sorry,
superintendent,
you
know
I
really
don't
want
to
interrupt
you,
but
please
everyone
make
sure
you
mute
yourself
if
you're
not
talking
and
since
I
did
interrupt
you.
Let
me
just
take
a
moment
to
acknowledge
that
councilmember
Phillips
has
joined
the
hearing
I'm.
So
sorry,
Dr,
Wellington
I,
apologize.
I
So
no
no
problem
at
all
Mr
chairman
Mr
chairman.
We
just
know
that
we
are
dreaming
big
and
we're
thinking
about
a
number
of
things
that
we'll
put
on
the
plate
of
this
project
team
so
that
we're
not
just
thinking
about
our
traditional
Schoolhouse
anymore,
we're
thinking
about
reimagining
the
uses
of
spaces
so
that
these
schools
become
true
Community
hubs
and
so
I
don't
want
to
get
ahead
of
the
work
of
the
project
team.
I
But
just
please
underscore
that
word:
reimagine
the
use
of
space
and
physical
plant
in
our
schools
as
a
part
of
this
project.
Teamwork
next
slide
as
you've
introduced
the
topic
earlier
chair,
Thomas,
we're
here
to
talk
about
considering
a
school
building
authority
for
Philadelphia
I
do
want
to
say
that
we're.
We
appreciate
the
opportunity
to
be
a
part
of
the
discussion
and,
while
and
I'll
say
what
I
said
at
the
beginning,
great
organizations
do
not
have
problems.
It's
no
secret
that
we've
got
significant
facility
challenges
in
the
school
district
of
Philadelphia.
I
I
In
fact,
the
Board
of
Education
learned
earlier
this
year
that
we
have
the
best
not
only
the
best
credit
rating
Moody's
credit
investment
rating
that
we've
had
in
the
past
40
years.
It
was
upgraded
again
this
year
for
stable
to
positive,
and
so
that
is
a
really
significant
point
that
I
don't
want
to
be
lost
on
us.
I
Notwithstanding
all
the
challenges
we
have,
however,
given
all
the
challenges
we
have
I
I'm,
very
proud
of
our
board
of
education
for
willing
to
be
for
willing
to
be
a
part
of
putting
all
the
options
on
the
table,
because
we
need
to
put
all
those
options
on
the
table
and
we
need
to
vet
them,
even
though
we're
not
necessarily
endorsing
one
over
the
other
just
yet
relative
to
a
building
authority
on
the
next
slide.
There
are
some
issues
to
consider.
I
I
There
are
places
that
have
done
a
good
job
of
this
and,
quite
frankly,
the
United
States
I'm,
aware
of
places
that
have
not
done
as
good
a
job
with
this.
It's
like
everything
else.
The
devil
is
in
the
details.
It
requires
a
central
state
government,
partnership
and
program
oversight
is
really
important.
I
L
I
But
it's
an
interesting,
appropriate
topic
to
be
on
the
table
today
for
testimony
and
I'd
like
to
introduce
actually
Financial
Officer
Mike
hertzman,
who
has
experience
not
in
Prince
George's
County
Maryland,
one
of
the
largest
school
districts
in
the
country,
but
also
in
the
third
largest
school
district
in
the
country,
the
Chicago
public
school.
So
good
morning,
Chief
Hershman.
C
Dr
Wallington
I'm,
sorry
before
before
we
go
into
the
finances.
First
of
all,
your
testimony
so
far
has
been
you
and
the
entire
team
have
has
been
extremely
informative
and
I
know
that
the
general
public
appreciates
all
the
information.
I
know
we
talk
about
the
stuff
consistently,
but
it's
good
for
the
public
to
hear
it.
Miss
Morris,
our
first
panelists
in
this
particular
panel,
actually
has
a
hard
stop
coming
soon.
C
C
C
Sure
no
problem,
so
if
any
members
of
the
committee
has
any
questions,
please
feel
free
to
I.
I
know:
I,
see
a
couple.
People
queued
up
in
the
chat
feature
I'm
assuming
that
was
for
our
superintendent.
But
if
anyone
has
any
questions
for
Miss,
Morris
I
see,
councilman
regattier
has
questions
so
I'll.
Let
her
go
first
and
if,
if
there
aren't
any
other
questions,
beside
councilmember,
Gautier
I'll
close
out
with
a
few
questions
for
you,
Miss
Morris
and
then
we'll
jump
right
back
into
the
school
district
presentation.
G
Thank
you,
Mr
chair
I
also
have
questions
for
Dr
watlington,
but
you
know
I'll
hold
them.
Miss,
Morris
I
just
wanted
you
to
clarify
the
difference
between
Ryback
and
the
school
building
authority.
I
was
a
little
confused
by
that.
If
you
could
just
clarify
what
both
entities
do
and
why
both
entities
were
formed.
H
So
Ryback
was
formed
originally
with
the
mission
of
helping
501c3,
Healthcare
and
educational
institutions,
so
not-for-profit
universities,
K-12
institutions,
hospitals,
Health,
Care,
other
health
care
entities,
access
the
tax-exempt
market.
This
is
under
the
actual
federal
government
IRS
code
that
501c3s
must
issue
through
a
governmental
entity
in
order
to
be
able
to
issue
tax-exempt
bonds
or
benefit
from
tax-exempt
bonds,
so
that
was
Ryback's
original
Mission
we
were,
we
were
created
in
1966
with
that
mission
in
2006.
H
The
Rhode
Island
state
legislature
recognized
the
need
for
some
financing
oversight
of
school
construction
projects,
so
it
inserted
Ryback,
so
heretofore
Ryback
had
only
been
involved
in
not-for-profit
financings
and
then
2006.
The
legislature
said
we
would
like
Ryback
to
oversee
the
school
construction.
The
public
school
construction
financings,
not
not
the
projects,
but
the
financings.
H
So
the
school
building
authority
was
created
under
a
state
department
is
not
part
of
the
state
we're
independent
of
the
state.
Even
though
we're
State
legislated.
We
are
not
a
line
item
in
the
state's
budget.
School
building
authority
is
in
the
state's
budget,
part
of
the
Rhode
Island
Department
of
Education.
So
on
the
one
hand
you
have
school
building
authority
with
the
oversight
of
the
construction
projects
specifically
and
on
the
other
hand,
you
have
Ryback
inserted
in
2006
specifically
for
the
financing
component
of
the
projects.
H
You
so
much
fulfilling
Authority
being
a
part
of
the
state
of
Rhode
Island
in
the
state
of
Rhode
Island
having
its
own
Treasury,
Department
and
Debt.
Management
Group
could
have
done
the
oversight
of
school
construction
projects,
maybe
you're
familiar
with
weird
politics
in
in
Philadelphia.
But
yes,.
F
Thank
you
thank
you,
Mr,
chair
and,
and
thank
you
all
for
your
testimony
and
I
just
had
two
specific
questions
and
I
guess
we
could
even
answer
these
later.
But
basic
was
this
basic
sustainability
plan
for
the
district
and
how
we
would
propose
that
and
are
we
looking
to
transition
away
from
fossil
fuels
over
time
as
part
of
that
plan,
councilmember.
C
C
F
H
C
Yeah
I,
just
I'll,
be
very
quick.
I
just
want
to
know
two
things,
I
think,
first
and
foremost,
if
you
can
give
us
numbers
how
much
money
has
Rhode
Island
spent
on
facilities
and
how
many
new
schools
have
you
built
and
then
also
based
on
the
information
that
you've
heard
thus
far
today
and
based
on
your
experience,
what
what
recommendations
do
you
have
for
us,
as
it
relates
to
the
direction
that
we
should
go
in?
C
Looking
at
the
facilities
crisis,
we
have,
in
collaboration
with
the
idea
of
assuring
that
every
child
has
to
get
a
quality
education.
Clearly
re-exploring
the
idea
of
of
of
of
of
having
a
separate
party
be
responsible
for
the
construction
of
new
buildings.
So
my
two
questions
would
be
again:
can
you
give
us
some
information
as
it
relates
to
what
you've
been
able
to
accomplish
from
Rhode
Island
and
based
on
what
you've
heard
today?
What
recommendations
do
you
have
Fox.
H
So,
honestly,
you
know
I
don't
mean
to
to
sort
of
cop
out,
but
your
those
questions
really
are
appropriately
asked
of
the
school
building
authority.
They
they
are
the
ones
who
keep
all
of
the
statistics
related
to
how
many
schools
have
been
built.
How
much
we
had
something
conducted
called
the
Jacobs
report,
kind
of
like
your
Parsons
I,
think
it
was
called
report
that
that
looked
Rhode,
Island
Statewide.
What
needed
to
be
done?
H
H
The
total
need
that
looks
back
at
the
history
of
the
program,
but
again
would
encourage
you
strongly
to
speak
to
someone
at
the
school
building
authority
for
specific
statistics
on
how
many
schools
have
been
built,
what
what
the
total
cost
has
been
and
what
the
current
and
future
need
is.
They
keep
track
of
that
I
I.
C
I
B
Thank
you
good
morning,
as
we
discussed
the
concept
of
new
facilities
Authority
today,
we
just
wanted
to
briefly
touch
on
three
other
models
already
used
by
the
school
district
in
recent
years
to
accelerate
construction
of
new
school
buildings.
Next
slide,
please
So.
Currently
the
school
district
is
collaborating
with
the
Philadelphia
Industrial
Development
Corporation
pidc
I
do
understand
that
a
representative
of
pidc
will
be
testifying
later
today
and
will
likely
provide
far
more
detail
than
I'm
about
to.
B
But,
as
you
are
aware,
pidc
manages
the
Philadelphia
Authority
for
Industrial
Development
or
paid
in
March
2022.
The
Board
of
Education
authorized
a
partnership
with
paid
for
three
specific
School
sites:
Amy
five
at
James,
Martin,
Thomas,
home
Elementary
and
Lewis
C
Cassie
Elementary.
The
intent
of
this
partnership
was
really
to
provide
an
additional
efficiency
and
to
help
accelerate
the
timelines
of
these
projects.
In
this
model,
the
school
district
continues
to
own
the
sites
through
intergovernmental
cooperation
agreements.
B
The
district
leases
these
properties
to
paid
through
the
end
of
construction
paid
in
turn,
subleases
each
property
to
a
developer
shared
through
a
joint
process
that
includes
both
paid
and
the
district.
The
developer
designs
and
constructs
the
buildings
throughout
construction
paid,
manages
invoicing
and
payment
to
the
developers,
and
projects
are
of
course,
required
to
meet
the
design
guidelines,
educational
specifications
and
technical
specifications
developed
by
the
school
district.
B
In
this
particular
case,
these
three
projects
are
funded
through
arpa
Esser.
The
latest
round
of
the
federal
covid-19
relief
funding
to
schools
and
paids
total
administrative
Services
fees
are
capped
at
one
percent
of
the
project.
Costs
I
understand
that
members
are
likely
familiar
with
this
model
as
I
believe
similar
models
in
partnership
with
paid
have
been
used
for
other
city
of
Philadelphia
capital
projects.
B
The
school
district
District
used
TurnKey
development
to
build
the
Northeast
Community
Propel
academy,
one
of
the
projects
that
Chief
Hill
mentioned
earlier.
Stp
owned
the
land
adjacent
to
Lincoln,
High
School,
as
was
authorized
to
do
by
the
Board
of
Education
in
2019,
it
sold
the
land
to
a
developer,
with
the
express
purpose
of
that
developer,
developing
and
building
a
new
K-8
school
and
athletic
fields.
B
There
is
an
agreement
at
the
beginning
of
the
process
that,
after
the
development
was
satisfactorily
complete,
the
district
would
purchase
back
the
property,
including
the
buildings
and
Fields,
at
a
not
to
exceed
amount.
That
final
amount
had
to
be
supported
by
two
post-construction
appraisals
obtained
by
the
district.
Before
we
did
purchase
it
back
in
2021.
B
B
In
2019,
the
school
district
originally
entered
into
a
public
private
agreement
with
Drexel
University
Drexel
constructed
a
school
building
for
Powell
Elementary
School
and
Science
Leadership
Academy
Middle
School
for
the
construction
STP.
The
school
district
contributed
seven
million
dollars
to
construction.
The
state
contributed
three
million
dollars
from
the
Redevelopment
assistance
Capital
program
and
the
arrest
was
paid
by
a
combination
of
Drexel
University,
with
the
assistance
of
some
federal
tax
credits
and
support
of
several
philanthropic
organizations.
B
There's
currently
a
35-year
agreement,
it
started
when
the
school
district
when
the
building
was
finalized
and
accepted
by
the
school
district.
It
is
an
agreement
where
the
district
leases
the
building
for
one
dollar
per
month,
and
the
district
continues
to
pay
to
fully
operate
the
facilities
that
we're
using
currently
for
Apollo
Elementary
and
Science
Leadership
Academy
Middle
School.
I
C
C
In
the
midst
of
your
presentation
today,
you
talked
about
three
different
examples
of
how
the
school
district
have
worked
with
other
parties
to
provide
new
facilities
in
the
city
of
Philadelphia.
Your
2017
report
said
that
we
needed
at
least
21
that
21
schools
should
be
closed,
not
necessarily
saying
we
need
to
build
21
new
schools
based
on
population
shifts
and
other
studies,
I
think
that
will
determine
exactly
where
and
what
new
schools
need
to
be
built.
But
I
did
see
here
did
three
different
examples.
C
I
heard
one
model
that
had
a
public-private
partnership
where
you
worked
with
Drexel
and
some
philanthropy
groups,
I
heard
another
bottle
where
you
sold
the
land
to
a
developer
and
the
school
district
purchased
the
land
back
and
I
heard
another
model
that
involved
pidc
I.
Think
most
folks
are
clear
where
I
am,
as
it
relates
to
the
direction
that
I
think
we
should
go
in
to
build
new
facilities.
C
I
think
the
public-private
Partnerships
are
great,
but
with
the
35-year
expiration
deadline
that
that
does
have
a
little
concern
and
that
lingers
over
my
head
when
we
use
that
model
I'm
a
big
fan
of
the
model
of
working
with
pidc
and
having
an
entity
or
somebody.
The
equivalence
of
them
participate
in
this
process
with
us,
because
I
feel,
like
it's
very
difficult
to
ask
you
to
assure
that
every
child
gets
to
school.
Safe,
receives
a
quality
education,
they're
safe
when
you're
there
they
have
a
nutritious
meal.
C
They
have
out
of
school
time
activities
after
that,
and
then
they
transition
home
from
that
state,
and
you
probably
have
one
of
the
biggest
school
districts
in
the
entire
country.
So
to
add,
the
idea
of
building
new
buildings
to
all
of
those
responsibilities,
I
think,
is
asking
a
lot
as
it
relates
to
the
capacity
for
the
district,
and
so
with
that
being
said,
based
on
the
three
models
that
you
presented
today,
anybody
can
answer
this.
It
could
be
our
superintendent,
it
could
be
our
board
president.
What
model
do
you
favor
and
why.
I
If
I
may
start,
certainly
Mr
chairman
I
I
recognize
that
Boards
of
Education
are
responsible
for
both
Vision
policy
and
budgets
for
school
districts.
I
I
would
never
want
to
get
ahead
of
the
board
and
the
board
president
we've
not
landed
on
any
firm
recommendations
that
we
will
offer
to
President
Street
at
this
point.
What
we
want
to
do
is
do
a
careful
consideration
and
a
thorough
vetting
of
all
options
on
the
table.
I
J
I'll
add
my
personal
perspective.
The
board
hasn't
sat
in
a
room,
yet
I
said:
do
we
prefer
pidcp
TurnKey
model
as
well,
but
I
think
if
the
pidc
piece
works
like
it
is
working,
that's
something
I
think
that
we
can
build
upon
as
well.
So-
and
that's
just
me
speaking,
individual
board
member
I,
think
I
feel
the
temperature
of
the
board
on
this
I
think
the
pidc
pay
model,
because
it
does
a
couple
of
things
one.
J
We
know
that
there's
experts
who
know
how
to
build
things
and
it
helps
the
district
focus
on
educating
children
work
orders
the
other
things
that
we
have
to
do
to
make
sure
that
our
building
stay
open
in
in
the
hands
of
an
entity
that
we
know,
because
it's
done
work
for
the
city
with
large
capital
projects
can
do
the
work.
So
I
think
that's
the
right
now.
That
seems
like
the
optimal
mechanism
of
what
we
have
right
now,
but.
C
Thank
you
board,
president
and
I
just
want
to
be
clear
for
the
listening
public.
You
know
the
board
president
isn't
necessarily
saying
this
is
the
direction
we
should
go
in.
I.
Think
the
purpose
of
today's
conversation
is
to
explore
ideas,
suggestions
and
recommendations,
as
it
relates
to
an
issue
that
we're
facing
and
what
we
can
do
to
essentially
resolve
it.
So
I
appreciate
you
providing
your
opinion,
even
though
it's
not
like
an
official
opinion
from
the
school
board
or
the
school
district
of
Philadelphia.
C
With
that
being
said,
just
one
more
question
and
then
I'll
pass
it
to
my
colleagues.
In
the
2007
report,
you
talked
about
85
schools
needing
major
construction
and
21
schools
that
were
recommended
to
be
closing.
You
know
this
is
just
a
personal
question.
Where
was
Frankfurt
at
on
that
list
was
Frankfurt.
C
One
of
the
80s
clearly
had
to
be
at
least
one
of
the
85,
but
I'm
wondering
was
it
one
of
the
21
or
what
at
any
time
was
Frankfurt
one
of
the
schools
or
any
school
that
where
we
we're
in
right
now,
what
was
any
school
that
were
used
right
now,
where
young
people
are
actively
there?
We're
teachers
and
other
staff
members
are
actively
there.
It's
any
school
that
was
on
that
21
list
of
schools
that
needed
to
be
closed.
I
J
That
correct,
let
me
let
me
have
some
context.
Yes,
I
agree
from
my
memory
as
well.
I
do
not
believe
Frankfurt
was
on
that
list,
but
to
answer
your
other
question
of
the
21
schools,
I
believe
one
of
those
schools
might
be
on
the
compressiveness
of
being
replaced
or
will
be
replaced
very
soon
with
the
rebuild,
but
there
are
a
few
of
those
schools
that
sadly,
are
on
that
list
of
either
closure
or
replacement.
When.
C
You
create
when
it
and
and
I
want
to
be
clear
to
the
listing
in
public
when
this
report
was
done
in
2017.
Most
of
the
folks
who
are
in
the
position
that
they're
in
right
now,
we
were
not
in
the
positions
that
we're
currently
in.
So
this
was
a
report
that
was
done
and
issues
that
were
created
long
before
any
of
us
got
to
the
seats
that
we're
at
so
I.
C
When
you
talk
about
you
know
what
I'll
stop
right
there
chair
recognizes
council
member
school
I'll
come
back
to
my
line
of
questions.
Let
me
pass
it
to
some
of
the
other
members
of
the
education
committee
to
allow
them
to
ask
questions
that
they
may
have
chair,
recognizes
council,
member
squilla
and
then
after
that,
we'll
recognize
councilman,
oh
God,
okay,
I
apologize,
we'll
go
to
councilmember,
Guardian
Cherry,
recognizes
councilmember
and
then
we'll
come
back
to
council
memory.
School.
G
Thank
you,
Mr,
chair,
Dr,
watlington
I
was
curious
to
know
in
your
presentation.
You
talked
about
doing
sort
of
in
updated
review
of
the
2017
Parsons
report.
That
report
gave
a
7.78
billion
dollar
figure
in
terms
of
what
we've
been
need
to
do
to
bring
our
facilities
up
to
date.
Have
you
gotten
to
the
point
in
your
review,
where
you
have
a
new
number.
I
We
don't
at
this
time,
have
a
definitive
new
number.
One
of
the
reasons
why
that
phase
two
was
listed
from
April
through
to
be
determined
is
because
we
we
don't
want
to
say
we'll,
have
it
definitely
by
this
date,
and
it
takes
us
two
days
later,
we'll
have
more
to
say
about
that
as
we
get
deeper
into
this
work
over
the
next
four
to
six
weeks.
But
at
this
point
we
don't
have
a
new,
definitive
number
to
pin
for
the
council.
G
Okay,
thanks
and
when
you,
the
last
sort
of
slide
of
your
presentation
or
one
of
the
last
slides,
talked
about
how
an
authority
would
work
best
and
you
you
stated
that
one
of
the
things
that
will
help
it
to
work
is
having
10
years
of
Capital
up
front.
Do
you
have
a
sense
of
what
that
figure
would
be.
C
C
Contract
negotiations
I'll
probably
get
a
list
of
about
30
other
things
that
comes
under
your
jurisdiction,
I'm
wondering
in
your
one
year.
How
has
it
been
going
so
far,
and
what,
in
your
opinion,
would
it
do
for
your
workload
if
the
idea
of
building
new
buildings
wasn't
directly
under
your
jurisdiction,
as
it
relates
to
implementing
a
plan
that
facilities
the
facilities?
I
can't
remember
the
exact
name,
you
called
it,
but
the
facilities,
a
coalition
that
comes
up
with
so
I,
want
to
be
clear.
C
No
one's
looking
to
say
that
the
school
district
should
not
have
a
say-so
in
what
school
should
look
like
where
schools
should
be
built,
or
anything
like
that
and
I
think
that
that
would
be
a
naive
perspective
to
take.
But
at
the
end
of
the
day,
the
idea
of
actually
implementing
the
plan
is
what
we're
talking
about
having
a
third
party
involved
with.
So
we
don't
necessarily
have
to
have
that
responsibility.
We
can
rely
on
people
who
do
that
every
single
day,
so
superintendent,
the
mic,
is
yours.
I
All
right,
thank
you.
I'll
try
to
answer
that
very
directly.
First
I
always
believe,
and
it's
certainly
proven
true
in
my
first
year.
Here's
the
superintendent,
our
greatest
resource
is
our
time
and
how
we
use
it
wisely
and
toward
the
goals
that
we're
trying
to
reach.
That
said,
I've
been
very
pleased
with
a
lot
of
hard-working
team
members.
I
I,
don't
think
we
get
credit
for
the
number
of
hard-working
people
who
are
doing
good
things
when
I
looked
at
that
slide,
that
Chief,
Hill
ticked
off
about
and
I
was
very
pleased
to
say
under
the
board
of
education's
leadership.
This
is
just
not
the
company
line
here.
I
really
mean
this.
When
you
look
at
five
schools
being
built
plans
for
others,
Hydration
Stations
being
put
in
and
all
the
things
that
are
being
done.
Notwithstanding
all
the
all
the
challenges
we
have
here,
it
makes
me
optimistic
that
we
can
get
better.
I
That
said,
if
I
didn't
believe
that
we
need
to
also
be
thinking
about
how
we
use
our
time
wisely.
I
certainly
wouldn't
be
a
part
of
this
testimony.
Conversation
today,
I
think
it's
worthy
of
having
a
conversation
about
how
all
of
us
can
do
our
work
more
efficiently
and
I.
Think
all
these
options
are
something
that
merits
some
real
serious
consideration,
although
I've
not
landed
on
a
position
yet,
but
I'm
I
do
think
that
we
should
be
talking
about
how
I
could
use
my
time
best.
I
The
team
can
be
using
his
time
best.
I
equally
think
we
have
to
have
equal
conversation
about
what
we're
going
to
do
about
the
historic
underfunding,
because
no
matter
who
manages
these
processes,
if
we
don't
figure,
get
our
arms
around
the
historic
undefending
I
think
that
you
know
we'll
we'll
continue
to
be
in
a
not
so
pleasant
space
but
I
hope.
That's
a
straightaway
answer.
C
Last
question
we
I
know
news
just
came
out
recently,
as
it
relates
to
legislation
that
city
council
passed
specifically
around
school
facilities.
Maybe
it's
the
board
president.
Maybe
it's
the
superintendent
but
talk
a
little
bit
about
what
you're
legally
allowed
to
say
as
it
relates
to
this
issue
being
resolved
and
how
we
can
anticipate
working
together
to
ensure
that
facilities
are
safe
up
to
par
and
prepare
for
our
young
people.
This
fault,
as
you've
been
examined
in
buildings
throughout
the
course
of
the
summer.
C
Give
us
a
brief
summary
of
some
of
the
things
that
you
found
out.
I've
seen
I
was
also
impressed
with
Mr
Hill's
presentation.
So
clearly,
a
lot
of
work
has
been
done,
but
give
us
specific
information
around
what
you've
done
this
summer,
specifically
right,
because
at
the
end
of
the
day,
we
this
problem
is
so
big
that
there's
a
chance
that
you
know
something
a
school
can
be
tested
in
September
or
not
or
October.
C
And
we
find
something-
and
it
puts
us
in
a
position
where
we
have
to
create
some
type
of
alternative
plan.
And
what
I
don't
want
is
for
the
listening
public
to
think
that
we
spent
our
entire
summer
at
the
shore
or
on
vacation,
and
we
weren't
necessarily
looking
into
some
of
the
issues
that
we
already
know
exists.
So
just
for
a
second
talk,
a
little
bit
about
what
we've
done
this
summer.
J
J
We
were
thinking
that
we
don't
want
to
get
caught
in
a
situation
where
the
facilities
plan
is
get
is
coming
through
fruition
and
there
might
be
some
above
me
now
moments
like
environmental
concerns
or
other
things
that
can
cause
the
school
to
close,
but
we
don't
have
appropriate
spaces
for
children
to
go
to
so
be
able
to
look
out
for
that.
There'll
be
a
swing
space
plan
coming
out
where
we've
split
the
city
into
quadrants,
where
parents
and
communities
will
have
access
to
a
growing
list
of
Swing
spaces.
J
J
J
So
and
then
I
got
a
chance
to
see
the
gym
and
I
got
a
chance
to
walk
around
and
see
some
of
the
history
and
the
culture
which
I
think
is
very
important
to
kind
of
when
you
go
and
visit
the
school
to
see
why
that
school
is
a
pillar
of
the
community
as
well.
So
that's
some
of
the
work
we've
been
doing
around
the
leg
around
the
lawsuit
I
think
that
even
though
we
it
did
start
litigation
did
start
I'm
happy
to
to
announce.
I.
J
We
were
to
clarify
some
things
that
might
not
have
been
clarified
at
the
outset,
but
also
create
shared
language,
shared
understanding
and
shared
ability
and
capacity
to
be
ever
transparent
as
well.
So
I
think
that
that
should
not
be
something
we
we
don't
take
I
think
not
a
lap
around
the
field
to
say
we
did
it,
but
I
think
that
this
can
be
the
foundation
for
even
more
Village
oriented
work.
That
can
be
done
as
we
continue
to
fund
this
public
education
Renaissance.
J
So
that
being
said,
I
think
that
kind
of
covers
it
and
I
just
want
to
say.
Thank
you.
Isaiah
I'll
call
you
Isaiah
in
this
space.
The
chair,
Thomas
council,
president
Clark,
the
mayor,
the
the
managing
director
for
keeping
this
what
it,
what
it
has
been
a
family
dispute
where
we
were
able
to
work
something
out.
I
am
very
hopeful
that
we
won't
ever
have
to
go
down
that
route
again
and
I'm.
J
C
Well,
thank
you
board
President.
We
appreciate
it.
I
also
want
to
just
take
a
moment
to
recognize
that
council
member
Lazada
has
joined
us
in
this
hearing
today.
Thank
you,
council
member.
We
appreciate
it
and
I
also
want
to
take
a
moment
to
acknowledge
the
presence
of
State
Rep
Morgan
cephrus,
who
is
the
chair
of
the
Philadelphia
delegation,
who
was
a
part
of
our
conversation
earlier
and
plans
on
returning
as
well.
C
So
thank
you
both
for
being
a
part
of
this
important
conversation
and
this
this
point
I
would
like
to
open
up
the
the
open
it
up
to
members
of
the
education
committee
to
see
if
anyone
has
any
other
questions
for
the
school
district
of
of
Philadelphia,
as
it
relates
to
our
superintendent,
his
entire
team,
as
well
as
the
president
of
our
school
board,
saying
nobody
in
the
chat
and
hearing
no
further
questions.
I
want
to
say
thank
you
all
for
your
presence
here
today.
C
D
M
Good
afternoon
I'm
Cindy
Smith
I
am
the
executive
director
of
facilities,
planning,
design
and
construction
for
Baltimore
City
Public
Schools
been
in
this
particular
role
for
about
a
year,
but
I've
been
here
for
about
nine
years.
So
a
good
part
of
the
21st
century
buildings
program,
which
is
what
I'll
talk
about
and
I
just
wanted
to
just
say
on
a
personal
note,
I
actually
went
to
college
in
Philly
and
my
husband,
where
I
met
my
husband
at
College,
who
was
a
graduate
of
Frankfort
high
school.
M
M
So
I
am
very
encouraged
to
see
Philadelphia
schools
looking
at
a
rebuilding
program,
similar
to
the
21st
century
buildings
program
that
Baltimore
city
schools
embarked
on
just
about
a
decade
ago.
We
have
very
similar
issues
and
especially
in
regards
to
seeing
what
this
the
school
district
just
presented
very
very
similar
issues
similar
we
had
and
still
have
actually
the
oldest
buildings
in
the
state
of
Maryland.
M
In
addition,
City
schools
has
a
decline:
population
leaving
the
district
with
underutilized
facilities
that
we
also
have
to
deal
with
and
like
many
districts,
and
particularly
us
urban
districts,
City
schools
has
been
historically
underfunded
in
regards
to
both
capital
and
maintenance
funding
for
decades.
For
example,
currently
we
receive
243
million
dollars
less
per
year
than
we
should
to
support
our
facilities
appropriately.
We
are
funded
almost
completely
by
the
state
for
our
Capital
needs
versus
other
districts
in
Maryland,
who
have
a
larger
tax
base
in
their
local
areas
and
therefore
receive
additional
funding.
M
This
plan
included
every
school
in
the
district,
the
results
from
the
assessment
and
a
recommendation
for
the
school
and
the
building.
These
recommendations
included
everything
from
co-locations
to
closures,
Replacements
and
Renovations.
Everything
was
also
assigned
a
year
in
the
plan
based
on
the
need
of
the
particular
school
and
building,
so
these
schools
share
that
plan
with
all
of
the
communities
in
the
city
under
a
large
community
engagement
effort.
M
The
next
step,
of
course,
was
the
funding
for
this
plan.
The
ACLU
worked
with
us
to
gather
communities
and
we
marched
on
Annapolis
to
demand
funding.
Obviously,
the
capital
funding
we
were
receiving
was
not
going
to
support
this
kind
of
rebuilding
effort
that
was
necessary
and
identified
in
the
10-year
plan.
M
M
This
will
continue
until
all
of
the
bonds
related
to
the
program
are
fully
paid
off
or
retired,
which
is
to
be
30
years
from
the
time
of
issuance
of
the
final
MSA
bonds.
I
do
believe
the
last
Bond
was
issued
last
year
for
the
final
School
in
the
program.
The
mou
also
placed
MSA
in
charge
of
the
design
and
construction,
as
well
as
the
final
say,
on
the
funds
allocated
to
each
project
with
City
Schools
having
authority
over
the
educational
programming
in
the
buildings.
M
I
just
want
to
add
here
that
this
was
not
to
say
that
the
operations
team
at
the
city,
schools
here,
wasn't
doing
our
work
and
wasn't
wasn't
doing
good
work.
This
was
about
the
funding,
the
MSA
being
the
ability
being
entity
to
be
able
to
float
the
bonds
they
wanted
them
in
charge
of
the
design
and
construction.
M
Capital
funding
remained
as
still
a
portion
of
the
state
budget
that
we
still
received
and
all
of
our
normal
systemic
upgrades
like
HVAC
systems
and
the
couple
projects
that
operations
was
doing
also
to
replace
schools
continued.
So
this
was
basically
operated
as
a
separate
construction
program.
In
addition
to
the
existing
Capital
funding
that
we
received
once
the
program
started.
Of
course,
it
was
determined
that
1.1
billion
dollars
would
not
do
half
of
the
district.
M
It
would
actually
only
fund
23
to
28
school
buildings
in
2022,
City,
Schools
refinanced,
part
of
the
bond
requiring
us
to
put
in
another
10
years
of
payments,
but
obtaining
funding
for
a
29th
School
in
the
program
to
date,
City
schools
has
replaced
or
renovated
26
buildings.
We
still
have
under
this
program.
We
have
replaced
or
renovated
26
buildings.
We
still
have
one
in
construction
and
the
last
two
are
in
design
at
this
time.
M
Unfortunately,
there
is
no
talk
of
additional
funding
to
continue
through
the
21st
century
buildings
plan
to
update
or
replace
our
remaining
approximately
100
buildings,
so
we
are
back
to
our
underfunding
annually
and
trying
to
do
everything
with
approximately
30
million
dollars
a
year,
which
does
not
do
much
along
with
the
other
stipulations.
The
house
bill
also
requires
City
Schools
to
close
and
consolidate
26
schools
and
obtain
a
utilization
rate
of
86
percent
across
the
district
by
District
by
2022.
M
M
What
I
kind
of
want
to
focus
on,
though,
are
the
lessons
learned
that
we
have
kind
of
well
grasped
throughout
this
process
that
may
benefit
others
embarking
on
similar
endeavors
number
one.
The
four
school
closures
as
part
of
the
requirement
has
strained
relationships
with
City
schools
and
the
communities
we
serve.
M
These
communities
went
out
and
fought
for
the
funding
for
the
schools
they
marched
on.
Annapolis
for
them
and
then
turned
around
and
had
several
schools
closed
within
their
communities,
even
though
the
schools
where
the
students
were
redistricted
to
were
new
or
renovated,
and
there
was
a
tremendous
amount
of
Engagement
efforts
to
bring
the
communities
together
when
that
happened,
there
was
still
a
significant
sense
of
loss,
Within
These
communities
that
were
still
receiving
feedback
and
push
back
on
to
this
date.
So
that
has
you
know
has
been
a
very
difficult
part
of
this
process.
M
We
would
encourage
the
development
of
Edge,
specs
and
minimum
design
standards
prior
to
embarking
on
a
program.
It
was
relieving
to
hear
that
that
the
school
district
already
does
have
something.
I
would
suggest
at
least
reviewing
them
to
update
the
edspec
sent
the
Ed
set,
the
Ed
program
and
the
required
spaces
to
support
the
educational
program
for
the
school
per
the
legislative
action
we
were
under.
This
was
the
only
part
in
which
we
had
oversight
and
control.
The
Ed
Speck
should
be
tight
and
should
be
held
and
maintained
as
the
absolute
requirements.
M
This
has
compromised
many
of
the
school
programs
that
we
need
to
run.
In
addition,
design
standards
set
the
minimum
requirements
for
the
building
system
and
some
materials
in
the
absence
of
design
standards.
At
the
start
of
our
program,
MSA
was
able
to
install
some
systems
and
materials
that
are
going
to
end
up
costing
us
to
maintain
over
the
lifespan
of
the
building.
M
Once
we
did
get
our
design
standards
in
place,
they
still
pushed
on
it,
since
that
was
what
they
had
already
done
and
in
addition,
since
we
were
already
battling
the
budgets
that
had
already
been
set,
we
were
forced
to
give
in
to
systems
that
are
not
what
we
want
in
our
buildings
and
are
going
to
be
very
difficult
to
maintain
and
operate
over
the
life
cycle.
The
district
should
know
what
their
minimum
needs
are
to
be
able
to
operate
and
maintain
the
buildings
and
needs
to
hold
to
those
throughout
the
process.
M
Since
MSA
was
in
charge
of
the
funding
authorizations,
their
priority
was
first
cost.
Not
life
cycle
cost
I
would
encourage.
Any
program
should
include
language,
about
analyzing
the
life
cycle
costs
and
requiring
that
as
a
factor
for
decision
making
during
the
design
and
value
engineering
decisions.
This
is
just
good
architectural
engineering
design
practice
anyway,
but
this
is
going
to
cost
us
hundreds
of
thousands
of
dollars,
if
not
Millions,
over
the
life
cycle.
M
I
would
also
encourage
language
that
gives
the
school
system
the
authority
to
deny
any
decisions
that
will
be
detrimental
to
the
operation
of
the
school.
During
its
life
cycle,
House
Bill
860
did
set
up
two
required
bodies
for
reporting
out
on
the
progress
of
the
plan,
the
first
being
called
the
Coordinating
Committee,
which
is
led
by
the
city
and
centers
around
Partnerships,
with
the
city
to
support
the
schools
such
as
safe,
pass
to
school
bike,
Lanes
Redevelopment
opportunities
Etc.
This
has
been
a
great
partnership
with
the
city.
M
M
We
are
also
required
to
provide
an
annual
report
to
the
Board
of
Public
Works
that
outlines
the
status.
The
community
engagement,
the
funds
spent
Etc
to
keep
everybody
on
track,
and
you
know
the
public
aware
of
what's
going
on.
Community
engagement
is
a
large
element
of
the
21st
century
buildings
program.
M
So
I
will
admit
that
our
our
communication
with
MSA
has
been
contentious
at
times.
It
was
a
force
partnership
that
wasn't
necessarily
our
choice
but
required
for
the
funding
to
be
obtained,
so
it
was
worth
it
because
we
needed
that
money.
We
have
often
been
at
odds
because
our
mission
is
very
different
than
theirs.
M
A
partner
in
this
type
of
program
needs
to
understand
that
schools
aren't
just
a
different
type
of
office
building
or
commercial
building.
The
purpose
in
a
school
is
very
different
and
the
infrastructure
needs
to
support
the
purpose.
Without
that
understanding,
it
is
a
battle
for
every
step.
In
addition,
constant
communication
outside
of
the
design
and
construction
meetings
is
essential.
M
We
hold
an
executive
meeting
monthly
between
MSA
and
City
Schools
to
talk
over
outstanding
issues
that
come
up
that
need
decisions,
cooperation
between
us
Etc
that
haven't
been
able
to
come
up
or
that
aren't
necessarily
related
to
a
designer
construction
project
in
particular.
Additionally,
my
counterpart
at
MSA
and
I
meet
weekly,
where
we
address
things
that
have
popped
up
on
one
side
or
the
other
that
are
project
managers
or
a
warranty.
M
Managers
need
support
on
to
be
addressed
and
to
make
sure
that
they're
resolved
sharing
these
responsibilities
and
creating
a
professional
working
relationship
has
helped
to
eliminate
some
of
what
was
previous
arguments
and
ultimately
allows
us
to
create
better
buildings
for
our
students
and
staff.
The
program
has
ultimately
allowed
us
to
complete
what
will
be
29
buildings
for
our
students.
Unfortunately,
we
still
have
many
to
go,
but
it
has
been
very
useful
and
beneficial,
and
it
has
has
been
helpful
to
us.
C
Thank
you
that
was
excellent.
Testimony.
A
lot
of
great
information,
phenomenal
feedback.
I
know
I,
have
some
questions,
but
I
would
like
to
let
our
next
next
member
of
this
particular
panel
provide
testimony
and
then
I'll
Circle
back
around
with
questions.
So
please
state
your
name
for
the
record
and
connect.
N
N
That
would
be
great,
so
I'm
married
filardo
and
I'm
executive
director
of
the
21st
century
School
fund,
which
is
a
almost
30-year-old
non-profit.
That's
been
working
on
local
state
and
federal
policy
associated
with
public
school
infrastructure.
My
roots
are
in
the
District
of
Columbia
Public
Schools,
and
that
was
where
I
first
cut
cut
my
teeth.
So
many
many
of
these
conversations
are
extremely
familiar
to
me
from
the
public-private
Partnerships
and
the
other
kinds
of
authorities
that
all
of
this
work
is.
N
Is
you
know
what
I've
lived
and
breathed
for
the
last
30
years,
so
I
I
have
testimony
in
there
about
The
Bravery
and
how
important
it
is
to
to
be
brave
in
this
work,
but
I
want
to
I
want
to
actually
skip
what
I've,
written
and
I
would
like
to
share
my
screen.
If
I
could,
just
for
a
moment
can
I
can
I
do
that?
N
N
So
one
of
the
things
that
I
I
wanted
to
focus
on
is
that
it
really
actually
doesn't
matter,
and
we
had
done
a
study
back
in
1999
actually
with
the
World
Bank
group,
whether
you're
managing
it
in-house
whether
you're
privatizing,
the
you
know,
kind
of
Contracting
out
the
entire.
You
know
management
system
of
your
facilities
or
your
Capital
program
or
whether
you
have
some
hybrid
of
it.
N
It
really
me
what's
important,
is
that
you
have
these
Essentials
for
a
capital
program
and
it
and
really
what
it
means,
and
this
is
why
I
think
it's
so
important
that
the
council
is
looking
at
this?
Is
you
have
to
have?
Frankly,
you
have
to
have
laws
and
policies
in
place
for
governance
and
decision
making
around
your
public
infrastructure
for
funding
around
your
public
for
the
management
even
sort
of
what
what
are
going
to
be
procurement
laws
and
decision
making
and
planning
around
the
facilities
management.
N
The
planning
and
the
is
the
data
and
information
management
and
the
transparency
that
and
then
accountability.
So
these
are
the
sort
of
key
elements
that
have
to
be
in
place,
no
matter
who's
responsible
for
your
facilities,
whether
it's
the
the
school
district
of
Philadelphia
or
whether
you
turn
it
over
to
a
school
construction,
Authority
like
in
New,
York,
City
or
the
dgs,
which
is
what
who
does
it
in
Washington
DC.
It's
under
the
mayor.
N
It's
a
kind
of
a
city
agency,
responsibility
again
a
little
bit
of
a
hybrid,
but
that
these
elements
have
to
be
in
place
and
I
think
what
is
important
for
the
council
and
Community
to
understand
is
that
this
work
has
to
have
policy
and
code
associated
with
it.
It
isn't
just
about
management
and-
and
so
one
of
the
things
that
I
would
urge
the
the
council
to
do
with
its
Partners
in
the
community
and
at
the
school
district
is
really
identify.
N
What
are
the
biggest
obstacles
to
why
you
have
not
actually
implemented
a
major
modernization
program
prior
to
this
time
and
and
I
I
will
tell
you
that
in
the
District
of
Columbia
we
started
this
process
because
we
were
involved
in
the
first
facility
master
plan
back
in
the
mid
90s,
and
there
was
no
vision
to
modernize
every
school
in
every
neighborhood.
It
just
didn't
exist.
We
were
reacting
to.
In
our
case
it
was
fire
code
violations.
In
your
case,
it's
been
mostly
lead
and
asbestos,
but
it
was.
The
school
was
on
an
entire.
N
The
district
was
on
an
entirely
reactive
kind
of
management
model,
and-
and
so
we
put
forward
a
proposal-
was
from
the
community
to
the
city
council
and
to
the
and
to
the
school
district
to
do
an
educational
plan
now
I
have
to
say
when
I
listened
to
to
superintendent
wadlington
talk
about
the
plan
that
they're
envisioning,
it
sounds
like
an
architectural
plan.
It
doesn't
actually
sound
like
the
plan
that
you
need,
which
is
going
to
be
a
very
difficult
plan.
N
That
says
who
gets
what
resources
and
where
and
I
think
that
it's
important
to
listen.
Listen
to
to
Cindy
from
Baltimore
on
the
school
closings
the
sense
of
loss
that
you
get
from
losing
a
school,
particularly
in
a
low-income
Community,
particularly
in
communities
that
have
been
redlined
and
discriminated
against
over
over
decades
and
decades.
That
now
you're
going
to
take
their
public
school
is.
Is
it's
just
incredible
and
we're
seeing
this
not
just
in
the
urban
areas,
but
there
was
a
there's:
a
school
district
in
Kansas
rural
District,
I.
N
Think
there's
something
like
40
kids
in
the
high
school
and
the
school
district
decided
to
close
that
high
school
and
the
community
is
so
Furious
that
they
have
divorced
themselves
from
their
school
district
right.
So
so
the
sense
of
loss
and
the
importance
to
work
with
the
communities
on
what
are
their
schools
is
is
absolutely
fundamental.
So
so
the
issues
of
the
the
politics
you
know
for
anybody
to
say:
oh
we're
going
to
take
politics
out
of
this
there
I
would
not
work
with
them.
It's
political.
N
It
is
legitimately
political
and
it
has
to
be
dealt
with
with
the
constituencies
as
legitimate
political
who's.
Getting
what
and
when
so
I'm
gonna
stop
there,
because
this
stuff
upsets
me
a
little
bit
because
it
it
is
fundamentally
going
to
be
who's
going
to
pay
who's
going
to
get.
What
and
I
would
argue
that
one
last
thing
on
the
revenue
side,
you
have
got
to
identify
Revenue.
You
have
to
look
at
getting
revenue
from
universities.
You
have
to
look
at
getting
revenues
from
so-called
non-profit
hospitals.
N
You
have
to
look
at
where
the
money
is
in
your
city
and
they
have
to
be
able
to
provide
a
revenue
stream
that
actually
brings
back
to
the
city
some
of
what
they've
gotten
from
the
city
over
many
years
in
the
District
of
Columbia.
What
we,
what
we
use
to
finance
what's
been
a
six
billion
dollar
program
for
50
000
kids
is
the
the
commercial
transfer
tax
Revenue,
so
there's
a
tax
whenever
the
commercial
building
sells
and
that
Revenue
has
been
dedicated
to
paying
for
some
construction.
N
So
there's
got
to
be
something
in
Philadelphia:
that's
going
to
have
a
robust
ability
to
pay
because
you're
looking
at
10
to
12
billion
dollars
over
the
next,
probably
10
years.
If
you
were
really
going
to
address
the
level
of
need
that
you
have
in
in
the
city,
so
with
that
I'm
going
to
close.
Thank.
C
You
thank
you
both
for
your
testimony.
I
think
it
was
extremely
powerful
and
I
think
it
was
extremely
informative.
I
I
do
want
to
go
back
to
something
that
was
an
issue
that
Mary
raised.
That
I
think
you
talked
about
first
Cindy
as
it
relates
to
the
community
pushback.
Can
you
elaborate
a
little
bit
more
on
what
took
place
in
the
midst
of
that
process?
That
put
you
in
a
position
where
you
receive
significant
Community
pushback,
even
though
you
were
looking
to
feel
new
species.
N
M
M
You
know
those
were
the
schools
that
we
focused
on
getting
completed
in
the
in
the
21st
century
plan
in
those
first
two
years,
but
even
with
the
fact
that
students
would
be
going
to
a
school
that
was
new
renovated
or
brand
new
period.
There's
it's
not
necessarily
the
ones
in
their
Community,
then
so
what
we
did,
because
we
don't
have
a
lot
of
property
right.
There's,
not
a
lot
of
vacant
property
that
we
could
purchase.
M
M
M
You
know
this
is
the
central
Central
Hub
of
our
community.
It's
not
the
same.
Just
you
know
even
going
to
a
new
school.
It's
not
the
same.
So
that's
that
was
really
a
lot
of
that
pushback
and
feedback
and
and
harm.
That's
been
done
to
those
those
communities,
because
it
is
it's,
it
is
a
loss,
it
is
definitely
a
loss
to
them
and
and
even
though
the
students
are
then
going
to
a
better
building
a
new
school,
and
we
did
a
lot
of
activities
to
merge
the
two,
the
communities
together
to
attend
that
school.
C
Thank
you.
Thank
you.
Thank
you
for
that
response.
I
very
much
appreciate
it.
Mary
you
were
pretty
passionate
about
politics,
not
being
involved
and
I
understand,
as
it
relates
to
communities
and
Community
input.
But
can
you
elaborate
a
little
bit
based
on
your
experiences
during
this
work
of
why
you
think
that's
something
that's
inevitable,
as
it
relates
to
dealing
with
bureaucracy
and
politics
when
you're
trying
to
address
issues
like
we
are
as
a
relation
facilities
well,.
N
Well,
I
think
what
I'm
saying
is
that
politics
is,
is
involved
and
it's
legitimately
involved
and
and
in
some
ways
I
I
see
it
as
a
a
way
to
try
to
keep
communities
and
stakeholders
out
of
the
process.
By
saying,
oh,
it's
not
political
as
though
somehow
it's
just
Technical,
and
you
should
just
leave
it
to
the
so-called
consultants
and
experts,
and
that
that
you
know
if
parents
are
involved
in
it.
N
If
the
community
members
are
involved
in
it
or
other
kind
of
interest
groups,
then
somehow
oh
they're,
making
it
political
and
it's
really
not
political,
but
in
fact
these
are.
These
are
public
properties.
These
are
public
buildings.
These
are
public
responsibilities
and
even
as
you're
looking
council
member
Thomas
at
like
the
the
three
models
that
were
presented,
those
are
those
are
actually
not.
N
Those
were
like
apples
and
oranges
and
bananas
they're
like
not
the
same
kinds
of
anted
options
at
all,
your
public-private
partnership.
That's
a
development.
One
is
sort
of
a
way
to
under
you
know,
use
a
piece
of
land
to
raise
revenue.
The
the
you
know,
the
the
kind
of
sale
lease
back
is
is
also
sort
of
a
revenue
related
one,
but
the
pidc
is
just
like
the
the
Massachusetts
or
the
Massachusetts.
This
would
be
the
Maryland
stadium.
Authority
is
just
a
financing
vehicle,
so
they're
really
they're.
N
Not
actually
you
didn't
have
three
options
of
the
same
type
that
were
presented.
They
were,
they
were
quite
different
and
in
fact,
all
of
them
like
the
the
Maryland
stadium
Authority,
as
Ms
Smith
was
talking
about
they're
they're,
like
financing
entities,
they're
they're
real
estate.
They
want
to
get
a
project
done,
they
want
to
get
it
out
the
door
they
don't
have
to
operate
and
maintain
either
those
communities
frankly
or
those
buildings
over
time.
So
they
are
a
very
different
entity.
N
So
so
so
part
of
what
I
I
felt
concerned
about
in
the
description
of
your
planning
process
is
that
your
plan
process
isn't
just
looking
at
the
design
of
the
buildings
to
support
the
academic
vision
of
Philadelphia
Public
Schools.
It's
it
that's
one
part
of
it
and
it's
an
important
part
of
it.
But
it's
also.
What
are?
How
are
you
going
to
manage?
Not
only
the
construction,
but
the
operations
and
maintenance
of
these
over
time.
N
How
are
you
going
to
pay
for
it?
How
are
you
going
to
going
to
you
know
ensure
that
you've
got
stable
funding,
not
just
on
the
capital
side,
but
on
the
operating
and
maintenance
side,
and
so
all
of
these
things
together
are
really
a
part
of
your
plan
and
it
it
doesn't
sound
like
what
you're
going
to
get
on
June
30th
is
going
to
be
nearly
comprehensive
enough
or
or
engaging
enough
to
get
to
move
you
to
where
you
need
to
be
so
I
mean
that
was
a
I
felt
concerned.
C
At
one
o'clock,
but
I
think
you
just
challenged
us
honestly
on
a
city
council
side
to
push
the
school
district
to
think
about
this
a
lot
a
lot
more
critically
critically
than
what
was
communicated
in
today's
hearing
looking
at
life
after
the
building
has
been
built
not
just
from
the
community
engagement
perspective,
but
from
a
fiscal
perspective
as
well
too.
I
listened
to
Miss
Smith
talk
about
86
of
the
facilities
have
to
actually
be
filled,
as
it
relates
to
capacity.
C
I
know
that
that's
the
issue
that
we
have
in
the
city,
with
our
changing
population,
right,
like
we
have
certain
parts
of
the
city,
there's
way
more
people
than
what
it
had
when
this
original
structure
was
first
designed.
So
you
know
we
have
to
think
about
population
change
conditions
of
buildings,
Community
input,
it's
a
it's
a
you're
right,
it's
a
it's,
a
heavy
lift,
and
after
listening
to
you
and
comparing
some
of
the
things
that
you've
done
to
their
testimony,
we
do
have
a
lot
more
work.
To
do.
C
I
do
appreciate
you
both
working
with
my
office
and
my
team,
and
having
a
number
of
conversations
with
us
leading
to
this
hearing
and
I
know:
there's
a
hard
stop
at
one
o'clock.
So
I
would
just
ask
that
if
you
don't
mind
that
your
door
stays
open
for
us
to
be
able
to
reach
out
and
consult
with
you
throughout
the
course
of
this
process.
C
M
P
C
P
G
G
G
I
have
a
question
I'm,
not
sure.
If
anyone
who
testified
can
answer
it,
but
I
wanted
to
put
it
out
there,
since
the
state
provides
the
bulk
of
our
public
school
funding.
I
wanted
to
know
if
there
are
any
opinions
on
the
role
that
a
new
Authority
should
have
with
the
state
or
the
role
that
the
state
should
play
with
regards
to
a
new
school
building
authority.
N
So
council,
member
I
can
take
a
stab
at
it.
One
of
the
things
that
the
21st
century
School
fund
does
is
we
work
with
State
Facility
offices,
all
across
the
United
States,
including
Rhode
Island's
building
authority,
but
also
with
State
officials
and,
in
fact,
have
have
worked
with
Pennsylvania's
sort
of
anemic
State
program,
which
at
one
time
was
much
much
stronger
and
part
of
what
has
really
fallen
over
the
last
decade.
Is
the
state,
participation
and
funding
for
school
facilities?
N
Nationally
now
there
are
some
say:
Delaware
actually
pays
over
50
percent
for
every
any
project
about
60.
Almost
Wyoming
pays
on
all
there's
a
lot
of
variety,
but
it's
an
area
that
the
states
really
have
to
do
much
more
and
I
think
this
is
where
the
and
and
to
some
extent
this
has
happened
with
your
court
case
that
it's
got
to
be
a
rural
urban
partnership,
because
the
rural
districts
and
the
high
need
urban
districts
are
the
ones
struggling
the
most.
N
But
the
states
have
absolutely
not
not
stepped
up
to
the
responsibility
and
it's
something
that
I
think
should
be
a
priority
for
the
school
district
in
making
sure
that
the
state
does
its
share
and
when
you
look
at
how
they
fund
on
an
operating
side.
You
know
on
average
about
47
percent
estate.
45
is
local.
This
is
nationally
and
only
about
eight
percent
is
federal
at
the
average.
For
State
funding
is
about
16
for
Capital,
so
they're
way.
N
This
is
nationally
they're
way
low
and,
frankly,
in
Philadelphia,
I
mean
in
in
Pennsylvania
they're,
even
lower
than
that
they're
not
doing
16
for
Capital,
so
I
think
it's
a
it's
an
area
that
communities
have
to
you
know
make
their
voices
heard.
You
know
in
their
state
capitals,
but
I
I
believe
that
if
that's
what's
going
to
happen
and
that
will
make
a
difference
and.
G
N
Mean
in
a
sense,
the
states
have
a
little
bit
the
same
problem
that
you
do
as
a
city
which
is
they're
going
to
need
data
they're,
going
to
need
governance,
they're
going
to
have
to
decide
who
gets
what
and
and
why,
which
districts
get
one
you're
you're
looking
at
which
schools.
But
this
is
going
to
be
what
districts
get.
What
so
that
that
sheet?
That
I
did
on
those
six
elements
they
they're
going
to
exist
at
the
state
level
as
well.
N
The
management
is
a
little
bit
different
because
they're
not
managing
the
actual
construction
or
the
maintenance,
but
on
the
governance
on
the
data
on
the
decision
making
on
the
oversight
and
on
the
funding,
those
are
going
to
be
really
critical
and
there
needs
to
be
policy
associated
with
that
and
I
think
that
was
in
2018
a
state
in
Pennsylvania.
A
state
committee
that
made
a
bunch
of
recommendations
for
State
roles
and
responsibilities
and
I
know
that
Senator
Hughes
has
been
a
real
Champion
for
school
facilities
at
the
state
level.
N
But
there's
there
is
going
to
need
to
be
a
real
push.
You
know
by
communities
and
by
the
you
know,
this
is
the
politics
of
it
right.
The
politics
has
got
to
be
aligned
at
the
state
level,
because
it'll
be
that
state
and
city
partnership.
That's
going
to
primarily
push
this
we're
actually
working
to
get
some
federal
dollars
targeted
to
these
highest
need
districts.
But
but
that's
you
know
the
politics
on
that
too.
N
So,
but
I
think
that
it's
actually
important
for
the
council
to
have
a
position
for
the
council
to
be
supporting
policy
change
at
the
state
level,
as
well
as
getting
policies
in
place
at
the
at
this
at
the
city
level,
to
support
really,
what's
going
to
be
probably
a
20
billion
dollars
over
20
years.
Investment
for
the
city
of
Philadelphia.
N
C
C
D
The
next
witness
the
listed
to
testify
is
Art
Steinberg,
the
president
of
the
AFT
Mr
Steinberg,
unfortunately
had
an
emergency.
His
written
testimony
was
circulated
to
all
of
the
committee
members
and
we
apologize,
but
we'll
move
on
to
thus
Tony
Wigglesworth
Council
for
AFL-CIO
Mr
Wigglesworth.
Are
you
connected.
Q
Q
We
operate
the
local
labor
management
programs
for
both
the
Philadelphia
building
construction,
trades
Council,
as
well
as
the
Philadelphia
Council,
the
AFL-CIO
and
I'm,
going
to
focus
my
comments
on
what
Philadelphia
has
done
given
being
confronted
with
this
set
of
circumstances
in
the
past
and
then
talk
about
Lessons
Learned
regarding
that
activity
and
then
end
with
the
future.
In
2006,
the
school
district
of
Philadelphia
issued
a
bond
for
2.1
billion
dollars
for
new
construction.
Q
The
program
took
place
from
2006
through
2011
was
extended
by
one
year.
We
did
deliver
10
schools
on
time
and
on
budget
we
also
as
a
result
of
the
commitment
from
The
Building
Trades
Council
memorialized.
In
a
partnership
agreement
signed
by
the
Philadelphia
Building
Construction
Construction
trades
Council
in
the
school
district
moved
750
Philadelphia
school
graduates
into
our
local
apprenticeship
programs.
Q
Better
one
was
we
kind
of
hid
behind
the
skirts
of
the
existing
School
Reform
Commission.
If
you
remember
that's
what
we
had
and
did
not
engage
the
community
as
much
as
we
should
have
or
could
have.
The
second
lesson
learned
was
that
we
had
10
construction
projects
with
10,
Architects
and
10
construction
management
firms,
and
there
is
a
better
way
to
do
work
than
to
have
10
separate
projects.
A
group
of
us
investigated
Detroit
Michigan,
which
was
engaged
in
a
capital
program
starting
in
2010.
Q
What
they
did
was
to
come
up
with
a
common
model.
They
pursued
that
common
model
and
they
managed
to
shave
off
by
their
estimation,
30
percent
of
the
construction
costs
by
replicating
the
same
design
build
process
throughout
the
activity.
The
other
thing
that
we
learned
was
that
there's
real
strength
in
per
ownership.
Q
We
had
a
very
close
working
relationship
with
the
school
district,
with
URS
with
our
contractors
and
with
the
Building
Trades
Council
flashing
forward
to
now
we
have
new
leadership,
as
you
know,
both
in
the
superintendent's
office,
as
well
as
within
the
Building
Trades
Council.
We
embarked
on
negotiations
late
last
year
to
develop
an
agreement
between
the
school
district
of
Philadelphia
and
the
building
and
construction
trades
Council,
which
was
signed
earlier
this
year.
Q
It
incorporates
a
lot
of
the
lessons
learned
from
our
last
experience,
but
it
also
enhances
the
pipeline
process
between
the
school
district,
the
Philadelphia
and
our
apprenticeship
programs.
Most
importantly,
it
commits
the
Philadelphia
building
construction
trades
Council
to
cooperate
with
the
Career
Technical
education
aspects
of
each
Philadelphia,
High
School
and
even
Middle
School.
To
ensure
that
what's
being
learned
in
those
settings
is
appropriate
for
apprenticeship
and
engagement.
Q
Q
But
I
want
to
throw
out
a
note
of
caution,
and
the
note
of
caution
is
that
there
is
a
great
deal
of
construction
demand
in
the
marketplace
right
now
upon
requests
from
the
Philadelphia
building
construction
trades
Council.
My
organization
has
been
engaged
in
trying
to
develop
a
local
network
data-driven
network
of
demand
over
the
next
10
to
12
years.
Q
We
are
looking
at
total
construction
demand
approaching
18
billion
dollars
over
the
next
10
years
and
nine
billion
dollars
over
the
next
five
years.
We
need
to
figure
out
where
people
are
going
to
come
from.
We
need
to
use
that
in
order
to
inform
the
apprenticeship
process
to
make
sure
that
our
local
residents
are
Avail
the
opportunity
of
being
involved
in
our
apprenticeship
programs
and
get
to
work
one
school
district
projects
all
in
there.
Q
C
Thank
you
for
your
testimony.
It's
very
much
appreciated
and
I
think
it's
very
important
that
you
offer
a
perspective
that
hasn't
yet
been
offered
as
a
release
to
the
construction
side,
the
job
side-
and
you
know
you
gave
a
lot
of
valuable
information
about
what
happened
in
the
past,
but
I
think
you
know
a
key
component
to
what
you
said
is
making
sure
that
we
understand
the
skill
of
what
we're
going
to
be
looking
to
do
so.
C
We
can
ensure
that
we
have
the
capacity
to
hire
people
local,
put
folks
through
the
proper
apprenticeship
programs,
training
the
right
way
so
that
it
could
also
help
spark
the
local
economy
and
address
some
of
the
issues
that
we
have
as
a
place
to
jobs
in
poverty.
So
you
know
that
that
you're
absolutely
on
point
and
we
appreciate
that
perspective-
are
there
any
questions
from
members
of
this
committee
for
this
particular
Witness.
C
Okay
hearing
none
I
want
to
thank
you
for
your
testimony.
I
know,
I
had
a
couple
questions
myself,
but
I'm
going
to
pass
because
I
know
we're
running
a
little
bit
short
on
time
and
you
know
Mr
Tony
I
can
give
you
a
call,
and
we
can
talk
about
this
stuff
in
depth
anytime.
You
know
this
is
the.
This
is
what
we
love
to
do
so
so
thank
you
for
your
time.
C
C
D
R
Yeah
sure,
hello,
everyone,
I'm
John,
debre
I'm,
the
senior
at
Frankfort
High,
School
I,
want
to
start
off
by
saying
the
school
to
me
means
more
than
just
the
physical
place
that
I
would
go
to
every
day
for
school.
This
place
in
real
all
reality
was
a
home
whether
we
saw
it
that
way
or
not,
and
quite
frankly,
I
want
to
go
back
to
my
home.
I
want
to
have
fun
and
live
life
like
I
used
to
in
Frankfurt.
R
R
You'll
have
some
bad
encounters,
but
what
amazed
me
was
how,
thanks
to
the
school
I
had
people
who
had
my
back-
and
this
was
a
nice
new
experience
for
me,
seeing
as
everybody
was
stuck
at
home
for
a
year
and
a
half,
we
all
lost
touch
with
the
idea
of
how
to
be
people
and
how
to
interact
and
socialize.
But
Frankfurt
took
the
time
to
not
only
get
us
to
interact
with
each
other,
but
they
did
what
they
could
to
bring
us
back
to
a
feeling
of
normalcy.
R
This
is
why
I
want
my
last
year
to
be
at
this
school,
whether
that
be
online
or
in
person.
I
just
want
to
be
in
the
place
that
I
know
and
feel
comfortable
at
and
honestly
I
want
the
management
of
our
schools
to
be
a
little
better,
because
not
all
kids,
my
age
or
younger
are
understanding
and
agreeable.
R
They
are
hard-headed
and
Reckless
and
they
don't
feel
like
fighting
or
trying
to
keep
a
place
like
Frankfurt,
open
without
good
reason
and
with
all
due
respect.
It
shouldn't
have
been
an
issue
having
to
deal
with
asbestos
in
the
school
closing.
On
top
of
that
reporters
looking
around
our
school
and
field.
Looking
for
information
that
is
not
a
healthy
environment.
We
need
because,
no
matter
what
anybody
says
or
how
grown
up
with
you
or
how
many
responsibilities
we
have,
we
are
still
kids
and
we
will
be
kids
till
the
day.
R
We
graduate
and
all
we
want,
is
a
safe
space
to
learn
But.
Ultimately,
to
be
a
kids
for
the
last
couple
years
of
our
childhood,
we
have
left
I
have
one
year
left,
I've
done
my
time
and
I've
lived
what
I've
had
to
live.
But
what
about
the
other
kids,
who
need
a
place
of
substance
and
structure?
We
need
what
I
needed
after
Kobe.
C
C
C
R
C
The
class
of
2024
has
had
a
very
unique
experience
as
a
Alicia
High
School
Journey.
Thank
you
thank
you
for
taking
the
time
to
testify
today.
Thank
you
for
making
yourself
vulnerable
and
sharing
our
story,
and
please
I,
guess
before
you
close
out.
What
do
you
think
we
can
do
as
elected
officials
specifically
for
young
people
at
Frankfurt,
who
had
to
start
their
year
in
the
pandemic
and
I
mean
start
their
High
School
journey
in
a
pandemic
and
is
forced
to
end
their
High
School
Journey?
C
R
Speaking
for
myself,
I
would
just
want
to
be
at
Frankford
I
started
there.
I
did
my
time
there
I
just
want
to
finish
there
with
the
people
that
I
know
the
people
that
I
came
to
know
that
I
came
to
grow
with,
because
we
all
know
the
pandemic
was
a
hard
time.
So
it
would
be
amazing
to
close
out
a
long
journey
with
the
people
that
I've
endured
that
Journey
with
awesome.
C
That's
great
well
again,
thank
you
for
your
testimony
today.
Thank
you
for
being
brave
and
coming
on
here
to
talk
to
us
about
how
it
feels
to
be
you,
because
none
of
us
knows
that
and
I
think
that
that
narrative
is
important
as
it
relates
to
this
conversation
that
we're
having.
So.
Thank
you
so
much.
We
appreciate
it.
Thank
you.
No
problem!
Mr
Maynard!
Will
you
up
chair
recognizes
councilmember
Brooks.
Did
you
want
to
oh?
Okay?
Sorry,
Mr
Maynard.
O
Thank
you
good
afternoon,
chairman
Thomas,
and
vice
chair
Brooks
members
of
the
education
committee.
My
name
is
Sam
Rhodes
and
I'm
the
Executive
Vice
President
at
pidc,
and
offer
this
testimony
on
behalf
of
pidc
I
want
to
start
by
thanking
you
and
the
committee
very
much
for
holding
this
hearing
and
hosting
a
number
of
very
important
prospectus
today
on.
O
Arguably,
what
is
most
the
most
important
issue
confronting
the
city
today,
our
primary
intent
and
testifying
is
simply
to
confirm
that
the
authority-based
model
does
exist
in
Philadelphia
and
is
actively
used
with
a
track
record
of
successful
implementation
of
Civic
projects.
That
is
accommodated
and
can
accommodate
the
range
of
projects
that
are
contemplated
by
these
hearings.
Pidc
is
the
city's
Economic
Development
arm.
O
Pidc
manages
the
Philadelphia
Authority
for
Industrial,
Development
or
paid
as
it
is
known
paid,
is
a
governmental
Authority.
It
was
formed
in
1967
by
an
ordinance
of
city
council
under
Pennsylvania's
Industrial
Development
Authority
Act,
which
is
now
known
as
the
economic
development
financing
law
pittc
in
the
city
of
Philadelphia
rely
on
paid
to
provide
a
wide
variety
of
functions
that
are
eligible
under
its
enabling
statute
and
are
consistent
with
our
Economic
Development
Mission.
O
This
Arrangement
works
much
as
contemplated
under
these
hearings
and
allows
the
school
district
to
offer
more
of
to
more
effectively
manage
construction
of
new
state-of-the-art
schools
for
Philadelphia's
children
while
accomplishing
multiple
goals
specifically
and
as
an
example.
The
school
district's
construction
of
these
schools
through
paid,
allows
it
to
incorporate
goals
for
diversity
and
the
Development
and
Construction
of
these
facilities,
while
maintaining
property
ownership
and
full
control
over
design
and
construction.
O
We
thank
you
again
for
your
vision
in
supporting
School
development,
and
we
appreciate
the
opportunity
to
provide
our
perspective
on
how
a
governmental
Authority
might
support
the
school
district
to
most
effectively
accomplish
its
objectives
and
provide
a
positive
and
supportive
learning
environment
for
our
school
children.
I'm
happy
to
take
any
questions.
C
O
I'll
give
you
two
levels
of
answers
that
the
first
answer,
of
course,
is
we'd
have
to
think
about
it
and
plan
for
it,
and
probably
you
know,
two
billion
dollars
is
a
lot
of
money
and-
and
we
would
need
to
to
put
together
sit
down
with
you
and
members
of
the
school
district
and
plan
for
it.
I
think.
The
second
level
of
answer
is
that
is
that
it
depends
on
the
on
the
role
that
we're
being
asked
to
play.
E
O
Yes,
councilwoman
the
the
paid
was
created
in
1967
by
an
ordinance
of
city
council,
so
under
there's
various
number
of
Acts
at
the
Pennsylvania
level
that
create
for
that
allow
for
various
authorities
and
ours
was
then
created
pursuant
to
an
ordinance.
Pursuant
to
that
ordinance,
the
the
mayor
appoints
our
board
as
board
meets
regularly.
C
You,
council,
member,
thank
you
colleague,
thank
you
again
for
your
testimony.
We
are
excited
to
have
you
as
a
partner
and
I
just
want
to
say
on
the
record
again
that
I'm,
a
big
fan
of
pidc
being
the
the
the
the
folks
that
helps
us
lead
this
process,
because
we
know
from
a
capacity
perspective,
it's
not
asking
a
lot
for
government
to
be
responsible
for
all
the
things
that
we're
responsible
for,
and
you
are
already
showing
us
as
we
speak
right
now
that
you
have
the
capacity
to
do
it.
C
If
the
resources
are
there
and
we've
listened
to
a
ton
of
testimony.
Clearly,
if
we
plan
it
the
right
way,
it's
something
that
we
can
execute
and
we
can
do
something
that
has
been
a
cloud
over
the
city
of
Philadelphia.
At
least
all
of
my
life
and
I'll
bet
a
lifetime
before
mine
is
about
too
so.
Thank
you,
sir.
We
appreciate
your
testimony
today
and
we
appreciate
the
work
that
you
do
for
the
city
of
Philadelphia.
Well,.
D
S
D
J
S
There
is
a
critical
need
to
include
and
center
the
voices
of
school
users
and
school
facilities
planning
processes.
Further.
This
inclusion
and
centering
must
show
consideration
of
the
historical
inequities
that
create
Place
based
and
racialized
disparities
across
and
within
school
facilities.
When
I
began
my
research
with
the
friends
of
neighborhood
education
group,
there
was
a
growing
interest
from
school-based
groups
to
mobilize
their
fundraising
capacity
and
political
Capital
to
improve
the
facilities
of
all
public
schools
in
Philadelphia.
S
It
was
clear
from
their
past
activities
that
investments
in
public
school
yards,
libraries,
after-school
care
and
activities
and
Arts
and
Music
programming
were
vital
components
to
increasing
enrollments
at
traditional
neighborhood
Public
Schools.
Since
1990
nearly
75
000
students
have
left
the
neighborhood
public
schools
and
that
number
continues
to
decline.
S
It
will
be
difficult
to
overcome
without
careful
planning
and
increase
advocacy
from
elected
and
appointed
officials
following
the
closure
of
24
schools
in
2013.,
many
of
which
were
concentrated
in
majority
black
and
majority
latinx
neighborhoods
entire
communities
were
destabilized
as
its
anchor.
The
public
school
was
either
converted
to
New
Uses
or
abandoned
entirely.
S
These
past
decisions
were
made
without
equitably
and
deeply
engaging
communities
that
were
impacted
most
and
testimony
from
school
board
meetings.
Since
these
closures
highlight
the
Public's
dissatisfaction
with
this
process
and
its
resultant
outcomes
from
my
research
interviews
and
Community
meetings
with
the
public
on
the
topic
of
school
facilities,
there
are
several
priorities:
the
school
district
needs
to
balance.
S
The
first
is
publicly
accessible
data.
The
school
district
of
Philadelphia
offers
a
robust
open
data
website
that
provides
critical
information
about
demographic
school
performance
and
parent
and
staff
surveys.
This
information
is
also
presented
in
a
dashboard
format
that
is
easy
to
read,
standardized
and
simple:
to
translate
using
web
browser
translation
services.
S
This
is
not
the
case
for
facilities,
data
across
all
the
environmental
hazards,
asbestos,
mold,
lead
and
Vermin,
and
their
disparate
programs
to
remediate
and
remove
them.
Information
is
scattered
across
the
website,
often
in
PDF
or
Google
drive
format,
and
not
legible
or
accessible
to
the
public.
Without
transparent
and
accessible
data.
S
There
is
no
way
to
properly
assess
the
equity,
comprehensiveness
and
legitimacy
of
the
district
facilities
plan
undoing
the
harms
of
the
last
eight
budget
cuts,
the
loss
of
librarians
Arts,
music,
Recreation
maintenance
and
administrative
staff
such
as
Vice
principals
and
guidance
counselors,
are
contributed
to
the
disinvestment
and
decline.
The
enrollment
in
our
public
school
facilities,
the
closure
and
or
consolidation
of
our
middle
schools
has
also
destabilized
our
Public
Schools,
as
evidenced
by
the
dramatic
outflows
of
students
after
the
fourth
grade
and
any
new
facilities
planning
process.
S
We
must
prioritize
on
doing
these
harmful
rollbacks
in
order
to
improve
overall
School
quality
for
Learners
and
Educators,
and
attracted
more
students
and
teachers.
Ongoing
and
Equitable
Community
engagement
for
planning
design
to
implementation.
As
noted
earlier,
the
lack
of
inclusion
of
teacher
staff,
caregivers
and
Community
Partners
has
weakened
the
trust
between
these
stakeholders
and
the
school
district
and
delegitimized
processes
and
decisions
made
without
them.
S
The
school
district
has
many
models
around
creating
stakeholder
groups
that
not
only
make
plans
but
also
oversee
their
implementation,
such
as
the
lead,
paint
and
plaster
grade
stakeholders
are
concerned,
their
participation
and
opinions
may
be
solicited,
but
are
not
legitimately
heard
or
included
in
planning
and
decision-making
processes
from
the
cspr
to
the
fpp
to
the
ongoing
facilities.
Environmental
advisory
Council
minutes
from
these
meetings,
such
as
stakeholders,
are
confused
about
these
gatherings.
S
The
district
needs
to
build
out
permanent
Community
engagement
capacity
and
staff
that
spend
time
in
communities
work
with
existing
groups
and
fund
new
groups
that
can
build
capacity,
trust
and
buy-in
no
further
school
closures.
Finally,
the
district
cannot
permanently
close
any
additional
school
as
a
means
of
reducing
its
operating
budget.
Research
demonstrates
these
cost
savings
are
minimal
and
that
the
impacts
of
consolidation
enclosures
are
harmful
to
students
Educators
in
broader
communities.
S
School
facilities
are
public
assets
and,
as
the
city
grows,
through
greater
investment
in
its
existing
school
facilities,
so
too
will
the
demand
and
need
for
Quality
schools
and
Facilities.
Schools
that
are
in
need
of
modernization
require
swing
spaces.
Other
public
organizations
need
additional
space,
such
as
Parks
and
Rec,
and
the
libraries
and
the
media
has
written
extensively
on
the
lack
of
third
spaces
that
are
safe
for
the
city's
youth.
The
district
must
be
creative
and
can
serve
these
facilities
as
closures
only
decrease
enrollments,
neighborhood
populations
and
staff
retention.
S
These
priorities
require
investment,
City's
current
budget
towards
Public
Schools,
but
budgets
are
and
always
have
been
moral
documents.
If
we
want
to
improve
the
future
of
the
city,
we
must
invest
in
public
schools
as
a
critical
infrastructure
between
its
workers
and
its
students.
Schools
serve
about
15
percent
of
the
City's
population.
We
cannot
afford
to
ignore
its
impact
on
the
city
any
longer.
Thank
you.
C
Thank
you
for
your
testimony,
we're
going
to
let
Miss
Edmonds
from
Unite
Here,
who
had
a
hard
time
connecting
testified
next
and
then
we'll
open
it
up
for
questions
for
both
panels.
Miss
Evans.
We
apologize
for
the
technical
issues
you
had
to
face,
but
we're
glad
you're
here,
please
state
your
name
for
the
record
and
you
may
be
given
to
testimony.
L
Good
afternoon
my
name
is
Tanya
Edmonds
and
I
am
here
if
United
here
at
local
634
trustee
and
a
food
service
worker
three
at
Henry
Houston
Elementary
School,
which
is
in
the
eighth
District
on
behalf
of
local
634,
which
represents
1900
food
service
and
climate
staff.
Employees
who
feed
and
protect
students
in
Philadelphia
public
school
buildings
each
and
every
day.
I
want
to
thank
the
committee
on
education
and
especially
council
member
Thomas,
for
the
opportunity
to
provide
testimony.
I
am
here
today
to
testify
about
Safety
and
Security.
L
We
can
all
agree
that
many
of
our
schools
are
in
disrepair,
students
and
staff
alike,
Faith,
dangerous
conditions.
I
applaud,
City
council's
willingness
to
explore
end
of
innovative
solutions
such
as
using
an
independent
authority
to
manage
the
school
facility
monetization
process
to
ensure
that
school
buildings
are
healthy,
safe
and
clean,
United,
Here,
Local
634
is
willing
and
eager
to
be
part
of
the
process
and
will
continue
to
be
loud
advocates
for
funding,
School
repairs
and
construction
at
a
local
and
state
level.
L
As
you
know,
Amy
majority
of
union
members
out
a
majority
of
our
union
members
are
black
and
are
women,
unlike
other
School
District
employees,
95
of
local
634
members
live
in
the
city
of
Philadelphia
and
have
children
and
grandchildren
who
live
with
us
to
attend
public
schools.
Yet
for
decades
we
have
been
treated
as
the
stepchildren
of
the
school
district
of
Philadelphia.
L
As
a
reminder
when
the
school
district
laid
off
thousands
of
non-teaching
assistants
in
2013,
they
saved
money
off
the
back
of
students,
climate
staff,
employees,
which
made
which
paid
significantly
less
these
employees
made
just
14
dollars
per
hour
in
2020
and
will
make
just
15.50
by
the
beginning
of
the
new
school
year.
Unlike
school
safety
officers,
teachers,
principals,
bus
drivers
and
maintenance
staff,
none
of
our
members
have
steps,
meaning
that
those
employees
make
15.50,
regardless
of
how
long
they
have
worked
for
the
school
district.
L
When
all
is
said
and
done,
we
are
the
people
who
feed
School,
District
students
and
keep
them
safe,
but
do
not
have,
but
do
not
make
enough
to
feed
our
own
families
and
to
keep
our
own
children.
Safe.
I
am
here
on
behalf
of
my
local
634
brothers
and
sisters
to
say
that
one
job
should
be
enough
and
it's
time
for
change.
L
When
all
is
said
and
done,
all
of
all
of
our
Union
one
is
for
everyone
who
enters
a
school
student
families
and
staff
alike
to
feel
safe
and
secure
and
to
be
safe
as
secure
while
our
Union
applauds
this
Council
effect
to
make
our
school
Builders
safe
and
modern.
Our
Union
needs
a
modern
contract
that
guarantees
the
School
District
Food
Service
and
student
climate
staff,
economy,
security
and
basic
tools
to
ensure
school
safety.
L
We
ask
that
this
committee
and
All
City
Council
Members,
stand
with
us
and
support
our
Common
Sense
proposals,
as
we
continue
to
try
to
reach
a
fair
contract.
I,
along
with
my
union,
Unite
Here,
Local,
634,
brothers
and
sisters
are
happy
to
meet
with
each
of
you
to
further
explain
what
we
do,
what
we
have
proposed
and
how
those
proposals
are
part
of
our
work
to
make
our
schools
healthy
and
safe,
play
place
to
learn
and
work.
I
appreciate
you
giving
me
this
time
to
give
this
testimony.
Thank
you.
So
much.
C
C
Okay,
hearing
no
questions
for
the
video
I
want
to
say
thank
you
to
this
panel
Professor
Rodriguez.
Thank
you
for
your
perspective
and
your
Insight.
We
will
definitely
consider
all
of
your
recommendations
as
we
move
forward
and,
of
course
thank
you
to
the
hard-working
members
of
Unite
Here,
who
are
the
backbone
of
our
school
district,
who
helps
make
sure
that
our
young
people
have
the
support
system
that
they
need.
C
So
thank
you
very
much
with
that
being
said,
I
believe
there
are
no
other
panelists
to
testify
on
this
particular
resolution,
so
we
will
now
open
it
up
to
public
comment.
Mr
Maynard.
Will
you
please
call
the
first
person
who
signed
up
to
testify
for
today's
public
comment
around
our
resolution
here
today.
D
P
C
T
T
T
Association,
who
I'm
not
here,
representing
just
to
make
that
clear,
I'm
here
to
testify
in
support
of
resolution
number
230-330
I've
been
in
the
real
estate
industry
for
over
a
decade
and
I,
can
tell
you
how
complicated
Capital
intensive,
specific
and
specialized
it
is
for
those
who
are
not
actively
participating
in
development.
It
may
not
seem
that
complicated.
You
would
be
misguided.
T
It
only
gets
more
complicated
when
you're
dealing
with
an
aging
infrastructure,
zoning
and
permanent
community
outreach,
education,
structural
issues,
remediation
health
and
safety
considerations,
a
fluctuating
interest
rate
and
buyer
and
lending
environment,
and
the
list
goes
on
now.
Let's
add
the
fact
that
we're
building
structures
or
renovating
structures
that
are
to
be
in
most
cases
inhabited
by
humans,
and
in
this
case,
the
majority
of
which
are
our
cities,
children
with
among
other
resources
built
with
taxpayer
money.
T
For
these
reasons
alone,
our
cities
should
require-
or
in
this
case
demand
oversight
and
be
strategic
and
thoughtful
about,
including
only
the
best
most
qualified,
competent,
unbiased
and
experienced
individuals
advising
and
working
on
these
buildings
and
these
plans.
Unfortunately,
that
has
historically
not
always
been
the
case.
T
You've
all
heard
the
bureaucracy
of
government
and
quasi-government
organizations,
lack
of
transparency
and
political
considerations
doesn't
always
lend
itself
to
ensuring
that
the
best
and
brightest
are
at
the
helm
of
major,
very
specific
and
specialized
projects
or
functions
that
require
that
they
be,
and
that,
when
brought
to
the
table,
their
suggestions
and
guidance
are
not
always
implemented.
We
should
expect
no
less
for
our
city
and
its
children
and
I
believe.
T
That
is
what
this
legislation
seeks
to
establish
and
what
hopefully
thoughtfully
planned
oversight
with
actually
experienced
individuals
not
based
on
political
considerations
alone,
would
and
should
call
for.
We
have
a
Brain
Trust
of
some
of
the
smartest
sophisticated
willing
and
highly
experienced
individuals
in
the
real
estate
injury
in
our
real
estate
industry
in
our
city,
where
the
actual
knowledge
skill
set
and
desire
to
help
our
city
and
its
schools
I
wholeheartedly
support.
T
This
legislation
I
commend
councilman
Thomas
and
this
body,
or
this
important
step
and
request
sincerely
that
our
industry
is
included
as
a
partner
in
helping
move
this
forward.
It
is
just
the
right
thing
to
do.
I
worked
in
Council
back
27
2015
to
17.
This
was
the
most
interesting
hearing.
I
have
seen
in
a
while.
This
is
incredibly
encouraging
and
it
makes
me
really
proud
that
this
body
has
come
together
in
such
a
profound
way.
C
G
D
U
U
The
preservation
Alliance
is
concerned
over
the
state
of
the
properties
owned
by
the
school
district
of
Philadelphia.
The
school
buildings,
that
is
the
majority
of
the
buildings,
are
listed
on
the
national
register
of
historic
places
or
are
eligible
to
be
listed
through.
Two
State
surveys
conducted
by
the
Commonwealth
of
Pennsylvania
over
150,
built
prior
to
1938,
are
listed
on
the
national
register,
with
about
an
additional
100
eligible
to
be
listed,
built
between
1938
and
1980..
These
buildings
are
made
of
durable
materials
and
of
architectural
value
that
cannot
easily
be
replaced
if
they're
lost.
U
U
The
Thomas
home
school
in
the
Northeast
is
slated
to
be
demolished
this
year
built
in
1950
and
the
Lewis
C
Cassidy
Elementary
School
was
taken
down
in
2022.
That
building
was
built
in
1924
and
Solace
Cohen
Elementary
School
was
taken
down
in
2018.,
we're
also
facing
the
uncertainty
about
the
future
of
Frankfort
high
school
and
the
reported
possibility
of
demolition.
U
We
realize
that
these
buildings
had
problems
due
to
deferred
maintenance
and
hazardous
materials
like
asbestos.
However,
these
are
problems
that
can
be
solved
and
we
believe
these
buildings
are
assets
to
the
school
district.
They
have
great
Community
value
and
in
many
cases
alumni
groups
are
passionate
about
their
preservation.
U
So
the
independent
agency
management
that
this
resolution
Gets
behind,
would
allow
for
more
bold
and
Creative
Solutions
for
the
renovation
and
reuse
of
these
historic
school
buildings
and
provides
hope
for
a
better
preservation
outcome
with
this
management
structure,
because
it
is
often
and
usually
really
cheaper
to
renovate
current
buildings
and
bring
them
up
to
Modern
standards
than
to
demolish
them
for
new
construction.
It's
also
more
environmentally
friendly
in
an
age
when
we
are
grappling
with
climate
change.
U
C
C
A
A
A
A
A
A
Ongoing
maintenance
issues
in
Philadelphia
schools
are
addressed
by
Staffing
levels
that
are
not
consistent
with
industry
standards,
as
I
stated
earlier.
I
support
this
committee's
effort
in
creating
this
Authority,
as
it
should
free
up
the
superintendent's
time
to
concentrate
on
the
most
important
job.
Working
with
faculty
and
staff
and
providing
a
quality
education
for
Philadelphia
students,
I
have
always
felt
that
the
top
educator
at
the
school
district
should
not
be
punished
with
negative
press
for
the
shortcomings
of
the
school's
facilities.
A
This
proposed
Authority
could
work
closely
with
this
city
council,
the
mayor
and
other
City
divisions
in
creating
a
framework
that
will
change
facilities
for
the
good
of
our
students
and
staff.
The
latest
headlines
concerning
school
closings
is
a
wake-up
call
and
I'm
sure
it
is
the
core
reason
for
today's
hearing.
A
A
Hopefully,
this
committee's
intervention
will
be
a
new
way
to
bring
our
schools
back
to
Safe
state-of-the-art
classrooms
when
I
was
tasked
with
managing
our
school's
facilities
and
operations.
Our
mission
statements
was
this
to
provide
a
clean,
safe
environment,
to
ensure
our
students
can
achieve
at
high
levels.
Thank
you
for
your
time
and
attention.
C
A
C
C
Well,
I
want
to
thank
everybody
for
being
a
part
of
this
conversation
today.
Today
is
another
step
forward
in
us
trying
to
put
ourselves
in
a
position
to
address
the
facilities
crisis
that
we're
facing
here
in
the
city
of
Philadelphia.
So
with
that
being
said,
I
appreciate
everybody
for
participating.
In
today's
conversation,
I
know
I
learned
a
lot.