►
Description
The Committee on Fiscal Stability and Intergovernmental Cooperation of the Council of the City of Philadelphia held a Public Hearing on Monday, March 14, 2022, at 9:30 AM to hear testimony on the following items:
200406 Resolution authorizing the Committee on Fiscal Stability and Intergovernmental Cooperation to hold quarterly hearings that include monthly reporting requirements, to discuss the fiscal position and overarching social impact goals of the City, including and as related to the Five Year Plan and the reporting requirements set forth in the Quarterly City Manager’s Report (“QCMR”) and as submitted to the Pennsylvania Intergovernmental Cooperation Authority (“PICA”).
B
Thank
you
good
morning.
Everyone
this
hearing
is
called
to
order.
I
recognize
the
presence
of
a
quorum
of
committee
members,
members
of
the
committee
in
attendance,
our
vice
chair,
brian
o'neill,
council
members,
brooks
sanchez
squilla
and
thomas.
Thank
you
all
for
being
here.
This
is
the
public
hearing
of
the
committee
on
fiscal
responsibility
and
intergovernmental
cooperation.
The
purpose
of
this
public
hearing
is
to
your
testimony
in
resolution.
Two:
zero:
zero,
four
zero.
Six.
I
understand
the
state
law
currently
requires
that
the
following
announcement
be
made
at
the
beginning
of
every
remote
public
hearing
as
follows.
B
Due
to
the
current
public
health
emergency
city,
council
committees
are
currently
meeting
remotely
we're
using
microsoft
teams
to
make
these
remote
hearings
possible
instructions
for
how
the
public
may
view
and
offer
public
testimony
at
public
hearings
of
council
committees
are
included
in
the
public
hearing,
notices
that
are
published
in
the
daily
news,
enquirer
and
legal
intelligence
are
prior
to
the
hearings
and
can
also
be
found
on
phl
council
dot
com
will
now.
Please
read
the
title
on
the
resolution
for
the
committee
today.
B
You
and
again
thanks
everybody
for
being
here,
and
especially
with
our
time
change.
I
know
that
an
early
monday
morning
starts
not
the
easiest,
but
I
appreciate
all
of
you
joining
us
today.
I
think
our
financial
reporting
is
an
essential
part
of
our
work
here
in
the
city
council
and
monitoring.
Whether
or
not
we're
underperforming
or
hitting
our
targets
and
performing
or
exceeding
performance
is
essential
to
figuring
out
how
we
manage
philadelphia's
economic
recovery,
especially
coming
from
this
pandemic,
we're
managing
a
precarious
economy
right
now.
So
I
want
to
thank
everyone.
F
F
F
Two
give
a
broad
overview.
What
the
quarterly
report
shows
in
terms
of
our
revenues
and
expenditures
and
our
projected
fy
22
fund
balance,
so
we're
now
projecting
revenues
of
a
little
bit
under
4.2
5.2
billion,
sorry,
which
is
about
73
million
less
than
in
our
original
budget,
but
over
100
million
more
than
our
target
budget.
F
F
As
you
can
see,
our
projected
fund
balance
is
I'm
a
lot
lower
than
it
was
before
the
pandemic
started
when
it
was
about
439
million,
and
that
was
actually
above
our
internal
target
of
between
six
to
eight
percent.
But
even
that
was
you
know
well
below
the
gfoa
target,
and
we
have
made
a
conscious
decision
that,
because
of
all
the
demands
on
our
budget,
we
can't
really
get
to
that
gfoa
target.
But
we
do
think
that
our
internal
target
kind
of
meets
the
trade-off
between
feeding
our
ongoing
needs
and
ensuring
long-term
fiscal
stability.
F
F
F
You
can
see
that
those
stronger
tax
collections
have
us
I'm
over
the
original
target,
also
over
the
original
target
for
our
local
fees
and
fines,
but
that's
partially
offset
by
being
under
targets
for
revenues
from
other
governments
as
we
go
into
obligations.
I'm
going
to
flip
this
over
to
marissa
to
walk
you
through
the
next
slides.
D
Thank
you
so
on
in
the
second
quarter,
we've
spent
a
shade
over
one
billion
dollars
and
that's
in
line
with
our
target
budget.
This
is
still
less
than
our
actuals
from
last
year.
As
far
as
our
year
end
projections,
we
are
on
track
to
spend
5.4
billion
dollars
and
that's
103
million
dollars
more
than
the
original
budget.
This
quarter
we've
raised
it
about
24
million.
The
most
of
the
increase
stems
from
changes
we
made
in
the
first
quarter,
related
to
labor
costs
in
the
second
quarter.
D
D
Additionally,
there
were
court
order,
costs
at
the
prisons
for
kova
tests
and
other
related
medical
needs.
That
was
part
of
the
fall
transfer
ordinance
approved
by
city
council,
so
that
drove
the
24
million
dollar
increase
in
compared
to
last
quarter's
presentation
in
terms
of
overall
spending
for
the
year.
D
Next,
we
look
at
our
overtime
spending
and
this
is
something
that
we
track
and
report
out
fairly
regularly.
Overall,
our
spending
is
about
seven
percent
less
on
overtime
year-to-date
compared
to
this
time.
Last
year,
overtime
for
the
quarter
was
a
little
over
10
million
dollars
lower
than
it
was
in
the
second
quarter
of
fy20,
the
last
pre-pandemic
quarter
and,
as
you
know,
we've
got
a
lot
of
different
things
impact
what
is
happening
with
our
overtime.
One
has
to
do
with
and
we'll
go
into
in
a
couple
of
moments.
D
You
know
how
many
workers
there
are
available
to
do
work,
and
so
you
know
how
many
positions
are
filled.
How
many
of
those
filled
positions
are
the
people
available
to
work
versus
out
on
leave,
but
also,
then
we
have.
A
lot
of
you
know
changes
over
the
past
year
or
two
in
terms
of
what
services
are
we
providing
in
some
areas?
We've
had
a
you
know:
we've
got
24
7
operations
that
have
to
be
staffed,
even
when
folks
are
out
sick
or
caring
for
family.
D
In
other
places,
we've
had
operations
that
have
been
dramatically
curtailed
for
public
health
reasons,
and
so
there's
been
a
lot
of
variation
by
department
and
over
time
for
the
past
three
years.
Additionally,
the
cost
of
overtime,
even
if
the
number
of
hours
stayed
exactly
the
same
as
we
have
increases
in
pay
for
city
employees,
the
cost
of
overtime
will
always
go
up,
even
if
the
amount
of
hours
remains
the
same
and
so
our
year.
D
To
date,
though,
so
far
this
year
was
about
98
million
dollars
in
overtime
spending
and
as
I
was
mentioning,
this
is
really
tied
in
part
to
our
leave
usage.
Our
median
leave
usage
in
the
second
quarter
of
fy22
was
16.1
percent,
and
that
is
an
increase
over
the
prior
year,
but
lower
than
the
leave
usage
two
years
ago
on
fy22q
and
so
year
to
date
is
about
eight
percent
higher
and
when
we're
thinking
about
december
it'll
be
really
interesting.
D
As
we
look
at
the
third
quarter,
omicron
and
the
impacts
there
and
what
that
did
for
folks
being
out.
There
are
still
areas
of
ongoing
concern
with
some
of
our
public-facing
agencies
and
street
sanitation
sheriff
police.
Uniform
and
prison
staff
due
to
the
impacts
of
covenant
19
on
employees,
personal
health,
the
need
for
children
to
care
for
children,
family
members
and
partying
and
isolation
requirements,
and
so
you
can
see
that
our
highest
areas,
as
I
just
mentioned,
concentrated
police
prisons.
D
D
In
terms
of
you
know,
hiring
and
filling
positions,
but
you
can
see
here
that,
as
of
the
end
of
december,
the
number
of
filled
positions
we
had
was
about
4
300
individuals
less
than
we
were
budgeted
for
and
you're,
seeing
that
we're
also
having
just
a
decrease
in
terms
of
how
many
were
filled
at
the
end
of
fy21.
So
over
six
months,
as
well
as
a
nearly
four
percent
decrease
compared
to
this
time.
D
Last
year,
815
of
those
are
in
our
general
fund,
so
a
real
concentration
there,
80
in
the
general
fund
and
so
from
there.
You
know,
obviously
how
many
folks
we
have
available
to
work
can
really
impact
the
quality
of
services
delivered.
So
even
despite
you
know,
being
low
on
lowering
the
number
of
filled
positions,
we
are
finding
that
78
out
of
109
performance
measures
reported
in
the
quarterly
city
managers
report
are
on
track.
There
are
a
couple
that
lag
a
quarter
and
some
that
don't
get
reported
right
away.
D
We
do
still
have
you
know
a
bit
less
than
a
third
that
are
not
on
track
and
so
I'll
go
a
little
deeper.
To
give
you
a
sense
of
of
where
things
are,
you
know
going
as
expected
and
where
we're
falling
short
to
start
with.
Just
to
give
you
an
overview
we
present.
Actually,
the
budget
office
collects
over
500
performance
measures.
D
For
some
of
these,
it's
important
to
know
that
there
is
some
seasonality,
and
so,
even
if
we're
not
50
there
halfway
through
the
year,
there
are
times
where
folks
can
say
we're
still
on
track
to
get
the
total
amount
we
need.
Additionally,
the
office
of
homeless
services
is
providing
homeless
prevention
assistance
so
far
to
over
727
000
households
they're
expecting
that
they
will
meet
or
exceed
their
1400
household
target.
D
For
this
year,
as
I
mentioned,
there
are
some
areas
where
our
operations
are
not
meeting
our
expectations
or
our
targets
for
those
performance
measures
in
the
area
of
on-time
trash
collection.
We're
at
68,
which
is
a
significant
improvement
over
where
we
were
this
time
last
year,
but
still
below
where
we
were
pre-pandemic
and
our
new
goal
of
70.
So
still
some
movement
there,
the
free
library,
has
seen
real
variation
in
participation
of
their
program
and
and
so
for
their
team
program.
D
So
that's
our
performance.
We
also,
you
know
the
qcmr
goes
through
december.
We
do
those
quarterly,
but
we
also
are
on
a
monthly
basis.
Looking
at
our
spending,
seeing
where
we
are
to
make
sure
we
are
on
track,
and
so
at
this
point
through
february
about
two-thirds
of
the
year
has
elapsed,
66.7
percent,
luckily
some
of
our
spending
overall
we're
still
just
at
under
58.
D
So
there's
a
lot
of
seasonality
and
I'll
talk
through
in
a
moment
what
some
of
those
are,
but
it
does
let
you
know,
there's
there's
no
major
red
flags
here
in
terms
of
where
we
might
end
up
the
year.
Obviously,
path
of
the
virus,
giant
blizzards,
all
sorts
of
things
can
affect
us
in
the
back
end
of
the
year,
but
at
least
so
far
where
we
are
is
looking
pretty
stable,
and
so
what
this
slide
here
is
presenting
is
across
all
classes,
all
of
the
spending
to
date.
D
So
the
dotted
line
is
showing
that
66
percent
that,
if
all
departments
spent
and
at
an
even
clip
throughout
the
year,
that's
what
you
would
expect
to
see.
But
you
do
see
some
real
variation
here
that
some
are
spending
beneath
some,
maybe
a
little
ahead
and
there's
a
bit
of
seasonality
in
there.
A
good
example
of
this
is
the
department
of
human
services.
They
transfer
expenses
back
and
forth
from
grants,
and
it
doesn't
necessarily
line
up
with
when
the
dollars
are
expended.
D
You'll
see
things
like
the
city,
commissioners,
they
have
real
seasonality
around
when
elections
occur,
and
so
that
can
affect
this.
So
this
is
across
all
classes,
and
you
can
again
see
this
as
we
focus
in
on
class
100,
which
really
should
hew
a
bit
closer
to
being
66
percent
when
two
thirds
of
the
year
have
elapsed.
D
But
again,
this
is
where
you
will
see
some
of
those
seasonal
variations
city,
commissioners,
again
low
things
like
finance,
which
I
believe
here
looks
like
the
lowest
but
keeping
in
mind
that
our
class
100
and
finance
includes
pension
payments,
health
and
medical
benefits,
and
so
those
don't
go
out
in
an
even
clip.
But
so,
as
we
look
at
this,
we
see
that
our
spending
is
basically
where
we
would
expect
it
to
be
given
where
we
are
in
the
fiscal
year.
D
B
G
Good
morning,
chairperson,
dom
and
members
of
the
city
council,
fiscal
stability,
intergovernmental
cooperation
committee,
as
you
know,
my
name
is
harvey
rice.
I'm
the
executive
director
of
pica,
the
state
oversight
agency
for
the
city
of
philadelphia
basic.
We
didn't
prepare
powerpoint
because
it's
generally
very
similar
to
what
the
city
prepares.
So
I'm
just
going
to
go
over
some
highlights
of
not
only
the
qcmr
but
some
revenue
projections
and
actuals
that
we've
seen
so
far.
G
G
G
G
The
projected
overtime
costs
are
now
198.8
million
increase
of
13.4
million
over
the
city's
first
quarter
projection.
This
is
due
primarily
to
the
increase
in
overtime
spending
in
three
departments:
police
prisons
and
streets
through
january
22.
The
city
has
spent
120.6
million
or
over
60
percent
of
their
allocation
for
overtime.
For
this
fiscal
year
going
into
tax
revenue
collections
through
february
22,
the
city
has
collected
tax
revenue
of
two
point:
a
little
over
two
billion
dollars
as
compared
to
the
adjusted
2821
total
of
1.752
billion
collected
through
february
2021..
G
G
G
The
year-to-date
parking
and
amusement
taxes
also
increased
considerably
considerably
driven
by
strong
monthly
collections
increases
through,
as
marissa
just
pointed
out
through
february
2022.
The
city
has
obligated
over
3.048
billion
or
56.6
percent
of
their
5.4
billion
dollar
budget.
The
city's
12
largest
departments
accounted
for
87
percent
of
their
total
obligations.
B
B
F
B
F
Target
budget
so
yeah
I
mean,
I
think,
there's
there's
mixed
news
here
in
that
you
know
we're
showing
a
the
fund.
Balance
is
really
the
number
that
that
we
look
on
and,
as
harvey
said,
that's
right
around
where
the
fund
balance
was
in
the
revised
five-year
plan,
and
so
so
that's
good.
You
know,
obviously,
there's
still
lots
of
uncertainties
and
lots
of
threats,
so
we
still
have
a
lot
of
concern.
B
D
You
know,
as
we
get
into
this
tax
season,
we'll
learn
a
bit
more
about
calendar
year
2021.
So
there
can.
You
know
we'll
gain
more
information
over
time,
but
there's
real
still
uncertainty
with
that
wage
tax
that,
even
though
it
was
going
gangbusters
through
december.
What
that
will
actually
pan
out
to
be
could
be
different.
B
F
B
I
have
a
question
on
the
collection
rates
and
I
know
that
that's
probably
for
commissioner
breslin
and
I
know
he
dropped
a
lot
of
the
enforcement
mechanisms
during
the
pandemic,
but
I
was
wondering
what
we're
doing
now
to
bring
that
back
online,
and
maybe
the
commissioner
could
just
comment
to
all
of
us.
I
know
he
did
a
really
good
job
on
what
the
collection
rates
were
prior
to
the
pandemic
and
then
give
us
some
idea
what
they
are
today
and
what
we
are
planning
to
do
to
ramp
them
back
up
again.
I
Sure
frank
breslin
revenue,
commissioner,
as
you
said
correctly,
really
during
the
pandemic,
the
department
focused
on
recovery
and
making
payment
agreements
and
putting
programs
together
assistance
programs
to
help.
You
know
businesses
and
taxpayers
during
the
pandemic
and
part
of
that
was
curtailing
most
enforcement
efforts.
We
have
since
started
to
resume
enforcement.
I
It's
been
gradual,
but
we're
getting
to
the
point
where
you
know
we'll
we're
we're
almost
to
full
enforcement
or
will
be
towards
the
end
of
this
fiscal
year,
but
we're
still
keeping
the
support
mechanisms
there,
payment
agreements
and
making
it
easy
for
taxpayers
to
get
into
compliance
with
the
you
know,
with
everything
that
was
going
on
the
pandemic
as
well.
As
you
know,
our
curtailing
of
enforcement,
our
collection
rates
and
some
taxes
have
reduced
slightly
and
we're
seeing
an
increase
in
delinquency.
I
That
has
stayed
relatively
secure,
so
even
without
enforcement
that
has
stayed
pretty
much
at
96
percent.
We
have
seen
some
increase
in
delinquencies
there
too,
and
we're
seeing
that
across
our
business
taxes,
which
would
be
expected,
as
many
businesses
were
significantly
impacted
by
by
the
pandemic
and
and
as
we
institute
our
enforcement
as
we
institute
our
enforcement
measures.
I
think
you'll
start
to
see
those
collection
rates
improve,
but
it
will
be.
I
B
I
B
B
B
F
F
Yeah,
so
what
we
want
to
be
careful
of
is
making
sure,
as
we
look
out
over
five
years
into
our
five-year
plan,
that
we
maintain
balance
even
in
the
back
years
after
the
after
the
dollars
are
gone.
So
we
don't
want
to
make
a
big
investment
up
front
and
then
three
years
later
have
to
make
cuts.
Because
you
know
we
didn't
replace
revenue
that
was
being
lost.
F
Yeah,
so
I
mean
part
of
replacing
lost
revenue
means
that
we
can
do
things
like
open
back
up
parking,
rec,
centers,
open
up
libraries
improve
their
services.
We
provide
improve
our
investment
in
in
economic
stimulus.
You
know
in
the
things
that
the
commerce
department
does
so
they're,
all
part
of
actually
trying
to
expand
the
base,
and
without
this
money
we
wouldn't
be
able
to
make
the
kind
of
investments
that
we're
making
in
our
five-year
plan,
and
it's
really
likely
that
the
base
would
have
actually
contracted.
F
B
D
Yeah,
so
the
streets
department
has
been
working
really
hard
to
look
at
one.
Stepping
up,
we've
approved
a
number
of
just
having
enough
people
there
to
do
the
work,
and
you
know
how
they're
scheduling,
and
so
that's
really
how
they're
attacking
this.
Obviously,
a
reduction
in
the
volume
of
trash
would
help
as
well.
You
know,
there's
always
unexpected
weather
events.
Those
are
challenging,
but
really
the
concerted
effort
has
been
around
staffing
and
shift
scheduling
so
that
they
can
ensure
that
they
have
adequate
folks
there.
D
Another
thing
that's
really
important
to
maintain
for
on-time
trash
pickup
is
making
sure
that
fleet
is
adequately
resourced
because
you
need
a
truck
to
go,
get
the
trash,
and
so
you
know
there
are.
There
are
folks
who
still
shudder
when
they
talk
about
the
compactor
crisis
of
2013
and
so
making
sure
that
fleet
has
adequate
staff
and
parts
so
that
they
can
keep
those
vehicles
on
the
street
is
really
a
important
part
of
that.
D
B
I'm
just
mentioning,
because
you
know
we
all
hear
that
the
basic
services
is
what
we
need
to
improve
on,
including
public
safety
is
number
one,
but
trash
and
picking
up
the
trash
is
right
up
there,
so
schools
and
other
things,
but
that's
really
a
key
component.
If
we
can
get
that
trash
pick
up
to
90
percent,
that
would
be
a
big
improvement.
B
D
So
I
think
some
of
it
is
shifts
back
and
forth
from
online
programming
to
in-person
programming,
changes
in
school
schedules
and
remote
learning,
because
what
I
put
up
there
was
the
the
teen
program.
So
I
think
that
there's
just
been
not
enough.
Consistency
for
them
to
build
programs,
and
we
can
certainly
go
back
to
the
library
ask
for
a
bit
information,
a
bit
more
information,
but
that
that
has
there's
been
real.
You
know
changes
in
just
people's
patterns
and
and
where
they're
spending
their
time.
B
J
Of
the
committee
that,
under
which
libraries
fall,
libraries,
as
we
all
know,
have
been
woefully
underfunded
for
a
very
long
time
and
during
the
pandemic,
the
libraries
for
the
most
part
when
we
talk
about
usage
have
overall
really
just
been
closed.
Most
of
our
libraries
have
been
closed
and
they
have
not
had
the
level
of
staffing
and
been
open
on
any
level
to
provide
any
level
of
consistent
opportunities
for
folks
to
be
able
to
use
them.
J
B
L
L
A
D
So
I
will
pull
up
here,
the
slide
we
had
on
overtime
and
so
again
to
recap:
actually,
our
overtime,
this
quarter
and
year
to
date,
is
below
where
it
was
last
year,
so
we've
been
reducing
the
amount
of
overtime
compared
to
where
we
were
generally,
though
we
view
over
time
as
a
tool.
Sometimes
it
is
the
best
tool
for
the
job.
D
Sometimes
it
is
sort
of
our
last
resort
to
deliver
needed
services,
and
so
we
monitor
it
and
it
looks
different
in
different
places
and
departments
that
have
you
know
24
7
365
operations
where
there
must
be
minimum
coverage.
The
you
know,
you
can't
just
do
it.
You
know
next
week
when
somebody
gets
back
from
vacation,
that's
a
place
where
you
know
it
is
core
to
service
delivery.
There's
other
times
where
we
simply
look
at
you
know.
D
If
we're
trying
to
provide
x
amount
of
service,
you
know,
does
it
make
more
sense
to
hire
more
people
to
contract?
Something
out
to
you
know,
make
a
technological
investment,
and
there
are
times
where
we
evaluate,
and
over
time
is
the
best
option
we
have
and
then
also
right
now,
where
there
are
periods
where
we
have.
D
That's
not
great,
there's
other
times
where
we
just
budget
that
in
or
they've,
been
budgeted
to
fill
the
positions
they
have
a
number
of
vacancies,
but
because
of
timing
like
recruitment
and
how
classes
go
in
and
how
many
folks
make
it
through
that
process.
The
money
is
there
for
this
straight
time
for
the
new
employees,
but
if
the
positions
aren't
filled,
we
use
the
budget,
so
I
think
it
would
probably
make
sense.
If
there
are
specific
departments,
we
could
go
back
and
look.
We
know,
for
example,
the
fire
department.
D
L
So
marissa
one
of
the
things,
particularly
with
the
streets
department,
undercoverd,
the
sanitation
and
our
our
our
trash
situation-
has
changed
drastically
right.
People
are
incredibly
frustrated
around
the
level
of
dumping,
and
I
know
our
studies.
Department
staff
works
incredibly
hard
because
I
know
how
they
respond
or
attempt
to
respond
in
districts
like
mines,
the
the
because
people
are
doing
more
home
deliveries.
L
You
know
every
on
every
block,
there's
10
amazon
deliveries
that
add
to
to
our
disposal
situation.
How
are
we
making
sure
we're
funding
for
that?
Because
that's
one
of
the
biggest
levels
of
frustration,
so
what
has
changed,
given
that
this
is
now
kind
of
the
new
norm,
and
all
of
these
deliveries
are
are
happening.
D
So
street
I
will
say,
streets
has
been
delivered,
been
hiring
and
they've
been
approved
for
bringing
folks
on
temps
when
they
needed
those
bringing
on
additional
laborers
to
make
sure
they're
staffed
looking
at
their
shifts.
Looking
at
a
number
of
different
policies,
I
don't
have
all
of
the
details,
but
it
is
something
I'm
certainly
happy
to
go
back
to
streets
to
get
more
information
because
they
have
been
attacking
this.
D
Additionally,
simply
making
sure
that
they're
funded
in
the
waste
disposal
budget-
and
that
also
is
a
real
pressure
on
us,
as
the
volume
and
tons
goes
up.
We
pay
per
ton
for
trash
disposal.
So
that's
another
pressure
that
needs
to
be
funded
unless
we
can
just
sort
of
stop
getting
stuff.
So
we're
looking
at
both
the
operational
and
the
staff
and
the
class
100,
but
also
we
spend
a
significant
amount
on
the
waste
disposal
and
that's
purely
based
on
the
touch.
L
You
know,
you
know
the
same
could
be
said
for
for
l
and
I,
as
you
know,
construction
has
remained
high
and
their
ability
to
to
get
on
the
ground.
What,
if
anything,
are
we
doing
differently
right
now
to
help
them
meet
the
need
right?
One
thing
the
permitting
activity
demonstrates
the
need
for
more
staffing.
What
are
we
doing
to
bridge
that
gap.
D
So
in
the
fy
22
budget,
one
of
the
elements
there
was
increasing
funding
and
partnerships
with
ccp
to
get
more
inspectors
on,
so
that
we
could
get
the
staff
and
also
really
develop
pipelines,
so
that
is
helping
phil
stuff
in
additionally,
you
know
when
I
talked
about
the
different
ways
that
we
can
provide
service
and
sometimes
it's
overtime.
Sometimes
it's
straight
time.
Sometimes
it's
technology
investment.
The
investments
in
eclipse
have
been
really
impactful
because
they
let
the
folks
that
you
know
can
do
something
quickly.
Online
get
that
done.
D
That
frees
up
existing
staff
for
the
folks
who
need
a
different
type
of
service,
or
you
know
more
manual,
individual
care
and
so
those
technology
investments,
the
creating
better
pipelines
so
that
we
have
staff.
But
it
really
in
this
market,
where
real
estate
and
all
sort
of
allied
professions
has,
you
know,
has
continued
to
thrive
compared
to
a
number
of
others.
You
know
attracting
staff
is
going
to
be
a
challenge
for
a
number
of
positions
that
they
have.
D
L
Okay,
well
again,
we'll
look
forward
to
that
conversation
about
the
adapting
to
the
new
behavior.
I
know
december
was
crazy
for
the
department
of
elena.
I
know
they
did
the
best
they
could
to
meet
those
abatement
deadlines
and
eclipse
has
been
very
helpful,
but
then
what
what
is
going
on
on
the
ground
is
more
activity.
L
L
G
Thank
you,
council
person.
Tom,
can,
I
add,
just
absolutely
go
back
to
the
streets
question
that
the
councilwoman
asked
as
at
the
end
of
the
second
quarter,
which
was
the
end
of
september
of
2021,
the
staffing
level
streets
was
98.6
percent.
So
that's
the
staffing
level
compared
to
their
overtime,
but
you
also
have
to
you
have
to
look
at
their
leave
usage
and
their
level
usage
was
pretty
high.
It
was
almost
20
percent.
L
So
I
totally
agree.
I
just
think
we
have
incredible.
We
have
a
lot
more
dumping
going
on
that
is,
you
know
the
impacts
of
that
dumping
has
to
be
really
analyzed
around
the
work.
We
do
it
and
then
you
know
that's
why
I
was
asking
about
tonnage
right
again.
We
have
an
incredible
increase
of
tonnage
as
people
stayed
home,
and
so
that
may
be
become
something
that
we
have
to
budget
better
for
as
we
move
in
the
future,
as
we'll
have
some
hybrid
working.
So
I
totally
agree
with
you.
L
So
that's
why
I'm
asking
because
I,
what
I
don't
want
to
see
is
as
us,
you
know,
complain
about
our
department's
over
time
if
we're
not
giving
them
the
money
on
the
front
and
for
what
our
new
needs
are
right
and
then
managing
the
overtime
based
on
that.
That
is
one
of
the
most
difficult
jobs
in
our
department
has
hit
incredibly
through
through
covid.
So
I
I
want
to
have-
and
I
appreciate
harvey
you
putting
that
in
context
around
you
know
the
leaves
based
on
on
covet.
L
You
know
outbreaks
that
were
in
the
department,
but
also
that
they
pro
the
increased
need
of
need
on
the
on
the
back
edge.
I
just
think
that
we're
gonna
have
to
spend
some
time
on
the
streets
department,
because
it's
the
one
that
is
the
most
frustrating
for
people,
but
there's
you
know
behavioral
science
to
this
right
thumbs.
Where
do
they
dump
all
of
this
stuff
that
we
we
need
to
find
on
the
front
end.
So
thank
you
very
much
again,
mr
chair.
B
K
Good
morning,
mr
chair
and
good
morning,
colleagues
and
thank
you
so
very
much
for
this
hearing.
I
just
wanted
to
circle
back
to
a
few
things
I
heard
during
the
testimony,
and
I
will
start
with
where
council
members
have
left
off,
because
I
think
this
is
a
really
important
issue
that
we
really
need
to
have
a
whole
government
approach
around
resolving
and
preparing
for
what
our
new
normal
will
look
like,
not
just
with
trash
collection,
but
also
with
our
staffing
levels.
K
As
we
know,
a
number
of
companies
across
the
world
continue
to
struggle
with
staffing,
and
so
I
wanted
to
start
where
marissa,
where
you
left
off
and
you
had
mentioned,
you
know
what
would
help
would
be
a
reduction
in
waste
getting
into
our
waste
stream.
But
what
I
wanted
to
talk
about
was
how
you
all
are
thinking
from
a
city
government
perspective
about
a
circular
economy
strategy,
around
waste
reduction.
K
You
know
around
our
materials
use,
redesigning
of
materials
to
be
less
resource
intensive
and
then
just
how
we
are
thinking
about
a
circular
economy
strategy
as
a
whole
and
supporting
those
efforts
from
a
government
perspective,
because
we
are
not
going
to
magically
get
a
reduction
in
our
waste
stream
out
of
nowhere,
particularly
to
councilman
sanchez's
point
around
all
of
the
deliveries
during
coven
in
continuing
mixed
with
the
staffing
challenges
we
have.
So
how
are
you
all
thinking
about
a
true
circular
economy,
strategy
for
the
city
of
philadelphia?
D
I
think,
certainly
I
would
probably
really
want
to
bring
in
my
colleagues
from
sustainability
from
commerce
looking
at
the
different
ways.
We
are
linking
sort
of
all
of
the
work
we're
doing
around
sustainability
and
the
environment
is
with
our
economic
development
efforts
and
seeing
how
that
will
work.
But
obviously
you
know
with
the
plastic
bag
ban
there's
other.
There
are
a
lot
of
public
sector
interventions
that
have
been
made
and
can
continue
to
be
made,
and
so
both
the
sort
of
attacking
it
from
from
sort
of
that
root
problem
of.
D
Where
does
the
trash
come
from
as
well?
As
do
we
have
a
good
plan
to
manage
it,
and
you
know
you
saw
that
our
recycling
rate
is
then
getting
closer
to
what
our
target
was
just
missed
that
by
it
by
a
bit
this
past
quarter.
So
I
think
that
all
of
that
is
happening
together.
I
don't
have
a
ton
of
specifics,
but
would
be
happy
to
go
back
to
my
colleagues
and
get
more
information
for
you.
K
Sure,
well
I'll
definitely
be
talking
about
that
during
the
budget
process.
Obviously,
but
I
just
wanted
to
bring
that
up,
because
we
won't
magically
see
a
reduction
in
our
waste
stream
without
you
know,
targeted
interventions,
whole
government
approach
to
what
that
reduction
could
look
like
for
for
philadelphia
and
that's
something
that
we
will
have
to
lead.
K
We
need
to
figure
out
how
we
can
get
in
front
of
this
with
multiple
departments
and
agencies.
So
that's
that
was
the
first
thing
and
then.
Secondly,
I
wanted
to
talk
about
the
rainy
day
fund.
I
heard
my
colleague
councilmember
dom
mention
the
I
guess
the
increase
in
what
we
have
at
the
end
of
this
year.
I
guess
it
was
fiscal
year
relative
to
how
much
we
have
in
our
rainy
day
fund
based
on
what
we
anticipated.
F
In
the
plan
that
pica
approved
our
vice
plan,
we
were
showing
a
fund
balance
of
133.8
million,
so
it's
it's
basically
unchanged
from
the
the
plan
that
pica
approved
in
the
fall
okay,
but
as
you
can
see
it's
well
below
and
that's
it's
the
column
all
the
way
on
the
right.
If
we
were
looking
at
the
gfoa
recommendation,
we'd
be
about
900
million.
F
We
know
that
you
know,
given
all
the
the
demands
on
us
for
services,
that
we
really
are
never
going
to
get
up
to
that
level.
But
before
the
pandemic
we
were
at
we've
created
as
our
internal
target
of
between
six
and
eight
percent
so
to
get
to
there.
We'd
need
to
be
somewhere
between
about
310
million
and
415
million.
So
we
need
a
much
larger
balance
than
we
have
now.
K
F
Right
good
question,
so
the
rating
agencies
look
at
a
few
things
when
they
look
at
your
ratings,
but
fund
balance
one
of
the
most
important
things.
They
stress
that
all
the
time
that
they
would
like
to
see
a
fund
balance
and
really
they
like
to
see
fund
balance
more
in
line
with
gfoa
level,
and
there
are
a
number
of
cities
that
actually
get
up
to
that
level.
F
So
having
a
low
fund
balance.
Yeah
is
something
that
when
they
look
at
us,
they'll
think
you
know,
there's
a
reason
that
you're
the
second
lowest
rated
of
the
top
10
cities.
It's
because
you
have
a
low
fund
balance,
we'll
also
look
at
things
like
pensions,
where
you
know
we're
showing
some
some
real
improvement.
They
also
want
to
know
how
flexible
your
your
spending
is
and
what
ability
you
have
to
do
things
like
change
your
revenue
stream
control,
your
expenditures,
they've,
always
given
us
pretty
good
marks
on
that.
K
Okay:
okay,
I
just
wanted
to
bring
that
up,
particularly
because
for
fy22,
obviously
is
the
lowest.
It
has
been
in
quite
some
in
quite
some
time
and
you
all,
I
think,
have
done
a
great
job
on
the
pension
piece
and
also
with
the
reduction
of
expenses
through
the
covet
period.
But
some
of
that
is
is
more
natural
than
anything
else
just
because
of
folks
having
to
shelter
in
place.
So
I
just
wanted
to
call
attention
to
that
issue.
K
And,
lastly,
I
wanted
to
talk
about
the
staffing
piece
overall,
knowing
that
we
have
a
retirement
crisis
that
we
could,
you
know
potentially
see
from
a
city
government
staffing
perspective,
not
just
a
specific
department.
But
what
are
you
doing,
overall
from
ohr
civil
service
strategy
to
ensure
that
we
have
adequate
pipelines
into
these
jobs,
knowing
the
attrition
that
we're
seeing?
Because
it's
everywhere?
It's
not
just
you
know
streets
and
police
and
fire-
and
I
heard
you
talk
about
you
know.
K
If
fire
was
fully
staffed,
you
would
have
to
have
a
certain
amount
of
employees
in
order
not
to
have
overtime,
but
that's
almost
every
single
department.
So
what
are
we
doing
as
an
overall
staffing
readiness
plan
to
ensure
that
these
departments
can
be
fully
safe?
We
know
we
have
looming
retirements.
We
know
how
many
individuals
are
in
drop.
We
know
we're
down
a
significant
number
of
police
officers.
D
So
I
think
you
know,
as
we
get
closer
to
the
fy
23
budget.
That
is
something
that
we're
certainly
talking
about
thinking
about
and
we'll
have
more
to
share
then,
but
there's
a
couple
different
parts
of
this.
Some
of
this
is
around
recruitment
and
and
sort
of
lowering
access
on
barriers
to
accessing
these
jobs,
and
so
certain
things
about
you
know,
standing
up
remote
testing
and
then
making
that
easier,
so
that
there
is,
it
is
easier
to
come
into
our
civil
service
system.
D
Ohr
has
also
been
working
with
the
office
of
diversity,
equity,
inclusion
and
specific
departments.
Looking
at
our
how
the
testing
works,
the
requirements
so
that
we
make
sure
that
we
are
have
as
big
a
pool
as
possible
for
qualified
folks
that
we're
not
sort
of
ruling
folks
out
in
ways
that
we
don't
need
to
we're,
starting
to
talk
a
lot
more
about
sort
of
pipeline
and
training.
I
already
mentioned
some
of
the
work
between
l
and
I
and
ccp,
and
so
we're
looking
at.
D
How
do
we
get
folks
in
you
know?
We
also
are
looking
to
make
sure
how
do
we
make
sure
this
is
a
work
environment
where
folks
want
to
stay
and
so
continuing
to
look
at
sort
of
you
know,
as
we're
figuring
out
the
nature
of
work,
training
and
making
sure
that
we
can
be
an
employer
of
choice
and
so
we're
looking
at.
How
do
we
maintain
folks
here
in
certain
areas,
though,
it
is
going
to
be
very
specific
to
the
nature
of
the
work
there
are.
D
On
I
mentioned
you
know,
competition
from
the
in
the
real
estate
industry
versus
you
know,
general
changes
about
folks
wanting
to
go
into
policing,
and
so
some
of
this
will
have
to
be
looking
department
by
department,
but
we're
looking
at
a
number
of
ways
to
make
better
connections
to
the
folks
who
are
who
want
jobs
and
make
sure
that
it
is
easier
to
get
in
and
making
sure
that
that
process
really
doesn't
have
as
many
roadblocks
as
it
once
did.
Okay,.
K
They
did
with
the
school
district
last
week
around
the
trades
helper
position
and
looking
at
the
specs
for
that
position
to
align
it
with
graduates
of
cte
programs,
and
I
was
on
that
program
last
week,
so
they
are
doing
that
work.
I'm
just
talking
about
an
overall
strategy
from
an
administration
perspective
so
that
we
are
fully
prepared
for
the
needs
and
to
provide
quality
service.
You
know
for
the
citizens
of
philadelphia.
B
L
L
For
some
of
these
jobs
there
is
a
trend
and
I'll
use
the
fire
department
as
an
example
where
I
got
a
lot
of
complaints
about
the
drop-off
between
people
passing
the
test,
they're
scoring
and
going
through
the
process.
So
I
would
say
to
you
looking
at
how
we
disqualify
people
to
your
point
around
access
and
barriers
to
access
to
the
jobs
is
a
huge
one.
Having
them
do
a
historical
context,
I
think,
will
be
illuminating
about
why
we
don't
have
the
pipeline
of
employees
in
all
departments.
Thank
you,
mr
chair.
B
I'll
ask
my
question:
while
we're
going
there
compared
to
other
cities,
you
know
we
have
fixed
assets,
whether
it's
pgw
or
real
estate.
How
do
we
compare
to
other
cities
in
our
fixed
asset
value
and,
of
course
I
mean
we
could
also
see
a
comparison
of
our
fixed
assets,
less
the
liabilities
that
are
leaned
against
those
assets.
What
the
net
value
is,
how
do
we
compare
other
cities
in
fixed
asset
value.
F
I
have
to
get
back
to
you
on
that.
I
think,
though,
that
we
are
probably
relatively
high,
I
think
we
probably
a
little
more
and
more
extensive
infrastructure
than
a
lot
of
other
cities.
I
think
that's
also
something
that
you
see
in
terms
of
and
the
trade-off
we
have
to
make
every
year
between
investments
in
our
infrastructure
and
our
fixed
costs,
because
we
have
such
a
wide
array
of
assets,
we
have
a
higher
amount
of
infrastructure
costs
than
other
places
would
have
does.
F
B
A
Thank
you,
mr
chair.
Just
a
couple
clarifying
questions
and
some
of
this
I
might
have
missed
so
I
do
apologize.
I
know
we're
talking
about
streets
right
now,
I'm
wondering
outside
of
the
streets
department-
and
I
know
it's
you
know
fire
is
always
on
the
list.
Where
else
did
we
see
a
significant
amount
of
spending
in
overtime.
D
D
G
We,
if
you
look
at
even
though
it's
small
dollars-
and
this
goes
to-
I
think,
marissa's
point
earlier
on-
where
records
had
a
significant
increase
in
overtime,
but
that's
a
good
thing
because
they
were
so
far
behind
in
in
processing
deeds
and
transfer.
Realty
transfer
that
the
realty
transfer
tax
was
lagging
behind
so
that
as
part
of
their
implementation,
to
bring
that
back
up
and
bring
that
get
that
backload
filled.
They
part
of
that
was
they
had
employees
work
overtime.
A
Any
other
examples
of
that
where
we
found
that
producing
either
more
manpower
or,
let's
say
more
dollars
in
technology,
has
put
us
in
a
position
where
we've
generated
more
revenue.
We
talk
about
the
illegal
dumping
in
the
city.
Multiple
people
have
talked
about
it.
Has
there
been
any
idea
around
investing
in,
let's
say,
cameras,
I
know
in
being
a
charity
streets
department
and
talking
to
the
streets.
A
Commissioner,
the
more
cameras
we
get
up,
the
more
people
we
can
catch
for
illegal
dumping
such
as
such
a
big
issue,
that's
a
possible
way
to
generate
revenue.
Do
we
have
we
explored
any
other
areas
where
we
can
say?
If
we
spend
more
money
either
on
technology
or
manpower,
it
could
generate
us
more
revenue.
D
Yeah,
I
think
there
are
a
lot
in
a
lot
of
our
revenue
generating
agencies,
particularly
those
technology
investments
that
either
one
make
complying
the
easiest
thing
to
do.
So,
if
you
look
at
eclipse
or
you
look
at
the
new
prism
system
being
implemented
in
the
department
of
revenue,
what
those
are
designed
to
do
is
make
compliance
paying
what
you're
supposed
to
when
you're
supposed
to
up
front
easier,
which
then
means
more
dollars
in
our
in
our
city,
pockets
generally
up
earlier.
A
How
much?
How
much
do
you
think
we've
saved
from
that
particular
example?
You
just
provided
around
prisons
like
do
we
have
numbers
on
this
stuff
where
it's
telling
us
how
much
we've
saved
in
different
areas,
based
on
like,
like
even
in
in
our
illinois
department,
which
is
something
that
you
know
I
would
love
to
hear
more
about
as
it
relates
to
how
we
can
invest
in
technology
and
different
means
to
be
able
to
help.
D
Yeah,
I
can
certainly
get
back
to
you
with
some
examples
and
we
even
have
another
another,
really
good,
one
from
the
department
of
revenue.
A
couple
years
back,
we
invested
in
a
data
warehouse
and
we
structured
that
contract
that
basically
the
vendor
would
get
paid
a
share
of
our
increase
in
revenues
and
that
we
tracked
that
very
carefully
and
so
that
technology
investment
not
only
paid
for
the
upfront
investment
in
the
data
warehouse
but
also
generated
increased
revenues.
A
Thank
you.
I
just
you
know,
I'm
listening
to
everything
that's
happening,
and
I'm
thinking
you
know,
as
constituents
view
our
budget
and
look
at
the
areas
of
spending
and
similar
to
what
our
chair
said.
You
know
we're
not
necessarily
producing
the
desired
outcomes
as
it
relates
to
those
services.
So
you
know,
if
I'm
a
constituent
and
I
found
out
our
four
biggest
areas
of
spending
are
where
they
are,
and
I
think
about
some
of
the
issues
that
we
have
as
a
municipality.
A
C
Thank
you
so
much
council
member.
This
is
a
different
question
for
me.
I
usually
don't
have
these
type
of
questions,
but
in
relation
to
all
the
work
that
we've
done
around
you
know
renters
and
housing.
I
received
several
phone
calls
and
questions
from
like
midsize
landlords
and
businesses
in
reference
to
fines
and
fees
accumulated
over
covet
when
services
were
available
and
weren't
open,
and
I
was
just
wondering
what
are
the
cons
you
mentioned
payment
plans
as
a
way
to
you
know.
C
You
know,
I
think
in
my
world,
that's
a
lot
of
money
and
I'm
pretty
sure
in
anyone's
world
and
it
wasn't
the
actual
fee.
These
were
accumulated
fines
over
time,
some
of
which
was
doing
covet.
So
I
was
wondering
what
are
we
doing
to
make
sure
that
we're
able
to
recoup
the
money
but
also
making
sure
that
the
assessment
of
those
fines
are
fair
to
those
business,
because
so
much
slack
I
get
is
like
we
put
so
much
hard
ships
on
businesses,
but
the
reality
is.
C
F
I
We
have
shorter
term
payment
agreement
a
one
year
kind
of
covered
payment
agreement
term
where
all
interest
and
penalty
is
abated.
We
have
longer
term
payment
agreements
with
significant
abatement
of
interest
and
penalty,
and
then
we're
also
looking
at
you
know
kind
of
our
consolidated
actions
where
we're
looking
at
taxpayers
that
have
beyond
just
tax
liabilities
they
have.
I
As
you
mentioned,
it
could
be
fines,
it
could
be
fees,
other
charges,
l,
I
charges
and
we're
working
kind
of
in
partnership
with
those
departments
such
as
ellen
I
to
to
try
to
get
taxpayers
into
compliance.
So
kind
of
our
message
has
been
throughout
the
pandemic
for
the
last
two
years
to
to
taxpayers
and
and
citizens
is
anyone
who
is
not
in
compliance
that
they
should
reach
out
to
revenue
and
we'll
work
with
them
to
try
to
get
them
into
compliance.
Regardless
of
what
you
know
type
of
debt,
they
have.
B
You're
welcome.
Thank
you,
councilmember
brooks.
I
will
say
that
I
read
recently.
I
don't
know
if
you
know
about
this,
commissioner
president,
that
philadelphia
has
some
of
the
most
progressive
tax
collection
policies
of
any
municipality
in
the
country.
I
guess
our
goal
is
to
make
sure
that
people
know
about
it,
so
they
can
enter
into
those
programs,
but
we
have
some
really
good
programs.
E
Thank
you
very
much,
mr
chair,
so
I
have
two
two
areas
of
questions.
I
wanted
to
follow
up
on
council
member
bass's
questions
about
the
free
library,
and
I
recognize
that
this
isn't.
You
know
you
know
the
libraries
aren't
here
to
answer
some
of
these
questions,
but
I'm
trying
to
understand
a
little
bit
about
how
how
different
are
we
right
now
from
the
library
budget
versus
say,
fy
2019.
D
So
I
can
certainly
pull
that
up.
Let
me
do
that.
I
will
say,
as
I
am
buying
time
as
I
scroll
through
a
variety
of
things,
that
in
addition
to
that,
just
the
raw
numbers,
one
thing
to
remember
is
that
certain
costs
sort
of
shift
and
change
over
time.
For
example,
over
the
past
few
years
in
the
free
library
there
were
certain
costs
like
rents
for
the
regional
operations
center
that
used
to
be
paid
for
by
the
foundation.
D
Those
costs
then
got
shifted
onto
the
city
starting
last
year,
and
then
sometimes
we
move
those
rental
costs.
Some
may
sit
in
the
free
libraries
budget,
some
of
those
move
over
to
dpp,
so
it
you
know
when
we're
looking
to
do
a
full
analysis,
we
can
get
back
to
you
sort
of
get
some
of
those
shifts,
but
what
I
can
tell
you
is
that
our
fy
22
current
projection
for
the
free
library
is
45.3
million
dollars.
D
That's
about
2.3
million
dollars
more
than
our
original
adopted
budget
folding
in
the
cost
of
labor
contracts,
as
well
as
mid-year
increases.
That's
an
increase
from
fy21,
where
our
budget
was
40
million,
so
45
versus
40
last
year.
It's
going
to
take
me
another
moment
of
scrolling
to
get
to
the
fy
19
actual
spending,
which
was
our
last
pre-pandemic
year,
and
I
don't
know
if
rob
you
have
that
handier
than
I
do,
but
I
will
get
it
momentarily.
D
D
So,
as
I
was
saying,
22
is
45
million
21
was
40
million
and,
as
I
get
to
fy
19,
that
number
was
42
million.
So
actually
this
year
we
are
gonna,
be
about
three
million
dollars
more
than
our
actuals
in
fy
19..
So
we
are
above
where
we
are.
Obviously,
though,
changes
in
labor
cost
things
like
that.
Do
impact
what
that
gets
us,
but
we
are
above
our
funding
from
where
we
were
in
19..
Okay,.
E
Fy22
at
45
million
keeps
us
to
where
less
than
50
of
our
libraries
are
open
five
days
a
week
now
I
recognize
that
may
not
entirely
be
due
to
the
budget.
It
may
in
fact
be
to
the
88
staffing
vacancies
that
we
have
in
there.
But
you
know
budgeting
is
an
aspect
of
this,
and
so
you
know
our
interest
is
to
get
our
our
library
where
we
are.
We
are
open
towards
the
six
days
a
week
and
do
you
have
an
estimate
on
how
much
that
would
cost.
D
E
For
clarity,
I
thought
that
the
fy
19
budget
had
a
five
day
a
week
with
a
projection
of
six
days
a
week
which
would
have
been
fy
20,
the
old
fy20,
maybe
not
the
actual
fy20
or
the
revised
fy20.
So
that
would
be
my
understanding
is
that
it
should
have
been
baked
into
our
calculations.
So
if
you
could
get
back
to
us
on
that,
I
think
that
would
be
helpful.
You
know,
additionally,
I
I
think
you
know
we
have
to
look
at
opening
the
library
on
at
least
one,
if
not
both
weekend
days.
E
For
me
personally,
we're
we're
gonna
have
to
look
at
what
that
takes.
I
don't
think
it
has
to
be
seven
days
a
week.
You
know
could
still
be
at
six
days
a
week
and
maybe
one
of
the
days
closes
during
the
week,
but
we're
gonna
have
to
figure
out
how
to
get
our
libraries
open
again,
so
it
seems
unsustainable.
The
way
it
currently
is,
and
then
I
think
this
question-
thank
you
so
much
marissa.
E
So
I
really
appreciate
all
your
work
and
your
thoroughness.
My
second
question
is
ferrari.
Just
put
this
on
the
record:
obviously
there
have
been.
There
has
been
a
lot
of
back
and
forth
with
the
philadelphia
parking
authority,
and
one
of
the
things
that
we
wanted
to
get
some
clarification
on
was
to
figure
out
in
you
know
in
fy.
E
Well
I
guess
this
year
right,
so
it
would
be
fy22
and
fy21,
I'm
not
sure
if
it
was
fy21
but
ffy22,
they
delivered
zero
dollars
to
the
school
district
and
then
they
kind
of
there's
a
threshold
limit
for
the
city.
Can
we
find
out
if
the
parking
authority
ever
met
its
financial
obligation
to
the
city
of
philadelphia
in
both
fy22.
F
E
E
F
F
E
I
Yes,
so
it's
correct
that
the
wage
tax,
the
non-resident,
is
subject
to
wage
tax
if
they
are
working
in
the
city
or
working
outside
of
philadelphia,
as
required
by
their
employer.
So
and
this
comes
down
to
policy
by
the
employer
and
the
way
most
of
that
is
handled
by
the
employer.
I
mean
we
start
by
doing
a
lot
of
communication
about
with
tax
professionals
and
with
the
community,
and
we've
done
it
through
our
guidance
throughout
the
pandemic
about
this
rule.
I
So
we
want
to
make
employers
knowledgeable
about
this
rule,
because
the
burden
is
at
their
level.
They
have
to
withhold
properly
and-
and
many
of
them
understand
that
and
withhold
at
100
and
then
that's
the
reason
why
we
see
the
refund
process,
then
the
employee
has
to
apply
for
the
refund
and
we
would
check
it
and
the
way
we
we
check
it
to
answer
your
question
is
we
we
check
it
two
ways.
One
way
we
check
it
is
at
the
employer
level.
I
In
the
absence
of
that,
we
would
expect
them
to
be
withholding
at
a
hundred
percent
and
then
the
other
place.
We're
checking
is
when
employees
file
for
employee
wage
tax
refunds,
we're
reviewing
the
refunds
and
asking
for
the
appropriate
documentation,
and
that
and
part
of
that
required
documentation
with
the
refund
is
a
letter
from
the
employer
stating
that
the
employee
was
required
to
work
remotely
or
the
employer
actually
has
there's
a
there's,
a
spot
where
the
employer
can
sign
verifying
that
the
refund
is
appropriate
when
they
do
that
they
become
responsible.
E
Okay
and
then
have
we
done
any
calculation
in
terms
of
the
growth
in
wage
tax
revenue
that
has
gone
out
to
our
surrounding
counties
over
the
last
two
years.
I
mean
it's
not
really
our
responsibility,
but
I'm
just
curious
about
what
the
whether
there's
been
any
analysis,
and
I
see
that
larry's
on
here
from
from
pew,
you
know
to
see
what
the
shift
over
is
into
our
surrounding
counties,
or
are
you
aware
of
any
of
that,
commissioner?
Breslin.
I
E
Okay,
I
mean,
I
think,
it's
a
point
of
interest.
I
do
think
that
there's
been.
I
would
assume
that,
given
the
massive
shift
in
our
you
know,
budget
and
wage
and
income
tax
revenue
that
there
has
been
a
significant
increase,
because
obviously
those
individuals
now
pay
the
wage
and
income
tax
in
surrounding
counties.
So
those
surrounding
counties-
budgets,
I
assume-
have
seen
some
amount
of
increase-
I'm
not
clear
how
much,
but
it
would
be
interesting.
E
You
know
to
see
regionally
who
are
the
biggest.
You
know
financial
beneficiaries
in
the
last
two
years
on
a
county
level,
and
you
know
we
should
continue
to
work
regionally.
I
think
that
that's
very
important.
I
think,
if
this
pandemic
showed
us
anything
that
there
is
a
tremendous
amount
of
regional
codependency
inter-alliance.
E
J
J
F
J
I
Yes,
for
homeowners,
we
do.
We
probably
have
one
of
the
most
progressive
assistance
programs
in
the
country,
our
owner
occupied
payment
agreement
plan
and
that
allows
homeowners
to
get
into
a
tiered
agreement,
which
means
they
get
into
an
agreement
where
their
payment
is
based
on
their
income.
So
it's
an
affordable
payment
grant
plan,
actually
there's
a
in
its
lowest
tier
there's,
actually
no
payment
due
and
it
keeps
them
in
compliance
and
avoids
any
type
of
enforcement.
I
In
so
there's
five
tiers
in
tier
four,
it's
can
be
a
minimum
payment
as
low
as
25
a
month,
with
a
full
abatement
of
interest
and
penalty
and
in
comparison
to
amnesty,
that's
much
more
forgiving
in
that
for
two
reasons:
one
it
most.
Amnesty
programs
require
payment
in
full
or
a
portion
of
the
interest
and
penalty
to
be
abated.
I
In
our
case
with
our
uber
programs,
there
is
no
down
payment
required
in
those
tiers
and
interest
and
penalty
can
be
fully
abated.
So
it's
a
much
more
liberal
plan
in
terms
of
meeting
meeting
taxpayers
with
a
program,
that's
based
on
their
income
and
it's
much
less
of
a
one-size-fits-all
program
which
amnesty
programs
tend
to
be.
J
And
can
you
talk
a
little
bit
about
over
the
course
of
the
pandemic,
the
usage
of
that
program?
I
don't
know
if
you
have
any
statistics
there
with
you
or
if
you
could
get
some
for
us,
but
what's
the
usage
of
that
program
free
pandemic
versus
during
the
pandemic
versus
now,
if
you
could
could
sort
of
give
us
a
sense
of
how
much
this
has
been
used.
I
It
is
frequently
used.
I
don't
have
numbers
in
front
of
me,
but
we
post
a.
We
publish
a
an
annual
upa
report
that
shows
the
annual
usage.
So
I
don't
have
the
fiscal
year
21
in
front
of
me,
but
that
one
is
out.
It
does
also
does
a
comparison
of
prior
years,
so
you
could
see
the
usage
and
we'll
be
publishing
one
later
this
year
for
fiscal
year
22..
So
we
publish
that
annually
with
all
of
the
with
all
of
the
participants.
I
Most
of
that
is
remote
throughout
the
pandemic,
but
we
have
resumed
in-person
appearances,
so
we're
out
there-
and
you
know
I've
partnered
with
council
and
community
organizations
in
the
past
and
are
excited
to
say
that
we're
back
doing
that
pre-pandemic
we
were
doing
in
excess
of
300
events
in-person
events
per
year.
So
that
is
really
an
effective
way
for
us
to
get
the
message
out
there
and
get
people
enrolled
in
our
assistance
programs.
J
I
Yeah
we're
and,
as
I
said,
we're
just
starting
to
resume
in-person
events
and
and
they've
been
very
limited,
not
our
participation,
but
we
know,
there's
been
very,
you
know
a
reduced
number
of
those
events
taking
place,
but
we
look
to
get
back
to
the
number
of
events
that
we
had
pre
pandemic
when
we
were
really,
you
know
very
actively
engaged
with
city
council
in
all
of
their
events
and
over
the
course
of
the
pandemic.
We
realized.
I
You
know
we
did
significant
amount
of
outreach
through
other
methods
and
we
had
our
guidance
page
up
throughout
and
that's
still
up
there,
our
covet
19
jack's
guidance
and
that
informed
taxpayers
of
changes
and
rules
changes
in
due
dates
how
to
stay
in
compliance,
and
we
do
a
lot
of
social
media
work.
But
we
really
look
forward
to
getting
to
that
in-person
work.
We
know
that's
the
most
effective
outreach
and
we'll
communicate
with
your
office
and
other
council
members
to
resume
those
in-person
outreach.
Events
with
you.
I
Their
their
taxes
at
the
current
level
also
freezes
their
assessed
value.
So
that's
a
very
valuable
program
and
we
also
have
the
we
also
have
the
installment
program
for
them
where
they
can
pay
their
taxes
over
12
months,
rather
than
have
to
pay
it
in
full
by
the
due
date
of
march
31st.
We
realize
that
seniors
on
fixed
income
that
is
often
a
burden
for
them,
so
we
give
them
the
ability
to
pay
their
taxes
throughout
the
year.
J
And
just
two
other
questions,
so
one
is,
can
you
talk
about-
and
I
may
have
missed
this-
you
may
have
said
this
already,
but
can
you
talk
about
just
that
throughout
the
pandemic
in
the
last
couple
of
years
in
tax
collection
and
the?
What
what
has
the
change
been
in
terms
of
particularly
real
estate
tax
collection
in
philadelphia.
I
In
terms
of
the
collection
rate,
yes,
the
collection
rate
has
stayed
around
96
we're
just
below
96
percent
and
one
point
we
were
pretty
pandemic.
We
were
above
96
percent,
so
it
stayed.
You
know
it
stayed
pretty
steady
and
we're
really
happy
with
that.
Considering
that
we
had
no
essentially
no
enforcement
throughout
the
pandemic,
we're
gradually
resuming
enforcement.
I
did
speak
a
little
bit
about
that
earlier.
J
J
J
I
know
that
since
then,
you've
done
a
lot
of
work,
around
sort
of
reforming
or
addressing
some
of
the
issues
within
revenue
in
terms
of
payments
and
and
how
people
can
pay,
and
you
know
making
sure
that
there's
efficiency
there,
but
just
last
week
it
was
brought
to
my
attention
that
you
know
a
business
owner
said
that
they,
I
think
that
they
were
in
real
estate.
They
had
several
properties.
J
I
believe
I
think
this
is
what
it
was
and
anyway
they
came
to
a
window
to
pay
at
revenue
and
we're
told
that
they
could
only
take
a
certain
number
of
transactions
and
after
those
transactions
were
completed,
they
had
to
get
back
in
line
to
the
back
of
the
line
and
start
all
over
again.
Are
you
familiar
with
this,
or
does
this
ring
a
bell
or
yeah?
We.
I
Do
yeah?
I
can
talk
about
that
for
sure
you
know
we
do
have
a
process
where
there's
a
limited
number
of
transactions
that
the
that
the
cashier
can
process
while
a
customer
waits
and
the
reason
we
do
that
you
know
pre-pandemic,
I'm
sure
there
have
been
times
if
you've
been
through
msb.
You
can
see
that
you
know
at
tax
due
dates.
I
It
doesn't
have
to
be
that
same
day
or
within
any
certain
amount
of
time
and
that
we
will
give
them
all
their
receipts
and
they'll
all
be
processed,
and
so
that's
just
a
process
to
keep
the
line
moving.
We
don't
ask
people
to
get
back
into
the
line
and
wait
through
the
line
again
now.
Somebody
might
choose
to
do
that
if
they
want
to
do
everything
right
at
once,
but
that
would
be
their
choice.
I
I
While
we
process
everything,
we
would
want
that,
but
that's
the
exception,
usually
property
owners
that
are
coming
in
with
paying
for
a
large
number
of
properties
or
paying
by
check
and,
of
course,
we're
always
promoting
electronic
payment,
and
it
give
me
you
thank
you
for
giving
me
an
opportunity
to
plug
our
new
our
new
computer
system.
We
have
a
new
integrated
tax
system,
that's
in
place
right
now.
I
It's
a
two
phase
implementation,
so
real
estate
tax
is
not
in
that,
yet
it
will
be
in
in
october,
and
and
we
look
to
see
lots
of
improvements
next
tax
season
for
real
estate
taxes
when
that
is
all
in
our
in
our
new
system,
with
a
new
portal
that
makes
it
really
easy
much
easier
to
do
business
electronically
with
us.
Our
business
taxes
are
in
that
system
this
year,
so
our
business
income
and
receipts
tax,
our
wage
tax,
our
net
profits
tax.
J
I
J
I
Certainly
and
we'll
try,
we
always
try
to
accommodate
any
taxpayer
that
we
can
right
now,
especially
during
the
pandemic,
we're
trying
to
keep
the
lines
moving,
we're
trying.
This
is
the
first
tax
season
since
the
pandemic
that
we're
fully
open
to
taxpayers
in
the
in
the
cashiering
section,
so
we're
monitoring
daily
the
lines
and
the
number
of
people
there,
because
we
want
to
keep.
We
want
to
keep
our
taxpayers.
You
know
safe
and
healthy.
B
B
Okay
in
the
efforts
of
time
overall,
just
I
guess,
there's
a
question
for
the
administration
who
manages
the
improvements
to
the
operations
that
some
of
my
colleagues
and
myself
have
talked
about
and
who's
pushing
each
department
to
try
to
become
more
efficient,
maybe
with
new
technology,
new
systems,
new
processes
and
things
that
can
hopefully
reduce
co
services,
cost
and
improve
the
efficiency
of
the
department.
Who
would
that
person
be.
B
Okay
and
then
my
next
question
is
for
actually
ihs.
I
don't
want
them
to
be
on
this
call,
but
I
have
to
answer
a
question.
Just
a
general
question,
I
think
is
it
tom
jackson
or
maybe
jim
dipple,
is
on
the
call
and
here's
my
question
to
them
tom?
Maybe
you
could
answer
this
question
the
I
know
we
don't
have
the
information,
but
for
what
you
can
see
in
your
forecasting.
B
Okay,
great
just
wanted
to
check
with
you
on
that.
Thank
you
so
much
thanks
for
the
work
you're
doing
to
help
us
on
this
last
question
of
this
panel
is
to
our
opa
director
james
arrows.
I
believe
he's
on
the
call,
and
so
I
have
two
questions
for
the
director.
One
is:
how
is
the
implementation
of
camera
going
and
are
you
happy
with
it
and
is
there
anything
we
can
do
to
help
with
that
implementation?.
H
Good
morning
councilmember,
I
checked
the
time
to
make
sure
we
were
still
before
noon
but
happy
to
be
here.
The
record
james,
arrows
chief
assessment
officer
at
the
opa,
so
camera
implementation
has
gone
well.
We
are
through
phase
one
of
the
implementation
and
there
are
two
additional
phases
that
are
currently
being
worked
on.
Those
are
newer
and
additional
functionality
for
field
mobile
collection,
for
instance,
and
other
elements
that
we
did
not
probably
previously
had
before.
H
The
system
began
to
go,
live
back
in
february
of
2020.,
so
there
were
some
bumps
like
any
implementation
of
any
new
kind
of
technology
that
you're
going
to
have
and
then
throw
the
pandemic
in
there
and
switching
to
remote
work.
But
all
things
considered,
I
I
think
we've
handled
that
fairly
well
and
the
system
is,
is
working
well
for
us
to
this
point.
B
H
I
wouldn't
want
to
talk
in
specifics
until
we
finalize
numbers
and
deliver
them
to
the
mayor
and
and
later
to
council,
but
in
generalities.
You
know,
there's
plenty
of
information
out
there
on
how
some
of
the
sectors
of
real
estate
have
changed
over
the
last
couple
years,
and
we
haven't
done
a
reassessment
in
a
couple
years,
obviously,
and
the
last
reassessment
that
we
did
used
data
that
was
current
as
of
2018
as
far
as
sales.
H
So
I
would
just
say
to
to
folks
no
matter
whether
you're
a
high-rise
office
building
owner
or
a
you
own,
a
single-family
row
home
in
southwest
philly.
If
you
have
access
and
knowledge
of
any
of
the
changes
that
have
happened
over
the
last
three
years,
we're
going
to
be
trying
to
pick
those
up
as
best
we
can
and
that
we're
going
to
be
capturing
a
couple
years
worth
of
changes
in
the
market,
not
just
one
year
because
of
the
fact
that
we
haven't
done
any
reassessments
since
tax
year,
2020.
B
Okay,
thank
you
keep
up
the
great
work.
Thank
you
very
much
so
I'd
like
to
ask,
if
possible,
the
finance
team,
at
least
rob
and
marissa
to
hang
on
for
our
next
panel,
but
I
want
to
thank
our
finance
director
rob
deboe
our
budget
director,
marissa
waxman
pika,
executive
director
harvey
rice
and
tom
and
jim
from
his
and
commissioner
breslin
and
opa
director
james
arrows
for
their
testimony
today
for
answering
the
questions.
Thank
you
all
very
much
and
we're
going
to
go
into
the
next
panel.
M
Okay,
thanks
very
much
for
having
me,
I.
I
welcome
this
opportunity
to
talk
about
our
work.
I'm
larry
eichel
senior
advisor
to
the
philadelphia
research
initiative
at
the
pew
charitable
trust
in
partnership
with
the
william
penn
foundation.
We
at
pew
have
embarked
on
a
project
taking
an
in-depth
look
at
the
city's
fiscal
and
economic
future
as
it
emerges
from
the
pandemic.
M
We
think
the
next
few
years
are
pivotal
for
philadelphia
as
it
seeks
to
recover,
to
adjust
to
new
realities
and
to
work
through
more
work
toward
more
equitable
growth,
and
we
hope
to
inform
the
decisions
that
you
and
others
will
have
to
make
and
who
engage
the
public
as
well
as
part
of
that
project.
We've
released
several
reports
about
philadelphia's
economy,
two
of
which
I
want
to
highlight
here
today.
M
M
In
terms
of
job
cova,
19
has
hit
philadelphia
hard
with
the
city
substantially
underperforming
the
nation,
as
you
can
see,
in
the
in
this
graphic,
national
unemployment
was
down
two-point
national
unemployment
rate
was
down
2.6
percent.
As
of
this
past
september
and
philadelphia's
rate
philadelphia's,
employment
was
down
to
about
7.6
percent.
A
gap
of
5
percentage
points.
M
Now,
numbers
through
the
end
of
the
year
show
the
city
of
doing
a
little
better,
but
the
gap
remains.
The
job
losses
have
hit
some
groups
harder
than
others.
In
this
graphic,
where
you
see
the
orange
line
above
above,
the
blue
bar
that
group
has
suffered
disproportionate
job
loss,
black
workers,
women
and
people
without
college
degrees.
M
We
also
examined
five
key
trends
that
emerge
from
the
pandemic
that
will
influence
one
com.
What
comes
next,
one,
of
course,
is
remote
work.
Econsult
estimates
that,
three
years
from
now,
we
may
see
14
to
27
more
work
being
done
remotely
than
pre-pandemic,
which
has
profound
influence
implications
rather
for
many
aspects
of
the
city's
economy
and
finances.
M
One
is
in-person
activity
which
is
on
the
vertical
axis
in
the
graphic
and
that's
the
degree
to
which
workers,
travelers
and
consumers
presume
patronizing
local
retail
establishments,
dining
out
and
attending
meetings
and
convention
conventions.
In
this
regard,
workers
coming
back
to
the
office
are
a
key
element.
M
We
called
that
uneven
gains,
a
continuation
of
the
economy
we
had
before
the
pendant,
the
other
three
are
stunted
recovery,
which,
in
the
lower
left,
which
is
the
worst
of
the
four
competitive
loss
and
overall
growth
in
the
upper
right,
which
is
the
best
details
of
all
of
them,
are
in
the
report,
and
I
can
talk
more
about
them.
If
you
like
what
I
like
about
the
scenario
building
exercise
is,
is
it
demonstrates
quite
vividly
just
how
much
is
at
stake,
as
this
graph
shows
in
two
of
the
four
scenarios?
M
Philadelphia
would
still
be
below
pre-panjemic
job
levels,
three
years
from
now
and
the
gap
between
the
best
scenario
and
the
worst
is
more
than
70
000
jobs.
About
10
percent
of
the
number
that
the
city
has
right
now,
having
or
not
having
those
jobs
would
affect
its
city,
revenues,
its
businesses
and
the
lives
of
thousands
of
people.
M
Recently,
we
also
released
a
brief
on
the
state's
uniformity
clause
in
the
state
constitution
and
how
it
prevents
the
city
from
various
options,
including
graduating
wage
tax
rates
by
income
or
imposing
a
higher
property
tax
rate
on
50
million
office
buildings
than
on
50
000
homes,
and
last
year
we
looked
at
house
rather
earlier
this
year
we
looked
at
how
cities
are
using
the
money
they're
getting
from
the
american
rescue
rescue
plan.
As
you
know,
and
as
was
discussed
earlier,
philadelphia
is
planning
to
use
all
of
the
1.4
billion
it's
getting
for.
M
Looking
at
the
taxes
paid
by
companies
and
household
across
across
a
wide
range
of
financial
situations
and
we'll
keep
monitoring,
city
finances
and
the
local
economy
to
see
which
of
the
pandemic
inducted
changes
prove
to
be
fleeting
and
which
are
long
lasting
again.
Thanks
for
having
me
and
I'm
happy
to
try
to
answer
any
questions
you
might
have
about
our
research.
B
I
guess
you
know
look.
Our
goal
is
to
get
to
that
category.
That
was
the
purple,
which
is
what
the
771
000
type
jobs
and
in
this
report,
are
you
basically
outlining
two
issues,
one
being
the
in-person
activity
of
bringing
people
back
to
offices
and
two
in
simple
terms,
the
attractive
and
competitiveness
of
attractiveness
and
competitiveness
of
the
city?
B
M
Well,
we
don't
make
policy
recommendations
in
this
report.
I
think
we
may
or
may
not
make
some
policy
recommendations
as
time
goes
on.
I
think,
to
a
large
degree,
it
depends
on
on
what
you
think,
how
you
think
the
economy
is
going
to
play
out.
I
mean
you
know
one
one
outlet
might
be
that
you
want
to
try
to
do
as
much
you
can
to
to
make
the
city
more
attractive
to
business.
M
B
I
mean
the
other
question
I
had
was.
If
I
recall
I,
I
can't
put
my
fingers.
I
thought
I
read
on
your
report
that
the
industries
that
were
most
effective
in
employment
loss
was
hospitality
at
the
lowest
numbers
and,
if
I
recall
most
other
industries
had
minor
losses
except
for
hospitality
and
was
in
the
25
range
or
something
of
employment
loss.
What
was
interesting,
I
think
in
government
it
actually
grew
as
a
percentage.
B
M
A
M
It's
particularly
important
for
the
leisure
and
hospitality
in
the
retail
sectors,
but
from
an
overall
economic
standpoint,
the
analysis
was
that
actually
the
attractiveness
competitiveness
angle
was
more
important
in
terms
of
jobs
as
we
move
forward
and
that's
simply
because
the
the
sect,
largely
because
the
sectors
in
those
category
are
bigger
than
the
sectors
in
the
in-person
activity.
When
we
talk
about
professional
service
for
professional
services,
we
talk
about
finance
and
finance,
we
talk
and
we
talk
about
health
care.
M
Obviously,
health
care
has
both
kind
of
in-person
and
attractiveness,
competitive
components,
but
you
know
our
healthcare
industry,
and
that
includes
pharmaceuticals
and
other
aspects
really
sells
its
services,
a
lot
of
its
services
outside
the
city.
It
attracts
patients
and
it
tracks
investment.
So
so
it
was
categoried
categorized
here
as
in
the
attractiveness
competitive
category,
and
so
they
are
more
important
for
overall
job
growth.
B
M
B
M
I
I
can't
say
in
in
any
detail
about
you
know,
obviously
specific
cities,
but,
but
obviously
many
hospitals
in
particular
are
certainly
are
exempt
from
property
taxes,
and
you
know,
but
a
lot
of
cities
don't
have
most
cities,
in
fact,
don't
have
wage
taxes,
so
the
local
institution,
people
who
work
at
the
local
institutions
pay
that
that
that
would
not
be
the
case
in
other
cities.
Okay,.
B
M
There's
some
that
do
actually
some
some
older
cities
actually
older,
smaller
cities
that
have
seen
no
population
growth
over
time,
which
is,
is
not
us.
They
a
lot
of
them,
have
high
ends
and
meds
percentages,
and-
and
you
know
in
that
situation-
that's
not
seen
as
a
great
sign
because
because
it
largely
means
that
there's
not
too
much
else
going
on
economically,
but
you
still
have
especially
you-
have
an
aging
population
you're
still
going
to
have
a
big,
certainly
healthcare
industry.
B
B
Okay,
let
me
ask
rob
thank
you
larry
for
your
presentation.
I
think
there'll
be
some
questions
too,
but
let
me
ask
rob
and
marissa
about
this
presentation
and
their
thoughts
or
opinions
on
how
do
we
achieve
that?
The
best
overall
growth
strategy
that
pew
outlined
for
us
and
what
steps
can
we
take
hopefully
to
achieve
that
getting
back
those
70,
000
jobs?
I
guess
that
we
want
to
get
to.
F
Yeah,
I
mean,
I
think
I
think
yeah
larry
summed
it
up.
Well,
you
have
to
look
at
where
the
economy's
going
and
how
do
you
make
let's
see
more
attractive,
like
what
combination
of
of
amenities,
basic
services
and
the
amount
you
charge
for
them
works
best
and
now
that's
the
process
we
go
through
as
we
try
to
put
the
plan
together
and
then,
when
we
work
with
council
during
during
the
budget
process,.
D
I
think
really
everything
rob
said
and
the
idea
of
making
sure
that
we're
a
place
that
people
want
to
be
and
that
that
the
barriers
we're
choosing
because
everything
is
a
trade-off,
makes
sense
and
not
trying
to
see
where
we
can
capitalize
on
trends.
If
there's
areas,
we
can
buck
them
but
being
really
sort
of
cognizant
of
what
is
realistic
in
the
short
term,
but
also
understanding
what
are
some
of
the
long-term
things.
There
are
certain
interventions.
D
We
could
do
right
now
that
won't
bear
fruit
for
an
inner
for
a
generation
and
trying
to
sort
of
do
that
sort
of
time
trade-off.
The
other
thing
that
we
are
thinking
a
lot
more
intentionally
around
is
equity
in
these
decisions.
It
makes
us
think
about.
You
know
when
we're
thinking
about
different
tax
types
and
their
burdens.
How
do
those
currently
fall
in
terms
of
race
are
people?
D
You
know
more
disproportionately
impacted
based
on
being
people
of
color
for
certain
tax
changes
versus
others
and
making
sure
we're
thinking
through
that
equity
piece
same
with
making
sure
that
we're
providing
adequate
services
and
doing
the
things
we
want-
and
I
will
say
we
do
always
remain
challenged,
though,
by
our
being
a
city
and
accounting
that
I
think
very
few
people
decide
where
to
live
or
open
up
a
business
based
on.
You
know
like
how
great
are
their
prisons,
and
so
those
are
you
know.
Those
are
you
know.
D
B
B
I
know
that
back
in
june
we
lost,
I
think,
150
000
square
feet
of
cell
therapy
office
space
to
the
suburbs,
but
we
should
probably
come
up
with
a
plan
on
how
do
we
become
number
one
in
cell
therapy,
because
it's
not
just
the
jobs
of
cell
therapy?
It
is
the
economic
job
multiplier
of
that
particular
job.
That
is
four
or
five
to
one
that
could
really
bolster
our
economy
and
we
already
have
the
science
here.
We
have
the
people
here.
B
L
Thank
you
so
very
much
to
pew
and
for
all
the
work
you're
doing
you
know
we
talk
about
this
equity
lens
and
marissa
mentioned
it.
Can
you
speak
to
what
you
saw
as
it
related
to
small
businesses,
small
business
of
color,
and
when
you
were
looking
at
some
of
these
wage
numbers,
anything
that
stuck
out
to
you
that
you'd
like
to
kind
of
highlight
for
us
that
we
should
be
aware
of
as
we
talk
about
recouping
the
70
000
plus
other
jobs,.
L
I
think
it's
important
for
us
to
figure
out
what
the
intersection
is
between
some
of
those
small
businesses
and
then
job
recovery
right
and
particularly
if
we
want
to
do
an
equitable
lens.
So
it
would
be
interesting
to
see
you
know,
based
on
this
new
data
that
you
have
and
then
some
of
the
small
business
data
you
know
we
want
to
recover
more
equitable.
Where
do
we
need
to
incentivize
better?
Clearly,
we
know
we
don't
have.
L
We
have
a
disproportionate
number
of
businesses
of
color
and
in
this
space
everybody
is
jogging
to
do
more,
but
I
just
don't
see
kind
of
this
comprehensive
plan
around.
This
is
what
we
should
be
doing
for
businesses
of
color
outside
of
capitalizing,
which
is
a
huge
issue.
You
know
access
to
capital,
but
I
was
wondering
from
the
employment
perspective,
since
the
majority
of
the
jobs
are
in
small
businesses
from
an
employment
perspective,
you
know,
did
you
see
anything
that
popped
out
that
that
you
want
us
to
be
aware
of?
L
You
know
we
had
a
lot
of
the
losses
of
with
populations
of
color.
I'm
sure
that
impacted
women
of
color
like
what?
What
are
those
skill
sets?
You
know
retail
being
one,
but
what
other
things
do
we
need
to
be
aware
of?
As
we
talk
about
bringing
people
back
into
the
city
or
having
people
in
the
city
wanting
to
come
back
into
the
city.
M
M
I
know
people
talk
a
lot
about
the
importance
of
small
businesses,
and
certainly
small
businesses
are
important
to
neighborhoods
and
a
lot
of
other
situations,
but
my
memory
is
that
one
of
the
things
that
stands
out
about
philadelphia's
economy
is
that
there's
actually
a
very
large
proportion
of
the
jobs
that
are
not,
in
fact
not
in
small
businesses
that
they
are
with
larger
employers
and
again
that's
not
to
minimize
the
importance
of
the
small
businesses.
But
I
think
that
that's
actually
that's
one
of
the
distinctive
things
about
the
city's
economy.
B
Thank
you,
councilmember
sanchez.
You
know
there
is
larry
on
page
six,
a
report.
I
don't
know
if
the
councilmember
sanchez
was
referring
to
this.
It
showed
equity,
implement
implications
and
it
talks
about,
I
guess,
in
the
overall
growth
strategy.
Everyone
does
pretty
well,
but
in
the
in
the
worst
strategy,
it's
it
looks
like
white
people
and
people
with
bachelor's
degrees
do
the
best.
B
M
Yeah,
I
mean
part
of
the
reason
why
I
didn't
include
that
in
our
presentation
was,
was
that
it
kind
of
it
was
kind
of
the
the
outliers.
In
each
scenario,
are
the
variability
isn't
very
big
in
it?
You
know,
as
you
say
in
in
in
the
best
scenarios,
everybody
right
does
well,
but
pretty
constantly
people
with
college
degrees
do
better
across
the
board.
M
B
B
The
best
analysis,
which
is
the
overall
growth
strategy
like
what
do
we
have
to
do
almost
like
a
business
plan.
What
do
we
have
to
do
to
achieve
the
overall
growth
strategy
in
the
city
and
put
together
those
tactics
and
objectives
to
get
there
so
I'll,
throw
that
out
there
as
a
challenge
and
happy
to
work
on
it
myself,
but
I
just
want
to
put
it
out
there.
I
think
we
should
really
focus
on
that.
B
Okay,
seeing
none
larry.
Thank
you
again
and
thank
you
to
pew
for
your
presentation.
I
also
want
to
thank
everyone
for
being
here
today
for
your
insight.
We
appreciate
your
testimony
today
and
look
forward
to
working
with
you
in
the
future.
I
don't
believe,
there's
any
public
witnesses
here
today,
no
seeing
none.
So
thank
you
again.
This
concludes
the
hearings
on
resolution
200406
and
the
hearing
is
adjourned
and
thank
you
again
for
the
great
information.
Thank
you.
So
much
have
a
good
day.